department of home affairs presentation to the portfolio committee on home affairs 13 september 2005

Department of Home Affairs

PRESENTATION TO THE

PORTFOLIO COMMITTEE ON HOME AFFAIRS

13 September

2005

2


PORTFOLIO COMMITTEE PRESENTATION | 13 SEP 2005 |

Agenda

IntroductionDHA delegationPresenters of sections

Issues raised during Portfolio Committee of 18 May 2005

Strategic Planning imperatives

Progress on Strategic Plan 2005/06 to 2009/10 (incorporating progress on NIB)

New contract specifications for Lindela

2010 Soccer World Cup

Issues raised during SCOPA meeting in Parliament

3



Issues raised during PC Meeting of 18 May 2005 Progress on NIB

This matter will be discussed in detail as part of the progress report on Immigration

Implementation of Smart CardsThe Smart Card for Refugees and Smart ID Card for citizens will be discussed as part of the progress feedback

Opening of new offices to enhance service deliveryTo be addressed under “Infrastructure”

Passports without any blank pages The legislation enforced by the Department is clear on this issue. At least one unused page is required when presenting a passport for purposes of endorsing a visa / permit. It must be

an unused visa or permit page.Frequent travellers should apply for maxi passports


Strategic Planning Imperatives

5



Strategic Planning Imperatives Strategic Plan consists of 3 components:

5-year, 3-year and 1-year instrument

Focus for 2005/06 on annual (1-year) plan

5-year instrument acts as linkage with POA

DHA aligned with Government’s strategic objectives by: Economic growth & development Building capacity of stateService delivery improvementEnhancement of social securityCountering corruption & promoting securityImproving SA global relationsParticipating in ISRDP and URS


Progress on 2005/6 – 2009/10

Strategic Plan


Immigration

8



National Immigration Branch

Mission of National Immigration Branch (NIB)

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

9



DDG National Immigration

UnitCounter Xenophobia

DirectorateImmigration Directives

DirectorateInformation Co-ordination

Dir.Refugee Affairs

CDInspectorate

CDAdmissions

10



Immigration

Strategic Issue: Review of Immigration Legislation Immigration Amendment Act, 2004, promulgated and Immigration Regulations

published on 27 June 2005, came into effect on 1 July 2005National Immigration Branch (NIB) staff at Head Office and certain Senior

Managers in Provinces have been trained

Act aims to correct the most urgent deficiencies as an interim measure pending the complete rewrite of the Act

Strategic Issue: Effective Border Control Effective management of Committees at strategic and operational level

DHA chairing the Border Control Co-ordinating Committee (BCOCC) BCOCC reached agreement on mandate, structures, reporting lines, lead

departments for sub-committees and their functioningStructure was approved by JOINTS and JCPS DGs Cluster

¹

11



Immigration (Cont)

Strategic Issue: Effective Border Control Draft border control strategy developed

BCOCC timelines aligned to departmental objectives

Harmonisation of legislation within SADC and/or individual neighbouring countries on migration matters is beginning to take place Framework for concept of African Passport, Free Movement of Persons

and AU framework on Migration, to a lesser extent, discussed with AU Mozambique engaged on implementation of waiver agreement (Visa

agreement in place and functioning)Protocol on the Facilitation of Movement of Persons was signed by

South Africa at the SADC Summit held in August 2005 Consultations on relaxation of visa requirements with ZIM underwayDraft compiled on proposals for one-stop border posts ¹

12



Immigration (Cont)Strategic Issue: Effective Border Control

Identification and recording of global diaspora implemented by means of the completion of departure forms by SA citizens on departure and reasons therefore

Strategic Issue: Capacity to ensure a transformed effective ImmigrationService

Training programmes for new recruits in place First intake consists of 59 Immigration Officers 6 months theory and 6 months practical

Plan for the alignment of NIB structure to meet obligations and ensure effective accountability and governance finalised

Equivalent structures to be available in Provinces as in Head Office

¹

13



JOHANNESBURG INTERNATIONAL AIRPORT – DHA ESTABLISHMENT

Approved establishment Actual Number presently available

Action to fill posts Number of officials per shift required at JIA

1 X Director: JIA (Director’s level)

D:JIA None Not advertised yet. PM to follow up with HR.

4 X Assistant Regional Immigration Heads (ASD)

Assistant Regional Immigration Heads (ASD) - None

Not advertised yet. PM to follow up with HR.

1 X Assistant Regional Immigration Heads (ASD)

8 X Control Immigration Officers (Operational Managers)

Control Immigration Officers (Operational Managers) – Two

Six Control Immigration Officer posts were advertised for the Johannesburg International Airport with the closing date of 18 April 2005. To date no appointments have been made.

2 X Control Immigration Officers (Operational Managers)

28 X Chief Immigration Officers (Team leaders)

Chief Immigration Officers (Team leaders) - 18

Nine Chief Immigration Officer posts were advertised for the Johannesburg International Airport with the closing date of 18 April 2005. To date no appointments have been made.

7 X Chief Immigration Officers (Team leaders)

140 X Senior/Immigration Officers (Processors/Examiners)

Senior/Immigration Officers (Processors/Examiners) – 96

Twenty (20) Trainee Immigration Officer posts were advertised for the Johannesburg International Airport with a closing date of 18 April 2005 and filled. Doing 3 months practical work at JIA. 62 trainee Immigration officers appointed (nationally) and will be receiving training. After completion of training, will be deployed to POE’s country-wide.

