SECTOR SKILLS PLAN - Sassetasasseta.org.za/documents/Documents/Skills planning/Sector... · Web viewThe sectoral analysis will form the basis for the Sector Skills Plan (SSP) to facilitate

SASSETA SECTOR SKILLS PLAN An economic, labour market analysis and forecast of the policing, private security, legal, justice, correctional, defence and intelligence sectors.

2011 – 2016

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EXECUTIVE SUMMARY

This document reviews the economic and labour market that falls under the scope of the Safety and Security Sectoral Education and Training Authority (SASSETA). The sectoral analysis will form the basis for the Sector Skills Plan (SSP) to facilitate the identification of the sectors’ skills shortage, gaps and supply; and identify the relevant strategies and activities effective to address the constrains within the sector that will hamper effective utilization and development of skills crucial to achieve the government’s priorities.

The document defines the scope of the SASSETA, the role of the subsectors and their demographic and equity profile, the implication of the equity profile on skills development as the base to outline strategic intervention to promote an ‘inclusive society’, ‘economic growth’ and improve delivery of public services. To compile the document SASSETA relied heavily on the information that was readily available as of the 31st March 2010. Data sources include the Workplace Skills Plans and Annual Training Reports submitted in June 2009 and the Annual Reports for the financial year 2009/10.

1 PROFILE OF THE SECTOR

SASSETA’s constituent economic entities are government, business and personal service industries geared towards the maintenance and promotion of safety and law and order within and outside the borders of South Africa. These entities include private and public enterprises that are grouped into seven subsectors: Policing, Corrections, Justice, Defence, Intelligence, Legal Services and Private Security and Investigation.

Disaggregated data to profile race and gender was only available for five of the subsectors and the data indicated that the sector is generally dominated by Africans and with a generally higher proportion of males to females.

In the analysis of each subsector the following can be highlighted: Corrections subsector is shifting its focus to become effective rehabilitation centres.

The workforce profile indicates that African are the dominant racial grouping (about 70%) and about 73% of the workforce is male.

Defence subsector is downsizing and the SANDF now comprises 74 596 employees. This trend is likely to continue as the DoD actively seeks to realise an optimal force size of 70 000 full time personnel. The sector is predominantly male (75%). Ongoing transformation has ensured the demographic profile is representative of the South African population.

Legal services subsector is disproportionately dominated by whites who make up just over 60% of the total subsector workforce. This skew can be attributed to the private legal firms as the Legal Aid Board is predominantly African. Transformation still remains an issue of concern.

Justice subsector employs more females (58%) than males and the workforce is predominantly African.

Policing Subsector is 68% male and SAPS has slightly surpassed its policy ideal target of 30% female representivity by 2010. People with disabilities form only 0.6% of the total workforce.

Private Security subsector is expanding with an increased number of active security services businesses from 6392 in March 2009 to 7710 active registered businesses as of May 2010. The subsector is concentrated in Gauteng (36%).

SASSETA Sector Skills Plan 2011 - 2016

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Intelligence subsector has not been profiled; owing to the nature of their services data was not available regarding their employment and demographic data.

The sector profile highlights possible areas where interventions can be introduced to redress inequalities with regard to race, gender and disability.

2 DRIVERS OF CHANGE

The drivers of change focus on policy and legislative issues, social influences impacting on the subsectors, economic effects, technological developments, labour organizations and explores the urban-rural divide. In the analysis of each subsector the following can be highlighted:

2.1 Corrections services Budget cuts that government departments are experiencing will affect its ability to execute

key strategies. Changing trends within the sector will have a direct impact on the functioning of the

Department of Correctional Services such as the ever changing nature of crime, new crimes and the increasing influx of young offenders

The department’s current training does not focus on how to manage the new trends and developments in the profile or types of crimes.

Knowledge of basic technology is still a challenge among employees and overcrowding and the current design and structures hamper easy implementation of technology.

The rural / urban divide offers challenges as urban areas continue to attract employees thus resulting in difficulty in finding and retaining staff in rural areas.

2.2 Defence subsector HIV and AIDS continues to be a problem especially for members of the forces who are

deployed outside the borders of South Africa. The aging workforce means skills are not being retained and there are no mechanisms to

efficiently transfer skills. Access to basic technology and the training of employees to use technology is still low.

2.3 Justice subsector The training budget is not adequate to execute the Department’s full training plan. Loss of skills is being experienced as trained employees leave for better prospects. Increased crime levels are being experienced in courts as a result of recession and the

tough economic environment. There is a slow response to increasing HIV / AIDS cases. Systems within the department are being computerized, however training is not being

rolled out fast enough. Fear of technology is leading to resistance of the acceptance of technology.

2.4 Legal subsector The recession has lowered the demand for legal services affecting profitability of firms. The structure of the subsector continues to be a barrier to entry for previously

disadvantaged groups. IT developments will result in downsizing of paralegals but will necessitate increased

demand for IT professionals. Rural attorneys are not exposed to latest developments. There is a general lack of transformation which needs to be urgently addressed.


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2.5 Policing subsector Increased crime levels as a result of tough economic times have a direct impact on policing. HIV / AIDS levels are quite high. Health promotion and HIV/AIDS programmes have been

introduced to reduce risks. There is a high staff turnover as a result of for instance high resignation rates especially

among white males, high personnel deaths and new employees leaving the service after 2-3 years for better prospects.

Technology will enhance crime prevention and detection but will require skilled personnel to operate.

Rural areas experience challenges such as inferior technology, scarce and top up skills worse in rural areas, training institutions are inaccessible.

There is a continued drive by the department to achieve the 2% target for people with disabilities.

2.6 Private Security subsector The requirement (if legislation is enacted) that every security officer be firearm competent

may offer a challenge to the industry. The industry relies on contracts, when employee contracts expire they are let go with no

other skills gained. They need to be upskilled and empowered. Common social factors that plague the industry include high training costs, high incidences

of HIV/ AIDS and TB cases, drug and alcohol abuse and poor remuneration. Technological advancement is gradually taking over previously human functions resulting

in increased unemployment. However technology improves job efficiency and will require higher level skills.

Disparity in remuneration rates between rural and urban areas and the long distance from training institutions for rural employees affects employment and service delivery.

3 DEMANDS FOR SKILLS

Understanding the demand for skills is important so that existing supply can be analysed in the context of what skills are required. Where there are mismatches, the result is critical or scarce skills which in turn affects service delivery.

Demand for skills is influenced by: Current employment. What skills are currently demanded based on existing and

funded posts? Replacement demand. This is the demand for skills that is created as existing

employees leave the sector as a result of employees moving to another sector, illness, death or retirement. Measurement of replacement demand is difficult but can be proxied by replacement demand due to retirement or terminations.

The above factors were analysed to provide an indication of the pattern of skills demanded as well as those skills that are considered scarce or critical.

3.1 Corrections subsector Sixty four percent of posts are security officers while only 0.4% are classified as

management. The professional category consists of 1 086 posts and this is primarily where the critical

and scarce skills are experienced. There is an average vacancy of 33% in key professional occupations.


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There were 1 088 employees (2.6% of employment) terminated 2009/2010. It is reasonable to expect a similar proportion of personnel will be leaving the employ of the department per year over the next 5 years.

Attrition in the largest occupation in the department will create demand for roughly 4 500 correctional officers between 2011 and 2016.

3.2 Defence subsector

The largest contributor to employment is soldiers (Service and Sales Workers) making up 30 918 (41% of filled posts).

Only 3 024 out of 74 596 employees (4%) are professionals. A total vacancy rate of 15% is currently being experienced in the department. The most

affected areas are administration (33% of posts unfilled) and force employment (vacancy rate of 30%).

The 1998 Defence Review recommended an optimal size of 70 000 employees which means that true demand over the 2011 – 2016 period is unclear.

3.3 Legal subsector Attorneys’ practices and Legal Aid SA employ approximately 57 000 and 2 476 people

respectively. No profile data is available for the sheriffs. Employees consist predominantly of professionals and supporting administrative staff,

these two occupational categories comprise 89% of all employees. Management make up 7%.

Professionals employed in attorneys practices consist of 37% of total employment Legal Aid board has a similar breakdown with 41% professionals, 51% admin and support

and an 8% management band. Scarcity is driven more by the quality of graduates and employment equity concerns. The sector is heavily weighted towards white males (75% of all advocates are white) and

since this is where the majority of wealth is generated in the subsector, it represents a gross imbalance.

The demand for African, Coloured, and Indian (ACI) professionals will continue to outstrip supply.

Replacement demand was unavailable for legal services but according to Legal Aid SA’s WSP, the workforce is relatively young with only 3% of current employment aged 55 or above.

Sixty percent of employees are under the age of 35 and the ability of the remaining cohort (37%) to impart skills to the next generation needs to be considered carefully.

3.4 Justice subsector

The biggest contributor to employment is the clerical occupations accounting for 57% of filled posts, followed by professionals with 3 640 (20%).

Seven percent of total posts are reported to be contract posts drawing from all skills levels. Total vacancies stand at 16%. This includes IT skills at 80% and cleaners at 22%. This

however is not consistent with prevailing labour market conditions, and may be attributable to other factors inherent to the Department itself (e.g. those occupations may be outsourced).

There are areas that are critical to the technical functioning of the department that are more likely to be experiencing genuine shortages. These include advocates (16%), attorneys (16%), judges (20.5%) and magistrates (10%).


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Replacement demand can be determined from extrapolating terminations (excluding temporary work). A total of 2 492 employees left the department in 2008/2009. Of those 1 643 were temporary or contract workers and 849 (34%) were permanent employees.

More employees were appointed and transferred in than terminated and transferred out in 2008/2009. If this continues over the next 5 years, the scarcity as reported may be greatly reduced

3.5 Policing subsector

The South African Police Service (SAPS) demands skills from a vast array of categories. As of 31 March 2009 the department had a total personnel complement of 182 754 (up

from 131 500 in 2003) and as of 1 April 2010, the total number of SAPS employees had increased by a further 3 741 staff members to 186 495.

Skills demanded fall primarily in the category of ‘Service and Sales Workers,’ representing the 135 783 police officers. Roughly 17% of the force are clerks and a further 5% are professionals.

Police officers carry out the wide array of functions such as detective services, flying squad, inland water policing, etc. Each of these functions demand a unique package of skills, many of which are not offered by public or private training institutions. Therefore in many circumstances the SAPS itself needs to meet its own demand for skills.

Only 0.2% of all posts are vacant which means that existing systems are working well to meet the growing demand of the subsector.

More specialised occupations are experiencing scarcity evidenced by higher vacancy rates. Employment growth will likely be in a similar proportion to the current profile with three

quarters of new employees being police officers, 17% being clerical and 5% professional. 3.6 Private security subsector

There are currently 387 544 registered and active security guards in South Africa. If the organisational structure is used to extrapolate to all occupations, total employment

could be as much as 545 000 people. The subsector has a relatively low demand for skills as 71% of the employment is for

security guards. These guards perform the security functions such as guarding, armed response, personal security, etc.

The vast majority of people (71%) have an educational qualification no higher than matric, 24% of employees have a diploma, 0.3% have a degree and 0.2% have a post graduate degree.

Similar to the experience of the SAPS, the private security sector is likely to continue to grow until such a time as the crime rate in South Africa is brought under control

3.7 Drivers of ScarcityA number of key factors drive scarcity in the demand for skills. While there are unique factors from subsector to subsector, cross cutting issues that need to be acknowledged include:

The image of the public sector as an employer. In key professional occupations, the public sector is usually not the first employer of choice.

Remuneration packages are often not competitive in the public sector. Difficult working conditions in departments such as corrections makes it difficult to

attract professional skills. Quality of graduates from tertiary institutions. Legal services in particular bemoaned

the falling standards in the quality of graduates (stakeholder consultation 2010). Lengthy recruitment processes in public sector departments create difficulties in filling

posts.


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Demand for skills in rural areas outstrips supply. Employment equity. Huge strides have been made in transforming the sector however

legacies of apartheid still remain with whites being generally over represented in managerial and professional positions. This is most pronounced in the legal subsector.

4 SUPPLY OF SKILLS

The supply pipeline for the sector is derived from both public and private institutions.

4.1 Output of Public Education and Training Institutions The sector requires a broad range of competencies from workers entering employment,

ranging from a school leaving certificate to university degrees but the quality of provision remains a concern, particularly at school level.

Many of the scarce skills cited in Chapter 3 on demand require a basic foundation in maths and science in order to pursue further studies to gain the requisite qualifications yet less than a third of candidates sitting maths and science examinations received a mark above 40%.

The available programmes are not linked to the needs of employers. They meet a very small proportion of the needs identified as scarce skills. At present, most of the training offered in the sector is offered through private providers.

The range of offerings at FET and HE institutions is insufficient to meet the needs of the sector. Private providers are perceived to be more responsive and better able to tailor their programmes to the client.

In higher education institutions, with the exception of Black Females (African, Coloured, and Indian), enrolment in law and public administration is trending downward since 2007. This suggests that public providers are not currently able to respond adequately to changes in the labour market.

The SETA can play an important role not only in facilitating the links between providers and industry, but also in supporting the development of capacity within the institutions to be able to respond to labour market requirements.

New areas of specialisation such as environmental law, cyber crime investigation, and other occupations that may be driven by innovations in technology or in the law are the main areas of concern as learners are often not sufficiently informed about these career options to pursue studies relevant to them. This is an area that the SETA can play a role to address the problem.

4.2 Training needs identified within the workforce in each sub-sector4.2.1 Correctional Services

Many of the identified skills relate to the routine management of the Department, rather than hard technical skills, with only one or two exceptions.

The Department’s workers are mainly drawn from new matriculants and the development and promotion of the existing workforce. There is therefore a need for constant up skilling to maintain a corps of appropriately skilled workers.

4.2.2 Defence The DoD has a greater capacity for training and development than most employers, as this is

an ongoing responsibility to maintain readiness of the defence forces. The defence forces invest heavily in developing specialist skills for its workforce.


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However, many of these skills are in high demand in the private sector, and the armed forces have difficulties retaining highly skilled workers.

Strategies are being considered or implemented in an effort to retain skilled personnel such as Introduce medium term employment contracts for the scarce occupations, Offer staff incentives, Offer an enlistment bonus for completing training, then a contract for the next 5 years

Employees tend to stagnate at certain levels causing frustration however this issue is already being addressed at management level.

4.2.3 Department of Justice As with other government employers, the Department competes with the private

sector for skilled personnel. A number of retention strategies have been put forward by the Department such as

counter offers, rewarding excellent performance, career pathing, etc. The silo mentality that currently exists in the Department needs to be addressed in

order to facilitate transfer of skills and sharing of information. The Department of Justice is currently utilising 65% of private institutions compared to

only 35% of public institutions for up skilling its personnel.

4.2.4 Legal The legal sector has historically been characterised by a narrow range of occupations,

predominantly concentrated in the high or intermediate skills. The context in which attorneys and advocates operate has changed, and different

requirements have led to the need to review the current state of provision for this sub-sector.

The tertiary institutions are supplying the Legal industry with more than enough law graduates. However, the industry feels that there are not enough candidates with the right skills that are required as reflected in the list of top-up skills, which are concentrated on language, and financial literacy and numeracy.

There are several improvements to the quality of training content provided by the tertiary institutions that the Legal subsector would like to see implemented in the graduate programmes. Therefore, there is a need for further engagement with institutions in which SASSETA should also be involved.

Technikons used to offer a Certificate for Legal Secretaries. They have since stopped and this has created a gap in the market.

