1 Department of Home Affairs Caring, compassionate and responsive Department Business Plan 1 April 2006 - 31 March 2009 Presentation to Portfolio Committee

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Department of Home AffairsDepartment of Home Affairs

Caring, compassionate and responsive

Department Business Plan

1 April 2006 - 31 March 2009

Presentation to Portfolio Committee

23 August 2006

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Contents

• Business Planning Process

• National Policy Drivers

• Improving the Business Plan

• Organisation of the DHA Business Plan

• Planning levels: Head Office and Provinces

• Key strategic Deliverables

• Business Plan by Strategic objectives

Business Planning Process 06 – 07Business Planning Process 06 – 07 / 08/ 0908/ 09

29 May 06 Strategic Plan 2006 – 2009 discussed with the Portfolio committee; requests a DHA business plan that show specific target dates.

30 May 06 Strategic Plan 2006 – 2009 approved with the Budget Speech

9 Jun 06 Plans for all business units completed

26 Jun 06 First draft of DHA business plan

July/ Aug Revision and alignment with Performance Agreements with support of Intervention team

21 Aug 06 Business plan submitted after revision process

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National Policy Drivers/ DHA prioritiesNational Policy Drivers/ DHA priorities

Developmental state; sustained economic development

• Bring 2 economies together; integrated planning

• ASGISA / JIPSA

• Input to integrated planning (Integrated development plans/ nodal points, etc.)

• Enabling documents allow access to economic resources

• Scarce skills – migration system

Building democracy/ national identity • Identity of citizens – DHA custodian

Efficient state that can deliver services effectively across all tiers of government

• Cooperative governance

• Fighting corruption

• Batho Pele oriented service delivery

• Provision of enabling documents – core business of the DHA

• Access to services (Batho Pele)

• Counter corruption measures

• Technology-enabled systems developed

• Work with all the Clusters

Integrity of state

Including state/ borders and managing migration; 2010 ; tourism

• Leading role in BCOCC, border control

• Managing migration system and policy development

• 2010 project

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Improving the business planImproving the business plan

• Support Intervention Team and relevant planning unit assisted with redrafting of DHA Business Plan and aligning

with the performance agreements of senior managers

• The first draft was analysed in terms of its short-comings and improvements to future planning were identified

• Gaps were identified, deliverables and indicators made more concrete & dates verified with each business unit.

• Key dependencies were identified and taken into account, e.g. outcomes linking to budgets, IS, HR and infrastructure.

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Organisation of the DHA Business Plan 06/07

1. Organised under the 9 Strategic Plan objectives.

2. Includes KPAs and the work plan of the Support Intervention Team; which is giving support in five key areas - the departmental management remains fully accountable for planning and delivery

3. Has been linked to the performance agreements (Pas) of senior managers.

4. Follows structure of budget allocations.

5. Will be the basis of quarterly reviews.

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• The DHA business plan is a higher level plan based on the strategic plan and government priorities that gives direction; which is broken down again at branches/ business unit level

• Head office business plans are at a national level, reflecting their role in policy and systems development, setting standards and management.

• Provincial plans are more detailed and operational, as reflects their role in service delivery operations. They are similar but each also reflects the situation in particular provinces. A sample provincial plan has been attached.

Planning Levels: Head office and Provinces

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1. Develop & implement an Organisational / Service Delivery Model for DHA within a technologically enabled environment.

2. Phased Transformation of Civic Services and NIB to ensure a professional, user-friendly, effective and efficient service and experience for all citizens/ clients/ end users.

3. Integrated HR capacity plan developed (linked to infrastructure, systems plans) and Phase 1 implemented, including filling of critical posts filled.

4. Phased Devolution of support / core functions and powers to provinces and all offices with necessary capacity building and safeguards.

Key Strategic Deliverables: 2006- 2009

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5. Support of ASGISA / JIPSA implemented e.g. through improved immigration systems: permits, including intra-company transfers; work permits; strengthening inspectorate

6. Departmental plan to deal with pre-2010 and 2010 challenges developed & implemented.

7. Strengthen and align financial planning, budgeting and the individual and organisational performance management.

8. Monitoring, evaluation and reporting systems improved; including links between Head Office and provincial service delivery points.

9. Financial controls reviewed by Internal Audit and improved by Finance.

Key Strategic Deliverables: 2006- 2007 (contin.)

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DHA Business PlanDHA Business Plan

Caring, compassionate and responsive

Strategic Objectives Focus on 2006 / 7

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Strategic Objective 1: Develop and implement an organisational model that ensures the Department has people in the correct places, with the requisitecapacity and capabilities, to enable it to meet its mandate.

