presentation to the select committee on social services

1

Presentation to the Select Committee on Social ServicesPresentation to the Select Committee on Social Services

Strategic Plan and Budget of the

Department of Home Affairs

2011/ 12 – 2013/14

7 June 2011

Strategic Plan and Budget of the

Department of Home Affairs

2011/ 12 – 2013/14

7 June 2011

2

Role of the DHA in the State and Society

Overview of performance for the 2010 – 2011 financial year

Strategic responses to key challenges for the 2010 – 2011 financial year

DHA direct contribution (3) to the twelve (12) National Outcomes

DHA Outcomes for the period 2010/11 to 2013/14

Commitments for DHA in Minister’s Performance Agreement

Delivery Agreements with other Clusters

Objectives, Outputs, Targets for 2011/12 to 2013/14

Transformation matters of DHA

Who Am I Online (WAIO)

Budget 2011/12 to 2013/14

Structure of Presentation

3

Role of the DHA in the State and Society

1. Ensuring that all citizens and residents have enabling documents in order to have equal access to rights and services in the interests of development, redress, building democracy and fighting poverty.

2. Furthering national interests in a globalised and highly competitive world by the facilitation of business and trade and by the strategic acquisition of scarce skills.

3. Assuring the security of the state. Security is broadly defined, as in the Constitution, including the rights to peace and stability and the pursuit of a better life. The fight against crime and corruption is a key element.

4. Support for SADC development and cooperation, including through the progressive and secure facilitation of the movement of people and trade.

5. Transformation of the DHA in support of a well organised state that can lead development and deliver secure, caring and efficient services.

1. Ensuring that all citizens and residents have enabling documents in order to have equal access to rights and services in the interests of development, redress, building democracy and fighting poverty.

2. Furthering national interests in a globalised and highly competitive world by the facilitation of business and trade and by the strategic acquisition of scarce skills.

3. Assuring the security of the state. Security is broadly defined, as in the Constitution, including the rights to peace and stability and the pursuit of a better life. The fight against crime and corruption is a key element.

4. Support for SADC development and cooperation, including through the progressive and secure facilitation of the movement of people and trade.

5. Transformation of the DHA in support of a well organised state that can lead development and deliver secure, caring and efficient services.

4

Overview of Performance for 2010- 2011

Civic Services

National Population Registration (NPR) campaign was launched on 23 March 2010 in Libode by the President and the subsequent roll out of the NPR campaign took place 46 health facilities connected for online birth registration 946 031 births were registered for the age group 0 – 1 year which is 87% of the

number of births registered. 500 524 births were registered within 30 days. A total of 1 086 901 births were registered in the 2010/11 financial year.

190 091 LRB ID numbers allocated for age group 15 and above Number of IDs issued to 16 year olds – 228 759 turning 16 and 495 774 to

those 16 years and above with birth certificates 254 out of 282 local government structures have established stakeholder forums Provincial stakeholder forums were launched in Eastern Cape, Free State and

KZN South African Citizenship Amendment Bill, 2010, the Births and Deaths Registration

Amendment Bill, 2010 and the Local Government: Municipal Electoral Amendment Bill, 2010 has been assented to and signed by the President

5


Civic Services

Regarding 3rd party verification, MoU with SASSA and SABRIC signed . SABRIC connectivity to Bankserve implemented

Turnaround times

60.5 days on average (ID – First Issue)

49.6 days on average (ID – Re Issue)

24 days (manual process) on average - Passports

12 days (live capture process) on average – Passports

10 additional service delivery points opened (details on next slide)

24 offices refurbished in terms of “Look and Feel” (details on next slide)

12 queue management systems piloted and installed

New format of SA ID with enhanced security features introduced to reduce identity theft and fraud

6


Details of additional service points opened and offices refurbished

10 additional service delivery points opened

Bulwer MbozaInanda NtulwaneLindela DouglasStutterheim CitrusdalAtlantis Maponya Mall

24 offices refurbished in terms of “Look and Feel”

Barrack Street Middelburg Somerset EastKomatipoort Ladysmith EshowePietermaritzburg TH Nxamala / Lindela GreytownDelmas Jane Furse BarbertonSpringbok Kimberley Plettenberg BayLusikisiki Postmasburg BelfastCarolina Harrismith ViljoenskroonHeilbron Durban Cradock

