Presentation to the Select Committee on Social Services

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Presentation to the Select Committee on Social Services

Presentation to the Select Committee on Social Services

Annual Performance Plan of the

Department of Home Affairs

2014/ 15

8 July 2014

Annual Performance Plan of the

Department of Home Affairs

2014/ 15

8 July 2014

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Content1.Mandate and role of the Department of Home Affairs (DHA)

2.Vision, Mission and Values Statement

3.Commitments in support of government outcomes

4.Transformation phases and significant achievements 2013 – 2014

5.DHA contribution to Government Outcomes

6.Human Resource strategy

7.DHA contribution to Government Priorities and Programmes

8.Key challenges and strategic initiatives

9.Modernisation Programme

10.Key programmes and campaigns impacting on provinces

11.DHA Outcomes, Strategic Objectives and Annual Targets for 2014/15

12.Organisational model and footprint of Home Affairs

Overview of the mandate of the new Department

The DHA is custodian, protector and verifier of the identity and status of citizens and permanent residents in South Africa. This includes issuing

traveling documents that are recognized by other countries.

The DHA controls, regulates and facilitates immigration and the movement of persons through ports of entry. It also services foreign missions; enforces the Immigration Act; and determines the status of asylum seekers and refugees in accordance with international obligations.

Civics mandate

Immigration mandate

Other mandates specific to Home Affairs:

•Funding and oversight of the Electoral Commission, Government Printing Works and the Films and Publications Board

•Administration of the Public Holidays Act (1994)

•Funding of political parties through the IEC

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The mandates of the DHA are derived from:

The Constitution

•The right to citizenship and thus to secure identity and civic status.

•The responsibility of the state and citizens to ensure the sovereignty, security and integrity of South Africa.

•The need to honour international commitments as a responsible member of the community of nations and as part of ensuring peace and a better life for all.

Legislation

•Civic Acts: Births and Deaths Registration Act, 1992 ; Identification Act, 1997; South African Citizenship Act, 1995; Civil Union Act, 2006; Marriage Act, 1961; Registration of Customary Marriages Act,1998

•Immigration Acts: Immigration Act, 2002; Refugees Act, 1998

International instruments

•Conventions and protocols, mainly relating to asylum seekers and refugees (Geneva Convention, UN, AU and SADC Protocols).

•Bilateral and multilateral agreements, mainly relating to immigration matters.

National Population Register (NPR) / HANIS

Civics is stable - It is a basic right for all citizens.But critical systems and data are under constant threat from fraud, errors, cyber attacks and identity theft.

Secured by early registration of

birth.

Secure status changes – issue ID,

marriage, death and amendments

Must secure citizenship

changes; and naturalisation

Civics value chain / system

NATIONAL IDENTITY SYSTEM

Biometric data

(fingerprints and photos)

Active protection by state and by

citizens.

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Domestic

Borders

International

Risk-based; intelligence –

dependent; and strategic

Foreign missions

External Relations

Airport hubS

Ports of

entry Borderline BMA

Enforce

ActsCompete for

skills Protect

refugees

Immigration is dynamic: The DHA must be able to counter threats, e.g. crime, terrorism; and ensure the efficient and strategic

facilitation of legal migration.

Immigration value chain/ system

Integrated systems

Unpacking the vision of a transformed Department

• At the heart of transformation is building a cadre of officials that is patriotic, disciplined, security-conscious, professional and humane.

• Modernisation of systems through digital technology and integration is a critical enabler of security, service delivery and transformation.

• The primary objective of the DHA is to secure identity and immigration and deliver related services that support the achievement of national goals; including security goals and efficient service delivery to all citizens.

• The DHA must have the capacity to secure critical systems and related services by managing risks in terms of legislation, staffing, systems, culture and organisation.

• The Department needs to be fully integrated into the security cluster (JCPS); while continuing to develop its relationships with a wide range of state, civil society and international stakeholders and partners.

The DHA must operate as a security department that delivers critical services.

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DoE DoH DST

DHA DTI SocDev

DHA plays a key role in securing the NATION, SOCIETY and the STATEDHA plays a key role in securing the NATION, SOCIETY and the STATE

SANDFSAPS

SSA

J and CSSARS

Securitybreach

SecurityBreach

Security departments protect state functions,

society, citizens, residents

TProtection of

IDENTITY and STATUS

of all who live in South

Africa and SA citizens

abroad

Prtoect

Enables secure

interaction with global

community i.r.o.