38 X Senior/Immigration Officers (Processors/Examiners)

Change Management in terms of Turnaround Strategy A submission for the secondment of heads of both MaseruBridge and Lanseria Airport to head JIA approved by Acting DDG: NIB.

14



Immigration (Cont)

Strategic Issue: Effective Law Enforcement Draft standard operating procedures for law enforcement have been produced but

require further development given concerns on practicality of some aspects

Working relationship established with National Prosecuting Authority (NPA) on DHA related cases to deal with offences in terms of the Immigration Act

Charge sheets drafted with aid of NPA Inspectorate workshop to take place with NPA and other law enforcement

agencies to standardise procedures

Working relationship established with South African Police Services (SAPS) on implementation of DHA case administration system

Feasibility of linking SAPS and DHA Case Administration System investigated Need for joint early warning system identified –part of deliverables of Incident

Reporting System¹

15



Immigration (Cont)

Strategic Issue: Effective Law Enforcement

Interaction with NPA to deal with transnational/organised crime syndicates as part of task team on Human Trafficking has been establishedInitiative by International Organisation on Migration (IOM) and NPA to

co-ordinate the process and align DHA policies accordingly European Model (EU) to be researched

Management of DeportationsProvincial visits to identify deportation centres underwayTendering for holding facility (Lindela) underwaySOPs for holding facility under review

¹

16



Immigration (Cont)

Strategic Issue: Management of Refugee Services Draft standard operating procedures (SOPs) in place Steps to eradicate backlog in place

64 interns initially contracted to deal with administration, updating of filing system, etc - redirected to deal with high court applications

Request for more interns lodged6 month programme to be rolled out with effect from Sep 2005 to determine

exact extent of backlog and process outstanding applicationsPersonnel appointed to deal with backlogTraining conducted for:

83 Refugee Reception Officers114 Refugee Status Determination Officers4 Project Site Co-ordinators19 Interpreters4 full-time Researchers

¹

17



Immigration (Cont)

Strategic Issue: Management of Refugee Services (Cont) Premises acquired to set up four Refugee Reception Offices Comprehensive communication strategy developed IT system developed to manage frontline application process that allows for more

secure application processes New Smart ID card for refugees acquired (50 000) and roll-out is currently taking

placeIssuance of Smart Cards has commencedProgramme to roll out process was developedProcess started in Port Elizabeth during 15-19 August 2005

Proposal on transit facility and location of asylum seekers have been developed (assigned to Directorate: Immigration Directives to conduct feasibility study on possibility of having such a facility)

Discussions started with Consortium on Refugee Affairs and NGOs on the integration of refugees into society

¹

18



Immigration (Cont)

Strategic Issue: Information Management

Incident Reporting System went live on 1 June 2005Training presented to officials from Information Co-ordination, HRD and

Information ServicesJIA identified as pilot site for testing & launch of systemWeb-based Counter Corruption system developed and to be linked to

Incident Reporting SystemDevelopment of library system for capturing of all documentation also

on track – hardware acquired and development / purchasing of electronic document system is being attended to

Business Intelligence task team established to focus on interim solution as integration of systems will only take place in 2008/09 ¹


Overview of Incident

Reporting System

20



Functions

Gather and collate incident data

Evaluate and analyse incident data

Disseminate and interpret incident data

Identify, monitor and track current incidents and potential threats

Alert our Officers by reports of current trends and early warnings

Enhancing our Service Delivery

21



22



23



24



25



26



27



28



29



30



Immigration (Cont)

Strategic Issue: Information Management

Additional position paper has been developed on the existing SADC Protocol on matters of Immigration for SADC immigration sub-committee

Activation of Operational Centre is planned to ensure real-time support on tactical and legal matters globally

Establishing of radio communication network for NIB is being investigated, project referred to National Communication Centre (NCC) for recommendations

¹

31



Immigration (Cont)

Counter Xenophobia

Draft Counter Xenophobia strategy developed

Creation of awareness on practices that project elements of Xenophobia

Awareness created by engaging government departments and relevant stakeholders, e.g.

National Consortium on Refugee AffairsForced Migrants Working Group UNHCR NGOsLocal communities ¹


Progress on BCOCC

(Proposed model)

33



Introduction

2004 National Intelligence Estimate

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

34



Introduction

Cabinet instructed that mechanisms and processes be reviewed and consolidated

Presentation to the January 2005 Cabinet Lekgotla: Border Control and Security Framework Integrated management of the land, rail, aviation &

maritime environments Streamlining of the functions of the structures

Directly informs the process to conceptualise the BCOCC

35



Introduction

Strategic planning session

Committees to develop proposed structures and functions for the BCOCC

Presented to the BCOCC Executive Committee on 12 and 19 May 2005 National JOINTS on 30 May 2005 JCPS DG’s approved 7 June 2005 FOSAD on 23 June 2005 This presents the outcome of these processes Model:

Co-ordination & integrationDepartments retain line-functional responsibilities

36



IntroductionParticipation BCOCC has broadened participation in Govt departments to include:

Presidency National Treasury Foreign Affairs Health Agriculture Civil Aviation DEAT Transport SANDF SAPS NIA NICOC SARS

Proposed permanent structure in DHA to act as administrative support for various committees: 1 Chief Director 1 Director 8 Deputy Director 8 Assistant Director 8 Chief Administrative Clerks 8 Senior Administrative Clerks 1 PA at Senior Administrative Officer (SAO) level 1 PA at level of Administrative Officer (AO)

37



Introduction Structure to be presented to DG on 26 September 2005

Budget requested for 2005/06: R11 millionR7 million for compensation of employees2.9 million for goods and servicesR950 000 for capital assets

