DHA ANNUAL PERFORMANCE PLAN PORTFOLIO COMMITTEE ON HOME AFFAIRS 2016/17 PRESENTATION TO THE PORTFOLIO COMMITTEE ON HOME AFFAIRS 15 MARCH 2016 1

Outline of the Presentation Aim of Presentation DHA Contribution to MTSF 2014 to 2019 Linkage between Ministerial Priorities and Medium Term Strategic Framework DHA End State Vision, Priorities and Strategic Response to Challenges Overview of the Annual Performance Plan (APP) for 2016/17 Indicators and Targets per Programme Budget Overview 2016 to 2019 Way Forward

Aim of the Presentation The purpose is to present the Portfolio Committee on Home Affairs with the: Draft Annual Performance Plan (APP) for the 2016/17 financial year. Budgetary information for the 2016 to 2019 MTEF. AND For the Portfolio Committee to provide guidance and support to assist the DHA in achieving its strategic agenda.  

DHA Contribution to MTSF 2014 to 2019 MTSF Indicators and Targets are implemented through Cluster Programmes

Govt Planning System 2029 MTSF 2024 MTSF 2019 Govt planning system informed by a long-term strategic vision and plan MTSF – 5–year expression – centred on the 14 outcomes & associated targets & actions drawn from the NDP NDP MTSF Ministerial Priorities Strategic Plan APP Link between MTSF and DHA plans DHA 5 year vision, outcomes and objectives supporting MTSF 3 Year plans to implement strategic plan with focus on Y1 MTSF 2019 MTSF 2024 2029 Following the adoption of the NDP, the NPC Secretariat and DPME were requested by Minister Manuel to prepare a proposal on the implementation of the National Development Plan . Significance – a shared long-term strategic framework within which more detailed planning can take place. Key is that the 2014-2019 MTSF be situated within the context of the long-term agenda set by the NDP

Contribution to National Development Plan (NDP) A major focus of the NDP is to confront the triple challenge of poverty, inequality and unemployment by achieving higher growth rates. A priority for the DHA is to facilitate the acquisition of the critical skills needed for economic growth and to build our own skills base. The NDP draws on international experience in pointing out that the strategy will succeed if it is led by a capable state staffed by professionals; where trust is engendered by social stability improved services and reduced corruption; and the mass of citizens feel part of the plan and economic development. The DHA could play a key role in enabling regional development by working with SADC countries to establish efficient, secure and managed migration. The inclusion of all citizens in democracy and development is enabled by providing them with a status and an identity thus access to rights and services. The modernisation programme of the DHA can reduce fraud and the cost of doing business by enabling e-government and this will attract more investment.

MTSF Priorities & DHA Commitments in support of MTSF 2014 to 2019 MTSF Priorities Based on Electoral Mandate DHA Contribution to 14 Govt Outcomes DHA Commitments in support of MTSF outcomes BMA established and fully operational by 1 April 2017 Integrated Border Management Strategy (Over-arching strategy) and sub-strategies developed and implemented to defend, protect, secure and ensure well-managed borders (2018/19) 90% of all births captured within 30 days by 18/19 National Identity System (NIS) operational (18/19) 100% of all designated ports of entry equipped with biometric systems by 2018/19 Immigration and Refugees Acts assented to and signed by the President by 2018/19 Decent work and sustainable livelihoods Education Health Rural development, food security and land reform Fight against crime and corruption 3. All people in South Africa are and feel safe 4. Decent employment through inclusive economic growth 3 DHA Premium Visa & Permit Service Centres for Corporate Account clients and their families opened 85% of critical skills visas adjudicated within 4 weeks for applications processed within the RSA 12. An efficient effective and development oriented public service Establishment of the DHA Contact Centre (2015/16) 14. Nation building and social cohesion No direct DHA commitment in MTSF

MINISTERIAL PRIORITIES MEDIUM TERM STRATEGIC FRAMEWORK (MTSF) LINKAGE BETWEEN MINISTERIAL PRIORITIES AND MEDIUM TERM STRATEGIC FRAMEWORK (MTSF) 8

Ministerial Priorities (2014 to 2019) PRIORITY MAIN 2019 DELIVERABLES 1. Complete the Modernisation Programme Integrated digital systems and re-engineered processes (NIS, immigration and related) managed and protected by the required compliment of effective professionals. 2. Establish an effective BMA Founding legislation, model and basic structures, people, processes and systems in place. 3. Upgrade key ports of entry (6) New model piloted and implemented in 6 ports of entry with significant improvements in respect of infrastructure, processes and leadership. 4. Comprehensive review of Immigration Policy Green Paper and White Paper approved and new comprehensive legislation drafted. 5. Improved client experience through leadership (Moetapele) Officials at all levels responding to client needs by demonstrating leadership through improving front and back office culture, processes and systems.

