DHA Budget Vote (2004/05) Briefing of Portfolio Committee on Home Affairs & Select Committee on Social Services 1 June 2004

Introduction Briefed Members of Portfolio Committee on Turnaround Strategy Positive response Today - indicate how Strategy has been operationalised and progress made to date Introduction Chairperson and Members of the Committee Earlier this year we briefed Members on our Turnaround Strategy. You responded positively, with the key request being that we should move quickly in operationalising the Strategy. In this presentation I intend to highlight to Members what we have done to do exactly this. In addition, I would like to flag the progress that we have made since late last year. Because of time constraints I will concentrate on the most crucial elements of the Strategy.

The Turnaround Strategy Wide range of interventions Project Teams established Programme Manager seconded from DPSA Three external consultants appointed to provide project management assistance and change management advice TA Strategy incorporated into 2004/05 - 06/07 Strat Plan & Bus Plan Budget re-prioritised Today highlight interventions re people, infrastructure, technology, service delivery, corruption, immigration and civic services Our Turnaround Strategy was only developed in September last year. It includes a wide range of interventions across all the Department’s activities. Our Turnaround Strategy has been established as a programme and project teams have been established for each of the focus areas - some 64 in total. The programme office and projects teams consist primarily of internal staff members, with some external support in the form of a programme manager seconded from the DPSA and three consultants who focus on providing project management and change management support. We have incorporated our Turnaround Programme in our Medium Term Strategic and Business Planning – setting clear deliverables and timelines, as well as re-prioritising our budget. I would like to focus on the progress that we have made in the three areas of critical capacity namely People, Infrastructure and Technology. In addition I will refer to the work we have and are doing in relation to Service Delivery, Corruption, Immigration and Civic Services.

People New structure and establishment approved Increase from 7,500 to 11,700 posts Key elements of new structure National Immigration Branch Service Delivery Branch Chief Directorate Counter-Corruption and Security Provincial management and support Financial and logistical management capacity Strengthening of strategic and integrated governance support People Our previous Minister approved a new organisational structure and establishment for the Department in March this year. It is designed to lay the basis for building the necessary capacity and focus for effecting the interventions we have planned. Our new establishment provides for an increase from 7,500 posts to 11,700 posts. Key elements of the new organisational structure are the establishment of a National Immigration Branch, a Service Delivery Branch, responsible for co-ordinating the work of our frontline offices at home and abroad, the creation of a Chief Directorate Counter Corruption and Security, the establishment of provincial management and support capacity for the Department, the upgrading of our financial and logistical management capacity and the strengthening of our strategic management and integrated governance support.

People Urgent measures for capacity increase Filling SMS posts – 3 Directors, 2 DDGs Advertised additional management posts Fill 1,000 posts within next couple of months Introducing learnerships and internships in 2004/05 Revising our training curricula and capacity Project to improve morale and organisational cohesion Sporting and cultural programme We intend populating this new structure over the next three to five years, but urgent measures have been put in place to significantly increase our capacity over the short term. We have begun the process of filling long-vacant senior management positions. Already three director posts have been filled and we have completed shortlisting for two DDG posts. This weekend we advertised a number of additional management posts. We have established a personnel recruitment and replenishment project. In this financial year we plan to complete the filling of close to 1,000 new posts. More than half of these are already filled. We are putting the finishing touches on a plan to introduce extensive learnership and internship programmes in the Department during the course of this financial year. We hope to secure external funding for this purpose. We have instituted a project to completely revise our training curricula and to strengthen our internal capacity. Our plan is to ensure that all members of the Department receive comprehensive training in all aspects of the Department’s work, as well as in a range of soft skills such as client service. We have also established a project to improve morale and organisational cohesion, including a comprehensive sporting and cultural programme at local and national levels.