Provincial road shows will be embarked upon soon in order to explain the new structure of the BCOCC as well as roles and responsibilities of sub-committees and the restructuring of the BCOCC at provincial level

38



Mandate

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

39



Strategic Functions

BCOCC should have the following strategic functions

Harmonise & implement legislative & policy frameworks Advise policy makers on the border environment Develop and implement National Border Control and Security

Strategy Develop and maintain ports of entry, bases & borderline Co-ordinate securing of ports of entry, bases & borderline Improve legal flow of persons and goods through ports of entry

Promote trade, tourism and development Co-ordinate law enforcement actions to combat illegal activities Compile and manage budget for BCOCC strategies

40



NATIONAL

Model

BCOCC EXCO

Legal and Policy Committee

Aviation Committee

Land and Rail Committee

Maritime Committee

Development Committee

National Border Control Centre

StrategicAdvisory Committee

PROVINCIAL

LOCAL

41



Model

National Level

BCOCC EXCO


Aviation Committee


Maritime Committee



StrategicAdvisory Committee Strategic management of the border environment

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

42



Model

National Level

BCOCC EXCO


Aviation Committee


Maritime Committee




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

43



National Level

BCOCC EXCO


Aviation Committee


Maritime Committee




Model New structure to be established and resourced Hub of the information flow Centralising day-to-day flow of tactical and operational intelligence and

information Channelled by the centre to the relevant operational structures Dedicated capacity will be required

44



National Level

BCOCC EXCO


Aviation Committee


Maritime Committee




Model Acquisition, provision and

maintenance of infrastructure & ICT for BCOCC functions

National Department of Public Works the custodian

Road maps for land, aviation, maritime and rail ports of entry, bases & borderline

Advising Exco on infrastructure matters

Managing BCOCC infrastructure projects

Developing and implementing the interfacing and integration of ICT systems

45



National Level

BCOCC EXCO


Aviation Committee


Maritime Committee




Model

Ensuring activities of BCOCC within the relevant legislative framework and mandates

Departmental legal experts & policy makers

Harmonisation of all domestic and international legal instruments

Advice on draft legislation and Cabinet Memoranda

Development of policy

46



National Level

BCOCC EXCO


Aviation Committee


Maritime Committee




Model

Managing national border environment in each sector

Cross-border liaison Compiling and implementing

standardised national security plans for each sector

Monitor implementation of the strategic plans in each sector

Monitor compliance with BCOCC projects

Interact with other committees

47



StrategicAdvisory Com

Model

BCOCC EXCO

PROVINCIAL

LOCAL

Land & Rail

Legal & Policy

NBCC

Aviation

Maritime

DevelopmentSECRETARIAT

48



Flow Of Information

At national level National Border Control Centre will receive information from

provincial & local committees Channel tactical and operational information to national,

provincial & local structures for action

Aviation, Maritime, and Land and Rail Committees Receive information from their respective local counterparts Collate and report to the BCOCC Exco

49



Model

BCOCC EXCO

Local Land & Rail

Local Aviation

Local Maritime

PROVINCIAL BCOCC’s

50



Provincial BCOCC

Functions Manage provincial border environment in a co-ordinated manner Implement National Border Control & Security Strategy in the province Monitor implementation of projects Co-ordinate operational activities in the province Provide BCOCC Exco with a monthly report

Provincial structures of departments to be represented on Provincial BCOCC’s

Need to Co-ordinate tactical & operational information within the province

51



Local BCOCC

Each Local BCOCC responsible for

Managing the port of entry or base in a co-ordinated manner Implementing the National Border Control and Security Strategy at the port of

entry or base Monitor implementation of the relevant strategic plan at the port of entry or base Report to the Provincial BCOCC on the situation at the base or port of entry

Each Local BCOCC will need to report

To the National Border Control Centre To the Aviation, Maritime, and Land and Rail Committees at the national level

52



Resource Implications

Departments to continue resourcing normal line-functional responsibilities

Resource BCOCC specific requirements

2 distinct spheres Attend BCOCC activities as part of line-functional work Full-time deployment of departmental role players to BCOCC structures Including establishing & capacitating Secretariat, NBCC & Development

Committee

Final costing after approval of model

Departments to factor into budgeting processes

53



Way Forward

PHASE ONE

Design of structure Strategic focus Short-term operational priorities:

Cross-border operations against transnational syndicated crime Combat illegal cross-border movement of aircraft Secure Western Cape seaboard Secure land border with Lesotho Development and extension of the national radar footprint

Conclude, if proposal approved by Cabinet

54



WAY FORWARD

PHASE TWO BCOCC Exco & Steering Committee Dedicated departmental capacity Functions audit National Level risk analysis NBCSS Strategic plan Business plans Budget

Completed by July 2006

55



Way Forward

PHASE THREERoll-out phaseFinal business plansAligning, capacitating and staffingTransversal training

Implementation after July 2006

56



Way Forward

Cabinet discuss & approve this proposal

BCOCC be mandated to proceed with 3-phase implementation of the model

Departments capacitate BCOCC as proposed


Civic Services

58



Civic Services

Strategic Issue: Capacity

Provincial and Head Office structure reviewed and finalisedNew structures to be phased in over MTEF period

We are in the process of filling 80 critical posts that have been advertised

We have reviewed existing Civic Services business processes

¹

59



Civic Services (Cont)

Strategic Issue: Citizenship Registration Campaign

The Department has embarked on a survey to determine service needs of unregistered SA citizensThe major part of the research has been completedRemaining processes for next few months include

Data capturing of collected informationAnalysis of dataGeneration of final report

