PRESENTATION TO THE PORTFOLIO COMMITTEE ON HOME AFFAIRS - 14 MARCH 2017 - Parliamentary ...
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PRESENTATION TO THE PORTFOLIO COMMITTEE
ON HOME AFFAIRS - 14 MARCH 2017
Outline of the Presentation
• Aim of Presentation
• Vision, Mission, Mandate and Values
• DHA contribution to MTSF 2014 to 2019
• Linkage between Medium Term Strategic Framework, Ministerial Priorities and Annual
Performance Plan (APP) 2017/18 Targets
• DHA End State Vision, Key Policy and Strategic Developments and Strategic Responses to
Challenges
• Overview of Organisational Performance for 2015/16
• Overview of 2016/17 vs 2017/18 Targets
• Summary of 2017/18 Annual Performance Plan Targets per Branch
• Indicators and Targets for MTEF (Detailed Breakdown)
• Budget Overview 2017 to 2020
Aim of the Presentation
To present the Portfolio
Committee on Home Affairs
with the:
• Annual Performance Plan
(APP) for the 2017/18
financial year; and
• Budgetary information for
the 2017 to 2020 MTEF.
And
For the Portfolio Committee to
provide guidance and support
to assist the DHA in achieving
its strategic agenda.VISION, MISSION, MANDATE AND VALUES
VALUES
MISSION
• The efficient determination and Value Statement
safeguarding of the identity and status The Department of Home Affairs is committed
of citizens and the management of to being:
immigration to ensure security, • People-centred and caring;
promote development and fulfill our • Patriotic;
international obligations. • Professional and having integrity;
• Corruption free and ethical;
VISION • Efficient and innovative;
MANDATE • Disciplined and security conscious.
• A safe, secure South Africa
where all of its people are
proud of, and value, their • Custodian, protector and verifier of the identity and
identity and citizenship. status of citizens and permanent residents in South
Africa (including issuing traveling documents that are
recognised by other countries).
• Controls, regulates and facilitates immigration and
the movement of persons through ports of entry. It
also services foreign missions; enforces the
Immigration Act; and determines the status of
asylum seekers and refugees in accordance with
international obligations.DHA Contribution to MTSF 2014 to 2019
Contribution to National Development Plan (NDP)
A major focus of the NDP is to confront the triple challenge of poverty, inequality and unemployment
by achieving higher growth rates.
• A 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 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.
• The DHA could play a key role in enabling regional development by working with SADC countries to
establish efficient, secure and managed migration.
• The inclusion of all citizens in democracy and development is enabled by providing them with a
status and an identity thus access to rights and services.
• The modernisation programme of the DHA can reduce fraud and the cost of doing business by
enabling e-government and this will attract more investment.MTSF Priorities & DHA Commitments in support of
MTSF 2014 to 2019
DHA Contribution to 14 DHA Commitments in support of MTSF outcomes
Government Outcomes
• BMA established and operational in 2017/18
• Integrated Border Management Strategy developed and
implemented to defend, protect, secure and ensure well-
managed borders by 2018/19
3. All people in South Africa
• 74% or 810 000 of all births captured within 30 days by
are and feel safe
2018/19
• National Identity System (NIS) operational by 2019/20
• 100% of all designated ports of entry equipped with
biometric systems by 2018/19
• Immigration and Refugees Bills submitted to Parliament
for approval by 2018/19MTSF Priorities & DHA Commitments in support of
MTSF 2014 to 2019 (Cont)
4. Decent employment • 3 DHA Premium Visa & Permit Service Centres for
through inclusive economic Corporate Account clients and their families opened
growth • 85% of critical skills visas adjudicated within 4 weeks for
applications processed within the RSA
12. An efficient, effective
and development oriented • Establishment of the DHA Contact Centre (2015/16)
public service
• No DHA commitment in MTSF
13. Social protection and • DHA contributes through enabling documents (citizens,
(14) Social cohesion and vulnerable groups, refugees) and access to systems (e.g.