Infrastructure New establishment provides for significant increase in our offices and service points around the country Audit of location, condition, equipping and staffing of all offices Plan for relocation or refurbishment of all offices with DPW Worst offices identified for immediate intervention Volunteer campaign to give facelift to 50 offices Infrastructure The Department's old establishment provided for 10 regions, 33 sub-regions, 108 district offices, 123 permanent service points and 57 ports of entry. The new establishment has increased this to 12 regions, 39 sub-regions, 149 district offices, 656 service points/mobile units and 58 ports of entry. We intend phasing this in over a five-year period. In order to address the poor state of our offices around the country, we have initiated an audit of the location, condition, equipping and staffing of all our offices. A condition assessment of the government-owned buildings where we are the majority occupant has already been completed. This will serve as a basis for a planned medium to long-term relocation or refurbishment of our offices throughout the country, in partnership with the Department of Public Works. In the short term, we have identified the worst of our offices for immediate intervention. We will be conducting a volunteer campaign in which our management and staff, together with local communities, and in partnership with DPW and the private sector, will take up paint brushes and screwdrivers to give a facelift to around fifty of our offices around the country.

Technology IT Lekgotla held in October 2004 Bring the IT systems of Home Affairs rapidly into the 21st Century in line with e-government strategies Technology In October last year we held an IT Lekgotla at which we planned an ambitious IT revolution with the aim of bringing the IT systems of the Department rapidly into the 21st Century and in line with government’s e-government strategies. We call our new IT strategy – ITingwe. We highlight a few of the key elements of ITingwe here.

Extend HANIS into integrated biometric database of all persons – citizens, residents, asylum seekers, illegals HANIS Reloaded Reduce fraudulent status Design with StatsSA Comprehensive database for planning information and statistics Incorporate PR, MCS, Refugee and Illegals databases Firstly, we intend to extend the current HANIS system into a comprehensive, integrated, biometric database of all people the Department deals with – citizens, temporary and permanent residents, asylum seekers, refugees and illegal foreigners. We call this HANIS Reloaded. HANIS Reloaded will play a key part in reducing the fraudulent acquisition or changing of status. It will be designed in partnership with Statistics South Africa and other departments, to ensure a comprehensive and reliable database of all information required by government and others for statistical and planning purposes. HANIS Reloaded will incorporate the National Population Register, Movement Control System, Refugee and Illegals Databases.

HANIS 1 Close to 2 million records captured Fraudulent applications detected Back record conversion to start soon – complete in 2006 Transaction Advice on National ID Card complete Cab Memo soon on ID Card procurement New ID card within this year – rolled out over five years HANIS 1, as we now call it, is up and running, with close to two million records captured. Already the system has enabled us to detect fraudulent applications for citizenship from people already on the database as illegal foreigners or asylum seekers. We are now fast-tracking the further development of HANIS. We have initiated the electronic back record conversion of the over 30 million hard-copy fingerprints in our system, thus enabling us to progressively introduce on-line verification of status for the government and private sectors. We expect to complete this project within two-and-a-half years. In January this year we received a report from the Transaction Advisors contracted to look into the procurement model, technical and other options for the new electronic National Identity Card. We hope to initiate the procurement process shortly. We plan to be able to begin issuing the new ID card during the course of this year, and roll out the issuing of over 30 million cards over a five-year period.

Unique, permanent ID no. within 6 months Will not change with status or date of birth Preventing multiple identities Smart passport Increase passport security Speedier processing of passengers at ports of entry In the next six months we will be introducing a unique, permanent, 13-digit ID number to all people the Department gives status to. This number will not change when the person’s status changes, or when a date of birth is rectified, thus preventing people from acquiring new identity when on the run from the law, or from having more than one identity. We are also planning to introduce within the next two years a smart passport, using similar technology to the new ID card, significantly increasing the security of our passports and allowing for more speedy processing of passengers at our ports of entry.