Link between Ministerial Priorities and MTSF (2014 to 2019) Outcome Sub-outcome MTSF Target Ministerial Priority DHA Target 2016/17 Outcome 3: All people in SA are and feel safe SA’s borders effectively defended, protected, secured and well- managed Integrated Border Management Agency established and operational by 1 April 2017 Establish an effective BMA BMA launched   Develop an Integrated Border Management Strategy (Over-arching strategy) to defend, protect, secure and ensure well-managed borders (2015/16) Fully implemented by 2018/19  Integrated Border Management Strategy (Over-arching strategy) approved by Minister Identity of all persons in SA known and secured 90% of all births in SA captured within 30 calendar days by 2018/19 Complete the Modernisation Programme 750 000 births registered within 30 calendar days of birth (links to development of NIS) Immigration and Refugees Acts assented to and signed by the President by 2018/19 Comprehensive review of Immigration Policy White Paper on International Migration submitted to Cabinet for approval

Link between Ministerial Priorities and MTSF (2014 to 2019) Outcome Sub-outcome MTSF Target Ministerial Priority DHA Target 2016/17 Outcome 3: All people in SA are and feel safe Identity of all persons in SA known and secured National Identity System (NIS) operational (2018/19) Complete the Modernisation Programme BMD processes developed onto Live capture Live capture for refugee smart ID cards and travel documents developed and tested   100% of all designated ports of entry equipped with biometric systems capable of processing 100% of travellers (for ports equipped with EMCS) by 2018/19  Upgrade key ports of entry (6) EMCS (full biometrics scope) developed and piloted at one port of entry  (as per signed business requirements) Feasibility study undertaken and Treasury Approval I request submitted to National Treasury (Public-private partnerships at ports) 15 selected ports of entry with improved infrastructure Feasibility study for building asylum processing centres closer to the country’s borders completed and submitted to Minister for approval

Link between Ministerial Priorities and MTSF (2014 to 2019) Outcome Sub-outcome MTSF Target Ministerial Priority DHA Target 2016/17 Outcome 4: Decent employment through inclusive economic growth   The elimination of unnecessary burdens and lower price increase for key inputs and wage goods fosters investment and economic growth 3 DHA Premium Visa & Permit Service Centres for Corporate Account clients and their families opened by 2018/19 85% of critical skills visas adjudicated within 4 weeks for applications processed within the RSA by 2018/19 Comprehensive review of Immigration Policy 2 DHA Premium Visa & Permit Service Centres established 75% of critical skills visas adjudicated within 4 weeks for applications processed within the RSA Outcome 12: An efficient, effective and development-oriented public service Increased responsiveness of public servants and accountability to citizens Improved feedback opportunities for citizens and other service users (DHA contact centre solution implemented (2015/16) Improved client experience through leadership (Moetapele) 300 managers (junior, middle and senior) trained in leadership and management development programmes to improve performance and professionalisation

End State Vision & Priorities Strategic Responses to Challenges and Strategic Responses to Challenges

DHA End State Vision The management of the DHA has developed a vision for Home Affairs which they believe will transform all the elements of the organisation - people, processes and organisation & funding model. A new sustainable model of Home Affairs must ensure that: The DHA will manage a secure national identity system that will be at the heart of security, service delivery and an efficient state. The identity and status of all persons in South Africa will enable access to efficient and affordable services. There will be interfaces with all departments and authorised private institutions. Many forms of crime will be minimised; such as identity theft, qualifications and insurance fraud and the illegal sale of land or housing. DHA services will be easily accessible through a range of secured channels, including via the internet, mobile solutions and partnerships with other departments and commercial sectors.

Immigration is used strategically and securely to achieve national and regional goals; and the documentation of legitimate visitors are facilitated rapidly. Patriotic, professional and humane officials can adequately protect the security and integrity of its people, systems, services and infrastructure. The status of asylum seekers is securely, humanely and efficiently determined; and refugees are assisted in a coordinated way by the state and NGOs. A model is found that ensures the sustainable funding of Home Affairs with a net gain to the fiscus through enabling secure e-government and e-commerce across the state and the economy. This will assist in attracting domestic and international investment. Home Affairs repositioned as a modern, secure and professional department.

