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2 CONTENT 1. Vision, Mission, Values and Mandates 2. Government Priorities 3. DHA Performance Agreement 4. Progress in key areas Transformation of the Department of Home Affairs 6. Strategic Objectives and Outputs for each Outcome 7. Strategic focus going forward

3 A safe, secure South Africa where all of its people are proud of, and value, their identity and citizenship. The efficient determination and safeguarding of the identity and status of citizens and the regulation of immigration to ensure security, promote development and fulfil our international obligations The DHA is committed to being:  People-centred and caring  Patriotic  Professional and having integrity  Corruption free and ethical  Efficient and innovative  Disciplined and security conscious VISION, MISSION AND VALUES

4 Mandate to deliver Civic Services: The DHA is custodian, protector and verifier of the identity and status of citizens and other persons resident in South Africa as recorded on the National Population Register. This includes issuing traveling documents. (National legislation must provide for the acquisition, loss and restoration of citizenship: Chapter 1: Constitution of South Africa):

5 Mandate to deliver Immigration Services: The DHA controls, regulates and facilitates immigration and the traffic of persons through ports of entry. It also services foreign missions; enforces the Immigration Act; and determines the status of asylum seekers and refugees in accordance with international obligations. Identity and immigration systems play a critical role in ensuring the integrity of the state and society and the security of every citizen. They are also central in service delivery and development.

6 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

7 Department of Home Affairs Performance Agreement with the President: Completion of all strategic information and identification projects within already defined budgets and time frames Effective and efficient refugee management strategies and systems Contributing to the level of skills and general economic development in South Africa 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.. 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.

8 Civic Services: Progress

9 The Department registered 3,143,610 within a period of three years. Out of 3,143,610 a total of 1,4 million were registered within 30 days after the birth event. 453,546 were registered under late registration of birth process. These registrations followed an adjudication process using screening committees in respective offices. This has shown a huge drive in the registration as the Department introduced a campaign in 2010, for birth registration, issuance of Id's for 16 year olds with an aim to eliminate late registration of birth. This has shown an improvement as the results shows that more and more people are registering birth within 30 days of birth Birth Registration performance for the past three financial years (2009/ /12)

10 Financial Year Hospitals to be connected in terms of the Strategic Plan Number of Health Facilities connected and Operational Total Health Facilities Connected Number of Health Facilities where manual collection is conducted Total Health Facilities where births are registered 2009/10 No target set / / Health Facilities serviced by Home Affairs

11 Province Total number of assigned units Dedicated mobile unit staff per province FilledVacantTOTAL Eastern Cape Free State Gauteng Kwa-Zulu Natal Limpopo Mpumalanga Northern Cape North West Western Cape TOTAL Financial Year Service points to be opened in terms of the Strategic Plan New service points opened Total number of service points 2009/ / / Footprint of the Department of Home Affairs

12 [1] Total Stakeholder forums to be established15 Total Stakeholder forums to be revived28 Total Stakeholder forums to be maintained244 Grand Total287 Eastern Cape46 Free State26 Gauteng12 Kwa-Zulu Natal59 Limpopo31 Mpumalanga22 Northern Cape31 North West24 Western Cape36 Total287 Stakeholder Forums established (current status)

13 New civics legislation will enable processes to be made more secure and better service delivery: SA Citizenship Act, as amended in 2010 Births and Deaths Registration Act, as amended in 2010 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. Strengthening legislation Online verification of identity for 3 rd parties

14 Immigration Services: Progress 2009 – 2012 (1) Steps taken to secure the permitting system, amongst others, were centralisation and outsourcing visa applications to a specialist company in selected countries. In 2011 the Refugees Act and the Immigration Act were amended to enable the streamlining of permitting; better management of asylum seekers; and address technical problems and close loopholes. The adjudication of asylum seekers has been speeded up and the quality of decisions improved. The Documentation of Zimbabweans project has resulted in undocumented or fraudulently documented Zimbabweans coming forward to apply for work, study or business permits.

