Home Affairs and Entities Budget and Annual Performance Plan 2024/25; with Minister

Meeting report

The Chairperson congratulated the Independent Electoral Commission (IEC) for their work during the elections, and the Border Management Authority (BMA) on its successful launch. She introduced the Members, highlighting that prioritisation was crucial given the budget constraints. They had a zero-tolerance policy for maladministration, focusing on empowering those who perform well and disciplining those who need it.

Department of Home Affairs' Annual Performance Plan

The Department of Home Affairs (DHA) said its mission was aligned with the National Development Plan (NDP) 2030 objectives, focusing on empowering citizens through secure and efficient management of identity, status, and citizenship. The Department aimed to enhance the inclusion of all citizens in democracy and development by providing secure identity and status documentation, to facilitate economic growth by managing critical skills immigration effectively, to improve regional development by coordinating secure and managed migration with the Southern African Development Community (SADC) countries, embrace the fourth industrial revolution to enhance state capability, and attract investment through e-government initiatives and address social cohesion and safety by equipping ports of entry with biometric functionality, and ensure compliance with immigration legislation through targeted inspections.

The DHA's priorities included improving the efficiency and security of its services, particularly in managing citizenship, civil registration, and international migration. For the 2024/25 fiscal year, key priorities were digitising civic records to enhance accessibility and security, implementing a more flexible and efficient visa regime to attract skilled immigration, modernising information communication technology (ICT) systems to reduce fraud and enhance service delivery, and enhancing the capacity of the DHA to contribute to national security and economic development by improving the management of asylum seekers and refugees, and securing the population register.

One significant challenge for the DHA was implementing and modernising systems to handle civic and immigration services efficiently. For example, the Automated Biometric Information System (ABIS) implementation faced had delays, impacting the Department's ability to meet certain targets. Additionally, there had been significant issues with adjudicating visa applications within the stipulated timeframes, with only 52% of critical skills visa applications processed within four weeks in the 2023/24 financial year. The challenge of digitising over 340 million paper-based civic records also highlighted the scale and complexity of tasks the Department faced in modernising its operations

Despite the challenges, the DHA had achieved several milestones. The rollout of the Biometric Movement Control System (BMCS) to 68 ports of entry has been completed, improving the security and efficiency of border management. The DHA had also successfully digitised 25 million civic records and indexed 18 000 microfilm records, advancing towards the goal of digitising the over 340 million records. Establishing the Border Management Authority (BMA) and the ongoing modernisation of the DHA's ICT infrastructure were notable successes that contributed to improved service delivery and national security.

See attached for full presentation

Independent Electoral Commission's Annual Performance Plan

The Electoral Commission said its 2024/25 APP and budget aimed to ensure the effective management of national, provincial, and municipal elections in South Africa, in accordance with legislative mandates. The Commission’s goals included delivering free and fair elections, maintaining a credible voters’ roll, and ensuring transparency in party funding. The overarching objective was to uphold democratic principles through efficient electoral processes and stakeholder engagement.

The IEC faced numerous challenges, including managing the logistical complexities of conducting elections across diverse and widespread regions. Ensuring the integrity of elections amidst various political and social pressures was another significant challenge. Additionally, the Commission had to address the technical and operational demands of maintaining an updated and accurate voters’ roll, while also managing budget constraints and resource allocation efficiently.

Key priorities for the Commission include strengthening institutional governance through improved oversight, monitoring, evaluation, and support. Ensuring the availability and stability of ICT systems to support electoral processes was also a high priority. Another focus was on recruiting and retaining qualified staff to meet operational needs and constitutional obligations. Moreover, enhancing public awareness and participation in the electoral process through civic and democratic education was crucial.

Among its notable successes was its achievement in maintaining a high level of ICT network and system availability, which is crucial for supporting innovative business processes. The Commission had also made strides in stakeholder engagement and communication, reaching millions through various media platforms. Another success included the management and transparency of party funding, with regular disbursements and compliance with relevant legislation. Furthermore, the Commission had consistently worked towards obtaining clean audit outcomes, reflecting sound financial management practices.

In summary, the Commission’s 2024/25 APP and budget were geared towards reinforcing democratic processes in South Africa by ensuring free, fair, and transparent elections, underpinned by robust institutional frameworks and active public engagement. Despite facing significant challenges, the Commission remained committed to its strategic priorities and continued to build on its successes to enhance electoral integrity and stakeholder trust.