INTERNATIONAL

MIGRATION

The status of the DHA

impacts on and enables the security

of ALL elements of the nation and the state

Future DHA?

Non-security departments

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A safe, secure South Africa where all of its people are proud of, and value, their identity and citizenship.

The efficient determination and safeguarding of the identity and status of citizens and the regulation of immigration to ensure security, promote development and fulfil our international obligations

The DHA is committed to being:

People-centred and caring

Patriotic

Professional and having integrity

Corruption free and ethical

Efficient and innovative

Disciplined and security conscious

VISION, MISSION AND VALUESVISION, MISSION AND VALUES

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Government Outcomes for the 2014 to 2019 Electoral Cycle

1. Improved quality of basic education

2. A long and healthy life for all South Africans

3. All people in South Africa are and feel safe

4. Decent employment through inclusive economic growth

5. A skilled and capable workforce to support an inclusive growth path

6. An efficient, competitive and responsive economic infrastructure network

7. Vibrant, equitable and sustainable rural communities with food security for all

8. Sustainable human settlements and improved quality of household life

9. A responsive, accountable, effective and efficient local government system

10. Environmental assets and natural resources that are well protected & enhanced

11. Create a better South Africa and contribute to a better and safer Africa and World

12. An efficient, effective and development oriented public service

13. Social protection

14. Nation building and social cohesion

Outcomes in bold are the ones the DHA contribute to directly

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Human Resource Strategy

• In a continued strive to further the implementation of the HR Strategy, to ensure that the service delivery of the Department is optimised, focus is placed on:

1. Human Resources Development:

In an effort to build leadership capacity and capability, the Department launched and implemented the Leaders’ Forum in July 2010 with the purpose of ensuring a shared mind-set and synergy amongst DHA leadership. Leadership development through the Leaders’ Forum and the cascading of developmental initiatives which introduce and maintain best People Management practices will continue.

In support of a culture of effective people management towards optimising organizational performance and service delivery, a revised Overtime Policy, Integrated Exit Management Strategy and Integrated Retention Strategy were developed and approved for roll-out during the 2014/15 financial year.

The design of a number of talent enhancement initiatives which include Career Management, an Occupational Assessment Framework, aligning SMS and MMS competency assessment results to Personal Development Plans and actual training accessed, mentoring pools, talent spotting and experiential learning frameworks will receive attention in 2014/15. This aims at improving the Department’s capability to acquire, develop and retain competent human resources.

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Human Resource Strategy

2. Performance Management:

The level of compliance with PMDS legislative frameworks has improved considerably at all levels.

The Department’s focus in 2014/15 will shift to include the improvement of its performance culture, and the alignment between individual and organizational goals and performance.

In support hereof, a Poor Performance Improvement Guideline for Supervisors and Managers has been developed , and will be rolled out.

An Integrated Reward and Recognition Model as well as an Excellence Awards Program has been developed in order to enhance morale, productivity and organizational performance, and will be implemented during the 2014/15 financial

3. Employee Relations Strategy:

Promote an ethical Department through programmes and structures that prevent and / or drive a zero tolerance approach towards corruption and ill-discipline.

HR DASHBOARD

2010/11 2011/12 2012/13 2013/14 PROGRESS/STATUS

Head count 9 259 9091 9198 9664

SMS Members ( Leadership Capacity)

103 125 144 170

Vacancy rate 7.4% 15.1% 10.3% 6.60%

Turnover rate 32.9% 12.9% 4.3% 4%

Performance Incentive (Cost) & No of People Rewarded 0 5, 929, 977 9,009,805 12,662,639

PMDS Compliance 63%94%

97% 99.5%

Gender SMS 40.9%48.9% 46%

Disability 0.3% 0.57 0.92% 1.36%

Jobs evaluated 149 154 105 35

Estimated Cost of sick leave taken (Absence)

28 473 32 947 34 211 48 038

Dispute Resolved (% Won) 73% 75% 81% 79.5%

HR Overall Performance ( IYP) 78% 92% 82% 60%

Organisational Performance (SP) % 26% 25% 53%

Race Total number of employees

DHA Status against National Demographics

National Demographics (Target)

African 8367 86.58% 79.0%

Coloured 556 5.75% 8.9%

Indian 79 0.82% 2.5%

White 662 6.85% 9.6%

TOTAL RACE 9664 100% 100%

Disability 131 1.36% 2.0%

EE Targets are communicated to Heads of Branches/Business Unit to ensure targeted recruitment.

