5.3 Leadership instability 5.3.1 The DCS must put in place measures for ensuring compliance with all relevant legislation, policies and National Treasury guidelines as a matter of urgency. As was indicated in previous reports a turnaround strategy was developed in 2010, but judging from the non-compliance, internal audit capacity constraints and weaknesses, and poor quality of reporting highlighted above, this strategy has either not been implemented or is inadequate. The Committee had in the past recommended, and reiterates that a credible turnaround strategy should contain clear performance indicators, should clearly define responsibilities and consequences for non performance. The Committee again requests that the turnaround strategy, as well as the above-mentioned new organizational structure should be provided to the Committee. 5.3.2 The DCS' attempts at realising the rehabilitation and reintegration objectives contained in the White Paper are undermined by its continued administrative challenges, and the poor leadership already referred to by the Auditor General. As indicated in previous reports, leadership instability, lack of discipline and financial mismanagement seriously impede service delivery and must be addressed as a matter of urgency. The DCS intention to resort to head-hunting to fill some senior management posts is noted, however the Committee recommends that all head-hunting processes be closely monitored to ensure their credibility is not drawn into question. 5.4 Human Resource Management 5.4.1 The MCF and its Ministerial Task Team referred to above, which were established to address, amongst others, the human resource-related matters referred to in this report, are acknowledged. The Committee looks forward to the outcome of the intervention, and urges the Minister to, on consideration of the Ministerial Task Team's report, ensure the implementation of agreed to recommendations. 5.4.2 The Committee had for the past four years advocated for the use of alternative recruitment strategies to the ones the DCS has been using with little meaningful success. Despite reports that such strategies would be explored in 2012/13, there has been no meaningful improvement. The Committee remains convinced that the DCS' poor reputation as an employer, is a major contributing factor to its inability to attract and retain professionals especially. The Committee had in 2012 registered its concern about the DCS management's inability to instill confidence in potential employees, and to create an environment conducive to professional development. This concern remains. 5.4.3 The DCS' inability to fill even its most critical vacancies remains a major cause for concern. This failure to attract and retain employees seriously impedes service delivery, and limits the DCS contribution to South Africa's economic growth. Furthermore, the high vacancy levels reported in financial and related areas can only have a negative impact on compliance with relevant legislative and good governance requirements, and will make it virtually impossible to address internal control deficiencies. It is recommended that the DCS should redouble its efforts to fill all vacancies especially those in its finance and internal audit units, and that all avenues to attract, develop and retain graduates in professional fields should be explored.