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PRESENTATION TO THE PORTFOLIO COMMITTEE ON HOME AFFAIRS - 14 MARCH 2017

Outline of the Presentation

• Aim of Presentation

• Vision, Mission, Mandate and Values

• DHA contribution to MTSF 2014 to 2019

• Linkage between Medium Term Strategic Framework, Ministerial Priorities and Annual Performance Plan (APP) 2017/18 Targets

• DHA End State Vision, Key Policy and Strategic Developments and Strategic Responses to Challenges

• Overview of Organisational Performance for 2015/16

• Overview of 2016/17 vs 2017/18 Targets

• Summary of 2017/18 Annual Performance Plan Targets per Branch

• Indicators and Targets for MTEF (Detailed Breakdown)

• Budget Overview 2017 to 2020

Aim of the Presentation

To present the Portfolio Committee on Home Affairs with the: • Annual Performance Plan

(APP) for the 2017/18 financial year; and

• Budgetary information for the 2017 to 2020 MTEF.

And For the Portfolio Committee to provide guidance and support to assist the DHA in achieving its strategic agenda.

VISION, MISSION, MANDATE AND VALUES

VALUES

Value Statement The Department of Home Affairs is committed to being: • People-centred and caring; • Patriotic; • Professional and having integrity; • Corruption free and ethical; • Efficient and innovative; • Disciplined and security conscious. MANDATE

• Custodian, protector and verifier of the identity and status of citizens and permanent residents in South Africa (including issuing traveling documents that are recognised by other countries).

• 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.

MISSION

• The efficient determination and safeguarding of the identity and status of citizens and the management of immigration to ensure security, promote development and fulfill our international obligations.

VISION

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

DHA Contribution to MTSF 2014 to 2019

Contribution to National Development Plan (NDP)

A major focus of the NDP is to confront the triple challenge of poverty, inequality and unemployment by achieving higher growth rates.

• A priority for the DHA is to facilitate the acquisition of the critical skills needed for economic growth and to build our own skills base.

• The NDP draws on international experience in pointing out that the strategy will succeed if it is led by a capable state staffed by professionals; where trust is engendered by social stability improved services and reduced corruption; and the mass of citizens feel part of the plan and economic development.

• The DHA could play a key role in enabling regional development by working with SADC countries to establish efficient, secure and managed migration.

• The inclusion of all citizens in democracy and development is enabled by providing them with a status and an identity thus access to rights and services.

• The modernisation programme of the DHA can reduce fraud and the cost of doing business by enabling e-government and this will attract more investment.

MTSF Priorities & DHA Commitments in support of MTSF 2014 to 2019

• BMA established and operational in 2017/18 • Integrated Border Management Strategy developed and

implemented to defend, protect, secure and ensure well-managed borders by 2018/19

• 74% or 810 000 of all births captured within 30 days by 2018/19

• National Identity System (NIS) operational by 2019/20 • 100% of all designated ports of entry equipped with

biometric systems by 2018/19 • Immigration and Refugees Bills submitted to Parliament

for approval by 2018/19

DHA Contribution to 14 Government Outcomes

3. All people in South Africa are and feel safe

DHA Commitments in support of MTSF outcomes

MTSF Priorities & DHA Commitments in support of MTSF 2014 to 2019 (Cont)

4. Decent employment through inclusive economic growth

12. An efficient, effective and development oriented public service

13. Social protection and (14) Social cohesion and nation building

• 3 DHA Premium Visa & Permit Service Centres for Corporate Account clients and their families opened

• 85% of critical skills visas adjudicated within 4 weeks for applications processed within the RSA

• Establishment of the DHA Contact Centre (2015/16)

• No DHA commitment in MTSF • DHA contributes through enabling documents (citizens,

vulnerable groups, refugees) and access to systems (e.g. DSD)

LINKAGE BETWEEN:

• MEDIUM TERM STRATEGIC FRAMEWORK (MTSF),

• MINISTERIAL PRIORITIES 2014 TO 2019 &

• ANNUAL PERFORMANCE PLAN TARGETS (2017/18)

Outcome 3: All people in SA are and feel safe

MTSF Sub-outcome

MTSF Target Ministerial Priority DHA Target 2017/18

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

Border Management Authority (BMA) established and operational in 2017/18

Establish an effective BMA

• BMA Road Map approved by Minister

Integrated Border Management Strategy to defend, protect, secure and ensure well-managed borders developed and fully implemented by 2018/19

Establish an effective BMA

• Implementation of

Integrated Border

Management Strategy

monitored by BMA (Action

Plans of various organs of

state)

Immigration and Refugees Bills submitted to Parliament by 2018/19

Comprehensive review of Immigration Policy

• Immigration and Refugees Bills approved by Minister for submission to Cabinet

Identity of all persons in SA known and secured

74% or 810 000 of all births captured within 30 days by 2018/19

Complete the Modernisation Programme

• 750 000 births registered within 30 calendar days of birth

Outcome 3: All people in SA are and feel safe (Cont)

