Client Name or Logo - PowerPoint PPT Presentation

View by Category
About This Presentation
Title:

Client Name or Logo

Description:

... Asia, Far East, ... Human Resources ... of developmental initiatives which introduce and maintain best People Management practices will ... – PowerPoint PPT presentation

Number of Views:109
Avg rating:3.0/5.0
Slides: 58
Provided by: Ingri88
Learn more at: http://pmg-assets.s3-website-eu-west-1.amazonaws.com
Category:
Tags: client | east | logo | middle | name | practices

less

Write a Comment
User Comments (0)
Transcript and Presenter's Notes

Title: Client Name or Logo


1
Presentation to the Portfolio Committee
Annual Performance Plan of the Department of Home
Affairs 2014/ 15 1 July 2014
2
  • Content
  • Mandate and role of the Department of Home
    Affairs (DHA)
  • Vision, Mission and Values Statement
  • Commitments in support of government outcomes
  • Transformation phases and significant
    achievements 2013 - 2014
  • Human Resource strategy
  • DHA contribution to the National Development Plan
    and Medium Term Strategic Framework (MTSF) of
    government
  • Key challenges and strategic initiatives
  • Modernisation Programme
  • DHA Outcomes, Strategic Objectives and Annual
    Targets for 2014/15
  • Organisational model and footprint of Home Affairs

3
Overview of the mandate of the new Department
Civics mandate
The DHA is custodian, protector and verifier of
the identity and status of citizens and permanent
residents in South Africa. This includes issuing
traveling documents that are recognized by other
countries.
Immigration mandate
The DHA controls, regulates and facilitates
immigration and the movement of persons through
ports of entry. It also services foreign
missions enforces the Immigration Act and
determines the status of asylum seekers and
refugees in accordance with international
obligations.
  • Other mandates specific to Home Affairs
  • Funding and oversight of the Electoral
    Commission, Government Printing Works and the
    Films and Publications Board
  • Administration of the Public Holidays Act (1994)
  • Funding of political parties through the IEC

4
The mandates of the DHA are derived from
  • The Constitution
  • The right to citizenship and thus to secure
    identity and civic status.
  • The responsibility of the state and citizens to
    ensure the sovereignty, security and integrity
    of South Africa.
  • The need to honour international commitments as a
    responsible member of the community of nations
    and as part of ensuring peace and a better life
    for all.
  • Legislation
  • Civic Acts Births and Deaths Registration Act,
    1992 Identification Act, 1997 South African
    Citizenship Act, 1995 Civil Union Act, 2006
    Marriage Act, 1961 Registration of Customary
    Marriages Act,1998
  • Immigration Acts Immigration Act, 2002
    Refugees Act, 1998
  • International instruments
  • Conventions and protocols, mainly relating to
    asylum seekers and refugees (Geneva Convention,
    UN, AU and SADC Protocols).
  • Bilateral and multilateral agreements, mainly
    relating to immigration matters.

5
Civics value chain / system
Civics is stable - a basic right for all
citizens But critical systems and data are under
constant threat from fraud, errors, cyber
attacks and identity theft.
National Population Register (NPR) / HANIS
NATIONAL IDENTITY SYSTEM
 
 
 
 
Secure status changes issue ID, marriage, death
and amendments
Must secure citizenship changes and
naturalisation
Biometric data (fingerprints and photos)
Secured by early registration of birth.
6
Immigration value chain/ system
EMCS APP
NIIS
7
Unpacking the vision of a transformed Department
  • At the heart of transformation is building a
    cadre of officials that is patriotic,
    disciplined, security-conscious, professional and
    humane.
  • Modernisation of systems through digital
    technology and integration is a critical enabler
    of security, service delivery and transformation.
  • The primary objective of the DHA is to secure
    identity and immigration and deliver related
    services that support the achievement of national
    goals including security goals and efficient
    service delivery to all citizens.
  • The DHA must have the capacity to secure critical
    systems and related services by managing risks
    in terms of legislation, staffing, systems,
    culture and organisation.
  • The Department needs to be fully integrated into
    the security cluster (JCPS) while continuing to
    develop its relationships with a wide range of
    state, civil society and international
    stakeholders and partners.
  • The DHA must operate as a security department
    that delivers critical services.

