PRESENTATION TO THE SELECT COMMITTEE ON SOCIAL SERVICES Annual Performance Plan

1. PRESENTATION TO THE SELECT COMMITTEE ON SOCIAL SERVICES Annual Performance Plan 2012/13 to 2014/15 24 APRIL 2012

2. CONTENT Vision, Mission, Values and Mandates Government Priorities DHA Performance Agreement Progress in key areas 2009 - 2012 Transformation of the Department of Home Affairs Strategic Objectives and Outputs for each Outcome Strategic focus going forward

3. VISION, MISSION AND VALUES

4. 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):

5. 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.

6. The Medium Term Strategic Framework (MTSF) of government has twelve priority outcomes. The DHA contributes directly to three of the twelve outcomes: • 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 and continually enhanced • Create a better South Africa and contribute to a better and safer Africa and World • An efficient, effective and development oriented public service and an empowered, fair and inclusive citizenship

7. 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.

8. Civic Services: Progress 2009 - 2012

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

10. Health Facilities serviced by Home Affairs

11. Footprint of the Department of Home Affairs

12. Footprint of the Department of Home Affairs

14. Strengthening legislation • 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 verification of identity for 3rd parties • 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.

15. 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.

16. 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.

17. Human Resources: Progress 2009 - 2012

18. 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)

19. OPERATING MODEL FOR DHA

20. HEADCOUNT : CURRENT & PROJECTED

22. EMPLOYMENT EQUITY STATUS

24. EMPLOYMENT EQUITY STATUS

28. Finance and Supply Chain Management: 2009 - 2012

29. 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.

30. 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

31. STRATEGIC PLANS 2012 – 2015: VITAL STATISTICS 36 of the 53 Targets are for Civics and Immigration and 17 are for key support functions.

32. Annual performance Plan (Strategic Plan) • Department of Home Affairs 2012 – 2015 • Outcomes • Strategic Objectives • Outputs (deliverables)

33. 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

34. Sample Target

35. 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

36. Strategic Objectives and Measurable Outputs 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

37. Strategic Objectives and Measurable Outputs 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

38. Strategic Objectives and Measurable Outputs 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

39. Strategic Objectives and Measurable Outputs 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

40. Strategic Objectives and Measurable Outputs 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

41. Strategic Objectives and Measurable Outputs 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

42. Strategic Objectives and Measurable Outputs 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

43. Strategic Objectives and Measurable Outputs 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

44. Strategic Objectives and Measurable Outputs 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

45. Strategic Objectives and Measurable Outputs 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

46. Strategic focus going forward

47. Three key areas of focus going forward 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)

48. 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.

49. 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

50. 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.