Description
Strategic Plan 2015 2020
2015-2020
Strategic Plan
Department of Home Affairs Strategic Plan 2015-2020 Department of Home Affairs Strategic Plan 2015-2020
Foreword by the
Minister of Home Affairs
The purpose of this strategic plan is to set out the vision of where the
Department of Home Affairs (DHA) must be within fve years and the
strategic goals that must be achieved to get there. The year 2015 marks
60 years since the historic adoption of the Freedom Charter by visionary
South Africans from all walks of life. The DHA takes enormous inspiration
from this legacy, and the progressive Constitution which emerged from
it. We draw impetus from our historic mission to uphold the dignity of all
South Africans.
As we move towards a quarter century of democracy, there are two
overarching goals that informed the strategic planning of the DHA. The frst
goal is to continue to deliver against the core mandate of the DHA, which
is to secure identity and citizenship; to manage immigration securely; and
to deliver services related to these critical functions of the state.
In Civic Services, strategic initiatives to fulfll this mandate include:
replacing 38 million outdated green ID books with ID ‘smart’ cards by 2019;
achieving universal early registration of birth; and ensuring consistently
excellent customer service at every Home Affairs offce through a front
offce improvement programme.
On the Immigration Services side, strategic initiatives include updating
our international migration policy towards a holistic whole-government,
whole-society approach to effectively manage immigration in a way that
maximizes our security, development, constitutional and international
obligations, nation building and social cohesion. Furthermore, we are
excited to be establishing by 2016, a new Border Management Agency
(BMA) which will consolidate all functions relating to the management
of our ports of entry and border line, which we believe will dramatically
improve management of our national borders. We will explore and
implement innovate ways to physically revamp our ports of entry to better
facilitate trade and revenue, national security, and the experience of
visitors to our country, particularly African visitors.
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Department of Home Affairs Strategic Plan 2015-2020
The Department has dramatically improved the effciency of critical
processes and has enhanced security. However, systemic gaps continue
to undermine the security and value of its services. This is having serious
consequences for the state, society in general and individual citizens.
Thus the second goal is to ensure that over the next fve years the DHA
puts in place the people, systems and infrastructure needed for it to
play an effective role in support of national priorities and programmes.
Currently the DHA has outdated, fragmented and vulnerable systems
that are partly paper-based and which are managed by staff that has
been professionalised to a limited extent. To achieve this goal the DHA
is implementing the following three related strategies through a broad
Modernisation Programme.
• Replace outdated fragmented and paper-based systems with an
integrated and digital National Identity System (NIS).
• Professionalise the staff in terms of appropriate values, behaviour
and specialist competencies.
• Create a high-security, uninterruptible environment within which the
people, systems and infrastructure of the DHA can be protected.
For various historical reasons, the underlying challenge for the DHA is
that in South Africa the position and role of Home Affairs in the state and
civil society has been widely misunderstood. The general perception has
been that Home Affairs provides routine, administrative services which
can be delivered in a low security environment. This has impacted on the
budget allocated historically to the Department, which is funded according
to this perception in terms of a minimal operating budget.
Over the next five years, the Department will be engaging with other
key government departments, stakeholders and the public to mobilise
support for the Modernisation Programme and for the repositioning
of the DHA in the state and society as a professional department that
delivers critical services in a high security environment. The vision we
want to share is of a department that can play a key role in national
and personal security; in service delivery; and in socio-economic
development. Integrated, secure national identity and immigration
systems, managed by professionals, can reduce the serious risks
and threats faced by South Africa in a globalised world. The same
systems can support the objectives of the National Development
Plan (NDP) by reducing the cost of services while improving
access and efficiency. This will enhance service delivery and attract
investment and critical skills, thus enhancing South Africa’s economic
competitiveness.
The successful implementation of the National Development Plan (NDP)
also requires social stability and economic inclusion. Comprehensive,
accurate identity systems using biometrics will enable all sectors of
society to participate in the mainstream economy through lowering the
cost of banking, insurance and government services. It will provide real-
time data that will enable the government to plan more effciently and to
be able to respond to the needs of the people.
The state also needs the capacity to harness immigration for development
while dealing with risks and threats to social order and stability. That
capacity must stretch from foreign missions abroad; to the border
environment; and to the domestic administration and enforcement of
immigration laws.
National Treasury has committed more than a billion rand in earmarked
funds to support the digitisation of DHA systems over the period 2015
- 2018. A major challenge in realising the vision of the Department is
that additional resources are required to complete the modernisation
programme and a substantially higher level of baseline funding is
already needed to maintain and secure the new systems. There are
ongoing engagements with National Treasury, but given severe fscal
pressures and competing demands it would be unreasonable to expect
all the resources required to come from the state. As outlined above, the
modernised civic and immigration services provided by the DHA would
have a high value for the state and private sector in terms of effciency
and security gains. The Department already has strategic partnerships
with institutions such as banks and the South African Post Offce. Going
forward, together with stakeholders, creative ways must be found to
bridge the funding gap and sustain a modern, secure DHA through new
synergies and revenue streams.
Mr MKN Gigaba, MP
Minister of Home Affairs
Department of Home Affairs Strategic Plan 2015-2020 Department of Home Affairs Strategic Plan 2015-2020
Foreword by
Ms F Chohan, MP,
Deputy Minister of
Home Affairs
The areas of the Department of Home Affairs (DHA) for which I am given
particular responsibility are legal services; the management of asylum
seekers and refugees; and improving the quality of service experienced
by the public in our front offces. The Strategic Plan 2015 – 2020 is
about the implementation of strategies to move the DHA from delivering
routine services using largely outdated systems to an organisation run
strategically by professionals who manage integrated digital systems in a
high security environment.
Together with the DHA establishing a Border Management Agency (BMA),
the changes indicated above will have a large impact on the way the DHA
secures its systems and delivers services to citizens and other clients.
The strategic role of legal services is to facilitate the development of an
appropriate and coherent regulatory framework for a modern, professional
DHA to operate in. A major legislative task is supporting the drafting of a
Green and then a White Paper on International Migration policy; followed
by the drafting of comprehensive immigration legislation.
South Africa faces very serious challenges in providing protection to
asylum seekers and refugees at the level of policy, legislation, systems and
domestic and international partnerships. As a nation we have made this
commitment for very good reasons; which is to have a more humane and
secure world. This is indeed a noble and important aspiration. However,
the three arms of the state have failed to agree on, and implement, the
policies and instruments needed to manage what is a complex domestic
and international process. The cost of this failure has been very high
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Department of Home Affairs Strategic Plan 2015-2020
levels of disaffection amongst large sectors of society leading to social
strife and insecurity.
The DHA has set in motion a number of processes to address this
challenge. The frst phase of a public engagement on immigration policy
has commenced and a major focus is on asylum seekers and refugees.
At the level of systems and partnerships, the DHA has been engaging
intensively with other stakeholder departments, the United Nations High
Commissioner for Refugees (UNHCR) and within the Southern African
Development Community. Strategic options will be taken to the relevant
clusters and Cabinet structures for consideration. Internally, focused
attention will be paid to the strengthening of processes and the chief
directorate responsible for administering the system.
In February 2015 the DHA launched its Moetapele programme, the main
thrust of which is to establish and maintain consistently high standards of
front offce service delivery. Moetapele is a seSotho word meaning ‘leader’
as the driving force of the campaign must be the leadership demonstrated
by offcials at all levels. Excellent service delivery is strongly dependent
on the DHA establishing effcient back-end processes; and effective
and responsive monitoring mechanisms with channels accessed by the
public. Work streams led by DDG’s and aligned with the Modernisation
Programme have been formed to address these and other challenges
decisively.
The human factor is always the most critical. The offcials of the Department
have developed hugely over the past eight years; and I am confdent they
can achieve the goals set out in this Strategic Plan.
FATIMA CHOHAN, MP
DEPUTY MINISTER OF HOME AFFAIRS
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Department of Home Affairs Strategic Plan 2015-2020 Department of Home Affairs Strategic Plan 2015-2020
Foreword by
Mr Mkuseli Apleni,
Director-General of
Home Affairs
Minister Malusi Gigaba has made clear to the leadership of the Department
what his expectations are. By 2019 the Department must have moved
decisively towards realising our vision of consistently delivering excellent
services in a highly secure environment to achieve national goals. The
Strategic Plan of the Department maps out the journey we must undertake
to meet this commitment. Along this road there are fve milestones that
will serve to focus our efforts and measure progress against.
• The frst milestone is that we should complete the Modernisation
Programme, which is built around an inclusive National Identity
System. For this system to function we must have a stable, secure
network to connect our offces.
• The second milestone is to establish a Border Management Agency.
The DHA is leading this project, which is bringing together the relevant
functions of at least 17 departments and agencies to ensure secure
and effcient management of the border environment. A key step is to
put enabling legislation in place.
• The third milestone is to upgrade key ports of entry, especially the largest
land ports of entry and the Oliver Tambo International Airport. These are
ports that are critical for trade and generation of revenue and jobs. Focus
must be on improving leadership, infrastructure and systems.
• The fourth milestone is to put in place a comprehensive new
immigration policy. South Africans should be positive about
connecting with Africa and the world and playing a role in making
it a better and safer world to live in. The policy goal is to manage
immigration securely while using it strategically for economic, social
and cultural development.
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Department of Home Affairs Strategic Plan 2015-2020
• The ffth milestone is for all our front offces to meet on common
and consistent standards of service delivery and thus ensure that
members of the public have a positive experience. To achieve this
will mean addressing challenges that encompass offcials, systems
and infrastructure across 405 front offces, 72 ports of entry, refugee
reception offces and 41 foreign missions. The vehicle for this process
is termed the Moetapele (leader) Programme, as we regard good
leadership to be the most critical success factor.
Reaching the above milestones requires professional offcials who can
plan, build, maintain and protect the new systems and manage them
strategically. The professionalisation and modernisation of the DHA are
thus the overarching programmes that will enable the DHA to become a
critical part of a competent state that can lead development. In particular
a secure, integrated national identity system will be the catalyst for faster,
cost-effective service delivery across the state and private sectors. The
radically improved immigration system of the DHA will, amongst other
benefts, enable South Africa to compete for the critical skills needed for
faster growth and enhance security and stability.
We are paying close attention to strengthening our governance and
administration – and in particular accountability - and consequently
expect to obtain improved audit outcomes going forward.
What makes the success of these ambitious programmes possible is the
foundation that has been laid over the past eight years, The Turnaround
Programme (2007- 2009) made service to the public central and radically
improved the delivery of key services such as identity documents (IDs)
and passports. In 2010, the DHA in partnership with other departments –
and without the support of consultants – delivered successfully against its
Soccer World Cup guarantees. In the same year the President launched
a major national campaign to secure the National Population Registration
Campaign by ensuring that all citizens are registered and by promoting
early birth registration.
A number of strategic advances have been made since 2010 that
show that the DHA has continued to grow in confdence, expertise and
understanding. One such advance is the design and phased roll out of an
award winning smart ID card that will replace the green ID book. Another
advance is the dedicated, high quality courses provided by the Learning
Academy of the DHA as part of the drive to professionalise and grow skills.
Following a Cabinet decision to give Home Affairs the responsibility for
establishing the BMA a multi-department project team has been making
rapid progress. The review of immigration policy has reached the stage
where the DHA has begun a process of public engagement leading to a
new Green and White Paper.
As Accounting Offcer I am aware of challenges such as resource
constraints and dependencies on other departments and agencies.
However, we regard the transformation of the DHA to be a national
project and an important part of the national agenda. DHA offcials have
shown that they can work with the state and partners and solve complex
problems; and by so doing have improved the lives and security of our
people. I am confdent that we will meet expectations and achieve the
goals set out in this Strategic Plan.
MKUSELI APLENI
DIRECTOR-GENERAL OF HOME AFFAIRS
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OFFICIAL SIGN OFF
It is hereby certifed that this Strategic Plan:
Was developed by the management of the Department of Home Affairs under the guidance of
Minister MKN Gigaba.
Takes into account all the relevant policies, legislation and other mandates for which the
Department of Home Affairs is responsible.
Accurately refects the strategic outcome oriented goals (outcomes) and objectives which the
Department of Home Affairs will endeavor to achieve over the period 2015 to 2020.
Mr Thulani Mavuso _______________________
Institutional Planning and Support Signature
Mr Gordon Hollamby _______________________
Chief Financial Offcer Signature
Mr Mkuseli Apleni ________________________
Accounting Offcer Signature
Approved by:
Mr MKN Gigaba ________________________
Executive Authority Signature
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Department of Home Affairs Strategic Plan 2015-2020
TABLE OF CONTENT
Part A: Strategic Overview 10
Vision, Mission and Value Statement 10
Departmental Outcomes 10
Constitutional and Legislative Mandate 10
Policy Mandate 11
Planned Policy Initiatives 14
Situational Analysis, including Performance and Organisational Environment 14
Strategic Goals and Strategies for 2015 to 2020 19
Contribution to Achieving National Goals 20
Strategic Planning Process 21
Strategic Outcome Oriented Goals (Outcomes) 21
Part B: Strategic Objectives 23
Strategic Objectives for the DHA Outcomes 23
Financial Programmes 29
Resource Considerations 30
Risk Management 32
Part C: Links to Other Plans 37
Projects in the Infrastructure Plan 37
DHA Modernisation Programme 40
Conditional Grants 41
Public Entities 41
Public Private Partnerships 41
Abbreviations and Acronyms 42
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Department of Home Affairs Strategic Plan 2015-2020 Department of Home Affairs Strategic Plan 2015-2020
1. Vision, Mission and Value Statement
Vision
A safe, secure South Africa where all of its people are proud of, and
value, their identity and citizenship
MissIon
The effcient determination and safeguarding of the identity
and status of citizens and the management of immigration to
ensure security, promote development and fulfll our international
obligations
Value Statement
The DHA is committed to being:
• People-centred and caring
• Patriotic
• Professional and having integrity
• Corruption free and ethical
• Effcient and innovative
• Disciplined and security conscious
2. Departmental outcomes
1. Secured South African citizenship and identity
2. Secured and responsive immigration system
3. Services to citizens and other clients that are accessible and effcient
3. Constitutional and legislative mandates
The Department administers a wide range of civic and immigration
functions within the framework provided by the Constitution.
3.1 Constitutional mandate
The civic mandate of the Department of Home Affairs is grounded on
three sets of related principles. Firstly as stated in Chapter 1, Section 3
of the Constitution:
1. There is a common South African citizenship.
2. All citizens are -
(a) equally entitled to the rights, privileges and benefts of
citizenship; and
(b) equally subject to the duties and responsibilities of citizenship.
3. National legislation must provide for the acquisition, loss and
restoration of citizenship.”
Secondly, the Constitution emphasizes that citizenship is equal, inclusive
and participatory and comes with rights and responsibilities. To establish
real equality, given a history of racial exclusion, the Constitution also insists
on achieving equity through redress. This principle has, for example,
guided the DHA in deciding to expand its footprint to cover remote and
marginalised communities.
Thirdly, immigration is not directly dealt with in the Constitution although
freedom of the right of citizens to travel is entrenched. The implication
is that elected governments must decide, within the framework of the
Constitution, how to deal with immigration. In summary some of the
relevant elements in the Constitutional framework are:-
• That the Republic of South Africa (RSA) is a sovereign state and all
citizens have a duty to protect it.
• South Africa is committed to a better life, peace and security for
South Africans and all peoples of Africa and the world.
• SA is a good global citizen, respecting multilateralism and
international commitments.
• All those who live in South Africa are equal in terms of basic human
rights; although only citizens have the right to vote, amongst other
rights not afforded to foreign nationals.
3.2 Legislative Mandate:
Civic Services
Births, Marriages and Deaths
• Births and Deaths Registration Act, 1992 (Act No 51 of 1992);
• Regulations on the Registration of Births and Deaths, 2014;
• Marriage Act, 1961 (Act No 25 of 1961);
• Regulations made under the Marriage Act, 1961;
• Recognition of Customary Marriages Act, 1998 (Act No 120 of 1998);
• Regulations made under the Recognition of Customary Marriages
Act, 1998;
PART A:
STRATEGIC OVERVIEW
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Department of Home Affairs Strategic Plan 2015-2020
• Civil Union Act, 2006 (Act No 17 of 2006); and
• Civil Union Regulations, 2006.
Identity Documents and Identifcation
• Identifcation Act, 1997 (Act No 68 of 1997);
• Identifcation Regulations, 1998 and
• Alteration of Sex Description and Sex Status Act, 2003 (Act No 49
of 2003).
Citizenship
• South African Citizenship Act, 1995 (Act No 88 of 1995) and
• Regulations on the South African Citizenship Act, 1995.
Travel Documents and Passports
• South African Passports and Travel Documents Act, 1994 (Act No 4
of 1994); and
• South African Passports and Travel Documents Regulations, 1994.
3.3 Legislative Mandate:
Immigration
• Immigration Act, 2002 (Act No 13 of 2002);
• Immigration Regulations, 2014;
• Refugees Act, 1998 (Act No 130 of 1998); and
• Refugees Regulations, 2000.
3.4 Other prescripts relevant to the mandate of
Home Affairs
• The Universal Declaration of Human Rights as adopted by the
General Assembly of the United Nations on 15 December 1948;
• The Basic Agreement between the Government of the Republic of
South Africa and United Nations High Commissioner for Refugees
(UNHCR), 6 September 1993;
• The 1951 United Nations Convention Relating to the Status of Refugees;
• The 1967 Protocol Relating to the Status of Refugees;
• The Organisation for African Unity Convention Governing Specifc
Aspects of Refugee Problems in Africa, 1996; and
• The UNHCR Handbook and Guidelines on Procedures and Criteria
for Determining Refugee Status, 1997.
3.5 Other legislative mandates
The Department is responsible for administering the Public Holidays Act,
1994 (Act No 36 of 1994).
The Department transfers funds to entities reporting to the Minister of
Home Affairs and exercises oversight in that regard as prescribed by
Public Finance Management Act, 1999 (Act No.1 of 1999), Treasury
Regulations and the Acts establishing the entities. The entities reporting
to the Minister of Home Affairs are the following:
• The Electoral Commission (IEC)
• The Government Printing Works (GPW)
• The Representative Political Parties Fund (RPPF)
Going forward, the GPW will be entirely self-funding, although it will retain strong
links with the Department and the Minister will continue to exercise oversight.
4. Policy mandates
4.1 Civic Services mandate
Under apartheid, identity systems were fragmented between 11 different
racial and ethnic departments and only the births of persons classifed as
“Whites, Coloureds and Indians“ were systematically recorded. Whites
received a level of service comparable with more advanced economies
while Black South Africans were effectively denied citizenship and were
subjected to colonial legislation and administration.
In 1994 the frst democratically elected government had to confront the
challenge of re-aligning the machinery of the state with fundamentally
different policy imperatives. The DHA has the sole legal mandate to
determine and register the civil status of citizens. Building a single non-
racial population register was the most urgent priority, linked to the need
to have a credible democratic election.
The primary policy driver for the DHA remains securing the identity and
citizenship of all South Africans. To deliver on this mandate requires three
things to be in place: access to services; secure systems and processes;
and the cooperation of citizens. With regard to the role of citizens, the
early registration of birth is essential to securing the National Population
Register (NPR) and by law parents must comply within 30 days. The
issue of identity documents (IDs) to 16 year olds is another important
security matter as their identity is linked to their biographical data and to a
signature, fngerprint and photograph.
4.2 Immigration Services mandate
Immigration policy under apartheid governments was focused on
strengthening racial domination. Africans in general were regarded as non-
citizens and units of cheap labour to be controlled through the migrant labour
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system. To allow black South Africans to integrate with the rest of the world
was regarded as dangerous and passports were denied to South Africans
viewed as enemies of the state. South Africa was increasingly isolated, with
apartheid declared a crime against humanity by the United Nations.
The DHA has the sole legal mandate to issue visas and permits to foreign
nationals. These documents specify the length and conditions of their stay in
South Africa. The Department must also authorise and record the entry and
exit of any person through ports of entry, which are designated to the Minister
of Home Affairs. The DHA must also clear ships for entry at harbours. Only
the DHA can deport or prohibit a foreign national and grant refugee status to
an asylum seeker in accordance with the Immigration and Refugees Acts.
The Immigration and Refugees Acts and Regulations administered by the DHA
are grounded in the Constitution and international agreements that are ratifed
by Parliament. The primary immigration policy objectives are for South Africa
to be fully integrated into the community of nations and to harness immigration
to achieve national goals. In managing immigration, however, the DHA
must at all times honour its Constitutional obligation to protect South African
sovereignty, the integrity of the state and the safety of all who live in South
Africa. In this regard, the broader security mandate of the DHA demands that
every immigration transaction and process must be subject to an assessment
of the risk to South Africa, while taking its benefts into account.
5. Planned policy initiatives
The secure and strategic managing of immigration needs appropriate
capacity and systems to be developed by the DHA; cooperation across
government; and support from a public that understands and respects
immigration policy and laws. To achieve the necessary level of cooperation
and support, a national consensus around immigration policy must be built
through engagement with stakeholders. This process was launched in 2014
with a series of round table discussions that will culminate in a National
Colloquium on Immigration in 2015. The next step will be to draft a policy
framework that will replace the 1999 White Paper on International Migration,
which after public consultation will guide the development of new immigration
legislation. Among the key challenges that the policy framework must
respond to are how to regulate economic migration, particularly within SADC;
competing effectively for migrants with critical skills; regulation of residence
and naturalisation; and meeting international commitments, such as affording
protection to asylum seekers and refugees.
In June 2013 Cabinet resolved that the Department of Home Affairs
should take the lead in the establishment of a Border Management
Agency (BMA). The mandate of the BMA will be to secure the border
environment; and to ensure the effcient facilitation of legitimate people
and goods through ports of entry. To achieve this outcome the relevant
operations of approximately 20 departments and agencies will have to
be appropriately re-assigned to a single border management authority
established by an enabling Act. A multi-department team led by a national
project manager has made substantial progress towards realising this
vision. Research has been conducted, options developed and interim
steps planned. The vision and underlying principles of the BMA have been
approved by the Cabinet. It is envisaged that the BMA will be formally
established by December 2016 in spite of the complexity of the task.
The introduction of a National Identity System (NIS) will require a review
of policies and legislation that relate to issues such as identity, privacy and
security. The policy imperatives are that the NIS must be protected as it will
be pivotal to the functioning of the state and society; and it must be used
effectively to achieve national policy goals while safeguarding the rights of
citizens. The rollout of the smart ID card is one ellement of the NIS.
At the level of policy and legislation, the DHA largely falls outside the
security cluster of departments (JCPS) although it is an active and important
member of the cluster. The critical distinction is that security departments
are themselves protected by security systems and legislation that enable
them to ensure the integrity of the state and society, including non-security
departments such as Health and Education. A strong argument can be made
for repositioning the DHA as a security department. The DHA is a critical
part of the safety and security apparatus of the state and it can only deliver
on its mandate if it has the capacity to protect its offcials, infrastructure and
systems. Proposals in this regard are being drafted and in due course will
be taken through the appropriate consultative processes.
Going forward, the DHA will be the backbone of e-Government. This will
enable faster cost-effective service delivery. The Department has began
entering into partnerships with banks, the Post Offce and other institutions
to expand access to DHA services.
