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Annual Report Department of Home Affairs 2011/12 30 October 2012

Presentation to Portfolio Committee on Home Affairs. Annual Report Department of Home Affairs 2011/12 30 October 2012. Table of Contents. Vision, Mission, Values Support for achieving the priorities of Government Minister’s Performance Agreement

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Annual Report Department of Home Affairs 2011/12 30 October 2012

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  1. Presentation to Portfolio Committee on Home Affairs Annual Report Department of Home Affairs 2011/12 30 October 2012

  2. Table of Contents • Vision, Mission, Values • Support for achieving the priorities of Government • Minister’s Performance Agreement • Outcomes and Objectives of the Department • High level priorities • Overview of Achievements • Performance against strategic objectives • Audit findings related to pre-determined objectives • Human Resources • Key priorities going forward

  3. VISION, MISSION AND VALUES

  4. 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

  5. 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.

  6. The Strategic Plan is grounded on three Outcomes that align with its mandate and priorities 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

  7. Outcome 1: • Secured South African citizenship and identity • Measurable Objectives • To ensure that registration at birth is the only entry point for South Africans to the National Population Register (NPR) • To issue Identity Documents (IDs) to citizens turning 16 years of age and above • 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

  8. Outcome 2: • Immigration managed effectively and securely in the national interest including economic, social and cultural development • Measurable Objectives • To ensure a secure, responsive and flexible immigration regime in support of national security, priorities and interests • To implement effective and efficient asylum seeker and refugee management strategies and systems • 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 • To contribute towards realising a positive skills migration trend of around 50 000 migrants annually

  9. Outcome 3: • A service that is efficient, accessible and corruption free • Measurable Objectives • To transform the culture of the organization in support of securing identity, citizenship and international migration • To ensure ethical conduct and a zero tolerance approach to corruption • To obtain a clean audit report • To ensure secure, effective, efficient and accessible service delivery to clients

  10. HIGH LEVEL PRIORITIES OF THE DEPARTMENT 2011 - 2012 • Achieve and maintain a clean, secure National Population Register (NPR) • Effective implementation of proactive, risk-based and efficient management of immigration • Ongoing transformation of DHA values as embodied in its organizational and service delivery approach, practice and capacity • Effective harnessing of technology to support the achievement of the above priorities.

  11. MAIN ACHIEVEMENTS OF THE DEPARTMENT 2011 -2012 Achieve and maintain a clean, secure National Population Register (NPR) 51% of new-born children were registered within 30 days which is a 11.2% increase from the previous financial year. 90% of total number of births registered within 12 months. Late registration of births declined by 41%

  12. Effective implementation of proactive, risk-based and efficient management of immigration • DHA chairs the Inter- Agency Clearing Forum of departments involved in the border environment; and chairs a committee to prioritise and coordinate security operations related to immigration generally. • The DHA played a key role in South Africa’s successful hosting of the United Nations Climate Change Conference. • Improvements were recorded within the Immigration environment through the approval of a new Permitting structure and implementation of the Permitting project resulting in enhanced security and the reduction of backlogs. • The Dispensation for Zimbabwean Project progressed well during the 2011/12 financial year. Total number of cases resolved stood at 203,364 on 31 March ‘12. • The Refugees and Immigration Acts were amended to streamline and secure key processes and address gaps in the legislation. • A National Framework was developed for the implementation of the Cessation of Angolan Refugees in consultation with Angola and the UNHCR.

  13. Ongoing transformation of DHA • Human resource capacity within the Immigration Services Branch strengthened through the lateral transfer, training and deployment of 350 new immigration officers from the SANDF at OR Tambo International Airport, where they are now rendering excellent service. • The Department was voted among the Employers of Choice, simultaneously being honoured with the Special Ministerial Award by the Ministry of Public Service and Administration, for “the innovative turnaround and modernisation of service delivery” • The Department introduced the first-ever South African Qualifications Authority (SAQA) accredited Home Affairs course aimed at training and producing a well-rounded Home Affairs official capable of dealing with all aspects of the Department • Enhancement of leadership capacity continued with a further 3 Leaders Forums taking place during the 2011/12 financial year. Capacity of leadership was further enhanced through the commencement of the Outbound Management Leadership Training Programme and other management programmes •  Coaching Clinics Framework was developed and the Coaching Pro­gramme launched in March 2012 • Involvement of top management as “Champions” of specific provinces. Posters in every office show the cell phone numbers and e-mail addresses of top management with the statement “We serve with Humility. Talk to us.” Improvements were also made in the functioning and monitoring of enquiry and complaints channels.