There is a worrying industry trend whereby a large number of individuals admitted as attorneys do not practice. This is mainly as a result of the attraction and high demand for attorneys outside of the practice environment.

In the event of not being able to obtain the required skills, most legal firms generally poach staff from other firms.

4.2.5 Policing The police invest heavily in a wide range of skills and occupations on a continual basis. It is difficult to compete with private sector wages and conditions of service in order to

retain skilled workers.


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The SAPS has been growing over the years due to the persistently high crime levels in the country. The supply constraints facing the Service relate both to the absolute numbers of people available in key occupations such as investigation and forensics, and in the quality of skills of workers and new entrants.

Entry level requirement for the police service is a school leaving certificate but the quality of provision at that level is less than ideal. Thus, many police officers, particularly in poor and rural areas lack basic literacy and numeracy skills needed for core functions such as taking statements from witnesses, preparing reports, and the use of technology.

The subsector is currently using private institutions much more than public institutions to meet its training requirements. The ratio is currently approximately 80%:20% in favour of private institutions.

The quality of training content provided by the public institutions is not at the levels that are acceptable to the SAPS.

4.2.6 Private Security Industry The private security industry is one of the fastest growing industries in South Africa

and the range of occupations is wide, from the low skilled to the highly complex. The needs are similar to those of the police, ranging from basic literacy and numeracy

to high level investigation and analysis. The Private Security subsector is currently using private institutions much more than

public institutions. The ratio is 95%:5% in favour of private institutions. The Employers believe that higher success can be achieved through-on-the-job

training. This is an indication of the dissatisfaction at the quality of training being provided by the training institutions.

4.3 Medium Term StrategyStrategic Objectives are outlined and key performance areas, performance indicators and related targets for year one to year five identified.

Targets have been agreed with stakeholder representatives to meet the stated objectives of

NSDS III.

Zongezile Baloyi

Chief Executive Oficer

____________________________________

Chairperson of the Board:

__________________________________________


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LIST OF ACRONYMS AND ABBREVIATIONS

AIDS Acquired Immunodeficiency SyndromeATR Annual Training ReportCAS Crime Administration SystemDCS Department of Correctional ServicesDHET Department of Higher Education and TrainingDoD Department of Defence and Military VeteransDoJCD Department of Justice and Constitutional DevelopmentDoL Department of LabourFET Further Education and TrainingHDI Historically Disadvantaged IndividualsHIV Human Immunodeficiency VirusHRD Human Resource DevelopmentICD Independent Complaints DirectorateJCPS Justice, Crime Prevention & SecurityNIA National Intelligence AgencyNQF National Qualifications FrameworkNSDS National Skills Development StrategyOFO Organising Framework for OccupationsPSIRA Private Security Regulatory AuthoritySAPS South African Police ServicesSASS South African Secret ServiceSASSETA Safety and Security Sector Education and Training AuthoritySDA Skills Development ActSDF Skills Development FacilitatorSETA Sector Education and Training AuthoritySIC Standard Industrial ClassificationSSP Sector Skills PlanSSS Secretariat for Safety and SecurityUN United NationsVCT Voluntary Counselling and TestingWSP & ATR Workplace Skills Plan & Annual Training Report


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LIST OF TABLES AND FIGURES

Table 2.1: SASSETA Scope of Coverage Table 2.2: DCS ProgrammesTable 2.3 Main business activities for Policing SubsectorTable 2.4 Amendments to the legislation pertaining to the Corrections subsectorTable 2.5 Economic factors: PolicingTable 2.6: Categories of employees identified to be at high risk of contracting HIV/AIDS and related diseasesTable 2.7 Social factors: SAPSTable 2.8 Technological factors: SAPSTable 2.9 Social influences affecting the Security subsectorTable 3.1 Vacancies in selected occupations as of 1 April 2010Table 3.2 Estimated Replacement demand in selected critical occupationsTable 3.3 Employment in the legal services subsectorTable 3.4 Vacancy rate (permanent posts only) by selected occupationTable 3.5 DoJCD estimated replacement demand 2011-2016Table 3.6 SAPS vacancies in selected occupationsTable 3.7: Scarce and Critical Skills 2010/11Table 4.1 Results of the National Senior CertificateTable 4.2 Results of the National Certificate Examinations at FET collegesTable 4.3 Results of the National Certificate (Vocational) Examinations at FET collegesTable 4.4 Skills gaps in the Department of Correctional ServicesTable 4.5 Skills gaps in the Department of DefenceTable 4.6 Skills gaps in the Department of JusticeTable 4.7 Skills gaps in the Legal sub-sectorTable 4.8 Skills gaps in the Policing sub-sectorTable 4.9 Priorities for provincial crime prevention trainingTable 4.10 Top up skills: Private SecurityFigure 2.1 Race ProfileFigure 2.2: Gender Profile Figure 2.3 DCS Race and Gender ProfileFigure 2.4 Workforce Profile: G4S Care and Justice ServicesFigure 2.5 Workforce Profile: Kutama Sinthumule Correctional CentreFigure 2.6: Occupational categories: Department of DefenceFigure 2.7 Workforce Profile: Legal Aid SAFigure 2.8 Workforce Profile: Department of Justice and Constitutional DevelopmentFigure 2.9: SAPS Race and Gender ProfileFigure 2.10 SAPS People with DisabilitiesFigure 2.11 Workforce Profile: Independent Complaints DirectorateFigure 2.12: Active registered private security businessesFigure 3.1 Department of Corrections demand for skills by occupational group Figure 3.2 Department of Defence employment by SASCO categoriesFigure 3.3 Employment in Legal Aid SA by SASCOFigure 3.4 Age profile of Legal Aid SAFigure 3.5 All DoJCD posts by salary levelFigure 3.6 SAPS Occupational Profile (SASCO)Figure 3.7 Private Security Occupational Profile


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Figure 3.8 Educational profile of the private security sectorFigure 4.1 Enrolment in Law and Public Administration at All UniversitiesFigure 4.2 Graduates in Law and Public Administration at All Universities


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TABLE OF CONTENTS

CHAPTER 1 INTRODUCTION 1CHAPTER 2 PROFILE OF THE SECTOR 2

2.1 Composition of the Sector 22.2 Gender and Race Profile 22.3 Subsector Characteristics 32.4 Drivers of Change 16

CHAPTER 3 DEMAND FOR SKILLS 333.1 Department of Corrections 333.2 Department of Defence 343.3 Legal 353.4 Justice 383.5 Policing 393.6 Private Security 413.7 Drivers of scarcity 42

CHAPTER 4 SUPPLY OF SKILLS 444.1 Output of public education and training institutions 514.2 Training needs identified within the workforce in each sub-sector 54

CHAPTER 5 MEDIUM TERM STRATEGY 63


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CHAPTER 1 INTRODUCTION“In accordance with the Skills Development Act (SDA) section 10(1) (a) each Sector Education and Training Authority (SETA) is required to develop a Sector Skills Plan (SSP) within the framework of the National Skills Development Strategy (NSDS).”i

The Department of Higher Education and Training (DHET) expects each SETA to submit a credible economic and labour market review of its sector by the 30th June 2010 that will be presented before an Expert Review Panel. The sectoral analysis will form the basis for the SSP to facilitate the identification of the sectors’ skills shortage, gaps and supply; and identify the relevant strategies and activities effective to address the constrains within the sector that will hamper effective utilization and development of skills crucial to achieve the government’s priorities.

The purpose of this document is to define the scope of the Safety and Security Sector Education and Training Authority (SASSETA), the role of the subsectors and their demographics, the equity profile of the sector, the implication of the equity profile on skills development for the next five years as the base to outline strategic intervention to promote an inclusive society, economic growth and improve delivery of public services.

The Draft NSDS III Framework and the guidelines for the DHET have emphasised the use of different methods to gather data. Given the time constrains to produce this document; SASSETA had to rely heavily on the information that was readily available as of the 31 st March 2010. The data was gathered from the Workplace Skills Plans & Annual Training Reports submitted in June 2009 and the Annual Reports for the financial year 2009/10. SASSETA received a total of 1049 WSP/ATR during 2009/10 financial year of which 577 were from the Private Security sector , 463 from the Legal sector, 1 from Policing sector, 5 from Corrections , 1 from Defence and 2 from Justice sectors. Also during the months of June and July 2010 SASSETA conducted stakeholder consultative workshops in order to beef up the information gathered from WSP/ATRs

This document outlines the business activities of the Safety and Security SETA (SASSETA) economic sectors, offers an overview of the entities in each subsector and their occupational profiles. In addition an analysis is undertaken of the political, economic, social, technological, environmental, rural-urban divide and legislative factors that may influence change in the sector and their implications on skills development. This information forms the basis of considering education, training and development needs of the SETA’s constituency for the present as well as for the future.


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CHAPTER 2 PROFILE OF THE SECTOR

2.1 COMPOSITION OF THE SECTOR

SASSETA’s constituent economic entities are government, business, and personal service industries geared towards the maintenance and promotion of safety and law and order within and outside the borders of South Africa. The enterprises in SASSETA’s scope of coverage include private and public enterprises that are grouped into seven sub-sectors consistent with the Standard Industrial Classification (SIC) system used to classify industries (Government Gazette N. 265, 1998).

SIC CODE

Chamber Description N. of Employees

9110A* Policing The South African Police Service (SAPS) 186,495The Independent Complaints Directorate (ICD) 272

186,767

9110B* Corrections The Department of Correctional Services (DCS) and private correctional services providers

41,343

Kutama Sinthumule Correctional Centre 477G4S Care and Justice Services 14Khensani Correctional Service 73

41,908

9110C* Justice The Department of Justice and Constitutional Development (DoJCD)

18,181

9110D* Defence The Department of Defence (DOD) 74,59691104 Intelligence

ActivitiesThe National Intelligence Agency (NIA) Not Available

91105 The South African Secret Service (SASS) Not Available88110 Legal Services Legal and paralegal services 56,553

Sheriffs 286Legal Aid Board South Africa 2476

59,315

88920 Private Security and Investigation Activities

Private security, investigation, and polygraph services

387,544

Source: WSP & ATR 2010/2011 from the SAPS, ICD, Legal Aid Board, the Annual Report 2008/2009 from the DCS, DoD, DoJCD, the Law Society of South Africa 2008 National Survey of the Attorneys’ Profession and PSIRA.

* This SIC code does Not exist in the original classification. It was added for defining the sub-sector for the demarcation of SETA jurisdiction.

2.2 GENDER AND RACE PROFILE

Disaggregated data was available for the Policing, Corrections, Justice, Defence and Legal Services subsectors which illustrated that African comprised about 70% in all the sectors except legal services in which there was a disproportionate dominance of whites.


Table 2.1: SASSETA Scope of Coverage

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Figure 2.1 Race Profile

Source: Consolidation of sub-sector profile data


The data also indicates that in general the sector is male dominated with an approximate 60:40 split.


Figure 2.2: Gender Profile

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2.3 SUBSECTOR CHARACTERISTICS

2.3.1 Corrections South Africa has the world's seventh highest number of people in incarceration - outranking countries with up to nearly five times South Africa’s population. The country's biggest prison population is at Johannesburg Medium A, which is meant to house some 2,630 offenders but has 6,973 unsentenced prisoners. The Department of Correctional Services (DCS) is responsible for managing persons awaiting trial, convicted offenders, and persons on parole and probation.

The DCS has been inclined to re-examine its core objectives and reprioritise its resources in line with the National Crime Prevention Strategy. Thus the Department’s focus has shifted to transforming South African prisons from being so-called "universities of crime" or “criminal headquarters” into effective rehabilitation centres that produce skilled and reformed individuals who are capable of successful reintegration into their communities as law-abiding citizens (DCS, Annual Report, 2008/09). The DCS acknowledges that for meaningful rehabilitation to take place, a safe and secure environment must prevail and reducing overcrowding will go a long way in realizing this goal. Thus the DCS has been relentless in seeking solutions with partner departments.

Main Business Activities

The aim of the DCS is to contribute towards the maintenance and protection of a just, peaceful and safe society, by enforcing court-imposed sentences, detaining offenders in safe custody under humane conditions and promoting the social responsibility, rehabilitation and development of all offenders and persons subject to community corrections. The DCS is responsible for the administration of 240 correctional centres (which include minimum, medium and maximum security correctional centres) and which according to the DCS website accommodated 166 267 offenders as at the end of April 2009. The corrections subsector is constituted of the Department of Correctional Services and three private correctional facilities, G4S Care and Justice Services, Kutama Sinthumule Correctional Centre and Khensani Correctional Services.

The DCS performs its functions through seven programmes:

Programme Function

Administration Provides support functions for all service delivery by the Department including

administrative, management, financial, ICT, and research and policy co-

ordination

Security Provides safe and healthy conditions for all persons incarcerated, consistent

with human dignity, and provides security for personnel and the public

Corrections Provides needs-based correctional sentence plans and interventions, based on

an assessment of the security risk and criminal profile of individuals

Development Provides needs-based personal development services to all offenders

Care Offers needs-based care programmes aimed at maintaining the well-being of


Table 2.2: DCS Programmes

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Programme Function

incarcerated persons in the Department’s care

Social

Reintegration

Supplies services focused on offenders’ preparation for release, their effective

supervision after release on parole, and on the facilitation of their social

reintegration into their communities

Facilities Ensures that physical infrastructure supports safe custody, humane conditions,

and the provision of corrective services, care and development, and general

administration

Demographic Profile


The DCS had a workforce of 41 343 as at 31 March 2009. The racial composition indicates that Africans are the majority employees and make up 70% of workforce and Indians are the smallest racial category (1.7%). The department’s workforce profile indicates that it is predominantly staffed by males. Within the workforce there are 282 employees with disabilities.

The two private correctional facilities employ a total of 461 employees who are predominantly African male. Kutama Sinthumule Correctional Centre reported that it employed 7 people with disabilities.


Figure 2.3 DCS Race and Gender Profile

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Source: G4S Care and Justice Services WSP & ATR 2010/11

Source: Kutama Sinthumule Correctional Centre WSP & ATR 2010/11

2.3.2 Defence

The Defence subsector is composed of the Department of Defence and Military and as of 31 March 2009, had a staff complement of 74 596. The Department of Defence (DoD) comprises of a civilian Defence Secretariat and the SA National Defence Force (SANDF). The Defence Secretariat includes divisions that administer defence policy and planning, financial management, defence material and the defence enterprise management information system. The SANDF comprises of the Army, the Air force, the Navy, the Military Health Service, Joint Operations and Corporate Staff divisions. In addition, the Defence Force has a number of support divisions that govern human resources, legal services, logistics and other related support occupations.


Figure 2.4 Workforce Profile: G4S Care and Justice ServicesFigure 2.5 Workforce Profile: Kutama Sinthumule Correctional Centre

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The Defence Force is primarily responsible for the defence and protection of the sovereignty and territorial integrity of the state. In recent times it has been tasked with participating in internationally mandated peace support and post conflict reconstruction operations in for instance Burundi, Sudan, Cote d’Ivoire as well as further afield in Nepal and has also been engaged in disaster relief activities in Mozambique. Internally, the force has been deployed locally to provide support to the SA Police Service (SAPS) by exercising borderline control, rural safe guarding and most recently to quell xenophobic violence. Thus, although South Africa is not engaged in any military conflict, over the past decade its forces have been involved in military and post military campaigns across and beyond the continent.

Demographic Analysis

SANDF has been downsizing in order to rationalize expenditure and in the absence of any foreseeable external military threat the downsizing trend is likely to continue especially as the DOD actively seeks to realise the recommendations of the Defence Review (1998), which envisaged an optimal force size to be 70,000 full-time personnel. Downsizing has been achieved by means of natural attrition (resignations, retirements, transfers, discharges and death), voluntary severance packages and the voluntary non-renewal of short and medium term contracts.

