Presentation to the Select Committee on Social Services

1. Presentation to the Select Committee on Social Services Annual Performance Plan of the Department of Home Affairs 2014/ 15 8 July 2014

2. Content Mandate and role of the Department of Home Affairs (DHA) Vision, Mission and Values Statement Commitments in support of government outcomes Transformation phases and significant achievements 2013 – 2014 DHA contribution to Government Outcomes Human Resource strategy DHA contribution to Government Priorities and Programmes Key challenges and strategic initiatives Modernisation Programme Key programmes and campaigns impacting on provinces DHA Outcomes, Strategic Objectives and Annual Targets for 2014/15 Organisational model and footprint of Home Affairs

3. Overview of the mandate of the new Department Civics mandate The DHA is custodian, protector and verifier of the identity and status of citizens and permanent residents in South Africa. This includes issuing traveling documents that are recognized by other countries. Immigration mandate The DHA controls, regulates and facilitates immigration and the movement 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. Other mandates specific to Home Affairs: • Funding and oversight of the Electoral Commission, Government Printing Works and the Films and Publications Board • Administration of the Public Holidays Act (1994) • Funding of political parties through the IEC

4. The mandates of the DHA are derived from: • The Constitution • The right to citizenship and thus to secure identity and civic status. • The responsibility of the state and citizens to ensure the sovereignty, security and integrity of South Africa. • The need to honour international commitments as a responsible member of the community of nations and as part of ensuring peace and a better life for all. • Legislation • Civic Acts: Births and Deaths Registration Act, 1992 ; Identification Act, 1997; South African Citizenship Act, 1995; Civil Union Act, 2006; Marriage Act, 1961; Registration of Customary Marriages Act,1998 • Immigration Acts: Immigration Act, 2002; Refugees Act, 1998 • International instruments • Conventions and protocols, mainly relating to asylum seekers and refugees (Geneva Convention, UN, AU and SADC Protocols). • Bilateral and multilateral agreements, mainly relating to immigration matters.

5. Civics value chain / system Civics is stable - It is a basic right for all citizens. But critical systems and data are under constant threat from fraud, errors, cyber attacks and identity theft. National Population Register (NPR) / HANIS NATIONAL IDENTITY SYSTEM Active protection by state and by citizens. Biometric data (fingerprints and photos) Secure status changes – issue ID, marriage, death and amendments Must secure citizenship changes; and naturalisation Secured by early registration of birth.

6. Immigration is dynamic: The DHA must be able to counter threats, e.g. crime, terrorism; and ensure the efficient and strategic facilitation of legal migration. Immigration value chain/ system International External Relations Foreign missions Airport hubS Risk-based; intelligence –dependent; and strategic Borders Ports of entry BMA Borderline Domestic Protect refugees Compete for skills Enforce Acts Integrated systems

7. Unpacking the vision of a transformed Department • At the heart of transformation is building a cadre of officials that is patriotic, disciplined, security-conscious, professional and humane. • Modernisation of systems through digital technology and integration is a critical enabler of security, service delivery and transformation. • The primary objective of the DHA is to secure identity and immigration and deliver related services that support the achievement of national goals; including security goals and efficient service delivery to all citizens. • The DHA must have the capacity to secure critical systems and related services by managing risks in terms of legislation, staffing, systems, culture and organisation. • The Department needs to be fully integrated into the security cluster (JCPS); while continuing to develop its relationships with a wide range of state, civil society and international stakeholders and partners. The DHA must operate as a security department that delivers critical services.

8. DHA plays a key role in securing the NATION, SOCIETY and the STATE Enables secure interaction with global community i.r.o. INTERNATIONAL MIGRATION Prtoect TProtection of IDENTITY and STATUS of all who live in South Africa and SA citizens abroad Future DHA? The status of the DHA impacts on and enables the security of ALL elements of the nation and the state SANDF SSA SAPS SARS J and CS Non-security departments Security Breach Security breach Security departments protect state functions, society, citizens, residents

9. VISION, MISSION AND VALUES 9

10. Government Outcomes for the 2014 to 2019 Electoral Cycle • Improved quality of basic education • A long and healthy life for all South Africans • All people in South Africa are and feel safe • Decent employment through inclusive economic growth • A skilled and capable workforce to support an inclusive growth path • An efficient, competitive and responsive economic infrastructure network • Vibrant, equitable and sustainable rural communities with food security for all • Sustainable human settlements and improved quality of household life • A responsive, accountable, effective and efficient local government system • Environmental assets and natural resources that are well protected & enhanced • Create a better South Africa and contribute to a better and safer Africa and World • An efficient, effective and development oriented public service • Social protection • Nation building and social cohesion Outcomes in bold are the ones the DHA contribute to directly

