Briefing to the Portfolio Committee: Home Affairs

1. Building a New Home Affairs Briefing to the Portfolio Committee: Home Affairs The Transformation of the Department of Home Affairs 15 SEPTEMBER 2009

2. Purpose of the presentation To provide the Portfolio Committee on Home Affairs with an overview of the Transformation Programme of the Department of Home Affairs (DHA) • Historical Perspective • Background to Transformation Programme • The Case for Transformation • Transformation Thrusts • Problem Statement • Strategic Responses • Strategic Framework • Ideal State • Progress and Challenges • Achievements impacting on service delivery • Strategic and Operational Responses

3. HISTORICAL PERSPECTIVE Historical Context Transformation imperative • Colonial dispensation: Home Affairs was used to enforce colonial rule. The mass of the population was regarded as units of cheap labour to control. • Apartheid Dispensation: Home Affairs had a colonial and a state security focus based on maintaining racially exclusive power and a denial of human rights through maximum control. The new DHA • Is the custodian, protector and verifier of the identity and status of citizens • The effective control, regulation and facilitation of immigration and the flow of people through ports of entry in the interests of national security and development priorities.

4. BACKGROUND TO TRANSFORMATION PROGRAMMEIn early 2006, the Minister of Home Affairs initiated a number of key actions that resulted in the launch of the transformation process for the Department Minister appointed Support Intervention Task Team to investigate the problems in Home Affairs July 2006 March 2007 Task Team reported back urging action to fix the Department May 2007 New DG appointed June 2007 Appointment of FeverTree Consultancy kicked off turnaround projects

5. THE CASE FOR TRANSFORMATION The Department is building a case that positions Home Affairs and shows how it must play a critical role in the state and civil society: 1 / 2 • As the custodian, protector & verifier of the identity & status of citizens and the regulator and manager of migration, the DHA must: • Help provide equal access to services and help drive a sense of valued identity, citizenship and democratic nation building. • Greatly assist in producing a secure environment for both the state and business to operate and develop in – for example, by preventing identity theft and fraud, including for the secure provision of social grants. • Provide a stable and secure platform for the regulation of migration for development with security, as well as for regulating asylum seeker and refugee affairs. Secure and integrated systems would also greatly assist in combating trafficking and other cross-border syndicated crime.

6. THE CASE FOR TRANSFORMATION 2 / 2 • Enable government to realise its development objectives through the proactive and structured importation of scarce skills. • Provide a secure backbone for commerce and for government systems (e.g. drivers licenses and a health card) and enable e- government through secure identification • Provide reliable information to government departments and civil society e.g. relating to births, marriages, deaths and movement control. This can support evidence-based planning and the drive to improve monitoring and evaluation. • Potentially provide the state with a substantial revenue stream by DHA charging a reasonable amount for identity and status verification by financial institutions.

7. STRATEGIC THRUSTS DHA has defined a set of four strategic thrusts for transformation, supported by effective and efficient leadership and governance Effective and Efficient Leadership and Governance SERVICE DELIVERY AND PROCESSES INFORMATION AND COMMUNICATION TECHNOLOGY SERVICE CULTURE AND HUMAN RESOURCES FINANCIAL MANAGEMENT

8. PROBLEM STATEMENTThe transformation of the Department must address the following deeply rooted and closely related problems: Leadership, Management and Governance • Critical mass of senior managers and supervisors not in place • Weaknesses in management and governance processes • Limited operational control and use of information systems Service Delivery and Processes • Business processes that are outdated and open to corruption • Processes not people oriented and based on actual needs • Poor office and frontline environment and uneven access to services Information and Communi-cation Technology • Unstable, insecure and often outdated IT infrastructure and systems • Internal capacity too weak to ensure operational efficiency and good governance • Duplication and non-integration of systems • Uneven commitment to a consistent set of values and related behaviour • Widespread corruption, often linked to syndicates • Serious gaps in capacity and uneven level of skills and professionalism Service Culture and Human Resources • Financial management and controls need strengthening • Management of revenue and assets weak • Management of procurement and contracts needs strengthening to provide adequate support to business Financial Management

9. STRATEGIC RESPONSES BY THE DEPARTMENT

10. STRATEGIC FRAMEWORK 1/2 DHA Vision, Mission and Values

11. STRATEGIC FRAMEWORK2/2 Strategic Goals for DHA 2009/10 to 2013/14 To provide secure, efficient and accessible services and documents to citizens and lawful residents in accordance with national priorities, legislation and international standards. To establish and maintain secure, effective, efficient, accurate and integrated data systems. To facilitate and regulate the movement of people into and out of the Republic of South Africa through Ports of Entry in the interest of national security and in support of development goals. To determine the status of asylum seekers and to regulate refugee affairs in accordance with the Constitution of the Republic of South Africa, national legislation and international protocols. To advance cooperation with other departments and relevant civil society organisations on matters with a focus on improving service delivery and countering corruption. To transform the Department of Home Affairs into a centre of excellence for securing and affirming the identity and status of persons and delivering a professional, caring and responsive service.

12. 1. Client-centric culture within a sound policy and regulatory framework I D E A L S T A T E 2. Effective governance and leadership by managers that are committed to the public good and to the Department as a whole; and which is measured and monitored 3. Staff members that are professional, skilled, responsive, flexible, motivated and performance measured 4. Staff at all levels who focus on implementation and strive for operational efficiency and who are in control of their operating environment and processes 5. End to end processes that can deliver products and services reliably to standards that are measured, maintained and improved 6. Secure, efficient, cost-effective and enabled systems; and an environment for clients and for staff that meets acceptable and measured standards 7. Sharing of knowledge and best practice by growing a dynamic and shared knowledge base and through management practices that cut across silos 8. Core values that are embedded, visible and demonstrated: Client centered, professional & ethical conduct, accountable, continuous improvement, patriotism The statements below define our vision of a transformed Department of Home Affairs

13. Overview of progress to date 1 / 2 Significant progress has been made with respect to: • Designing a new service delivery model and organisational structure; some improvements to management, such as use of information “dashboards”; improved planning; progress made in developing a coherent policy framework • Improved processes (ID, passports, some permits) and faster average turnaround times; some improvements in security of processes (e.g. on –line verification, live capture in 40 offices; biometric access); successful introduction of track and trace and a Client Service Centre • Successful introduction of much more efficient management of operations in selected areas: productivity increases of 300% in those areas (ID and passport processes and processing of asylum seekers)

14. Overview of progress to date 2 / 2 Significant progress has been made with respect to: • Improvements made in specific areas, asset and fleet management; office refurbishment; a new asylum and refugee system; 2010 FIFA World Cup projects • Foundations are being laid for significant improvements in coming months, such as revenue collection and expanding track and trace to cover more documents, including permits. • Significant transfer of skills and knowledge has taken place through involvement of officials in a wide range of transformation projects. This will help ensure that the changes are embedded and sustained.

15. EXAMPLES OF TRANSFORMATION ACHIEVEMENTS THAT IMPACT ON SERVICE DELIVERY

16. Some key initiatives and projects. Some are ongoing and other are being initiated. 1 / 4

17. Some key initiatives and projects. Some are ongoing and other are being initiated. 2 / 4

18. Some key initiatives and projects. Some are ongoing and other are being initiated. 3 / 4

19. Some key initiatives and projects. Some are ongoing and other are being initiated. 4 / 4

20. Serious transformation challenges remain that must be overcome going forward: 1 / 2

21. Serious transformation challenges remain that must be overcome going forward: 2 / 2

22. THANK YOU