OUTPUT PROGRESS

An organisational model for the Department approved (1.1)

• Conceptual development of organisational model completed (30 Sept 2006)

Establish a stronger & more coherent management team

• SMS competency assessments carried out (30 Nov 06)

• Strategic leadership at provincial and local offices assessed: including head office/ provincial office interface (31 August 2006)

• Basic elements of model developed: including basic organisational design; reporting system; organisational and individual performance management

• Integrated programme-level planning and budget forecasting to be conducted (Sept -Oct 06); linked to strategic and business planning for 2007-8

• Review and alignment of all SMS Performance agreements to DHA and individual Business Plans by 31 August 06

• Plan for devolution of functions reviewed (31 Aug 06)

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Civic Services (CS) transformed with regard to policies, processes, systems and structures (1.2)

• Macro transformation plan for CS finalised with framework to guide the

transformation process (30 Sep O6)

• Integrated transformation plan developed (28 Feb 07)

• Capacity to implement in place by 1 April 07

• Concept document submitted

• Phase 1 plan outlined (envisioning phase as per project plan)

• MTEF bid made to secure funds fortransformation

Strategic Objective 1: Develop and implement an organisational model …(contin.)

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Interim measures to improve quality and turnaround times (1.2.4)

• Improving document distribution between provinces and head office and vice versa (31 December 2006)

• Sorting & indexing (31 Mar 07)

• Delegations to provinces to issue full births, marriages and death certificates once proper controls, capacity, etc. in place (31 Mar 07)

Post office contract is operational. 663427 (82%) of IDs delivered (uncollected in offices), 18% in process

• Manual track and trace system for IDs in place at Head Office and Provinces

• Manual sorting and indexing of births, deaths and marriages

records commenced during May 2006. Total of 2 397 616 births,

marriages, deaths (BMD) records as at 19 Aug 06 sorted & indexed

•Technical analysis with regard to the delegation of printing of full certificates by outside offices finalized

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OUTPUT PROGRESS

Performance driven culture institutionalised (1.3)

• All PAs signed by 31 August after ensuring alignment to the DHA Business Plan; (31 August)

• Performance Management Policy fully implemented and managed (31 Mar 07)

• Poor performance addressed:

o Development of EmployeeRelations strategy in relation to poor performance

o Employee wellness programmes

• Performance management workshop for SMS of 2005 to be followed by workshop in Sept 06; Plan to take down to other management levels (roll out from Oct 06)

• SMS Performance Reviews assessed by 31 October

• 2004 – 2006 SMS appointments reviewed (31 Aug)

• Capacity of managing misconduct. Improved (trained chairpersons,

etc.).

• Financial disclosure forms signed


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OUTPUT PROGRESS

New effective system for monitoring and evaluation developed and introduced as part of developing an organizational performance management system (1.4)

• M & E policy and system approved and implemented (30 Sept 06)

• Establish uniform reporting standards (31 Oct 06)

• Ensure effective programme integration and effective monitoring of projects (31 Oct 06)

• Survey of quality of key management data: first phase completed (will

assist collaboration with Stats SA)

• System of quarterly review meeting implemented (July 06)

• Joint Development Task Team with DPLG established and M & E

software package available

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OUTPUT PROGRESS

An integrated (HR) capacity development strategy and plan (1.6)

• Integrated HR plan developed, prioritized and costed in terms of numbers and skills

requirements (31 Mar 07) – including:

o Skills and competency audits

o Compulsory management training

o Standards for support staff determined and posts filled.

Focused support by Support Intervention for key HR matters: (July – December 2006)

• Recruitment & selection; critical appointments; review of professionalising approach and

occupational categories; job evaluation of Immigration Officers posts

• HR strategy adopted (2006)

• Youth Development Service launched in May 2006 for out of school youth

• Middle Managers for Sustainable Pool Project selected


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OUTPUT PROGRESS

Devolution of support, core functions and powers devolved to Provinces and all offices accelerated (1.7)

• Comprehensive devolution plan developed – 31 Jan 07

• Integrated plan for systems roll-out in place (20 Nov 2006)

• Delegations for 2007/ 8 in place (31 Mar 07)

• Draft devolution plan by 31 Aug 06 (work-in-progress)

• Revised HR Delegations to provinces by Oct 06 (work-in-progress)

• Procurement delegations revised

• Initial consultation between the Service Delivery branch and other branches

• Provinces developing short-to-medium term infrastructure plans

aligned with MTEF processes

Strategic Objective 1: Develop and implement an organisational model

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Strategic Objective 2: Provide a service to all clients that reflects and institutionalises the principles of Batho Pele, to enable it to meet its mandate.

