Presentation to the Portfolio Committee
Annual Performance Plan of the
Department of Home Affairs
2013/ 14 – 2015/16
19 March 2013
1
Content
1.
Vision, Mission and Value Statement
2.
Prioritising government outcomes
3.
A vision of a transformed Home Affairs
4.
Eight transformation strategies
5.
Progress and challenges 2012 – 2013
6.
Human Resource strategies
7.
Modernisation project
8.
DHA Outcomes, Strategic Objectives and Annual Targets for 2013/14
9.
Key strategic priorities over next three years
2
VISION, MISSION AND VALUES
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
3
Prioritising government outcomes
The DHA contributes directly to three of the twelve strategic Outcomes of
Government:
3.
All people in South Africa are and feel safe
5.
A skilled and capable workforce to support an inclusive growth path
12.
An efficient, effective and development oriented public service and an
empowered, fair and inclusive citizenship
The Performance Agreement signed by the President and Minister of Home
Affairs specifies concrete deliverables linked to the above Outcomes,
including:
•
Completion of all strategic information and identification projects within already
defined budgets and time frames
•
Effective and efficient refugee management strategies and systems
•
Contributing to the level of skills and general economic development in South
Africa by realising a positive skills migration trend of around 50,000 migrants….
•
The registration of every child birth within 30 days of delivery.
•
The issuing of identity documents to every South African 16 years and above.
4
DHA supporting the priorities of government
ELECTORAL MANDATE
• State of the Nation address (SONA)
• National Development Plan
• Education – the apex priority
SONA – for all of government to support
• Decent work
•Ensure rapid growth to create decent work
• Health
•Urban planning linked to rural development
• Rural development
•War against corruption
• Fight crime
•Government must coordinate, integrate, focus
Role of the DHA
National Development Plan
• Access to rights and services
•Enable skilled immigrants to work in South
Africa
• Building a capable state
•Consider a single Visa for SADC visitors.
• Enabling economic growth
•Work permits to foreigners who graduate in S.A.
• DHA identity systems are
essential tools in the fight
against crime and corruption
•DHA can contribute to empowerment, equity
and other redress measures
•Engagement with strategic countries
5
A vision of a transformed Home Affairs
Can you imagine ….
• Every visa and permit is issued on the basis of an effective risk analysis and the
identity, business and location of foreign nationals in South Africa is known.
• Immigration is used to proactively advance national interests; and the entry, stay
and exit of legitimate visitors is facilitated rapidly.
• Ports of Entry are secure, efficient and welcoming of legitimate travellers.
• The status of asylum seekers is securely and efficiently determined; and genuine
refugees are assisted in a coordinated way by relevant Departments and by
national and international organisations
• The corporate image and basic office environment is of the same high standard
everywhere.
• Home Affairs sets the standard for e-government and the cost effective and creative
use of many alternative channels for service delivery.
• And all South Africans have a secure identity and are proud of it, singing praises of
Home Affairs!
6
A vision of a transformed Home Affairs
Can you imagine ….
• A highly skilled, professional, caring staff that is security conscious and
100% committed to serving the people of South Africa.
• Technology that is used effectively to secure the identity and the status of
every citizen and to render them a quality service.
• Every citizen has a “smart” ID card with information that is accurate, reliable
and visibly protected by committed, patriotic officials.
• All documents have advanced security features.
• There is live capture of biometrics and other information and all documents
are captured electronically. There are no duplicates.
• A robust system of monitoring and evaluation, using accurate statistics, is
used to manage performance and ensure accountability.
• Home Affairs is at the heart of a secure identity and immigration system that
is trusted, supported and used by all Departments and other partners.
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Eight Transformation Strategies
TRANSFORMATION STRATEGY
CRITICAL INITIATIVES OVER MTEF
1. Develop a cadre of disciplined,
professional officials
 Establish a world-class Academy and
the culture and practice of constant
learning.
 Take steps to ensure there is
committed, professional leadership at
all levels.
 Modernisation, driven by the
department and based on efficient,
secure processes.
 Managers manage their
environments.
 Establish highly effective support
services and monitoring systems
2. Develop a leadership collective
that can drive transformation
3. Build a platform of and systems
that are secure and integrated
4. Implement an operating model
that is appropriate and effective
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Eight Transformation Strategies
TRANSFORMATION STRATEGY
CRITICAL INITIATIVES OVER MTEF
5. Establish a strong M & E
function to manage
Performance
 Build and maintain an accurate data
and statistical system and capacitate M
& E.