6. Situational analysis including the
performance and organisational environment
6.1 Performance environment
The civil registration function of the DHA impacts on the lives of citizens
and on the functioning of the state and the economy. Every contractual
transaction depends on knowing the identity of those who enter into the
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Department of Home Affairs Strategic Plan 2015-2020
agreement, from casting a vote to receiving a loan or a driver’s license. The
performance of the DHA must be measured against its capacity to secure
its identity and immigration systems and its capacity to deliver services to
all who require them. If the systems of the DHA are compromised then
individuals are denied access to their rights and services, fraud multiplies,
and the cost of doing business in South Africa increases.
By the end of 2009 the many projects that comprised the Turnaround
Programme were winding down. The introduction of operations management
and better governance had the biggest impact in the civic environment, with
dramatic improvements made to ID and passport processes in particular.
Aside from turnaround times being reduced there were far fewer errors
and citizens received a SMS informing them when to collect the document.
The introduction of “live capture” of digital fngerprints and photographs
improved security as it allowes the client’s identity to be checked against
the Home Affairs National Identifcation System (HANIS) database. It also
allows temporary IDs to be issued in front offces and recently enabled the
immediate issue of full birth certifcates. On-line verifcation of identity has
enabled government departments and banks to detect and prevent fraud.
Another legacy, which needs further entrenching, was a change in culture
towards being customer-centred. Following a survey of what clients
needed, a client service centre was established and opening hours were
extended. Management of offces was improved and many front offces
renovated with the focus on rural areas. Public confdence in the DHA was
largely restored, with surveys indicating that it is widely regarded as one
of the better performing departments.
The civil registration environment is relatively stable, although constantly
under threat from fraud against the NPR and against the birth, marriage
and death processes that are connected to it. Most of the limited budget
of the DHA has gone to expanding and maintaining the civics footprint to
ensure that all South Africans can claim their right to an identity and to
citizenship. In the 2014/15 fnanacial year the DHA had a footprint of 405
offces, 115 mobile offces, 389 health facilities, 72 ports of entry and three
refugee reception offces – all connected online to DHA backend systems.
This is in addition to representation at 41 missions.
The Turnaround Programme made less progress in improving immigration
services, which is complex and dynamic with a value chain that stretches
from the international sphere to the border and domestic environments. A
key reason is that immigration services have been seriously underfunded,
in part because it was seen as a routine administrative function. However,
managing immigration includes mitigating serious risks and threats and
this requires a high security environment and professionals who have
access to intelligence. Systems must be integrated, as data from an
overseas mission (for example) may inform a decision made at a port of
entry or when tracing someone who has overstayed.
An important paradigm shift has been towards understanding immigration as
a process that has to be managed. The challenge of any country is to manage
the risks of migration in a globalised world while maximizing the potentially
huge benefts. A related principle is that the whole of the state must be involved
in the management of immigration, supported by the public. Currently, many
believe that the responsibility resides exclusively with the DHA.
The practical application of the above principles was demonstrated during
the 2010 FIFA World Cup. Additional funding and close cooperation with the
South African Revenue Service (SARS) and the security cluster enabled a
safe, successful event and showed what a future immigration system could
look like. Legacies include an enhanced real-time Movement Control System
(eMCS); a control centre; Advance Passenger Processing (APP); and closer
integration of the DHA into the security cluster. These developments, and
acquiring additional capacity at ports of entry, have contributed to South
Africa becoming a premier venue for international events. This has had
large economic and cultural benefts. In addition, the DHA has entered into
a partnership with VIsa Facilitation Services (VFS), which has enabled more
secure and effcient service delivery in the permitting arena.
By the end of 2009 it became clear that while substantially improving
the service delivery culture and processes of the DHA, the Turnaround
Programme could not address some fundamental performance challenges.
In response the DHA has embarked on a modernisation programme that
has the following broad objectives:
• Fragmented and outdated systems replaced with reliable networks
and an integrated digital platform that can interface with other
government systems.
• A comprehensive National Identity System established that holds the
identity, status and biometrics of all persons who live in South Africa
or visit South Africa.
• A more professional staff in terms of values, commitment and specialist
skills so they can manage processes effciently, securely and strategically.
• People, systems and infrastructure that are protected by the
necessary legislation and resources and which operate in a high-
security environment.
• Policies and legislation that enable the state and its civil society
partners to manage immigration securely and effciently in support
of national goals.
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As detailed in Section 8 below, the DHA has an important contribution
to make in implementing the National Development Plan (NDP) and
in achieving four of the outcomes of government. The section dealing
with strategic goals and strategies also outlines some of the strategic
initiatives to be undertaken in support of achieving the DHA mandate and
priorities. Given these policy and strategic imperatives, the Modernisation
Programme is aimed at the Department becoming a world-class
organisation in terms of security and service delivery. This journey began
during the previous electoral cycle and progress has been made in a
number of areas.
• Service delivery gains have been maintained within acceptable limits
with regard to average turnaround times for IDs and passports. The
public has beneftted from a reduction in duplicate cases and the
printing of unabridged birth certifcates in frontline offces. Other
services such as rectifcations and amendments and the printing of
older unabridged birth certifcates are often slow because there is no
electronic document management system in place.
• The NPR campaign, launched by the President in March 2010,
signifcantly raised public awareness about the need for registering
births within 30 days. The percentage of parents doing so has
increased by about 6% per year to over 60%. Citizens requiring Late
Registration of Births (LRB) were screened by committees supported
by community members. A signifcant decrease in such applications
shows that the objective of replacing LRB with much more stringent
measures is attainable and will be implemented from December 2015,
thus closing a major security gap that has been used by criminal
syndicates selling South African identity and citizenship. Teams of
offcials supported by community leaders and other departments
systematically conducted outreach programmes in every area of
South Africa to achieve this result.
• A review of immigration policy was conducted which revealed that
a paradigm shift is needed for South Africans to understand that
effectively managed immigration is a critical element of socio-
economic development in a globalised world. For this to happen, the
state must invest in appropriate immigration offcials and systems
so all transactions across the value chain can be assessed for risk.
The same systems can be used to keep out persons who pose a
risk while rapidly facilitating the entry and exit of those who do not
pose a risk. Countries without such systems pay a high price in
unplanned social services costs and exposure to international crime
and instability. They are also less able to compete internationally in
areas such as attracting and retaining persons with skills that are
critical for economic growth. Specifc immigration challenges were
identifed and researched and proposals developed, all of which
require additional resources to implement fully.
• The centralisation of the adjudication of permitting and increase in
capacity has reduced fraud and the largest backlogs. A Corporate
Accounts Unit effciently fast- tracks applications for work visas from
state and private entities driving projects of national importance.
A partnership with a Visa Facilitation Service company has been
implemented to secure and improve the submission of applications
within South Africa and in certain countries abroad. Security and
effciency at key ports of entry has been signifcantly improved,
particularly at Durban and Cape Town harbours where the DHA
has taken the lead and worked closely with other departments and
agencies.
• However, without integrated systems and more capacity, effciency
gains will be limited and security of processes will remain inadequate.
There are less than 700 Immigration Inspectors to follow up cases and
enforce immigration laws across South Africa. National Treasury has
responded to this situation by increasing funding for the Inspectorate
by R118 million over the next three years.
• From 2010 the Department has been introducing amendments to
civic, immigration and refugees acts and regulations to close security
gaps and improve service delivery and responsiveness to needs. One
civic example is the measures introduced to curb fraud related to the
registration of death. Another example is the recognition of the fact
that the births of many children need to be registered by guardians
rather than their biological parents. Immigration laws, regulations and
processes have been amended to make it easier to attract migrants
with critical skills while increasing penalties and closing some of the
loopholes being exploited by criminal syndicates. The larger policy
goal is to move away from compliance based regulation to one based
on proactively dealing with risk.
• The DHA has taken steps to strengthen its security, without which
its service delivery functions will be severely compromised. The
Department needs to play an active role in the state and society with
regard to security as well as service delivery. Amongst other risks,
such as terrorism and cyber-attacks, its high-value systems are the
target of transnational syndicates who are involved in the smuggling
and traffcking of people, drugs and endangered species, among
many other forms of crime.
• A Counter Corruption and Security Branch was established in 2010,
which works closely with SAPS and other security departments. Within
the limits of available resources, the DHA has since 2009 become
an increasingly active member of the Justice Crime Prevention
and Security (JCPS) cluster. The Director-General chairs a regular
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Department of Home Affairs Strategic Plan 2015-2020
meeting of all heads of departments active in the border environment
(Inter-Agency Clearing Forum); and the DHA also chairs a Priority
Committee on Immigration established by the national structure
responsible for coordinating security operations.
The frst large-scale systems development programme launched by the
DHA was called “Who am I online” (WAIO); which was terminated after
a dispute with the main service provider. This dispute was subsequently
settled. The remainder of the funding allocated for WAIO is being used to
fund the Modernisation Programme that is currently being rolled out. The
frst phase was system development and design and involved a number
of local and international state and private partners.
The use of technology in the modernisation of the DHA is crucial. Thus
a change in residence status on the movement control and permitting
systems of immigration will also be refected in the comprehensive
National Identity System that will replace the National Population
Register. By March 2015 at least 140 offces will have been reconfgured
for a paperless process and this will accelerate the issuing of an award-
winning smart ID card to pensioners and 16 year olds.
The full modernisation programme includes the professionalising
of staff, the restructuring of the Department and taking robust
measures to protect people, systems and infrastructure. To maintain
a modernised DHA will require higher level of funding, but this will
be greatly exceeded by the savings realised by the state and private
sectors through security and effciency gains. The DHA is engaging
the National Treasury and various stakeholders to look at creative
solutions to the funding challenge. The aim is to build an integrated
digital platform with which other departments can interface. The NIS
will form the backbone of the overall system.
Modernising the DHA and international trends
In almost all other countries key immigration functions are carried out by a security department, such as the
police or intelligence. Civil registration functions are carried out by a much wider variety of institutions. A strong
international trend is to invest in identity and immigration systems that interface and use biometrics. There are
three major reasons:
• Knowing who is in your country, and why, is critical for national security and stability in a globalised world
characterised by rapid movements of people, goods, epidemics, etc.
• Such systems are powerful tools for development and for socio-economic inclusion, which contributes in turn
to social stability and cohesion.
• Secure identity systems can enable e-commerce and government and drastically reduce fraud and costs;
thus attracting investment and giving the country a competitive edge.
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6.2 Organisational environment
One of the Turnaround interventions was to cluster the nine provinces into 3
zones, each allocated to a zone manager. This was reversed in 2010 and
the structure of the department aligned to the three spheres of government
to ensure effective cooperation and coordination. District offces were
aligned to local councils and provincial managers liaise with provincial
government structures. To strengthen cooperation and support the work
of the DHA over 200 stakeholder forums were formed at district, metro
and provincial levels. The participants are relevant departments, local and
metro government and community organisations and their role is to identify
needs, raise issues concerning DHA offces; and support campaigns.
With regard to professionalising the DHA, one of the most important
achievements over the past fve years has been to build the Learning
Academy so that it can offer relevant high-quality courses and training
to offcials in-house and in partnership with other institutions. A priority
was to improve the training of Immigration Offcials. More resources are
needed to build its capacity to expand in-house programmes and to train
a suffcient number of the 10 000 offcials to have a larger impact and to
provide suffcient support to the Modernisation Programme.
The introduction of new technology and processes through the
Modernisation Programme is already impacting on the organisational
model. For example, the roll out of the smart ID card and the new passport
process has indicated that some high volume offces should specialize
in these two services to derive maximum effciency benefts. The DHA
partnership with a Visa Facilitation Service creates a pool of offcials who
used to deal with applications and they are being retrained to fll serious
gaps in capacity. The same will apply to fngerprint specialists who are no
longer needed because of the digital capture of fngerprints.
The table below sums up the direction in which the DHA must go as an
organisation.
Table 1: What Department of Home Affairs must become
CURRENT PERCEPTIONS: ORGANISATION MUST CHANGE TO:
Low value – ID or passport fraud is often not considered as a
serious crime by courts
Routine, low risk, low security transactions – DHA services
are seen as similar to delivering a social grant
DHA offers low technology, non-professional service – DHA
offcials are often seen as low-level uncaring clerks who perform
their duties mechanically.
DHA seen as the patriotic guardians of our precious
identity, citizenship and security
Security and quality service delivery is assured through
alert, caring offcials who visibly protect DHA systems and
creatively solve the problems of clients
DHA staff seen as highly trained professionals who
effciently manage DHA systems. Support specialists must
include researchers, analysts, statisticians and economists who
enable the DHA to operate effectively within South Africa and
internationally.
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Department of Home Affairs Strategic Plan 2015-2020
7. Strategic goals and strategies for
2015 to 2020
The management of the DHA has developed a vision for Home Affairs
which they believe will transform the organisation in all its elements. The
long term vision will be achieved in a phased manner.
A new sustainable model of Home Affairs must ensure that:
• The DHA can adequately protect the security and integrity of its
people, systems, services and infrastructure.
• Every citizen and resident has an ID “smart” card with information
that is accurate, reliable and protected by offcials who are patriotic,
professional and humane.
• Immigration is used strategically and securely to achieve national
goals; and the documentation, entry and exit of legitimate visitors is
facilitated rapidly.
• The status of asylum seekers is securely, humanely and effciently
determined; and genuine refugees are assisted in a coordinated way
by the state and NGOs.
• Home Affairs is at the heart of a secure identity and immigration
system that is trusted, supported and used by all departments and
other partners –including international partners.
• The DHA and the BMA is playing a decisive role in regional integration
through driving the building of strong civil registration, immigration
and border systems.
• The DHA has developed effective partnerships with communities and
across all spheres of government to enhance security and effective
service delivery.
• Technology embedded in the live capture of biometrics is used
effectively to secure the identity and the status of every citizen;
immigration processes; and render a world-class service that has
very low levels of corruption.
• Home Affairs sets the standard for e-government and drives the cost
effective and creative use of many different channels to provide all
citizens and other clients with fast and secure access to services at
much lower cost.
7.1 Specifc challenges and commitments
Some of the major challenges being experienced by the DHA are as
follows:
1. Effective and effcient management of the asylum seeker and
refugee environment, including the relocation of refugee centres to
the borderline and management of economic migrants.
2. Overhaul of the border management environment and provision of
acceptable port infrastructure.
3. Historical under-funding and resourcing of the DHA.
4. Dependency on the Departments of Public Works and SITA for
timeous service delivery.
5. Non-integration of IT systems across the DHA.
6. Lack of effcient records management in support of key civic and
immigration services to clients.
7. Lack of capacity in critical areas such as the Inspectorate, Legal
Services, Risk Management, Counter Corruption and Security
Services and Financial Management.
8. Fight against unlawful activities.
9. Improvement of governance and administration practices.
10. Ensuring staff are appropriately trained, professional and caring with
the required leadership and management capabilities.
Some of the strategic initiatives to address these challenges are outlined
below and will be implemented in the next fve years:
1. Manage immigration securely and effectively in respect of developing
new policy and legislation, the management of asylum seekers,
establishing a Border Management Agency, transforming the permitting
environment to support national interests, infrastructure development
at ports of entry and capacitating the inspectorate function.
2. Clean and protect the national population register (NPR) through,
inter alia, early birth registration, eradicating late registration of birth
and duplicates and the issuance of identity documents / cards to all
citizens of 16 years of age and above.
3. Modernise the DHA through investing in people, processes and
technology. This will include projects such as the design and
implementation of a national identity system with biometric capability,
live capture functionality for passports and identity documents, the
smart ID card, E-document management, etc.
4. Conduct a comprehensive review of the Immigration Policy. South
Africans should be positive about connecting with Africa and the
world and playing a role in making it a better and safer world to live
in. The policy goal is to manage immigration securely while using it
strategically for economic, social and cultural development.
5. Eradicate poor service delivery and promote good governance and
administration through front offce improvement. The Moetapele
(Leader) campaign aims to put in place necessary controls, processes
and systems, establishing sound leadership and management practices,
adequate delegation of powers, building a strong M&E function supported
by reliable management information and ensuring a conducive working
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Department of Home Affairs Strategic Plan 2015-2020 Department of Home Affairs Strategic Plan 2015-2020
environment for clients and staff. The critical aspect is that leaders at
every level should drive the achievement of consistently good customer
experience, both for front and back offce systems.
6. The professionalisation of the DHA through developing offcials that are
ethical, patriotic and professional. The development of leadership and
management capabilities will be a key success factor in this regard.
7. Visible and frm action in the fght against corruption and criminal
syndicates.
8. Contribution to achieving national goals
The national agenda over the next fve years is to confront the triple
challenge of poverty, inequality and unemployment by implementing the
National Development Plan (NDP) and achieving higher growth rates.
The immediate priority for the DHA is to facilitate the acquisition of the
critical skills needed for economic growth and to build our own skills base.
The recently implemented amendments to the Immigration Act enable the
DHA to respond strategically to this challenge. The main challenge is to
increase administrative effciency and put in place institutional capacity
to work more effectively with stakeholders and with the departments of
Trade and Industry, Labour, Higher Education and Training and Economic
Development. Amongst other resources, research capacity is required.
Given the limited resources available to the DHA, for government to rise to
this challenge will require a pooling of resources and reaching agreement
on common objectives and strategies.
The NDP draws on international experience in pointing out that the
strategy will succeed if it is led by a capable state staffed by professionals;
where trust is engendered by social stability, improved services and
reduced corruption; and the mass of citizens feel part of the plan and
economic development. It is precisely in these areas that a modernised,
professional and secure DHA can make a signifcant contribution.
The inclusion of all citizens in democracy and development is enabled
by providing them with a status and an identity that gives them access to
rights and services.
The NDP identifes various conditions that are necessary for its successful
implementation. A DHA that is modern, professional and secure could be
a powerful enabler of some of the most critical of these conditions. The
DHA could:
• Effciently facilitate the entry and stay of migrants with skills that are
scarce and are critical for economic growth.
• Play a key role in enabling regional development by working
with SADC countries to establish effcient, secure and managed
movements of people.
• Contribute to social stability by effectively managing immigration and
by enabling marginalised citizens to access their rights and services.
• Reducing fraud and the cost of doing business, and enabling
e-government, thus attracting more investment.
The DHA can contribute to the implementation of specifc NDP proposals by:
• Improving data collection, coordination and analysis as a matter of
urgency.
• Easing the entry of skilled migrants.
• Participation in sustained campaigns to counter xenophobia.
• Effectively addressing the rights and vulnerabilities of migrants and
their specifc needs.
• Introducing support programmes to regularise migrant residence.
• Ensuring better and more consistent law enforcement (by protecting
victims and prosecuting perpetrators).
• Strengthening transnational infrastructure (transport, electronic
communications, banking services).
• A Southern African Development Community (SADC) visa to boost
tourism, which will require secure and well-managed borders.
The DHA contributes directly to four of the
fourteen strategic outcomes of government
The 14 outcomes are:
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 effcient, 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 effcient 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 effcient, effective and development oriented public service
13. Social protection
14. Nation building and social cohesion
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Department of Home Affairs Strategic Plan 2015-2020
The DHA will contribute to four of the outcomes of government as follows:
OUTCOME 3: ALL PEOPLE IN SOUTH AFRICA ARE
AND FEEL SAFE
National and personal security and public safety depends to a signifcant
degree on the state knowing and protecting the identity and status of
every citizen; and every foreigner who has entered the country legally.
Identity systems that are not secure expose countries to risks and threats
from domestic and international crime and terrorism. The integrity of
identity systems impacts (among others) on tax collection, business
licenses, driving licenses, frearm licenses, social grants, qualifcations
and security vetting. The main strategies for achieving this outcome are
the early registration of all births, establishing a secure, comprehensive
National Identity System; and the risk-based management of immigration.
OUTCOME 4: DECENT EMPLOYMENT THROUGH
INCLUSIVE ECONOMIC GROWTH
The importation and retention of critical skills is a key component of
enhancing economic growth, the creation of employment and reducing
levels of poverty in the country. The main strategies to achieve this outcome
will be through putting in place legislation, processes, capacity and systems
that will ensure the effcient and secure facilitation of immigration.
OUTCOME 12: AN EFFICIENT, EFFECTIVE AND
DEVELOPMENT ORIENTED PUBLIC SERVICE
The DHA contributes to building the capacity of the state to deliver
services and to improving the image of government through enhancing
the quality and access to services. It also assists in the fight against
corruption through securing identity and by implementing its own
anti-corruption strategies. One strategy for achieving this outcome
will be to implement and make optimal use of the Home Affairs
contact centre over the medium term, thereby improving feedback
opportunities for citizens and other service users. The Department
will also comply with other prescripts to improve service delivery
by means of service delivery improvement plans, service delivery
charters, etc. The implementation of the Counter Corruption strategy
will also continue. The DHA will also continue to invest in its human
capital through programmes to professionalise the organisation with
specific emphasis on building skills in leadership development and
improved governance. Through the Moetapele campaign, these
initiatives will be focused on improving frontline services.
OUTCOME 14: NATION BUILDING AND SOCIAL
COHESION
The concepts of civil registration, democracy, nation building and
development are closely related, as noted in the 2012 civil registration
conference of African Union Ministers and the declaration by our
President “that every citizen should be counted” to ensure their rights
and inclusion in development. The smart ID card will symbolically and
actually enable citizens to claim more affordable and accessible services
and actively participate in mainstream political, social and economic
processes nationally and internationally. Sovereignty, nation building and
migration have deep historical and international roots that connect with
the immigration mandate of the DHA as well as with the issuance of travel
documents to citizens.
9. The strategic planning process
One reason for the improvement in organisational performance in the
2013/14 fnancial year can be attributed to the fact that the Department has
a better understanding of its mandate in respect of securing the identity
of citizens and residents and the effective management of immigration.
This allowed the DHA to focus on key priorities in support of its mandate.
The strategic planning process was further improved through working
with the Technical Assistance Unit of National Treasury to strengthen
results-based planning and assist with mapping objectives and
indicators / targets to DHA priorities and national priorities. One of the
conclusions was the need to prioritise the improvement of governance
and administration. Use was made of evidence from the DHA monitoring
and evaluation processes and government-wide monitoring tools such
as the MPAT system, annual audits and Public Service Commission
reports. Regular engagements with the Portfolio Committee for Home
Affairs also provided valuable insights.
The top-down formulation of strategy was complimented by more
time being spent on bottom-up planning, such as each offce setting
targets related to early registration of birth. A sense of reality was also
engendered by discussing cases of poor service delivery captured by
units that respond to complaints and queries.
Consultation is an important aspect of strategic planning. The DHA worked
closely with the planning team established by the JCPS cluster and the
national outcome specialists based at the Department of Performance
Monitoring and Evaluation.
10. Strategic outcome oriented goals of the
DHA
The Department of Home Affairs has set for itself the following three
outcomes or strategic outcome oriented goals for the 2015 to 2020 period:
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Department of Home Affairs Strategic Plan 2015-2020 Department of Home Affairs Strategic Plan 2015-2020
Table 2: DHA Strategic oriented goals for 2015-2020 electoral cycle
Strategic Outcome Oriented Goal 1 Secured South African citizenship and identity
Goal Statement To be the custodian of the identity of citizens and provide them with evidence confrming their status
based on a national population register / national identity system that is accurate and protected against
fraudulent and corrupt activities
MTSF 2019 Targets in support of National Development
Plan chapters 12 and 14
• Ensure that registration at birth is the only entry point for South Africans to the new national identity
system (NIS) by registering 90% of all births within 30 calendar days by 2018/19
• National Identity System (NIS) operational by 2017/18
Strategic Outcome Oriented Goal 2 Secured and responsive immigration system
Goal Statement To ensure the effective and secure management of immigration and to facilitate the movement of persons
through ports of entry which is essential for national security and the development of the country. This will
also include the determining of status of asylum seekers and regulation of refugee affairs.
