PRESENTATION TO THE PORTFOLIO COMMITTEE ON HOME AFFAIRS

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PRESENTATION TO THE PORTFOLIO COMMITTEE ON HOME
AFFAIRS

• 13 September 2005

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Agenda

• Introduction
• DHA delegation
• Presenters of sections
• Issues raised during Portfolio Committee of 18
  May 2005
• Strategic Planning imperatives
• Progress on Strategic Plan 2005/06 to 2009/10
  (incorporating progress on NIB)
• New contract specifications for Lindela
• 2010 Soccer World Cup
• Issues raised during SCOPA meeting in Parliament

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Issues raised during PC Meeting of 18 May 2005

• Progress on NIB
• This matter will be discussed in detail as part
  of the progress report on Immigration
• Implementation of Smart Cards
• The Smart Card for Refugees and Smart ID Card for
  citizens will be discussed as part of the
  progress feedback
• Opening of new offices to enhance service
  delivery
• To be addressed under Infrastructure
• Passports without any blank pages
• The legislation enforced by the Department is
  clear on this issue. At least one unused page is
  required when presenting a passport for purposes
  of endorsing a visa / permit. It must be an
  unused visa or permit page.
• Frequent travellers should apply for maxi
  passports

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Strategic Planning Imperatives
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Strategic Planning Imperatives

• Strategic Plan consists of 3 components
• 5-year, 3-year and 1-year instrument
• Focus for 2005/06 on annual (1-year) plan
• 5-year instrument acts as linkage with POA
• DHA aligned with Governments strategic
  objectives by
• Economic growth development
• Building capacity of state
• Service delivery improvement
• Enhancement of social security
• Countering corruption promoting security
• Improving SA global relations
• Participating in ISRDP and URS

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Progress on 2005/6 2009/10Strategic Plan
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Immigration
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National Immigration Branch

• Mission of National Immigration Branch (NIB)
• To establish and maintain the NIB as a
  world-class immigration authority which makes a
  significant contribution to migration management
  at an international level, and thus helps South
  Africa to achieve its development goals

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DDG National Immigration
Directorate Immigration Directives
Directorate Information Co-ordination
Unit Counter Xenophobia
Dir. Refugee Affairs
CD Inspectorate
CD Admissions
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Immigration

• Strategic Issue Review of Immigration
  Legislation
• Immigration Amendment Act, 2004, promulgated and
  Immigration Regulations published on 27 June
  2005, came into effect on 1 July 2005
• National Immigration Branch (NIB) staff at Head
  Office and certain Senior Managers in Provinces
  have been trained
• Act aims to correct the most urgent deficiencies
  as an interim measure pending the complete
  rewrite of the Act
• Strategic Issue Effective Border Control
• Effective management of Committees at strategic
  and operational level
• DHA chairing the Border Control Co-ordinating
  Committee (BCOCC)
• BCOCC reached agreement on mandate, structures,
  reporting lines, lead departments for
  sub-committees and their functioning
• Structure was approved by JOINTS and JCPS DGs
  Cluster

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Immigration (Cont)

• Strategic Issue Effective Border Control
• Draft border control strategy developed
• BCOCC timelines aligned to departmental
  objectives
• Harmonisation of legislation within SADC and/or
  individual neighbouring countries on migration
  matters is beginning to take place
• Framework for concept of African Passport, Free
  Movement of Persons and AU framework on
  Migration, to a lesser extent, discussed with AU
• Mozambique engaged on implementation of waiver
  agreement (Visa agreement in place and
  functioning)
• Protocol on the Facilitation of Movement of
  Persons was signed by South Africa at the SADC
  Summit held in August 2005
• Consultations on relaxation of visa requirements
  with ZIM underway
• Draft compiled on proposals for one-stop border
  posts

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Immigration (Cont)

• Strategic Issue Effective Border Control
• Identification and recording of global diaspora
  implemented by means of the completion of
  departure forms by SA citizens on departure and
  reasons therefore
• Strategic Issue Capacity to ensure a transformed
  effective Immigration
• Service
• Training programmes for new recruits in place
• First intake consists of 59 Immigration Officers
• 6 months theory and 6 months practical
• Plan for the alignment of NIB structure to meet
  obligations and ensure effective accountability
  and governance finalised
• Equivalent structures to be available in
  Provinces as in Head Office

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JOHANNESBURG INTERNATIONAL AIRPORT DHA
ESTABLISHMENT
Approved establishment Actual Number presently available Action to fill posts Number of officials per shift required at JIA
1 X Director JIA (Directors level) DJIA None Not advertised yet. PM to follow up with HR.
4 X Assistant Regional Immigration Heads (ASD) Assistant Regional Immigration Heads (ASD) - None Not advertised yet. PM to follow up with HR. 1 X Assistant Regional Immigration Heads (ASD)
8 X Control Immigration Officers (Operational Managers) Control Immigration Officers (Operational Managers) Two Six Control Immigration Officer posts were advertised for the Johannesburg International Airport with the closing date of 18 April 2005. To date no appointments have been made. 2 X Control Immigration Officers (Operational Managers)
28 X Chief Immigration Officers (Team leaders) Chief Immigration Officers (Team leaders) - 18 Nine Chief Immigration Officer posts were advertised for the Johannesburg International Airport with the closing date of 18 April 2005. To date no appointments have been made. 7 X Chief Immigration Officers (Team leaders)
140 X Senior/Immigration Officers (Processors/Examiners) Senior/Immigration Officers (Processors/Examiners) 96 Twenty (20) Trainee Immigration Officer posts were advertised for the Johannesburg International Airport with a closing date of 18 April 2005 and filled. Doing 3 months practical work at JIA. 62 trainee Immigration officers appointed (nationally) and will be receiving training. After completion of training, will be deployed to POEs country-wide. 38 X Senior/Immigration Officers (Processors/Examiners)
Change Management in terms of Turnaround Strategy A submission for the secondment of heads of both MaseruBridge and Lanseria Airport to head JIA approved by Acting DDG NIB. Change Management in terms of Turnaround Strategy A submission for the secondment of heads of both MaseruBridge and Lanseria Airport to head JIA approved by Acting DDG NIB. Change Management in terms of Turnaround Strategy A submission for the secondment of heads of both MaseruBridge and Lanseria Airport to head JIA approved by Acting DDG NIB. Change Management in terms of Turnaround Strategy A submission for the secondment of heads of both MaseruBridge and Lanseria Airport to head JIA approved by Acting DDG NIB.