Employment Equity Status

Gender Total number of employees below SMS level

Org. Level

Total number of employees @ SMS level

SMS Level Percentage (Target)

Total org. Percentage

Male 3851 40.56% 92 54.12% 50% 3943 40.80%

Female 5643 59.44% 78 45.88% 50% 5721 59.20%

Total 9494 100% 170 100% 100% 9664 100%

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Salary levels

Overall Posts filled per salary level

Head office filled per level

% Filled per level – Head Office

Provinces filled per level

% Filled per level- Provinces

3 470 55 11.70% 415 88.30%

4 1 0 0% 1 100%

5 202 29 14.35% 173 85.64%

6 6129 1613 26.32% 4516 73.68%

7 858 194 22.61% 664 77.39%

8 1067 332 31.11% 735 68.89%

9 67 27 40.30% 40 59.70%

10 445 196 44.04% 249 55.96%

11 77 61 79.22% 16 20.78%

12 178 116 65.17% 62 34.83%

13 122 85 69.67% 37 30.33%

14 35 28 80% 7 20%

15 10 10 100% 0 0%

16 3 3 100% 0 0%Grand Total 9664 2749 28.45% 6915 71.56%

Breakdown of all filled posts per level

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SMS Salary levels

SMS Post filled per salary level

SMS Posts Filled (Head Office)

% of SMS post (Head office)

SMS Posts (Provinces)

% of SMS post (Provinces)

13 122 85 70.8% 37 30.2%

14 35 28 80% 7 20%

15 10 10 100% 0 0%

16 3 3 100% 0 0%

Total 170 126 74.1% 44 25.9%

Breakdown of filled SMS posts per level

SMS posts in

provinces

Level Post Responsibility

14 Provincial Manager Overall

13 Finance and support Finance and support

13 District Manager Operations

All offices in a district (typically 6- 12)

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DHA supporting the priorities of government

ELECTORAL MANDATE • State of the Nation address (SONA)• National Development Plan

• Decent work and sustainable livelihoods

• Education

• Health

• Rural development, food security & land reform

• Fight against crime & corruption

Role of the DHA

• Enabling economic growth and development – importation of skills

• Identity management

• Access to rights and services

• Building a capable state

• DHA identity systems are essential tools in the fight against crime and corruption

SONA – for all of government to support

•Ensure rapid growth and creation of decent work

•Radical transformation of the energy sector

•National infrastructure and industrial plans

•Revitalise local government and urban development

•Education an apex priority

National Development Plan

•Contribute to democracy, development and security

•Enable skilled immigrants to work in South Africa to promote growth and jobs

•Building a capable state through modernisation programme and fighting corruption

•Contribute to social cohesion and nation building through identity management, empowerment, equity and other redress measures

•Engagement with strategic countries

Implications of the National Development Plan (NDP) for DHA

Facilitate faster and more inclusive economic growth (top priority)

– There is a need for immigration and refugee policies, legislation and systems / processes which will address national priorities and maximise benefits and reduce risks to the country.

– The DHA can ensure the secure, effective and efficient mass transit of people and goods across land, sea and air borders to contribute towards the security and development of South Africa.

– Efficient and secure ports of entry reduce the cost of doing business, encourage trade and enable regional development. This will be one of the main goals of the Border Management Agency (BMA).

– The modernisation programme of the DHA provides for mdern, secure immigration systems to attract visitors and facilitate their secure entry and exit rapidly. The DHA will thus contribute to security, stability and reducing corruption.

– Focus will also be placed on trade presentation and diplomatic presence in fast growing markets (Asia, Brazil and Africa); as well as the implementation of a focused regional integration strategy with an emphasis on reducing red tape.

DHA Contribution to Medium Term Strategic Framework (MTSF) 2014 - 2019

The DHA draft commitments in the MTSF 2014 to 2019 will focus, inter alia, on the following key areas (input to be finalised by 30 May 2014):

•SA’s borders effectively defended, protected, secured and well-managed.

– Integrated BMA established and operational

– Develop an over-arching strategy to defend, protect, secure and ensure well-managed borders

•Identity of all persons in SA known and secured.

– Ensure that registration at birth is the only entry point for SA to the new national identity system (NIS)

– NIS designed and operational

– Ensure that systems are in place to enable the capturing of biometric data of all travellers who enter or exit SA legally

•Improve and streamline regulations to reduce the burden of importing core and critical skills needed for the economy.