8
DHA plays a key role in securing the NATION,
SOCIETY and the STATE
Prtoect
Enables secure interaction with global community
i.r.o. INTERNATIONAL MIGRATION
TProtection of IDENTITY and STATUS of all who
live in South Africa and SA citizens abroad
Future DHA?
The status of the DHA impacts on and enables the
security of ALL elements of the nation and the
state
SANDF
SSA

SAPS
SARS
DoE DoH DST DHA DTI SocDev
J and CS
Non-security departments
Security Breach
Security breach
Security departments protect state functions,
society, citizens, residents
9
VISION, MISSION AND VALUES
A safe, secure South Africa where all of its people are proud of, and value, their identity and citizenship.
The efficient determination and safeguarding of the identity and status of citizens and the regulation of immigration to ensure security, promote development and fulfil our international obligations
The DHA is committed to being People-centred and caring Patriotic Professional and having integrity Corruption free and ethical Efficient and innovative Disciplined and security conscious
9
10
Government Outcomes for the 2014 to 2019
Electoral Cycle
  1. Improved quality of basic education
  2. A long and healthy life for all South Africans
  3. All people in South Africa are and feel safe
  4. Decent employment through inclusive economic
    growth
  5. A skilled and capable workforce to support an
    inclusive growth path
  6. An efficient, competitive and responsive economic
    infrastructure network
  7. Vibrant, equitable and sustainable rural
    communities with food security for all
  8. Sustainable human settlements and improved
    quality of household life
  9. A responsive, accountable, effective and
    efficient local government system
  10. Environmental assets and natural resources that
    are well protected enhanced
  11. Create a better South Africa and contribute to a
    better and safer Africa and World
  12. An efficient, effective and development oriented
    public service
  13. Social protection
  14. Nation building and social cohesion

Outcomes in bold are the ones the DHA contribute
to directly
11
  • The Performance Agreement signed by the President
    and Minister of Home Affairs in the previous
    administration specifies concrete deliverables
    linked to the above Outcomes, including
  • Completion of all strategic information and
    identification projects within already defined
    budgets and time frames
  • Effective and efficient refugee management
    strategies and systems
  • Contributing to the level of skills and general
    economic development in South Africa by realising
    a positive skills migration trend of around
    50,000 migrants.
  • The registration of every child birth within 30
    days of delivery.
  • The issuing of identity documents to every South
    African 16 years and above.

12
Key phases in the transformation of the DHA
  • 2009 - 2014
  • Paradigm shift to DHA as key element of security
  • 2010 was a key milestone
  • Launch of major National Registration Campaign
    and Stakeholder Forums
  • New Operating Model
  • Major focus on key areas of immigration
  • Launch of Systems Modernization Project
  • Leading the establishment of the BMA
  • Renewed focus on recruitment and training
  • 2004 - 2009
  • Crisis related to poor management, finance and
    services low public confidence corruption
  • Support Intervention Task Team
  • Legislative review started
  • Turnaround launched major successes boost
    public confidence
  • Less progress made in immigration, support
    functions and systems
  • Less focus on the security role of the DHA.
  • 1994 - 2004
  • One deracialized Department
  • Service delivery focus
  • Compliance rather than risk-based security
    especially in immigration
  • Relatively little capacity building or
    transformation

13
Some significant achievements 2013 - 2014
  • With regard to Civic Services, the DHA achieved
    its targets in respect of birth registration
    within 30 calendar days and the issuance of smart
    ID cards
  • Total of 650 682 births were registered within 30
    calendar days against target of 642 000. This was
    made possible through
  • Operationalisation of online birth registration
    facilities at 44 additional health institutions
    (cumulative total of 391)
  • Launch of 8 additional stakeholder forums
    (cumulative total of 264)
  • Awareness initiatives and outreach programmes in
    rural areas, schools, farms and informal
    settlements
  • Total of 125 112 smart ID cards were issued
    against target of 100 000 made possible through
    the roll out of live capture functionality for
    IDs and passports at 70 offices
  • A new strategy for Late Registration of Births
    (LRBs) was adopted and the Amendment Regulations
    in terms of the Births Deaths Registration Act
    was signed into effect on 20 February 2014

14
Some significant achievements 2013 - 2014
  • With regard to Immigration Services
  • A major focus was on the strengthening of
    designated ports of entry (PoEs)
  • Infrastructure improvements were completed at 11
    identified ports of entry
  • EMCS was extended to an additional 13 identified
    ports of entry
  • User and Technical specifications for the Trusted
    Traveller Programme were completed.
  • Progress was made in the establishment of the
    Border Management Agency (BMA) by obtaining
    Cabinet approval appointment of the Project
    Manager and support staff and initiating a
    feasibility study.
  • The opening of a Port of Entry Control Centre at
    Cape Town harbour where departments will work
    together for greater security and efficiency
  • Travellers were efficiently and safely processed
    during the State Funeral of Former President
    Nelson Mandela, the African Nations Cup and the
    2013/2014 December festive period.