MTSF 2019 Targets in support of National Development
Plan chapters 3, 12 and 14
• Integrated Border Management Agency established and fully operational by December 2016
• BMA feasibility study completed by December 2014
• Draft BMA Bill approved by DHA by December 2015
• Legislation promulgated by December 2016
• Developed and approved over-arching strategy to defend, protect, secure and ensure well-managed
borders by 2015/16 and fully implemented by 2018/19
• Approved sub-strategies in support of the over-arching strategy fully implemented by 2018/19 (with
the support of relevant departments)
• 100% of all designated ports of entry equipped with biometric systems capable of processing 100%
of travellers (for ports equipped with eMCS) by 2018/19
• With regard to the importing of requisite skills for the economy and for investment:
• Changes made to improve immigration regulations that promote economic growth and
supports the build programme
• Facilitate the importing of critical skills for productive investors and State Owned Companies
(SOCs) from application to approval within 3 months by 2018/19
Strategic Outcome Oriented Goal 3 Services to citizens and other clients that are accessible and
effcient
Goal Statement To provide a service to the public that is in support of Batho Pele principles, complies with good
governance and administration practices and promotes the interests and well-being of stakeholders and
clients
MTSF 2019 Targets in support of National Development
Plan chapters 13 and 15
Improvements in facilities based on repeat monitoring and feedback
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Department of Home Affairs Strategic Plan 2015-2020
This section covers the strategic objectives identifed to achieve the DHA strategic outcome oriented goals (outcomes). The achievement of the strategic
objectives will take place through the realization of measurable outputs supported through key performance indicators and annual targets. The identifed
DHA strategic objectives are related and aligned to the DHA approved budget programme structure.
11. Strategic objectives for the DHA outcomes and programmes
The nine DHA strategic objectives support the 3 DHA outcomes and are cross cutting in respect of fnancial programmes.
Table 3: The strategic objectives in support of DHA outcome 1 are indicated below:
PART B:
STRATEGIC OBJECTIVES
Strategic Objective All eligible citizens are issued with enabling documents relating to
identity and status
Objective statement To ensure that:
(1) Registration of birth takes place within a period of 30 calendar days as prescribed in legislation in order to ensure
an accurate and reliable national population register protected against fraudulent and corrupt activities.
• Improve the birth registration rate within 30 calendar days from 750 000 in 2015/16 to 880 000 in 2017/18.
(2) All eligible citizens turning 16 years of age and those 16 years and older are in possession of identity documents
/ identity cards.
• Increase the issuance of smart ID cards from 2.2 million per annum in 2015/16 to 5 million per annum by 2017/18.
This will be in addition to the issuance of green-barcoded identity documents according to set service standards.
• Maintain the issuance of 90% of identity documents (1
st
issues) within 54 working days over the medium term
period (2015 to 2018).
• Maintain the issuance of 95% of identity documents (re-issues) within 47 working days over the medium term
period (2015 to 2018).
(3) Passports are issued in a secure and effcient manner.
• Maintain the issuance of 90% of passports (new live capture system) within 13 working days over the medium
term period (2015 to 2018).
Baseline A total of 650 682 births registered within 30 calendar days of birth in 2013/14.
The Smart ID Card was launched and a total of 125 112 smart ID cards issued in 2013/14.
A total of 942 494 identity documents (frst issue) issued in 2013/14. (91.7% within 54 working days).
A total of 847 117 identity documents (re-issue) issued in 2013/14. (98.2% within 47 working days).
Links to national outcomes Outcome 3,12 and14
Financial Programme Citizen Affairs
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Department of Home Affairs Strategic Plan 2015-2020 Department of Home Affairs Strategic Plan 2015-2020
Strategic Objective An integrated and digitised National Identity System (NIS) that is secure
and contains biometric details of every person recorded on the system
Objective statement To design and implement a new national identity system which will include details of South Africans and foreign
nationals. The system will include business process reengineering, provision of access to systems and the
implementation of various initiatives including the use of inherent biometric features, technological advancements
(e.g. online verifcation, live capture and smart ID card) to enable the Department to ensure the integrity and security
of the identity of all who live in South Africa; and all who enter or leave the country.
The new national identity system will also ensure the secure issuance of enabling documents to eligible applicants.
Key enabling documents will be secured through the inclusion of security features.
The aim is to have the NIS fully operational by 2017/18 and to have biometric functionality implemented at all ports of
entry equipped with the EMCS by 2018/19.
Baseline Civic and immigration systems such as national population register, movement control system, etc.
Links to national outcomes Outcome 3,14
Financial Programme Administration
Table 4: The strategic objectives in support of DHA outcome 2 are:
Strategic Objective Movement of persons in and out of the country managed according to a
risk based approach
Objective statement To implement a risk methodology for managing immigration that will enhance the integrity of ports of entry and
manage immigration in the national interest thereby ensuring maximum benefts to the country and minimising risks.
This will be achieved through the establishment of the Border Management Agency (BMA), immigration policy
development, effective leadership and management practices as well as capacity, process and system improvement.
The aim is to have:
• The Border Management Agency established and operational by 2016/17.
• Border management strategies, including sub-strategies, to defend, protect, secure and ensure well-managed
borders implemented by 2018/19.
• New immigration and refugee legislation in place by 2017/18.
• The Port Control strategy rolled out to all ports of entry by 2018/19.
• Surveys amongst borderline communities conducted by 2017/18.
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Department of Home Affairs Strategic Plan 2015-2020
Baseline Refned international migration policy discussion paper submitted to Minister for approval as a base to Green Paper.
Infrastructure improvements were completed at 11 identifed ports of entry in 2013/14.
EMCS was extended to a total of 58 ports of entry (2013/14).
User and Technical specifcations for the Trusted Traveller Programme were completed.
Progress was made in the establishment of the Border Management Agency (BMA) by obtaining Cabinet approval,
appointment of the Project Manager and support staff and fnalising a feasibility study. There was also increased
participation at national structures such as the Inter-Agency Clearing Forum (IACF), NatJoints and the Border Control
Coordinating Committee (BCOCC) which has been transferred to the DHA.
In 2013/14 the movement of approximately 39 million travellers in and out of the Republic was facilitated demonstrating
that the DHA’s ability to manage the fow of people in and out of the country is becoming increasingly effcient and
robust.
Links to national outcomes Outcome 3
Financial Programme Immigration Affairs
Strategic Objective Refugees and asylum seekers are managed and documented effciently
Objective statement To ensure the implementation of the Refugees Amendment Act, 2011 (Act No 12 of 2011) and Regulations and an
effective and effcient asylum seeker and refugee management system. Specifc focus is on enhancing the system for
adjudication and processing of asylum seekers and improving of effciency measures in the issuance of key enabling
documents.
The aim is to:
• Maintain the issuance of refugee identity documents (frst issue) and refugee travel documents by at least 50%
and 80% respectively over the medium term.
• Implement the strategy for local integration, repatriation and resettlement of refugees by 2018/19.
Baseline Refugees Amendment Act, 2011 (Act No 12 of 2011) and Regulations.
Adjudication and appeal processes as per legislation.
The Asylum Seeker and Refugee Management function was strengthened through:
• Implementation of a Track and Trace System for asylum applications on the National Immigration Information
System (NIIS) to track applications and enable the generation of management reports.
• Installation of National Immigration Information System (NIIS) at Beit Bridge to monitor entry and exit of asylum
seekers and refugees.
• Development of a regional mechanism to manage asylum seekers and refugees.
• Implementation of the Cessation of Angolans which came into effect on 31 August 2013.
• On-going deportations of illegal immigrants.
Links to national outcomes Outcome 3, 12, 14
Financial Programme Immigration Affairs
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Department of Home Affairs Strategic Plan 2015-2020 Department of Home Affairs Strategic Plan 2015-2020
Strategic Objective Enabling documents issued to foreigners effciently and securely
Objective statement To facilitate the movement of skilled migrants into the country through the issuance of relevant visas and permits
thereby contributing to the National Development Plan and relevant delivery agreements. This will entail policy review,
implementation of strategies to recruit and retain foreigners with critical skills as well as the design and implementation
of systems to facilitate the issuing process.
The aim is to have:
• 90% of permanent residence applications adjudicated within 8 months by 2017/18 (applications processed within
the RSA).
• 90% of business and general work permits adjudicated within 8 weeks by 2017/18 (applications processed within
the RSA).
• 95% of critical skills visas adjudicated within 4 weeks (applications processed within the RSA).
Baseline An increase in permit adjudication capacity for temporary and permanent residence.
A strategy for the attraction and retention of critical skills and a critical skills list were approved, whilst important changes
were made to systems to capture the adjudication and issuance of critical skills permits.
e-Permitting system was implemented.
The facilitation of much needed skills required for key strategic projects (e.g. Strategic Infrastructure Projects in the
Oil and Gas industry, Mining and Construction, Automotive Manufacturing, Renewable Energy, Power Generation and
Maritime) were facilitated.
Corporate account status was granted to all Institutions of Higher Learning and corporate companies whose activities
were corroborated by the Department of Trade and Industry as being of national interest in terms of job creation and
contribution to the economy.
The appointment of a service provider as a business partner to receive, check and transmit visa applications. This will
greatly contribute to improving effciency and security and will free up valuable human resources.
Links to national outcomes Outcome 4, 12 and 14
Financial Programme Immigration Affairs
27
Department of Home Affairs Strategic Plan 2015-2020
Table 5: The strategic objectives in support of DHA outcome 3 are:
Strategic Objective Secure, effective, effcient and accessible service delivery to citizens and
immigrants
Objective statement To ensure that service delivery is secure and at acceptable levels in terms of access to services as well as professional
standards. Services are to be rendered by a cadre of patriotic, disciplined and security conscious offcials. The emphasis
will be on human capital development over the 2015/16 to 2017/18 fnancial years through training of:
• 1 050 offcials on DHA National Certifcate: Home Affairs Services Skills programmes.
• 240 Cadets for the National Certifcate: Home Affairs.
• 750 junior, middle and senior managers in leadership and management.
• 2 700 offcials in identifed front offces and ports of entry on Client Relations Improvement and Professionalising
Programme.
Full implementation of the Home Affairs contact centre by 2018/19.
Baseline Moetapele programme launched to improve frontline service delivery.
On-going programme for the refurbishment of DHA offces to ensure a secure and conducive working environment for
clients and staff.
Opening of new offces based on identifed needs.
Set standards for issuance of key enabling documents in civic and immigration services.
Frontline toolkit implemented to improve management of frontline offces.
The ongoing development of leadership, management and general competencies amongst staff.
Client service centre to deal with client enquiries and complaints (hybrid of outsourced and internal responsibilities).
Links to national outcomes Outcome 12
Financial Programme Administration
Strategic Objective Good governance and administration
Objective statement To ensure that fnancial and performance information systems are compliant with the Public Finance Management Act
and other relevant prescripts. The intention is to obtain clean audits on a regular basis through, inter alia, the submission
of:
• Annual fnancial statements to the Auditor-General by 31 May annually.
• In-Year monitoring reports to National Treasury by the 15
th
of each month.
• Annual reports tabled in Parliament by 30 September annually.
• DHA quarterly performance reports within 60 days after the end of each quarter.
The vacancy rate of the DHA will be maintained at 10% and below as per DPSA prescripts.
The business case for a sustainable model for civic and immigration services will be implemented in a phased manner.
Baseline Disclaimer audit fnding for 2013/14
Links to national outcomes Outcome 12
Financial Programme Administration
28
Department of Home Affairs Strategic Plan 2015-2020 Department of Home Affairs Strategic Plan 2015-2020
Strategic Objective Ethical conduct and a zero tolerance approach to crime, fraud and
corruption
Objective statement To implement the Counter Corruption Strategy of the DHA to ensure that crime, fraud and corruption is kept at a minimal
level and proactive measures are undertaken in dealing with crime, fraud and corruption related matters. This will be
achieved over the medium term through conducting / concluding:
• 60 awareness initiatives on ethics, fraud prevention and counter corruption.
• 66% of reported cases within 90 working days by 2017/18.
• 6 additional reviews of key business processes by 2017/18.
• 240 additional Threats and Risk Assessments (TRAs in accordance with the requirements of Minimum Information-
(MISS) and / or Physical Security Standards (MPSS).
• 2940 vetting feldwork investigations by 2017/18.
Baseline Ongoing security certifcation of business processes.
Misconduct cases fnalised according to set standards.
Implementation of an ethics programme and on-going awareness initiatives undertaken to make public and staff aware of
consequences of crime, fraud and corruption.
On-going vetting of staff and service providers.
On-going threat and risk assessments conducted.
On-going investigations of fraud and corruption related cases.
Links to national outcomes Outcome 3, 12
Financial Programme Administration
Strategic Objective Collaboration with relevant stakeholders in support of enhanced service
delivery and core business objectives
Objective statement To establish and maintain partnerships with relevant stakeholders to assist the Department to promote and expand its
service delivery initiatives in communities. The main vehicle to achieve this objective will be the implementation of the
DHA communication strategy with a specifc focus on corporate communication services, media relation interventions and
public awareness and engagement activities over the medium term.
The detail of the communication strategy will be captured annually in the quarterly breakdown of targets.
Baseline Stakeholder forums launched and maintained.
Birth registration services provided in health facilities (total of 391 since the inception of online registration in health
facilities).
Partneship established with the banking sector and South African Post Offce.
Late registration mop-up campaign implemented.
Campaigns and outreaches conducted (on-going).
DHA communication strategy implemented.
On-going partnerships and joint operations with law enforcement agencies, foreign governments, etc and participation in
relevant government and regional structures on combatting illegal migration.
Links to national outcomes Outcome 12, 14
Financial Programme Administration
29
Department of Home Affairs Strategic Plan 2015-2020
12. Financial programmes
Programme 1: Administration
Purpose: Provide strategic leadership, management and support
services to the Department.
Sub-programmes:
• Ministry
• Management Support Services (Director-General Support Services,
Audit Services, Legal Services, Policy and Strategic Management
and Intergovernmental Relations)
• Corporate Services (Communications, Counter Corruption and
Security Services, Human Resources Support, Learning Academy
and Financial Administration)
• Transversal Information Technology Management (Information
Services Operational and Transversal IT Projects)
• Offce Accommodation
Programme 2: Citizen Affairs
Purpose: Secure, effcient and accessible services and documents for
citizens and lawful residents.
Sub-programmes:
• Citizen Affairs Management provides for the overall management
of the branch for both head offce and frontline offces and provides
policy direction, sets standards and manages back offce processes.
• Status Services (Back Offce Status Services) regulates all matters
relating to the national population register. These include: Maintaining an
accurate register of all citizens and immigrants who have acquired the
right to permanent residence; registering births, deaths and marriages;
providing travel and citizenship documents; providing fnancial assistance
to citizens abroad who wish to return to South Africa but have no means
of doing so; and determining and granting citizenship.
• Identifcation Services (Back Offce ID Processing) oversees issues
relating to identity such as fngerprints, photographs and identity
documents by establishing and maintaining national identity systems.
• Access to Services (Channel Management) provides for the
development of service delivery channels, by optimal placement and
utilisation of the Department’s services. This is done by implementing
the departmental footprint strategy in relation to opening new
Home Affairs offces; establishing online birth registration at health
facilities; mobile offce deployment in rural areas and managing the
DHA customer service centre.
• Service Delivery to Provinces provides for all civic, immigration and
refugee affairs functions in the provinces. This entails providing a client
interface for the collection and processing of applications, issuing
enabling documents that are available on demand (for example
temporary identity certifcates) and conducting quality assurance of,
for example, immigration and civic services applications.
• Government Printing Works – the sub-programme transfers funds to
Government Printing Works, which provides security printing services
to the South African government and some states in the Southern
African Development Community (SADC).
• Electoral Commission – the sub-programme transfers funds to the
Electoral Commission, which manages the national, provincial and
municipal elections, ensures that those elections are free and fair,
and declares the results within a prescribed period.
• Represented Political Parties’ Fund (RPPF) – the sub-programme
facilitates the participation of parties in regular free and fair elections.
Programme 3: Immigration Affairs
Purpose: Facilitate and manage the secure movement of people through
ports of entry into and out of the Republic of South Africa. Determine the
status of asylum seekers and regulate refugee affairs.
Sub-programmes:
• Immigration Affairs Management provides for the overall management
of the branch and provides policy direction, sets standards and manages
back offce processes.
• Admission Services – Port Control securely facilitates the entry and
departure of persons to and from South Africa in line with the Immigration
Act (2002), records their movements on the movement control system
and Permitting issues visas, controls the processing of applications
for permanent and temporary residence visas; including work, study,
business and other temporary visas.
• Immigration Services – Foreign Offce Coordination deals with
immigration matters in foreign countries and Inspectorate detects,
detains and deports illegal immigrants in terms of the Immigration
Act (2002); conducts investigations in cooperation with other law
enforcement entities and provides policy directives on immigration
matters.
• Asylum Seekers considers and processes applications for asylum,
issues enabling documents to refugees and facilitates processes to
fnd durable solutions to refugee problems in line with the Refugees
Act (1998). Head offce is responsible for providing strategic leadership
whilst refugee reception offces are responsible for operations.
30
Department of Home Affairs Strategic Plan 2015-2020 Department of Home Affairs Strategic Plan 2015-2020
13. Resource considerations
The key strategic thrusts of the National Development Plan (NDP) are the
elimination of poverty through the creation of jobs for more people through
robust growth and reducing inequality by means of mainly improving the
quality of education and training.
According to the Medium Term Expenditure Framework (MTEF)
Guidelines, over the next three years government seeks to:
• Focus expenditure on programmes and projects which are aligned
with the policy objectives of government, including those set out in
the National Development Plan and the 2014-2019 Medium Term
Strategic Framework.
• Contain consumption expenditure including compensation budgets,
and direct a greater share of resources towards infrastructure spending.
• Contain expenditure on non-essential items such as travel, catering,
consultants and general administration and allocate a greater share
of goods and services budgets towards core areas of service delivery.
In terms of the macro-economic environment, key factors impacting on the
fscus include poor economic growth performance, rising interest rates and
higher levels of infation. The planning of departments should therefore
focus on support for the key priorities of government as captured in the
National Development Plan and Medium Term Strategic Framework (MTSF)
for 2014 to 2019. This will require departments to keep their spending within
their allocated baselines and to ensure effcient and effective spending in
all areas to achieve value for money at all times. It may also require the
reallocation of funding from slow or under-performing programmes to more
critical areas. Opportunities to expand and improve service delivery will
largely need to be fnanced from within existing allocations.
OVERVIEW OF 2015/16 TO 2017/18 BUDGET AND MTEF ESTIMATES
Table 6: DHA expenditure estimates over MTEF 2015 - 2018
Per Programme Audited
outcome
Audited
outcome
Adjusted
Appropriation
Audited
outcome
Voted (Main
appropriation)
Adjustments Adjusted
Appropriation
Medium Term Expenditure Allocation
2011/12 2012/13 2013/14 2014/15 2015/16 2016/17 2017/18
Rand Thousand R’000 R’000 R’000 R’000 R’000 R’000 R’000 R’000 R’000 R’000
Programmes
Administration 1,888,805 1,476,591 1,892,087 1,823,278 1,860,295 141,826 2,002,121 1,598,202 2,090,480 2,198,019
Citizen Affairs 3,165,483 3,216,837 4,372,467 4,264,961 4,027,984 458,174 4,486,158 4,131,701 4,352,587 4,050,343
Immigration Affairs 632,726 750,199 647,488 821,638 656,522 - 656,522 720,919 753,121 801,240
Total for Programmes 5,687,014 5,443,627 6,912,042 6,909,877 6,544,801 600,000 7,144,801 6,450,822 7,196,188 7,049,602
Economic classifcation
Current payments 4,013,531 4,319,094 5,053,869 4,922,358 4,853,791 600,000 5,453,791 4,790,509 5,459,408 5,772,016
Compensation of
employees
1,944,902 2,179,593 2,538,205 2,433,679 2,669,959 - 2,669,959 2,868,125 3,058,090 3,256,419
Salaries and wages 1,653,178 1,852,009 2,164,762 2,075,646 2,281,559 - 2,281,559 2,461,734 2,629,144 2,798,699
Social contributions 291,724 327,584 373,443 358,033 388,400 - 388,400 406,391 428,946 457,720
Goods and services 2,055,950 2,139,501 2,515,664 2,488,679 2,183,832 600,000 2,783,832 1,922,384 2,401,318 2,515,597
Interest and rent on land 12,679 - - - - - - - - -
Transfers and subsidies 1,082,184 1,019,524 1,717,332 1,733,158 1,680,117 - 1,680,117 1,649,420 1,725,887 1,266,205
Payments for capital
assets
591,081 104,651 140,841 254,261 10,893 - 10,893 10,893 10,893 11,381
Payments for fnancial
assets
218 358 - 100 - - - - - -
Total economic
classifcation
5,687,014 5,443,627 6,912,042 6,909,877 6,544,801 600,000 7,144,801 6,450,822 7,196,188 7,049,602
31
Department of Home Affairs Strategic Plan 2015-2020
Spending over the medium term will mainly focus on the following:
1. Implementing the ICT modernisation programme of the Department;
2. Developing and implementing a risk based approach to immigration
and policies in support of national priorities;
3. Strengthening the effectiveness and effciency of the asylum seeker
and refugee management process;
4. Establishing the Border Management Agency (BMA);
5. Improving infrastructure at ports of entry and frontline offces;
6. Establishing and maintaining secure identity systems, record
management and issuing of enabling documents;
7. Improving access to the services rendered by the Department;
8. Developing a cadre of disciplined, professional offcials who are
security conscious, caring and responsive to the needs of all South
Africans through establishing a world-class academy and the culture
and practice of learning;
9. Developing leadership with the capacity to drive transformation and
continuous improvement through initiatives such as coaching and
mentoring, programmes to enhance leadership and management
capabilities, etc;
10. Provision of security services to departmental offces;
11. Promoting the services and activities of the Department through
marketing and awareness initiatives;
12. Improving governance and administration practices within the DHA;
and
13. Improving the capacity of the Inspectorate function.
The above will contribute to the achievement of the three departmental
outcomes. These costs are refected in all three departmental programmes
as captured in the Annual Performance Plan.
Department of Home Affairs Strategic Plan 2015-2020
32
Department of Home Affairs Strategic Plan 2015-2020
14. Risk Management
The risks outlined below may affect the realisation of the strategic objectives and the outcomes of the Department of Home Affairs.
Table 7: Risks for DHA per programme
Programme Outcome Strategic
Objective
Risk Description Actions to address identifed risks
R
i
s
k
O
w
n
e
r
PROGRAMME 1 -
ADMINISTRATION
Services to
citizens and
other clients
that are
accessible
and effcient
Good
governance and
administration.
Inadequate
management,
maintenance and
safeguarding
of records and
documents
• Develop a business case for Electronic Document Management
System (EDMS).
• Conduct an evaluation of the level of compliance in the
Department.
• Centralize the storage of records in the provinces.
• Develop and implement a strategy on the management of
documents in the Department.
• Develop and implement a strategy to digitize all records in the
DHA.
• Establish a fully functional archives storage space.
• Develop and implement an awareness programme to promote
records management in the Department.
