Client Name or Logo

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Presentation to the Portfolio Committee
Annual Performance Plan of the Department of Home
Affairs 2014/ 15 1 July 2014
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• 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

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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

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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.

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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.
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Immigration value chain/ system
EMCS APP
NIIS
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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.

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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
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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 Disciplined and security conscious
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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
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• 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.

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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

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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

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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.

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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.

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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.

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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.

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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.

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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
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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
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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
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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
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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.

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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.

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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

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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

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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

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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.

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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

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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 )
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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.

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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

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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

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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

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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

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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
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• 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

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• 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

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• 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

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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)

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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)

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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

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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)

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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
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