Blueprint version for printing(1)

www.dsd.gov.za
Building a Caring Society.Together.
Blue print, Minimum Norms and
Standards for Secure Care Facilities
in SOUTH AFRICA
August 2010

II
Secure care facilities - Design guide and space and cost norms

1
Table of Contents
CONTENT OUTLINE OF THE WHOLE DOCUMENT
PART ONE: Design guide, space and cost norms 2-26
PART TWO: Blueprint model for Secure care in South Africa 27-79
PART THREE: Minimum norms and standards with practise guidelines
for Child andYouth Care Facilities/Secure care 80-134
PART ONE
Foreword 2
1 Introduction 3
1.1 Background 3
1.1.1 Definition 3
1.1.2 Secure care 3
1.1.3 Secure care facilities 3
1.2 Guiding principles and values 3
1.3 Requirements for an ideal facility 4
1.4 Design Principles 6
1.4.1 Regulatory 6
1.4.2 Architectural design principles 6
1.5 Facilities concepts 6
2 Basic building blocks 7
2.1 Introduction 7
2.2 Administration block 8
2.3 Dormitories 9
2.4 Dining 10
2.5 Activity 11
2.6 Sport 12
2.7 Pavilion 13
2.8 Medical 14
2.9 Security 15
2.10 Library 16
2.11 Court 17
2.12 Stores and ablutions 18
3 Facility 19
4 Space and cost norms 24
4.1 Offices 25
4.1.1 Workspace area per function 25
4.1.2 Structural space per internal area 25
4.1.3 Support space per workspace area 25
4.1.4 Core space per workspace area 25
4.1.5 Gross construction area per FTE 25
4.1.6 Workspace area per FTE 25
4.2 Secure Carefacility Components 26
4.3 Space norms 26
4.4 Cost norms 26
Table 1: Secure care facility: building blocks 7
Table 2: Summary costs 23

2
MrVusi Madonsela
FOREWORD BY THE DIRECTOR-GENERAL
The Bill of Rights in the Constitution of the
Republic of South Africa 1996, addresses the
protection of children, including the protection
of the rights of children in conflict with the
law. Various international instruments like the
United Nations Convention on the Rights
of the Child (UNCRC) and other pieces of
legislation such as the Child Justice Act, 75 of
2008 and the Children’s Act 38 of 2005 also
provide specific set of regulations for dealing
with children in conflict with the law.
Social Development is amongst the leading
government departments in the provision of
services to children in conflict with the law and
their families. In 1996 Cabinet appointed an
Inter-Ministerial Committee (IMC) on Young
People at Risk to lead the process of developing national legal framework that is
consistent with national, regional and international instruments.
One of the key recommendations of the IMC was the development of minimum
norms and standards for secure care facilities to ensure the best interest of children
during correction, rehabilitation and reintegration into the family and community, as
provided for in the Constitution and other pieces of legislation.
The prime objective of the minimum norms and standards for secure care facilities,
as the name denotes, is to provide standardized and uniform services for children in
conflict with the law in secure care facilities.The minimum norms and standards put
forward ways by which different sectors of society can work together effectively to
uphold the principles of child justice and restorative justice system.This is central to
the promotion of the best interest of children in conflict with the law and to prevent
offending and re-offending.
It is without question that addressing issues of children in conflict with the law requires
a holistic and integrated approach.The minimum norms and standards contained in
this booklet direct both government and NGO’s in a coordinated approach to provide
services to children in conflict with the law, and to adopt a child rights approach that
promotes diversion programmes and community based sentences.
As the Department pursues its work of building a caring society, our interventions
should be grounded on the principles of upholding the best interest of children in
the context of family, community and broader society. Our interventions should also
explore underlying contributory factors which predispose children to the risk of
offending.
I wish to thank the staff of the Department at both national and provincial levels
and representatives of civil society organizations for working together fruitfully in
producing the blueprint,minimum norms and standards for secure care facilities.I urge
you all to continue working together in the same spirit of cooperation to realize the
full implementation of this policy
MrVusi Madonsela
DIRECTOR-GENERAL
DEPARTMENT OF SOCIAL DEVELOPMENT

3
1 Introduction
1.1 Background
1.1.1 Definition
A secure care is a residential facility and/or programme of intervention which ensures
the appropriate physical, behavioural and emotional containment of young people
who are charged with crimes and who are awaiting trial or sentenced. Such a facility
provides an environment, milieu and programme conducive to the care, safety and
healthy development of each young person while at the same time ensuring the
protection of communities.1
1.1.2 Secure care
2
The concept“secure care”was coined during the transformation process of the child
and youth care system. This term was used to distinguish those children who because
of coming into conflict with the law would need a programme that would ensure that
they take responsibility for their wrong doing, that recidivism is prevented, as well as
contain them, restrict their movements and ensure the safety of the community. The
intention was to ensure that there is a “place” where these children are contained, as
well as an “intervention” during their containment. Therefore with time, Secure care
as a concept has been used interchangeably – to mean a facility and a programme.
1.1.3 Secure care facilities
3
All secure care facilities (government and non-government) should be established
and maintained according to national regulations, minimum standards, and practice
guidelines, which are based on international instruments and internationally accepted
child and youth care practice.
Secure care facilities should provide differentiated programmes or units according to
ages and the degree of danger which the young person may pose to peers, staff and
society in general. For example, a facility may have a high security unit and a minimum-
security unit, each offering a range of programmes. Choice of placement should be
based on an assessment and not on arbitrary decisions related to the crime, or a
reward/ punishment system.Where a province has sufficient secure care facilities to
choose from, each facility could provide a different programme.
Children who have been appropriately assessed to require secure care should not
be accommodated in facilities or units which accommodate children in need of care
and protection. Children in need of care and protection should be accommodated
in a safety unit or facility.This differentiation accommodates the different programmes,
staffing, training and security requirements. It is possible that both groups of children
could be housed at one facility provided the staffing and buildings provide for this in
line with the ‘differentiated programmes’ approach set out above.
The secure care programme should also be accessible to children at risk as an intensive
short term programme of intervention based on a developmental assessment by a
multi-disciplinary team.This means that children can access the secure care programme,
where appropriate and where applicable, as day programme, week programme, and
short term programme as to meet their developmental and therapeutic needs.
1.2 Guiding principles and values4
• Accountability: Everyone who intervenes with children/young people and
their families should be held accountable for the delivery of an appropriate and
quality service.
• Age appropriate: Every child should be addressed in a manner appropriate
to his or her age and intellectual development and should be spoken to and
be allowed to speak in his or her language of choice, through an interpreter, if
necessary.
• Appropriateness: All services to children/young people and their families
should be the most appropriate for the individual,the family and the community.
• Best interest of the child: refere section 7 and 8 of Children’s Act.
• Child-centred: Positive developmental experiences, support and capacity
building should be ensured through regular developmental assessment and
programmes which strengthen the child’s/young person’s development over
time.
1 Dept Social Development, Blueprint for Secure Care Centres, undated draft for discussion
2 Ibid.
3 Ibid.
4 Ibid.

4
• Community-Centred: Services should be contextualised within the community
environment, and support and capacity building to communities should be
provided through regular developmental assessment and programmes which
strengthen the community’s development over time.
• Confidentiality: Principle according to which particulars which has been
obtained from children and/or families within the professional relationship will
not be disclosed without their permission.
• Continuity of Care and Development: The changing social, emotional, physical,
cognitive and cultural needs of the child/ young person and their family should
be recognised and addressed throughout the intervention process. Links
with continuing support networks and resources, when necessary, should be
encouraged after disengagement from the system.
• Continuum of Care and Development: Children/young people at risk (and
their families) should have access to a range of differentiated and integrated
services on a continuum of care and development, ensuring access to the
least restrictive, least intrusive and most empowering environment and/or
programme/s appropriate to their individual developmental and therapeutic
needs.
• Diversity: Every child should be treated in a manner which takes into account
his or her cultural values and beliefs.
• Effectiveness and Efficiency: Services to children/young people and their
families should be delivered in the most effective and efficient way possible.
• Empowerment: The resourcefulness of each child/young person and their
family should be promoted by providing opportunities to use and build their
own capacity and support networks and to act on their own choices and sense
of responsibility.
• Equality: Children must have equal access to available services and every effort
should be made to ensure that children receive similar treatment.
• Family-Centred: Services should be contextualised within the family, the
extended family and the community, and support and capacity building to
families should be provided through regular developmental assessment and
programmes which strengthen the family’s development over time.
• Family Preservation: All services should prioritise the goal to have children/
young people remain within the family and /or community context wherever
possible. When a child/young person is placed in alternative care, services
should aim to retain and support communication and relationships between
the person and their family (unless proven not to be in their best interests), and
maximise the time which the person spends in the care of his/her family.
• Integration: Services to children/young people and their families should be
holistic, inter-sectoral and delivered by an appropriate multi-disciplinary team
wherever possible.
• Non-discriminatory: No young person should be refused admission to a
centre on the basis of race, religion, sexual orientation, or cultural heritage and
provision for an appropriate staff team who can understand and communicate
with each young person should be made.
• Normalisation: Children/Young people and their family should be exposed to
normative challenges, activities and opportunities, which promote participation
and development.
• Participation: Children/young people and their families should be actively
involved in all the stages of the intervention process.
• Permanency Planning: Every child/young person within the Continuum of
Care and Development should be provided with the opportunity to build and
maintain lifetime relationships within a family and/or community context within
the shortest time possible.
• Restorative Justice: The approach to children/young people in trouble with
the law should focus on restoring societal harmony and putting wrongs right
rather than punishment.The child/young person should be held accountable
for his or her actions and where possible make amends to the victim.
• Rights-based: The rights of children/young people as established in the South
African Constitution and the various international conventions ratified by South
Africa, shall be protected.
• Strengths- based: Services on all levels of intervention should, as a matter of
priority, identify and build on strengths of the child and family.
• Transitory programme: Refers to residential care for children who are in
trouble with the law and who are waiting for the finalisation of statutory
process.This includes young people awaiting trial, awaiting sentence, awaiting
transfer, awaiting designation, awaiting placement on the Continuum of Care
and awaiting placement with family or friends.
1.3 Requirements for an ideal facility
The core model could have the following elements:
• Living quarters - Living quarters should be safe,clean and functional and in good
state of repair.Rooms should be inward facing and open onto an entertainment
area. Five children should be accommodated per room. Provision should also
be made for a single room that may be utilised for children with special needs.

5
• Offices within living quarters – Provision should be made for office space for a
social worker and child and youth care worker.
• Ablution facilities – Rooms should have en-suite bathrooms.
• Recreation area within the living quarters -This area may be used as a lounge/
TV room, group work facility or venue to complete homework.
• Outdoor multipurpose quad – The quad may be utilised for the playing of
games or meetings with all the children.
• Indoor multipurpose recreation facility (hall) -There is adequate and appropriate
indoor facilities in the centre for treatment activities, relaxation, recreation and
exercise.
• Gymnasium.
• Out-door recreation facility – The out-door facilities should provide for
standardised soccer, cricket, rugby, volleyball, soft ball, hockey fields as well as
for an obstacle course.
• Pool - The swimming pool should be fenced off and the area locked and the
pool covered when not in use. Ablution blocks should be provided around the
area.
• Dining room - The dining area should provide for a serving area as well as
adequate seating arrangements.
• Medical facilities – The medical facility should consist of an admission room,
medication room, examination room, sick bay and isolation room.
• Visiting area –The visiting area must be private and comfortable.
• Accommodation for families - The center has facilities to house families,
travelling from far, when they visit their children.
• Administration block – Provision should be made of adequate office space for
personnel.
• Library and resource centre.
• School – The school should provide for classrooms, adequately equipped
workshop facilities and a computer training centre.
• Kitchen – A separate delivery entrance to the kitchen should be provided.
Change rooms with lockers for kitchen staff, ablution facilities and an office for
the supervisor should be available.
• Laundry – Office space should be provided for the supervisor’s office and
change rooms.
• Store rooms.
• Garages for government vehicles.
• Vehicle vault – A secure area should be provided for the delivery of children.
• Record room
All residential care facilities should structurally make provision for children with
disabilities.
The Center must be located within communities and no further than 100km or 1
hour travelling time from the court and/or SAPS. A radius of 1 km, but not exceeding
5 km, should be maintained from the residential area. No other service, other than
those to children in conflict with the law, should be provided from the same premises.
The Centre should be on a transport route for easy access.
The centre should have certain basic infrastructure and equipment in order to
function successfully:
• Independent living equipment.
• Emergency equipment – Fire extinguishers and first-aid kits.
• Living quarters - Each child has his/her own sturdily constructed bed and
locker/cupboard.
• Ablution facilities - 2 showers, 1 basin and 2 toilets for boys; 1 bath, 1 shower,
2 basins and 2 toilets for girls; 1 Bath, shower and toilet for disabled children.
• Recreation area within the living quarters – Lounge furniture and tables.
• Kitchen –The following should be provided: 4-plate industrial stoves with ovens,
warmers, deep fryers, microwave oven, hydroboils, boilers, dishwasher, water
coolers, food processors, extractor fans, cold room with shelves and storing
pellets, walk in fridge/freezer, pantry, cupboards, dry store, chemical store, store
room for kitchen utensils and crockery, bain-maris with inserts, serving bowls,
trays and serving trolleys.
• It is essential that there is compliance with Health,Safety,and Hygiene standards
e.g. fire extinguishers and first aid kits, fly screens, mounted hand wash system,
sterilising containers, etc.
• Dining room - There should be enough crockery and cutlery for every child
and extra eating utensils should be available upon need. Crockery & cutlery
should be made from melamine. Stainless steel frame tables and chairs covered
with fibreglass should be mounted to the floor.
• Laundry - The laundry should be fully equipped with industrial washing
machines, tumble dryers and shelves. Space should be provided for lockers,
ablution facilities and a small storeroom for chemicals and detergents.
• Administration office –The complex should be equipped with IT and telephone
infrastructure and a dedicated server room.
• The following infrastructure should be provided: Computers, printers, fax
machines, a commercial grade photocopier, cellular telephones, laptop with 3G
connection and data projector per facility.
• Indoor facilities – Children have access to pool tables and board games.

6
• Hall -The hall must have a capacity to accommodate 200 individuals. It should
be equipped with a stage, a stage curtain, a fitted sound system and fitted
chairs.
• Out-door recreational facilities - Children have access to soccer-,rugby-,netball-
and basket balls, baseball balls and bats and cricket sets.
• Pool - Life jackets should be provided to children who cannot swim.
• Medical facilities – Fully equipped admission room, lockable cupboard for
medication, fridge, sterilisation equipment, fully equipped dressing room,
emergency equipment and beds.
• Client waiting area – Comfortable tables and chairs.
• School – fully equipped workshop facilities.
• Computer training room – Equipped with computers, desks and chairs.
• Library and resource centre – Recreational and educational reading material
should be provided.
• Classrooms - fully equiped classrooms to facilitate a conducive learning.
1.4 Design Principles
1.4.1 Regulatory
Adherence to regulatory frameworks and guidelines
• Building regulations
• Occupational health and safety
• SABS codes
1.4.2 Architectural design principles
• Form follows function. It is an expression of the philosophy in terms of building
and to create a living space
• Create an environment for staff, children, educators and support staff within a
secure area.
• Emphasis on rehabilitation rather than punishment.
• The facility is designed as a subtle containment or confinement complex and
will create a non-institutionalised environment, more domestic or homelike in
nature.
• Protect building against vandalism without barriers such as prison bars.
• Strive towards an environment with open spaces, colour, gardening and green
recreational areas.
• Circulation in the facility to follow the business processes and programmes.
1.5 Facilities concepts
Social development facilities could be arranged in precincts, which could facilitate the
shared use of infrastructure.
Figure 1: Shared infrastructure / precinct
The facility would be designed so that the arrangement of the elements or components
is aligned with the processes to be undertaken at the facility.

7
Figure 2: Component diagram
2 Basic building blocks
2.1 Introduction
The social development immovable assets have been designed in concept as basic
building blocks which may be selected and combined to form facilities.
The building blocks include: Security; Administration block; Staff ablutions; Living
accommodation; Dining / Sitting / Kitchen; Medical;Activity centre; Classroom; Library;
Sport centre.
Court; and Pavilion are optional.
For a secure care centre, the building blocks to be combined into a facility are shown
inTable 1.
Table 1: Secure care facility building blocks
Security
Administration
block
Staff
ablutions
Living
accommodation
Dining
/
Sitting
/
Kitchen
Medical
Activity
centre
Classroom
Library
Sport
centre
Court
Pavilion
Secure
Care
facility
required
building
blocks
? ?
Propose
d
number
of
building
blocks
1 1 1 3 1 1 1 4 1 1 1 1
Key:
: Required ? : Optional

8
2.2 Administration block
Figure 3:Administration block
Footnote:“These are costs as per 2009/2010 rates which are subject to change annually.”
DSD INFRASTRUCTURE PLAN
SECURE CARE FACILITY
Number of Person in Facility 60 Persons
SCC001 OFFICE BLOCK
Ref No Accommodation Area Rate Cost Type
SCC001-1 Office space 216 R 6 000.00 R 1 296 000.00 Functional
SCC001-2 Waiting area 23 R 6 000.00 R 138 000.00 Support
SCC001-3 Lobby 23 R 9 000.00 R 207 000.00 Core
SCC001-4 Toilets 19 R 10 000.00 R 190 000.00 Support
SCC001-5 Kitchen 5 R 10 000.00 R 50 000.00 Support
SCC001-6 Records room 5 R 5 000.00 R 25 000.00 Support
SCC001-7 Planters 5 R 3 000.00 R 15 000.00 Core
SCC001-8 Vent shafts 6 R 2 000.00 R 12 000.00 Core
SCC001-9 Disabled toilet 4 R 10 000.00 R 40 000.00 Support
SCC001-10 Passages 66 R 5 500.00 R 363 000.00 Core
SCC001-11 Cleaners store 2 R 5 000.00 R 10 000.00 Support
INTERNAL AREA 374 m
2
Functional 223 m
2
3.72 m
2
per client
Support 97 m2
43.50% of functional space
Core 106 m
2
Structural 57 m
2
15.24% of internal space
TOTAL AREA 483 m2
8.05 m
2
per client
TOTAL COST R 2 346 000.00
Building Cost per Sqm R 6 272.73
Building Cost per Person R 39 100.00

9
2.3 Bedroom Blocks
Figure 4: Dormitory
SCC002 DORMITORY BLOCK
SCC002-1 Dormitories 184 R 7 500.00 R 1 380 000.00 Functional
SCC002-2 Lounge and study area 108 R 6 500.00 R 702 000.00 Functional
SCC002-3 Special bedrooms 24 R 7 500.00 R 180 000.00 Functional
SCC002-4 Bathrooms 86 R 11 000.00 R 946 000.00 Support
SCC002-5 Care workers offices 20 R 6 500.00 R 130 000.00 Support
SCC002-6 Care workers offices 4 R 6 500.00 R 26 000.00 Support
SCC002-7 Store rooms 4 R 3 500.00 R 14 000.00 Support
SCC002-8 Lobby 45 R 6 000.00 R 270 000.00 Core
INTERNAL AREA 475 m
2
Functional 316 m2
15.80 m
2
per client
Support 114 m
2
Core 45 m
2
Structural 87 m
2
TOTAL AREA 562 m2
28.10 m
2
per client

10
2.4 Dining
Figure 5: Dining / lounge / kitchen
YOUTH CARE CENTRE
YCC004 KITCHEN
SCC004-1 Lounge 55 R 7 000.00 R 385 000.00 Functional
SCC004-2 Dining room 105 R 7 000.00 R 735 000.00 Functional
SCC004-3 Stoep 17 R 3 500.00 R 59 500.00 Core
SCC004-4 Kitchen 46 R 12 000.00 R 552 000.00 Support
SCC004-5 Kitchen yard 35 R 2 000.00 R 70 000.00 Support
SCC004-6 Garage 19 R 3 500.00 R 66 500.00 Support
SCC004-8 Laundry 10 R 4 500.00 R 45 000.00 Support
SCC004-9 Workshop 10 R 3 500.00 R 35 000.00 Support
SCC004-10 Staff room 23 R 7 000.00 R 161 000.00 Support
SCC004-11 Court 19 R 2 000.00 R 38 000.00 Core
INTERNAL AREA 359 m
2
Functional 160 m
2
2.50 m
2
per client
Support 163 m2
Core 36 m
2
Structural 43 m
2
TOTAL AREA 402 m2
6.28 m
2
per client

11
2.5 Activity
Figure 6:Activity centre
SCC006 ACTIVITY CENTRE
SCC006-1 Activity 1 49 R 7 000.00 R 343 000.00 Functional
SCC006-4 Computer learning 30 R 8 000.00 R 240 000.00 Functional
SCC006-5 Therapy office 15 R 6 500.00 R 97 500.00 Functional
SCC006-6 Boys toilets 4 R 11 000.00 R 44 000.00 Support
SCC006-7 Girls toilets 4 R 11 000.00 R 44 000.00 Support
SCC006-8 Entrance 14 R 6 500.00 R 91 000.00 Core
SCC006-9 Store 1 4 R 3 500.00 R 14 000.00 Support
INTERNAL AREA 233 m
2
Functional 198 m
2
3.30 m
2
per client
Support 21 m2
Core 14 m
2
Structural 30 m
2
TOTAL AREA 263 m2
4.38 m
2
per client

12
2.6 Sport
Figure 7: Sport centre
SCC003 SPORT CENTRE
SCC003-1 Girls Changeroom 30 R 11 000.00 R 330 000.00 Support
SCC003-2 Boys Changeroom 30 R 11 000.00 R 330 000.00 Support
SCC003-3 Store 30 R 5 500.00 R 165 000.00 Support
SCC003-4 Recreation area 135 R 12 000.00 R 1 620 000.00 Functional
SCC003-5 Disabled toilet 6 R 11 000.00 R 66 000.00 Support
SCC003-6 Office 15 R 6 500.00 R 97 500.00 Support
SCC003-7 Sport Hall 416 R 8 000.00 R 3 328 000.00 Functional
INTERNAL AREA 662 m
2
Functional 551 m
2
9.18 m
2
per client
Support 111 m2
Core 0 m
2
Structural 41 m
2
TOTAL AREA 703 m2
11.72 m
2
per client

13
2.7 Pavilion
Figure 8: Pavilion
SCC011 PAVILLION
SCC011-1 Pavillion A 90 R 7 000.00 R 630 000.00 Functional
SCC011-2 Pavillion B 90 R 7 000.00 R 630 000.00 Functional
SCC011-3 Players dressing room A 33 R 8 000.00 R 264 000.00 Support
SCC011-4 Players dressing room B 33 R 8 000.00 R 264 000.00 Support
SCC011-5 Girls toilets 21 R 11 000.00 R 231 000.00 Support
SCC011-6 Boys toilets 18 R 11 000.00 R 198 000.00 Support
SCC011-7 Kiosk 14 R 7 000.00 R 98 000.00 Support
INTERNAL AREA 310 m
2
Functional 180 m2
3.00 m
2
per client
Support 130 m
2
Core 0 m
2
Structural 57 m
2
TOTAL AREA 367 m2
6.12 m
2
per client

14
2.8 Medical
Figure 9: Medical facility
SCC006 MEDICAL FACILITY
SCC006-1 Reception 13 R 6 500.00 R 84 500.00 Support
SCC006-2 Consulting Room 13 R 6 000.00 R 78 000.00 Functional
SCC006-3 Sick room 9 R 6 500.00 R 58 500.00 Functional
SCC006-4 Bathrooms 7 R 11 000.00 R 77 000.00 Support
INTERNAL AREA 42 m
2
Functional 22 m2
0.34 m
2
per client
Support 20 m
2
Core 0 m
2
Structural 11 m
2
TOTAL AREA 53 m2
0.83 m
2
per client
TOTAL COST R 298 000.00

15
2.9 Security
Figure 10: Security
YOUTH CARE CENTRE
SCC010 SECURITY
YCC010-1 Unsecure lobby 6 R 7 500.00 R 45 000.00 Functional
YCC010-2 Secure lobby 8 R 7 500.00 R 60 000.00 Functional
YCC010-3 Office 8 R 6 500.00 R 52 000.00 Support
YCC010-4 Toilet 2 R 11 000.00 R 22 000.00 Support
YCC010-5 Stoep 15 R 4 000.00 R 60 000.00 Core
INTERNAL AREA 39 m
2
Functional 14 m2
0.22 m
2
per FTE
Support 10 m
2
Core 15 m
2
Structural 6 m
2
TOTAL AREA 45 m
2
0.70 m
2
per FTE

16
2.10 Library
Figure 11: Library
SCC008 LIBRARY
SCC008-1 Office workroom 15 R 7 000.00 R 105 000.00 Support
SCC008-2 Counter area 15 R 7 000.00 R 105 000.00 Support
SCC008-3 Library 16 R 9 000.00 R 144 000.00 Functional
SCC008-4 Reading 16 R 6 500.00 R 104 000.00 Functional
SCC008-5 Stoep 7 R 4 000.00 R 28 000.00 Core
INTERNAL AREA 69 m
2
Functional 32 m2
0.53 m
2
per client
Support 30 m
2
Core 7 m
2
Structural 10 m
2
TOTAL AREA 79 m
2
1.32 m
2
per client

17
2.11 Social work services/ Outpatient Diversion Centre/Court
Figure 12: Social Work service/Outpatient Diversion centre/court
SCC009 COURT
SCC009-1 Court room 35 R 8 500.00 R 297 500.00 Functional
SCC009-2 Judges room 12 R 6 500.00 R 78 000.00 Support
SCC009-4 Lobby 14 R 7 000.00 R 98 000.00 Core
INTERNAL AREA 87 m
2
Functional 23 m2
0.38 m
2
per client
Support 47 m
2
Core 17 m
2
Structural 19 m
2
TOTAL AREA 106 m
2
1.77 m
2
per client

18
2.12 Stores and ablutions
Figure 13: Cleaners
SCC007 STORES AND ABLUTIONS
SCC002-1 Locker room 19 R 6 000.00 R 114 000.00 Functional
SCC002-2 Stores 11 R 3 500.00 R 38 500.00 Support
SCC002-3 Wash room 7 R 9 000.00 R 63 000.00 Support
SCC002-4 Staff rest room 16 R 6 000.00 R 96 000.00 Support
INTERNAL AREA 53 m
2
Functional 19 m2
0.32 m
2
per client
Support 38 m
2
Core 0 m
2
Structural 11 m
2
TOTAL AREA 68 m2
1.13 m
2
per client

19
3 Facility
Figure 14: Site layout

20
Figure 15:Aerial perspective

22
Figure 17:Administration layout

23
Table 2: Summary costs
Number of Person in Facility 60Persons
TOTAL DEVELOPMENT
Ref No Blocks Area Units Rate Cost
SCC001 SCC001 OFFICE BLOCK 483 1 R 6 539.91 R 3 158 774.65
SCC002 SCC002 DORMITORY BLOCK 562 3 R 7 680.00 R 12 948 480.00
SCC003 SCC003 SPORT CENTRE 703 1 R 8 967.52 R 6 304 168.43
SCC004 SCC004 LOUNGE DINING ROOM AND KITCHEN BLOCK 402 1 R 5 888.06 R 2 367 000.00
SCC005 SCC005 MEDICAL FACILITY 55 1 R 5 854.55 R 322 000.00
SCC006 SCC006 ACTIVITY CENTRE 263 1 R 6 209.13 R 1 633 000.00
SCC007 SCC007 STORES AND ABLUTIONS 64 1 R 4 867.19 R 311 500.00
SCC008 SCC008 LIBRARY 79 1 R 6 151.90 R 486 000.00
SCC009 SCC009 COURT 106 1 R 6 783.02 R 719 000.00
SCC010 SCC010 SECURITY 45 1 R 5 311.11 R 239 000.00
SCC011 SCC011 PAVILLION 363 1 R 6 574.38 R 2 386 500.00

24
INTERNAL AREA 3653
Functional 2375 39.58 m2 per client
Support 957 40.29% of functional space
Core 321 13.52% of functional space
Structural 542 14.84% of internal space
TOTAL AREA 4195 69.92 m2 per client
TOTAL 4195 R 27 666 500.00
Building Cost R 27 666 500.00
Site works R 2 213 320.00
Total development R 29 879 820.00
Professional fees R 5 975 964.00
Total Cost R 35 855 784.00
Cost per person R 597 596.40
say R 600 000.00
4 Space and cost norms
Proposed space planning norms and standards for social development immovable
assets are based on either:
• Norms as prescribed by the National Department of Public Works; or
• Space norms developed from model plans for social development facilities,
which norms are to be benchmarked against existing facilities so that they may
be finalised.
4.1 Offices
The following table is an extract of workspace norms as prescribed by the National
Department of Public Works.The workspace norms are applicable to all office space
used by government including leased space.The norms have a minimum and maximum
range for workspace area.
4.1.1 Workspace area per function
Applicable to:All office space used (includes leased space) by government
Function Spatial requirements Norm Notes
Administration Open-plan. Some local
storage.
Workspace area
should be between
6-8m2
1. Standard hard
wearing modular
furniture should be
used.
2.All workspaces
should have a
daylight factor of at
least 10%.
3. Refer to definition
of “open-plan” in
glossary.
Technical &
Management
Open-plan. Some layout
space and or space for
large equipment such as
drawing boards.
Workspace area
should be between
8-16m2
Senior
Management
Open-plan or cellular
offices. Requirement for
some privacy and space
for small meetings.
Workspace area
should be between
16-20m2
Executive
Management
Cellular offices.
Requirement for privacy
and space for small
meetings.
Workspace area
should be between
20-25m2
Workspace norms must also be complemented by other supporting forms of spatial
requirements for office accommodation.Additional requirements like meeting rooms,
storage space, circulation, parking etc must also be planned for by the department.
Below is a table that shows guides for additional space requirements on workspace
area.

25
4.1.2 Structural space per internal area
Applicable to: All office space used (includes leased space) by government
Structure Example Guide Notes
Structure External walls, internal
walls, structural
columns
Structural space should not
exceed 10% of (workspace,
workspace support, core
space areas)
1. Building must be
designed to enable
a range of different
office layouts,
allowing change to
be accommodated.
4.1.3 Support space per workspace area
Workspace
support
Meeting rooms, rest
rooms, catering,
storage, information
management, tea
rooms, crèches and
parking
Support space is usually
between 55% to 65% of
workspace area
Executive
management such
as Ministers and
Director Generals
has additional spatial
requirements in the
form of additional
storage and large
meeting spaces.
4.1.4 Core space per workspace area
Applicable to: All new buildings, either owned or leased by government
Organisation
support
Circulation, technical
support and facilities
management
Core space is usually
between 65% to 85% of
workspace area
Centralized meeting
areas: Should be
easily accessible to
both building users
and visitors.They are
likely to be near main
entrance on ground
floor.
4.1.5 Gross construction area per FTE
Applicable to: New office buildings procured by government
Measure Norm
Gross construction divided by
number of FTEs
Average gross construction area per FTE should
not exceed 24m2
4.1.6 Workspace area per FTE
Measure Norm
Workspace area divided by number
of FTEs
Average workspace area per FTE should not
exceed 12m2
Once departments have applied and calculated the workspace area norms, support
space norms and the core space norms for their accommodation requirements,
departments must test and measure these calculations against overall office space
norm guides.These guides include:
The level of utilisation of accommodation is measured against Space Planning Norms
and Standards as prescribed by the Minister of Public Works. The approach of
the utilisation assessment is to first determine the required space in terms of the
organisational structure as informed by the Space Planning Norms and Standards.
This indicator is then measured against the actual space occupied by the organisation
that is expressed as a percentage.
Step 1: Determine the overall space required, in terms of the organisation’s structure,
aligned with the Space Planning Norms and Standards as prescribed by the Minister
of Public Works. The following process should be used to this effect:
Divide the organisational structure into the following functional areas:
• Executive management
• Senior management
• Technical/Management
• Administration
Step 2: Determine the amount of space currently occupied by the organisation.
Building plans should be used to this effect.

