Aligning of Home Affairs with Government Strategic Priorities

Focus areas of reviewed Strategic Plan 2005/6 to 2009/10

Progress on Strategic Plan 2004/2005

Permanent Registration campaign:

• Survey to determine number of SA citizens not in possession of ID documents

• Research agreement with HRSC
• Objectives of survey:

• Estimate number of unregistered SA citizens;
• Determine location of unregistered citizens;
• Determine reasons why citizens are not registered;
• Obtain info regarding access to DHA services / offices; and
• Determine awareness and knowledge of registration procedures

• Research project to be completed by July 2005
• Consolidated report available by end of July 2005
• Strategy to be developed and implemented by 1 November OS for registration of undocumented citizens

• Comprehensive registration campaign proposals for Local Government elections to be developed and implemented
• Birth and death registration facilities established at 69 health institutions
• Negotiations regarding transfer of address information from National Voters Roll to NPR have taken place- implementation to take place by 1 Jan 07
• More than 4 million children (under 15) registered as part of Accelerated Birth Registration" campaign

Fraudulent Marriages:

• "Check your marital status" campaign launched in August 2004

• All departmental offices have implemented enquiry desks

• Verification facilitation facility launched on DHA website

• Statistics for Aug 04 - Apr 05:

• 167080 enquiries received
• 2533 alleged fraudulent marriages
• 2235 marriage investigations finalised and expunged
• 298 cases still under investigation

• Verification of Customary marriages in place

• Campaign introduced in conjunction with "check your marital status" campaign
• Statistics:

• 17304 customary marriages registered

• Review of marriage legislation and regulations by SALRC
• Department of Justice and Constitutional Development, in consultation with DHA, to formulate a single, all-inclusive Marriages Act
• Public awareness campaigns on fraudulent marriages

• Public awareness campaigns was successfully launched in all Provinces during August 2004

• Educational campaign to be launched in 2005/06

Fraudulent Deaths:

• Integrity of death registration procedures and processes revisited

• Revised procedures distributed to all Department offices implementation
• Impact to be measured over one year period

Tracking and tracing:

• Workflow and user requirements developed
• Bar-code functionality available on all ID application forms
• Infrastructural assessment conducted in areas where track and trace equipment will be installed
• SMS functionality tested
• Proposals regarding computerised track and trace system have been formulated

Monitoring and evaluation of Civic Services operations:

• All procedure manuals updated and forwarded to Provincial Managers
• Standard operating procedures to be formulated

Mobile units:

• Service level agreement in place for procurement of 67 mobile units
• Launch of first 10 fully equipped mobile units took place on 13 May 05
• To be distributed in KZN, the Eastern Cape and Limpopo
• Remaining 57 units to be distributed and located in all Provinces based on results of HSRC survey

• Staffing and technical capacity to deliver full range of Civic related services

Immigration

NIB launch took place on 15 April 2005

• Professional immigration services
• Inspectorate Directorate redesigned
• Spearheading BCOCC
• Business process review finalised

Refugee Affairs:

• Status upgraded to Directorate
• Interviews conducted for post of Director
• 69 posts allocated to 5 Refugee Reception offices
• Management Consultants nominated to redesign Refugee Affairs
• Code for Refugee Affairs circulated for inputs
• New ID cards rolled out from 1 May 2005
• Proposal for Refugee Act to be amended

Legislation:

• Immigration Amendment Act promulgated in December 04
• Draft Immigration Regulations published for public comment in Jan 05
• Regulations in process of being finalised to ensure Immigration Amendment Act is fully operational by June 05

International Migration

• Engaged in Draft Protocol on the Facilitation of Movement of Persons in SADC and the African Union Draft Strategic Framework for Policy on Migration

Visa waiver agreement

• Agreement with Mozambique signed 15 April 05
• Reciprocal visa waiver agreements exist with Zambia, Swaziland, Namibia, Mauritius, Malawi and Lesotho