Comprehensive registration campaign developedID distribution strategy formulated and implemented in Provinces¹

60




Strategic Issue: Citizenship Registration Campaign

Electronic registration of citizens implemented at 73 hospitals

Registration since launch57 671 births registered17 635 deaths registered

¹

61



Civic Services (Cont)Strategic Issue: Promoting national security and protecting the rights of citizenry

Core business of Civic Services is identification and confirmation of status in order to issue enabling documents

DHA has given inputs to the SA Law Reform Commission on the issue papers regarding a single Marriage Act. The report recommends four options of which one is single legislation for marriages

Process held in abeyance pending the finalisation of the Constitutional Court Case on Homosexual marriages (Fourie and Bonthuys / Minister of Home Affairs and Gay and Lesbian Equality Project / Minister of Justice)

Both cases were heard on 17 May 2005 and judgement was reserved

Public awareness / educative campaigns on fraudulent marriages successfully launchedEnquiry desks established at provincial offices and onlineThe Department publishes to internal and external media details of cases relating to fraud

and corruption

Additional measures to combat fraudulent practices with regard to birth and death registration implemented

¹

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Strategic Issue: Enhancing service delivery

To enhance the efficiency of National Population Register

The Department has embarked upon a Reverse engineering exercise, which seeks to rewrite the National Population Register and have it as an integrated system that includes the Movement Control System

We will also be in a position to document the integrated system concerned

¹

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Digitisation of all fingerprint recordsDHA has exceeded the anticipated 65 000 records capture per day to

70 000 to 85 000 per daySuch achievement represents about 700% increase from the original

AFIS daily capture of 5000 recordsSince inception of BRC in April 2005 to 31 August 2005, 5 957 101

records were scanned This brings the total number of scanned fingerprint records from 1999

to 31 August 2005 to just over 10.3 million

¹

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Investigation into the introduction of permanent unique ID number has been completed. Legal concerns raised are being addressed.

The desired state of business processes has been mapped, and progressively introduced. WorkflowPilot SMS Service [Passports] being implemented

¹


Service Delivery

66



Service Delivery

Strategic Issue: “Client is always right” campaign Launched to formally address service delivery provided in front offices of

DHATraining manual has been developed on how to treat clientsMassive training interventions conducted country-wideCurrent service standards have been reviewed

Uniform name tags for Head Office staff are available.Tender for name tags for provincial staff has been awardedManufacturing in process

Working of flexi hours introduced at all officesOffices to be open on Sundays in preparation for Local Govt elections

¹

67



Service Delivery (Cont)

Strategic Issue: Capacity

Ten-year rollout plan of DHA representation abroad, with particular focus on Africa and countries of the South, in placeNew missions for 2005/06 financial year: Kigali, Cairo, Dubai, Havana, Kuala Lumpur, Manila, Tel Aviv, Bangkok, Geneva, and Bujumbura

Presence at missions already expanded from 21 to 51

Ten (10) missions to be opened each financial year¹

68



Service Delivery (Cont)

Strategic Issue: Decentralisation of functions to Provinces

Appointment of Provincial Managers in process Issuance of work permits to be centralised at Head Office Structure reviewed to align with strategy

Workshop to be conducted on 26 Sep 2005 Regional IT managers trained, able to support BAS and other

systems at provincial level

Strategic Issue: Availability of 24 hour Client Service Centre

Pilot Client Service Centre (CSC) in place¹

69



MONTH NEW CASES HIGHESTFREQUENCY

MINISTERIALENQUIRIES

Received Finalised ID Passports Certificates Received Finalised

NOV 04 670 830 199 171 163 5

DEC 04 640 588 144 136 122 8

JAN 05 951 676 153 207 273 25 15

FEB 05 878 775 129 229 154 33 23

MAR 05 734 788 135 137 294 71 60

APR 05 762 689 197 138 255 59 46

MAY 05 972 969 246 223 173 47 53

JUN 05 794 737 233 122 254 44 46

JUL 05 1005 794 339 107 290 65 11

AUG 05 1019 809 324 112 315 103 31

TOTAL 8425 7654 2099 1582 2293 460 285

CLIENT SERVICE CENTRE STATISTICS

NEW CASES


Leadership and Management

People

Infrastructure

Finance & Logistics

Dealing with Corruption

Information Services

71




CAPACITY

Numbers

Competencies : knowledge, understanding, skills, behavior and attitudes

Infrastructure

72



Leadership and ManagementStrategic Issue: Leadership

OBJECTIVE: To strengthen Leadership and Management team to promote good governance in the Department

PROGRESS: 27 SMS posts ( 5 DDG’s and 22 other posts filled by 5 July 2005) In process of filling posts of Provincial Co-ordinator, Provincial Managers and Chief Directors:

Civic Services

In terms of development,

5 Home Affairs managers have participated in the DPSA Khaedu Project By the end of the 2005/06 financial year all SMS members would have attended the course

Financial Management for non Financial Managers A workshop on performance management, development and productivity was held in August

2005 to inculcate the culture of performance in the Department and these workshops will be rolled out to provinces within the current financial year

¹

73




Strategic Issue: Communication

Capacity

Internal and external Communication strategies developed and approved

Capacity increased with filling of five management posts

Capacity at operational level still inadequate¹

74



Communication (cont)

Campaigns and launches Lokisa Ditokomane popularised to sensitise the public about the need

for correcting their Home Affairs documents Print and electronic media utilisedThe campaign had positive impact with 27334 people visiting regional

offices to rectify their documents

Check your marital status campaign launched to create awareness of fraudulent marriages Public encouraged to verify marital statu. Impact of campaign reflected by 23019 visits were recorded throughout

