1 performance of the department of home affairs: 2011- 2012 23 august 2011 presentation to portfolio...

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Performance of the Department of

Home Affairs: 2011- 2012

23 August 2011

Presentation to Portfolio Committee on Home Affairs

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Table of Contents

1. Twelve Government Priorities Outcomes

2. Department of Home Affairs Performance Agreement with the President

3. Department of Home Affairs Outcomes

4. Reporting Format

5. Outcome 1, Strategic Objectives and Targets



1. Twelve Government Priorities Outcomes

2. Department of Home Affairs Performance Agreement with the President

3. Department of Home Affairs Outcomes

4. Reporting Format




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The Medium Term Strategic Framework (MTSF) of government has twelve priority outcomes. The DHA contributes directly to three of the twelve outcomes:

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 and continually 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 and an empowered, fair and inclusive citizenship

The Medium Term Strategic Framework (MTSF) of government has twelve priority outcomes. The DHA contributes directly to three of the twelve outcomes:

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 and continually 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 and an empowered, fair and inclusive citizenship

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Department of Home Affairs Performance Agreement with the President:

• 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 targets by realising a positive skills migration trend of around 50,000 migrants annually . The focus should be on critical skills shortages, supportive of the medium term strategies and government’s outcomes. .

• The registration of every child birth within 30 days of delivery.

• The issuing of identity documents to every South African 16 years and above.

• Improving the turnaround times for all services, queuing times and unit costs per service.

• Determining and improving the maximum distance for a citizen to travel to access Home Affairs services.

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The Strategic 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

Outcome 1:


Outcome 2:


Outcome 3:


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THE REPORTING FORMAT

1. Each Outcome is attained by the achievement of strategic objectives linked to specific targets.

2. The Strategic Objectives in the tables that follow are to be achieved within the period 2011 – 2014.

3. The targets are for the financial year 2011 – 2012.

4. Performance is reported against each target, with performance for the first quarter shown as requested.

5. Where necessary, an explanation is given for non-achievement or challenges; and a way forward or remedial action indicated.

1. Each Outcome is attained by the achievement of strategic objectives linked to specific targets.

2. The Strategic Objectives in the tables that follow are to be achieved within the period 2011 – 2014.

3. The targets are for the financial year 2011 – 2012.

4. Performance is reported against each target, with performance for the first quarter shown as requested.

5. Where necessary, an explanation is given for non-achievement or challenges; and a way forward or remedial action indicated.

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Progress is reported on below in terms of the following Outcome.

Outcome 1:


Outcome 1:


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Strategic Objective: To ensure that registration at birth is the only entry point for South Africans to the National Population Register

BASELINE (as audited)

ANNUAL TARGET

QUARTER 1 TARGET

QUARTER 1 ACTUAL PERFORMANCE

46 health facilities connected for online birth registration making a total of 192

126 additional health facilities operational for online births registrations

New office space at health facilities acquired and operational

5 health facilities operational

Nine hospitals were connected during the review period and three are fully operational namely, Letaba Hospital (Limpopo), Pampierstad Community Health Centre (Northern Cape) and Postmasburg (Northern Cape).

Challenges/Reasons for non-achievement

* Delays in delivery of IT equipment meant fewer hospitals were fully operational.

Way forward/Remedial action

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ANNUAL TARGET

QUARTER 1 TARGET


500,524 births registered within 30 days of the birth event as a percentage of total births

(46% of total births)

Projected increase of 14% of births registered within 30 days of the birth event against the estimated 1.1 million births per annum (58% of total births)

Additional 159, 500 projected births registered to achieve 58% of total births over the year

The total number of births registered is 133,262, which is 12% of estimated births of 1,1m.

This is more that the number of births registered within 30 days in quarter 1 of 2010-2011, but slightly below the number targeted for quarter 1 of 2011-2012.

Challenges/Reasons for non achievement

* Citizens are not compelled to register births at Health Facilities and DHA outlets.* The target is based on an assumption that social behaviour will change in response to campaigns and developments.* Cultural and religious beliefs that results in delays in the naming of children making it impossible to register the births at the health facilities and within 30 days.* Accessibility of communities where home births occur.


* Intensify the outreach campaigns in rural areas and encourage citizens to register births within 30 days* Expansion of the Health Facilities footprint as well as capacitation of the existing facilities with full staff deployment which have started during the 2011/12 financial year.

