1. 1 Presentation to the Select Committee on Social Services Strategic Plan and Budget of the Department of Home Affairs 2011/ 12 – 2013/14 7 June 2011

2. 2  Role of the DHA in the State and Society  Overview of performance for the 2010 – 2011 financial year  Strategic responses to key challenges for the 2010 – 2011 financial year  DHA direct contribution (3) to the twelve (12) National Outcomes  DHA Outcomes for the period 2010/11 to 2013/14  Commitments for DHA in Minister’s Performance Agreement  Delivery Agreements with other Clusters  Objectives, Outputs, Targets for 2011/12 to 2013/14  Transformation matters of DHA  Who Am I Online (WAIO)  Budget 2011/12 to 2013/14 Structure of Presentation

3. 3 Role of the DHA in the State and Society 1.Ensuring that all citizens and residents have enabling documents in order to have equal access to rights and services in the interests of development, redress, building democracy and fighting poverty. 2.Furthering national interests in a globalised and highly competitive world by the facilitation of business and trade and by the strategic acquisition of scarce skills. 3.Assuring the security of the state. Security is broadly defined, as in the Constitution, including the rights to peace and stability and the pursuit of a better life. The fight against crime and corruption is a key element. 4.Support for SADC development and cooperation, including through the progressive and secure facilitation of the movement of people and trade. 5.Transformation of the DHA in support of a well organised state that can lead development and deliver secure, caring and efficient services.

4. 4 Overview of Performance for 2010- 2011 Civic Services  National Population Registration (NPR) campaign was launched on 23 March 2010 in Libode by the President and the subsequent roll out of the NPR campaign took place  46 health facilities connected for online birth registration  946 031 births were registered for the age group 0 – 1 year which is 87% of the number of births registered. 500 524 births were registered within 30 days. A total of 1 086 901 births were registered in the 2010/11 financial year.  190 091 LRB ID numbers allocated for age group 15 and above  Number of IDs issued to 16 year olds – 228 759 turning 16 and 495 774 to those 16 years and above with birth certificates  254 out of 282 local government structures have established stakeholder forums  Provincial stakeholder forums were launched in Eastern Cape, Free State and KZN  South African Citizenship Amendment Bill, 2010, the Births and Deaths Registration Amendment Bill, 2010 and the Local Government: Municipal Electoral Amendment Bill, 2010 has been assented to and signed by the President

5. 5 Overview of Performance for 2010- 2011 Civic Services  Regarding 3 rd party verification, MoU with SASSA and SABRIC signed. SABRIC connectivity to Bankserve implemented  Turnaround times  60.5 days on average (ID – First Issue)  49.6 days on average (ID – Re Issue)  24 days (manual process) on average - Passports  12 days (live capture process) on average – Passports  10 additional service delivery points opened (details on next slide)  24 offices refurbished in terms of “Look and Feel” (details on next slide)  12 queue management systems piloted and installed  New format of SA ID with enhanced security features introduced to reduce identity theft and fraud

6. 6 Overview of Performance for 2010- 2011 Details of additional service points opened and offices refurbished  10 additional service delivery points opened BulwerMboza InandaNtulwane LindelaDouglas StutterheimCitrusdal AtlantisMaponya Mall  24 offices refurbished in terms of “Look and Feel” Barrack StreetMiddelburgSomerset East KomatipoortLadysmithEshowe PietermaritzburgTH Nxamala / LindelaGreytown DelmasJane FurseBarberton SpringbokKimberleyPlettenberg Bay LusikisikiPostmasburgBelfast CarolinaHarrismithViljoenskroon HeilbronDurbanCradock