Critical Challenges and Strategic Responses DHA Challenges Strategic Responses Effective and efficient management of the asylum seeker and refugee environment, including the relocation of refugee centers closer to borderlines and management of economic migrants. Develop and implement new policy and legislation (e.g. Zimbabwean and Lesotho dispensations); Partner and share responsibilities with key stakeholders; Improve dysfunctional areas such as appeals, Marabastad and deportations; Open centre near border to demonstrate multi-stakeholder approach. Overhaul of the border management environment and provision of acceptable port infrastructure. Develop new policy and legislation; Establish a Border Management Agency, Transform the permitting environment to support national interests; Pilot new management model; Infrastructure development at ports of entry; and Capacitating the inspectorate function. Historical under-funding and resourcing of the DHA. Developing and advocating a business case to reposition the DHA, including new funding and organisational options; and Phased implementation of agreed principles (e.g. working with banks). Dependency on the Departments of Public Works and SITA for timeous service delivery. Find strategic way around vested interests, such as campaigning robustly using clear evidence of consequences of poor service. Non-integration of IT systems across the DHA. Invest in the modernisation of the DHA in terms of capacity to drive the process: specialists and programme office. Lack of efficient records management in support of key civic and immigration services to clients. Phased digitisation of records using earmarked funds received from Treasury to start process through partnerships with appropriate organisations (e.g. StatsSA and employment creation funds).

Critical Challenges and Strategic Responses (Cont) DHA Challenges Possible Strategic Responses Lack of capacity in critical areas such as Inspectorate, Legal Services, Risk Management, Information Services, Counter Corruption and Security Services & Financial Management. Phased restructuring of staff according to a plan (proposed by consulting firm) so as to increase the proportion of specialists. This must be aligned with new technology and partnership model. Fight against unlawful activities. Shift resources and start building security systems around high-risk areas and processes. Improvement of governance and administration practices. Eradicate poor service delivery and promote good governance and administration which includes putting in place necessary controls, processes and systems, establishing sound leadership and management practices, adequate delegation of powers, building a strong monitoring and evaluation function and a programme office supported by reliable management information and ensuring a conducive working environment for clients and staff. Ensuring staff are appropriately trained, professional and caring with the required leadership and management capabilities. The professionalisation of the DHA through developing officials that are ethical, patriotic and professional. The structure of staffing and the compensation budget are critical steps. Training programmes and the development of leadership and management capabilities will be a key success factor. Organisational structure and operating model not in support of mandate. This will be developed with other business case options, with input from the consulting firm recently commissioned. People, processes and organisation are not secure. Build a security system to protect the DHA. This will include process and system security such as the design and implementation of a national identity system with biometric capability; as well as cadre formation, vetting, counter intelligence and cyber security.

OVERVIEW OF ANNUAL PERFORMANCE PLAN (APP) 2016/17

Number of Objectives and Targets per Programme 2015/16 Number of Targets 2016/17 1. Administration 19 2. Services to Citizens 5 3. Immigration Services (including BMA) 12 8 Total 36 32 Note: Implications of budget cuts on human resource and other resource considerations are: Decrease in number of targets from the 2015/16 to 2016/17 financial year. Scope of certain strategic targets has remained unchanged from 2015/16 to 2016/17, e.g. birth registration and smart ID card.

DHA Outcomes and Strategic Objectives Secured South African citizenship and identity. Strategic Objectives 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. Ensure that systems are in place to enable the capturing of biometric data of all travellers who enter or exit SA legally.

DHA Outcomes and Strategic Objectives 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 managed according to a risk based approach. Enabling documents issued to foreigners efficiently and securely.

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.

Indicators and Targets per Programme

Programme 1: Administration

DHA Outcome Strategic Objective Output Annual Targets 16/17 17/18 18/19 Secured South African citizenship and identity An integrated and digitised National Identity System (NIS) that is secure and contains biometric details of every person recorded on the system NIS designed and operational 1). Birth, marriage and death (BMD) processes developed onto Live capture 2). Live capture for refugee smart ID card and travel documents developed and tested Amendments and citizenship processes developed onto Live capture Live capture for refugee smart ID card and travel documents rolled out to all DHA offices Business Intelligence system for Contact Centre in place NIS operational (single view of traveller) 3). End-to-end e-Permit system developed (prototype) Roll out of e- Permit system to foreign missions Monitoring of functionality of system