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ANNUAL TARGET

QUARTER 1 TARGET


93% of LRB applications finalised within 90 days for the age group 15 years and above based on old LRB process

95% of LRB applications for the age group 31 days and above finalised within 6 months

Regulations in terms of the Births & Deaths Registration Act amended and approved

93% of late registration of births processed for the age group 31 days and above within 6 months

The Regulations are not yet approved due to a need to ensure proper consultation with relevant stakeholders and the process is now under consideration by Top Management.

97% of LRBs were processed within 6 months.

Challenges/ Reasons for non achievement

* Citizens are not complying with the requirements to register births within 30 days of occurrence.

* Citizens are not complying with the legal obligation to register births before 30 days due to accessibility in rural areas and farming communities.


* Intensify the outreach campaigns in rural areas and encourage citizens to register births within 30 days

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Strategic Objective: To issue Identity Documents (IDs) to citizens 16 years of age and above


ANNUAL TARGET

QUARTER 1 TARGET


39% of high schools visited (4,355 out of 11,219 high schools)

49% of high schools visited to collect ID applications from learners of 16 years and above (5,498 out of 11,219 high schools)

1,915 out of 5 ,498

(35% of 5,498)

30% (1,667) high schools were visited during the review period.


* There was greater focus on the local government elections.


* Intensify learner campaigns in provinces.

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Strategic Objective: To issue Identity Documents (IDs) to citizens 16 years of age and above


ANNUAL TARGET

QUARTER 1 TARGET


88% of South African learners writing matric in possession of IDs as required by examination regulations* (*12% of learners who wrote matric had either applied for LRB or were foreign)

100% of South African learners who applied for IDs and are writing matric issued with IDs as required by examination regulations

53% (Focus on schools where matriculants do not have IDs)

Out of 31 795 ID applications received, 10 758 IDs were issued to matric learners, accounting for 33,8%. However, there were also IDs that were issued as part of the mainstream and dispatched to local offices


•* Separation of ID applications from other applications was not done.

•* Technical problems related to photo-digitisation resulted in delays in processing IDs.


* A separate track and trace function will be created and the ID applications separated.

* The department is confident that all learners who will write matric and require IDs will be issued them in time.

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Strategic Objective: To secure processes and systems to combat fraud and corruption


ANNUAL TARGET

QUARTER 1 TARGET


40 offices with passport live capture functionality

Live capture functionality for passports rolled out to a further 167 offices

Live capture functionality for passports rolled out to a further 20 offices

A draft business case is in place and was under consideration. Procurement and rollout has not yet commenced.


* Systems review and rollout model has not yet been finalised.


* Consolidated business case [Live Capture, Home Affairs National Identification System (HANIS) re-alignment] to be submitted to treasury for 2011/12 for additional funding.

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ANNUAL TARGET

QUARTER 1 TARGET


Nil Live capture functionality for IDs rolled out to 167 offices (Re-issue)

Live capture functionality rolled out to 20 offices (re-issues)



* Systems review and rollout model has not yet been finalised.


* Consolidated business case (Live Capture, HANIS re-alignment) to be submitted to treasury for 2011/12 for additional funding.

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ANNUAL TARGET

QUARTER 1 TARGET


Nil Live capture functionality for IDs rolled out to 167 offices (First issue)

Live capture functionality rolled out to 20 offices (first issues)



* Systems review and rollout model as well as the budget have not yet been finalised.


* Consolidated business case (Live Capture, HANIS re-alignment) to be submitted to treasury for 2011/12 for additional funding.

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ANNUAL TARGET

QUARTER 1 TARGET


45 000 duplicate cases resolved

100% of reported duplicate cases resolved

100% of reported duplicate cases resolved

Quarterly statistics are currently under review and will be confirmed by the end of August 2011.

33,5% of cases were resolved over the quarter.


* Poor response from clients (submission of outstanding documents – DHA-9, supporting documents, response to telephonic/written correspondence).

* Outdated contact details of clients including Trans-Union database. *Not all clients affected by duplicates have credit records and thus contact information is not obtainable on Trans-Union.

Way forward/ Remedial action

* Additional capacity will be mobilised.

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ANNUAL TARGET

QUARTER 1 TARGET


Business case documented and submitted to National Treasury for funding

Proposal submitted to Cabinet for approval of ID Smart Card pilot

Proposal submitted to Cabinet for approval of ID Smart Card pilot

Specimen ID Cards were designed during the review period and a proposal drafted.



