Client Name or Logo

1
Building a New Home Affairs
PRESENTATION TO BUSINESS UNITY SOUTH AFRICA
04 April 2008
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Agenda
3
Policy and Strategy basis of turning DHA around
A Perspective On Policy and Strategy

• KEY POINTS FROM THE INTRODUCTION
• DHA plays a critical role for the state and
  civil society, in the first instance, by
  affirming the identity and thus the rights of
  citizens.
• An efficient DHA that delivers services
  effectively would enhance the capacity of the
  state to fulfill its mandate to the citizenry
  significantly improve the environment for
  business.
• BUSA might consider adding to their strategic
  agenda support for key initiatives that build
  the capacity of the state to deliver on its
  mandate. This support might include support for
  the transformation of DHA, given its strategic
  national importance.

4
What is the mandate of the Department of Home
Affairs ?
A Perspective On Policy and Strategy

• Rooted in the Constitution, the DHAs first
  responsibility is to affirm the identity of all
  citizens and thus enable them to exercise their
  rights and responsibilities. The touchstone is
  inclusiveness and a positive view of identity.
• A second and related responsibility is the
  management of migration to ensure national
  integrity. We are developing a coherent national
  policy and strategy to manage migration for
  development with security.
• The third policy imperative is to honour
  commitments to international conventions, such as
  the Geneva Convention on Refugees.
• Fourthly, it is to achieve the above in a way
  that is efficient and that builds an inclusive,
  active democracy (expressed in Batho Pele) and
  supports social and economic redress and
  development.

5
The Turnaround Programme (TAP) will enable DHA to
meet its mandate and support the strategic agenda
of government
A Perspective On Policy and Strategy
To build 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.
The achievement of this vision will be highly
transformative in the context of SA

• It will mean offering every citizen quality
  services so that they can equally exercise their
  rights and access services (both public and
  private).
• TAP will enable DHA to drive an inclusive and
  positive approach to identity and citizenship,
  including equity, redress and social justice a
  developmental approach to managing migration and
  respect for the rights of refugees.

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There are fundamental issues which must be
addressed at Home Affairs
Context
Case for Action
Scoping study for TAP Selected Observations
Key Themes
Service Delivery

• Concept of citizen or customer as king alien
• Cumbersome business management processes
• Loss of key people on a regular basis

Corruption, Security Risk

• Low motivation, poor supervision
• Infringement of standard business rules breach
  of security
• Aversion to technology
• Scant attention to risk management
• Weak management control processes

• Steeply hierarchical management structure
• Over-centralised decision making
• Limited business understanding who is the
  customer?
• Inappropriate training
• Limited management skills

Organisational Structure People

• Unstable IT and communication Infrastructure,
• Inadequate Infrastructure rollout to local and
  international offices)
• Systems not linked to one another (e.g. Border
  Post immigration systems)
• Duplication of systems and information
  (silo-based approach), which is costly and
  effects security
• Inappropriate offices layout and limited
  footprint
• Rudimentary asset management practices

IT Facilities
Source DHA Interviews, Inter Ministerial Report
7
We have completed Phase 1 of the TAP focusing on
design and quick wins
Phase I Overview and Key Achievements
Building a new Home Affairs
Phase I
Phase 2 and beyond
Early Value Realisation
Define
Design Develop
Embed Change
Monitor
Stages
Implement
Pilot
Transformation Implementation
Low
Sustain
Piloting
Strategy Future End State Definition including
Roadmap
Criticality/ Urgency
Stabilisation Quick Wins
Time
High

• Implement the transformation roadmap
• Apply change management to ensure successful
  implementation

• Embed changes by providing long term enabling
  incentives, structures and tools

Objectives (Why)

• Stabilise key management processes
• Implement Quick Wins to galvanise support for the
  initiative

• Define the future service delivery model
• Determine roadmap to reach end state