DHA Outcome Strategic Objective Output Annual Targets 16/17 17/18 18/19 Secured South African citizenship and identity Ensure that systems are in place to enable the capturing of biometric data of all travellers who enter or exit SA legally Biometric functionality implemented at ports of entry equipped with the Enhanced Movement Control System (EMCS) 4). EMCS (full biometrics scope) developed and piloted at one port of entry  EMCS (full biometrics solution) rolled out to additional 28 ports Trusted Traveller programme developed (prototype)   EMCS (full biometrics solution) rolled out to all ports with EMCS Trusted Traveller system rolled out to 6 ports of entry

Annual Targets DHA Outcome Strategic Objective Output 16/17 17/18 18/19 Services to citizens and other clients that are accessible and efficient Secure, effective, efficient and accessible service delivery to citizens and immigrants Leadership and management skills provided to support Moetapele 5). Three hundred (300) managers (junior, middle and senior) trained in leadership and management development programmes to improve performance and professionalisation 300 Business case for repositioning Home Affairs as a modern, secure department implemented 6). Second phase of repositioning completed: Business case for modern, secure DHA submitted to Cabinet for approval Third phase of repositioning completed: Enabling legislation for implementation of approved business case submitted to Parliament Fourth phase of repositioning completed: Key elements of enabling legislation for modern, secure DHA implemented  

DHA Outcome Strategic Objective Output Annual Targets 16/17 17/18 18/19 Services to citizens and other clients that are accessible and efficient Good governance and administration Financial and performance information systems compliant with PFMA and Treasury Regulations 7). Annual financial statements submitted to the Auditor- General by 31 May annually Annual financial statements submitted to the Auditor-General by 31 May annually 8). In-Year Monitoring reports submitted to National Treasury by the 15th of each month In-Year Monitoring reports submitted to National Treasury by the 15th of each month 9). Annual Report tabled in Parliament by 30 September annually Annual Report tabled in Parliament by 30 September annually Annual Report tabled in Parliament by 30 September annually 10). Three (3) DHA 2016/17 and 1 DHA 2015/16 quarterly performance reports verified and approved by EXCO and signed by the DG within 60 days after each quarter 3 DHA 2017/18 and 1 DHA 2016/17 quarterly performance reports verified and approved by EXCO and signed by the DG within 60 days after each quarter 3 DHA 2018/19 and 1 DHA 2017/18 quarterly performance reports verified and approved by EXCO and signed by the DG within 60 days after each quarter

Annual Targets DHA Outcome Strategic Objective Output 16/17 17/18 18/19 Services to citizens and other clients that are accessible and efficient Good governance and administration Adequate levels of human resources for Home Affairs ensured 11). Vacancy rate maintained at 10% or below by 31 March 2017 Vacancy rate maintained at 10% or below by 31 March 2018 Vacancy rate maintained at 10% or below by 31 March 2019 Public private partnership (PPP) on improving infrastructure at ports of entry entered into 12). Feasibility study undertaken and Treasury Approval I request submitted to National Treasury Bid issued subject to Treasury Approval I approval being granted by National Treasury Contracts concluded subject to Treasury Approval II approvals being granted by National Treasury and contactor(s) on site

Annual Targets DHA Outcome Strategic Objective Output 16/17 17/18 18/19 Services to citizens and other clients that are accessible and efficient Ethical conduct and zero tolerance approach to crime, fraud and corruption Counter Corruption Strategy for DHA implemented 13). Twenty (20) awareness initiatives on ethics, fraud prevention and counter corruption conducted 20 14). 64% of reported cases for fraud and corruption finalised within 90 working days 66% 68% 15). Two (2) detection reviews / security evaluations on processes conducted to identify possible vulnerabilities to fraud, corruption and security breaches in business processes 2 16). Eighty (80) Threats and Risk Assessments (TRAs) conducted in accordance with the requirements of Minimum Information - (MISS) and / or Physical Security Standards (MPSS) 80 17). 620 vetting files finalised and referred to State Security Agency (SSA) for evaluation 470

DHA Outcome Strategic Objective Output Annual Targets 16/17 17/18 18/19 Services to citizens and other clients that are accessible and efficient Collaboration with stakeholders in support of enhanced service delivery and core business objectives Communication Strategy and action plan implemented in respect of corporate communication services, media relations interventions and public awareness activities and engagements 18). Communication strategy and action plan implemented with a focus on: Corporate Communication Services Media Relations Public Awareness Engagements   (4 publications of Ikhaya internal newsletter 12 media briefings, 6 Ministerial Izimbizo and Budget Vote Communication event 11 publications of Ministerial Home Affairs Today 2 Campaigns conducted) Communication strategy and action plan implemented with a focus on: 12 media briefings 3 Campaigns conducted) 4 Campaigns conducted)