 Build and work with Stakeholder
Forums
 Build relationships with key
Departments
7. Work strategically and smartly
 Build capacity to research and to
within the state and civil society
analyse and use information effectively
at all levels
8. Contribute significantly to the
 Integrate efforts across DHA and work
fight against corruption
closely with Security Cluster partners
6. Develop partnerships with
communities and within
government
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Human Resource Strategy
• The HR strategy seeks to reposition the DHA as a highly effective department and
employer of choice. The following top five HR priorities are driven to maximise
organisational effectiveness.
1.
People acquisition:
 Improved psychometric evaluation and recruitment methods.
 identify critical areas for capacity building.
 Identify and fill critical posts.
 Strengthen appointment letter in respect of vetting.
 On-boarding programme enhanced to orientate newcomers and re-orientate
existing staff.
 Profile jobs to inculcate competency-based recruitment.
2. Transformation and change:
 Employment equity targets in relation to gender, race and disability achieved; a
youth development programme rolled out; DHA cadre framework implemented.
 Driving organisational effectiveness through streamlining business processes.
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Human Resource Strategy
3. Human resources development:
 Critical skills gaps identified and training and coaching programmes implemented.
 Leadership forums conducted and leadership capability assessed.
 Cadet programme developed and rolled out.
 Security awareness programme developed.
4. Performance management:
 Compliance to contracting and review processes.
 Exceptional performers identified and reward and recognition implemented.
 Employee health and wellness programmes implemented .
5. Employee relations strategy:
 Zero tolerance to corruption with improved turnaround times to finalise cases with
strong focus on corruption and fraud cases and those having financial implications
 Application for immigration function to be classified as an essential service.
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Recruitment Status – 2012/13 Financial Year
Branch
Total Posts
Posts Filled
(Incl.
natural
attrition)
Posts not
filled
Posts
Advertised
Posts
Short-listed
Posts
Interviewed
Audit Services
8
2
6
6
4
4
Civic Services
958
402
556
776
627
568
Communication Services
13
5
8
11
11
10
Counter Corruption
68
40
28
57
44
40
DG Support
11
10
1
10
10
10
Finance
82
38
44
63
54
52
Human Resources
90
50
40
80
66
52
Immigration Services
913
231
682
803
526
499
Information Services
42
20
22
39
32
30
Intergovernmental Relations
5
1
4
5
4
4
Learning Academy
28
11
17
19
18
17
Legal Services
10
5
5
8
8
8
Ministry
15
3
12
11
11
9
Policy and Strategic
Management
1
1
0
1
1
1
Total Funded Posts
2244
819
1425
1889
1416
1304
%
100%
36%
64%
84%
63%
58%
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Employment Equity Status
Race
Total number of
employees
DHA Status
against National
Demographics
National Demographics (Target)
African
7929
86%
79.0%
Coloured
534
5.80%
8.9%
Indian
73
0.80%
2.5%
White
680
7.4%
9.6%
TOTAL RACE
9216
100%
100%
Disability
82
0.89%
2.0%
EE Targets are communicated to Heads of Branches/Business Unit to ensure targeted
recruitment.
Gender
Total number of
employees below
SMS level
Org.
Level
Total number of
employees @
SMS level
SMS Level
Percentage
(Target)
Total org.
Percentage
Male
3673
40.51%
78
52.00%
50%
3751
40.70%
Female
5393
59.49%
72
48.00%
50%
5465
59.30%
Total
9066
100%
150
100%
100%
9216
100%
Modernisation Project
DHA
Integrated
Revenue
Engine
IT and
Physical
Infrastructure
Upgrade
CUBANS
New NPR/
National
Identificatio
n System
Executive
Management
System
SARS
SARS
Live
Capture
Call Centre
Gijima
provides
hardware
Production of
secure
documents/
Smart ID
EDMS
Visa and
Permits
EQMS
Change
Management
GPW
EMCS
Frequent
Traveller
System
Smart ID card
printing
infrastructure
and card
design
personalisation
Legend: White = Not yet started
Green = In progress
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Modernisation Project
• Reduction of paper trail (paperless environment);
• Automated and secured business processes;
• Improved turnaround times;
• Increased accountability;
• Reduction of identity theft;
• Improved security;
• Increased customer satisfaction.
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Some significant achievements 2012 - 2013
 The DHA is on track to achieve the annual target of 594, 000 births
registered within 30 days; which will represent an increase of 6%
compared to the proportion of projected births registered in 2011/ 12.
 The annual target of 80 additional health facilities connected for online
registration of births and deaths is likely to be achieved. This is a
significant expansion of access to services,
 The DHA continues to work hard to eradicate late registration of birth
(LRB). Between October – December 2012 the DHA finalised 27, 750
LRB cases out of a total of 30, 900 received.

787, 949 IDs were issued to 16 year olds and above by the end of Q3,
which represents 79% of the target for the year. Progress was made in
terms of developing specifications and testing the ID smart card.