MTSF Sub-outcome

MTSF Ministerial Priority

DHA Target 2017/18

Identity of all persons in SA known and secured

National Identity System (NIS) operational (2019/20)

Complete the Modernisation Programme

• Citizenship and Amendment processes developed onto live capture (automated)

• Impact analysis report signed off by DDG:CS and DDG:IMS (Automated Fingerprint Identification System (AFIS))

• Mobile solution for live capture piloted in 9 offices • EMCS (full biometric scope) piloted at one port of

entry • Draft White Paper for the repositioning of the DHA

submitted to Minister for approval (including Digital Strategy for DHA)

100% of all designated ports of entry equipped with biometric systems capable of processing 100% of travellers (for ports equipped with EMCS) by 2018/19

Complete the Modernisation Programme Upgrade key ports of entry (6)

• EMCS (full biometric scope) piloted at one port of entry

• Bid documentation issued and evaluated; and submitted to National Treasury to obtain TA II approval (Public-private partnership (PPP) for improving infrastructure at ports of entry)

Outcome 4: Decent employment through

inclusive economic growth

Sub-outcome MTSF Ministerial Priority DHA Target 2017/18

The elimination of unnecessary burdens and lower price increase for key inputs and wage goods fosters investment and economic growth

3 DHA Premium Visa & Permit Service Centres for Corporate Account clients and their families opened by 2018/19 85% of critical skills visas adjudicated within 4 weeks for applications processed within the RSA by 2018/19

Comprehensive review of Immigration Policy

• 80% of critical skills visas

adjudicated within 4

weeks for applications

processed within the RSA

Outcome 12: An efficient, effective and

development oriented public service

Sub-outcome MTSF Ministerial Priority DHA Target 2017/18

Increased responsiveness of public servants and accountability to citizens

Improved feedback opportunities for citizens and other service users (DHA contact centre solution implemented (2015/16)

Improved client experience through leadership (Moetapele)

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

DHA End State Vision, Policy

and Strategic Developments

and

Strategic Responses to Challenges

DHA End State Vision

The management of the DHA has developed a vision for Home Affairs which they believe will transform all the elements of the organisation - people, processes and organisation and funding models.

A new sustainable model of Home Affairs must ensure that:

• The DHA will manage a national identity system that will be a the heart of security, service delivery and an efficient state.

• Immigration is used strategically and securely to achieve national and regional goals; and the documentation and legitimate visitors are facilitated rapidly.

• Patriotic, professional and humane officials can adequately protect the security and integrity of its people, systems, services and infrastructure.

• The status of asylum seekers is securely, humanely and efficiently determined; and refugees are assisted in a coordinated way by the state and NGOs.

• A model is found that ensures the sustainable funding of Home Affairs with a net gain to the fiscus through reduced corruption and increased efficiency.

Policy and Strategic Developments

Focus Area Initiatives

Establishment of the BMA

• The BMA will be established in an incremental manner with effect from 2017/18 onwards.

• The focus for 2017/18 will be on: Finalisation of the BMA legislation, the launch of the BMA and approval

of the Blue Print and Road Map for the operationalisation of the BMA.

The BMA will champion the implementation of an Integrated Border Management Strategy that will have responsibilities for many organs of state across all spheres of government.

Repositioning of DHA as a modern and highly secure department

• The DHA is being re-imagined as a modern, digital, secure custodian of national identity, responding to the present and future needs and circumstances and run by professionals, operating in a highly secure environment to protect the precious records of the lives of our people.

• The focus for 2017/18 will be on the development of a White Paper to be submitted to Cabinet.

Policy and Strategic Developments (Cont)


Early Birth Registration

• The DHA and Department of Planning, Monitoring and Evaluation (DPME) will jointly evaluate the birth registration process starting in the 2016/17 financial year to identify strengths and weaknesses in the adopted birth registration strategies. The effectiveness of birth registration processes, systems and strategies will be evaluated by researchers nationally.

• The evaluation study will inform policy and strategy and enable resources to

be used effectively and will build the capacity of the DHA to conduct future evaluations.

• The focus in 2017/18 will be on registering a minimum of 750 000 births and

the development of a strategy to optimise the registration of birth based on the results from the birth evaluation study.



Moetapele Initiative

• The Moetapele (leadership) initiative was launched in May 2015, which challenges staff to be client-centred and innovative in the front and back office to improve service delivery and the client experience.

• Moetapele has a strong focus on leadership development and intensive leadership workshops were conducted for office managers in all 9 provinces supported by the implementation of operations tools to improve management practices in the front and back office (2016/17).

• Other gains which have been recorded:

38 frontline offices and interventions at head office in areas such as immigration services, human resource management and development and counter-corruption and security services.