nation building DSD)LINKAGE BETWEEN: • MEDIUM TERM STRATEGIC FRAMEWORK (MTSF), • MINISTERIAL PRIORITIES 2014 TO 2019 & • ANNUAL PERFORMANCE PLAN TARGETS (2017/18)
Outcome 3: All people in SA are and feel safe
MTSF MTSF Target Ministerial Priority DHA Target 2017/18
Sub-outcome
SA’s borders Border Management Establish an • BMA Road Map approved
effectively Authority (BMA) established effective BMA by Minister
defended, and operational in 2017/18
protected, Integrated Border Establish an • Implementation of
secured and well- Management Strategy to effective BMA Integrated Border
managed defend, protect, secure and Management Strategy
ensure well-managed borders monitored by BMA (Action
developed and fully Plans of various organs of
implemented by 2018/19 state)
Immigration and Refugees Bills Comprehensive • Immigration and Refugees
submitted to Parliament by review of Bills approved by Minister
2018/19 Immigration Policy for submission to Cabinet
Identity of all 74% or 810 000 of all births Complete the • 750 000 births registered
persons in SA captured within 30 days by Modernisation within 30 calendar days of
known and 2018/19 Programme birth
securedOutcome 3: All people in SA are and feel safe (Cont)
MTSF Sub- MTSF Ministerial DHA Target 2017/18
outcome Priority
Identity of National Identity Complete the • Citizenship and Amendment processes developed
all persons System (NIS) Modernisation onto live capture (automated)
in SA operational (2019/20) Programme • Impact analysis report signed off by DDG:CS and
known and DDG:IMS (Automated Fingerprint Identification
secured System (AFIS))
• Mobile solution for live capture piloted in 9 offices
• EMCS (full biometric scope) piloted at one port of
entry
• Draft White Paper for the repositioning of the DHA
submitted to Minister for approval (including Digital
Strategy for DHA)
100% of all designated Complete the • EMCS (full biometric scope) piloted at one port of
ports of entry equipped Modernisation entry
with biometric systems Programme • Bid documentation issued and evaluated; and
capable of processing submitted to National Treasury to obtain TA II
100% of travellers (for Upgrade key approval (Public-private partnership (PPP) for
ports equipped with ports of entry improving infrastructure at ports of entry)
EMCS) by 2018/19 (6)Outcome 4: Decent employment through
inclusive economic growth
Sub-outcome MTSF Ministerial Priority DHA Target 2017/18
The elimination of 3 DHA Premium Visa & Permit Comprehensive • 80% of critical skills visas
unnecessary Service Centres for Corporate review of adjudicated within 4
burdens and lower Account clients and their Immigration Policy weeks for applications
price increase for families opened by 2018/19 processed within the RSA
key inputs and wage
goods fosters 85% of critical skills visas
investment and adjudicated within 4 weeks for
economic growth applications processed within
the RSA by 2018/19Outcome 12: An efficient, effective and
development oriented public service
Sub-outcome MTSF Ministerial Priority DHA Target 2017/18
Increased Improved feedback Improved client • 300 managers (junior,
responsiveness of opportunities for citizens experience through middle and senior) trained
public servants and and other service users leadership in leadership and
accountability to (DHA contact centre (Moetapele) management development
citizens solution implemented programmes to improve
(2015/16) performance and
professionalisationDHA End State Vision, Policy
and Strategic Developments
and
Strategic Responses to ChallengesDHA End State Vision
The management of the DHA has developed a vision for Home Affairs which they believe will transform
all the elements of the organisation - people, processes and organisation and funding models.
A new sustainable model of Home Affairs must ensure that:
• The DHA will manage a national identity system that will be a the heart of security, service delivery
and an efficient state.
• Immigration is used strategically and securely to achieve national and regional goals; and the
documentation and legitimate visitors are facilitated rapidly.
• Patriotic, professional and humane officials can adequately protect the security and integrity of its
people, systems, services and infrastructure.
• The status of asylum seekers is securely, humanely and efficiently determined; and refugees are
assisted in a coordinated way by the state and NGOs.
• A model is found that ensures the sustainable funding of Home Affairs with a net gain to the fiscus
through reduced corruption and increased efficiency.Policy and Strategic Developments
Focus Area Initiatives
Establishment of the • The BMA will be established in an incremental manner with effect from
BMA 2017/18 onwards.
• The focus for 2017/18 will be on:
Finalisation of the BMA legislation, the launch of the BMA and approval
of the Blue Print and Road Map for the operationalisation of the BMA.
The BMA will champion the implementation of an Integrated Border
Management Strategy that will have responsibilities for many organs of
state across all spheres of government.
Repositioning of • The DHA is being re-imagined as a modern, digital, secure custodian of
DHA as a modern national identity, responding to the present and future needs and
and highly secure circumstances and run by professionals, operating in a highly secure
department environment to protect the precious records of the lives of our people.
• The focus for 2017/18 will be on the development of a White Paper to be
submitted to Cabinet.Policy and Strategic Developments (Cont)
Focus Area Initiatives
Early Birth • The DHA and Department of Planning, Monitoring and Evaluation (DPME) will
Registration jointly evaluate the birth registration process starting in the 2016/17 financial
year to identify strengths and weaknesses in the adopted birth registration
strategies. The effectiveness of birth registration processes, systems and
strategies will be evaluated by researchers nationally.
• The evaluation study will inform policy and strategy and enable resources to
be used effectively and will build the capacity of the DHA to conduct future
evaluations.
• The focus in 2017/18 will be on registering a minimum of 750 000 births and
the development of a strategy to optimise the registration of birth based on
the results from the birth evaluation study.Policy and Strategic Developments (Cont)
Focus Area Initiatives
Moetapele • The Moetapele (leadership) initiative was launched in May 2015, which challenges
Initiative staff to be client-centred and innovative in the front and back office to improve
service delivery and the client experience.
• Moetapele has a strong focus on leadership development and intensive leadership
workshops were conducted for office managers in all 9 provinces supported by the
implementation of operations tools to improve management practices in the front
and back office (2016/17).
• Other gains which have been recorded:
38 frontline offices and interventions at head office in areas such as
immigration services, human resource management and development and
counter-corruption and security services.
Marabastad Renovation project (infrastructure improvements, operations
management practices and process / system improvements).
• The focus for 2017/18 will be on:
Births, marriages and deaths (BMD) back office processes (head office).
Frontline offices not modernised as yet in respect of BMD.
Head office business units such as Legal ServicesPolicy and Strategic Developments (Cont)
Focus Area Initiatives
Good Governance • The DHA will build on the improved audit outcome for the 2015/16 financial
and Administration year and significant improvement in organisational performance since 2012.
• Emphasis will be placed on ensuring:
Necessary controls, processes and systems are improved on;
Establishing of sound leadership and management practices;
Adequate delegation of powers;
Building a strong monitoring and evaluation function and a programme
office supported by reliable management information; and
Ensuring a conducive working environment for clients and staff.Policy and Strategic Developments (Cont)
Focus Area Initiatives
White Paper on • The launch of the Green Paper on International Migration for public
International consultation took place on 30 June 2016.