 The unabridged birth certificate was launched on the 4th March 2013.
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Some significant achievements 2012 - 2013
 South Africa continues to be a premier destination for international events
with the DHA contributing to the successful hosting of AFCON.
 In spite of challenges, officials were able to facilitate large numbers of
travelers through ports of entry over the festive season.
 Steps have been taken to strengthen coordination, security and efficiency
at Cape Town harbour with the design and renovation of a building that will
house all departments that function in the marine environment. This will
assist in developing a management model for all ports of entry.
 The Learning Academy, working with providers, has delivered several
certificated courses of high quality to officials. This includes a National
Certificate Home Affairs Services which has been piloted with 272 officials.
 The settlement of invoices within 30 days has increasing from 54% to 86%
following the introduction of an invoice/payment tracking register.
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The Annual Performance Plan is grounded on three
Outcomes
Outcome 1:
Secured South African citizenship and identity
Outcome 2:
Immigration managed effectively and securely in the
national interest including economic, social and cultural
development
Outcome 3:
A service that is efficient, accessible and corruption free
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Outcome 1:
Secured South African citizenship and identity
Strategic Objectives
• To ensure that registration at birth is the only entry point for South Africans
to the National Population Register (NPR)
• To issue Identity Documents (IDs) to citizens turning 16 years of age and
above
• To ensure the registration and identification of all South African citizens
and foreign nationals to enhance the integrity and security of identity
19
Outcome 2:
Immigration managed effectively and securely in the national interest
including economic, social and cultural development
Strategic Objectives
•
To ensure a secure, responsive and flexible immigration regime in support of
national security, priorities and interests
•
To implement effective and efficient asylum seeker and refugee management
strategies and systems
•
To facilitate the efficient movement of bona fide travellers to support national
interests and priorities, and to prevent and prohibit the movement of
undesirable persons in the interest of national security
•
To contribute towards realising a positive skills migration trend of around 50 000
migrants annually
20
Outcome 3:
A service that is efficient, accessible and corruption free
Strategic Objectives
• To transform the culture of the organisation in support of securing
identity, citizenship and international migration
• To ensure ethical conduct and a zero tolerance approach to corruption
• To obtain a clean audit report
• To ensure secure, effective, efficient and accessible service delivery to
clients
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Outcome 1: Secured South African citizenship and identity
Strategic Objective 1.1:
To ensure that registration at birth is the only entry point for South Africans
to the National Population Register (NPR)
Annual Targets 2013/14 per strategic objective:
• 642 000 births registered within 30 calendar days of the birth
• 40 additional health institutions with maternity facilities operational for
online birth registration
• 8 additional stakeholder forums launched and functional
• Strategy and plan implemented nationally and in 9 provinces to reduce
late registration of birth
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Outcome 1: Secured South African citizenship and identity
Strategic Objective 1.2
To issue Identity Documents (IDs) to citizens turning 16 years of age and
above
Annual Targets 2013/14 per strategic objective:
• ID smart card issued to 100 000 citizens
Strategic Objective 1.3
To ensure the identification and registration of South African citizens and
foreign nationals to enhance the integrity and security of identity
Annual Targets 2013/14 per strategic objective:
• Live capture functionality for passports and IDs rolled out (installed
and functional) to 70 offices
• Scanning capability (equipment and human resources) created for
minimum of five hundred thousand manual documents as per project
plan
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Outcome 2: Immigration managed effectively and securely in the national
interest including economic, social and cultural development.
Strategic Objective 2.1:
To ensure a secure, responsive and flexible immigration regime in support
of national security, priorities and interests
Annual Targets 2013/14 per strategic objective:
• Immigration and refugee policies further developed and approved for
consultation on:
• Management of asylum seekers and refugees.
• Economic migrants within SADC.
• Attracting and retention of migrants with critical skills
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Outcome 2: Immigration managed effectively and securely in the national
interest including economic, social and cultural development.
Strategic Objective 2.2:
To implement effective and efficient asylum seeker and refugee
management strategies and systems
Annual Targets 2013/14 per strategic objective:
• One (1) Status Determination Committee (SDC), with a minimum of 2
sub-committees, established and operational in three (3) refugee
reception offices
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Outcome 2: Immigration managed effectively and securely in the national
interest including economic, social and cultural development.