Integrated Client Services Console Electronic live capture of fingerprints, photos, signatures, supporting documentation and applications No more dirty fingers Immediate capture into HANIS Reloaded Time and cost savings on transport and scanning Roll-out to all offices over MTEF Pilots at Lindela, Refugee Reception Centres, mobile units and selected hospitals and morgues this financial year At the front end of our ITingwe systems will be what we call our Integrated Client Service Console. This will enable us to electronically capture applications live at the point of service - including digital capture of fingerprints, photographs, signatures, supporting documentation and the applications themselves. This will mean, amongst other things, no more dirty fingers, and the immediate capture of applications into HANIS Reloaded, saving on the inordinate time and costs of transporting and scanning applications into the system at Head Office. We plan to roll out these ICSCs to all our offices and ports of entry over the MTEF period, but over the next six months plan to introduce them on a pilot basis in Lindela, thus improving our recording of illegal foreigners, at our five refugee reception centres around the country, in the fully-equipped mobile units we will be introducing in this financial year, and at selected hospitals and morgues to enable the electronic registration of births and deaths.

Electronic Document Management System On-line application processing Reduced time to issue documents Digitising of microfilm citizen records complete Digitising of black population records to begin soon – completed by 2006 In between the ICSC front-end and the HANIS Reloaded back-end will be our Electronic Document Management and Workflow System enabling on-line processing of applications, dramatically reducing the processing time for documentation. We estimate that we will eventually be able to issue an ID in 48 hours. We have already completed the process of digitising our microfilm citizen records and will shortly be beginning a project to computerise the paper citizen records, giving priority to records of the black population which, due to apartheid, are in a state of chaos, often not linked to ID numbers or to any other indexes. We expect to complete this within two years.

Service Delivery ‘The Client is Always Right’ Campaign Education programme Award system Publishing of letters of thanks and complaint 24-hour Client Services Centre Check progress of applications, unblock blockages and fast-track processes Immigration emergencies Best-practice project Queue management, signage and workflow Impose on all office within six months Service Delivery We recognise that the success of the whole range of our turnaround interventions will ultimately dramatically improve the Department’s standard of service delivery. But we have introduced a number of urgent interventions to begin making a difference immediately. We have introduced a ‘The Client is always Right’ campaign, designed to inculcate in our members the attitude that our clients must be treated on the basis that they are entitled to the service they are asking for, and in the quickest and most convenient manner. This campaign will include educational and communication programmes, but will also involve an award system for excellent service delivery, and the publishing of letters of thanks for good service delivery and letters of complaint for bad service delivery in our internal publications and website. Within the coming financial year we will institute a 24-hour Client Services Centre that will enable the public, other government departments, as well as the private sector to make enquiries about the progress of applications, and which will have the power to unblock blockages and fast-track processes. It will also serve to handle immigration emergencies, such as high-profile visitors who have arrived at a port of entry without visas. We have also instituted a project to identify best practice in the management of queues, signage and workflow in our offices, and to impose these standards on all our offices around the country. It is planned to complete this project within the next six months.

Corruption Holistic approach needed NIA-led assessment completed Counter-Corruption operational plan being finalised Partnerships with security community for tackling corrupting syndicates Improving security at offices MOU with NIA on vetting SMS by Oct 2004, middle management by 2005, all other members of staff by 2007 Capacitating new Counter-Corruption and Security Chief Directorate New management vacancies advertised Acting Director: Security seconded from NIA Corruption Our Turnaround Strategy identifies the need for a holistic approach to dealing with corruption. With the help of the National Intelligence Agency we have completed an assessment of the main causes of corruption in the Department and the interventions needed to tackle it decisively. Many of the broader elements of this assessment are already taken care of in our Turnaround Strategy. We are now in the process of translating this assessment into a concrete counter-corruption operational plan. We are developing our partnerships with the security and enforcement community to ensure an effective programme to tackle the corrupting syndicates. We are in the process of significantly improving access, physical, information and personnel security at our offices. We plan to complete the vetting of all our senior management by October this year, our middle management by October next year, and all other members of staff by 2007. In addition, we will ensure that all new members recruited as part of our urgent recruitment project are vetted before assumption of duty. We have also prioritised the capacitating of our newly created Counter-Corruption and Security Chief Directorate, and the vacant management posts in this Chief Directorate are part of those that we advertised this weekend. NIA has seconded to us as a person who is acting as Director: Security.