– Changes to immigration policy and legislation that supports the importation of economically important skills

1. Asylum seeker/ Refugee management including Relocation of Refugee Centers to borderlines

2. Overhaul the permitting system and border management

3. Dependency on Departments of Public Works and SITA

4. Non-integration of IT systems

5. Records Management

6. Lack of capacity in critical areas (eg. Inspectorate)

7. Fight against unlawful activities

8. Improvement of administration, especially financial management

9. Ensuring staff are appropriately trained, professional and caring

Key challenges

2014 -15: Priorities and Commitments

In support of achieving the strategic objectives of the DHA, government priorities and the National Development Plan, the DHA has identified the following goals over the next 3 - 5 years:

•Effective management of immigration to contribute to security and development (including leading the establishment of a BMA)

•Comprehensive and secure national identity system (NIS)

•Modernise Home Affairs through investing in people, processes and technology

•Improve service delivery and promote good governance and administration

•Develop officials that are ethical, patriotic and professional

•Visible and firm action in the fight against corruption

1. Finalising the review of Immigration Policy (SADC labour migration; asylum seeker management; residence and citizenship; facilitation of migrants with critical skills)

2. Finalisation of the regulations of the amended Refugees Act

3. Systems modernisation, ID Smart Card rollout and the development of the National Identity System.

4. Developing a new Home Affairs cadre that is patriotic, security conscious, professional and humane.

5. Develop a roadmap with concrete measures to capacitate DHA as a security department that provides efficient services.

STRATEGIC INITIATIVES (1):

6. Leading the establishment of the Border Management Agency (BMA)

7. Implementing the HR Strategic roadmap

8. Consolidate the National Population Registration Campaign Programme and strengthen the Stakeholder Forums linked to the ending of LRB

9. Work towards obtaining a clean audit

10. Intensify the fight against corruption

11. Strengthen implementation of the communication strategy

STRATEGIC INITIATIVES (2):

Modernization Programme: Transition to a digital world

Smart ID Card

Printing

Infrastructure

&

Card Design/ personalization

Green : In progress (Implementation)

Yellow: In progress (conceptualization)

White : Not started (planning )

End user devices

Deployment

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MODERNISATION OBJECTIVES AND BENEFITSTo transform DHA into a paperless environment

This will ensure paperless processing and electronic capture of applications including e-forms, scanning of supporting documents and workflow.

To ensure uninterrupted service delivery

Automation of processes will need redundancy like disaster recovery systems (DRS) and dual network or data lines, off-line processing capability, back-up power to ensure business continuity in case of unforeseen disaster.

To guarantee system performance and security

Security is central to DHA services and thus sufficient processing power (PC’s and Servers), active directory (AD), anti-virus software, firewall are imperative.

To guarantee non-repudiation and integrity management

To ensure that the occurrence and integrity of transactions between DHA and citizens cannot be refuted by the citizen or DHA official, both in an on-line and off-line mode through the use of biometrics monitoring tool and audit trail as one of the functionalities.

Quality of services

To provide an improved quality of service and ensure total customer satisfaction through increased turned around time of DHA products that are of high quality standards and designed according to international best practices.

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MODERNISATION PLANS FOR 2014/ 15 (1)

Live Capture and Smart ID card Technology

Further roll out of smart ID card technology in 70 offices

Development of the National Identity System (NIS) and Trusted Traveller system.

Single view of all citizens and foreigners made up by a collection of data enabling the Department to distinguish a person from the rest of the population with multiple biometrics of face and fingerprint

E-Permit System

Automation of permitting processes through a web based technology allowing applications to be made through the internet

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MODERNISATION PLANS FOR 2014/ 15 (2)

Data clean up (key systems like NPR, NIIS/ Refugee systems, eMCS etc)

Target Cleaning of key IMS and Civics systems databases and migration of data to NIS

Other identified systems (Not in APP)

Development of the Contact centre has been prioritised for this Financial Year;

Biometrics at the POEs prioritized for this Financial Year

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MODERNISATION KEY ACHIEVEMENTSMODERNISATION KEY ACHIEVEMENTS

70 offices have been automated with new live capture and smart ID

card technology

Infrastructure upgrade of physical offices and technology in all the

offices with live capture and smart card including implementation of

dual data lines

Four high printing security machines procured at GPW for printing

of smart ID cards and passports. Three are used for daily

production at GPW headquarters and the other one is set up at

CSIR for disaster recovery

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MODERNISATION KEY ACHIEVEMENTS (2)MODERNISATION KEY ACHIEVEMENTS (2)