Marabastad Renovation project (infrastructure improvements, operations management practices and process / system improvements).

• The focus for 2017/18 will be on:

Births, marriages and deaths (BMD) back office processes (head office). Frontline offices not modernised as yet in respect of BMD. Head office business units such as Legal Services



Good Governance and Administration

• The DHA will build on the improved audit outcome for the 2015/16 financial year and significant improvement in organisational performance since 2012.

• Emphasis will be placed on ensuring:

Necessary controls, processes and systems are improved on;

Establishing of sound leadership and management practices;

Adequate delegation of powers;

Building a strong monitoring and evaluation function and a programme office supported by reliable management information; and

Ensuring a conducive working environment for clients and staff.



White Paper on International Migration

• The launch of the Green Paper on International Migration for public consultation took place on 30 June 2016.

• Key engagements took place in the 2016/17 financial year with the White Paper to be submitted to Cabinet by March 2017 and making recommendations in the following areas:

Management of admissions and departures;

Residency and naturalisation;

International migrants with skills and capital;

Ties with South African expatriates;

Asylum seekers and refugees; and the

Integration process for international migrants.

• The focus in 2017/18 will be on the drafting of Immigration and Refugees Bills for submission to Cabinet.

Critical Challenges and Strategic Responses

DHA Challenges Strategic Responses (Past and Future)

Effective and efficient management of the asylum seeker and refugee environment.

• Develop and implement new policy and legislation (e.g. Zimbabwean and Lesotho dispensations, Policy on International Migration);

• Partner and share responsibilities with key stakeholders (“Whole-of-Government” and “Whole-of- Society” approach);

• Strengthen capacity of Refugee Appeal Board (RAB) and Standing Committee on Refugee Affairs (SCRA); and

• Use of public-private partnerships (PPP).

Overhaul of the border management environment and provision of acceptable port infrastructure.

• Establish a Border Management Authority; • Infrastructure development at ports of entry; • Use of public-private partnerships; • On-going capacitation of the inspectorate function; and • Focused attention on law enforcement operations.

Historical under-funding and resourcing of the DHA.

• Developing and advocating a business case to reposition the DHA, including new funding, operational and organisational models;

• Strengthen and expand partnerships (PPP with banks); and • Improve governance and financial management practices.

Dependency on the Departments of Public Works and SITA for timeous service delivery.

• Find strategic way around vested interests, such as campaigning robustly using clear evidence of consequences of poor service (obtain exemption from SITA for networks)

Critical Challenges and Strategic Responses (Cont)

DHA Challenges Strategic Responses (Past and Future)

Non-integration of IT systems across the DHA.

• Invest in the modernisation of the DHA in terms of capacity to drive the process: specialists and programme office.

• Build a security system to protect the DHA. This will include process and system security such as the design and implementation of a national identity system with biometric capability; as well as cadre formation, vetting, counter intelligence and cyber security.

Lack of efficient records management in support of key services to clients.

• Phased digitisation of records through partnerships with appropriate organisations (e.g. StatsSA)

Lack of capacity in critical support areas such as Legal Services, Risk Management, Information Services, Counter Corruption and Security Services & Financial Management.

• Phased restructuring of staff according to a plan (proposed by consulting firm) so as to increase the proportion of specialists; and

• Priorisation of vacant and funded posts.

Fight against unlawful activities. • Shift resources and start building security systems around high-risk areas and processes; and

• Continue with programmes to combat fraud and corruption.

Ensuring staff are appropriately trained, professional and caring with the required leadership and management capabilities.

• The professionalisation of the DHA through developing officials that are ethical, patriotic and professional.

• Training programmes and the development of leadership and management capabilities will be a key success factor.

OVERVIEW OF ORGANISATIONAL

PERFORMANCE FOR 2015/16

• The Department had a total of 36 targets planned for 2015/16 financial year. A total of 29 targets were achieved representing 81% achievement rate, 7 (19%) targets were not achieved.

• Significant improvement in organisational performance has been realised over the last 3 financial

years

Overview of Organisational Performance – 2015/16

The main reasons for the improvement in organisational performance over the last 3 financial years can be attributed to:

Improved governance, planning, implementation and monitoring practices:

Cascading of the DHA strategy throughout the organisation.

Planning is focused on those critical priorities which will ensure maximum impact.

Development of clear planning and M&E guidelines, tools and capacity building in this regard.

Improved governance practices such as the formation of a Key Performance Indicator Panel to quality assure technical indicator description sheets, compliance with prescripts such as SMART(E)(F) - (Specific, Measurable, Achievable, Relevant, Timeous, Evidence based and Funded) principles, and improved design of reporting templates upfront.

Increasing realisation of the importance of integrated planning to identify and address key dependencies and risks.

One-on-one feedback / consultation sessions with branches on performance information / bottom up approach to planning.