Migration
• Key engagements took place in the 2016/17 financial year with the White
Paper to be submitted to Cabinet by March 2017 and making
recommendations in the following areas:
Management of admissions and departures;
Residency and naturalisation;
International migrants with skills and capital;
Ties with South African expatriates;
Asylum seekers and refugees; and the
Integration process for international migrants.
• The focus in 2017/18 will be on the drafting of Immigration and Refugees Bills
for submission to Cabinet.Critical Challenges and Strategic Responses
DHA Challenges Strategic Responses (Past and Future)
Effective and efficient management • Develop and implement new policy and legislation (e.g. Zimbabwean and
of the asylum seeker and refugee Lesotho dispensations, Policy on International Migration);
environment. • Partner and share responsibilities with key stakeholders (“Whole-of-
Government” and “Whole-of- Society” approach);
• Strengthen capacity of Refugee Appeal Board (RAB) and Standing Committee
on Refugee Affairs (SCRA); and
• Use of public-private partnerships (PPP).
Overhaul of the border • Establish a Border Management Authority;
management environment and • Infrastructure development at ports of entry;
provision of acceptable port • Use of public-private partnerships;
infrastructure. • On-going capacitation of the inspectorate function; and
• Focused attention on law enforcement operations.
Historical under-funding and • Developing and advocating a business case to reposition the DHA, including
resourcing of the DHA. new funding, operational and organisational models;
• Strengthen and expand partnerships (PPP with banks); and
• Improve governance and financial management practices.
Dependency on the Departments • Find strategic way around vested interests, such as campaigning robustly using
of Public Works and SITA for clear evidence of consequences of poor service (obtain exemption from SITA
timeous service delivery. for networks)Critical Challenges and Strategic Responses (Cont)
DHA Challenges Strategic Responses (Past and Future)
Non-integration of IT systems across the • Invest in the modernisation of the DHA in terms of capacity to drive
DHA. the process: specialists and programme office.
• Build a security system to protect the DHA. This will include process
and system security such as the design and implementation of a
national identity system with biometric capability; as well as cadre
formation, vetting, counter intelligence and cyber security.
Lack of efficient records management in • Phased digitisation of records through partnerships with appropriate
support of key services to clients. organisations (e.g. StatsSA)
Lack of capacity in critical support areas • Phased restructuring of staff according to a plan (proposed by
such as Legal Services, Risk Management, consulting firm) so as to increase the proportion of specialists; and
Information Services, Counter Corruption • Priorisation of vacant and funded posts.
and Security Services & Financial
Management.
Fight against unlawful activities. • Shift resources and start building security systems around high-risk
areas and processes; and
• Continue with programmes to combat fraud and corruption.
Ensuring staff are appropriately trained, • The professionalisation of the DHA through developing officials that are
professional and caring with the required ethical, patriotic and professional.
leadership and management capabilities. • Training programmes and the development of leadership and
management capabilities will be a key success factor.OVERVIEW OF ORGANISATIONAL PERFORMANCE FOR 2015/16
Overview of Organisational Performance – 2015/16
• The Department had a total of 36 targets planned for 2015/16 financial year. A total of 29 targets
were achieved representing 81% achievement rate, 7 (19%) targets were not achieved.
• Significant improvement in organisational performance has been realised over the last 3 financial
yearsOverview of Organisational Performance – 2015/16 (Cont)
The main reasons for the improvement in organisational performance over the last 3 financial years
can be attributed to:
Improved governance, planning, implementation and monitoring practices:
Cascading of the DHA strategy throughout the organisation.
Planning is focused on those critical priorities which will ensure maximum impact.
Development of clear planning and M&E guidelines, tools and capacity building in this regard.
Improved governance practices such as the formation of a Key Performance Indicator Panel to
quality assure technical indicator description sheets, compliance with prescripts such as
SMART(E)(F) - (Specific, Measurable, Achievable, Relevant, Timeous, Evidence based and
Funded) principles, and improved design of reporting templates upfront.
Increasing realisation of the importance of integrated planning to identify and address key
dependencies and risks.
One-on-one feedback / consultation sessions with branches on performance information /
bottom up approach to planning.
Intensified monitoring of progress in achieving targets.Overview of Organisational Performance – 2015/16 (Cont)
The main reasons for the improvement in organisational performance over the last 3 financial years
can be attributed to:
Improved internal controls around management practices.
The participation of Internal Audit in the strategic management process.
Improved governance arrangement, e.g. Audit Action Plan and Quarterly Reviews.
Application of lessons learned from audits in previous financial years.
