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Presentation to the Select Committee on Social
Services
Annual Report Department of Home Affairs
2011/12 26 February 2013
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Table of Contents

1. Vision, Mission, Values
2. Support for achieving the priorities of
   Government
3. Ministers Performance Agreement
4. Outcomes and Objectives of the Department
5. High level priorities
6. Overview of Achievements
7. Performance against strategic objectives
8. Audit findings related to pre-determined
   objectives
9. Human Resources
10. Key priorities going forward

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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
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• The Medium Term Strategic Framework (MTSF) of
  government has twelve priority outcomes. The DHA
  contributes directly to three of the twelve
  outcomes
• Improved quality of basic education
• A long and healthy life for all South Africans
• All people in South Africa are and feel safe
• Decent employment through inclusive economic
  growth
• A skilled and capable workforce to support an
  inclusive growth path
• An efficient, competitive and responsive economic
  infrastructure network
• Vibrant, equitable and sustainable rural
  communities with food security for all
• Sustainable human settlements and improved
  quality of household life
• A responsive, accountable, effective and
  efficient local government system
• Environmental assets and natural resources that
  are well protected and continually enhanced
• Create a better South Africa and contribute to a
  better and safer Africa and World
• An efficient, effective and development oriented
  public service and an empowered, fair and
  inclusive citizenship

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• Department of Home Affairs Performance Agreement
  with the President
• 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 targets by
  realising a positive skills migration trend of
  around 50,000 migrants annually . The focus
  should be on critical skills shortages,
  supportive of the medium term strategies and
  governments outcomes.
• The registration of every child birth within 30
  days of delivery.
• The issuing of identity documents to every South
  African 16 years and above.
• Improving the turnaround times for all services,
  queuing times and unit costs per service.
• Determining and improving the maximum distance
  for a citizen to travel to access Home Affairs
  services.

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The Strategic Plan is grounded on three Outcomes
that align with its mandate and priorities
Outcome 1 Secured South African citizenship
and identity Outcome 2 Immigration managed
effectively and securely in the national interest
including economic, social and cultural
development Outcome 3 A service that is
efficient, accessible and corruption free
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• Outcome 1
• Secured South African citizenship and identity
• Measurable Objectives
• To ensure that registration at birth is the only
  entry point for South Africans to the National
  Population Register (NPR)
• To issue Identity Documents (IDs) to citizens
  turning 16 years of age and above
• To ensure the registration and identification of
  all South African citizens and foreign residents,
  refugees and asylum seekers to enhance the
  integrity and security of identity

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• Outcome 2
• Immigration managed effectively and securely in
  the national interest including economic, social
  and cultural development
• Measurable Objectives
• To ensure a secure, responsive and flexible
  immigration regime in support of national
  security, priorities and interests
• To implement effective and efficient asylum
  seeker and refugee management strategies and
  systems
• To facilitate the efficient movement of bona fide
  travellers to support national interests and
  priorities, and to prevent and prohibit the
  movement of undesirable persons in the interest
  of national security
• To contribute towards realising a positive skills
  migration trend of around 50 000 migrants annually

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• Outcome 3
• A service that is efficient, accessible and
  corruption free
• Measurable Objectives
• To transform the culture of the organization in
  support of securing identity, citizenship and
  international migration
• To ensure ethical conduct and a zero tolerance
  approach to corruption
• To obtain a clean audit report
• To ensure secure, effective, efficient and
  accessible service delivery to clients

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HIGH LEVEL PRIORITIES OF THE DEPARTMENT 2011 -
2012

• Achieve and maintain a clean, secure National
  Population Register (NPR)
• Effective implementation of proactive, risk-based
  and efficient management of immigration
• Ongoing transformation of DHA values as embodied
  in its organizational and service delivery
  approach, practice and capacity
• Effective harnessing of technology to support the
  achievement of the above priorities.

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MAIN ACHIEVEMENTS OF THE DEPARTMENT 2011 -2012
Achieve and maintain a clean, secure National
Population Register (NPR) 51 of new-born
children were registered within 30 days which is
a 11.2 increase from the previous financial
year. 90 of total number of births registered
within 12 months. Late registration of births
declined by 41
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• Effective implementation of proactive, risk-based
  and efficient management of immigration
• DHA chairs the Inter- Agency Clearing Forum of
  departments involved in the border environment
  and chairs a committee to prioritise and
  coordinate security operations related to
  immigration generally.
• The DHA played a key role in South Africas
  successful hosting of the United Nations Climate
  Change Conference.
• Improvements were recorded within the Immigration
  environment through the approval of a new
  Permitting structure and implementation of the
  Permitting project resulting in enhanced security
  and the reduction of backlogs.
• The Dispensation for Zimbabwean Project
  progressed well during the 2011/12 financial
  year. Total number of cases resolved stood at
  203,364 on 31 March 12.
• The Refugees and Immigration Acts were amended
  to streamline and secure key processes and
  address gaps in the legislation.
• A National Framework was developed for the
  implementation of the Cessation of Angolan
  Refugees in consultation with Angola and the
  UNHCR.