15
Human Resource Strategy
  • In a continued strive to further the
    implementation of the HR Strategy, to ensure that
    the service delivery of the Department is
    optimised, focus is placed on
  • 1. Human Resources Development
  • In an effort to build leadership capacity and
    capability, the Department launched and
    implemented the Leaders Forum in July 2010 with
    the purpose of ensuring a shared mind-set and
    synergy amongst DHA leadership. Leadership
    development through the Leaders Forum and the
    cascading of developmental initiatives which
    introduce and maintain best People Management
    practices will continue.
  • In support of a culture of effective people
    management towards optimising organizational
    performance and service delivery, a revised
    Overtime Policy, Integrated Exit Management
    Strategy and Integrated Retention Strategy were
    developed and approved for roll-out during the
    2014/15 financial year.
  • The design of a number of talent enhancement
    initiatives which include Career Management, an
    Occupational Assessment Framework, aligning SMS
    and MMS competency assessment results to Personal
    Development Plans and actual training accessed,
    mentoring pools, talent spotting and experiential
    learning frameworks will receive attention in
    2014/15. This aims at improving the Departments
    capability to acquire, develop and retain
    competent human resources.

16
Human Resource Strategy
  • 2. Performance Management
  • The level of compliance with PMDS legislative
    frameworks has improved considerably at all
    levels.
  • The Departments focus in 2014/15 will shift to
    include the improvement of its performance
    culture, and the alignment between individual and
    organizational goals and performance.
  • In support hereof, a Poor Performance Improvement
    Guideline for Supervisors and Managers has been
    developed , and will be rolled out.
  • An Integrated Reward and Recognition Model as
    well as an Excellence Awards Program has been
    developed in order to enhance morale,
    productivity and organizational performance, and
    will be implemented during the 2014/15 financial
  • 3. Employee Relations Strategy
  • Promote an ethical Department through programmes
    and structures that prevent and / or drive a zero
    tolerance approach towards corruption and
    ill-discipline.

17
Human Resource Strategy
  • 4. Organisational Transformation and Change
  • Human Resources Strategy reviewed to align with
    the organisational status of being a service
    oriented Department with a security
    consciousness.
  • HR metrics reports enable management to optimise
    workforce practices, and ensure that management
    and developmental activities remain relevant to
    business strategy.
  • Integrated Planning Committee ensures
    synchronization of infrastructure, systems,
    operations, human resource and financial
    planning.
  • The broader change agenda of the DHA focuses on
    the implementation of the NDP priorities as it
    relates to the DHA.
  • Change Management intervention to support
  • Modernization
  • The DHA has begun a journey of repositioning
    itself as a modern Department of excellence
    through modernizing its business processes and
    systems hence it has initiated a process of
    assessing its organizational structure to ensure
    it serves as a vehicle to achieving its service
    delivery goals and objectives.
  • The Department is in the process of reviewing its
    organisational structure to ensure that it is
    aligned to its vision and is geared towards
    supporting service delivery imperatives.

18
Human Resource Strategy
  • 5. People Acquisition
  • At 31 March 2014, a total of 1205 (70) of the
    Departments total vacant funded posts were
    filled.
  • Attracting suitably qualified female candidates
    for SMS positions, and a sufficient pool of
    candidates classified as People with
    Disability, remains a challenge. Various
    interventions have already been introduced, and
    the Department remains committed to achievement
    in these areas.
  • In order to improve recruitment turnaround times
    and quality, the following initiatives have /
    will receive top prority
  • HR delegations were approved for Provincial
    Managers
  • An E-recruitment suite will be launched during
    this financial year.
  • A Competency-based Selection Guideline is being
    developed for roll-out.
  • All Senior and Middle Managers are subject to
    compulsory competency assessment.
  • 265 Managers are trained on Hiring right, to
    fully equip them as interview panel members.
  • To ensure the smooth integration of new recruits,
    and early alignment to organizational values,
    objectives and performance standards, an
    Integrated On-boarding Strategy has been
    developed for roll-out during the 2014/15
    financial year.