The Defence subsector is predominantly male (75%). However in the professional category females comprise 52% of the occupational category. The leadership structures of the Defence sub-sector are based on military ranks, which do not correspond with OFO classifications, but rather are dispersed across the occupational categories. Thus the category of senior officials and managers is not reflective of the actual profile of the managers within the SANDF.


Figure 2.6: Occupational categories: Department of DefenceSource: DoD Annual Report 2008/09

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2.3.3 Intelligence


The intelligence establishment obtains information for the state, both public and private in aid of national stability and security. Thus, the mandate of intelligence services is the collection and analysis of intelligence which can be broken down into in the following areas: counterintelligence which protects the country from other countries’ intelligence gathering operations, political intelligence that is necessary to shape the governments foreign policy, economic intelligence on events and developments that have an effect on the currency or on the economy in general, border intelligence to ensure the integrity of border, terrorism in order to avert any acts of terror, special events to ensure that the country is secure to successfully host events and organized crime and corruption to combat organized crime activities.

Employment Profile

The need for secrecy in intelligence services means that the activities and performance of intelligence agencies can’t be as transparent as those of other government departments as this may compromise their efficacy. Thus the intelligence services do not disclose the number of people in its employ, nor do they disclose publicly where their members are posted. Being an information service where the primary resource is its people, these measures are intended to ensure the safety of members who often find themselves in volatile and hostile environments.

2.3.4 Legal

The constituent organisations that compose this subsector are predominantly private enterprises that are closely associated to the justice subsector, the Legal Aid South Africa and the Sheriffs.


Legal Firms: The legal practice industry consists of independent private practices or legal firms that use the services of advocates, attorneys and paralegal practitioners but excludes legal professionals employed in corporate services. The subsector provides an array of legal services to its clientele. While legal firms may offer a wide range of legal services while many lawyers specialise in a specific area where the selection of services includes the following:o Litigation – the representation of a client’s interests during dispute resolution

proceedings,o Defence – the representation of a client during a criminal trial and anything in

connection therewith,o Alternative dispute resolution – the resolution of disputes through means other than

having a matter adjudicated by a Court, including mediation and arbitration,o Provision of general legal advice – this is often done by law clinics and paralegal

practitioners,o Other areas of specialization include the drafting and management of contracts, the

Administration of trusts and estates, Conveyance, Personal injury and Road Accident Fund claims, Patent and trade mark law, and Labour relations.

Legal Aid South Africa: This is an independent statutory body established by the Legal Aid Act (1969) as amended with the objective to render or make available legal representation to indigent persons. The core business of Legal Aid SA is to deliver legal services from 64


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Justice Centres established throughout South Africa, through six Regional Operational Offices and National Office.

Source: Legal Aid SA WSP & ATR 2010/11

The workforce is predominantly African and has an almost equal spread between males and females. Employees with disabilities comprise just 0.9% of the workforce. Sheriffs: The Sheriff is an impartial and independent official of the Court appointed by the Minister for Justice and Constitutional Development. The Sheriff or Deputy Sheriff must serve or execute all documents issued by our courts and these include summons, notices, warrants and court orders.

As indicated on the Sheriffs’ website, 80% of the offices are not economically viable. The sample of data available from the WSP and ATR does not suffice for deductions to be made. SASSETA needs a viable strategy to collect data and plan accordingly to assist in the transformation of this industry.

2.3.5 Justice

The subsector is constituted by the Ministry of Justice and Constitutional Development, as a single department with a constitutional mandate to uphold and protect the Constitution and the rule of law in the interest of a safer and more secure South Africa. The Department of Justice and Constitutional Development has six programmes, namely: Administration, Court Services, State Legal Services, Auxiliary and Associated Services, Magistrates and Judges.


The main activities of the Justice subsector are to: Facilitate and adjudicate the criminal matters and the resolution of civil disputes Prosecute criminal offences in all criminal courts and the investigation of certain

offences Deliver legal and advocacy services to the community to promote access to justice Provide and manage of court facilities Deliver legal advisory services to, and representation of the state


Figure 2.7 Workforce Profile: Legal Aid SA

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Develop the Constitutional, including the education of the public and government officials with regard to constitutional rights and obligations, and monitoring the implementation of the Constitution

Develop legislationFacilitate the administration of deceased and insolvent estates, curatorship and tutorship, the liquidation of companies and close corporations, the registration of trusts and the management of the Guardian’s Fund.

Demographic Profile

Females comprise 58% of the workforce within the Justice subsector. The workforce is predominantly African (70%).

Source: DoJCD Annual Report 2008/09

There are 159 employees with disabilities with an almost proportional gender split. However, the number of employees with disabilities continues to gradually decrease from 185 as at the year ending March 2005 to the current number.

2.3.6 Policing

The member organisations of this sub-sector are essentially involved in the prevention, investigation and the combating of crime in general in order to ensure the safety of all persons within the borders of South Africa. They are expected to maintain public order; protect and secure the inhabitants of the Republic and their property; uphold and enforce the law and support successful prosecution of offenders.

Serious violent organized crime remains a crucial focus of the sub-sector. Although the subsector have not met the targets set by the government, considerable strides have been made in setting up effective structures such as the Directorate for Priority Crime Investigation (DPCI) to enhance its capacity to deal not only with violent organized crime but also the illicit drug trade and commercial crime. This sub-sector comprises of the following entities and each has a role to play as mentioned hereunder:


Figure 2.8 Workforce Profile: Department of Justice and Constitutional Development

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SUB-SECTOR ENTITY ROLE

The South African Police Service (SAPS)

Responsible for the general safety and security of the public

The Directorate for Priority Crime Investigation (DPCI)

Otherwise known as the Hawks are a multidisciplinary agency that investigates and prosecutes organised crime and corruption. It is specifically mandated to deal with crimes committed in an organized fashion (high-level crimes of national impact) and is a unit of The National Prosecuting Authority of South Africa.

The Secretariat for Safety and Security (SSS)

Has transversal civilian oversight capability on the governance, service delivery and resourcing of the South African Police Service including the monitoring and evaluation of the implementation of the policing policy by SAPS.

The Independent Complaints Directorate (ICD)

Has an oversight role and is an independent police complaints body whose mandate is to investigate complaints of misconduct and criminality allegedly committed by members of the Police and to propose reforms to reduce the incidence of the behaviour that gives rise to complaints.

The entities function within the framework provided by the Justice, Crime Prevention and Security (JCPS) Cabinet Cluster which coordinates joint crime prevention initiatives in South Africa and all function under the political leadership of the Minister of Safety and Security.

Demographic Profile

SAPSThe South African Police Service (SAPS) as of 31 March 2009 had a total personnel complement of 182 754 (up from 131 500 in 2003). However, according to the SAPS WSP & ATR 2010/11, as of 1 April 2010, the total number of SAPS employees has increased by a further 3 741 staff members to 186 495. The personnel is predominantly made up of African males. The SAPS workforce, is predominantly male (68%), with only 32% being female. The SAPS has achieved and even slightly surpassed its policy ideal target of 30% female representivity by 2010. People with disabilities form only 0.6% of the total workforce.


Table 2.3 Main business activities for Policing Subsector

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Source: SAPS WSP & ATR 2010/11

Source: SAPS Annual Report 2008/09

The SAPS is making good progress in relation to the ideal 75/25 ratio of the employment equity targets. It is pleasing to note that the SAPS is currently the leading policing agency worldwide in gender representivity or balance.

ICDAs of 1 April 2010, according to the ICD WSP & ATR 2010/11, the ICD has a total staff complement of 272.


Figure 2.9: SAPS Race and Gender ProfileFigure 2.10 SAPS People with DisabilitiesFigure 2.11 Workforce Profile: Independent Complaints Directorate

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Source: ICD WSP & ATR 2010/11

There is a fairly even split between males and females in the ICD while only 0.7% of the staff complement are employees with disabilities. There has been an overall increase in the workforce but a decrease in the number of employees with disabilities.

The Secretariat for Safety and Security and the Directorate of Priority Crime Investigation

The Secretariat for Safety and Security has 45 posts within its 6 divisions. It performs its functions at national and provincial levels and is therefore represented in national and provincial governments.

The Directorate of Priority Crime Investigation (Hawks) is an autonomous agency with four regional offices in Pretoria, Gauteng (responsible for provinces in the northern part of South Africa), in East London responsible for the Eastern Cape, in Cape Town (responsible for the region covering the Western and Northern Cape) and the Durban office which covers KwaZulu-Natal and the Free State provinces. The agency comprises about 500 employees.

2.3.7 Private Security

Main Business Activity

Persistently high levels of crime have led to a changing landscape of policing in South Africa and many other countries. Policing entities no longer operate in isolation from one another and increasingly an integrated and diverse complexity of entities may engage with each other on a daily basis. For instance, a community may be secured not only by the state police, but by private security patrols, metro police and neighbourhood watch organisations or other voluntary community patrol systems working to secure the same area, possibly in a co-operative ‘network’. Thus within this environment the importance of the private security industry can’t be underscored.The private sector industry is involved in private policing activities and this include a range of activities ranging from provision of daily security and security related activities such as guarding, armed response, private investigation, risk / security consultancy, manufacture and distribution of security equipment and so forth. Due to the nature of the services performed by the Private


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Security industry, this subsector is closely affiliated to the Policing and Correctional Services subsectors.

The industry provides a broad range of services to its clients including state institutions, which are increasingly made of private providers of security services. These services include but are not limited to the following:

Guarding – guards fixed assets and property such as buildings, shopping complexes and schools. Other services offered by this sector include the patrolling of privately owned public spaces and the policing of strike action.

Armed response – this service entails the installation of electronic security systems linked to a central control room, which is responsible for deploying armed response personnel when required.

Assets-in-transit – includes companies who run both cash-in-transit and guarding services. Electronic hardware – includes installers of alarms and other security devices. Private investigation and risk management – which includes private investigators and

risk consultants. Some private investigators also operate as debt collector and tracing agents. Lawyers may use the services of investigators to trace witnesses or obtain information that may be vital to their clients’ case. Businesses make use of private investigators to counter economic espionage. They also enlist the services of risk consultants to advise them on security related matters.

Close Protection Services (bodyguards) – specialize in the protection of individuals in a wide range of situations.

A growing number of private security companies are developing specialised private investigation sections to investigate irregularities within their own companies and to service some of their clients’ needs.

Event and crowd management – safety promotion during special events (such as sports events, concerts, and so forth).

Civil aviation – the protection of airports.

National key point – protection of public institutions (such as SABC, and so forth).

Ports security – the protection of ports.


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Source: PSIRA Annual Report 2008/09 and PSIRA May 2010

According to the PSIRA Annual Report 2008/09, there are 6 392 registered and active security service businesses in March 2009 compared to 5 504 in March 2008 represents an increase of 16%. As of May 2010 PSIRA recorded 7 710 active registered private security businesses. According to the PSIRA May 2010 data:

The sector continues to be concentrated in Gauteng (36%) and KwaZulu Natal (16%). Limpopo has now overtaken the Western Cape in terms of the total number of the second

largest number of active registered businesses. 3% of private security firms are located in the Free State. The Free State province has seen

an increase of 45% or registered active businesses since 2008.

The above profiling of the sector highlights possible areas where interventions can be introduced to redress inequalities with regard to race, gender and disability, in order to achieve equitable representation in all occupational categories and levels of employment that broadly reflect the diverse profile of the South African population.


Figure 2.12: Active registered private security businesses

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2.4 DRIVERS OF CHANGE

This chapter provides an analysis of the subsectors by focusing on policy and legislative issues, social influences impacting on the subsectors, economic effects, technological developments, labour organizations and explores the urban-rural divide.

The analysis presented is guided by the nature of available information from secondary data sources as well from the participation of key stakeholders within each of the subsectors who participated in the WSP consultative workshop as well as the subsector focus group workshops. As the flow of information is not perfect, it was not possible to obtain all required documentation from the stakeholders. However, the engagement between the SETA and the subsector has been very successful during the information gathering and consulting process.

2.4.1 Corrections

2.4.1.1 Policy & Legislative Context of the Subsector

Changes in legislation and pending amendments are likely to affect the sector. Amendments affecting the Corrections subsector are highlighted hereunder.

The Criminal Procedure Amendment Bill, 2010Magistrates’ Court Amendment Bill, 2010 and the Memorandum on the Objects of the Magistrates’ Courts Amendment Bill, 2010Judicial Matters Amendment Bill, 2010 and the Memorandum on the Objects of the Judicial Matters Amendment Bill, 2010. Additional amendments for inclusion in the Judicial Matters Amendment Act, 2010Protection from Harassment Bill, 2010 [B1-2010] - The Bill is intended to make provision for the issuing of protection orders against harassment; to amend the Criminal Procedure Act, 1955, so as to provide for an increase of the amount which may be fixed by a magistrate in respect of a recognisance as security to keep the peaceProtection of Personal Information Bill, Bill 9 of 2009Constitution Seventeenth Amendment Bill of 2009Constitution Eighteenth Amendment Bill of 2009 and State Liability Bill, 2009The Prevention and Combating of Trafficking in Persons BillCriminal Law (Forensic Procedures) Amendment BillTraditional Courts Bill , 2008 - (Policy Framework on the Traditional Justice System under the Constitution)Memorandum on the Objects of Traditional Courts Bill , 2008Correctional Services Amendment Act 25 of 2008Correctional Matters Amendment Bill, 2010

2.4.1.2 Economic Environment

Effect of the performance on the economy on the subsector

The budget cuts that the government departments are experiencing have a direct impact on the operations of the Department of Correctional Services. The subsector cites the lack of funds as a contributor to the inability to execute some of its key strategies. As a result, there is a constant need to re-prioritise in order to make the most efficient use of the available resources.


Table 2.4 Amendments to the legislation pertaining to the Corrections subsector

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It is of utmost importance that the Corrections subsector continues to operate within human rights framework. Therefore, the option to reduce the living conditions and standards of offenders is not feasible as it will in the medium to long term have an effect on the rehabilitation of the offenders. The department can’t compromise on rehabilitation programme in any way as the way of doing things are constantly changing. In addition, the relationships with the human rights groups will be compromised.

The department recognises the need to maintain the infrastructure quality standards – especially as security is concerned in the day to day operations.

Other Economic factors that have a bearing on the Corrections subsector include the need to possibly revisit and review the Medium Term Expenditure Framework (MTEF) as 60% of the subsector’s budget is spent on personnel costs alone. However, it must be Noted that personnel costs are generally one of the highest expenses for any organisation.

Another consideration is the mind shift towards using the farms and workshops (e.g. where offenders make furniture) for the benefit of DCS. The organisation currently sells some stock that is manufactured such as furniture to other government departments.

2.4.1.3 Labour Organisations

The major trade union players in the Department of Correctional Services are PSA and POPCRU. The others are NEHAWU and SAPU (Mainly engage for disciplinary hearings)

2.4.1.4 Social Influences

One of the biggest social factors that have a direct effect on the DCS is the ever changing nature of crime. In South Africa, there is an increase in the more aggressive crime as well as sexual offences. In addition, organized crime is on the rise. As a result, you will find that recent offenders are now more educated and as such able to manipulate the system and outsmart the organisation. These offenders are in turn also well resourced.

Xenophobia is another new crime that the DCS may not yet be geared to properly rehabilitate the offenders.