7. 7 Overview of Performance for 2010- 2011 Immigration Services  Contributed successfully to the hosting of the 2010 FIFA Soccer World Cup and complied with all 4 guarantees signed with FIFA by the Government, namely  Visas to be issued to a broad range of persons including FIFA Delegation and Commercial Affiliates, media representatives and foreign visitors  Work permits to be issued to a broad range of persons  Priority treatment to be provided for the FIFA delegation, teams and other accredited persons at ports of entry  Telecommunications and information technology residing within the ambit of the Ministry of Home Affairs, including the implementation of an enhanced movement control system to prioritised ports of entry (34 ports of entry)  A total of 2 387 524 travellers entered the RSA during the World Cup (May to July 2010) compared to 1 119 562 in 2009  Refugees Amendment Bill, 2010 and the Immigration Amendment Bill, 2010 are expected to be finalised by Parliament during the first quarter of 2011/12

8. 8 Overview of Performance for 2010- 2011 Immigration Services  Approximately 12 000 skills-related work permits issued to foreigners  Zimbabwean Documentation project – 275 762 applications received. Currently being processed.  Establishment of a Centralised Adjudication Hub at Waltloo for processing of Temporary Residence Permit applications and Permanent Residence Permit applications to enhance security. Permit Stabilization Project was established to stabilise the Permitting environment and backlog was eradicated  The management of permit applications was further supported with the implementation of a Track & Trace System, which was rolled out to all Regional offices  A visa facilitation service was piloted and launched in some of the high volume application and immigration risks prevalent missions such as Nigeria, China and India

9. 9 Overview of Performance for 2010- 2011 Support  Implementation of the Counter Corruption strategy through:  Counter Corruption and Security Services (CCSS) chief directorate upgraded to branch level comprising of key areas such as vetting, prevention and analysis  Cases opened against officials suspected of fraud and corruption  Upgrading of security features of BMD certificates, IDs (photo digitisation) and passports  Cyber Crime Policy developed in conjunction with Department of Communication  Improved audit report – qualification on assets only  Leadership and supervisory capacity and capability were also enhanced through conducting 3 leadership forums. DHA is rated as number 9 (Humanities area) as an employer of choice by the organisation called Companies of the Future  2719 officials trained on Customer Care, Operational Excellence and Needs-based interventions  Improved image of DHA through proactive communication services, such as weekly press brieifings  New operating model for DHA approved  Technology refresh implemented (2 462 IT devices were refreshed and upgraded)

10. 10 STRATEGIC RESPONSES TO CHALLENGES SOME KEY CHALLENGESSTRATEGIC RESPONSES Ensure that all South Africans have birth certificates and IDs (16 or over) NPR Campaign continued and working with Stakeholder Forums and other partners further developed Separation of economic migrants from genuine asylum seekers Robust steps to improve management of asylum seekers while putting forward policy options Unacceptable levels of fraud and corruption undermine security and service delivery Secure processes and change organisational culture while strengthening vetting, detection and prevention and working with relevant partners. Baseline study on causes and scope of corruption being developed Contaminated NPR and collection of IDs Replacing of the current late registration of birth process with new stringent measures and ensuring that entry into NPR is through birth registration only Tariffs revised with effect from 1 April and outreach Initiatives in provinces conducted Implementation of 3 rd party verification

11. 11 SOME KEY CHALLENGESSTRATEGIC RESPONSES Out-dated information systems that are not sufficiently secure and are not integrated Progressive development of an integrated IS platform with key partners in government; with priority given to strategic elements that enable secure identity, effective risks management and enhanced service delivery through implementing WAIO Uneven quality of front office service delivery culture Programme of measures that include: Strengthening of management, supervision and accountability at all levels in the organisation, with appropriate financial and other delegations Complete filling of all key management posts and strengthen capacity in terms of critical functions Training of front office managers in management and customer services Insufficient attraction of scarce and critical skills into the country (Positive trend towards 50 000 per annum) Permitting regime to be more secure, streamlined and modernised Clear understanding of what is required in terms of skills through cooperation with relevant departments Proactive approach to competing in global market Development of migration policy with clear differentiation between economic migrants and asylum seekers STRATEGIC RESPONSES TO CHALLENGES

