DHA Infrastructure Development Plan 2010/11 to 2013/14

1. DHA Infrastructure Development Plan 2010/11 to 2013/14 Building a New Home Affairs Presentation to Portfolio Committee 11 September 2012

2. Table of Contents • Strategic Links to DHA Infrastructure Expansion Plan • Total number of offices occupied by DHA • Core processes and Key objectives • Challenges relating to footprint expansion • DHA Infrastructure Expansion Plan – Strategic Approach and Dependencies • DHA Infrastructure Expansion Plan 2011/12 to 2014/15 – The broad infrastructure strategy and desired number of service points • DHA Infrastructure Expansion Plan 2011/12 to 2014/15 – Criteria used to select priority offices • DHA Infrastructure Expansion Plan 2011/12 – 2013/14 – Planned outcomes in terms of the DHA Infrastructure Plan • DHA Infrastructure Expansion Plan – Office opened in 2010/11 • DHA Infrastructure Expansion Plan – Offices opened in 2011/12 • DHA Infrastructure Expansion Plan – Priority provinces for 2012/13 • DHA Infrastructure Expansion Plan – Priority provinces for 2013/14 • DHA Infrastructure Expansion Plan – Priority provinces for 2014/15 • Summary of Provincial Infrastructure Expansion – 2011/12 to 2013/2014 • Look and Feel - 2011/12 to 2014/15 – The planned outcome in terms of the DHA infrastructure plan • Look and Feel 08/09 – 09/10 – Summary of offices refurbished per province • Look and Feel 2011/12 – Summary of offices refurbished • Look and Feel 2011/12 – Summary of offices refurbished (continued ) • Construction Projects – Phutaditjaba and Sebokeng • Expenditure to date • Issues for consideration • Options • Strategic Interventions required

3. Strategic Links to DHA Infrastructure Expansion Plan

4. Total number of offices occupied by DHA (per province)

5. 3. CORE PROCESSES AND KEY OBJECTIVES Acquisition of Office Accommodation Maintenance of Office Accommodation Lease Administration Refurbishment and Rehabilitation OHSA Compliance 5

6. Challenges relating to Footprint Expansion • No priority afforded to DHA in relation to expeditious conclusion of lease agreements and procurement of Government owned facilities • Lack of suitable office accommodation in rural areas • Threats of evictions at some Magistrates offices • Lack of funds to procure DHA owned facilities • Shortage of funds for devolution from Department of Public Works (approximately R 60m shortage) • DHA currently cannot confirm funds causing delays in the procurement process • Lack of funds on the budgets for IS, Security Services ,furniture and equipment for the back office • Long procurement processes and finalization of leases by DPW

7. 5. DHA Infrastructure Expansion Plan • Strategic approach: • Civic Services will explore various procurement options, such as: • Park homes (pre-fabricated structures) • Lease to own • Sharing of premises (for example, local Counselors, schools, etc) • Purchase of property and accommodation • Public Private Partnerships • Dependencies to achieve the balance: • Availability of land / suitable premises for purchase • Availability of funds, bearing in mind the reprioritization process that is currently in progress • Procurement processes of the Department of Public Works for contractual negotiations and conclusion of lease agreements • Commitment and willingness of other Government Departments on sharing of premises

8. 6. DHA Infrastructure Expansion Plan – 2011/12 to 2014/15 • The broad infrastructure strategy of the Department is to: • Continue the expansion of the DHA footprint to meet the needs of citizens according to acceptable norms • Implement a new and cost effective strategy to build on achievements to date, especially with regards to rural areas. This includes a combination of methods such as fixed low cost and prefabricated buildings, shared sites (Thusong and One Stop Service Centers), mobile offices and the use of ICT enabled channels • Devolve management of infrastructure to Provincial Managers, whilst head office determines policy, plans and provides support at National level • The desired number of service delivery points to achieve acceptable levels of access nationally is 744. The following service points are currently available: • 407 fixed service delivery of various sizes (including Thusong Centers ) • In addition to the 409 service points , there are 5 Refugee Centers and 72 Ports of entries • 266 connected (online) health facilities • 117 mobile service delivery points (fully computerized) • 25 4X4 service delivery points (non computerized)

9. 7. DHA Infrastructure Expansion Plan – 2011/12 to 2014/15 (continued) Criteria used to select priority offices to be opened during the MTEF period 2011/12 to 2014/15: • DHA presence in district / local municipality –Preference was afforded to those areas where DHA does not have presence at district or local municipalities • Urban / rural areas – Preference was afforded to rural areas • DPSA / Afriscope Proposals – Areas recommended by the recommendations received preference selection • Thusong Service Centres – As per Minister’s Strategic directive, preference was also afforded to those areas where Thusong Centres are already established • ISRD Nodes – Preference was also afforded to those areas that fall within the ISRD Nodes • Mobile unit outreach – Preference was also afforded to those areas where mobile units cannot travel due to hazardous or deficient road infrastructure

