Communications Strategic Review 2005

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PRESENTATION TO PORTFOLIO COMMITTEE
STRATEGIC PLAN 2006/07 TO 2008/0929 MAY 2006
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Content of presentation

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

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Progress against strategic objectives 2005/06

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

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Progress against strategic objectives 2005 / 6

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

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Progress against strategic objectives 2005 / 6

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

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Progress against strategic objectives 2005 / 6

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

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Progress against strategic objectives 2005 / 6

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

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Progress against strategic objectives 2005 / 6

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

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Challenges for the DHA

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

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The planning process

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

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Guiding Principles of Strategic Plan

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

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ALIGNING WITH GOVERNMENT STRATEGIC PRIORITIES

• Strategic objectives for the second decade of
  freedom provided in January 06 Cabinet Lekgotla
  and in the 2006 State of the Nation Address
• Economic growth and sustainable development
• Building the capacity of the developmental state
  
• Service delivery improvements

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ALIGNING WITH GOVERNMENT STRATEGIC PRIORITIES,
cont.

• Enhancement of social security
• Countering corruption and promoting security
• Improving SA global relations with focus on
  Africa and countries of the South
• Participating in national integrated and
  spatial development planning process

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OUTCOMES OF THE PLANNING PROCESS

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

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Strategic Delivery Model2006/07 to 2011/12
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Strategic Delivery Model 2006 - 2012
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SERVICE DELIVERY MODEL

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

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Key to the transformation of DHA is rendering of
professional service through building real
capacity in its people and forging relationships
with stakeholders.
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Strategic objectives
Strategic Objective 1 Develop and implement an
organisational model that ensures that the
Department has people in the correct places, with
the requisite capacity and capabilities , to
enable it to meet its mandate. Strategic
Objective 2 Provide a service to all clients
that reflects and institutionalises the
principles of Batho Pele Strategic Objective
3 Provide credible, secure, accurate and timeous
enabling documents to all who are entitled.
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Strategic objectives
Strategic Objective 4 - Manage and maintain the
integrity of the National Population Register
(NPR) Strategic Objective 5 - Manage and
maintain all records associated with enabling
documentation
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Strategic objectives

• Strategic Objective 6
• Manage the immigration function at ports of entry
  and participate in protecting the integrity of
  South Africas borders (internally and at ports
  of entry)
• Strategic Objective 7
• Manage immigration and refugee affairs in a
  manner based on human rights principles

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

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

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OUTPUTS AND TIMEFRAMES, cont.
(At this point pages 31 - showing tables from
the strategic plan were put on the screen)
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OUTPUTS AND TIMEFRAMES, cont.
The following outputs have been identified as
critical for transforming service delivery over 3
years

• An approved organisational model for the
  Department in respect of
• Organisational principles and policies
• Structure and functions
• Systems and processes
• Transformation of the DHA
• Civic Services transformed with regard to
• Policies
• Processes and systems
• Review of structure

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Transformation of Service Delivery Critical
strategies

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

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Transformation of Service Delivery Critical
strategies

• Track and trace system implemented
• Redesigned and integrated National population
  Register implemented (Live capture)
• Departmental plan to deal with 2010 challenges
  developed and implemented

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CONCLUSION

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

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CONCLUSION, cont.

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

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• Thank you.