19
HR DASHBOARD
  2010/11 2011/12 2012/13 2013/14 PROGRESS/ STATUS
Head count 9 259 9091 9198 9664
SMS Members ( Leadership Capacity) 103 125 144 170
Vacancy rate 7.4 15.1 10.3 6.60
Turnover rate 32.9 12.9 4.3 4
Performance Incentive (Cost) No of People Rewarded 0 5, 929, 977 9,009,805 12,662,639 
PMDS Compliance 63 94 97 99.5
Gender SMS 40.9 48.9 46
Disability 0.3 0.57 0.92 1.36
Jobs evaluated 149 154 105 35
Estimated Cost of sick leave taken (Absence) 28 473 32 947 34 211 48 038
Dispute Resolved ( Won) 73 75 81 79.5
HR Overall Performance ( IYP) 78 92 82 60
Organisational Performance (SP) 26 25 53
20
Recruitment Status 2013/14 Financial Year
Branch Total Posts Posts Filled (Incl. natural attrition) Posts not filled Posts Advertised Posts Short-listed Posts Interviewed
Audit Services 7 6 1 1 1 1
Chief Operating Officer 2 1 1 1 1 0
Civic Services 1289 917 372 281 143 127
Communication Services 8 5 3 2 1 1
Counter Corruption Security Services 17 10 7 7 5 5
DG 3 3 0 0 0 0
Finance 54 41 13 9 8 8
Human Resources 28 15 13 12 10 5
Immigration Services 240 166 74 65 41 39
Information Services 21 19 2 2 0 0
Intergovernmental Relations 5 4 1 0 0 0
Learning Academy 17 6 11 11 8 6
Legal Services 5 1 4 4 3 3
Ministry 12 8 4 2 2 2
Policy and Strategic Management 3 3 0 0 0 0
Total Funded Posts 1711 1205 506 397 223 197
100 70 30 78 44 39
21
Employment Equity Status
Race Total number of employees DHA Status against National Demographics National Demographics (Target)
African 8367 86.58 79.0
Coloured 556 5.75 8.9
Indian 79 0.82 2.5
White 662 6.85 9.6
TOTAL RACE 9664 100 100
Disability 131 1.36 2.0
EE Targets are communicated to Heads of Branches/Business Unit to ensure targeted recruitment. EE Targets are communicated to Heads of Branches/Business Unit to ensure targeted recruitment. EE Targets are communicated to Heads of Branches/Business Unit to ensure targeted recruitment. EE Targets are communicated to Heads of Branches/Business Unit to ensure targeted recruitment.
Gender Total number of employees below SMS level Org. Level Total number of employees _at_ SMS level SMS Level Percentage (Target) Total org. Percentage
Male 3851 40.56 92 54.12 50 3943 40.80
Female 5643 59.44 78 45.88 50 5721 59.20
Total 9494 100 170 100 100 9664 100
22
DHA supporting the priorities of government
ELECTORAL MANDATE State of the Nation address (SONA) National Development Plan
Decent work and sustainable livelihoods Education Health Rural development, food security land reform Fight against crime corruption Role of the DHA Enabling economic growth and development importation of skills Identity management Access to rights and services Building a capable state DHA identity systems are essential tools in the fight against crime and corruption SONA for all of government to support Ensure rapid growth and creation of decent work Radical transformation of the energy sector National infrastructure and industrial plans Revitalise local government and urban development Education an apex priority National Development Plan Contribute to democracy, development and security Enable skilled immigrants to work in South Africa to promote growth and jobs Building a capable state through modernisation programme and fighting corruption Contribute to social cohesion and nation building through identity management, empowerment, equity and other redress measures Engagement with strategic countries
23
DHA Contribution to National Development Plan
(NDP)
  • The mandate of the Department is in broad
    alignment with the NDP. The inclusion of all
    citizens in democracy and development is enabled
    by providing them with a status and an identity
    that gives them access to rights and services.
  • Improvements to the efficiency and security of
    systems of the DHA, as in the case of IDs, have
    assisted the poor and reduced corruption. There
    has also been a major drive by the DHA,
    especially in rural areas, to ensure early
    registration of birth and the inclusion of all
    citizens in the NPR.
  • The DHA is putting in place the policy,
    legislation, people and systems needed for the
    secure, efficient and strategic management of
    immigration.
  •  One of the pillars of the NDP is the building of
    a capable state that can play a decisive role in
    development and in the reduction of poverty. The
    DHA has embarked on a large-scale modernization
    programme that will enable the state to deliver
    services more efficiently and securely. The same
    systems will produce reliable statistics for
    planning purposes.
  •  Social cohesion and nation building is promoted
    through providing the same services to all
    citizens and residents by means of over 400
    service points and through involving the
    community in government, using structures such as
    stakeholder forums.

