Turnaround Strategy

1
Turnaround Strategy

• Briefing of Portfolio Committee on Home Affairs
  Select Committee on Social Services

24 February 2004
2
Overview

• Outlines the challenges facing DHA
• Discusses the elements of the turnaround strategy
• Highlights the funding implications

3
The DGs Crash Course

• Reading, meetings, discussions
• Visits to departmental units
• Visits to provinces
• Visits to Consular Offices
• Meetings with counterparts
• Visited
• 29 regional offices
• 32 district offices
• 14 service points
• 3 MPCCs
• 16 ports of entry
• 5 refugee reception centres
• Lindela

4
Overriding Impressions

• DHA critical to Governments delivery agenda,
  national security and crime prevention and
  combating
• DHA is a window to government and SA
• DHA is chronically under-resourced
• Not about more to do more
• About having resources to do basics
• Need a decisive turnaround strategy

5
Critical Capacity Requirements
People
Technology
Infrastructure
6
Personnel

• Approved establishment 7,499 posts
• Developed in 1995 when effects of democracy could
  not be measured
• 5,843 posts filled
• 370 vacancies funded
• 1,200 volunteers
• R40 per day
• Exploitation
• Not vetted
• 58 contract workers
• Business study twice as many posts needed

7
Infrastructure

• DHA offices typify dark days of apartheid
• badly located
• dilapidated
• understaffed
• insecure
• under-equipped
• inadequate transport

8
Technology

• Living in IT pre-history
• Systems and business processes manual and
  paper-based
• No internal email, no network collaboration
• Offices and border posts not connected to
  mainframe
• PR and MCS need rewrite
• Network infrastructure needs upgrading
• Internal IT capacity inadequate rely on
  consultants
• SITA service inadequate

9
HANIS

• HANIS in crisis
• Chief Director IT, Director and Deputy Director
  HANIS resigned
• Dept at mercy of consortium and consultants
• Decisions unmade, postponed, wrongly made
• Progress
• Nearly 2 million records
• Duplicates detected
• Applications of illegals detected
• HANIS vision lost
• 3 critical challenges
• Live capture
• Conversion of paper records
• New ID card

10
Key Interventions
People
GPW
Integr Gov
Service Delivery
Info Management
International Relations
Regions Foreign Offices
Leadership Management
Communication
Legal Services
Budgeting Procurement
Corruption Security
Civic Services
Infrastructure
Technology
Immigration
11
Immigration Control

• Of 5,843 filled posts
• 979 for immigration
• Of 370 funded vacancies
• 68 for immigration offices

12
Immigration Control

• DHA present at 57 ports of entry
• Critical shortage of immigration officers
• IT systems inadequate
• MCS updated manually
• No telephones, faxes etc. at some border posts
• Glaring comparison to SARS at Beit Bridge

13
Immigration Control

• Immigration branch is law enforcement agency
• Immigration capacity characterised by
• No proper central command
• Inadequate training
• Inadequately equipped
• Immigration officers ranked below counterparts
• US Immigration biggest law enforcement agency in
  country
• Challenge transforming Immigration Service into
  properly organised, trained, equipped and staffed
  law enforcement agency
• Draw on assistance of community in SA and
  counterparts abroad

14
Management of Refugees

• Five refugee reception centres
• Understaffed, under-equipped, pressured
• IT system collapsed
• Refugees on streets while waiting for application
• Backlog in tens of thousands
• Refugee system easy way to bypass normal
  immigration controls

15
Management of Illegal Foreigners

• Lindela
• Severely understaffed
• Immigration officers process intake and accompany
  deportees
• No IT system
• Rife with corruption

• Number of immigration officers to trace and
  arrest pitiful
• In some districts only one Immigration Officer
• Revolving Door syndrome
• One of DHAs biggest challenges

16
Civic Services

• Apartheid history led to many citizens not being
  registered
• Had to allow for late registration of births and
  amendments to Population Register
• Major ID and birth registration campaigns
• Necessary interventions to redress past wrongs
• Interventions created loopholes
• Major challenge balance between realities of
  apartheid legacy and integrity of citizenship
• Problem of fraudulent marriages
• Business processes totally outdated

17
Corruption

• Two types of corruption criminal and
  convenience
• DHA prime target of syndicates and criminals
  provide an essential service
• Corrupting pressures will always be there
• Convenience corruption
• Get better service by greasing our palms
• Makes DHA officials easier prey for criminal
  corruption

18
Security

• NIA produced damning report on security in DHA
• State of security in DHA is dismal physical,
  information, IT and personnel security
• Situation at Head Office improved
• Security in provinces very bad
• Has direct impact on corruption

19
Service Delivery

• Home Affairs committed to Batho Pele
• Some shining examples of improved service
  delivery
• The reality
• Chronic understaffing
• Poor office location
• Dingy offices
• No computers
• No transport
• No basic equipment and amenities
• Unable to meet requirements of Batho Pele

20
Service Delivery

• Lack of resources not the only problem
• In Home Affairs the customer is always wrong!
• Attitude that client not entitled to services
  until they prove they are
• Clients sent back and forth
• Problem of Head Office service delivery
• Slow
• Inefficient
• Bureaucratic

21
Budgeting Procurement

• General complaint by managers that they never get
  the funding they requested
• Key problem Bottom-up budgeting
• Effective expenditure monitoring lacking
• BAS to be rolled out nationally
• Provisioning lacks capacity