15 Immigration Services: Progress 2009 – 2012 (2) The Department of Home Affairs has taken steps to integrated more closely with the Justice, Peace and Security Cluster. The Department chairs the Inter-Agency Clearing Forum of departments involved in the border environment; ands it initiated a Priority Committee on Immigration of the body responsible for coordinating security operations nationally. The Department has initiated a programme to strengthen security at sea ports. After identify the problems, the Department liaised with other Departments to address gaps in capacity, infrastructure and processes. A pilot training programme was developed with the assistance of experts from the Republic of Cuba. A group of 350 Immigration Officers was recruited from the South African National Defence Force (SANDF) and trained and deployed to OR Tambo International Airport. Immigration officers that were at OR Tambo are being retrained will be redeployed to address serious capacity gaps in various areas of the Department.

16 Human Resources: Progress

17 A new Operating and Organisational Model 2009/ Zonal to Provincial structure 2010/ 2011 – Contract conversions, Reprioritisation, HR Plan developed (5 years) 2011/ 2012 – Reprioritisation, Operating Model (Process, Technology and People) 2012/ 2013 – Decentralisation, Delegations (Process Technology and People)

18 OPERATING MODEL FOR DHA

19 HEADCOUNT : CURRENT & PROJECTED *NB 2011/12 PROJECTION IS BASED ON AVAILABILITY OF FINANCIAL RESOURCES AND /OR ESTABLISHED TRENDS : NB UNFUNDED POSTS SHOULD NOT BE REPORTED ON AS IT IS NOT CONSIDERED PART OF THE APPROVED ESTABLISHMENT Year 2008/ / / /2012 *(As at 31 Jan 12) FILLED FUNDED POSTS (Headcount ) 8,56010,4949,2599,829 FILLED FUNDED POSTS LESS CONTRACT WORKERS 7,4407,3048,2369,794 CONTRACT WORKERS 1,1203,1901,02335 VACANT FUNDED POSTS 3,6262, TOTAL FUNDED ESTABLISHMENT INCLUDING /EXCLUDING CONTRACT WORKERS PROJECTED 12,18612,7159,99911,127 CONTRACT WORKERS 1,1203,1901,02335 PROJECTED POST REQUIREMENTS ,118 PROJECTED TOTAL ESTABLISHMENT PRIORITY POST REQUESTS 7,4408,2948,7119,829 VACANCY RATE PER TOTAL FUNDED POSTS 29.8%17.5%7.4%11.6%

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21 EMPLOYMENT EQUITY STATUS GENDER-SMS08/0909/1010/11 Total Female Management Total Female Middle Management Total Male Management Total Male Middle Management Total Top Management Total percentage Female39% 38% GENDER - DEPARTMENT Total Females Total Males Total Headcount Total percentage Female58%60% Total percentage Male42%40% DISABILITY0.35 (0.4)%0.3%

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23 EMPLOYMENT EQUITY STATUS RACE08/0909/1010/11 Male Total African Female Total African Total percentage African90.0%92.2%91.7% Total Black Male Total White Female Total White Total percentage White10.0%7.8%8.3% Total White Total Headcount Male Total Coloured Female Total Coloured Total percentage Coloured5.7%5.4%5.9% Total Coloured Male Total Indian3638 Female Total Indian Total Percentage Indian0.9%0.7%0.9% Total Indian757879

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27 Finance and Supply Chain Management: / / / 11 Audit Outcome QUALIFIED UNQUALIFIED Qualifications 410

28 TRANSFORMATION OF THE DEPARTMENT Our strategic objective is to ensure the fundamental transformation of the Department of Home Affairs. The key strategies in this regard are:  Achieve a vision of a home affairs official who is willing and able to protect and serve their people. Such an official is patriotic, vigilant, caring, professional and willing to go many extra kilometres to respond to the needs of the people.  Build an integrated platform for a National Identity System and an Immigration System. Identity and immigration systems form the backbone of security in any state and are key enablers of service delivery and development.