24
Implications of the National Development Plan
(NDP) for DHA
  •  Facilitate faster and more inclusive economic
    growth (top priority)
  • There is a need for immigration and refugee
    policies, legislation and systems / processes
    which will address national priorities and
    maximise benefits and reduce risks to the
    country.
  • The DHA can ensure the secure, effective and
    efficient mass transit of people and goods across
    land, sea and air borders to contribute towards
    the security and development of South Africa.
  • Efficient and secure ports of entry reduce the
    cost of doing business, encourage trade and
    enable regional development. This will be one of
    the main goals of the Border Management Agency
    (BMA).
  •  The modernisation programme of the DHA provides
    for mdern, secure immigration systems to attract
    visitors and facilitate their secure entry and
    exit rapidly. The DHA will thus contribute to
    security, stability and reducing corruption.
  • Focus will also be placed on trade presentation
    and diplomatic presence in fast growing markets
    (Asia, Brazil and Africa) as well as the
    implementation of a focused regional integration
    strategy with an emphasis on reducing red tape.

25
DHA Contribution to Medium Term Strategic
Framework (MTSF) 2014 - 2019
  • The DHA draft commitments in the MTSF 2014 to
    2019 will focus, inter alia, on the following key
    areas (input to be finalised by 30 May 2014)
  • SAs borders effectively defended, protected,
    secured and well-managed.
  • Integrated BMA established and operational
  • Develop an over-arching strategy to defend,
    protect, secure and ensure well-managed borders
  • Identity of all persons in SA known and secured.
  •  Ensure that registration at birth is the only
    entry point for SA to the new national identity
    system (NIS)
  • NIS designed and operational
  • Ensure that systems are in place to enable the
    capturing of biometric data of all travellers who
    enter or exit SA legally
  • Improve and streamline regulations to reduce the
    burden of importing core and critical skills
    needed for the economy.
  • Changes to immigration policy and legislation
    that supports the importation of economically
    important skills

26
Key challenges
  1. Asylum seeker/ Refugee management including
    Relocation of Refugee Centers to borderlines
  2. Overhaul the permitting system and border
    management
  3. Dependency on Departments of Public Works and
    SITA
  4. Non-integration of IT systems
  5. Records Management
  6. Lack of capacity in critical areas (eg.
    Inspectorate)
  7. Fight against unlawful activities
  8. Improvement of administration, especially
    financial management
  9. Ensuring staff are appropriately trained,
    professional and caring

27
2014 -15 Priorities and Commitments
  • In support of achieving the strategic objectives
    of the DHA, government priorities and the
    National Development Plan, the DHA has identified
    the following goals over the next 3 - 5 years
  •  
  • Effective management of immigration to contribute
    to security and development (including leading
    the establishment of a BMA)
  • Comprehensive and secure national identity system
    (NIS)
  • Modernise Home Affairs through investing in
    people, processes and technology
  • Improve service delivery and promote good
    governance and administration
  • Develop officials that are ethical, patriotic and
    professional
  • Visible and firm action in the fight against
    corruption

28
STRATEGIC INITIATIVES (1)
  1. Finalising the review of Immigration Policy (SADC
    labour migration asylum seeker management
    residence and citizenship facilitation of
    migrants with critical skills)
  2. Finalisation of the regulations of the amended
    Refugees Act
  3. Systems modernisation, ID Smart Card rollout and
    the development of the National Identity System.
  4. Developing a new Home Affairs cadre that is
    patriotic, security conscious, professional and
    humane.
  5. Develop a roadmap with concrete measures to
    capacitate DHA as a security department that
    provides efficient services.

29
STRATEGIC INITIATIVES (2)
  1. Leading the establishment of the Border
    Management Agency (BMA)
  2. Implementing the HR Strategic roadmap
  3. Consolidate the National Population Registration
    Campaign Programme and strengthen the Stakeholder
    Forums linked to the ending of LRB
  4. Work towards obtaining a clean audit
  5. Intensify the fight against corruption
  6. Strengthen implementation of the communication
    strategy

30
Modernization Programme Transition to a digital
world
Smart ID Card Printing Infrastructure Card
Design/ personalization
End user devices Deployment
Green In progress (Implementation) Yellow In
progress (conceptualization) White Not
started (planning )
31
MODERNISATION OBJECTIVES AND BENEFITS
  • To transform DHA into a paperless environment
  • This will ensure paperless processing and
    electronic capture of applications including
    e-forms, scanning of supporting documents and
    workflow.
  • To ensure uninterrupted service delivery
  • Automation of processes will need redundancy like
    disaster recovery systems (DRS) and dual network
    or data lines, off-line processing capability,
    back-up power to ensure business continuity in
    case of unforeseen disaster.
  • To guarantee system performance and security
  • Security is central to DHA services and thus
    sufficient processing power (PCs and Servers),
    active directory (AD), anti-virus software,
    firewall are imperative.
  • To guarantee non-repudiation and integrity
    management
  • To ensure that the occurrence and integrity of
    transactions between DHA and citizens cannot be
    refuted by the citizen or DHA official, both in
    an on-line and off-line mode through the use of
    biometrics monitoring tool and audit trail as one
    of the functionalities.
  • Quality of services
  • To provide an improved quality of service and
    ensure total customer satisfaction through
    increased turned around time of DHA products that
    are of high quality standards and designed
    according to international best practices.

