1 1 Performance of the Department of Home Affairs: NOVEMBER 2011 Presentation to Select Committee on Social Services

CONTENT Purpose of the presentation Outcomes of Government Performance Agreement of the Department Outcomes and Measurable Objectives of the Department Strategic overview of achievements Strategic priorities going forward Progress against targets Questions and Comments 2

3 PURPOSE OF THE PRESENTATION To provide the Select Committee with a strategic view of the performance of the Department against Government priorities and its strategic priorities as well as its budget To report on progress in terms of the achievement of the planned targets set by the Department To indicate the Strategic Priorities of the Department going forward

Outcomes of Government 4

5 The Medium Term Strategic Framework (MTSF) of government has twelve priority outcomes. The DHA contributes directly to three of the twelve outcomes: 1.Improved quality of basic education 2.A long and healthy life for all South Africans 3.All people in South Africa are and feel safe 4.Decent employment through inclusive economic growth 5.A skilled and capable workforce to support an inclusive growth path 6.An efficient, competitive and responsive economic infrastructure network 7.Vibrant, equitable and sustainable rural communities with food security for all 8.Sustainable human settlements and improved quality of household life 9.A responsive, accountable, effective and efficient local government system 10.Environmental assets and natural resources that are well protected and continually enhanced 11.Create a better South Africa and contribute to a better and safer Africa and World 12.An efficient, effective and development oriented public service and an empowered, fair and inclusive citizenship

6 Summary of the Department of Home Affairs’ Performance Agreement with the President Completion of all strategic information and identification projects within already defined budgets and time frames The registration of every child birth within 30 days of delivery. The issuing of identity documents to every South African 16 years and above. Improving the turnaround times for all services, queuing times and unit costs per service. Determining and improving the maximum distance for a citizen to travel to access Home Affairs services. Effective and efficient refugee management strategies and systems Contributing to the level of skills and general economic development in South Africa targets by realising a positive skills migration trend of around 50,000 migrants annually. The focus should be on critical skills shortages, supportive of the medium term strategies and government’s outcomes..

Departmental Outcomes and Measurable Objectives 7

8 The Strategic Plan is grounded on three Outcomes Outcome 1: Secured South African citizenship and identity Outcome 2: Immigration managed effectively and securely in the national interest including economic, social and cultural development Outcome 3: A service that is efficient, accessible and corruption free

9 Each Outcome will be achieved through strategies that require a number of Measurable Objectives to be met. Outcome 1: Secured South African citizenship and identity Measurable Objectives To ensure that registration at birth is the only entry point for South Africans to the National Population Register (NPR) To review the regulatory framework to manage Births, Deaths and Citizenship To issue Identity Documents (IDs) to all citizens 16 years and above To secure processes and systems to combat fraud and corruption To integrate key systems and upgrade IT infrastructure for improved security and data integrity

10 Each Outcome will be achieved through strategies that require a number of Measurable Objectives to be met. Outcome 2: Immigration managed effectively and securely in the national interest including economic, social and cultural development Measurable Objectives DHA effectively contributing to the successful hosting of the 2010 FIFA Soccer World Cup (SWC) To implement an integrated immigration management system To review the policy and regulatory framework to manage economic migration and asylum seekers To participate in and contribute towards the establishment and functioning of a Border Management Agency (BMA) To develop a Framework for a Risk Based Management Approach

11 Each Outcome will be achieved through strategies that require a number of Measurable Objectives to be met. Outcome 3: A service that is efficient, accessible and corruption free Measurable Objectives To improve leadership capacity and capability To ensure ethical conduct and a zero tolerance approach to corruption To obtain a clean audit report To increase capacity to contribute to the fight against cyber crime To develop and implement service delivery standards to improve operational efficiency To ensure effective, efficient and accessible service delivery to clients