7


Immigration Services

Contributed successfully to the hosting of the 2010 FIFA Soccer World Cup and complied with all 4 guarantees signed with FIFA by the Government, namely

Visas to be issued to a broad range of persons including FIFA Delegation and Commercial Affiliates, media representatives and foreign visitors

Work permits to be issued to a broad range of persons

Priority treatment to be provided for the FIFA delegation, teams and other accredited persons at ports of entry

Telecommunications and information technology residing within the ambit of the Ministry of Home Affairs, including the implementation of an enhanced movement control system to prioritised ports of entry (34 ports of entry)

A total of 2 387 524 travellers entered the RSA during the World Cup (May to July 2010) compared to 1 119 562 in 2009

Refugees Amendment Bill, 2010 and the Immigration Amendment Bill, 2010 are expected to be finalised by Parliament during the first quarter of 2011/12

8


Immigration Services

Approximately 12 000 skills-related work permits issued to foreigners

Zimbabwean Documentation project – 275 762 applications received. Currently being processed.

Establishment of a Centralised Adjudication Hub at Waltloo for processing of Temporary Residence Permit applications and Permanent Residence Permit applications to enhance security . Permit Stabilization Project was established to stabilise the Permitting environment and backlog was eradicated

The management of permit applications was further supported with the implementation of a Track & Trace System, which was rolled out to all Regional offices

A visa facilitation service was piloted and launched in some of the high volume application and immigration risks prevalent missions such as Nigeria, China and India

9


Support

Implementation of the Counter Corruption strategy through:

Counter Corruption and Security Services (CCSS) chief directorate upgraded to branch level comprising of key areas such as vetting, prevention and analysis

Cases opened against officials suspected of fraud and corruption

Upgrading of security features of BMD certificates, IDs (photo digitisation) and passports

Cyber Crime Policy developed in conjunction with Department of Communication

Improved audit report – qualification on assets only

Leadership and supervisory capacity and capability were also enhanced through conducting 3 leadership forums. DHA is rated as number 9 (Humanities area) as an employer of choice by the organisation called Companies of the Future

2719 officials trained on Customer Care, Operational Excellence and Needs-based interventions

Improved image of DHA through proactive communication services, such as weekly press brieifings

New operating model for DHA approved

Technology refresh implemented (2 462 IT devices were refreshed and upgraded)

10

STRATEGIC RESPONSES TO CHALLENGESSTRATEGIC RESPONSES TO CHALLENGES

SOME KEY CHALLENGES STRATEGIC RESPONSES

Ensure that all South Africans have birth certificates and IDs (16 or over)

NPR Campaign continued and working with Stakeholder Forums and other partners further developed

Separation of economic migrants from genuine asylum seekers

Robust steps to improve management of asylum seekers while putting forward policy options

Unacceptable levels of fraud and corruption undermine security and service delivery

Secure processes and change organisational culture while strengthening vetting, detection and prevention and working with relevant partners.

Baseline study on causes and scope of corruption being developed

Contaminated NPR and collection of IDs

Replacing of the current late registration of birth

process with new stringent measures and ensuring

that entry into NPR is through birth registration only

Tariffs revised with effect from 1 April and outreach

Initiatives in provinces conducted

Implementation of 3rd party verification

11

SOME KEY CHALLENGES STRATEGIC RESPONSES

Out-dated information systems that are not sufficiently secure and are not integrated

Progressive development of an integrated IS platform with key partners in government; with priority given to strategic elements that enable secure identity, effective risks management and enhanced service delivery through implementing WAIO

Uneven quality of front office service delivery culture

Programme of measures that include:• Strengthening of management, supervision and accountability at

all levels in the organisation, with appropriate financial and other delegations

• Complete filling of all key management posts and strengthen capacity in terms of critical functions

• Training of front office managers in management and customer services

Insufficient attraction of scarce and critical skills into the country (Positive trend towards 50 000 per annum)

• Permitting regime to be more secure, streamlined and modernised

• Clear understanding of what is required in terms of skills through cooperation with relevant departments

• Proactive approach to competing in global market• Development of migration policy with clear differentiation between

economic migrants and asylum seekers

STRATEGIC RESPONSES TO CHALLENGESSTRATEGIC RESPONSES TO CHALLENGES

12

National Outcomes DHA contributes to significantlyNational Outcomes DHA contributes to significantly

The Medium Term Strategic Framework (MTSF) of government has twelve priority outcomes.