• Conduct a quarterly reconciliation of face value documents from
GPW and DHA.
• Conduct an assessment on the status quo on the accessibility of
documents.
• Restrict access to archive buildings.
CFO
PROGRAMME
2-CITIZEN
AFFAIRS
Secured
South
African
citizenship
and identity
An integrated
and digitized
National Identity
System (NIS)
that is secure
and contains
biometric details
of every person
recorded on the
system.
Poor data integrity
and reliability
(integrity of
the National
Population
Register - NPR)
• Develop and distribute a circular to emphasise and enhance the
supervisory and monitoring controls with the capturing of data on
the NPR.
• Revise the existing standard operating procedures (SOPs) for all
ID application processes.
• The implementation of the Modernization programme is in
progress and is currently in phase two.
• Conduct an analysis of the NPR error reports on a quarterly basis.
• Intensify the implementation of consequence management.
• Develop strategies to minimize errors.
• Conduct an on-line verifcation for any change completed on the
database and the registration of birth.
• Limit the access to effect changes on the system.
• Engage IS Branch to monitor unauthorized/breaches on the
system.
• Mothers will be required to submit their fngerprints when
registering birth for their children.
• DHA-24PB form designed by DHA to supplement the clinic
card will be used in place of the clinic card to register for a birth
certifcate.
33
Department of Home Affairs Strategic Plan 2015-2020
Programme Outcome Strategic
Objective
Risk Description Actions to address identifed risks
R
i
s
k
O
w
n
e
r
• Conduct a self-assessment control on the registration of birth
processes on a sample basis.
• Link all registered births to parents.
• Conduct review of the whole ID application process.
• Develop mechanism to ensure safekeeping of birth records.
• Link the NPR with birth, marriage and death (BMD) records.
• All frst time ID applications for 16 year olds will include a certifed copy
of ID of parents.
• Develop and implement mechanisms that will ensure proper monitoring
of the database of ID numbers for citizens turning 16 years.
• Segregation of duties in the front offce for NPR will be incorporated in
the toolkit.
• Conduct a birth templating (a family tree structure that links a child/
children to their parents).
• Introduce live capture in all front line offces and hospitals.
DDG: Civic
Services
PROGRAMME
3 - IMMIGRATION
AFFAIRS
Secured and
responsive
immigration
system
Movement
of persons
in and out of
the country
managed
according to
a risk based
approach.
Refugee
and asylum
seekers are
managed and
documented
effciently.
Inadequate
management of
migration
• Develop a draft BMA Bill in support of establishing the Border
Management Agency (BMA)
• Conduct a border-line community survey to determine an
approach to deal with mixed migration within the SADC region.
• Improvement of the infrastructure of the four identifed ports of
entry for residential and / or offce.
• Draft, facilitate approval and implement the DHA specifc
regulations on Traffcking in Persons Act (TIP).
• Filling of funded and vacant posts.
• Engage National Treasury on the increment of the amount that can
be used to capacitate the IMS.
• Conduct an awareness campaign with communities on marriages
of convenience.
• Review of the Immigration Policy.
• Engage with UNHCR and Civil society to assist asylum seekers
while DHA is in a process of adjudicating.
DDG:
Immigration
Services
PROGRAMME 1 –
ADMINISTRATION
Services to
citizens and
other clients
that are
accessible
and effcient
Good
governance and
administration.
Inadequate
corporate
governance
• Review oversight committees/ management structures.
• Develop and implement consequence management procedures.
• Identify areas that are not complying with relevant legislations.
• Increase regularity of monitoring/ reports.
• Integrated/ joint planning process will be intensifed.
DDG:
Institutional
Planning
and Support
(IPS)
34
Department of Home Affairs Strategic Plan 2015-2020 Department of Home Affairs Strategic Plan 2015-2020
Programme Outcome Strategic
Objective
Risk Description Actions to address identifed risks
R
i
s
k
O
w
n
e
r
PROGRAMME 1 –
ADMINISTRATION
Services to
citizens and
other clients
that are
accessible
and effcient
Collaboration
with relevant
stakeholders
in support of
enhanced
service
delivery and
core business
objectives.
Non availability,
reliability and
security of IT
system.
• Establishment of a Disaster Recovery Plan (DRP) for all the critical
systems.
• Authorise the service level agreement (SLA) with SITA.
• Establish a disaster recovery site linked to the Disaster Recovery
Plan.
• Establishment of network redundancy (i.e. dual network services
providers).
• Review the current approved Information Security Policy, including
a process fow for securing intangible IT assets).
• Robust awareness campaign on different communication
channels.
• Implement an Intrusion Detection System.
• Conduct testing on unauthorized access to the systems.
• Operationalise NIS.
• Approve the User Account Management Policy.
• Management of user accounts on the following :
- Email or GroupWise
- Domain User account management.
• Improve the policy on the use of Wi-Fi and wireless devices.
• Develop a strategy and a plan to fund and support modernization.
DDG:
Information
Services
PROGRAMME 1 –
ADMINISTRATION
Services to
citizens and
other clients
that are
accessible
and effcient
Ethical conduct
and a zero
tolerance
approach to
crime, fraud and
corruption.
Inadequate
measures to
prevent, detect
and sanction acts
of crime, fraud and
corruption
• Implement a DHA ethics management programme.
• Develop code of conduct specifc to DHA.
• Quarterly feedback on the status of implementation of the Counter
Corruption Strategy (four pillars)
- Prevention (Awareness interventions, vetting, security threat
risk assessments, implementation of recommendations
emanating from investigations, anti-corruption policies and
procedures).
- Detection (Process reviews-proactive, reporting
mechanisms-reactive).
- Investigations (Finalised investigations, matters referred
for disciplinary process, joint operations with other law
enforcement agencies, matters referred for criminal
prosecution) and
- Sanction (Outcome of disciplinary actions taken from HR).
35
Department of Home Affairs Strategic Plan 2015-2020
Programme Outcome Strategic
Objective
Risk Description Actions to address identifed risks
R
i
s
k
O
w
n
e
r
• Obtain regular feedback from line function on their role in prevention of
fraud and corruption.
- Stakeholder involvement. Assist line management with the
development and implementation of a reporting template on
activities to prevent and combat corruption in their offces, i.e.
improvement of monitoring, supervision and controls.
• Obtain regular feedback on the training programme to improve
awareness and knowledge of relevant policies, procedures and
regulations amongst the employees.
• Training interventions for Counter Corruption offcials on maintaining
high conduct standards.
• Develop and implement a credo (over and above Departmental Code
of conduct) for Counter Corruption and Security Services.
• Obtain security clearance on top security level (senior management) to
minimize the risk of employing staff members with criminal records.
• Evaluate compliance on the Supply Chain Management Policy.
• Develop and implement a compliance checklist on the application of
rules and regulations.
DDG:
Counter
Corruption
and Security
Services
PROGRAMME 1 –
ADMINISTRATION
Services to
citizens and
other clients
that are
accessible
and effcient
Good
governance and
administration.
Key dependency
on suppliers /
stakeholders
• Evaluate the extent of compliance with the Supply Chain and
Management Policy.
• Draft a plan on skills transfer to be negotiated and agreed to with the
supplier.
• An awareness programme will be developed and implemented.
• Performance supplier management agreement will be concluded with
all the suppliers.
• Identify key dependencies on suppliers and establish a plan of action to
determine if full time resources can be obtained in the long term.
• Develop a consultancy reduction plan.
• Review the effectiveness of the manual contractual system.
CFO
PROGRAMME
3 – IMMIGRATION
AFFAIRS
Secured and
responsive
immigration
system
Enabling
documents
issued to
foreigners
effciently and
securely.
Ineffcient
processing of
work and business
visas for investors
and workers with
critical skills.
• Develop and implement the monitoring mechanisms on the
operations of Visa Facilitation Services (VFS).
• Include provincial representatives in the steering committee
meetings between DHA and VFS.
• Design and develop the e-visa system.
• Move from manual to online visa adjudication system.
DDG:
Immigration
Services
36
Department of Home Affairs Strategic Plan 2015-2020 Department of Home Affairs Strategic Plan 2015-2020
Programme Outcome Strategic
Objective
Risk Description Actions to address identifed risks
R
i
s
k
O
w
n
e
r
PROGRAMME 1 –
ADMINISTRATION
Services to
citizens and
other clients
that are
accessible
and effcient
Good
governance and
administration.
Insuffcient
capacity
• Conduct organizational structure review on grounds of DHA
business imperatives aligned to annual performance plan.
• Develop a Change Management strategy to guide change in the
Department.
• Develop and implement an exit management strategy in the
Department.
• Long term strategic plan (10 years) to be developed.
• Organizational structure/ HR Planning aligned, towards securing
stability and ability to implement and test.
• Review of the structure should be linked to the budget and the
planning cycle.
• Posts to be classifed as specialists’ posts to be identifed and
reclassifed as such.
DDG:
Human
Resources
PROGRAMME 1 –
ADMINISTRATION
Services to
citizens and
other clients
that are
accessible
and effcient
Collaboration
with relevant
stakeholders
in support of
enhanced
service
delivery and
core business
objectives.
Lack of stakeholder
management
• The Branch Communication Services will facilitate stakeholder
management as done currently through integrating stakeholder
management into all communication strategy and action plans
until full capacity is provided to the branch. The following will be
undertaken:
- Meet with relevant branch heads to obtain the buy-in for the
temporary stakeholder management approach.
- Continue with the integration of stakeholder management in
all communication strategies.
• Move the Chief Directorate: National Campaigns Coordination
Unit (NCCU) with a fully capacitated Directorate: Stakeholder
Management to Communication Services to facilitate, in
consultation with other branches, the full stakeholder management
functions for DHA.
• To intensify public awareness, education and engagement with
DHA stakeholders (Izimbizo, exhibitions, leafets, posters, opinion
pieces).
• Extend the mandate of the forum to provinces that have ports of
entries.
• Branches to be available to engage with their own stakeholders on
platforms initiated by Communication Services.
DDG:
Communi-
cation
Services
37
Department of Home Affairs Strategic Plan 2015-2020
15 Projects in the Infrastructure Plan
The table below depicts the projects which form part of Capital Works and include construction, repair and upgrade and maintenance:
Table 8: Links to the long-term infrastructure and other capital plans
Programme/
Project name
Current
project stage
Total project
cost
Audited Outcome Adjusted
Appropriation
Medium Term Expenditure Estimates
R million 2011/2012 2012/2013 2013/2014 2014/15 2015/16 2016/17 2017/18
Departmental Infrastructure
Small projects (total project cost of less than R250 million over the project life cycle)
Sebokeng Complete 10 008 5 888 1 110 - - - - -
Phutaditjaba Construction 38 882 11 065 1 110 18 116 6365 2 166 - -
Taung Design 30 182 500 2 000 4 900 2 953 19 829 - -
Hluhluwe Tender 24 555 166 - - 23 119 1 270 - -
Stanger Design 23 053 27 - - 13 830 6 598 2 625 -
Lusikisiki Various 23 740 1 800 2000 5 000 1 000 6 970 6 970 -
Randfontein Various 41 452 1000 - 5 000 9 546 17 953 7 953 -
Marabastad Various 8 759 4 359 3 900 - 500 - - -
Repair and maintenance
Group 1
Handed over 32 509 32 509 - - - - - -
Repair and maintenance
Group 2
Handed over 53 097 53 097 - - - - - -
Repair and upgrade 2011 Various 29 478 10 941 13 817 - 4 720 - - -
Repair and upgrade 2012 Identifcation 45 354 - 6 001 31 229 3 194 - - -
Other capital works
projects
Various 11 470 11 470 - - - - - -
Backlog repairs Handed over 30 900 30 900 - - - - - -
Offce expansion plan Handed over 15 729 15 729 - - - - - -
New Co-operation Building Refurbishment
of 13
th
foor
2 663 - - - 500 1 500 663 -
Ganyesa Pre-feasibility 18 161 - - - 8 664 9 497 - -
PART C:
LINKS TO OTHER PLANS
38
Department of Home Affairs Strategic Plan 2015-2020 Department of Home Affairs Strategic Plan 2015-2020
Programme/
Project name
Current
project stage
Total project
cost
Audited Outcome Adjusted
Appropriation
Medium Term Expenditure Estimates
R million 2011/2012 2012/2013 2013/2014 2014/15 2015/16 2016/17 2017/18
Bushbuckridge Pre-feasibility 15 605 - - - 2 500 6 277 6 828 -
Modimolle Pre-feasibility 13 405 - - - 300 6 277 6 828 -
Bochum Pre-feasibility 13 405 - - - 300 6 277 6 828
Springs Various 33 - - - - 33 - -
Mokopane Pre-feasibility 26 419 - - - - 500 2 500 23 419
Itsoseng Feasibility 300 - - - - 300 - -
Christiana Tender 300 - - - -- 300 - -
Thohoyandou Feasibility 300 - - - - 300 - -
Lichtenburg Feasibility 300 - - - - 300 - -
Louis Trichardt Feasibility 300 - - - - 3 572 - -
Phalaborwa and Mhala Feasibility 3 572 - - - - 836 2 736 -
New Head Offce Pre–feasibility 33 000 - - - - 1 500 1 500 30 000
Atamelang, Molopo and
Mankwe
Design 15 227 - - - 7 785 6 642 400 400
New Co-operation Feasibility 4000 - - - - 2 000 2000 -
Harding Pre–feasibility 300 - - - - 300 - -
Ingwavuma Pre–feasibility 300 - - 300 - -
Ministry Feasibility 500 - - - - 500 200 -
Komga Feasibility 500 - - - - 300 - -
Limpopo Border
Improvement
Pre–feasibility 2 682 - - - 2 682 - - -
North West Border
Improvement
Pre–feasibility 3 955 - - - 3 955 - - -
Mpumalanga Border
Improvement
Pre–feasibility 2 790 - - - 2 790 - - -
Eastern Cape Border
Improvement
Pre–feasibility 1 111 - - - 1 111 - - -
Free State Border
Improvement
Pre–feasibility 2 844 - - - 2 844 - - -
Northern Cape Border
Improvement
Pre–feasibility 1 354 - - - 1 354 - - -
Kwazulu – Natal Border
Improvement
Pre–feasibility 2 302 - - - 2 302 - - -
39
Department of Home Affairs Strategic Plan 2015-2020
Programme/
Project name
Current
project stage
Total project
cost
Audited Outcome Adjusted
Appropriation
Medium Term Expenditure Estimates
R million 2011/2012 2012/2013 2013/2014 2014/15 2015/16 2016/17 2017/18
Cape Town – Cowrie Place Handed over 23 098 - - 23 098 - - - -
Various Border Posts –
Purchasing of parkhomes
Handed Over 12 902 - - 12 902 - - - -
Refugee Reception Offce
– Lebombo
Pre-feasibility 10 000 - - - 10 000 - -
Sea port of entry- new
offces
Pre-feasibility 15 000 - - - 15 000 - - -
Lebombo – residential
accommodation for
offcials
Pre-feasibility 28 800 - - - 28 800 - - -
Oshoek residential
accommodation for
offcials
Pre-feasibility 17 100 - - - 17 100 - - -
Maseru residential
accommodation for
offcials
Pre-feasibility 12 100 - - - 12 100 - - -
Beit Bridge – residential
accommodation for
offcials
Pre-feasibility 17 000 - - - - - 17 000 -
Beit Bridge – refugee
reception centre
Pre-feasibility 10 000 - - - - - 10 000 -
Sea port of entry -new
offces
Pre-feasibility 20 000 - - - - - 20 000 -
Groblers Bridge Pre-feasibility 10 000 - - - - - 10 000 -
Nakop Bridge Pre-feasibility 13 000 - - - - - 13 000 -
Ficksburg Pre-feasibility 20 000 - - - - - - 20 000
Caledonspoort Pre- feasibility 10 000 - - - - - - 10 000
North West port of entry Pre- feasibility 15 000 - - - - - - 15 000
Northern Cape province Pre- feasibility 10 000 - - - - - - 10 000
Eastern Cape province Pre- feasibility 10 000 - - - - - - 10 000
Western Cape province Pre- feasibility 8 500 - - - - - - 8 500
Planned Maintenance Various 26 500 5 000 3 000 4 500 3 000 3 500 3 500 4 000
Total 893 625 184 451 32 938 85 783 207 276 103 797 143 333 131 319
40
Department of Home Affairs Strategic Plan 2015-2020 Department of Home Affairs Strategic Plan 2015-2020
16. DHA Modernisation Programme
A service delivery and security challenge for the Department is reliance
on paper-based systems. Key problems brought about by the use of out-
dated systems are:
• Loss and damage of documentation
• Misappropriation of forms and attachments
• Poor service delivery (backlogs, unacceptable turnaround times)
• Loss of reputation
• Increased exposure to fraud and corruption.
The Department requires a digital integrated information technology
platform to manage civic and Immigration services. The current reliance on
legacy and non-integrated systems makes it impossible to ensure security
and improve turnaround times for processing identity documents, birth,
death and marriage certifcates, passports, visas and permits, asylum
seeker documents, refugee identity documents, citizenship certifcates
and permanent and temporary residence visas.
The DHA Modernisation Programme, which is a departmental-wide
programme, was introduced with the main aim of replacing out-dated
legacy systems with integrated and more secure systems based on re-
engineered business processes and current technology. The modernised
systems and re-engineered business processes will allow digital
processing and storage of photographs, fngerprints, signatures and
voice recordings, demographic information, and scanned supporting
documents, as the case may be.
This will ensure improved quality of services and faster turnaround
times as well as an audit trail and increased accountability. As part of
the strategy of moving to e-Government it will also provide an effective
and unifed platform for citizens and business to interact with government
more effectively.
The programme will result in a complete overhaul of the Department’s
services at all offces, branches, mobile offces, ports of entry and
foreign missions. It will necessitate changes to the layout of offces. The
programme will also overhaul legacy systems including the National
Population Register (NPR), National Immigration Information System
(NIIS), Permitting and Visa Management System. It will also consolidate
all the Department’s systems to allow one holistic single view of a Home
Affairs client.
Table 9: DHA Modernisation Programme 2015/16 to 2017/18
Phase No Project Name Output Medium Term Budget for the DHA Modernisation
2015/16
R million
2016/17
R million
2017/18
R million
Phase 1 Identity document and
passport applications (Live
Capture rollout)
Roll out Live capture with queue management system
for passports and IDs in selected banks (2015/16).
Further rollout and Tech Refresh for Live Capture
equipment in FY 2016/17 & 17/18
R 105,000,000 R100,000,000 R188,000,000
Phase 2 National Identifcation
System
*AFIS upgrade in preparation for National Identifcation
System
Develop an integrated National Identifcation System
with biometric functionality (2016/17 – 2017/18)
- R150,000,000 R150,000,000
EMCS Enhancement Enhancement of EMCS in line with immigration
regulations
R20,000,000 R5,000,000 -
Trusted Traveller System Development of the Trusted Traveller system and pilot
at 2 identifed sites
- R50,000,000 R50,000,000
Border Management
System
Integrated Movement Control modules, multi biometric
features and rollout
- R85,000,000 R80,000,000
41
Department of Home Affairs Strategic Plan 2015-2020
Phase No Project Name Output Medium Term Budget for the DHA Modernisation
2015/16
R million
2016/17
R million
2017/18
R million
Phase 3 Civic Center Business
Processes (phase 1)
Automate the following civic services business
processes: Duplicates; Births and Amendments
- R10,000,000 -
Asylum Seeker and
Refugee System
Develop, integrate and roll out the Asylum Seeker and
Refugee System with e-Permit system
- R10,000,000 -
Contact Center System Develop a Contact Center system that provides the
Business Intelligence information of the Live Capture
- R26,925,000 -
Phase 4 Civic Center Business
Processes (phase 2)
Automate the registration of Marriages, Divorces,
Deaths, and Citizenship
- R30,000,000
Case Management System Development and rollout of the Inspectorate Case
Management system
- R20,915,000
Total 125,000 436,925 518,915
*AFIS upgrade to be funded through Intergrated Justice System initiative
17. Conditional Grants
There are no conditional grants applicable to the DHA over the MTSF.
18. Public Entities
The following institutions are attached to the Department of Home Affairs:
• The Government Printing Works (GPW) provides security printing
services to the South African government and some states in SADC.
The Government Printing Works was founded in 1888. The GPW
was initially established as a trading account in the Department of
Home Affairs, but in September 2008 its conversion to a government
component in terms of the Public Service Act (2007) was approved
and in June 2009, its new status was formalised. The conversion was
to allow the entity to start operating on sound business principles,
setting it on the path of full proftability. The chief executive offcer is
the accounting offcer in terms of section 36(3) of the PFMA.
• The Electoral Commission is a chapter 9 constitutional institution
reporting directly to Parliament. The commission manages national,
provincial and municipal elections, ensures that those elections are
free and fair, and declares the results within a prescribed period. The
commission aims to continue entrenching itself as the focal point in
the delivery of free, fair and cost effective elections. The Electoral
Commission was established in terms of the Electoral Commission
Act, 1996 which sets out the composition, powers, functions and
duties of the Commission as well as the establishment, composition,
powers, functions and duties of the electoral court. The chief
electoral offcer is the accounting offcer in terms of section 12 of
the Act.
• The Represented Political Parties’ Fund is established in terms of the
Public Funding of Represented Political Parties, Act 103 of 1997 for
the purpose of funding political parties that participate in Parliament
and provincial legislatures. In terms of section 4(1) of the Act, the chief
electoral offcer, acting in his/her offcial capacity, is responsible for
the management and administration of the Fund, as is its accounting
offcer and CEO.
19. Public Private Partnerships
There are currently no public private partnerships for the DHA.
42
Department of Home Affairs Strategic Plan 2015-2020 Department of Home Affairs Strategic Plan 2015-2020
20. Abbreviations and Acronyms
APP Advance Passenger Processing
BMA Border Management Agency
BMD Birth, Marriage and Death
CCSS Counter Corruption and Security Services
CFO Chief Financial Offcer
DDG: CS Deputy Director-General: Civic Services
DDG: HR Deputy Director-General: Human Resources
DDG: IMS Deputy Director-General: Immigration Services
DDG: IPS Deputy Director-General: Institutional Planning and
Support
DDG: IS Deputy Director-General: Information Services
DDG: LA Deputy Director-General: Learning Academy
DG Director-General
DHA Department of Home Affairs
DIRCO Department of International Relations and Cooperation
DPSA Department of Public Service and Administration
EDMS Electronic Document Management System
GPW Government Printing Works
HANIS Home Affairs National Identifcation System
HR Human Resources
ID Identity Document
IMS Immigration Services
IT Information Technology
JCPS Justice Crime and Prevention Security
LRB Late Registration of Birth
MCS Movement Control System
M & E Monitoring and Evaluation
MOU Memorandum of Understanding
MTEF Medium Term Expenditure Framework
MTSF Medium Term Strategic Framework
NCCU National Campaigns Coordination Unit
NDP National Development Plan
NIS National Identifcation System
NIIS National Immigration Information System
NPR National Population Register
PFMA Public Finance Management Act
PoE Port of Entry
RSA Republic of South Africa
SA South Africa
SABRIC South African Banking Risk Information Centre
SADC Southern African Development Community
SAPS South African Police Service
SARS South African Revenue Service
SDIP Service Delivery Improvement Plan
SLA Service Level Agreement
SOCs State Owned Companies
43
Department of Home Affairs Strategic Plan 2015-2020
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Department of Home Affairs Strategic Plan 2015-2020
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doc_392348596.pdf
Strategic Plan 2015 2020
2015-2020
Strategic Plan
Department of Home Affairs Strategic Plan 2015-2020 Department of Home Affairs Strategic Plan 2015-2020
Foreword by the
Minister of Home Affairs
The purpose of this strategic plan is to set out the vision of where the
Department of Home Affairs (DHA) must be within fve years and the
strategic goals that must be achieved to get there. The year 2015 marks
60 years since the historic adoption of the Freedom Charter by visionary
South Africans from all walks of life. The DHA takes enormous inspiration
from this legacy, and the progressive Constitution which emerged from
it. We draw impetus from our historic mission to uphold the dignity of all
South Africans.