Strategic overview of achievements 12

The National Population Registration Campaign was launched by the President and Minister of Home Affairs (March 2010). In 2010 – 2011 Home Affairs mobilised its officials, communities and its government partners at local and provincial level and among the many achievements were the following: 500, 524 babies were registered within 30 days of birth, and 445, 507 between 31 days and 12 months; and therefore 946, 031 were registered within a year. A large number of undocumented citizens were registered on the NPR; including 190, 091 late registrations of birth. A total of 724, 533 IDs were issued, 425, 774 to applicants 16 years and above ; and 228, 759 to applicants turning 16 years. Local and provincial outreach programmes were combined with innovative communication that included:  Appearance of Minister in two episodes of Generation  Public support from the Chiefs and Pirates Captains in a Telkom Challenge final  Minister in a Pampers advert to encourage early birth registration; and Deputy Minister Gigaba promoted the NPR campaign in a National Lottery broadcast. 13 Mobilising to defend identity, citizenship and the NPR

Stakeholder Forums were launched in 254 out of 282 municipalities. Stakeholder Forums include community leaders, organizations, local government and relevant Departments. The purpose of the Forums is to:  Monitor and improve the delivery of DHA services  Combat corruption related to the DHA  Coordinate efforts and communicate with communities to identify needs and assist DHA in meeting those needs. The Stakeholder Forums have extended the reach of Home Affairs into the most remote areas and to the poorest of the poor The forums have enabled people to get involved in government on their own terms. Government listens, engages and responds to real needs. 14 The launch of Stakeholder Forums across the country

Resolution of the dispute with the WAIO service provider 15 Who Am I Online (WAIO) was a project to provide an integrated platform of information systems that would greatly enhance security and efficient delivery of services. Key elements included automation of processes and live capture of biometrics which could not be rolled out because of the dispute. The resolution of the WAIO dispute paved the way for the implementation of critical projects to modernise the information technology and systems of the Department and avoided a lengthy court process. Online verification of identity to 3 rd parties Online fingerprint verification to 3rd parties enhances security and detects and reduces fraud. It can also potentially generate substantial revenue. The Department signed MOUs with SABRIC and SASSA. SABRIC connectivity to Bankserve was implemented. Stress tests for Commercial Verification was performed.

Making Civics legislation more secure and effective 16 The Births and Deaths Registration Amendment Bill was assented to and signed by the President. The amendments will:  Improve service delivery by streamlining processes, such as the registration of children by persons other than biological parents; the registration of orphans and abandoned children; and the changing of details.  Improve security, for example by enabling more stringent measures for late registration of birth; and requiring the registration of funeral undertakers.  Discourage fraud by Increasing the maximum penalty for fraudulent birth and death registration from five to fifteen years. Amendment of the South African Citizenship Act  The amendment clarifies issues that relate to citizenship by birth, descent, naturalisation as well as the loss of South African citizenship. An example is that dual citizenship will be allowed only if the other country allows it.  Acquisition of South African citizenship by birth was more clearly defined, as in the case of children born abroad to South African parents.

Expanding and improving access to services 17 Hospital connectivity  46 additional hospitals were connected to enable online registration of birth, making a total of 192 hospitals connected. Footprint expansion  The Department opened ten new service delivery points during the review period. The expansion of the footprint is part of a larger strategy aimed at providing citizens in all communities with adequate access to services. New ‘look and feel’ concept  The Department also successfully refurbished 24 offices in terms of the new “look and feel” concept adopted by the Department during Improvements include better management of space, queues, better seating and signage. Queue-management system  A state of the art queue management system was implemented in 12 offices.