12. 12 National Outcomes DHA contributes to significantly The Medium Term Strategic Framework (MTSF) of government has twelve priority outcomes. The DHA contributes significantly 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

13. 13 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 DHA Outcomes

14. 14 ( 3) All people in South Africa are and feel safe OUTPUT: Securing the identity and status of citizens TARGETS: 1.Completion of all strategic information and identification projects within already defined budgets and time frames 2.Effective and efficient refugee management strategies and systems (5 ) A skilled and capable workforce to support an inclusive growth path TARGETS: 1.In contributing to the level of skills and general economic development in South Africa targets need to be set to realise a positive skills migration trend of around 50,000 migrants annually. 2.Focus should be on critical skills shortages, supportive of the medium term strategies and outcomes adopted by government Commitments for DHA in Minister’s PA

15. 15 (12) An efficient, effective and development oriented public service and an empowered, fair and inclusive citizenship OUTPUT: Service delivery access and quality TARGETS : 1. The registration of every child birth within 30 days of delivery 2. The issuing of identity documents to every South African 16 years and above 3. Turnaround times for all services, queuing times and unit costs per service 4. The maximum distance for a citizen to travel to access Home Affairs services Commitments for DHA in Minister’s PA

16. 16 DHA Strategic Plan: Contribution to National Outcomes 1. DHA Strategic Plan: Contribution to National Outcomes 1. All people are and feel safe DHA outcome: Secured South African citizenship and identity  To ensure that registration at birth is the only entry point for South Africans to the National Population Register (NPR)  To secure processes and systems to combat fraud and corruption  To increase capacity to contribute to the fight against cyber crime DHA outcome: Immigration managed effectively and securely in the national interest including economic, social and cultural development  To implement effective and efficient asylum seeker and refugee management strategies and systems  To facilitate the movement of regular travellers across neighbouring borders Cross cutting objectives: To ensure ethical conduct and a zero tolerance approach to corruption To integrate key systems and upgrade IT infrastructure for improved security and data integrity

17. 17 DHA Strategic Plan: Contribution to National Outcomes (Cont): 2. Decent employment through inclusive economic growth & a skilled and capable workforce DHA outcome: Immigration managed effectively and securely in the national interest including economic, social and cultural development  To review the policy and regulatory framework to manage economic migration  Development of policy options for managing the migration of skilled and unskilled migrants  Focus will be a responsive, proactive and secure permitting regime, which is essential to managing economic migration  To facilitate the movement of regular travellers across neighbouring borders

18. 18 DHA Strategic Plan: Contribution to National Outcomes (Cont): 3. An efficient, effective and development oriented public service and an empowered, fair and inclusive citizenship DHA outcome: A service that is efficient, accessible and corruption free  To ensure children are registered within 30 days after birth  To issue Identity Documents to every South African 16 years and above  To ensure efficient and accessible service delivery to clients  To integrate key systems and upgrade IT infrastructure for improved security and data integrity  To ensure ethical conduct and a zero tolerance approach to corruption  To develop and implement service delivery standards to improve operational efficiency  To conduct a customer satisfaction survey

19. 19 DELIVERY AGREEMENTS The DHA will also be participating in the implementation of Delivery Agreements from other Clusters. These include the Social Cluster and International Relations Cooperation Trade and Security (ICTS) The Delivery Agreements will enable the Department and our partners to collectively achieve government objectives in a structured and co-coordinated manner

20. 20 Agreements with Health and Education  There are also Memorandums of Understanding between the departments of Home Affairs and Health and Basic Education respectively, in addition to signed Delivery Agreements  The following are the salient areas relating to Home Affairs:  Health: Cooperation on birth and death registrations, including the provision of statistics  Education: Cooperation on the registration of learners and ensuring that those 16 years and above apply for IDs