Home Affairs offices

75




Publication of one million copies of the “Know your Home Affairs” Services Booklet.Distributed to regional offices, ports of entry, toll gates and MPCCs

Release of the SAMP report to assist in identifying causes of staff dissatisfaction and assess the quality of services rendered by the Department

Launch of the National Immigration Branch to professionalise the exercising of movement of control of foreigners in South Africa as regulated by the Immigration and Refugee Acts

Launch of the Mobile Units for the improvement of access to services

76




Communication Mediums

Government portal which enhances public’s access to Home Affairs services was edited. Initially, 88 Home Affairs services were posted on the website but later consolidated into 46 to address duplications

Intranet launched to intensify internal communication

Publications such as Home Blitz and Home Affairs also exist to inform internal and external stakeholders

77




Added to these campaigns, the Department’s key messengers have been taking part in a number of interviews in the media to relay the Department’s position on a variety of topical issues

These are complemented by media inquiries received daily by the Media Liaison unit. Approximately five inquiries are handled daily

Public perception about the Department has changed from largely negative to somewhat positive, particularly owed to rapid response mechanisms put in place to deal with issues as they arise

In acknowledging its mistakes and challenges, the Department has displayed a level of transparency to the public and that measures are being put in place to confront those challenges

78




Strategic issue: International Relations (IR) Department has experienced a significant expansion in its international relations Is benefiting in many fields here from & is contributing towards SA foreign policy

objectives A new Chief Directorate: International Relations established to manage these

initiatives Foremost examples of such engagements are:

DRC Appointed a permanent project manager in Kinshassa Established two training centres in DRC Offering IT training programmes – are expanding training to Immigration and

Civic Services functional matters Providing equipment – e.g. computers & uniforms Exploring development of mobile units with assistance of donor funding

79




• SudanAssistance with rollout of “Power-sharing Agreement” (Population Register aspects)

Direct neighboursBorder management issuesMatters relating to irregular movement of undocumented migrantsVisa requirements (e.g. abolition of visa requirements between SA and Mozambique)

SADCStandardisation of legislation & proceduresComputerisation of ports of entryConsular issues

Other countriesExchange of expertiseDealing with specific mutual problems (e.g. child trafficking, fraudulent travel

documents, etc) International organisations

Investigating African passport (AU) Involvement in “Draft Framework on the Movement of Africans in Africa” (AU) Immigration and refugee matters (UNHCR & IOM)

80




Strategic Issue: Integrated Governance

DHA is:A member of five FOSAD clustersComplying with cluster reporting requirements and cluster priorities are

fed into departmental decision-making processesDHA Strategic Plan is aligned with Government POASpecific focus on Presidential Nodes in terms of the Urban Renewal

Strategy (URS) & Integrated Sustainable Rural Development Programme (ISRDP)

Expansion of service delivery at MPCCsInvolvement in Provincial and Local level co-operative governance

structures has been impeded by capacity constraintsNew appointments recently made in IG Unit – will enable wider

participatory spread¹

81



People

Strategic Issue: Resourcing strategyObjective: To ensure that the Department is optimally resourced (numbers)

573 of the 898 posts have been filled and the remaining will be filled before the end of October 2005

Succession Plan strategy, Recruitment and Selection as well as Career Management and Development strategies have been drafted

Strategic issue: People developmentObjective: To develop the relevant skills and competencies at all levels

505 interns under going training and experiential learning in IT, Immigration, Civic Services, Internal Audit, etc.

¹

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People

Strategic issue: People development

OBJECTIVE: To develop the relevant skills and competencies at all levels

PROGRESS

Training Immigration officers – 59 trained, 59 currently undergoing training Middle Management Development Programme levels 9 to12 - 178 Generic skills- Human resource, labour relations, skills development facilitation. Civic Services - 83 Computer Training – 280 Foreign mission training – 26 trained Customer care – 233

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People

Strategic Issue: Employee WellnessObjective: To enhance employee morale and well-beingPROGRESS: An integrated Wellness Programme of action has been developed focusing

on employee well-being (HIV/AIDS and other life threatening diseases, Sports and Recreation)

Strategic Issue: Employee RelationsObjective: To inculcate the culture of zero tolerance to corruption and

improve conduct and a strong work ethicPROGRESS: Eradicated backlog - from July 2004 Policies and procedures aligned in support of counter corruption and zero

tolerance culture ¹

84



Infrastructure

Strategic Issue: Office Infrastructure Bringing world-class DHA services closer to the people

Survey to determine office location has been contracted out and is currently being implemented. Study is aimed at obtaining overall picture of country-wide spread of DHA offices and services, includes existing and proposed DHA offices

Phase 1 finalised – insight into where existing and planned offices are and whether they fulfill needs of the people

Phase 2 commenced on 9 Feb 05 – detailed spatial analysis to establish accessibility of DHA offices in Eastern Cape. Will also assist with decision on placement of mobile units and location and routes to be used

CSIR submitted finalised EC report on 18 July 2005Methodology used during pilot to be rolled out to ProvincesFinalisation of project is scheduled for 18 November 2005

¹

85



Infrastructure

Strategic Issue: Office Infrastructure Policy to determine the radius of optimal office proximity utilising survey

resultsSet of norms and criteria developed that took into account road

network, physical barriers, etcSet of norms used as criteria to determine catchment areas of

population to be served and locate optimal location of additional facilities

Study also provides for profiling of the clients in the catchment areaNumber of population taken into account to determine facility to be

established, e.g. population of less than 20 000 will be served by a mobile unit

Current office needs have been included in MTEC submission in terms of budget requirements

