Briefing to the Portfolio Committee: Home Affairs

1
Building a New Home Affairs
Briefing to the Portfolio Committee Home
Affairs The Transformation of the Department of
Home Affairs

15 SEPTEMBER 2009
2
Purpose of the presentation

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

3
HISTORICAL PERSPECTIVE
Historical Context
Transformation imperative

• Colonial dispensation Home Affairs was used to
  enforce colonial rule. The mass of the population
  was regarded as units of cheap labour to control.
• Apartheid Dispensation Home Affairs had a
  colonial and a state security focus based on
  maintaining racially exclusive power and a denial
  of human rights through maximum control.

• The new DHA
• Is the custodian, protector and verifier of the
  identity and status of citizens
• The effective control, regulation and
  facilitation of immigration and the flow of
  people through ports of entry in the interests of
  national security and development priorities.

4
BACKGROUND TO TRANSFORMATION PROGRAMMEIn early
2006, the Minister of Home Affairs initiated a
number of key actions that resulted in the launch
of the transformation process for the Department
Minister appointed Support Intervention Task Team
to investigate the problems in Home Affairs
July 2006
March 2007
Task Team reported back urging action to fix
the Department
May 2007
New DG appointed
June 2007
Appointment of FeverTree Consultancy kicked off
turnaround projects
5
THE CASE FOR TRANSFORMATION The Department is
building a case that positions Home Affairs and
shows how it must play a critical role in the
state and civil society
1 / 2

• As the custodian, protector verifier of the
  identity status of citizens and the regulator
  and manager of migration, the DHA must
• Help provide equal access to services and help
  drive a sense of valued identity, citizenship and
  democratic nation building.
• Greatly assist in producing a secure environment
  for both the state and business to operate and
  develop in for example, by preventing identity
  theft and fraud, including for the secure
  provision of social grants.
• Provide a stable and secure platform for the
  regulation of migration for development with
  security, as well as for regulating asylum seeker
  and refugee affairs. Secure and integrated
  systems would also greatly assist in combating
  trafficking and other cross-border syndicated
  crime.

6
THE CASE FOR TRANSFORMATION
2 / 2

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

7
STRATEGIC THRUSTS DHA has defined a set of four
strategic thrusts for transformation, supported
by effective and efficient leadership and
governance
Effective and Efficient Leadership and Governance
SERVICE DELIVERY AND PROCESSES
INFORMATION AND COMMUNICATION TECHNOLOGY
SERVICE CULTURE AND HUMAN RESOURCES
FINANCIAL MANAGEMENT
8
PROBLEM STATEMENTThe transformation of the
Department must address the following deeply
rooted and closely related problems

• Critical mass of senior managers and supervisors
  not in place
• Weaknesses in management and governance processes
  
• Limited operational control and use of
  information systems

Leadership, Management and Governance
Service Delivery and Processes

• Business processes that are outdated and open to
  corruption
• Processes not people oriented and based on actual
  needs
• Poor office and frontline environment and uneven
  access to services

Information and Communi-cation Technology

• Unstable, insecure and often outdated IT
  infrastructure and systems
• Internal capacity too weak to ensure operational
  efficiency and good governance
• Duplication and non-integration of systems

• Uneven commitment to a consistent set of values
  and related behaviour
• Widespread corruption, often linked to syndicates
• Serious gaps in capacity and uneven level of
  skills and professionalism

Service Culture and Human Resources

• Financial management and controls need
  strengthening
• Management of revenue and assets weak
• Management of procurement and contracts needs
  strengthening to provide adequate support to
  business

Financial Management
9
STRATEGIC RESPONSES BY THE DEPARTMENT
10

• STRATEGIC FRAMEWORK 1/2
• DHA Vision, Mission and Values

11
STRATEGIC FRAMEWORK 2/2 Strategic Goals for
DHA 2009/10 to 2013/14

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

12
The statements below define our vision of a
transformed Department of Home Affairs
13
Overview of progress to date 1 / 2 Significant
progress has been made with respect to

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

14
Overview of progress to date 2 / 2 Significant
progress has been made with respect to

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

15
EXAMPLES OF TRANSFORMATION ACHIEVEMENTS THAT
IMPACT ON SERVICE DELIVERY
16
Some key initiatives and projects. Some are
ongoing and other are being initiated. 1 / 4
17
Some key initiatives and projects. Some are
ongoing and other are being initiated. 2 / 4
18
Some key initiatives and projects. Some are
ongoing and other are being initiated. 3 / 4
19
Some key initiatives and projects. Some are
ongoing and other are being initiated. 4 / 4
20
Serious transformation challenges remain that
must be overcome going forward 1 / 2
21
Serious transformation challenges remain that
must be overcome going forward 2 / 2
22
THANK YOU