PUBLIC SERVICE ASSOCIATION PRESENTATION
Introduction
The PSA strives to build and maintain constructive working relationships with all employers where the PSA has members. The DCS is no exception, and the PSA and this Department succeeded to a large extent in establishing such a relationship over an extended period of time. It is however important for both parties to remain vigilant, and continue to build on what was already achieved during this period.

Collective Bargaining
The working relationship between the Unions and the Department is formally regulated by the Constitution of the GPSSBC with collective bargaining conducted in the DCS DBC.

Although this formal structure is important to regulate collective bargaining in terms of all the applicable legislation, much of the actual engagement between the parties are taking place in substructures of the DBC, like the Labour Relations Task Teams as well as Bi-lateral discussions between the parties.

These discussions outside the DBC, plays a very important role in streamlining negotiation and consultation within the DCS. It also facilitates the strengthening of the working relationship between the parties in a more informal environment. A further advantage of these structures is the fact that it allows for opportunities to engage directly with the various Directorates within the DCS. The labour parties can therefore gain a greater insight in the actual conditions, as well as the challenges faced by the various Directorates.

The effective utilization of these structures however, place a greater responsibility on the parties as this more progressive way of collective bargaining is largely based on the premise that all parties are always acting in good faith. It therefore also place an extra burden on the Directorate Employee Relations, to ensure that the other Directorates gain insight in the sensitivity of these processes, and the important role that it plays in maintaining a good and constructive working relationship between labour and the DCS.

During the past year, there were some incidents which created unnecessary friction between labour and the Department because of the non-performance of certain Directorates on commitments given during such informal discussions.

A recent incident of this nature related to the signing of leasing contracts for official accommodation by DCS employees. Despite commitments given for feedback on the issue by the relevant Directorate during November 2006, no feedback has been forthcoming.

To exacerbate the matter, the Labour Parties within the DCS were confronted by a Media Statement from the Office of the Minister of Correctional Services in early January 2007 to the effect that employees will in future only be allowed to utilize official accommodation for a maximum of three years. This statement obviously created huge uncertainty amongst DCS officials countrywide, especially as the Labour parties ensured employees that the status quo will remain until a new Housing Policy is negotiated.

These incidents clearly create embarrassment for Employee Relations, and cause unnecessary friction between labour and the Department.

It is therefore imperative that the Directorate Employee Relations be sufficiently empowered to effectively fulfill their role of ensuring compliance by all Directorates and other formal structures of authority, to agreements, formal and informal, reached between labour and the Department.

To return to the positive aspects of informal engagement, the PSA believes that all management structures, down to Correctional Centre level, should be encouraged to engage union representatives on a regular basis in order to address issues before it becomes real problems or disputes. Such interaction and open communication will also ensure greater understanding of the challenges faced by both employees and management at all levels of the organization.

Co-ordination between Directorates regarding matters which affect employees

It happens from time to time that individual Directorates may take Managerial decisions which impact on the working conditions or service conditions of employees (i.e. housing) without consulting with the Directorate Employee Relations.

Such incidents also lead to unnecessary conflict which could have been averted if all parties were notified in time. It is therefore imperative that clear guidelines or instructions are communicated to all Directorates to inform them of the role and responsibility of Employee Relations in the management of Employee Relations within DCS.

Morale of DCS Employees
The past year was once again marked by various controversial incidents which resulted in widespread negative media coverage for the Department. This continuous reports obviously also impact negatively on the morale of employees at all levels of the Department, especially as most of these reports allude to widespread corruption and/or incompetence in the DCS.

Although employees know that only a small percentage of the wider staff component involve themselves with illegal activities, the public perception do affect them in their daily lives within our communities.

It is therefore imperative that the DCS should get to a clear “turning point”, whereby these negative perceptions can be decisively dealt with. The appointment of the new National Commissioner creates such an opportunity, and should be utilized to its utmost. It is very important that a clear and positive message be communicated to DCS employees, and the Country as a whole.    

Conclusion
The PSA believes that 2007 holds great opportunities for all stakeholders in the DCS. We are especially looking forward to the appointment of a new National Commissioner to take the Department forward, and to build on the principles agreed upon in the “Relationship Building by Objectives” program during 2006.