11. Human Resource Strategy • In a continued strive to further the implementation of the HR Strategy, to ensure that the service delivery of the Department is optimised, focus is placed on: • 1. Human Resources Development: • In an effort to build leadership capacity and capability, the Department launched and implemented the Leaders’ Forum in July 2010 with the purpose of ensuring a shared mind-set and synergy amongst DHA leadership. Leadership development through the Leaders’ Forum and the cascading of developmental initiatives which introduce and maintain best People Management practices will continue. • In support of a culture of effective people management towards optimising organizational performance and service delivery, a revised Overtime Policy, Integrated Exit Management Strategy and Integrated Retention Strategy were developed and approved for roll-out during the 2014/15 financial year. • The design of a number of talent enhancement initiatives which include Career Management, an Occupational Assessment Framework, aligning SMS and MMS competency assessment results to Personal Development Plans and actual training accessed, mentoring pools, talent spotting and experiential learning frameworks will receive attention in 2014/15. This aims at improving the Department’s capability to acquire, develop and retain competent human resources.

12. Human Resource Strategy • 2. Performance Management: • The level of compliance with PMDS legislative frameworks has improved considerably at all levels. • The Department’s focus in 2014/15 will shift to include the improvement of its performance culture, and the alignment between individual and organizational goals and performance. • In support hereof, a Poor Performance Improvement Guideline for Supervisors and Managers has been developed , and will be rolled out. • An Integrated Reward and Recognition Model as well as an Excellence Awards Program has been developed in order to enhance morale, productivity and organizational performance, and will be implemented during the 2014/15 financial • 3. Employee Relations Strategy: • Promote an ethical Department through programmes and structures that prevent and / or drive a zero tolerance approach towards corruption and ill-discipline.

13. HR DASHBOARD

14. Employment Equity Status

15. Breakdown of all filled posts per level

16. Breakdown of filled SMS posts per level SMS posts in provinces

17. DHA supporting the priorities of government

18. Implications of the National Development Plan (NDP) for DHA Facilitate faster and more inclusive economic growth (top priority) • There is a need for immigration and refugee policies, legislation and systems / processes which will address national priorities and maximise benefits and reduce risks to the country. • The DHA can ensure the secure, effective and efficient mass transit of people and goods across land, sea and air borders to contribute towards the security and development of South Africa. • Efficient and secure ports of entry reduce the cost of doing business, encourage trade and enable regional development. This will be one of the main goals of the Border Management Agency (BMA). •  The modernisation programme of the DHA provides for mdern, secure immigration systems to attract visitors and facilitate their secure entry and exit rapidly. The DHA will thus contribute to security, stability and reducing corruption. • Focus will also be placed on trade presentation and diplomatic presence in fast growing markets (Asia, Brazil and Africa); as well as the implementation of a focused regional integration strategy with an emphasis on reducing red tape.

19. DHA Contribution to Medium Term Strategic Framework (MTSF) 2014 - 2019 The DHA draft commitments in the MTSF 2014 to 2019 will focus, inter alia, on the following key areas (input to be finalised by 30 May 2014): • SA’s borders effectively defended, protected, secured and well-managed. • Integrated BMA established and operational • Develop an over-arching strategy to defend, protect, secure and ensure well-managed borders • Identity of all persons in SA known and secured. •  Ensure that registration at birth is the only entry point for SA to the new national identity system (NIS) • NIS designed and operational • Ensure that systems are in place to enable the capturing of biometric data of all travellers who enter or exit SA legally • Improve and streamline regulations to reduce the burden of importing core and critical skills needed for the economy. • Changes to immigration policy and legislation that supports the importation of economically important skills

20. Key challenges • Asylum seeker/ Refugee management including Relocation of Refugee Centers to borderlines • Overhaul the permitting system and border management • Dependency on Departments of Public Works and SITA • Non-integration of IT systems • Records Management • Lack of capacity in critical areas (eg. Inspectorate) • Fight against unlawful activities • Improvement of administration, especially financial management • Ensuring staff are appropriately trained, professional and caring

21. 2014 -15: Priorities and Commitments • In support of achieving the strategic objectives of the DHA, government priorities and the National Development Plan, the DHA has identified the following goals over the next 3 - 5 years: • Effective management of immigration to contribute to security and development (including leading the establishment of a BMA) • Comprehensive and secure national identity system (NIS) • Modernise Home Affairs through investing in people, processes and technology • Improve service delivery and promote good governance and administration • Develop officials that are ethical, patriotic and professional • Visible and firm action in the fight against corruption

22. STRATEGIC INITIATIVES (1): • Finalising the review of Immigration Policy (SADC labour migration; asylum seeker management; residence and citizenship; facilitation of migrants with critical skills) • Finalisation of the regulations of the amended Refugees Act • Systems modernisation, ID Smart Card rollout and the development of the National Identity System. • Developing a new Home Affairs cadre that is patriotic, security conscious, professional and humane. • Develop a roadmap with concrete measures to capacitate DHA as a security department that provides efficient services.