Gangsterism continues to be a problem within society and in South African correctional centres. Cape Town has the highest incidences and the problem in KwaZulu Natal is escalating. Both civil and prison gangs really make DCS jobs difficult to carry out. There is a need to stay one step ahead of them in terms of intelligence and unfortunately this is not always possible.

There is a notable influx of young offenders with the majority within the ages of 18 to 35 years. This is a result of the incarceration of child-headed households due to HIV/AIDS. In addition the changing family structures in the country towards adopting the more Western family structure is having an effect on the current youth of today and how homes are run within the communities. Children are taking advantage of the laws that protect children’s rights because they are aware that the parent or school can’t do anything to them. Also, the increase in substance abuse among South African youth can’t be ignored. The Western Cape continues to have the highest problem and poses the biggest challenge in addressing the problem.

Another developing trend is the somewhat increase in offenders being given longer term sentences. As a result, the organisation’s programmes need to be aligned.


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The introduction of long working hours from 8 hours to 12 hours may also result in several social problems within the department more-so during the staff off days. For example:

o Substance abuseo Moonlightingo Will expose staff more as they will have several days a week to be idle at home

Unfortunately the department’s current training does not focus on how to manage the new trends and developments in the profile of crimes or types of crime. Therefore, the staff are Not well equipped and training programmes will need to be geared to cater to the changes within the subsector and society as a whole.

2.4.1.5 HIV & AIDS

Comprehensive HIV & AIDS programmes and services have been implemented in 50% of the Management areas. In total 72 746 offenders participated in HIV & AIDS sessions against the target of 19 500.

2.4.1.6 Technology

Security technology has been implemented during the past 5 years. However, most staff continue to see technology as a threat as opposed to an enabler. As a result, awareness of the benefits need to be highlighted to employees in order ease the fears. Knowledge of basic technology is still a challenge with 15 000 employees out of 41 000 using computers. However, it must be noted that some of the corrections centres allow inmates to have laptops. This poses a challenge for the correctional officers as the offenders are becoming smarter and may manipulate the officers.

Private correctional centre G4S Care and Justice Services have executive training for their staff on basic computer usage so developments are underway to address the technology barriers faced by staff. It has been indicated that one of the difficulties in keeping abreast with technology is that the subsector is currently lacking basic technology. The existing technology is slow and sometimes prone to virus attacks.

One of the biggest barriers to introducing technology is the problem of overcrowding. The organisation’s stakeholders acknowledged that the current design and structure does not cater to the easy implementation of technology.

2.4.1.7 Urban/Rural Divide

DCS does have challenges regarding the rural areas. The key challenges faced by the rural employees are:

o Infrastructure development is lagging behindo There is a lack of manpower as most individuals do not wish to work in a rural locationo There is N room for growth in rural areas therefore retention of staff is difficulto Working conditions are different to urban and are thus not as idealo Better urban facilities are attracting rural employees thus the skills gap continueso Training is accessible, however the only challenge is suitable training facilitieso Rural teams experience communication delays. Unfortunately due to an existing top-

down management approach, sometimes communication stops with management and is not filtered to other levels of staff

o Transportation is a problem in the rural areas


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Strategies to close the urban/rural divide. The following proposals are recommended to narrow the rural urban gap:

i. Rural allowance for special groups e.g. pharmacists, nursesii. Improvement of working as well as living conditions

2.4.1.8 Transformation

According to the Minister of Correctional Services, “the transformation of the department is a long term initiative that will dominate our agenda during the duration of our term”, Department of Correctional Services Strategic Plan 2011/12 – 2014/15. The correctional system strives to transform itself from a militarized institution into a more humane, rehabilitation and development centred system.

The department has a contribution to make in most of the MTSF priorities and one of these strategic priorities is – Strategic Priority 1: Speed up economic growth and transform the economy to create decent work and sustainable livelihoods (Strategies in programme Administration Corporate Services - A.R&M 2.5 Coordinate and monitor improvement of provision, maintenance and management of human resources; Strategies in programme Development E.O 2 Enhance education levels of offenders prioritizing youth and children; E.O 4 Provision of skills development programmes and enhancement of employability. (Department of Correctional Services Strategic Plan 2011/12 – 2014/15)

2.4.2 Defence


The only amendment currently affecting the Defence sector is the Skills Development Amendment Act.


The key labour organisation within the Department of Defence are the PSA, SANDU, SASFU, PAWUSA and NEHAWU.


HIV and Aids is a problem within the Defence subsector. The department classifies all employees in general as low risk. The members who are deployed internally in South Africa are classified as medium risk. The high risk members of staff are those who are deployed outside of the borders of South Africa. Several initiatives that address the different risk profiles have been implemented.

The deployment of staff is resulting in an increase in the divorce rates. As a result, this has a negative effect on family structures.

The changing landscape of the country’s education system means that training systems and programmes may also need to adapt.


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The aging Defence force means that skills are not being retained as there are N programmes to continue to make use and transfer the skills efficiently.

The abuse of substances continues to be a problem within Defence. This problem is not specific to particular occupations and is a general problem across the organisation.

MSDs are trained for two years and then they are not all absorbed into the department therefore some go back to society and may contribute to crime as they are well trained and jobless.

2.4.2.4 Technology

The DoD has benchmark / up to date technology but there is a lack of awareness. Similar to the other subsectors within SASSETA there is a fear of technology and the sense that technology is brought into the organisation in order to replace human beings.

Access to basic technology in some units is still low as technology is restricted to certain levels (mainly the higher levels). However, people are not trained to use technology. On the other hand, the labour force is still utilizing pen and paper as opposed to computers.


The urban/rural divide does not affect the DoD as it does the other subsectors within SASSETA. There is N difference in terms of training for urban and rural employees – all undergo exactly the same training programmes. In addition, rural employees can easily access training and it is facilitated for them to attend. The one standard of training applied in terms of rural and urban ensures that the same competencies exist within Defence.

However, competency tests need to be fully researched and made relevant to the different groups as in general, the majority of the rural applicants are not at the same aptitude level as their urban counterparts who have gone through a better schooling system.

2.4.3 Justice


There are several economic factors that have an effect on the Justice subsector:

The focus group workshop stakeholders agreed that “We train for the sake of training”. Therefore, there is a need to address this in order to control the costs and quality of training. Especially as per the other subsectors, there is not enough budget to execute the Department’s full training plan.

The subsistence and travel allowance claims made by employees who have attended training are resulting in high costs. The Department has since been cutting these costs drastically and is experiencing resistance from some employees regarding attending future training.

The Department of Justice spends a lot of money on training, then, employees leave in search of better prospects. This mobility of employees exists across the age groups and not just in the younger employees.

The recession and tough times are leading to a spike in theft within environments such as the Courts that handle a lot of money. In addition, government litigation is on the increase due to corruption. Other crime is being driven by the high poverty, high unemployment and low education levels in the country.


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Interventions to improve the economic situation

Cost effective analysis Measure the return on training investment Monitor the implementation of new skills learnt. E.g. set targets, etc Need to develop standards for all regions to use There are trained and accredited mentors and assessors across programmes The Department can use these new mentors and assessors as internal agents The same material can be utilised with new learners and other employees Mentors and Assessors to prepare reports detailing successes and failures The Department needs to look into impact analysis National Office to empower regions to co-ordinate their own training programmes It is important to ensure people are skilled and trained to execute their current roles and

responsibilities – match the correct job with the correct skills Budget is a key factor for training in order to improve service delivery


The key labour organisations within the Justice subsector are NEHAWU, PSA, SASAWU and NUPSAWU.


There have been a lot of new HIV/AIDS cases but the Department is responding at a slow pace. The focus group workshop stakeholders indicated that most social issues are handled via the Employee Assistance Programme (EAP). However steps have been taken to reduce the risk of occupational exposure are prevention initiatives that currently cover all employees in the department. This includes HIV and Aids awareness sessions, the HIV Voluntary Counselling and Testing programme, as well as condom distribution as an infection barrier method against HIV.

The Justice stakeholders believe there is an imbalance in the understanding of the organization’s culture thus an organization culture shift is required as employees are struggling to identify with the current ethos of the Department.

Diversity, especially in terms of the different races currently has a negative impact. For example, it even affects training attendance and coordinating of programmes in the regions.

2.4.3.4 Technology

Systems within the Department are being computerized. However, in areas such as the Northern Cape, training of employees to use the new systems is not moving fast enough. This is mainly due to the skills level of the community – most are not computer literate. The current systems need to be in sync with each other to avoid duplication of efforts. The Department of Justice has tried to introduce E-learning but found that the environment is not yet ready for it. There is lack of awareness within the organization of the role and importance of technology. For example, the organization is still on MS Office 2003.

As is the ongoing problem everywhere, there is a fear of being replaced by technology. As a result, you will find that certain functions such as the Courts are resisting the transition. In addition, it is


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interesting to note that in term of service delivery, it was highlighted in the focus group discussion that the Courts are currently not equipped to handle new functions.

Technology is currently not necessarily being used for the benefit of the organisation. For example, the IT bills are high and personal usage is also fairly high thus slowing down systems.


The Department of Justice is affected by the urban/rural divide and there is a disparity between the functions in rural and urban.

Although budget is available for some of the Department’s programmes, there is an overall budget constraint problem. The regions’ recruitment process needs to be reviewed and fair when it comes to affording opportunities to the rural communities.

Strategies to close the urban/rural divide

Access to justice for all There is a need to ensure that advertisements are posted everywhere including rural areas

to give everyone who qualifies a fair chance Collaboration with the Department of Labour in order to get reach Enable communication with the national office Expansion of stakeholder base through networking All regional training committees need to include rural area representatives

The focus group workshop stakeholders expressed their commitment to bridging the gap between urban and rural, especially in the deep rural areas where there is a high number of unemployed graduates.


The silo mentality is still posing a challenge and continues to be one of the barriers to the Department’s transformation

In addition, the Department does not easily adapt to change. For example, employees are not included in discussions. Decisions are usually made at the top and come to the lower levels as policy that must be implemented. The top down approach thus still exists within the Department of Justice. Therefore, the Department’s management is still resistant to change. There is a need for a systematic approach to bring management into a new mindset and new way of doing things. The senior management coming in from the private sector need to adapt to the public sector way of working.

There are constant structural changes within the Department but these are not implemented as it seems the department is more into acquiring quick fixes.

Employees ignore accountability and there is an abuse of rights.

Unfortunately the stakeholders feel there is no cultural diversity in the DoJCD. In addition, external factors such as politics have an effect on transformation within the Department.


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2.4.4 Legal


The key amendment that may affect the subsector are changes to the Legal Practice Bill which once passed, the Legal Practice Act will replace The Attorney’s Act and The Admission of Advocates Act


The recession has had a negative effect on business and profits in the legal practice industry. In addition, the introduction of the National Credit Act (NCA) has also contributed to the reduction or lack of business.

The economic slowdown has resulted in a fairly significant reduction in the demand for Attorneys, and support staff practicing Conveyancing, Corporate Law and Debt Collections. On the other hand, the industry is experiencing an increased demand for Labour Law, Mediation, Specialized commercial work, Human Rights cases in the Law Clinics, Skilled personnel to handle refugee cases and Skilled personnel in land matters. There are no trade unions for the legal professionals. Whereas PSA and SAPTU are represented within the Legal Aid Board.


There are no trade unions for the legal professionals. The Legal Aid Board employs members affiliated to the Public Service Association and SAPTU.


There are two key social factors identified that have a bearing on the legal industry:i. Unequal access: The gap between the rich and the poor in South Africa certainly has an

effect on legal practices. Legal services (provided by attorneys) are inaccessible for the middle to lower income population. There is also a big demand for the provision of basic services to the poor.

ii. Job creation: The structure of the legal practices in South Africa currently excludes previously disadvantaged groups. This continues to be a barrier to entry that needs to be addressed by the legal subsector.

2.4.4.5 Technology

A problem facing the legal subsector is new Information Technology (IT) developments which will result in the downsizing of employees (sometimes called Paralegals) who are below professional level. This increased absorption of IT will necessitate the demand for skilled IT professionals

The current technology does not support e-learning. For instance, the medical profession is using e-learning and this is gradually cascading to legal professionals.


Rural areas, due to the nature of their needs, are serviced by community based Paralegals and Legal Aid. However, rural attorneys are exposed to the latest developments and trends in the legal


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industry. The benefits of skills transfer is not filtering through to rural areas. The opportunity for career as well as business growth is restricted in rural environments.

The urban based attorneys still take advantage of the opportunities to travel to rural areas for cases, thus reducing the business for rural practices. Unfortunately this is because some clients still prefer to engage with urban based practices. This applies to some rural based clients as well.


Mentorship programmes should be put in place Short courses need to be made accessible


The state of the transformation is currently not at optimal levels in the Legal subsector. The main drivers for the lack of transformation are:

The larger firms have put in the necessary measures in order to become BEE compliant. As a result of this, they continue to enjoy the lion’s share in the legal industry

The smaller legal firms suffer from a lack of exposure. As a result, they are not getting new business and it is too expensive to advertise in above the line media

Smaller firms are also at a disadvantage due to the general public perception of not being as good as the larger firms

Transformation in terms of ownership of firms in South Africa is still poor with the White professionals retaining ownership of the majority of firms. According to the Law Society of South Africa’s 2008 National Survey of the Attorneys’ Profession, 80% of attorneys’ practices in South Africa are fully White owned

The majority of the legal support staff do not have formal training due to the prohibitive high costs to study

Key challenges in addressing transformation

i. The current education system is seen as a barrierii. Skills development bureaucracy existsiii. Gender inequality: There are 60% females to 40% males enrolled at universities. However,

a lot of women move out of the legal profession. In addition, partnership level is skewed to males

iv. There is language diversity at tertiary institutions. The Council of Higher Education (CHE) language policy was last reviewed in 2003 and needs to be re-visited

Strategies to transform the subsector

The Legal Practice Charter, which includes scorecards, has been adopted by the legal industry.

2.4.5 Policing


There are no amendments anticipated in the next 5 years to the legislation pertaining to the Policing subsector.


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The performance of the South African economy influences the whole Policing sector. An increase in crime will result in the need for more police officials in the streets. According to senior SAPS officials when the economy suffers people are likely to lose their jobs. This will have a direct impact on people’s financial situation and they may turn to opportunistic crime such as robberies. The salaries in the policing industry affect employees as financial difficulties can lead to substance abuse and domestic violence. Corruption is also evident which is a serious challenge.

The SAPS Annual Human Resource Plan 2009 – 2010 cites the following economic factors:

Economic factors Potential impact

Salary differences: The differences in the public and private sector make the retention of personnel classified as scarce skills in the Department a challenge. The SAPS needs to ensure return on investment.

Medium

Economic situation – recession: The recession will lead to job losses through companies retrenching employees, thus causing a higher rate of unemployment and ultimately an increase in crime.

Medium

Labour strikes: More labour strikes and service delivery protests are dominating the labour market creating a high demand for SAPS personnel to manage and control strike actions.

Medium

Departmental budget: The increase of the Department to 204 860 personnel by 2011/12 will have a major effect on the number of arrests, cases to court and convictions.

High

Civil claims against the department: The enormous financial implication of the increase in civil claims against the SAPS is of high concern.

High

Impact of crime on the economy: The farms and residential homestead attacks are highlighted as an emerging concern and members of the public are of the opinion that specific crime statistics must be available to assist farmers to come up with proactive measures and to establish better co-operation and communication with the Police.