  14. Effective harnessing of technology • Produced a more secure crew-member certificate for airlines using smart-card technology which has laid the foundation for the introduction of a Smart ID Card to be piloted in the 2012/13 financial year. • In addition the Back-end System for the Smart Card was designed, blank Smart Cards obtained from GPW and integration testing initiated. • Verification of the identity of clients in real time by banks, Human Settlement and SASSA. An historic agreement was signed with banking industry bodies. • In addition to previously upgraded ports of entry, an Enhanced Movement Control System (eMCS) was deployed to 11 ports of entry to bring the total to 45 ports. • Infrastructure Capacity Assessment (bandwidth) for offices planned for Live Capture deployment was performed in 167 offices which will be upgraded to increase bandwidth capacity to improve services.

  15. Overall progress of the Department 2011- 2012 % = TARGETS

  16. Breakdown of targets that were not achieved

  17. PERFORMANCE AGAINST STRATEGIC OBJECTIVESOutcome 1: Secured South African citizenship and identity

  18. STRATEGIC OBJECTIVE (1.1) To ensure that registration at birth is the only entry point for South Africans to the National Population Register (NPR) • PERFORMANCE • 72 health facilities were connected for online registration of birth. This was less than the target of 126. However, it is 26 more than was connected in 2010-11. • An increase of 11.2% of births was registered within 30 days compared with 2010-11. A total of 556,762 births were registered within 30 days in 2011/12 compared to 500,524 in 2010/11. This is 3.8% less than the planned target of 14%. • 97% of late registration of births were finalized within 90 days for the age group 31 days and above.

  19. STRATEGIC OBJECTIVE (1.2) To issue Identity Documents (IDs) to citizens 16 years of age and above • PERFORMANCE • 65.4% of high schools were visited to collect ID applications compared with 39% of schools visited in 2010- 11. A total of 7, 342 high schools were visited in 2011/12 compared to 4 355 in 2010/11. • 63,253 IDs were issued to matric learners. It was not possible to measure whether 100% of learners had been reached, which was the intended target. The Department of Education however confirmed that no matric learner failed to write matric because of not having an ID.

  20. STRATEGIC OBJECTIVES (1.3) To secure processes and systems to combat fraud and corruption • PERFORMANCE • The target of rolling out live capture functionality for passport and IDs (first and re-issues) applications to 167 offices were not achieved. 40 offices already had this functionality for passports. • 38.6% (48, 019) of ID duplicate cases were resolved. • Specimen ID Cards were designed to inform a proposal to Cabinet. However, the proposal was submitted to Cabinet after the reporting period. • Preparatory work was done for piloting the ID Smart Card in terms of systems design and integration and obtaining the cards.

  21. STRATEGIC OBJECTIVES (1.4) To integrate key systems and upgrade IT infrastructure for improved security and data integrity • PERFORMANCE • Interface capability for 3rd party verification for banks and Dept of Human Settlements and SASSA. • The following banks currently have access to the online verification sub-system: • African Bank • ABSA • First National Bank • Standard Bank of Southern Africa. • A combined total of 164 branches have conducted 10,904 fingerprint verifications against departmental fingerprint records from November 2011 until March 2012.