Improved analysis of past and current departmental and branch performance to inform institutional
planningOVERVIEW OF TARGETS – 2016/17 VS 2017/18
Number of Targets per Programme for 2017/18
Programme 2016/17 2017/18
No of Targets No of Targets
1. Administration 19 13
2. Services to Citizens 5 5
3. Immigration Services (including 8 10
BMA)
32 28
TotalOVERVIEW OF TARGETS – 2016/17 VS 2017/18
BRANCH New Targets for 2017/18 Changes to 2016/17 Targets
IMS • 100 law enforcement operations / • Feasibility report submitted to
inspections conducted to ensure National Treasury for TA I approval
compliance with immigration and (RROs) – responsibility moved from
departmental legislation Finance to Immigration Services
• Target on Premium Visa and Permit
Centres achieved in 2016/17
BMA • Bid documentation issued and evaluated • NA
to obtain TA II approval from Treasury
(PPP for ports of entry) – responsibility
moved from Finance to BMA
CS • Strategy for “Discontinuation of the Green • IDs (1st & 2nd issue) moved to DHA
Barcoded Identity Document” approved Ops Plan for 2017/18
by Minister
• Mobile solution for live capture piloted in
9 officesOVERVIEW OF TARGETS – 2016/17 VS 2017/18
BRANCH New Targets for 2017/18 Changes to 2016/17 Targets
IS • Automation of Amendments and • EMCS (full biometric scope) piloted at one
Citizenship port of entry (roll over from 2016/17)
• Impact analysis report signed off by
DDG:CS and DDG:IMS (Automated
Fingerprint Identification System (AFIS))
HRM&D • 70% of employees charged with • NA
misconduct found guilty in finalised
misconduct cases
IPS • NA • Compliance targets on Annual Report,
Quarterly Reports moved to DHA Ops Plan for
2017/18 (as per DPME recommendation)
FIN&SCM • NA • Compliance targets on Annual Financial
Statements and In Year Monitoring Reports
moved to DHA Ops Plan (as per DPME
recommendation)
CCSS • No changes • NA
COMMS • No changes • NASUMMARY OF 2017/18 TARGETS PER BRANCH
Summary of 2017/18 Targets
BRANCH DETAILS
IMS 1. 100 law enforcement operations / inspections conducted to ensure compliance with
immigration and departmental legislation
2. Immigration and Refugees Bills approved by Minister for submission to Cabinet
3. 5 ports of entry and 1 refugee reception office with either improved residential or office
accommodation or both
4. 85% of permanent residence applications adjudicated within 8 months for applications
collected within the RSA (specific sections)
5. 90% of business & general work visas adjudicated within 8 weeks for applications
collected within the RSA
6. 80% of critical skills visas adjudicated within 4 weeks for applications collected within the
RSA
7. Feasibility report submitted to National Treasury for TA I approval (Refugee Reception
Offices)Summary of 2017/18 Targets (Cont)
BRANCH DETAILS
BMA 1. BMA Road Map approved by Minister
2. Implementation of Integrated Border Management Strategy monitored by BMA (Action
Plans of various organs of state)
3. Bid documentation issued and evaluated; and submitted to National Treasury to obtain
TA II approval from Treasury (PPP for 6 ports of entry)
CS 1. 750 000 births registered within 30 calendar days
2. 3 million smart ID cards issued
3. 90% of passports (live capture) issued within 13 working days
4. Strategy for “Discontinuation of the Green Barcoded Identity Document” approved by
Minister
5. Mobile solution for live capture piloted in 9 offices
IS 1. Citizenship and Amendment processes developed onto live capture
2. Impact analysis report signed off by DDG:CS and DDG:IMS (Automated Fingerprint
Identification System (AFIS))
3. EMCS (full biometric scope) piloted at one port of entrySummary of 2017/18 Targets (Cont)
BRANCH DETAILS
HRM&D 1. 300 managers (junior, middle and senior) trained in leadership and management
development programmes to improve performance and professionalisation
2. 70% of employees charged with misconduct found guilty in finalised misconduct cases
3. Vacancy rate maintained at 10% or below
IPS 1. Draft White Paper for repositioning of the DHA submitted to Minister for approval
CCSS 1. 20 awareness initiatives on ethics, fraud prevention and counter corruption conducted
2. 66% of reported cases investigated and finalised within 90 working days
3. 2 detection reviews / security evaluations on processes conducted to identify possible
vulnerabilities to fraud, corruption and security breaches in business processes
4. 80 Threat and Risk Assessments (TRAs) conducted in accordance with the
requirements of MISS and / or MPSS
5. 572 vetting files finalised and referred to State Security Agency (SSA) for evaluationSummary of 2017/18 Targets (Cont)
BRANCH DETAILS
COMMS 1. Communication strategy and action plan implemented with a focus on:
• Corporate Communication Services
• Media Relations
• Public Awareness Engagements
(4 Publications of Ikhaya internal newsletter, 28 media engagements, 6 Ministerial Izimbizo,
and Budget Vote Communication event, 11 Publications of Ministerial Home Affairs
Today, 8 Notes from the DG’s desk and 2 Campaigns)INDICATORS AND TARGETS FOR THE MTEF
IMMIGRATION SERVICES
&
BORDER MANAGEMENT AUTHORITYStrategic Objective: Movement of persons in and out of the country managed according to a risk
based approach
Indicator for 2017/18 Estimated Target Target Target
Performance 17/18 18/19 19/20
2016/17
Ministerial approval for BMA BMA Bill introduced BMA Road BMA BMA
Road Map (2017/18) into Parliament Map operational operational