OUTPUT PROGRESS

Service Delivery Improvement Plan in line with Batho Pele principles implemented (2.1 and 2.7)

• Service Delivery plan developed (31 Dec 06).

• Expansion of client service centre to provide 24 hour services (30 Oct 06)

• Design of an appropriate model (30th Oct 06).

• Concept paper for the CSC adopted.

• Appointment of Project Manager in progress.

• Appointment of Project Team members and SLA development in progress.

• Filling of posts to increase capacity of call centre agents.

• Systems architecture being developed.

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Uniforms for NIB (Admissions and Inspectorate)

• Roll-out to officials admissions sections in progress; finalised by Dec 06

• Inspectorate and Refugee officials uniforms by March 07

Immigration officers’ appointment cards issued in terms of 2002 Act – 31 March 07

• Design with security features approved

Name tags • Policy and procedures in place

• SLA/ contract with service provider to be strengthened and quality-managed

• Roll-out to be tracked

Strategic Objective 2: Provide a service to all clients …(Batho Pele) ...

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Accessibility to DHA service delivery points increased (2.5):

• Phased expansion of DHA service delivery points, including new

offices, based on CSIR report – over eight years, and making use of new technologies

• Integrated access plan to achieve above, including government and

other access points (e.g. hospitals, MPCCs, Post Office, service

points, district offices, ports of entry) developed and implemented in phases – 1st Phase plan in place by 30 Nov 06

• CSIR report and expansion plan presented to G & A cluster and MTEF

bids submitted to Treasury

• Macro implementation plan approved and will work closely with

G & A cluster; DPW, Treasury

• DHA awaiting finalization of a Business Plan in respect of MPCC’s by GCIS

• Draft Business Plan for MPCC’s finalized and to be presented to Cabinet

• 42 additional mobile units being manufactured by service providers (109 total)

OUTPUT PROGRESS


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OUTPUT PROGRESS

Financial and Supply Chain Management system in place to address weaknesses revealed by AG (2.6)

• Rollout of BAS, LOGIS, Proquote and Asset Management Systems (31 March 07 except for LOGIS)

• Feasibility study on revenue collection system (31 March 07)

• Backlog on all suspense accounts cleared (31 Mar 07)

• LOGIS to be rolled out to identified provincial offices (March 2008)

• BAS implemented in 146 identified offices; and National Treasury assisting with strengthening systems

• Procurement and asset management manuals and policies developed, approved and implemented

• Treasury intervention team assisting with proposals on improved revenue management

• MOU with DFA drafted in dealing with vouchers and interdepartmental transactions

• Project plan finalized on implementation of Proquote system

• Asset audit and verification completed

• Electronic Asset register in place (Head Off.)


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Strategic Objective 2: Provide a service to all clients that reflects and institutionalises the principles of Batho Pele, to enable it to meet its mandate.

OUTPUT PROGRESS

Track and Trace system implemented (2.8)• Development of interim electronic

system for ID applications implemented that covers all offices

– 31 Mar 07

• Task team established to deal with short term solution• A manual track and trace system

for IDs in place at Head Office and Provinces

Interim measures to improve quality and turnaround times of Permanent Residence applications – 30 Jun 07 (2.9)

• Permits – Unit strengthened: delegations amended and personnel identified

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OUTPUT PROGRESS

Internal controls reviewed and improved: (2.14)

• Capacity enhanced (31 March and over following two years)

• Three year strategic plan (30 Aug 2006)

• Audit Committee oriented (15 Sept 06)

• Status of Internal Audit upgraded to Chief Directorate (post advertised)

• Audit committee strengthened by appointment of additional members

• Review of internal reports from 2005 to date (15 July 06)

• Interim internal audit plan developed (15 Jul 06)

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Strategic Objective 3: Provide credible, secure and accurate enabling documents to all who are entitled

OUTPUT PROGRESS

Implement Smart ID Card fully (3.1)

Note that smart ID Cards project is awaiting a policy decision; and similarly with e-passports

Refugee Smart Card fully implemented (3.1.1)

• Refugee Smart ID card fully implemented - 31 March 2007

Refugee Smart ID card

• 1296 Maroon ID cards (current) issued

• 2072 new applications being processed

• Over 500 refugee smart cards issued

• Technical hurdles overcome

• The roll-out plan for refugee smart ID cards developed to meet target date of 31 March 2007