23. STRATEGIC INITIATIVES (2): • Leading the establishment of the Border Management Agency (BMA) • Implementing the HR Strategic roadmap • Consolidate the National Population Registration Campaign Programme and strengthen the Stakeholder Forums linked to the ending of LRB • Work towards obtaining a clean audit • Intensify the fight against corruption • Strengthen implementation of the communication strategy

24. Modernization Programme: Transition to a digital world Smart ID Card Printing Infrastructure & Card Design/ personalization End user devices Deployment Green : In progress (Implementation) Yellow: In progress (conceptualization) White : Not started (planning )

25. MODERNISATION OBJECTIVES AND BENEFITS • To transform DHA into a paperless environment This will ensure paperless processing and electronic capture of applications including e-forms, scanning of supporting documents and workflow. • To ensure uninterrupted service delivery Automation of processes will need redundancy like disaster recovery systems (DRS) and dual network or data lines, off-line processing capability, back-up power to ensure business continuity in case of unforeseen disaster. • To guarantee system performance and security Security is central to DHA services and thus sufficient processing power (PC’s and Servers), active directory (AD), anti-virus software, firewall are imperative. • To guarantee non-repudiation and integrity management To ensure that the occurrence and integrity of transactions between DHA and citizens cannot be refuted by the citizen or DHA official, both in an on-line and off-line mode through the use of biometrics monitoring tool and audit trail as one of the functionalities. • Quality of services To provide an improved quality of service and ensure total customer satisfaction through increased turned around time of DHA products that are of high quality standards and designed according to international best practices.

26. MODERNISATION PLANS FOR 2014/ 15 (1) Live Capture and Smart ID card Technology • Further roll out of smart ID card technology in 70 offices Development of the National Identity System (NIS) and Trusted Traveller system. • Single view of all citizens and foreigners made up by a collection of data enabling the Department to distinguish a person from the rest of the population with multiple biometrics of face and fingerprint E-Permit System • Automation of permitting processes through a web based technology allowing applications to be made through the internet

27. MODERNISATION PLANS FOR 2014/ 15 (2) Data clean up (key systems like NPR, NIIS/ Refugee systems, eMCSetc) • Target Cleaning of key IMS and Civics systems databases and migration of data to NIS Other identified systems (Not in APP) • Development of the Contact centre has been prioritised for this Financial Year; • Biometrics at the POEs prioritized for this Financial Year

28. MODERNISATION KEY ACHIEVEMENTS • 70 offices have been automated with new live capture and smart ID card technology • Infrastructure upgrade of physical offices and technology in all the offices with live capture and smart card including implementation of dual data lines • Four high printing security machines procured at GPW for printing of smart ID cards and passports. Three are used for daily production at GPW headquarters and the other one is set up at CSIR for disaster recovery

29. MODERNISATION KEY ACHIEVEMENTS (2) • As from 1 April to 22 June 2014, 251 873 applications for Smart ID Card have been captured • More than 423 509 Smart ID cards have been processed to date by 70 offices. Citizens have collected 305 946 while 64 690 are in offices ready to be collected. About 52 873 are in progress to be printed • Training and change management conducted in all 70 offices for front offices and back office officials on new automated processes. In addition, skill audit was done to ensure that proper training packages will be crafted for officials

30. Key programmes and campaigns impacting on provinces

31. Some significant achievements 2013 - 2014 • A total of 650 682 births were registered within 30 calendar days against target of 642 000. This was made possible through: • Operationalisation of online birth registration facilities at 44 additional health institutions (cumulative total of 391) • Launch of 8 additional stakeholder forums (cumulative total of 264) • Awareness initiatives and outreach programmes in rural areas, schools, farms and informal settlements • A total of 125 112 smart ID cards were issued against target of 100 000 made possible through the roll out of live capture functionality for IDs and passports at 70 offices • A new strategy for Late Registration of Births (LRBs) was adopted and the Amendment Regulations in terms of the Births & Deaths Registration Act was signed into effect on 20 February 2014. • Regulations came into operation on 1 March 2014 that assist in protecting the NPR, individual identity, citizenship and human rights. A key element was the introduction of an unabridged birth certificate with both parents particulars. This change tightens up the critical process of birth registration.

32. 389 Health Facilities currently online: per Province

33. Birth registration within 30 days: Performance 2009 - 14 • The graph depicts good gains in the number of births registered within 30 days and a reduction in births registered above 15 years. • The Department registered 5748480 births between 1 April 2009 and 31 March 2014. • Out of 5748480 births registered, 2756351 were registered within 30 days of the birth event. • 2369783 births were registered between 31 days and 14 years of the birth event. • 622346 births were registered above 15 years of the birth event.