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Strategic Objective: To integrate key systems and upgrade IT infrastructure for improved security and data integrity


ANNUAL TARGET

QUARTER 1 TARGET


Interface with South African Bank Risk Information Centre (SABRIC) tested;

MoU with South African Social Security Agency (SASSA) signed;

SABRIC MoU finalised

3rd Party verification interface in place for TEBA (Employment Bureau of Africa) SASSA and Department of Human Settlement

3rd Party verification interface in place for SASSA

Activated 328 user accounts for SASSA to access National Population Register (NPR).

Interface capability is in place for SASSA.



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Outcome 2:


Outcome 2:


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ANNUAL TARGET

QUARTER 1 TARGET


47% of Ports of Entry equipped with Enhanced Movement Control System (34 Ports of Entries equipped with EMCS)

67% of Ports of Entry equipped with Enhanced Movement Control System (14 Port of Entries equipped with EMCS)

2 POE's equipped with EMCS

This target has not been achieved as it is dependent on the rationalisation of the ports of entry as well as the further enhancement of the Movement Control System.

The rationalisation of the ports is serving before the Inter-Agency Clearing Forum and will be finalised in the second quarter.


•* Rationalisation and identification of Ports of Entry to be equipped with EMCS is not yet achieved and it is a key dependency.


*Inter Agency Clearing Committee is in the process of finalising proposes for the rationalisation of the remaining Ports of Entry.

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ANNUAL TARGET

QUARTER 1 TARGET


Business case documented and submitted to National Treasury for funding; Basic integration of NIIS and HANIS

NIIS enhanced and integrated with HANIS

Needs analysis conducted

The integration of NIIS and HANIS has been achieved. The outstanding matter is enhancement of NIIS so that it can deliver performance statistics in the required format and new processes emanating from amended Refugee Act of 2010. In this regards a needs analysis has been conducted and forwarded for implementation.



* Awaiting implementation.

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Strategic Objective: To implement effective and efficient asylum seeker and refugee management strategies and systems


ANNUAL TARGET

QUARTER 1 TARGET


Refugees Act, 1998, and Refugee Regulations

Refugees Act, 1998, and Refugee Regulations amended

Needs analysis conducted

Act not promulgated but Draft Regulations developed as per quarterly target. This is done so when the Act is assented to by the President the regulations will be ready for implementation.



* The regulations will be taken through the departmental processes for authorisation.

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ANNUAL TARGET

QUARTER 1 TARGET


Not Applicable Policy document developed with clear options for the processing of asylum seekers and refugees.

Situational Analysis conducted and Process Plan developed.

Situational Analysis conducted and Process Plan developed.



* The implementation of the process plan that was developed in the Quarter 1 will serve as the basis for the overhaul of the asylum seeker process.

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ANNUAL TARGET

QUARTER 1 TARGET


Not Applicable

Adjudication committees established at all 7 Refugee Reception Offices

(Now 6 owing to closure of Crown Mines)

Capacity analysis conducted.

Capacity analysis completed. Draft implementation plan developed.



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ANNUAL TARGET

QUARTER 1 TARGET


Not Applicable Refugee Appeals Authority established and decentralised

Interim Refugee Appeals Board (RAB) and Standing Committee for Refugee Affairs (SCRA) concept developed.

Interim draft decentralization document developed and approved.



* Decentralize and capacitate the Refugee Appeals Board and the SCRA as a forerunner for the implementation of the decentralized RAA.

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ANNUAL TARGET

QUARTER 1 TARGET


Not Applicable

Asylum seeker and refugee management pertaining to 3rd country nationals placed on the Southern Africa Development Community (SADC) agenda

Document developed to be utilised as basis to engage on a bilateral level with three identified SADC countries.

Document to be utilised as basis to engage on a bilateral level with three identified SADC countries developed. Bilateral and multilateral discussions have taken place on the issue.



* Continued bilateral discussions of the issues with neighbouring countries.

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Strategic Objective: To review the policy and regulatory framework to manage economic migration


ANNUAL TARGET

QUARTER 1 TARGET


Not Applicable

Position Paper developed on policy options for managing the migration of skilled and unskilled migrants

Establish Steering Committee to develop discussion paper

Project Team and Steering Committee established.


Way forward/Remedial action * Discussion paper will be released for public discussion after it has been through internal departmental and cluster processes.

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Strategic Objective: To facilitate the movement of regular travellers across neighbouring borders


ANNUAL TARGET

QUARTER 1 TARGET


Not Applicable

Implementation plan for rationalisation of Ports of Entry approved by appropriate authorities.