26
Step 3: Divide the required space in terms of the Space Planning Norms and Standards
into the space currently occupied and express it as a percentage. A percentage under
100% indicates that the organisation has too much
4.2 Secure Care Centre Components
Norms and standards may be developed from the model plans.
4.3 Space norms
Structural
space
per
internal
area
Support
space
per
function
specific
area
Core
space
per
function
specific
area
Gross
construction
area
per
client
Function
specific
area
per
client
Office block 15% 43% 48% 32.20 14.87
Dormitory
block
18% 36% 14% 28.10 15.80
Sport centre 6% 20% 0% 11.72 9.18
Kitchen 12% 102% 23% 6.28 2.50
Medical
facility
26% 91% 0% 0.83 0.34
Activity
centre
13% 11% 7% 4.38 3.30
Stores and
ablutions
21% 200% 0% 1.13 0.32
Library 14% 94% 22% 1.32 0.53
Court 22% 204% 74% 1.77 0.38
Security 15% 71% 107% 0.70 0.22
Pavillion 18% 72% 0% 6.12 3.00
4.4 Cost norms
Cost
/
m2
Size
Cost
No.
Clients
/
users
Office block R 6 272.73 483 R 2 346 000.00 15
Dormitory block R 7 680.00 562 R 3 648 000.00 20
Sport centre R 8 967.52 703 R 5 936 500.00 60
Kitchen R 6 593.31 402 R 2 367 000.00 60
Medical facility R 7 095.24 53 R 298 000.00 60
Activity centre R 7 008.58 263 R 1 633 000.00 60
Stores and ablutions R 5 877.36 68 R 311 500.00 45
Library R 7 043.48 79 R 486 000.00 60
Court R 8 264.37 106 R 719 000.00 60
Security R 6 128.21 45 R 239 000.00 60
Pavillion R 7 698.39 367 R 2 386 500.00 60

27
PART TWO
Blueprint model for Secure care in South Africa

28
Blueprint for Secure Care Facilities in South Africa
Table of Contents
1. GLOSSARY OFTERMS 29
2. ACRONYMS 30
3. INTRODUCTION 30
4. APPROACH 31
4.1. CURRENT SITUATION OF SECURE CARE IN
SOUTH AFRICA 32
4.2. BACKGROUND 33
4.3. PROBLEM STATEMENT 35
4.3.1. Relationship with Provincial office 36
4.3.2. Current Utilization of facilities 36
4.3.3. Location of facilities 36
4.3.4. Management of facilities 36
4.3.5. Competencies of Management of a secure care programme 37
4.3.6. Children and staff ration 37
4.3.7. Human Resources Management 37
4.3.8. Infrastructure 37
4.3.9. Security 37
4.3.10. Programmes 38
4.3.11. Community participation 39
4.3.12. Lack of Inter-sectoral collaboration 39
5.THE PROPOSED FUTURE 40
5.1. MANDATE OFTHE NATIONAL DEPARTMENT 41
5.2.VISION 41
5.3. MISSION 41
5.4. GUIDING PRINCIPLES ANDVALUES 41
5.5. DEFINITION OF CONCEPTS 42
5.5.1. Child andYouth Care 42
5.5.2. Secure Care 43
5.5.3. ISDM Levels of Service Delivery 44
5.5.4. Developmental Assessment 45
5.6. SECURE CARE MODEL WITH OPTIONS FOR
SOUTH AFRICA 46
5.6.1. Secure care model 47
5.6.2. Services to the sentenced children (Reform school) 62
5.6.3. Diversion programme 62
5.7. HIGH LEVEL NORMS AND STANDARDS 62
5.7.1. Legislative Framework 62
5.7.2. Service Development 62
5.7.3. Organisational Development 63
5.7.4. Resources 63
5.7.5. Organizational enablers 63
5.7.6. Service to beneficiaries 64
5.7.7. Ethos of service 64
5.7.8.Transversal areas 64
5.8.VALUE ADDING PROCESSES 64
5.8.1.The Child Justice Process 64
5.8.2. Specific roles and responsibilities of service providers. 68
5.9. OUTSOURCING 69
6. IMPLEMENTINGTHE BLUEPRINT 70
7. MONITORING AND EVALUATION 71
8. CONCLUSION 71
9.APPENDICES 71
9.1.APPENDIX 1: Movement of children within the centre 72
9.2.APPENDIX 2: Organisational Structure for secure care 73
9.3.APPENDIX 3: Proforma Organogram 74
9.4.APPENDIX 4: Child Justice Process map 78
9.5.APPENDIX 4: National Office Chief Directorate Organogram 79

29
1 Glossary of terms
Alternative care: placement or confinement of child outside the family network for
some clear and agreed purpose.
Behaviour management: The professional process of enabling a child to gain inner
control of themselves and behave with dignity is called behaviour management.
Professional behaviour management does not include any form of punishment.
The elements of “influence”, relationship, respect, support, guidance and behaviour
management strategies combine to provide the developmental strength they need.
Business plan: A business plan is a document that summarizes the operational and
financial objectives of an organisation and contains the detailed plans and budgets
showing how the objectives are to be realized.
Blueprint: A guide to develop and manage the secure care programme in South
Africa.
Care: The safeguarding and promotion of the child’s physical, social and emotional
safety and development at all times.
Care Plan: A plan which has been developed on the basis of a developmental
assessment and which aims to provide life-long relationships within their family or
appropriate alternative, and re-integration in the community within the shortest
possible time-frame.
Care programme: The concept of “care” is quite frequently misunderstood to mean
custodial care,i.e.feeding children,keeping them clean,and putting them to bed.As the
very core of child and youth care work, it refers to the complex process of facilitating
learning and improved function, e.g. while a young person or group of young people
are eating, dressing, going to school, doing their homework, going to bed, playing,
socialising, learning, or doing their chores etc., they are emotionally, physically, and
socially safe and they are enabled to achieve their developmental goals and objectives.
This is essentially the same process which lies at the heart of competent parenting.
Child: A person under the age of 18 years.
Child in conflict with the law: Children suspected of committing a crime (arrested),
awaiting trial and awaiting designation to a reform school.
Child and youth care system: the range of services providing alternative care,
education and therapeutic development for children and youth as well as providing
care services.
Child and youth care centres: facilities that provide alternative care to children in
need of care in a therapeutic, developmental milieu with focus on all the needs of the
children in terms of their physical, spiritual, social, emotional and educational needs.
Community-based programme: A programme which allows a child to remain in the
community whilst attending the programme.
Continuity of care:The continuum of care involves the various placement options for
young people between the ages of 0 -18 years.These options range from the least
restrictive (such as extended family or foster care), to slightly more restriction (such
as shelters and child and youth care residential centres), to the most restrictive (such
as secure care).
Disengagement: Young people are provided with the appropriate rituals,programmes,
and support to enable their effective transition from one level of the system to
another, from one relationship to another, from one setting to another, from one
group to another, and/or to enable their integration into their family and community.
Developmental assessment: may be broadly described as the process of identifying
strengths and the developmental needs of the young person and family from
a strengths perspective, planning with the young person and referring the young
person to the appropriate programmes (which is always the least restrictive and most
empowering for the specific young person’s developmental and therapeutic needs)
and resources within the boundaries of the legal requirements concerning that young
person.Assessment should never be undertaken by fewer than 2 persons.
Development programme: Developmental programmes include the development
of hard and soft skills that would assist the children to adjust in their different
environments.
Diversion: diversion of a matter involving a child away from the formal court
procedures in a criminal matter.
Individual development plan: The individual development plan indicates the types
of services/programmes and specific interventions that the child should be exposed

30
to, the individual development goals, the child’s strengths, interests and wishes, the
family strengths, the estimated length of participation in the programmes, anticipated
follow-up services and documentation of input from the young person, family and
others involved.
Life space: Child and youth care workers work in the life-space of children and youth.
The term“life-space” has a similar meaning to living environment, situation or context.
There are many elements in young people’s environments which impact on their lives
in one way or another. Every event, object or person within the home environment,
child and youth care programme, school or community can affect a young person’s
daily living and constitutes (makes up) part of her/his “life-space”.
Operational plan: An operational plan is a description of how the work will be done
and the flow of work from input to end results.
Probation officer: Person who is appointed by a minister, and has statutory authority
to give evidence regarding children and adults to the children’s and other courts, to
make recommendations regarding sentence and/or treatment,to exercise supervision
and control and to draw up measures to prevent crime.
Restorative justice: a conflict resolution model which focuses on healing and
accountability rather than punishment, and which involves the participation of the
community surrounding an incident (IMC) means an approach to justice that aims to
involve the child offender, the victim, the families concerned and community members
to collectively identify harms, needs and obligations through accepting responsibility,
making restitution, taking measures to prevent a recurrence of the incident and
promoting reconciliation.
Secure care: (as described in the Children’s Act) A secure centre is a residential
facility and/or programme of intervention which ensures the appropriate physical,
behavioural and emotional containment of young people who are charged with crimes
and who are awaiting trial or sentenced.Such a facility provides an environment,milieu
and programme conducive to the care,safety and healthy development of each young
person while at the same time ensuring the protection of communities.
Strategic plan: Strategic planning is a process of defining its direction, and making
decisions on allocating its resources to pursue this strategy, including its capital and
people.
Therapeutic programme: In the context of secure care programme a therapeutic
programme focuses on the emotional and psychological needs of the client and is
provided by a professional person with extensive training, using advance knowledge,
specialised strategies and techniques.
2 ACRONYMS
BP -Blueprint
BPRIAM-Business processes, risk and immovable assets management
CSO- Civil Society Organization
CYCS -Child andYouth Care System
CYCC -Child andYouth Care System
DQA-Developmental Quality Assurance
FGC -Family Group Conference
IDP- Individual Development plan
IMC-Inter-ministerial committee on young people at risk
ISDM- Integrated Service Delivery Model
JDL-Juveniles Deprived of Liberty
NGO-Nongovernmental Organization
SAPS- South African Police Service
SCP-Social Crime Prevention
TCYCS-Transformation of Child andYouth Care System
3 INTRODUCTION
The care and protection of children awaiting trial is the responsibility of the
Department of Social Development. Whilst huge strides have been made since
2000, by the Department to provide this service to as many children as possible to
prevent their detention in police cells for more than 48 hours, the actual provision of
services is not in accordance to the ethos of service delivery, the principles and rights
of children. It is against this backdrop that a Department of Social Development
(Social Crime Prevention Directorate) identified a need to develop a blueprint for
secure care Facilities in South Africa.
South Africa is implementing a Children’s Act, 2005 and it is the opportune time to
bring about the changes that need to be made to fulfil the intentions of this Act in
the care and protection of children. Secure care programme is seen as one of the
programmes that make up the Child andYouth care system of South Africa.

31
The Child and youth care system transformation programme was one of the first
reform programmes initiated in 1995. Considerable effort and resources were utilised
to develop TCYCS an inter-sect oral Policy that would guide practice in all residential
facilities, as well as for children placed in alternative care. This policy was strengthened
with the development of minimum norms and standards.The expectation and outcome
of the implementation of this policy together with the minimum norms and standards
was the delivery of improved quality care services to the children in residential facilities
and to those in alternative care. Secure care facilities were included in the Child and
Youth Care System, and therefore were targeted as one of the programmes that had
to transform according to this policy and implement minimum norms and standards
for quality care.
During the first years of implementation it appeared that a systematic approach to
implementation was being pursued. The capacity to transform and implement the
policy was built through training programmes to all the provinces. Additional support
staff were trained and employed to improve the programme. Additional funding
to build new facilities was sourced and priority was given to this programme by all
the provincial departments. However, the process lost momentum and minimum
monitoring and evaluation took place, with the result that the current situation at
provincial level shows an inconsistent picture with the intentions of the policy.
Whilstitwasexpectedthatallsecurecarefacilitieswouldbefollowingthetransformation
agenda as outlined in the TCYCS Inter-sectoral Policy and implementing norms and
standards to improve care to children, the care that children are receiving falls far short
of the vision for secure care centres as outlined in the transformation agenda.
The blueprint is therefore an attempt to put forward a comprehensive model for
secure care in South Africa. This blueprint contains all the elements that are needed
in the development of a secure care programme.
• It outlines the concept of secure care in South Africa in order for all role-
players to have the same understanding of the secure care programme.
• It identifies the origins of the programme and therefore outlines the legislative
frameworks that give rise to the mandate of the Department to deliver such a
service.
• It outlines the importance of inter-sect oral collaboration
• It recommends the design principles for the structure of a secure care facility
• It outlines the approach for the development of such a programme in terms
of the development of such a service, the institutional framework to deliver
on the service, the programme and its components that is necessary to ensure
that a programme of such a nature has the capacity to deliver a quality service
to children awaiting trial.
• It concludes with the norms and standards with practise guideline against which
service delivery can be standardised, measured and improved.
• An implementation plan framework forms part of this document.
4 APPROACH
In completing this exercise, a comprehensive data gathering exercise was embarked
upon.
A literature review was undertaken to obtain the current situation of secure care as
a programme in South Africa. This literature review also studied and analysed best
practices in seven countries, namely New Zealand, Holland, Brazil, Canada, British
Columbia, Quebec and Prince Edward Island. It was expected that this literature
review would yield lessons that could be replicated within the South African context.
The next step in the project was to develop a situational analysis of current secure
care programmes. In order to undertake this research, a set of data collection
tools were developed. A proforma set of norms and standards were generated to
give us a sense of what the challenges were in terms of service delivery. As there
are approximately 27 secure care facilities in the country, a criterion to guide the
sampling process was developed by the National Department of Social Development,
Directorate Social Crime Prevention to ensure that a range of programmes would
be visited and audited. Eleven programmes straddling all the provinces were chosen
as the sample.
A site visit was made to all the centres identified in the sample and these tools were
used to guide the interviewing process as well as the collection of information. In
order to have supporting information, photos of the different centres were also taken.
From these site visits a situational analysis of all the facilities were compiled and a
national report collating all the information was developed.
A report on the literature review and situational analysis was then presented at the
workshop. This workshop was attended by provincial co-ordinators of the programme,
physical planners, staff for all the secure care programmes in the country and the
representatives from the national directorates. (Disability, Substance abuse, victim
empowerment programme, Service standards. Child protection, policy and legislation
monitoring and evaluation). In order to validate the norms and standards that were
originally developed a consultative workshop was held looking at the norms and
standards as well as the human resource structures necessary to manage a programme
of this nature. From this workshop a first set of norms and standards were developed.

32
From site visits, we ascertained that the norms and standards would not be sufficient
to turn the programme around and thus developed as is concept document that
outlined definition,terms and concepts most widely used,but meaning different things
to different people, a model outline was developed as well as the national vision and
mission for this programme. This concept document was developed to start the
debate and dialogue about a host of issues pertaining to secure care generally and the
model specifically. This paper was debated with the national steering committee first,
before being taken to the broader workshop for ratification.The workshop agreed on
the vision,mission and guiding principles for the blueprint,and recommended what the
roles and responsibilities are of all the role players and suggested an organogram for
secure care programmes. A second draft of the norms and standards were debated
and amended for finalization.
The outcomes of all these workshops with the provincial co-ordinators, lessons learnt
from site visits and a discussion with Civil Society Organization have been used as
a basis for the development of this blueprint. The manner in which children are
detained in developing countries did not yield lessons for us, and therefore there was
a need to look more inwardly at our situation and use these lessons as a basis for
expanding on the philosophy of transformation which was initiated in 2000.
The Department through its Directorate is developing blueprints for all the residential
facilities that the Department of Social Development is responsible for. They have
thus made available the services of an architect, who after several discussions with
the service provider, and using the specifications of the service provider, developed
building specifications for a “model “ secure care facility, together with state of the art
infrastructure that will guarantee a child’s safety in such a facility.
4.1 CURRENT SITUATION OF SECURE CARE IN SOUTH AFRICA
Crime in general in South Africa causes great concern. Of even greater concern
though is that the number of children committing crimes especially crimes categorized
as serious crimes is on the increase. Some of the serious crimes committed by
children included rape, murder and violent assault. In May 2008 according to the
statistics released by the Department of Safety and Security more than 3000 children
were in different places of detention in the country.
Since the crisis in 1995, the management of children in conflict with the law is the
mandate of the Department of Social Development. The provinces have established a
number of new facilities to accommodate children awaiting trial,as the Correctional
Services Act stipulate that children and youth under the age of 18 years may not be
kept in correctional service facilities. However in some provinces the demand for
the service is high. Provinces have managed this demand by placing children awaiting
trial with children in need of care and protection at Places of Safety. Whilst this may
not be the best option, children have received improved care and protection since.
Secure care facilities are designed for short term accommodation of children awaiting
trial and therefore programmes designed should address the needs of children for the
time spent in the facility and add value to their rehabilitation process. The TCYCS
(2000) document highlights the importance of programmes that meet the needs
of children as per the following quotation “secure care facilities may be defined as a
residential facility and/or programme of intervention which ensures the appropriate
physical, behavioural and emotional containment of young people who are charged
with crimes and who are awaiting trial or are sentenced. Such a facility provides
an environment, milieu and programme conducive to the care, safety and healthy
development of each young person while at the same time ensuring the protection
of communities”.
From the visits conducted to the different secure care facilities in the provinces, it was
clear that there were no standardized procedures of managing secure care facilities. It
was also evident that the guidelines provided by the document on theTransformation
of the Child andYouth Care System (1996) were not implemented as envisaged.
Most of the secure care facilities visited still viewed the provision of accommodation
for the children awaiting trial as priority and the primary function of the facility and
completely underplaying the importance of programmes. The Children’s Act 35/2005
emphasises that a secure care facility should provide programmes for the children
awaiting trial. These programmes must include:
• Therapeutic programmes
• Developmental programmes
• Care programmes
• Spiritual/religious programmes
• Cultural programmes
• Recreational programmes
Having observed the different models and programmes which largely did not
represent or meet the needs of the children awaiting trial, the need for a blueprint
was seen as urgent to ensure and facilitate standardization and transformation of

33
services in secure care facilities. The purpose of the blueprint is to provide guidance
in developing and managing secure care for South Africa.
A summary of findings from the sample visits conducted to the different secure
care facilities in the provinces is presented. However, in order to have a greater
understanding of the current situation of secure care in South Africa, the background
which outlines where the programme has come from is also presented.
4.2 BACKGROUND
The blueprint cannot be developed outside the understanding of what gave rise to
the conceptualization of secure care facilities in South Africa. It is because of this
situation outlined below that the country had to undergo legislative reform and the
mandate for protecting and caring for children who are awaiting trial was initiated.
This history is presented in order that the same mistakes are not made by the current
service providers, and to share the institutional memory in order for those that come
after, add value to the programme based on what has been.
In the 1970’s and 1980’s the detention of children without trial was a major concern
to non-governmental organisations,parents’committees and political activists in South
Africa.Towards the end of the 1980s political detention of children drew to an end,
but large numbers of children continued to be held in custody awaiting trial.
Running parallel to the issue of children in conflict with the law, the Care system for
those children needing care and protection was also in need of urgent transformation.
The residential child and youth care system had historically been inaccessible to the
majority of children and young people in the country. By the early 1990s a crisis
situation had developed within the system.The crisis was linked to the lack of adequate
facilities for African children, poor salaries for child and youth care workers, the lack of
adequately trained managers and staff in many facilities, the inadequate subsidization
of non-government facilities, and the high ratio of children to staff.
In 1994 the Government of National Unity came into power, and one of its first
actions was to draft legislation to prevent the holding of awaiting trial children in
prisons and police cells.The Correctional Services Amendment Act no 17 of 1994
amended section 29 of the Correctional Services Act so that children under 14
awaiting trial could never be held for longer than 24 hours, and those over 14 (but
under 18) charged with serious offences (listed in a schedule to the Act) could only
be held for 48 hours .The aim of the legislation was to ensure that in the majority
of cases young people would be released into the care of their parents or guardians
to await trial, and where this was not possible, they would be held in Places of Safety.
Because the success of the legislation depended on the infrastructure of Places
of Safety being available, careful planning, preparation and training were necessary.
However, due to the fact that there was very little inter-sectoral co-operation and
planning in this field at the time, such preparation did not take place. On 8 May 1995
the legislation was promulgated with immediate effect.There were at the time 829
children in South African prisons awaiting trial, and approximately the same number
in police cells.These children all had to be brought to court within 24 or 48 hours,
and either released into the care of their parents or guardians or transferred to Places
of Safety.
As children arrived in large numbers at the doors of the Places of Safety, the existing
crisis deepened sharply. Staff was unable and in some cases unwilling to care for these
children, and concerns was raised for the safety of other children already in Places of
Safety for care and protection reasons.
Because Places of Safety are primarily designed for the temporary care and protection
of children referred through the Children’s Court, they were not able to make
appropriate provision for secure care programmes, and many children referred there
by the magistrates courts absconded shortly after having been left at Places of Safety.
The government responded to this crisis by setting up of the Inter-Ministerial
Committee onYoung People at Risk (IMC).
The IMC had undertaken substantial empirical research pertaining to residential child
and youth care in the form of a situational analysis of residential care facilities and an
investigation into Places of Safety,Schools of Industries and Reform Schools requested
by cabinet.
A situational analysis of state owned and run residential facilities were undertaken by
the IMC in 1995. This situational analysis yielded the following information:
• Whilst many of children who had committed a crime were awaiting trial in
correctional facilities, some of these children were placed in Places of Safety
together with children who were placed there through the Child Care Act.
• There was no system in place that ensured that children were placed in facilities
in the provinces where they lived. This resulted in further disintegration of
families as in most cases parents did not have the means to visit their children.
Reintegration and reunification processes were nonexistent.

34
• Children in residential facilities were being cared for by staff that was mostly
not qualified in child and youth care, resulting in the quality of care being
compromised.
• The ratio of staff to children was extremely poor. Professional staffs such as
social workers, and psychologists were unevenly spread in residential facilities,
with some facilities having no access to professional services.
A host of Human Rights Abuses were identified as well, some of these are:
• Inequality
Disparities were found in the treatment of children and youth in residential
facilities relating to budgetary allocation, standard of care, methods of discipline,
extent of freedom, length of stay in a facility, contact with families and
communities, access to appropriate education, developmental and treatment
programmes, human resources.
Most of these disparities relate to the racial divisions of the past.
• Lack of respect for Privacy and Human Dignity
Serious intrusions into privacy and human dignity of children and youth were
found in relation to sanitary facilities, strip searches, and lack of privacy relating
to phone calls and correspondence.
• Freedom and Security of person
Breaches in this regard related to widespread use of isolation cells, corporal
punishment, and punishment /reward systems.
• Assaults and abuse
A number of children in all categories of the residential facilities claimed to be
victims of emotional, physical or sexual abuse. As well as assaults by members
of staff, children are also often the victims of assault by other young people in
the facilities, due to lack of adequate programming and supervision.
• Race, language, culture and religion.
Language is also a problem, with therapeutic work by social workers and
psychologists having sometimes to be done through an interpreter.There is a
lack of cultural sensitivity, and there is generally little awareness of the need for
freedom of religion.
The evaluation of programmes offered to young people yielded that there was a
dearth of appropriate developmental and therapeutic programmes in Places of Safety,
Schools of Industry and Reform Schools.Very few facilities have individual treatment
or development plans for children, and in many facilities children do not have access
to a social worker or psychologist, with the roles of child and youth care staff being
unduly limited.
The distance at which many children are placed away from home makes family
preservation and reunification work very difficult. In addition, at some facilities
there are no social workers, and at others the ratio of social workers to children
renders reunification work impossible. Social Workers at the facilities also cited lack
of communication with social workers in the communities who are or should be
rendering services to the families.
• Difficulties within the system
Group discussions and consultative meetings at national and provincial level
indicated that in many of the provinces appropriate child-centred services to
young people and families at risk are under-developed.The efforts of personnel
attempting to offer an appropriate service are often negatively impacted upon
in the following ways:
o The service system has been fragmented between and among Ministries,
Departments and disciplines.
o The system has generally been based on a pathology-oriented perspective
and has thus not successfully drawn on inherent strengths within children,
families and communities
o The community plays little or no part in decision-making either before or
after placement.
This background is an extract from a situational analysis completed in 1996, by the
IMC. Secure Care facilities were not in existence then. It was this investigation and
the crisis of children being kept in police cells and in prisons together with adults
that precipitated the origins of this programme. The situational analysis described
above was conducted on residential facilities for children in general. However the
solutions to these problems were recommended in what is usually referred to as
the Transformation of the Child and Youth Care System in South Africa. As secure
care facility was a fairly new programme, it was used to pilot a number of these

35
recommendation. The expectation was that by 2005, all child and youth care services
would have been transformed according to the policy framework as well as the
minimum norms and standards for practice.
The general conditions and standard of care in the facilities visited fall short of standards
set by the United Nations Instruments, the South African Constitution the Interim
Policy, and the norms and standards. The situational analysis that was completed in
February 2009, which is described below, does not describe a transformed service
even though there has been approximately 13 years of implementation.
This background thus gives a perspective of the areas where change was imperative
and non negotiable. Whilst the Department of Social Development rose to the
challenge to put corrective action into place, the following situational analysis can
be used as a barometer to see how this process of change was managed. The gap
between what was done and what still needs to be done is part of the rational to
develop the blueprint together with an implementation framework.
The following is an exposition of the findings: The findings are presented according to
the themes in the research methodology.
4.3 PROBLEM STATEMENT
Secure care facilities are intended for children in conflict with the law and are meant
to add value to the rehabilitation programmes that are geared to prevent them
from being involved in further criminal activities. The IMC policy document (1996)
provided guidelines on the mission and vision for the child and youth care centers.
From the site visits conducted, we deduced that there was very little standardization
in terms of service delivery, no national strategy was driving implementation, neither
was there sufficient monitoring and evaluation being conducted on the status of these
programmes by either of the two spheres of government that hold this concurrent
function.
Furthermore, there was little evidence of programmes that contributed to the
empowerment and improvement of social functioning of children waiting trial.
Neither was there evidence of an integrated approach to the programmes that were
being offered. Parents of children who are supposed to participate in programmes
to improve relationships when they are discharged to rejoin their families and
communities were nonexistent. Therapeutic programmes, which are the backbone of
a secure care programme as they are based on cognitive restructuring, were generally
lacking. Skills development programs were not available in some of the centers.
This resulted in children being idle and sitting in the sun, and not kept constructively
occupied.
The lack of formal or dysfunctional educational programs is a problem. The fact
that this programme is the responsibility of the Department of Education created
strained relationship between most centre managers and the educators/education
department, as the centre managers found themselves impotent and unable to
manage teachers who flaunted the law. Some facilities would have preferred not
to have the education department’s involvement in the centers but rather send the
children to community schools.
From observation during the visits it was obvious that the draft policy for the
transformation of the child and youth care system developed in 1996 by the IMC had
not been implemented and as a result the transformation process was lacking and
not visible.
The relationship that should exist between the spheres of government (national and
provincial) appeared to be strained and provinces perceived the national office as not
being supportive to the secure care programme. However, the critical relationship
that should exist between the provincial office and the centre was minimal. The
words of a centre manager describe this well. “We are the step children of the
province – no one visits us, no one cares for us, only when they are looking for
statistics then we get a call”.
The management of the programme is the responsibility of the Centre Manager. In
most cases there was no other management support to assist the manager with the
operations. Insufficient allocations in terms of budgets compromised the care of
children. Inadequate human resources were a source for concern in some facilities
whilst in some facilities the number of staff outweighed the number of children.
It must be pointed out that the situation described above was not the same in the
outsourced services managed by a private service provider. There seemed to be a vast
improvement in terms of quality of care, capability of human resources to implement
the programme and the management of the total programme as compared with state
run. Evidence of the minimum norms and standards and the transformation policy in
service delivery was notable.

36
4.3.1 Relationship with Provincial Office
The accountability and responsibility lines between the centre manager and the
provincial structures were not the same in each province. The role of the provincial
office is to advocate for budget and resources, interpret policy, provide guidance
in terms of implementation, monitor and evaluate service delivery and mentor
management to enable them to render an effective service. Some secure care
facilities reported directly to the province whilst other provinces reported to the
regional and district offices. However in most provinces the secure care facilities had
no working relationship with the province. In some instances provincial office had
never visited or made contact with the facility and had no idea of the functioning of
the facility. Most of the provinces were not providing these services and where there
was an attempt to provide the service, it was not consistent because it was not the
priority of the provincial office. The only connection between the provincial offices
and the secure care facilities was via the monthly statistics sent to the provincial offices
by the facilities. It was clear that there needs to be a strategy/clear role definition
put in place to ensure that the provincial offices support the secure care facilities and
provide the supporting services as expected.
4.3.2 Current Utilization of Facilities
There was great concern around the utilization of the facilities. Most of the facilities
were underutilized up to and over fifty percent. The other concern was that though
the facilities were not fully utilized,the budget and other resources remained the same
and though the number of children was less the service remained ineffective and the
needs of children awaiting trial not adequately met.
In 1996 the government made an undertaking that no under-aged children will be left
in correctional facilities or police cells for longer than 48 hours with the result that
the Department of Social Development was tasked with the responsibility of ensuring
that children awaiting trial were accommodated in facilities that would cater for their
needs as children. Provinces upgraded current facilities and others built new ones in
order to fulfill the mandate of providing facilities that cater for children awaiting trial.
In some provinces however it was reported that some children are still kept in
police cells because SAPS personnel were not prepared to drive long distances to
where secure care facilities were. It was also noted that some children are fetched
approximately three days prior to their court appearance and kept in police cells to
await the appearance. The distance of the facility from the nearest court or police
station was a big issue in some of the provinces. In some facilities the facility was not
used to its optimum because some of the rooms were in an inhabitable state due
to lack of cooperation from the Department of Public Works and lack of funds for
renovations.All these factors impact on the number of children in the facilities.
4.3.3 Location of Facilities
Some of the facilities are located on the outskirts of town and far from the courts and
local amenities like hospitals and towns. A few are located less than five kilometres
from the nearest town/township and one was located within a township. There are
a number of advantages and disadvantages with the present location of the facilities.
One of the advantages of having a facility within the community was the increase in
the participation of the community in the facility. One disadvantage though was the
management of contrabands that were easily filtered into the facility via openings
and inappropriate fencing of the security fence as well as some of the community
members bringing in unacceptable items to the facility. The disadvantage with the
facilities that were far from the communities was, the stigma attached to the facility,
the labelling of the children and the inaccessibility of the facility via public transport
which impacted on the visits to the facility by parents/relatives.
The location of the facility within communities increases the chances of community
participation, accessibility to resources, possible reduction of stigmatization and the
acceptance of children in conflict with the law as well as increasing the chances of
feedback from the communities in terms of service provision.
4.3.4 Management of the facilities
The structure of the management of the facilities differed from facility to facility. There
was an obvious lack of a middle management tier in most of the facilities which
impacted on the rendering of supervision to the lower levels of staff. There is no
standardized organogram for the secure care facilities and as a result most facilities
developed their own structures according to resources at their disposal. The lack of
the middle management tier has serious implications for the provision of leadership,
effective management and supervision. Some of the implications relate to lack of
continued management in the event of the centre manager’s absence.
The management of other professions, for example nurses and educators, presented
challenges as these professionals were not supervised by the centre manager and
this presents a problem with their accountability and general responsibility. They
(especially the educators) act as if they are not part of the centre and in their
independence, ineffective services are rendered.