See attached for full presentation

Border Management Authority's Annual Performance Plan

The Border Management Authority (BMA) said it was tasked with managing and securing South Africa's borders. Its mission was to provide an efficient, integrated, and technology-driven border law enforcement service that contributes to national security and socio-economic development. The BMA aimed to manage the legitimate movement of people and goods at border law enforcement areas and ports of entry, while ensuring the protection of national interests and enhancing security. The authority operates under a clear legislative mandate, with transferred functions from various departments to streamline border management and enforcement.

The BMA presentation outlined several specific challenges faced by South Africa in managing its borders effectively. One major challenge was the untested and untried business processes that were not yet fully optimised for efficient border management. This included unintegrated systems and inadequate sharing of information and data with key stakeholders, which hampered effective coordination and enforcement efforts. Further, an insufficient budget allocation restricted the BMA's capacity to fulfil its mandate and implement necessary improvements.

The socio-political instability in neighbouring countries poses a significant threat to border security, increasing the complexity of managing cross-border movements and preventing illegal activities. Additionally, a lack of regional and collective security exacerbated the challenge of maintaining secure borders. The potential for competing mandates, overlaps, and duplication of resources among different governmental and security agencies also complicates the BMA's operations. Moreover, a pervasive culture of corruption further undermines the efforts to secure the borders and maintain the integrity of border management processes.

The BMA's priorities were aligned with the medium term strategic framework (MTSF) priorities, focusing on creating a capable, ethical, and developmental state. The authority prioritises economic transformation, job creation, social cohesion, safer communities, and contributing to a better Africa and the world. To achieve these priorities, the BMA was committed to enhancing institutional excellence, securing borders to protect national interests, promoting socio-economic development, and strengthening coordination and cooperation among stakeholders within the border management environment.

The BMA's goals included achieving institutional excellence distinguished by good corporate governance and ethical leadership. It aimed to secure borders that protect national interests and enhance national security, thereby facilitating legitimate trade and socio-economic development. The authority also seeks to strengthen coordination and cooperation among stakeholders in the border management environment, leveraging technology and innovation to improve operational efficiency and effectiveness. The overarching goal was establishing a world-class integrated border law enforcement authority that ensures a safe and prosperous South Africa.

Despite facing financial and operational challenges, the BMA has recorded significant achievements. Notably, it had enrolled 400 border guard trainees, who were expected to complete their training soon, which would help to address the under-capacitation at the borders. Additionally, it had secured Criminal Assets Recovery Account (CARA) funding amounting to R150 million for purchasing essential tools of trade. These milestones were crucial for enhancing the BMA's capacity to effectively manage and secure the borders.

See attached for full presentation

Government Printing Works' Annual Performance Plan

The Government Printing Works (GPW) said it had aligned its efforts with the National Development Plan (NDP) Vision 2030. The overview and goals included maintaining a capable, ethical, and developmental state by improving leadership, human capabilities, and technological platforms. This alignment was crucial for delivering NDP priorities through a social contract with the people. The GPW’s strategic plan highlighted the importance of strong leadership, a focus on people, and improved implementation capacity. For instance, they had started implementing a new organisational structure and filling vacant positions in line with their recruitment plan to enhance their operational efficiency. The GPW had been providing security documents like identity documents (IDs), government gazettes, and travel documents using advanced printing equipment.

Priorities for the GPW included building a capable, ethical, and developmental state, driving economic transformation and job creation, and ensuring social cohesion and safe communities. To achieve these, the GPW was focused on initiatives like the ICT migration plan, fraud prevention strategies, and vetting officials in critical areas. They also aimed to improve their internal audit processes and maintain business continuity through resilient and agile strategies.

Successes of the GPW involved the production of secure documents that meet client specifications, recruitment of unemployed youth, women, and people with disabilities, and supporting the DHA with secure documents. They had also developed and implemented various policies to ensure alignment with frameworks and legislative requirements.