A safe, secure and efficient FIFA World Cup Systems and facilities were improved and other measures taken to ensure that the following FIFA World Cup commitments could be met: 1.Visas were issued to designated persons. 2.Work permits were issued to designated persons 3.Priority treatment was provided for the FIFA delegation, teams and other persons 4.Improvement of telecommunications and information technology in the Department  Roll out of the enhanced Movement Control System (MCS) to 34 priority ports of entry and the clearing of 2,387,524 travellers – over a million more than usual.  Facilities at key ports on entry improved, such as dedicated lanes, signage and branding. Joint border clearance was introduced at six ports of entry.  A unique Event Visa was issued to fans from a number of countries.  Advance Passenger Processing (APP) introduced; and Airline Liaison Officers deployed at critical foreign airports during the World Cup.  An operations centre established to receive, to analyse and to respond quickly. 18

Steps to ensure the secure management of immigration 19 Stabilising and improving permitting  Establishment of a Centralised Adjudication Hub for processing of Permanent and Temporary Residence Permits applications ( received & adjudicated).  A new information system was introduced with track and trace and SMS notification. Introducing a Case Management System  The Case Management System within the Inspectorate was rolled out to all Inspectorate offices and provides data on the activities such as arrests, investigations, prosecutions and deportations. ( illegal foreigners were deported) Documenting Zimbabwean citizens without valid documentation  The Documentation of Zimbabweans Project resulted in applying for permits by 31 Dec. 2010; reducing the number of undocumented and fraudulent foreigners and asylum seekers; and normalising migration flows between SA and Zimbabwe.

Closing loopholes and improving laws 20 The Immigration Bill of 2010 was voted on and passed by the National Assembly at its second reading and referred to the NCOP for concurrence. Amendments to the Refugees Act, 1998 (Act No. 130 of 1998) were passed by the NCOP; and draft Refugee Regulations were developed. The provisions in the Immigration Act amendments include:  Restricting the change of status that a visitor can apply for while in South Africa; repealing provisions according a special status to immigration practitioners; and revising provisions relating to visas and permits and the making of regulations.  In general, a shift away from a compliance approach to proactive management. The provisions in the Refugees Act amendments include:  Improving the capacity, effectiveness and efficiency of status determination, such as establishing a decentralized Refugee Appeals Authority.  Closing a number of loopholes and correcting technical errors.

Ensuring ethical conduct and combatting corruption 21 A baseline study conducted on causes and scope of corruption in DHA, forming the basis for the development of strategy and for planning. Birth, marriage and death (BMD) and Permit processes were assessed and security certified and verified. 68% of misconduct cases were finalised within an average of 60 days. 130 comprehensive risk and threat assessments of facilities were conducted in terms of Minimum Information Security Standard (MISS) and Minimum Physical Security Standards (MPSS). 251 cases of suspected corruption were identified and 108 of these cases were finalised.

Implementation of Working Time Arrangement reduced overtime payments Decrease in overtime claims from R20 million in 09/10 to R10 million in 10/11 Decrease in acting allowances claims from R5.8 million in 09/10 to R1.4 million in 10/11 Filled 42% (178 of 417) of newly created posts for 10/11 Contract Conversions of 1029 Staff to permanent staff Increased workforce resulted in a significantly reduced utilization of consultants in areas where they are not necessary. In its quest to drive a performance culture and enhance organisational performance. Performance agreements have been aligned to the Department’s strategy Transformation Matters of DHA

The Department’s Leadership Forum was launched on 14 July 2010, pioneered by the Minister, thus kick-starting a dynamic process of transformational change amongst leadership. In focusing on its future leaders, and supporting governments call to invest in our Youth, the department also launched a Youth Forum in March 2011, supported by the Director General. Transformation Matters of DHA

24 Transformation Matters of DHA Human Resources: Organisational Vacancies 2010/11 Priority Posts Natural Attrition Posts Contract Positions Other Total Funded Positions  Priority Posts 2010/11: 417 identified and funded. Over 42% filled as at year end  Other posts : % filled  Equity Status in relation to placement of priority posts: Appointments per Race No of Appointments Percentage Filled Per Race Positions not Filled Total Funded Positions Africans % Coloureds % Indians31.69% Whites % Total

25 Transformation Matters of DHA Human Resources: Organisational Vacancies 2010/11 Progress as at September 2011 Priority Posts Natural Attrition Posts Contract Positions Other Total Funded Positions  Priority Posts 2010/11 : 417 identified and funded. Over 79% filled to date  Equity Status in relation to placement of priority posts: Appointments per Race No of Appointments Percentage Filled Per Race Positions not Filled Total Funded Positions Africans % Coloureds92.7% Indians41.2% Whites185.42% Total % 85417