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Immigration (Cont)

• Strategic Issue Effective Law Enforcement
• Draft standard operating procedures for law
  enforcement have been produced but require
  further development given concerns on
  practicality of some aspects
• Working relationship established with National
  Prosecuting Authority (NPA) on DHA related cases
  to deal with offences in terms of the Immigration
  Act
• Charge sheets drafted with aid of NPA
• Inspectorate workshop to take place with NPA and
  other law enforcement agencies to standardise
  procedures
• Working relationship established with South
  African Police Services (SAPS) on implementation
  of DHA case administration system
• Feasibility of linking SAPS and DHA Case
  Administration System investigated
• Need for joint early warning system identified
  part of deliverables of Incident Reporting
  System

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Immigration (Cont)

• Strategic Issue Effective Law Enforcement
• Interaction with NPA to deal with
  transnational/organised crime syndicates as part
  of task team on Human Trafficking has been
  established
• Initiative by International Organisation on
  Migration (IOM) and NPA to co-ordinate the
  process and align DHA policies accordingly
• European Model (EU) to be researched
• Management of Deportations
• Provincial visits to identify deportation centres
  underway
• Tendering for holding facility (Lindela) underway
• SOPs for holding facility under review

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Immigration (Cont)

• Strategic Issue Management of Refugee Services
• Draft standard operating procedures (SOPs) in
  place
• Steps to eradicate backlog in place
• 64 interns initially contracted to deal with
  administration, updating of filing system, etc -
  redirected to deal with high court applications
• Request for more interns lodged
• 6 month programme to be rolled out with effect
  from Sep 2005 to determine exact extent of
  backlog and process outstanding applications
• Personnel appointed to deal with backlog
• Training conducted for
• 83 Refugee Reception Officers
• 114 Refugee Status Determination Officers
• 4 Project Site Co-ordinators
• 19 Interpreters
• 4 full-time Researchers

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Immigration (Cont)

• Strategic Issue Management of Refugee Services
  (Cont)
• Premises acquired to set up four Refugee
  Reception Offices
• Comprehensive communication strategy developed
• IT system developed to manage frontline
  application process that allows for more secure
  application processes
• New Smart ID card for refugees acquired (50 000)
  and roll-out is currently taking place
• Issuance of Smart Cards has commenced
• Programme to roll out process was developed
• Process started in Port Elizabeth during 15-19
  August 2005
• Proposal on transit facility and location of
  asylum seekers have been developed (assigned to
  Directorate Immigration Directives to conduct
  feasibility study on possibility of having such a
  facility)
• Discussions started with Consortium on Refugee
  Affairs and NGOs on the integration of refugees
  into society

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Immigration (Cont)

• Strategic Issue Information Management
• Incident Reporting System went live on 1 June
  2005
• Training presented to officials from Information
  Co-ordination, HRD and Information Services
• JIA identified as pilot site for testing launch
  of system
• Web-based Counter Corruption system developed and
  to be linked to Incident Reporting System
• Development of library system for capturing of
  all documentation also on track hardware
  acquired and development / purchasing of
  electronic document system is being attended to
• Business Intelligence task team established to
  focus on interim solution as integration of
  systems will only take place in 2008/09

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Overview of Incident Reporting System
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Functions

• Gather and collate incident data
• Evaluate and analyse incident data
• Disseminate and interpret incident data
• Identify, monitor and track current incidents and
  potential threats
• Alert our Officers by reports of current trends
  and early warnings
• Enhancing our Service Delivery

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OFFICER SCREEN
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Reports
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Immigration (Cont)

• Strategic Issue Information Management
• Additional position paper has been developed on
  the existing SADC Protocol on matters of
  Immigration for SADC immigration sub-committee
• Activation of Operational Centre is planned to
  ensure real-time support on tactical and legal
  matters globally
• Establishing of radio communication network for
  NIB is being investigated, project referred to
  National Communication Centre (NCC) for
  recommendations

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Immigration (Cont)

• Counter Xenophobia
• Draft Counter Xenophobia strategy developed
• Creation of awareness on practices that project
  elements of Xenophobia
• Awareness created by engaging government
  departments and relevant stakeholders, e.g.
• National Consortium on Refugee Affairs
• Forced Migrants Working Group
• UNHCR
• NGOs
• Local communities

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Progress on BCOCC(Proposed model)
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Introduction

• 2004 National Intelligence Estimate
• Single most important security challenge
• Security at borders ports of entry
• National security threat
• Fragmentation and ineffective co-ordination
• Facilitates transnational syndicated crime
• Major paradigm shift urgently required
• Balance security, trade, tourism development