37
4.3.5 Competencies of Management of a secure care programme
There are no guidelines in terms of the qualifications for management and as a result
the qualifications of managers varied from a child care qualification to a degree in
social work or general degree. All managers expressed concern on the lack of
training and development opportunities as well as ongoing in-service training. There
is a need for standard criteria for management qualification because at the moment
the different facilities have managers with different qualifications. Managers must
have an understanding of the nature of the business, appropriate qualifications in
management and leadership skills. In some facilities there were management conflicts
in terms of professionals being supervised by a manager with a grade 12 certificate
and basic qualifications in child care. It will also be important for managers to receive
ongoing in-service training.
There was no national guide in terms of qualifications of managers in secure care
facilities. This was viewed as a serious oversight in terms of the nature of the service
and the calibre of manager to run such a facility. The expectations are high in running
a secure care facility and there are a number of challenges in managing this type of
service and therefore a certain type of leadership is required for effectiveness.
4.3.6 Children and staff ratio
Most facilities were underutilised over a long period. The result was that, in some
instances the staff ratio was 5:1 in favour of staff. However, the staff did not provide a
different service with the small numbers but the status quo remained the same. What
was striking was that regardless of the number of the children in the facilities the
resources remained the same which showed that there was not effective monitoring
and efficient utilization of resources.
4.3.7 Human Resource Management
Although there are national performance evaluation systems, most managers’
performance was not evaluated over a long period. Managers of facilities did not
have standardized procedures of managing and evaluating performance. This largely
contributed to the ineffectiveness of the service. Supervision was grossly lacking
on all levels. Where there were service transgressions, no corrective action was
taken and in instances where action was taken there were unnecessary delays in the
finalisation of the matters.
There is a national delay in the finalization of professionalizing the child and youth
care workers. There is no career pathing for the staff as well as inadequate financial
resources for continuous training and developing the skills of workers. Many of the
child and youth care workers are demoralised and have a major attitude which does
not bode well for the care of the children.
Some facilities did not have social workers in their staff compliment for many years
though there were social workers posts in the organogram. Where there were social
workers, their roles were not very clear and there was dissonance between them and
the child and youth care workers. This situation impacted on service delivery. With
the lack of criteria on the qualification of staff in secure care facilities it is important
that staff is selected on the basis of their skills and competencies.
4.3.8 Infrastructure
The infrastructure has improved over the years in most of the facilities according to
the reports that were received. However, the relationship between the provincial
office and the facility plays an important role in advocating for improved financial
resources for the upgrading of the facility. This is not happening as it should be.
The newly built facilities were quite advanced in terms of the infrastructure whilst,
sadly, those that were converted into secure care facility were lagging behind. In
some instances there were no communication networks for years and the facilities
were struggling to communicate with the outside world because they could not send
e-mails and the cell phones they had could perform the bare minimum tasks.
There is a great concern regarding the lack of cooperation from the Department of
Public Works as well as the speed in which they undertake projects within facilities
especially as children in the facilities are usually very destructive. The result is that
some facilities have broken windows, doors and ceilings, exposing children to injury as
well as contributing to escapes from the facilities.
4.3.9 Security
All the facilities have security personnel, some of which are outsourced and some in
the staff structure of the facility. It was clear during the visits that there is no uniform
briefing for the security. Security was found to be lax in most facilities. The most
concerning fact was the lack of training of security personnel in terms of the type of
child admitted in the facility.

38
All security was involved in the admission process of the child. However, some of the
methods they used for searching the children were gross violations of the rights of
the children’s privacy and this was seen in a very serious light. It was also apparent
that there was a need for security personnel to be trained in basic child care work so
as to understand the nature of the work they were involved in regardless of whether
they were private or in the staff structure of the facility.
4.3.10 Programmes
Therapeutic programmes are provided by the different professionals such social
workers, occupational therapists and psychologists. These programmes can be
rendered to individuals and/or groups of children. These programmes mostly
concentrate on cognitive restructuring, behaviour modification, self awareness and
positive self concept. In some facilities however, social workers did not implement
their basic social work skills and intervention to assist the child. Neither was group
work used as a method of intervention. It is important that social workers in the
facilities have clinical capability as this capability is needed in such a specialized service
as in secure care programme. These programmes were offered differently in the
different facilities and lacking in most of the facilities. Some of the reasons were that
there were no professionals to fill the posts. Social work services as well as probation
officers assessments were lacking in most of the facilities.
A few of the centers did not have other professional services including occupational
therapists, psychologists and doctors. Developmental programmes include the
development of hard and soft skills that would assist the children to adjust in their
different environments. Some facilities had workshops to train the children on
different skills including bricklaying, carpentry, computers, art, etc. Some facilities did
not offer this to the children.
Care programmes are largely provided by child and youth care workers and these
may include skills to respect the space and property of others, self care and care for
immediate environment, homework supervision, rights and responsibilities towards
chores and daily living responsibilities and respect for others. Different facilities.
offered different programmes and the effectiveness of these programmes depended
on the dedication and calibre of staff in the facility. There are no guidelines for
offering these programmes. Spiritual/religious programmes are usually provided by
volunteers. There was no clear policy with regards to whether children are exposed
to religions of their choice or they were all clubbed together for the convenience of
child and youth care workers.
There seemed to be differing understanding of what was meant by cultural
programmes. In some facilities this was defined by the type of menu they had or as
open days to show case their African art work. There is a need to have the same
understanding of cultural programmes. Recreational programmes are often used to
keep the children occupied whilst developing their physical and mental capacities
through play and recreation. As with other programmes, some facilities had no
equipment for the children to play with. The only recreational equipment available
in all the facilities were television sets. The viewing there-of differed from centre to
centre. In some facilities the children were left idle, especially at night, as there was
no provision for in-door games or board games. The shortage of equipment was
attributed to lack of financial resources. The lack of imagination in some instances
was a problem, because child and youth care workers could not use whatever they
had for the children’s recreation.
It is expected that all secure care programmes must render therapeutic and life skills
orientated programmes to children in conflict with the law, regardless of the time
they spend in the facility. It was disheartening to find that most facilities, regardless
of the advent of the transformation of the child and youth care system, were not
engaging the children in constructive programmes. Some facilities still only offered
accommodation to children and no life skills or therapeutic programmes. There
were a few facilities were professional therapeutic services were rendered as well as
advanced life skills programmes. There was a distinctive difference in the behaviour of
those children who were constructively engaged and those who were not involved
in programmes. A programme of any nature is the most important life changing
intervention. Children awaiting trial create the most opportune time for interventions
to take place, as they are a captive audience. However, this paradigm is not evident
in many of the facilities.
It is important that there is uniformity in the provision of services as these different
programmes play an integral part in the rehabilitation process of the child awaiting
trial.
The role of the probation officer in the secure care programme is not well understood,
or there is total disregard for this role. The reasons for this may be many. The
management of a child awaiting trail is both the responsibility of a resident social
worker and the probation officer that admits the child. This understanding suggests
that there should be strong relation between the two social workers, one who assists
the child in the centre, and the other who is the link between family and the child.
This was not evident at all in the facilities that were visited. In many of the facilities

39
children were being accepted without the assessment reports and that makes one
wonder on what basis the child was admitted in the first place.
A few of the facilities did not have other professional services, such as occupational
therapists, psychologists and doctors. This does comprise quality of care.
4.3.11 Community participation
Community participation is important in normalizing the situation of children in
secure care facilities as well as creating awareness on the role the communities can
play in preventing children getting into criminal activities as well as offering them
support when they eventually leave the facilities to be members of the community.
In instances where the facilities were within communities there was a fair amount of
community participation. However this was limited to church activities and playing
soccer. There were no programmes designed to educate the communities about
why the children were there and what roles they can play in prevention programmes.
In situations where the facilities were situated far from communities, there was no
community participation and there was also difficulty even for parents and relatives to
access the facility due to transport problems and the distance to be travelled.
The problems outlined above are not dissimilar to those that were identified through
the Transformation of the Child Care System process. Whilst a number of changes
have been instituted, the need to continue this process in a systematic manner is
paramount.
4.3.12 Lack of inter-sectoral collaboration
The child and youth care system straddles a number of sectors including welfare,
education, police, health, the prosecuting authority, justice and public works.
As children and families function as whole entities, their needs are not logically or best
served through a fragmented approach.
To deliver an effective, integrated service to children and families, there must of
necessity be a shared vision and strong inter-sectoral collaboration and support.
Due to the blockages experienced within the system, it is clear that the vision for a
transformed child and youth care system is not shared and that there is limited inter-
sectoral collaboration.
Following is a brief breakdown of the blockages caused by the various departments:
• Department of Police
When a child is arrested every effort must be made by the police, as soon
as possible, to notify parents or guardians about the fact that the child has
been arrested. Hereafter, the parents should be notified of the time, place
and date at which the child will appear in court. The arresting officer should
also consider the release of the child to the parents or guardians. A further
responsibility of the police is to obtain confirmation of the age of the child
when notifying parents of the arrest. Very often, parents are not notified of
the arrest of the child and are then not available at court, resulting in the
containment of children because they cannot be released into an appropriate
person’s care. Due to the fact that the parents are not traced and notified,
confirmation of age cannot be obtained and “over-aged” youth are referred to
secure care facilities.
Where there are spatial challenges faced by the Police,it has been the experience
of the secure care facilities that children who need to appear in court remain
in police cells for extended periods of time. This is an unacceptable practice as
there are implications for the secure care facilities in the event that something
untoward happens to the child. The children have been placed in the care
of the secure care facility and are without a “guardian” during this practice.
Furthermore a child may be exposed to circumstances that are not in the best
interest of the child.
When a child (contained in a secure care facility) needs to be hospitalised or
should attend a funeral within the community, a police official should transport
and guard the child. Efforts to contact the investigating officer are often futile
and children are transported and “guarded” by child care workers. This causes
an additional burden on the centre, as less child care workers are then available
within the centre for the care of children.
• Department of Justice and Constitutional Development
The Department of Justice and Constitutional Development should assist
the Department of Social Development by ensuring that probation officers
have easy access to all children appearing in the courts, designating one court
within a district to deal with all youth matters, and as far as is reasonably

40
possible channelling of regional court cases involving children through one
regional court. Adequate time should also be allowed for assessments to take
place and if such assessments have not already been completed, notifying the
probation officer if a child is due to appear in court and has not been assessed.
Probation officers, however, do not have easy access to children and are not
informed that children are appearing in court for the first time. This leads to
the fact that children are not assessed and are referred to secure care facility
without an assessment report. Consequently, there is no probation officer
appointed to monitor the child’s case and act as link between the child, the
court and the secure care facility.
At the first appearance in court, consideration must be given to the completed
assessment form and the recommendation of the probation officer regarding
release or suitable placement,including availability of places in the recommended
facility. Often, children are referred to a specific secure care facility even if place
is not available. This leads to overcrowding in facilities, whilst other facility are
not utilised to their full capacity.
• National Prosecuting Authority
After completion of the assessment, the probation officer must hand over the
completed assessment form to the prosecutor. The prosecutor must familiarize
him/herself with the contents of the completed assessment form,together with
the docket and make a decision regarding whether or not to prosecute. If
the matter is to be remanded for further investigation or for trial, the issue
of placement will need to be considered. The probation officer will inform
the prosecutor as to availability of places at the various facilities. If it appears
likely that the child can be released into the care of the parent or guardian, but
such persons are not present at the court, the matter should stand down, and
the prosecutor must request the probation officer and investigating officer to
make all reasonable efforts to ensure that the parents or guardians come to
court. Due to limited capacity of both the police and the Department of Social
Development,efforts cannot be made on the same day to trace parents. These
children must then consequently be contained.
• Department of Education
The Department of Education is responsible for the speedy designation to
a reform school after a child has been sentenced in terms of section 290 of
Criminal Procedure Act, no 51 of 1977 (until 2012 as per Children’s Act 35 of
2008). Children often wait for long periods before a school is designated. This
results in the fact that children are left in limbo as they do not proceed to their
next placement option. Some of these children may even abscond from the
secure care facility.
• Department of Health
Where the age of a child is uncertain, and there is reason to believe that he or
she may be over the age of 18 years, the magistrate may make an estimation of
the age in terms of section 337 of the Criminal Procedure Act, 51 of 1977 and
Child Justice Act, 75 of 2008. Information obtained by the probation officer
during the assessment process will assist the court in this regard. The Child
Justice Act makes a provision for the district surgeon or district medical officer
to determine age, but this may be done if it is considered that it will be of value
to the court in making a determination of age. Due to the unavailability of
district surgeons or district medical officers, children cannot be referred for age
assessment.
Some children display psychological problems after their admission to a
secure care facility and should be referred for observation or treatment in a
psychological ward or hospital. Challenges are often experienced in referring
children for the said service. These children must then remain in the secure
care centre that is not geared to handle this behaviour. These children are also
at risk of being abused or influenced by the other children in the centre.
• Department of Public works
The maintenance of secure care facilities are to be done by the Department
of Public Works. Maintenance is not done as a matter of urgency and leads to
secure care facilities being totally vandalised and even uninhabitable.

41
5 THE PROPOSED FUTURE
5.1 MANDATE OF THE NATIONAL DEPARTMENT
Welfare is a concurrent function of both national and provincial departments. However
there is a clear distinction between the two spheres in terms of the functions that
they perform.
The national department is responsible to provide the framework for the identification,
development and evaluation of programmes. The national department enables the
provincial departments to deliver on their mandates by developing legislation that
gives justification to programmes, policies that inform programme delivery, norms and
standards for practice and inform the monitoring and evaluation for impact and for
the improvement of services.
In order to provide the concurrent functions,there must be institutional arrangements
in place at both national and provincial level that are responsible for specific
programmes. The national Department under the Branch Welfare Services has a
Chief Directorate responsible for Families and Social Crime Prevention, Substance
Abuse andVictim Empowerment.
The mandate of the Chief Directorate is to “Develop, monitor and facilitate the
implementation of policies, legislation and programmes to protect empower and
support children, youth offenders and victims in the criminal justice system”. Within
this Chief Directorate is a Directorate: Social Crime Prevention whose objective is
to strengthen probation services, prevent social crime and integrate Child Justice
Services.
The diagram in page 79 depicts the organogram of the Chief Directorate – Families,
Social Crime Prevention, Substance Abuse andVictim Empowerment.
5.2VISION
A secure care programme providing developmental and holistic intervention in an
enabling,caring,safe and secure environment to ensure comprehensive and integrated
services to children in conflict with the law.
5.3 MISSION
A secure care programme that provides an enabling, caring, safe and secure
environment, and services which are integrated, holistic and developmental in nature
for children in conflict with the law by all stakeholders.
5.4 GUIDING PRINCIPLES ANDVALUES
• Accountability: Everyone who intervenes with children/young people and their
families should be held accountable for the delivery of an appropriate and
quality service.
• African Renaissance: As South Africans and Africans, all services to children/
young people and their families should reflect an understanding of the African
context in which they are based and should consciously support the African
Renaissance.
• Age appropriate: Every child should be addressed in a manner appropriate
to his or her age and intellectual development and should be spoken to and
be allowed to speak in his or her language of choice, through an interpreter, if
necessary.
• Appropriateness: All services to children/young people and their families should
be the most appropriate for the individual, the family and the community.
• Assessment: Assessment is based on a developmental framework with the
major focus on strengths and includes information gathered from the child’s
daily living environment, community environment and family environment.
• Best interest of the child (section 7 of Children’s Act, 38 of 2005)
• Care Plan: Each child has a Care Plan which has been developed on the
basis of a developmental assessment and which aims to provide life-long
relationships within their family or appropriate alternative, and re-integration in
the community.
• Child-centred: Positive developmental experiences support and capacity
building should be ensured through regular developmental assessment and
programmes which strengthen the child’s/young person’s development over
time.
• Community-Centred: Services should be contextualised within the community
environment, and support and capacity building to communities should be
provided through regular developmental assessment and programmes which
strengthen the community’s development over time.

42
• Confidentiality: Principle according to which particulars which has been
obtained from children and/or families within the professional relationship will
not be disclosed without their permission.
• Continuity of Care and Development: The changing social, emotional, physical,
cognitive and cultural needs of the child/ young person and their family should
be recognised and addressed throughout the intervention process. Links
with continuing support networks and resources, when necessary, should be
encouraged after disengagement from the system.
• Continuum of Care and Development: Children/young people at risk (and
their families) should have access to a range of differentiated and integrated
services on a continuum of care and development, ensuring access to the
least restrictive, least intrusive and most empowering environment and/or
programme/s appropriate to their individual developmental and therapeutic
needs.
• Diversity: Every child should be treated in a manner which takes into account
his or her cultural values and beliefs.
• Effectiveness and Efficiency: Services to children/young people and their
families should be delivered in the most effective and efficient way possible.
• Empowerment: The resourcefulness of each child/young person and their
family should be promoted by providing opportunities to use and build their
own capacity and support networks and to act on their own choices and sense
of responsibility.
• Equality: Children must have equal access to available services and every effort
should be made to ensure that children receive similar treatment.
• Family-Centred: Services should be contextualised within the family, the
extended family and the community, and support and capacity building to
families should be provided through regular developmental assessment and
programmes which strengthen the family’s development over time.
• Family Preservation: All services should prioritise the goal to have children/
young people remain within the family and /or community context wherever
possible. When a child/young person is placed in alternative care, services
should aim to retain and support communication and relationships between
the person and their family (unless proven not to be in their best interests), and
maximise the time which the person spends in the care of his/her family.
• Integration: Services to children/young people and their families should be
holistic, inter-sectoral and delivered by an appropriate multi-disciplinary team
wherever possible.
• Non-discriminatory: No young person should be refused admission to a
centre on the basis of race, religion, sexual orientation, or cultural heritage and
provision for an appropriate staff team who can understand and communicate
with each young person should be made.
• Normalisation: Children/Young people and their family should be exposed to
normative challenges, activities and opportunities, which promote participation
and development.
• Participation: Children/young people and their families should be actively
involved in all the stages of the intervention process.
• Permanency Planning: Every child/young person within the Continuum of
Care and Development should be provided with the opportunity to build and
maintain lifetime relationships within a family and/or community context within
the shortest time possible.
• Restorative Justice: The approach to children/young people in trouble with the
law should focus on restoring societal harmony and putting wrongs right rather
than punishment.The child/young person should be held accountable for his or
her actions and where possible make amends to the victim.
• Rights-based: The rights of children/young people as established in the South
African Constitution and the various international conventions ratified by South
Africa, shall be protected.
• Strengths- based: Services on all levels of intervention should, as a matter of
priority, identify and build on strengths of the child and family.
• Transitory programme: Refers to residential care for children who are in
trouble with the law and who are waiting for the finalisation of statutory
process.This includes young people awaiting trial, awaiting sentence, awaiting
transfer, awaiting designation, awaiting placement on the Continuum of Care
and awaiting placement with family or friends.
5.5 DEFINITION OF CONCEPTS
5.5.1 Child andYouth Care
In terms of the Children’s Act 38, 2005 a child and youth care centre is a facility for
the provision of residential care to more than six children outside the child’s family
environment. These centres must offer a therapeutic programme and it includes
programmes designed for:
• The reception, care and development of children other than in their family
environment;
• The reception, care and development of children on a shared basis with the
parent or other person having parental responsibilities;

43
• The reception and temporary safe care of children pending their placement;
• Early childhood development;
• The reception and temporary safe care of children to protect them from abuse
and neglect;
• The reception and temporary safe care of trafficked or commercially sexually
exploited children;
• The reception and temporary safe care of children for the purpose of observing
and assessing those children, providing counselling and other treatment to
them, or assisting them to reintegrate with their families and the community;
• The reception, development and secure care of children awaiting trial,
designation, or sentence and sentenced;
• The reception, development and secure care of children with behavioural,
psychological and emotional difficulties;
• The reception, development and secure care of children in terms of an order
under the Criminal Procedure Act
The Minister and the MEC’s for social development must provide for the establishment
of Child and Youth Care Centres which is properly resourced, co-ordinated and
managed. In addition, the Minister must determine national norms and standards for
these centres which must relate to:
• A residential care programme;
• Therapeutic programmes;
• Developmental programmes;
• Permanency plans for children;
• Individual development plans;
• Temporary safe care;
• Protection from abuse and neglect;
• Assessment of children;
• Family reunification and reintegration;
• Aftercare;
• Access to and provision of adequate health care;
• Access to schooling, education and early childhood development;
• Security measures; and
• Measures for the separation of children in secure care programmes from
children in other programmes.
5.5.2 Secure Care
Secure care forms one of the programmes included under the broad term of a child
and youth care centre and as such must comply with all the prescriptions as outlined
for Child and Youth Care Centres in the Children’s Act. The Act stipulates that a
secure care centre must be established for:
• The reception, development and secure care of children awaiting trial or
sentence;
• The reception, development and secure care of children with behavioural,
psychological and emotional difficulties;
• The reception, development and secure care of children in terms of an order-
o under the Criminal Procedure Act, 1977 (Act no.51 0f 1977);
o In terms of section 156(1)(i) placing the child in a child and youth care
centre which provides a secure care programme; or
o In terms of section 171 transferring a child in alternative care.
• The reception, development and secure care of children awaiting designation of a
reform school or school of industry.
An existing state operated secure care facility established in terms of the Child Care
Act must be regarded as having been established in terms of the Children’s Act as a
child and youth care centre providing residential care. Schools of industry and reform
schools become the responsibility of the Department of Social Development within
two years of the commencement of the Children’s Amendment Act. All existing
government secure care facilities, schools of industry and reform schools must be
registered as child and youth care centres within two years of the commencement of
the Children’s Act.
The concept “SECURE CARE” was coined during the transformation process of the
Child and youth care system. This term was used to distinguish those children who
because of coming into conflict with the law would need a programme that would
ensure that they take responsibility for their wrong doing, that recidivism is prevented,
as well as contain them, restrict their movements and ensure the safety of the
community. The intention was to ensure that there is a “place” where these children
are contained, as well as an “intervention” during their containment. Therefore with
time, Secure care as a concept has been used interchangeable – to mean a facility and
a programme. For the purpose of the blueprint it is necessary to differentiate the
“place” from the programme as a number of the current challenges are paradigmatic
in nature as well as differentiate between other residential programmes within the
child and youth care system.

44
• Secure Care as a programme
The programme of secure care is based on the understanding that some children
in conflict with the law may need to be physically, emotionally and/or behaviourally
contained. Just as the definition denotes there must be interventions that will assist
the child to become aware of his behaviour, take responsibility for it and learn new
behaviours that will help him/her to stay on the right side of the law. In addition, new
life skills should be learned that would ensure that there is better utilization of time
and choice of friends and peers.
The decision to refer a child to secure care should be based on (a) the fact that the
child cannot be diverted or cannot await trial at home, and (b) the fact that he or she
has been appropriately assessed to be a threat to society and/or him/herself and/or
other children. Only children who have turned 14 years old and have not yet reached
18 years old (at the time of arrest) should be detained in Secure Care.
Containment of children in secure care should be effective whilst maintaining respect
for the child’s well-being and dignity. Interventions and physical structures should be
of such a nature that children or staff cannot be physically, socially or emotionally hurt.
• Secure care as a “place”
All secure care facilities (government and non-government) should be established
and maintained according to national regulations, minimum standards, and practice
guidelines, which are based on international instruments and internationally accepted
child and youth care practice.
Secure care facilities should provide differentiated programmes or units according to
ages and the degree of danger which the young person may pose to peers, staff and
society in general. For example, a facility may have a high security unit and a minimum-
security unit, each offering a range of programmes. Choice of placement should be
based on an assessment and not on arbitrary decisions related to the crime, or a
reward/ punishment system.Where a province has sufficient secure care facilities to
choose from, each facility could provide a different programme.
Children who have been appropriately assessed to require secure care should not
be accommodated in facilities or units which accommodate children in need of care
and protection. Children in need of care and protection should be accommodated
in a safety unit or facility.This differentiation accommodates the different programmes,
staffing, training and security requirements. It is possible that both groups of children
could be housed at one facility provided the staffing and buildings provide for this in
line with the ‘differentiated programmes’ approach set out above.
Secure care facilities require well-trained staff that has been specially selected for
their positive attitudes and willingness to work with very troubled young people.The
majority of child and youth care staff should hold at least a post-matric qualification in
child and youth care work and where possible a degree or diploma.
The secure care programme should also be accessible to children at risk as an intensive
short term programme of intervention based on a developmental assessment by a
multi-disciplinary team.This means that children can access the secure care programme,
where appropriate and where applicable, as day programme, week programme, and
short term programme as to meet their developmental and therapeutic needs.
5.5.3 ISDM Levels of Service Delivery
The integrated model proposed is a multi-pronged approach aimed at addressing the
social welfare and development needs of target groups in a holistic and integrated
manner.This approach provides a basis upon which systems can be put in place to
ensure that vulnerable people are assisted to access immediate short and long-term
material support, including social security when necessary.
The developmental approach is therefore able to promote the meeting of emergency
needs of vulnerable households,individuals and communities while assessing the cause
and effect of their vulnerability, recognising their strengths, and developing appropriate
strategies for sustainable socio-economic development.
In order to achieve the desired outcome,namely an improvement in social functioning,
services are rendered at different levels.These levels are on a continuum, so while
they may seem to follow a distinct hierarchy, a client may enter the system at any of
the levels, and the levels may overlap in practice.The service provider and client must
together determine the client’s current social functioning and develop an intervention
strategy that will enable the client to reach the optimum level of social functioning and
be ready for reintegration into society.
The levels of intervention are as follows:
• Prevention
This is the most important aspect of social service delivery.Services delivered at

45
this level are aimed at strengthening and building the capacity and self-reliance
of the client.At this level the client is functioning at an adequate level but there
is a possibility of at-risk behaviour at a later stage.
• Early intervention (non-statutory)
Services delivered at this level make use of developmental and therapeutic
programmes to ensure that those who have been identified as being at risk are
assisted before they require statutory services, more intensive intervention or
placement in alternative care.
• Statutory intervention/residential/alternative care
At this level an individual has either become involved in some form of court
case or is no longer able to function adequately in the community, and services
are aimed at supporting and strengthening the individual involved.At this level
a client may have to be removed from his/her normal place of abode, either
by court order or on the recommendation of a service provider, to alternative
care (e.g. foster care), or placed in a residential facility.
• Reintegration and Aftercare
The previous intervention is aimed at providing alternative care which should
wherever possible be a temporary measure, followed by reconstruction/
aftercare services to enable the client to return to the family or community as
quickly as possible. Services delivered at this level are aimed at reintegration
and support services to enhance self-reliance and optimal social functioning.
In terms of the secure care programme, the focus of services is on levels 3 and 4.
At level 3,the child has been removed from his/her normal place of abode by court and
placed in a secure care. This level is applicable to services rendered to children awaiting
trial and children referred to a diversion programme with a residential element. This
level of service delivery is aimed at providing care which should wherever possible
be a temporary measure, followed by reconstruction/aftercare service to enable the
child to return to the family or community as quickly as possible. Services delivered
at level 4 are aimed at reintegration and support services to enhance self-reliance
and optimal social functioning. This level is applicable to services rendered to children
sentenced to Child Care facilities.
The model espouses holistic and integrated delivery of services to the target group.
Children awaiting trial must therefore be seen in the context of their families and the
communities that they come from. Children will ultimately be reunified or reintegrated
into the family and the community, therefore those significant others must be drawn
into the management programme of the child concerned. The recidivism rate is
extremely high as most children are not supported after release from the programme.
This programme also lends itself to offering interventions on levels 1 and 2. These
interventions should be made available to all families of children who are awaiting
trial. This could be made a condition of the probation officers report and could form
part of the order for a parental or permanency plan as outlined in the Children’s Act.
5.5.4 Development Assessment
Developmental assessment is firstly a methodology of assessment that moves away
from the pathology based model to strengths based, developmental approach with
the focus on the developmental and therapeutic needs of the child as well as his/her
strengths. It is secondly, the underpinning philosophy for all who engage and work
with children in the child and youth care system as to understand the child in his/her
current context.
The goal of developmental assessment is to determine the least restrictive, most
empowering environment and programme suitable to the child and/or family
development needs at any given moment,and/or during the next steps of development,
and/or in the long term.
For children awaiting trial in a child and youth care centre,assessment has the following
objectives:
• To understand the child, as well as the immediate and medium term
developmental issues.
• To take appropriate actions and/or provide and facilitate appropriate
programme resources.
• To make and effective recommendation and/or decision with regard to the
least restrictive, most empowering option for the child in terms of sentence,
diversion, placement and programme resource.
• To establish a Care Plan, if the child is sentenced and/or placed in care.
Assessment of children sentenced to a child and youth care centre, focuses on the child in
terms of their daily and long term development. Assessment has the following objectives:

46
• To understand the child, as well as the immediate and medium term
developmental issues and to take appropriate actions and/or provide and
facilitate appropriate programme resources based on an IDP.
• To effectively implement and regularly evaluate the Care Plan and IDP’s with a
view to achieving reunification and/or reintegration into the community in the
shortest time possible.
• To make regular recommendations and/or decisions with regard to the least
restrictive, most empowering option for the child in terms of transfer and
programme resource.
Child friendly
Child friendly means that the rights of children are upheld in all spheres of service
delivery. In the context of a residential service, the rights are interpreted to mean, but
not limited to, the following:
Every child has the right-
• To a name and a nationality from birth – Children must be recognised by their
names on their birth certificates and should be referred by this name and not
by surnames and/or numbers.
• To family care or parental care,or to appropriate alternative care when removed
from the family environment – Whilst secure care is a form of alternative care,
children must be treated in a humane manner and receive the same level of
care as would any “normal” child.
• To basic nutrition,shelter,basic health care services,education and social services
– Children in a secure care programme must receive the same level of care
services as would any “normal” child. In addition, the secure care programme
must offer, at a minimum, medical, educational, developmental and therapeutic
programmes on site.
• To be protected from maltreatment,neglect,abuse or degradation – Every child
has inherent dignity and the right to have their dignity respected and protected.
The staff at the secure care programme is custodians that must protect children
from further abuse, neglect, maltreatment and degradation. Any person found
guilty of violating this right must be managed by the appropriate disciplinary
processes.
• Not to be required or permitted to perform work or provide services that
are inappropriate for a person of that child’s age or place at risk the child’s
well-being, education, physical or mental health or spiritual, moral or social
development – Chores outlined in the Child LabourAction Plan are permissible.
• Not to be detained excepts as a measure of last resort and has the right
to be kept separately from detained persons over the age of 18 years and
treated in a manner and kept in conditions that take account of the child’s age
– Children in a secure care programme, are contained as a matter of last resort
and should be exposed to appropriate child care, safety and guidance whilst
being contained. The least restrictive behaviour management methods must
be applied.
• To have a legal practitioner assigned to the child by the state and at state
expense – The secure care programme has the responsibility to ensure that
every child has access to the services of a legal practitioner.
• A child’s best interests are of paramount importance in every matter concerning
the child.
In addition to the rights, the principles that underpin the care and protection of
children must be upheld.
5.6 SECURE CARE MODEL WITH OPTIONS FOR SOUTH AFRICA
The literature review conducted for this exercise did not yield a distinctive model
for children awaiting trial, both on an inter-national and national level. Inter-nationally,
both the terms and the processes used across systems are not consistent, making
appropriate comparisons difficult. In some countries, secure care is referred to as
locked facilities for youth who were at risk of harming themselves and others, rather
than to custodial care for young offenders.Various terms are used to refer to secure
care such as youth justice residences,juvenile justice residences,youth custody centres,
youth detention facilities, youth rehabilitation centre, and youth detention centres. It is
clear that the prevailing philosophy,in a particular country,regarding crime informs the
construction of these facilities. Inter-nationally, the custodial care of children awaiting
trial is equated to South African correctional facilities.
Nationally, the child and youth care system transformation programme was one of the
first reform programmes initiated in 1995. Considerable effort and resources were
utilised to develop an inter-sectoral Policy,2000 that would guide practice in all residential
facilities, as well as for children placed in alternative care. This policy was strengthened
with the development of minimum norms and standards. The implementation of this
policy together with the minimum norms and standards was expected to improve and
standardise quality care services to the children in residential facilities and to those
in alternative care. Secure care facilities were included in the Child and Youth Care
System, and therefore were targeted as one of the programmes that had to transform
according to this policy and implement minimum norms and standards for quality care.