High


The key labour organizations in the Policing subsector are:

PSAInteraction between management and Labour is not as much as management would like it to beThe management at a strategic level is through the chamberThe Shop Steward at the junior level interacts with Labour

Solidarity Labour may participate in management discussionsHowever, there is a need for constructive engagement between management and Labour



Table 2.5 Economic factors: Policing

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The effects of HIV/AIDS in the policing subsector are quite high and the main highlighted ones are: Absenteeism, loss of critical skills, impact on placement, financial strain on employees and family and relationship strain, which in turn has an effect on job performance

According to the SAPS Annual Human Resource Plan 2009 – 2010, no information is available on the impact of HIV/AIDS in the Department or related information of the impact of absenteeism on service delivery. However, categories of employees who are the high risk have been identified:

Categories of employees identified to be at high risk of contracting HIV/AIDS and related diseases

Key steps taken to reduce the risk

Detectives Detective surgical gloves are issued to all functional members, detectives, forensic scientists and fingerprint experts

Functional police members During safety, health and environmental training, the need for gloves and safe working procedures are explained to members in accordance with the regulations for Hazardous Biological Agents

Forensic scientists All members have access to post-exposure prophylactic drugs that are paid for by the Department as employer

Fingerprint experts All occupational accidents involving body fluids and blood contamination are reported and being dealt with by the Section: SHE Management, Head Office

The department has designated a member of the SMS to implement the provisions contained in Part VI E of Chapter 1 of the Public Service Regulations, 2001 and also established the SAPS HIV/AIDS National Forum at national and provincial levels with quarterly meetings. A sub-section was established within the Social Work Services to manage and implement the HIV/AIDS strategy and all related policies. An annual budget of RX million was allocated to HIV/AIDS in the SAPS. The SAPS implemented VCT-on-site at the different work stations in all the provinces, established 4 mobile Wellness-on-Wheels vehicles for VCT and other medical testing in more remote areas.SAPS has formed partnerships with POLMED, Quasla and the Health Risk Manager. The department is training senior managers as peer educators. Detective surgical gloves are issued to all functional members, detectives, forensic scientists and fingerprint experts. Forensic scientists have access to post-exposure prophylactic drugs that are paid for by the SAPS as employer

The SAPS Annual Human Resource Plan 2009 – 2010 cites the following additional social factors:

Social factors Potential impactThe outbreak of contagious diseases: E.g. Swine flu (H1N1). MediumService termination: Poor individual performance High High increase in resignations: Mainly among white males with an average of 11 years service.

High

Personnel deaths: Mainly in the age category 31-40 years HighPublic attitudes and opinions: Independent researchers and criminologists have criticised the statistics of the Department in relation to corruption and fraud saying that the Department is not aware of the extent of corruption and criminal activities within the Department.

High

Crime statistics: The Department is blamed for Not revealing the true reflection of crime statistics in South Africa.

High


Table 2.6: Categories of employees identified to be at high risk of contracting HIV/AIDS and related diseasesTable 2.7 Social factors: SAPS

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Immigration / migration: Influx of illegal immigrants pose a threat to service delivery to all members of the community. In addition, it is difficult to determine the gap between the demands of the community versus supply of police capacity.

High

Media views: The perception of the public towards the police is based on crime statistics and reflects a negative attitude of the public towards the service.

High

Newly appointed personnel: Employees, mainly between the ages of 20-29 leave the Department after 2-3 years for other career opportunities. This translates to mainly salary levels 3-6.

High

Promotions: The Department’s Promotion Policy of at least two (2) year’s service within the current rank before employees are eligible for promotion to the next higher level creates the expectation that after the prescribed period, employees must be promoted, irrespective o the fact that they might Not yet have the necessary skills and experience to move onto the next level.

High

Major events: Demand for more police officials to maintain law and order. HighAttitude towards work: Personnel regard sick leave as a right and part of the conditions of service. Therefore, employees aim to utilize the full quota of sick leave before the end of the 3 year cycle. Sick leave cost the Department an estimated R148 691 million and also resulted in low morale and productivity.

High

Attitude towards careers: As a result of the minimum allowance, it is evident that trainees are only eager to find a job and Not to pursue a career in the Department.

High

2.4.5.6 Technology

The SAPS Annual Human Resource Plan 2009 – 2010 cites the following technological factors:

Technological factors Potential impactProperty Control and Exhibit Management: The electronic System project will replace the paper exercise of the SAP13 and it will minimize the administrative burden on personnel.

Low

Detention Management: Information will be captured electronically, which will replace the current SAP14 which is done manually thus reducing the administrative burden on personnel in completing paperwork.

Medium

Outdated software: The Department requires additional funds to ensure better service delivery and optimum utilisation of resources.

High

Cyber crime & identity theft: The new developments by South African banks will assist the Department to minimise fraud cases.

High

Energy use/fuels/electricity: The sharp increases in electricity tariffs and possibly the oil price for the next few years will affect the Department’s production in terms of the Departmental budget.

High

Internet: There are proper control measures to monitor the usage of internet and emails.

High

CCTV cameras: Implementation of CCTV cameras to all Policing precincts will enhance crime prevention and detection. Experienced and skilled personnel will be required to operate the newly introduced equipment.

High

Information and communications: Crime Line is making tremendous High


Table 2.8 Technological factors: SAPS

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difference in terms of awareness and boosting the image of the Department as well as ensuring recognition of the members who went the extra mile.Automated Vehicle Location (AVL) System: The AVL System will assist the Department to minimize vehicle misuse and abuse and will lead to the following: Reduced turnaround time to points of interestImproved Customer Service satisfactionImproved operational productivityReduce risks on staff and valuable assetsReduced fuel and maintenance costsReduce unauthorised vehicle use Reduce dangerous and negligent driving

High


The Policing subsector is affected by the urban/rural divide and the rural employees face several challenges as highlighted. As the police are the frontline in the rural areas, it is important that the challenges are addressed in order to improve the working environment. Some of the challenges are:

The community members are unable to go to the police station because it is too far to travel therefore the police have to travel to the community

Rural areas are technologically disadvantaged Rural infrastructure is not adequately developed The scarce skills and top up skills situation is worse in rural areas The rural training institutions are Not easily accessible as the distances to travel are a

challenge The police in the rural communities play multiple roles to service the community


A rural allowance has been implemented in order to attract scarce skills The introduction of mobile stations which will operate on select days


There are an increasing number of female police officers in senior positions. According the to the SAPS Strategic Plan 2010 – 2014, the transformation of the Department must be progressed as a matter of urgency including issues such as representivity, racism, discrimination and effective discipline management.

In this respect, existing affirmative action programmes will be continued and where required, additional programmes will be instituted. The improvement of employment equity and gender equity will continue to be a key focus. The Department will continue its drive to ensure that the achievement of the required 2% target of people with disabilities will also be enhanced.

2.4.6 Private Security 2.4.6.1 Policy & Legislative Context of the Subsector

The Private Security subsector anticipates that amendments will be made to the following legislation:


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Private Security Industry Regulation ActFirearm Control Act - It will be compulsory for every security officer to be firearm competent.


The industry relies on contracts and when the contract expires then there is nothing employers can do with the employees. According to the Private Security Chamber Chairperson, there is a need to identify how to “recycle” these employees. “How do you make sure that you up skill them” to ensure that if there is going to be downsizing then there is a sound solution in place for the workers. In addition, there is a need to ensure that those who are retrenched have the necessary skills that can be utilised elsewhere. This is one of the core reasons why training should not only be focused on security guard competency only but on up-skilling.

The Private Security Chamber has started awareness and training programmes. The programme started about three months ago and the first batch of security guards has undergone training. It is important for companies to review their internal budget and submit their Work Skills Plans to the SETA because training is very expensive.


There are a total of twenty one (21) labour organizations / trade unions in the Private Security subsector. The major players are: SATAWU, DUSWO, NASUWU, PROWU, SAPSUWU, SANSOF, PTAWU, SOCRAU, FOCSWU and KAWU.

Interaction between labour and employers is not yet at an optimal level. There is a need for Labour and Employers to work closely together in order to improve the skills levels of Private Security employees. Closer engagement between Labour and Employers will also be beneficial in the clarification of priorities for both parties as well in an improved relationship.

Labour is concerned that some companies do not have training committees and would like to encourage employees to attend training. In addition, Labour is currently experiencing difficulty in interacting with various stakeholders – e.g. CCMA, business, and PSIRA.

The Skills Development Act currently has N clear dispute mechanism and the labour organisations would like to see this reviewed.


The Private Security subsector is plagued by several social factors that have an effect on the industry, the families and the communities. Labour believes strongly that employers need to play a big role in the empowerment security officers and instilling a sense of pride and value in them. Security officers are generally demoralized and lack motivation in performing their roles. As a result, they are not committed to what they do and are merely interested in receiving their salaries at the end of each month. The most common social influences are listed below:


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Barriers to entry The cost of training is too high for potential security officersHigh poverty levels continue as individuals can’t afford to train and get certified in order to be employable

Cultural diversity This tends to stifle movement up the hierarchy / organisational structure to higher levels with the organisationThere is a great need for the employers to start to respect their employees

Tuberculosis (TB) Remaining under the radar as HIV continues to be more publicly addressedThe industry is noticing a steady increase of TB casesReduced productivity as a result of absenteeism

HIV & Aids Brain drainExhausting of sick leaveIncreased poverty - N work, N pay/wagesReduced productivity as a result of absenteeism Lack of awareness of the HIV status of employees makes it difficult to manage the situation more effectivelyDisability claims are increasingProvident Fund claims are increasing Employee education initiative required to reduce effect – Employee Assistance Programmes

Drug and alcohol abuse

Affects mainly the male employeesWorst effect generally takes place after pay day There is also a “Monday problem”Reduced productivity as a result of absenteeism – “which can be as severe as 50%”Strain on the female security officers who have to often cover double shiftsLeads to long term social effects on families and communities

Poor remuneration Financial management / personal finance education is requiredAlthough salaries are fairly low, employees live high lifestyles. The negative effect of this is that it will lead to crime (especially theft) as they strive to maintain a lifestyle they can’t affordEmployees have a lot of garnishee orders - some employees struggle to meet the transport costs, which leads to absenteeism and an effect on productivity

2.4.6.5 Technology

Technological advancement is continuing to play a major role in the Private Security subsector. It is gradually taking over previously human functions. The negative effect of this is the resultant increase in unemployment.

Technology is seen to perform a dual role:

Positive role: As a tool that improves job efficiency and enhances performanceNegative role: Technology also leads to the downsizing of security officers as they are replaced by machines


Table 2.9 Social influences affecting the Security subsector

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As newer, improved and more complicated technology is introduced into the Private Security industry, there is a growing need for a higher level of training in order to effectively operate the new technical infrastructure such as CCTV monitoring and ARTO among others. In addition, higher levels of administration skills are required in order to administer the new technology.

According to Anna Maoko, Private Security Chamber Chairperson, technology will cause the labour market of the private security subsector to shrink. For example, in economies such as the United Kingdom and Japan the technology being used for security is very impressive. You will find that the gadgets can speak and for example, notify you if you have something in your pockets. Therefore, there is N need for a security guard to scan people.


The Private Security subsector is affected by the urban/rural divide. This is more so regarding remuneration trends as well training standards when compared to urban private security personnel.

Remuneration trends

Labour recognises the disparity in rural and urban remuneration with rural employees continuing to earn less than their urban counterparts. Therefore, training remains meaningless for rural employees as their salaries do not in turn increase as per the urban areas. Unfortunately, fewer opportunities exist for the rural workforce.

Training institutions

The training institutions are currently too far from the communities they service. Therefore, there is a need to bring them closer to where people can access them easily. The best option is to bring accredited providers to the previously disadvantaged community through the use of the already approved training institutions in the areas. The SETA needs to establish how to develop the previously disadvantaged communities in order to get them to employable skill levels.


The Private Security subsector is currently polarized as to whether or not transformation is taking place in the sector:

Reasons why transformation IS taking place:

Women are beginning to play a larger role in private security

Reasons why transformation is NOT taking place:

Employers are reluctant to employ female security officers as they are considered rather costly, especially because they may require maternity leave

The negative perceptions towards security officers continue to exist. Such as, they are uneducated, security is a job for those who had no other options in life, and so forth

There is a need to educate clients so they understand that women can be just as effective as men in security

Employees are not empowered to protect themselves PSIRA and SASSETA need to engage


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There is continued window dressing/fronting using women

Strategies to transform the subsector

Strategies to improve transformation within the sector:

Encourage employees to attend training in order to be considered for promotion Introduce unit standards in training Have an SDF in each company Focus more on gender empowerment, especially for women Development must take place from management through to the workforce Career guidance to begin at school level showcasing private security as a career SASSETA to enforce laws and follow up Review the best practice strategy used for the 2010 FIFA World Cup South Africa Training programmes need to be on par with the South African Police Service HR audit in order to place the right people in the right positions

o Some employees are well qualified but are performing roles that are not contributing to the performance of the private security sector or the improvement of their livelihood

Key challenges in addressing transformation

Prejudices continue to exist – especially gender and raceFamily conflict as a result of female security officers working with males. This problem exists more so regarding night shiftsno qualified SDFsSome Directors are not involved in the daily running of their businesses There is a need to address togetherness between labour and employers

Employers need to change their attitude towards security officers and begin to view them as individuals who have the potential to play a meaningful role and contribute to the industry’s growth.


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CHAPTER 3 DEMAND FOR SKILLS

The purpose of this chapter is to describe the pattern of skills demand in the various sub sectors that make up the safety and security sector in South Africa. It is important to understand the demand for skills so that existing supply can be analysed in the context of what skills are required. Where there are mismatches, the result is critical or scarce skills which in turn affects service delivery.

Demand for skills is not a simple concept to identify as it has a number of factors influencing it but a sufficient estimate can be gained by examining:

1. Current employment. What skills are currently demanded based on existing and funded posts?

2. Replacement demand is the demand for skills that is created as existing employees leave the sector. This can be due to the employees moving to another sector, illness, death or retirement. Measurement of replacement demand is very difficult but can be proxied by replacement demand due to retirement or terminations depending on what information is available.

Where information exists within the sector, the above factors were analysed to provide an indication of the pattern of skills demanded as well as those skills that are considered scarce or critical. While there are many similarities between the subsectors of SASSETA, there are also many unique factors driving the demand for skills. Therefore, each subsector is analysed separately below.

3.1 Corrections

The department has 46 880 approved posts of which nearly 64% are security officers, shown in figure 3.1 below as service and sales workers. The next highest occupational group (SASCO not OFO) is technicians comprising 9.4% of employees. Managerial occupations on the other hand are not highly demanded with only 0.4% of employment being identified as Management.

Figure 3.7 Department of Corrections demand for skills by occupational group

Source: DCS Annual Report 2009/2010


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A total of 1 086 posts are in the professional category and this is primarily where the critical and scarce skills are experienced. Table 3.1 below lists the vacancies in the department in key professional occupations showing that there is a severe shortage with an average of 33 % of the mentioned posts being vacant.

Occupation Posts Filled Vacant %Medical Practitioners 15 11 4 27%Custodian Personnel 10 535 7 143 3 392 32%Financial and Related 199 64 135 68%Legal Related 40 19 21 53%Pharmacists 42 21 21 50%Nurse 1228 897 331 27%Social Workers 774 503 271 35%

Source: DCS Annual Report 2009/2010

Termination data for the 2009/2010 year was available from the annual report and can be used to estimate replacement demand over the next 5 years. A total of 1 088 employees (2.6% of employment) were terminated of which 299 were due to death, 295 to resignations, 208 retirement and 144 dismissals due to misconduct. It is reasonable to expect a similar proportion of personnel will be leaving the employ of the department per year over the next 5 years. Table 3.2 below shows the estimated annual replacement demand for key occupations and the total number of posts demanded over and above existing vacancies and projects in order to maintain status quo.