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Introduction

• Cabinet instructed that mechanisms and processes
  be
• reviewed and consolidated
• Presentation to the January 2005 Cabinet
  Lekgotla
• Border Control and Security Framework
• Integrated management of the land, rail, aviation
  maritime environments
• Streamlining of the functions of the structures
• Directly informs the process to conceptualise the
  BCOCC

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Introduction

• Strategic planning session
• Committees to develop proposed structures and
  functions for the BCOCC
• Presented to the BCOCC Executive Committee on 12
  and 19 May 2005
• National JOINTS on 30 May 2005
• JCPS DGs approved 7 June 2005
• FOSAD on 23 June 2005
• This presents the outcome of these processes
• Model
• Co-ordination integration
• Departments retain line-functional
  responsibilities

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Introduction

• Participation
• BCOCC has broadened participation in Govt
  departments to include
• Presidency National Treasury Foreign Affairs
• Health Agriculture Civil Aviation
• DEAT Transport SANDF
• SAPS NIA NICOC
• SARS
• Proposed permanent structure in DHA to act as
  administrative support for various committees
• 1 Chief Director
• 1 Director
• 8 Deputy Director
• 8 Assistant Director
• 8 Chief Administrative Clerks
• 8 Senior Administrative Clerks
• 1 PA at Senior Administrative Officer (SAO) level
• 1 PA at level of Administrative Officer (AO)

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Introduction

• Structure to be presented to DG on 26 September
  2005
• Budget requested for 2005/06 R11 million
• R7 million for compensation of employees
• 2.9 million for goods and services
• R950 000 for capital assets
• Provincial road shows will be embarked upon soon
  in order to explain the new structure of the
  BCOCC as well as roles and responsibilities of
  sub-committees and the restructuring of the BCOCC
  at provincial level

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Mandate

• The BCOCC is responsible for the strategic
  management of the South African border
  environment in a coordinated manner

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Strategic Functions

• BCOCC should have the following strategic
  functions
• Harmonise implement legislative policy
  frameworks
• Advise policy makers on the border environment
• Develop and implement National Border Control and
  Security Strategy
• Develop and maintain ports of entry, bases
  borderline
• Co-ordinate securing of ports of entry, bases
  borderline
• Improve legal flow of persons and goods through
  ports of entry
• Promote trade, tourism and development
• Co-ordinate law enforcement actions to combat
  illegal activities
• Compile and manage budget for BCOCC strategies

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Model
BCOCC EXCO
Aviation Committee
Strategic Advisory Committee
Maritime Committee
National Border Control Centre
Development Committee
Land and Rail Committee
Legal and Policy Committee
PROVINCIAL
LOCAL
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Model
National Level
BCOCC EXCO
Aviation Committee
Strategic Advisory Committee

• Strategic management of the border environment
• Implementation of the National Border Control and
  Security Strategy
• Interface with all relevant stakeholders
• All border stakeholders will be represented
• Level of Deputy Director-General
• Chairs of the 7 Committees will be members of the
  Exco

Maritime Committee
National Border Control Centre
Development Committee
Land and Rail Committee
Legal and Policy Committee
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Model
National Level
BCOCC EXCO
Aviation Committee
Strategic Advisory Committee
Maritime Committee
National Border Control Centre

• Co-ordinating the development of the National
  Border Control and Security Strategy
• (NBCSS)
• Informing and advising on strategic threats and
  opportunities in the border
• environment, including special events
• Research and development
• Disseminating strategic products on substance
  issues

Development Committee
Land and Rail Committee
Legal and Policy Committee
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Model

• New structure to be established and resourced
• Hub of the information flow
• Centralising day-to-day flow of tactical and
  operational intelligence and information
• Channelled by the centre to the relevant
  operational structures
• Dedicated capacity will be required

National Level
BCOCC EXCO
Aviation Committee
Strategic Advisory Committee
Maritime Committee
National Border Control Centre
Development Committee
Land and Rail Committee
Legal and Policy Committee
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Model

• Acquisition, provision and maintenance of
  infrastructure ICT for BCOCC functions
• National Department of Public Works the custodian
• Road maps for land, aviation, maritime and rail
  ports of entry, bases borderline
• Advising Exco on infrastructure matters
• Managing BCOCC infrastructure projects
• Developing and implementing the interfacing and
  integration of ICT systems

National Level
BCOCC EXCO
Aviation Committee
Strategic Advisory Committee
Maritime Committee
National Border Control Centre
Development Committee
Land and Rail Committee
Legal and Policy Committee
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Model
National Level
BCOCC EXCO

• Ensuring activities of BCOCC within the relevant
  legislative framework and mandates
• Departmental legal experts policy makers
• Harmonisation of all domestic and international
  legal instruments
• Advice on draft legislation and Cabinet Memoranda
• Development of policy

Aviation Committee
Strategic Advisory Committee
Maritime Committee
National Border Control Centre
Development Committee
Land and Rail Committee
Legal and Policy Committee
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Model
National Level
BCOCC EXCO

• Managing national border environment in each
  sector
• Cross-border liaison
• Compiling and implementing standardised national
  security plans for each sector
• Monitor implementation of the strategic plans in
  each sector
• Monitor compliance with BCOCC projects
• Interact with other committees

Aviation Committee
Strategic Advisory Committee
Maritime Committee
National Border Control Centre
Development Committee
Land and Rail Committee
Legal and Policy Committee
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Model
BCOCC EXCO