47
From the visits conducted to the different secure care facilities in the provinces, it was
clear that there were no standardized procedures of managing secure care facilities. It
was also evident that the guidelines provided by the document on theTransformation
of the Child andYouth Care System (1996) were not implemented as envisaged.
In the development of this blueprint we originally defined a number of models, but
in retrospect having a number of models within a blueprint defeats the objective of a
blueprint. Therefore only one model exists for the secure care programme in South
Africa. This model can be expanded with the addition of two options, i.e. services to
sentenced children and diversion.
5.6.1 Secure care model
Following is a description of the model for the secure care programme in South
Africa. The model comprises of a core and option.The application of the core model
is static in its entirety and the options that are recommended must be informed by
the need of the province. This model has its basis in the transformation of the CYCS
as we believe there are a number of core elements that are still applicable today as
they were in 2000.
The approach to the development of the model is drawn from a number of practices
of which legislative reform,organisational development,human resource management,
transformation practices, social work programmes and child and youth care services
are but a few that undergird this model. The core comprises of the following
components:
1. Legislative framework
2. Inter-sectoral collaboration
3. Service Development
4. Organisational development
5. Resources
6. Organisational enablers
7. Services to beneficiaries
8. Ethos of services
9. Transversal areas
Each of these components will be discussed in detail to inform conceptualisation and
to guide practice.
In 1994 the Government of National Unity came into power, and one of its first
actions was to draft legislation to prevent the holding of awaiting trial children in
prisons and police cells.The Correctional Services Amendment Act, No 17 of 1994,
amended section 29 of the Correctional Services Act so that children under 14
awaiting trial could never be held for longer than 24 hours, and those over 14 (but
under 18) charged with serious offences (listed in a schedule to the Act) could only
be held for 48 hours .The aim of the legislation was to ensure that in the majority
of cases young people would be released into the care of their parents or guardians
to await trial, and where this was not possible, they would be held in Places of Safety.
Because the success of the legislation depended on the infrastructure of Places
of Safety being available, careful planning, preparation and training were necessary.
However, due to the fact that there was very little inter-sectoral co-operation and
planning in this field at the time, such preparation did not take place. On 8 May 1995
the legislation was promulgated with immediate effect.There were at the time 829
children in South African prisons awaiting trial, and approximately the same number
in police cells.These children all had to be brought to court within 24 or 48 hours,
and either released into the care of their parents or guardians or transferred to Places
of Safety.
As children arrived in large numbers at the doors of the Places of Safety, the existing
crisis deepened sharply. Staff was unable and in some cases unwilling to care for these
children, and concerns was raised for the safety of other children already in Places of
Safety for care and protection reasons.
Because Places of Safety are primarily designed for the temporary care and protection
of children referred through the Children’s Court, they were not able to make
appropriate provision for secure care programmes, and many children referred there
by the magistrates courts absconded shortly after having been left at Places of Safety.
In order for children awaiting trial to be comprehensively and successfully serviced
it was critical for Government to review, align and develop practices and legislate
in some cases. These were informed by both inter-national and national legislation,
protocols and agreements.
All services to children must be rights-based and as South Africa is a signatory and
therefore reports on these obligations, it is critical for these to form part of the
legislative framework to inform practice. The following are the most appropriate for
children awaiting trial:

48
We are aware that there are others that are not mentioned below, but they have
been taken into cognisance in the development of this blueprint where applicable.
1.1 International obligations
In recognizing the fundamental importance of the need to ensure that children
globally are entitled to care, assistance and protection, South Africa has ratified and
signed various international agreements, protocols, declarations and conventions.
• United Nations Convention on the Rights of the Child
This Declaration aims to establish that a child by reason of his physical and mental
immaturity needs special safeguards and care, including appropriate legal protection,
before as well as after birth. These rights are also applicable to children awaiting trial.
• United Nations Guidelines for the Prevention of Juvenile Delinquency
The Riyadh Guidelines set out the roles of Government with regards to the following
sections:
- General prevention
- Socialisation processes- Within Families, Education, Community, Mass media
- Social policy
- Legislation and juvenile justice administration
- Research, policy development and co-ordination
• United Nations Standard Minimum Rules for the Administration of Juvenile
Justice
The Standard Minimum Rules provide a set of basic principles to promote the use
of non-custodial measures, as well as minimum safeguards for persons subject to
alternatives to imprisonment. The Rules are intended to promote greater community
involvement in the management of criminal justice, specifically in the treatment of
offenders, as well as to promote among offenders a sense of responsibility towards
society.
When implementing the Rules, the State shall endeavour to ensure a proper balance
between the rights of individual offenders, the rights of victims, and the concern of
society for public safety and crime prevention.
The State shall develop non-custodial measures within their legal systems to provide
other options, thus reducing the use of imprisonment, and to rationalize criminal
justice policies, taking into account the observance of human rights, the requirements
of social justice and the rehabilitation needs of the offender.
• United Nations Rules for Juveniles Deprived of their Liberty (JDL Rules)
The JDL Rules aims to establish minimum standards accepted by the United Nations
for the protection of juveniles deprived of their liberty. The standards are set in
sections, i.e.:
- Records
- Admission, registration, movement and transfer
- Classification and placement
- Physical environment and accommodation
- Education, vocational training and work
- Recreation
- Medical care
- Notification of illness, injury and death
- Limitations of physical restraint and the use of force
- Disciplinary procedures
- Inspection and complaints
- Return to community
- Personnel
1.2 National Legislation
• The Constitution of South Africa Act 108 of 1996
The Constitution clearly states in section 28(1) that every child has the right to not
be detained except as a measure of last resort,kept separately from detained persons
over the age of 18 years, and treated in a manner and kept in conditions that take
account of the child’s age.
• The Children’s Act No 38 of 2005 as amended and the draft regulations
It should be noted that the Act speaks to secure care facilities for youth only to a
limited extent, such facilities being included under the rubric of child and youth care
centres.

49
ThisAct defines Child andYouth Care Centres as a facility for the provision of residential
care to more than six children outside the child’s family environment. Centres must
offer a therapeutic programme for the residential care of children, which includes
programmes for the reception, development and secure care of children awaiting trial
or sentenced. School of Industries and Reform Schools are also considered to be
forms of Child andYouth Care Centres.
The regulations relating to the Children’s Act list general norms and standards
pertaining to child and youth care centres. No specific mention is made of the secure
care programme.
• Criminal Procedures Act No 51 of 1977
This Act describes the judicial procedures to be followed regarding criminal incidents.
Very little mention is made regarding young offenders. In Section 71, it is stated that
‘a Juvenile [a person under 18] may be placed in place of safety or under supervision
in lieu of release on bail or detention in custody’. In Section 74 it is mentioned that a
parent or guardian of an accused under eighteen years may attend proceedings.
The Act therefore does not provide guidance regarding secure care facilities.
• Child Justice Act No 75 of 2008
The Justice Act is inspired by restorative justice goals and aims to divert young people
in conflict with the law from formal criminal proceedings. The focus is also on the
rehabilitation and reintegration of children who have come into conflict with the law.
The Act notes that when considering placement, police officers must consider the
least restrictive setting. In deciding on placement in a secure centre, the child’s age
and maturity, the seriousness of the offence and the degree to which a centre can
reasonably ensure appropriate security as well as the risk that the child poses to
him/herself and/or others must be considered. The child must also be assessed by
a probation officer prior to a preliminary enquiry. As part of such an assessment,
diversionary options must be considered.
Children who have come into conflict with the law would thus be referred to a secure
care centre either to await trial or to serve their sentence, assuming that diversionary
options as well as sentencing to a correctional facility have been precluded. A
sentence to a secure centre may not be any longer than 5 years or the child’s 21st
birthday, whichever occurs first. At the conclusion of the sentence, the head of the
secure centre is required to submit a report to the court as to the extent to which
sentencing objectives were met.
• Probation Services Act as amended (No. 116 of 1991)
According to the Probation Services Act, 1991 (Act 116 of 1991), probation officers
have the task of screening, selecting and assessing persons awaiting trial. Probation
officers are also required to prepare and present pre-sentence reports and undertake
the supervision of sentenced offenders. In addition, probation officers and social
workers are supposed to meet the needs of victims of crime.
The Act was amended so as to insert certain definitions and amend others, to make
further provision for programmes aimed at the prevention and combating of crime,
to extend the powers and duties of probation officers, to provide for the mandatory
assessment of arrested children and to provide for the establishment of reception,
assessment and referral services and centres.
• Correctional Services Act
The Correctional Services Amendment Act no 17 of 1994 amended section 29 of
the Correctional Services Act so that children under 14 awaiting trial could never be
held for longer than 24 hours, and those over 14 (but under 18) charged with serious
offences (listed in a schedule to the Act) could only be held for 48 hours .The aim
of the legislation was to ensure that in the majority of cases young people would be
released into the care of their parents or guardians to await trial, and where this was
not possible, they would be held in Places of Safety.
1.3 National Policy Directives
• White Paper for Social Welfare,
TheWhite Paper deals with key substantive issues in the restructuring of social welfare
services, programmes and social security.
The following principles and guidelines pertain to youth justice:
- The best interests of children and juveniles must be paramount in all actions.
- Children and juveniles are always in some way connected to their family or
support network, community or culture.These ties will be strengthened, and

50
the capacity of such families and communities to provide support and care will
be promoted.
- Every opportunity should be taken to ensure that children and juveniles coming
into conflict with the law have access to all available services to avoid recidivism.
This is vital and in the long run will lower the overall crime rate.
- Diversion from the legal system should be the preferred way of dealing with
child offenders, and effective programmes should be developed.
The White Paper undertook to:
- Prevention targeted at children and juveniles.
- Develop an integrative programme of social upliftment that will be introduced
in vulnerable communities.
- In the provision of statutory services, the communication, co-ordination and
co-operation between all role players will be promoted at a national, provincial,
regional and local level, including that between the Departments of Welfare,
Justice and Correctional Services, the South African Police Services (SAPS),
NGOs, CBOs, community members and parents.
- In line with the Beijing Rules and the Probation Services Act, 1991 (Act 116
of 1991), a dynamic child and juvenile offender prevention and care policy will
be developed. The primary intention of this policy will be to keep child and
juvenile offenders out of the criminal justice system for as long as possible.
- A management protocol, and mechanisms involving a multidisciplinary team,
parents, volunteers and community members, will be developed to deal
with children in the pre-trial phase, for example review panels operating on
a 24-hour basis, the National Child Line, and community-based supervision
programmes.
- A uniform strategy and procedures for the assessment of the needs of child
and youth offenders will be developed and the most appropriate treatment
options considered.The least restrictive and most empowering management
option will be chosen. Children will be kept in custody only if it is absolutely
necessary for the protection of society.
- Child and youth offenders and their families will receive counselling and should
have access to legal aid if necessary.This will be at the discretion of the courts
and should be means-tested. Detained children and juveniles will at all times
and under all circumstances be separated from adults.
- A central register of children and juveniles awaiting trial and/or sentenced
children and juveniles will be kept by provincial welfare departments in co-
operation with the Department of Safety and Security. Children and juveniles
kept in secure and open facilities (including schools of industry and reform
schools) will be the responsibility of specially trained personnel.Special support
programmes presented within the therapeutic community model will be
available.
- Programmes for offenders will be monitored, evaluated and adapted.
Programmes of this nature will be piloted on a small, localised scale before
being implemented nationally.
- Legislation and proper management protocols will be developed as a matter
of urgency between the Departments of Justice and Welfare and other
stakeholders.
- Where possible, children and juveniles will be diverted from the criminal justice
system, in keeping with the United Nations Standard Minimum Rules for the
Administration of Juvenile Justice (the Beijing Rules).
- Working arrangements regarding the development and rendering of
diversionary services will be entered into with welfare and other organisations.
- The Department of Welfare will support the tabling of enabling legislation in
order to make diversion an officially authorised option in all magisterial districts.
- Children and juveniles will only be held in custody as a last resort. Wherever
possible they should be released into the care of their parents or guardians to
await trial in their own homes. Support will be given to families.This will require
interdepartmental co-operation.
- An adequate number of trained staff for existing places of safety and the
development of other community-based placements will continue to be
a priority. Secure places of safety are needed. There will be better linkages
between places of safety, schools of industry and reform schools and more
collaboration with the Department of Education in the management of these
institutions.
- The possibility of smaller places of safety for children and youth, with the
emphasis on a family-type of environment and individual attention, will also be
explored.Temporary foster placements for child offenders are another option
which will also be explored with the participation of communities.
- There should be greater involvement of communities in the supervision
of sentenced children and juveniles through the development of special
programmes for this purpose.

51
• The Integrated Service Delivery Model
This document, distributed by the Department of Social Development in 2005/6, aims
to operationalise the White Paper on Developmental Social Welfare and attempts to
reassert the developmental values and principles for service delivery.
With regard to secure care, the ISDM does note that a significant problem has been
the ‘large numbers of children who have to await trial in prison because of inadequate
numbers of probation workers and lack of infrastructure such as places of safety and
secure care facilities in communities’;the‘poorly developed protection services’;‘the loss
of skilled personnel due to poor salaries and working conditions’,and funding challenges.
The lack of resources and infrastructure must be considered when developing norms
and standards, as the latter must be workable in a situation where resources are tight.
The document identifies various levels of intervention, these being prevention, early
intervention (non-statutory), statutory intervention/residential/alternative care, and
reconstruction and aftercare. In this categorisation, residential care describes the
placement of a client in a residential facility, this encompassing secure care. In a further
classification, services are described as either promotion, prevention, protection,
rehabilitation, continuing care and mental health and addiction services. Residential
facilities are considered as part of rehabilitation or continuing care services. Further,
children and youth are named as primary target groups alongside families, women and
older people.
• Interim Protocol for the Management of Children awaitingTrial (2002)
This document is collaboration between four Departments,namely the Department of Justice
and constitutional Development, the Department of Social Development, the Department
of Safety and Security and the Department of Correctional Services. The purpose of the
document is to clearly identify the roles and responsibilities of each department in the
management of children awaiting trial from the point of arrest to sentence.
• Interim Policy Recommendations, November 1996.
In this policy document, the committee focussed its work on residential care, secure
care being a subsection of this. It identified a range of challenges within residential
care that needed to be addressed. Out of this review very clear recommendations
were made, suggesting that a transformed child and youth care system should be
developed and implemented.
The IMC took the radical step of recommending that human and financial resources
be prioritised, at least in the short term, towards prevention and early intervention
services and programmes with the intent of keeping as many children as possible out
of care. Indeed, they recommend that residential care be focussed on ‘those children
who are orphaned and/or abandoned and who cannot be absorbed into communities,
those who have serious emotional and/or behavioural problems and cannot be best
served within their families or in foster care, and those who are seriously disabled and
who cannot be best served in their families and foster care’. Residential care facilities
are thus urged to not only provide care to their residents, but to ensure that there is a
prevention and early intervention component to their service delivery.
Secure care and youth correctional services are identified as being the most restrictive
in terms of a continuum of alternative care for children and youth.The IMC identified
secure care as being extremely specialised and suggested that differentiated programmes
(based on age and the ‘degree of danger the young person poses to peers, staff and
society in general) were required including short term assessment and containment
programmes, therapeutic programming as a sentencing option, and work therapy
programmes.The IMC also stated that young people in conflict with the law should
‘wherever possible be kept in their families and communities’. Only where the young
person ‘cannot be diverted or cannot await trial at home’ and has been ‘appropriately
assessed’ should s/he be detained in secure care.The IMC does specify that this should
be for 14 to 18 year olds.Further,‘international instruments and internationally accepted
child and youth care practice’ should guide the norms and standards in such facilities.
The IMC further make references to a restorative justice approach in the place
of punishment. It is important to note that the IMC understands youth justice as
straddling both welfare and justice. However, the ‘treatment’ component of welfare
and the ‘punishment ‘component of justice are to be replaced with ‘restorative justice
concepts which centre on conflict resolution and the involvement of young people,
families and communities in decision-making processes’. The intention thus is to
develop in youth a capacity to ‘respect themselves and to play a meaningful role in
society’. A restorative justice programme would ensure that most youth coming into
conflict with the law are dealt with in the community and not placed in secure centres
or youth correctional facilities. Community-based sentencing might, for example,
engage youth in diversion programmes.‘Imprisonment of people under 18 should be
used as a measure of last resort’.The IMC recommends that ‘young people awaiting
trial should only be held in secure care when a multidisciplinary assessment finds that
this is the most appropriate option.The cases of young people in custody should be
given absolute priority within the criminal justice system’.

52
The document asserts that in the case of secure care facilities, funding is expected to
come entirely from the state.
The IMC suggests that an integrated inter-sectoral system of information that tracks
the children within the system be established for child and youth care centres.This is
a requirement that extends beyond secure care facilities but would impact them in
terms of the extent and frequency of information that would need to be collected.
• The Transformation of the South African Child and Youth Care System:An
Intersectoral Policy. Final Draft, May 2000
This document does not differ substantially from the earlier draft discussed above.
In describing how residential care programmes should be‘multidimensional’,it suggests
family preservation, early intervention, educational bridging, drop-in shelter, five-day
care, weekend treatment and community-family care as programming examples.
Secure care facilities should also offer differentiated programmes, such as high or
minimum security. It is recommended that reform schools be restructured as secure
care facilities.This draft also notes that child and youth care workers, social workers
and probation officers should form part of the staff team at schools serving youth in
residential care.
• Minimum Standards for the South African Child andYouth Care System
This document describes various minimum standards for a transformed child and
youth care system. These standards are discussed under the following standards
statements:
- Engagement/Admission
- Safety
- Rights ofYoung people
- Complaints
- Reportable incidents or actions
- Physical Environment
- Emergency and Safety Practices
- Transitional Planning
- Privacy and confidentiality
- Access to legal counsel, court and court appearance
- Emotional and Social Care
- Health Care
- Behaviour management
- Developmental milieu and climate
- Care Plan
- Individual Development Plan (IDP)
- Reviews (of IDP and Care Plan)
- Development opportunities and programmes
- Therapeutic Programmes
- Education
- Disengagement
• Minimum Norms and Standards for Diversion
This document divides norms and standards for diversion into three sections.
The first, Organizational Infrastructure and Systems includes the following topics:
- legal structure
- management (which includes governance, a business plan, financial systems
and financial management, record keeping, profit, code of conduct, working
agreement, recruitment procedures, disciplinary procedures, performance
appraisal procedure, grievance procedure, psychological debriefing and/or
supervision,programme environment,material resources and safety procedures,
overnight and away from home care,, drugs and controlled substances,
protection of children’s rights, promotional material, equipment and premises.
The second section, is Programme Facilitators Skills, including
- Generic knowledge and skills for all facilitators
- Additional knowledge and skills (wilderness or adventure therapy programmes;
family group conferences, victim-offenders mediation and any other restorative
processes;counselling and therapeutic programmes;sex offenders’programmes;
and substance abuse/misuses programmes)
- Additional competencies for the hosting/implementing organisation
- Service level agreements
The third section has to do with Programme Standards, including
- Programme Outcomes (post-arrest assessment before referral)
- Diversion Programme Design and Delivery
- Restorative Justice Process
- Sex offender programmes

53
In each of these areas,indicators are provided of the standard,allowing an organization
to identify if and the extent to which the standard is being met.
2. Inter-sectoral Collaboration
The secure care programme by its very nature demands an inter-sectoral approach.
A number of departments must be involved in the statutory process otherwise the
care of children is compromised. The role of the departments who have a critical
role to play, are outlined briefly: (The complete roles and responsibilities is outlined
in paragraph 4.8)
• Department of Police:
The arrest and containment of the child prior to appearing
in court is a function of South African Police. SAPS must also accompany the
child to court and handover the child to the secure care programme.
• Department of Social Development: The Department of Social Development,
in the form of a Probation officer, must assess the child and develop an
assessment report in order for the Courts to make an informed decision about
the placement of the child. The care of the child whilst awaiting trial falls within
the mandate of the Department of Social Development to care and protect
children.
• National Prosecuting Authority: The NPA takes the decision as to whether to
prosecute or divert.
• Department of Justice and Constitutional Development: The Department of
Justice and Constitutional Development makes out the order to await trail in
a secure care programme. It is expected that, during this process, the child is
assisted to access legal aid, which is also a function of this department.
• Department of Education: The Act also makes provision for the child to have
access to education whilst awaiting trial. Therefore whilst the child is in a secure
care programme, there is a need for the Department of Education to provide
or the education of the child.
• Department of Labour: Many of the children awaiting trail, at the time of their
arrest were no longer attending formal school. Therefore the Department of
Labour also has a role to play in the vocational training programmes.
This programme will not be effective if these departments do not work collaboratively
with one another. If one of these functions is not performed, the child will either
languish in a police cell, the parent will not be informed of the whereabouts of the
child, or the case of the child will continue over very long periods.
The Department of Social Development must sign Memorandums of Understanding
with the Departments of Education, Police and Health to ensure the effective care
and protection of children.
The one stop Justice Centre is an ideal model that favours inter-sectoral collaboration,
as the management of the child is one smooth process. The purpose is to streamline
the process from the arrest of a child to the formal court proceedings in a “child
friendly” manner and to uphold the rights of the child. The outcome of this service
for parents is that they have easier access to all the role players and also are aware
of where their children will be placed whilst awaiting trial. Negotiations need to
continue between the Department of Justice and Constitutional Development and
the Department of Social Development to pursue the integration of the programmes.
3. Service development
The provision of secure care facilities and programmes lies in the domain of the State.
Historically, services of this nature have been built by and remain assets of the State.
However, the design of secure care facilities has been haphazard with each province
designing and building according to their own frame of reference. This practice has
been for all residential facilities within the country.
In order to standardise the construction of residential facilities the Department of
Social Development has made the design of all residential facilities a function of
the national department. This is to ensure that there is standardisation in terms of
design principles, building specifications, infrastructure and optimal manner to manage
children. In addition, these design principles were informed by an approach as how
to best manage the movement of children within the centre. See Appendix 1 for the
movement of children.
This is a positive approach as it allows for planning in terms of size of the site needed
for the construction of secure care facilities, budgeting as the cost of constructing a
centre will be available, as well as all infrastructure costs.
This means that for future services that need to be constructed, each province can
access the basic design of the secure care facility from the national department.
The capacity may vary dependent on the need of the province. Provision should be
made for a minimum of 60 beds and a maximum of 120 beds.

54
The design of a secure care programme must support the rights of children, the
principles of care and protection of children and service delivery. The following design
principles have been developed to inform the erection of secure care facilities:
• Uniformity in design
o Branding for the DSD sector
o Green buildings principle
o Business processes to inform ergonomics and designs
o Accessibility for people with disabilities
o Form follows function
• Adherence to standard building requirements
o Environmental and impact assessment
o Building regulations
o Occupational health and safety specifications
o Municipal regulations
o Space and cost norms
• Non-institutionalised setting
o Warm, friendly and welcoming
o Modern design: fit for purpose
o Strive towards an environment with open spaces, colour, gardening and
green recreational areas
o Security standards without the “prison bars” emphasis on rehabilitation
rather than punishment
• Adherence to norms and standards
o Child friendly
The core model must have the following elements. These are discussed briefly below:
• Living quarters - Living quarters should be safe,clean and functional and in good
state of repair.Rooms should be inward facing and open onto an entertainment
area. Five children should be accommodated per room. Provision should also
be made for a single room that may be utilised for children with special needs.
• Offices within living quarters – Provision should be made for office space for a
social worker and child and youth care worker.
• Ablution facilities – Rooms should have en-suite bathrooms.
• Recreation area within the living quarters -This area may be used as a lounge/
TV room, group work facility or venue to complete homework.
• Outdoor multipurpose quad – The quad may be utilised for the playing of
games or meetings with all the children.
• Indoor multipurpose recreation facility (hall) -There is adequate and appropriate
indoor facilities in the centre for treatment activities, relaxation, recreation and
exercise.
• Gymnasium.
• Out-door recreation facility – The out-door facilities should provide for
standardised soccer, cricket, rugby, volleyball, soft ball, hockey fields as well as
for an obstacle course.
• Pool - The swimming pool should be fenced off and the area locked and the
pool covered when not in use. Ablution blocks should be provided around the
area.
• Dining room - The dining area should provide for a serving area as well as
adequate seating arrangements.
• Medical facilities – The medical facility should consist of an admission room,
medication room, examination room, sick bay and isolation room.
• Visiting area –The visiting area must be private and comfortable.
• Accommodation for families - The center has facilities to house families,
travelling from far, when they visit their children.
• Administration block – Provision should be made of adequate office space for
personnel.
• Library and resource centre.
• School – The school should provide for classrooms, adequately equipped
workshop facilities and a computer training centre.
• Kitchen – A separate delivery entrance to the kitchen should be provided.
Change rooms with lockers for kitchen staff, ablution facilities and an office for
the supervisor should be available.
• Laundry – Office space should be provided for the supervisor’s office and
change rooms.
• Store rooms.
• Garages.
• Vehicle vault – A secure area should be provided for the delivery of children.
All residential care facilities should structurally make provision for children with
disabilities.
The facility must be located within communities and no further than 100km or 1 hour
travelling time from the court and/or SAPS. A radius of 1 km, but not exceeding 5 km,
should be maintained from the residential area. No other service, other than those
to children in conflict with the law, should be provided from the same premises. The
facility should be on a transport route for easy access.

55
The centre should have certain basic infrastructure and equipment in order to
function successfully.
• Independent living equipment.
• Emergency equipment – Fire extinguishers and first-aid kits.
• Living quarters - Each child has his/her own sturdily constructed bed and
locker/cupboard.
• Ablution facilities - 2 showers, 1 basin and 2 toilets for boys; 1 bath, 1 shower, 2
basins and 2 toilets for girls; 1 Bath, shower and toilet for disabled children.
• Recreation area within the living quarters – Lounge furniture and tables.
• Kitchen –The following should be provided: 4-plate industrial stoves with ovens,
warmers, deep fryers, microwave oven, hydro boils, boilers, dishwasher, water
coolers, food processors, extractor fans, cold room with shelves and storing
pellets, walk in fridge/freezer, pantry, cupboards, dry store, chemical store, store
room for kitchen utensils and crockery, bain-marie with inserts, serving bowls,
trays and serving trolleys.
It is essential that there is compliance with Health, Safety, and Hygiene standards
e.g. fire extinguishers and first aid kits, fly screens, mounted hand wash system,
sterilising containers, etc.
• Dining room - There should be enough crockery and cutlery for every child
and extra eating utensils should be available upon need. Crockery & cutlery
should be made from melamine. Stainless steel frame tables and chairs covered
with fibreglass should be mounted to the floor.
• Laundry - The laundry should be fully equipped with industrial washing
machines, tumble dryers and shelves. Space should be provided for lockers,
ablution facilities and a small storeroom for chemicals and detergents.
• Administration office –The complex should be equipped with IT and telephone
infrastructure and a dedicated server room.
The following infrastructure should be provided: Computers, printers, fax
machines, a commercial grade photocopier, cellular telephones, laptop with 3G
connection and data projector per facility.
• Indoor facilities – Children have access to pool tables and board games.
• Hall -The hall must have a capacity to accommodate 200 individuals. It should
be equipped with a stage, a stage curtain, a fitted sound system and fitted
chairs.
• Out-door recreational facilities - Children have access to soccer-,rugby-,netball-
and basket balls, baseball balls and bats and cricket sets.
• Pool - Life jackets should be provided to children who cannot swim.
• Medical facilities – Fully equipped admission room, lockable cupboard for
medication, fridge, sterilisation equipment, fully equipped dressing room,
emergency equipment and beds.
• Client waiting area – Comfortable tables and chairs.
• School – fully equipped workshop facilities.
• Computer training room – Equipped with computers, desks and chairs.
• Library and resource centre – Recreational and educational reading material
should be provided.
4. Organisational Development
The secure care programme in our proposed core model must be conceptualised
as an organisation. An organisation is a systematic arrangement of people brought
together to accomplish some specific purpose.
There are three common characteristics that all organisations share. Every organisation
has a purpose and is made up of people who are grouped together in some way.
The purpose of an organisation is usually expressed in terms of a goal or a set of
goals. Secondly,no goal can be achieved without people making decisions to establish
the purpose and performing a variety of activities to make a goal reality. Thirdly, all
organisations develop a systematic structure that defines and limits behaviour of its
members. Developing structure may include, creating rules and regulations, giving
some members supervisory control over other members, forming work teams and
writing job descriptions so that the organisational members know what they are
supposed to do.
The term organisation therefore refers to an entity that has a distinct purpose, has
people or members and has a systematic structure. For the purpose of understanding
the blueprint holistically the secure care programme, because of its residential nature
and the services that it provides, can be referred to an organisation or an entity
within the provincial government. It fits all the characteristics of the definition of an
organisation, and in order for it to be effective, it must be managed as such.
This approach does not mean that it will not need the support of the provincial
department. There is a symbiotic relationship that must be strengthen and maintained
at all costs.
Thus in order for the secure care programme to be efficient,it must define its purpose,
have capable groups of people to deliver on this purpose and ensure that there is an
appropriate structure in place to define accountability and responsibility.

56
4.1 Strategy, vision and mission
In order for an organisation to achieve its goals (purpose), there is a need to have a
strategy in place to guide the people on what needs to be achieved. This is usually
referred to as the strategic management process and involves strategic planning,
implementation and evaluation. In order to develop the strategy, organisational
members must identify current mission objectives and strategies. The mission
statement is usually the purpose of the organisation and answers the question of
“what business are we in”. It is critical that the secure care programme undertake
a strategic management process exercise periodically as there must be a constant
improvement in the services that are rendered to the target group. This process will
inform the relevancy of the programme, its impact and what changes need to be
made to improve services.
The blueprint should serve as a basis for the strategy for the secure care programme
nationally, and provinces will customise this strategy to meet their own needs.
The important point is that all organisations must go through these processes in order
to make them more effective.
4.2 Delivery mechanisms
The secure care programme cannot be delivered by either tier of government. The
Constitution has made welfare a concurrent function of both national and provincial
tiers of government. Secondly, the constitution also makes provision for intersectoral
collaboration. The secure care programme by its very nature requires the concurrent
application of roles and responsibilities of both the national and provincial departments
of social development.
This programme is strengthened by other departments playing their collaborative
role.This is reiterated in the Children’s Act 38.2005 (as amended).
The roles and responsibilities of the National Department of Social Development are
spelt out in the White Paper for Social Welfare. The national Department of Social
Development will be responsible for the following functions. For ease of reference,
these are outlined below:
• Co-ordination: To harmonise central functions with those of other national
departments, provincial governments and other national role players.
• National policy and planning:To determine and review policy and to conduct
integrated welfare and development planning which will be implemented inter-
provincially, inter-sectorally and in collaboration with the RDP.
• Norms and standards for social services and development programmes, social
security and facilities: To determine and regularly review basic guidelines for
norms and standards.
• Legislation: To review existing national welfare legislation, to formulate
comprehensive legislation,and to promote the synchronisation of the provinces’
statutory measures.
• Marketing: To promote awareness of social welfare issues at all levels within
relevant sectors; to promote co-operation and involvement; and to consult
with provinces.
• Social welfare governance structures: To develop and maintain appropriate
consultative bodies; to represent the national department on other national
structures; to establish inter-sectoral consultative structures; and to co-operate
with, and facilitate where necessary, the development of provincial consultative
structures in partnership with all role players.
• Human resource development: To undertake human resource management,
planning and development; to set guidelines for professional standards and
accreditation systems for all personnel; to facilitate the representation of
personnel in appropriate industrial relations structures.
• National programmes: To design, finance, implement, evaluate and manage
specific national programmes.
• Social welfare financing: To develop uniform financial management systems,
plans and financing criteria for social service organisations, social development
programmes, social security and a national fund-raising policy; to establish
taxation policies for welfare organisations; to administer national relief funds;
and to mobilise additional development sponsorship.
• National information system:To develop, maintain and co-ordinate a national
welfare information system to undergird welfare planning; and to initiate and
undertake operational research.
• Capacity and institution building:To facilitate capacity and institution building in
all tiers of Government.
• Parliamentary liaison:To facilitate the parliamentary process.
• International liaison:To undertake international liaison.
The abovementioned responsibilities should remain as is, unless special agreement
has been reached between a province and the national body. By virtue of the
concurrent nature of the roles and responsibilities, the relationship is symbiotic,
as one cannot deliver the service without the other. Whilst the roles and

57
responsibilities are generally understood, the relationship between the province
and its structures in the secure care programme is not clearly defined. TheWhite
Paper for Social Welfare defines the role of Provincial departments as follows:
• Provincial policy and planning: To formulate, co-ordinate, maintain and review
provincial policy and planning in consultation with all stakeholders.
• Legislation:To review, formulate and administer social welfare legislation within
the framework of the national policy.
• Social welfare services:To plan, implement, co-ordinate and monitor the delivery
of developmental welfare services; to implement and monitor programmes
in accordance with national norms and standards; and to develop and render
specific services.
• Social welfare governance structures:To initiate and facilitate the development
and maintenance of social welfare governance structures.
• Funding:To negotiate for provincial funding and to maintain financial management
systems; to administer disaster and relief funds; to regulate fundraising at the
provincial level; to finance social welfare programmes provided by organisations
in accordance with national policy; and to formulate and review the criteria for
such funding.
• Information and research:To undertake, promote and co-ordinate appropriate
operational research and to maintain a welfare information system in collaboration
with all role players.
• Human resource development: To manage and plan a human resource
development programme.
• Marketing:To promote awareness of welfare matters.
• Parliamentary liaison:To facilitate the provincial parliamentary process.
• Interprovincial relations:To promote interprovincial relations and to develop and
maintain inter-sectoral and interprovincial working agreements.
These provincial functions will be implemented through a head office. In addition,
regional, local and district formations and facilities may be established according to
provincial needs.
In short, the National departments enable service delivery by providing the legislation,
policies and strategies, norms and standards, and practice guidelines. In addition they
coordinate all the programmes implemented at provincial level. Provinces on the
other hand must formulate provincial policy and administer social welfare legislation.
Furthermore, Provinces must plan, implement, coordinate and monitor the delivery of
services, implement and monitor programmes in accordance with national norms and
standards and develop and render specific services.
The relationship that exists between the national and provincial tiers of government
must be replicated between the province and the secure care programme. The
secure care programme is borne out of a legislative mandate that provinces have to
deliver on. Therefore the development, maintenance, monitoring and evaluating of
the programme must inform the relationship.
The proposed relationship structure is attached as Annexure 1.
It is a well known fact that most of the provinces do not have the capacity to implement
the programme and have brought in a service provider to deliver the programme.
Our understanding is that the service is provided for Government and therefore
the service provider must abide by the same rules, regulations, policies, norms and
standards and practice guidelines as prescribed for the programme that is being run
by the State. Furthermore, a standardised service level agreement must guide the
out-sourcing process.
The provision of secure care facilities and programmes lies in the domain of the State.
4.3 Organisational structure
Due to the concurrent nature of this programme, there is a need for a structure
at a national level that will be solely responsible for the oversight of all these types
of programmes nationally. The directorate- Social crime prevention is mandated to
perform this function. This structure should be replicated on provincial level as the
implementing arm. These structures demand that there should be a direct relationship
between the directorate at national and at the provincial level. Provinces have to
account to the national department, as well as their principles at a provincial level,
on the success and failure of their programmes. The responsibility of the National
Department is thus to coalesce all provincial programmes into a national perspective.
The provincial departments have decentralised service provision to provide greater
access to beneficiaries of the service. The principle of accessibility is in line with the
10-point plan of the previous minister. However, decentralisation comes with its own
challenges. The decentralisation model of each of the provinces must inform the
relationship between programmes in the community and accountability structures.
4.4 Organogram
The strategy for secure care programmes informs the structure to deliver services.