29 Transformation of the Department of Home Affairs The following were the main steps taken to ensure collective engagement in the planning process: Strategic Plan Workshop for Senior Managers (August 2011) to analyse challenges and define priorities Mini Retreat (September 2011) Senior managers plus representatives of all sections, youth and disabled. Inputs were made by planning teams. Retreat with Ministry and Top Management (October 2011) to confirm strategic direction, priorities and high-level plan. Broad Management: Top 500 (February 2012) Briefing and engagement Branch – level and provincial planning meetings

30 STRATEGIC PLANS 2012 – 2015: VITAL STATISTICS Financial Year2009/102010/112011/122012/13 Goals / Outcomes 6 goals 3 outcomes Objectives Outputs Targets of the 53 Targets are for Civics and Immigration and 17 are for key support functions.

31 Annual performance Plan (Strategic Plan) Department of Home Affairs 2012 – 2015 Outcomes Strategic Objectives Outputs (deliverables)

32 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

33 Outcome 1: Secured South African Citizenship and Identityzenshiidentity Strategic Objective1.1:To ensure that registration at birth is the only entry point for South Africans to the National Population Register (NPR) Output 1.1.1: An increase of 14% of births registered within 30 days of the birth event against an estimated 1.1 million births per annum Baseline (Projected performance for 11/12 FY) Annual Target 2012/13 Annual Target 2013/14 Annual Target 2014/15 Projected births registered within 30 days of the birth event as a percentage of total births (48% of total births). Projected increase of 6% of births registered within 30 days of the birth event against the estimated 1.1 million births per annum (54% of total births or births registered) Projected additional increase of 4% of births registered within 30 days of the birth event against the estimated 1.1 million births per annum (58% of total births or births registered) Projected additional increase of 4% of births registered within 30 days of the birth event against the estimated 1.1 million births per annum (62% of total births or births registered) Sample Target

34 Strategic Objectives and Measurable Outputs Strategic Objective 1.1: To ensure that registration at birth is the only entry point for South Africans to the National Population Register (NPR) Output 1: An increase of 14% of births registered within 30 days of the birth event against an estimated 1.1 million births per annum Output 2: All late registration of births (LRB) processed and finalised for the age group 31 days and above within 6 months Output 3: Successful hosting of the 2nd Civil Registration and Vital Statistics African Ministerial Conference

35 Strategic Objectives and Measurable Outputs Strategic Objective 1.2: To issue Identity Documents (IDs) to citizens turning 16 years of age and above Output 1: South African learners writing matric issued with Identity Documents (IDs) as required by examination regulations Output 2: An increase in the issuance of Identity Documents (first issue) to citizens 16 years of age and above

36 Strategic Objectives and Measurable Outputs Strategic Objective 1.3: To ensure the registration and identification of all South African citizens, foreign residents, refugees and asylum seekers to enhance the integrity and security of identity Output 1: National Identity System, with inherent biometric features, developed and implemented, including business process reengineering Output 2: Technological solutions with biometric capability at all ports of entry developed and implemented Output 3: Integrity and security of identity of citizens ensured

37 Strategic Objectives and Measurable Outputs Strategic Objective 2.1: To ensure a secure, responsive and flexible immigration regime in support of national security, priorities and interests Output 1: Immigration policy and relevant legislation reviewed and implemented Output 2: Processing of visa applications streamlined at high volume foreign missions

38 Strategic Objectives and Measurable Outputs Strategic Objective 2.2: To implement effective and efficient asylum seeker and refugee management strategies and systems Output 1: Amendments to Refugees Act, 1998, implemented with a specific focus on enhancing the system for adjudication and processing of asylum seekers and refugee management

39 Strategic Objectives and Measurable Outputs Strategic Objective 2.3: To facilitate the efficient movement of bona fide travellers to support national interests and priorities, and to prevent and prohibit the movement of undesirable persons in the interest of national security Output 1: Physical infrastructure at all ports of entry improved to comply with prescribed infrastructure standards

40 Strategic Objectives and Measurable Outputs Strategic Objective 2.4: To contribute towards realising a positive skills migration trend of around migrants annually Output 1: Movement of skilled migrants into the country facilitated through issuance of critical skills permits