Intensified monitoring of progress in achieving targets.

Overview of Organisational Performance – 2015/16 (Cont)

The main reasons for the improvement in organisational performance over the last 3 financial years can be attributed to:

Improved internal controls around management practices.

The participation of Internal Audit in the strategic management process. Improved governance arrangement, e.g. Audit Action Plan and Quarterly Reviews. Application of lessons learned from audits in previous financial years.

Improved analysis of past and current departmental and branch performance to inform institutional planning

Overview of Organisational Performance – 2015/16 (Cont)

OVERVIEW OF TARGETS – 2016/17 VS 2017/18

Number of Targets per Programme for 2017/18

Programme 2016/17 No of Targets

2017/18 No of Targets

1. Administration

19 13

2. Services to Citizens

5 5

3. Immigration Services (including BMA)

8 10

Total

32 28


BRANCH New Targets for 2017/18 Changes to 2016/17 Targets

IMS • 100 law enforcement operations / inspections conducted to ensure compliance with immigration and departmental legislation

• Feasibility report submitted to National Treasury for TA I approval (RROs) – responsibility moved from Finance to Immigration Services

• Target on Premium Visa and Permit

Centres achieved in 2016/17

BMA • Bid documentation issued and evaluated to obtain TA II approval from Treasury (PPP for ports of entry) – responsibility moved from Finance to BMA

• NA

CS • Strategy for “Discontinuation of the Green

Barcoded Identity Document” approved

by Minister

• Mobile solution for live capture piloted in

9 offices

• IDs (1st & 2nd issue) moved to DHA Ops Plan for 2017/18


BRANCH New Targets for 2017/18 Changes to 2016/17 Targets

IS • Automation of Amendments and Citizenship

• Impact analysis report signed off by DDG:CS and DDG:IMS (Automated Fingerprint Identification System (AFIS))

• EMCS (full biometric scope) piloted at one port of entry (roll over from 2016/17)

HRM&D • 70% of employees charged with misconduct found guilty in finalised misconduct cases

• NA

IPS • NA • Compliance targets on Annual Report, Quarterly Reports moved to DHA Ops Plan for 2017/18 (as per DPME recommendation)

FIN&SCM • NA • Compliance targets on Annual Financial Statements and In Year Monitoring Reports moved to DHA Ops Plan (as per DPME recommendation)

CCSS • No changes • NA

COMMS • No changes • NA

SUMMARY OF 2017/18 TARGETS PER BRANCH

Summary of 2017/18 Targets

BRANCH DETAILS

IMS 1. 100 law enforcement operations / inspections conducted to ensure compliance with immigration and departmental legislation

2. Immigration and Refugees Bills approved by Minister for submission to Cabinet

3. 5 ports of entry and 1 refugee reception office with either improved residential or office accommodation or both

4. 85% of permanent residence applications adjudicated within 8 months for applications collected within the RSA (specific sections)

5. 90% of business & general work visas adjudicated within 8 weeks for applications collected within the RSA

6. 80% of critical skills visas adjudicated within 4 weeks for applications collected within the RSA

7. Feasibility report submitted to National Treasury for TA I approval (Refugee Reception Offices)

Summary of 2017/18 Targets (Cont)

BRANCH DETAILS

BMA 1. BMA Road Map approved by Minister

2. Implementation of Integrated Border Management Strategy monitored by BMA (Action Plans of various organs of state)

3. Bid documentation issued and evaluated; and submitted to National Treasury to obtain TA II approval from Treasury (PPP for 6 ports of entry)

CS 1. 750 000 births registered within 30 calendar days 2. 3 million smart ID cards issued 3. 90% of passports (live capture) issued within 13 working days 4. Strategy for “Discontinuation of the Green Barcoded Identity Document” approved by

Minister 5. Mobile solution for live capture piloted in 9 offices

IS 1. Citizenship and Amendment processes developed onto live capture 2. Impact analysis report signed off by DDG:CS and DDG:IMS (Automated Fingerprint

Identification System (AFIS)) 3. EMCS (full biometric scope) piloted at one port of entry


BRANCH DETAILS

HRM&D 1. 300 managers (junior, middle and senior) trained in leadership and management development programmes to improve performance and professionalisation

2. 70% of employees charged with misconduct found guilty in finalised misconduct cases

3. Vacancy rate maintained at 10% or below

IPS 1. Draft White Paper for repositioning of the DHA submitted to Minister for approval

CCSS 1. 20 awareness initiatives on ethics, fraud prevention and counter corruption conducted

2. 66% of reported cases investigated and finalised within 90 working days

3. 2 detection reviews / security evaluations on processes conducted to identify possible vulnerabilities to fraud, corruption and security breaches in business processes

4. 80 Threat and Risk Assessments (TRAs) conducted in accordance with the requirements of MISS and / or MPSS