58
The following diagram illustrates the type of structures that need to be in place in
every organisation.
There is a need for managers and operatives. Managers are individuals who direct the
work of others, whilst operatives are people who work directly on a job and have no
responsibility for overseeing the work of others.
The staff establishment should consist of management-, middle management-,
supervisory- and operational personnel.
The following posts are a minimum:
1. Management posts
2. Professional posts
3. Semi-professional posts
4. Operational posts
5. Supporting posts
6. Sessional posts
7. Contractual posts
A proforma organogram is attached as Appendix 2.
The posts will be discussed in more detail in point 5.1.
5. Resources
In order for organisations to achieve its purpose sufficient resources must be in place,
these include human, financial and all other resources that will enable an operative or
manger to deliver on his or her responsibility. Infrastructure, furniture, equipment
and vehicles are also defined as resources. In addition to the resources, there are
organisational enablers such as administrative systems, processes and procedures that
must be in place to ensure an efficient and effective service.
5.1 Human resources
The secure care programme is made up of therapeutic, developmental, recreational,
spiritual/religious, cultural and caring components. Therefore, the programme
informs the type of staff that must be on the staff establishment. A proforma staff
establishment (organogram) has been developed to guide provinces when they
develop new services and to assist with re-structuring of current staff establishments
for secure care programmes.
The staff establishment of a secure care centre should be according to a proforma
organogram and provide for the following posts:
• Management posts
• Professional posts - types & registration
• Semi-professional posts
• Operational posts
• Supporting posts
• Sessional posts
• Contractual posts
The organogram should provide for the following personnel:
• Centre manager
• Center manager secretary
• Social workers
• Substance abuse specialist
• Nursing personnel
• Child & youth care workers
• Occupational therapist or assistant occupational therapists – could be sessional
• Finance personnel
• Administrative personnel
• Maintenance personnel
• Cleaning personnel
A medical doctor and psychologist can be employed on a sessional basis.
Security personnel may be appointed on a contractual basis.
5.2 Qualifications of personnel
• Centre manager - The manager must be a registered professional from an
appropriate discipline, must have specialized knowledge of child and youth
care, have proven leadership abilities, be able to demonstrate management and
administration skills and have knowledge and experience of the secure care
programme.
• Social workers - Social workers must have the necessary qualification, must be
registered with the SACSSP and knowledge and experience in the context of

59
residential care and the design of programmes for residential care.
• Nursing personnel – This category of personnel should include at least two
registered nursing sisters of which one should have a qualification in psychiatry.
• Child & youth care workers - Child and youth care staff should hold at least
a post-matric qualification in child and youth care work and where possible a
degree or diploma.
• Occupational therapist or assistant occupational therapists - The occupational
therapist should have an appropriate qualification and be registered to an
appropriate council.
• Psychologist –The psychologist should have an appropriate qualification and be
registered to an appropriate council.
• Educators -The educators should have an appropriate qualification,be employed
in terms of Public Service Act and be registered with their professional body
It is essential that all personnel, inclusive of sessional and contracted personnel, be
trained in the basic qualification in secure care.
All personnel in the child and youth care system and supportive components
should have access to appropriate and effective formal training, in-service training
and developmental supervision. Supervision must be of a high standard, based on a
developmental approach and accessible to everyone.
All staff working in a residential care centre, including senior personnel who manage
the centre, should be held accountable to a child and youth care ethical code of
conduct.
5.3 Financial resources
The budget must be informed by the strategic plan of the programme. A programmatic
approach must be introduced into budgeting.The nature of this programme,especially
if prevention and early intervention programmes be introduced, demands that the
budget makes provision for out-reach programmes and other externalities, e.g.
transport for parents to visit and overnight stay of parents.This approach will allow
for all programmes to be allocated for. Managers can also be held accountable for
their programme budget. This means that a holistic approach must be taken when
developing this budget.
5.4 Infrastructure
This issue was discussed under point 2.
5.5 Furniture and equipment
This issue was discussed under point 2.
Organisational enablers are resources that make it possible to complete tasks,activities
and process. The nature of this programme demands that the following policies and
procedures are in place:
6.1 .Organisational policies and procedures
• Registration of centre.
• Safety procedures, i.e. emergency plan, evacuation plan, first-aid and pool safety.
• Health and safety, i.e. pest control, refuse disposal
• Supply chain management.
• Procedure manual for the laundry system.
• There is a documented procedure manual in place for administration processes.
• There is a documented procedure manual in place for human resource
management.
• There is a documented procedure manual in place for the management of
official vehicles.
• There is a documented HR policy and procedure manuals in place.
6.2 .Child specific policies and procedures
• Procedural guidelines on admission criteria and procedure.
• Procedural guidelines on individual, confidential files.
• Procedural guidelines on behaviour management.
• Procedural guidelines on reportable incidents.
• Procedural guidelines on temporary seclusion and physical restraint.
• Procedural guidelines on the release of children from the facility.
• Procedural guidelines on the re-admission of children to the facility. (Return
from appearance in court proceedings and return after absconding.) Supply
chain management to be executed in accordance with provincial policy.
• There is a documented policy and procedure in place relating to the health
care of children.
• There is a documented policy and procedure in place relating to the transport
of children.
• Procedural guidelines on compulsory registers, i.e. admission register, allocation

60
register,behaviour management register,incident book and reportable incidents.
• Standardised forms for uniform service delivery, i.e. assessment form, process
notes, care plan, IDP and progress reports.
7 Services to beneficiaries
Immigrant children and unaccompanied foreign minors must be awarded the same
rights, and be exposed to the same programmes as any other child.
Regardless of the length of stay or the reason for admission, each child should have a
developmentally appropriate plan and programme of care, education and therapeutic
development and should participate in and review this plan.
All children admitted to a secure care centre must be developmentally assessed by
a probation officer prior to admission. It is the responsibility of the multi-disciplinary
team at the centre to build on this assessment and develop a care plan and individual
development plan. Assessment within the centre is focussed on the child in terms
of their daily and long term development. Family preservation principles and family/
community reunification and integration are central. It is thus critical that assessment
(and the subsequent individual developmental/therapeutic programme) includes the
child, family and community in a meaningful partnership. The social worker should
regularly and frequently seek the views of the child, his/her parents and the probation
officer on the content and implementation of the IDP and take the views of the child
into account in initiating and making changes to the plan.
All services and programmes, whether individually or in a group, should be based
on the developmental assessment, care plan and individual development plan. The
following programmes should be provided for:
• Therapeutic programmes - Programmes must be rehabilitative, improve social
functioning and be restorative in nature. These programmes must be rendered
by the social worker, psychologist and occupational therapist by means of
individual and/or group sessions.
• Development programmes - Children have access to an educational or
vocational programme which is suitable to their capacity, circumstances and
developmental needs. Education for children under the age of 16 years is
mandatory and plays a critical role in the lives of children. It should thus be seen as
core components in an effective child and youth care system. Schooling should
be holistic and not entirely focussed upon academic development. Schools
should have adequate human and material resources to ensure that children
who experience emotional and/or behavioural difficulties are not victimised
or marginalised. The education system and residential care centres should,
in collaboration, make appropriate provision for children who might require
informal schooling, bridging programmes, literacy and vocational training. The
relationship between the Departments of Social Development and Education
should be formalised. The roles and responsibilities of each department should
be clearly outlined in a Memorandum of Understanding.
• Recreational programmes – Structured in-door and out-door programmes.
These programmes must be rendered by the child and youth care worker by
means of individual and/or group sessions.
• Spiritual/religious programmes - Children practice their right to observe and
preserve their religious heritage.These programmes are rendered by volunteers.
• Cultural programmes - Children practice their right to observe and preserve
their cultural heritage.These programmes must be rendered by the child and
youth care worker by means of individual and/or group sessions.
• Care programmes - Developmental life skills and life space programmes.These
programmes must be rendered by the child and youth care worker by means
of individual and/or group sessions.
8 Ethos of services
The starting point for the care of children in conflict with the law is that they should
wherever possible be kept in their families and communities.This applies throughout
the pre-trial, trial and sentencing phases.
As a result of the SouthAfrican Constitution and the ratification of various international
conventions, South African children who are detained in a residential care centre have
special protections and rights.
In line with international and local developments in child and youth care work and
social work, the key to child and youth care is to move away from a medical model
which focuses on weaknesses, categorising, labelling, helping and curing towards a
developmental and ecological perspective which focuses on reframing problems as
strengths, on competency building, and residential environments which empower
children, families and communities.

61
The model described in this policy is a corporatist model which blends aspects of
the Welfare and Justice models.The due process and prosecution orientated Justice
Model is replaced or supplemented by an approach which places value on alternative
programmes for children.These programmes prefer to keep them out of the formal
justice system whilst at the same time assuring that they are held accountable for
their behaviour. The “treatment” of the old Welfare model, and the “punishment”
of the justice model, is replaced by restorative justice concepts which centre on
conflict resolution and the involvement of children, families and communities in the
decision-making process.The outcomes focus on the retraining of children to respect
themselves and others and to play a meaningful role in society.
Elements that underpin the model:
• Developmental approach - A developmental approach or model in the context
of the child and youth care system refers to:
o Focusing on strengths rather than pathology
o Building competency rather than attempting to cure
o Encouragement of trial-and-error learning
o Always taking the context into consideration
o Understanding and responding appropriately to developmental tasks and
needs
o Working with the total person, not the so called “pathology” or problem.
o A strong belief (reflected in practice) of the potential within each child and
family (regardless of the reason for referral). Work is aimed at maximising
potential rather than minimising the problem.
o An emphasis on most of the “treatment” taking place in the daily living
environment of the child
o A multi-disciplinary team (not a hierarchy) approach in which the child and
family are recognised as full members of the team.
• Ecological approach (child in the family) –The ecological approach refers to the
practice of understanding and viewing each person within the context of, and
connected to, their family and community.
• Restoring and Rehabilitative in nature - The approach to children in trouble
with the law should focus on restoring societal harmony and putting wrongs
right rather than punishment.The child should be held accountable for his or
her actions and where possible make amends to the victim.
• Programmes must be therapeutic in nature - No residential care facility, should
merely offer custodial care to children. Any child, who needs only custodial
care, would be inappropriately and unjustifiably placed within a residential
care centre. Programmes and activities to promote and maintain healthy
development should be ensured.
• Programmes must restore dignity - Containment of children in secure care
should be effective whilst maintaining respect for the young person’s well-being
and dignity. Interventions should be of such a nature that children cannot be
physically, socially or emotionally hurt.
• Community participation must be encouraged – Programmes should be
differentiated or multi-dimensional, offering a range of appropriate child and
youth care services to the surrounding community such as family preservation,
early intervention, weekend treatment, community-family care, etc.
• Multi-disciplinary approach to programmes - A multi-disciplinary approach is
strongly recommended, with no particular discipline in a dominant position, but
recognises that in different settings a particular discipline may play the primary
role or may lead the multi-disciplinary process.
• After care and follow up (where appropriate).
• Secure care facilities require well-trained staff that has been specially selected
for their positive attitudes and willingness to work with children. All personnel
must have a basic qualification in child care as minimum to entry.
• Continuous development - All personnel in the child and youth care system,
and supportive components, should have access to appropriate and effective
in-service training and developmental supervision.
9 Transversal areas
Quality assurance programmes should be implemented within a developmental
perspective and by an independent and objective team comprising both NGO and
government personnel.
5.6.2 Option 1: Services to sentenced children (Reform school)
All of the elements of the secure care core model remain the same,with the following
differentiators:
• Care should be taken that the total capacity of the centre, inclusive of the
secure care programme and the programme for sentenced children does not
exceed 120 children. E.g. 20 girls for secure care; 60 boys for secure care; 40

62
boys/girls in the reform school.
• In a 60-bed facility, only 1/3 (20 beds) should be utilised for the reform school
programme.
• Sleeping quarters for sentenced children must be kept separate from children
awaiting trial.
• Sleeping quarters for sentenced children are to be closed down during holiday
season when children visit their families.
5.6.3 Option 2: Diversion programme
This option includes both a day and residential diversion programmes.
Children can be ordered under the Child Justice Act to be subjected to a diversion
programme. Diversion programmes are divided into two levels, where level 2 is
applicable to diversion inclusive of a residential element. Where a diversion option
from level 2 is selected in respect of a child who is under the age of 14 years, the
order may not exceed 24 months in duration, and if the child is 14 years or older, the
order may, not exceed 48 months in duration.
In the event that this option is implemented, all of the elements of the secure care
core model remain the same, with the following differentiators:
• This programme is short term, over a fixed period.
• The programme could have a residential element or may be a day programme.
• This programme may be presented outside of formal working hours, e.g.
weekends and after hours.
• Programmes have to be structured according to set steps and must be outcome
based.
• Strict monitoring and evaluation systems need to be developed for the
monitoring of the child’s progress, including his or her compliance with the
conditions of a diversion order.
• This programme must include an element which seeks to ensure that the child
understands the impact of his or her behaviour on others, including the victim
of the offence, and may include compensation or restitution.
• Children who cannot afford transport in order to attend the selected diversion
programme should, as far as is reasonably possible, be provided with the means
to do so.
5.7 HIGH LEVEL NORMS AND STANDARDS
The high level norms will be described in accordance to the following core components:
2. Service Development
3. Organisational development
4. Resources
7. Ethos of services
5.7.1 Legislative framework
• Compliance with legislation and policy
All residential care programmes for children should be registered with the appropriate
authorities.
5.7.2 Service development
• Infrastructure
The infrastructure of a residential facility must be of a child friendly nature as well as
meet the elements of safety, functionality, durability and aesthetically pleasing.
• Security
Security services should create a safe environment in which children are protected
from physical harm, or threat of harm, from self and others in a non-intrusive manner.
• Out-sourcing
Out-sourcing of services within the secure care should be practiced with the
understanding that provinces retain accountability and responsibility for service
provision to children in conflict with the law.

63
• Maintenance
The building, infrastructure and all household equipment should be maintained and
kept in good working order. The landscape and gardens must be cared for, neat and
aesthetically pleasing at all times.
5.7.3 Organisational Development
• Assessment of the Environment
This refers to any assessment of the Social Environment to identify the need for the
establishment of additional secure care facilities. The statistics of children committing
crimes should also be used as an indicator when assessing the environment. Provinces
should determine the size and location of the secure care programme based on these
statistics.
• Occupational Health Issues
The facility must comply with all occupational health legislation in the pursuance of
their functions, and ensuring the safety of the children.
• Community Participation
Secure care facility should become centres where children, youth and families from
the surrounding communities can access a variety of programmes and resources on
a daily, weekly, or ad hoc basis.
5.7.4 Resources
• Human Resources
At every level there will be appropriately trained personnel who will provide an
integrated,innovative,effective,ethical and child-friendly service within a developmental
culture/climate.Personnel will be committed to and model a developmental approach
and they will value diversity of theory, strategies and programmes. There will be
sufficient personnel at all levels; they will value and practice an inter-sectoral and team
approach and because they value human resources they will give a high priority to
continuous formal and informal professional and self development.
• Professional services
Services to children must be holistic and comprehensive, and inter-sectoral
collaboration must be pursued in the upholding of the children’s right to education
and health services and any other service that a child may need,whilst being contained.
• Management and Leadership
The programme must be managed according to business principles. Leadership of
the programme must be from a team perspective, but steeped in strong management
discipline.
• Stock
The centre must have adequate and appropriate stock to meet at least the basic
needs of children. Children must be given sufficient food, clothing and other essentials
to meet their daily living needs.
5.7.5 Organisational enablers
• Administration and management systems
All policies and procedures must be documented and made available to all staff
members.
• Information Management
In order for the system to be able to respond to changing needs it is necessary for
the state to ensure that statistics are gathered pertaining to all aspects of the system.
Through analysis of such data the system can “learn” and adapt.
5.7.6 Services to beneficiaries
• Caring environment
The environment and resources at a secure care centre should be of such a nature
that it provides in the basic care of children.

64
• Transitional Planning
All services to children must be planned, and each stage of the process of planning
must add value to the development of the child. An appropriate developmental
assessment must be conducted as the key to decision making, programme referral
and individual planning around the young person and his/her future.
• Programmes
Secure care facility must offer programmes which can and do meet the full range of
developmental needs appropriate to the age, gender, disability and developmental
phase of the young person, including emotional, physical, spiritual, intellectual, and
social needs.
Programmes should be differentiated or multi-dimensional, offering a range of
appropriate child and youth care services to the surrounding community such as
family preservation, prevention, early intervention, educational bridging, drop-in
shelter, 5-day care, weekend treatment, community-family care, etc.
5.7.7 Ethos of services
• Children’s Rights
The programme must be rights based and at all times, all children must be made
aware of their rights and responsibilities within the programme, in a manner and form
which takes into account their age, capacity and linguistic heritage.
5.7.8 Transversal areas
• Monitoring and Evaluation
All programmes and activities must be monitored effectively and is essential for
measuring the success of service provision.This will assist service providers at all levels
to manage their programmes and activities better by providing timely feedback on
whether or not services provided respond to the needs of clients, and furthermore,
whether they are consistent with the overall realisation of the objectives of the facility
The feedback provided can be used to improve current operations and to provide
the basis for future strategic planning.
5.8 VALUE ADDING PROCESSES
Children in conflict with the law go through a variety of processes prior to their
admission in secure care centres. These different processes are also handled by
various service providers. Following is a description of the entire process as well as
an indication of the responsible service provider.
5.8.1 The Child Justice Process
In the South African criminal justice system young people who are arrested on charges
go from this contact with the system into a chain of events leading to conviction. The
process can be explained as follows:
• Children suspected of committing an offence
The first opportunity for intervention comes when the child first comes into contact
with the police. Where a police official has reason to believe that a child suspected
of having committed an offence is under the age of 10 years, he or she may not
arrest the child, and must immediately hand the child over to his or her parents or
an appropriate adult or a guardian, or if it is not in the best interests of the child to
a suitable child and youth care centre. The probation officer must immediately be
notified.
If the child is suspected of committing a schedule 1 offence, the matter can be
referred to the prosecutor who will decide whether diversion is appropriate. If the
child is suspected of committing a schedule 2 or 3 offence, the child should attend a
preliminary inquiry. The methods of securing the attendance of a child at a preliminary
inquiry are:
1. A written notice.
2. A summons.
3. Arrest.
The child must appear for the first time at a preliminary inquiry within 48 hours after
arrest.
• Custody during the first 24 or 48 hours
The general principle regarding custody in the period following arrest is that wherever

65
possible the child should be released into the care of his or her parent or guardian
and be allowed to return home.
When considering the release or detention of a child who has been arrested,
preference must be given to releasing the child prior to his/her first appearance at
a preliminary inquiry. A police official must, where appropriate, release a child on
written notice into the care of a parent, an appropriate adult or guardian.
A police official who releases a child from detention and places the child in the care
of a parent or an appropriate adult or guardian, must, at the time of the release of
the child, hand to the child and to the person into whose care the child is released, a
written notice to appear at a preliminary inquiry.
• Assessment
Every child who is alleged to have committed an offence must be assessed by a
probation officer, unless assessment has been dispensed with. Developmental
Assessment is a fundamental component of the early intervention phase.
The probation officer must complete an assessment report with recommendations
on the following issues:
1. The possible referral of the matter to a children’s court.
2. The appropriateness of diversion, including a particular diversion service
provider and a particular diversion option.
3. The possible release of the child into the care of a parent, an appropriate adult
or guardian or on his or her own recognisance.
4. If it is likely that the child could be detained after the first appearance at the
preliminary inquiry, the placement of the child in a specified child and youth
care centre or prison.
5. In the case of a child under the age of 10 years, establish what measures need
to be taken.
6. The possible criminal capacity of the child if the child is 10 years or older but
under the age of 14 years, as well as measures to be taken in order to prove
criminal capacity.
7. Whether a further and more detailed assessment of the child is required in
order to consider the circumstances.
8. An estimation of the age of the child if this is uncertain.
• Preliminary Inquiry
If, during a preliminary inquiry or during proceedings before a child justice court, the
age of a child at the time of the commission of the alleged offence is uncertain, the
presiding officer must determine the age of the child.
A preliminary inquiry is an informal pre-trial procedure which is inquisitorial in nature
and may be held in a court or any other suitable place.
The objectives of a preliminary inquiry are to:
1. Consider the assessment report of the probation officer.
2. Establish whether the matter can be diverted before plea.
3. Identify a suitable diversion option, where applicable.
4. Establish whether the matter should be referred in to a children’s court.
5. Ensure that all available information relevant to the child,his or her circumstances
and the offence are considered in order to make a decision on diversion and
placement of the child.
6. Ensure that the views of all persons present are considered before a decision
is taken.
7. Encourage the participation of the child and his or her parent, an appropriate
adult or a guardian in decisions concerning the child.
8. Determine the release or placement of a child.
A preliminary inquiry must be held in respect of every child who is alleged to have
committed an offence, except where the matter has been diverted by a prosecutor,
the child is under the age of 10 years or the matter has been withdrawn. The
preliminary inquiry must be held within 48 hours of arrest if a child is arrested and
remains in detention.
The preliminary inquiry is a multi-disciplinary process. The decisions should not be
taken by one person alone. Besides the police representative, prosecutor, probation
officer, the young person and his or her parent or guardian, lay or community
participation is recommended. Where possible the victim should be consulted in
keeping with the principles of restorative justice. All decisions should be monitored
to ensure consistency, accountability and effectiveness.
• Diversion
In line with the UN Convention on the Rights of the Child, the Beijing rules and other

66
international instruments, young people should be diverted from the criminal justice
system into programmes where this is appropriate. All cases should be considered
for diversion. Diversion is the channeling of prima facie cases away from the criminal
justice system on certain conditions.These conditions are usually the participation in
particular programmes and / or reparation where possible.
At present diversion services are rendered by NGO’s and Departments of Social
Development in the provinces.
Currently the decision to allow for diversion is made by the public prosecutor or
inquiry magistrate.
When making a diversion order, the magistrate, inquiry magistrate or child justice
court must identify a probation officer or other suitable person to monitor the child’s
compliance with the diversion order.
• Children’s Court inquiry
The Children’s Court should be central to the issue ofYouth Justice.At assessment it
will become clear if a child is in need of care and protection, and such children should
be referred to the Children’s Court.
• Custody whilst awaiting trial
There are circumstances where the release of a child is not immediately possible or
not possible at all. When it becomes clear that the child has no parent or guardian
or that such parent or guardian is unable or unwilling to take custody of the child, and
this situation is unlikely to change, a decision will have to be taken regarding the most
appropriate place for him or her to be held during the awaiting trial period.Taking into
account the age of the child, his or her particular needs and the seriousness of the
alleged offence, a decision must be taken regarding whether secure care is necessary.
Consideration must also be given to the ability of the family to visit the young person
during the awaiting trial period.
The decision to hold a young person in custody, even in a secure care facility must be
regularly reviewed by the presiding officer of the case, as circumstances may change.
A presiding officer may also order the detention of a child in a prison, if:
1. An application for bail has been postponed or refused or bail has been granted
but one or more conditions have not been complied with.
2. The child is 14 years or older.
3. The child is accused of having committed an offence referred to in Schedule
4. The detention is necessary in the interests of the administration of justice or
the safety or protection of the public or the child or another child in detention.
5. There is likelihood that the child, if convicted, could be sentenced to
imprisonment.
Where a child has been or is to be detained and placed in a child and youth care
centre or prison, the presiding officer at a preliminary inquiry or child justice court
must at every subsequent appearance of the child determine whether or not the
detention remains necessary and appropriate.
• Custody in a Secure Care facility
It is the responsibility of the secure care facility to provide daily care and supervision
to children ordered into their custody.
Upon arrival at the specific secure care centre, the child will be designated to his/her
living quarters by a social worker or child and youth care worker. The social worker
and care worker must assist the child in adjusting to the new environment. The child
will also be issued with the relevant clothing and toiletries.
The child will be expected to attend an orientation programme. The orientation
programme provides the following information:
1. Who their case manager is and information on access to the case manager.
2. Information regarding the centre’s expectations.
3. Information regarding the centre rules, their rights, their responsibilities and
resources available. (4 R’s)
4. Information on routines of the centre.
5. Information regarding their present placement and the plan for their immediate
future.
Children in need of health care, mental health care and occupational therapy will be
assessed by the relevant professional and receive the appropriate therapy.
The social worker must ensure that there is continuity of services and must conduct
a developmental assessment, as part of the multi-disciplinary team, and develop a
care plan and individual development plan. Individual and group therapy, by the social
worker, child and youth care worker, psychologist, occupational therapist and nursing

67
staff, is based on these plans. The plans must be reviewed regularly.
It is of utmost importance that there is ongoing interface between the residential care
facility and the probation officer. The probation officer must remain in contact with
the child, his/her family and the secure care centre. The probation officer therefore
forms part of the multi-disciplinary team and should attend the reviews of the care
plan.
The children will also be exposed to educational-, recreational-, sport-, religious- and
cultural programmes.
• Trial in Child Justice Court
Any child whose matter has been referred to the child justice court must appear
before a court with the requisite jurisdiction. A child justice court must apply the
relevant provisions of the Criminal Procedure Act relating to plea and trial of accused
persons.
• Sentencing
A child justice court imposing a sentence must request a pre-sentence report
prepared by a probation officer prior to the imposition of sentence.
The following sentencing options can be imposed:
1. Community-based sentences - A community-based sentence is a sentence
which allows a child to remain in the community.
2. Restorative Justice Sentences – A child justice court that convicts a child of an
offence may refer the matter to a family group conference, for victim-offender
mediation, or to any other restorative justice process which is in accordance
with the definition of restorative justice.
3. Fine or alternatives to fine.
4. Sentences involving correctional supervision.
5. Sentence of compulsory residence in child and youth care centre – This
sentence may be imposed for a period not exceeding five years or for a period
which may not exceed the date on which the child turns 21 years of age.
6. Sentence of imprisonment.
7. Postponement or suspension of passing of sentence.
• Sentenced to a Child andYouth Care Centre
It is the responsibility of the secure care centre to provide daily care and supervision
to children ordered into their custody.
Upon arrival at the specific secure care centre, the child will be designated to his/her
living quarters by a social worker or child and youth care worker. The social worker
and care worker must assist the child in adjusting to the new environment. The child
will also be issued with the relevant clothing and toiletries.
The child will be expected to attend an orientation programme. The orientation
programme provides the following information:
1. Who their case manager is and information on access to the case manager.
2. Information regarding the centre’s expectations.
3. Information regarding the centre rules, their rights, their responsibilities and
resources available. (4 R’s)
4. Information on routines of the centre.
5. Information regarding their present placement and the plan for their immediate
future.
Children in need of health care, mental health care and occupational therapy will be
assessed by the relevant professional and receive the appropriate therapy.
The social worker must ensure that there is continuity of services and must conduct
a developmental assessment, as part of the multi-disciplinary team, and develop a
care plan and individual development plan. Individual and group therapy, by the social
worker, child and youth care worker, psychologist, occupational therapist and nursing
staff, is based on these plans. The plans must be reviewed regularly.
It is of utmost importance that there is ongoing interface between the residential
care facility and the external social worker. The social worker must remain in contact
with the child, his/her family and the centre. The role of the external social worker is
to render reconstruction services to the family to ensure that the family is ready to
receive the child back into their care.
The children will also be exposed to educational-, recreational-, sport-, religious- and
cultural programmes.

