Presentation to the Portfolio Committee

1. Presentation to the Portfolio Committee Annual Performance Plan of the Department of Home Affairs 2014/ 15 1 July 2014

2. Content Mandate and role of the Department of Home Affairs (DHA) Vision, Mission and Values Statement Commitments in support of government outcomes Transformation phases and significant achievements 2013 - 2014 Human Resource strategy DHA contribution to the National Development Plan and Medium Term Strategic Framework (MTSF) of government Key challenges and strategic initiatives Modernisation Programme DHA Outcomes, Strategic Objectives and Annual Targets for 2014/15 Organisational model and footprint of Home Affairs

3. Overview of the mandate of the new Department Civics mandate The DHA is custodian, protector and verifier of the identity and status of citizens and permanent residents in South Africa. This includes issuing traveling documents that are recognized by other countries. Immigration mandate The DHA 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. • Other mandates specific to Home Affairs: • Funding and oversight of the Electoral Commission, Government Printing Works and the Films and Publications Board • Administration of the Public Holidays Act (1994) • Funding of political parties through the IEC

4. The mandates of the DHA are derived from: • The Constitution • The right to citizenship and thus to secure identity and civic status. • The responsibility of the state and citizens to ensure the sovereignty, security and integrity of South Africa. • The need to honour international commitments as a responsible member of the community of nations and as part of ensuring peace and a better life for all. • Legislation • Civic Acts: Births and Deaths Registration Act, 1992 ; Identification Act, 1997; South African Citizenship Act, 1995; Civil Union Act, 2006; Marriage Act, 1961; Registration of Customary Marriages Act,1998 • Immigration Acts: Immigration Act, 2002; Refugees Act, 1998 • International instruments • Conventions and protocols, mainly relating to asylum seekers and refugees (Geneva Convention, UN, AU and SADC Protocols). • Bilateral and multilateral agreements, mainly relating to immigration matters.

5. Civics value chain / system Civics is stable - a basic right for all citizens But critical systems and data are under constant threat from fraud, errors, cyber attacks and identity theft. National Population Register (NPR) / HANIS NATIONAL IDENTITY SYSTEM Secure status changes – issue ID, marriage, death and amendments Must secure citizenship changes; and naturalisation Biometric data (fingerprints and photos) Secured by early registration of birth.

6. Immigration value chain/ system EMCS & APP NIIS

7. Unpacking the vision of a transformed Department • At the heart of transformation is building a cadre of officials that is patriotic, disciplined, security-conscious, professional and humane. • Modernisation of systems through digital technology and integration is a critical enabler of security, service delivery and transformation. • The primary objective of the DHA is to secure identity and immigration and deliver related services that support the achievement of national goals; including security goals and efficient service delivery to all citizens. • The DHA must have the capacity to secure critical systems and related services by managing risks in terms of legislation, staffing, systems, culture and organisation. • The Department needs to be fully integrated into the security cluster (JCPS); while continuing to develop its relationships with a wide range of state, civil society and international stakeholders and partners. The DHA must operate as a security department that delivers critical services.

8. DHA plays a key role in securing the NATION, SOCIETY and the STATE Enables secure interaction with global community i.r.o. INTERNATIONAL MIGRATION Prtoect TProtection of IDENTITY and STATUS of all who live in South Africa and SA citizens abroad Future DHA? The status of the DHA impacts on and enables the security of ALL elements of the nation and the state SANDF SSA SAPS SARS J and CS Non-security departments Security Breach Security breach Security departments protect state functions, society, citizens, residents

9. VISION, MISSION AND VALUES 9

10. Government Outcomes for the 2014 to 2019 Electoral Cycle • Improved quality of basic education • A long and healthy life for all South Africans • All people in South Africa are and feel safe • Decent employment through inclusive economic growth • A skilled and capable workforce to support an inclusive growth path • An efficient, competitive and responsive economic infrastructure network • Vibrant, equitable and sustainable rural communities with food security for all • Sustainable human settlements and improved quality of household life • A responsive, accountable, effective and efficient local government system • Environmental assets and natural resources that are well protected & enhanced • Create a better South Africa and contribute to a better and safer Africa and World • An efficient, effective and development oriented public service • Social protection • Nation building and social cohesion Outcomes in bold are the ones the DHA contribute to directly