Land Rail
Strategic Advisory Com
NBCC
SECRETARIAT
Maritime
Development
Aviation
Legal Policy
PROVINCIAL
LOCAL
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Flow Of Information

• At national level
• National Border Control Centre will receive
  information from provincial local committees
• Channel tactical and operational information to
  national, provincial local structures for
  action
• Aviation, Maritime, and Land and Rail Committees
• Receive information from their respective local
  counterparts
• Collate and report to the BCOCC Exco

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Model
BCOCC EXCO
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Provincial BCOCC

• Functions
• Manage provincial border environment in a
  co-ordinated manner
• Implement National Border Control Security
  Strategy in the province
• Monitor implementation of projects
• Co-ordinate operational activities in the
  province
• Provide BCOCC Exco with a monthly report
• Provincial structures of departments to be
  represented on Provincial
• BCOCCs
• Need to
• Co-ordinate tactical operational information
  within the province

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Local BCOCC

• Each Local BCOCC responsible for
• Managing the port of entry or base in a
  co-ordinated manner
• Implementing the National Border Control and
  Security Strategy at the port of entry or base
• Monitor implementation of the relevant strategic
  plan at the port of entry or base
• Report to the Provincial BCOCC on the situation
  at the base or port of entry
• Each Local BCOCC will need to report
• To the National Border Control Centre
• To the Aviation, Maritime, and Land and Rail
  Committees at the national level

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Resource Implications

• Departments to continue resourcing normal
  line-functional responsibilities
• Resource BCOCC specific requirements
• 2 distinct spheres
• Attend BCOCC activities as part of
  line-functional work
• Full-time deployment of departmental role players
  to BCOCC structures
• Including establishing capacitating
  Secretariat, NBCC Development Committee
• Final costing after approval of model
• Departments to factor into budgeting processes

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Way Forward

• PHASE ONE
• Design of structure
• Strategic focus
• Short-term operational priorities
• Cross-border operations against transnational
  syndicated crime
• Combat illegal cross-border movement of aircraft
• Secure Western Cape seaboard
• Secure land border with Lesotho
• Development and extension of the national radar
  footprint
• Conclude, if proposal approved by Cabinet

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WAY FORWARD

• PHASE TWO
• BCOCC Exco Steering Committee
• Dedicated departmental capacity
• Functions audit
• National Level risk analysis
• NBCSS
• Strategic plan
• Business plans
• Budget
• Completed by July 2006

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Way Forward

• PHASE THREE
• Roll-out phase
• Final business plans
• Aligning, capacitating and staffing
• Transversal training
• Implementation after July 2006

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Way Forward

• Cabinet discuss approve this proposal
• BCOCC be mandated to proceed with 3-phase
  implementation of the model
• Departments capacitate BCOCC as proposed

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Civic Services
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Civic Services

• Strategic Issue Capacity
• Provincial and Head Office structure reviewed and
  finalised
• New structures to be phased in over MTEF period
• We are in the process of filling 80 critical
  posts that have been advertised
• We have reviewed existing Civic Services business
  processes

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Civic Services (Cont)

• Strategic Issue Citizenship Registration
  Campaign
• The Department has embarked on a survey to
  determine service needs of unregistered SA
  citizens
• The major part of the research has been completed
• Remaining processes for next few months include
• Data capturing of collected information
• Analysis of data
• Generation of final report
• Comprehensive registration campaign developed
• ID distribution strategy formulated and
  implemented in Provinces

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Civic Services (Cont)

• Strategic Issue Citizenship Registration
  Campaign
• Electronic registration of citizens implemented
  at 73 hospitals
• Registration since launch
• 57 671 births registered
• 17 635 deaths registered

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Civic Services (Cont)

• Strategic Issue Promoting national security and
  protecting the rights of citizenry
• Core business of Civic Services is identification
  and confirmation of status in order to issue
  enabling documents
• DHA has given inputs to the SA Law Reform
  Commission on the issue papers regarding a single
  Marriage Act. The report recommends four options
  of which one is single legislation for marriages
• Process held in abeyance pending the finalisation
  of the Constitutional Court Case on Homosexual
  marriages (Fourie and Bonthuys / Minister of Home
  Affairs and Gay and Lesbian Equality Project /
  Minister of Justice)
• Both cases were heard on 17 May 2005 and
  judgement was reserved
• Public awareness / educative campaigns on
  fraudulent marriages successfully launched
• Enquiry desks established at provincial offices
  and online
• The Department publishes to internal and external
  media details of cases relating to fraud and
  corruption
• Additional measures to combat fraudulent
  practices with regard to birth and death
  registration implemented

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Civic Services (Cont)

• Strategic Issue Enhancing service delivery
• To enhance the efficiency of National Population
  Register
• The Department has embarked upon a Reverse
  engineering exercise, which seeks to rewrite the
  National Population Register and have it as an
  integrated system that includes the Movement
  Control System
• We will also be in a position to document the
  integrated system concerned

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Civic Services (Cont)

• Strategic Issue Enhancing service delivery
• Digitisation of all fingerprint records
• DHA has exceeded the anticipated 65 000 records
  capture per day to 70 000 to 85 000 per day
• Such achievement represents about 700 increase
  from the original AFIS daily capture of 5000
  records
• Since inception of BRC in April 2005 to 31 August
  2005, 5 957 101 records were scanned
• This brings the total number of scanned
  fingerprint records from 1999 to 31 August 2005
  to just over 10.3 million

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Civic Services (Cont)