68
The process map is attached as Annexure 3.
5.8.2 Specific roles and responsibility of service providers
1. Investigating officer
• Inform child of his/her rights
• Transport the child to the police station where he/she.
• Formally charge child
• Inform Parent about child’s arrest immediately and ask for proof of age.
• Inform the probation officer.
• If the child appears to have been injured take the child for medical attention
immediately.
• If the child has no proof of age, the child has to be taken to the district surgeon
for assessment.
2. Probation officer
• Conduct assessment of child at court and draft report
• Locate appropriate placement for the child
• Present report to court
• Forward the assessment report to the Centre (prior to the admission of the
child).
• Attend review of the Individual Development Plan.
2. Social worker (Centre)
• Admission of child to the Centre to assist the child in adjusting to the new
environment.
• Orientation of the child in terms of: (within 24 hours of admission)
o Orientation regarding the centre
o Centre rules
o Their rights and responsibilities
o Resources available
o Plan for their immediate future
• Initial assessment
o Explain the role of the Social Worker to the Child
o Determine the child’s background
o Inform the family about the child’s whereabouts if possible allows the child
to talk to the parent/guardian.
• Compile and IDP with other relevant role players
o Convene an MDT session.
o Determine the relevant program to be followed.
o Implementation and monitoring of the program (progress and Process
notes).
o Individual counselling
o As per request and circumstances.
o Keep process, progress note and case review report
• Facilitate group work
o Plan and facilitate group work session such as Life skills,Anger Management
etc.
• Facilitate Family Group Conferences
o Plan and facilitate FGC
• Outreach Programs/Awareness Program
• Attend forum meetings
• Link/refer the child with other resources such Legal Aid.
• Home visit/Cell visit
• After Care services
• Pre and Post court counselling
• Court appearances as guardian or character witness.
• Participate in unit meeting
• Capacity building
• Administrative duties
• Send a progress report to the Probation officer with recommendations.
• Disengagement - Children are provided with sufficient information regarding
their immediate future, their next placement, or the next step in their Care
Plan.
3. Child care workers
• Reception and admission of child to the dormitory to assist the child in adjusting
to the new environment.
o Verification of documents: J7, Body receipts, Assessment report, Birth
Certificates etc
o Attend to immediate needs. E.g. food, bath, clothing.
o Allocation to room.
o Observation and logging.
o Record admission in occurrence book and registers.
o Make telephonic contact with child’s family.( Inform them about child’s

69
admission)
• Orientation of the child to the centre.
o Explain what to expect- how centre is run.
• Assessment and IDP
o Attend the review of the IDP and Care Plan.
o 4-6 weeks after admission Care worker to compile report on his/her
observation and present this to MD team.
• Observation and logging (Child must be allocated to a specific care worker)
o Continuous observation and logging.
o Supervision of and daily care of children.
o Ensure that the child is safe at all times.
o Supervision and monitoring the behaviour, movement, and participation of
child in programs.
o Escort Child to external services .e.g. hospital, Psychologists etc
o Allocate clothing and toiletries on a regular basis.
o Organize Family visits and contacts.
o Co-ordinate disengagement activities. E.g. Fare well parties.
o Individual interviews with children in accordance with their IDP.
o Group sessions with children with similar needs in accordance with their IDP.
o Coordinate recreational (sport, art, play) programmes with children.
o Monitoring and reporting on damages, loss and all reportable incidents. E.g.
Sodomy.
o Control Care worker (Chief Care Worker) must refer some cases to the
Social Worker.
• Provide basic counselling to child.
• Preparation for court appearance.( Emotionally, Physically, Prepare food,
prepare clothes etc)
• Provide daily care of children.
• Disengagement
4. Doctor
• Medical assessment of all children within 24 hours of admission.
• Treatment of children if needed.
• Attend the review of the IDP and Care Plan.
5. Psychologist
• Psychological assessment of child within 72 hours if needed.
• Provide individual therapy for children if needed.
6. Occupational therapist
• Assessment of children presenting with developmental blockages.
• Individual therapy for children if needed.
7. Educators
• Provide education including vocational training to all children.
5.9 Out-sourcing
The management of secure care programmes has traditionally been one of the
functions that have been performed by the state only. However, since the crisis in this
service (1994), this service has been out-sourced.
Out-sourcing is an acceptable practice in the public service. Out-sourcing is sub-
contracting a service to a third party to deliver the service. The decision to out-
source is often made in the interest of lowering cost or making better use of time
and energy, or lack of special knowledge and expertise within the organisation, and
obtaining operational efficiency.
The intention of out-sourcing is not to permanently relinquish this function. Out-
sourcing has to be time bound and should not be seen as a permanent option for the
delivery of a service.
Within this context, more and more secure care programmes are currently being
out-sourced. Whilst the rationale for out-sourcing the secure care programme
is understood, the critical dimension of retrieval is not being considered by the
provincial departments. There is a pervasive misunderstanding that once a service is
out-sourced it should remain out-sourced.
In addition to this paradigm, no two provinces have the same approach to out-
sourcing services within secure care. This results in out-sourced programme having a
number of anomalies and very little synergy.The blueprint addresses these anomalies
with outsourced services within secure care in provinces.

70
An out-sourcing strategy should be developed with a plan to guide the process of
outsourcing and retrieval after an agreed upon period of time.
The outsourcing strategy will provide guidance in terms of:
• the period for which a provincial department can outsource the service;
• the type of capacity and systems needed to take over the management of a
provincial secure care programme;
• The period needed to build this capacity; and
• The process for retrieval of the programme from the service provider.
6. IMPLEMENTATION OF BLUEPRINT
6.1 IMPLEMENTATION FRAMEWORK
Implementation Framework
The key deliverables of this blueprint are contained in the implementation framework.
The framework includes high level strategies based on the priorities that have been
identified in the development of the blueprint.
Priority Area 1-Costing of the Blueprint
Priority Area 2-Communicate the Blueprint
Priority Area 3-A Strategy for the Blueprint
Priority Area 4-Organisational Development
Priority Area 5-Capacity building for the Blueprint
Priority Area 6-Transformation of Reform School
Priority Area 7-Outsourcing
These priorities need to be consulted on,accepted and refined.Once these strategies
have been accepted, then the national plan can be developed. However, this
programme is part of the Children’s Act 38/2005 and therefore must be aligned with
the end result statements outlined in the Monitoring and Evaluation System that has
been developed for the specific purpose of Evaluating the Act.
Once this is done, the provinces can develop their own provincial specific
implementation plans.
However, whilst the same programmes take place at provincial level, there is no
clear person responsible for this programme. There are coordinators for probation
services, and as we have found out, are not responsible for co-ordinating the service
at secure care facilities. This will have to be managed to ensure implementation of
the blueprint.
Three critical issues that are key to the monitoring and evaluation process are that
the activities are the responsibility of groups and of role-players. Therefore the
responsibility and accountability is identified before implementation can take place.
The activities then become the responsibility of the person who is accountable. The
strategies and activities must form part of the individual’s operational plan, therefore it
is their responsibility to identify these activities. This does allow one to measure value
realisation of the project at any point in time. And lastly having a deliverable identified
will allow the department to track the activities by the milestones and targets.
The Programme Manager must be appointed by the Department to oversee the
implementation of the blueprint. She/he must develop a business case to be used for
the measurement of value versus the blueprint versus the time frame. She /He will
also be responsible for the co-ordination and integration of all role-players.
Project Managers are then appointed by their Principals in conjunction with the
Programme Manager after consultation with the key owners of the processes.
Each province must identify the position that will take the responsibility to manage the
implementation of the blueprint. They will be responsible for the implementation of
their designated programmes in line with the project plan. They must be supported
by their team members centres.
The Programme Manager together with the designated project managers will form the
project team. Each of the project team members will be responsible for a deliverable
or a set of deliverables.
It is imperative that the deliverable be incorporated into the individual performance
plans and consolidated into the annual performance plan of the Department.
Reporting to the project team will take place on a monthly basis and on the Annual
Performance plan, on a quarterly basis.
The co-ordinator will repeat the process at a provincial level and implement the
project at that level following the same process outlined.

71
As this project was guided by the forum for Secure Care facilities, it is suggested that
it become the steering committee and the reports be made to this committee.
7. MONITORING AND EVALUATION
In order to monitor and evaluate the blueprint, a project management methodology
is suggested. Project management is defined as“a complex effort to achieve a specific
objective within a schedule and budget that typically cuts across organisational lines, is
unique and is not normally repetitive”. (Cleland and King 1983)
Project management allows one to plan, organise, control and lead activities so that
the project is completed successfully in spite of the difficulties and risks. Furthermore
the discipline allows one to foresee and predict as many of the changes and problems
in a project as possible. The blueprint needs such a discipline that allows one to track
continuously. With the advent of technology,the tracking of projects and therefore the
management of complex problems is made much easier. A project plan to monitor
the implementation of the blue print will be developed as part of the finalization of
this project.
8. CONCLUSION
The blueprint attempts to provide an important tool that can be utilised to guide the
implementation of a comprehensive model for secure care in South Africa. There
has been major improvement in the care and protection of children awaiting trial,
and large amounts of resources have been made available for this purpose. The
Department of Social development and its provincial counterparts have made the
service more accessible to many more children.
Huge strides have been made since 2000,in transforming the service,but as a Country
there are many areas that still need improvement. The accommodation in most cases
cannot be faulted, the care in terms of meeting basic needs has improved. However,
the actual provision of services is not in accordance to the ethos of service delivery,
the principles and rights of children. Furthermore, the programme is currently not
effective and efficient and geared towards the developmental needs of children
awaiting trial.
The blueprint should be seen as the second phase of the transformation process.
It clearly defines the concept of secure care in South Africa in order for all role-
players to have the same understanding, as well as translate the mandate of the
Department in terms of inter-national instruments, legislation and policy in a coherent
manner. It outlines the fundamentals that need to be in place when a secure care
programme is planned. The blueprint goes as far as putting down the dimensions
for both the buildings and the site necessary for building of such a programme. It also
puts forward the norms and standards that will monitor and evaluate service delivery
much easier. It is therefore important to use this document as the basis for the further
transformation, standardisation and improvement of services to children contained in
secure care centres.
The challenge however lays in the implementation and will of the leadership to make
the programme a success.
9. APPENDICES
9.1.APPENDIX 1: Movement of Children within the Centre
9.2.APPENDIX 2: Proposed organisational structure
9.3.APPENDIX 3: Proforma organogram
9.4.APPENDIX 4: Child Justice Process map
9.5.APPENDIX 5: Natioanal Office Chief Directorate Organogram

72
APPENDIX 1: Movement of Children within the Centre
Dining Hall
Dormitory
Dormitory Dining Hall
Dining Hall
Dormitory
School and
Workshops
Sports field

73
APPENDIX 2: Proposed organisational structure

74
APPENDIX 3: Proforma organogram
•
Centre Manager
Secretary
Corporate
Services
Professional
Services
Child & Youth Care
Services
Human
Resources
Finance & SCM Auxiliary /Admin
Support
ICT/IMS Registry
Services
Risk
Management
State Account
HRM
HRD
Labour Relations
Transport
Laundry
Security
Cleaning
Garden service
Catering
Maintenance
•Assistant social Manager
•Supervisory level
•Social workers
•S/W Auxiliary
•
Health Service
Professional
Nursing
Nursing manager
•
Nursing Assistant
•OT
•OT assistant
CYCW Supervisor
CYCW Team leader
CYCW Senior
CYCW
CYCW
CYCW

76

77
CorporateServices
Human Resources
HRM
HRD
Labour Relations
Finance and SCM
State Accountant
Risk Management
ICT/IMS Registry
Services
Auxiliary/Admin Support
Transport
Laundry
Security
Cleaning Services
Garden Services
Catering Services
Maintenance

78
APPENDIX 4: Child Justice Process map

79
APPENDIX 5: National Office Chief Directorate Organogram

80
PART THREE
Minimum norms and standards with practise guidelines
for Child andYouth Care Facilities/Secure care

81
Table of Contents
1.Legislative framework 82
1.1Compliance with legislation and policy 82
Norms and standards 82
Practice guidelines 83
Service development 84
2. Infrastructure 84
3. Security 92
4. Out-sourcing 94
5. Maintenance 95
6. Organisational Development 95
6.1 Assessment of the Environment 95
7. Occupational Health Issues 96
8. Community Participation 98
9 Resources 99
9.1Human Resources 99
10. Professional services 106
11. Management and Leadership 107
12. Stock 110
Organisational enablers 113
13.Administration and management systems 113
14. Information Management 119
15.Services to beneficiaries 121
15.1 Caring environment 121
16.Transitional Planning 122
17. Programmes 125
Ethos of services 130
18. Children’s Rights 130
19.Transversal areas 133
19.1 Monitoring and Evaluation 133

82
Minimum norms and standards with practise guideline for secure care/ Child and youth care centres
The norms and standards for practice, as identified in the Norms and Standards for Developmental SocialWelfare Services, are considered to be relevant unless otherwise stated.
Legislative framework
1. Compliance with legislation and policy
All residential care programmers for children should be registered with the appropriate authorities.
Norms and standards
Ref No Norms Reference Standards
1.1 All secure care programmes should comply with
applicable legislation.
Children’s Act (No 38 of 2005) All secure care programmes should be registered under section 197 of the
Children’s Act (No 38 of 2005) as amended.
1.2 The facility must comply with the prescribed policy
(Blueprint).
Informed by practice and consultation at workshops • The facility must comply with the elements of the Blueprint.
• The facility must comply with the Norms and Standards as
determined by the National Department of Social Development.
1.3 The facility must comply with the Health and Safety
Act.
Informed by practice and consultation at workshops All the areas identified by the Health and Safety Act are in place, i.e.
• Emergency plans
• Fire-exits
• Availability of fire extinguishers and hoses
• Appointment of Health and Safety officers
• Availability of first-aid kits
• Personnel are trained in first-aid
• Universal precautions are upheld
• Pool safety
• Pest control
• Refuse disposal
1.4 All secure care facilities must comply with design
principles.
Informed by practice and consultation at workshops All secure care centres are built according to the specifications.
1.5 The service provided at secure care centres must be
aligned to the Disability Policy.
Constitutional Imperative Disability White Paper The Centre is equipped to manage disabled children and staff.

83
Practice guidelines
1.1 All secure care programmes should
comply with applicable legislation.
• Develop prescribed registration format and the system
for registration.
• Ensure that the provinces register the secure care
programmes.
• The register to reflect the profile of the centres and the
programmes available.
• Maintain the database for registered secure care
programmes.
• Annually update the database for registered secure care
programmes.
• Application for registration or renewal of registration in terms of
section 196(4) must be completed on Form 48.
• An application should be lodged with the Provincial Head of Social
Development in terms of section 199.
• Follow up progress on the application every 6 months with the
provincial office.
• The registration certificate must be displayed within the centre.
• Any change in the circumstance of a secure care facility (e.g. change
in capacity) must be reported to the provincial office of Social
Development and the registration certificate amended.
1.2 The facility must comply with the
prescribed policy (Blueprint).
• Prescribe policy (Blueprint)
• Develop a system to ensure compliance with the norms
and standards.
• Develop a strategic plan and implementation plan
according to priority areas and timeframes.
• Communicate policy to provinces.
• Monitoring and evaluation of the implementation of the
policy.
• Develop a costing model for secure care facilty.
• Provide support to each province during the
implementation process.
• Every secure care facility must determine whether they are in line
with the Blueprint.
• Develop plan of action to ensure alignment to Blueprint.
• Every secure care centre must determine whether they are in line
with the Norms and Standards.
• Develop a strategy to ensure alignment with the norms and standards.
• Develop plan of action to ensure alignment to norms and standards.
1.3 The facility must comply with the
Health and Safety Act.
• Identify applicable sections for secure care facility in the
Health and Safety Act.
• Prescribe the minimum Health and Safety compliance for
with the minimum Health and Safety prescriptions.
• Develop plan of action to ensure alignment to the Health and Safety
Act.
1.4 All secure care facilities must comply
with design principles.
• Design principles must be prescribed by the strategic
planning directorate of the national department of social
development.
• The National Department of Social Development must
make available a set of blueprints to all provincial HOD’s.
• Monitoring and evaluation of the building of the centre.
• Communicate design principles to provincial departments.
• Develop a costing framework to build secure care centres
in line with the design principles.
• Provide support to each province during the building of
the facility.
• All secure care facility must be built according to the design principles
as determined by the National Department of Social Development.
• The HOD must ensure that all provincial directorates responsible for
a Child and Youth Care programme familiarize themselves with the
content of the Blueprint.
• The provincial directorates must customize the Blueprint and
develop their own practice guidelines.
with the Blueprint.
• Develop plan of action to ensure alignment to Blueprint.

84
1.5 The service provided at secure
care facility must be aligned to the
Disability Policy.
• Prescribe all elements for compliance with the disability
policy.
• Monitor the implementation of the prescribed elements.
• Develop recognition system for compliance to the
disability policy in conjunction with the Directorate:
Disability.
• Every secure care facility must determine, together with the
provincial directorate of disability, whether they are in line with the
prescriptions of the Disability Policy.
• Develop plan of action to ensure alignment to the Disability Policy.
• Provincial Disability Directorate must monitor progress.
Service development
2. Infrastructure
The infrastructure of a residential facility must be of a child friendly nature as well as meet the elements of safety, functionality, durability and aesthetically pleasing.
Norms and standards
2.1 The service provided at secure care facilities must
be aligned to infrastructure prescriptions. (Blueprint)
Informed by practice and consultation at workshops • All secure care centres are built according to the specifications.
2.2 The centre should provide for independent living
equipment.
Informed by practice and consultation at workshops The programme must be accessible to able, as well as disabled persons.
2.3 The facility should provide for emergency equipment. Informed by practice and consultation at workshops • There must be an emergency exit in all living areas.
• Evacuation plan well displayed
• Fire exits are clearly marked and are visible.
• Sufficient fire extinguishers and fire hoses are available within all
buildings, as well as the outside premises, and are regularly serviced.
• The infrastructure should provide for a heating system and backup
systems.
• The infrastructure should provide for an emergency generator that
is functional and serviced regularly.
• The generator should supply electricity to designated areas i.e.
sickbay (critical medical equip), dormitories (lights), kitchen, admin
offices and control room.
• The infrastructure should provide for emergency water supply either
through a reservoir, tank or borehole.

85
2.4 The environment and milieu in the living
quarters should be of such a nature that
children and staff are safe and comfortable.
Inter-sectoral Policy on the
Transformation of the South African
Child andYouth Care System
• Each child must have his/her own demarcated personal space within the living quarters.
• Each child has his/her own sturdily constructed bed
• The beds should be made of steel and, bolted to the floor.
• Mattresses must be at least 15cm thick, must be covered in fire-proof material and made
from high-density foam.
• Steel bedside lockers must be provided.
• Washing lines must be provided outside living quarters for personal laundry.
• The lounge/TV room must provide comfortable seating arrangements for 22 children for
group activities.
• The lounge/TV room must provide desks and chairs for 22 children to complete their
homework.
• Tinted, break resistant glass should be installed in all windows.
• As far as possible furniture and finishes must be fixed and immovable.
2.5 The resources in the kitchen and dining
room should ensure the safe and hygienic
preparation of food.
Informed by practice and consultation
at workshops
• The floors should be functional, non-slippery and comply with environmental health
standards.
• The kitchen must provide for:
o 4-plate industrial stove with oven and extractor
o Deep fryers
o Microwave ovens
o 1x Hydro boils
o Boilers
o dishwasher
o Water coolers
o industrial food processors
o Bain-maries with inserts
o children serving trays
o industrial serving trays
o Serving trolleys
o Fridges
o Freezers
• The walk-in cold room equipped with shelves and storing pellets.
• The pantry and dry-store should be equipped with cupboards and shelves.
• In accordance with environmental health standards, the following equipment must be
provided:
o Fire extinguishers
o First aid kits
o Fly screens
o Mounted hand basins with soap dispenser
o Paper hand towels or dryers
o Purple light

86
2.5 • The walk-in cold room equipped with shelves and storing pellets.
• The pantry and dry-store should be equipped with cupboards and shelves.
• In accordance with environmental health standards, the following equipment must be
provided:
o Fire extinguishers
o First aid kits
o Fly screens
o Mounted hand basins with soap dispenser
o Paper hand towels or dryers
o Purple light
• The supervisor’s office should be equipped with a desk, chairs and cupboards.
• The staff change rooms must be provided with lockers, showers and toilets.
• The following eating utensils must be supplied:
o Plates
o Cups
o Side plates
o Soup/cereal bowls
o Cutlery – spoon, knife, fork and teaspoon for each child
• 25% extra eating utensils should be available upon need.
• Crockery should be made from melamine.
• The tables in the dining room should be stainless steel frame, covered with fiberglass and
mounted to the floor.
• The chairs in the dining room should be stainless steel frames covered with fiberglass and
mounted to the floor.
• The dining room should have either curtains or blinds.
• A demarcated area for refuse disposal.
2.6 Adequate laundry facilities. Informed by practice and consultation
at workshops
• The laundry should be fully equipped with:
o Industrial washing machines
o Tumble dryers
o Shelves
o Sorting tables
o Ironing tables
• The supervisor’s office should be provided with a desk, chairs and cupboards.
• The staff change rooms must be provided with lockers, showers and toilets.
• The storeroom should provide shelves for chemicals and detergents.

87
2.7 The environment and resources at the
administration block should be of such a
nature that personnel are empowered to
perform their tasks effectively.
Inter-sectoral policy on the
transformation of the SA child and
youth care system (May 2000)
• The facility should be equipped with IT and telephone infrastructure.
• At least one independent telephone line and 1 switchboard facility.
• The following furniture and equipment should be available in every office:
o A desk
o Chairs
o Cupboards
o Computers and printers with access to the Internet.
o Curtains or blinds.
• The following equipment must be available:
o Fax machine
o At least 1 commercial grade photocopier for bulk photocopies
o Each centre should have 1 laptop with 3G connection
o 1 data projector per facility
• Access to cellular telephones to senior management.
• Curtains or blinds in every office
2.8 The environment and resources for the
occupational therapist should be of such
a nature that he/she is empowered to
at workshops
• Tables and chairs should be provided for therapy rooms.
• OT equipment should be provided for OT.
2.9 The facility has an adequate supply of
recreational equipment.
at workshops
• The following equipment must be available for leisure activities:
o Board games
o Pool tables
• Children have access to the following equipment for exercise:
o Boxing facility
o Punching bag
o Weights
o Treadmill
o Exercise bicycle
o Scale
o Table tennis
• The flooring of the in-door recreational facilities must be marked for games, e.g. Basket
ball court.
• Children have access to the following equipment for recreational purposes:
o Soccer-, rugby-, netball- and basket balls
o Baseball balls and bats
o Cricket sets
• All children must have swimming capabilities.
• Life jackets should be provided to children who cannot swim.
• Adhere to municipal by-laws with regards to pool safety.

88
2.10 Adequate medical equipment. Informed by practice and consultation at workshops • The examination room must be fully equipped with functioning medical
and emergency equipment and an examination table.
• The following furniture and equipment should be available in the
examination room:
o A desk
o Chairs
o Cupboards
o Computer and printer with access to the Internet.
• A lockable medication room must be provided, equipped with the
necessary equipment, inclusive of a fridge and serialization equipment.
• The sick bay must be equipped with adequate beds.
• The isolation room must be equipped with adequate beds.
2.11 Comfortable visiting areas. Informed by practice and consultation at workshops • The visiting areas should be equipped with comfortable chairs and tables.
• Curtains or blinds in every office.
2.12 Comfortable accommodation for families Informed by practice and consultation at workshops • The rooms should be equipped with beds, chairs and cupboards.
• Bright curtains should be provided.
2.13 Library and resource centre. Informed by practice and consultation at workshops The library and resource centre should be equipped with shelves.
2.14 Appropriate educational and skills
development facilities.
Informed by practice and consultation at workshops • The classrooms must be equipped with adequate desks and chairs.
• Workshop facilities must be fully equipped.
• Extractor fans in all workshops
• Tables, chairs and computers must be provided to accommodate 20
children in the computer training room.
2.15 Official transport. Informed by practice and consultation at workshops • At least 2 official vehicles must be provided per 50 children.
• At least one minibus must be available.
• At least one bakkie must be available per centre.
• Buses should be rented when needed.

89
Practice guidelines
Ref No Norm National guidelines Provincial guidelines
2.1 The service provided at secure care facilities
must be aligned to the prescriptions of the
infrastructure (Blueprint).
• Define and prescribe the minimum
requirements for the infrastructure.
• Communicate the minimum requirements
for the infrastructure to provincial
departments.
• Monitor the implementation of the
prescribed requirements.
• Every secure care facility must determine, whether they are in line with the
prescriptions of the infrastructure.
• Develop a plan of action to ensure alignment.
• Cost the refurbishment to the facility.
• Align budget to include cost of refurbishing.
2.2 The facility should provide for independent
living equipment.
Refer to 1.5
2.3 Library and resource centre. • Define and prescribe the minimum
requirements for emergency equipment.
for the emergency equipment to provincial
departments.
prescribed requirements emergency
equipment.
• Evacuation plan is practiced regularly with the children and staff.
• Every secure care facility must undertake an audit to determine whether
the infrastructure provide for emergency water supply.
• There must be consistency in the water flow.
2.4 The environment and milieu in the living
quarters should be of such a nature that
children and staff are safe and comfortable.
• Define and prescribe the environment and
milieu in the living quarters.
• Communicate the prescribed environment
and milieu in the living quarters to provincial
departments.
• Each child must have his/her own demarcated personal space within the
living quarters.
• Each child has his/her own sturdily constructed bed
• The beds should be made of steel and, bolted to the floor.
2.5 The resources in the kitchen and dining
room should ensure the safe and hygienic
preparation of food.
• Define and prescribe the resources available
at the facilities.
• Communicate the prescribed resources to
provincial departments.
prescribed resources
• Meet the requirements of the Department
of Health
• Each facility should determine the number of appliances in terms of their
own requirements and according to the number of children the facility will
accommodate.
• Crockery and cutlery should be counted after every meal.
• Bright curtains or colourful blinds
2.6 Adequate laundry facilities. • Define and prescribe the resources available
in the laundry.
Each facility should determine the number of appliances in terms of their
own requirements and according to the number of children the facility will
accommodate.

90
2.7 The environment and resources at the
administration block should be of such a
nature that personnel are empowered to
in the administration block.
• One independent telephone line for the centre manager.
• Bright curtains should be provided.
2.8 The environment and resources for the
occupational therapist should be of such a
nature that he/she is empowered to perform
their tasks effectively.
to the occupational therapist.
Resources required for OT service:
• Educational charts
• Reading books
• Pegboards
• Threading beads
• Musical Instruments
• Finger fun, Art work (Pencil crayons, waxes, colouring books, glue, play
dough), hoola -hoops, building blocks, Straws,Trampoline, puzzles.
2.9 The center has an adequate supply of
recreational equipment.
for recreational purposes.
• A structured sport programme must be developed.
• Access to the in-door facilities must be structured according to groups.
• Exercise equipment may only be used under supervision.
• Each child must be orientated in terms of the use of the equipment.
• Swimming capabilities for each child must be assessed.
• Swimming lessons must be provided.
• Pool can only be used under supervision
• Swimming must form part of the structured recreational programme.
2.10 Adequate medical equipment. • Define and prescribe the minimum
departments.
2.11 Comfortable visiting areas. • Define and prescribe the minimum
departments.

91
2.12 Comfortable accommodation for families • Define and prescribe the minimum
departments.
2.13 Library and resource centre. • Define and prescribe the minimum
departments.
2.14 Appropriate educational and skills
development facilities.
• Define and prescribe the minimum
departments.
2.15 Official transport. • Define and prescribe the minimum
departments.

92
3. Security
Security services should create a safe environment in which children are protected from physical harm, or threat of harm, from self and others in a non-intrusive manner.
Norms and standards
3.1 A safe and secure environment for the
containment of children in conflict with the
law.
Costing of the children’s strategic plan and
framework
• All facilities must have two “walls”. One is the perimeter wall and one
contains the centre.
• CCTV installed inside the centre, and on the outside at strategic places.
• Accessed to the facility by means of a centralised access point.
• The central access point must have metal detectors and parcel scanners.
• The following security measures are in place to prevent children from
absconding/escaping from the programme:
o Walled or fenced in.
o Security gates.
o Burglar bars
o CCTV cameras
3.2 A safe and secure environment is maintained
in and around the facility.
Minimum norms and standards for inpatient
treatment centres.
• Secure perimeter control measures are in place.
• Central point to access living quarters.
• Amenities such as the living quarters, dining room, out-door recreational
facilities and educational block are closed off from each other and are only
accessible through a separate access point for control and security.
• Children, visitors and staff must be informed of searching practices and
consent to them.
3.3 The centre has mechanisms and procedures
to regulate and monitor any searching of the
children for weapons or substances in a rights-
sensitive manner.
Minimum norms and standards for inpatient
treatment centres.
• The bodily integrity of children and their visitors may not be violated by
routine or unauthorized bodily searches.
• Bodily searches on children may only be conducted by a personnel
member of their own gender.
• All searching of private belongings and parcels may only occur in the
presence of the child.
• All illegal substances and weapons should be immediately confiscated and
disposed of in accordance with relevant legislation.
• The centre is declared as a dangerous weapon and drug-free environment.

93
Practice guidelines
3.1 A safe and secure environment for the
containment of children in conflict with the
law.
• Define and prescribe a safe and secure
environment.
• Communicate the prescribed the
requirements to the provincial departments.
• See prescriptions from national department.
• Conduct an audit to ensure a safe and secure environment, which is in line
with the design principles.
• Develop a plan of action to ensure a safe and secure environment, which
is in line with the design principles.
• Cost the plan of action.
• Align the budget to include the refurbishment to the facility.
• The central access point must have metal detectors and parcel scanners
are manned by a security official.
• CCTV to be monitored by security staff 24/7.
• Security personnel are stationed at the central access points of the facility
for access control and
• Video surveillance
• Children must be managed according to the flow of their daily routine.
(See pg 105 of the Blueprint for the flow diagram.)
3.2 A safe and secure environment is maintained
in and around the facility.
See norm on “out-sourcing”. • Appointment of competent security personnel
• Security personnel must be orientated in all security measures
• Security personnel must be orientated in the maintenance of control
measures
• If security is contracted out, security stipulations as prescribed by the
norms and standards must form part of the contract
3.3 The facility has mechanisms and procedures
to regulate and monitor any searching of the
children for weapons or substances in a rights-
sensitive manner.
• Define and prescribe the mechanisms to
regulate and monitor searches.
• Communicate the prescribed mechanisms
to regulate and monitor searches resources
to provincial departments.
prescribed mechanisms to regulate and
monitor searches.
• Compliance with prescribed mechanisms to regulate and monitor searches.
• Bodily searches must be conducted in the presence of two adult personnel
– one person conducting the searches and the other to observe that the
rights are upheld.
• Searches may only be conducted by professional or accredited personnel.

94
4. Out-sourcing
Out-sourcing of services within secure care should be practiced with the understanding that provinces retain accountability and responsibility for service provision to children in
conflict with the law.
Norms and standards
4.1 Out-sourcing of part of services within secure
care, or complete services within secure care,
is an acceptable practice in Government.
• Department of Social
• Development Policy on Financial Award to
Service providers
• Tender process according to supply chain management policy.
• A timeframe of not more than 5 years with a maximum period of 8 years
before the province retrieves the service.
• The building of capacity to manage the service must take place within 5
years of out-sourcing the service.
• Standardised service level agreements.
• Cost must be according to the costing model.
• Centre manager to manage contract.
Practice guidelines
4.1 Out-sourcing of part of services within secure
care, or complete services within secure care,
is an acceptable practice in Government.
• Develop strategy and criteria for out-
sourcing services within the secure care
programme.
• Align criteria with the costing model.
• Develop a proforma service level
agreement.
• Communicate strategy, criteria and
agreement format to provinces.
• Monitor implementation.
• Apply strategy and criteria for out-sourcing services within the secure care
programme.
• The costing model must inform the out-sourcing.
• Apply prescribed service level agreement.

95
5. Maintenance
The building, infrastructure and all household equipment should be maintained and kept in good working order. The landscape and gardens must be cared for, neat and
aesthetically pleasing at all times.
Norms and standards
5.1 Well maintained centre grounds. Blue print Regular maintenance of lawns and gardens.
5.2 Well maintained buildings. Blue print Buildings should be regularly painted.
5.3 Household maintenance must be the
responsibility of the centre.
Blue print Broken furniture, windows, ablution facilities, doors, fencing and burglar
bars etc. should be tended to immediately.
Practice guidelines
5.1 Well maintained centre grounds. Monitor implementation Appointment of a dedicated gardener or garden service.
5.2 Well maintained buildings. Monitor implementation Develop working agreement and –relationship with Department of PublicWorks.
5.3 Household maintenance must be the
responsibility of the centre.
Monitor implementation Appointment of dedicated maintenance personnel or service provider from the
community.
6. Organisational Development
6.1 Assessment of the Environment
This refers to any assessment of the Social Environment to identify the need for the establishment of additional secure care centres.
Norms and standards
6.1 Determine the need for the establishment of a
secure care programme.
Norms and Standards:
Developmental Social
Welfare Services
• Research should be conducted to estimate the demand for a secure care facility.
• A feasibility study must be conducted.
• Research results must inform the development of policies and guidelines.