Strategic Objective 2.3:
To facilitate the efficient movement of bona fide travellers to support national
interests and priorities, and to prevent and prohibit the movement of undesirable
persons in the interest of national security
Annual Targets 2013/14 per strategic objective:
•
•
•
•
•
•
•
•
Operating model for BMA developed for submission to cabinet for approval
Draft Bill for BMA developed for submission to cabinet for approval
Structures to implement BMA established
Infrastructure development programme rolled out to 11 priority ports of entry for
improved residential and office accommodation as per set standards
e-Permitting system design completed and approved by DHA
User and technical specifications for trusted traveller programme approved by
DHA
Additional 13 ports of entry equipped with current enhanced movement control
system
Biometric technology (fingerprint and facial recognition solutions) integrated with
EMCS and piloted at ORTIA as per project plan specifications
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Outcome 2: Immigration managed effectively and securely in the national
interest including economic, social and cultural development.
Strategic Objective 2.4:
To contribute towards realising a positive skills migration trend of around
50 000 migrants annually
Annual Targets 2013/14 per strategic objective:
• Strategy approved by DHA to facilitate and support the attraction and
retention of foreign migrants with critical skills
• 20 000 permits issued to foreign migrants with skills as per approved
skills list
27
Outcome 3: A service that is efficient, accessible and corruption free
Strategic Objective 3.1:
To transform the culture of the organisation in support of securing identity,
citizenship and international migration
Annual Targets 2013/14 per strategic objective:
• 600 newly appointed officials enrolled and trained in National Certificate: Home
Affairs Services
• 100 Managers at senior, middle and junior management levels enrolled and
trained in outbound management and leadership development programmes
• Ambassador programme implemented amongst an additional 200 employees at
head office and provinces
• Integrated monitoring and evaluation system designed and phase 1
implemented (concept paper approved, data systems designed, structure
approved)
28
Outcome 3: A service that is efficient, accessible and corruption free
Strategic Objective 3.2:
To ensure ethical conduct and a zero tolerance approach to corruption
Annual Targets 2013/14 per strategic objective:
• Reports, compiled on security evaluations performed on a further 4 (four)
processes, signed off by Director-General
• DHA Investigations Case Management System, which provides integrated
reports on counter corruption cases, customised and tested (ready for
implementation) for accessibility to all JCPS stakeholders
• Draft policy and legal framework document submitted for approval by DHA,
cluster and cabinet
• Anti-corruption awareness campaign conducted with one or more
communication and awareness products undertaken in identified offices nationwide
• 85% of misconduct cases finalised within 60 working days
29
Outcome 3: A service that is efficient, accessible and corruption free
Strategic Objective 3.3:
To obtain a clean audit report
Annual Targets 2013/14 per strategic objective:
• Unqualified audit report for 2013/14 financial year.
• 100% of valid invoices settled within 30 days of certification of invoices
Strategic Objective 3.4:
To ensure secure, effective, efficient and accessible service delivery to clients
Annual Targets 2013/14 per strategic objective:
• 15 offices refurbished to achieve uniform standards
• Vacant funded posts filled within 6 months
• 95% of IDs (First issues) issued within 54 working days for applications
collected and processed within the RSA
• 95% of IDs (Re- issues) issued within 47 working days for applications collected
and processed within the RSA
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Outcome 3: A service that is efficient, accessible and corruption free
Strategic Objective 3.4:
To ensure secure, effective, efficient and accessible service delivery to clients
Annual Targets 2013/14 per strategic objective:
• 95% of machine readable passports issued within 24 working days (manual
process) for applications collected and processed within the RSA.
• 97% of applications for machine readable passports issued within 13 working
days (live capture process) for applications collected and processed within the
RSA.
• 50% of permanent residence permits issued within 8 months for applications
collected within the RSA
• 85% of temporary residence permits (critical skills) issued within 8 weeks for
applications processed within the RSA and abroad.
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Key strategic priorities over the next three years
1. MANAGE IMMIGRATION
2. CLEAN AND PROTECT THE
NPR
•
New policy & legislation on
immigration
•
Eradicate LRB and duplicates –
essential to cleaning the NPR
•
Asylum seeker management
•
•
Border Management Agency
Ensure all citizens of 16 years
and older apply for and receive
IDs.
•
Permit transformation
•
•
Infrastructure at ports of entry
The DHA and its officials to take
visible steps to protect the NPR
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Key strategic priorities over the next three years
3.
MODERNISE THE DHA
4. ERADICATE POOR SERVICE
DELIVERY
Implement modernisation
programme, including:
• All necessary controls, processes
and systems in place
•Live capture
• Requires establishing sound
leadership, management and
organisational discipline at all
levels
•SMART Card
•E-document management and a
paperless environment
•National Identity System
• Building a strong M&E function
supported by reliable management
information
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Key strategic priorities over the next three years
5. ACHIEVE A CLEAN AUDIT
•
All necessary controls, processes and systems in place
•
Requires establishing sound management and organisational
discipline at all levels
•
Appropriate delegations
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THANK YOU
Questions
Comments
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