21. 21 Strategic Objective Measurable Output Target 11/12Target 12/13Target 13/14 To ensure that registration at birth is the only entry point for South Africans to the National Population Register (NPR) An increase of 22% of births registered within 30 days of the birth event against an estimated 1.1 million births per annum 126 additional health facilities connected for online birth registration All remaining health facilities connected for online birth registration Not Applicable Projected increase of 14% of births registered within 30 days of the birth event against the estimated 1.1 million births per annum (58% of total births) Projected increase of 18% of births registered within 30 days of the birth event against the estimated 1.1 million births per annum (62% of total births) Projected increase of 22% of births registered within 30 days of the birth event against the estimated 1.1 million births per annum (66% of total births) Outcome 1: Secured South African citizenship and identity

22. 22 Strategic Objective Measurable Output Target 11/12Target 12/13Target 13/14 To ensure that registration at birth is the only entry point for South Africans to the National Population Register (NPR All late registration of births (LRB) processed and finalised for the age group 31 days and above within time frames as stipulated 95% of LRB applications for the age group 31 days and above finalized within timeframes stipulated Outcome 1: Secured South African citizenship and identity

23. 23 Strategic Objective Measurable Output Target 11/12Target 12/13Target 13/14 To issue Identity Documents (IDs) to citizens 16 years of age and above All high schools visited to collect ID applications from learners of 16 years and above 49% of high schools visited to collect ID applications from learners of 16 years and above 59% of high schools visited to collect ID applications from learners of 16 years and above 69% of high schools visited to collect ID applications from learners of 16 years and above South African learners writing matric issued with IDs as required by examination regulations 100% of South African learners writing matric issued with IDs as required by examination regulations Outcome 1: Secured South African citizenship and identity

24. 24 Strategic Objective Measurable Output Target 11/12Target 12/13Target 13/14 To secure processes and systems to combat fraud and corruption Integrity and security of identity of citizens ensured Live capture functionality for passports rolled out to a further 167 offices Live capture functionality for passports rolled out to a further 90 offices Not Applicable Live capture functionality for IDs rolled out to 167 offices (Re-issue) Live capture functionality for IDs rolled out to a further 130 offices (Re-issues) Not Applicable Live capture functionality for IDs rolled out to 167 offices (First issue) Live capture functionality for IDs rolled out to a further 130 offices (First issue) Not Applicable Outcome 1: Secured South African citizenship and identity

25. 25 Strategic Objective Measurable Output Target 11/12Target 12/13Target 13/14 To secure processes and systems to combat fraud and corruption Integrity and security of identity of citizens ensured 100% of reported duplicate cases resolved Proposal submitted to Cabinet for approval of ID Smart Card pilot ID Smart Card piloted ID Smart Card rolled out in a phased approach To integrate key systems and upgrade IT infrastructure for improved security and data integrity Key systems integration and enhancements to improve data integrity and enable faster processing of departmental services, ensured 3rd Party verification interface in place for TEBA, SASSA and Department of Human Settlement 3rd Party verification interface in place for SAPS, Departments of Correctional Services and Justice Not Applicable Outcome 1: Secured South African citizenship and identity

26. 26 Strategic Objective Measurable Output Target 11/12Target 12/13Target 13/14 To integrate key systems and upgrade IT infrastructu re for improved security and data integrity Enhanced Movement Control System (EMCS) rolled out to all Ports of Entry 67% of Ports of Entry equipped with Enhanced Movement Control System 83% of Ports of Entry equipped with Enhanced Movement Control System 100% of Ports of Entry equipped with Enhanced Movement Control System Immigration systems integrated with key Civic Services systems (MCS, NIIS, HANIS and Case Management) NIIS enhanced and integrated with HANIS NIIS and HANIS integrated with MCS NIIS, HANIS and MCS integrated with Case Management System Outcome 2: Immigration managed effectively and securely in the national interest including economic, social and cultural development