DHA Outcome Strategic Objective Output Annual Targets 16/17 17/18 18/19 Secured and responsive immigration system Refugees and asylum seekers are managed and documented efficiently Establishment of asylum processing centres closer to the country’s borders 19). Feasibility study, including financial model, for building asylum processing centres completed and submitted to Minister for approval Further rollout dependent on outcome of feasibility study  

Programme 2: Citizen Affairs

* 2018/19 annual target to be amended with next MTSF review DHA Outcome Strategic Objective Output Annual Targets 16/17 17/18 18/19 Secured South African citizenship and identity Eligible citizens are issued with enabling documents relating to identity and status Births registered within legally prescribed period 1). 750 000 births registered within 30 calendar days of birth 750 000 * 950 000 Smart ID cards issued to citizens 16 years of age and above 2). 2.2 million smart ID cards issued to citizens 16 years of age and above 3 million 5 million IDs (green bar- coded) and passports delivered according to set service standards 3). 90% of IDs (First issues) issued within 54 working days for applications collected and processed within the RSA 90% 4). 95% of IDs (Re-issues) issued within 47 working days for applications collected and processed within the RSA 95% * 2018/19 annual target to be amended with next MTSF review

DHA Outcome Strategic Objective Output Annual Targets 16/17 17/18 18/19 Secured South African citizenship and identity Eligible citizens are issued with enabling documents relating to identity and status IDs (green bar- coded) and passports delivered according to set service standards 5). 90% of machine readable passports (new live capture system) issued within 13 working days for applications collected and processed within the RSA 90%

Programme 3: Immigration Affairs

DHA Outcome Strategic Objective Output Annual Targets 16/17 17/18 18/19 Secured and responsive immigration system Movement of persons in and out of the country regulated according to a risk based approach Border Management Agency (BMA) established and operational 1). BMA launched BMA established and operational   BMA operational with incremental expansions  Integrated Border Management Agency (Over- arching Strategy) to defend, protect, secure and ensure well-managed borders developed and implemented in consultation and cooperation with JCPS cluster departments 2). Integrated Border Management Strategy (Over- arching strategy) approved by Minister Integrated Border Management Strategy (Over- arching and sub- strategies) implemented in phased approach

DHA Outcome Strategic Objective Output Annual Targets 16/17 17/18 18/19 Secured and responsive immigration system Movement of persons in and out of the country regulated according to a risk based approach Immigration and Refugee policy and legislation reviewed 3). White Paper on International Migration submitted to Cabinet for approval   Immigration and Refugees Amendment Bills approved by Minister for submission to Parliament (subject to approval of White Paper) Immigration and Refugees Acts assented to and signed by the President by 2018/19 Physical infrastructure at selected ports of entry improved to comply with prescribed infrastructure standards 4). Fifteen (15) ports 10 ports

Annual Targets DHA Outcome Strategic Objective Output 16/17 17/18 18/19 Secured and responsive immigration system Enabling documents issued to foreigners efficiently and securely Permanent residence visas delivered according to set standards 5). 85% of permanent residence applications adjudicated within 8 months for applications collected within the RSA (Above applications refer to: critical skills (s27b), general work (s26a) and business (s27c) only) 90% 95% Temporary residence visas delivered according to set standards 6). 80% of business and general work visas adjudicated within 8 weeks for applications processed within the RSA 7). 75% of critical skills visas adjudicated within 4 weeks for applications processed within the RSA (from date of receipt of application until 80% 85% 8). 2 DHA Premium Visa and Permit Service Centres opened

BUDGET OVERVIEW 2016 to 2019

Structure of Budget Overview 2016/17 Baseline Allocation 2016/17 Compensation of Employees (CoE) 2016/17 Goods and Services

42

REVISED VOTE 5: DHA BUDGET ALLOCATION 2016/17   R'000 ECONOMIC CLASSIFICATION 7 167 140 COMPENSATION 3 216 912 GOODS AND SERVICES 2 213 448 PROV AND MUNICIPAL 1 630 DEP AGENCIES (ENTITIES) 1 721 041 DEP AGENCIES 75 HOUSEHOLDS 3 141 CAPITAL 10 893 43