26 Human Resources  Priority Posts 2011/12 : 1076 Identified and funded  Positions distribution organisationally : Organizational Branches Priority Posts Filled to Date Civics Immigration258 0 Information Technology 16 0 Finance3 0 Counter Corruption12 2 Total Funded Posts (57%) These priority positions have been allocated to support the need for the department to deliver our services to the public. Transformation Matters of DHA

27 Human Resources: Employment Equity March 2011 as : Race%  African84.94%  Coloured5.88%  Indian0.85%  White8.33% Total Race Percentage 100% Organisational Senior Management Level  Male40.49%59.09%  Female59.50%40.91% Total Gender Percentage100% Disability0.3% Transformation Matters of DHA

28 Customer Care Pilot Project  The Learning Academy piloted Customer Care Programme with Managers being trained in Management of Customer Service and 75 front office officials, trained in Customer Service Programme. Operational Excellence Programme  The Learning Academy’s target was to train 1000 officials from Civic Services and Immigration on standard processes. The Academy was able to train 1007, and the breakdown of that was 657 officials were from Civic Services and 350 officials were from Immigration. Need Based Intervention  In addition to that, 1000 Officials were trained in Need based Training Interventions. The Learning Academy

Improved governance and management 29 The new operating model  Previously, the Department was organised into four zones, with immigration services reporting to a central management.  The new structure is integrated and aligned to all three tiers of government, with civic and immigration functions organised under nine provincial managers. Home Affairs structures will correspond with local and provincial structures so that cooperation at local level is assured  Decentralisation of procurement and payment functions will enhanced service delivery and efficient operations in the Provinces.  The model is designed to enable managers to take charge and manage at all levels, while ensuring accountability and oversight.

Strategic priorities going forward 30

31 Strategic priorities going forward Ensuring that the Department performs a central role in national security by: Developing a cadre of disciplined, professional officials who are security conscious and caring and responsive to the needs of all South Africans. Developing leadership with the capacity to drive transformation. Building a platform of processes and systems that are secure and integrated to enable the Department to secure the identity and status of all who live in S. Africa. Implementing an operating model that is appropriate to a security Department that must deliver services effectively to every citizen and to other clients and sectors. Developing effective partnerships with communities and across all spheres of government to enhance national security and effective service delivery while transforming the department. Having the capacity to work strategically and effectively within the state, civil society and internationally. Contributing significantly to the fight against corruption.

Performance against specific targets 32

33 TARGET ANNUAL PERFORMANCECOMMENTS Measurable Objective 1.1: To ensure that registration at birth is the only entry point for South Africans to the National Population Register (NPR) 70% of all new born children registered before their first birthday births (87%) were registered (0-1yr) 0 – 30 days = days – 12 months = % of LRB applications collected are processed within 90 days applications finalised (allocated with ID numbers) within targeted turnaround times

34 TARGET ANNUAL PERFORMANCECOMMENTS Measurable Objective 1.2: To review the regulatory framework to manage Births, Deaths and Citizenship Births and Deaths Registration Act amended Citizenship Act amended The Births & Deaths Registration Amendment Bill and Citizenship Amendment Bill were assented to and signed by the President Births and Deaths Regulations amended to make provision for stringent measures (new process) for LRB cases Draft regulations finalised The Regulations were dependent on the finalization of the Amended Act and will be approved and implemented during the 2011/12 financial year

35 TARGET ANNUAL PERFORMANCECOMMENTS Measurable Objective 1.3: To issue Identity Documents (IDs) to all citizens 16 years of age and above 95% of all citizens 16 years and above in possession of birth certificates, reached through outreach campaigns, issued with an ID IDs were issued to applicants turning 16 years 95% of citizens reached through outreach campaigns, turning 16 years of age, issued with IDs IDs were issued to applicants turning 16 years