22
Funding

• Funding is the overriding challenge
• 2003/04 allocation R1,9 billion
• MTEF baseline allocation R2,1 billion rising to
  R2,5 billion in Year 3
• DHA requested R3,3 billion rising to R3,8 billion
• Final allocation R2,3 billion in 2004/05,
  increasing to R2,7 billion in 2005/06, and
  decreasing to R2,4 billion in 2006/07

23
Funding

• Staffing
• MTEC allowed for no increase in staffing above
  300 in allocation for 2004/05
• Additional 500 posts allowed for Years 2 3
• Received sympathetic hearing from Treasury
• But fiscal constraints
• Anxiety on DHAs ability to absorb additional
  resources
• No hope for all the funding we need over next
  three years although Cabinet has already agreed
  that the transformation of the Immigration Branch
  in particular should be prioritised over the MTEF

24
Turnaround Strategy

• Critical challenges have been highlighted
• These issues not really new
• New DG confirms situation even worse than thought
• Senior management teambuilding devised turnaround
  strategy
• Covers range of interventions

25
Turnaround Strategy

• Personnel
• Implement proposed organisational structure
• Project to develop short to long-term personnel
  recruitment and replenishment strategy
• Speed up filling of management posts including
  3 DDG posts
• Strengthen internal training capacity
• Develop esprit de corps
• Phase out volunteers end financial year

26
Turnaround Strategy

• Infrastructure
• Audit of all offices re location, condition and
  equipment
• List of worst offices for emergency attention
• Master plan to replenish and extend vehicle fleet
• Technology
• IT Lekgotla held to develop overall strategy for
  fully-computerised Department (IT Ingwe)
• ISMB established
• Project teams put in place

27
Turnaround Strategy

• Back-end Fully integrated biometric data base of
  all persons that Department deals with, e.g.
  citizens, visitors, refugees and illegal
  foreigners
• Will incorporate all Departments systems
  Population Register, Movement Control System,
  Passport System, Refugee System, Visa System
  Illegals Database
• Has the potential of not only dramatically
  improving service delivery, but will also notably
  increase security communitys capacity to detect
  illegal foreigners and to combat fraudulent
  acquisition of IDs, passports and other documents
  such as birth and marriage certificates
• At front-end will be the Integrated Client
  Service Console at all the Departments service
  points

28
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29

Turnaround Strategy

• Electronic Document Management Workflow System
• Will allow all service delivery processes to be
  managed on-line
• Will limit manual intervention in processes thus
  lowering possibility of fraud corruption
• Will include a review of all service delivery
  processes
• Enterprise Resource Management
• Software to be acquired to improve electronic
  management of financial human resources and
  assets
• Browser-based Systems
• Common front-end to be developed for all the
  Depts systems
• Will ensure integration with other e-govt
  initiatives
• Enterprise Systems
• Need to design and implement department-wide
  platforms communications capabilities in
  accordance with MSP
• IT Security
• Measures to be taken to ensure data integrity
• Information Management
• Address Depts info requirements in integrated
  holistic way
• Will help to monitor turnaround times in key
  processes facilitate decision-making

30

Turnaround Strategy

• Policies Procedures
• Standards to be developed on proper utilisation
  of IT infrastructure
• Service Management Support
• Contract management service level monitoring
  capacity to be developed
• Change Management
• Staff to be prepared to be provided the skills
  they need to make the transition from the old to
  the new

31
Turnaround Strategy

• Immigration Control
• Workshop held to plan total transformation of
  Immigration Service - results incorporated into
  restructuring proposals
• Project team formed to define in more detail the
  personnel logistical requirements
• Refugees
• Interim database being developed
• Project to train Refugee Status Determination
  Officers
• Look for partners to assist with backlog

32
Turnaround Strategy

• Illegal foreigners
• Will introduce ICSC at Lindela as one of ITingwe
  quick wins
• Intensifying discussions with counterparts in
  neighbouring countries
• Fraudulent citizenship
• Have taken a number of decisions to deal with the
  fraudulent acquisition of Home Affairs documents
• Includes review of the system of marriage
  officers late registration of births
• Also attending to delays in critical areas whilst
  business process review is under way

33
Turnaround Strategy

• Corruption
• Working with intelligence and enforcement
  community to tackle corrupting syndicates
• Needs holistic approach - being led by NIA
• Re-design of IT and processes
• Improve morale and working conditions
• Educate and motivate DHA officials
• Deal with public attempting to bribe our
  officials and officials seeking bribes
• Improve service delivery
• Chief Directorate to be established that will
  focus on both counter-corruption and security

34
Turnaround Strategy

• Security
• Revamping security capacity
• To appoint Security Manager
• Upgrade of Civitas in process
• Finalised MOU with NIA on vetting
• Project on MISS and information security
• Finalise security policy

35
Turnaround Strategy

• Service Delivery
• National customer is always right Campaign
• Institute national standard for signage,
  workflow, queue management
• Establishment of 24-hour Client Services Centre

36
Conclusion

• DHA been through difficult period
• Two DGs in relatively quick succession
• Tension between former DG and Minister
• Delay in appointing new DG
• Experienced managers left
• High turnover in all levels of Department
• Morale low
• The turnaround has begun!
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