¹

86



Infrastructure

Strategic Issue: Office Infrastructure

Repair and Maintenance Programme (RAMP 2) for 2005/06 consists of 16 officesDHA presented business plan on 21 July 05Treasury will consider additional funding based on the business plan

and expenditure ratio until end of September 2005First office finalised under RAMP is Giyani

New state-of- the-art office built at Khayelitsha Construction of Phutaditjaba and Sebokeng offices to commence in 06/07 Galeshewe Satellite Office in Northern Cape opened in Aug 2005

¹

87



Infrastructure

Strategic Issue: Development of norms and standards for DHA offices Upgrading of offices to acceptable standards of excellence in terms of

condition, location, equipment, staffing and securityInternal corporate signage distributed to Provinces during July 2005Tender specifications completed for external signageCorporate manual in terms of standards in place

Provision of IT infrastructure, equipment and systemsProject involving upgrading of rooters, switches and re-cabling to be

finalised by end of Sep 2005Foreign offices to be finalised by January 2006Upgrading of old equipment in all offices are taking place

¹

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Infrastructure

Strategic Issue: Development of norms and standards for DHA offices

300 vehicles purchased and provided to Provinces

Internal Security Policy draftedSOPs on vetting and Emergency Evacuation Plans have

been developedPhysical security appraisals conducted in consultation with

NIA and SAPS¹

89



Financial and Logistical Management

Strategic Issue: Financial and Logistical Management

All financial delegations reviewedCompiling of financial manuals at advanced stage

BAS implemented at 146 offices

Procurement policy drafted

Revised cell phone policy drafted

Negotiation already entered into with banks to deal with revenue collection ¹

90



CorruptionStrategic Issue: Capacity Chief Directorate established in 2004 Capacitating of management cadre has commenced. Following appointments were made:

Director: Security 20 Security Officers 4 Vetting Officers 4 Investigators

Interviews for post of Director: Counter Corruption conducted. Suitable candidate identified. Post to be filled soon.

Capacity of Compliance Audit Unit has been increased Process to activate other units, i.e. Forensic & Risk Management in progress Structure of Internal Audit under review – to be upgraded to Chief Directorate Some of the work has been co-sourced (external resources acquired on contract basis) Strategic Issue: Counter Corruption

Implementation of Counter Corruption Plan

Relevant business processes reviewed and optimised in terms of NIB and Civic Services ¹

91



Corruption

Strategic Issue: Counter Corruption

Approved Whistle-blowing policy is being introduced to all DHA employees with effect from 9 May 2005

Confidential toll-free number was activated (internal use) Contents of Counter Corruption Plan is communicated together with

implementation of Whistle-blowing policy Awareness campaign to be launched shortly to educate and inform staff

and public about the evils and consequences of corruption

Partnerships in fighting corruptionSound relations and excellent co-operation with other stakeholders

exist, e.g. NIA, SAPS, Directorate of Special Operations (DSO), etc.¹

92



CorruptionStrategic Issue: Improve Security

Security vetting of employeesTop management vettedVetting of other staff progressing wellAll service providers screenedIntroduction of pre-employment security screening for new incumbents

Improvement of physical security at all offices (including MPCCs, mobile units, ports of entry)

Biometric access control system installed at Head Office as well as 24 hour control room

Physical security appraisals conducted at most offices Internal Security Policy drafted Master Security Plan in process of being drafted Tender for security services at final stage ¹

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Corruption

Strategic Issue: Risk Management

Risk Management strategy reviewed and updated

Risk Management Committee put in place at Head Office

¹


Information Services

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Electronic passport

The world is going e-passport, South Africa can’t afford to stay behind

Cabinet memorandum has been drafted after internal discussions and consultations

Further consultation with the Minister will take place

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Information ServicesID Smart Card

Inter-Ministerial Committee (IMC) has been set up to look into the issues raised by Cabinet after a memorandum on Smart ID Card was presented

A number of issues were raised by the IMC and are receiving attention. E.g. Project plan, Costs to other Departments, Operational Model, etc. 90% of the issues raised have been addressed

Way forward: A comprehensive report will be submitted to the IMC before the end of September 2005, after which the Department will be given direction by the IMC and/or Cabinet

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Strategic Issue: Corporate Information Management Development of EDMS

Phase 1 completed: Automating of processes around births, marriages and deaths

Phase 2 to be completed in 2005/06 financial year: focus on rolling out EDMS to rest of DHA business processes

The Department has contracted a service provider to implement Data warehouse in order to generate Business Intelligence. Significant progress has been made so far on the project, and the target of March 2006 will be met.

Master Information Systems Plan has been initiated and is at advanced stage Disaster Recovery System is being implemented, the major part of which is

HANIS DRS, which will be hosted at SITA. This additional capacity will also help reduce the backlog.