36 TARGET ANNUAL PERFORMANCECOMMENTS Measurable Objective 1.4: To secure processes and systems to combat fraud and corruption Live capture for passports rolled out to 60 regional and district offices Not achieved A new priority was achieving a settlement with the WAIO service provider. A settlement agreement was concluded with regard to WAIO contract Live capture for IDs rolled out in 60 offices (Re-issue) Not achieved Live capture for IDs rolled out in 5 offices (First issue) Not achieved

37 TARGET ANNUAL PERFORMANCECOMMENTS Measurable Objective 1.4: To secure processes and systems to combat fraud and corruption 100% of active duplicate cases resolved (new cases) as per baseline of Finalized % (29700) of pending duplicate cases resolved (backlog) as per baseline of Finalized (resolved with no need to issue ID) and (resolved and ID issued) Total resolved is

38 TARGET ANNUAL PERFORMANCECOMMENTS Measurable Objective 1.4: To secure processes and systems to combat fraud and corruption 100% of passport capturing offices compliant with new passport process (live capture) Not achieved DHA and the WAIO Service Provider have concluded a settlement agreement A business case submitted to National Treasury to access the WAIO funding 100% of offices responsible for BMD processing compliant with new BMD process Training and new BI forms rolled out and processes complied with

39 TARGET ANNUAL PERFORMANCECOMMENTS Measurable Objective 1.5: To integrate key systems and upgrade IT infrastructure for improved security and data integrity 3rd Party verification implemented for SASSA, Human Settlement and SABRIC MOU with SASSA (South African Social Social Security Agency) & SABRIC signed SABRIC (South African Banking Risk Information Centre) connectivity to Bankserve implemented Stress Tests for Commercial Verification was performed The Department of Human Settlement did not meet the readiness requirements

40 TARGET ANNUAL PERFORMANCECOMMENTS Measurable Objective 1.5: To integrate key systems and upgrade IT infrastructure for improved security and data integrity Refresh of IT equipment for 2000 devices (including 2010 priority ports of entry) completed devices refreshed Installation and line upgrade for data lines in 2010 priority ports of entry (10) and top 15 high volume offices completed 10 Ports of Entry (PoEs) data lines upgraded (as part of the New MCS project which assisted in upgrading data lines in 33 prioritised PoEs) No funding was allocated in year under review for high priority offices. The target will now be achieved within various projects / initiatives in IS, e.g. Live Capture, Phase 2 of New MCS

41 TARGET ANNUAL PERFORMANCECOMMENTS Measurable Objective 1.5: To integrate key systems and upgrade IT infrastructure for improved security and data integrity Movement Control System (MCS) integrated with National Immigration Information System (NIIS) and Home Affairs National Identification System (HANIS ) Not achieved Resolution of WAIO contract impacted on the rollout of the integration with MCS Settlement reached

42 TARGET ANNUAL PERFORMANCECOMMENTS Measurable Objective 2.1: DHA effectively contributing to the successful hosting of the 2010 FIFA Soccer World Cup (SWC) All FIFA guarantees (4) relating to DHA fulfilled by 11 July 2010: 1.Visas to be issued to designated persons. 2.Work permits to be issued to designated persons 3.Priority treatment to be provided for the FIFA delegation, teams and other persons 4.Telecommunications and information technology under the DHA Achieved

43 TARGET ANNUAL PERFORMANCECOMMENTS Measurable Objective 2.2: To implement an integrated immigration management system Amendment of the existing Immigration Regulations of 2007 in terms of Immigration Act (Act 13 of 2002) The Regulations were agreed to by the Immigration Advisory Board and awaits approval The amendments of the Regulations are awaiting Ministerial approval but has been set aside as it is contingent on the 2010 Immigration Bill awaiting Parliamentary approval Immigration Act amendedImmigration Bill of 2010 was voted on and passed by the National Assembly at its second reading and referred to the NCOP for concurrence Dependent on completion of Parliamentary processes