• Strategic Issue Enhancing service delivery
• Investigation into the introduction of permanent
  unique ID number has been completed. Legal
  concerns raised are being addressed.
• The desired state of business processes has been
  mapped, and progressively introduced.
• Workflow
• Pilot SMS Service Passports being implemented

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Service Delivery
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Service Delivery

• Strategic Issue Client is always right
  campaign
• Launched to formally address service delivery
  provided in front offices of DHA
• Training manual has been developed on how to
  treat clients
• Massive training interventions conducted
  country-wide
• Current service standards have been reviewed
• Uniform name tags for Head Office staff are
  available.
• Tender for name tags for provincial staff has
  been awarded
• Manufacturing in process
• Working of flexi hours introduced at all offices
• Offices to be open on Sundays in preparation for
  Local Govt elections

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Service Delivery (Cont)

• Strategic Issue Capacity
• Ten-year rollout plan of DHA representation
  abroad, with particular focus on Africa and
  countries of the South, in place
• New missions for 2005/06 financial year
• Kigali, Cairo,
• Dubai, Havana,
• Kuala Lumpur, Manila,
• Tel Aviv, Bangkok,
• Geneva, and Bujumbura
• Presence at missions already expanded from 21 to
  51
• Ten (10) missions to be opened each financial year

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Service Delivery (Cont)

• Strategic Issue Decentralisation of functions to
  Provinces
• Appointment of Provincial Managers in process
• Issuance of work permits to be centralised at
  Head Office
• Structure reviewed to align with strategy
• Workshop to be conducted on 26 Sep 2005
• Regional IT managers trained, able to support BAS
  and other systems at provincial level
• Strategic Issue Availability of 24 hour Client
  Service Centre
• Pilot Client Service Centre (CSC) in place

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CLIENT SERVICE CENTRE STATISTICS NEW CASES
MONTH NEW CASES NEW CASES HIGHEST FREQUENCY HIGHEST FREQUENCY HIGHEST FREQUENCY MINISTERIAL ENQUIRIES MINISTERIAL ENQUIRIES
Received Finalised ID Passports Certificates Received Finalised
NOV 04 670 830 199 171 163 5
DEC 04 640 588 144 136 122 8
JAN 05 951 676 153 207 273 25 15
FEB 05 878 775 129 229 154 33 23
MAR 05 734 788 135 137 294 71 60
APR 05 762 689 197 138 255 59 46
MAY 05 972 969 246 223 173 47 53
JUN 05 794 737 233 122 254 44 46
JUL 05 1005 794 339 107 290 65 11
AUG 05 1019 809 324 112 315 103 31
TOTAL 8425 7654 2099 1582 2293 460 285
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Leadership and ManagementPeopleInfrastructure
Finance LogisticsDealing with
CorruptionInformation Services
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Leadership and Management

• CAPACITY
• Numbers
• Competencies knowledge, understanding, skills,
  behavior and attitudes
• Infrastructure

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Leadership and Management

• Strategic Issue Leadership
• OBJECTIVE To strengthen Leadership and
  Management team to promote good
  governance in the Department
• PROGRESS
• 27 SMS posts ( 5 DDGs and 22 other posts filled
  by 5 July 2005)
• In process of filling posts of Provincial
  Co-ordinator, Provincial Managers and Chief
  Directors Civic Services
• In terms of development,
• 5 Home Affairs managers have participated in the
  DPSA Khaedu Project
• By the end of the 2005/06 financial year all SMS
  members would have attended the course Financial
  Management for non Financial Managers
• A workshop on performance management, development
  and productivity was held in August 2005 to
  inculcate the culture of performance in the
  Department and these workshops will be rolled out
  to provinces within the current financial year

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Leadership and Management

• Strategic Issue Communication
• Capacity
• Internal and external Communication strategies
  developed and approved
• Capacity increased with filling of five
  management posts
• Capacity at operational level still inadequate

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Communication (cont)

• Campaigns and launches
• Lokisa Ditokomane popularised to sensitise the
  public about the need for correcting their Home
  Affairs documents
• Print and electronic media utilised
• The campaign had positive impact with 27334
  people visiting regional offices to rectify their
  documents
• Check your marital status campaign launched to
  create awareness of fraudulent marriages
• Public encouraged to verify marital statu.
• Impact of campaign reflected by 23019 visits were
  recorded throughout Home Affairs offices

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Communication (cont)

• Publication of one million copies of the Know
  your Home Affairs Services Booklet.
• Distributed to regional offices, ports of entry,
  toll gates and MPCCs
• Release of the SAMP report to assist in
  identifying causes of staff dissatisfaction and
  assess the quality of services rendered by the
  Department
• Launch of the National Immigration Branch to
  professionalise the exercising of movement of
  control of foreigners in South Africa as
  regulated by the Immigration and Refugee Acts
• Launch of the Mobile Units for the improvement of
  access to services

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Communication (cont)

• Communication Mediums
• Government portal which enhances publics access
  to Home Affairs services was edited. Initially,
  88 Home Affairs services were posted on the
  website but later consolidated into 46 to address
  duplications
• Intranet launched to intensify internal
  communication
• Publications such as Home Blitz and Home Affairs
  also exist to inform internal and external
  stakeholders

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Communication (cont)

• Added to these campaigns, the Departments key
  messengers have been taking part in a number of
  interviews in the media to relay the Departments
  position on a variety of topical issues
• These are complemented by media inquiries
  received daily by the Media Liaison unit.
  Approximately five inquiries are handled daily
• Public perception about the Department has
  changed from largely negative to somewhat
  positive, particularly owed to rapid response
  mechanisms put in place to deal with issues as
  they arise
• In acknowledging its mistakes and challenges, the
  Department has displayed a level of transparency
  to the public and that measures are being put in
  place to confront those challenges