As we move towards a quarter century of democracy, there are two
overarching goals that informed the strategic planning of the DHA. The frst
goal is to continue to deliver against the core mandate of the DHA, which
is to secure identity and citizenship; to manage immigration securely; and
to deliver services related to these critical functions of the state.
In Civic Services, strategic initiatives to fulfll this mandate include:
replacing 38 million outdated green ID books with ID ‘smart’ cards by 2019;
achieving universal early registration of birth; and ensuring consistently
excellent customer service at every Home Affairs offce through a front
offce improvement programme.
On the Immigration Services side, strategic initiatives include updating
our international migration policy towards a holistic whole-government,
whole-society approach to effectively manage immigration in a way that
maximizes our security, development, constitutional and international
obligations, nation building and social cohesion. Furthermore, we are
excited to be establishing by 2016, a new Border Management Agency
(BMA) which will consolidate all functions relating to the management
of our ports of entry and border line, which we believe will dramatically
improve management of our national borders. We will explore and
implement innovate ways to physically revamp our ports of entry to better
facilitate trade and revenue, national security, and the experience of
visitors to our country, particularly African visitors.
3
Department of Home Affairs Strategic Plan 2015-2020
The Department has dramatically improved the effciency of critical
processes and has enhanced security. However, systemic gaps continue
to undermine the security and value of its services. This is having serious
consequences for the state, society in general and individual citizens.
Thus the second goal is to ensure that over the next fve years the DHA
puts in place the people, systems and infrastructure needed for it to
play an effective role in support of national priorities and programmes.
Currently the DHA has outdated, fragmented and vulnerable systems
that are partly paper-based and which are managed by staff that has
been professionalised to a limited extent. To achieve this goal the DHA
is implementing the following three related strategies through a broad
Modernisation Programme.
• Replace outdated fragmented and paper-based systems with an
integrated and digital National Identity System (NIS).
• Professionalise the staff in terms of appropriate values, behaviour
and specialist competencies.
• Create a high-security, uninterruptible environment within which the
people, systems and infrastructure of the DHA can be protected.
For various historical reasons, the underlying challenge for the DHA is
that in South Africa the position and role of Home Affairs in the state and
civil society has been widely misunderstood. The general perception has
been that Home Affairs provides routine, administrative services which
can be delivered in a low security environment. This has impacted on the
budget allocated historically to the Department, which is funded according
to this perception in terms of a minimal operating budget.
Over the next five years, the Department will be engaging with other
key government departments, stakeholders and the public to mobilise
support for the Modernisation Programme and for the repositioning
of the DHA in the state and society as a professional department that
delivers critical services in a high security environment. The vision we
want to share is of a department that can play a key role in national
and personal security; in service delivery; and in socio-economic
development. Integrated, secure national identity and immigration
systems, managed by professionals, can reduce the serious risks
and threats faced by South Africa in a globalised world. The same
systems can support the objectives of the National Development
Plan (NDP) by reducing the cost of services while improving
access and efficiency. This will enhance service delivery and attract
investment and critical skills, thus enhancing South Africa’s economic
competitiveness.
The successful implementation of the National Development Plan (NDP)
also requires social stability and economic inclusion. Comprehensive,
accurate identity systems using biometrics will enable all sectors of
society to participate in the mainstream economy through lowering the
cost of banking, insurance and government services. It will provide real-
time data that will enable the government to plan more effciently and to
be able to respond to the needs of the people.
The state also needs the capacity to harness immigration for development
while dealing with risks and threats to social order and stability. That
capacity must stretch from foreign missions abroad; to the border
environment; and to the domestic administration and enforcement of
immigration laws.
National Treasury has committed more than a billion rand in earmarked
funds to support the digitisation of DHA systems over the period 2015
- 2018. A major challenge in realising the vision of the Department is
that additional resources are required to complete the modernisation
programme and a substantially higher level of baseline funding is
already needed to maintain and secure the new systems. There are
ongoing engagements with National Treasury, but given severe fscal
pressures and competing demands it would be unreasonable to expect
all the resources required to come from the state. As outlined above, the
modernised civic and immigration services provided by the DHA would
have a high value for the state and private sector in terms of effciency
and security gains. The Department already has strategic partnerships
with institutions such as banks and the South African Post Offce. Going
forward, together with stakeholders, creative ways must be found to
bridge the funding gap and sustain a modern, secure DHA through new
synergies and revenue streams.
Mr MKN Gigaba, MP
Minister of Home Affairs
Department of Home Affairs Strategic Plan 2015-2020 Department of Home Affairs Strategic Plan 2015-2020
Foreword by
Ms F Chohan, MP,
Deputy Minister of
Home Affairs
The areas of the Department of Home Affairs (DHA) for which I am given
particular responsibility are legal services; the management of asylum
seekers and refugees; and improving the quality of service experienced
by the public in our front offces. The Strategic Plan 2015 – 2020 is
about the implementation of strategies to move the DHA from delivering
routine services using largely outdated systems to an organisation run
strategically by professionals who manage integrated digital systems in a
high security environment.
Together with the DHA establishing a Border Management Agency (BMA),
the changes indicated above will have a large impact on the way the DHA
secures its systems and delivers services to citizens and other clients.
The strategic role of legal services is to facilitate the development of an
appropriate and coherent regulatory framework for a modern, professional
DHA to operate in. A major legislative task is supporting the drafting of a
Green and then a White Paper on International Migration policy; followed
by the drafting of comprehensive immigration legislation.
South Africa faces very serious challenges in providing protection to
asylum seekers and refugees at the level of policy, legislation, systems and
domestic and international partnerships. As a nation we have made this
commitment for very good reasons; which is to have a more humane and
secure world. This is indeed a noble and important aspiration. However,
the three arms of the state have failed to agree on, and implement, the
policies and instruments needed to manage what is a complex domestic
and international process. The cost of this failure has been very high
5
Department of Home Affairs Strategic Plan 2015-2020
levels of disaffection amongst large sectors of society leading to social
strife and insecurity.
The DHA has set in motion a number of processes to address this
challenge. The frst phase of a public engagement on immigration policy
has commenced and a major focus is on asylum seekers and refugees.
At the level of systems and partnerships, the DHA has been engaging
intensively with other stakeholder departments, the United Nations High
Commissioner for Refugees (UNHCR) and within the Southern African
Development Community. Strategic options will be taken to the relevant
clusters and Cabinet structures for consideration. Internally, focused
attention will be paid to the strengthening of processes and the chief
directorate responsible for administering the system.
In February 2015 the DHA launched its Moetapele programme, the main
thrust of which is to establish and maintain consistently high standards of
front offce service delivery. Moetapele is a seSotho word meaning ‘leader’
as the driving force of the campaign must be the leadership demonstrated
by offcials at all levels. Excellent service delivery is strongly dependent
on the DHA establishing effcient back-end processes; and effective
and responsive monitoring mechanisms with channels accessed by the
public. Work streams led by DDG’s and aligned with the Modernisation
Programme have been formed to address these and other challenges
decisively.
The human factor is always the most critical. The offcials of the Department
have developed hugely over the past eight years; and I am confdent they
can achieve the goals set out in this Strategic Plan.
FATIMA CHOHAN, MP
DEPUTY MINISTER OF HOME AFFAIRS
6
Department of Home Affairs Strategic Plan 2015-2020 Department of Home Affairs Strategic Plan 2015-2020
Foreword by
Mr Mkuseli Apleni,
Director-General of
Home Affairs
Minister Malusi Gigaba has made clear to the leadership of the Department
what his expectations are. By 2019 the Department must have moved
decisively towards realising our vision of consistently delivering excellent
services in a highly secure environment to achieve national goals. The
Strategic Plan of the Department maps out the journey we must undertake
to meet this commitment. Along this road there are fve milestones that
will serve to focus our efforts and measure progress against.
• The frst milestone is that we should complete the Modernisation
Programme, which is built around an inclusive National Identity
System. For this system to function we must have a stable, secure
network to connect our offces.
• The second milestone is to establish a Border Management Agency.
The DHA is leading this project, which is bringing together the relevant
functions of at least 17 departments and agencies to ensure secure
and effcient management of the border environment. A key step is to
put enabling legislation in place.
• The third milestone is to upgrade key ports of entry, especially the largest
land ports of entry and the Oliver Tambo International Airport. These are
ports that are critical for trade and generation of revenue and jobs. Focus
must be on improving leadership, infrastructure and systems.
• The fourth milestone is to put in place a comprehensive new
immigration policy. South Africans should be positive about
connecting with Africa and the world and playing a role in making
it a better and safer world to live in. The policy goal is to manage
immigration securely while using it strategically for economic, social
and cultural development.
7
Department of Home Affairs Strategic Plan 2015-2020
• The ffth milestone is for all our front offces to meet on common
and consistent standards of service delivery and thus ensure that
members of the public have a positive experience. To achieve this
will mean addressing challenges that encompass offcials, systems
and infrastructure across 405 front offces, 72 ports of entry, refugee
reception offces and 41 foreign missions. The vehicle for this process
is termed the Moetapele (leader) Programme, as we regard good
leadership to be the most critical success factor.
Reaching the above milestones requires professional offcials who can
plan, build, maintain and protect the new systems and manage them
strategically. The professionalisation and modernisation of the DHA are
thus the overarching programmes that will enable the DHA to become a
critical part of a competent state that can lead development. In particular
a secure, integrated national identity system will be the catalyst for faster,
cost-effective service delivery across the state and private sectors. The
radically improved immigration system of the DHA will, amongst other
benefts, enable South Africa to compete for the critical skills needed for
faster growth and enhance security and stability.
We are paying close attention to strengthening our governance and
administration – and in particular accountability - and consequently
expect to obtain improved audit outcomes going forward.
What makes the success of these ambitious programmes possible is the
foundation that has been laid over the past eight years, The Turnaround
Programme (2007- 2009) made service to the public central and radically
improved the delivery of key services such as identity documents (IDs)
and passports. In 2010, the DHA in partnership with other departments –
and without the support of consultants – delivered successfully against its
Soccer World Cup guarantees. In the same year the President launched
a major national campaign to secure the National Population Registration
Campaign by ensuring that all citizens are registered and by promoting
early birth registration.
A number of strategic advances have been made since 2010 that
show that the DHA has continued to grow in confdence, expertise and
understanding. One such advance is the design and phased roll out of an
award winning smart ID card that will replace the green ID book. Another
advance is the dedicated, high quality courses provided by the Learning
Academy of the DHA as part of the drive to professionalise and grow skills.
Following a Cabinet decision to give Home Affairs the responsibility for
establishing the BMA a multi-department project team has been making
rapid progress. The review of immigration policy has reached the stage
where the DHA has begun a process of public engagement leading to a
new Green and White Paper.
As Accounting Offcer I am aware of challenges such as resource
constraints and dependencies on other departments and agencies.
However, we regard the transformation of the DHA to be a national
project and an important part of the national agenda. DHA offcials have
shown that they can work with the state and partners and solve complex
problems; and by so doing have improved the lives and security of our
people. I am confdent that we will meet expectations and achieve the
goals set out in this Strategic Plan.
MKUSELI APLENI
DIRECTOR-GENERAL OF HOME AFFAIRS
8
Department of Home Affairs Strategic Plan 2015-2020 Department of Home Affairs Strategic Plan 2015-2020
OFFICIAL SIGN OFF
It is hereby certifed that this Strategic Plan:
Was developed by the management of the Department of Home Affairs under the guidance of
Minister MKN Gigaba.
Takes into account all the relevant policies, legislation and other mandates for which the
Department of Home Affairs is responsible.
Accurately refects the strategic outcome oriented goals (outcomes) and objectives which the
Department of Home Affairs will endeavor to achieve over the period 2015 to 2020.
Mr Thulani Mavuso _______________________
Institutional Planning and Support Signature
Mr Gordon Hollamby _______________________
Chief Financial Offcer Signature
Mr Mkuseli Apleni ________________________
Accounting Offcer Signature
Approved by:
Mr MKN Gigaba ________________________
Executive Authority Signature
9
Department of Home Affairs Strategic Plan 2015-2020
TABLE OF CONTENT
Part A: Strategic Overview 10
Vision, Mission and Value Statement 10
Departmental Outcomes 10
Constitutional and Legislative Mandate 10
Policy Mandate 11
Planned Policy Initiatives 14
Situational Analysis, including Performance and Organisational Environment 14
Strategic Goals and Strategies for 2015 to 2020 19
Contribution to Achieving National Goals 20
Strategic Planning Process 21
Strategic Outcome Oriented Goals (Outcomes) 21
Part B: Strategic Objectives 23
Strategic Objectives for the DHA Outcomes 23
Financial Programmes 29
Resource Considerations 30
Risk Management 32
Part C: Links to Other Plans 37
Projects in the Infrastructure Plan 37
DHA Modernisation Programme 40
Conditional Grants 41
Public Entities 41
Public Private Partnerships 41
Abbreviations and Acronyms 42
10
Department of Home Affairs Strategic Plan 2015-2020 Department of Home Affairs Strategic Plan 2015-2020
1. Vision, Mission and Value Statement
Vision
A safe, secure South Africa where all of its people are proud of, and
value, their identity and citizenship
MissIon
The effcient determination and safeguarding of the identity
and status of citizens and the management of immigration to
ensure security, promote development and fulfll our international
obligations
Value Statement
The DHA is committed to being:
• People-centred and caring
• Patriotic
• Professional and having integrity
• Corruption free and ethical
• Effcient and innovative
• Disciplined and security conscious
2. Departmental outcomes
1. Secured South African citizenship and identity
2. Secured and responsive immigration system
3. Services to citizens and other clients that are accessible and effcient
3. Constitutional and legislative mandates
The Department administers a wide range of civic and immigration
functions within the framework provided by the Constitution.
3.1 Constitutional mandate
The civic mandate of the Department of Home Affairs is grounded on
three sets of related principles. Firstly as stated in Chapter 1, Section 3
of the Constitution:
1. There is a common South African citizenship.
2. All citizens are -
(a) equally entitled to the rights, privileges and benefts of
citizenship; and
(b) equally subject to the duties and responsibilities of citizenship.
3. National legislation must provide for the acquisition, loss and
restoration of citizenship.”
Secondly, the Constitution emphasizes that citizenship is equal, inclusive
and participatory and comes with rights and responsibilities. To establish
real equality, given a history of racial exclusion, the Constitution also insists
on achieving equity through redress. This principle has, for example,
guided the DHA in deciding to expand its footprint to cover remote and
marginalised communities.
Thirdly, immigration is not directly dealt with in the Constitution although
freedom of the right of citizens to travel is entrenched. The implication
is that elected governments must decide, within the framework of the
Constitution, how to deal with immigration. In summary some of the
relevant elements in the Constitutional framework are:-
• That the Republic of South Africa (RSA) is a sovereign state and all
citizens have a duty to protect it.
• South Africa is committed to a better life, peace and security for
South Africans and all peoples of Africa and the world.
• SA is a good global citizen, respecting multilateralism and
international commitments.
• All those who live in South Africa are equal in terms of basic human
rights; although only citizens have the right to vote, amongst other
rights not afforded to foreign nationals.
3.2 Legislative Mandate:
Civic Services
Births, Marriages and Deaths
• Births and Deaths Registration Act, 1992 (Act No 51 of 1992);
• Regulations on the Registration of Births and Deaths, 2014;
• Marriage Act, 1961 (Act No 25 of 1961);
• Regulations made under the Marriage Act, 1961;
• Recognition of Customary Marriages Act, 1998 (Act No 120 of 1998);
• Regulations made under the Recognition of Customary Marriages
Act, 1998;
PART A:
STRATEGIC OVERVIEW
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Department of Home Affairs Strategic Plan 2015-2020
• Civil Union Act, 2006 (Act No 17 of 2006); and
• Civil Union Regulations, 2006.
Identity Documents and Identifcation
• Identifcation Act, 1997 (Act No 68 of 1997);
• Identifcation Regulations, 1998 and
• Alteration of Sex Description and Sex Status Act, 2003 (Act No 49
of 2003).
Citizenship
• South African Citizenship Act, 1995 (Act No 88 of 1995) and
• Regulations on the South African Citizenship Act, 1995.
Travel Documents and Passports
• South African Passports and Travel Documents Act, 1994 (Act No 4
of 1994); and
• South African Passports and Travel Documents Regulations, 1994.
3.3 Legislative Mandate:
Immigration
• Immigration Act, 2002 (Act No 13 of 2002);
• Immigration Regulations, 2014;
• Refugees Act, 1998 (Act No 130 of 1998); and
• Refugees Regulations, 2000.
3.4 Other prescripts relevant to the mandate of
Home Affairs
• The Universal Declaration of Human Rights as adopted by the
General Assembly of the United Nations on 15 December 1948;
• The Basic Agreement between the Government of the Republic of
South Africa and United Nations High Commissioner for Refugees
(UNHCR), 6 September 1993;
• The 1951 United Nations Convention Relating to the Status of Refugees;
• The 1967 Protocol Relating to the Status of Refugees;
• The Organisation for African Unity Convention Governing Specifc
Aspects of Refugee Problems in Africa, 1996; and
• The UNHCR Handbook and Guidelines on Procedures and Criteria
for Determining Refugee Status, 1997.
3.5 Other legislative mandates
The Department is responsible for administering the Public Holidays Act,
1994 (Act No 36 of 1994).
The Department transfers funds to entities reporting to the Minister of
Home Affairs and exercises oversight in that regard as prescribed by
Public Finance Management Act, 1999 (Act No.1 of 1999), Treasury
Regulations and the Acts establishing the entities. The entities reporting
to the Minister of Home Affairs are the following:
• The Electoral Commission (IEC)
• The Government Printing Works (GPW)
• The Representative Political Parties Fund (RPPF)
Going forward, the GPW will be entirely self-funding, although it will retain strong
links with the Department and the Minister will continue to exercise oversight.
4. Policy mandates
4.1 Civic Services mandate
Under apartheid, identity systems were fragmented between 11 different
racial and ethnic departments and only the births of persons classifed as
“Whites, Coloureds and Indians“ were systematically recorded. Whites
received a level of service comparable with more advanced economies
while Black South Africans were effectively denied citizenship and were
subjected to colonial legislation and administration.
In 1994 the frst democratically elected government had to confront the
challenge of re-aligning the machinery of the state with fundamentally
different policy imperatives. The DHA has the sole legal mandate to
determine and register the civil status of citizens. Building a single non-
racial population register was the most urgent priority, linked to the need
to have a credible democratic election.
The primary policy driver for the DHA remains securing the identity and
citizenship of all South Africans. To deliver on this mandate requires three
things to be in place: access to services; secure systems and processes;
and the cooperation of citizens. With regard to the role of citizens, the
early registration of birth is essential to securing the National Population
Register (NPR) and by law parents must comply within 30 days. The
issue of identity documents (IDs) to 16 year olds is another important
security matter as their identity is linked to their biographical data and to a
signature, fngerprint and photograph.
4.2 Immigration Services mandate
Immigration policy under apartheid governments was focused on
strengthening racial domination. Africans in general were regarded as non-
citizens and units of cheap labour to be controlled through the migrant labour
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system. To allow black South Africans to integrate with the rest of the world
was regarded as dangerous and passports were denied to South Africans
viewed as enemies of the state. South Africa was increasingly isolated, with
apartheid declared a crime against humanity by the United Nations.
The DHA has the sole legal mandate to issue visas and permits to foreign
nationals. These documents specify the length and conditions of their stay in
South Africa. The Department must also authorise and record the entry and
exit of any person through ports of entry, which are designated to the Minister
of Home Affairs. The DHA must also clear ships for entry at harbours. Only
the DHA can deport or prohibit a foreign national and grant refugee status to
an asylum seeker in accordance with the Immigration and Refugees Acts.
The Immigration and Refugees Acts and Regulations administered by the DHA
are grounded in the Constitution and international agreements that are ratifed
by Parliament. The primary immigration policy objectives are for South Africa
to be fully integrated into the community of nations and to harness immigration
to achieve national goals. In managing immigration, however, the DHA
must at all times honour its Constitutional obligation to protect South African
sovereignty, the integrity of the state and the safety of all who live in South
Africa. In this regard, the broader security mandate of the DHA demands that
every immigration transaction and process must be subject to an assessment
of the risk to South Africa, while taking its benefts into account.
5. Planned policy initiatives
The secure and strategic managing of immigration needs appropriate
capacity and systems to be developed by the DHA; cooperation across
government; and support from a public that understands and respects
immigration policy and laws. To achieve the necessary level of cooperation
and support, a national consensus around immigration policy must be built
through engagement with stakeholders. This process was launched in 2014
with a series of round table discussions that will culminate in a National
Colloquium on Immigration in 2015. The next step will be to draft a policy
framework that will replace the 1999 White Paper on International Migration,
which after public consultation will guide the development of new immigration
legislation. Among the key challenges that the policy framework must
respond to are how to regulate economic migration, particularly within SADC;
competing effectively for migrants with critical skills; regulation of residence
and naturalisation; and meeting international commitments, such as affording
protection to asylum seekers and refugees.
In June 2013 Cabinet resolved that the Department of Home Affairs
should take the lead in the establishment of a Border Management
Agency (BMA). The mandate of the BMA will be to secure the border
environment; and to ensure the effcient facilitation of legitimate people
and goods through ports of entry. To achieve this outcome the relevant
operations of approximately 20 departments and agencies will have to
be appropriately re-assigned to a single border management authority
established by an enabling Act. A multi-department team led by a national
project manager has made substantial progress towards realising this
vision. Research has been conducted, options developed and interim
steps planned. The vision and underlying principles of the BMA have been
approved by the Cabinet. It is envisaged that the BMA will be formally
established by December 2016 in spite of the complexity of the task.
The introduction of a National Identity System (NIS) will require a review
of policies and legislation that relate to issues such as identity, privacy and
security. The policy imperatives are that the NIS must be protected as it will
be pivotal to the functioning of the state and society; and it must be used
effectively to achieve national policy goals while safeguarding the rights of
citizens. The rollout of the smart ID card is one ellement of the NIS.
At the level of policy and legislation, the DHA largely falls outside the
security cluster of departments (JCPS) although it is an active and important
member of the cluster. The critical distinction is that security departments
are themselves protected by security systems and legislation that enable
them to ensure the integrity of the state and society, including non-security
departments such as Health and Education. A strong argument can be made
for repositioning the DHA as a security department. The DHA is a critical
part of the safety and security apparatus of the state and it can only deliver
on its mandate if it has the capacity to protect its offcials, infrastructure and
systems. Proposals in this regard are being drafted and in due course will
be taken through the appropriate consultative processes.
Going forward, the DHA will be the backbone of e-Government. This will
enable faster cost-effective service delivery. The Department has began
entering into partnerships with banks, the Post Offce and other institutions
to expand access to DHA services.