The DHA contributes significantly 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 significantly 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

13

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: Secured South African citizenship and identity


Outcome 3: A service that is efficient, accessible and corruption free

DHA Outcomes

DHA Outcomes

14

(3) All people in South Africa are and feel safe

OUTPUT: Securing the identity and status of citizens

TARGETS:

1. Completion of all strategic information and identification projects within already defined budgets and time frames

2. Effective and efficient refugee management strategies and systems

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

TARGETS:

1. In contributing to the level of skills and general economic development in South Africa targets need to be set to realise a positive skills migration trend of around 50,000 migrants annually.

2. Focus should be on critical skills shortages, supportive of the medium term strategies and outcomes adopted by government

Commitments for DHA in Minister’s PA

15

(12) An efficient, effective and development oriented public service and an empowered, fair and inclusive citizenship

OUTPUT: Service delivery access and quality

TARGETS :

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

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

3. Turnaround times for all services, queuing times and unit costs per service

4. The maximum distance for a citizen to travel to access Home Affairs services

Commitments for DHA in Minister’s PA

16

DHA Strategic Plan: Contribution to National Outcomes DHA Strategic Plan: Contribution to National Outcomes 1. 1. All people are and feel safe

DHA outcome: Secured South African citizenship and identity

To ensure that registration at birth is the only entry point for South Africans to the National Population Register (NPR)

To secure processes and systems to combat fraud and corruption

To increase capacity to contribute to the fight against cyber crime

DHA outcome: Immigration managed effectively and securely in the national interest including economic, social and cultural development

To implement effective and efficient asylum seeker and refugee management strategies and systems

To facilitate the movement of regular travellers across neighbouring borders

Cross cutting objectives: To ensure ethical conduct and a zero tolerance approach to corruption

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

DHA outcome: Secured South African citizenship and identity




DHA outcome: Immigration managed effectively and securely in the national interest including economic, social and cultural development



Cross cutting objectives: To ensure ethical conduct and a zero tolerance approach to corruption


17

DHA Strategic Plan: Contribution to National Outcomes (Cont):DHA Strategic Plan: Contribution to National Outcomes (Cont):

2. Decent employment through inclusive economic growth & a skilled and capable workforce


2. Decent employment through inclusive economic growth & a skilled and capable workforce

DHA outcome: Immigration managed effectively and securely in the national interest including economic, social and cultural developmentDHA outcome: Immigration managed effectively and securely in the national interest including economic, social and cultural development

To review the policy and regulatory framework to manage economic migration

Development of policy options for managing the migration of skilled and unskilled migrants

Focus will be a responsive, proactive and secure permitting regime, which is essential to managing economic migration



Development of policy options for managing the migration of skilled and unskilled migrants

Focus will be a responsive, proactive and secure permitting regime, which is essential to managing economic migration


18


3. An efficient, effective and development oriented public service and an empowered, fair and inclusive citizenship


3. An efficient, effective and development oriented public service and an empowered, fair and inclusive citizenship

DHA outcome: A service that is efficient, accessible and corruption freeDHA outcome: A service that is efficient, accessible and corruption free

To ensure children are registered within 30 days after birth

To issue Identity Documents to every South African 16 years and above

To ensure efficient and accessible service delivery to clients


To ensure ethical conduct and a zero tolerance approach to corruption

To develop and implement service delivery standards to improve operational efficiency

To conduct a customer satisfaction survey

To ensure children are registered within 30 days after birth

To issue Identity Documents to every South African 16 years and above

To ensure efficient and accessible service delivery to clients



To develop and implement service delivery standards to improve operational efficiency

To conduct a customer satisfaction survey

19

DELIVERY AGREEMENTS

The DHA will also be participating in the implementation of Delivery

Agreements from other Clusters. These include the Social Cluster and

International Relations Cooperation Trade and Security (ICTS)

The Delivery Agreements will enable the Department and our partners to

collectively achieve government objectives in a structured and co-coordinated

manner

The DHA will also be participating in the implementation of Delivery

Agreements from other Clusters. These include the Social Cluster and

International Relations Cooperation Trade and Security (ICTS)

