Communications Strategic Review 2005

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Presentation to Portfolio Committee Strategic
Plan 2008/09 to 2010/11 3rd June 2008
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Vision Mission of the Department of Home Affairs
VISION A department that provides modern,
efficient, cost-effective services that are
responsive to the needs of South African
citizens, residents and visitors to our country
MISSION To assure the status of persons and
manage migration according to the letter and
spirit of the Constitution pursuant to national
development goals and fulfillment of
international conventions to which South Africa
has acceded
VALUES In the spirit of Batho Pele, we shall be
guided by the following principles Ethical
conduct, Accountability, Transparency,
Flexibility and Professionalism.
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Mandate of DHA and alignment with National
Priorities

• To identify and confirm the status of persons and
  issue documents that enable the realisation of
  rights and access to benefits and opportunities
  (public and private).
• The DHA plays a critical role in assuring access
  to rights, deepening democracy and promoting
  development and social security.
• To manage migration at ports of entry and
  consulates and to determine the status of asylum
  seekers.
• The DHA makes a significant contribution to
  ensuring national security and integrity,
  enabling economic development and promoting good
  international relations.

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Strategic priorities 1 / 2

• Ensuring that the DG is supported by a
  professional management team that gives
  leadership, manages and takes control of
  operations.
• The transformation element, including
• Ensuring the support and participation of all
  staff,
• Migrating to the new organisational structure
• Appointing additional staff.
• Establishing at all levels a culture of doing
  business that is aligned to the values expressed
  in Batho Pele,
• Robust capacity development.

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Strategic priorities 2 / 2

• Ensuring that systems and services are improved
  to the level required to support the new business
  processes.
• A major challenge is the limited resources
  available to overcome huge historical problems
  related to poor information systems and physical
  infrastructure.
• Working closely with other departments through
  clusters and bilaterally to ensure the Turnaround
  support broader government and creates to links
  to build synergies.
• For example, a key aspect of the new model is the
  proper and informed management of service
  delivery tiers and channels. Towards this end,
  talks are under way with the South African Post
  Office and the Department of Health.

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Implementing the new Home Affairs Service
Delivery Model will transform the department
People
Facilities
Clients
Channels
Processes and resources
IT
Operating model
Services
Client Cube
How?
What?
What processes will link our business
architecture to our Clients in the delivery of
our services?
What IT and facilities do we need to deliver
services to our Clients?

• Which services will be offered to which Client
  through which channels?
• What service and productivity levels are required?

What staff with what skills do we require?
The organizational structure will result from
not drive the design of the service delivery
model
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Strategic Objectives 1/ 2

• Strategic Objective 1 To provide secure,
  efficient and accessible civic and related
  services and products to citizens and legitimate
  residents within specified timeframes.
• Strategic Objective 2 To manage migration
  effectively by enabling the movement of skilled
  workers into the country and efficiently and
  securely facilitating the entry, stay and exit of
  visitors.
• Strategic Objective 3 To determine the status of
  asylum seekers and manage refugee affairs in
  accordance with international treaties and the
  bill of rights as enshrined in the constitution.

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Strategic Objectives 2 / 2

• Strategic Objective 4 To foster regional and
  international co-operation towards improved
  economic growth and development, including events
  with strategic importance to the country, such as
  the FIFA world cup.
• Strategic Objective 5 To deliver the
  departments mandate effectively by implementing
  a new organisational model that is characterised
  by caring officials who serve with
  professionalism and by effective governance and
  operational control.
• Strategic Objective 6 To create an enabling
  environment by putting in place support services
  that are effective, efficient, integrated and
  that prevent corruption.

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A partial separation model between Civics and
Immigration Services has been adopted with
impact on structure, reporting, budget and
support functions
SUPPORT FUNCTIONS, BUDGET, STRUCTURE
Partial separation model

• Most of support functions combined
• Some support functions allocated to core units
  based on importance to core process and
  uniqueness of needs
• Support functions that can be considered channels
  and mainly serve one core unit, are allocated to
  that one core unit
• Call center (allocated to CS)
• Foreign offices coordination (allocated to IMS)
• Each has its own programme in new budget
  structure greatly strengthening accountability
• Reporting lines split CS by area (zones and
  regional) and IMS by specialist function.