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Leadership and Management

• Strategic issue International Relations (IR)
• Department has experienced a significant
  expansion in its international relations
• Is benefiting in many fields here from is
  contributing towards SA foreign policy objectives
• A new Chief Directorate International Relations
  established to manage these initiatives
• Foremost examples of such engagements are
• DRC
• Appointed a permanent project manager in
  Kinshassa
• Established two training centres in DRC
• Offering IT training programmes are expanding
  training to Immigration and Civic Services
  functional matters
• Providing equipment e.g. computers uniforms
• Exploring development of mobile units with
  assistance of donor funding

79
Leadership and Management

• Sudan
• Assistance with rollout of Power-sharing
  Agreement (Population Register aspects)
• Direct neighbours
• Border management issues
• Matters relating to irregular movement of
  undocumented migrants
• Visa requirements (e.g. abolition of visa
  requirements between SA and Mozambique)
• SADC
• Standardisation of legislation procedures
• Computerisation of ports of entry
• Consular issues
• Other countries
• Exchange of expertise
• Dealing with specific mutual problems (e.g. child
  trafficking, fraudulent travel documents, etc)
• International organisations
• Investigating African passport (AU)
• Involvement in Draft Framework on the Movement
  of Africans in Africa (AU)
• Immigration and refugee matters (UNHCR IOM)

80
Leadership and Management

• Strategic Issue Integrated Governance
• DHA is
• A member of five FOSAD clusters
• Complying with cluster reporting requirements and
  cluster priorities are fed into departmental
  decision-making processes
• DHA Strategic Plan is aligned with Government POA
• Specific focus on Presidential Nodes in terms of
  the Urban Renewal Strategy (URS) Integrated
  Sustainable Rural Development Programme (ISRDP)
• Expansion of service delivery at MPCCs
• Involvement in Provincial and Local level
  co-operative governance structures has been
  impeded by capacity constraints
• New appointments recently made in IG Unit will
  enable wider participatory spread

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81
People

• Strategic Issue Resourcing strategy
• Objective To ensure that the Department is
  optimally resourced (numbers)
• 573 of the 898 posts have been filled and the
  remaining will be filled before the end of
  October 2005
• Succession Plan strategy, Recruitment and
  Selection as well as Career Management and
  Development strategies have been drafted
• Strategic issue People development
• Objective To develop the relevant skills and
  competencies at all levels
• 505 interns under going training and experiential
  learning in IT, Immigration, Civic Services,
  Internal Audit, etc.

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82
People

• Strategic issue People development
• OBJECTIVE To develop the relevant skills and
  competencies at all levels
• PROGRESS
• Training
• Immigration officers 59 trained, 59 currently
  undergoing training
• Middle Management Development Programme levels 9
  to12 - 178
• Generic skills- Human resource, labour relations,
  skills development facilitation.
• Civic Services - 83
• Computer Training 280
• Foreign mission training 26 trained
• Customer care 233

83
People

• Strategic Issue Employee Wellness
• Objective To enhance employee morale and
  well-being
• PROGRESS
• An integrated Wellness Programme of action has
  been developed focusing on employee well-being
  (HIV/AIDS and other life threatening diseases,
  Sports and Recreation)
• Strategic Issue Employee Relations
• Objective To inculcate the culture of zero
  tolerance to corruption and improve
  conduct and a strong work ethic
• PROGRESS
• Eradicated backlog - from July 2004
• Policies and procedures aligned in support of
  counter corruption and zero tolerance culture

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84
Infrastructure

• Strategic Issue Office Infrastructure
• Bringing world-class DHA services closer to the
  people
• Survey to determine office location has been
  contracted out and is currently being
  implemented. Study is aimed at obtaining overall
  picture of country-wide spread of DHA offices and
  services, includes existing and proposed DHA
  offices
• Phase 1 finalised insight into where existing
  and planned offices are and whether they fulfill
  needs of the people
• Phase 2 commenced on 9 Feb 05 detailed spatial
  analysis to establish accessibility of DHA
  offices in Eastern Cape. Will also assist with
  decision on placement of mobile units and
  location and routes to be used
• CSIR submitted finalised EC report on 18 July
  2005
• Methodology used during pilot to be rolled out to
  Provinces
• Finalisation of project is scheduled for 18
  November 2005

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85
Infrastructure

• Strategic Issue Office Infrastructure
• Policy to determine the radius of optimal office
  proximity utilising survey results
• Set of norms and criteria developed that took
  into account road network, physical barriers, etc
• Set of norms used as criteria to determine
  catchment areas of population to be served and
  locate optimal location of additional facilities
• Study also provides for profiling of the clients
  in the catchment area
• Number of population taken into account to
  determine facility to be established, e.g.
  population of less than 20 000 will be served by
  a mobile unit
• Current office needs have been included in MTEC
  submission in terms of budget requirements

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86
Infrastructure

• Strategic Issue Office Infrastructure
• Repair and Maintenance Programme (RAMP 2) for
  2005/06 consists of 16 offices
• DHA presented business plan on 21 July 05
• Treasury will consider additional funding based
  on the business plan and expenditure ratio until
  end of September 2005
• First office finalised under RAMP is Giyani
• New state-of- the-art office built at Khayelitsha
• Construction of Phutaditjaba and Sebokeng offices
  to commence in 06/07
• Galeshewe Satellite Office in Northern Cape
  opened in Aug 2005