The Delivery Agreements will enable the Department and our partners to

collectively achieve government objectives in a structured and co-coordinated

manner

20

Agreements with Health and Education

There are also Memorandums of Understanding between the

departments of Home Affairs and Health and Basic Education

respectively, in addition to signed Delivery Agreements

The following are the salient areas relating to Home Affairs:

Health: Cooperation on birth and death registrations, including

the provision of statistics

Education: Cooperation on the registration of learners and

ensuring that those 16 years and above apply for IDs

There are also Memorandums of Understanding between the

departments of Home Affairs and Health and Basic Education

respectively, in addition to signed Delivery Agreements

The following are the salient areas relating to Home Affairs:

Health: Cooperation on birth and death registrations, including

the provision of statistics

Education: Cooperation on the registration of learners and

ensuring that those 16 years and above apply for IDs

21

Strategic Objective

Measurable Output

Target 11/12 Target 12/13 Target 13/14


An increase of 22% of births registered within 30 days of the birth event against an estimated 1.1 million births per annum

126 additional health facilities connected for online birth registration

All remaining health facilities connected for online birth registration

Not Applicable

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)



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

22

Strategic Objective

Measurable Output


To ensure that registration at birth is the only entry point for South Africans to the National Population Register (NPR

All late registration of births (LRB) processed and finalised for the age group 31 days and above within time frames as stipulated

95% of LRB applications for the age group 31 days and above finalized within timeframes stipulated




23

Strategic Objective

Measurable Output


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

All high schools visited to collect ID applications from learners of 16 years and above

49% of high schools visited to collect ID applications from learners of 16 years and above



South African learners writing matric issued with IDs as required by examination regulations

100% of South African learners writing matric issued with IDs as required by examination regulations




24

Strategic Objective

Measurable Output



Integrity and security of identity of citizens ensured

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

Live capture functionality for passports rolled out to a further 90 offices

Not Applicable

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

Live capture functionality for IDs rolled out to a further 130 offices (Re-issues)

Not Applicable

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

Live capture functionality for IDs rolled out to a further 130 offices (First issue)

Not Applicable


25

Strategic Objective

Measurable Output Target 11/12 Target 12/13 Target 13/14


Integrity and security of identity of citizens ensured

100% of reported duplicate cases resolved



Proposal submitted to Cabinet for approval of ID Smart Card pilot

ID Smart Card piloted

ID Smart Card rolled out in a phased approach

ID Smart Card rolled out in a phased approach


Key systems integration and enhancements to improve data integrity and enable faster processing of departmental services, ensured

3rd Party verification interface in place for TEBA, SASSA and Department of Human Settlement

3rd Party verification interface in place for SAPS, Departments of Correctional Services and Justice

Not Applicable


26

Strategic Objective



Enhanced Movement Control System (EMCS) rolled out to all Ports of Entry

67% of Ports of Entry equipped with Enhanced Movement Control System



Immigration systems integrated with key Civic Services systems (MCS, NIIS, HANIS and Case Management)

NIIS enhanced and integrated with HANIS

NIIS and HANIS integrated with MCS

NIIS, HANIS and MCS integrated with Case Management System



27

Strategic Objective

Measurable Output



System for adjudication and processing of asylum seekers and refugee management improved and implemented

Refugees Act, 1998, and Refugee Regulations amended

Not Applicable Not Applicable

Policy document developed with clear options for the processing of asylum seekers and refugees


Adjudication committees established at all 7 Refugee Reception Offices

Refugee Appeals Authority established and decentralised

Asylum seeker and refugee management pertaining to 3rd country nationals placed on the SADC agenda





28

Strategic Objective Measurable Output Target 11/12 Target 12/13 Target 13/14


Policy options for managing the migration of skilled and unskilled migrants developed

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



Ports of Entry rationalised for more secure, efficient and cost-effective facilitation of people and goods

Implementation plan for rationalisation of Ports of Entry approved by appropriate authorites

Implementation plan for rationalisation of Ports of Entry completed

Not Applicable

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

Movement of skilled migrants into the country facilitated through issuance of scarce skills permits