Develop Implementation Plan

Finalisation of the concept Paper and Presentation to the Inter Agency Clearing Forum.


* The consultation process took longer than envisaged and the Department cannot proceed issue until consultations are concluded with all the parties concerned.


* The Inter Agency Forum has requested that a cost analysis exercise be conducted and intensive research to be conducted on the Ports identified for closure.

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Strategic Objective: To facilitate the movement of regular travellers across neighbouring borders


ANNUAL TARGET

QUARTER 1 TARGET


Not Applicable

Trusted Traveller Programme piloted at a land port of entry

Submit proposed POE for approval (Maseru Bridge)

Port of Entry Identified and Proposal by a service provider still to be approved by Department.


* Costs are higher than anticipated and funding will have to be sourced through the submission of a business plan within the MTEF process.


* To source funds in the next budget adjustment process.

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Strategic Objective: To realise a positive skills migration trend of around 50 000 migrants annually


ANNUAL TARGET

QUARTER 1 TARGET


Approximately 12 000 scarce skills permits issued

18 000 scarce skills permits issued

3000 scarce skills permits issued

Exceptional Skills Work Permits: 479

Quota Work Permits: 755

Total number of 1 234 scarce skills permits issued.

41% of target achieved.


* No strategy to market South Africa as a country of destination for people with scarce and critical skills.


* Transformation of the permitting system.

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Outcome 3:


Outcome 3:


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Strategic Objective: To improve leadership capacity and capability towards enhancing service delivery


ANNUAL TARGET

QUARTER 1 TARGET


Draft Coaching Clinics Framework

Coaching clinics for 25% of 2000 (500) identified supervisors in the Department implemented

Provider contracted

Tender specifications revised and tender advertised on 3 June 2011 and closing on 1 July 2011, briefing session held on 9 June 2011.


* Finding a quality service provider to deliver on this intervention proved to be more difficult than expected, therefore we had to restart the process.


* Revised the tender specification to be more explicit on the kind of services required.

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Strategic Objective: To leadership capacity and capability towards enhancing service delivery


ANNUAL TARGET

QUARTER 1 TARGET


Approved list of existing, job evaluated, critical funded posts obtained

1076 vacant and funded posts filled

Recruitment Plan developed and approved

Recruitment Plan developed and approved.



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ANNUAL TARGET

QUARTER 1 TARGET


Not Applicable 150 officials enrolled in management development programmes to enhance operational and service excellence.

Proposal of the management development programme and the preferred service provider presented to Executive Management Committee (EMC).

Presentation made to EMC on 3 June 2011 and go-ahead received.

Meeting was held with WITS on 3 June 2011 to discuss the training material. Awaiting feedback from WITS.



* Content of Management Development Programmes to be finalised with the identified service provider (Wits Business School) and nominations for attendees to be re-submitted.

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ANNUAL TARGET

QUARTER 1 TARGET


Not Applicable Improved basic and advanced Programme for new and existing Immigration Officers approved

Proposal for basic and advanced Programme for new and existing Immigration officers presented to Executive Management Committee (EMC) for approval

Proposal for basic and advanced Programme for new and existing Immigration officers was presented to the Executive Management Committee.



•* 350 Newly recruited Immigration Officers will be offered this Basic & Advanced Immigration Training Programme.

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Strategic Objective: To ensure ethical conduct and a zero tolerance approach to corruption


ANNUAL TARGET

QUARTER 1 TARGET


Not Applicable Central database developed to provide integrated reports on all counter corruption cases in DHA

Recording and capturing of 50% of 720 cases reported and investigated cases (360)

Consultations with three service providers for new system have taken place. Proof of concept to be developed.



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ANNUAL TARGET

QUARTER 1 TARGET


Baseline study on causes and scope of corruption commenced

Baseline study conducted, to inform DHA Counter Corruption project (part of JCPS Cluster)

(DHA Counter Corruption Project informed by the Baseline Study)

Engagement with all JCPS stakeholders on the project proposal

Study is in the final stages of completion – verification of Permitting and BMD processes still to be finalised.



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ANNUAL TARGET

QUARTER 1 TARGET QUARTER 1 ACTUAL PERFORMANCE

60% of misconduct cases finalised within 60 days

70% of misconduct cases finalised within 60 days

70% of misconduct cases finalised within an average of 60 days.

Total cases received in the Quarter = 78

Finalised = 54

% = 69% of received new cases finalised within 60 days


* Human Resources Constraints.