11. The Performance Agreement signed by the President and Minister of Home Affairs in the previous administration specifies concrete deliverables linked to the above Outcomes, including: • Completion of all strategic information and identification projects within already defined budgets and time frames • Effective and efficient refugee management strategies and systems • Contributing to the level of skills and general economic development in South Africa by realising a positive skills migration trend of around 50,000 migrants…. • The registration of every child birth within 30 days of delivery. • The issuing of identity documents to every South African 16 years and above.

12. Key phases in the transformation of the DHA • 2009 - 2014 • Paradigm shift to DHA as key element of security • 2010 was a key milestone • Launch of major National Registration Campaign and Stakeholder Forums • New Operating Model • Major focus on key areas of immigration • Launch of Systems Modernization Project • Leading the establishment of the BMA • Renewed focus on recruitment and training • 2004 - 2009 • Crisis related to poor management, finance and services; low public confidence; corruption • Support Intervention Task Team • Legislative review started • Turnaround launched – major successes boost public confidence • Less progress made in immigration, support functions and systems • Less focus on the security role of the DHA. • 1994 - 2004 • One deracialized Department • Service delivery focus • Compliance rather than risk-based security especially in immigration • Relatively little capacity building or transformation

13. Some significant achievements 2013 - 2014 • With regard to Civic Services, the DHA achieved its targets in respect of birth registration within 30 calendar days and the issuance of smart ID cards: • Total of 650 682 births were registered within 30 calendar days against target of 642 000. This was made possible through: • Operationalisation of online birth registration facilities at 44 additional health institutions (cumulative total of 391) • Launch of 8 additional stakeholder forums (cumulative total of 264) • Awareness initiatives and outreach programmes in rural areas, schools, farms and informal settlements • Total of 125 112 smart ID cards were issued against target of 100 000 made possible through the roll out of live capture functionality for IDs and passports at 70 offices • A new strategy for Late Registration of Births (LRBs) was adopted and the Amendment Regulations in terms of the Births & Deaths Registration Act was signed into effect on 20 February 2014

14. Some significant achievements 2013 - 2014 • With regard to Immigration Services: • A major focus was on the strengthening of designated ports of entry (PoEs): • Infrastructure improvements were completed at 11 identified ports of entry • EMCS was extended to an additional 13 identified ports of entry • User and Technical specifications for the Trusted Traveller Programme were completed. • Progress was made in the establishment of the Border Management Agency (BMA) by obtaining Cabinet approval; appointment of the Project Manager and support staff; and initiating a feasibility study. • The opening of a Port of Entry Control Centre at Cape Town harbour where departments will work together for greater security and efficiency • Travellers were efficiently and safely processed during the State Funeral of Former President Nelson Mandela, the African Nations Cup and the 2013/2014 December festive period.

15. Human Resource Strategy • In a continued strive to further the implementation of the HR Strategy, to ensure that the service delivery of the Department is optimised, focus is placed on: • 1. Human Resources Development: • In an effort to build leadership capacity and capability, the Department launched and implemented the Leaders’ Forum in July 2010 with the purpose of ensuring a shared mind-set and synergy amongst DHA leadership. Leadership development through the Leaders’ Forum and the cascading of developmental initiatives which introduce and maintain best People Management practices will continue. • In support of a culture of effective people management towards optimising organizational performance and service delivery, a revised Overtime Policy, Integrated Exit Management Strategy and Integrated Retention Strategy were developed and approved for roll-out during the 2014/15 financial year. • The design of a number of talent enhancement initiatives which include Career Management, an Occupational Assessment Framework, aligning SMS and MMS competency assessment results to Personal Development Plans and actual training accessed, mentoring pools, talent spotting and experiential learning frameworks will receive attention in 2014/15. This aims at improving the Department’s capability to acquire, develop and retain competent human resources.