5. 572 vetting files finalised and referred to State Security Agency (SSA) for evaluation


BRANCH DETAILS

COMMS 1. Communication strategy and action plan implemented with a focus on:

• Corporate Communication Services • Media Relations • Public Awareness Engagements

(4 Publications of Ikhaya internal newsletter, 28 media engagements, 6 Ministerial Izimbizo,

and Budget Vote Communication event, 11 Publications of Ministerial Home Affairs

Today, 8 Notes from the DG’s desk and 2 Campaigns)

IMMIGRATION SERVICES &

BORDER MANAGEMENT AUTHORITY

INDICATORS AND TARGETS FOR THE MTEF

Strategic Objective: Movement of persons in and out of the country managed according to a risk based approach

Indicator for 2017/18

Estimated Performance 2016/17

Target 17/18

Target 18/19

Target 19/20

Ministerial approval for BMA Road Map (2017/18) Phased operationalisation of BMA as per approved BMA Road Map (2018/19 & 2019/20)

BMA Bill introduced into Parliament BMA Blue Print prepared

BMA Road Map approved by Minister

BMA operational according to BMA Road Map

BMA operational according to BMA Road Map

Quarterly Targets for 2017/18

Q1 1st Draft of BMA Road Map approved by BMA Project Manager

Q2 1st Draft of BMA Road Map presented at EXCO and MMM

Q3 2nd Draft of BMA Road Map presented at EXCO and MMM

Q4 Final draft of Road Map submitted to Minister for approval




Target 17/18

Target 18/19

Target 19/20

Monitoring of phased implementation of Integrated Border Management Strategy by BMA

Integrated Border Management Strategy (Over-arching strategy) approved by Minister

Implementation of Integrated Border Management Strategy monitored by BMA (Action Plans of various organs of state)




Q1 Monitoring conducted through quarterly IBMS implementation progress reports submitted to Minister




Strategic Objective: Good governance and administration

Indicator Projected Baseline by 31 Mar 2017

Annual Target 17/18

Annual Target 18/19

Annual Target 19/20

Compliance with Treasury Regulations in respect of entering into a PPP (2017/18 and 2018/19) Monitoring of PPP Implementation (2019/20)

Feasibility study

undertaken and

TA I request

submitted to

National Treasury

Bid documentation

issued and

evaluated; and

submitted to

National Treasury

for TA II approval

TA III approval

obtained prior

to concluding

PPP

agreements

Monitoring of the

implementation of

the PPP agreement

and performances

under the PPP

agreement


Q1 Request for Proposal (RfP) documentation and evaluation criteria developed and signed off by DG

Q2 Request for Proposal issued

Q3 Preferred bidder recommended to National Treasury

Q4 Request for TA II approval submitted to National Treasury




Target 17/18

Target 18/19

Target 19/20

Number of law enforcement operations / inspections conducted to ensure compliance with immigration and departmental legislation

New PI 100 100 100


Q1 25

Q2 25

Q3 25

Q4 25


Indicator Estimated Performance 2016/17

Annual Target 17/18

Annual Target 18/19

Annual Target 19/20

Ministerial approval of Immigration and Refugees Bills for submission to Cabinet (2017/18) Immigration and Refugee Bills submitted to Parliament for approval (2018/19) New legislation implemented (2019/20)

White Paper on International Migration submitted to Cabinet for approval

Immigration and

Refugees Bills

approved by

Minister for

submission to

Cabinet

Immigration

and Refugees

Bills submitted

to Parliament

for approval

New legislation

implemented


Q1 Outline and structure of the Immigration Amendment Act submitted to Minister for approval Outline and structure of the Refugees Amendment Act submitted to Minister for approval

Q2 Immigration Amendment Bill drafted Refugees Amendment Bill drafted

Q3 Immigration Amendment Bill submitted to EXCO for recommendation to the Minister Refugees Amendment Bill to EXCO for recommendation to the Minister

Q4 Immigration Amendment Bill submitted to Minister for approval Refugees Amendment Bill to Minister for approval

Strategic Objective: Strategic Objective: Movement of persons in and out of the country managed according to a risk based approach


Annual Target 17/18

Annual Target 18/19

Annual Target 19/20

Number of ports of entry and refugee

reception offices with either improved

residential or office accommodation or

both.