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• Ongoing transformation of DHA
• Human resource capacity within the Immigration
  Services Branch strengthened through the lateral
  transfer, training and deployment of 350 new
  immigration officers from the SANDF at OR Tambo
  International Airport, where they are now
  rendering excellent service.
• The Department was voted among the Employers of
  Choice, simultaneously being honoured with the
  Special Ministerial Award by the Ministry of
  Public Service and Administration, for the
  innovative turnaround and modernisation of
  service delivery
• The Department introduced the first-ever South
  African Qualifications Authority (SAQA)
  accredited Home Affairs course aimed at training
  and producing a well-rounded Home Affairs
  official capable of dealing with all aspects of
  the Department
• Enhancement of leadership capacity continued
  with a further 3 Leaders Forums taking place
  during the 2011/12 financial year. Capacity of
  leadership was further enhanced through the
  commencement of the Outbound Management
  Leadership Training Programme and other
  management programmes
•  Coaching Clinics Framework was developed and the
  Coaching Programme launched in March 2012
• Involvement of top management as Champions of
  specific provinces. Posters in every office show
  the cell phone numbers and e-mail addresses of
  top management with the statement We serve with
  Humility. Talk to us. Improvements were also
  made in the functioning and monitoring of enquiry
  and complaints channels.

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• Effective harnessing of technology
• Produced a more secure crew-member certificate
  for airlines using smart-card technology which
  has laid the foundation for the introduction of a
  Smart ID Card to be piloted in the 2012/13
  financial year.
• In addition the Back-end System for the Smart
  Card was designed, blank Smart Cards obtained
  from GPW and integration testing initiated.
• Verification of the identity of clients in real
  time by banks, Human Settlement and SASSA. An
  historic agreement was signed with banking
  industry bodies.
• In addition to previously upgraded ports of
  entry, an Enhanced Movement Control System (eMCS)
  was deployed to 11 ports of entry to bring the
  total to 45 ports.
• Infrastructure Capacity Assessment (bandwidth)
  for offices planned for Live Capture deployment
  was performed in 167 offices which will be
  upgraded to increase bandwidth capacity to
  improve services.

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Overall progress of the Department 2011- 2012
TARGETS
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Breakdown of targets that were not achieved
Nature of target No. Explanation
Roll-out of live capture (3 targets) Pilot of ID Smart Card National Immigration System (NIIS) enhanced Trusted Traveller Programme 6 Dependency on the roll-out of the Modernisation Programme that was in an early phase of development in 2011 2012.
Adjudication committees Refugee Appeals Authority Costing of IMS services 3 Dependency on the finalization of regulations related to Ammended Immigration and Refugees Acts.
Finance systems 1 Delay in the deployment of LOGIS.
Draft Access Model tested 1 Not finalised pending approval
Unqualified Audit Report 1 Change in foreign revenue accounting policy and related issues
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PERFORMANCE AGAINST STRATEGIC OBJECTIVESOutcome
1 Secured South African citizenship and
identity
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STRATEGIC OBJECTIVE (1.1) To ensure that
registration at birth is the only entry point for
South Africans to the National Population
Register (NPR)

• PERFORMANCE
• 72 health facilities were connected for online
  registration of birth. This was less than the
  target of 126. However, it is 26 more than was
  connected in 2010-11.
• An increase of 11.2 of births was registered
  within 30 days compared with 2010-11. A total of
  556,762 births were registered within 30 days in
  2011/12 compared to 500,524 in 2010/11. This is
  3.8 less than the planned target of 14.
• 97 of late registration of births were
  finalized within 90 days for the age group 31
  days and above.

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STRATEGIC OBJECTIVE (1.2) To issue Identity
Documents (IDs) to citizens 16 years of age and
above

• PERFORMANCE
• 65.4 of high schools were visited to collect ID
  applications compared with 39 of schools visited
  in 2010- 11. A total of 7, 342 high schools were
  visited in 2011/12 compared to 4 355 in 2010/11.
• 63,253 IDs were issued to matric learners. It
  was not possible to measure whether 100 of
  learners had been reached, which was the intended
  target. The Department of Education however
  confirmed that no matric learner failed to write
  matric because of not having an ID.

