ATC130503: Report of the Portfolio Committee on Home Affairs on the Annual Performance Plan and Budget Vote 4 of the Department of Home Affairs and its Entities, dated 30 April 2013
REPORT OF THE PORTFOLIO
COMMITTEE ON HOME AFFAIRS ON THE ANNUAL PERFORMANCE PLAN AND BUDGET VOTE 4 OF
THE DEPARTMENT OF HOME AFFAIRS AND ITS ENTITIES, DATED 30 APRIL 2013
The Portfolio Committee on Home Affairs having met
with the Department of Home Affairs (DHA), Government Printing Works (GPW),
Film and Publication Board (FPB) and the Electoral Commission (EC) reports as
The Portfolio Committee on Home Affairs has a mandate
to conduct oversight over the Department of Home Affairs and its entities (GPW;
FPB and EC). The Committee met with the Department of Home Affairs on 19 March
2013, Government Printing Works and the Film and Publication Board on 26 March
2013 and the Electoral Commission on 16 April, 2013 to scrutinize their
Strategic Plans, Annual Performance Plans and budgets. This was in order to
ensure that their budgets were aligned with their respective Strategic Plans,
Annual Performance Plans and priorities of Government.
2. Presentation by the Department of Home Affairs (DHA)
The mandate of DHA is derived from various acts of
Parliament and policy documents. The DHAs services are categorised into two
broad categories, namely; Civic Services and Immigration Services. These two
broad categories must ensure the efficient determination and safeguarding of
the identity and status of citizens and provide for the regulation of
immigration to ensure security, promote development and fulfil
2.1. The DHAs Strategic goals/ outcomes over the
medium term were to:
Secure South African citizenship and
identity through regulating and overseeing the provision of enabling documents
such as identity documents and passports and maintaining the National
Population Register (NPR).
Ensure effective and secure management of
immigration to facilitate the movement of people through ports of entry.
Provide services to the public that are
efficient, accessible and corruption free.
The above are in line with the three Outcomes of
Government that apply to the DHA; namely;
Outcome 3: All people in
Outcome 5: A skilled and capable workforce to support
an inclusive growth path.
Outcome 12: An efficient, effective and development
oriented public service and an empowered, fair and inclusive citizenship.
Under each outcome, the department set strategic
objectives in order to achieve that particular outcome.
Strategic objectives for Outcome 1: To Secure South
African citizenship and identity:
To ensure that the registration at births
is the only entry point for South Africans to the NPR. The DHA planned to
ensure that 642 000 births were registered within 30 days;
40 additional health facilities were
operational for online birth registration and eight additional stakeholder
forums were launched and functional during the financial year 2013/14. The Late
Registration of Births (LRB) was reported as a major problem and the DHA
planned to ensure that a strategy was developed and implemented in nine (9)
provinces to reduce LRB.
To issue Identity Documents (IDs) to
citizens turning 16 years of age and above. The DHA target is to issue 100 000
ID Smart Cards in 2013/14 financial year. The DHA piloted with 100 ID Smart
Card in 2012. The initial target for piloting was 2000 ID Smart Card in 2012
and it was reduced to 100 ID Smart Card so that the DHA could manage the pilot
efficiently. The ID Smart Cards will replace the current green ID . It was
reported that the rollout of the ID Smart Cards will be done in 2013. The
Minister of Home Affairs will detail the rollout plan during the Budget Vote briefing
scheduled to take place on 9 May 2013. By 2015/16 the DHA will have issued 8
million ID Smart Cards to citizens.
To ensure the registration and
identification of all South African citizens and foreign nationals to enhance
the integrity and security of identity. In order to implement the ID Smart
Card, offices of the DHA will rollout Live Capture functionality for passports
and IDs to 70 offices nationally.
Objectives for Outcome 2: Immigration managed effectively and securely in the
national interest including economic, social and cultural development:
To ensure a secure, responsive and flexible
immigration regime in support of national security, priorities and interests.