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Strategic Issue: Corporate Information Management

IS Security Policy is in place.• Sub-policies, operational procedures and practices are being developed and

implemented

Computerisation of officesThe majority of offices identified in the previous year for computerisation within

the country have been computerisedAdditional offices identified for connectivity in this financial year will have been

connected by the end of the financial year with the exception of foreign officesA joint tender between DFA and DHA has been awarded for the connectivity of

foreign offices. This will greatly improve the services we render in foreign offices. SITA will be contracted to deliver certain aspects of the solution

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Strategic Issue: IT Governance Framework

The Department has developed the IT Governance Framework and guidelines. These form the cornerstone of IS service and advances compliance

Skills development The department has appointed 23 IT/IS interns, five of which left for

employment in the ICT industry The Department is in the process of appointing and absorbing the remaining

18 IS/IT interns The next IS/IT interns intake is targeted at 30

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IS Capacity building

The IS structure has been reviewed. The proposed one is informed by the challenges facing the Department

Final decision on the structure will be arrived at after the workshop for the overall Departmental structure has been held [target:26September 2005]

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SAMP REPORT

There is a marked change in mood in client perceptions on DHA service delivery Findings of a scientific and independent customer satisfaction survey:

SAMP results indicate that very few customers are of the opinion that that corruption was a substantial problem in DHA

Perceptions and experiences of service delivery Majority of respondents positive in terms of fair treatment and minimal

discrimination in how different groups were treated Perceptions and attitude of DHA staff

Customers felt perceptions and attitude of DHA staff were extremely positive

Satisfaction on customer service 87% of citizens and 92% of non - citizens satisfied with service received 85% citizens and 92% of non - citizens satisfied with overall customer

experience as a customer Survey results generally reflect positive disposition towards DHA service delivery

following Turnaround Strategy interventions

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In Summary

Focus is now on action and results Dynamic top management team in place and driving implementation You cannot manage what you can’t measure

Focus in 2005/06 is on implementationTo ensure implementation takes place, an accurate and vigorous monitoring

and evaluation system is requiredCritical to measure quality and not only adherence to time framesIn process of improving our M&E tool on basis of experience gainedWorking towards a real-time system that will entail a continuous desktop view

of our service delivery country-wide and will enable intervention where required

Alignment with Govt-wide M & E system


New Contract Specifications with Lindela

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New Contract Specifications With Lindela

The Department has a contract with BOSASA for Lindela holding facility The three year contract is ending on 30 September 2005 Competitive bids have to be requested in terms of Supply Chain

Management to ensure transparent procurement of services The Department has issued notice of termination of the contract as required

in June 2005 (three months notice) In June 2005 the Department published a tender for holding facility The tender closed on 25 July 2005 Only three bids were received Included in the three bids was the bid of the current service provider,

BOSASA The bids are evaluated by the Bid Evaluation Committee and are

adjudicated by the Bid Adjudication Committee

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New Contract Specifications with Lindela

The tender specification (attached to document pack) It is drawn up in terms of the requirements of tendering The spec provides for a particular legal framework that governs procurement

of goods and services in the public sector This specific tender is aimed at fulfilling the requirements of section 32(2) of

the Immigration Act, 2002(Act 13 of 2002) Section 34(1) of the above Act, in particular, deals with the detention and

deportation of illegal foreigners Other legal aspects of tendering are sourced from General Conditions of

Contract issued in terms of the PFMA,1999 (Act1 of 1999), Framework for Supply Chain Management promulgated in the Government Gazette, No 25767 in December 2003, Special Conditions of the Contract as well as the PPPFA,2000 ( Act 5 of 2000)

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The PPPFA require that a tender of this magnitude should be evaluated on the basis of 90/10 preferential points

90 points are allocated to bids in the proportion of 40 points for functionality/technical compliance and 50 points for compliance in terms of price

The 10 remaining points are set aside for promotion of specific social goals of government

Special goals include BEE status of the bidder including equity aspects such woman and disability

It is essential to note that all tenders are evaluated in a manner that promotes the empowerment goals of Government especially to the PDI or HDI.

The above criteria for evaluation is but one form of evaluation

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Other aspects/conditions of the tender specifications include:

Responsibility for the project performanceInterpretation of the requirementsBid documentation and informationDepartmental discretionBid negotiationPricingConfidentialityTax clearance certificate submissionContract administrationGeneral information

Purpose of the tenderBackground informationDuration of the contractAvailability of the facilityFood AdministrationGeneral aspectsTermination of serviceAlteration of the contractSub-contractingPaymentsInspection of the facilityTask directiveEvaluation criteria

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Other aspects/conditions of the tender specifications continued…. Security clearance of the company and reference check of staff Extraction of the PPPFA requirements Company profile Service Level Agreement Information session Contract information

The above aspects are comprehensive in nature and allow the bidder access to information on what the requirements and conditions of the tender are. The Service Level Agreement deals with finer specifics and details of managing the contract by both parties. It is normally entered into once the tender has been awarded to the successful bidder. Details of the specifications are available to members for perusal.

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2010 Soccer World Cup Discussion with Germans

Germany is preparing for the Soccer World Cup 2006Approach focuses on the prevention of unwanted persons from entering and co-

operation with neighbouring countriesConcluded bi-lateral agreements that focused on sharing of data and police co-

operationTicketing system is linked to visa systemOrganising Committee is responsible for the ticketingEstablished a National Co-operation Centre to plan and co-ordinate the eventNational Information point – with names of all persons who have a football stadium ban

- will manage hooligansTicketing system replaced entry system for persons exempt from visa controlWill use normal screening processes for visa issuanceNo additional personnel to be appointed, might be required to work extended hours, if

necessaryImportant to streamline the visa process – opportunity to market a countryDeveloped a Protocol Document on how VIP and official participants should be treated