Xenophobia:

• Liaison with NGOs and support branches within DHA started
• Formal sessions to be arranged with NGOs and Government departments followed up by a conference
• Counter Xenophobia plan submitted
• Core capacity in process of being established

Service Delivery

• Training manual developed
• Massive training interventions in process
• Draft Reward and Recognition strategy in place

24 Hour client Service centre:

• Long-term solution to be in place by end of December 05
• Includes services to clients, an operational centre and centre from which special events or emergencies can be co-ordinated
• Services to be provided on a 24 hour basis

Delegation of powers and functions to Provinces:

• Investigation has been finalised - to be presented to SMC
• Head Office delegations also to be looked into in a similar way

Service Delivery Improvement:

Civic Services Establishment

• Chief Directorate: Civic Services upgraded to a Branch
• Establishment for Civic Services and Administration in Provinces reviewed 9614 posts recommended as opposed to the current 6558

Office Expansion Plan:

• Proposal developed on priority offices to be opened
• Joint venture with CSIR to assist with mapping of all DHA offices to obtain overall picture on country-wide spread of DHA offices/ services (includes existing and proposed offices / services)
• "Unserviced" areas to be highlighted
• Phase 1 completed (accessibility of DHA offices)
• Phase 2 commenced on 9 February 05 (detailed spatial analysis)
• Analysis also to include the placement of mobile units, locations to be visited and routes to be used to reach these locations

Service Delivery (Cont)

• DHA currently represented at 21 of 108 missions world-wide
• Ten-year rollout plan in place
• Ten missions to be opened each financial year. DHA to be represented in missions/ countries where international organisations function

• New missions for 2005/06 financial year:

• Kigali, Cairo,
• Dubai, Havana,
• Kuala Lumpur Manila,
• Tel Aviv, Bangkok,
• Geneva, and Bujumbura

• Proposals for establishment of foreign regions finalised
• Regional heads to be appointed
• DG's forum established with Foreign Affairs DHA inter-directorate liaison forum dealing with foreign offices established

Service Delivery Improvement:

• Other infrastructure initiatives (container offices, MPCCs, sharing of facilities with other Government agencies) currently in process include:

• Khayelitsha office erected in 2004/05
• Witbank and Krugersdorp renovated
• New offices being erected for Phuthaditjaba and Sebokeng
• 39 offices identified for renovations
• 63 offices earmarked for relocation subject to availability of funds
• Funds available for acquisition of 21 container offices

• Draft document on national standards completed

Leadership and Management People Infrastructure Dealing with corruption Information Services GPW

Leadership and Management

Integrated governance support structure established

Transformation / Change Management:

• Coherent change management strategy and transformation strategy to be merged
• Transformation Steering Committee workshop conducted in February 05

International Relations:

• MoU signed with DRC on Immigration and Population matters
• Visit of DRC delegation to SA in April
• Hosting of GCIM from 28 Feb to 1 Mar 05
• Study tour by SPLM

People

• New structure and establishment approved

• Increase from 7,500 to 11,700 posts
• Key elements of the new structure include 5 branches and a Chief Directorate: Counter Corruption and Security
• 4200 vacant posts on the establishment of which more than 1000 were filled
• 999 posts have been identified as critical
• Funding approved for 283 critical posts7 69 filled
• 54 SMS posts advertised - 23 filled7 including 5 DDGs, 8 Chief Directors and 10 Directors
• 342 interns appointed
• 100 interns being interviewed to assist with backlog in Refugee Affairs

• Comprehensive training programmes developed
• Partnership with Umsobomvu Youth Fund established for training of interns
• Services Quality Survey conducted by SAMP
• Succession Plan strategy, Recruitment and Selection as well as Management and Development policies have been drafted

Infrastructure

• New establishment provides for significant increase in offices and service points around the country
• Audit of location, condition, equipping and staffing of all offices completed - R32 million spent on RAMP
• RAMP