approved by according to according to
Phased operationalisation of BMA Blue Print Minister BMA Road BMA Road
BMA as per approved BMA Road prepared Map Map
Map (2018/19 & 2019/20)
Quarterly Targets for 2017/18
Q1 1st Draft of BMA Road Map approved by BMA Project Manager
Q2 1st Draft of BMA Road Map presented at EXCO and MMM
Q3 2nd Draft of BMA Road Map presented at EXCO and MMM
Q4 Final draft of Road Map submitted to Minister for approvalStrategic Objective: Movement of persons in and out of the country managed according to a risk based
approach
Indicator for Estimated Target Target Target
2017/18 Performance 17/18 18/19 19/20
2016/17
Monitoring of Integrated Border Implementation of Implementation of Implementation of
phased Management Integrated Border Integrated Border Integrated Border
implementation of Strategy (Over- Management Management Management Strategy
Integrated Border arching strategy) Strategy monitored Strategy monitored monitored by BMA
Management approved by by BMA (Action by BMA (Action (Action Plans of
Strategy by BMA Minister Plans of various Plans of various various organs of
organs of state) organs of state) state)
Quarterly Targets for 2017/18
Q1 Monitoring conducted through quarterly IBMS implementation progress reports submitted to Minister
Q2 Monitoring conducted through quarterly IBMS implementation progress reports submitted to Minister
Q3 Monitoring conducted through quarterly IBMS implementation progress reports submitted to Minister
Q4 Monitoring conducted through quarterly IBMS implementation progress reports submitted to MinisterStrategic Objective: Good governance and administration
Indicator Projected Annual Target Annual Target Annual Target
Baseline by 31 17/18 18/19 19/20
Mar 2017
Compliance with Treasury Feasibility study Bid documentation TA III approval Monitoring of the
Regulations in respect of undertaken and issued and obtained prior implementation of
entering into a PPP (2017/18 evaluated; and to concluding the PPP agreement
TA I request
and 2018/19) submitted to PPP and performances
submitted to
National Treasury agreements under the PPP
Monitoring of PPP National Treasury
for TA II approval agreement
Implementation (2019/20)
Quarterly Targets for 2017/18
Q1 Request for Proposal (RfP) documentation and evaluation criteria developed and signed off by DG
Q2 Request for Proposal issued
Q3 Preferred bidder recommended to National Treasury
Q4 Request for TA II approval submitted to National TreasuryStrategic Objective: Movement of persons in and out of the country managed according to a risk
based approach
Indicator for 2017/18 Estimated Target Target Target
Performance 17/18 18/19 19/20
2016/17
Number of law enforcement New PI 100 100 100
operations / inspections
conducted to ensure compliance
with immigration and
departmental legislation
Quarterly Targets for 2017/18
Q1 25
Q2 25
Q3 25
Q4 25Strategic Objective: Movement of persons in and out of the country managed according to a risk
based approach
Indicator Estimated Annual Target Annual Target Annual Target
Performance 17/18 18/19 19/20
2016/17
Ministerial approval of White Paper on Immigration and Immigration New legislation
Immigration and Refugees International Refugees Bills and Refugees implemented
Bills for submission to Migration approved by Bills submitted
Cabinet (2017/18) submitted to Minister for to Parliament
Cabinet for submission to for approval
Immigration and Refugee approval Cabinet
Bills submitted to
Parliament for approval
(2018/19)
New legislation
implemented (2019/20)Quarterly Targets for 2017/18
Q1 Outline and structure of the Immigration Amendment Act submitted to Minister for approval
Outline and structure of the Refugees Amendment Act submitted to Minister for approval
Q2 Immigration Amendment Bill drafted
Refugees Amendment Bill drafted
Q3 Immigration Amendment Bill submitted to EXCO for recommendation to the Minister
Refugees Amendment Bill to EXCO for recommendation to the Minister
Q4 Immigration Amendment Bill submitted to Minister for approval
Refugees Amendment Bill to Minister for approvalStrategic Objective: Strategic Objective: Movement of persons in and out of the country managed
according to a risk based approach
Indicator Estimated Annual Annual Annual
Performance Target Target Target
2016/17 17/18 18/19 19/20
Number of ports of entry and refugee 15 6 10 -
reception offices with either improved (Transfer to
residential or office accommodation or BMA)
both.
Quarterly Targets for 2017/18
Q1 Implementation plan approved by DDG: IMS
Q2 Infrastructure improved at 1 ports of entry
Q3 Infrastructure improved at 2 ports of entry
Q4 Infrastructure improved at 2 ports of entry and 1 refugee reception officeStrategic Objective: Enabling documents issued to foreigners efficiently and securely
Indicator Estimated Annual Annual Annual
Performance Target Target Target
2016/17 17/18 18/19 19/20
Percentage (%) of Permanent Residence 85% 85% 85% 85%
applications adjudicated within 8 months for
applications collected within the RSA
(Above applications refer to: critical skills (s27b),
general work (s26a) and business (s27c) only)
Quarterly Targets for 2017/18
Q1 85%
Q2 85%
Q3 85%
Q4 85%Strategic Objective: Enabling documents issued to foreigners efficiently and securely
Indicator Estimated Annual Target Annual Target Annual Target
Performance 17/18 18/19 19/20
2016/17
Percentage (%) of Business and 80% 90% 95% 95%
General Work Visas adjudicated
