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Presentation to Portfolio Committee Strategic Plan 2008/09 to 2010/11 3rd June 2008. Vision & Mission of the Department of Home Affairs. VISION
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Presentation to Portfolio Committee Strategic Plan 2008/09 to 2010/11 3rd June 2008
Vision & Mission of the Department of Home Affairs VISION A department that provides modern, efficient, cost-effective services that are responsive to the needs of South African citizens, residents and visitors to our country MISSION To assure the status of persons and manage migration according to the letter and spirit of the Constitution pursuant to national development goals and fulfillment of international conventions to which South Africa has acceded VALUES In the spirit of Batho Pele, we shall be guided by the following principles: Ethical conduct, Accountability, Transparency, Flexibility and Professionalism. 2
Mandate of DHA and alignment with National Priorities To identify and confirm the status of persons and issue documents that enable the realisation of rights and access to benefits and opportunities (public and private). The DHA plays a critical role in assuring access to rights, deepening democracy and promoting development and social security. To manage migration at ports of entry and consulates and to determine the status of asylum seekers. The DHA makes a significant contribution to ensuring national security and integrity, enabling economic development and promoting good international relations. 3
Strategic priorities 1 / 2 Ensuring that the DG is supported by a professional management team that gives leadership, manages and takes control of operations. The transformation element, including: Ensuring the support and participation of all staff, Migrating to the new organisational structure Appointing additional staff. Establishing at all levels a culture of doing business that is aligned to the values expressed in Batho Pele, Robust capacity development. 4
Strategic priorities 2 / 2 Ensuring that systems and services are improved to the level required to support the new business processes. A major challenge is the limited resources available to overcome huge historical problems related to poor information systems and physical infrastructure. Working closely with other departments through clusters and bilaterally to ensure the Turnaround support broader government and creates to links to build synergies. For example, a key aspect of the new model is the proper and informed management of service delivery tiers and channels. Towards this end, talks are under way with the South African Post Office and the Department of Health. 5
Implementing the new Home Affairs Service Delivery Model will transform the department People Facilities Clients Channels Processes and resources IT Operating model Services Client Cube What? How? • Which services will be offered to which Client through which channels? • What service and productivity levels are required? What processes will link our business architecture to our Clients in the delivery of our services? What staff with what skills do we require? What IT and facilities do we need to deliver services to our Clients? The organizational structure will result from — not drive — the design of the service delivery model 6
Strategic Objectives 1/ 2 Strategic Objective 1: To provide secure, efficient and accessible civic and related services and products to citizens and legitimate residents within specified timeframes. Strategic Objective 2: To manage migration effectively by enabling the movement of skilled workers into the country and efficiently and securely facilitating the entry, stay and exit of visitors. Strategic Objective 3: To determine the status of asylum seekers and manage refugee affairs in accordance with international treaties and the bill of rights as enshrined in the constitution. 7
Strategic Objectives 2 / 2 • Strategic Objective 4: To foster regional and international co-operation towards improved economic growth and development, including events with strategic importance to the country, such as the FIFA world cup. • Strategic Objective 5: To deliver the department’s mandate effectively by implementing a new organisational model that is characterised by caring officials who serve with professionalism and by effective governance and operational control. • Strategic Objective 6: To create an enabling environment by putting in place support services that are effective, efficient, integrated and that prevent corruption. 8
A partial separation model between Civics and Immigration Services has been adopted; with impact on structure, reporting, budget and support functions SUPPORT FUNCTIONS, BUDGET, STRUCTURE Partial separation model • Most of support functions combined • Some support functions allocated to core units based on importance to core process and uniqueness of needs • Support functions that can be considered channels and mainly serve one core unit, are allocated to that one core unit: • Call center (allocated to CS) • Foreign offices coordination (allocated to IMS) • Each has its own programme in new budget structure; greatly strengthening accountability • Reporting lines split: CS by area (zones and regional) and IMS by specialist function. Combined/central support functions I.S. (NPR etc.) The model was based on a thorough analysis of current state and options. 9
Strategic Plan 2008/09 to 2010/11 • It is located within a broader strategic outlook • It shows the budget structure and allocations per programme • It has 3 year activity tables that are integrated under six strategic objectives and are funded within the MTEF. These take it towards a particular vision and align with government’s strategic priorities • Each objective has outputs and targets which are measured against specified indicators and assigned to a DDG as programme manager • The Strategic Plan has additional plans attached that cover specific areas namely HR, IS Service Delivery Improvement and Finance/ CAPEX plans.
A partial separation model between Civics and Immigration Services has been adopted; with impact on structure, reporting, budget and support functions SUPPORT FUNCTIONS, BUDGET, STRUCTURE Partial separation model • Most of support functions combined • Some support functions allocated to core units based on importance to core process and uniqueness of needs • Support functions that can be considered channels and mainly serve one core unit, are allocated to that one core unit: • Call center (allocated to CS) • Foreign offices coordination (allocated to IMS) • Each has its own programme in new budget structure; greatly strengthening accountability • Reporting lines split: CS by area (zones and regional) and IMS by specialist function. Combined/central support functions I.S. (NPR etc.) The model was based on a thorough analysis of current state and options. 39
Zone 1 Zone 2 Zone 3 Zone 4 ADDENDUM: Managing zones, rather than provinces, offers Civics and IMS a more optimal organizational structure and improved service delivery ZIMBABWE • Zones must be understood in context: • New service delivery model • Managed delivery channels and tiers • Consistent standards • Stronger, consistent management control • Expanded and improved workforce • Functioning systems, including ICS Zone structure LIMPOPO MOZAMBIQUE BOTSWANA GAUTENG MPUMALANGA SWAZILAND NORTH WEST NAMIBIA KWA ZULU NATAL FREE STATE NORTHERN CAPE LESOTHO EASTERN CAPE WESTERN CAPE The zone structure will be consistent across Civics and IMS A