See attached for full presentation

Discussion

Adv M Nonkonyana (ANC, Eastern Cape) posed the following questions regarding the budget across all presentations and asked what different departments did to accommodate budget deficits. For immigration services, he inquired if the budget cuts also affected the BMA, and how the Department could collaborate with other authorities (traditional, security services, and in line with Chapter 3 of the Constitution) to stop illegal immigrants from entering the country. He questioned the emphasis on supporting women-only businesses, especially as these were vulnerable people who would like to be affirmed. Concerning the Magudumana/Bester escape case, he wanted to know if any internal disciplinary measures were being investigated against those involved. He also asked the Department to comment on the issue of border corruption. He questioned the GPW about their performance in the auditing area. He asked the IEC why there was a decrease in the percentage of funding for outreach programmes, how far they were with the reported cases of corrupt officials, and how they were performing in the area of party funding and dealing with corrupt officials.

Mr E Noe (ANC, Free State) raised questions regarding service delivery, asking who was to account when there was no service delivery. On the issue of misconduct, he inquired if the Department investigated how an individual's misdemeanour affected service delivery, or if it only ended as an administrative issue. Concerning load-shedding, he asked what the DHA was doing to ensure that there was a backup and that people were serviced during that time. He inquired if the 227 mobile vehicles were for the whole country, and if they were enough, while also commenting on the importance of voter education, given the upcoming 2026 elections.

On the confiscation of fake goods, he asked how these gained access and entered the country in the first place, and what measures were being taken to stop them before they entered. He noted that the Department had not mentioned illegal ports, and asked what was being done to ensure these were covered. He also commented that the Department did not mention the Government Employee Wellness Programme. He inquired about errors on identity documents, questioning if the problem was with printing and what was being done to fix it. Regarding the GPW, he asked about introducing a night shift system, whether it was included in the budget, and if they had also engaged with the labour unions.

Ms O Medupe (ANC, North West) recommended that the Department engage with the IEC, inquire where their ballots were being printed, and then report back to the Committee. She asked how far the Department was with the name record system due to be finalised by the end of 2024/25. Regarding the DHA, she inquired how many self-service kiosks the Department had that citizens could use to apply for smart IDs, passports, and to re-print birth and marriage certificates, commenting that this would assist the Department in dealing with the backlog.

Mr O Mokae (DA, Northern Cape) asked about the Department's successes, such as conviction rates in clamping down on corrupt activities. He inquired about the efforts being made to ensure that uncollected identity documents reached their necessary beneficiaries. He asked about the impact of the digitisation project and the mitigation factors going forward. Noting the absence of a healthcare facility from the Northern Cape among the 41 listed on page 19, he sought an understanding of why there was not one for the Northern Cape. Regarding the IEC, he asked about the capacity of the Department concerning civic and democracy education, how many city officials they had, and how many were trained to deal with voter education.He asked the GPW about the feasibility and cost implications of introducing a night shift, and if they had assessed the extent of counterfeit production to mitigate and ensure it did not recur.

Mr N Gotsell (DA, Western Cape) noted that the presentation did not include information on spousal and financial independent visas, including the backlog. He asked what the Department was doing differently to fix the low percentage attained in business visa and general worker application approvals from the previous year. He also requested a follow-up on the 69 undocumented foreigners who had escaped in March, inquired about the backlog in finalising misconduct cases and disciplinary hearings, and asked about the loss of the citizenship court case, questioning whether all these people had been flagged in the system, and if they would now be issued new ID numbers. For the BMA, he asked the Department to quantify what they meant by "underfunded," and if any specific area should be prioritised. He also wanted to know about the consequences for parties that did not declare their donations, and what steps had been taken to deal with this.

The Chairperson reiterated the points raised by the Members, commenting that some areas did not require funding to be prioritised. She requested that the departments provide the Committee with a detailed written programme of action detailing those low-hanging fruits as minimum programmes. She also suggested adopting a zero-backlog policy for their programmes. She noted a reluctance to address gender-based violence (GBV) and femicide issues across the Department and entities, often presented as check-box items, and requested more substantial attention to these issues in future presentations.

She asked about the role of the BMA regarding foreign nationals marrying South Africans, commented that increased hands-on voter education by the IEC could boost voter registration and turnout, and emphasised the importance of sharing success stories with citizens. She praised the Southern African Development Community (SADC) footprint of the GPW, and asked about the Department's involvement in narratives on broadcasting channels like MojaLive. She also requested that future documents reflect the demographics.