within 8 weeks for applications
processed within the RSA
Quarterly Targets for 2017/18
Q1 90%
Q2 90%
Q3 90%
Q4 90%Strategic Objective: Enabling documents issued to foreigners efficiently and securely
Indicator Estimated Annual Target Annual Target Annual Target
Performance 17/18 18/19 19/20
2016/17
Percentage (%) of Critical 75% 80% 85% 85%
Skills visas adjudicated within
4 weeks for applications
processed within the RSA
Quarterly Targets for 2017/18
Q1 80%
Q2 80%
Q3 80%
Q4 80%Strategic Objective: Good governance and administration
Indicator Projected Baseline by 31 Annual Target Annual Target Annual Target
Mar 2017 17/18 18/19 19/20
Compliance Feasibility study, including Feasibility report Bid issued and TA III obtained
with Treasury financial model, for building submitted to evaluated to prior to
National obtain TA II concluding PPP
Regulation 16 asylum processing centres
Treasury for TA I approval from agreements
completed and submitted to
approval National
Minister for approval Treasury
Quarterly Targets for 2017/18
Q1 Scope of engagement of Transaction Advisor approved by DG
Q2 Option analysis performed by service provider and report submitted to DG
Q3 Affordability, risk transfer and value for money analysis demonstrated by Transaction Advisor and
report submitted to DG
Q4 Feasibility report for TA I approval submitted to National TreasuryCIVIC SERVICES
Strategic Objective: Eligible citizens are issued with enabling documents relating to identity and
status
Indicator Projected Annual Target Annual Target Annual Target
Baseline by 31 17/18 18/19 19/20
Mar 2017
Number of births 745 000 750 000 810 000 810 000
registered within 30
calendar days
Quarterly Targets for 2017/18
Q1 192 825
Q2 190 564 (accumulative total of 383 389)
Q3 170 106 (accumulative total of 553 495)
Q4 196 505 (accumulative total of 750 000)2015/16 Births Target versus Actual Achievement
Province Provincial Target Actual Balance of Total 31 to 60 days on Total
Achievement births 31-60 (a+b) holidays & (a+b+c)
(a) days that weekends
occurred during (c )
normal working
days (b)
Eastern Cape 94 725 83 959 4 193 88 152 5 734 93 886
Free State 45 517 41 902 1 081 42 983 1 462 44 445
Gauteng 174 084 163 236 6 330 169 566 8 578 178 144
Kwa-Zulu Natal 127 708 119 961 11 758 131 719 14 805 146 524
Limpopo 94 767 92 514 6 098 98 612 7 707 106 319
Mpumalanga 57 173 55 712 3 591 59 303 4 878 64 181
Northern Cape 22 987 21 136 440 21 576 916 22 492
North West 47 262 45 179 1 511 46 690 3 225 49 915
Western Cape 85 777 79 887 4 375 84 262 4 314 88 576
Head Office 0 279 0 279 0 279
Total 750 000 703 765 39 377 743 142 51 619 794 761
According to Statistics South Africa, the number of birth occurrences for
2015 totalled 943 802 (Recorded Live Births 2013-2015, 27 October 2016)Strategic Objective: Eligible citizens are issued with enabling documents relating to identity and
status
Indicator Projected Annual Target Annual Target Annual Target
Baseline by 31 17/18 18/19 19/20
Mar 2017
Number of smart ID cards 2 200 000 3 million 5 million 8 million
issued to citizens 16 years
of age and above
Quarterly Targets for 2017/18
Q1 810 000
Q2 750 000 (accumulative total of 1 560 000)
Q3 690 000 (accumulative total of 2 250 000)
Q4 750 000 (accumulative total of 3 million)Strategic Objective: Eligible citizens are issued with enabling documents relating to identity and
status
Indicator Projected Baseline Annual Target Annual Target Annual Target
by 31 Mar 2017 17/18 18/19 19/20
Percentage (%) of machine 90% 90% 90% 90%
readable passports (new
live capture system) issued
within 13 working days for
applications collected and
processed within the RSA
Quarterly Targets for 2017/18
Q1 90%
Q2 90%
Q3 90%
Q4 90%Strategic Objective: Eligible citizens are issued with enabling documents relating to identity and status
Indicator Projected Annual Target Annual Target Annual Target
Baseline by 17/18 18/19 19/20
31 Mar 2017
Ministerial approval New PI Strategy for Strategy for Strategy for
for “Strategy for “Discontinuation of “Discontinuation of the “Discontinuation of the
Discontinuation of the Green Barcoded Green Barcoded Green Barcoded
the Green Barcoded Identity Document” Identity Document” Identity Document”
Identity Document” approved by Minister implemented implemented
(phased approach) (phased approach)
Quarterly Targets for 2017/18
Q1 Feasibility study on the current green barcoded identity document environment conducted
Q2 Strategy approved by DDG: CS
Q3 Strategy presented to EXCO and Minister’s Management Meeting (internal stakeholders) and SABRIC,
JCPS and G&A clusters (external stakeholders)
Q4 Strategy approved by MinisterStrategic Objective: An integrated and digitised National Identity System (NIS) that is secured and contains
biometric details of every person recorded on the system
Indicator Projected Annual Target Annual Target Annual Target
Baseline by 31 17/18 18/19 19/20
Mar 2017
Pilot for mobile solution New PI Mobile solution Mobile solution Mobile solution
conducted in 9 offices (2017/18) for live capture rolled out to 190 rolled out to 200
piloted in 9 offices offices
Number of offices with mobile offices
solution (2018/19 and 2019/20)
Quarterly Targets for 2017/18
Q1 Service provider appointed
Customised business requirement specifications for software signed off by DDG: CS
Q2 Technical specifications signed off by DDG: IS
Q3 Mobile live capture solution developed
Q4 Mobile solution for live capture piloted in 9 officesINFORMATION SERVICES