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87
Infrastructure

• Strategic Issue Development of norms and
  standards for DHA offices
• Upgrading of offices to acceptable standards of
  excellence in terms of condition, location,
  equipment, staffing and security
• Internal corporate signage distributed to
  Provinces during July 2005
• Tender specifications completed for external
  signage
• Corporate manual in terms of standards in place
• Provision of IT infrastructure, equipment and
  systems
• Project involving upgrading of rooters, switches
  and re-cabling to be finalised by end of Sep 2005
• Foreign offices to be finalised by January 2006
• Upgrading of old equipment in all offices are
  taking place

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88
Infrastructure

• Strategic Issue Development of norms and
  standards for DHA offices
• 300 vehicles purchased and provided to Provinces
• Internal Security Policy drafted
• SOPs on vetting and Emergency Evacuation Plans
  have been developed
• Physical security appraisals conducted in
  consultation with NIA and SAPS

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89
Financial and Logistical Management

• Strategic Issue Financial and Logistical
  Management
• All financial delegations reviewed
• Compiling of financial manuals at advanced stage
• BAS implemented at 146 offices
• Procurement policy drafted
• Revised cell phone policy drafted
• Negotiation already entered into with banks to
  deal with revenue collection

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90
Corruption

• Strategic Issue Capacity
• Chief Directorate established in 2004
• Capacitating of management cadre has commenced.
  Following appointments were made
• Director Security
• 20 Security Officers
• 4 Vetting Officers
• 4 Investigators
• Interviews for post of Director Counter
  Corruption conducted. Suitable candidate
  identified. Post to be filled soon.
• Capacity of Compliance Audit Unit has been
  increased
• Process to activate other units, i.e. Forensic
  Risk Management in progress
• Structure of Internal Audit under review to be
  upgraded to Chief Directorate
• Some of the work has been co-sourced (external
  resources acquired on contract basis)
• Strategic Issue Counter Corruption
• Implementation of Counter Corruption Plan
• Relevant business processes reviewed and
  optimised in terms of NIB and Civic Services

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91
Corruption

• Strategic Issue Counter Corruption
• Approved Whistle-blowing policy is being
  introduced to all DHA employees with effect from
  9 May 2005
• Confidential toll-free number was activated
  (internal use)
• Contents of Counter Corruption Plan is
  communicated together with implementation of
  Whistle-blowing policy
• Awareness campaign to be launched shortly to
  educate and inform staff and public about the
  evils and consequences of corruption
• Partnerships in fighting corruption
• Sound relations and excellent co-operation with
  other stakeholders exist, e.g. NIA, SAPS,
  Directorate of Special Operations (DSO), etc.

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92
Corruption

• Strategic Issue Improve Security
• Security vetting of employees
• Top management vetted
• Vetting of other staff progressing well
• All service providers screened
• Introduction of pre-employment security screening
  for new incumbents
• Improvement of physical security at all offices
  (including MPCCs, mobile units, ports of entry)
• Biometric access control system installed at Head
  Office as well as 24 hour control room
• Physical security appraisals conducted at most
  offices
• Internal Security Policy drafted
• Master Security Plan in process of being drafted
• Tender for security services at final stage

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93
Corruption

• Strategic Issue Risk Management
• Risk Management strategy reviewed and updated
• Risk Management Committee put in place at Head
  Office

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94
Information Services
95
Electronic passport

• The world is going e-passport, South Africa cant
  afford to stay behind
• Cabinet memorandum has been drafted after
  internal discussions and consultations
• Further consultation with the Minister will take
  place

96
Information Services

• ID Smart Card
• Inter-Ministerial Committee (IMC) has been set up
  to look into the issues raised by Cabinet after a
  memorandum on Smart ID Card was presented
• A number of issues were raised by the IMC and are
  receiving attention. E.g. Project plan, Costs to
  other Departments, Operational Model, etc.
• 90 of the issues raised have been addressed
• Way forward A comprehensive report will be
  submitted to the IMC before the end of September
  2005, after which the Department will be given
  direction by the IMC and/or Cabinet

97

• Strategic Issue Corporate Information Management
  
• Development of EDMS
• Phase 1 completed Automating of processes around
  births, marriages and deaths
• Phase 2 to be completed in 2005/06 financial
  year focus on rolling out EDMS to rest of DHA
  business processes
• The Department has contracted a service provider
  to implement Data warehouse in order to generate
  Business Intelligence. Significant progress has
  been made so far on the project, and the target
  of March 2006 will be met.
• Master Information Systems Plan has been
  initiated and is at advanced stage
• Disaster Recovery System is being implemented,
  the major part of which is HANIS DRS, which will
  be hosted at SITA. This additional capacity will
  also help reduce the backlog.