44 TARGET ANNUAL PERFORMANCECOMMENTS Measurable Objective 2.3: To review the policy and regulatory framework to manage economic migration and asylum seekers Refugees Act and Refugee Regulations amended The Refugees Act was passed by the NCOP and will be referred back to National Assembly for finalisation Refugee Regulations to be approved in the 2011/2012 financial year Dependent on completion of Parliamentary processes New Immigration policy developed Immigration Policy not developed Engagement with all relevant stakeholders did not take place as planned The draft policy paper will be developed in the 2011/12 financial year as the basis of engagement with relevant stakeholders and further development of policy in specific areas

45 TARGET ANNUAL PERFORMANCECOMMENTS Measurable Objective 2.4: To participate in and contribute towards the establishment and functioning of a Border Management Agency (BMA) DHA Position Paper on BMA developed Border Management Agency (BMA) still under discussion at JCPS Cluster level Framework established for risk based approach, linked to system development such as permitting, movement control and Advance Passenger Processing (APP) Risk-Based Immigration Methodology approved in principle

46 TARGET ANNUAL PERFORMANCECOMMENTS Measurable Objective 3.1: To improve leadership capacity and capability Coaching clinics for supervisors in the Department (Level ) developed Draft Coaching clinics Framework was developed A suitable service provider could not be appointed 3 leadership development interventions implemented 3 Leadership development interventions were implemented 400 front office supervisors (CS and IMS collectively) trained in Management of Customer Services 15 managers out of 400 were trained on a Management of Customer Service Pilot Internal procurement processes could not be finalised during the financial year, however the programme was piloted in five offices in Gauteng. Feedback from the pilot will be used for the nation wide rollout

47 TARGET ANNUAL PERFORMANCECOMMENTS Measurable Objective 3.1: To improve leadership capacity and capability 1000 front office officials (CS and IMS collectively) trained in Customer Services 75 officials out of 1000 trained in Customer Service pilot Internal procurement processes could not be finalised during the financial year, however the programme was piloted in five offices in Gauteng. Feedback from the pilot will be used for the nation wide rollout

48 TARGET ANNUAL PERFORMANCECOMMENTS Measurable Objective 3.1: To improve leadership capacity and capability 1000 front office (CS and IMS collectively) officials trained in Operational Excellence (uniform processes) officials were trained in Operational Excellence (uniform processes) 657 Civic Services 350 Immigration Services 1000 employees trained in identified needs-based interventions officials out of 1000 trained in needs-based interventions

49 TARGET ANNUAL PERFORMANCECOMMENTS Measurable Objective 3.2: To ensure ethical conduct and a zero tolerance approach to corruption Baseline study conducted on causes and scope of corruption in DHA A draft baseline document/report on causes and scope of corruption is available Awaiting approval from all the roleplayers Vetting backlog reduced by 25% of baseline (2175) 404 out of a target of vetting investigations were conducted to date (in reporting period) Establishment of the Security Advisory Committee to ensure grading of posts, to enable a structured approach to vetting

50 TARGET ANNUAL PERFORMANCE COMMENTS Measurable Objective 3.2: To ensure ethical conduct and a zero tolerance approach to corruption Birth, marriage and death (BMD) and Permit processes security certified and verified All the processes have been evaluated The evaluations were completed, the reports were not sent to the South African Security Agency (SSA), due to pending legislative changes a decision was taken to carry the target over to the 2011/2012 Financial year 50% increase in number of DHA physical facilities compliant with MISS* and MPSS* against baseline (189) (*Minimum Information Security Standards and Minimum Physical Security Standards) 130 out of 189 Staff turnover Staff being deployed to work on the Zimbabwean Project Prioritisation of appointment of Control Security Officers (CSOs) in all provinces where such vacancies exist 70% of misconduct cases finalized within an average of 60 days 68% of misconduct cases were finalised within an average of 60 days