• 16 offices in construction phase, to be finalised by June 05
• R 480 million approved for introducing RAMP at non-commercial ports

• Worst offices (63) identified for immediate intervention
• National Volunteer Campaign implemented
• National Volunteer Campaign extended
• Phase 3 of National Volunteer Campaign to be introduced in 2005/6
• Plan finalised for the upgrading of border posts
• Head Office located to new premises BAS implemented at 41 offices

Dealing with Corruption

• Status upgraded to Chief Directorate
• Post of Chief Director filled in Oct 04 / Director: Security in April 05
• Counter Corruption plan developed
• Partnerships forged with security stakeholders
• Whistle-blowing policy approved / Toll-free number activated (0800 204 479)
• Awareness campaign on corruption to be launched in July 05
• 54 officials and 9 members of public arrested on criminal charges from 1 Apr 04 -31Mar 05
• Electronic access control system developed (biometric system)
• 24 hour control room established
• Top Management vetted
• All service providers screened
• Process of appointing vetting officers and investigators in final stages
• Physical security appraisals conducted in most departmental offices
• Internal security policy drafted and circulated to role-players
• Pre-employment security screening for prospective employees introduced

Information Services

People

• IS structure has been reviewed, and a proposal exists to position DHA IS for the challenges ahead
• Internal IT programme staff members were prioritised, and more than 90% of them have been promoted between October 2004 and April 2005
• Twenty five learners were put onto the IT learnership programme
• Vacancies have been opened to absorb at least half of the interns
• Invested a lot in the development of IS staff and learners as well as developmental initiatives
• Staff morale has increased dramatically due to positive developments within the Branch

HANIS 1 [Now called ID Infrastructure]

• This is the portion that was awarded to Marpless consortium in 1999, to digitise finger prints and populate the AFIS database So far close digitised finger prints and populate the AFIS database
• So far close to 2.9 million fingerprint records have been digitised.

E- passport

• This is still at discussion stage
• We've also conducted investigations into this and are in a position to use lessons learnt all over the world, e.g. Malaysia, Germany, France, Hong Kong among others.
• The implementation of this project will be in the financial 2005/06

Integrated Client Services Console (ICSC)

• This project is aimed at replacing the current manual finger print process.
• We have investigated live capture stations, which will be deployed in all our offices (both fixed and mobile)
• In the launched mobile units, the technology used can easily be converted into live capture stations
• This project will be one of our major focus areas
• The Back Record Conversion, which is currently going well, will make online verification via an ICSC possible

• The project has picked up momentum

• We've appointed a Project Manager to focus on Smart ID card
• Support has been given by the Inter Departmental committee, Inter Ministerial DGs steering committee on HANIS, Inter Ministerial Security Committee and JCPS cluster as well as the G&A Cabinet Committee
• We have presented to Cabinet, and will be finalising certain issues with National Treasury and re-submit to Cabinet for final approval.
• The priority in 2005/06 is to get the procurement process finalised, so that we start issuing the Smart ID cards in 2006

Information Services (Cont)

• The review of Immigration Act and Regulations different way of thinking. necessitate a different way of thinking
• Business processes are being reviewed, this will also include all systems. The target date will now be March 2008 in line with the Strategy of the Immigration Branch.

Information Services (Cont)

• Embarked on Dataware house that will make it possible for the Accounting Officer and the Political Head to have one operational view of the Home Affairs business, by providing Management Information System and Business Intelligence. The project will be completed in this financial year.
• Electronic Document Management System

• Phase 1 of EDMS has been completed. It focussed on Births, Marriages and Death records.
• The next phase will focus on all analogue records that need to be digitised, and it will be implemented in 2005/06

• We've not been able to establish a departmental library, but we will be achieving this in this financial year. We are appointing Director Information Management, and the Deputy Director in the next few weeks to drive this.
• We have developed an intranet site, which is already up and running. It will be formally launched with the launch of the IS branch.