Responses

Department of Home Affairs

Mr Tommy Makhode, Director-General, acknowledged that service delivery was key for all of South Africa. However, he noted that the budget for the entire Justice, Crime Prevention and Security (JCPS) cluster, including the South African National Defence Force (SANDF) and Correctional Services, had been significantly reduced over the years due to prioritisation of other areas, such as healthcare. It was not until last year, when the President intervened, that there had been a modest increase in the budget. This increase has allowed the Department to employ at least 10 000 police officers in the past two years. Additionally, the Department had received a cash injection from the National Treasury that enabled hiring of at least 742 people. They continued to engage with National Treasury.

Self-financing mechanisms

The Department was exploring self-financing mechanisms to address budget constraints. In collaboration with National Treasury, they had created a mechanism to utilise some of the revenue the Department collects annually. This special mechanism had come with conditions, including restrictions on appointing new staff with these funds.

Illegal immigration services

The JCPS cluster approach to illegal mining had received funding and was conducting operations. For example, the cluster and other entities were working to close illegal mining operations, though the full impact would take time to be realised. Another project was underway to address truck companies rumoured to be employing illegal immigrants. The Department was also working with various entities to upscale initiatives dealing with illegal immigration services.

Magudumana Case

He said that the Magudumana case was before the courts, and emphasised the Department’s role, particularly in facilitating the deportation from Tanzania. He stressed that the Department’s contribution should be acknowledged.

Accountability

He noted that currently, the Minister of Home Affairs does not have provincial Members of Executive Councils (MECs) but does have provincial managers responsible for accountability in their respective areas.

227 mobile trucks

He said that the 227 mobile trucks were definitely inadequate, given the country’s population.

Wellness programmes

He said that the Department did have wellness initiatives included in the Annual Operational Plan.

Kiosks

He reported that the kiosks project was on track, with work focusing on integration. Once integration was complete, the rollout would begin. A Departmental official added that they had procured 93 units, with two units currently being tested. The remaining 91 units would be deployed once integration was complete.

Backlogs

He acknowledged that, despite fiscal constraints, the Department was working with the private sector to explore technological solutions. They were collaborating with Deloittes, and First National Bank (FNB) had made a generous donation to assist with the capacity to deal with the backlog. The backlog had decreased from 300 000 to about 142 000.

Uncollected IDs

He reported that 98 000 identity documents had been collected just before the elections, with support from public representatives and ward councillors.

Health facilities

He explained that health facilities were ranked from priority 4 to priority 1. The Northern Cape had 28 hospitals with maternity wards that might not have been included in the presentation because they were not ranked as priority 1.

Error corrections

Regarding issues involving errors in names and dates of birth on documents, a Department official said that they reviewed archived records and identified mistakes. Through technology and digitisation, they were ensuring that names were spelt correctly. The Department had initiated a project allowing individuals with erroneous IDs to have their information corrected. This project aimed to address past issues and ensure accurate issuance of old-age grants.

Loss of citizenship

Mr Makhode said the system did not automatically flag these cases, requiring manual file reviews. The Department was seeking guidance on handling legacy registrations through a step-by-step process.

GBV and femicide

A Department official reported that their employee wellness programmes offered socio-psychological support to individuals who had been violated. The programme also covered issues related to gender, parenting, and disabilities. These topics would be emphasised in the next presentation.

Corruption

Adv Conny Moitse, DDG: Counter Corruption and Security, DHA, said they had a good relationship with law enforcement, and shared some success stories with the Committee.

Independent Electoral Commission

Mr Sy Mamabolo, Chief Electoral Officer, explained that the civic and democracy education programme intensifies at least a year before elections and decreases during and after the election period. He noted that significant funds had been spent in the year preceding the elections to mobilise society for registration weekends and to prepare for the elections. Human capacity was a component of the programme, with approximately 2 500 democracy facilitator educators recruited on fixed-term contracts to engage with communities for the recent elections. The content covered the government structure, its relationship with elections, the Bill of Rights and responsibilities, registration requirements, and ballot education, including the three types of ballots used. The Department also used television for voter education due to its visual impact, and social media, as people engaged in political discourse there. In April, they organised a Schools Democracy Week to assist learners with identity document applications.

Ballot printing with the GPW

He acknowledged the Committee Members' suggestions regarding this matter.

Corruption and misconduct

He mentioned that there had been numerous social media posts undermining the credibility of the Commission and the election outcomes. However, no evidential material had been presented to the authorities for investigation. The Commission operated under a framework for handling misconduct, but no such cases had been reported.