As from 1 April to 22 June 2014, 251 873 applications for Smart ID

Card have been captured

More than 423 509 Smart ID cards have been processed to date by

70 offices. Citizens have collected 305 946 while 64 690 are in offices

ready to be collected. About 52 873 are in progress to be printed

Training and change management conducted in all 70 offices for front

offices and back office officials on new automated processes. In

addition, skill audit was done to ensure that proper training packages

will be crafted for officials

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Key programmes and campaigns

impacting on provinces

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Some significant achievements 2013 - 2014

• A total of 650 682 births were registered within 30 calendar days against target of 642 000. This was made possible through:

Operationalisation of online birth registration facilities at 44 additional health institutions (cumulative total of 391)

Launch of 8 additional stakeholder forums (cumulative total of 264)

Awareness initiatives and outreach programmes in rural areas, schools, farms and informal settlements

• A total of 125 112 smart ID cards were issued against target of 100 000 made possible through the roll out of live capture functionality for IDs and passports at 70 offices

• A new strategy for Late Registration of Births (LRBs) was adopted and the Amendment Regulations in terms of the Births & Deaths Registration Act was signed into effect on 20 February 2014.

• Regulations came into operation on 1 March 2014 that assist in protecting the NPR, individual identity, citizenship and human rights. A key element was the introduction of an unabridged birth certificate with both parents particulars. This change tightens up the critical process of birth registration.

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389 Health Facilities currently online: per Province

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Birth registration within 30 days: Performance 2009 - 14

The graph depicts good gains in the number of births registered within 30 days and a reduction in births registered above 15 years.

• The Department registered 5748480 births between 1 April 2009 and 31 March 2014.

• Out of 5748480 births registered, 2756351 were registered within 30 days of the birth event.

• 2369783 births were registered between 31 days and 14 years of the birth event.

• 622346 births were registered above 15 years of the birth event.

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Optimization Strategy : Health Facilities for 2014/2015

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0

20000

40000

60000

80000

100000

120000

140000

160000

180000173969

112584

85911 81845 80895

52315 47355 3839520731

Province Target

Gauteng 173969

KwaZulu Natal 112584

Eastern Cape 85911

Limpopo 81845

Western Cape 80895

Mpumalanga 52315

Free State 47355

North West 38395

Northern Cape 20731

National Total 694000

Provincial birth registration targets for 2014/15

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70 offices equipped with Smart ID card capability

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PROVINCE OFFICE PROVINCE OFFICEEC MOUNT FRERE KZN UGU (PORT SHEPSTONE) EC BUTTERWORTH KZN SCOTTBURGHEC KING WILLIAMS TOWN KZN UMGUNGUNDLOVU (PIETERMARITZBURG)EC ENGCOBO KZN MTUBATUBAEC QUEENSTOWN KZN LADYSMITHEC MOTHERWELL KZN UTHUNGULU (RICHARDS BAY) EC PORT ELIZABETH KZN ZULULAND (ULUNDI) EC UITENHAGE MP WHITE RIVER (NSIKAZI) EC MTHATHA MP MALELANE (MALALANE) EC LIBODE MP PIET RETIEFEC GRAHAMSTOWN MP ERMELOFS SASOLBURG MP EMALAHLENI (WITBANK)FS KROONSTAD MP MIDDELBURGFS WELKOM NC KIMBERLEYFS BLOEMFONTEIN (ROCKLANDS) NC KURUMANFS BOTSHABELO NC DE AARFS BETHLEHEM NC UPINGTONFS HARRISMITH NW BRITSGAUTENG BOKSBURG NW RUSTENBURG (TLHABANE) GAUTENG EDENVALE NW KLERKSDORPGAUTENG SPRINGS NW POTCHEFSTROOMGAUTENG ALEXANDRA (WYNBERG) NW MMABATHOGAUTENG JOHANNESBURG WC WORCESTERGAUTENG MAPONYA MALL (SOWETO) WC CAPE TOWNGAUTENG SOWETO WC KHAYELITSHAGAUTENG SEBOKENG WC NYANGA (NONTSUMPA)GAUTENG AKASIA WC WYNBERGGAUTENG GARANKUWA (ODI) WC GEORGEGAUTENG PRETORIA WC MALMESBURYGAUTENG KRUGERSDORPKZN AMAJUBA (NEWCASTLE)KZN DURBAN (COMMERCIAL ROAD)KZN PINETOWNKZN UMZIMKULU

70 Smartcard offices rolled-out in 2013/14

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DHA Smartcard offices to be rolled-out 2013-15