16. Human Resource Strategy • 2. Performance Management: • The level of compliance with PMDS legislative frameworks has improved considerably at all levels. • The Department’s focus in 2014/15 will shift to include the improvement of its performance culture, and the alignment between individual and organizational goals and performance. • In support hereof, a Poor Performance Improvement Guideline for Supervisors and Managers has been developed , and will be rolled out. • An Integrated Reward and Recognition Model as well as an Excellence Awards Program has been developed in order to enhance morale, productivity and organizational performance, and will be implemented during the 2014/15 financial • 3. Employee Relations Strategy: • Promote an ethical Department through programmes and structures that prevent and / or drive a zero tolerance approach towards corruption and ill-discipline.

17. Human Resource Strategy • 4. Organisational Transformation and Change: • Human Resources Strategy reviewed to align with the organisational status of being a service oriented Department with a security consciousness. • HR metrics reports enable management to optimise workforce practices, and ensure that management and developmental activities remain relevant to business strategy. • Integrated Planning Committee ensures synchronization of infrastructure, systems, operations, human resource and financial planning. • The broader change agenda of the DHA focuses on the implementation of the NDP priorities as it relates to the DHA. • Change Management intervention to support • Modernization • The DHA has begun a journey of repositioning itself as a modern Department of excellence through modernizing its business processes and systems; hence it has initiated a process of assessing its organizational structure to ensure it serves as a vehicle to achieving its service delivery goals and objectives. • The Department is in the process of reviewing its organisational structure to ensure that it is aligned to its vision and is geared towards supporting service delivery imperatives.

18. Human Resource Strategy • 5. People Acquisition: • At 31 March 2014, a total of 1205 (70%) of the Department’s total vacant funded posts were filled. • Attracting suitably qualified female candidates for SMS positions, and a sufficient pool of candidates classified as “People with Disability”, remains a challenge. Various interventions have already been introduced, and the Department remains committed to achievement in these areas. • In order to improve recruitment turnaround times and quality, the following initiatives have / will receive top prority: • HR delegations were approved for Provincial Managers; • An E-recruitment suite will be launched during this financial year. • A Competency-based Selection Guideline is being developed for roll-out. • All Senior and Middle Managers are subject to compulsory competency assessment. • 265 Managers are trained on “Hiring right”, to fully equip them as interview panel members. • To ensure the smooth integration of new recruits, and early alignment to organizational values, objectives and performance standards, an Integrated On-boarding Strategy has been developed for roll-out during the 2014/15 financial year.

19. HR DASHBOARD

20. Recruitment Status – 2013/14 Financial Year

21. Employment Equity Status

22. DHA supporting the priorities of government

23. DHA Contribution to National Development Plan (NDP) • The mandate of the Department is in broad alignment with the NDP. The inclusion of all citizens in democracy and development is enabled by providing them with a status and an identity that gives them access to rights and services. • Improvements to the efficiency and security of systems of the DHA, as in the case of IDs, have assisted the poor and reduced corruption. There has also been a major drive by the DHA, especially in rural areas, to ensure early registration of birth and the inclusion of all citizens in the NPR. • The DHA is putting in place the policy, legislation, people and systems needed for the secure, efficient and strategic management of immigration. • One of the pillars of the NDP is the building of a capable state that can play a decisive role in development and in the reduction of poverty. The DHA has embarked on a large-scale modernization programme that will enable the state to deliver services more efficiently and securely. The same systems will produce reliable statistics for planning purposes. • Social cohesion and nation building is promoted through providing the same services to all citizens and residents by means of over 400 service points; and through involving the community in government, using structures such as stakeholder forums.

24. Implications of the National Development Plan (NDP) for DHA Facilitate faster and more inclusive economic growth (top priority) • There is a need for immigration and refugee policies, legislation and systems / processes which will address national priorities and maximise benefits and reduce risks to the country. • The DHA can ensure the secure, effective and efficient mass transit of people and goods across land, sea and air borders to contribute towards the security and development of South Africa. • Efficient and secure ports of entry reduce the cost of doing business, encourage trade and enable regional development. This will be one of the main goals of the Border Management Agency (BMA). •  The modernisation programme of the DHA provides for mdern, secure immigration systems to attract visitors and facilitate their secure entry and exit rapidly. The DHA will thus contribute to security, stability and reducing corruption. • Focus will also be placed on trade presentation and diplomatic presence in fast growing markets (Asia, Brazil and Africa); as well as the implementation of a focused regional integration strategy with an emphasis on reducing red tape.

