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DHA ANNUAL PERFORMANCE PLAN 2016/17. PRESENTATION TO THE SELECT COMMITTEE ON SOCIAL SERVICES 5 APRIL 2016. Outline of the Presentation Aim of Presentation DHA Contribution to MTSF 2014 to 2019 Linkage between Ministerial Priorities and Medium Term Strategic Framework
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DHA ANNUAL PERFORMANCE PLAN 2016/17 PRESENTATION TO THE SELECT COMMITTEE ON SOCIAL SERVICES 5 APRIL 2016
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 • Service Delivery Improvement • Response to critical challenges • Overview of the Annual Performance Plan (APP) for 2016/17 • Indicators and Targets per Programme • Budget Overview 2016 to 2019 • Way Forward
Aim of the Presentation • The purpose is to present the Select Committee on Social Services with the: • Draft Annual Performance Plan (APP) for the 2016/17 financial year. • Budgetary information for the 2016 to 2019 MTEF. • AND • For the Select Committee on Social Services on Social Services to provide guidance and support to assist the DHA in achieving its strategic agenda.
DHA Contribution to MTSF 2014 to 2019 MTSF Indicators and Targets are implemented through Cluster Programmes
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
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.
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
LINKAGE BETWEEN MINISTERIAL PRIORITIES AND MEDIUM TERM STRATEGIC FRAMEWORK (MTSF)
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 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.
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.
Service Delivery Improvement Initiatives A number of initiatives were launched in 2015/ 2016 that will continue to improve service delivery in the 2016/ 2017 financial year
Service delivery advances: 2015 – 2017 (continued) • 38 offices are being modernised to add to the existing 140 offices. The process of applying for and receiving IDs and passports is paperless, secure and efficient. The passport turnaround norm is within 13 days. • The partnership with the four major banks is being rolled out with a successful pilot of online application, payment and appointments via an e-channel. • The Home Affairs Contact Centre is replacing an outsourced Client Service Centre. As the Contact Centre is in-house, it will be able to resolve problems and not just convey information. 62 additional staff have been employed so far. • A project is underway to urgently improve the situation for clients and staff at Marabastad Refugee Reception Office at the level of management, facilities and processes. Queuing has already reduced. • A national evaluation study of birth registration is being undertaken in collaboration with the DPME that will greatly assist in improving services.
Service delivery advances: 2015 - 2017 • Moetapele initiative waslaunched in May 2015. The principle is improved and responsive service through leadership and innovation • Model offices were launched in Edenvale, East London and Somerset West offices. Best practice will be implemented across the DHA. • The initiative addresses several key areas: • Location, Layout and Maintenance • Client Information and Signage • Client Flow and Business Processes • Administrative Processes • Management Processes • Client Care • Leadership workshops were conducted in all nine Provinces; as well as training on operations and the use of a daily management toolkit.
Service delivery advances: 2015 – 2017 (contin.) DHA premium visa and permit services centre The first centre was opened for corporate clients in Sandton in collaboration with VSF and the Gauteng Growth and Development Agency (GGDA) Footprint expands abroad VSF has increased its centres in China from 2 to 9; and in India from 2 to 9 to respond to the need for clients to appear in person to verify their identity
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.
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.
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.
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.
BUDGET OVERVIEW 2016 to 2019
Structure of Budget Overview • 2016/17 Baseline Allocation • 2016/17 Compensation of Employees (CoE) • 2016/17 Goods and Services