PROVINCE OFFICE PROVINCE OFFICEEC BIZANA LP GROBLERSDALEC NTABANKULU LP NEBOEC MT AYLIFF LP PHALABORWAEC STUTTERHEIM LP DZANANIEC WILLOWVALE LP MAKHADO EC CENTANE LP VUWANIEC EAST LONDON LP MALAMULELEEC MDANTSANE LP LEPHALALE EC ALIWAL NORTH LP IPELENG (THABAZIMBI)EC MQANDULI MP MHALAEC TSOLO MP HAZYVIEWEC LUSIKISIKI MP KOMATIPOORTEC NGQELENI MP MASHISHING (LYDENBURG)EC GRAAFF REINET MP BARBERTONEC HUMANSDORP MP EERSTEHOEKFS BULTFONTEIN MP BETHALFS LADYBRAND MP KWA-MHLANGAFS KOFFIEFONTEIN NC JAN KEMPDORPGAUTENG ALBERTON NC GALESHEWE (SAFETY CENTRE) (Rethusaneng)GAUTENG BRAKPAN NC CALVINIAGAUTENG GERMISTON NC SPRINGBOKGAUTENG KEMPTON PARK NC DOUGLASGAUTENG NIGEL NC POSTMASBURGGAUTENG RANDBURG NW MANKWEGAUTENG ROODEPOORT NW VRYBURGGAUTENG VAN DER BIJL PARK NW WOLMARANSSTADGAUTENG VEREENIGING NW LICHTENBURGGAUTENG MABOPANE NW MOLOPO GAUTENG SOSHANGUVE NORTH NW ATAMELANGGAUTENG TEMBA (MORETELE) WC ROBERTSONKZN PROSPECTON WC PAARLKZN TONGAAT WC CERESKZN DURBAN ETHEKWINI (UMGENI ROADI) WC BEAUFORT WESTKZN KWADUKUZA (STANGER) WC PRINCE ALBERTKZN KOKSTAD WC ATLANTIS/ HARTEBEESKRAALKZN NEW HANOVER WC BELLVILLEKZN JOZINI (INGWAVUMA) WC MITCHELL'S PLAINKZN DUNDEE WC SOMERSET WESTKZN ESTCOURT WC SIMUNYE (PLETTENBERG BAY)KZN EMPANGENI WC MOSSEL BAYKZN ESHOWE WC OUDTSHOORNKZN NGOTSHANE (PONGOLA) WC BREDASDORP

LP BOCHUM WC CALEDONLP LEBOWAKGOMO WC VREDENDAL

Smartcard offices to be rolled-out in 2014/15

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Stakeholders Forums: distribution

Province Province District Local Metro

Gauteng 1 2 7 3

Eastern Cape 1 6 35 2

Kwa-Zulu Natal 1 10 57 1

Limpopo 1 5 25

Free State 1 4 20 1

Northern Cape 1 4 27

Mpumalanga 1 3 18

Western Cape 3 7

North West 1 4 19

TOTAL 8 41 208 7

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Stakeholders Forums: mandate and membership

Municipalities Community Development Workers Community Based Organization Non governmental organizations Faith Based Organizations Traditional Healers Traditional Leaders Ward Committees Organized Business Organized Labour Youth Women Disabled IEC Government Departments Security Agencies

Membership varies and may include: Stakeholder forums are non-partisan groups of stakeholders who are active at local, district, metro and provincial levels.

They are non-political independent structures that are supported administratively by the DHA.

The purpose for the Forums is to support the programmes and officials of the DHA. They identify needs; monitor service delivery; and report threats to DHA systems such as fraud and corruption.

The Stakeholder Forums operate on the following levels:

Local Municipalities

District Municipalities

Metropolitan Municipalities

Provinces.

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The Annual Performance Plan is grounded on three Outcomes

Outcome 1:

Secured South African citizenship and identity

Outcome 2:

Secured and responsive immigration system

Outcome 3:

Services to citizens and other clients that are accessible and efficient

Outcome 1:


Outcome 2:


Outcome 3:


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Outcome 1:


Strategic Objectives

•All eligible citizens are issued with enabling documents relating to identity and status

•An integrated and digitised National Identity System (NIS) that is secure and contains biometric details of every person recorded on the system

Outcome 1:



•All eligible citizens are issued with enabling documents relating to identity and status

•An integrated and digitised National Identity System (NIS) that is secure and contains biometric details of every person recorded on the system