18 000 scarce skills permits issued





29

Strategic Objective

Measurable Output


To improve leadership capacity and capability towards enhancing service delivery

Effective leadership on people management practices and service delivery implemented

Coaching Clinics for 25% of 2000 supervisors (level 7 - 16) in the Department implemented (500 in total)

Coaching Clinics for an additional 50% of supervisors (level 7 - 16) in the Department implemented (1000 in total)

Coaching Clinics for an additional 25% of 2000 supervisors (level 7 - 16) in the Department implemented (500 in total)

3 leadership development interventions implemented



1076 vacant and funded posts filled


Outcome 3: A service that is efficient, accessible and corruption freeOutcome 3: A service that is efficient, accessible and corruption free

30

Strategic Objective

Measurable Output


To improve leadership capacity and capability towards enhancing service delivery

Effective leadership on people management practices and service delivery implemented

150 officials enrolled in management development programmes to enhance operational and service excellence




Development of Immigration Officers enhanced through Programme (training) initiatives

Improved basic and advanced Programme for new and existing Immigration Officers approved


31

Strategic Objective

Measurable Output



Implementation of Counter Corruption Strategy

BMD and Permitting processes security evaluated and reports submitted to State Security Agency for approval (based on new legislation)

IDs, Duplicates and Supply Chain Management processes security evaluated and reports submitted to State Security Agency for approval

Not

Applicable

Central database developed to provide integrated reports on all counter corruption cases in DHA

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


32

Strategic Objective

Measurable Output



Implementation of Counter Corruption Strategy

Security Advisory Committee on vetting established to ensure the grading of all posts within DHA


Misconduct addressed through improved turnaround times for finalisation of cases

70% of misconduct cases finalized within 60 days




33

Strategic Objective


To obtain a clean audit report

Development and implementation of Finance and Supply Chain Management systems compliant with PFMA

Unqualified audit report

Clean report Clean report

Decentralisation of Procurement and Payment functions for goods and services to provincial offices to enable service delivery

Procurement function decentralised to provincial offices

Payment function delegated to provincial offices


Management and control of collection of revenue for passports and other key enabling documents

Trading Account established for passports

Trading Account to include additional DHA enabling documents

Trading Account to include additional DHA enabling documents


34

Strategic Objective



Strategies and policies developed and implemented to enhance capacity to fight cyber crime

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


To develop and implement service delivery standards for improving operational efficiency

DHA core business products and services costed

All civic services and products costed

All immigration services and products costed



35

Strategic Objective


To ensure effective, efficient and accessible service delivery to clients

Accessibility enhanced through refurbishment of offices and the development and testing of an access model

6 offices refurbished (rollovers from previous years)



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

Footprint development programme aligned with access model recommendations

Flow of customers improved in frontline offices through the implementation of electronic queue management

Electronic queue management systems implemented in 5 offices




36

Strategic Objective

Measurable Output



Products and services rendered within specified time frames

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



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



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



97% of applications for machine readable passports issued within 13 days (live capture process)




37

Strategic Objective

Measurable Output



Products and services rendered within specified time frames

75% of first instance status determination finalised within 6 months



70% of permanent residence permits issued within 8 months



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




3838

Transformation Matters of DHA

Human Resources

Priority Posts 2011/12 : 1076 Identified and funded

Positions distribution per branch :

Human Resources

Priority Posts 2011/12 : 1076 Identified and funded

Positions distribution per branch : Organizational Branches Priority Posts

Civics 787

Immigration 258

Information Technology 16

Finance 3

Counter Corruption 12

Total Funded Posts 1076

These priority positions have been allocated to support the need for the department to deliver our services to the public.

Priority Posts 2010/11: 417 posts identified and funded - 178 filled (43%)

3939


Human Resources

Employment Equity Status :

Human Resources

Employment Equity Status :

Race Staff Numbers %

African 9032 86.08%

Coloured 562 5.36%

Indian 78 0.74%

White 821 7.82%

TOTAL 10, 493 100%

Total Race Percentage 100%

Gender Department Managers

Male 40% 53%

4191 127

Female 60% 47%

6302 113

TOTAL 10, 493 240

Total Gender Percentage 100% 100%

4040


Human Resources

Top three tiers of the departmental organisational structure approved with the Department moving from a Zonal to a Provincial Structure.