32
MODERNISATION PLANS FOR 2014/ 15 (1)
  • Live Capture and Smart ID card Technology
  • Further roll out of smart ID card technology in
    70 offices
  • Development of the National Identity System (NIS)
    and Trusted Traveller system.
  • Single view of all citizens and foreigners made
    up by a collection of data enabling the
    Department to distinguish a person from the rest
    of the population with multiple biometrics of
    face and fingerprint
  • E-Permit System
  • Automation of permitting processes through a web
    based technology allowing applications to be made
    through the internet

33
MODERNISATION PLANS FOR 2014/ 15 (2)
  • Data clean up (key systems like NPR, NIIS/
    Refugee systems, eMCS etc)
  • Target Cleaning of key IMS and Civics systems
    databases and migration of data to NIS
  • Other identified systems (Not in APP)
  • Development of the Contact centre has been
    prioritised for this Financial Year
  • Biometrics at the POEs prioritized for this
    Financial Year

34
MODERNISATION KEY ACHIEVEMENTS
  • 70 offices have been automated with new live
    capture and smart ID card technology
  • Infrastructure upgrade of physical offices and
    technology in all the offices with live capture
    and smart card including implementation of dual
    data lines
  • Four high printing security machines procured at
    GPW for printing of smart ID cards and passports.
    Three are used for daily production at GPW
    headquarters and the other one is set up at CSIR
    for disaster recovery

35
MODERNISATION KEY ACHIEVEMENTS (2)
  • As from 1 April to 22 June 2014, 251 873
    applications for Smart ID Card have been captured
  • More than 423 509 Smart ID cards have been
    processed to date by 70 offices. Citizens have
    collected 305 946 while 64 690 are in offices
    ready to be collected. About 52 873 are in
    progress to be printed
  • Training and change management conducted in all
    70 offices for front offices and back office
    officials on new automated processes. In
    addition, skill audit was done to ensure that
    proper training packages will be crafted for
    officials

36
The Annual Performance Plan is grounded on three
Outcomes
Outcome 1 Secured South African citizenship
and identity Outcome 2 Secured and responsive
immigration system Outcome 3 Services to
citizens and other clients that are accessible
and efficient
37
  • Outcome 1
  • Secured South African citizenship and identity
  • Strategic Objectives
  • All eligible citizens are issued with enabling
    documents relating to identity and status
  • An integrated and digitised National Identity
    System (NIS) that is secure and contains
    biometric details of every person recorded on the
    system

38
  • Outcome 2
  • Secured and responsive immigration system
  • Strategic Objectives
  • Refugees and asylum seekers are managed and
    documented efficiently
  • Movement of persons in and out of the country
    regulated according to a risk based approach
  • Enabling documents issued to foreigners
    efficiently and securely

39
  • Outcome 3
  • Services to citizens and other clients that are
    accessible and efficient
  • Strategic Objectives
  • Secure, effective, efficient and accessible
    service delivery to citizens and immigrants
  • Good governance and administration
  • Ethical conduct and zero tolerance approach to
    crime, fraud and corruption
  • Collaboration with stakeholders in support of
    enhanced service delivery and core business
    objectives

40
Outcome 1 Secured South African citizenship and
identity
Strategic Objective 1.1 All eligible citizens
are issued with enabling documents relating to
identity and status
Annual Targets 2014/15 per strategic objective
  • 70 additional offices with live capture
    functionality for identity documents and
    passports (installed and functional)
  • 694 000 births registered within 30 calendar days
    of birth
  • 1.6 million smart ID cards issued to citizens 16
    years of age and above
  • 95 of IDs (First issues) issued within 54
    working days for applications collected and
    processed within the RSA (from date of receipt of
    application until ID is scanned at office of
    application)

41
Outcome 1 Secured South African citizenship and
identity
Strategic Objective 1.1 All eligible citizens
are issued with enabling documents relating to
identity and status
Annual Targets 2014/15 per strategic objective
  • 95 of IDs (Re-issues) issued within 47 working
    days for applications collected and processed
    within the RSA (from date of receipt of
    application until ID is scanned at office of
    application)
  • 95 of machine readable passports (manual
    process) issued within 24 working days for
    applications collected and processed within the
    RSA (from date of receipt of application until
    passport is scanned at office of application)
  • 97 of machine readable passports (live capture
    process) issued within 13 working days for
    applications collected and processed within the
    RSA (from date of receipt of application until
    passport is scanned at office of application)