• Test rollout plans in a controlled setting before
  full implementation

• Ensure sustainability through monitoring

Fundamentally Improve The Customer Experience
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Phase I key achievements
Phase I Overview and Key Achievements
9
Track and Trace rollout was completed in Phase I
included the installation of special scanners
and receipt slip printers in 254 offices the
training of 1,249 frontline staff
Track Trace and Contact Centre
of offices per Province with TT
Limpopo
33
Mpumalanga
Gauteng
23
North West
32
18
Swaziland
Free State
Kwa Zulu Natal
28
Northern Cape
Lesotho
10
51
Eastern Cape
41
Western Cape
19
. . . Regional Trainers are organizing additional
sessions to train an extra 427 front line staff
and all office managers
10
Word of mouth and informal communications
resulted in call and contact volumes exceeding
original forecasts for the Contact Centre
Track Trace and Contact Centre
Customer Contact Centre Call Volume and Issue
Resolution by Issue Type
Total Contacts by Week
High Level Breakdown of Cases for Jan 08
Forecast
82 First Call Resolution Rate
Drop off in calls over Christmas period
11
ID Process We rolled out a Quality Assurance
(QA) compliance checklist in all 9 provinces and
trained more than 300 ID front office staff
ID Process and Operations Management
QA Compliance Checklist Rollout
Total
338
Follow-ups and monitoring of compliance across
all provinces is progressing
12
Field offices have steadily improved on the
average time they take to dispatch applications
to HQ since July 2007
9
ID Process and Operations Management
Average Time Taken to Dispatch Applications at
the Outside Offices (Calendar Days)
Source Track Trace Data, Team Analysis
13
The operations management team challenged our
ways of working in critical areas of our
processes
ID Process and Operations Management
Initial Working Environment at Fingerprint Section
BEFORE
14
leading to a more conducive working environment
ID Process and Operations Management
The New Working Environment At Fingerprint Section
AFTER
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The turnaround time in Fingerprint Verification
has reduced from an average of 27 days to 4 days,
an improvement of 85
ID Process and Operations Management
Front Office/ Courier
BVR bottleneck turnaround times identified in
baseline
GPW / SITA
BVR
BVR
Complete Application Dispatch To BVR
Deliver Application To BVR (Courier)
Delivery to Outside office
ID Printing Compilation
Completion
Postal Receipts
ID Book Dispatch
Fingerprint Verification
Data Capture (NPR)
Coding
Coupling
Fingerprint Verification Average Turnaround Time
Key Points
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• On average all applications (first issue and
  re-issue) are processed within 4 days
• The average turnaround time for first issue is 6
  days and for re-issue 2 days

- 85
Days
4
Baseline before pilot1
Week ending 30th October 2007
Note(1) Average for March, April, May 2007
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At the same time, the critical path backlog has
been eliminated at Fingerprint Verification
ID Process and Operations Management
Our first Heroes of the Turnaround
4 days
17
The Audit Clean Up workstream embarked on a
number of initiatives covering 81 of the 280 AG
findings
Audit Clean Up
Audit Clean Up Workstream Selected Quick Wins
These quick wins are complemented by the work of
the other initiatives in the Turnaround effort
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Over 700 customers were interviewed in 19
locations across all 9 provincesCustomer
responses were central to in vision development
Vision Design
General information on the customer questionnaire
Locations where questionnaire was performed
Other background information

• Total of 702 customer questionnaires conducted,
  of which 231 done by DHA employees and 471 by
  Markinor
• Questionnaires conducted in the first half of
  August 2007
• The questionnaire included customers from age 15
  and older
• 77 of customers surveyed were repeat customers
• DHA office sites chosen entailed 8 regarded as
  urban and 11 regarded as rural
• There were a handful of non-South Africans that
  were interviewed, though the vast majority were
  South Africans

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9
LIMPOPO
16
18
12
MPUMALANGA
GAUTENG
11
4
1
NORTH WEST
6
17
FREE STATE
KWA ZULU NATAL
8
10
13
NORTHERN CAPE
7
15
19
EASTERN CAPE
3
WESTERN CAPE
5
2
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For example, the survey highlighted that 39 of
customers visit DHA offices to gather information
and to follow up on an application
Vision Design
Analysis of customer visits to DHA offices
Waiting times of respondents when visiting an
office
Reason for being at DHA office
for which they often have to stand in line
39 of customers are gathering information
following up on applications

• Total number of Civic Services delivered is 7.3
  mln(1).
• If conservatively estimated each customer visits
  a DHA office twice to get that service, there are
  14.6 mln. customer interactions for Civic
  Services through an office, of which around 5.7
  mln. could possibly be dealt with through other
  channels

Moving these interactions to other channels is
being investigated
Notes (1) Civic services volumes from financial
year 06/07
20
Targets have been set for all key documents in
Civics and National Immigration (Example)
Vision Design
Key targets for Turnaround
Civic Services throughput times, for majority of
cases

• Explanations
• Unabridged B/M/D certificate decentralization of
  necessary NPR functions to local offices should
  make it possible to issue an unabridged
  certificate on the spot (whether we need to
  continue abridged and unabridged is topic of
  further discussion)
• ID book based on quicker processing times in
  HANIS and replacement of the ID book by an ID
  card should reduce turnaround times for 1st time
  applications considerably reissues can be even
  quicker if online verification is implemented
• Passport implementation of the new printers and
  online verification should reduce turnaround time
  with 23 and 7 days respectively, reduction of
  handovers should bring turnaround time down
  further. In the longer term turnaround time
  should be so low that the temporary passport can
  be discontinued(3)
• Citizenship certificate once permanent residence
  file can be located quicker, only limitation on
  turnaround time is the time it takes to get a
  police report (currently 6 weeks)