6. Situational analysis including the
performance and organisational environment
6.1 Performance environment
The civil registration function of the DHA impacts on the lives of citizens
and on the functioning of the state and the economy. Every contractual
transaction depends on knowing the identity of those who enter into the
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Department of Home Affairs Strategic Plan 2015-2020
agreement, from casting a vote to receiving a loan or a driver’s license. The
performance of the DHA must be measured against its capacity to secure
its identity and immigration systems and its capacity to deliver services to
all who require them. If the systems of the DHA are compromised then
individuals are denied access to their rights and services, fraud multiplies,
and the cost of doing business in South Africa increases.
By the end of 2009 the many projects that comprised the Turnaround
Programme were winding down. The introduction of operations management
and better governance had the biggest impact in the civic environment, with
dramatic improvements made to ID and passport processes in particular.
Aside from turnaround times being reduced there were far fewer errors
and citizens received a SMS informing them when to collect the document.
The introduction of “live capture” of digital fngerprints and photographs
improved security as it allowes the client’s identity to be checked against
the Home Affairs National Identifcation System (HANIS) database. It also
allows temporary IDs to be issued in front offces and recently enabled the
immediate issue of full birth certifcates. On-line verifcation of identity has
enabled government departments and banks to detect and prevent fraud.
Another legacy, which needs further entrenching, was a change in culture
towards being customer-centred. Following a survey of what clients
needed, a client service centre was established and opening hours were
extended. Management of offces was improved and many front offces
renovated with the focus on rural areas. Public confdence in the DHA was
largely restored, with surveys indicating that it is widely regarded as one
of the better performing departments.
The civil registration environment is relatively stable, although constantly
under threat from fraud against the NPR and against the birth, marriage
and death processes that are connected to it. Most of the limited budget
of the DHA has gone to expanding and maintaining the civics footprint to
ensure that all South Africans can claim their right to an identity and to
citizenship. In the 2014/15 fnanacial year the DHA had a footprint of 405
offces, 115 mobile offces, 389 health facilities, 72 ports of entry and three
refugee reception offces – all connected online to DHA backend systems.
This is in addition to representation at 41 missions.
The Turnaround Programme made less progress in improving immigration
services, which is complex and dynamic with a value chain that stretches
from the international sphere to the border and domestic environments. A
key reason is that immigration services have been seriously underfunded,
in part because it was seen as a routine administrative function. However,
managing immigration includes mitigating serious risks and threats and
this requires a high security environment and professionals who have
access to intelligence. Systems must be integrated, as data from an
overseas mission (for example) may inform a decision made at a port of
entry or when tracing someone who has overstayed.
An important paradigm shift has been towards understanding immigration as
a process that has to be managed. The challenge of any country is to manage
the risks of migration in a globalised world while maximizing the potentially
huge benefts. A related principle is that the whole of the state must be involved
in the management of immigration, supported by the public. Currently, many
believe that the responsibility resides exclusively with the DHA.
The practical application of the above principles was demonstrated during
the 2010 FIFA World Cup. Additional funding and close cooperation with the
South African Revenue Service (SARS) and the security cluster enabled a
safe, successful event and showed what a future immigration system could
look like. Legacies include an enhanced real-time Movement Control System
(eMCS); a control centre; Advance Passenger Processing (APP); and closer
integration of the DHA into the security cluster. These developments, and
acquiring additional capacity at ports of entry, have contributed to South
Africa becoming a premier venue for international events. This has had
large economic and cultural benefts. In addition, the DHA has entered into
a partnership with VIsa Facilitation Services (VFS), which has enabled more
secure and effcient service delivery in the permitting arena.
By the end of 2009 it became clear that while substantially improving
the service delivery culture and processes of the DHA, the Turnaround
Programme could not address some fundamental performance challenges.
In response the DHA has embarked on a modernisation programme that
has the following broad objectives:
• Fragmented and outdated systems replaced with reliable networks
and an integrated digital platform that can interface with other
government systems.
• A comprehensive National Identity System established that holds the
identity, status and biometrics of all persons who live in South Africa
or visit South Africa.
• A more professional staff in terms of values, commitment and specialist
skills so they can manage processes effciently, securely and strategically.
• People, systems and infrastructure that are protected by the
necessary legislation and resources and which operate in a high-
security environment.
• Policies and legislation that enable the state and its civil society
partners to manage immigration securely and effciently in support
of national goals.
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As detailed in Section 8 below, the DHA has an important contribution
to make in implementing the National Development Plan (NDP) and
in achieving four of the outcomes of government. The section dealing
with strategic goals and strategies also outlines some of the strategic
initiatives to be undertaken in support of achieving the DHA mandate and
priorities. Given these policy and strategic imperatives, the Modernisation
Programme is aimed at the Department becoming a world-class
organisation in terms of security and service delivery. This journey began
during the previous electoral cycle and progress has been made in a
number of areas.
• Service delivery gains have been maintained within acceptable limits
with regard to average turnaround times for IDs and passports. The
public has beneftted from a reduction in duplicate cases and the
printing of unabridged birth certifcates in frontline offces. Other
services such as rectifcations and amendments and the printing of
older unabridged birth certifcates are often slow because there is no
electronic document management system in place.
• The NPR campaign, launched by the President in March 2010,
signifcantly raised public awareness about the need for registering
births within 30 days. The percentage of parents doing so has
increased by about 6% per year to over 60%. Citizens requiring Late
Registration of Births (LRB) were screened by committees supported
by community members. A signifcant decrease in such applications
shows that the objective of replacing LRB with much more stringent
measures is attainable and will be implemented from December 2015,
thus closing a major security gap that has been used by criminal
syndicates selling South African identity and citizenship. Teams of
offcials supported by community leaders and other departments
systematically conducted outreach programmes in every area of
South Africa to achieve this result.
• A review of immigration policy was conducted which revealed that
a paradigm shift is needed for South Africans to understand that
effectively managed immigration is a critical element of socio-
economic development in a globalised world. For this to happen, the
state must invest in appropriate immigration offcials and systems
so all transactions across the value chain can be assessed for risk.
The same systems can be used to keep out persons who pose a
risk while rapidly facilitating the entry and exit of those who do not
pose a risk. Countries without such systems pay a high price in
unplanned social services costs and exposure to international crime
and instability. They are also less able to compete internationally in
areas such as attracting and retaining persons with skills that are
critical for economic growth. Specifc immigration challenges were
identifed and researched and proposals developed, all of which
require additional resources to implement fully.
• The centralisation of the adjudication of permitting and increase in
capacity has reduced fraud and the largest backlogs. A Corporate
Accounts Unit effciently fast- tracks applications for work visas from
state and private entities driving projects of national importance.
A partnership with a Visa Facilitation Service company has been
implemented to secure and improve the submission of applications
within South Africa and in certain countries abroad. Security and
effciency at key ports of entry has been signifcantly improved,
particularly at Durban and Cape Town harbours where the DHA
has taken the lead and worked closely with other departments and
agencies.
• However, without integrated systems and more capacity, effciency
gains will be limited and security of processes will remain inadequate.
There are less than 700 Immigration Inspectors to follow up cases and
enforce immigration laws across South Africa. National Treasury has
responded to this situation by increasing funding for the Inspectorate
by R118 million over the next three years.
• From 2010 the Department has been introducing amendments to
civic, immigration and refugees acts and regulations to close security
gaps and improve service delivery and responsiveness to needs. One
civic example is the measures introduced to curb fraud related to the
registration of death. Another example is the recognition of the fact
that the births of many children need to be registered by guardians
rather than their biological parents. Immigration laws, regulations and
processes have been amended to make it easier to attract migrants
with critical skills while increasing penalties and closing some of the
loopholes being exploited by criminal syndicates. The larger policy
goal is to move away from compliance based regulation to one based
on proactively dealing with risk.
• The DHA has taken steps to strengthen its security, without which
its service delivery functions will be severely compromised. The
Department needs to play an active role in the state and society with
regard to security as well as service delivery. Amongst other risks,
such as terrorism and cyber-attacks, its high-value systems are the
target of transnational syndicates who are involved in the smuggling
and traffcking of people, drugs and endangered species, among
many other forms of crime.
• A Counter Corruption and Security Branch was established in 2010,
which works closely with SAPS and other security departments. Within
the limits of available resources, the DHA has since 2009 become
an increasingly active member of the Justice Crime Prevention
and Security (JCPS) cluster. The Director-General chairs a regular
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Department of Home Affairs Strategic Plan 2015-2020
meeting of all heads of departments active in the border environment
(Inter-Agency Clearing Forum); and the DHA also chairs a Priority
Committee on Immigration established by the national structure
responsible for coordinating security operations.
The frst large-scale systems development programme launched by the
DHA was called “Who am I online” (WAIO); which was terminated after
a dispute with the main service provider. This dispute was subsequently
settled. The remainder of the funding allocated for WAIO is being used to
fund the Modernisation Programme that is currently being rolled out. The
frst phase was system development and design and involved a number
of local and international state and private partners.
The use of technology in the modernisation of the DHA is crucial. Thus
a change in residence status on the movement control and permitting
systems of immigration will also be refected in the comprehensive
National Identity System that will replace the National Population
Register. By March 2015 at least 140 offces will have been reconfgured
for a paperless process and this will accelerate the issuing of an award-
winning smart ID card to pensioners and 16 year olds.
The full modernisation programme includes the professionalising
of staff, the restructuring of the Department and taking robust
measures to protect people, systems and infrastructure. To maintain
a modernised DHA will require higher level of funding, but this will
be greatly exceeded by the savings realised by the state and private
sectors through security and effciency gains. The DHA is engaging
the National Treasury and various stakeholders to look at creative
solutions to the funding challenge. The aim is to build an integrated
digital platform with which other departments can interface. The NIS
will form the backbone of the overall system.
Modernising the DHA and international trends
In almost all other countries key immigration functions are carried out by a security department, such as the
police or intelligence. Civil registration functions are carried out by a much wider variety of institutions. A strong
international trend is to invest in identity and immigration systems that interface and use biometrics. There are
three major reasons:
• Knowing who is in your country, and why, is critical for national security and stability in a globalised world
characterised by rapid movements of people, goods, epidemics, etc.
• Such systems are powerful tools for development and for socio-economic inclusion, which contributes in turn
to social stability and cohesion.
• Secure identity systems can enable e-commerce and government and drastically reduce fraud and costs;
thus attracting investment and giving the country a competitive edge.
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6.2 Organisational environment
One of the Turnaround interventions was to cluster the nine provinces into 3
zones, each allocated to a zone manager. This was reversed in 2010 and
the structure of the department aligned to the three spheres of government
to ensure effective cooperation and coordination. District offces were
aligned to local councils and provincial managers liaise with provincial
government structures. To strengthen cooperation and support the work
of the DHA over 200 stakeholder forums were formed at district, metro
and provincial levels. The participants are relevant departments, local and
metro government and community organisations and their role is to identify
needs, raise issues concerning DHA offces; and support campaigns.
With regard to professionalising the DHA, one of the most important
achievements over the past fve years has been to build the Learning
Academy so that it can offer relevant high-quality courses and training
to offcials in-house and in partnership with other institutions. A priority
was to improve the training of Immigration Offcials. More resources are
needed to build its capacity to expand in-house programmes and to train
a suffcient number of the 10 000 offcials to have a larger impact and to
provide suffcient support to the Modernisation Programme.
The introduction of new technology and processes through the
Modernisation Programme is already impacting on the organisational
model. For example, the roll out of the smart ID card and the new passport
process has indicated that some high volume offces should specialize
in these two services to derive maximum effciency benefts. The DHA
partnership with a Visa Facilitation Service creates a pool of offcials who
used to deal with applications and they are being retrained to fll serious
gaps in capacity. The same will apply to fngerprint specialists who are no
longer needed because of the digital capture of fngerprints.
The table below sums up the direction in which the DHA must go as an
organisation.
Table 1: What Department of Home Affairs must become
CURRENT PERCEPTIONS: ORGANISATION MUST CHANGE TO:
Low value – ID or passport fraud is often not considered as a
serious crime by courts
Routine, low risk, low security transactions – DHA services
are seen as similar to delivering a social grant
DHA offers low technology, non-professional service – DHA
offcials are often seen as low-level uncaring clerks who perform
their duties mechanically.
DHA seen as the patriotic guardians of our precious
identity, citizenship and security
Security and quality service delivery is assured through
alert, caring offcials who visibly protect DHA systems and
creatively solve the problems of clients
DHA staff seen as highly trained professionals who
effciently manage DHA systems. Support specialists must
include researchers, analysts, statisticians and economists who
enable the DHA to operate effectively within South Africa and
internationally.
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7. Strategic goals and strategies for
2015 to 2020
The management of the DHA has developed a vision for Home Affairs
which they believe will transform the organisation in all its elements. The
long term vision will be achieved in a phased manner.
A new sustainable model of Home Affairs must ensure that:
• The DHA can adequately protect the security and integrity of its
people, systems, services and infrastructure.
• Every citizen and resident has an ID “smart” card with information
that is accurate, reliable and protected by offcials who are patriotic,
professional and humane.
• Immigration is used strategically and securely to achieve national
goals; and the documentation, entry and exit of legitimate visitors is
facilitated rapidly.
• The status of asylum seekers is securely, humanely and effciently
determined; and genuine refugees are assisted in a coordinated way
by the state and NGOs.
• Home Affairs is at the heart of a secure identity and immigration
system that is trusted, supported and used by all departments and
other partners –including international partners.
• The DHA and the BMA is playing a decisive role in regional integration
through driving the building of strong civil registration, immigration
and border systems.
• The DHA has developed effective partnerships with communities and
across all spheres of government to enhance security and effective
service delivery.
• Technology embedded in the live capture of biometrics is used
effectively to secure the identity and the status of every citizen;
immigration processes; and render a world-class service that has
very low levels of corruption.
• Home Affairs sets the standard for e-government and drives the cost
effective and creative use of many different channels to provide all
citizens and other clients with fast and secure access to services at
much lower cost.
7.1 Specifc challenges and commitments
Some of the major challenges being experienced by the DHA are as
follows:
1. Effective and effcient management of the asylum seeker and
refugee environment, including the relocation of refugee centres to
the borderline and management of economic migrants.
2. Overhaul of the border management environment and provision of
acceptable port infrastructure.
3. Historical under-funding and resourcing of the DHA.
4. Dependency on the Departments of Public Works and SITA for
timeous service delivery.
5. Non-integration of IT systems across the DHA.
6. Lack of effcient records management in support of key civic and
immigration services to clients.
7. Lack of capacity in critical areas such as the Inspectorate, Legal
Services, Risk Management, Counter Corruption and Security
Services and Financial Management.
8. Fight against unlawful activities.
9. Improvement of governance and administration practices.
10. Ensuring staff are appropriately trained, professional and caring with
the required leadership and management capabilities.
Some of the strategic initiatives to address these challenges are outlined
below and will be implemented in the next fve years:
1. Manage immigration securely and effectively in respect of developing
new policy and legislation, the management of asylum seekers,
establishing a Border Management Agency, transforming the permitting
environment to support national interests, infrastructure development
at ports of entry and capacitating the inspectorate function.
2. Clean and protect the national population register (NPR) through,
inter alia, early birth registration, eradicating late registration of birth
and duplicates and the issuance of identity documents / cards to all
citizens of 16 years of age and above.
3. Modernise the DHA through investing in people, processes and
technology. This will include projects such as the design and
implementation of a national identity system with biometric capability,
live capture functionality for passports and identity documents, the
smart ID card, E-document management, etc.
4. Conduct a comprehensive review of the Immigration Policy. South
Africans should be positive about connecting with Africa and the
world and playing a role in making it a better and safer world to live
in. The policy goal is to manage immigration securely while using it
strategically for economic, social and cultural development.
5. Eradicate poor service delivery and promote good governance and
administration through front offce improvement. The Moetapele
(Leader) campaign aims to put in place necessary controls, processes
and systems, establishing sound leadership and management practices,
adequate delegation of powers, building a strong M&E function supported
by reliable management information and ensuring a conducive working
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environment for clients and staff. The critical aspect is that leaders at
every level should drive the achievement of consistently good customer
experience, both for front and back offce systems.
6. The professionalisation of the DHA through developing offcials that are
ethical, patriotic and professional. The development of leadership and
management capabilities will be a key success factor in this regard.
7. Visible and frm action in the fght against corruption and criminal
syndicates.
8. Contribution to achieving national goals
The national agenda over the next fve years is to confront the triple
challenge of poverty, inequality and unemployment by implementing the
National Development Plan (NDP) and achieving higher growth rates.
The immediate priority for the DHA is to facilitate the acquisition of the
critical skills needed for economic growth and to build our own skills base.
The recently implemented amendments to the Immigration Act enable the
DHA to respond strategically to this challenge. The main challenge is to
increase administrative effciency and put in place institutional capacity
to work more effectively with stakeholders and with the departments of
Trade and Industry, Labour, Higher Education and Training and Economic
Development. Amongst other resources, research capacity is required.
Given the limited resources available to the DHA, for government to rise to
this challenge will require a pooling of resources and reaching agreement
on common objectives and strategies.
The NDP draws on international experience in pointing out that the
strategy will succeed if it is led by a capable state staffed by professionals;
where trust is engendered by social stability, improved services and
reduced corruption; and the mass of citizens feel part of the plan and
economic development. It is precisely in these areas that a modernised,
professional and secure DHA can make a signifcant contribution.
The inclusion of all citizens in democracy and development is enabled
by providing them with a status and an identity that gives them access to
rights and services.
The NDP identifes various conditions that are necessary for its successful
implementation. A DHA that is modern, professional and secure could be
a powerful enabler of some of the most critical of these conditions. The
DHA could:
• Effciently facilitate the entry and stay of migrants with skills that are
scarce and are critical for economic growth.
• Play a key role in enabling regional development by working
with SADC countries to establish effcient, secure and managed
movements of people.
• Contribute to social stability by effectively managing immigration and
by enabling marginalised citizens to access their rights and services.
• Reducing fraud and the cost of doing business, and enabling
e-government, thus attracting more investment.
The DHA can contribute to the implementation of specifc NDP proposals by:
• Improving data collection, coordination and analysis as a matter of
urgency.
• Easing the entry of skilled migrants.
• Participation in sustained campaigns to counter xenophobia.
• Effectively addressing the rights and vulnerabilities of migrants and
their specifc needs.
• Introducing support programmes to regularise migrant residence.
• Ensuring better and more consistent law enforcement (by protecting
victims and prosecuting perpetrators).
• Strengthening transnational infrastructure (transport, electronic
communications, banking services).
• A Southern African Development Community (SADC) visa to boost
tourism, which will require secure and well-managed borders.
The DHA contributes directly to four of the
fourteen strategic outcomes of government
The 14 outcomes are:
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 effcient, 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 effcient 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 effcient, effective and development oriented public service
13. Social protection
14. Nation building and social cohesion
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Department of Home Affairs Strategic Plan 2015-2020
The DHA will contribute to four of the outcomes of government as follows:
OUTCOME 3: ALL PEOPLE IN SOUTH AFRICA ARE
AND FEEL SAFE
National and personal security and public safety depends to a signifcant
degree on the state knowing and protecting the identity and status of
every citizen; and every foreigner who has entered the country legally.
Identity systems that are not secure expose countries to risks and threats
from domestic and international crime and terrorism. The integrity of
identity systems impacts (among others) on tax collection, business
licenses, driving licenses, frearm licenses, social grants, qualifcations
and security vetting. The main strategies for achieving this outcome are
the early registration of all births, establishing a secure, comprehensive
National Identity System; and the risk-based management of immigration.
OUTCOME 4: DECENT EMPLOYMENT THROUGH
INCLUSIVE ECONOMIC GROWTH
The importation and retention of critical skills is a key component of
enhancing economic growth, the creation of employment and reducing
levels of poverty in the country. The main strategies to achieve this outcome
will be through putting in place legislation, processes, capacity and systems
that will ensure the effcient and secure facilitation of immigration.
OUTCOME 12: AN EFFICIENT, EFFECTIVE AND
DEVELOPMENT ORIENTED PUBLIC SERVICE
The DHA contributes to building the capacity of the state to deliver
services and to improving the image of government through enhancing
the quality and access to services. It also assists in the fight against
corruption through securing identity and by implementing its own
anti-corruption strategies. One strategy for achieving this outcome
will be to implement and make optimal use of the Home Affairs
contact centre over the medium term, thereby improving feedback
opportunities for citizens and other service users. The Department
will also comply with other prescripts to improve service delivery
by means of service delivery improvement plans, service delivery
charters, etc. The implementation of the Counter Corruption strategy
will also continue. The DHA will also continue to invest in its human
capital through programmes to professionalise the organisation with
specific emphasis on building skills in leadership development and
improved governance. Through the Moetapele campaign, these
initiatives will be focused on improving frontline services.
OUTCOME 14: NATION BUILDING AND SOCIAL
COHESION
The concepts of civil registration, democracy, nation building and
development are closely related, as noted in the 2012 civil registration
conference of African Union Ministers and the declaration by our
President “that every citizen should be counted” to ensure their rights
and inclusion in development. The smart ID card will symbolically and
actually enable citizens to claim more affordable and accessible services
and actively participate in mainstream political, social and economic
processes nationally and internationally. Sovereignty, nation building and
migration have deep historical and international roots that connect with
the immigration mandate of the DHA as well as with the issuance of travel
documents to citizens.
9. The strategic planning process
One reason for the improvement in organisational performance in the
2013/14 fnancial year can be attributed to the fact that the Department has
a better understanding of its mandate in respect of securing the identity
of citizens and residents and the effective management of immigration.
This allowed the DHA to focus on key priorities in support of its mandate.
The strategic planning process was further improved through working
with the Technical Assistance Unit of National Treasury to strengthen
results-based planning and assist with mapping objectives and
indicators / targets to DHA priorities and national priorities. One of the
conclusions was the need to prioritise the improvement of governance
and administration. Use was made of evidence from the DHA monitoring
and evaluation processes and government-wide monitoring tools such
as the MPAT system, annual audits and Public Service Commission
reports. Regular engagements with the Portfolio Committee for Home
Affairs also provided valuable insights.
The top-down formulation of strategy was complimented by more
time being spent on bottom-up planning, such as each offce setting
targets related to early registration of birth. A sense of reality was also
engendered by discussing cases of poor service delivery captured by
units that respond to complaints and queries.
Consultation is an important aspect of strategic planning. The DHA worked
closely with the planning team established by the JCPS cluster and the
national outcome specialists based at the Department of Performance
Monitoring and Evaluation.
10. Strategic outcome oriented goals of the
DHA
The Department of Home Affairs has set for itself the following three
outcomes or strategic outcome oriented goals for the 2015 to 2020 period:
22
Department of Home Affairs Strategic Plan 2015-2020 Department of Home Affairs Strategic Plan 2015-2020
Table 2: DHA Strategic oriented goals for 2015-2020 electoral cycle
Strategic Outcome Oriented Goal 1 Secured South African citizenship and identity
Goal Statement To be the custodian of the identity of citizens and provide them with evidence confrming their status
based on a national population register / national identity system that is accurate and protected against
fraudulent and corrupt activities
MTSF 2019 Targets in support of National Development
Plan chapters 12 and 14
• Ensure that registration at birth is the only entry point for South Africans to the new national identity
system (NIS) by registering 90% of all births within 30 calendar days by 2018/19
• National Identity System (NIS) operational by 2017/18
Strategic Outcome Oriented Goal 2 Secured and responsive immigration system
Goal Statement To ensure the effective and secure management of immigration and to facilitate the movement of persons
through ports of entry which is essential for national security and the development of the country. This will
also include the determining of status of asylum seekers and regulation of refugee affairs.