98

• Strategic Issue Corporate Information Management
  
• IS Security Policy is in place.
• Sub-policies, operational procedures and
  practices are being developed and implemented
• Computerisation of offices
• The majority of offices identified in the
  previous year for computerisation within the
  country have been computerised
• Additional offices identified for connectivity in
  this financial year will have been connected by
  the end of the financial year with the exception
  of foreign offices
• A joint tender between DFA and DHA has been
  awarded for the connectivity of foreign offices.
  This will greatly improve the services we render
  in foreign offices. SITA will be contracted to
  deliver certain aspects of the solution

99

• Strategic Issue IT Governance Framework
• The Department has developed the IT Governance
  Framework and guidelines. These form the
  cornerstone of IS service and advances compliance
• Skills development
• The department has appointed 23 IT/IS interns,
  five of which left for employment in the ICT
  industry
• The Department is in the process of appointing
  and absorbing the remaining 18 IS/IT interns
• The next IS/IT interns intake is targeted at 30

100
IS Capacity building

• The IS structure has been reviewed. The proposed
  one is informed by the challenges facing the
  Department
• Final decision on the structure will be arrived
  at after the workshop for the overall
  Departmental structure has been held
  target26September 2005

101
SAMP REPORT

• There is a marked change in mood in client
  perceptions on DHA service delivery
• Findings of a scientific and independent customer
  satisfaction survey
• SAMP results indicate that very few customers are
  of the opinion that that corruption was a
  substantial problem in DHA
• Perceptions and experiences of service delivery
• Majority of respondents positive in terms of fair
  treatment and minimal discrimination in how
  different groups were treated
• Perceptions and attitude of DHA staff
• Customers felt perceptions and attitude of DHA
  staff were extremely positive
• Satisfaction on customer service
• 87 of citizens and 92 of non - citizens
  satisfied with service received
• 85 citizens and 92 of non - citizens satisfied
  with overall customer experience as a customer
• Survey results generally reflect positive
  disposition towards DHA service delivery
  following Turnaround Strategy interventions

102
In Summary

• Focus is now on action and results
• Dynamic top management team in place and driving
  implementation
• You cannot manage what you cant measure
• Focus in 2005/06 is 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 ME 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
• Alignment with Govt-wide M E system

103
New Contract Specifications with Lindela
104
New Contract Specifications With Lindela

• The Department has a contract with BOSASA for
  Lindela holding facility
• The three year contract is ending on 30 September
  2005
• Competitive bids have to be requested in terms of
  Supply Chain Management to ensure transparent
  procurement of services
• The Department has issued notice of termination
  of the contract as required in June 2005 (three
  months notice)
• In June 2005 the Department published a tender
  for holding facility
• The tender closed on 25 July 2005
• Only three bids were received
• Included in the three bids was the bid of the
  current service provider, BOSASA
• The bids are evaluated by the Bid Evaluation
  Committee and are adjudicated by the Bid
  Adjudication Committee

105
New Contract Specifications with Lindela

• The tender specification (attached to document
  pack)
• It is drawn up in terms of the requirements of
  tendering
• The spec provides for a particular legal
  framework that governs procurement of goods and
  services in the public sector
• This specific tender is aimed at fulfilling the
  requirements of section 32(2) of the Immigration
  Act, 2002(Act 13 of 2002)
• Section 34(1) of the above Act, in particular,
  deals with the detention and deportation of
  illegal foreigners
• Other legal aspects of tendering are sourced from
  General Conditions of Contract issued in terms of
  the PFMA,1999 (Act1 of 1999), Framework for
  Supply Chain Management promulgated in the
  Government Gazette, No 25767 in December 2003,
  Special Conditions of the Contract as well as the
  PPPFA,2000 ( Act 5 of 2000)

106
New Contract Specifications With Lindela

• The PPPFA require that a tender of this magnitude
  should be evaluated on the basis of 90/10
  preferential points
• 90 points are allocated to bids in the proportion
  of 40 points for functionality/technical
  compliance and 50 points for compliance in terms
  of price
• The 10 remaining points are set aside for
  promotion of specific social goals of government
• Special goals include BEE status of the bidder
  including equity aspects such woman and
  disability
• It is essential to note that all tenders are
  evaluated in a manner that promotes the
  empowerment goals of Government especially to the
  PDI or HDI.
• The above criteria for evaluation is but one form
  of evaluation

107
New Contract Specifications With Lindela

• Purpose of the tender
• Background information
• Duration of the contract
• Availability of the facility
• Food
• Administration
• General aspects
• Termination of service
• Alteration of the contract
• Sub-contracting
• Payments
• Inspection of the facility
• Task directive
• Evaluation criteria

• Other aspects/conditions of the tender
  specifications include
• Responsibility for the project performance
• Interpretation of the requirements
• Bid documentation and information
• Departmental discretion
• Bid negotiation
• Pricing
• Confidentiality
• Tax clearance certificate submission
• Contract administration
• General information

108
New Contract Specifications With Lindela

• Other aspects/conditions of the tender
  specifications continued.
• Security clearance of the company and reference
  check of staff
• Extraction of the PPPFA requirements
• Company profile
• Service Level Agreement
• Information session
• Contract information
• The above aspects are comprehensive in nature
  and allow the bidder access to information on
  what the requirements and conditions of the
  tender are. The Service Level Agreement deals
  with finer specifics and details of managing the
  contract by both parties. It is normally entered
  into once the tender has been awarded to the
  successful bidder. Details of the specifications
  are available to members for perusal.

109
2010 Soccer World Cup
110
2010 Soccer World Cup

• Discussion with Germans
• Germany is preparing for the Soccer World Cup
  2006
• Approach focuses on the prevention of unwanted
  persons from entering and co-operation with
  neighbouring countries
• Concluded bi-lateral agreements that focused on
  sharing of data and police co-operation
• Ticketing system is linked to visa system
• Organising Committee is responsible for the
  ticketing
• Established a National Co-operation Centre to
  plan and co-ordinate the event
• National Information point with names of all
  persons who have a football stadium ban - will
  manage hooligans
• Ticketing system replaced entry system for
  persons exempt from visa control
• Will use normal screening processes for visa
  issuance