Leadership instability 5.1.20 The above-mentioned concerns are intensified by the DCS's high staff turnover at its senior management level, and the impact this has had on leadership stability. At the time of reporting, and despite commitments to fill critical vacancies by January 2014, a key deputy director general-, the chief financial officer-, and the national commissioner-posts were vacant. 5.1.21 Between 2009 and 2013 the DCS pursued several initiatives which were aimed at, for example, establishing appropriate conditions of incarceration for women offenders, the establishment of a DCS trading entity, the implementation of a more efficient organisational structure, and better asset management and internal controls. The Committee has however noted with concern that many of these appeared to have been abandoned when the individuals who had driven them left office. The DCS should be held to ensuring that all activities undertaken are aligned to what is contained in its strategic and annual performance plans.