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Discussions in Greece Greece hosted the Olympic Games in 2004 Preparation took 5 years with markedly increased security related costs due to purchase of latest available

equipment and training Based planning on information (intelligence) received Centre for Study of Security was established to gather information on lessons learnt during preparations 77 different departments worked together to co-ordinate event Approach was similar to that of the Germans Members of Olympic family were accredited using the same screening process for visas and issued with

security cards Border and passport control concentrated on co-operation with neighbouring countries Issuance of visas at ports of entry limited to those who met normal requirements and had good reason for not

obtaining visa beforehand Checks at ports of entry were increased and personnel doubled All ports of entry had access to internal internet system containing information on regulations as amended for

the Games Improved layout of airports and borders Invitation extended to their Director of the Security Centre and small delegation to visit RSA to adapt the

security framework used during the Olympic Games to the SA context

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Discussions with UKPurpose of visit was to gain knowledge on how to deal with soccer hooligansScreening process concentrated on individuals with a known history of

football related violenceCompiled country profiles to assist in this regard, concentrating on EU and

South American countriesObtained advanced passenger information by placing ALOs at strategic ports

of entry and preventing unwanted persons from leavingDeployed extra police teams at ports of entryExempted some countries from visa control to cope with increased number of

visitorsControlling soccer hooligans by preventing them from leaving England

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2010 Soccer World CupImportant to note that: SA to customise information gained from mentioned countries to suit our purposes Special attention should be given to how the signing of the SADC Protocol on Free Movement of People will

influence planning for Soccer World Cup 2010 JCPS Cluster departments to provide reports by December 2005 on state of readiness with regard to 2010

World Cup Preparations DHA participating in Inter-departmental Committee Local Organising Committee is in process of determining if SA legal framework is condusive to support World Cup

(WC) Former Minister of Home Affairs guaranteed FIFA in March 2004 that all required visa needs for the entire FIFA

delegation, affiliates and other delegations under FIFA banner will be issued unconditionally, provided these persons are not prohibited according to legislation

Legal Services are attending to questions relating to guarantees DHA to consider technical aspects of FIFA request that guarantees do not lapse immediately after 2010 WC – may

be extended for certain period DHA requested FIFA to provide reasons for this request DHA operational planning for 2010 WC will commence once legal framework and technical aspects have been

finalised


Issues raised by SCOPA

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Briefing On Issues Raised During SCOPA Meeting

The Department appeared before SCOPA on 25 May 2005 It is common course that all departments with qualified reports are

supposed to appear before SCOPA DHA and GPW had to appear due to the opinion received for 2003/04

audited financial statements DHA received a qualified audit opinion on 2 aspects and received an

emphasis of matter on one aspect GPW received a disclaimer of opinion on a number of areas of weakness SCOPA required reasons leading to the qualification, emphasis of matter

and the disclaimer of opinion from DHA and GPW, as stated above. They also probed on action taken by both DHA and GPW to rectify the

problem

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Issues for DHA

Issues for GPW

Controls at Lindela

Management of revenue

Internal audit

Debtors and Creditors

IT systems

Internal Audit

Transformation of GPW to SOE

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Controls Issues at LindelaThe length of time it took to improve controls

DHA’s reliance on BOSASA records to effect payment for the service

Failure of auditors to confirm holding expenditure of R95.5m due to incomplete dataLindela contract with BOSASA

Reasons provided and corrective measures takenCapacity problems and 76 posts created of which 49 are filledSegregation of duties applicableIT systems for admission are in place24 hour service by DHA staff

Capacity problems and solution has been provided as stated above

Lack of reliable records and the situation has improved. No audit query this year

Tender issued and dealt with as already stated

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Management of revenue issuesImplementation of BAS at all offices

Failure to account for deposits in the books of the Department

Reasons provided and corrective measures takenBAS was not implemented at all offices Implemented in all 146 targeted offices as at 31 July 2005

Lead time to process receipts after banking and implemented BAS will resolve the problemBanks are currently assisting in installing a system that will facilitate reconciliation and detection of fraud timelyTreasury involved in the review of tariffs project

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Internal audit matter of emphasis issuesAG could not rely on the work of Internal Audit due to number of reports completed

Failure to submit reports to the AG on completed assignments

Reasons provided and corrective measures takenCapacity problems due to failure to attract suitable skillAd-hoc assignments delayed execution of planned auditsPosts have been upgraded and suitable staff have been recruitedAd-hoc assignments have been outsourced where no capacity existPast reports have been completed and 2005/06 will reflect improvement Misunderstanding resolved and AG is provided with reports

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GPW ISSUES

Management of debtors issues

Debtors book too high and slow pace of recovery

Reasons provided and corrective measures takenThere was no capacity to follow up on outstanding debtsClient departments were not settling accounts timelyTwo sections established, one to take on debts and the other to collect debtsAdditional staff has been recruitedProcedures improved drasticallyCollection has improved by 68.8% by 31 March 2005 - only R39m of the R137m remains uncollected due to lack of supporting documentation

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GPW ISSUES

Failure to comply with supply chain management (SCM) requirements

AG could not rely on Internal Audit function

Reasons and corrective measures taken

There were problems with staff shortagesManagers have been adequately trained in SCM SCM is operational since April 2005 and will be fully functional by December 2005There was no dedicated Internal Audit component at GPWThe component has been established and staff has been recruited

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GPW ISSUES

IT systems of GPW were not reliable and as a result information was compromised due to breakdown of controls

Conversion of GPW to SOE

Reasons and corrective measures taken

IT was outsourced and no internal officials available who could work independentlyDHA IT intervened and they are supporting the IT system of GPWThe challenge has been overcome

The Ministerial advisory Committee has finalised the business model and would present its report to the Minister

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Questions and Comments

department of home affairs presentation to the portfolio committee on home affairs 13 september 2005

Documents

immigration strategic

strategic plan slide

immigration regulations

urs slide

act strategic issue

year plan

progress report

progress feedback