Immigration Committee already briefed on Immigration transformation project New structure approved DDG post to be advertised shortly. Other key management vacancies already advertised Urgent recruitment 41 Immigration Officers for JIA, 29 for CT, 23 for Maseru Bridge, 50 for Lindela, 69 Refugee Status Determination Officers Funds reprioritised for urgent equipping Project established Report due in August 2004 Funding implications to be incorporated in MTEF submission Immigration I have already briefed members on our project to transform our Immigration capacity into an effective law enforcement agency. Since our last appearance before the Committee the Minister has approved the structure and establishment of the new National Immigration Branch. We will shortly be advertising the DDG post. The other management posts are among those advertised this weekend. As part of our programme to fill around 1,000 new posts in the Department, we will be filling an additional 41 Immigration Officer posts at Johannesburg International Airport, 29 at Cape Town International, 23 at Maseru Bridge, 50 at Lindela and 69 Refugee Status Determination Officers. Through the reprioritisation of funds in 2003/04 we have acquired significant amounts of specialised equipment for our current immigration capacity. We have appointed a full-time project manager for our Immigration Turnaround Project. The project team’s report on the recruitment, training, equipping and organising of our new Immigration Branch is due to be completed in August this year. The funding implications of these recommendations will be incorporated in our MTEF submission.

Immigration Partnership arrangements being finalised IOM, UNHCR, foreign governments Bilaterals with neighbouring countries Visa and border control Partnerships on reception and re-integration of deportees Review of Immigration Act and its implementation We are also in the process of finalising partnership arrangements for assistance in the creation of this new Immigration Branch with with the International Organisation for Migration, the UNHCR and with the Immigration Services of a number of other governments. We are engaged in bilateral discussions with our counterparts in neighbouring countries from which the vast majority of illegal foreigners come to review our visa and border control arrangements, as well as to enter into partnership with themselves and with the multilateral organisations and the NGO sector to introduce the proper reception and re-integration into society of deportees in their countries of origin. This weekend we brought a small team together to review the Immigration Act. As announced by the President, we intend submitting proposed amendments to the legal framework shortly. We will also be focusing on implementation problems in both the enforcement and immigration facilitation aspects of the new dispensation.

Civic Services Permanent citizen registration campaign Outreach campaign in partnership with all sectors Register new births immediately and find those unregistered or without IDs Market ID as ticket to government and private sector services Ensure more accurate statistics Proposals shortly for urgent amendments to marriage legislation Reviewing business processes Speedier and more efficient processing of applications More effective tracing of applications in process Civic Services Obviously our Turnaround interventions in terms of overall capacity and infrastructure development, and especially our IT strategy, will play a key part in improving our services to citizens. Nonetheless, we have identified a number of urgent projects to tackle critical challenges in this area. We have decided that this should be the last time that we go into panic mode in the year before an election to issue IDs to potential voters. We have resolved to introduce a permanent citizen registration campaign to reach out to all our people who are not registered. This will involve a massive communication and outreach campaign in partnership with other government departments, with provincial and local government, as well as with the private and NGO sectors. This campaign will seek to ensure that all new births are registered immediately and all those who have never registered their births or received IDs will be found and registered. The campaign will centre not just around getting an ID to vote, but on the value of the ID in accessing government grants and other services, as well as in accessing employment, education, healthcare, and financial and other private sector services. The campaign will also ensure that the Department has accurate population statistics for government planning purposes. In the next few months we will also be putting forward proposals for urgent amendments to marriage legislation in order to enable us to deal more effectively with fraudulent marriages. We will also be reviewing all our Civic Service business processes to ensure speedier and more efficient processing of applications, as well as introducing measures to allow for the more effective tracing of applications in process while we are waiting for the full implementation of our new IT systems.