At the lower level the organisational structure is under review to ensure that it is aligned to spheres of government and municipal boundaries. This review aims to enhance the Department’s capacity and to improve access to our services.

The review aims to further strengthen middle management and to build leadership capability thereby improving decision making at local offices. It also aimed to further enhance capacity in support areas such as Counter Corruption, Learning Academy, Human Resources,

In reviewing its operational model, the Department wants to ensure that intergovernmental relations in provinces is enhanced; challenges related to geographical spread of DHA services are addressed; integration of both civic and immigration functions and the Provincial Managers to be fully accountable for both Civic and Immigration in their province.

In its quest to drive a performance culture and enhance organisational performance, Performance agreements have been aligned to the Department’s strategy.

Human Resources

Top three tiers of the departmental organisational structure approved with the Department moving from a Zonal to a Provincial Structure.

At the lower level the organisational structure is under review to ensure that it is aligned to spheres of government and municipal boundaries. This review aims to enhance the Department’s capacity and to improve access to our services.

The review aims to further strengthen middle management and to build leadership capability thereby improving decision making at local offices. It also aimed to further enhance capacity in support areas such as Counter Corruption, Learning Academy, Human Resources,

In reviewing its operational model, the Department wants to ensure that intergovernmental relations in provinces is enhanced; challenges related to geographical spread of DHA services are addressed; integration of both civic and immigration functions and the Provincial Managers to be fully accountable for both Civic and Immigration in their province.

In its quest to drive a performance culture and enhance organisational performance, Performance agreements have been aligned to the Department’s strategy.

41

Counter Corruption and Security Services

Secure processes and systems to combat fraud and corruption will be achieved through:

Adequately safeguarding of information through a holistic approach to Security and Risk Management that includes physical security; information security; investigations; vetting; corruption prevention and information analysis.

Proactively performing detailed data analysis in order to identify and effectively investigate corrupt activities.

Increase vetting capacity through an agreement with the State Security Agency to help with vetting investigations and possible evaluations and analysis.

This will include evaluating the classification and grading of posts and collecting vetting application forms for confidential clearances.

Working closely with Law Enforcement, State Security and other Pertinent Agencies to ensure successful prosecution of corrupt officials.

Secure processes and systems to combat fraud and corruption will be achieved through:

Adequately safeguarding of information through a holistic approach to Security and Risk Management that includes physical security; information security; investigations; vetting; corruption prevention and information analysis.

Proactively performing detailed data analysis in order to identify and effectively investigate corrupt activities.

Increase vetting capacity through an agreement with the State Security Agency to help with vetting investigations and possible evaluations and analysis.

This will include evaluating the classification and grading of posts and collecting vetting application forms for confidential clearances.

Working closely with Law Enforcement, State Security and other Pertinent Agencies to ensure successful prosecution of corrupt officials.

42

WHO AM I ONLINE (WAIO)

DHA reached a settlement with Gijima and other suppliers, subject to the fulfilment of various conditions precedent, resolving the dispute concerning the modernisation of the Department’s IT infrastructure and systems.

The bid by Gijima of R2.1 billion was approved and a contract signed with Gijima to deliver the project in 2008.

Concerns over escalating project costs (which by 2010 had grown to R4.5 billion from the original R2.1 billion) and a lack of progress led the Department to investigate the project early in 2010.

In April 2010 the Department notified Gijima as prime contractor that it regarded the purported contract as invalid. However, this repudiation was disputed and therefore, to avoid indefinite delays to the project by costly and lengthy litigation, the Department entered into negotiations to amicably resolve the dispute and allow for the urgent completion of the project in line with the Department’s original requirements and original cost estimates.

DHA reached a settlement with Gijima and other suppliers, subject to the fulfilment of various conditions precedent, resolving the dispute concerning the modernisation of the Department’s IT infrastructure and systems.

The bid by Gijima of R2.1 billion was approved and a contract signed with Gijima to deliver the project in 2008.

Concerns over escalating project costs (which by 2010 had grown to R4.5 billion from the original R2.1 billion) and a lack of progress led the Department to investigate the project early in 2010.