MTSF 2019 Targets in support of National Development
Plan chapters 3, 12 and 14
• Integrated Border Management Agency established and fully operational by December 2016
• BMA feasibility study completed by December 2014
• Draft BMA Bill approved by DHA by December 2015
• Legislation promulgated by December 2016
• Developed and approved over-arching strategy to defend, protect, secure and ensure well-managed
borders by 2015/16 and fully implemented by 2018/19
• Approved sub-strategies in support of the over-arching strategy fully implemented by 2018/19 (with
the support of relevant departments)
• 100% of all designated ports of entry equipped with biometric systems capable of processing 100%
of travellers (for ports equipped with eMCS) by 2018/19
• With regard to the importing of requisite skills for the economy and for investment:
• Changes made to improve immigration regulations that promote economic growth and
supports the build programme
• Facilitate the importing of critical skills for productive investors and State Owned Companies
(SOCs) from application to approval within 3 months by 2018/19
Strategic Outcome Oriented Goal 3 Services to citizens and other clients that are accessible and
effcient
Goal Statement To provide a service to the public that is in support of Batho Pele principles, complies with good
governance and administration practices and promotes the interests and well-being of stakeholders and
clients
MTSF 2019 Targets in support of National Development
Plan chapters 13 and 15
Improvements in facilities based on repeat monitoring and feedback
23
Department of Home Affairs Strategic Plan 2015-2020
This section covers the strategic objectives identifed to achieve the DHA strategic outcome oriented goals (outcomes). The achievement of the strategic
objectives will take place through the realization of measurable outputs supported through key performance indicators and annual targets. The identifed
DHA strategic objectives are related and aligned to the DHA approved budget programme structure.
11. Strategic objectives for the DHA outcomes and programmes
The nine DHA strategic objectives support the 3 DHA outcomes and are cross cutting in respect of fnancial programmes.
Table 3: The strategic objectives in support of DHA outcome 1 are indicated below:
PART B:
STRATEGIC OBJECTIVES
Strategic Objective All eligible citizens are issued with enabling documents relating to
identity and status
Objective statement To ensure that:
(1) Registration of birth takes place within a period of 30 calendar days as prescribed in legislation in order to ensure
an accurate and reliable national population register protected against fraudulent and corrupt activities.
• Improve the birth registration rate within 30 calendar days from 750 000 in 2015/16 to 880 000 in 2017/18.
(2) All eligible citizens turning 16 years of age and those 16 years and older are in possession of identity documents
/ identity cards.
• Increase the issuance of smart ID cards from 2.2 million per annum in 2015/16 to 5 million per annum by 2017/18.
This will be in addition to the issuance of green-barcoded identity documents according to set service standards.
• Maintain the issuance of 90% of identity documents (1
st
issues) within 54 working days over the medium term
period (2015 to 2018).
• Maintain the issuance of 95% of identity documents (re-issues) within 47 working days over the medium term
period (2015 to 2018).
(3) Passports are issued in a secure and effcient manner.
• Maintain the issuance of 90% of passports (new live capture system) within 13 working days over the medium
term period (2015 to 2018).
Baseline A total of 650 682 births registered within 30 calendar days of birth in 2013/14.
The Smart ID Card was launched and a total of 125 112 smart ID cards issued in 2013/14.
A total of 942 494 identity documents (frst issue) issued in 2013/14. (91.7% within 54 working days).
A total of 847 117 identity documents (re-issue) issued in 2013/14. (98.2% within 47 working days).
Links to national outcomes Outcome 3,12 and14
Financial Programme Citizen Affairs
24
Department of Home Affairs Strategic Plan 2015-2020 Department of Home Affairs Strategic Plan 2015-2020
Strategic Objective An integrated and digitised National Identity System (NIS) that is secure
and contains biometric details of every person recorded on the system
Objective statement To design and implement a new national identity system which will include details of South Africans and foreign
nationals. The system will include business process reengineering, provision of access to systems and the
implementation of various initiatives including the use of inherent biometric features, technological advancements
(e.g. online verifcation, live capture and smart ID card) to enable the Department to ensure the integrity and security
of the identity of all who live in South Africa; and all who enter or leave the country.
The new national identity system will also ensure the secure issuance of enabling documents to eligible applicants.
Key enabling documents will be secured through the inclusion of security features.
The aim is to have the NIS fully operational by 2017/18 and to have biometric functionality implemented at all ports of
entry equipped with the EMCS by 2018/19.
Baseline Civic and immigration systems such as national population register, movement control system, etc.
Links to national outcomes Outcome 3,14
Financial Programme Administration
Table 4: The strategic objectives in support of DHA outcome 2 are:
Strategic Objective Movement of persons in and out of the country managed according to a
risk based approach
Objective statement To implement a risk methodology for managing immigration that will enhance the integrity of ports of entry and
manage immigration in the national interest thereby ensuring maximum benefts to the country and minimising risks.
This will be achieved through the establishment of the Border Management Agency (BMA), immigration policy
development, effective leadership and management practices as well as capacity, process and system improvement.
The aim is to have:
• The Border Management Agency established and operational by 2016/17.
• Border management strategies, including sub-strategies, to defend, protect, secure and ensure well-managed
borders implemented by 2018/19.
• New immigration and refugee legislation in place by 2017/18.
• The Port Control strategy rolled out to all ports of entry by 2018/19.
• Surveys amongst borderline communities conducted by 2017/18.
25
Department of Home Affairs Strategic Plan 2015-2020
Baseline Refned international migration policy discussion paper submitted to Minister for approval as a base to Green Paper.
Infrastructure improvements were completed at 11 identifed ports of entry in 2013/14.
EMCS was extended to a total of 58 ports of entry (2013/14).
User and Technical specifcations for the Trusted Traveller Programme were completed.
Progress was made in the establishment of the Border Management Agency (BMA) by obtaining Cabinet approval,
appointment of the Project Manager and support staff and fnalising a feasibility study. There was also increased
participation at national structures such as the Inter-Agency Clearing Forum (IACF), NatJoints and the Border Control
Coordinating Committee (BCOCC) which has been transferred to the DHA.
In 2013/14 the movement of approximately 39 million travellers in and out of the Republic was facilitated demonstrating
that the DHA’s ability to manage the fow of people in and out of the country is becoming increasingly effcient and
robust.
Links to national outcomes Outcome 3
Financial Programme Immigration Affairs
Strategic Objective Refugees and asylum seekers are managed and documented effciently
Objective statement To ensure the implementation of the Refugees Amendment Act, 2011 (Act No 12 of 2011) and Regulations and an
effective and effcient asylum seeker and refugee management system. Specifc focus is on enhancing the system for
adjudication and processing of asylum seekers and improving of effciency measures in the issuance of key enabling
documents.
The aim is to:
• Maintain the issuance of refugee identity documents (frst issue) and refugee travel documents by at least 50%
and 80% respectively over the medium term.
• Implement the strategy for local integration, repatriation and resettlement of refugees by 2018/19.
Baseline Refugees Amendment Act, 2011 (Act No 12 of 2011) and Regulations.
Adjudication and appeal processes as per legislation.
The Asylum Seeker and Refugee Management function was strengthened through:
• Implementation of a Track and Trace System for asylum applications on the National Immigration Information
System (NIIS) to track applications and enable the generation of management reports.
• Installation of National Immigration Information System (NIIS) at Beit Bridge to monitor entry and exit of asylum
seekers and refugees.
• Development of a regional mechanism to manage asylum seekers and refugees.
• Implementation of the Cessation of Angolans which came into effect on 31 August 2013.
• On-going deportations of illegal immigrants.
Links to national outcomes Outcome 3, 12, 14
Financial Programme Immigration Affairs
26
Department of Home Affairs Strategic Plan 2015-2020 Department of Home Affairs Strategic Plan 2015-2020
Strategic Objective Enabling documents issued to foreigners effciently and securely
Objective statement To facilitate the movement of skilled migrants into the country through the issuance of relevant visas and permits
thereby contributing to the National Development Plan and relevant delivery agreements. This will entail policy review,
implementation of strategies to recruit and retain foreigners with critical skills as well as the design and implementation
of systems to facilitate the issuing process.
The aim is to have:
• 90% of permanent residence applications adjudicated within 8 months by 2017/18 (applications processed within
the RSA).
• 90% of business and general work permits adjudicated within 8 weeks by 2017/18 (applications processed within
the RSA).
• 95% of critical skills visas adjudicated within 4 weeks (applications processed within the RSA).
Baseline An increase in permit adjudication capacity for temporary and permanent residence.
A strategy for the attraction and retention of critical skills and a critical skills list were approved, whilst important changes
were made to systems to capture the adjudication and issuance of critical skills permits.
e-Permitting system was implemented.
The facilitation of much needed skills required for key strategic projects (e.g. Strategic Infrastructure Projects in the
Oil and Gas industry, Mining and Construction, Automotive Manufacturing, Renewable Energy, Power Generation and
Maritime) were facilitated.
Corporate account status was granted to all Institutions of Higher Learning and corporate companies whose activities
were corroborated by the Department of Trade and Industry as being of national interest in terms of job creation and
contribution to the economy.
The appointment of a service provider as a business partner to receive, check and transmit visa applications. This will
greatly contribute to improving effciency and security and will free up valuable human resources.
Links to national outcomes Outcome 4, 12 and 14
Financial Programme Immigration Affairs
27
Department of Home Affairs Strategic Plan 2015-2020
Table 5: The strategic objectives in support of DHA outcome 3 are:
Strategic Objective Secure, effective, effcient and accessible service delivery to citizens and
immigrants
Objective statement To ensure that service delivery is secure and at acceptable levels in terms of access to services as well as professional
standards. Services are to be rendered by a cadre of patriotic, disciplined and security conscious offcials. The emphasis
will be on human capital development over the 2015/16 to 2017/18 fnancial years through training of:
• 1 050 offcials on DHA National Certifcate: Home Affairs Services Skills programmes.
• 240 Cadets for the National Certifcate: Home Affairs.
• 750 junior, middle and senior managers in leadership and management.
• 2 700 offcials in identifed front offces and ports of entry on Client Relations Improvement and Professionalising
Programme.
Full implementation of the Home Affairs contact centre by 2018/19.
Baseline Moetapele programme launched to improve frontline service delivery.
On-going programme for the refurbishment of DHA offces to ensure a secure and conducive working environment for
clients and staff.
Opening of new offces based on identifed needs.
Set standards for issuance of key enabling documents in civic and immigration services.
Frontline toolkit implemented to improve management of frontline offces.
The ongoing development of leadership, management and general competencies amongst staff.
Client service centre to deal with client enquiries and complaints (hybrid of outsourced and internal responsibilities).
Links to national outcomes Outcome 12
Financial Programme Administration
Strategic Objective Good governance and administration
Objective statement To ensure that fnancial and performance information systems are compliant with the Public Finance Management Act
and other relevant prescripts. The intention is to obtain clean audits on a regular basis through, inter alia, the submission
of:
• Annual fnancial statements to the Auditor-General by 31 May annually.
• In-Year monitoring reports to National Treasury by the 15
th
of each month.
• Annual reports tabled in Parliament by 30 September annually.
• DHA quarterly performance reports within 60 days after the end of each quarter.
The vacancy rate of the DHA will be maintained at 10% and below as per DPSA prescripts.
The business case for a sustainable model for civic and immigration services will be implemented in a phased manner.
Baseline Disclaimer audit fnding for 2013/14
Links to national outcomes Outcome 12
Financial Programme Administration
28
Department of Home Affairs Strategic Plan 2015-2020 Department of Home Affairs Strategic Plan 2015-2020
Strategic Objective Ethical conduct and a zero tolerance approach to crime, fraud and
corruption
Objective statement To implement the Counter Corruption Strategy of the DHA to ensure that crime, fraud and corruption is kept at a minimal
level and proactive measures are undertaken in dealing with crime, fraud and corruption related matters. This will be
achieved over the medium term through conducting / concluding:
• 60 awareness initiatives on ethics, fraud prevention and counter corruption.
• 66% of reported cases within 90 working days by 2017/18.
• 6 additional reviews of key business processes by 2017/18.
• 240 additional Threats and Risk Assessments (TRAs in accordance with the requirements of Minimum Information-
(MISS) and / or Physical Security Standards (MPSS).
• 2940 vetting feldwork investigations by 2017/18.
Baseline Ongoing security certifcation of business processes.
Misconduct cases fnalised according to set standards.
Implementation of an ethics programme and on-going awareness initiatives undertaken to make public and staff aware of
consequences of crime, fraud and corruption.
On-going vetting of staff and service providers.
On-going threat and risk assessments conducted.
On-going investigations of fraud and corruption related cases.
Links to national outcomes Outcome 3, 12
Financial Programme Administration
Strategic Objective Collaboration with relevant stakeholders in support of enhanced service
delivery and core business objectives
Objective statement To establish and maintain partnerships with relevant stakeholders to assist the Department to promote and expand its
service delivery initiatives in communities. The main vehicle to achieve this objective will be the implementation of the
DHA communication strategy with a specifc focus on corporate communication services, media relation interventions and
public awareness and engagement activities over the medium term.
The detail of the communication strategy will be captured annually in the quarterly breakdown of targets.
Baseline Stakeholder forums launched and maintained.
Birth registration services provided in health facilities (total of 391 since the inception of online registration in health
facilities).
Partneship established with the banking sector and South African Post Offce.
Late registration mop-up campaign implemented.
Campaigns and outreaches conducted (on-going).
DHA communication strategy implemented.
On-going partnerships and joint operations with law enforcement agencies, foreign governments, etc and participation in
relevant government and regional structures on combatting illegal migration.
Links to national outcomes Outcome 12, 14
Financial Programme Administration
29
Department of Home Affairs Strategic Plan 2015-2020
12. Financial programmes
Programme 1: Administration
Purpose: Provide strategic leadership, management and support
services to the Department.
Sub-programmes:
• Ministry
• Management Support Services (Director-General Support Services,
Audit Services, Legal Services, Policy and Strategic Management
and Intergovernmental Relations)
• Corporate Services (Communications, Counter Corruption and
Security Services, Human Resources Support, Learning Academy
and Financial Administration)
• Transversal Information Technology Management (Information
Services Operational and Transversal IT Projects)
• Offce Accommodation
Programme 2: Citizen Affairs
Purpose: Secure, effcient and accessible services and documents for
citizens and lawful residents.
Sub-programmes:
• Citizen Affairs Management provides for the overall management
of the branch for both head offce and frontline offces and provides
policy direction, sets standards and manages back offce processes.
• Status Services (Back Offce Status Services) regulates all matters
relating to the national population register. These include: Maintaining an
accurate register of all citizens and immigrants who have acquired the
right to permanent residence; registering births, deaths and marriages;
providing travel and citizenship documents; providing fnancial assistance
to citizens abroad who wish to return to South Africa but have no means
of doing so; and determining and granting citizenship.
• Identifcation Services (Back Offce ID Processing) oversees issues
relating to identity such as fngerprints, photographs and identity
documents by establishing and maintaining national identity systems.
• Access to Services (Channel Management) provides for the
development of service delivery channels, by optimal placement and
utilisation of the Department’s services. This is done by implementing
the departmental footprint strategy in relation to opening new
Home Affairs offces; establishing online birth registration at health
facilities; mobile offce deployment in rural areas and managing the
DHA customer service centre.
• Service Delivery to Provinces provides for all civic, immigration and
refugee affairs functions in the provinces. This entails providing a client
interface for the collection and processing of applications, issuing
enabling documents that are available on demand (for example
temporary identity certifcates) and conducting quality assurance of,
for example, immigration and civic services applications.
• Government Printing Works – the sub-programme transfers funds to
Government Printing Works, which provides security printing services
to the South African government and some states in the Southern
African Development Community (SADC).
• Electoral Commission – the sub-programme transfers funds to the
Electoral Commission, which manages the national, provincial and
municipal elections, ensures that those elections are free and fair,
and declares the results within a prescribed period.
• Represented Political Parties’ Fund (RPPF) – the sub-programme
facilitates the participation of parties in regular free and fair elections.
Programme 3: Immigration Affairs
Purpose: Facilitate and manage the secure movement of people through
ports of entry into and out of the Republic of South Africa. Determine the
status of asylum seekers and regulate refugee affairs.
Sub-programmes:
• Immigration Affairs Management provides for the overall management
of the branch and provides policy direction, sets standards and manages
back offce processes.
• Admission Services – Port Control securely facilitates the entry and
departure of persons to and from South Africa in line with the Immigration
Act (2002), records their movements on the movement control system
and Permitting issues visas, controls the processing of applications
for permanent and temporary residence visas; including work, study,
business and other temporary visas.
• Immigration Services – Foreign Offce Coordination deals with
immigration matters in foreign countries and Inspectorate detects,
detains and deports illegal immigrants in terms of the Immigration
Act (2002); conducts investigations in cooperation with other law
enforcement entities and provides policy directives on immigration
matters.
• Asylum Seekers considers and processes applications for asylum,
issues enabling documents to refugees and facilitates processes to
fnd durable solutions to refugee problems in line with the Refugees
Act (1998). Head offce is responsible for providing strategic leadership
whilst refugee reception offces are responsible for operations.
30
Department of Home Affairs Strategic Plan 2015-2020 Department of Home Affairs Strategic Plan 2015-2020
13. Resource considerations
The key strategic thrusts of the National Development Plan (NDP) are the
elimination of poverty through the creation of jobs for more people through
robust growth and reducing inequality by means of mainly improving the
quality of education and training.
According to the Medium Term Expenditure Framework (MTEF)
Guidelines, over the next three years government seeks to:
• Focus expenditure on programmes and projects which are aligned
with the policy objectives of government, including those set out in
the National Development Plan and the 2014-2019 Medium Term
Strategic Framework.
• Contain consumption expenditure including compensation budgets,
and direct a greater share of resources towards infrastructure spending.
• Contain expenditure on non-essential items such as travel, catering,
consultants and general administration and allocate a greater share
of goods and services budgets towards core areas of service delivery.
In terms of the macro-economic environment, key factors impacting on the
fscus include poor economic growth performance, rising interest rates and
higher levels of infation. The planning of departments should therefore
focus on support for the key priorities of government as captured in the
National Development Plan and Medium Term Strategic Framework (MTSF)
for 2014 to 2019. This will require departments to keep their spending within
their allocated baselines and to ensure effcient and effective spending in
all areas to achieve value for money at all times. It may also require the
reallocation of funding from slow or under-performing programmes to more
critical areas. Opportunities to expand and improve service delivery will
largely need to be fnanced from within existing allocations.
OVERVIEW OF 2015/16 TO 2017/18 BUDGET AND MTEF ESTIMATES
Table 6: DHA expenditure estimates over MTEF 2015 - 2018
Per Programme Audited
outcome
Audited
outcome
Adjusted
Appropriation
Audited
outcome
Voted (Main
appropriation)
Adjustments Adjusted
Appropriation
Medium Term Expenditure Allocation
2011/12 2012/13 2013/14 2014/15 2015/16 2016/17 2017/18
Rand Thousand R’000 R’000 R’000 R’000 R’000 R’000 R’000 R’000 R’000 R’000
Programmes
Administration 1,888,805 1,476,591 1,892,087 1,823,278 1,860,295 141,826 2,002,121 1,598,202 2,090,480 2,198,019
Citizen Affairs 3,165,483 3,216,837 4,372,467 4,264,961 4,027,984 458,174 4,486,158 4,131,701 4,352,587 4,050,343
Immigration Affairs 632,726 750,199 647,488 821,638 656,522 - 656,522 720,919 753,121 801,240
Total for Programmes 5,687,014 5,443,627 6,912,042 6,909,877 6,544,801 600,000 7,144,801 6,450,822 7,196,188 7,049,602
Economic classifcation
Current payments 4,013,531 4,319,094 5,053,869 4,922,358 4,853,791 600,000 5,453,791 4,790,509 5,459,408 5,772,016
Compensation of
employees
1,944,902 2,179,593 2,538,205 2,433,679 2,669,959 - 2,669,959 2,868,125 3,058,090 3,256,419
Salaries and wages 1,653,178 1,852,009 2,164,762 2,075,646 2,281,559 - 2,281,559 2,461,734 2,629,144 2,798,699
Social contributions 291,724 327,584 373,443 358,033 388,400 - 388,400 406,391 428,946 457,720
Goods and services 2,055,950 2,139,501 2,515,664 2,488,679 2,183,832 600,000 2,783,832 1,922,384 2,401,318 2,515,597
Interest and rent on land 12,679 - - - - - - - - -
Transfers and subsidies 1,082,184 1,019,524 1,717,332 1,733,158 1,680,117 - 1,680,117 1,649,420 1,725,887 1,266,205
Payments for capital
assets
591,081 104,651 140,841 254,261 10,893 - 10,893 10,893 10,893 11,381
Payments for fnancial
assets
218 358 - 100 - - - - - -
Total economic
classifcation
5,687,014 5,443,627 6,912,042 6,909,877 6,544,801 600,000 7,144,801 6,450,822 7,196,188 7,049,602
31
Department of Home Affairs Strategic Plan 2015-2020
Spending over the medium term will mainly focus on the following:
1. Implementing the ICT modernisation programme of the Department;
2. Developing and implementing a risk based approach to immigration
and policies in support of national priorities;
3. Strengthening the effectiveness and effciency of the asylum seeker
and refugee management process;
4. Establishing the Border Management Agency (BMA);
5. Improving infrastructure at ports of entry and frontline offces;
6. Establishing and maintaining secure identity systems, record
management and issuing of enabling documents;
7. Improving access to the services rendered by the Department;
8. Developing a cadre of disciplined, professional offcials who are
security conscious, caring and responsive to the needs of all South
Africans through establishing a world-class academy and the culture
and practice of learning;
9. Developing leadership with the capacity to drive transformation and
continuous improvement through initiatives such as coaching and
mentoring, programmes to enhance leadership and management
capabilities, etc;
10. Provision of security services to departmental offces;
11. Promoting the services and activities of the Department through
marketing and awareness initiatives;
12. Improving governance and administration practices within the DHA;
and
13. Improving the capacity of the Inspectorate function.
The above will contribute to the achievement of the three departmental
outcomes. These costs are refected in all three departmental programmes
as captured in the Annual Performance Plan.
Department of Home Affairs Strategic Plan 2015-2020
32
Department of Home Affairs Strategic Plan 2015-2020
14. Risk Management
The risks outlined below may affect the realisation of the strategic objectives and the outcomes of the Department of Home Affairs.
Table 7: Risks for DHA per programme
Programme Outcome Strategic
Objective
Risk Description Actions to address identifed risks
R
i
s
k
O
w
n
e
r
PROGRAMME 1 -
ADMINISTRATION
Services to
citizens and
other clients
that are
accessible
and effcient
Good
governance and
administration.
Inadequate
management,
maintenance and
safeguarding
of records and
documents
• Develop a business case for Electronic Document Management
System (EDMS).
• Conduct an evaluation of the level of compliance in the
Department.
• Centralize the storage of records in the provinces.
• Develop and implement a strategy on the management of
documents in the Department.
• Develop and implement a strategy to digitize all records in the
DHA.
• Establish a fully functional archives storage space.
• Develop and implement an awareness programme to promote
records management in the Department.