  22. PERFORMANCE AGAINST STRATEGIC OBJECTIVESOutcome 2: Immigration managed effectively and securely in the national interest including economic, social and cultural development

  23. STRATEGIC OBJECTIVES (1.4) To integrate key systems and upgrade IT infrastructure for improved security and data integrity • PERFORMANCE • 11 of the targeted 14 Ports of Entry were equipped with eMCS during the reporting period, resulting in a total of 62 % (45 of 72) Ports of Entry equipped with eMCS. • The needs analysis for enhancement of NIIS were conducted, however the full implementation was delayed due to the dependency on the redesign of complex business processes. • Members of Refugees Appeal Board (RAB) and Standing Committee on Refugee Affairs (SCRA) appointed. • Regarding the Refugee Appeals Authority (RAB), apart from Cape Town, Marabastad and Musina having 1 member stationed at each office. • The effective decentralisation of the RAB and Standing Committee on Refugee Affairs (SCRA) will only happen when the Refugees Amendment Act is fully implemented. • Draft Memorandum of Understanding (MOU) in place regarding Asylum seeker and refugee management pertaining to 3rd country nationals placed on the SADC agenda.

  24. STRATEGIC OBJECTIVES (2.1) To implement effective and efficient asylum seeker and refugee management strategies and systems. • PERFORMANCE • The Refugee Amendment Bill was approved in the latter part of the 2011/12 financial year. Refugee Regulations were amended but there have been technical delays in terms of final approval. • A draft Immigration Policy framework document was developed which includes options regarding the processing of asylum seekers and refugees.

  25. STRATEGIC OBJECTIVES (2.2) To review the policy and regulatory framework to manage economic migration. • PERFORMANCE • Position paper on policy options for managing international migration developed and discussed within the DHA and with partners within Government. This forms part of the ongoing review of immigration policy.

  26. STRATEGIC OBJECTIVES (2.3) To facilitate the movement of regular travellers across neighbouring borders • PERFORMANCE • Regarding the rationalization of ports of entry, aproposal was presented to the Inter Agency Clearing Forum (IACF) specifying the ports for closure. • Proposal was received from CSIR for conducting of the study.

  27. STRATEGIC OBJECTIVES (2.4) To realise a positive skills migration trend of around 50 000 migrants annually • PERFORMANCE • 2 896 exceptional skills and quota permits issued during the financial year. • The numbers do not reflect all the skilled migrants who were given permits. A system is under development to expand this to other kinds of permits that enable skilled migrants to enter, such as Intra-company Transfer Permits.

  28. PERFORMANCE AGAINST STRATEGIC OBJECTIVESOutcome 3: A service that is efficient, accessible and corruption free

  29. STRATEGIC OBJECTIVES (3.2) To ensure ethical conduct and a zero tolerance approach to corruption • PERFORMANCE • Marriages, Permitting, Births and Deaths processes were security evaluated as well as the PE, Durban, CapeTown, Marabastad, TIRRO and MusinaRefugee Reception Offices. • Regarding the Baseline Study on Causes and Scope of Corruption in the DHA, the Counter Corruption Project developed by the DHA and submitted to the Justice, Crime Prevention and Security Cluster (JCPS) was informed by the Baseline Study. • Security Advisory Committee on Vetting was established to ensure the grading of all post within DHA • 73.68% misconduct cases were finalised within 60 days. • 3 Civic Services an 1 Immigration Services processes were security evaluated in 2011/12.

  30. STRATEGIC OBJECTIVES (3.3) To obtain a clean audit report • PERFORMANCE • Plans were developed to address the gaps in financial control environment however the target of obtaining an unqualified audit opinion could not be met. • Decentralisation of Procurement and Delegation of Payment function to provincial offices were not fully implemented however training of staff on BAS and Logis was conducted. Delegations of Authority for provinces were reviewed. • National Treasury approved the opening of a separate bank account for Civics activities and commercial banks have been approached for the running of the said account. The Trading Account will be fully functional by the beginning of the 2012/13 financial year. • .

  31. STRATEGIC OBJECTIVES (3.4) To increase capacity to contribute to the fight against cyber crime • PERFORMANCE • Awareness campaigns were conducted in 7 provinces. Awareness was also done on Departmental Internal Newsletter.

