Enhancing Home Affairs: Strategic Response & Plan (2016/17)

1. DHA ANNUAL PERFORMANCE PLAN 2016/17 PRESENTATION TO THE PORTFOLIO COMMITTEE ON HOME AFFAIRS 15 MARCH 2016

2. Outline of the Presentation • Aim of Presentation • DHA Contribution to MTSF 2014 to 2019 • Linkage between Ministerial Priorities and Medium Term Strategic Framework • DHA End State Vision, Priorities and Strategic Response to Challenges • Overview of the Annual Performance Plan (APP) for 2016/17 • Indicators and Targets per Programme • Budget Overview 2016 to 2019 • Way Forward

3. Aim of the Presentation • The purpose is to present the Portfolio Committee on Home Affairs with the: • Draft Annual Performance Plan (APP) for the 2016/17 financial year. • Budgetary information for the 2016 to 2019 MTEF. • AND • For the Portfolio Committee to provide guidance and support to assist the DHA in achieving its strategic agenda.

4. DHA Contribution to MTSF 2014 to 2019 MTSF Indicators and Targets are implemented through Cluster Programmes

5. Govt planning system informed by a long-term strategic vision and plan Govt Planning System MTSF – 5–year expression – centred on the 14 outcomes & associated targets & actions drawn from the NDP • Link between MTSF and DHA plans • DHA 5 year vision, outcomes and objectives supporting MTSF • 3 Year plans to implement strategic plan with focus on Y1

6. Contribution to National Development Plan (NDP) • A major focus of the NDP is to confront the triple challenge of poverty, inequality and unemployment by achieving higher growth rates. • A priority for the DHA is to facilitate the acquisition of the critical skills needed for economic growth and to build our own skills base. • The NDP draws on international experience in pointing out that the strategy will succeed if it is led by a capable state staffed by professionals; where trust is engendered by social stability improved services and reduced corruption; and the mass of citizens feel part of the plan and economic development. • The DHA could play a key role in enabling regional development by working with SADC countries to establish efficient, secure and managed migration. • The inclusion of all citizens in democracy and development is enabled by providing them with a status and an identity thus access to rights and services. • The modernisation programme of the DHA can reduce fraud and the cost of doing business by enabling e-government and this will attract more investment.

7. MTSF Priorities Based on Electoral Mandate DHA Contribution to 14 Govt Outcomes DHA Commitments in support of MTSF outcomes MTSF Priorities & DHA Commitments in support of MTSF 2014 to 2019 3. All people in South Africa are and feel safe 14. Nation building and social cohesion 12. An efficient effective and development oriented public service • BMA established and fully operational by 1 April 2017 • Integrated Border Management Strategy (Over-arching strategy) and sub-strategies developed and implemented to defend, protect, secure and ensure well-managed borders (2018/19) • 90% of all births captured within 30 days by 18/19 • National Identity System (NIS) operational (18/19) • 100% of all designated ports of entry equipped with biometric systems by 2018/19 • Immigration and Refugees Acts assented to and signed by the President by 2018/19 4. Decent employment through inclusive economic growth Decent work and sustainable livelihoods Education Health Rural development, food security and land reform Fight against crime and corruption • 3 DHA Premium Visa & Permit Service Centres for Corporate Account clients and their families opened • 85% of critical skills visas adjudicated within 4 weeks for applications processed within the RSA • Establishment of the DHA Contact Centre (2015/16) • No direct DHA commitment in MTSF

8. LINKAGE BETWEEN MINISTERIAL PRIORITIES AND MEDIUM TERM STRATEGIC FRAMEWORK (MTSF)

9. Ministerial Priorities (2014 to 2019)

10. Link between Ministerial Priorities and MTSF (2014 to 2019)

11. Link between Ministerial Priorities and MTSF (2014 to 2019)

12. Link between Ministerial Priorities and MTSF (2014 to 2019)

13. End State Vision & Priorities and Strategic Responses to Challenges

14. DHA End State Vision The management of the DHA has developed a vision for Home Affairs which they believe will transform all the elements of the organisation - people, processes and organisation & funding model. A new sustainable model of Home Affairs must ensure that: • The DHA will manage a secure national identity system that will be at the heart of security, service delivery and an efficient state. • The identity and status of all persons in South Africa will enable access to efficient and affordable services. • There will be interfaces with all departments and authorised private institutions. Many forms of crime will be minimised; such as identity theft, qualifications and insurance fraud and the illegal sale of land or housing. • DHA services will be easily accessible through a range of secured channels, including via the internet, mobile solutions and partnerships with other departments and commercial sectors.

15. Immigration is used strategically and securely to achieve national and regional goals; and the documentation of legitimate visitors are facilitated rapidly. • Patriotic, professional and humane officials can adequately protect the security and integrity of its people, systems, services and infrastructure. • The status of asylum seekers is securely, humanely and efficiently determined; and refugees are assisted in a coordinated way by the state and NGOs. • A model is found that ensures the sustainable funding of Home Affairs with a net gain to the fiscus through enabling secure e-government and e-commerce across the state and the economy. This will assist in attracting domestic and international investment. • Home Affairs repositioned as a modern, secure and professional department.

16. Critical Challenges and Strategic Responses

17. Critical Challenges and Strategic Responses (Cont)

18. OVERVIEW OF ANNUAL PERFORMANCE PLAN (APP) 2016/17

19. Number of Objectives and Targets per Programme • Note: • Implications of budget cuts on human resource and other resource considerations are: • Decrease in number of targets from the 2015/16 to 2016/17 financial year. • Scope of certain strategic targets has remained unchanged from 2015/16 to 2016/17, e.g. birth registration and smart ID card.

20. DHA Outcomes and Strategic Objectives • Outcome 1: • Secured South African citizenship and identity. • Strategic Objectives • 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. • Ensure that systems are in place to enable the capturing of biometric data of all travellers who enter or exit SA legally.

21. DHA Outcomes and Strategic Objectives • 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 managed according to a risk based approach. • Enabling documents issued to foreigners efficiently and securely.

22. 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.

23. Indicators and Targets per Programme

24. Programme 1: Administration

33. Programme 2: Citizen Affairs

34. * 2018/19 annual target to be amended with next MTSF review

36. Programme 3: Immigration Affairs

40. BUDGET OVERVIEW 2016 to 2019

41. Structure of Budget Overview • 2016/17 Baseline Allocation • 2016/17 Compensation of Employees (CoE) • 2016/17 Goods and Services

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45. COMPENSATION OF EMPLOYEES BUDGET: 2016/17 CONT. 45

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49. WAY FORWARD

50. Over the coming months the DHA will produce a business case for repositioning the DHA as a modern, secure and professional department. The following principles will guide the development of the business case. • The DHA must have specific enabling legislation, so that it can secure its systems and work effectively to enable development and security. • The DHA will require a sustainable operational and organisational model that can provide efficient, secure services. • The funding model must increase overall public and private revenues while effecting savings that will offset the costs of a modernised DHA. • Continue with the modernisation programme by finalising the WAIO scope, full automation of front and back offices and developing e-systems for immigration. • Expanding the model for service delivery channels through projects such as e-Channel, the mobile live capture solution, etc. • With regard to resources, DHA will need to work smarter with its available resources and “do more with less”. • Initiatives such as video conferencing, VOIP and electronic document systems will be considered to ensure savings are incurred. • Continue with efforts to push back fraud and corruption related activities through projects such as “BVISA MASINA”. • All targets in the DHA Annual Performance Plan for 2016/17 are fully funded.