42
Outcome 1 Secured South African citizenship and
identity
  • Strategic Objective 1.2
  • An integrated and digitised National Identity
    System (NIS) that is secure and contains
    biometric details of every person recorded on the
    system

Annual Targets 2014/15 per strategic objective
  • National Identity System (NIS) developed
    (designed)
  • Technical testing for NIS completed
  • Technical testing of Trusted Traveller programme
    completed by Information Services branch
  • Development of e-Permit system completed by
    Information Services branch and handed over to
    IMS for user acceptance testing

43
Outcome 2 Secured and responsive immigration
system
Strategic Objective 2.1 Refugees and asylum
seekers are managed and documented efficiently
Annual Targets 2014/15 per strategic objective
  • 50 of refugee IDs issued within 90 calendar
    days (from the date of application at refugee
    reception offices until document is ready at
    office of application)
  • 80 of refugee travel documents issued within 90
    calendar days (from the date of application at
    refugee reception offices until travel document
    is ready at office of application)

44
Outcome 2 Secured and responsive immigration
system
Strategic Objective 2.2 Movement of persons in
and out of the country regulated according to a
risk based approach
Annual Targets 2014/15 per strategic objective
  • BMA feasibility study approved by Minister
  • BMA Draft Bill approved by Minister
  • 8 priority ports of entry with either improved
    residential or improved office accommodation or
    both as per set standards
  • One survey of borderline communities conducted
  • Refined immigration policy discussion paper,
    based on research and government engagement,
    approved by Minister

45
Outcome 2 Secured and responsive immigration
system
Strategic Objective 2.3 Enabling documents
issued to foreigners efficiently and securely
Annual Targets 2014/15 per strategic objective
  • 50 of permanent residence applications
    adjudicated within 8 months for applications
    collected within the RSA (from date of receipt of
    application until outcome is known)
  • 62 of business, critical skills and general
    work permits adjudicated within 8 weeks for
    applications processed within the RSA

46
Outcome 3 Services to citizens and other clients
that are accessible and efficient
Strategic Objective 3.1 Services to citizens
and other clients that are accessible and
efficient
Annual Targets 2014/15 per strategic objective
  • 90 of newly appointed officials trained on DHA
    Induction Programme before commencement of
    service
  • 300 officials enrolled and trained in skills
    programmes emanating from the National
    Certificate Home Affairs Services to improve
    performance
  • 100 managers (junior, middle and senior)
    enrolled and trained in leadership and management
    development programmes to improve performance

47
Outcome 3 Services to citizens and other clients
that are accessible and efficient
Strategic Objective 3.2 Good governance and
administration
Annual Targets 2014/15 per strategic objective
  • Accurate and complete annual financial
    statements submitted to the Auditor-General by 31
    May annually
  • In-Year monitoring reports submitted to National
    Treasury on a monthly basis
  • Annual Report tabled in Parliament by 30
    September annually
  • 3 DHA 2014/15 and 1 DHA 2013/14 quarterly
    performance reports verified and approved by
    EXCO and signed by the DG within 60 days after
    each quarter
  •  

48
Outcome 3 Services to citizens and other clients
that are accessible and efficient
Strategic Objective 3.2 Good governance and
administration
Annual Targets 2014/15 per strategic objective
  • Business case for a sustainable model for civic
    and immigration services approved by Minister
  • Vacancy rate maintained at 10 and below by 31
    March 2015
  • Reviewed front office toolkit to improve the
    daily management of operations approved,
    implemented and monitored
  •  

49
Outcome 3 Services to citizens and other clients
that are accessible and efficient
  • Strategic Objective 3.3
  • Ethical conduct and zero tolerance approach to
    crime, fraud and corruption

Annual Targets 2014/15 per strategic objective
  • Ethics Management programme developed and
    approved by EXCO
  • Ethics Management Programme implemented
  • 60 of reported cases investigated and finalised
    within 90 working days
  • 4 reviews on processes conducted and reports
    signed off by DG
  • 80 Threats and Risk Assessments (TRAs) conducted
    in accordance with the requirements of Minimum
    Information- (MISS) and / or Physical Security
    Standards (MPSS) - 60 MPSS, 20 MISS
  • 468 vetting fieldwork investigations finalised
    and referred to State Security Agency (SSA)