Strategic Objective: An integrated and digitised National Identity System (NIS) that is secured and
contains biometric details of every person recorded on the system
Indicator Projected Baseline Annual Target Annual Target Annual Target
by 31 Mar 2017 17/18 18/19 19/20
Automation of BMD processes Citizenship and Asylum Seeker NIS operational
Citizenship and developed onto live Amendment Management
Amendment processes capture processes process
(2017/18) developed onto developed
Refugee Smart ID live capture onto live
Automation of Asylum cards and passports capture
Seeker Management developed and
processes (2018/19) tested
NIS developed
NIS development End-to-end e-Permit
completed (2018/19) system developed
(prototype)
NIS operational (single
view of client) (2019/20)Quarterly Targets for 2017/18 Q1 N/A Q2 Business requirement specifications for Citizenship and Amendments approved by DDG: CS Q3 Technical specifications for Citizenship and Amendments approved by DDG: IS Q4 Citizenship and Amendment module developed
Strategic Objective: An integrated and digitised National Identity System (NIS) that is secured and contains
biometric details of every person recorded on the system
Indicator Projected Annual Target Annual Annual
Baseline by 31 17/18 Target Target
Mar 2017 18/19 19/20
AFIS configuration completed AFIS closed tender Impact analysis AFIS Iris
(hardware and software) (2017/18) advertised report signed off by upgraded recognition
DDG:CS and capability
Facial
AFIS upgraded (2018/19) DDG:IMS functional
recognition
(Automated
capability
AFIS recognition capabilities Fingerprint
functional (2018/19 and 2019/20) Identification functional
System (AFIS))
Quarterly Targets for 2017/18
Q1 NA
Q2 Service provider appointed
Q3 NA
Q4 Impact analysis report signed off by DDG: Cs and DDG: IMSStrategic Objective: Ensure that systems are in place to enable the capturing of biometric data of all
travellers who enter or exit SA legally
Indicator Projected Annual Annual Target Annual Target
Baseline by 31 Target 18/19 19/20
Mar 2017 17/18
Full biometric scope piloted at Business EMCS (full EMCS (full Rollout of
one port of entry as per signed requirement biometric biometrics Trusted
business requirements (2017/18) specifications scope) piloted solution) rolled Traveller
approved by at one port of out to all ports programme to
Number of ports with biometric DDG: IMS entry with EMCS (72 selected ports
functionality as per signed in total) of entry
business requirements (2018/19)
Trusted
Trusted Traveller prototype Traveller
developed (2018/19) programme
developed
Number of ports with Trusted (prototype)
Traveller programme (2019/20Quarterly Targets for 2017/18 Q1 Technical specifications approved by DDG: IS Q2 N/A (Development to commence) Q3 EMCS (full biometric scope) developed Q4 Biometric functionality piloted at Skilpadshek
HUMAN RESOURCE MANAGEMENT AND
DEVELOPMENTStrategic Objective: Secure, effective, efficient and accessible service delivery to citizens and
immigrants
Indicator Projected Annual Annual Annual
Baseline by 31 Target Target Target
Mar 2017 17/18 18/19 19/20
Number of managers (junior, middle and senior) 300 300 300 300
trained in leadership and management
development programmes to improve performance
and professionalisation
Quarterly Targets for 2017/18
Q1 75
Q2 90
Q3 75
Q4 60Strategic Objective: Good governance and administration
Indicator Projected Baseline Annual Target Annual Target Annual Target
by 31 Mar 2017 17/18 18/19 19/20
Vacancy rate 1.7% (Jan 2017) Vacancy rate Vacancy rate Vacancy rate
maintained at a set maintained at maintained at maintained at
percentage or lower 10% or below by 10% or below 10% or below by
31 March 2018 by 31 March 31 March 2020
2019
Quarterly Targets for 2017/18
Q1 Vacancy rate maintained at 10% or below
Q2 Vacancy rate maintained at 10% or below
Q3 Vacancy rate maintained at 10% or below
Q4 Vacancy rate maintained at 10% or belowStrategic Objective: Ethical conduct and zero tolerance approach to crime, fraud and corruption
Indicator Projected Baseline Annual Annual Annual
by 31 Mar 2017 Target Target Target
17/18 18/19 19/20
Percentage of employees charged New PI 70% 70% 70%
with misconduct found guilty in
finalised misconduct cases
Quarterly Targets for 2017/18
Q1 70%
Q2 70%
Q3 70%
Q4 70%INSTITUTIONAL PLANNING AND SUPPORT
Strategic Objective: Secure, effective, efficient and accessible service delivery to citizens and
immigrants
Indicator Projected Annual Target Annual Target Annual Target
Baseline by 31 17/18 18/19 19/20
Mar 2017
Phased implementation of Second phase of Draft White DHA Bill Basic elements of
business case for repositioning repositioning Paper submitted to new model for
Home Affairs as a modern, completed submitted to Cabinet DHA in place as
secure department: Minister for defined in the
(Business Case
approval approved Business
Third phase: Draft White Paper for modern,
Case
submitted to Minister for secure DHA
approval (2017/18) submitted to
Cabinet for
Fourth phase: DHA Bill approval)
submitted to Cabinet (2018/19)
Fifth phase: Basic elements of
new model for DHA in place as
defined in the Business Case
(2019/20)Quarterly Targets for 2017/18 Q1 Discussion Paper published on DHA website for internal and external consultation Q2 Consolidated report on inputs from Discussion Paper consultations presented to EXCO Q3 First draft of White Paper submitted to Minister for comment Q4 Final draft of White Paper submitted to Minister for approval