Combined/central support functions
I.S. (NPR etc.)
The model was based on a thorough analysis of
current state and options.
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Departmental Programmes Main allocations
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Departmental Programmes New structure
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Strategic Plan 2008/09 to 2010/11

• It is located within a broader strategic outlook
• It shows the budget structure and allocations per
  programme
• It has 3 year activity tables that are integrated
  under six strategic objectives and are funded
  within the MTEF. These take it towards a
  particular vision and align with governments
  strategic priorities
• Each objective has outputs and targets which are
  measured against specified indicators and
  assigned to a DDG as programme manager
• The Strategic Plan has additional plans attached
  that cover specific areas namely HR, IS Service
  Delivery Improvement and Finance/ CAPEX plans.

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DHA STRATEGIC CHANGE PLAN - KEY ASPECTS

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DHA STRATEGIC CHANGE PLAN - KEY ASPECTS

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DHA STRATEGIC CHANGE PLAN - KEY ASPECTS

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DHA STRATEGIC CHANGE PLAN - KEY ASPECTS

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DHA STRATEGIC CHANGE PLAN - KEY ASPECTS

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DHA STRATEGIC CHANGE PLAN - KEY ASPECTS

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DHA STRATEGIC CHANGE PLAN - KEY ASPECTS

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DHA STRATEGIC CHANGE PLAN - KEY ASPECTS

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DHA STRATEGIC CHANGE PLAN - KEY ASPECTS

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DHA STRATEGIC CHANGE PLAN - KEY ASPECTS

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DHA STRATEGIC CHANGE PLAN - KEY ASPECTS
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DHA STRATEGIC CHANGE PLAN - KEY ASPECTS

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DHA STRATEGIC CHANGE PLAN - KEY ASPECTS

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DHA STRATEGIC CHANGE PLAN - KEY ASPECTS

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DHA STRATEGIC CHANGE PLAN - KEY ASPECTS

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DHA STRATEGIC CHANGE PLAN - KEY ASPECTS

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DHA STRATEGIC CHANGE PLAN - KEY ASPECTS

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DHA STRATEGIC CHANGE PLAN - KEY ASPECTS

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DHA STRATEGIC CHANGE PLAN - KEY ASPECTS

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DHA STRATEGIC CHANGE PLAN - KEY ASPECTS

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DHA STRATEGIC CHANGE PLAN - KEY ASPECTS

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DHA STRATEGIC CHANGE PLAN - KEY ASPECTS

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DHA STRATEGIC CHANGE PLAN - KEY ASPECTS

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DHA STRATEGIC CHANGE PLAN - KEY ASPECTS

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DHA STRATEGIC CHANGE PLAN - KEY ASPECTS

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A partial separation model between Civics and
Immigration Services has been adopted with
impact on structure, reporting, budget and
support functions
SUPPORT FUNCTIONS, BUDGET, STRUCTURE
Partial separation model

• Most of support functions combined
• Some support functions allocated to core units
  based on importance to core process and
  uniqueness of needs
• Support functions that can be considered channels
  and mainly serve one core unit, are allocated to
  that one core unit
• Call center (allocated to CS)
• Foreign offices coordination (allocated to IMS)
• Each has its own programme in new budget
  structure greatly strengthening accountability
• Reporting lines split CS by area (zones and
  regional) and IMS by specialist function.

Combined/central support functions
I.S. (NPR etc.)
The model was based on a thorough analysis of
current state and options.
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ADDENDUM Managing zones, rather than provinces,
offers Civics and IMS a more optimal
organizational structure and improved service
delivery
ZIMBABWE

• Zones must be understood in context
• New service delivery model
• Managed delivery channels and tiers
• Consistent standards
• Stronger, consistent management control
• Expanded and improved workforce
• Functioning systems, including ICS

Zone structure
LIMPOPO
MOZAMBIQUE
BOTSWANA
GAUTENG
MPUMALANGA
SWAZILAND
NORTH WEST
NAMIBIA
KWA ZULU NATAL
FREE STATE
NORTHERN CAPE
LESOTHO
EASTERN CAPE
WESTERN CAPE
The zone structure will be consistent across
Civics and IMS
A