Notes (1) Source VD_Best practices analysis
(2) Source VDCustomer questionnaire analysis
(3) Emergency travel certificate will be
continued, can only be used for one trip and is
used on the spot
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The overall Phase 2 transformation programme
consists of 55 projects clustered in NINE work
streams
High-Level Programme Structure 2008 and Beyond
Civics
Support Services
IT
Finance
NIB
3
4
1
5
7

• 5 Functional Workstreams
• Civics
• NIB
• Support Services
• Finance
• IT

Finance Transform. (FFR)
Late Registration Roll-Out
Communications Transformation(1)
FIFA 2010 Design and Planning
Budgeting Split
ID Card Pilot
IT Application Realignment to New Architecture
Integrity management Transformation(1)
Asylum Seekers Affairs Transformation(1)
Passport Machine Process Implementation
Revenue Mgmt Roll-Out
Network Infrastructure Upgrade
Payroll Asset register
Security Upgrade
B/M/D redesign (incl certificate decentralisation
Asylum Registration Deportation System
(Marpless) Implementation
Audit clean up
Policy Framework Legislative Programme
Policy Process Optimisation
Contact Centre Ramp-Up
Risk iimpl. monitoring
Permits Transformation1
Birth Footprint Expansion
Asset mgt Transformation
Government Relations Strategy Plan
Centre of Excellence
Performance Mgmt Impl.
Inspectorate Transformation(1)
Footprint Optimisation (incl. MPCCs)
Information Mgmt Trans-formation (incl. Archiving)
Business Continuity.
Establishment of EPMO ( to become non_IT as well)
Lindela Contract Optimisation
Real Estate Optimisation
Office Refurbishments
6
Mobile Unit Optimisation
EDMS
Port Control Transformation(1)incl Office
Refurbishments
2
Procurement Transformation(1)
NPR Clean Up
Online Verification Roll Out
Foreign Office Transformation(1)
2nd Wave SLAs
ID Process Transformation1
Supplier Sourcing
Movement Control
Ops Mgt roll out

• 2 Cross-Functional Workstreams
• Organisational Implementation
• Organisational Governance Operational Control

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Leadership Appointments
Change Management
Employee Relations
Reporting Line Split
(Selected) HR policies
HR Strategy, Policy Transformation(1)
Job Profiling Skills Gap Analysis
Matching Staff Redeployment
Recruiting
Training
Employee Database Baseline
Performance Agreement Realignment
Payment Level Adjustments
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Delegation of Authorities Implementation
Committee Structure Roll-Out
Programme Management Office (PMO)
Projects Evaluation Monitoring
Project Communications
Management leadership Support (MLS)
GPW Corporatisation Oversight
Fleet optimisation
KPI development
Work-stream
Project
PMO
Established through Turnaround
Sub-project
To start later
Done by DHA
Note (1) Transformation is a holistic
implementation programme of a specific function
beyond just the reorganisation It includes
sub-projects involving process, system,
facilities and capability changes It will work
closely with the organisational implementation
team on the staff implications
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We have adopted a governance model that
emphasises DHA ownership to ensure continuity
Phase I Overview and Key Achievements
Programme Governance Structure
DHA Sponsor
DHA Team Lead
Consultant Team Lead
Support Services
IT
Gover- nance
NIB
Finances
Civics
Org Implement
5 projects
7 projects
10 projects
12 projects
6 projects
13 projects
7 projects
23
Significant progress has already been made on a
number of projects
On Track
G
Phase II Selected Achievements
G
G
G
G
G
G
G
G
G
G
G
G
G
24
Process improvements have been implemented to
ensure that the time required to issue ID books
is reduced
51-day improvement
23 Jan 137 days Implementation starts
Average Days
19 Mar 86 days
Week Ending
Average
25
We have initiated a project to replace the
current ID book with handier and more secure
identification the Smart Card
ID Card
Issues with current ID book and future
requirements
Issues with current ID book format
Requirements for alternative solution

• The paper used for the ID book is not watermarked
  easily reproduced fraudulently
• The current book is easily damaged, resulting in
  significant costs on re-issues
• Photos can be easily swapped
• Printing and compilation of the current book
  takes 12 days, as cutting, pasting and laminating
  are very labour intensive

• Difficult to reproduce
• Tamper resistant
• Robust and durable material for the card body
• Digitized photo and print-on card
• Secure means of storing data on card
• Access to biometrical information for
  authentication