15 6 10 - (Transfer to BMA)


Q1 Implementation plan approved by DDG: IMS

Q2 Infrastructure improved at 1 ports of entry

Q3 Infrastructure improved at 2 ports of entry

Q4 Infrastructure improved at 2 ports of entry and 1 refugee reception office

Strategic Objective: Enabling documents issued to foreigners efficiently and securely


Annual Target 17/18

Annual Target 18/19

Annual Target 19/20

Percentage (%) of Permanent Residence

applications adjudicated within 8 months for

applications collected within the RSA

(Above applications refer to: critical skills (s27b),

general work (s26a) and business (s27c) only)

85% 85% 85% 85%


Q1 85%

Q2 85%

Q3 85%

Q4 85%



Annual Target 17/18

Annual Target 18/19

Annual Target 19/20

Percentage (%) of Business and

General Work Visas adjudicated

within 8 weeks for applications


80% 90% 95% 95%


Q1 90%

Q2 90%

Q3 90%

Q4 90%



Annual Target 17/18

Annual Target 18/19

Annual Target 19/20

Percentage (%) of Critical

Skills visas adjudicated within

4 weeks for applications


75% 80% 85% 85%


Q1 80%

Q2 80%

Q3 80%

Q4 80%



Annual Target 17/18

Annual Target 18/19

Annual Target 19/20

Compliance

with Treasury

Regulation 16

Feasibility study, including

financial model, for building

asylum processing centres

completed and submitted to

Minister for approval

Feasibility report

submitted to

National

Treasury for TA I

approval

Bid issued and

evaluated to

obtain TA II

approval from

National

Treasury

TA III obtained

prior to

concluding PPP

agreements


Q1 Scope of engagement of Transaction Advisor approved by DG

Q2 Option analysis performed by service provider and report submitted to DG

Q3 Affordability, risk transfer and value for money analysis demonstrated by Transaction Advisor and

report submitted to DG

Q4 Feasibility report for TA I approval submitted to National Treasury

CIVIC SERVICES

Strategic Objective: Eligible citizens are issued with enabling documents relating to identity and status


Annual Target 17/18

Annual Target 18/19

Annual Target 19/20

Number of births

registered within 30

calendar days

745 000 750 000 810 000 810 000


Q1 192 825

Q2 190 564 (accumulative total of 383 389)



2015/16 Births Target versus Actual Achievement

Province Provincial Target

Actual Achievement

(a)

Balance of births 31-60

days that occurred during normal working

days (b)

Total (a+b)

31 to 60 days on holidays & weekends

(c )

Total (a+b+c)

Eastern Cape 94 725 83 959 4 193 88 152 5 734 93 886

Free State 45 517 41 902 1 081 42 983 1 462 44 445

Gauteng 174 084 163 236 6 330 169 566 8 578 178 144

Kwa-Zulu Natal 127 708 119 961 11 758 131 719 14 805 146 524

Limpopo 94 767 92 514 6 098 98 612 7 707 106 319

Mpumalanga 57 173 55 712 3 591 59 303 4 878 64 181

Northern Cape 22 987 21 136 440 21 576 916 22 492

North West 47 262 45 179 1 511 46 690 3 225 49 915

Western Cape 85 777 79 887 4 375 84 262 4 314 88 576

Head Office 0 279 0 279 0 279

Total 750 000 703 765 39 377 743 142 51 619 794 761

According to Statistics South Africa, the number of birth occurrences for 2015 totalled 943 802 (Recorded Live Births 2013-2015, 27 October 2016)



Annual Target 17/18

Annual Target 18/19

Annual Target 19/20

Number of smart ID cards

issued to citizens 16 years

of age and above

2 200 000 3 million 5 million 8 million


Q1 810 000

Q2 750 000 (accumulative total of 1 560 000)

Q3 690 000 (accumulative total of 2 250 000)

Q4 750 000 (accumulative total of 3 million)



Annual Target 17/18

Annual Target 18/19

Annual Target 19/20

Percentage (%) of machine

readable passports (new

live capture system) issued

within 13 working days for

applications collected and


90% 90% 90% 90%


Q1 90%

Q2 90%

Q3 90%

Q4 90%



Annual Target 17/18

Annual Target 18/19

Annual Target 19/20

Ministerial approval

for “Strategy for

Discontinuation of

the Green Barcoded

Identity Document”

New PI Strategy for

“Discontinuation of

the Green Barcoded


approved by Minister

Strategy for

“Discontinuation of the

Green Barcoded


implemented

(phased approach)

Strategy for

“Discontinuation of the

Green Barcoded


implemented

(phased approach)


Q1 Feasibility study on the current green barcoded identity document environment conducted

Q2 Strategy approved by DDG: CS

Q3 Strategy presented to EXCO and Minister’s Management Meeting (internal stakeholders) and SABRIC,

JCPS and G&A clusters (external stakeholders)

Q4 Strategy approved by Minister

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


Annual Target 17/18

Annual Target 18/19

Annual Target 19/20

Pilot for mobile solution conducted in 9 offices (2017/18) Number of offices with mobile solution (2018/19 and 2019/20)

New PI Mobile solution

for live capture

piloted in 9

offices

Mobile solution

rolled out to 190

offices

Mobile solution

rolled out to 200

offices


Q1 Service provider appointed Customised business requirement specifications for software signed off by DDG: CS