The DHA planned to develop an immigration and refugee policy for consultation.
The policy will deal with management of asylum seekers and refugees and
economic migrants within Southern African Development Community (SADC) and
attracting and retention of migrants with critical skills.
To implement effective and efficient asylum
seeker and refugee management strategies and systems. The DHA will ensure that
One Status Determination Committee (SDC) with a minimum of two subcommittees is
established and operational in three Refugee Reception Offices (RROs) in the
To facilitate the efficient movement of
bona fide traveller to support national interests, and to prevent and prohibit
the movement of undesirable persons in the interest of national security. The
Border Management Agency (BMA) will be established under the responsibility of
the DHA and it will ensure that an operating model was developed for approval
by Cabinet. A
Draft Bill for the BMA
will be submitted to Cabinet for approval.
DHA will roll out an infrastructure development programme to 11 priority ports
of entry to improve residential and office accommodation. An additional 13
ports of entry will be equipped with the Enhanced Movement Control System
(EMCS) and biometric technology will be piloted at the OR Tambo International
Airport (ORTIA). The e-permitting system will be designed and approved in 2013.
To contribute towards realising a positive
skills migration trend of around 50 000 migrants annually. The DHA will approve
a strategy to facilitate the attraction and retention of foreign migrants with
critical skills and issue 20 000 permits as per approved skills list during
Objectives for Outcome 3: A service that is efficient, accessible and
To transform the culture of the
organisation in support of securing identity, citizenship and international
migration. The DHA will enrol and train 600 newly appointed officials in the
National Certificate: Home Affairs Services. It will further train 100 managers
at senior, middle and junior management in leadership development programmes.
To ensure ethical conduct and a zero
tolerance approach to corruption the DHA Investigations Case Management System
will be customised and tested and ready for implementation and accessible to
all Justice, Crime Prevention and Security (JCPS) stakeholders. The DHA will
conduct an anti-corruption awareness campaign. It is planned that 85% of the
misconduct cases will be finalised within 60 working days.
To obtain a clean audit report. The target
was for the DHA to receive an unqualified audit report for the 2013/14
financial year. A target of 100% of valid invoices is to be settled within 30
days of being certified.
To ensure secure, effective, efficient and
accessible service delivery to clients. The DHA planned to ensure that 15
offices were refurbished and vacant funded posts were filled within six (6)
months. It was reported that 95% of first issue IDs and 95% of re-issued IDs
will be issued within 54 and 47 working days respectively for all applications
DHA will ensure that 95% of machine readable passports (manual process) and 97%
of machine readable passports (electronic process) will be issued within 24 and
13 working days respectively for applications within
Percent (50%) of permanent residence permits will be issued with within eight
months for applications collected in
2. 2 significant achievements during 2012/13 financial
The DHA was on target to achieve the annual
target of 594 000 births registered within 30 days and the annual target of 80
additional health facilities connected for online registration of births and
deaths is likely to be achieved.
Between October and December 2012, the DHA
finalised 27 750 Late Registration of Births cases out of the 30 900
The DHA issued 787 949 IDs to the 16
year olds and above by the end of the third quarter.
Progress was made in developing
specifications and testing of the ID Smart Card.
The unabridged birth certificate was
launched on 4 March 2013.
The DHA contributed to the successful
hosting of the African Cup of Nations (AFCON) in January 2013.
The DHA secured office accommodation at
The settlement of invoices within 30 days
had increased from 54% to 86% following the introduction of an invoice/payment
2. 3 Key Strategic Priorities over the Next three
Years were reported as follows:
New policy and legislation on immigration.
Asylum seeker management.
Establishing the Border Management Agency
Infrastructure at Ports of Entry.
Eradication of the Late Registration of
Births and duplicates.
Ensure all citizens of 16 years and older
apply and receive IDs.
The Department of Home Affairs and its
officials take steps to protect the NPR.
Implement Live Capture, ID Smart Card,
E-document management, a paperless environment and the National Identification
Ensuring that all necessary controls,
processes and systems are in place.