51 TARGET ANNUAL PERFORMANCECOMMENTS Measurable Objective 3.3: To obtain a clean audit report Unqualified audit reportProcedures were implemented that are compliant to PFMA and Treasury Regulations All interim financial statements were submitted to National Treasury An asset management project was established to ensure submission of a compliant Fixed Asset Register by 31 May 2011 for submission to Auditor- General (AG), this resulted in obtaining an unqualified audit report (2010/11)

52 TARGET ANNUAL PERFORMANCECOMMENTS Measurable Objective 3.3: To obtain a clean audit report Procurement delegated to provincial managers Supply Chain Management (SCM) roadshows, site readiness assessment, SCM training were done for all Provinces. Logistical Information System (LOGIS) infrastructure was setup in five Provinces The Asset Register was only finalised towards the end of the financial year and prevented the rollout of the Logistical Information System (LOGIS) Delegations have been drafted and will be approved and implemented in the financial year Payments delegated to provincial managers Supply Chain Management (SCM ) road shows, site readiness assessment, SCM training were done for all Provinces. LOGIS infrastructure was setup in five Provinces. Draft delegations The Asset Register was only finalised towards the end of the financial year and prevented the rollout of LOGIS Delegations have been drafted and will be approved and implemented in the financial year

53 TARGET ANNUAL PERFORMANCECOMMENTS Measurable Objective 3.3: To obtain a clean audit report Programme and responsibility managers enabled to shift funds between standard items Appointment of Responsibility Managers Training conducted on Basic Accounting System (BAS) This deliverable was deferred to next financial year after noting serious risks associated with this function in light of lack of controls on BAS

54 TARGET ANNUAL PERFORMANCECOMMENTS Measurable Objective 3.4: To increase capacity to contribute to the fight against cyber crime IT security policies developed that cover access and use of information Cyber Crime Policy available

55 TARGET ANNUAL PERFORMANCECOMMENTS Measurable Objective 3.5: To develop and implement service delivery standards to improve operational efficiency Baseline absenteeism rate reduced by 1% Absenteeism reduced by 1% - absenteeism rate is at 0.12% Training on absenteeism management conducted for 101 employees against the planned 150 of employees on salary level 8-12 (67%) Reviewed and approved National HR Plan implemented with regard to 1 key priority based on the outcome of the HR Planning process KPI for implementation of Leadership was developed and monitored

56 TARGET ANNUAL PERFORMANCECOMMENTS Measurable Objective 3.6: To ensure effective, efficient and accessible service delivery to clients 10 Additional service delivery points opened (leases) Ten offices were opened Strategy developed for acquiring of service delivery points A strategy was developed and incorporated in a plan that was presented to National Treasury Refurbishment of 30 offices Twenty four (24) offices were refurbished: Barrack Street (CT), Middleberg, Komatipoort, Pietermaritzburg, Delmas, Springbok, Lusikisiki, Durban, Ladysmith, Harrismith, TH Nxamala/ Lindela, Jane Furse, Kimberley, Postmasburg, Cradock, Somerset East, Eshowe, Greytown, Barberton, Plettenberg Bay, Belfast, Carolina, Viljoenskroon, Heilbron ( Six of the offices scheduled for completion in 2010/11 received handover certificates in April 2011, which falls in the 2011/12 Financial year

57 TARGET ANNUAL PERFORMANCECOMMENTS Measurable Objective 3.6: To ensure effective, efficient and accessible service delivery to clients 2 New offices acquiredNo new buildings were acquired No new buildings were acquired due to lack of funds Applications for IDs (First issues) processed and IDs issued within 55 days - on average IDs were issued in 60,5 days on average during 2010/11 Prolonged public sector strike strike Power outage due to the theft of electricity cables in the Pretoria CBD System problems following the introduction of photo-digitization Applications for IDs (Re-issues) processed and IDs issued within 35 days - on average 49,6 days on average

58 TARGET ANNUAL PERFORMANCECOMMENTS Measurable Objective 3.6: To ensure effective, efficient and accessible service delivery to clients Applications for machine readable passports processed and issued within 10 days - on average 24 days on average (manual) The rollout of live capture did not take place as planned Prolonged public sector strike There were also printing problems at the Government Printing Works that have been resolved 12 days on average (live Capture)