Q2 Technical specifications signed off by DDG: IS

Q3 Mobile live capture solution developed

Q4 Mobile solution for live capture piloted in 9 offices

INFORMATION SERVICES



Annual Target 17/18

Annual Target 18/19

Annual Target 19/20

Automation of Citizenship and Amendment processes (2017/18) Automation of Asylum Seeker Management processes (2018/19) NIS development completed (2018/19) NIS operational (single view of client) (2019/20)

BMD processes developed onto live capture Refugee Smart ID cards and passports developed and tested End-to-end e-Permit system developed (prototype)

Citizenship and Amendment processes developed onto live capture

Asylum Seeker

Management

process

developed

onto live

capture

NIS developed

NIS operational


Q1 N/A

Q2 Business requirement specifications for Citizenship and Amendments approved by DDG: CS

Q3 Technical specifications for Citizenship and Amendments approved by DDG: IS

Q4 Citizenship and Amendment module developed



Annual Target 17/18

Annual Target 18/19

Annual Target 19/20

AFIS configuration completed (hardware and software) (2017/18) AFIS upgraded (2018/19) AFIS recognition capabilities functional (2018/19 and 2019/20)

AFIS closed tender advertised

Impact analysis report signed off by DDG:CS and DDG:IMS (Automated Fingerprint Identification System (AFIS))

AFIS

upgraded

Facial

recognition

capability

functional

Iris

recognition

capability

functional


Q1 NA

Q2 Service provider appointed

Q3 NA

Q4 Impact analysis report signed off by DDG: Cs and DDG: IMS

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


Annual Target 17/18

Annual Target 18/19

Annual Target 19/20

Full biometric scope piloted at one port of entry as per signed business requirements (2017/18) Number of ports with biometric functionality as per signed business requirements (2018/19) Trusted Traveller prototype developed (2018/19) Number of ports with Trusted Traveller programme (2019/20

Business

requirement

specifications

approved by

DDG: IMS

EMCS (full biometric scope) piloted at one port of entry

EMCS (full biometrics solution) rolled out to all ports with EMCS (72 in total) Trusted Traveller programme developed (prototype)

Rollout of Trusted Traveller programme to selected ports of entry


Q1 Technical specifications approved by DDG: IS

Q2 N/A (Development to commence)

Q3 EMCS (full biometric scope) developed

Q4 Biometric functionality piloted at Skilpadshek

HUMAN RESOURCE MANAGEMENT AND DEVELOPMENT

Strategic Objective: Secure, effective, efficient and accessible service delivery to citizens and immigrants


Annual Target 17/18

Annual Target 18/19

Annual Target 19/20

Number of managers (junior, middle and senior)

trained in leadership and management

development programmes to improve performance

and professionalisation

300 300 300 300


Q1 75

Q2 90

Q3 75

Q4 60



Annual Target 17/18

Annual Target 18/19

Annual Target 19/20

Vacancy rate

maintained at a set

percentage or lower

1.7% (Jan 2017) Vacancy rate

maintained at

10% or below by

31 March 2018

Vacancy rate

maintained at

10% or below

by 31 March

2019

Vacancy rate

maintained at

10% or below by

31 March 2020


Q1 Vacancy rate maintained at 10% or below




Strategic Objective: Ethical conduct and zero tolerance approach to crime, fraud and corruption


Annual Target 17/18

Annual Target 18/19

Annual Target 19/20

Percentage of employees charged

with misconduct found guilty in

finalised misconduct cases

New PI 70% 70% 70%


Q1 70%

Q2 70%

Q3 70%

Q4 70%

INSTITUTIONAL PLANNING AND SUPPORT

Strategic Objective: Secure, effective, efficient and accessible service delivery to citizens and

immigrants

Indicator Projected

Baseline by 31

Mar 2017

Annual Target

17/18

Annual Target

18/19

Annual Target

19/20

Phased implementation of

business case for repositioning

Home Affairs as a modern,

secure department:

Third phase: Draft White Paper

submitted to Minister for

approval (2017/18)

Fourth phase: DHA Bill

submitted to Cabinet (2018/19)

Fifth phase: Basic elements of

new model for DHA in place as

defined in the Business Case

(2019/20)

Second phase of

repositioning

completed

(Business Case

for modern,

secure DHA

submitted to

Cabinet for

approval)

Draft White

Paper

submitted to

Minister for

approval

DHA Bill

submitted to

Cabinet

Basic elements of

new model for

DHA in place as

defined in the

approved Business

Case


Q1 Discussion Paper published on DHA website for internal and external consultation

Q2 Consolidated report on inputs from Discussion Paper consultations presented to EXCO

Q3 First draft of White Paper submitted to Minister for comment

Q4 Final draft of White Paper submitted to Minister for approval

COUNTER CORRUPTION AND

SECURITY SERVICES

Strategic Objective: Ethical conduct and a zero tolerance approach to crime, fraud and corruption