Occupation Per Year By 2016

Correctional Officers 895 4 475

Pharmacists 13 65

Nurse 33 165 Psychologists and vocational counsellors 7 35

Senior Manager 18 90

Social Workers 18 90 Source: Calculated from DCS Annual Report 2009/2010

As can be seen attrition in the largest occupation in the department will create demand for roughly four and a half thousand correctional officers between 2011 and 2016. However, the area of concern is where there is existing scarcity which will only be exacerbated by replacement demand. This includes pharmacists, nurses, psychologists and social workers.

3.2 Defence

The department of defence has a total of 88 065 posts of which 74 569 are filled. As expected the largest contributor to employment is soldiers (Service and Sales Workers) making up 30 918 (41% of filled posts). A further 19% of employees are classified as clerks, 14% elementary occupations, 12% craft and related workers and 9% technicians and associate professionals. Only 3 024 out of 74 596 employees (4%) are professionals. Due to the nature of the military, leadership within the SANDF is integrated into the relevant occupations, thus there are only 3 posts identified in the managerial category.


Table 3.8 Vacancies in selected occupations as of 1 April 2010Table 3.9 Estimated Replacement demand in selected critical occupations

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Figure 3.8 Department of Defence employment by SASCO categories

Source: DoD Annual Report 2008/2009

A total vacancy rate of 15% is currently being experienced in the department. The most affected areas are administration where 33% of posts remain unfilled and force employment where there is a vacancy rate of 30%.

Replacement demand is very difficult to estimate in the Department of Defence. In 1996 there were 102 600 employees and since then the department has been consistently downsizing primarily through natural attrition i.e. retirement, resignations and voluntary retrenchment packages. The current number of posts in the department is 88 065 with current employment being 74 596. The 1998 Defence Review recommended an optimal size of 70 000 employees which means that true demand over the 2011 – 2016 period is unclear because the proportion of existing vacancies and replacement demand in the proceeding 5 years that will need to be filled is not known.

3.3 Legal

The legal practice industry consists of independent private practices or legal firms that use the services of advocates, attorneys and paralegal practitioners but excludes legal professionals employed in corporate services. Also falling within the legal subsector are sheriffs.

3.3.1 Legal services (including legal aid)

It is estimated that all the attorneys’ practices employ approximately 57 000 people with Legal Aid SA providing an additional 2 476 staff members nationally. N profile data is available for the sheriffs and according to the Sheriffs’ website (www.sherifs.org.za), 80% of the offices are not economically viable. The sample of data available from the WSP and ATR submissions does not suffice for deductions to be made. Therefore SASSETA needs a viable strategy to collect data and plan accordingly to assist in the transformation of this industry.

Employees in the sector are made up predominantly of professionals and their supporting administrative staff. Table 3.3 below shows that these two occupational categories make up 89% of all employees. There is a layer of management which makes up a further 7% of the workforce.


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Occupation Male Female TOTALNumber % Number % Number

Support staffOffice Managers 292 23.2 968 76.8 1 260Receptionists 271 7.2 3 477 92.8 3 748Secretaries/Typists 760 4.4 16 459 95.6 17 220Paralegals/Legal Assistants 346 13.5 2 217 86.5 2 563Bookkeepers 391 11.9 2 902 88.1 3 293Debt Collectors 138 10.3 1 194 89.7 1 332HR Staff 34 16.5 171 83.5 204IT Staff 177 53 157 47 333Messengers/Cleaners 2 444 35.8 4 387 64.2 6 831Other 643 30.5 1 465 69.5 2 108Total 5 495 14.1 33 398 85.9 38 893

ProfessionalsEquity Partners 3 635 32.4 7 584 67.6 11 219Salaried Partners 749 36.9 1 280 63.1 2 028Senior Associates 723 52.8 646 47.2 1 369Associates 1 204 54.2 1 017 45.8 2 221Consultants 138 29.5 330 70.5 467Candidate Attorneys 1 940 56.4 1 499 43.6 3 439TOTAL 8388 40.4 12356 59.6 20 743

Source: Law Society of South Africa (2008), National Survey of the Attorneys’ Profession

The total number of professionals1 employed in attorneys’ practices is 20 743. This is 37% of total employment. The legal aid board has a similar breakdown with 41% professionals, 51% admin and support and an 8% management band.

1 The term “professionals” refers to registered attorneys and candidate attorneys. The occupational titles normally used for professionals in attorneys’ practices are partners (equity and salaried partners), senior associates, associates, consultants and candidate attorneys.i


Table 3.10 Employment in the legal services subsector

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Figure 3.9 Employment in Legal Aid SA by SASCO

Source: Legal Aid Board WSP & ATR 2008/09

Vacancy data for the subsector is not known but scarcity is driven more by the quality of graduates and employment equity concerns. Qualitative feedback from industry representatives indicate that scarcity in skills is not driven by a lack of numbers but rather a lack of quality in the graduates being produced by higher education. Also as shown in Chapter 2, the sector is heavily weighted towards white males. This is even more exaggerated when one considers that 75% of all advocates are white. Since this is where the majority of wealth is generated in the subsector, it represents a gross imbalance. Even though the proportion of candidate attorneys is an improvement on the status quo, Chapter 4 shows that the proportion of ACI graduates from post graduate degrees is insufficient to have a significant impact on the equity status of the subsector. Thus the demand for ACI professionals will continue to outstrip supply in the future.

Replacement demand was unavailable for legal services but according to Legal Aid SA’s WSP, the workforce is young with only 3% of current employment aged 55 or above.

Figure 3.10 Age profile of Legal Aid SA

Source: Legal Aid Board WSP & ATR 2010/11

Of more concern is the fact that with 60% of employees being under the age of 35, the ability of the remaining cohort (37%) to impart skills to the next generation needs to be questioned.


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3.4 Justice

The Department of Justice and Constitutional Development has a total of 21 039 posts of which 18 181 are filled. The biggest contributor to employment is the clerical occupations accounting for 57% of filled posts, followed by professionals with 3 640 (20%). It is interesting to Note that 7% of total posts are reported to be contract posts drawing from all skills levels.

Figure 3.11 All DoJCD posts by salary level

Source: DoJCD Annual Report 2008 / 2009

Quite a high number of posts are vacant with total vacancies standing at 16%. This includes IT skills at 80% and cleaners at 22%. This however is not indicative of the labour market. While there may be constraints in the Information Technology sector in terms of skills, these are mostly generic and are not scarce enough to force 4 out of every 5 posts in the department to be vacant. Similarly there is an over abundance of unskilled labourers who could fill cleaning positions Therefore, the vacancies seem to point more at department specific factors driving scarcity rather than the labour market. Having said that however, there are areas that are critical to the technical functioning of the department that more likely to be experiencing genuine shortages. These include advocates (16%), attorneys (16%), judges (20.5%) and magistrates (10%).

Occupation % vacantAdministrative staff 16%Advocates 16%Attorneys 16%Cleaners in offices, workshops,hospitals etc, permanent 22%Financial and Related 16.5%Human resources and organisational development and related professionals 22%IT Related 80%Judges 20.5%Language practitioners 10.5%Magistrates 10%Security Officers 19%

Source: DoJCD annual report 2008/2009


Table 3.11 Vacancy rate (permanent posts only) by selected occupation

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Replacement demand can be determined from extrapolating terminations (excluding temporary work) over the next 5 years. A total of 2 492 employees left the department in 2008/2009. Of those 1 643 were temporary or contract workers and 849 (34%) were permanent employees. Table 3.5 below shows selected occupations and the additional replacement demand for skills likely to be experienced over the next 5 years.

Estimated Terminations Per Year By 2016 Advocates 2 10 Attorneys 8 40 Judges 11 55 Magistrates 52 260 Language Practitioners 87 435

Source: Calculated based on DoJCD Annual Report 2008/2009

A positive move is that in all of the above occupations, more employees were appointed and transferred in than terminated and transferred out in 2008/2009. If this continues over the next 5 years, the scarcity as reported in table 3.4 will be greatly reduced.

3.5 Policing

The South African Police Service (SAPS) is a massive employer, demanding skills from a vast array of categories. According to the Annual Report (2008/2009), as of 31 March 2009 the department had a total personnel complement of 182 754 (up from 131 500 in 2003). However, according to the SAPS WSP & ATR 2010/11, as of 1 April 2010, the total number of SAPS employees had increased by a further 3 741 staff members to 186 495. SAPS also has additional units that perform specific functions:

Independent complaints directorate has a total staff complement of 272. The Secretariat for Safety and Security has 45 posts and performs its functions at national

and provincial levels and is therefore represented in national and provincial governments. The Directorate of Priority Crime Investigation (Hawks) is an autonomous agency and is

comprised of about 500 employees.

Figure 3.6 shows that the skills demanded falls primarily in the category of ‘Service and Sales Workers,’ representing the 135 783 police officers. Roughly 17% of the force are clerks and a further 5% are professionals.


Table 3.12 DoJCD estimated replacement demand 2011-2016

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Figure 3.12 SAPS Occupational Profile (SASCO)


Within the Service and Sales Workers category, the police officers carry out the wide array of functions that are demanded by the service. These include: detective services, flying squad, inland water policing, hostage negotiation, dog and mounted services, special task force, border police, air wing, aircraft technicians, national intervention units, crime intelligence, security & protection and logistics. Each of these functions demand a unique package of skills, many of which are not offered by public or private training institutions. Therefore in many circumstances the SAPS itself needs to meet its own demand for skills.

With regards to vacancies, the SAPS does not have the same level of difficulty filling posts as other public sector departments. Only 0.2% of all posts are vacant which means that existing systems are working well to meet the growing demand of the subsector. However, within the department, more specialised occupations are experiencing scarcity evidenced by higher vacancy rates. These are shown in table 3.6 below.

Occupation Posts Filled % VacantSenior Management 706 644 8.8

Aircraft pilots & related associate professionals 53 42 20.8Chemists 681 654 4Engineers and related professionals 133 125 6General legal administration & related professionals 197 189 4.1Police 134 676 134 545 0.1Psychologists and vocational counsellors 163 140 14.1


Over the last decade, employment in the police services has been constantly growing. This trend is certain to continue as South Africa is plagued by high levels of crime and thus demands on the police department continue to grow. As mentioned previously, there is no significant difficulty in filling posts (both additional posts and replacement demand) in the department and thus as the treasury allocates additional funds to the SAPS, employment will continue to grow. Growth will


Table 3.13 SAPS vacancies in selected occupations

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likely be in a similar proportion to the current profile with three quarters of new employees being police officers, 17% being clerical and 5% professional.

3.6 Private Security

The private security sector is the largest employer out of the SASSETA subsectors. According to PSIRA there are currently 387 544 registered and active security guards in South Africa. If the organisational structure is used to extrapolate to all occupations, total employment could be as much as 545 000 people.

While it is a massive employer, it has a relatively low demand for skills. Figure 3.8 below shows that 71% of the employment is for security guards. These guards perform the security functions such as guarding, armed response, personal security, private investigation, cash in transit and event stewarding. A further 20% are in sales and the balance is made up by clerical workers (3%), managers (3%), technicians (2%) and professionals (1%). This notion is supported by a 2008 SASSETA database audit where it was shown that even in managerial functions, the vast majority of people (71%) have an educational qualification no higher than matric. In the sector as a whole, 24% of employees have a diploma, 0.3% have a degree and 0.2% have a post graduate degree.

Figure 3.14 Private Security Occupational Profile

Source: SASSETA database audit 2008

Somewhat surprisingly, the database audit revealed that the occupational group with the highest proportion of employees with a diploma or higher was the security guards (community and personal service workers). This speaks to the competencies, such as firearm competency, required to work in what is a dangerous subsector.


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Figure 3.8 Educational profile of the private security sector

Source: SASSETA database audit 2008

N information exists to indicate the level of vacancies or replacement demand in the private security subsector over the next 5 years. However, it is likely to be affected in the same way as the SAPS. Therefore, similar to the experience of the SAPS, the private security sector is likely to continue to grow until such a time as the crime rate in South Africa is brought under control. Since the skills demands of the subsector are not as onerous as other subsectors, it is most likely that demand will continue to be met.

3.7 DRIVERS OF SCARCITY

There are a number of key factors driving scarcity in the demand for skills in the Safety and Security Sector. While there are unique factors from subsector to subsector, there are also cross cutting issues that need to be acknowledged. They are:

1. The image of the public sector as an employer. Since a large part of the sector is made up of government departments, their image and ability to attract talent may create the impression of or exacerbate existing security. In key professional occupations, the public sector is usually not the first employer of choice.

2. Remuneration packages are often not competitive in the public sector. This can be due to grading, where a post is graded as a middle management post but in the private sector substantially higher wages can be earned. This is a particular problem for professionals such as psychologists and nurses.

3. Difficult working conditions in departments such as corrections makes it difficult to attract professional skills. Combined with point 2 above results in the high vacancy rates reported on in this document.

4. Quality of graduates from tertiary institutions. Legal services in particular bemoaned the falling standards in the quality of graduates (stakeholder consultation 2010). This creates difficulty in creating a productive skills pipeline in the subsector. Foreign language experts are in scarcity in DoJCD and DoD and the comment was made that languages are not offered in sufficient quantity from tertiary institutions (stakeholder consultation 2010)


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5. Lengthy recruitment processes in public sector departments create difficulties in filling posts in areas where there is N real scarcity in the labour market.

6. Demand for skills in rural areas outstrips supply as people are reluctant to work outside of the major metropolitan areas.

7. Employment equity. Huge strides have been made in the sector over the last decade and a half in terms of transforming the sector. However, legacies of apartheid still remain with whites being generally over represented in managerial and professional positions. This is most pronounced in the legal subsector, advocates being of particular concern.

The full list of scarce and critical skills for the sector is presented in Table 3.7 below.