Budget pressure

Ms Dawn Mbatha, Chief Financial Officer, IEC, reiterated that the Commission was state-funded, which safeguards its independence. When there was a budget shortfall, the Commission engaged with National Treasury and looked at its agreement with the South African Broadcasting Corporation (SABC), which alleviated some budget pressure.

Audit performance

She reported that the current audit was underway, and the Commission had received a clean audit for the past three years.

Mr George Mahlangu, Chief Executive: Political Party Funding, IEC, said that in terms of performance, the Commission had received a clean audit.

Undeclared party funding

Mr Mahlangu said that the decision to declare donations was between the donor and the recipient. The public could use section 14 of the Act if they had information. The Commission publishes only the donations declared to them. The DG added that all parties must submit audited financial statements at the end of the financial year, and noted that the Commission did not have the authority to impose fines on political parties.

 Border Management Authority

Dr Nakampe Masiapato, Commissioner and Chief Executive Officer (CEO), BMA, said that the entity had had to approach National Treasury for additional funds due to budget cuts in the current year.

Illegal goods and areas

He said that illegal goods entered the country through vulnerable segments of the border, and some through the ports. To effectively scan all incoming goods, serious technological machinery was required. Currently, the entity lacked this essential machinery and was continuously playing catch-up, as those smuggling illegal goods used advanced technology. All identified illegal areas were considered vulnerable, and border patrollers had been deployed to address these issues. He welcomed the comments on oversight, and expressed the BMA's eagerness for it.

Role of BMA in foreign nationals marrying South Africans

He clarified that their responsibilities were limited to port and border law enforcement, and did not extend inside the country. The management of foreign nationals marrying South Africans falls under the jurisdiction of Home Affairs.

Demographics

He agreed that demographic information would be included in the next presentation.

Ms Zamachonco Chonco, Chief Financial Officer, BMA, reiterated the points made by the Commissioner on the budget issue. She stated that this was their first audit, and the process was currently ongoing.

Quantifying the funding requirements

She reported that, according to the MTEF, they received only R5.71 billion, and were facing a shortfall of R4.89 billion. She emphasised that if they had to request funding for just one immediate need, it would be an investment in information communication technology (ICT), noting that this was crucial, as evidenced by border management practices in other countries.

Government Printing Works

Ms Alinah Fosi, CEO, GPW, reassured the Members that the system crash they had experienced in the past was now resolved. Following an investigation, they tightened their controls and addressed their weaknesses. She confirmed that they were on track with the submission of their financial statements and annual reports for auditing, and the audit was currently underway.

Misconduct and service delivery:

She said that staff members had been disciplined where necessary in the past, and dismissals had been handled through legal processes.

Engaging with the IEC

She noted that they would schedule a meeting with the IEC to address this suggestion, which had been raised before.

Vacancy rate and night shift challenges

A Department official reported a 40% vacancy rate among core manufacturing staff. They were facing challenges with night shift payments, and needed to increase capacity to maximise machinery use and meet client demands. Night shifts were currently managed with existing staff, who needed to be trained. They were in the early phases of conducting feasibility studies, and were in discussions with the government.

Counterfeit production

The Department explained that their current mandate, without the structure allowed by the printers bill, made them internal government suppliers. The main concern was not the reproduction of documents, but rather the certification of copies. The Department aimed to grow the use of original soft copies of documents.

Wellness programmes

In response to questions about wellness programmes, it was noted that they complied with their framework, offering wellness programmes and clinical services for staff. Regarding GBV and femicide, they had a gender mainstreaming target that they aimed to adhere to.

Minister’s comments

Dr Leon Schreiber, Minister of Home Affairs, thanked all the presenters for an informative session. He emphasised the importance of the budget, noting that the Department of Home Affairs currently had a staffing rate of approximately 42%. He acknowledged their efforts to operate effectively with limited resources, and suggested reconsidering where budget cuts occur. He mentioned that the Government Printing Works' proposal to retain some revenue was under consideration. He highlighted that smart use of technology could improve working conditions and efficiency.

Chairperson’s comments

The Chairperson acknowledged the Minister’s comments and noted the Department’s progress and successes. She encouraged continued efforts and adherence to commitments. She welcomed the idea of extending operating hours for Home Affairs and the night shift for GPW, as this would aid in creating employment and addressing socio-economic issues. She also emphasised the importance of oversight, inter-departmental collaboration, and skills retention across departments. She commended the departments for their clean audits, and urged human resources (HR) departments to support skills retention.

The meeting was adjourned.