Establishing sound leadership, management
and organisational discipline at all levels and build a strong Monitoring and
Evaluation function supported by reliable management information.
2.4 Budget of the Department of Home Affairs
The DHA has three budget programmes, namely,
Administration; Citizens Affairs and Immigration Services.
2.4.1. Programme 1: Administration
The programme provides leadership, management and
support services to the Department of Home Affairs.
2.4.2. Programme 2: Citizens Affairs
The programme provides secure, efficient and
accessible services and documents for citizens and lawful residents. The
programme provides the management of the branch for both the head office and
frontline offices and regulates all matters relating to the NPR. These include
maintaining an accurate register of all citizens and immigrants who had
acquired the right to permanent residence; registering births, deaths and
marriages; providing travel and citizenship documents; providing financial
assistance to citizens abroad who wish to return to
The programme also provides for all civic, immigration
and refugee affairs functions in all the provinces. The transfers to Government
Printing Works, Film and Publication Board and Electoral Commission also fall
within this programme.
2.4.3. Programme 3: Immigration Services
The programme facilitates and regulates the secure
movement of people through ports of entry into and out of
The programme facilitates the entry and departure of
2.4.4. Budget Expenditure Trends
The DHA received a total allocation of R6.56 billion
in 2013/14. This was a 22.7% increase in nominal terms from its 2012/13 budget.
When the nominal increase for 2013/14 was considered against the 5.6% projected
inflation for the year, the real increase to the budget of DHA was 16% (R866
million). This increase was primarily due to the 72% growth in real allocation
to the Electoral Commission amounting to R624.2 million (R707 million in
nominal terms). This increase was to allow for the preparations for the 2014
Provincial and National elections. If the increase to the Electoral Commission
is omitted, the increase to the overall budget of the DHA is 5.4% in real
terms. In contrast, the overall government expenditure for 2013/14 was
projected to grow by 8.9%.
Spending over the medium term will mainly focus on the
Implementing the modernisation programme of
Developing and implementing a risk based
approach to immigration and other policies in support of national priorities.
Strengthening the effectiveness and
efficiency of the refugee status determination and refugee management processes.
Establishing the Border Management Agency
Establishing and maintaining secure
identity systems and issuing of enabling documents.
By spending as indicated above, the department will
contribute to the achievement of the three departmental outcomes which in turn
contribute to the three government outcomes that have implications to the work
of the department.
DHA Budget per Programme change (Rm)
Nominal increase in 2013/14
increase in 2013/14
Nominal % change in 2013/14
Real % change in 2013/14
2: Citizens Affairs
3: Immigration Affairs
Administration accounted for the 28.5% of the DHA budget and it received 12.7%
or R199.8million more for 2013/14. This was due to the significant increase in
allocation for office accommodation (37%) and Transversal Information
Programme 2: Citizen
Affairs is the biggest programme of the DHA and accounted for 61.6% of the DHA
budget. The programme allocation increases by 26% or R845.4million in nominal
terms. This was due to the significant increase allocated to the EC. The budget
allocation for the FPB showed an increase of 12% (R8.5 million in real terms)
and the budget allocation for the GPW declined by 6% in real terms.
Without the EC budget
allocation, the increase to Citizen Affairs was only 0.3% above
inflation in 2013/14.
This must be considered against the fact that Citizen Affairs declined by 14%
in real terms or R306.3 million from 2011/12 to 2012/13.
Immigration Affairs accounted for 10% of the budget received by DHA. The
programme received a 6.23% increase in 2013/14 compared to a 4.2% decrease from
2011/12 to 2012/13. This equated to a R36 million real increases (R70 million
in nominal terms). The increase was mostly due to the 22% (R43.4 million) real
increase in the allocation to the Administration Services sub-programme.
The largest sub-programme (Immigration
Services) only received 0.4% real increase. The smallest two sub-programmes:
Immigration Management and Asylum Seekers both received a real percentage cut
of, of around 10%.