In addition, the need for a book has all but
disappeared as only one page is used.
A new ID Card is recommended as a replacement for
the current ID Book
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Training of officials on Late Registration Of
Birth is nearly complete Dedicated trainers have
already reached out to 1300 officials. National
elections are upon us too
Late Registration of Birth
Training rollout of LRB
Progress thus far
Training statistics per province (period 10-20
March)

• Train-the-trainer approach adopted similar to
  Track Trace training
• Training session conducted for HRD trainers from
  Head Office and trainers from Provincial offices
  on 3rd March
• Training rollout plans prepared by the trainers
• Training started in all provinces from 10 March
  and is expected to be completed by 26 March
• Other stakeholders trained
• Call centre agents (20 delegates)
• Population Register section (18 delegates)
• Officials to be sent to Foreign Missions (20
  delegates)

GAUTENG 296
LIMPOPO 157
z
MP 157
NORTH WEST 106
FREE STATE 161
KZN 146
NORTHERN CAPE 73
EASTERN CAPE 74
WESTERN CAPE 93
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Preparation for FIFA 2010 is underway
FIFA 2010
Framework to capture business and user
requirements
DHAs mission, strategy, goals and objectives for
2010
DHAs culture, core competencies, and management
systems
Supports
Constrains
Enables
NIB Business Process
1
2
4
3
5
6
Process Design
Information Systems
Motivation Measurement
Regulation, Policies, Rules
Human Resources
Facilities
Enablers

• Mismatch of work needs and facility
• No support for team work
• Layout that impedes flow of people or material

• Too many role-players
• Non-value added steps
• Delays and bottlenecks
• Excessively sequential

• Unavailable information
• Re-keying of data
• Missing functionality
• Awkward interfaces
• Lack of support for workflow

• Inappropriate performer or process measures
• Internal rather than customer focus
• Measures of tasks vs. outcomes

• Out-of-date regulation, policies, rules,
  numerical limits
• Excessive approve, inform, check, or review steps
• Excessive hierarchy or centralisation

• Mismatches between task value and performer
• Inappropriate recruiting and placement
• Too little empowerment

To be successful for 2010, we have to have all 6
enablers in alignment.
Source Association of Business Process
Management
28
Optimising use of mobile units
Mobile Unit Optimisation
Identified Issues for the Resources
DHA Officials
Mobile Units
Logistical Stations

• Issues
• No planning, scheduling and overall management
  resources are employed
• The asset base exceeds R100 million and the
  nature of service critical, however, assigned
  resources for tactical and operation oversight is
  non-existent
• No Officials are assigned permanently to units,
  Officials are drawn from Office contingent which
  affects utilisation of units and when staff are
  assigned the Office productivity is negatively
  affected

• Issues
• Most units are operational, however an increase
  in utilisation might put pressure on the support
  processes and will result in increased down time
  of the vehicles
• HA has been operating on the public domain for
  connectivity
• Log-on profiles are different on the units to the
  office, this creates complications when office
  staff are assigned to units and back again

• Issues
• Notably in the Western Cape, all but one unit are
  stored on other premises not occupied or
  controlled by DHA.
• The physical environment where the units are
  stored and prepared is inadequate

Source Interviews and site visits in the
provinces
29
The Large Account offering is a proactive
approach by Home Affairs to meet the requirements
of large importers of skills
Scarce Skills and Business Related permits
Large Account Objectives
Home Affairs
Corporatepart of 1st pilot

• Corporate Permits
• Inter-company Transfers
• General Work Permit

• Engineers
• Artisans
• Exceptional Skills

Handshake Immigration Practitioners
30
We are now ready to further roll out and
fine-tune the Large Account service to a second
wave of pilot companies
Scarce Skills and Business Related permits
Large Account roll-out plan
Accounts

• Regime(100)

Intermediary

• Top 20 accounts
• Number of permits
• National interest
• Capex
• Skills transfers

• Selection process
• Applicants
• Practitioners
• DTI - DoL
• DHA final say

Guinea pigs / Pilots

• Representivity
• Contacts
• Mix of permits

Small and Medium Accounts

• Intermediary (20)

• Dedicated solution to be developed at Provincial
  level

• Pilots(4)

Time
July 07 Oct 07
Feb07 June 08
From July08
31
We need to tackle a number of challenges to
ensure a successful implementation of TAP
Challenges and Constraints
Key Challenges
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ONGOING ENGAGEMENT WITH BUSA

• DHA maintenance of a comprehensive and clean NPR
  crucial for nation business
• Real time access to database essential for
  verification of information
• Public Sector Planning education, housing,
  social development, health, etc would benefit
  from relevant stats kept by DHA
• Create BUSA / DHA partnership to explore areas of
  cooperation
• Establish mechanisms for engagement with BUSA
  members in a structured and productive way,
  whether collectively, in sectoral groups and
  bilaterally

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• THANK YOU VERY MUCH