34. Optimization Strategy : Health Facilities for 2014/2015

35. Provincial birth registration targets for 2014/15

36. 70 offices equipped with Smart ID card capability

37. 70 Smartcard offices rolled-out in 2013/14

38. DHA Smartcard offices to be rolled-out 2013-15

39. Smartcard offices to be rolled-out in 2014/15

40. Stakeholders Forums: distribution

41. Stakeholders Forums: mandate and membership Membership varies and may include: • Stakeholder forums are non-partisan groups of stakeholders who are active at local, district, metro and provincial levels. • They are non-political independent structures that are supported administratively by the DHA. • The purpose for the Forums is to support the programmes and officials of the DHA. They identify needs; monitor service delivery; and report threats to DHA systems such as fraud and corruption. • The Stakeholder Forums operate on the following levels: • Local Municipalities • District Municipalities • MetropolitanMunicipalities • Provinces. • Municipalities • Community Development Workers • Community Based Organization • Non governmental organizations • Faith Based Organizations • Traditional Healers • Traditional Leaders • Ward Committees • Organized Business • Organized Labour • Youth • Women • Disabled • IEC • Government Departments • Security Agencies

42. The Annual Performance Plan is grounded on three Outcomes Outcome 1: Secured South African citizenship and identity Outcome 2: Secured and responsive immigration system Outcome 3: Services to citizens and other clients that are accessible and efficient

43. Outcome 1: • Secured South African citizenship and identity • Strategic Objectives • All eligible citizens are issued with enabling documents relating to identity and status • An integrated and digitised National Identity System (NIS) that is secure and contains biometric details of every person recorded on the system

44. Outcome 2: • Secured and responsive immigration system • Strategic Objectives • Refugees and asylum seekers are managed and documented efficiently • Movement of persons in and out of the country regulated according to a risk based approach • Enabling documents issued to foreigners efficiently and securely

45. Outcome 3: • Services to citizens and other clients that are accessible and efficient • Strategic Objectives • Secure, effective, efficient and accessible service delivery to citizens and immigrants • Good governance and administration • Ethical conduct and zero tolerance approach to crime, fraud and corruption • Collaboration with stakeholders in support of enhanced service delivery and core business objectives

46. Outcome 1: Secured South African citizenship and identity Strategic Objective 1.1: All eligible citizens are issued with enabling documents relating to identity and status Annual Targets 2014/15 per strategic objective: • 70 additional offices with live capture functionality for identity documents and passports (installed and functional) • 694 000 births registered within 30 calendar days of birth • 1.6 million smart ID cards issued to citizens 16 years of age and above • 95% of IDs (First issues) issued within 54 working days for applications collected and processed within the RSA (from date of receipt of application until ID is scanned at office of application)

47. Outcome 1: Secured South African citizenship and identity Strategic Objective 1.1: All eligible citizens are issued with enabling documents relating to identity and status Annual Targets 2014/15 per strategic objective: • 95% of IDs (Re-issues) issued within 47 working days for applications collected and processed within the RSA (from date of receipt of application until ID is scanned at office of application) • 95% of machine readable passports (manual process) issued within 24 working days for applications collected and processed within the RSA (from date of receipt of application until passport is scanned at office of application) • 97% of machine readable passports (live capture process) issued within 13 working days for applications collected and processed within the RSA (from date of receipt of application until passport is scanned at office of application)

48. Outcome 1: Secured South African citizenship and identity • Strategic Objective 1.2: • An integrated and digitised National Identity System (NIS) that is secure and contains biometric details of every person recorded on the system Annual Targets 2014/15 per strategic objective: • National Identity System (NIS) developed (designed) • Technical testing for NIS completed • Technical testing of Trusted Traveller programme completed by Information Services branch • Development of e-Permit system completed by Information Services branch and handed over to IMS for user acceptance testing

49. Outcome 2: Secured and responsive immigration system Strategic Objective 2.1: Refugees and asylum seekers are managed and documented efficiently Annual Targets 2014/15 per strategic objective: • 50% of refugee IDs issued within 90 calendar days (from the date of application at refugee reception offices until document is ready at office of application) • 80% of refugee travel documents issued within 90 calendar days (from the date of application at refugee reception offices until travel document is ready at office of application)

50. Outcome 2: Secured and responsive immigration system Strategic Objective 2.2: Movement of persons in and out of the country regulated according to a risk based approach Annual Targets 2014/15 per strategic objective: • BMA feasibility study approved by Minister • BMA Draft Bill approved by Minister • 8 priority ports of entry with either improved residential or improved office accommodation or both as per set standards • One survey of borderline communities conducted • Refined immigration policy discussion paper, based on research and government engagement, approved by Minister