59 TARGET ANNUAL PERFORMANCECOMMENTS Measurable Objective 3.6: To ensure effective, efficient and accessible service delivery to clients No measuring tool in place System currently being refined First instance status determination finalised within 6 months - on average A total of Section 24 permits were issued in the financial year. The process (sometimes including appeals) is lengthy and usually longer than six months No measuring tool in place Establishment of Status Determination Committees at Refugee Reception Offices; expected to also improve compliance to set time frames Decentralisation of Refugees Appeals Authority (RAA); Discussions at SADC on regional approach to asylum seekers and refugees management

60 TARGET ANNUAL PERFORMANCECOMMENTS Measurable Objective 3.6: To ensure effective, efficient and accessible service delivery to clients 90 days for issuance of a Refugee ID - on average Refugee ID were issued as first issue and re-issue No measuring tool in place Travellers cleared within 1.5 – 2 minutes Travellers cleared currently within processing time and clearing travellers within seconds at Ports of Entry installed with upgraded MCS

61 TARGET ANNUAL PERFORMANCECOMMENTS Measurable Objective 3.6: To ensure effective, efficient and accessible service delivery to clients 6 months for issuance of a permanent residence permit - on average Issued: Not achieved The number does not reflect all permits issued in the reporting period, but those on the Track and Trace System which became fully utilised from July 2010 No measuring tool Lack of clearly defined processes and inadequate systems to deal with the high volumes of permit applications resulted in a Permit backlog A Project Team was established which cleared the Permitting Backlog and successfully completed the Centralisation of Permits at the end of the financial year

62 TARGET ANNUAL PERFORMANCECOMMENTS Measurable Objective 3.6: To ensure effective, efficient and accessible service delivery to clients 4 weeks for issuance of a temporary residence permit (work, business, corporate) - on average Total issued Work permits: Business permit: 5768 Corporate permit: 812 The number does not reflect all permits issued in the reporting period, but those on the Track and Trace System which became fully utilised from July 2010 No measuring tool Lack of clearly defined processes and inadequate systems to deal with the high volumes of permit applications resulted in a Permit backlog A Project Team was established which cleared the Permitting Backlog and successfully completed the Centralisation of Permits at the end of the financial year

63 TARGET ANNUAL PERFORMANCECOMMENTS Measurable Objective 3.6: To ensure effective, efficient and accessible service delivery to clients 1 week for issuance of a temporary residence permit (study, treaty, exchange, retired) - on average Total Issued Study Permits: Treaty Permits: 147 Retired Persons Permits: 594 Exchange permits: 74 The number does not reflect all permits issued in the reporting period, but those on the Track and Trace System which became fully utilised from July 2010 No measuring tool Lack of clearly defined processes and inadequate systems to deal with the high volumes of permit applications resulted in a Permit backlog A Project Team was established which cleared the Permitting Backlog and successfully completed the Centralisation of Permits at the end of the financial year

64 TARGET ANNUAL PERFORMANCECOMMENTS Measurable Objective 3.6: To ensure effective, efficient and accessible service delivery to clients 10 days for issuance of a temporary residence permit (intra-company transfer permit) - on average Other permits Total issued 2587 Total Issued The number does not reflect all permits issued in the reporting period, but those on the Track and Trace System which became fully utilised from July 2010 No measuring tool Lack of clearly defined processes and inadequate systems to deal with the high volumes of permit applications resulted in a Permit backlog A Project Team was established which cleared the Permitting Backlog and successfully completed the Centralisation of Permits at the end of the financial year

65 CONCLUSION This first unqualified audit report has been dedicated to the Minister for her commitment to efficiency, effective financial management and excellent service delivery. To register our appreciation to National Treasury and the Auditor-General for their support in our process of obtaining an unqualified audit report as well as DHA Management and Staff. To express our appreciation to the Portfolio Committee on Home Affairs and the Select Committee on Social Services for their valued oversight role.

Questions and Comments 66