Funding Detailed business planning done - required re-prioritisation of 2004/05 allocation Detailed costing over next MTEF cycle in progress Sympathetic hearing from Treasury Fiscal constraints to Turnaround dream Concern with capacity to utilise and manage additional resources Funding As I’ve indicated, we have developed a detailed business plan for the current MTEF period. A copy will be made available. Because this plan took its final shape only over the last few weeks, we had to re-prioritise our budget for the current financial year. The CFO will provide the details. Over the next few weeks we’ll be doing detailed costing for the coming MTEF period. This will include our projections for the expansion of our establishment and the extension of our physical infrastructure. In our interaction with Treasury over the past ten months we have received a sympathetic hearing and recognition that the Department is severely under-resourced. Obviously, the severe demands and constraints on the fiscus, especially at present, have meant that we could not hope to receive the kind of funding necessary to achieve all our turnaround dreams. In addition, we understand that Treasury needs to be convinced that we have the capacity to effectively utilise and manage any additional resourcing.

Funding Measures to fast-track quick wins 2004/05 allocation More effective budgeting processes Monitoring of expenditure patterns Treasury approval in January 2004 to reallocate savings to Turnaround projects 2004/05 allocation Anticipate good progress in realising plans within allocation Urgent need for additional capacity to drive and implement Turnaround plans Additional R250 million needed for personnel in 2004/05 Agency appointed to assist with recruitment aspects In this spirit we have taken measures to squeeze every drop out of our existing allocations to ensure we begin to the put the capacity in place and to fast track the achievement of our turnaround quick wins. We have introduced a more effective and realistic budgeting process. We have also introduced measures to continuously monitor our expenditure patterns in order to rapidly reallocate savings to turnaround priority projects. In January this year we received permission from Treasury to reallocate anticipated savings in the previous financial year to Turnaround projects. We have gone all out to ensure we utilise these reprioritised funds before the end of the financial year. We believe that, in the main, we will be able to make significant progress with the allocation we have received. However, for us the key area of capacity-building lies in the urgent acquisition of additional personnel, in order to put in place the leadership to drive our Turnaround Programme and the critical staff to implement it. Our preliminary calculations indicate that for this purpose we would need an additional R250 million in this financial year for personnel expenditure. We intend raising this as part of the Adjustments Estimate. We have appointed a staff recruitment agency to augment our existing HR capacity to recruit new members of staff - but our personnel expenditure in 2003/04 shows that we have turned the corner.

Funding Turnaround Strategy will have significant financial benefits Improved revenue-generation Significant savings to fiscus Reduction in frequency of population censuses Rationalisation of expenditure on identification systems across government Alternative resourcing through partnerships Business Against Crime Foreign governments Multilaterals Financial, in-kind and capacity-building assistance Fellow depts and agencies to assist with techn support We believe that the achievement of our Turnaround Strategy will have significant financial benefits. Firstly, increased efficiencies will improve our revenue-generation capability in the fines and tariffs we levy for our various services. Secondly, the implementation of key elements of our strategy, especially in relation to our IT Programme, will in the medium to long-term generate significant savings to the fiscus through, inter alia, the reduction of the frequency of population censuses and the rationalisation of expenditure by other government departments on a plethora of identification systems with the introduction of the new National ID Card. In addition, we are engaged in a process of seeking alternative resourcing through partnerships with a number of organisations. This includes Business Against Crime - who’s Board just last week approved a package of proposals to provide us with urgent support. As I’ve mentioned in relation to the transformation of Immigration, we are also engaging foreign governments and multilateral organisations for the provision of financial, in-kind and capacity-building assistance to key elements of our Turnaround Strategy. We have also approached a number of departments to provide technical assistance & advice in a number of areas. These include Stats SA, DPSA, the Office of the Public Service Commission & the Centre for Public Service Innovation. We also intend drawing on the experiences and databases of the Department of Justice, SAPS and the IEC.

Conclusion Turnaround Strategy ambitious but necessary Positive impact on government effectiveness and image in second decade DHA can’t do it alone Request Members to support resourcing requirements Conclusion Our Turnaround Strategy is ambitious but absolutely necessary. Its successful implementation will make a significant positive impact both on government’s effectiveness and image in the second decade of freedom. It is a strategy that the Department of Home Affairs cannot achieve alone. We therefore request you to support the resourcing of the Strategy, and to work with us as we seek creative ways of leapfrogging into the 21st century and making a real difference to the lives of our people . We thank you. Siyabonga. Realeboga.