presentation to the select committee on social services annual performance plan

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PRESENTATION TO THE SELECT COMMITTEE ON SOCIAL SERVICES

Annual Performance Plan

2012/13 to 2014/15

24 APRIL 2012

PRESENTATION TO THE SELECT COMMITTEE ON SOCIAL SERVICES

Annual Performance Plan

2012/13 to 2014/15

24 APRIL 2012

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CONTENT

1. Vision, Mission, Values and Mandates

2. Government Priorities

3. DHA Performance Agreement

4. Progress in key areas 2009 - 2012

5. Transformation of the Department of Home Affairs

6. Strategic Objectives and Outputs for each Outcome

7. Strategic focus going forward

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

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

The DHA is committed to being:

People-centred and caring

Patriotic

Professional and having integrity

Corruption free and ethical

Efficient and innovative

Disciplined and security conscious

VISION, MISSION AND VALUESVISION, MISSION AND VALUES

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Mandate to deliver Civic Services:

The DHA is custodian, protector and verifier of the identity and status of citizens and other persons resident in South Africa as recorded on the National Population Register. This includes issuing traveling documents.

(National legislation must provide for the acquisition, loss and restoration of citizenship: Chapter 1: Constitution of South Africa):

Mandate to deliver Civic Services:

The DHA is custodian, protector and verifier of the identity and status of citizens and other persons resident in South Africa as recorded on the National Population Register. This includes issuing traveling documents.

(National legislation must provide for the acquisition, loss and restoration of citizenship: Chapter 1: Constitution of South Africa):

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Mandate to deliver Immigration Services:

The DHA controls, regulates and facilitates immigration and the traffic 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.

Mandate to deliver Immigration Services:

The DHA controls, regulates and facilitates immigration and the traffic 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.

Identity and immigration systems play a critical role in ensuring the integrity of the state and society and the security of every citizen. They are also central in service delivery and development.

Identity and immigration systems play a critical role in ensuring the integrity of the state and society and the security of every citizen. They are also central in service delivery and development.

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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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Civic Services:

Progress 2009 - 2012

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• The Department registered 3,143,610 within a period of three years.• Out of 3,143,610 a total of 1,4 million were registered within 30 days after the birth event.• 453,546 were registered under late registration of birth process . • These registrations followed an adjudication process using screening committees in respective offices.• This has shown a huge drive in the registration as the Department introduced a campaign in 2010, for birth registration, issuance of id's for 16 year olds with an aim to eliminate late registration of birth.• This has shown an improvement as the results shows that more and more people are registering birth within 30 days after the birth event

Birth Registration performance for the past three financial years (2009/10-2011/12)

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Financial Year

Hospitals to be

connected in terms of

the Strategic

Plan

Number of Health

Facilities connected

and Operational

Total Health Facilities Connected

Number of Health Facilities where manual collection is conducted

Total Health

Facilities where

births are registered

2009/10 No target set

127 127 227 354

2010/11 120 46 173 181 354

2011/12 126 113 235 140 375

Health Facilities serviced by Home Affairs

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Province Total number of assigned units

Dedicated mobile unit staff per provinceFilled Vacant TOTAL

Eastern Cape 17 16 0 16Free State 11 11 5 16Gauteng 10 10 12 22Kwa-Zulu Natal 17 16 0 16Limpopo 16 16 12 28Mpumalanga 12 12 12 24Northern Cape 12 27 1 28North West 11 18 0 18Western Cape 11 11 12 23

TOTAL 117 137 54 191

Financial Year Service points to be opened in terms of the Strategic Plan

New service points opened

Total number of service points

2009/10 13 21 6912010/11 2 10 7012011/12 0 4 705

Footprint of the Department of Home Affairs

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Province DHA Front Line Offices: Filled & Vacant PostsFilled Funded vacant TOTAL % filled

Eastern Cape820 75 895 92%

Free State496 104 600 83%

Gauteng1474 159 1633 90%

Kwa-Zulu Natal777 74 851 91%

Limpopo809 216 1025 79%

Mpumalanga637 154 791 81%

Northern Cape589 57 646 91%

North West292 34 326 90%

Western Cape560 120 680 82%

TOTAL6454 993 7447 87%

Footprint of the Department of Home Affairs

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To establish Revive Maintain




1 Eastern Cape 0 1 0 1 0 1 0 0 6 0 2 35 46

2 Free State 0 0 1 1 0 0 0 0 4 0 0 19 25

3 Gauteng 1 0 0 1 0 2 0 0 2 0 0 7 13

4Kwa-Zulu Natal 0 1 0 0 0 1 0 1 9 0 20 27 59

5 Limpopo 1 0 0 0 0 0 0 0 5 0 0 25 316 Mpumalanga 1 0 0 0 0 0 0 0 3 0 0 18 22

7 Northern Cape 1 0 0 0 0 0 0 1 4 2 3 22 33

8 North West 1 0 0 0 0 0 2 1 1 0 0 19 249 Western Cape 1 0 0 1 0 0 3 0 2 13 0 10 3010 Total 6 2 1 4 0 4 5 3 36 15 25 182 28311