41 Strategic Objectives and Measurable Outputs Strategic Objective 3.1: To transform the culture of the organization in support of securing identity, citizenship and international migration Output 1: Reposition Learning Academy to inculcate a culture of constant learning, security and service Output 2: Effective leadership on people management practices and service delivery implemented Output 3: A qualified and versatile cadre developed with values and talents that improves service delivery, combats corruption and enhances the security of the country

42 Strategic Objectives and Measurable Outputs Strategic Objective 3.2: To ensure ethical conduct and a zero tolerance approach to corruption Output 1: Counter Corruption Strategy for Home Affairs implemented Output 2: Misconduct addressed through improved turnaround times for finalisation of cases

43 Strategic Objectives and Measurable Outputs Strategic Objective 3.3: To obtain a clean audit report Output 1: Financial and Performance Information systems compliant with Public Finance Management Act (PFMA) and other relevant prescripts Output 2: Compliance ensured with the settlement of valid invoices within prescribed timeframes of receipt and approval Output 3: Management and control over collection of revenue for all Civic and Immigration income generated products ensured

44 Strategic Objectives and Measurable Outputs Strategic Objective 3.4: To ensure secure, effective, efficient and accessible service delivery to clients Output 1: Accessibility enhanced through refurbishment of offices, opening of new offices (including new leases), and development and implementation of a strategy to improve access to DHA services Output 2: Products and services rendered within specified time frames Output 3: Flow of customers improved in frontline offices through the implementation of electronic queue management

45 Strategic focus going forward

46 Transform our Department Develop a cadre and leadership that is security conscious, professional, caring and responsive to the needs of all South Africans Modernise our systems Build a secure, integrated platform of systems and processes that will enable a secure and effective National Identity System and an Immigration System Prioritise establishing secure, responsive and effective immigration Establish sound immigration policy and legislation Put in place secure, effective and efficient immigration processes and systems. Engage stakeholders proactively and effectively - domestically and internationally. Strong focus on capacity development and border environment (and in sea ports in particular ) Three key areas of focus going forward

47 Transform our Department To develop a cadre and leadership that is security conscious, professional, caring and responsive to the needs of all South Africans:  The principles applied in the training of the 35O Immigration Officers that have been deployed to OR Tambo Airport will be adapted and rolled out to train all officials of the Department.  A Learning Academy has been established to drive development of human resources and ensure quality programmes.  A Cadet programme will be piloted to ensure new recruits acquire appropriate values and skills whole being trained on the job.  Various forms of mentoring and coaching are being introduced.  The organisational model is based on the principle of managers being empowered to manage and being held accountable. A number of functions will be decentralised to enable this to happen, with appropriate controls and monitoring in place.

48 The Modernisation of System Programme (fomerly WAIO) – Key Components National Identification System with inherent Biometrics security features. This will replace the National Population Register (NPR) and key immigration systems. Live Capture for Passport and ID Permitting/ Visa solution Online application system (Immigration and Civics) Electronic Movement Control System (eMCS) - New version with enhancements Electronic Document Management System (EDMS) Infrastructure Upgrade Contact Center/ Customer Services Smart ID Card Trusted Traveller System

49 Prioritise establishing secure, responsive and effective immigration Apart from recruitment and training, the following areas have been prioritised: Strengthening of Ports of Entry: Priorities are the major airports and sea ports (harbours), with boosting capacity; enhancing systems and upgrading infrastructure. R120 million is available for upgrading sea port infrastructure. Transformation of the permitting regime: The goal is to be flexible and responsive and use immigration to advance South Africa’s development agenda without compromising security. Transformation of asylum seeker and refugee management: The basic aim is to process asylum seekers efficiently and securely while ensuring that refugees are assisted through being referred to a range of other departments and bodies. Establish sound immigration policy and legislation: An immigration policy document will be released for public discussion and stakeholder enagemement that when adopted will inform a review and improvement of legislation.

50 Thank you - Questions and comments