Information Services (Cont)

• This project has been re-packaged and the focus will now be on Enterprise Resource Planning. In our previous strategy this area had a lot of isolated subsystems some of which will be taken care of elsewhere.
• We have appointed a project Manager to deal area with this specific area

Information Services (Cont)

• Contained operational issues previously

Information Services (Cont)

• We've embarked on massive infrastructure rollout to all our offices. Out of the 350 identified sites, we're left with only about 64 sites to computerise
• We have entered into an agreement with Department of Foreign Affairs to implement a joint infrastructure rollout project in our Foreign Offices.
• We have computerised 68 hospitals country-wide for the registration of births and deaths
• We have established connectivity in all mobile units that have been launched, all of which connect via Satellite to our Mainframe.

Information Services (Cont)

Not regarded as a project

Information Services (Cont)

Developed enabling IT policies and standards

Continue to review these policies on annual basis.

Established an Information Systems governance structure that looks at Architecture, standards, and IS governance

Information Services (Cont)

Our priorities for the year Strategic Plan 2005/06 are contained in our latest Strategic Plan

Government Printing Works (GPW)

• CEO appointed
• Urgent critical posts filled
• Establishment of GPW as public enterprise still in progress

• Corporatisation of GPW as public enterprise finalised in July 04
• Business Plan and Articles of Association compiled
• Draft SA Security Printing Agency Bill with Chief State Law Advisor for scrutiny and certification Cabinet Memo and Memo on Objects of the Bill being prepared for submission to cabinet to obtain approval for introduction in National Assembly
• Responsibility for transformation of GPW delegated to DM
• GPWMAC to facilitate corporatisation of GPW
• GPWMAC to investigate viable option for conversion of GPW in state owned enterprise
• GPWMAC to concretise Business Plan

Aligning Home Affairs with Government Strategic Priorities

• Main purpose of the five-year strategic perspective is to align shorter term departmental planning with the national policy objectives of Government as a whole
• Clear strategic objectives of Government for the second decade of freedom provided in January 05 Cabinet Lekgotla and in the 2005 State of the Nation Address
• Framework for ensuring alignment of DHA with prime governmental policy thrusts and requirements

• Economic growth and development
• Building the capacity of the state (Governance)
• Service delivery improvements
• Enhancement of social security
• Countering corruption and promoting security
• Improving SA global relations with focus on Africa and countries of the South
• Participating in ISRDP and URS of Government

Economic growth and development

• Amendment of Immigration legislation to facilitate the import of scarce skills in the short term
• Review of all relevant legislation and policies over medium term
• 'Univisa' system and one-stop border posts over next 3-5 years to promote trans-national economic activity
• Correct registration of all SA citizens to access various social and educational services
• Introduction of modernised and electronic population identification and verification systems

Building the capacity of the state (Governance)

• Vital Government programmes dependent on performance capacity of DHA
• DHA internal capacity building critical for good governance
• HANIS is a key pillar in e-government programme
• Permanent citizens registration campaign is an affirmation of DHAs will to expand access to benefits of SA citizenship
• DHA is custodian of NPR - safeguarding NPR against corrupt and fraudulent practices is paramount

Service delivery improvement:

• Dynamic and innovative service delivery improvement has been one of the main tenets of Government policy since 1994
• Perceptions of Government service delivery are based on experiences with DHA
• Performance of other government agencies rely heavily on DHA services and is shaped by our own service standards
• Realisation of Government - wide Batho Pele objectives cannot be substantially realised without a drastic improvement in DHA service delivery
• Significant departmental resources to be allocated towards improvement in service delivery in next 5 years.
• DHA participating in integrated service delivery by involvement in MPCCs countrywide and Gateway
• Pursuing other collaboration options such as agency systems, sharing of infrastructure as well as co-operating across governmental tiers