12131415

Notes

Stakeholder Forums Targets for 2012/13 Financial Year

TotalName of Province

No.Provincial Stakeholder Forum Metro District Local

Grand Total

3030

223283

Total Stakeholder forums to be establishedTotal Stakeholder forums to be revived

Total Stakeholder forums to be maintained

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New civics legislation will enable processes to be made more secure and better service delivery:

• SA Citizenship Act, as amended in 2010

•Births and Deaths Registration Act, as amended in 2010

Online fingerprint verification to 3rd parties enhances security and detects and reduces fraud. It can also potentially generate substantial revenue.

•The Department signed MOUs with SABRIC and SASSA.

•SABRIC connectivity to Bankserve was implemented.

•Stress tests for Commercial Verification was performed.

Strengthening legislation

Online verification of identity for 3rd parties

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Immigration Services: Progress 2009 – 2012 (1)

• Steps taken to secure the permitting system, amongst others, were centralisation and outsourcing visa applications to a specialist company in selected countries.

• In 2011 the Refugees Act and the Immigration Act were amended to enable the streamlining of permitting; better management of asylum seekers; and address technical problems and close loopholes.

• The adjudication of asylum seekers has been speeded up and the quality of decisions improved.

• The Documentation of Zimbabweans project has resulted in 275 000 undocumented or fraudulently documented Zimbabweans coming forward to apply for work, study or business permits.

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Immigration Services: Progress 2009 – 2012 (2)

• The Department of Home Affairs has taken steps to integrated more closely with the Justice, Peace and Security Cluster. The Department chairs the Inter-Agency Clearing Forum (IACF) of departments involved in the border environment.

• The Department has initiated a programme to strengthen security at sea ports. After identifying the problems, the Department liaised with other Departments to address gaps in capacity, infrastructure and processes.

• A pilot training programme was developed with the assistance of experts from the Republic of Cuba. A group of 350 Immigration Officers was recruited from the South African National Defence Force (SANDF) and trained and deployed to OR Tambo International Airport. Immigration officers that were at OR Tambo are being retrained will be redeployed to address serious capacity gaps in various areas of the Department.

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Human Resources:

Progress 2009 - 2012

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A new Operating and Organisational Model

• 2009/ 2010 - Zonal to Provincial structure

• 2010/ 2011 – Contract conversions, Reprioritisation, HR Plan developed (5 years)

• 2011/ 2012 – Reprioritisation, Operating Model (Process, Technology and People)

• 2012/ 2013 – Decentralisation, Delegations (Process Technology and People)

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OPERATING MODEL FOR DHA

PROVINCE

PROVINCIAL SUPPORTPROVINCIAL CO-

ORDINATION

DISTRICT / METRO MUNICIPALITY

LOCAL OFFICE

DHA SERVICES PSP / TH

HEALTH INSTITUTIONS MOBILE UNITS

PORT OF ENTRY

REFUGEE RECEPTION CENTRE

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HEADCOUNT : CURRENT & PROJECTED Year

2008/2009 2009/2010 2010/2011 2011/2012)FILLED FUNDED POSTS (Headcount )