  32. STRATEGIC OBJECTIVES (3.5) To develop and implement service delivery standards to improve operational efficiency • PERFORMANCE • Temporary Identity Certificates was costed and new revenue tariffs were distributed to all offices for implementation however no products and services were costed for Immigration Services.

  33. STRATEGIC OBJECTIVES (3.6) To ensure effective, efficient and accessible service delivery to clients • PERFORMANCE • 14offices were refurbished during the review period. • The DHA Access model was developed and awaits approval before testing can commence. • 62.6% ID books (first issues) were issued within 54days. • 66.7% ID books (re-issues) issued within 47 days. • 82.1% of passports (manual process) were issued within 24 days • 84.4% of passports ( live capture) were issued within 13days • An “asylum fast-tracking” was implemented as a pilot aimed at re-designing the asylum adjudication process.

  34. STRATEGIC OBJECTIVES (3.6) cont…….. To ensure effective, efficient and accessible service delivery to clients • PERFORMANCE • On average 41% of temporary residence permits were issued within eight weeks.

  35. Audit findings related to Pre-determined objectives

  36. Audit findings highlighted the following challenges: • Usefulness of information, and in particular indicators not being well defined • Reliability of information in terms of processes and systems • Reported performance not accurate in terms of being accurate enough for intended use. • The examples are given below that illustrates the challenges reported in the findings and the response of the Department.

  37. Usefulness of information: Example of the issue of IDs (first issue) • The Auditors found that the use of the track and trace system to obtain the data resulted in a 10% margin of error when a sample of application forms was compared with records on the system. • The main problem is that application date on track and trace differs from the actual application form; and some instances of poor compliance and filing. • The DHA has committed to improving filing and controls. However, the larger systems problems will be resolved through the Systems Modernisation Programme which will automate the system and introduce live capture.

  38. Reliability of information: Example of Scarce Skills Permits • The Auditors found that there was a mismatch between the supporting information and the statistics derived from the permitting track and trace system. • The major challenge is that the permitting system has many kinds of permits, but only two were designed specifically to enable the recruitment of scarce skills. However, many of the other permits are granted to migrants with scarce skills but this is not recorded as it is not the primary purpose of the permit. • The existing system is being enhanced by adding fields that record skills.

  39. Reported performance not accurate: Example of visits to high schools • 7342 out of 11219 high schools were visited during the review period (65.4% out of 11219 schools). The target was exceeded by 16.4% during 2011/12. • Given the scope of the campaign and the context, such as visits of Mobile Offices to farm schools, it was difficult to collect evidence consistently across all nine provinces. Not all school principles agreed to sign letters, for example. • The Department has improved its processes for collecting and monitoring data and evidence related to school visits. A function has also been added to the relevant system to enable the DHA to measure the number of ID applications received from schools as opposed to those received at offices.

  40. HUMAN RESOURCES

  41. STATUS ON THE FILLING OF TOTAL VACANT FUNDED POSTS - 2011/12

  42. POSTS VACANT FOR MORE THAN 12 MONTHS - 2011/12 - The above-mentioned table includes all priority posts for the financial year, including natural attrition posts vacated during the financial year.

  43. EMPLOYMENT EQUITY STATUS AT 31 MARCH 2012

  44. PERFORMANCE MANAGEMENT SUBMISSION OF OUTSTANDING PERFORMANCE • Note: • Out of 6 outstanding PA’s , 3 were suspended, 2 retired whilst 1 is deceased

  45. EMPLOYEE RELATIONS

  46. Key priorities going forward • Establishing and maintaining a National Identity System, secured by early registration of birth, biometrics and effective management of immigration. • Finalizing the immigration policy review, including broad consultation. • Transformation of Immigration Services and establishing a Border Management Agency. • Ensuring that quality services are delivered to all citizens and other clients efficiently, consistently and with care. • Developing a Home Affairs cadre of officials that is patriotic, professional and humane. • Systems Modernisation, which includes the ID Smart Card rollout; and which provides an integrated, automated and secure IT platform to support the above priorities.

  47. THANK YOU

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