10. 8. A) DHA Infrastructure Expansion Plan – 2011/12 to 2014/15 (continued) As outlined above, our focus going forward will be to acquire DHA owned service delivery points in the form of fixed low cost or prefabricated buildings, shared sites and mobile units. This will gradually reduce the amount of funds required for leasing of buildings. Whilst not loosing focus of our clients, the strategy is generally aimed at expanding the DHA footprint to ensure that all clients are within a 30 minute range (50 kilometers) of the closest DHA service point. The planned outcomes in terms of the DHA Infrastructure Plan for 2011/12 to 2014/15 is:

11. 9. DHA Offices Opened in 2010/11

12. 10. DHA Offices Opened in 2011/12

13. DHA Infrastructure Expansion Plan – 2011/12 to 2014/15 DHA will explore options to expand the footprint to the following priority provinces during 2012/13: • Critical notes: • The data provided above as well as the list of service point names (following slides) may vary in terms of priorities at the time of implementation. • Furthermore, availability of vacant land and accommodation may have an impact on rollout. • The negotiation and settlement of agreements between DPW, DHA and respective landlords / sellers may be delayed and this may require reprioritization and replacement of offices with offices from the outer years (2012/13 onward) • DHA priorities may require the changing of geographical areas • The plans above are dependant on the granting of additional funds in terms of the DHA Infrastructure Development Plan of July 2010

14. 12. DHA Infrastructure Expansion Plan – 2010/11 to 2014/15 (continued) DHA will explore options to expand the footprint to the following priority provinces during 2013/14:

15. 13. DHA Infrastructure Expansion Plan – 2011/12 to 2013/14 (continued) DHA will explore options to expand the footprint to the following priority provinces during 2014/15:

16. 14. DHA Infrastructure Expansion Plan – 2011/12 to 2013/14 (continued) Summary of Provincial Infrastructure Expansion: 2011/12 to 2013/14:

17. 15. Look and Feel Project 2011/12 to 2014/15 The planned outcomes in terms of the DHA Infrastructure Plan for 2011/12 to 2013/14 is:

18. 16. Look and Feel Project 2008/09 to 2009/10 Summary of office refurbished per province : 2008/09 to 2009/10

19. 17. Look and Feel Project 2011/2012 Summary of offices refurbished

20. 17. Look and Feel Project 2011/2012 continued

21. 18. LOOK AND FEEL PROJECT (before and after pictures) 21

22. 19. Construction Projects Phuthaditjhaba Sebokeng 22

23. 20. Expenditure To Date

24. 21. Issues For Consideration • Footprint /Channel Expansion is imperative to redressing the imbalances of access to services by the previously disadvantaged communities e.g. use of Mobile Offices , Hospital connectivity , Thusong Centres, 4X4s and Permanent Service Points. • Office refurbishment is critical for corporate image and conducive working environment • Department of Home Affairs is labour intensive in rendering of her services • Dependency on Department of Public Works remains one of the biggest obstacles in footprint expansion • There budgetary constraints in face of competing priorities for service demand • Staffing, IT and equipment for offices is part of the footprint expansion master plan, there are challenges though with IT infrastructure because of Telkom. • There are offices operating with less than three officials e.g. Volksrust, Inanda and Bulwer.

25. 22. Options • Reprioritization of Strategic priorities and budget to address access to services challenges • Continue opening new offices as per the strategic plan • Reduce the number of offices to be opened • Refurbish all existing office with new corporate image and capacitate to optimal level • Suspend opening of new offices until the bullet four is achieved , this will compromise • Commitment to improve access to services as per strategic plan and Ministers performance agreement. • Pursue self acquisition option to minimize dependency on DPW and accelerate acquiring of office accommodation. • DHA can pursue the option of sharing accommodation with other government institutions. • Persuade National Treasury for additional funding as per the business case submitted in August 2010. • Accelerate the National Population Registration Campaign Strategy • Occupy and capacitate all existing Thusong Centres and connected Health Facilities

26. 23. Strategic Interventions Required - DHA Infrastructure Expansion Plan • Engage with the Ministry of Department of Justice & Constitutional Development with regards to the eviction of DHA at magistrates offices in all Provinces. • Interact with the CEO of SAPO in relation to the partnership for leasing of SAPO offices. • As an interim solution, the Department of Home Affairs should consider leasing of park homes as recommended. • A review of footprint expansion amidst severe budgetary constraints. • Consider and develop a Public Private Partnership model.