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STRATEGIC PLAN 2006/07 TO 2008/09 29 MAY 2006

This presentation provides an overview of the progress made in the strategic planning process from 2005/06 to 2008/09. It includes the alignment of DHA and government priorities, outcomes of the planning process, and the strategic response to challenges. The presentation also highlights the progress made against strategic objectives, including improvements in service delivery, infrastructure, systems, and capacity.

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STRATEGIC PLAN 2006/07 TO 2008/09 29 MAY 2006

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  1. PRESENTATION TO PORTFOLIO COMMITTEE STRATEGIC PLAN 2006/07 TO 2008/0929 MAY 2006

  2. Overview of progress: 2005/ 2006 Strategic planning process Aligning DHA and Government strategic priorities Outcomes of the planning process Strategic response to the challenges: Strategic Delivery Model for period 2006 to 2011/12 Strategic Plan for period 2006- 2009 Conclusion Content of presentation

  3. Progress against strategic objectives: 2005/06 • SLA with post office for delivery of ID documents • Online registration of births & deaths – 50 more hospitals (total of 119) • HSRC survey conducted and used to inform and implement strategy to register undocumented citizens. • Back record conversion of fingerprint docs: 70% completed. • Continuation of campaigns – e.g. fraudulent marriages • Deployment of 67 mobile units. • Immigration Amendment Act promulgated and Immigration Regulations published • BCOCC established and sub-committees formed and operational • DHA and SAPS formed committee to develop a transition plan for rollout of NIB capacity at identified ports of entry (POEs)

  4. Progress against strategic objectives: 2005 / 6 • Establishment of transit area at JIA • Intervention strategy to deal with processing of applications for asylum seekers was initiated • Counter Xenophobia strategy in place • Training programme for Immigration Officers (IOs) developed – 106 IOs trained • Rollout of Client is always right campaign • Launch of name tags • Introduction of flexible working hours • Introduced internal and external signage at offices • Placement of officials in foreign missions improved • Placement twice per year • Placement of Senior Managers • Signing of pledge of working honestly for DHA and RSA

  5. Progress against strategic objectives: 2005 / 6 • Launched send off ceremony • Participation in 58 of 66 MPCCs • Connectivity for local offices: 263 out of 240 offices computerised • Initiated connectivity for foreign offices with DFA • Master Information Systems Plan compiled • KIM policy and strategy developed and implemented • IS security policy and standards implemented • Disaster Recovery and Business Continuity in place • 634 posts filled out of 898, 64 SMS posts filled (23 female, 41 male) • Launched internship programme – 653 appointed since launch • Concept paper on professionalising DHA approved (Mabalane project) • Induction programme for SMS launched • Training on finances for Non-Financial Managers

  6. Progress against strategic objectives: 2005 / 6 • National PMDS workshop held in August 2005 to sensitise managers on alignment of individual and organisational performance management • Audit of condition of current state –owned buildings occupied by DHA conducted • 14 properties repaired under RAMP • CSIR survey on the suitable location of offices in terms of service delivery was finalised- 170 additional facilities identified • 491 vehicles delivered of which 323 were sent to provinces and 141 to NIB and 27 to Head Office • BAS implemented at 146 offices in provinces • National Counter Corruption workshop conducted in October 2005

  7. Progress against strategic objectives: 2005 / 6 • Forensic equipment acquired for testing of suspected fraudulent documentation • Partnerships in fighting corruption forged (NIA, SAPS, DSO, SABRIC, Social Development) • Activation of confidential toll free number for internal use • Counter Corruption Plan and whistle-blowing policy implemented • Improvement of physical security at all offices as consequence of finalising audit of office security • Risk management strategy reviewed and updated • Internal and external communication strategies developed • Various campaigns and launches supported • Publication of 1 million copies of “Know your Rights” Booklet • Intranet launched

  8. Progress against strategic objectives: 2005 / 6 • Chief Directorate: Governance Relations established and Chief Director appointed • DRC • Two IT training centres established • Training conducted in IT, Immigration and Civic Services • Provision of resources, computers, uniforms, expertise, etc • Facilitated source funding for mobile units • Sudan • Assistance with rollout of “power-sharing” agreement • Direct neighbours • Various border management issues, incl movement of undocumented migrants • Review of visa requirements • Facilitation of Free Movement of persons • Investigation into African passport

  9. Capacity - Increase capacity and capabilities to enable implementation and improve delivery Inadequate capacity to deliver satisfactory services Identification of right type of frontline people Turnaround times for filling of posts due to natural attrition and corruption-related dismissals Infrastructure – Planned, prioritised programme, Development of adequate infrastructure Systems – Replace outdated systems while taking interim measures to improve delivery in short term Lack of integration of processes and systems Corruption - Build measures into major strategies Management - Improve structures and processes, including monitoring and evaluation Lack of pro-active media interaction - Inadequate and untimely response to incorrect media reporting / coverage Challenges for the DHA