25. DHA Contribution to Medium Term Strategic Framework (MTSF) 2014 - 2019 The DHA draft commitments in the MTSF 2014 to 2019 will focus, inter alia, on the following key areas (input to be finalised by 30 May 2014): • SA’s borders effectively defended, protected, secured and well-managed. • Integrated BMA established and operational • Develop an over-arching strategy to defend, protect, secure and ensure well-managed borders • Identity of all persons in SA known and secured. •  Ensure that registration at birth is the only entry point for SA to the new national identity system (NIS) • NIS designed and operational • Ensure that systems are in place to enable the capturing of biometric data of all travellers who enter or exit SA legally • Improve and streamline regulations to reduce the burden of importing core and critical skills needed for the economy. • Changes to immigration policy and legislation that supports the importation of economically important skills

26. Key challenges • Asylum seeker/ Refugee management including Relocation of Refugee Centers to borderlines • Overhaul the permitting system and border management • Dependency on Departments of Public Works and SITA • Non-integration of IT systems • Records Management • Lack of capacity in critical areas (eg. Inspectorate) • Fight against unlawful activities • Improvement of administration, especially financial management • Ensuring staff are appropriately trained, professional and caring

27. 2014 -15: Priorities and Commitments • In support of achieving the strategic objectives of the DHA, government priorities and the National Development Plan, the DHA has identified the following goals over the next 3 - 5 years: • Effective management of immigration to contribute to security and development (including leading the establishment of a BMA) • Comprehensive and secure national identity system (NIS) • Modernise Home Affairs through investing in people, processes and technology • Improve service delivery and promote good governance and administration • Develop officials that are ethical, patriotic and professional • Visible and firm action in the fight against corruption

28. STRATEGIC INITIATIVES (1): • Finalising the review of Immigration Policy (SADC labour migration; asylum seeker management; residence and citizenship; facilitation of migrants with critical skills) • Finalisation of the regulations of the amended Refugees Act • Systems modernisation, ID Smart Card rollout and the development of the National Identity System. • Developing a new Home Affairs cadre that is patriotic, security conscious, professional and humane. • Develop a roadmap with concrete measures to capacitate DHA as a security department that provides efficient services.

29. STRATEGIC INITIATIVES (2): • Leading the establishment of the Border Management Agency (BMA) • Implementing the HR Strategic roadmap • Consolidate the National Population Registration Campaign Programme and strengthen the Stakeholder Forums linked to the ending of LRB • Work towards obtaining a clean audit • Intensify the fight against corruption • Strengthen implementation of the communication strategy

30. Modernization Programme: Transition to a digital world Smart ID Card Printing Infrastructure & Card Design/ personalization End user devices Deployment Green : In progress (Implementation) Yellow: In progress (conceptualization) White : Not started (planning )

31. MODERNISATION OBJECTIVES AND BENEFITS • To transform DHA into a paperless environment This will ensure paperless processing and electronic capture of applications including e-forms, scanning of supporting documents and workflow. • To ensure uninterrupted service delivery Automation of processes will need redundancy like disaster recovery systems (DRS) and dual network or data lines, off-line processing capability, back-up power to ensure business continuity in case of unforeseen disaster. • To guarantee system performance and security Security is central to DHA services and thus sufficient processing power (PC’s and Servers), active directory (AD), anti-virus software, firewall are imperative. • To guarantee non-repudiation and integrity management To ensure that the occurrence and integrity of transactions between DHA and citizens cannot be refuted by the citizen or DHA official, both in an on-line and off-line mode through the use of biometrics monitoring tool and audit trail as one of the functionalities. • Quality of services To provide an improved quality of service and ensure total customer satisfaction through increased turned around time of DHA products that are of high quality standards and designed according to international best practices.