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Strategic Objective 4: Manage and maintain the integrity of the National Population Register (NPR)

OUTPUT PROGRESS

Integrity of the NPR ensured by: (4.1)• Duplication eliminated (31 Mar 07)

• Draft project plan finalised by 28 July 2006

• Project team formed led by Chief Director HANIS

• Analysis being conducted to establish extent of the problem per province

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Strategic Objective 5: Manage and maintain all records associated with enabling documentation

OUTPUT PROGRESS

Effective and efficient records management and maintenance strategy developed and implemented (5.1)

• Conversion of existing manual records to an electronic format completed – back record conversion

31 Mar 07

• 26,819,049 fingerprint records digitised

• 16,888,860 records from BRC absorbed into HANIS

• 392,396 Duplicates picked up (cases to be investigated and resolved)

Integrated Electronic Document Management System (IEDMS) implemented (5.2)

• Digitization of Phase 1 documents commenced: high priority Civic Services

documents and on demand (31 Mar 07)

• Approval obtained to scan case files

• Tender evaluation completed and contracting in process

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Strategic Objective 6: Manage the immigration function at ports of entry and participate in protecting the integrity of South Africa’s borders (internally and at POEs)

OUTPUT PROGRESS

BCOCC coordinated and the operational plan implemented (6.3)

• BCOCC chairmanship and coordinating capacity supported – 31

Mar 07

• CD: BCOCC (Chair), Dir: (BCOCC) appointed

• Consultants under Development Committee appointed to develop organizational model for border environment

• Project “NIB Roll out” registered with Development Committee to replace SAPS

officials with DHA officials at identified POEs

• Cabinet Memorandum compiled with regard to the concept of One Stop Border Post and Border strategy drafted

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OUTPUT PROGRESS

Integrated law enforcementstrategy developed andimplemented– 31October 2006 (6.4)

• Engagement with Institute of Security Studies

• Had consultative workshop with stakeholders

• Stakeholder meetings held to address counter terrorism, human

trafficking and related cross-border concerns (etc.)

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Strategic Objective 7: Manage immigration and refugee affairs in a manner based on human rights principles

OUTPUT PROGRESS

Integrated plan on management of refugees developed and implemented – 31 Mar 07 (7.1)

• Costing of offices for North West, Northern Cape, Limpopo and

Mpumalanga (new refugee offices)• Strategy to integrate refugees into

society drafted.

Support of ASGISA / JIPSA facilitated – 31 Mar 07 (7.4)• Interim measures to improve quality and turnaround times in terms of permits & waiver applications

• Quota workshop conducted • Permit section strengthened• Engagement with relevant stakeholders

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Strategic Objective 8: Eradicate and combat corruption to protect the integrity of the Department

OUTPUT PROGRESS

Integrated counter corruption strategy and mechanisms implemented at all offices, that constantly adapt to new requirements - 31 Mar 07 (8.1)

• Internal Security Policy approved

• Joint operations and co-operation with NIA and SAPS

• Whistle-blowing policy in place

• Priority investigations fast-tracked

• Corruption trends updated monthly

• Corruption Fraud Prevention Plan in place

• Plan for improving security at offices

Business Continuity and Contingency plan developed and implemented (8.3)

100% availability of systems achieved: HANIS Disaster Recovery System. Currently migrating data to back up all DHA fingerprint system. (31 Mar 07)

• Replication of current HANIS to disaster recovery site.

• Fire prevention system installed

• Access Control installed and activated

• Site Furniture delivered and assembled

• Deployed DHA security system and personnel operating on 24 hour basis

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Strategic Objective 9: Effectively contribute to intergovernmental and international initiatives in pursuit of national objectives

OUTPUT PROGRESS

Departmental plan to deal with 2010 challenges developed and implemented (9.7)

• Additional support for 2010 Committee (31 Mar 07)

• Strategy and plan in place, including monitoring arrangements (31 Mar 07)

• Establishment of Project Office and appointment of Project Manager

• Strategic plan addressing guarantees, human resources strategy, logistical needs and security plan completed

• Liaison, co-ordination and co-operation with National Departments, DG 2010’s office,

Technical Coordinating Committee, BCOCC and relevant Parliamentary Committees

taking place regularly

• Participating in finalising FIFA World Cup Special Measures Bill Committees

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THANK YOU

Documents

1 Department of Home Affairs Caring, compassionate and responsive Department Business Plan 1 April 2006 - 31 March 2009 Presentation to Portfolio Committee