COUNTER CORRUPTION AND SECURITY SERVICES
Strategic Objective: Ethical conduct and a zero tolerance approach to crime, fraud and corruption
Indicator Projected Baseline by Annual Target Annual Target Annual Target
31 Mar 2017 17/18 18/19 19/20
Number of awareness 20 20 20 20
initiatives on ethics, fraud
prevention and counter
corruption conducted
Quarterly Targets for 2017/18
Q1 5
Q2 5
Q3 5
Q4 5Strategic Objective: Ethical conduct and a zero tolerance approach to crime, fraud and corruption
Indicator Projected Annual Target Annual Target Annual Target
Baseline by 31 17/18 18/19 19/20
Mar 2017
Percentage of reported 66% 66% 66% 66%
cases investigated and
finalised within 90
working days
Quarterly Targets for 2017/18
Q1 66%
Q2 66%
Q3 66%
Q4 66%Strategic Objective: Ethical conduct and a zero tolerance approach to crime, fraud and corruption
Indicator Projected Annual Annual Annual
Baseline by 31 Target Target Target
Mar 2017 17/18 18/19 19/20
Number of detection reviews / security evaluations 2 2 2 2
on processes conducted to identify possible
vulnerabilities to fraud, corruption and security
breaches in business processes
Quarterly Targets for 2017/18
Q1 Plan (research and information gathering) approved by DDG:CCSS for first business process to be
reviewed
Q2 1 review report signed off by DDG: CCSS and submitted to affected business unit for
implementation of recommendations
Q3 Plan (research and information gathering) and approved by DDG:CCSS for second business process
to be reviewed
Q4 1 review report signed off by DDG: CCSS and submitted to affected business unit for
implementation of recommendationsStrategic Objective: Ethical conduct and a zero tolerance approach to crime, fraud and corruption
Indicator Projected Baseline Annual Annual Annual
by 31 Mar 2017 Target Target Target
17/18 18/19 19/20
Number of Threats and Risk Assessments 80 80 80 80
(TRAs) conducted in accordance with the
requirements of Minimum Information-
(MISS) and / or Physical Security
Standards (MPSS)
Quarterly Targets for 2017/18
Q1 20
Q2 20
Q3 20
Q4 20Strategic Objective: Ethical conduct and a zero tolerance approach to crime, fraud and corruption
Indicator Projected Annual Target Annual Target Annual Target
Baseline by 31 17/18 18/19 19/20
Mar 2017
Number of vetting files finalised 572 572 572 572
and referred to State Security
Agency (SSA) for evaluation
Quarterly Targets for 2017/18
Q1 156
Q2 156
Q3 130
Q4 130COMMUNICATION SERVICES
Strategic Objective: Collaboration with stakeholders in support of enhanced service delivery and core business
objective
Indicator Projected Baseline by 31 Annual Target Annual Target Annual Target
Mar 2017 17/18 18/19 19/20
Compliance • 4 Publications of Communication Communication Communication
with set Ikhaya internal strategy and action strategy and action strategy and action
number of newsletter, plan implemented plan implemented plan implemented
interventions with a focus on: with a focus on: with a focus on:
• 12 media
implemented in
engagements, •Corporate •Corporate •Corporate
support of
Communication Communication Communication
communication • 6 Ministerial Izimbizo,
Services Services Services
strategy and
• Budget Vote
action plan •Media Relations •Media Relations •Media Relations
Communication event,
•Public Awareness •Public Awareness •Public Awareness
• 11 Publication of
Engagements Engagements Engagements
Ministerial Home
Affairs Today and
• 2 CampaignsQuarterly Targets for 2017/18
Q1 1 Publication of Ikhaya internal newsletter, 7 Media engagements, 1 Ministerial Imbizo,
1 Budget Vote Communication event,3 Ministerial Home Affairs Today, 2 Notes from the
DG’s desk and 1 Campaign
Q2 1 Publication of Ikhaya internal newsletter, 7 Media engagements, 2 Ministerial Izimbizo,
3 Ministerial Home Affairs Today, 2 Notes from the DG’s desk
Q3 1 Publication of Ikhaya internal newsletter, 7 Media engagements, 2 Ministerial Izimbizo,
3 Ministerial Home Affairs Today, 2 Notes from the DG’s desk and 1 Campaign
Q4 1 Publication of Ikhaya internal newsletter, 7 Media engagements, 1 Ministerial Imbizo, 2
Ministerial Home Affairs Today, 2 Notes from the DG’s desk.MEDIUM TERM EXPENDITURE
FRAMEWORK (MTEF)
2016 to 2019Structure of Budget Overview – Per Programme
2016/17 2017/18 2018/19 2019/20
Adjusted Medium Term Expenditure Allocations
Programmes
Appropriation
R'000 R'000 R'000 R'000
Administration 2 387 819 2 259 495 2 349 381 2 519 089
Citizen Affairs 4 725 520 3 574 710 4 182 592 3 798 602
Immigration Affairs 1 042 466 1 221 334 1 284 052 1 329 426
Total for Programmes 8 155 805 7 055 539 7 816 025 7 647 117
Less: Earmarked Funds
WAIO 436 925 518 915 549 012 579 757
APP 51 038 51 038 51 038
Border Post 70 000 73 500 77 763 82 118
Property 397 272 414 101 438 119 462 653
DHA only 7 251 608 5 997 985 6 700 093 6 471 551Structure of Budget Overview –
Per Economic Classification
2016/17 2017/18 2018/19 2019/20
Adjusted
Economic Classification Medium Term Expenditure Allocations
Appropriation
R'000 R'000 R'000 R'000
Compensation of
employees 3 069 825 3 198 176 3 308 079 3 558 970
Goods and services 3 257 860 2 349 771 2 473 293 2 604 800
Transfers and subsidies 1 817 227 1 446 205 1 969 644 1 414 665
Payments for capital assets 10 893 61 387 65 009 68 682
Total economic 8 155 7 055 7 816 7 647
classification 805 539 025 117Questions / Comments
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