• Conduct a quarterly reconciliation of face value documents from
GPW and DHA.
• Conduct an assessment on the status quo on the accessibility of
documents.
• Restrict access to archive buildings.
CFO
PROGRAMME
2-CITIZEN
AFFAIRS
Secured
South
African
citizenship
and identity
An integrated
and digitized
National Identity
System (NIS)
that is secure
and contains
biometric details
of every person
recorded on the
system.
Poor data integrity
and reliability
(integrity of
the National
Population
Register - NPR)
• Develop and distribute a circular to emphasise and enhance the
supervisory and monitoring controls with the capturing of data on
the NPR.
• Revise the existing standard operating procedures (SOPs) for all
ID application processes.
• The implementation of the Modernization programme is in
progress and is currently in phase two.
• Conduct an analysis of the NPR error reports on a quarterly basis.
• Intensify the implementation of consequence management.
• Develop strategies to minimize errors.
• Conduct an on-line verifcation for any change completed on the
database and the registration of birth.
• Limit the access to effect changes on the system.
• Engage IS Branch to monitor unauthorized/breaches on the
system.
• Mothers will be required to submit their fngerprints when
registering birth for their children.
• DHA-24PB form designed by DHA to supplement the clinic
card will be used in place of the clinic card to register for a birth
certifcate.
33
Department of Home Affairs Strategic Plan 2015-2020
Programme Outcome Strategic
Objective
Risk Description Actions to address identifed risks
R
i
s
k
O
w
n
e
r
• Conduct a self-assessment control on the registration of birth
processes on a sample basis.
• Link all registered births to parents.
• Conduct review of the whole ID application process.
• Develop mechanism to ensure safekeeping of birth records.
• Link the NPR with birth, marriage and death (BMD) records.
• All frst time ID applications for 16 year olds will include a certifed copy
of ID of parents.
• Develop and implement mechanisms that will ensure proper monitoring
of the database of ID numbers for citizens turning 16 years.
• Segregation of duties in the front offce for NPR will be incorporated in
the toolkit.
• Conduct a birth templating (a family tree structure that links a child/
children to their parents).
• Introduce live capture in all front line offces and hospitals.
DDG: Civic
Services
PROGRAMME
3 - IMMIGRATION
AFFAIRS
Secured and
responsive
immigration
system
Movement
of persons
in and out of
the country
managed
according to
a risk based
approach.
Refugee
and asylum
seekers are
managed and
documented
effciently.
Inadequate
management of
migration
• Develop a draft BMA Bill in support of establishing the Border
Management Agency (BMA)
• Conduct a border-line community survey to determine an
approach to deal with mixed migration within the SADC region.
• Improvement of the infrastructure of the four identifed ports of
entry for residential and / or offce.
• Draft, facilitate approval and implement the DHA specifc
regulations on Traffcking in Persons Act (TIP).
• Filling of funded and vacant posts.
• Engage National Treasury on the increment of the amount that can
be used to capacitate the IMS.
• Conduct an awareness campaign with communities on marriages
of convenience.
• Review of the Immigration Policy.
• Engage with UNHCR and Civil society to assist asylum seekers
while DHA is in a process of adjudicating.
DDG:
Immigration
Services
PROGRAMME 1 –
ADMINISTRATION
Services to
citizens and
other clients
that are
accessible
and effcient
Good
governance and
administration.
Inadequate
corporate
governance
• Review oversight committees/ management structures.
• Develop and implement consequence management procedures.
• Identify areas that are not complying with relevant legislations.
• Increase regularity of monitoring/ reports.
• Integrated/ joint planning process will be intensifed.
DDG:
Institutional
Planning
and Support
(IPS)
34
Department of Home Affairs Strategic Plan 2015-2020 Department of Home Affairs Strategic Plan 2015-2020
Programme Outcome Strategic
Objective
Risk Description Actions to address identifed risks
R
i
s
k
O
w
n
e
r
PROGRAMME 1 –
ADMINISTRATION
Services to
citizens and
other clients
that are
accessible
and effcient
Collaboration
with relevant
stakeholders
in support of
enhanced
service
delivery and
core business
objectives.
Non availability,
reliability and
security of IT
system.
• Establishment of a Disaster Recovery Plan (DRP) for all the critical
systems.
• Authorise the service level agreement (SLA) with SITA.
• Establish a disaster recovery site linked to the Disaster Recovery
Plan.
• Establishment of network redundancy (i.e. dual network services
providers).
• Review the current approved Information Security Policy, including
a process fow for securing intangible IT assets).
• Robust awareness campaign on different communication
channels.
• Implement an Intrusion Detection System.
• Conduct testing on unauthorized access to the systems.
• Operationalise NIS.
• Approve the User Account Management Policy.
• Management of user accounts on the following :
- Email or GroupWise
- Domain User account management.
• Improve the policy on the use of Wi-Fi and wireless devices.
• Develop a strategy and a plan to fund and support modernization.
DDG:
Information
Services
PROGRAMME 1 –
ADMINISTRATION
Services to
citizens and
other clients
that are
accessible
and effcient
Ethical conduct
and a zero
tolerance
approach to
crime, fraud and
corruption.
Inadequate
measures to
prevent, detect
and sanction acts
of crime, fraud and
corruption
• Implement a DHA ethics management programme.
• Develop code of conduct specifc to DHA.
• Quarterly feedback on the status of implementation of the Counter
Corruption Strategy (four pillars)
- Prevention (Awareness interventions, vetting, security threat
risk assessments, implementation of recommendations
emanating from investigations, anti-corruption policies and
procedures).
- Detection (Process reviews-proactive, reporting
mechanisms-reactive).
- Investigations (Finalised investigations, matters referred
for disciplinary process, joint operations with other law
enforcement agencies, matters referred for criminal
prosecution) and
- Sanction (Outcome of disciplinary actions taken from HR).
35
Department of Home Affairs Strategic Plan 2015-2020
Programme Outcome Strategic
Objective
Risk Description Actions to address identifed risks
R
i
s
k
O
w
n
e
r
• Obtain regular feedback from line function on their role in prevention of
fraud and corruption.
- Stakeholder involvement. Assist line management with the
development and implementation of a reporting template on
activities to prevent and combat corruption in their offces, i.e.
improvement of monitoring, supervision and controls.
• Obtain regular feedback on the training programme to improve
awareness and knowledge of relevant policies, procedures and
regulations amongst the employees.
• Training interventions for Counter Corruption offcials on maintaining
high conduct standards.
• Develop and implement a credo (over and above Departmental Code
of conduct) for Counter Corruption and Security Services.
• Obtain security clearance on top security level (senior management) to
minimize the risk of employing staff members with criminal records.
• Evaluate compliance on the Supply Chain Management Policy.
• Develop and implement a compliance checklist on the application of
rules and regulations.
DDG:
Counter
Corruption
and Security
Services
PROGRAMME 1 –
ADMINISTRATION
Services to
citizens and
other clients
that are
accessible
and effcient
Good
governance and
administration.
Key dependency
on suppliers /
stakeholders
• Evaluate the extent of compliance with the Supply Chain and
Management Policy.
• Draft a plan on skills transfer to be negotiated and agreed to with the
supplier.
• An awareness programme will be developed and implemented.
• Performance supplier management agreement will be concluded with
all the suppliers.
• Identify key dependencies on suppliers and establish a plan of action to
determine if full time resources can be obtained in the long term.
• Develop a consultancy reduction plan.
• Review the effectiveness of the manual contractual system.
CFO
PROGRAMME
3 – IMMIGRATION
AFFAIRS
Secured and
responsive
immigration
system
Enabling
documents
issued to
foreigners
effciently and
securely.
Ineffcient
processing of
work and business
visas for investors
and workers with
critical skills.
• Develop and implement the monitoring mechanisms on the
operations of Visa Facilitation Services (VFS).
• Include provincial representatives in the steering committee
meetings between DHA and VFS.
• Design and develop the e-visa system.
• Move from manual to online visa adjudication system.
DDG:
Immigration
Services
36
Department of Home Affairs Strategic Plan 2015-2020 Department of Home Affairs Strategic Plan 2015-2020
Programme Outcome Strategic
Objective
Risk Description Actions to address identifed risks
R
i
s
k
O
w
n
e
r
PROGRAMME 1 –
ADMINISTRATION
Services to
citizens and
other clients
that are
accessible
and effcient
Good
governance and
administration.
Insuffcient
capacity
• Conduct organizational structure review on grounds of DHA
business imperatives aligned to annual performance plan.
• Develop a Change Management strategy to guide change in the
Department.
• Develop and implement an exit management strategy in the
Department.
• Long term strategic plan (10 years) to be developed.
• Organizational structure/ HR Planning aligned, towards securing
stability and ability to implement and test.
• Review of the structure should be linked to the budget and the
planning cycle.
• Posts to be classifed as specialists’ posts to be identifed and
reclassifed as such.
DDG:
Human
Resources
PROGRAMME 1 –
ADMINISTRATION
Services to
citizens and
other clients
that are
accessible
and effcient
Collaboration
with relevant
stakeholders
in support of
enhanced
service
delivery and
core business
objectives.
Lack of stakeholder
management
• The Branch Communication Services will facilitate stakeholder
management as done currently through integrating stakeholder
management into all communication strategy and action plans
until full capacity is provided to the branch. The following will be
undertaken:
- Meet with relevant branch heads to obtain the buy-in for the
temporary stakeholder management approach.
- Continue with the integration of stakeholder management in
all communication strategies.
• Move the Chief Directorate: National Campaigns Coordination
Unit (NCCU) with a fully capacitated Directorate: Stakeholder
Management to Communication Services to facilitate, in
consultation with other branches, the full stakeholder management
functions for DHA.
• To intensify public awareness, education and engagement with
DHA stakeholders (Izimbizo, exhibitions, leafets, posters, opinion
pieces).
• Extend the mandate of the forum to provinces that have ports of
entries.
• Branches to be available to engage with their own stakeholders on
platforms initiated by Communication Services.
DDG:
Communi-
cation
Services
37
Department of Home Affairs Strategic Plan 2015-2020
15 Projects in the Infrastructure Plan
The table below depicts the projects which form part of Capital Works and include construction, repair and upgrade and maintenance:
Table 8: Links to the long-term infrastructure and other capital plans
Programme/
Project name
Current
project stage
Total project
cost
Audited Outcome Adjusted
Appropriation
Medium Term Expenditure Estimates
R million 2011/2012 2012/2013 2013/2014 2014/15 2015/16 2016/17 2017/18
Departmental Infrastructure
Small projects (total project cost of less than R250 million over the project life cycle)
Sebokeng Complete 10 008 5 888 1 110 - - - - -
Phutaditjaba Construction 38 882 11 065 1 110 18 116 6365 2 166 - -
Taung Design 30 182 500 2 000 4 900 2 953 19 829 - -
Hluhluwe Tender 24 555 166 - - 23 119 1 270 - -
Stanger Design 23 053 27 - - 13 830 6 598 2 625 -
Lusikisiki Various 23 740 1 800 2000 5 000 1 000 6 970 6 970 -
Randfontein Various 41 452 1000 - 5 000 9 546 17 953 7 953 -
Marabastad Various 8 759 4 359 3 900 - 500 - - -
Repair and maintenance
Group 1
Handed over 32 509 32 509 - - - - - -
Repair and maintenance
Group 2
Handed over 53 097 53 097 - - - - - -
Repair and upgrade 2011 Various 29 478 10 941 13 817 - 4 720 - - -
Repair and upgrade 2012 Identifcation 45 354 - 6 001 31 229 3 194 - - -
Other capital works
projects
Various 11 470 11 470 - - - - - -
Backlog repairs Handed over 30 900 30 900 - - - - - -
Offce expansion plan Handed over 15 729 15 729 - - - - - -
New Co-operation Building Refurbishment
of 13
th
foor
2 663 - - - 500 1 500 663 -
Ganyesa Pre-feasibility 18 161 - - - 8 664 9 497 - -
PART C:
LINKS TO OTHER PLANS
38
Department of Home Affairs Strategic Plan 2015-2020 Department of Home Affairs Strategic Plan 2015-2020
Programme/
Project name
Current
project stage
Total project
cost
Audited Outcome Adjusted
Appropriation
Medium Term Expenditure Estimates
R million 2011/2012 2012/2013 2013/2014 2014/15 2015/16 2016/17 2017/18
Bushbuckridge Pre-feasibility 15 605 - - - 2 500 6 277 6 828 -
Modimolle Pre-feasibility 13 405 - - - 300 6 277 6 828 -
Bochum Pre-feasibility 13 405 - - - 300 6 277 6 828
Springs Various 33 - - - - 33 - -
Mokopane Pre-feasibility 26 419 - - - - 500 2 500 23 419
Itsoseng Feasibility 300 - - - - 300 - -
Christiana Tender 300 - - - -- 300 - -
Thohoyandou Feasibility 300 - - - - 300 - -
Lichtenburg Feasibility 300 - - - - 300 - -
Louis Trichardt Feasibility 300 - - - - 3 572 - -
Phalaborwa and Mhala Feasibility 3 572 - - - - 836 2 736 -
New Head Offce Pre–feasibility 33 000 - - - - 1 500 1 500 30 000
Atamelang, Molopo and
Mankwe
Design 15 227 - - - 7 785 6 642 400 400
New Co-operation Feasibility 4000 - - - - 2 000 2000 -
Harding Pre–feasibility 300 - - - - 300 - -
Ingwavuma Pre–feasibility 300 - - 300 - -
Ministry Feasibility 500 - - - - 500 200 -
Komga Feasibility 500 - - - - 300 - -
Limpopo Border
Improvement
Pre–feasibility 2 682 - - - 2 682 - - -
North West Border
Improvement
Pre–feasibility 3 955 - - - 3 955 - - -
Mpumalanga Border
Improvement
Pre–feasibility 2 790 - - - 2 790 - - -
Eastern Cape Border
Improvement
Pre–feasibility 1 111 - - - 1 111 - - -
Free State Border
Improvement
Pre–feasibility 2 844 - - - 2 844 - - -
Northern Cape Border
Improvement
Pre–feasibility 1 354 - - - 1 354 - - -
Kwazulu – Natal Border
Improvement
Pre–feasibility 2 302 - - - 2 302 - - -
39
Department of Home Affairs Strategic Plan 2015-2020
Programme/
Project name
Current
project stage
Total project
cost
Audited Outcome Adjusted
Appropriation
Medium Term Expenditure Estimates
R million 2011/2012 2012/2013 2013/2014 2014/15 2015/16 2016/17 2017/18
Cape Town – Cowrie Place Handed over 23 098 - - 23 098 - - - -
Various Border Posts –
Purchasing of parkhomes
Handed Over 12 902 - - 12 902 - - - -
Refugee Reception Offce
– Lebombo
Pre-feasibility 10 000 - - - 10 000 - -
Sea port of entry- new
offces
Pre-feasibility 15 000 - - - 15 000 - - -
Lebombo – residential
accommodation for
offcials
Pre-feasibility 28 800 - - - 28 800 - - -
Oshoek residential
accommodation for
offcials
Pre-feasibility 17 100 - - - 17 100 - - -
Maseru residential
accommodation for
offcials
Pre-feasibility 12 100 - - - 12 100 - - -
Beit Bridge – residential
accommodation for
offcials
Pre-feasibility 17 000 - - - - - 17 000 -
Beit Bridge – refugee
reception centre
Pre-feasibility 10 000 - - - - - 10 000 -
Sea port of entry -new
offces
Pre-feasibility 20 000 - - - - - 20 000 -
Groblers Bridge Pre-feasibility 10 000 - - - - - 10 000 -
Nakop Bridge Pre-feasibility 13 000 - - - - - 13 000 -
Ficksburg Pre-feasibility 20 000 - - - - - - 20 000
Caledonspoort Pre- feasibility 10 000 - - - - - - 10 000
North West port of entry Pre- feasibility 15 000 - - - - - - 15 000
Northern Cape province Pre- feasibility 10 000 - - - - - - 10 000
Eastern Cape province Pre- feasibility 10 000 - - - - - - 10 000
Western Cape province Pre- feasibility 8 500 - - - - - - 8 500
Planned Maintenance Various 26 500 5 000 3 000 4 500 3 000 3 500 3 500 4 000
Total 893 625 184 451 32 938 85 783 207 276 103 797 143 333 131 319
40
Department of Home Affairs Strategic Plan 2015-2020 Department of Home Affairs Strategic Plan 2015-2020
16. DHA Modernisation Programme
A service delivery and security challenge for the Department is reliance
on paper-based systems. Key problems brought about by the use of out-
dated systems are:
• Loss and damage of documentation
• Misappropriation of forms and attachments
• Poor service delivery (backlogs, unacceptable turnaround times)
• Loss of reputation
• Increased exposure to fraud and corruption.
The Department requires a digital integrated information technology
platform to manage civic and Immigration services. The current reliance on
legacy and non-integrated systems makes it impossible to ensure security
and improve turnaround times for processing identity documents, birth,
death and marriage certifcates, passports, visas and permits, asylum
seeker documents, refugee identity documents, citizenship certifcates
and permanent and temporary residence visas.
The DHA Modernisation Programme, which is a departmental-wide
programme, was introduced with the main aim of replacing out-dated
legacy systems with integrated and more secure systems based on re-
engineered business processes and current technology. The modernised
systems and re-engineered business processes will allow digital
processing and storage of photographs, fngerprints, signatures and
voice recordings, demographic information, and scanned supporting
documents, as the case may be.
This will ensure improved quality of services and faster turnaround
times as well as an audit trail and increased accountability. As part of
the strategy of moving to e-Government it will also provide an effective
and unifed platform for citizens and business to interact with government
more effectively.
The programme will result in a complete overhaul of the Department’s
services at all offces, branches, mobile offces, ports of entry and
foreign missions. It will necessitate changes to the layout of offces. The
programme will also overhaul legacy systems including the National
Population Register (NPR), National Immigration Information System
(NIIS), Permitting and Visa Management System. It will also consolidate
all the Department’s systems to allow one holistic single view of a Home
Affairs client.
Table 9: DHA Modernisation Programme 2015/16 to 2017/18
Phase No Project Name Output Medium Term Budget for the DHA Modernisation
2015/16
R million
2016/17
R million
2017/18
R million
Phase 1 Identity document and
passport applications (Live
Capture rollout)
Roll out Live capture with queue management system
for passports and IDs in selected banks (2015/16).
Further rollout and Tech Refresh for Live Capture
equipment in FY 2016/17 & 17/18
R 105,000,000 R100,000,000 R188,000,000
Phase 2 National Identifcation
System
*AFIS upgrade in preparation for National Identifcation
System
Develop an integrated National Identifcation System
with biometric functionality (2016/17 – 2017/18)
- R150,000,000 R150,000,000
EMCS Enhancement Enhancement of EMCS in line with immigration
regulations
R20,000,000 R5,000,000 -
Trusted Traveller System Development of the Trusted Traveller system and pilot
at 2 identifed sites
- R50,000,000 R50,000,000
Border Management
System
Integrated Movement Control modules, multi biometric
features and rollout
- R85,000,000 R80,000,000
41
Department of Home Affairs Strategic Plan 2015-2020
Phase No Project Name Output Medium Term Budget for the DHA Modernisation
2015/16
R million
2016/17
R million
2017/18
R million
Phase 3 Civic Center Business
Processes (phase 1)
Automate the following civic services business
processes: Duplicates; Births and Amendments
- R10,000,000 -
Asylum Seeker and
Refugee System
Develop, integrate and roll out the Asylum Seeker and
Refugee System with e-Permit system
- R10,000,000 -
Contact Center System Develop a Contact Center system that provides the
Business Intelligence information of the Live Capture
- R26,925,000 -
Phase 4 Civic Center Business
Processes (phase 2)
Automate the registration of Marriages, Divorces,
Deaths, and Citizenship
- R30,000,000
Case Management System Development and rollout of the Inspectorate Case
Management system
- R20,915,000
Total 125,000 436,925 518,915
*AFIS upgrade to be funded through Intergrated Justice System initiative
17. Conditional Grants
There are no conditional grants applicable to the DHA over the MTSF.
18. Public Entities
The following institutions are attached to the Department of Home Affairs:
• The Government Printing Works (GPW) provides security printing
services to the South African government and some states in SADC.
The Government Printing Works was founded in 1888. The GPW
was initially established as a trading account in the Department of
Home Affairs, but in September 2008 its conversion to a government
component in terms of the Public Service Act (2007) was approved
and in June 2009, its new status was formalised. The conversion was
to allow the entity to start operating on sound business principles,
setting it on the path of full proftability. The chief executive offcer is
the accounting offcer in terms of section 36(3) of the PFMA.
• The Electoral Commission is a chapter 9 constitutional institution
reporting directly to Parliament. The commission manages national,
provincial and municipal elections, ensures that those elections are
free and fair, and declares the results within a prescribed period. The
commission aims to continue entrenching itself as the focal point in
the delivery of free, fair and cost effective elections. The Electoral
Commission was established in terms of the Electoral Commission
Act, 1996 which sets out the composition, powers, functions and
duties of the Commission as well as the establishment, composition,
powers, functions and duties of the electoral court. The chief
electoral offcer is the accounting offcer in terms of section 12 of
the Act.
• The Represented Political Parties’ Fund is established in terms of the
Public Funding of Represented Political Parties, Act 103 of 1997 for
the purpose of funding political parties that participate in Parliament
and provincial legislatures. In terms of section 4(1) of the Act, the chief
electoral offcer, acting in his/her offcial capacity, is responsible for
the management and administration of the Fund, as is its accounting
offcer and CEO.
19. Public Private Partnerships
There are currently no public private partnerships for the DHA.
42
Department of Home Affairs Strategic Plan 2015-2020 Department of Home Affairs Strategic Plan 2015-2020
20. Abbreviations and Acronyms
APP Advance Passenger Processing
BMA Border Management Agency
BMD Birth, Marriage and Death
CCSS Counter Corruption and Security Services
CFO Chief Financial Offcer
DDG: CS Deputy Director-General: Civic Services
DDG: HR Deputy Director-General: Human Resources
DDG: IMS Deputy Director-General: Immigration Services
DDG: IPS Deputy Director-General: Institutional Planning and
Support
DDG: IS Deputy Director-General: Information Services
DDG: LA Deputy Director-General: Learning Academy
DG Director-General
DHA Department of Home Affairs
DIRCO Department of International Relations and Cooperation
DPSA Department of Public Service and Administration
EDMS Electronic Document Management System
GPW Government Printing Works
HANIS Home Affairs National Identifcation System
HR Human Resources
ID Identity Document
IMS Immigration Services
IT Information Technology
JCPS Justice Crime and Prevention Security
LRB Late Registration of Birth
MCS Movement Control System
M & E Monitoring and Evaluation
MOU Memorandum of Understanding
MTEF Medium Term Expenditure Framework
MTSF Medium Term Strategic Framework
NCCU National Campaigns Coordination Unit
NDP National Development Plan
NIS National Identifcation System
NIIS National Immigration Information System
NPR National Population Register
PFMA Public Finance Management Act
PoE Port of Entry
RSA Republic of South Africa
SA South Africa
SABRIC South African Banking Risk Information Centre
SADC Southern African Development Community
SAPS South African Police Service
SARS South African Revenue Service
SDIP Service Delivery Improvement Plan
SLA Service Level Agreement
SOCs State Owned Companies
43
Department of Home Affairs Strategic Plan 2015-2020
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Department of Home Affairs Strategic Plan 2015-2020
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