Annual Target 17/18

Annual Target 18/19

Annual Target 19/20

Number of awareness

initiatives on ethics, fraud

prevention and counter

corruption conducted

20 20 20 20


Q1 5

Q2 5

Q3 5

Q4 5



Annual Target 17/18

Annual Target 18/19

Annual Target 19/20

Percentage of reported

cases investigated and

finalised within 90

working days

66% 66% 66% 66%


Q1 66%

Q2 66%

Q3 66%

Q4 66%



Annual Target 17/18

Annual Target 18/19

Annual Target 19/20

Number of detection reviews / security evaluations on processes conducted to identify possible vulnerabilities to fraud, corruption and security breaches in business processes

2 2 2 2


Q1 Plan (research and information gathering) approved by DDG:CCSS for first business process to be reviewed

Q2 1 review report signed off by DDG: CCSS and submitted to affected business unit for implementation of recommendations

Q3 Plan (research and information gathering) and approved by DDG:CCSS for second business process to be reviewed

Q4 1 review report signed off by DDG: CCSS and submitted to affected business unit for implementation of recommendations



Annual Target 17/18

Annual Target 18/19

Annual Target 19/20

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

80 80 80 80


Q1 20

Q2 20

Q3 20

Q4 20



Annual Target 17/18

Annual Target 18/19

Annual Target 19/20

Number of vetting files finalised

and referred to State Security

Agency (SSA) for evaluation

572 572 572 572


Q1 156

Q2 156

Q3 130

Q4 130

COMMUNICATION SERVICES

Strategic Objective: Collaboration with stakeholders in support of enhanced service delivery and core business objective


Annual Target 17/18

Annual Target 18/19

Annual Target 19/20

Compliance

with set

number of

interventions

implemented in

support of

communication

strategy and

action plan

• 4 Publications of

Ikhaya internal

newsletter,

• 12 media

engagements,

• 6 Ministerial Izimbizo,

• Budget Vote

Communication event,

• 11 Publication of

Ministerial Home

Affairs Today and

• 2 Campaigns

Communication

strategy and action

plan implemented

with a focus on:

•Corporate

Communication

Services

•Media Relations

•Public Awareness

Engagements

Communication

strategy and action

plan implemented

with a focus on:

•Corporate

Communication

Services

•Media Relations

•Public Awareness

Engagements

Communication

strategy and action

plan implemented

with a focus on:

•Corporate

Communication

Services

•Media Relations

•Public Awareness

Engagements


Q1 1 Publication of Ikhaya internal newsletter, 7 Media engagements, 1 Ministerial Imbizo,

1 Budget Vote Communication event,3 Ministerial Home Affairs Today, 2 Notes from the

DG’s desk and 1 Campaign

Q2 1 Publication of Ikhaya internal newsletter, 7 Media engagements, 2 Ministerial Izimbizo,

3 Ministerial Home Affairs Today, 2 Notes from the DG’s desk

Q3 1 Publication of Ikhaya internal newsletter, 7 Media engagements, 2 Ministerial Izimbizo,

3 Ministerial Home Affairs Today, 2 Notes from the DG’s desk and 1 Campaign

Q4 1 Publication of Ikhaya internal newsletter, 7 Media engagements, 1 Ministerial Imbizo, 2

Ministerial Home Affairs Today, 2 Notes from the DG’s desk.

MEDIUM TERM EXPENDITURE

FRAMEWORK (MTEF)

2016 to 2019

Structure of Budget Overview – Per Programme

2016/17 2017/18 2018/19 2019/20

Programmes Adjusted

Appropriation Medium Term Expenditure Allocations

R'000 R'000 R'000 R'000 Administration 2 387 819 2 259 495 2 349 381 2 519 089 Citizen Affairs 4 725 520 3 574 710 4 182 592 3 798 602 Immigration Affairs 1 042 466 1 221 334 1 284 052 1 329 426

Total for Programmes 8 155 805 7 055 539 7 816 025 7 647 117 Less: Earmarked Funds WAIO 436 925 518 915 549 012 579 757 APP 51 038 51 038 51 038 Border Post 70 000 73 500 77 763 82 118 Property 397 272 414 101 438 119 462 653

DHA only 7 251 608 5 997 985 6 700 093 6 471 551

Structure of Budget Overview – Per Economic Classification

2016/17 2017/18 2018/19 2019/20

Economic Classification Adjusted

Appropriation Medium Term Expenditure Allocations

R'000 R'000 R'000 R'000

Compensation of employees 3 069 825 3 198 176 3 308 079 3 558 970 Goods and services 3 257 860 2 349 771 2 473 293 2 604 800 Transfers and subsidies 1 817 227 1 446 205 1 969 644 1 414 665 Payments for capital assets 10 893 61 387 65 009 68 682 Total economic

classification 8 155

805 7 055

539 7 816

025 7 647

117

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