32. MODERNISATION PLANS FOR 2014/ 15 (1) Live Capture and Smart ID card Technology • Further roll out of smart ID card technology in 70 offices Development of the National Identity System (NIS) and Trusted Traveller system. • Single view of all citizens and foreigners made up by a collection of data enabling the Department to distinguish a person from the rest of the population with multiple biometrics of face and fingerprint E-Permit System • Automation of permitting processes through a web based technology allowing applications to be made through the internet

33. MODERNISATION PLANS FOR 2014/ 15 (2) Data clean up (key systems like NPR, NIIS/ Refugee systems, eMCSetc) • Target Cleaning of key IMS and Civics systems databases and migration of data to NIS Other identified systems (Not in APP) • Development of the Contact centre has been prioritised for this Financial Year; • Biometrics at the POEs prioritized for this Financial Year

34. MODERNISATION KEY ACHIEVEMENTS • 70 offices have been automated with new live capture and smart ID card technology • Infrastructure upgrade of physical offices and technology in all the offices with live capture and smart card including implementation of dual data lines • Four high printing security machines procured at GPW for printing of smart ID cards and passports. Three are used for daily production at GPW headquarters and the other one is set up at CSIR for disaster recovery

35. MODERNISATION KEY ACHIEVEMENTS (2) • As from 1 April to 22 June 2014, 251 873 applications for Smart ID Card have been captured • More than 423 509 Smart ID cards have been processed to date by 70 offices. Citizens have collected 305 946 while 64 690 are in offices ready to be collected. About 52 873 are in progress to be printed • Training and change management conducted in all 70 offices for front offices and back office officials on new automated processes. In addition, skill audit was done to ensure that proper training packages will be crafted for officials

36. The Annual Performance Plan is grounded on three Outcomes Outcome 1: Secured South African citizenship and identity Outcome 2: Secured and responsive immigration system Outcome 3: Services to citizens and other clients that are accessible and efficient

37. Outcome 1: • Secured South African citizenship and identity • Strategic Objectives • All eligible citizens are issued with enabling documents relating to identity and status • An integrated and digitised National Identity System (NIS) that is secure and contains biometric details of every person recorded on the system

38. Outcome 2: • Secured and responsive immigration system • Strategic Objectives • Refugees and asylum seekers are managed and documented efficiently • Movement of persons in and out of the country regulated according to a risk based approach • Enabling documents issued to foreigners efficiently and securely

39. Outcome 3: • Services to citizens and other clients that are accessible and efficient • Strategic Objectives • Secure, effective, efficient and accessible service delivery to citizens and immigrants • Good governance and administration • Ethical conduct and zero tolerance approach to crime, fraud and corruption • Collaboration with stakeholders in support of enhanced service delivery and core business objectives

40. Outcome 1: Secured South African citizenship and identity Strategic Objective 1.1: All eligible citizens are issued with enabling documents relating to identity and status Annual Targets 2014/15 per strategic objective: • 70 additional offices with live capture functionality for identity documents and passports (installed and functional) • 694 000 births registered within 30 calendar days of birth • 1.6 million smart ID cards issued to citizens 16 years of age and above • 95% of IDs (First issues) issued within 54 working days for applications collected and processed within the RSA (from date of receipt of application until ID is scanned at office of application)

41. Outcome 1: Secured South African citizenship and identity Strategic Objective 1.1: All eligible citizens are issued with enabling documents relating to identity and status Annual Targets 2014/15 per strategic objective: • 95% of IDs (Re-issues) issued within 47 working days for applications collected and processed within the RSA (from date of receipt of application until ID is scanned at office of application) • 95% of machine readable passports (manual process) issued within 24 working days for applications collected and processed within the RSA (from date of receipt of application until passport is scanned at office of application) • 97% of machine readable passports (live capture process) issued within 13 working days for applications collected and processed within the RSA (from date of receipt of application until passport is scanned at office of application)