8,560 10,494 9,259 9,091

FILLED FUNDED POSTS LESS CONTRACT WORKERS 7,440 7,304 8,236 9,063

CONTRACT WORKERS1,120 3,190 1,023 28

VACANT FUNDED POSTS3,626 2,221 740 1,684

TOTAL FUNDED ESTABLISHMENT INCLUDING /EXCLUDING CONTRACT WORKERS PROJECTED

12,186 12,715 9,999 10,775

PROJECTED TOTAL ESTABLISHMENT PRIORITY POST REQUESTS

7,440 8,294 8,711 10,775

VACANCY RATE PER TOTAL FUNDED POSTS 29.8% 17.5% 7.4% 15.6%

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EMPLOYMENT EQUITY STATUS

GENDER-SMS 08/09 09/10 10/11

Total Female Management 24 33 39

Total Female Middle Management 182 201 203

Total Male Management 38 52 64

Total Male Middle Management 202 223 223

Total Top Management 62 85 103

Total percentage Female 39% 39% 38%

GENDER - DEPARTMENT

Total Females 4998 6302 5510

Total Males 3562 4192 3749

Total Headcount 8560 10494 9259

Total percentage Female 58% 60% 60%

Total percentage Male 42% 40% 40%

DISABILITY 0.35 (0.4)% 0.3% 0.3%

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EMPLOYMENT EQUITY STATUS

RACE 08/09 09/10 10/11Male Total African 3343 3980 3555

Female Total African 4359 5693 4933

Total percentage African 90.0% 92.2% 91.7%

Total Black 7702 9673 8488

Male Total White 219 212 194

Female Total White 639 609 577

Total percentage White 10.0% 7.8% 8.3%

Total White 858 821 771

Total Headcount 8560 10494 9259

Male Total Coloured 202 220 222

Female Total Coloured 284 342 322

Total percentage Coloured 5.7% 5.4% 5.9%

Total Coloured 486 562 544

Male Total Indian 36 38 38

Female Total Indian 39 40 41

Total Percentage Indian 0.9% 0.7% 0.9%

Total Indian 75 78 79

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Finance and Supply Chain Management: 2009 - 2012

2008 / 09 2009 / 10 2010 / 11

Audit Outcome QUALIFIED QUALIFIED UNQUALIFIED

Qualifications 4 1 0

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TRANSFORMATION OF THE DEPARTMENT

• Our strategic objective is to ensure the fundamental transformation of the Department of Home Affairs.

• The key strategies in this regard are:

Achieve a vision of a home affairs official who is willing and able to protect and serve their people. Such an official is patriotic, vigilant, caring, professional and willing to go many extra kilometres to respond to the needs of the people.

Build an integrated platform for a National Identity System and an Immigration System. Identity and immigration systems form the backbone of security in any state and are key enablers of service delivery and development.

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Transformation of the Department of Home Affairs

The following were the main steps taken to ensure collective engagement in the planning process:

•Strategic Plan Workshop for Senior Managers (August 2011) to analyse challenges and define priorities

•Mini Retreat (September 2011) Senior managers plus representatives of all sections, youth and disabled. Inputs were made by planning teams.

•Retreat with Ministry and Top Management (October 2011) to confirm strategic direction, priorities and high-level plan.

•Broad Management: Top 500 (February 2012) Briefing and engagement

•Branch – level and provincial planning meetings

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STRATEGIC PLANS 2012 – 2015: VITAL STATISTICS

Financial Year 2009/10 2010/11 2011/12 2012/13

Goals / Outcomes 6 goals 3 outcomes 3 outcomes 3 outcomes

Objectives 15 15 14 11

Outputs 40 26 26 24

Targets 104 53 50 53

36 of the 53 Targets are for Civics and Immigration and 17 are for key support functions.

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Annual performance Plan (Strategic Plan)

Department of Home Affairs 2012 – 2015

•Outcomes

•Strategic Objectives

•Outputs (deliverables)

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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

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Outcome 1: Secured South African Citizenship and Identityzenshiidentity

Strategic Objective1.1:To ensure that registration at birth is the only entry point for South Africans to the National Population Register (NPR)

Output 1.1.1: An increase of 14% of births registered within 30 days of the birth event against an estimated 1.1 million births per annum

Baseline (Projected

performance for 11/12 FY)

Annual Target 2012/13



Projected 528 000 births registered within 30 days of the birth event as a percentage of total births

(48% of total births).

Projected increase of 6% of births registered within 30 days of the birth event against the estimated 1.1 million births per annum

(54% of total births or 594 000 000 births registered)

Projected additional increase of 4% of births registered within 30 days of the birth event against the estimated 1.1 million births per annum

(58% of total births or 638 000 births registered)

Projected additional increase of 4% of births registered within 30 days of the birth event against the estimated 1.1 million births per annum

(62% of total births or 682 000 births registered)

Sample Target

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Strategic Objectives and Measurable Outputs

Strategic Objective 1.1: To ensure that registration at birth is the only entry point for South Africans to the National Population Register (NPR)

• Output 1:

An increase of 14% of births registered within 30 days of the birth event against an estimated 1.1 million births per annum

• Output 2:

All late registration of births (LRB) processed and finalised for the age group 31 days and above within 6 months

• Output 3:

Successful hosting of the 2nd Civil Registration and Vital Statistics African Ministerial Conference

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Strategic Objective 1.2: To issue Identity Documents (IDs) to citizens turning 16 years of age and above

• Output 1:

South African learners writing matric issued with Identity Documents (IDs) as required by examination regulations

• Output 2:

An increase in the issuance of Identity Documents (first issue) to citizens 16 years of age and above

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Strategic Objective 1.3: To ensure the registration and identification of all South African citizens, foreign residents, refugees and asylum seekers to enhance the integrity and security of identity

• Output 1:

National Identity System, with inherent biometric features, developed and implemented, including business process reengineering

• Output 2:

Technological solutions with biometric capability at all ports of entry developed and implemented

• Output 3:

Integrity and security of identity of citizens ensured

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Strategic Objective 2.1: To ensure a secure, responsive and flexible immigration regime in support of national security, priorities and interests

• Output 1:

Immigration policy and relevant legislation reviewed and implemented

• Output 2:

Processing of visa applications streamlined at high volume foreign missions

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Strategic Objective 2.2: To implement effective and efficient asylum seeker and refugee management strategies and systems

• Output 1:

Amendments to Refugees Act, 1998, implemented with a specific focus on enhancing the system for adjudication and processing of asylum seekers and refugee management

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Strategic Objective 2.3: To facilitate the efficient movement of bona fide travellers to support national interests and priorities, and to prevent and prohibit the movement of undesirable persons in the interest of national security

•Output 1:

Physical infrastructure at all ports of entry improved to comply with prescribed infrastructure standards

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Strategic Objective 2.4: To contribute towards realising a positive skills migration trend of around 50 000 migrants annually

• Output 1:

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

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Strategic Objective 3.1: To transform the culture of the organization in support of securing identity, citizenship and international migration

• Output 1:

Reposition Learning Academy to inculcate a culture of constant learning, security and service

• Output 2:

Effective leadership on people management practices and service delivery implemented

• Output 3:

A qualified and versatile cadre developed with values and talents that improves service delivery, combats corruption and enhances the security of the country

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Strategic Objective 3.2: To ensure ethical conduct and a zero tolerance approach to corruption

• Output 1:

Counter Corruption Strategy for Home Affairs implemented

• Output 2:

Misconduct addressed through improved turnaround times for finalisation of cases

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Strategic Objective 3.3: To obtain a clean audit report

• Output 1:

Financial and Performance Information systems compliant with Public Finance Management Act (PFMA) and other relevant prescripts

• Output 2:

Compliance ensured with the settlement of valid invoices within prescribed timeframes of receipt and approval

• Output 3:

Management and control over collection of revenue for all Civic and Immigration income generated products ensured

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Strategic Objective 3.4: To ensure secure, effective, efficient and accessible service delivery to clients

• Output 1:

Accessibility enhanced through refurbishment of offices, opening of new offices (including new leases), and development and implementation of a strategy to improve access to DHA services

• Output 2:

Products and services rendered within specified time frames

• Output 3:

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

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Strategic focus going forward

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Transform our Department

•Develop a cadre and leadership that is security conscious, professional, caring and responsive to the needs of all South Africans

Modernise our systems

•Build a secure, integrated platform of systems and processes that will enable a secure and effective National Identity System and an Immigration System

Prioritise establishing secure, responsive and effective immigration

•Establish sound immigration policy and legislation

•Put in place secure, effective and efficient immigration processes and systems.

•Engage stakeholders proactively and effectively - domestically and internationally.

•Strong focus on capacity development and border environment (and in sea ports in

particular)

Three key areas of focus going forward

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Transform our Department

•To develop a cadre and leadership that is security conscious, professional, caring and responsive to the needs of all South Africans:

The principles applied in the training of the 35O Immigration Officers that have been deployed to OR Tambo Airport will be adapted and rolled out to train all officials of the Department.

A Learning Academy has been established to drive development of human resources and ensure quality programmes.

A Cadet programme will be piloted to ensure new recruits acquire appropriate values and skills whole being trained on the job.

Various forms of mentoring and coaching are being introduced.

The organisational model is based on the principle of managers being empowered to manage and being held accountable. A number of functions will be decentralised to enable this to happen, with appropriate controls and monitoring in place.

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The Modernisation of System Programme (fomerly WAIO) – Key Components National Identification System with inherent Biometrics security features. This will

replace the National Population Register (NPR) and key immigration systems.

Live Capture for Passport and ID

Permitting/ Visa solution

Online application system (Immigration and Civics)

Electronic Movement Control System (eMCS) - New version with enhancements

Electronic Document Management System (EDMS)

Infrastructure Upgrade

Contact Center/ Customer Services

Smart ID Card

Trusted Traveller System

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Prioritise establishing secure, responsive and effective immigration

Apart from recruitment and training, the following areas have been prioritised:

•Strengthening of Ports of Entry: Priorities are the major airports and sea ports (harbours), with boosting capacity; enhancing systems and upgrading infrastructure. R120 million is available for upgrading sea port infrastructure.

•Transformation of the permitting regime: The goal is to be flexible and responsive and use immigration to advance South Africa’s development agenda without compromising security.

•Transformation of asylum seeker and refugee management: The basic aim is to process asylum seekers efficiently and securely while ensuring that refugees are assisted through being referred to a range of other departments and bodies.

• Establish sound immigration policy and legislation: An immigration policy document will be released for public discussion and stakeholder enagemement that when adopted will inform a review and improvement of legislation.

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Thank you

- Questions and comments