96
Practice guidelines
6.1 Determine the need for the establishment of a
secure care programme.
• Undertake environmental scan to determine
trends in crime at least once a year.
• Communicate the outcome to provinces.
• Undertake research study to determine need.
• Undertake feasibility study to determine need.
• Plan for the establishment of the new programme.
7. Occupational Health Issues
The facility must comply with all occupational health legislation in the pursuance of their functions, and ensuring the safety of the children.
Norms and standards
7.1 All reasonable provisions are made to ensure
that children and personnel are safe from the
risk of fire, accidents, and other hazards.
Informed by practice and consultation at workshops • All equipment, infrastructure and buildings should be safe for the children.
(type of light fittings, doors, windows, mirrors)
• Emergency plans are documented, up-to-date and regularly tested.
• Fire exits are clearly marked and are visible.
• Sufficient fire extinguishers and fire hoses are available within all buildings,
as well as the outside premises, and are regularly serviced.
• Management of keys (should not be harmful to children)
• Emergency release buttons for doors
• Sufficient health and safety officers should be appointed.
• Sufficient and appropriately resourced first-aid kits should be available.
that children are safe when making use of the
pool.
Informed by practice and consultation at workshops • The pool may only be used under supervision of a personnel member
who can swim.
• A trained life saver should be on duty when children are swimming.
• Pools should be covered with safety nets when it is not in use.
• The pool should be securely fenced off from the other recreational
facilities.
• Children, who cannot swim, must be taught how to swim.

97
that personnel are safe.
Informed by practice and consultation at workshops • Personnel should be provided with panic buttons for use in emergencies.
• Sufficient personnel should be trained in restraint measures.
• All personnel, working shifts, should be trained in self defense as they leave
their homes and the centre at dangerous times.
that the whole facility is safe.
Informed by practice and consultation at workshops • Access into the centre must be controlled.
• See points 18 and 3.3
• Generator house must be locked and secured.
• Generators to be tested and recorded once a week (off load an on load)
• All DB Boards must be locked
7.5 The facility should have access to refuse
disposal services or other adequate means of
disposal of refuse generated at the facility.
Informed by practice and consultation at workshops • Where possible refuse should be disposed of according to municipality
regulations
• Waste disposal methods should be safe and covered.
• Waste should be kept out of reach of children.
• Waste disposal areas should be disinfected regularly.
• Pest control service must be rendered regularly.
Practice guidelines
that children and personnel are safe from the
risk of fire, accidents, and other hazards.
• Develop policy framework for emergency
procedures
• Communicate the policy to the provincial
departments.
• Monitor the implementation of the policy.
• Customise national policy for emergency procedures.
• Evacuation plan must be developed.
• Evacuation plan well displayed at all exits and control points.
• Emergency drill is practiced regularly with the children and staff.
• Sufficient health and safety officers must be appointed
• Staff and children must be trained in universal precautions.
• Health and safety officers must be trained to manage emergency
situations.
• All staff must be trained in dealing with emergencies.
• All personnel must be trained in first aid.
• Emergency numbers must be clearly displayed.
• Numbers of personnel on standby must be clearly displayed.
• Inform the manager on duty of any emergency.
• The centre manager, together with the provincial counter-part, must
inform the parents of the injury or death of a child. (also see point 13.5
– reporting of incidents)

98
7.2 The safety of children must be guaranteed
when making use of the pool.
• Develop policy framework for safety
measures.
departments.
supervision of a personnel member who can swim.
• A trained life saver should be on duty when children are swimming.
• Pools should be covered with safety nets when it is not in use.
• The pool should be securely fenced off from the other recreational
facilities.
• Children, who cannot swim, must be taught how to swim.
7.3 The safety of personnel is assured. • Develop policy framework for safety
measures.
departments.
• Personnel should be provided with panic buttons for use in emergencies.
• Sufficient personnel should be trained in restraint measures.
• All personnel, working shifts, should be trained in self defense as they leave
their homes and the centre at dangerous times.
that the whole facility is safe.
• Access into the centre must be controlled.
• See points 18 and 3.3
• Generator house must be locked and secured.
• Generators to be tested and recorded once a week (off load an on load)
• All DB Boards must be locked
7.5 Management of refuse disposal methods must
be safe and contained.
• Develop policy framework for the
management of refuse disposal methods.
departments.
• Where possible refuse should be disposed of according to municipality
regulations
• Waste disposal methods should be safe and covered.
• Waste should be kept out of reach of children.
• Waste disposal areas should be disinfected regularly.
• Waste should be disposed of in a demarcated area.
• Pest control service must be rendered regularly.
8. Community Participation
Secure care centres should become centres where children, youth and families from the surrounding communities can access a variety of programmes and resources on a daily,
weekly, or ad hoc basis.
Norms and standards
8.1 Communities have the right to participate in
the affairs of the centre.
Draft regulations under the Children’s Act. • A governance structure is a requirement for secure care centres in terms
of section 208(2)(a) of the Act.
• Children, youth and families from the surrounding communities have
access to the facility.
• Children, youth and families from the surrounding communities

99
Practice guidelines
8.1 Communities have the right to participate in
the affairs of the centre.
• The fair and equitable process for the
appointment of board members must be
prescribed.
• The terms of reference (composition,
structure, functions) for the management
board must be developed and prescribed.
• The terms of reference (composition,
structure, functions) children’s forum must
be developed and prescribed.
• Communicate the terms of reference
for the children’s forum to the provincial
departments.
• Monitor implementation of the terms of
reference for the children’s forum.
• A proforma founding document/
constitution for governance bodies must be
developed.
• The members of the management board must be appointed according to
the process as prescribed by national department.
• Only the MEC or a delegated officer may appoint board members.
• The management board must be representative of all stakeholders,
including the community.
• The Management Board must be constituted according to the constitution
or founding document
• A Children’s Forum must be established as a sub-structure of the
Management Board.
• A representative of this sub-structure must be appointed on the
management board.
• Provide regular reports to the management board.
• Provide regular statistics to the management board.
• The manager of the child and youth care centre, the social worker and
a nominated child and youth care worker, have ex officio status on the
governance structure.
9. Resources
9.1 Human Resources
At every level there will be appropriately trained personnel who will provide an integrated, innovative, effective, ethical and child-friendly service within a developmental culture/
climate. Personnel will be committed to and model a developmental approach and they will value diversity of theory, strategies and programmes.There will be sufficient personnel
at all levels; they will value and practice an inter-sectoral and team approach and because they value human resources they will give a high priority to continuous formal and
informal professional and self development.
Norms and standards
9.1 The management of the secure care
programme must be according to an entity
approach.
Informed by practice and consultation at workshops • The programme is completely self sufficient in terms of staffing,budget and
decision making.

100
9.2 The staff establishment must be according to
the proforma organogram.
Informed by practice and consultation at workshops • The staff establishment should consist of professional, semi professional
and support staff.
• The staff establishment should provide for a dedicated centre manger.
• The staff establishment should provide for middle management staff for
every unit.
• The staff establishment should provide for a center manager secretary.
• The staff establishment should provide for finance personnel.
o 1 senior admin officer (L8)
o 1 assistant (L6)
o 3 procurement clerks
• The staff establishment should provide for administrative personnel.
o 1 receptionist
o 1 registry clerk
o 3 laundry aids
o 1 driver/admin
o 1 general factotum
o 1 admission officer
o 1 Finance officer
o 1 human resources officer
o 1 transport officer
o 1 procurement officer
• The staff establishment should provide for social workers.
• The staff establishment should provide for nursing personnel (24/7).
• The staff establishment should provide for child &Youth Care Workers.
• The staff establishment should provide for a child and youth care worker
specializing in sport. (sport manager)
• The staff establishment should provide for maintenance staff.
• The staff establishment should provide for contracted cleaning staff.
• The staff establishment should provide for a sessional medical doctor.
• The staff establishment should provide for a sessional psychologist.
• The staff establishment should provide for contracted security staff.
9.3 The staff management ratio must be in line
with the proforma organogram.
Regulations under the Children’s Act • Documented policy and procedures supervision.
• 1 supervisor (L9/10) per 6 social workers.
• Child and youth care workers must be supervised by a trained senior child
and youth care worker.
9.4 The case management ratio must be according
to the generic norms and standards as
contained in theTCYCS.
TCYCS • 1 social worker per 30 children
• 1 child care worker to 8 children for day shift.
• 1 child care worker to 20 children for night shift
• One psychologist per 60 children.

101
9.5 Persons not permissible to work with children. Children’s Amendment Act 2007. • Persons posing a risk to the safety of children should not be permitted to
work in secure care centres.
• Persons convicted of murder, attempted murder, rape, indecent assault or
assault with the intent to do grievous bodily harm is unfit to work with
children.
• No person who’s name appear in Part B of the Child Protection
9.6 Staff must be managed according to
management practices.
National Norms and Minimum Standards for
Home and Community Based Care (HCBC) and
Support Programme
• A comprehensive human resource management policy.
o A procedure for recruitment,selection,engagement and disengagement
of personnel is in place.
o Written documentation that outlines recruitment, job descriptions,
code of conduct and exit strategies for all personnel must be in place.
o All personnel have written job descriptions and signed contracts that
are regularly reviewed by management.
o A comprehensive orientation programme is in place.
o A comprehensive induction programme is in place.
o Lines of accountability and responsibilities are documented and clear.
o Documented disciplinary policy.
o Documented policy and procedures in place for rules, code of conduct
and ethics.
o There is documented policy and procedures in place for staff grievances.
o Documented policy for conditions of services.
9.7 Competent staff is appointed in all occupational
categories.
Informed by practice and consultation at workshops • Staff have correct qualification for their job function.
9.8 A human resource development programme
based on the provincial human resource
strategy.
Draft regulations under the Children’s Act. • The facility has appropriately qualified,skilled and supervised staff to deliver
the best possible service.
• Staff is empowered to deliver services in an ethical manner.
• The centre has a documented, up-to-date training and capacity building
strategy/policy and plan for all personnel.
• Performance management system applicable to all staff.
9.9 The emotional, mental health and crisis related
needs of staff are recognized.
• Draft Bereavement Policy of DSD
• Policy on the Management of sexual
harassment for NDSD,
• Employee Health and Wellness Policy of
DSD.
A documented policy for the EAP.
9.10 Secure care programme is a 24/7 service. Informed by practice and consultation at
workshops
Declaration as an essential service.

102
Practice guidelines
9.1 The management of the
secure care programme must
be according to an entity
approach.
• Approve and prescribe a proforma organogram.
• Develop a costing model to inform provincial budgets for
secure care.
• Approve and prescribe the human resource strategy for
secure care programmes.
• Communicate the proforma organogram and costing model
to the provinces.
• Monitor the implementation of the proforma organogram and
costing model.
• Implement the proforma organogram.
• Implement the costing model.
• Implement the human resource strategy.
9.2 The staff establishment must
be according to the proforma
organogram.
• Approve and prescribe a proforma organogram.
• Communicate organogram to the provinces.
• Monitor the implementation of the organogram.
• The staff establishment must consist of professional, semi professional
and support staff.
• The staff establishment must provide for a dedicated centre manger.
• The staff establishment must provide for middle management staff for
every unit.
• The staff establishment must provide for a center manager secretary.
• The staff establishment must provide for finance personnel.
o 1 senior admin officer (L8)
o 1 assistant (L6)
o 3 procurement clerks
• The staff establishment must provide for administrative personnel.
o 1 receptionist
o 1 registry clerk
o 3 laundry aids
o 1 driver/admin
o 1 general factotum
o 1 admission officer
o 1 Finance officer
o 1 human resources officer
o 1 transport officer
o 1 procurement officer
• The staff establishment must provide for social workers.
• The staff establishment must provide for nursing personnel on a shift
basis.

103
9.2 continued • The staff establishment must provide for child &Youth Care Workers.
• The staff establishment must provide for a child and youth care worker
specializing in sport. (sport manager)
• The staff establishment must provide for maintenance staff.
• The staff establishment must provide for contracted cleaning staff.
• The staff establishment must provide for a sessional medical doctor.
• The staff establishment must provide for a sessional psychologist.
• The staff establishment must provide for contracted security staff.
9.3 The staff management ratio must be
in line with the proforma organogram.
• Prescribe the norms and standards for staff
management ratio.
o 1 supervisor (L9/10) per 6 social
workers.
o 1 control care worker to 6 senior child
o 1 senior care worker to 6 Child and
youth care workers.
o Must be supervised by a trained senior
child and youth care worker.
• Communicate the staff management ratio
to the provinces.
• Monitor the implementation of the staff
management ratio.
• Implement the prescribed the norms and standards for the staff management
ratio.
• Documented policy and procedures for supervision
9.4 The case management ratio must be
according to the generic norms and
standards as contained in theTCYCS.
• Prescribe the norms and standards for staff
management ratio.
o 1 supervisor (L9/10) per 6 social
workers.
o 1 control care worker to 6 senior child
o 1 senior care worker to 6 Child and
youth care workers.
o Must be supervised by a trained senior
child and youth care worker.
• Communicate the staff management ratio
to the provinces.
• Monitor the implementation of the staff
management ratio.
• Implement the prescribed the norms and standards for the case
management

104
9.5 Persons not permissible to work
with children.
• Define persons not permissible to work
with children according to the Children’s
Act
• Develop a policy to define the screening
process of all staff that is linked to the
Child Protection Register and any other
applicable registers.
• Persons posing a risk to the safety of children should not be permitted to work in
• Persons convicted of murder, attempted murder, rape, indecent assault or assault with
the intent to do grievous bodily harm is unfit to work with children.
• No person who’s name appear in Part B of the Child Protection register may work
with children.
• Particulars of any person found unsuitable to work with children must be completed
on form substantially corresponding with Form 26.
• Notification of finding any person unsuitable to work with children must be completed
on form substantially corresponding with Form 27.
9.6 Staff must be managed according to
management practices.
• Develop a human resource management
plan for secure care programmes.
• Communicate the human resource
management plan
• Monitor the implementation of the human
resource management plan.
• Implement provincial performance management system.
• Develop a human resource plan based on the proforma organogram.
• Develop a recruitment and selection plan.
• In addition to any requirements contained in any other law relating to the appointment
of personnel, the following requirements must be adhered to:
o The position must be advertised in at least one national newspaper
o the names and curricula vitarum submitted must be screened by the interviewing
panel that will interview the candidate
o The shortlist of candidates must be subjected to thorough reference checking.
• The interviewing panel must be appointed by the management board and must
include:
o at least two members of the board of management
o at least one member who has a qualification in child and youth care
o A community representative from the community where the child and youth care
centre is situated.
• Individual records of personnel are kept safe providing detail information such as
signed engagement contracts, role description, training and development plan,
curriculum vitae, copy of identity document, performance management and up-to-
date work plans.
• The performance of all staff is appropriately managed.
• There is documented policy and procedures in place for work performance appraisal.
• There is documented policy and procedures in place for corrective action to be taken
if performance goals are not met.
• There is documented policy and procedures in place for promotions.
• Career pathing for personnel on all levels (horizontally & vertically)
• Conduct a performance appraisal.
• Implement corrective measure if performance goals are not met.
• Develop a compensation structure.
• Staff to utilise appropriate mechanisms, e.g. labour, drop-inn boxes etc to voice
dissatisfaction and grievances

105
9.7 Competent staff is appointed in all
occupational categories.
Regulations under the Children’s Act • The manager must have specialized knowledge of child and youth care.
• The manager must have knowledge and experience of the secure care programme
• Social workers must have the necessary qualification.
• Social workers must be registered with the SACSSP.
• Social workers must have knowledge and experience in the context of residential
care and the design of programmes for residential care.
• 2 Nursing sisters, one of them to have qualification in psychiatry
• Child and youth care staff should hold at least a post-matric qualification in child and
youth care work and where possible a degree or diploma.
• Statutory registered child and youth care workers are required to have undergone
accredited training.
• Child and youth care workers must be registered with the SACSSP.
9.8 A human resource development
programme based on the provincial
human resource strategy.
• Develop a human resource development
plan for secure care programmes.
• Communicate the human resource
development plan.
• Monitor the implementation of the human
resource development plan.
• Develop a training and capacity building framework and plan.
• There is documented policy and procedures in place for external and internal training.
• All support personnel are required to undergo basic training to understand the
context of residential care.
• The centre has a documented, up-to-date staff development programme.
• Develop a comprehensive orientation programme.
• Develop a comprehensive induction programme.
9.9 The emotional, mental health and
crisis related needs of staff are
recognized.
Refer to HR strategy. • Employees are provided with “Employee Assistance Programmes”.
• All referrals to the programme must be treated confidentially and privately.
• Employees are kept informed about the program and how to access its services.
• Managers and supervisors are provided with education on matters related to
the program and informed of their responsibility to refer employees with work
performance and personal problems.
• Employees involved in critical incidents because of the nature of their work must be
provided with a stress debriefing session as soon as possible after such an incident.
• Employees must be referred to external services if the need exists.
• Regular team building and support groups to discuss problems and issues related to
staff members’ work.
9.10 Secure care programme is a 24/7
service.
Declaration as an essential service. • Define the essential posts.
• Follow labour relations procedures with regard to essential services.

106
10. Professional services
Services to children must be holistic and comprehensive, and inter-sectoral collaboration must be pursued in the upholding of the children’s right to education and health services
and any other service that a child may need, whilst being contained.
Norms and standards
10.1 Each child is unconditionally provided with
appropriate and relevant health care.
Minimum Standards for the South African Child
andYouth Care System.
• A registered nurse is available on a full-time basis to tend to day-to-day
illnesses and injuries.
• Medication can only be administered by a registered nurse or under the
supervision of a registered nurse in line with health policy.
• Storage,control,accountability,inspection and documentation of medicines
must be done according to statutory and professional requirements.
• Medical attention, provided by a medical doctor, must be obtained for
children showing signs of serious illness or injury. A medical doctor must
be consulted within 72 hours if needed.
• The center always has access to emergency medical health care services.
• The centre has access to ambulance services in emergencies.
• The centre has access to a psychologist for mental health care practitioner
on a sessional basis.
• The center has access to emergency mental health care.
• The centre has access to a dentist for dental health care.
• Disposal of medical waste in line with health policy.
10.2 Each child is unconditionally provided with
appropriate and relevant education.
andYouth Care System
• Children receive education suitable to their capacity, circumstances, and
developmental need and are given assistance to make effective use of the
education provided.
• The education programme must consist of formal schooling, accredited
vocational training and life skills programmes.
• Children in educational programmes must be supervised at all times.
• Educators should be available during school holidays for the holiday and
other programmes

107
Practice guidelines
10.1 Each child is unconditionally provided
with appropriate and relevant health
care.
• Prescribe the type and level of health
service within the secure care programme.
• MOU must be developed with the national
Department of Health to provide health
care services to children in secure care
programmes.
• MOU must be developed with local and provincial hospital to fast track the
treatment of children.
• After identifying children who are ill, the illness or problem should be
reported to supervisor, centre manager for treatment purposes.
• Inform the parent, caregiver or family as soon as possible.
• The child should be removed from other children to a safe space or room
designated to care of ill children.
• All children assessed to have an infectious disease should be immediately
isolated from other children and referred to the nearest public health care
centre for further assessment and treatment.
• If a child is already on some prescribed medication,that child should receive
medication as prescribed.
• In cases of emergency the child should be taken to the nearest health
facility for treatment and appropriate referrals.
10.2 Each child is unconditionally provided
with appropriate and relevant
education.
• MOU must be developed with regard to the
ratio of teachers to students, the availability
of remedial teachers and the curriculum
• MOU must be developed with regard
to the ratio of vocational instructors to
students and the curriculum for ABET and
skills development.
• Provide infrastructure run the programme.
• Absorb the education programme into the holistic programme provided at
the centre.
11. Management and Leadership
The programme must be managed according to business principles. Leadership of the programme must be from a team perspective,but steeped in strong management discipline.
Norms and standards
11.1 Relationship between national, province and
programme.
Informed by practice and consultation at workshops An interface mechanism between national and province and between province
and centre.
11.2 Management and leadership within the centre
must be augmented by input and support
from the provincial/regional office.
Informed by practice and consultation at workshops • Structured monthly Management meetings between the centre and the
provincial office
• Attendance at diverse forums (e.g. child justice-, case flow management
meeting)

108
11.3 Strategic management and planning processes
to guide service delivery, development, growth
and measure performance.
Informed by practice and consultation at workshops • Strategic management plan aligned to provincial 5-year plan.
• The plan aligned to MTEF cycle and prescriptions.
11.4 Leadership is provided to enhance service
delivery.
Informed by practice and consultation at workshops Management is trained and empowered to improve service delivery within their
respective units.
11.5 All resources are appropriately organized and
managed.
Informed by practice and consultation at workshops ManagementofHRresources,financialresources,assetmanagement,administrative
resources and organisational development forms part of the centre manager’s
performance contract.
11.6 All social service interventions must be
subjected to supervision for the purpose of
support, educational and administration.
Informed by practice and consultation at workshops Supervision should take place at least once per month for 60 minutes.
11.7 Competencies for management Regulations under the Children’s Act The manager must have proven leadership abilities.
The manager must have proven financial skills
The manager must be able to demonstrate management and administration skills.
11.8 Management system Children’s Act • The prescribed responsibilities in the Children’s Act inform the manager’s
job description.
• The prescribed responsibilities in the Children’s Act inform the board’s
management responsibilities.
Practice guidelines
11.1 Relationship between national,
province and programme.
• Define the terms of reference for the
relationship between national and province.
• Define the terms of reference for the relationship between province and
programme.
11.2 Management and leadership within
the centre must be augmented
by input and support from the
provincial/regional office.
• Prescribe the relationship between the
national and provincial department.
• Prescribe the relationship framework
between the provincial department and the
programme.
• The inter-face relationship structure as outlined in the Blue Print must be
adhered to.
• Roles responsibilities and expectations must be clearly identified.
• Terms of reference and structure to be outlined
• This arrangement must be documented, and a copy forwarded to National
Department of Social Development-Directorate SCP

109
11.3 Strategic management and planning
processes to guide service delivery,
development, growth and measure
performance.
• Each facility must undergo an annual planning process.
• The budget for the programme and operations must be aligned to the
strategy.
• Each unit head must develop their business plan with a budget annually.
• The unit business plans must inform the facility business plan, which in turn
must inform the strategy, which should in turn inform the strategy of the
Provincial Directorate.
• Develop centre specific strategic plan.
• The plan should be aligned to district/provincial plan.
• Develop annual centre specific business plan.
• Unit operational Plans to inform business plans
• Quarterly report to evaluate progress.
• Annual evaluation
11.4 Leadership is provided to enhance service
delivery.
Management and Leadership specific training
programme must be developed nationally.
• Conduct a skills audit.
• Develop a human resource development plan for management.
• Centre Managers must within a specific period of time after appointment
undergo this leadership training.
• All manages must sign a performance contract with clear outcomes for the
period.
• Centre Managers must have a career path developed for them.
• Management must cascade the training down to the next line of
management in order to full their role of empowerment, coaching and
mentoring.
11.5 All resources are appropriately organized
and managed.
• The job description of the centre manager must include the management
of HR resources, financial resources, asset management , administrative
resources and organisational development
11.6 All social service interventions must be
subjected to supervision for the purpose
of support,educational and administration.
Develop a framework for the Manger’s practice
guideline.
• The centre manager must develop a Manger’s practice guideline.
• The centre manager must oversee supervision of staff takes place.
11.7 Competencies for management • A centre manager must be trained in generic management practices.

110
11.8 Management system • The manager of the centre has specific responsibilities:
o The manager of a child and youth care centre is responsible for all day
to day decisions in the child and youth care centre.
o The manager must make major decisions in consultation with a
management team made up of senior staff members from various
disciplines.
o The management team and the management board must strive for a
co-operative relationship characterised by openness and trust.
o The management team and the management board must strive for a
co-operative relationship characterised by openness and trust.
• The management board of the centre has specific responsibilities:
o The must review major policy decisions being made by management
but may not interfere with the day to day running of the child and youth
care centre.
o If the board is of the view that the management has made or plans to
make a major decision that might be harmful to a child or to all the
children in the centre, it may call upon the manager to explain the
rationale for such decision, and may provide advice.
o If after explanation of a decision and after further efforts to resolve the
issues internally, the board remains unsatisfied, the board may forward
in writing its concern, together with the manager’s explanation, and an
account of efforts made to resolve the issues internally, to the provincial
head of social development, or the registration holder.
12. Stock
Adequate and appropriate stock to meet at least the basic needs of children.
Children must be given sufficient food, clothing and other essentials to meet their daily living needs.
Norms and standards
12.1 Adequate provisions for the needs of children
must be made in terms of linen, toiletries,
personal hygiene, clothing and food
Informed by practice and consultation at workshops • At all times children must be supplied with linen, toiletries, personal
hygiene, clothing and food to meet their needs.
• Control mechanism for the issuing of all stock.
12.2 Adequate provisions must be made for
maintaining the centre in a clean and hygienic
manner.
Informed by practice and consultation at workshops • The centre must be clean and hygienic at all times.

111
12.3 Provisions must be made for adequate medical
supplies as prescribed.
Informed by practice and consultation at workshops • Medical supplies as prescribed.
Practice guidelines
12.1 Adequate provisions for the needs of
children must be made in terms of
linen, personal hygiene, clothing, food
• Prescribe minimum provisions.
• Communicate minimum provisions.
• Monitor the implementation of minimum provisions.
• Every child should receive one set of linen upon admission.
• The following linen should be supplied in summer:
o 2 summer sheets
o 1 pillow
o 1 pillow case
o 1 blanket/duvet
• The following linen should be supplied in winter (depending on climate
where centre is located):
o 2 winter sheets
o 1 pillow
o 1 pillow case
o 2 blankets or 1 duvet and 1 blanket.
• The linen should be changed on a weekly basis.
• The linen should be changed every time the child goes to court.
• One towel and one face cloth should be supplied to every child.
• Children are allowed to keep their facecloth and not return it to the centre
upon release
• The towel should be changed on a weekly basis or be changed every time
the child goes to court.
• All children should have access to shampoo and conditioner/moisturizer.
• All children must be issued with an appropriate comb/brush upon
admission.
o Boys should have access to an appropriate hair clipper.
o Equipment must be appropriately sterilized after every child.
• Boys should have access to safe shaving equipment.
o Children must not be allowed to share a razor blade!
• Girls should have access to a hair dryer and to hair care products.
• Toiletries should be supplied to every child upon admission.
o 1 bar of bath soap
o 1 toothbrush
o Toothpaste

112
12.1 o Roll on and facial cream
o Aqueous Cream/body lotion (consider sensitivity)
o Toilet paper
o Girls must be supplied with adequate sanitary towels.
• Boys should be supplied with the following clothing upon admission in
summer:
o 2 boxer shorts/briefs
o 2 pairs of socks
o 1 set of summer pajamas
o 2T-shirts
o 2 Jeans
o 1 set of school uniform
o Tracksuit
o Jersey
o Sandals.
o Closed, comfortable shoes
• Boys should be supplied with the following additional clothing upon
admission in winter:
o 1 set of winter pajamas
o Beanie
o Jacket
o Tekkies
o Jersey
• Girls should be supplied with the following clothing upon admission in
summer:
o 3 panties
o 3 brassieres
o 2 pairs of socks
o 2 shirts
o 2T-shirt
o 2 Jeans
o 1 set of school uniform
o Tracksuit
o Jersey
o 1 set of summer pajamas
o Sandals
o Closed shoes
o Cycling shorts

113
12.1 • Girls should be supplied with the following additional clothing in winter:
o Jacket
o Beanie
o Sandals
o 1 set of winter pajamas
o Socks
o Jersey
• Sufficient dry foods to prepare food for 3 weeks.
• Sufficient perishable food to prepare food for a week.
• All children must have access to washing powder/soap for personal laundry.
12.2 Adequate provisions must be made for
maintaining the centre in a clean and
hygienic manner.
Informed by practice and consultation at workshops • Cleaning detergents must be available
• The following detergents must be available in the laundry:
o Washing powder
o Fabric softener
o Stain remover
12.3 Provisions must be made for adequate
medical supplies as prescribed.
Informed by practice and consultation at workshops • All medication must be secured in a lockable cabinet as prescribed per
schedules.
Organisational enablers
13. Administration and management systems
All policies and procedures must be documented and made available to all staff members.
Norms and standards
13.1 Children are admitted to the centre in
accordance with statutory provisions and
the relevant documentation to authorize
placement.
Draft regulations under the Children’s Act. • A legal detention order, body receipt and assessment report are the
statutory documents that allow placement of a child at a SCC.
• A medical certificate, birth certificate, identity document or affidavit
providing information about the child’s age must be furnished upon
admission of the child
13.2 Children are admitted in accordance with the
procedural guidelines of the centre.
Informed by practice and consultation at workshops • An admissions register reflecting all the important essential information is
kept at registry.
• An allocation register with the necessary information is maintained at
registry

114
13.3 Service delivery activities are recorded and
documented to ensure regular monitoring,
evaluation and quality of care.
• Draft regulations under the Children’s
Act.
• Diversion Norms & Standards
• ISDM for ratios
• Every child has his/her own permanent file in which all
o social work interventions
o life space / child care interventions
o health related interventions
o psychological interventions
o occupational therapy
o Educational interventions are recorded.
• Each file must contain:
o Assessment
o Intervention plan
o Progress reports
o Evaluation
• A centralized location at each SCC
• An access system to the filing system.
• Current file must be kept for 5 years and then destroyed.
• Every group must have a permanent file to record all group processes.
• Ensure regular monitoring, evaluation and quality of care.
• All confidential records (personnel, financial and client) are held in a
secure place (preferably lock up steel cabinets or a safe) accessible only to
relevant staff and protected from fire.
• Closed files are located in a strong room/lockable steel filing cabinet.
• The case manager is the social worker.
• Information is managed by the social worker who has access to the entire
file.
• Other members of the multi-disciplinary team have access to their own
work in the main file through the clerk.
• All role players who have access to the child’s private file must sign a
confidentiality pact with the institution.
13.4 The behaviour of all children is recorded and
documented to ensure regular monitoring,
Informed by practice and consultation at workshops • Incident Book records the behavior of children.
• An Incident Book is kept by child care workers.
• Critical behavioural incidents and the disciplinary actions are documented
in a Behaviour Management Register.
• Transgressions of the rules are reported by the professional and/or care
staff to the management team at daily meetings.
13.5 Critical and reportable incidents are
documented in accordance with relevant
legislation and policy.
Children’s Amendment Act, 41 of 2007
framework
Critical and reportable incidents are recorded and reported by the centre
manager to the parent or guardian of the child, the police official and
the provincial head of Department of Social Development and the social
worker dealing with the matter.

115
13.6 Children must receive proper health care
services.
framework
Policy and procedure for the health care of children.
13.7 The release of children from the centre is
documented.
Informed by practice and consultation at workshops • A register detailing the movement of children back to court and released
from the centre is maintained.
• The care plan and IDP of children transferred to other residential
programmes (e.g. reform schools) is transferred to the next placement.
• A progress report is submitted to the probation officer and court after
completion of the diversion programme.
13.8 The movement of children is managed and
facilitated.
Informed by practice and consultation at workshops • The movement of persons over the age of 18 years is facilitated and
managed.
• The movement of children with cases pending longer than six months is
facilitated.
• The following forums (Case Flow Management and PCJF) will monitor the
process
• The movement of children awaiting designation of a reform school is
facilitated.
13.9 Standardised forms are implemented to
ensure quality and uniform service delivery.
Informed by practice and consultation at workshops The following standardized forms are implemented:
• Assessment form
• Process note
• Care plan
• IDP
• Progress report
13.10 Standardised registers are implemented to
Informed by practice and consultation at workshops The following standardized registers are implemented:
• Admission register
• Allocation register
• Behaviour management register
• Incident book
• Reportable incidents
• Release register
13.11 Supply chain management to be executed in
accordance with provincial policy.
Informed by practice and consultation at workshops Provincial policy must inform supply chain management processes.
13.12 Children have a right to their own clothes
which are clean and in an acceptable condition.
Informed by practice and consultation at workshops A documented procedure manual in place for the laundry system.
13.13 Administrative system inclusive of all policies
and procedures, in line with provincial policy.
Informed by practice and consultation at workshops There is a documented procedure manual in place for administration processes.
13.14 Provincial transport policy to inform the use of
official vehicles.
Transport policy There is a documented procedure manual in place for the use of vehicles aligned
with the provincial policy.