COMPENSATION OF EMPLOYEES BUDGET: 2016/17 R NO. DETAILS OF FILLED POSTS PER UNIT AS AT 31 JANUARY 2016 3 121 919 553 9 566 BRANCHES 1 012 869 232 2 650 BMA 2 849 886 5 CIVIC AFFAIRS 256 653 265 848 COMMUNICATION 28 663 900 39 COUNTER CORRUPTION AND SECURITY 55 642 627 132 FINANCE AND SUPPLY CHAIN MANAGEMENT 89 472 998 268 HUMAN RESOURCE MANAGEMENT AND DEVELOPMENT 106 722 037 217 INFORMATION TECHNOLOGY SERVICES 69 951 388 126 IMMIGRATION AFFAIRS 312 597 225 884 INSTITUTIONAL PLANNING AND SUPPORT 90 315 906 131 BOARDS AND COMMITTEES 11 886 358 29 REFUGEES APPEALS BOARD 6 796 750 16 STANDING COMMITTEE ON REFUGEES AFFAIRS 5 089 608 13 44

COMPENSATION OF EMPLOYEES BUDGET: 2016/17 CONT. R NO. PROVINCES 2 097 163 963 6 887 EASTERN CAPE 245 314 931 786 FREE STATE 166 286 007 551 GAUTENG 454 366 754 1 520 KWA ZULU NATAL 253 986 526 819 LIMPOPO 282 626 509 919 MPUMALANGA 218 234 446 746 NORTH WEST 183 819 613 609 NORTHERN CAPE 100 902 565 314 WESTERN CAPE 191 626 612 623 TOTAL FILLED AS AT 31 JANUARY 2016 3 121 919 553 9 566 VACANT POSITION FOR CONTACT CENTRE 32 350 000 136 OFFERS ISSUED AND VACANT FUNDED POSTS 62 642 913 200 1. TO START ON 1 FEBRUARY 2016 37 452 649 120 2. CIVIC AFFAIRS OFFICIALS REQUIRED FOR BANKS DEPLOYMENT 14 989 866 60 3. IMMIGRATION AFFAIRS DRIVERS FOR IDENTIFIED PORTS OF ENTRY 2 755 845 12 4. NEW FUNDED POSITIONS AS FROM 1 APRIL 2016 7 444 553 8 PROJECTED SALARY BILL @ 31 March 2017 3 216 912 466 9 902 45

LESS: CONTRACTUAL OBLIGATIONS (890 962)   2016/17 R'000 GOODS AND SERVICES 2 213 448 LESS: EARMARKED FUNDS: (914 197) WAIO (436 925) BORDER POST (70 000) EDMS (10 000) PROPERTY (397 272) SUB TOTAL 1 299 251 LESS: CONTRACTUAL OBLIGATIONS (890 962) AVAILABLE FOR DISTRIBTUTION 408 289 46

GOODS AND SERVICES BUDGET ALLOCATION 2016/17 HEAD OFFICE R’000 ADMINISTRATION 576 208 CITIZEN AFFAIRS 119 990 IMMIGRATION AFFAIRS 469 518 SUB TOTAL 1 165 716 47

GOODS AND SERVICES BUDGET ALLOCATION 2016/17 CONT. PROVINCES R’000 EASTERN CAPE 22 326 FREE STATE 7 922 GAUTENG 21 734 KWAZULU-NATAL 20 264 LIMPOPO 15 181 MPUMALANGA 12 842 NORTH WEST 12 848 NORTHERN CAPE 8 656 WESTERN CAPE 11 762 SUB TOTAL PROVINCES 133 535 TOTAL 1 299 251 48

WAY FORWARD

Over the coming months the DHA will produce a business case for repositioning the DHA as a modern, secure and professional department. The following principles will guide the development of the business case. The DHA must have specific enabling legislation, so that it can secure its systems and work effectively to enable development and security. The DHA will require a sustainable operational and organisational model that can provide efficient, secure services. The funding model must increase overall public and private revenues while effecting savings that will offset the costs of a modernised DHA. Continue with the modernisation programme by finalising the WAIO scope, full automation of front and back offices and developing e-systems for immigration. Expanding the model for service delivery channels through projects such as e-Channel, the mobile live capture solution, etc. With regard to resources, DHA will need to work smarter with its available resources and “do more with less”. Initiatives such as video conferencing, VOIP and electronic document systems will be considered to ensure savings are incurred. Continue with efforts to push back fraud and corruption related activities through projects such as “BVISA MASINA”. All targets in the DHA Annual Performance Plan for 2016/17 are fully funded.

Questions / Comments