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SS Specialisation/job Critical Skills Intervention

NQF level

NQF Aligne

d

Need CommentsOCCUPATION

Period

1 Managers 1

1 Chief Executives, General Managers and Legislators 11120

1NO Directors Planning, organising, leading,

control, budgeting skills SP YES 50BEE in the legal sector

132201

YES

Chief Financial Officer

Degree YES Relative scarcity, the sector cannot retain the skill

132103

YES

Specialist Managers Entrepreneurial business SP YES

20

111 Managers I111

1

2 Professionals 2

2Business, Human Resource, Marketing and Communication

22110

1YES

Accountant accounting, bookkeeping and accuracy

Dipl/Deg 7 YES 123 Relative scarcity, the sector cannot retain the skill

223111

NO HR Managerrecruitment, retention, Dipl/Deg 6 YES 1 BEE

221203

YES

Auditorsaccounting skills Dipl/Deg 6 YES 35 High demand

249142

Yes Assessors/Moderators

23

Design, Engineering, Science and Transportation Professionals

223904

YES

Marine Engineer officer

Ship design and maintenance skills

LS 6 YES 8 Relative scarcity, the


Table 3.7: Scarce and Critical Skills 2010/11

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NQF level

NQF Aligne

d


Period

sector cannot retain the skill

230902

YES

Navigators navigation skills SP 6 YES 20

231102

YES

Air Traffic Controller navigation, aviation, good decision making skills

SP YES 35 High demand

231104

YES

Pilots aviation and navigation skills SP 6 YES 40 Absolute scarcity

231202

YES

Ship Engineer Ship design and maintenance skills

LS 6 YES 20 Relative scarcity, the sector cannot retain the skill

231203

YES

Ship 's Master Harbour management LS 6 YES 20 High demand

231205

YES

Ship's Surveyor Marine surveying skills LS 6 YES 20 High demand

231910

YES

Ship's Purser Co-ordination, administration and logistical skills

LS 6 YES 20 High demand

232233

YES

Architects Architectural designer SP 6 YES 230 Relative scarcity, the sector cannot retain the skill

233106

YES

Engineers Metallurgical engineering Dipl/Deg 6 YES 40 Relative scarcity, the sector cannot retain the skill

2 Artisans 27120

7 Hostage

Negotiators

262102

ICT Security Specialists

2 Information Technology Architects


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NQF level

NQF Aligne

d


Period

2 Employee Assistance Programme Specialists

224401

Intelligence functionalities - Vetting Officials

261201

Graphic Designers

271301

Legislative Drafting

271301

Policy Development and Analysis

271301

Cyber Law

271301

Constitutional Litigation

271301

International Trade Law

272402

Sign Language Interpretation

271301

Monitoring & Evaluation

272414

Research - social science aspect

271401

Conveyancing Support Staff

271402

Litigation

271301

Estates

271301

Delinquent Claims


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NQF level

NQF Aligne

d


Period

271301

Commercial property

271301

Environmental lawyers

252302

Dentists

2

Work study officials

2

Trainers - SDF's Firearm, Aviation security, National key point, VIP security

2

Polygraph examiners

2

Forensic Analysts

2

Operational support

25

Health Professionals

251101

YES

Pharmacist Dip/Deg 6 Y 89 Relative scarcity, the sector cannot retain the skill

253101

YES

Medical Practitioner Diagnose and treat physical and mental disorders

Dip/Deg 7 Y 44 Relative scarcity, the sector cannot retain the skill

254401

YES

Nurses Primary Health Care Dip/Deg 5 Y 1531 Relative scarcity, the sector cannot retain the skill

254401

YES

Clinical Nursing Advanced patient and clinical care

Dip/Deg 5 Y 10 High demand

272301

YES

Criminologists Investigation, analytical and profiling skills

Dip/Deg 6 Y 217 Absolute scarcity


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NQF level

NQF Aligne

d


Period

234701

YES

Veterinarians

27

Legal, Social, and Welfare Professionals

271311

NO Specialised attorneys Environmental, maritime, patent, consumer act skills

SP 7 Y 50 High demand

271311

NO Candidate Attorneys Practical magistrate and high court procedures

SP 6 Y 100

272301

YES

Psychologists Hostage negotiation skills Deg 6 Y 534 Relative scarcity, the sector cannot retain the skill

272402

YES

Interpreter Indigenous languages SP 5 154

272501

YES

Social workers problem identification, assessment and counselling

Dip/Deg 5 Y 1095 High demand

3 Technicians and Trades Workers 3

1Engineering, ICT and Technicians and Science Technician

313102

YES

ICT Customer Support Officer

Responding to queries on software and hardware systems and call centre management

SP 2 Relative scarcity, the sector cannot retain the skill

3

2Automotive and Engineering Technicians and Trade Workers

321101

YES

Automotive Electrician Install, repair electrical wiring of

automotive vehicle

SP

461

High demand

321201

YES

Automotive Motor Technician

test and repair mechanical parts of automotive vehicle SP 157

High demand

323101

YES

Aircraft Radar Mechanics

Inspection, testing and aligning avionic systems

SP Y 40

High demand


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NQF level

NQF Aligne

d


Period

323102

YES

Aircraft Reconnaissance Mechanics Inspection, testing and

installation of flight systems LS 6 Y 130

High demand

323101

YES

Aircraft Technician Test and repair aircraft electric system

High demand

34

Electrotechnology and Telecommunications Trades Workers

313199

YES

ICT Support Technicians

Install, maintain, troubleshoot computer related systems SP 20

High demand

342301

YES

Locksmiths Install, maintains, repair electronic control systems SP 20

High demand

342303

YES

Alarm Technician Install and maintain alarms systems 30

High demand

35

Food Trade Workers

351301

NutritionistFood preparation SP 5 Y 30 corrections

399506

Audio Visual Technicians

361201

Veterinarian nurses

312601

Safety, Health, Environment (SHE) & Quality

399901

Diver

4 Community service and 4

4Protective Service Workers

441101

YES

Seaward Combat Officer

seaward combat skillsSP 5 Yes 20

Absolute scarcity


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NQF level

NQF Aligne

d


Period

441301

YES

Detectives Scientific analysis; Ballistic; Explosives; Facial reconstruction and identification SP Yes 430

High demand

442201

NO Security guards VIP protection; Crowd control; Advance driving skills; Firearm; Maritine security; Private investigation 4 Yes 1000

High demand

442101

YES

Prison/ Correctional Official

LS 4 Yes 4000

High demand

4

5Sports and Personal Service Workers

452301

Divers RescueDiving techniques

Absolute scarcity

452499

Divers Instructor Advanced diving techniques; Facilitation, Assessor; SP 6 30

Absolute scarcity

441101

Submariners

441301

Stock theft investigators

441301

Online investigators Online child pornography investigators & Cyber crime investigators

441301

Crime investigation

442205

Retail sector security officers

442207

Mining sector security officer

442207

Banking Sector security officer

5 Clerical and Administrative Workers 5

1Office and Programme Administrator


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NQF level

NQF Aligne

d


Period

511201

NO HR Clerk Administrative skills; Payroll Administration SP 20

5

2Personal Assistants and Secretaries

52120

2YES

Legal secretaries Drafting of legal documents; Research Skills; Computer literacy LS 6 1000 High demand

55

Numerical Clerks

551201

NO Accounting Clerks Compilation, recording, processing creditors and debtors records 50 High demand

599301

Debt collectors

6 Sales Workers 6

1Sales representatives and Agents

639301

YES Sales Consultant Sales and marketing skills SP 4 Y 50


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CHAPTER 4 SUPPLY OF SKILLS

The supply pipeline for the sector is derived from both public and private institutions. New entrants to the sector range from matriculants to university graduates, given the wide range of skills and occupations found within the sector. The analysis presented here considers the general output of the education system, and the specific needs of each sub-sector based on the input of stakeholders.

4.1 OUTPUT OF PUBLIC EDUCATION AND TRAINING INSTITUTIONS

The sector requires a broad range of competencies from workers entering employment, ranging from a school leaving certificate to university degrees. However, the quality of provision remains a concern, particularly at school level. In 2008, scholars wrote the national senior certificate for the first time, which was based on the National Curriculum Statement of 2001. The pass rate in that year was 62%, down from 65% in the previous year.

Many of the scarce skills cited in Chapter 3 on demand require a basic foundation in maths and science in order to pursue further studies to gain the requisite qualifications. For example, forensic investigators, engineers, surveillance technicians, and medical practitioners. Table 4.1 shows that on average, less than a third of candidates sitting maths and science examinations received a mark above 40%. This is an area that the Department for Basic Education is placing priority on for redress and further development.

SEX CANDIDATES NUMBER AND % WHO ACHIEVED 40% and above 30% and above N. % N. %

LIFE SCIENCES Female 160,599 65,615 41% 114,144 71.1%Male 137,611 51,868 38% 96,139 69.9%Total 298,210 117,483 39% 210,283 70.5%

MATHEMATICS Female 160,996 43,187 27% 67,572 42.0%Male 139,012 45,999 33% 68,612 49.4%Total 300,008 89,186 30% 136,184 45.4%

PHYSICAL SCIENCES Female 109,187 28,603 26% 57,459 52.6%Male 108,113 32,877 30% 61,747 57.1%Total 217,300 61,480 28% 119,206 54.9%

Source: Education Statistics in South Africa 2008

Table 4.2 and 4.3 give the results of examinations in 2009 in subjects that are directly relevant to the sector. Other generic subjects may also be contributors to the supply of labour (such as training of artisans, which is relevant to the defence force); however, for purposes of the sector skills plan, the analysis is limited to the scope of coverage of the SETA. As with the school leaving certificate, performance in those subjects related to scarce skills is generally poor.

In addition, the available programmes are not linked to the needs of employers. they meet a very small proportion of the needs identified as scarce skills. At present, most of the training offered in the sector is offered through private providers. This may be attributable to the fact that the range of offerings at FET and HE institutions is insufficient to meet the needs of the sector. Furthermore, private providers are perceived to be more responsive and better able to tailor their programmes to the client.


Table 4.1 Results of the National Senior Certificate

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Level Entered Wrote Pass % PassPublic Administration N3 7978 6259 3055 48.81Social Care N3 10 5 5 100Introductory Public Admin N4 285 268 204 76.12Public Administration N4 3044 2467 1599 64.82Legal Practice N5 284 244 141 57.79Public Administration N5 1463 1302 957 73.5Public Finance N5 1435 1292 893 69.12Legal Practice N6 133 118 93 78.81Public Administration N6 938 818 683 83.5Public Finance N6 716 628 416 66.24Public Law N6 1254 1073 462 43.06Mathematics N2 5616 4055 1188 29.3Aircraft Maintenance Theory N3 328 306 139 45.42Aircraft Metalwork Theory N3 52 45 18 40

Level Entered Wrote Pass % PassCriminology L2 147 94 30 31.9Introduction to Governance L2 2147 1428 645 45.2Introduction to Law L2 2127 1499 474 31.6Introduction to Policing Practice L2 2064 1459 1000 68.5Principles of Criminal Justice L2 2108 1452 770 53Criminal Justice Structures and Mandates

L3 305 265 232 87.6

Criminal Law L3 306 269 194 72.1Criminology L3 6 3 2 66.7Governance L3 307 271 147 54.2Theory of Policing Practices L3 299 258 152 58.9

Source: FET Colleges Report 2009

In higher education institutions, with the exception of Black Females (African, Coloured, and Indian), enrolment in law and public administration is trending downward since 2007. This pattern is reflected in Figure 4.1 below. Most of the qualifications available from universities are relevant to the private legal profession and to the public service in general. However, specialist qualifications are more difficult to come by, and are generally developed in the workplace once candidates are already in employment. This suggests that public providers are not currently able to respond adequately to changes in the labour market.


Table 4.2 Results of the National Certificate Examinations at FET collegesTable 4.3 Results of the National Certificate (Vocational) Examinations at FET collegesFigure 4.1: Enrolment in Law and Public Administration at All Universities

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0

1,000

2,000

3,000

4,000

5,000

BF 4,041 4,710 4,714

WF 1,606 1,604 1,208

BM 3,329 3,523 2,818

WM 1,236 1,320 968

2007 2008 2009

The SETA can play an important role not only in facilitating the links between providers and industry, but in supporting the development of capacity within the institutions to be able to respond to labour market requirements.

0200400600800

1,0001,2001,4001,6001,8002,000

Black Male 2007 1,664 112 165 282 33

White Male 2007 738 250 24 144 15

Black Male 2008 1,864 133 159 297 22

White Male 2008 842 274 23 99 14

Black Male 2009 1,344 126 174 252 24

White Male 2009 557 228 18 108 13

1st Bach PG Dip/Cert Honours Masters Phd

The pattern of the output of universities shows that there is a significant drop-off from those acquiring first degrees to those progressing to higher qualifications. As with enrolment, the trend is downwards over the period 2007-09 across all qualification levels. In general, the absolute numbers of qualified graduates is not as much of a concern as the quality of their training, as well as the fields of specialisation that they choose. New areas of specialisation such as environmental law, cyber crime investigation, and other occupations that may be driven by innovations in technology or in the law are the main areas of concern as learners are often not sufficiently


Figure 4.2 Graduates in Law and Public Administration at All Universities

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informed about these career options to pursue studies relevant to them. This too as an area that the SETA can play a role to address the problem.

4.2 TRAINING NEEDS IDENTIFIED WITHIN THE WORKFORCE IN EACH SUB-SECTOR

The sub-sectors of the Safety and Security SETA vary widely in their operations and their skills needs. It is therefore not possible to identify common threads between them and their training needs are presented separately in this section. Whereas the scarce skills identified in Chapter 3 relate to the lack of workers with the requisite skills, this section addresses the areas where the existing workforce needs to be upskilled to meet the operational needs of the employer.

4.2.1 Corrections

The training needs identified for the workforce of the Department of Correctional Services are presented below.

Computer skills

Control room operation

IT – continuous training and development due to the rapid change

Management skills

Leadership skills

Legal – including investigations and special operations

Intelligence

Analytical and report writing

Correctional Centre Heads – training on centre management, finance and multi-skilling

Human behavioural science

Communication / public relations

Counselling

Security management

People management

Change management

Performance management

Source: DCS Stakeholder Focus Group Workshop, 6 August 2010

Many of these skills relate to the routine management of the Department, rather than hard technical skills, with only one or two exceptions. The Department’s workers are mainly drawn from new matriculants and the development and promotion of the existing workforce. There is therefore a need for constant up skilling to maintain a corps of appropriately skilled workers.

There is a need for a strategy to recruit from the unemployed society for learnerships. This is currently not taking place within DCS.


Table 4.4 Skills gaps in the Department of Correctional Services

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4.2.2 Defence

The Department of Defence has a greater capacity for training and development than most employers, as this is an ongoing responsibility to maintain readiness of the defence forces. The areas for additional up skilling of the workforce are identified below.

Computer literacy

Language proficiency in the 11 official languages

Leadership skills – this is said to be embedded in all higher ranks training, but has been a challenge.Source: Defence Stakeholder Focus Group Workshop, 2 August 2010

The defence forces invest heavily in developing specialist skills for its workforce. However, many of these skills are in high demand in the private sector, and the armed forces have difficulties retaining highly skilled workers. The labour market does not produce these skills in sufficient numbers, not only in South Africa, but worldwide.

The following strategies are being considered or implemented in an effort to retain skilled personnel:

Introduce medium term employment contracts for the scarce occupations Offer staff incentives Offer an enlistment bonus for completing training, then a contract for the next 5 years The navy introduced a special uniform for Submariners. Such initiatives can be used as best

practice as they boost staff morale Improvement of living conditions A recruitment and selection policy is required to ensure that only the targeted positions are

recruited

Employees tend to stagnate at certain levels causing frustration. This issue is already being addressed at management level. In addition, promotion expectations of employees who have undergone training need to be addressed as people expect to be promoted because they have been trained or because they have reached a certain rank. This may result in resignations if it is not addressed.

4.2.3 Justice

Financial skillsComputer skillsJudas (automation programmes)Asset controlInformation managementArchivingJYPGovernor Brown (Department of Financial Instructions - DFI)Leadership and management skillsReport writingCourt room procedures for interpretersTaxation


Table 4.5 Skills gaps in the Department of DefenceTable 4.6 Skills gaps in the Department of Justice

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Default JudgmentCase flow managementNegotiation skillsProject managementSource: Justice Stakeholder Focus Group Workshop, 27 July 2010

The Department periodically conducts skills audits to determine the training needs of its workforce. However, as they are a fairly expensive exercise, alternate methods such as analysis of Personal Development Plans are also used for assessing skills gaps.

As with other government employers, the Department competes with the private sector for skilled personnel. The following retention strategies have been put forward by the Department:

Counter offers (although counter offers have their pros and cons) Rewarding excellent performance Career pathing Succession planning Promotion of employees within the organization Exchange programmes Review recruitment process Best practices/ sharing lessons learned Job rotation Proper implementation of PMS Competency modelling

The silo mentality that currently exists in the Department needs to be addressed in order to facilitate transfer of skills and sharing of information. There is a great need for synergy between different departments.

The Department of Justice is currently utilising 65% of private institutions compared to only 35% of public institutions for up skilling its personnel.