27. 27 Strategic Objective Measurable Output Target 11/12Target 12/13Target 13/14 To implement effective and efficient asylum seeker and refugee management strategies and systems System for adjudication and processing of asylum seekers and refugee management improved and implemented Refugees Act, 1998, and Refugee Regulations amended Not Applicable Policy document developed with clear options for the processing of asylum seekers and refugees Not Applicable Adjudication committees established at all 7 Refugee Reception Offices Refugee Appeals Authority established and decentralised Asylum seeker and refugee management pertaining to 3rd country nationals placed on the SADC agenda Outcome 2: Immigration managed effectively and securely in the national interest including economic, social and cultural development

28. 28 Strategic Objective Measurable Output Target 11/12Target 12/13Target 13/14 To review the policy and regulatory framework to manage economic migration Policy options for managing the migration of skilled and unskilled migrants developed Position Paper developed on policy options for managing the migration of skilled and unskilled migrants Not Applicable To facilitate the movement of regular travellers across neighbouring borders Ports of Entry rationalised for more secure, efficient and cost-effective facilitation of people and goods Implementation plan for rationalisation of Ports of Entry approved by appropriate authorites Implementation plan for rationalisation of Ports of Entry completed Not Applicable To realise a positive skills migration trend of around 50 000 migrants annually Movement of skilled migrants into the country facilitated through issuance of scarce skills permits 18 000 scarce skills permits issued 22 000 scarce skills permits issued 28 000 scarce skills permits issued Outcome 2: Immigration managed effectively and securely in the national interest including economic, social and cultural development

29. 29 Strategic Objective Measurable Output Target 11/12Target 12/13Target 13/14 To improve leadership capacity and capability towards enhancing service delivery Effective leadership on people management practices and service delivery implemented Coaching Clinics for 25% of 2000 supervisors (level 7 - 16) in the Department implemented (500 in total) Coaching Clinics for an additional 50% of supervisors (level 7 - 16) in the Department implemented (1000 in total) Coaching Clinics for an additional 25% of 2000 supervisors (level 7 - 16) in the Department implemented (500 in total) 3 leadership development interventions implemented 1076 vacant and funded posts filled Not Applicable Outcome 3: A service that is efficient, accessible and corruption free

30. 30 Strategic Objective Measurable Output Target 11/12Target 12/13Target 13/14 To improve leadership capacity and capability towards enhancing service delivery Effective leadership on people management practices and service delivery implemented 150 officials enrolled in management development programmes to enhance operational and service excellence 200 officials enrolled in management development programmes to enhance operational and service excellence Outcome 3: A service that is efficient, accessible and corruption free Development of Immigration Officers enhanced through Programme (training) initiatives Improved basic and advanced Programme for new and existing Immigration Officers approved Not Applicable

31. 31 Strategic Objective Measurable Output Target 11/12Target 12/13Target 13/14 To ensure ethical conduct and a zero tolerance approach to corruption Implementatio n of Counter Corruption Strategy BMD and Permitting processes security evaluated and reports submitted to State Security Agency for approval (based on new legislation) IDs, Duplicates and Supply Chain Management processes security evaluated and reports submitted to State Security Agency for approval Not Applicable Central database developed to provide integrated reports on all counter corruption cases in DHA Baseline study conducted to inform DHA Counter Corruption project (part of JCPS Cluster) Outcome 3: A service that is efficient, accessible and corruption free

32. 32 Strategic Objective Measurable Output Target 11/12Target 12/13Target 13/14 To ensure ethical conduct and a zero tolerance approach to corruption Implementation of Counter Corruption Strategy Security Advisory Committee on vetting established to ensure the grading of all posts within DHA Not Applicable Misconduct addressed through improved turnaround times for finalisation of cases 70% of misconduct cases finalized within 60 days 80% of misconduct cases finalized within 60 days 90% of misconduct cases finalized within 60 days Outcome 3: A service that is efficient, accessible and corruption free

33. 33 Strategic Objective Measurable Output Target 11/12Target 12/13Target 13/14 To obtain a clean audit report Development and implementation of Finance and Supply Chain Management systems compliant with PFMA Unqualified audit report Clean report Decentralisation of Procurement and Payment functions for goods and services to provincial offices to enable service delivery Procurement function decentralised to provincial offices Payment function delegated to provincial offices Not Applicable Management and control of collection of revenue for passports and other key enabling documents Trading Account established for passports Trading Account to include additional DHA enabling documents Outcome 3: A service that is efficient, accessible and corruption free