116
Practice guidelines
13.1 Children are admitted to the centre in
accordance with statutory provisions and
the relevant documentation to authorize
placement.
Develop admission policy. • Customise admission policy and formats.
13.2 Children are admitted in accordance with
the procedural guidelines of the centre.
Develop admission procedures and formats. • Customise admission procedures.
• A court order (J7) must accompany the child to the centre.
• A body receipt (from SAPS) must accompany the child to the centre.
• The assessment report from the probation officer must be faxed to the
centre prior to the child being brought to the centre.
• A medical certificate must be furnished upon admission of the child.
• If a medical certificate is not furnished, the centre should arrange for an
examination as soon as possible.
• Children must be photographed upon admission for identification purposes.
• An Admission Registers (manual or electronic) is kept at the administrative
office.
• The Admission register should reflect the following details:
o Identifying particulars of the child;
o The offence charged with;
o The next court appearance; and
o The identifying particulars of parents/guardians
• An Allocation register is kept at the administrative office.
• The Allocation Register should reflect the following details:
o The name of the child;
o The room number to which the child is allocated; and
o The name of social worker managing the case.
13.3 Service delivery activities are recorded
and documented to ensure regular
monitoring, evaluation and quality of care.
• Develop policy on the recording of all
interventions
• Customise the policy to ensure:
o Individual case management.
o Health management (medical and psychological).
o Group work.
o Developmental programmes (OT).
o Care programme (child care workers)

117
13.4 The behaviour of all children
is recorded and documented
to ensure regular monitoring,
• Develop a policy directive to define non-acceptable and critical
behavior.
• Develop a policy directive for the behavior management. The
following behaviour management actions are prohibited:
o Group punishment.
o Threats of removal, or removal from the programme.
o Humiliation or ridicule.
o Physical punishment.
o Deprivation of basic rights and needs.
o Denial of contact with family or significant others.
o Isolation.
o Restraint.
o Assignment of inappropriate or excessive work.
o Verbal, emotional or physical harm.
o Punishment by another child.
o Isolation is allowed as an immediate safety measure for no
more than 2 hours and under strict adherence to all other
minimum standards.
o Restraint can only be administered by trained personnel. This
action must be documented.
• Develop a policy directive for the use of seclusion and restraint,
inclusive of:
o Isolation is allowed as an immediate safety measure for no
more than 2 hours and under strict conditions.
o Restraint can only be administered by trained personnel. This
action must be documented.
o A child may be isolated from other children, only if he or she
cannot be managed and is deemed to be a danger to himself
or herself or others, for a very limited period of no longer
than two hours, for the purposes of providing support and
giving him or her time to regain control and dignity.
o Any child isolated from other children must be under the
constant observation of a social worker or child and youth
care worker or psychologist, and must be provided with
physical care, emotional support and counseling which assists
in re-integration into the group as soon as possible.
o No child may be isolated or locked up as a form of discipline
or punishment.
o The room where a child is isolated may not be a bathroom
or toilet, a windowless room, a basement room, vault or
store-room.
• Develop policy and procedure for the handling of :
o Incident Book.
o Behaviour management register
• The Incident Book must be handed over from shift to shift.
• The Incident Book should be kept by the Senior Child andYouth
Care Worker.
• Develop policy and procedure for the handling of the Behaviour
Management Register.
• The management team has Behaviour Management meetings
on a daily basis.
• The Behaviour Management Register must reflect the following:
o Name of the child
o Details of behavior
o Corrective measure meted out
• A register must be maintained which records details and reasons
for and period of a child’s isolation, together with a report on
the support and counseling provided and the response of the
child during the period of isolation.

118
13.5 Critical and reportable incidents are
documented in accordance with relevant
legislation and policy.
• Develop a policy directive to define critical and reportable
incidents.
• Reportable incidents include the following:
o Removal or attempted removal of a child by
unauthorized persons.
o Any situation in which restraint, isolation or prohibited
behaviour management measures are used.
o Allegations of physical, emotional, sexual or verbal
abuse.
o Absence of a child from the centre without permission.
o Intervention by security personnel or the SAPS.
o The death or injury of a child.
o Criminal charges/conviction of any person involved
with the centre.
o Any substance abuse by personnel while on duty.
Develop the process to implement the policy directive.
13.6 Children must receive proper health care
services.
• Define the level of health care services that must be
provided.
• Cost these services.
• Develop, implement and budget for the services as
prescribed.
• The following procedures should be in place:
o Admission criteria for identifying ill children.
o Safe keeping of all medication at the centre.
o Procedures for dealing with children who are ill.
o Guidelines for preventing spread of diseases at the
centre.
o Referrals to provincial hospitals.
o MOU with the provincial hospital.
13.7 The release of children from the centre is
documented.
Procedure is developed for the release of children from the
programme.
13.8 Re-admission of children who absconded from
the centre occurs in line with current and
relevant legislation.
Develop frameworks for procedure for the re-admission of
children to the programme.
Customise and implement framework.
13.9 Standardised forms are implemented to ensure
quality and uniform service delivery.
Develop frameworks for standardized forms Customise and implement framework.
13.10 Standardised registers are implemented to
Develop frameworks for standardized registers Customise and implement framework.
13.11 Supply chain management to be executed in
accordance with provincial policy.
• Customise provincial policy and procedure for supply chain
management.
• Maintain the inventory system.

119
13.12 Children have a right to their own clothes
which are clean and in an acceptable condition.
Refer to care programme.
13.13 Administrative system inclusive of all policies
and procedures, in line with provincial policy.
Refer to care programme.
• Customise provincial policy and procedure for
administration processes, inclusive of:
o Management of photo copier.
o Management of E-mail.
o Management of cell phones
o Management of use of stationary
o Management of use of telephone by staff.
o Management of use of telephone by children.
13.14 Provincial transport policy to inform the use of
official vehicles.
• Develop a framework for the transportation of children,
inclusive of:
o Strict safety measures should be in place when
children are transported, ensuring that all transport
operators are registered, suitably trained and qualified
and possesses a valid drivers’ license and permits as
prescribed by the National transport legislation, policies
and regulations.
• Customise the national framework.
• All vehicles transporting children should be safe, in good
condition and adhere to the requirements as periodically
published by the Minister ofTransport.
14. Information Management
In order for the system to be able to respond to changing needs it is necessary for the state to ensure that statistics are gathered pertaining to all aspects of the system.Through
analysis of such data the system can “learn” and adapt.
Norms and standards
14.1 Information management system for services
to children.
Operational norms and standards for child care
and protection
• A Management Information System (MIS) for services to children that is
integrated with the MIS for Social Welfare Services.
• Information management system at national, provincial and centre level.
14.2 Information flow between national, province,
programme and other departments.
National and Provincial Secure care (IAS and
CYCA) and Probation Services Management
systems must be established and maintained
by DSD.
Operational norms and standards for child care
and protection
• Information management system at national, provincial and centre level.

120
14.3 Collection and collation of statistics for
decision-making.
Norms and Standards for in-patient treatment • Information management system at provincial and centre level.
Practice guidelines
14.1 Information management system for
services to children.
• Define and develop a MIS for services
to children with the following minimum
functionality:
o Database of all relevant legislation, policies,
regulations, guidelines and norms &
standards.
o National register of programmes for
children.
o Database of all service providers to children.
o Database of all registered institutions
providing partial and alternative care.
o Confidential database of offenders.
• Maintenance of the IMS
• Implement the system as prescribed.
• Develop procedures for the collecting and collating of information.
• Maintenance of the MIS.
14.2 Information flow between national,
province, programme and other
departments.
National and Provincial Secure care (IAS
and CYCA) and Probation Services
Management systems must be established
and maintained by DSD.
• National to develop a MOU and protocols
with all stakeholders.
• DSD to install and maintain the system.
• It must be functional and monitored.
• The user should be well informed on the
program and necessary training to be provided.
• Have a backup system that is continuously
updated for emergency purposes.
• Central data control system.
• All stakeholders must be linked to the system.
• DSD to install and maintain the system.
• It must be functional, monitored and the user should be well informed
on the program and necessary training to be provided.
• Have a backup system that is continuously updated for emergency
purposes.
• Central data control system.
• Confidentiality of information should always be a priority.
• Staff member forwarding the information should be identified and
should become part of job profile.

121
14.3 Collection and collation of statistics for
decision-making.
• Define a system for the collection and collation
of statistics, inclusive of but not limited to:
o Number of admissions per gender
o Crime categories
o Number of released children per gender
o Number of assessments done.
o Number of children sentenced
o Children awaiting designation.
o Critical incidents.
•
Serious injury
•
Abuse
•
Dearth
o Length of stay
o Number of children awaiting trial for longer
than six months.
o Abscondments.
o Children over the age of 18 years.
o Profile of children.
o Profile of offences committed.
o Foreign national children (unaccompanied
and accompanied)
15.1 Caring environment
The environment and resources at a secure care centre should be of such a nature that it provides in the basic care of children.
Norms and standards
15.1 A child, who is contained, has a right to the
same quality of care as other children.
Regulations of the Children’s Act Basic needs of children must be met, according to the prescriptions.

122
Practice guidelines
15.1 A child, who is contained, has a right to
the same quality of care as other children.
• The basic needs of children must be met:
• Shelter – see infrastructure
• Food
o Develop a balanced menu plan.
o Menu and portion size planned by dietician
o Children should receive 3 meals and 2 snacks per day.
o Cultural and religious beliefs must be taken into consideration
• Water – see infrastructure
• Sanitation – see infrastructure
• Clothing – see stock
• The Department of Public Works and the maintenance personnel should
ensure that the premises inside and outside should be safe, free from
harmful objects, clean and well maintained.
• Cleaning personnel should ensure children are accommodated in a clean
environment.
• Children are assisted with practical access to legal counsel.
• Children are provided with a private space to consult with their legal
counsel.
16. Transitional Planning
All services to children must be planned, and each stage of the process of planning must add value to the development of the child. An appropriate developmental assessment
must be conducted as the key to decision making, programme referral and individual planning around the young person and his/her future.
Norms and standards
16.1 Every child has the right to have his/her dignity
respected and protected.
andYouth Care System
• Children are received in a manner and into a climate which is caring
and safe, and which minimizes trauma and maximizes developmental
opportunity during the admission process.
• The age, gender, sexual orientation and any form of disabilities should be
considered upon admission.
16.2 Children must be exposed to professionalism
at all times.
Informed by practice and consultation at workshops Every engagement with the child must be conducted professionally.

123
16.3 A child is assisted to adjust to the programme
in the least obtrusive and traumatic manner.
Informed by practice and consultation at
workshops
• Children are received by a social worker or experienced child care worker.
• Children are orientated to the resources, routines and rules of the programme.
• Special provision to be made for the reception of children with disabilities or special
needs.
16.4 A child has the right to continuity of care
within the centre.
workshops
• The social worker must interview the child within 24 hours of admission.
• The social worker must also ascertain a record of services which the child has
received.
• The developmental assessment must be conducted within two weeks of admission.
• Developmental assessment must be conducted by at least two multi-disciplinary
team members.
• Children and their families/significant others must participate in the assessment
process.
• The medical assessment must be conducted within 24 hours of admission or
immediately if there is a need.
• Each child must be assessed by a child and youth care worker.
• Children showing signs of psychological problems must be assessed by a psychologist
within 72 hours.
• The care plan is developed within 6 weeks after admission.
• The care plan must be explained to the parents/significant others and copy provided
to them.
• Review of the care plan every 3 months.
• IDP drafted by team from the developmental assessment within 3 weeks of the
care plan.
• Review of the IDP every 3 months.
• The child’s intervention plan must be in accordance to the developmental
assessment, care plan and IDP.
• The Care Plan should accompany the child which will allow for continuation
16.5 A child has the right to continuity of care after
release from the centre.
Minimum Standards of the Child and
Youth Care System
• Children are provided with sufficient information regarding their immediate future,
their next placement, or the next step in their Care Plan.
• Children are linked with resources after release from the centre.
• The social worker must make the first appointment with the external professional
before the child is released.
16.6 The movement of children is managed and
facilitated.
workshops
• The movement of persons over the age of 18 years is facilitated and managed.
• The movement of children with cases pending longer than six months is facilitated.
• The following forums (Case Flow Management and Provincial Child Justice Forum)
will monitor the process.
• The movement of children awaiting designation of a reform school is facilitated.
16.7 Re-admission of children who absconded from
the centre occurs in line with current and
relevant legislation.
workshops
Maintain a register for children who abscond.

124
Practice guidelines
16.1 Every child has the right to have his/her
dignity respected and protected.
• The social worker or senior child care worker must be available for the admission of children
to the programme.
• The child should be escorted to his/her room.
• Children are engaged by the social worker/child care worker within two to three hours after
arrival.
• The social worker and care worker must assist the child in adjusting to the new environment
in terms of their different roles.
16.2 Children must be exposed to
professionalism at all times.
Every engagement with the child must be conducted professionally.
16.3 A child is assisted to adjust to the
programme in the least obtrusive and
traumatic manner.
• An appropriate orientation programme is provided to all children.
• Children are introduced to the personnel.
• Children are informed about who their case manager is and given information on access to
the case manager.
• Children are provided with information regarding the centre’s expectations.
• Children receive information regarding the centre rules, their rights, their responsibilities and
resources available, including search practices of property and the self.
• Children receive information on routines of the centre.
16.4 A child has the right to continuity of care. • The social worker must ensure that there is continuity of care for the children and that they
understand the link between the previous circumstances, the present placement and the
future plan.
• Children are given information regarding their present placement and the plan for their
immediate future.
• The child is developmentally assessed in accordance with the prescribed assessment format.
• Each child must be assessed by a child and youth care worker.
• The medical assessment must be conducted in accordance with the prescribed format.
• A psychological assessment must be conducted in accordance with the prescribed format.
• A care plan is developed in accordance with the prescribed format.
• The IDP is developed in accordance with the prescribed format.
• Review IDP in accordance with the prescribed format.
• Discuss IDP with relevant parties.
• The IDP should include:
o Health needs and health promotion
o Care needs including safeguarding and promoting welfare
o Education needs and attainment targets
o Cultural, religious, language and racial needs and how they will be met
o Leisure needs
o Contact arrangements with family, friends and significant others.

125
16.5 A child has the right to continuity of care
after release from the centre.
• Prepare child for their next placement or release.
• Refer the case, in writing, to and external social worker for aftercare services.
16.6 The movement of children is managed
and facilitated.
• The movement of persons over the age of 18 years is facilitated and managed.
• The movement of pregnant girls to a more appropriate residential facility is facilitated and
managed.
• The movement of children with cases pending longer than six months is facilitated.
• The movement of children awaiting designation of a reform school is facilitated.
16.7 The movement of children is managed
and facilitated.
Develop frameworks for procedure
for the movement of children
not appropriately placed in the
programme.
Customise and implement framework.
17. Programmes
Secure care centres must offer programmes which can and do meet the full range of developmental needs appropriate to the age, gender, disability and developmental phase of
the child, including emotional, physical, spiritual, intellectual, and social needs.
Programmes should be differentiated or multi-dimensional,offering a range of appropriate child and youth care services to the surrounding community such as family preservation,
prevention, early intervention, educational bridging, drop in shelter, 5-day care, weekend treatment, community-family care, etc.AFTER CARE- DIVERSION
Norms and standards
17.1 Children have the right to have their basic
needs met. (Care programmes)
workshops
• Structured daily programmes are designed, documented and implemented.
• The daily programs must be clearly displayed.
• Daily programme must be structured in such a way that it takes into consideration
the movement of children.
17.2 Children have a right to participate in
structured counselling and therapy
Regulations of the Children’s Act. • Children participate in a structured therapeutic programme as indicated in their
IDP, or as required on a daily basis, or in a particular crisis.
• Individual and group programmes are designed in a modular format (one module
builds on the next) to meet the needs of children.
• Programmes must be designed to allow new members into the group at any given
stage
• Structured programmes are designed, documented and implemented.
• Children have an individual/group programme.
• Children have access to an occupational therapy programme which is suitable to
their developmental needs.

126
17.3 Children have the right to participate in
development programmes.
Children’s Act • Structured programmes are designed, documented and implemented.
• Children have access to an educational, vocational and life skills programme which
is suitable to their capacity, circumstances and developmental needs.
• Children have access to an entrepreneurial programme which is suitable to their
capacity, circumstances and developmental needs.
• Children have access to an occupational therapy programme which is suitable to
their developmental needs.
• Children have access to a health care programme which is suitable to their capacity,
circumstances and developmental needs.
17.4 Children have the right to a recreational
programme.
workshops
• Structured programmes are designed, documented and implemented.
• Children have access to sport facilities and are given the opportunity to participate
in sport activities.
• In-door and out-door programmes must be supervised.
• In-door and out-door programmes must form part of the therapeutic milieu (e.g.
team games to teach team work)
• Participation is voluntary.
17.5 Children have the right to a spirituality/religious
programmes in line with their beliefs.
workshops
• Each child must be given the opportunity to participate in the religious activities of
his or her choice.
17.6 Children experience an environment in
which their cultural beliefs are respected and
nurtured.
workshops
• Cultural programmes are part of the daily programme.
• Each child must be given the opportunity to participate in cultural activities.
17.7 Children have the right to diversion
programmes, if so ordered.
Regulations of the Children’s Act • Structured programmes are designed, documented and implemented.
• Holistic diversion programmes involving parents, care-givers and children.
• Diversion programme to promote the participation of children in decision-making.
• All children must have access to diversion programmes, if so ordered.
17.8 Children, youth and families from the
surrounding communities can access a variety
of programmes and resources at the centre.
(Outreach and prevention programmes)
Regulations of the Children’s Act. • Planned awareness and prevention programmes are designed, documented and
implemented at regular intervals with communities.
17.9 Programmes may be developed in-house
or may be purchased from other service
providers.
Children’s Act • Programmes must be according to design principles as outlined by the national
department of social development.
• Provision must be made for the purchasing of programmes in order for subsidization
to take place.

127
Practice guidelines
17.1 Children have the right to have their basic
needs met. (Care programmes)
• The structured daily programmes must be prescribed and include:
o Personal hygiene, e.g. brush teeth, shower/bath, dress properly,
cleaning of rooms
o School programme, e.g. motivate them to attend, supervise and
ensure they’re dressed properly, ensure they take responsibility for
learning material
o Homework, e.g. supervise and assist with homework
o Socialisation, e.g. play together, encourage to participate, encourage
to stick to the rules of the games, to listen to each other
o Management of space, e.g. make their beds, pick up their clothes
o Quite time
o Dining hall, e.g. use of cutlery, portion control, etiquette, wash hands,
pray
o Bed time, e.g. tidy rooms, shower and dress correctly, prepare for
next day, wash their socks/underwear, emotional support, life space
interviews, listen to them
• The programmes must be communicated to the provinces.
• Implementation must be monitored.
Implementation of the prescribed programmes.
17.2 Children have a right to participate in
structured counselling and therapy
• The following programmes must be developed and prescribed:
o Substance abuse programme
o Anger management programme
o Court preparation (pre & post)
o Counseling
o Behaviour management programme
o Leadership development programme
o HIV/AIDS programme
o Family re-unification programme
o Moral regeneration programme
• Individual counseling must be based on the
developmental assessment of the child and provide
psycho-social care and support to the child.
• Implementation of the prescribed programmes.

128
development programmes.
o Computer skills, Carpentry, Welding, Catering, Plumbing, Sewing,
Career guidance, Job readiness
o Mentorship programme
o Life skills programme
o Moral education
o Observe all medical/health calendar events
o Personal hygiene
o Sex & sexuality
o HIV/AIDS, STI/STD
o Substance abuse prevention & treatment,
• Healthy living & maintaining healthy lifestyle
17.4 Children have the right to a recreational
programme.
o Different sporting codes
o Obstacle course
17.5 Children have the right to a spirituality/
religious programmes in line with their
beliefs.
o Spiritual readings
o Hymns/praises
o Prayer, worship and/or rituals
o Life testimonies
o Meditation
o Celebrate all special days (Diwali, Eid, Christmas)
o The programmes must be communicated to the provinces.
17.6 Children experience an environment in
which their cultural beliefs are respected
and nurtured.
o Indigenous games
o Traditional dance & music
o Modern dance
o Poetry
o Story-telling
o Crafts
o Heritage celebrations

129
17.7 Children have the right to
diversion programmes, if so
ordered.
• Diversion programmes must be developed to include a restorative
justice element which aims at healing relationships, including the
relationship with the victim, and also include an element which seeks
to ensure that the child understands the impact of his or her behaviour
on others, including the victim of the offence, and may include
compensation or restitution.
• The programmes must be developed and prescribed.
• A system for monitoring the child’s progress, and compliance with the
conditions of a diversion order, must be developed and prescribed.
• A framework for a report d to court in terms of the child’s compliance
with the conditions of a diversion order must be developed and
prescribed.
• The programmes, monitoring system and report framework must be
communicated to the provinces.
• Implementation of the programmes, monitoring system and report
framework must be monitored.
• The selection of a diversion programme must be based on an
assessment of the particular needs of the child, which covers:
o Details on risk factors associated with offending that are
present in the child’s life,such as: social relationships,(including
family and peer relationships), education, (including school
grade), attendance and performance, history of antisocial
behavior, substance abuse, medical/psychiatric history, the
child’s developmental areas that the programme is designed
to address strength assessment.
• A system for monitoring the child’s progress, including his or
her compliance with the conditions of a diversion order, must
be developed.
• After completion of the programme, a report must be
submitted to court in terms of the child’s compliance with
the conditions of a diversion order.
• Children who cannot afford transport in order to attend
selected diversion programme must, as far as is reasonably
possible, be provided with the means to do so
17.8 Children, youth and families
from the surrounding
communities can access a
variety of programmes and
resources at the centre.
(Outreach and prevention
programmes)
• The programmes must be developed and prescribed.
• Programmes must be aimed at addressing community risk
factors including abuse, violence, substance abuse and crime.
• Programmes must provide education and awareness on
children’s rights and responsibilities
• Programmes must promote advocacy for the rights of children
as well as for the needs of the most vulnerable children and
families
• Programmes must provide information on early identification
of risk factors in children and families
• Programmes must promote opportunities for community
dialogue on matters pertaining to children.
• Programmes must provide information on community risk
factors and available resources to address them.
17.9 Programmes may be developed
in-house or may be purchased
from other service providers.
• Design and develop programmes. • Customise programmes according to need.

130
Ethos of services
18. Children’s Rights
The programme must be rights based and at all times, all children must be made aware of their rights and responsibilities within the programme, in a manner and form which
takes into account their age, capacity and linguistic heritage.
Norms and standards
18.1 Children in conflict with the law (whether
immigrant child, refugee child, and
unaccompanied foreign children) are entitled
to the same rights as any other child.
Regulations of the Children’s Act. • A child must be detained only as a measure of last resort.
• A child must be detained for the shortest appropriate period of time.
• The rights and responsibilities for children must be displayed in the centre.
18.2 Children are appropriately sanctioned by
management when transgressing.
workshops
• List of acceptable sanctions.
18.3 A child’s right to human dignity must be upheld. Constitution • All practices that violate a child’s rights are non-negotiable.
decisions and matters affecting them.
TCYCS • Mechanisms in place for all children to participate.
18.5 Children have a right to maintaining contact
with their families.
TCYCS • Access to family, guardian or caregiver.

131
Practice guidelines
18.1 Children in conflict
with the law whether
immigrant children,
unaccompanied foreign
children are entitled to
the same rights as any
other child.
• The Blueprint gives expression
as to how children’s rights are
upheld within a secure care
setting.
• Child Protection norms and
standards to inform the
management of immigrant
children and unaccompanied
foreign minors.
• Do a comparative analysis against the Blueprint.
• Develop plan of action to improve adherence to all rights.
• The rules, routine, rights and responsibilities of children must be visibly displayed, and discussed.
• The personal information of children is treated respectfully and confidentially.
• Whenever possible,children should give informed consent for any personal information to be communicated
to others.
• No audio tapes, photographs, videotape/films may be recorded/taken which can positively identify children.
• Children are provided with their own personal space within the living quarters.
• Children are given privacy when using the ablution facilities.
• Children have the right to privacy during discussions with families or significant others. Privacy can be denied
when it can be shown not to be in the best interest of the child.
• Children have the right to send and receive mail which is not read by others. When mail has to be read by
a personnel member, the child has the right to be present.
• Cupboards and other containers are not searched without the child being present and without justifiable
cause.
• Children may not be exposed to undue influence regarding their sexual orientation.
• Significant events in the child’s life, as well as rites of passage associated with their cultural or religious
heritage are acknowledged.
• Catering should provide for cultural and religious heritage.
• Each child must be given the opportunity to participate in the religious activities of his or her choice.
• Provision must be made for an interpreter well versed in sign language or any other language.
• Children and families are informed of visitation days. Contact can be denied when it can be shown not to
be in the best interest of the child.
• Transport from a specified point (e.g. station) is provided to visitors when the centre is situated far from
transport routes.
• Accommodation is provided to visitors traveling from far.
• Children and families are informed of how and when telephonic contact is allowed.
• Application to court for leave of absence for children who have a need to attend to matters in the community,
e.g. terminally ill immediate family, funerals, etc.
• Children are encouraged to demonstrate positive behaviour by:
o Ensuring that there is adequate information and communication on centre routines, rules, expectations
and responsibilities, which facilitates understanding and cooperation.
o Providing assistance to meet behavioural expectations through skill development and therapeutic
support.
o Staff modelling (demonstration) of expected behaviours and attitudes in their interactions with children.
o Ensuring awareness of the consequences of their behaviour in the centre and in their communities/
homes.
• Providing opportunities to demonstrate and practise positive behaviours.

132
18.2 Children are
appropriately sanctioned
by management when
transgressing.
• The Blueprint gives expression
as to how children’s rights are
upheld within a secure care
setting.
• Child Protection norms and
standards to inform the
management of immigrant
children and unaccompanied
foreign minors.
The following behaviour management actions are prohibited:
• Group punishment.
• Threats of removal, or removal from the programme.
• Humiliation or ridicule.
• Physical punishment.
• Deprivation of basic rights and needs.
• Denial of contact with family or significant others.
• Isolation.
• Restraint.
• Assignment of inappropriate or excessive work.
• Verbal, emotional or physical harm.
• Punishment by another child.
• Isolation is allowed as an immediate safety measure for no more than 2 hours and under strict adherence
to all other minimum standards.
• Restraint can only be administered by trained personnel. This action must be documented.
• A child may be isolated from other children, only if he or she cannot be managed and is deemed to be
a danger to himself or herself or others, for a very limited period of no longer than two hours, for the
purposes of providing support and giving him or her time to regain control and dignity.
• Any child isolated from other children must be under the social worker or child and youth care worker or
psychologist, and must be provided with physical care, emotional support and counseling which assists in
re-integration into the group as soon as possible.
• No child may be isolated or locked up as a form of discipline or punishment.
• The room where a child is isolated may not be a bathroom or toilet, a windowless room, a basement
room, vault or store-room.
• A register must be maintained which details the reasons for and period of a child’s isolation, together
with a report on the support and counseling provided and the response of the child during the period of
isolation.
• Children are informed about policy and procedure regarding reportable incidents or actions and are
provided with information and knowledge which ensure that they can use these procedures effectively
when needed.
• Reportable incidents include the following:
o Removal or attempted removal of a child by unauthorized persons.
o Any situation in which restraint, isolation or prohibited behaviour management measures are used.
o Allegations of physical, emotional, sexual or verbal abuse.
o Absence of a child from the centre without permission.
o Intervention by security personnel or the SAPS.
o The death or injury of a child must be reported on a form corresponding with Form 39.
o Criminal charges/conviction of any person involved with the centre.
o Any substance abuse by personnel while on duty.

133
18.3 A child’s right to human
dignity must be upheld.
• Children must be informed of searching practices and consent to them as part of the orientation programme.
• All searching of the children’s private belongings and parcels may only occur in the presence of the child.
• All illegal substances and weapons should be immediately confiscated and disposed of in an appropriate manner.
• The bodily integrity of children may not be violated by routine or unauthorized bodily searches.
• Bodily searches on children may only be conducted by a personnel member of their own gender.
18.4 Children have the right to
participate in decisions and
matters affecting them.
• A children’s forum must be established that allows for meaningful participation of children in the operation of the
centre.
• A Children’s Forum is formed, consisting of a representative number of children within the programme.
• The proceedings of this Forum are documented.
• The minutes of the proceedings is provided to the head of the centre.
• Appropriate action is taken to address concerns raised.
• Feedback regarding action taken is given to the Forum.
• Children must be provided with a description of the relevant complaints procedure that is age and language
appropriate.
• Complaints must be dealt with seriously, timely and fairly.
18.5 Children have a right to
maintaining contact with
their families.
Develop, in conjunction with
the Family Directorate, a
policy for family preservation
within the secure care
programme.
• Implement national policy.
• Ensure access to families, guardians or caregivers through:
o Phone calls
o Visiting times
o Open days
19.1 Monitoring and Evaluation
All programmes and activities must be monitored effectively and is essential for measuring the success of service provision.This will assist service providers at all levels to manage
their programmes and activities better by providing timely feedback on whether or not services provided respond to the needs of clients, and furthermore, whether they are
consistent with the overall realisation of the objectives of the Centre.The feedback provided can be used to improve current operations and to provide the basis for future
strategic planning.
Norms and standards
19.1 Policy and delivery adherence. Draft regulations under the
Children’s Act.
• Every centre must be subjected to a quality assurance programme.
• The centre must undergo a developmental quality assurance process within 4 years of registration.
• The DQA process is confidential.
• The adherence to national norms and standards.

134
Practice guidelines
19.1 Policy and delivery
adherence.
Develop and monitoring and evaluation
system with indicators.
• Implement the monitoring and evaluation system (DQA).
• An internal assessment is undertaken by the management and staff members of the centre.
• A team, consisting of members from the government and non-government sector, should conduct an
external and independent developmental quality assurance of the centre.
• A report and organizational development plan must be established between the teams by agreement.
• A mentor must be appointed to oversee implementation of the plan by the management of the centre.
• The progress in implementing of the organizational development plan should be reviewed within one
year of the developmental quality assurance.
• The developmental quality assurance process must be periodically repeated at intervals of 2-3 years.
• Information gained about the organisation, the staff and/or the service recipients in the course of the
DQA, is confidential. Only those who have a professional reason to have the information should be
given it.
• The assessment must be completed within 1 month of the developmental quality assurance.
• The team which will do the particular DQA should be given the internal DQA to study at least 2
weeks prior to the DQA assessment.
• In an extreme case where one person does the DQA, the person should consult with at least two
other professionals before doing the ODP.
• The DQA involves an assessment of whether rights are appropriately protected and whether the
organisation is complying with and implementing the RSA Constitution and the relevant international
instruments supported by South Africa. Where serious violations are discovered, these should be
reported in writing by the DQA team to the appropriate authorities within 48 hours of the on-site
assessment.
• The report must be presented to the management and personnel within 21 days of the developmental
quality assurance.
• The mentor must be appointed within 10 days of the plan being presented to the management and
personnel.
• The review is carried out by one person (preferably the mentor), not a team.
• The DQA Review results in an “updated” report and ODP which is then monitored until the next full
DQA assessment.
• The monitoring and evaluation of a provincial programme lies with the provincial office.

136

Department of Social Development
Private Bag 901, Pretoria, 0001,
134 Pretorius Street, HSRC Building,
Pretoria
Tel: +27 12 312 7653/ 4
Fax: +27 12 312 7949/ 086 716 7482
www.dsd.gov.za

Blueprint version for printing(1)

More Related Content

What's hot (20)

Similar to Blueprint version for printing(1) (20)

Recently uploaded (20)

Blueprint version for printing(1)