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STRATEGIC OBJECTIVES (1.3) To secure processes
and systems to combat fraud and corruption

• PERFORMANCE
• The target of rolling out live capture
  functionality for passport and IDs (first and
  re-issues) applications to 167 offices were not
  achieved. 40 offices already had this
  functionality for passports.
• 38.6 (48, 019) of ID duplicate cases were
  resolved.
• Specimen ID Cards were designed to inform a
  proposal to Cabinet. However, the proposal was
  submitted to Cabinet after the reporting period.
• Preparatory work was done for piloting the ID
  Smart Card in terms of systems design and
  integration and obtaining the cards.

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STRATEGIC OBJECTIVES (1.4) To integrate key
systems and upgrade IT infrastructure for
improved security and data integrity

• PERFORMANCE
• Interface capability for 3rd party verification
  for banks and Dept of Human Settlements and
  SASSA.
• The following banks currently have access to the
  online verification sub-system
• African Bank
• ABSA
• First National Bank
• Standard Bank of Southern Africa.
• A combined total of 164 branches have conducted
  10,904 fingerprint verifications against
  departmental fingerprint records from November
  2011 until March 2012.

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PERFORMANCE AGAINST STRATEGIC OBJECTIVESOutcome
2 Immigration managed effectively and securely
in the national interest including economic,
social and cultural development
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STRATEGIC OBJECTIVES (1.4) To integrate key
systems and upgrade IT infrastructure for
improved security and data integrity

• PERFORMANCE
• 11 of the targeted 14 Ports of Entry were
  equipped with eMCS during the reporting period,
  resulting in a total of 62 (45 of 72) Ports of
  Entry equipped with eMCS.
• The needs analysis for enhancement of NIIS were
  conducted, however the full implementation was
  delayed due to the dependency on the redesign of
  complex business processes.
• Members of Refugees Appeal Board (RAB) and
  Standing Committee on Refugee Affairs (SCRA)
  appointed.
• Regarding the Refugee Appeals Authority (RAB),
  apart from Cape Town, Marabastad and Musina
  having 1 member stationed at each office.
• The effective decentralisation of the RAB and
  Standing Committee on Refugee Affairs (SCRA) will
  only happen when the Refugees Amendment Act is
  fully implemented.
• Draft Memorandum of Understanding (MOU) in place
  regarding Asylum seeker and refugee management
  pertaining to 3rd country nationals placed on the
  SADC agenda.

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STRATEGIC OBJECTIVES (2.1) To implement effective
and efficient asylum seeker and refugee
management strategies and systems.

• PERFORMANCE
• The Refugee Amendment Bill was approved in the
  latter part of the 2011/12 financial year.
  Refugee Regulations were amended but there have
  been technical delays in terms of final approval.
• A draft Immigration Policy framework document was
  developed which includes options regarding the
  processing of asylum seekers and refugees.

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STRATEGIC OBJECTIVES (2.2) To review the policy
and regulatory framework to manage economic
migration.

• PERFORMANCE
• Position paper on policy options for managing
  international migration developed and discussed
  within the DHA and with partners within
  Government. This forms part of the ongoing review
  of immigration policy.

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STRATEGIC OBJECTIVES (2.3) To facilitate the
movement of regular travellers across
neighbouring borders

• PERFORMANCE
• Regarding the rationalization of ports of entry,
  a proposal was presented to the Inter Agency
  Clearing Forum (IACF) specifying the ports for
  closure.
• Proposal was received from CSIR for conducting of
  the study.

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STRATEGIC OBJECTIVES (2.4) To realise a positive
skills migration trend of around 50 000 migrants
annually

• PERFORMANCE
• 2 896 exceptional skills and quota permits issued
  during the financial year.
• The numbers do not reflect all the skilled
  migrants who were given permits. A system is
  under development to expand this to other kinds
  of permits that enable skilled migrants to enter,
  such as Intra-company Transfer Permits.