  10. Two workshops were conducted in March & April 2006: Objectives To produce a viable strategic plan for 2006/07 -2008/09 that is: Understood by all staff and stakeholders Characterised by setting achievable, measurable objectives Provides a guide to business planning. To develop a five-year planning framework. To ensure planning precedes MTEF budgeting The planning process …

  11. Plan should be truly strategic with a limited number of critical strategic objectives Planning should be integrated and coherent. Previous critical intervention areas should be embedded in the objectives Outcomes should be co-ordinated, timeframes should be realistic and indicators should be as concrete and measurable as possible Guiding Principles of Strategic Plan

  12. Strategic objectives for the second decade of freedom provided in January 06 Cabinet Lekgotla and in the 2006 State of the Nation Address: Economic growth and sustainable development Building the capacity of the developmental state Service delivery improvements ALIGNING WITH GOVERNMENT STRATEGIC PRIORITIES

  13. ALIGNING WITH GOVERNMENT STRATEGIC PRIORITIES, cont. • Enhancement of social security • Countering corruption and promoting security • Improving SA global relations with focus on Africa and countries of the South • Participating in national integrated and spatial development planning process

  14. OUTCOMES OF THE PLANNING PROCESS • The turnaround strategy was taken to a higher level by means of: • Developing an integrated high level plan for 3 years in the context of a vision for transforming DHA over 5 years • Formulating a Strategic Delivery Model to guide the transformation of the DHA over the next five years. • By ensuring that the focus was placed on core business – Civic Services and NIB – and how support services could contribute to effective and efficient service delivery.

  15. Strategic Delivery Model2006/07 to 2011/12

  16. Strategic Delivery Model: 2006 - 2012

  17. Programme of devolution of powers and functions to provinces. Transformation of DHA Systems. Programme for implementing an integrated capacity development plan. Interim measures to impact significantly on service delivery in the shorter term. SERVICE DELIVERY MODEL

  18. Key to the transformation of DHA is rendering of professional service: through building real capacity in its people and forging relationships with stakeholders.

  19. Strategic objectives • Strategic Objective 1: • Develop and implement an organisational model that ensures that the Department has people in the correct places, with the requisite capacity and capabilities , to enable it to meet its mandate. • Strategic Objective 2: • Provide a service to all clients that reflects and institutionalises the principles of Batho Pele • Strategic Objective 3: • Provide credible, secure, accurate and timeous enabling documents to all who are entitled.

  20. Strategic objectives • Strategic Objective 4: • - Manage and maintain the integrity of the National Population Register (NPR) • Strategic Objective 5: • - Manage and maintain all records associated with enabling documentation

  21. Strategic Objective 6: Manage the immigration function at ports of entry and participate in protecting the integrity of South Africa’s borders (internally and at ports of entry) Strategic Objective 7: Manage immigration and refugee affairs in a manner based on human rights principles Strategic objectives

  22. Strategic Objective 8: • - Eradicate and combat corruption to protect the integrity of the Department • Strategic Objective 9: • - Effectively contribute to intergovernmental and international initiatives in pursuit of national objectives as well as with other institutions of interests

  23. OUTPUTS AND TIMEFRAMES • Important to note on timeframes: • Timeframes in the strategic plan are indicated by years • Many development projects are multi year, in phases. • Business planning will be completed in mid-year, including specifying timeframes by month and this is reflected

  24. OUTPUTS AND TIMEFRAMES, cont. Change plan

  25. OUTPUTS AND TIMEFRAMES, cont. The following outputs have been identified as critical for transforming service delivery over 3 years: • An approved organisational model for the Department in respect of: • Organisational principles and policies • Structure and functions • Systems and processes • Transformation of the DHA • Civic Services transformed with regard to: • Policies • Processes and systems • Review of structure

  26. Transformation of Service Delivery: Critical strategies • An integrated capacity development strategy and plan • Devolution of support and core functions and powers to Provinces and all offices accelerated • Increased accessibility to DHA service points • Expansion of DHA offices • Strategy to deploy mobile units • Use of Government access points (e.g. hospitals, MPCCs) • Establishment of the Client Service Centre accelerated

  27. Transformation of Service Delivery: Critical strategies • Track and trace system implemented • Redesigned and integrated National population Register implemented (Live capture) • Departmental plan to deal with 2010 challenges developed and implemented

  28. CONCLUSION • The DHA acknowledges the concerns raised by Minister and the Portfolio Committee. • The Strategic Plan is a concerted effort to address these concerns. • Service delivery for the client is at the centre. • Problems of the DHA identified and analysed. • Vision of a transformed department clearly defined.

  29. CONCLUSION, cont. • The plan is integrated for effective and coordinated implementation. • Quarterly reviews to ensure effective monitoring & evaluation. • The quarterly reviews will form the basis of the annual report and will feed into the January Cabinet Lekgotla. • There will be an annual Foreign Missions Conference to ensure integration and alignment with foreign policy • Strategic planning workshop to take place soon after Cabinet Lekgotla in February 2007.

  30. Thank you.

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