Social security

• DHA mandate is important to improving alleviation social security and poverty
• DHA's drive to mobilise communities to register restores the dignity of those marginalised

• National integrity to be promoted by ensuring DHA services are impenetrable from exploitation by criminals and syndicates, e.g. campaigns on fraudulent practices and ongoing modernisation of systems
• DHA has become a more aggressive role player within JCPS · DHA involvement spearheaded by its role in the effective implementation of new immigration legislation
• Protection of our borders and management of foreigners within RSA require strengthened partnerships with other law enforcement agencies

Global relations:

• Main focus of SA foreign policy is on countries of the South
• DHA plays role in economic integration within SADC, African reconstruction programme and in making significant contributions in regional institutions (NEPAD, AU, SADC, etc)
• 2010 Soccer World Cup will have far reaching implications for SA and African continent in general
• Strong DHA international relations component required to face challenges as well as management of foreign engagement

Participating in ISRDP and URS:

• Fast-tracking growth and development in deeply rural areas and marginalised communities is a foremost priority of Government
• All Government departments must contribute to the successful roll-out of these programmes, plan their contribution and report thereupon in their Annual Report
• DHA service delivery improvement initiatives are focused on the 21 nodal points in which the ISRDP and URS are being rolled out Properly servicing these nodes constitutes a central driver in Home Affairs office expansion plan , deployment of newly developed and fully equipped mobile units as well as our presence in MPccs

Focus Areas of Reviewed Strategic Plan 2005/6-2009/10

The following Critical Intervention Areas identified in the 2004/05 Strategy confirmed:

• Immigration
• Civic Services
• Service Delivery
• Leadership and Management
• People
• Infrastructure
• Finance and Procurement
• Information Services Counter-Corruption

Focus Areas of Reviewed Strategic Plan 2005/6-2009/10

• Greater focus on critical outputs and delivery
• Focus on performance indicators to track and measure progress against stated objectives and monitoring and evaluation
• Emphasis in 2005/06 will be on IMPLEMENTATION
• The following themes will be the focal points

• Capacity (People and Organisation Development)
• Service delivery

Capacity (People and Organisation Development)

• Organisation Design
• Resourcing Strategy
• Performance Management
• Employee Relations
• Employee Wellness
• Corporate Culture
• People Development
• Enhancing HR structure
• Transformation
• Counter-Corruption and Security
• Capacity development

Capacity (People and Organisation Development) (Cont)

• Organisation Design
• Capacity development ·
• Resourcing Strategy
• Performance Management
• Employee Relations
• Employee Weliness
• Corporate Culture
• People Development
• Enhancing HR structure
• Transformation

• Counter -corruption and security

• Capacity development

• Capacity development

CIVIC SERVICES

• Capacity development

SERVICE DELIVERY

• Capacity development
• Decentralisation of functions to Provinces

INFORMATION TECHNOLOGY

• Skills development
• IS capacity building

Improved Service Delivery

• Service delivery improvement
• Availability of 24 hour services

IMMIGRATION

• Effective border control
• Effective law enforcement
• Management of refugee services

Improved service delivery

• Service delivery improvement
• Availability of 24 hour services

IMMIGRATION

• Effective border control
• Effective law enforcement

Management of refugee services

• Enhancing service

• Office location and infrastructure
• Norms and standards for DHA offices

Counter corruption

INFORMATION SERVICES

• Business processes

In Summary

• Plans don't implement themselves - prime focus is now on action and results
• Dynamic top management team in place and driving implementation
• You cannot manage what you can't measure
• Focus in 2005/06 will be on implementation
• To ensure implementation takes place, an accurate and vigorous monitoring and evaluation system is required
• Critical to measure quality and not only adherence to time frames
• In process of improving our M&E tool on basis of experience gained
• Working towards a real-time system that will entail a continuous desktop view of our service delivery country-wide and will enable intervention where required