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PERFORMANCE AGAINST STRATEGIC OBJECTIVESOutcome
3 A service that is efficient, accessible and
corruption free
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STRATEGIC OBJECTIVES (3.2) To ensure ethical
conduct and a zero tolerance approach to
corruption

• PERFORMANCE
• Marriages, Permitting, Births and Deaths
  processes were security evaluated as well as the
  PE, Durban, CapeTown, Marabastad, TIRRO and
  Musina Refugee Reception Offices.
• Regarding the Baseline Study on Causes and Scope
  of Corruption in the DHA, the Counter Corruption
  Project developed by the DHA and submitted to the
  Justice, Crime Prevention and Security Cluster
  (JCPS) was informed by the Baseline Study.
• Security Advisory Committee on Vetting was
  established to ensure the grading of all post
  within DHA
• 73.68 misconduct cases were finalised within 60
  days.
• 3 Civic Services an 1 Immigration Services
  processes were security evaluated in 2011/12.

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STRATEGIC OBJECTIVES (3.3) To obtain a clean
audit report

• PERFORMANCE
• Plans were developed to address the gaps in
  financial control environment however the target
  of obtaining an unqualified audit opinion could
  not be met.
• Decentralisation of Procurement and Delegation of
  Payment function to provincial offices were not
  fully implemented however training of staff on
  BAS and Logis was conducted. Delegations of
  Authority for provinces were reviewed.
• National Treasury approved the opening of a
  separate bank account for Civics activities and
  commercial banks have been approached for the
  running of the said account. The Trading Account
  will be fully functional by the beginning of the
  2012/13 financial year.
• .

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STRATEGIC OBJECTIVES (3.4) To increase capacity
to contribute to the fight against cyber crime

• PERFORMANCE
• Awareness campaigns were conducted in 7
  provinces. Awareness was also done on
  Departmental Internal Newsletter.

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STRATEGIC OBJECTIVES (3.5) To develop and
implement service delivery standards to improve
operational efficiency

• PERFORMANCE
• Temporary Identity Certificates was costed and
  new revenue tariffs were distributed to all
  offices for implementation however no products
  and services were costed for Immigration
  Services.

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STRATEGIC OBJECTIVES (3.6) To ensure effective,
efficient and accessible service delivery to
clients

• PERFORMANCE
• 14 offices were refurbished during the review
  period.
• The DHA Access model was developed and awaits
  approval before testing can commence.
• 62.6 ID books (first issues) were issued within
  54 days.
• 66.7 ID books (re-issues) issued within 47 days.
• 82.1 of passports (manual process) were issued
  within 24 days
• 84.4 of passports ( live capture) were issued
  within 13 days
• An asylum fast-tracking was implemented as a
  pilot aimed at re-designing the asylum
  adjudication process.

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STRATEGIC OBJECTIVES (3.6) cont.. To ensure
effective, efficient and accessible service
delivery to clients

• PERFORMANCE
• On average 41 of temporary residence permits
  were issued within eight weeks.

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Audit findings related to Pre-determined
objectives
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• Audit findings highlighted the following
  challenges
• Usefulness of information, and in particular
  indicators not being well defined
• Reliability of information in terms of processes
  and systems
• Reported performance not accurate in terms of
  being accurate enough for intended use.
• In response to the above challenges, the DHA has
  improved the formulation of a number of targets
  in the Annual Performance Plan for 2012 2013 in
  terms of being specific and measurable. The
  changes were tabled at Parliament as an errata on
  5 December 2012. Steps have been taken to
  improve the formulation of targets and indicators
  going forward.

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Example of an Audit finding Usefulness of
information
Performance Indicator Target Actual
Percentage () of IDs (First issues) issued within 54 days 95 of IDs (First issues) issued within 54 days Partially achieved62.5 ID books were issued within 54 days (750863).37.4 ID books were issued above 54 days (448604)1215494 ID applications received1199467 IDs were issued.

• The Auditors found that the use of the track and
  trace system to obtain the data resulted in a 10
  margin of error when a sample of application
  forms was compared with records on the system.
• The main problem is that application date on
  track and trace differs from the actual
  application form and some instances of poor
  compliance and filing.
• The DHA has committed to improving filing and
  controls. However, the larger systems problems
  will be resolved through the Systems
  Modernisation Programme which will automate the
  system and introduce live capture.

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Example of an Audit finding Reliability of
information
Performance Indicator / Measure Target (2011/12) Actual (2011/12) Finding
Number of permits issued to migrants with scarce skills 18, 000 scarce skills permits issued. Partially achieved 2196 exceptional skills and quota permits issued during the financial year. Improved finalisation period of critical skills applications. Requested information was not provided on time by the Department. Testing could not be performed.