42. Outcome 1: Secured South African citizenship and identity • Strategic Objective 1.2: • An integrated and digitised National Identity System (NIS) that is secure and contains biometric details of every person recorded on the system Annual Targets 2014/15 per strategic objective: • National Identity System (NIS) developed (designed) • Technical testing for NIS completed • Technical testing of Trusted Traveller programme completed by Information Services branch • Development of e-Permit system completed by Information Services branch and handed over to IMS for user acceptance testing

43. Outcome 2: Secured and responsive immigration system Strategic Objective 2.1: Refugees and asylum seekers are managed and documented efficiently Annual Targets 2014/15 per strategic objective: • 50% of refugee IDs issued within 90 calendar days (from the date of application at refugee reception offices until document is ready at office of application) • 80% of refugee travel documents issued within 90 calendar days (from the date of application at refugee reception offices until travel document is ready at office of application)

44. Outcome 2: Secured and responsive immigration system Strategic Objective 2.2: Movement of persons in and out of the country regulated according to a risk based approach Annual Targets 2014/15 per strategic objective: • BMA feasibility study approved by Minister • BMA Draft Bill approved by Minister • 8 priority ports of entry with either improved residential or improved office accommodation or both as per set standards • One survey of borderline communities conducted • Refined immigration policy discussion paper, based on research and government engagement, approved by Minister

45. Outcome 2: Secured and responsive immigration system Strategic Objective 2.3: Enabling documents issued to foreigners efficiently and securely Annual Targets 2014/15 per strategic objective: • 50% of permanent residence applications adjudicated within 8 months for applications collected within the RSA (from date of receipt of application until outcome is known) • 62% of business, critical skills and general work permits adjudicated within 8 weeks for applications processed within the RSA

46. Outcome 3: Services to citizens and other clients that are accessible and efficient Strategic Objective 3.1: Services to citizens and other clients that are accessible and efficient Annual Targets 2014/15 per strategic objective: • 90% of newly appointed officials trained on DHA Induction Programme before commencement of service • 300 officials enrolled and trained in skills programmes emanating from the National Certificate: Home Affairs Services to improve performance • 100 managers (junior, middle and senior) enrolled and trained in leadership and management development programmes to improve performance

47. Outcome 3: Services to citizens and other clients that are accessible and efficient Strategic Objective 3.2: Good governance and administration Annual Targets 2014/15 per strategic objective: • Accurate and complete annual financial statements submitted to the Auditor-General by 31 May annually • In-Year monitoring reports submitted to National Treasury on a monthly basis • Annual Report tabled in Parliament by 30 September annually • 3 DHA 2014/15 and 1 DHA 2013/14 quarterly performance reports verified and approved by EXCO and signed by the DG within 60 days after each quarter

48. Outcome 3: Services to citizens and other clients that are accessible and efficient Strategic Objective 3.2: Good governance and administration Annual Targets 2014/15 per strategic objective: • Business case for a sustainable model for civic and immigration services approved by Minister • Vacancy rate maintained at 10% and below by 31 March 2015 • Reviewed front office toolkit to improve the daily management of operations approved, implemented and monitored

49. Outcome 3: Services to citizens and other clients that are accessible and efficient • Strategic Objective 3.3: • Ethical conduct and zero tolerance approach to crime, fraud and corruption Annual Targets 2014/15 per strategic objective: • Ethics Management programme developed and approved by EXCO • Ethics Management Programme implemented • 60% of reported cases investigated and finalised within 90 working days • 4 reviews on processes conducted and reports signed off by DG • 80 Threats and Risk Assessments (TRAs) conducted in accordance with the requirements of Minimum Information- (MISS) and / or Physical Security Standards (MPSS) - 60 MPSS, 20 MISS • 468 vetting fieldwork investigations finalised and referred to State Security Agency (SSA)

50. Outcome 3: Services to citizens and other clients that are accessible and efficient • Strategic Objective 3.4: • Collaboration with stakeholders in support of enhanced service delivery and core business objectives Annual Targets 2014/15 per strategic objective: • Communication strategy and action plan implemented in respect of: • External communication • Internal Communication