* The recruitment of additional human resources ( Labour Relations Specialists).

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Strategic Objective: To obtain a clean audit report


ANNUAL TARGET

QUARTER 1 TARGET


Qualified audit for 2009/10

Unqualified audit report

Plan developed and approved to address gaps in Financial Management Capability Maturity Model (by CFO and Treasury)

Plan developed and awaiting approval from National Treasury and DHA.


* Still waiting to incorporate the weaknesses identified in the audit report for 2010/11 financial year. The Department was granted an extension by the Auditor-General of South Africa (AGSA) for the audit of assets.


* Develop plans for the weaknesses identified in the audit report for 2010/11 financial year and monitor the implementation of the plans during the 2011/12 financial year.

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Strategic Objective: To increase capacity to contribute to the fight against cyber crime


ANNUAL TARGET

QUARTER 1 TARGET


Cyber Crime Policy developed in conjunction with Department of Communication

Cyber Crime Policy, Strategy and Plan implemented through documented measures such as raising awareness and education

Cyber Crime Policy Awareness sessions in 2 Provinces (Polokwane and Gauteng)

No progress made.


* The IT Security unit refocused on other priority projects and thus this project was deferred to the next two quarters.


* Carry over the target to Quarter 2 i.e. raise awareness sessions in 5 provinces (instead of 3) with the help of IT Champions/Officials for prioritised provinces.

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Strategic Objective: To develop and implement service delivery standards for improving operational efficiency


ANNUAL TARGET

QUARTER 1 TARGET


Methodology developed and applied for costing key civic services

All civic services and products costed

Consultation of key stakeholders on proposed costing methodology

Civic Services reviewed costing of Temporary Identity Certificates (TIC) and consultations with National Treasury were undertaken. It is intended to lower the price of TICs as the price is currently the same as ID re-issues. During the review period, the TIC was also delinked from the ID issuance process


* Despite review of the costing, the new reduced tariff in respect of TICs has not been implemented as this must be approved by National Treasury.


* A follow-up must be conducted with National Treasury to determine the implementation date of the revised tariff in respect of TICs.

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Strategic Objective: To obtain a clean audit report


ANNUAL TARGET

QUARTER 1 TARGET


24 Offices refurbished for 2010/11

6 Offices refurbished (rollovers from previous years)

6 Offices refurbished (rollovers from previous years)

5 offices refurbished,namely Middelburg, Pietermaritzburg, Ratanda, Ladysmith, Inanda. Bekkersdal was not achieved.

In addition, four more offices were also refurbished in the first quarter, namely Jozini, Mkhuphula, Umsinga and Bambanani


* Bekkersdal was not achieved due to the challenges faced with the Municipality. Due to the elections a new Municipality Council has been appointed and Property Management is still waiting for the new Municipal Manager to provide a written consent that the Department of Home Affairs can implement its’ corporate identity.


* A meeting will held with the new Municipality, Emzansi Consulting Engineers, Gauteng Provincial Managers’ office together with Property Management to determine a way forward and to take a decision whether the project should continue or it must be cancelled.

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Strategic Objective: To ensure effective, efficient and accessible service delivery to clients


ANNUAL TARGET

QUARTER 1 TARGET


Draft access model developed for access to DHA services (with distance as the norm)

Access model tested with regard to maximum travel distance to DHA services (model recommendations vs DHA status quo)

Approval of the distance as the norm

Proposal regarding the norm is under consideration.

The access norm (drafted during 2010/11) is still under consideration by Top Management.



* Fast track the approval of the model.

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ANNUAL TARGET

QUARTER 1 TARGET


54 days on average

95% of IDs (First issues) issued within 54 days

95% of IDs (First issues) issued within 54 days

63% was issued within 54 days.

Out of 343 432 ID applications received during quarter one, 316 450 were issued.


*Backlogs were encountered due to photo digitization (poor quality of photos).

*Defective lamination during Q1 also resulted in many IDs being re-processed.


* The lamination solution project is underway in partnership with Government Printing Works (GPW) and State Security Agency (SSA).

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ANNUAL TARGET

QUARTER 1 TARGET


47 days on average

95% of IDs (Re- issues) issued within 47 days

95% of IDs (Re- issues) issued within 47 days

70% of IDs (Re-issues) issued in 47 days on average.

Out of 337 991 ID applications received during quarter one, 320 985 were issued.


* Backlogs were encountered due to photo digitization (poor quality of photos).