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Outcome 2:



•Refugees and asylum seekers are managed and documented efficiently

•Movement of persons in and out of the country regulated according to a risk based approach

•Enabling documents issued to foreigners efficiently and securely

Outcome 2:



•Refugees and asylum seekers are managed and documented efficiently

•Movement of persons in and out of the country regulated according to a risk based approach

•Enabling documents issued to foreigners efficiently and securely

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Outcome 3:



•Secure, effective, efficient and accessible service delivery to citizens and immigrants

•Good governance and administration

•Ethical conduct and zero tolerance approach to crime, fraud and corruption

•Collaboration with stakeholders in support of enhanced service delivery and core business objectives

Outcome 3:



•Secure, effective, efficient and accessible service delivery to citizens and immigrants

•Good governance and administration

•Ethical conduct and zero tolerance approach to crime, fraud and corruption


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Outcome 1: Secured South African citizenship and identityOutcome 1: Secured South African citizenship and identity

Strategic Objective 1.1:

All eligible citizens are issued with enabling documents relating to identity and status

Annual Targets 2014/15 per strategic objective:

• 70 additional offices with live capture functionality for identity documents and passports (installed and functional)

• 694 000 births registered within 30 calendar days of birth

• 1.6 million smart ID cards issued to citizens 16 years of age and above

• 95% of IDs (First issues) issued within 54 working days for applications collected and processed within the RSA (from date of receipt of application until ID is scanned at office of application)

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All eligible citizens are issued with enabling documents relating to identity and status


• 95% of IDs (Re-issues) issued within 47 working days for applications collected and processed within the RSA (from date of receipt of application until ID is scanned at office of application)

• 95% of machine readable passports (manual process) issued within 24 working days for applications collected and processed within the RSA (from date of receipt of application until passport is scanned at office of application)

• 97% of machine readable passports (live capture process) issued within 13 working days for applications collected and processed within the RSA (from date of receipt of application until passport is scanned at office of application)

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An integrated and digitised National Identity System (NIS) that is secure and contains biometric details of every person recorded on the system


• National Identity System (NIS) developed (designed)

• Technical testing for NIS completed

• Technical testing of Trusted Traveller programme completed by Information Services branch

• Development of e-Permit system completed by Information Services branch and handed over to IMS for user acceptance testing

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Refugees and asylum seekers are managed and documented efficiently


• 50% of refugee IDs issued within 90 calendar days (from the date of application at refugee reception offices until document is ready at office of application)

• 80% of refugee travel documents issued within 90 calendar days (from the date of application at refugee reception offices until travel document is ready at office of application)

Outcome 2: Secured and responsive immigration system

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Movement of persons in and out of the country regulated according to a risk based approach


• BMA feasibility study approved by Minister

• BMA Draft Bill approved by Minister

• 8 priority ports of entry with either improved residential or improved office accommodation or both as per set standards

• One survey of borderline communities conducted

• Refined immigration policy discussion paper, based on research and government engagement, approved by Minister


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Enabling documents issued to foreigners efficiently and securely


• 50% of permanent residence applications adjudicated within 8 months for applications collected within the RSA (from date of receipt of application until outcome is known)

• 62% of business, critical skills and general work permits adjudicated within 8 weeks for applications processed within the RSA


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• 90% of newly appointed officials trained on DHA Induction Programme before commencement of service

• 300 officials enrolled and trained in skills programmes emanating from the National Certificate: Home Affairs Services to improve performance

• 100 managers (junior, middle and senior) enrolled and trained in leadership and management development programmes to improve performance

Outcome 3: Services to citizens and other clients that are accessible and efficient

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Good governance and administration


• Accurate and complete annual financial statements submitted to the Auditor-General by 31 May annually

• In-Year monitoring reports submitted to National Treasury on a monthly basis

• Annual Report tabled in Parliament by 30 September annually

• 3 DHA 2014/15 and 1 DHA 2013/14 quarterly performance reports verified and approved by EXCO and signed by the DG within 60 days after each quarter


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Good governance and administration


• Business case for a sustainable model for civic and immigration services approved by Minister

• Vacancy rate maintained at 10% and below by 31 March 2015

• Reviewed front office toolkit to improve the daily management of operations approved, implemented and monitored


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Ethical conduct and zero tolerance approach to crime, fraud and corruptionAnnual Targets 2014/15 per strategic objective:

• Ethics Management programme developed and approved by EXCO

• Ethics Management Programme implemented

• 60% of reported cases investigated and finalised within 90 working days

• 4 reviews on processes conducted and reports signed off by DG

• 80 Threats and Risk Assessments (TRAs) conducted in accordance with the requirements of Minimum Information- (MISS) and / or Physical Security Standards (MPSS) - 60 MPSS, 20 MISS

• 468 vetting fieldwork investigations finalised and referred to State Security Agency (SSA)


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• Communication strategy and action plan implemented in respect of:

• External communication

• Internal Communication

Missions:*SADC & Africa.*Europe, Asia,

Far East, Australia

Missions:*SADC & Africa.*Europe, Asia,

Far East, Australia

Refugee Appeals Board

Refugee Appeals Board

Nine Provinces

Nine Provinces

Independent Electoral

Commission

Independent Electoral

CommissionDHA Headquarters:

•Office of the DG •Chief Operations Officer

•Civic Services•Immigration Services

•Finance & Supply Chain •Information Services•Learning Academy

•Counter Corruption & Security

•Communication Service•Human Resources

DHA Headquarters:•Office of the DG

•Chief Operations Officer•Civic Services

•Immigration Services•Finance & Supply Chain

•Information Services•Learning Academy

•Counter Corruption & Security

•Communication Service•Human Resources

Film & Publications

Board

Film & Publications

Board

MinistryMinistry

Government Printing Works

Government Printing Works

Standing Committee

on Refugees

Standing Committee

on Refugees

Immigration Advisory

Board

Immigration Advisory

Board

Audit Committee

Audit Committee

Missions:*SADC &

Africa.*Europe, Asia,

*Far East, Australia

Missions:*SADC &

Africa.*Europe, Asia,

*Far East, Australia

ORGANISATIONAL STRUCTURE OF HOME AFFAIRS

As at 31 March 2014, the DHA had 10, 344 funded posts with 9, 664 filled.

SPHERE OF GOVERNMENT CORRESPONDING LEVEL OF THE DHA

NATIONAL DG and national leadership

PROVINCIAL Provincial manager

LOCAL • District manager operations: responsible for offices in district municipality

• Heads of local offices responsible at local municipality level

This model enables the DHA to collaborate and coordinate with government structures in pursuit of national goals.

Organisational model of Home Affairs

PROVINCE

FRONTLINE OFFICE FOOTPRINT AND STRUCTURE

LOCAL OFFICE LARGE

LOCAL OFFICE MEDIUM LOCAL OFFICE SMALL

TOTALREGIONAL OFFICES

DISTRICT OFFICES

DISTRICT OFFICES

DISTRICT OFFICE /

THUSONG

PERMANENT

SERVICE POINTS

PERMANENT

SERVICE POINTS

THUSONG SERVICE CENTRES

OSDC (One Stop Centres)

EASTERN CAPE 6 22 2 23 6 59

FREE STATE 3 9 11 7 30

GAUTENG 8 22 1 6 24 61KWAZULU-NATAL 8 17 1 26 18 6 76

LIMPOPO 5 17 2 21 12 57

MPUMALANGA 3 21 19 15 58NORTHERN CAPE 3 7 5 3 18

NORTH WEST 3 13 2 4 22

WESTERN CAPE 4 1 10 1 7 23

TOTAL 43 1 138 6 1 113 96 6 404

TOTAL 44 144 215 404

Service delivery footprint (continued)

SERVICE DELIVERY POINT NUMBER

Mobile offices 115

Health facilities connected to register births and deaths - 68 of the largest hospitals are staffed and the others serviced by nearby DHA offices

389

Refugee reception offices (fully functional) 3

- Durban Refugee Office - Marabastad (Pretoria) - Musina in Limpopo

Foreign Missions (Consular sections) run by DHA staff 41

103 Foreign Missions are serviced by DIRCO staff only

Ports of Entry 72

South African Ports of Entry

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The operating model and footprint of the DHA

The budget of the DHA must, among other demands, stretch to:

•Secure and manage very large systems, such as the NPR, HANIS and the eMCS which are constantly at risk and under threat.

•Serve all citizens, resident foreign nationals and all those who apply for visas (abroad, at the border and domestically).

•Enforce the Immigration Act, process asylum seekers and protect the status of those granted refugee status.

•Deliver on major strategic initiatives (modernisation and the BMA).

•Operate across a footprint of over 400 offices, including 72 ports of entry and 41 foreign consulates.

•Train and develop approximately 10, 000 officials.

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THANK YOU

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Presentation to the Select Committee on Social Services