34. 34 Strategic Objective Measurable Output Target 11/12Target 12/13Target 13/14 To increase capacity to contribute to the fight against cyber crime Strategies and policies developed and implemented to enhance capacity to fight cyber crime Cyber Crime Policy, Strategy and Plan implemented through documented measures such as raising awareness and education Not Applicable To develop and implement service delivery standards for improving operational efficiency DHA core business products and services costed All civic services and products costed All immigration services and products costed Not Applicable Outcome 3: A service that is efficient, accessible and corruption free

35. 35 Strategic Objective Measurable Output Target 11/12Target 12/13Target 13/14 To ensure effective, efficient and accessible service delivery to clients Accessibility enhanced through refurbishment of offices and the development and testing of an access model 6 offices refurbished (rollovers from previous years) 20 offices refurbished (rollovers from previous years) Access model tested with regard to maximum travel distance to DHA services (model recommendations vs DHA status quo) Footprint development programme aligned with access model recommendations Flow of customers improved in frontline offices through the implementation of electronic queue management Electronic queue management systems implemented in 5 offices Electronic queue management systems implemented in 10 offices Outcome 3: A service that is efficient, accessible and corruption free

36. 36 Strategic Objective Measurable Output Target 11/12Target 12/13Target 13/14 To ensure effective, efficient and accessible service delivery to clients Products and services rendered within specified time frames 95% of IDs (First issues) issued within 54 days 95% of IDs (Re- issues) issued within 47 days 95% of machine readable passports issued within 24 days (manual process) 97% of applications for machine readable passports issued within 13 days (live capture process) Outcome 3: A service that is efficient, accessible and corruption free

37. 37 Strategic Objective Measurable Output Target 11/12Target 12/13Target 13/14 To ensure effective, efficient and accessible service delivery to clients Products and services rendered within specified time frames 75% of first instance status determination finalised within 6 months 85% of first instance status determination finalised within 6 months 95% of first instance status determination finalised within 6 months 70% of permanent residence permits issued within 8 months 75% of permanent residence permits issued within 8 months 80% of permanent residence permits issued within 8 months 70% of temporary residence permits (work, business, corporate) issued within 8 weeks 75% of temporary residence permits (work, business, corporate) issued within 8 weeks 80% of temporary residence permits (work, business, corporate) issued within 8 weeks Outcome 3: A service that is efficient, accessible and corruption free

38. 38 Transformation Matters of DHA Human Resources  Priority Posts 2011/12 : 1076 Identified and funded  Positions distribution per branch : Organizational BranchesPriority Posts Civics787 Immigration258 Information Technology16 Finance3 Counter Corruption12 Total Funded Posts1076 These priority positions have been allocated to support the need for the department to deliver our services to the public.  Priority Posts 2010/11: 417 posts identified and funded - 178 filled (43%)

39. 39 Transformation Matters of DHA Human Resources  Employment Equity Status : RaceStaff Numbers%  African 9032 86.08%  Coloured 562 5.36%  Indian 78 0.74%  White 821 7.82% TOTAL10, 493100% Total Race Percentage100% Gender Department Managers  Male40%53% 4191127  Female60%47% 6302113 TOTAL 10, 493 240 Total Gender Percentage 100%

40. 40 Transformation Matters of DHA Human Resources  Top three tiers of the departmental organisational structure approved with the Department moving from a Zonal to a Provincial Structure.  At the lower level the organisational structure is under review to ensure that it is aligned to spheres of government and municipal boundaries. This review aims to enhance the Department’s capacity and to improve access to our services.  The review aims to further strengthen middle management and to build leadership capability thereby improving decision making at local offices. It also aimed to further enhance capacity in support areas such as Counter Corruption, Learning Academy, Human Resources,  In reviewing its operational model, the Department wants to ensure that intergovernmental relations in provinces is enhanced; challenges related to geographical spread of DHA services are addressed; integration of both civic and immigration functions and the Provincial Managers to be fully accountable for both Civic and Immigration in their province.  In its quest to drive a performance culture and enhance organisational performance, Performance agreements have been aligned to the Department’s strategy.