• The Auditors found that there was a mismatch
  between the supporting information and the
  statistics derived from the permitting track and
  trace system.
• The major challenge is that the permitting system
  has many kinds of permits, but only two were
  designed specifically to enable the recruitment
  of scarce skills. However, many of the other
  permits are granted to migrants with scarce
  skills but this is not recorded as it is not the
  primary purpose of the permit.
• The existing system is being enhanced by adding
  fields that record skills.

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Example of an Audit finding Reported
performance not accurate
PROGRAMME INDICATOR AUDIT FINDING
Citizen Affairs Percentage of high schools visited to collect ID applications from learners 16 years and above Provincial Managers do not provide corroborating evidence along with the statistics provided to Head Office. There are also no controls or clear processes for data collection process of the high school visits

• 7342 out of 11219 high schools were visited
  during the review period (65.4 out of 11219
  schools). The target was exceeded by 16.4 during
  2011/12.
• Given the scope of the campaign and the context,
  such as visits of Mobile Offices to farm schools,
  it was difficult to collect evidence consistently
  across all nine provinces. Not all school
  principles agreed to sign letters, for example.
• The Department has improved its processes for
  collecting and monitoring data and evidence
  related to school visits. A function has also
  been added to the relevant system to enable the
  DHA to measure the number of ID applications
  received from schools as opposed to those
  received at offices.

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HUMAN RESOURCES
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STATUS ON THE FILLING OF TOTAL VACANT FUNDED
POSTS - 2011/12
YEAR VACANT POSTS FILLED POSTS VACANT POSTS POSTS FILLED TO DATE
2011/2012 PRIORITY 1118 1073 45 95.97
NATURAL ATTRITION 300 143 157 47.66
TOTAL 1418 1216 202 85.75
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POSTS VACANT FOR MORE THAN 12 MONTHS -
2011/12
Organizational Branches Post Distribution Posts not filled per unit Posts not filled per unit
Civic Services 926 92 9
Communication Services 13 6 46
Counter Corruption 28 25 89
DG Support 19 5 26
Finance 23 4 17
Human Resources 27 2 7.4
Immigration Services 343 47 13
Information Services 27 14 51
Learning Academy 9 6 66
Ministry 3 1 33
Total Funded Posts 1418 202 14

• - The above-mentioned table includes all
  priority posts for the financial year, including
  natural attrition posts vacated during the
  financial year.

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EMPLOYMENT EQUITY STATUS AT 31 MARCH 2012
Race Number of employees DHA Status against National Demographics National Demographics (Target)
African 7776 85.54 79.0
Coloured 520 5.7 8.9
Indian 73 0.80 2.5
White 722 7.94 9.6
TOTAL RACE PERCENTAGE 9091 100 100
Disability 0.57 2.0

Gender Organizational Level SMS Level Percentage (Target)
Male 41.04 50 50
Female 58.96 50 50
Total 100 100 100
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PERFORMANCE MANAGEMENT
Number
Performance contracts 2011/2012 9045 99.49
SUBMISSION OF OUTSTANDING PERFORMANCE
JUNE 2011 JULY 2011 AUGUST 2011 SEPTEMBER 2011 OCTOBER 2011 DECEMBER 2011 OUTSTANDING
20 15 5 0 0 0 6

• Note
• Out of 6 outstanding PAs , 3 were suspended, 2
  retired whilst 1 is deceased

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EMPLOYEE RELATIONS
Year Misconduct Cases Suspensions Grievances Disputes
2011/2012 216 23 73 97
2010/2011 139 138 120 67
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EMPLOYEE RELATIONS
Year Misconduct Cases Suspensions Grievances Disputes
2011/2012 216 23 73 97
2010/2011 139 138 120 67
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Key priorities going forward

• 1. The effective management of immigration
• Policy and legislation
• Asylum seeker and refugee management
• Border management Agency
• Permit transformation
• Infrastructure at ports of entry
• 2. Cleaning and protecting the National
  Population Register
• All births registered within 30 days
• Eradication of late registration of birth (LRB)
• Ensure all citizens of 16 years and older apply
  for and receive IDs
• Active and visible steps to protect the NPR in
  partnership with stakeholders.

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Key priorities going forward

• Modernisation of the Department of Home Affairs
• Live capture
• Smart ID card
• Electronic document management
• National Identify System
• Eradicate poor service delivery
• Delegations, controls and processes in place
• Sound leadership and management
• Responsive, caring staff
• Strong monitoring and evaluation (M E) function
• Achieve a clean audit
• Effective management and controls and processes
  in place
• .

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THANK YOU