50
Outcome 3 Services to citizens and other clients
that are accessible and efficient
  • Strategic Objective 3.4
  • Collaboration with stakeholders in support of
    enhanced service delivery and core business
    objectives

Annual Targets 2014/15 per strategic objective
  • Communication strategy and action plan
    implemented in respect of
  • External communication
  • Internal Communication

51
ORGANISATIONAL STRUCTURE OF HOME AFFAIRS
Ministry
  • DHA Headquarters
  • Office of the DG
  • Chief Operations Officer
  • Civic Services
  • Immigration Services
  • Finance Supply Chain
  • Information Services
  • Learning Academy
  • Counter Corruption Security
  • Communication Service
  • Human Resources

Independent Electoral Commission
Audit Committee
Missions SADC Africa. Europe, Asia, Far
East, Australia
Government Printing Works
Missions SADC Africa. Europe, Asia, Far
East, Australia
Nine Provinces
Film Publications Board
Standing Committee on Refugees
Refugee Appeals Board
Immigration Advisory Board
As at 31 March 2014, the DHA had 10, 344 funded
posts with 9, 664 filled.
52
The operating model and footprint of the DHA
  • The budget of the DHA must, among other demands,
    stretch to
  • Secure and manage very large systems, such as the
    NPR, HANIS and the eMCS which are constantly at
    risk and under threat.
  • Serve all citizens, resident foreign nationals
    and all those who apply for visas (abroad, at the
    border and domestically).
  • Enforce the Immigration Act, process asylum
    seekers and protect the status of those granted
    refugee status.
  • Deliver on major strategic initiatives
    (modernisation and the BMA).
  • Operate across a footprint of over 400 offices,
    including 72 ports of entry and 41 foreign
    consulates.
  • Train and develop approximately 10, 000
    officials.

53
Organisational model of Home Affairs
SPHERE OF GOVERNMENT CORRESPONDING LEVEL OF THE DHA
NATIONAL DG and national leadership
PROVINCIAL Provincial manager
LOCAL District manager operations responsible for offices in district municipality Heads of local offices responsible at local municipality level
This model enables the DHA to collaborate and
coordinate with government structures in pursuit
of national goals.
54
PROVINCE FRONTLINE OFFICE FOOTPRINT AND STRUCTURE FRONTLINE OFFICE FOOTPRINT AND STRUCTURE FRONTLINE OFFICE FOOTPRINT AND STRUCTURE FRONTLINE OFFICE FOOTPRINT AND STRUCTURE FRONTLINE OFFICE FOOTPRINT AND STRUCTURE FRONTLINE OFFICE FOOTPRINT AND STRUCTURE FRONTLINE OFFICE FOOTPRINT AND STRUCTURE FRONTLINE OFFICE FOOTPRINT AND STRUCTURE  
PROVINCE LOCAL OFFICE LARGE LOCAL OFFICE LARGE LOCAL OFFICE MEDIUM LOCAL OFFICE MEDIUM LOCAL OFFICE MEDIUM LOCAL OFFICE SMALL LOCAL OFFICE SMALL LOCAL OFFICE SMALL TOTAL
PROVINCE REGIONAL OFFICES DISTRICT OFFICES DISTRICT OFFICES DISTRICT OFFICE / THUSONG PERMANENT SERVICE POINTS PERMANENT SERVICE POINTS THUSONG SERVICE CENTRES OSDC (One Stop Centres) TOTAL
EASTERN CAPE 6   22 2   23 6   59
FREE STATE 3   9     11 7   30
GAUTENG 8   22 1   6 24   61
KWAZULU-NATAL 8   17   1 26 18 6 76
LIMPOPO 5   17 2   21 12   57
MPUMALANGA 3   21     19 15   58
NORTHERN CAPE 3   7     5 3   18
NORTH WEST 3   13     2 4   22
WESTERN CAPE 4 1 10 1   7   23
TOTAL 43 1 138 6 1 113 96 6 404
TOTAL 44 44 144 144 144 215 215 215 404


55
Service delivery footprint (continued)
SERVICE DELIVERY POINT NUMBER
Mobile offices 115
Health facilities connected to register births and deaths - 68 of the largest hospitals are staffed and the others serviced by nearby DHA offices 389
Refugee reception offices (fully functional) 3
- Durban Refugee Office - Marabastad (Pretoria) - Musina in Limpopo
Foreign Missions (Consular sections) run by DHA staff 41
103 Foreign Missions are serviced by DIRCO staff only
Ports of Entry 72
56
South African
Ports of Entry
57
THANK YOU Questions Comments
About PowerShow.com