In April 2010 the Department notified Gijima as prime contractor that it regarded the purported contract as invalid. However, this repudiation was disputed and therefore, to avoid indefinite delays to the project by costly and lengthy litigation, the Department entered into negotiations to amicably resolve the dispute and allow for the urgent completion of the project in line with the Department’s original requirements and original cost estimates.

43

WHO AM I ONLINE (WAIO)

The settlement opens the way for the urgent resumption of the project and represents a potential R2 billion in saving to Government against the R4.5 billion estimated cost to complete the project under the current disputed contracts.

Building on the experience gained and lessons learned over the past year, negotiations to finalise the contract will ensure it is more robust, specific and detailed to avoid scope-creep, delays and cost escalations frequently associated with large IT implementations. Additional internal controls and management will also be introduced to ensure the successful delivery of the project on time and in budget.

The settlement opens the way for the urgent resumption of the project and represents a potential R2 billion in saving to Government against the R4.5 billion estimated cost to complete the project under the current disputed contracts.

Building on the experience gained and lessons learned over the past year, negotiations to finalise the contract will ensure it is more robust, specific and detailed to avoid scope-creep, delays and cost escalations frequently associated with large IT implementations. Additional internal controls and management will also be introduced to ensure the successful delivery of the project on time and in budget.

44

Risk Management

A Risk Committee has been established and is operational.

The Risk Management Policy has been approved and trained conducted.

A Risk Register with prioritised risks is in place.

Heads of directorates have been appointed as Champions.

A Risk Committee has been established and is operational.

The Risk Management Policy has been approved and trained conducted.

A Risk Register with prioritised risks is in place.

Heads of directorates have been appointed as Champions.

45

Conclusion The Turnaround achieved improved service delivery and much better

management of operations. The Departments will continue the transformation of the Department over the next three years, with the main focus on:

Birth registration within 30 days of birth

Issuance of IDs to all eligible citizens and residents

Effective, secure and efficient management of migration

Securing a clean audit report

Fighting fraud and corruption

Another priority is to ensure that the structure of the Department is aligned with local, regional and provincial structures of government. Better cooperation with other Departments and tiers of government will enable access and service delivery to be improved. Managers at each level will be empowered to manage, with appropriate financial and other delegations. This will greatly enhance accountability.

The Turnaround achieved improved service delivery and much better management of operations. The Departments will continue the transformation of the Department over the next three years, with the main focus on:

Birth registration within 30 days of birth

Issuance of IDs to all eligible citizens and residents

Effective, secure and efficient management of migration

Securing a clean audit report

Fighting fraud and corruption

Another priority is to ensure that the structure of the Department is aligned with local, regional and provincial structures of government. Better cooperation with other Departments and tiers of government will enable access and service delivery to be improved. Managers at each level will be empowered to manage, with appropriate financial and other delegations. This will greatly enhance accountability.

46

Conclusion continued …

The main strategic thrust over the next three years will be on improving services delivered to the citizen and other clients and strengthening security.

One priority will be to work with partners and find creative ways of improving access to the most marginalized and remote communities

The main focus, however, will be on the spirit in which people are treated and their problems solved by every officials in every office. Among the weapons that will be used to wage this war are the following:

My cell number and those of top officials are in all offices so that we intervene and learn about problems that need to be addressed

Working closely with the more than 250 Stakeholder Forums that help identify needs, fight corruption and hold officials to account.

A major programme to improve service delivery will be rolled out that includes change management and radically improved processes such as queue management that will transform the front office.

A project to address shortcomings in poorly performing offices has been launched.

The main strategic thrust over the next three years will be on improving services delivered to the citizen and other clients and strengthening security.

One priority will be to work with partners and find creative ways of improving access to the most marginalized and remote communities

The main focus, however, will be on the spirit in which people are treated and their problems solved by every officials in every office. Among the weapons that will be used to wage this war are the following:

My cell number and those of top officials are in all offices so that we intervene and learn about problems that need to be addressed

Working closely with the more than 250 Stakeholder Forums that help identify needs, fight corruption and hold officials to account.

A major programme to improve service delivery will be rolled out that includes change management and radically improved processes such as queue management that will transform the front office.

A project to address shortcomings in poorly performing offices has been launched.

presentation to the select committee on social services

Documents

average id

free state

organised state

number of births

interests of development

online birth registration

issue24 days manual

lrb id numbers