41. 41 Counter Corruption and Security Services Secure processes and systems to combat fraud and corruption will be achieved through:  Adequately safeguarding of information through a holistic approach to Security and Risk Management that includes physical security; information security; investigations; vetting; corruption prevention and information analysis.  Proactively performing detailed data analysis in order to identify and effectively investigate corrupt activities.  Increase vetting capacity through an agreement with the State Security Agency to help with vetting investigations and possible evaluations and analysis.  This will include evaluating the classification and grading of posts and collecting vetting application forms for confidential clearances.  Working closely with Law Enforcement, State Security and other Pertinent Agencies to ensure successful prosecution of corrupt officials.

42. 42 WHO AM I ONLINE (WAIO)  DHA reached a settlement with Gijima and other suppliers, subject to the fulfilment of various conditions precedent, resolving the dispute concerning the modernisation of the Department’s IT infrastructure and systems.  The bid by Gijima of R2.1 billion was approved and a contract signed with Gijima to deliver the project in 2008.  Concerns over escalating project costs (which by 2010 had grown to R4.5 billion from the original R2.1 billion) and a lack of progress led the Department to investigate the project early in 2010.  In April 2010 the Department notified Gijima as prime contractor that it regarded the purported contract as invalid. However, this repudiation was disputed and therefore, to avoid indefinite delays to the project by costly and lengthy litigation, the Department entered into negotiations to amicably resolve the dispute and allow for the urgent completion of the project in line with the Department’s original requirements and original cost estimates.

43. 43 WHO AM I ONLINE (WAIO)  The settlement opens the way for the urgent resumption of the project and represents a potential R2 billion in saving to Government against the R4.5 billion estimated cost to complete the project under the current disputed contracts.  Building on the experience gained and lessons learned over the past year, negotiations to finalise the contract will ensure it is more robust, specific and detailed to avoid scope-creep, delays and cost escalations frequently associated with large IT implementations. Additional internal controls and management will also be introduced to ensure the successful delivery of the project on time and in budget.

44. 44 Risk Management  A Risk Committee has been established and is operational.  The Risk Management Policy has been approved and trained conducted.  A Risk Register with prioritised risks is in place.  Heads of directorates have been appointed as Champions.

45. 45 Conclusion  The Turnaround achieved improved service delivery and much better management of operations. The Departments will continue the transformation of the Department over the next three years, with the main focus on:  Birth registration within 30 days of birth  Issuance of IDs to all eligible citizens and residents  Effective, secure and efficient management of migration  Securing a clean audit report  Fighting fraud and corruption  Another priority is to ensure that the structure of the Department is aligned with local, regional and provincial structures of government. Better cooperation with other Departments and tiers of government will enable access and service delivery to be improved. Managers at each level will be empowered to manage, with appropriate financial and other delegations. This will greatly enhance accountability.

46. 46 Conclusion continued …  The main strategic thrust over the next three years will be on improving services delivered to the citizen and other clients and strengthening security.  One priority will be to work with partners and find creative ways of improving access to the most marginalized and remote communities  The main focus, however, will be on the spirit in which people are treated and their problems solved by every officials in every office. Among the weapons that will be used to wage this war are the following:  My cell number and those of top officials are in all offices so that we intervene and learn about problems that need to be addressed  Working closely with the more than 250 Stakeholder Forums that help identify needs, fight corruption and hold officials to account.  A major programme to improve service delivery will be rolled out that includes change management and radically improved processes such as queue management that will transform the front office.  A project to address shortcomings in poorly performing offices has been launched.