* Defective lamination during Q1 also resulted in many IDs being returned to the Central ID Production Facility for re-lamination and this affected turnaround times.


* Appointment of staff at all levels, in particular, Senior Managers at the Central ID Production Facility is essential and will receive priority during Q2.

* The lamination solution project is underway in partnership with GPW and SSA.

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ANNUAL TARGET

QUARTER 1 TARGET


24 days (manual process) on average

95% of machine readable passports issued within 24 days (manual process)

95% of machine readable passports issued within 24 days (manual process)

97% of passports issued within 24 days (140 832 passports were issued within 24 days out of a total of 145 118 applications received).



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ANNUAL TARGET

QUARTER 1 TARGET


13 days (live capture process) on average

97% of applications for machine readable passports issued within 13 days

(live capture process)

97% of applications for machine readable passports issued within 13 days

(live capture process)

99% (44 920 passports were issued within 13 days out of a total of 45 097 applications received).



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ANNUAL TARGET

QUARTER 1 TARGET


10 offices equipped with electronic queue management systems

Electronic queue management systems implemented in additional 5 offices

Procure queue management technology

No additional Queue Management Systems were procured during the review period.



* Options are being investigated with a view to implementing by the end of the financial year.

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Strategic Objective: To realise a positive skills migration trend of around 50 000 migrants annually


ANNUAL TARGET

QUARTER 1 TARGET


Not Applicable All immigration products and services costed

Approach and methodology agreed to including roles and responsibilities

In process of consulting with internal stakeholders.



* Costing will be completed in the second Quarter.

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ANNUAL TARGET

QUARTER 1 TARGET


30% of first instance status determination finalised within 6 months

75% of first instance status determination finalised within 6 months

30% of first instance status determined within 6 months.

The time it takes to finalise the first instance determination can not be calculated.


* NIIS as the main source for statistics could not provide management reports relating to the percentage of the number of first instance status determination finalised within 6 months of asylum application s being received as captured in the annual and Quarter 1 target.


* IS to provide raw data for a provisional manual analysis (using Excel) * Fast track the development of NIIS track and trace system to measure adherence to set timeframe during Quarter 2.

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ANNUAL TARGET

QUARTER 1 TARGET


40% of Applications finalised within 8 months



56% of Applications for permanent residence finalised within 8 months.

Total number of Permanent Residence applications finalised: 2 851.



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ANNUAL TARGET

QUARTER 1 TARGET


40% of applications issued within 8 weeks

70% of temporary residence permits (work, business, corporate) issued within 8 weeks

40% of applications issued within 8 weeks

43% of temporary residence permits (work, business, corporate) etc finalised within 6 weeks

Business Permits: 485

Corporate Permits: 56

Corporate Work Permits: 507

Quota Work Permits: 755

General Work Permits: 3 491

Exceptional Skills Work Permits: 479

Intra-Company Transfer: 1 281

Total: 7 054



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SIGNIFICANT ACHIEVEMENTS OVER THE QUARTER

Efforts made to improve the permitting system are yielding results:

Security has been greatly enhanced by centralising adjudication; backlogs have been cleared; and turnaround times improved.

A new information system employing track-and –trace has enabled better management control and better service to clients

Continued progress is being made in cleaning up and securing the National Population Register through a greater percentage of newly-born children registered within 30 days; and the number of duplicate cases reduced.

The Department has been strengthened organizationally by the ongoing rollout of the new operating model. In particular, the appointment of 3 new Provincial Managers and Directors: Finance in every province is already having a positive impact on service delivery and financial management.

Third-party verification is working well, with SASSA, the High Court and other institutions benefiting by being able to verify identity online.

A total of 9 frontline offices were refurbished; providing a far better service delivery experience for the public and a better working environment for staff.

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KEY CHALLENGES AND RESPONSE BY THE DEPARTMENT

Establish and maintain consistent standards for security and service delivery

Implement operating model, with managers capacitated to take charge and achieve and maintain standards in every office and at every level

Get closer to communities and involve them in service delivery, and security.

Strengthen and work with Stakeholder Forums: local, metro and provincial.

Improve Asylum-seeker and refugee management

Roll out new structures and secure, streamline and speed up processes

Contribute to the combating of human smuggling, trafficking and other forms of illegal migration

Work closely with the security cluster and strengthen policies, legislation and systems while combating corruption.

Better use of management information for reporting and decision-making.

Roll out of an Online Reporting Tool and a database of performance statistics and enhance information systems where necessary.

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THANK YOU