4.2.4 Legal

The legal sector has historically been characterised by a narrow range of occupations, predominantly concentrated in the high or intermediate skills. This is still broadly the case. However, the context in which attorneys and advocates operate has changed, and different requirements have led to the need to review the current state of provision for this sub-sector. The main providers supplying skills to the sector are:

Seventeen (17) law faculties for graduates Vocational training, offered by LEAD as prescribed by law Contracts of articles/service for workplace training, as prescribed Nine (9) attendance schools for Legal Practice One (1) distance school for Legal Practice One (1) university school for Legal Practice Alternative shorter courses (120 hours) as prescribed, with longer workplace, offered by

LEAD

The table below gives an indication of some of the areas where workers in this sector need up skilling.


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Literacy skills – mainly caused by language barriersAccounting / Book-keeping clerksNumeracy skills

Low numeracy mainly among law graduates- necessary for handling cases that require calculations.

Business entrepreneurs – necessary for start-up businesses Client side – customer care

Management skills Basic understanding of commerce Running the business/practice

Lack of practical skills that you don’t get at universityComputer literacyEthics – code of conductMediationEnvironmental and Maritime LawLegislative draftingForeign languagesFinancial Intelligence Source: Legal Stakeholder Focus Group Workshop, 23 July 2010

The tertiary institutions are supplying the Legal industry with more than enough law graduates. According to the Legal focus group workshop participants, universities are delivering more graduates than can be employed. However, the industry feels that there are Not enough candidates with the right skills that are required. This is reflected in the above list of top-up skills, which are concentrated on language, and financial literacy and numeracy.

There are several improvements to the quality of training content provided by the tertiary institutions that the Legal subsector would like to see implemented in the graduate programmes. This is mainly the introduction of business literacy skills, basic numeracy skills as well as literacy skills. Therefore, there is a need for further engagement with institutions in which SASSETA should also be involved.

The quality of graduates produced can easily be seen in the analysis of the Attorney admissions exams pass rates. The analysis will reveal which universities produce better graduates. There is a definite variance in the type of quality of graduates from the universities. The Council of Higher Education (CHE) is reviewing how LLB prepares graduates. It was noted in the focus group workshop that reading and research skills make an important difference to a graduate.

Technikons used to offer a Certificate for Legal Secretaries. They have since stopped and this has created a gap in the market. However, the SA School of Paralegal Studies and some private institutions are offering this certificate, but this is Not the same as the previous qualification offered.

There is a worrying industry trend whereby a large number of individuals admitted as attorneys do Not practice. This is mainly as a result of the attraction and high demand for attorneys outside of the practice environment. In addition, the admitted attorneys are offered more financial security outside practice. In the event of not being able to obtain the required skills, most legal firms generally poach staff from other firms.


Table 4.7 Skills gaps in the Legal sub-sector

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4.2.5 Policing

Like the defence force, the police invest heavily in a wide range of skills and occupations on a continual basis. It also is subject to similar pressures of competing with the private security industry for key skills. The police services is a fertile training ground for many individuals, but as a government employer, it is difficult to compete with private sector wages and conditions of service in order to retain skilled workers. Moreover, the SAPS is the largest employer in the sub-sector, and it has been growing over the years due to the persistently high crime levels in the country. The supply constraints facing the Service relate both to the absolute numbers of people available in key occupations such as investigation and forensics, and in the quality of skills of workers and new entrants. As indicated in tables 4.2-4.3, the range of offerings available does not meet the full requirements of the police force.

In addition to the areas of absolute scarcity, the main skills gaps identified within the current workforce are presented in Table 4.6. Entry level requirement for the police service is a school leaving certificate. However, as indicated, the quality of provision at that level is less than ideal. Thus, many police officers, particularly in poor and rural areas lack basic literacy and numeracy skills needed for core functions such as taking statements from witnesses, preparing reports, and the use of technology.


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Advanced driving skills ResearchersProficiency/Competency testing Communication Compensation and remunerationLanguage proficiency – English Psychometric testingWriting Skills Customer services – Dealing with victimsManagement skills Information Technology (IT) Basic computer skills

Use of IT software as a tool in the investigating process Basic software package usage

Source: Policing Stakeholder Focus Group Workshop, 20 July 2010

The Policing subsector is currently using private institutions much more than public institutions to meet its training requirements. The ratio is currently approximately 80%:20% in favour of private institutions. The quality of training content provided by the public institutions is not at the levels that are acceptable to the SAPS.

Poor quality learning content is produced by public FET colleges Public institutions are providing the programmes that they want as opposed to addressing

industry needs. As a result, some learners have diplomas but remain unemployable because the qualification does Not meet the Policing quality standards.

Public FET colleges are Not fully conversant of NSDS targets and content requirements There is a lack of accreditation problem, mainly among the public institutions

Currently, the Policing subsector is of the opinion that only the police can do the training evaluation that meets the Department’s needs. However, the Department is taking the necessary steps to ensure that engagement with public institutions takes place.

The strategic training priorities of the SAPS as derived from the entity’s strategic objectives are cited in the SAPS Work Skills Plan 2010/2011 as follows:


Table 4.8 Skills gaps in the Policing sub-sector

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Priorities for provincial crime prevention training10111 Training CAS TrainingCommunity Service Centre Commander Training Community Service CentreCrime Prevention Level 1 Designated Firearms OfficerDomestic Violence Enhanced Firearm System CourseEvidence Management (SAP 13) Training Firearm Permit System CourseChildren & Youth at Risk Relief (Shift) Commander TrainingHuman Rights & Policing Missing PersonsNational Photo Identification System (NPIS) Officer Accident ReportRoad Crime Crash Scheme Investigation RoadblocksSector Policing Training Station Management Learning Program Module 1 to

5Sexual Offences First Responder Course Tactical Dog Handler TrainingVictim Empowerment

Priorities for provincial operational & tactical trainingPepper Spray Shooting Exercise: Each operational member to

shoot once a year (3 weapons)Street Survival Training Tactical Survival Techniques Training

Priorities for provincial detective trainingCirculation System Training Crime Scene Management CourseID Parade Interviewing & InterrogationInformer Handling Pointing OutStatement Taking Introduction to Crime InvestigationSexual Offences Course for Investigators Second Hand Goods CourseProperty Control SystemPriorities for provincial support trainingAccounting Applied Government AccountingBI System Computerized Registration CourseDisciplinary Hearing Training Education, Development & Training Practitioner

(Generic Trainer Training)Financial/Treasury Regulations Financial ManagementFirst Aid Training Fire FightingFoundations of Government Accounting HIV/AIDS TrainingHuman Resource Management Indigenous & Foreign LanguagesInduction Training for PSA Personnel Leave AdministrationLexis Nexus Loss ManagementMassified Induction Program ModeratorsPERSAL & PERSAP POLFIN (Cashiers)POLFIN (SAPOL Claims) POLFIN (Cost Statements)Project Management Registration CourseTelephone Etiquette SCOASHE Training Supply Chain Management & Asset Management Vehicle Fleet Management Workshop Administration System Training


Table 4.9 Priorities for provincial crime prevention training

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4.2.7 Private Security

The private security industry is one of the fastest growing industries in South Africa. Like the police, the range of occupations is wide, from the low skilled to the highly complex. The areas where the workforce needs to be upskilled is reflected in Table 5.9. The needs are similar to those of the police, ranging from basic literacy and numeracy to high level investigation and analysis.

Advanced drivingX-Ray interpretationFirearm Control Act, and fire arm handlingStatement taking, Investigation, Report writing Dog handlingGiving evidence in the Court Conflict managementNegotiation skillsLearning programme design and developmentLeadershipMarketingCommunicationCustomer serviceReport writingPresentation skillsProject managementOccupational health and safetyPersonal financeEmotional intelligencePeople management Computer skillsBookkeepingFilingNational Key PointCCTVVIP protectionABET

Source: Private Security Stakeholder Focus Group Workshop, 16 July 2010

Supply of new skills by training and development institutions

The Private Security subsector is currently using private institutions much more than public institutions. According to the Private Security Chamber Chairperson, Anna Maoko, the ratio is 95%:5% in favour of private institutions.

The Employers believe that higher success can be achieved through-on-the-job training. This is an indication of the dissatisfaction at the quality of training being provided by the training institutions. There is currently a problem with the high number of security officers whom are qualified and registered with PSIRA but do not possess the right quality standards required by Employers.


Table 4.10 Top up skills: Private Security

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However, it must be noted that those who do attend training generally tend to apply for higher level positions upon their completion.

Key interventions that need to be implemented to address these challenges:

There is a need to increase the quality of training programmeso “People pass but do not know anything”

There is a need to replace Grades with NQF All training institutions need to be informed and brought up to date with NQF

Learnerships

The Private Security’s targeted learners are the unemployed. This is in order to give them an opportunity in life. Learners are currently being recruited through the online medium as well as print (namely, newspapers).

The main challenges experienced with learners currently are:

i. Learners dropping outii. Learners are making money out of the learnership therefore they do not see the need to be

focusediii. Upon gaining experience, the learners go and work for another company

Strategic interventions being considered in order to overcome these challenges are:

i. The promise of employment after learnership ii. Learners who quit / drop out (from a learnership without valid reasons) will blocked from

applying for another learnership in future


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CHAPTER 5 MEDIUM TERM STRATEGYThe five year strategy of the Safety and Security SETA will be guided by the foregoing analysis with respect to the specific areas of focus for each sub-sector. The needs of the sector vary widely across subsectors, as illustrated in the analysis that preceded this plan. The tables below identify targets across each of the programme areas identified in the NSDS framework document. The application of those targets and the content of each will be tailored to the peculiar needs of each subsector.

Equity

The equity targets are cross-cutting and will be applied to all objectives where relevant. In addition to the existing targets on race, sex, and disability, 3 new categories have been added equity. They are age (focusing on those between 18 and 24), class, and HIV/AIDS. The sector has not had sufficient opportunity to consider how to integrate these new variables meaningfully in target setting. Therefore, the SETA Board committed to develop a comprehensive policy on the equity targets by September 2011, after consultation with sector stakeholders, which will be applied across all objectives thereafter.

2.5 6. SECTORAL CONTRIBUTION TO STRATEGIC AREAS OF FOCUS FOR THE NSDS

Strategic Objective 1: To develop and implement a shared code of conduct for the sector.Key Performance Area

Success Indicator Target (2011/12) Target (2012/13) Target (2013/14) Target (2014/15) Target (2015/16)

Code of decent conduct

The adoption of a proposal which enjoys demonstrated support in the sector.

Develop sector commitment code of conduct. Consult stakeholders on the Code and conduct situational analysis. Launch the Code.Define criteria, objectives, impact assessment criteria.

Awareness campaigns. Compliance monitoring.

Evaluate and review Code.Mid-term impact assessmentIncorporate assessment results emanating from review process.Communicate changes.

Continuous implementation and monitoring

Impact assessment study.

.


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Strategic Objective 2: Programmes to facilitate access, success and progressionKey Performance Area

Performance Indicator

Target (2011/12) Target (2012/13) Target (2013/14) Target (2014/15) Target (2015/16)

Information and career guidance

SETA submits a comprehensive occupational profile of the sector and guide to employment opportunities in the sector in the format prepared by DHET b y March 2013. Such a profile and guide to be updated by March 2016.

Develop the career guidance guide for the sector.Collect baseline data about registration in safety and security qualifications.Partner with Department of Basic Education and NGOs to reach out to schools, priorities rural areas.

Distribute 20 000 copies of the guide to DoL Labour Centers, Community Care Centers, Department of Basic Education, Colleges, Universities, etc.

Identify suitable exposure programmes for scholars and out of school youth.

Assumption: Department of Higher Education and Training has supplied the format.

Update and distribute the guide by 31 March 2013.Distribute 20 000 copies of the guide to DoL Labour Centers, Community Care Centers, Department of Basic Education, Colleges, Universities, etc.

Distribution via electronic media.

Hold career event.



Hold career event.



Hold career event.

Conduct Impact Study.



Hold career event.


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Strategic Objective 2: Programmes to facilitate access, success and progressionKey Performance Area



Recognition of prior learning

All principal sect oral and national programmes to include RPL access routes by 2016. Number of learners assisted to access further learning to be counted against programmes entered.

Conduct sectoral RPL needs assessment study.Develop a RPL policy and strategy. Pilot RPL Strategy for selected learning programmes.

Implementation to other learning programmes.

Implementation to other learning programmes.

Impact assessment.

Align to national RPL Policy imperatives.

Assumption: National RPL Policy exists.

All SASSETA learning programmes have RPL access routes.

Impact assessment study.

Raising the base Where sectoral or national programmes specify an entry requirement of NQF Level 4 or above, these programmes must be complemented by the provision of either Adult Education and Training or Foundational Learning Programmes which enable those who do not meet these requirements to have the opportunity of doing so. Number of learners assisted to access further learning to be counted against programmes entered.

Develop partnership with FET college, universities, and other providers in development of a bridging programme at NQF Level 4.

No of learners to enter the bridging programme is 700.

No of learners to complete ABET levels is 700.










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Strategic Objective 2: PIVOTAL occupational programmesKey Performance Area



Professional No of learners completed professional programmes.

300 learners to complete professional programmes.





Vocational No of learners completed learnerships.

5000 learners to complete learnerships.Unemployed = 3000Employed = 2000





Technical No of learners completed technical programmes.

300 learners to complete technical programmes.





Academic Learning No of learners that receive bursaries. No of learners placed on internships.Proportion of young learners.

150 learners to receive bursaries.70% of completed learners are absorbed.




350 learners to receive bursaries.70% of completed learners are absorbed.Report on findings of at least one tracer study showing the employment rate of learners.

Workplace Experience

No of learners assisted to gain work experience. 70% find placement.

100 learners assisted to get work experience.






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Strategic Objective 3: Key Performance Area



Skills programmes and other short courses for the employed.

At least 80% of large employers submit WSP and ATR claims.

200 large employers paid mandatory grants.

80% of previous year’s baseline paid mandatory grants.




At least 60% of medium sized employers submit WSP and ATR claims.

120 medium sized employer paid mandatory grants.





At least 40% of small firms submit WSP and ATR claims.

240 small firms paid mandatory grants.





No of non-levy paying firms assisted through discretionary grant programmes.

200 firms assisted. 250 firms assisted. 300 firms assisted. 350 firms assisted. 400 firms assisted.

No of new venture creation initiatives assisted through discretionary grant programmes.

10 new venture initiatives assisted.





No of Co-operatives, NGOs or NPOs assisted through discretionary grant programmes.

10 Co-operatives10 NGOs10 NPOs assisted.





Strategic Objective 4: (Skills programmes and other non-accredited short courses for the unemployed)Key Performance Area



Catalytic Grants No of learners to be trained broken down by equity criteria.

3000 learners (youths and veterans) assisted.






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Strategic Objective 5: (Programmes that build the academic profession and engender innovation)Key Performance Area



Increase in the number of people filling the academic and innovation ranks.

Conduct a baseline study to determine the number of people filling academic and innovation ranks. Identification of fields for research and innovation.Formulate and Research and Innovation Strategy.Partner with universities.

5% of baseline determined in Year 1.

Year 2 target + 5%.

Mid-term review of the strategy.

Year 3 target + 5% Year 4 target + 5%

Conduct impact assessment study.


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Strategic Objective 6 : (Programme Delivery Partners)Key Performance Area



SETA to partner with at least 25 institutions/faculties, of which at least 15 are public institutions/faculties. Arising out of these partnerships the institutions should attain accreditation for the delivery of the targeted programmes from the QCTO.

5 partnerships established; 3 with public institutions/faculties.





Each sector should seek to build at least one Network of Institutions of Sectoral Occupational Excellence.

1 ISOE network established.






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