In terms of economic
classification, Compensation of Employees accounted for 41% of DHA spending.
It received a 6.2% increase (only 0.8% above inflation). Despite the expansion
of offices and staff shortages, the projected personnel
numbers for the three year medium term, show
no growth in the staff compliment of 10 716.
3. Entities of the Department Home Affairs
3.1. Government Printing Works (GPW)
The mandate of the GPW is to provide security printing
to the South African government and it was converted to a full government
component in terms of the Public Service Act (1999) in 2009, enabling it to
start operating on sound business principles. The entitys main strategic
objective is to establish itself as the printer of choice in the SADC region by
assisting its customers to effectively combat the complex problems of identity
theft and document fraud.
It has three key strategic priorities that had been
identified for the medium term:
Develop the printing works as government
component organisation that performs flexibly and within regulated parameters,
as a sustainable ring fenced business entity.
Optimise processes and facilities to
increase operational effectiveness and improve customer service.
Develop an efficient, effective, well
trained and appropriately remunerated workforce.
GPW has four branches with 18 strategic objectives as follows:
Operations and Production.
Strategic Objective 1: Functional and
secure production facilities. The current building is not suitable for
development of secure printing facility.
Strategic Objective 2: Secure Production
Strategic Objective 3: Production of
security printed materials.
Strategic Objective 4: Operational and
Strategic Objective 5: Coordination and
distribution of government information. GPW also distributes government
gazettes through its website.
Strategic Objective 6: Availability of
Information Computer Technology (ICT).
Strategic Objective 7: Secure ICT
Strategic Objective 8: Continuous printing
Strategic Objective 9: ICT support
Strategic Objective 10: Awareness of GPW.
Although the Marketing branch had not been established, GPW wants to raise
awareness of its products and services.
Strategic Objective 11: Production
diversification. To ensure the sustainability and growth of business.
Strategic Objective 12: Develop and
implement a marketing strategy. GPW wants to retain and grow the market already
Strategic Objective 13: Security Risk
Management system. GPW is in the process of developing a secure risk management
Strategic Objective 14: Provide independent
and objective assurance and consulting services to management.
Strategic Objective 15: Financial and
supply chain management. The GPW aims to achieve an unqualified audit opinion.
Strategic Objective 16: Ensure an adequate
and trained workforce
Strategic Objective 17: Special
remuneration dispensation. GPW was losing critical skills to the private sector
and it had requested a special dispensation from the Department of Public
Service and Administration
Strategic Objective 18: Develop and
implement labour relations and employee wellness management policies, processes
GPW generates revenue mainly from printing materials such as examination
papers, identity documents and passports as well as from non-security documents
such as statistical reports, annual reports, brochures and standard office
stationery. The GPW will not require funding from government from 2014/15
onwards. This is because the GPW will make sufficient profit to sustain itself.
spending over the medium term will focus on the following:
The asset replacement programme
Developing the entitys production
facility. The facility will provide office accommodation.
following were mentioned as key projects to be undertaken by the GPW:
Installation and commission of new security
The new ID Smart Card.
Implementation of the E-Gazette.
Create capacity to print passport visa
Implementation of new ERP system
Development of the new facility at
Polycarbonate card manufacturing plans.
Film and Publication Board (FPB)
FPB derives its mandate from the Films and Publication Board Act (1996) with
the Deputy Minister of Home Affairs as its executive authority. The Chairperson
of the FPB council is the administrative head of the board. The board is
mandated to regulate the creation, production, possession and distribution of
films, games and certain publications. Among other provisions, the act
prohibits the use of children in pornographic films or publications or on the
internet. The board is also responsible for monitoring age restricted business
premises for compliance with their licence and registration terms.
FPBs strategic goals over the medium term were to:
Provide consumer advice that will enable
adults to make informed viewing, reading and gaming choices for themselves and
the children in their care.
Protect children from exposure to
disturbing and harmful materials and from premature exposure to adult experiences.
Make punishable the use of children in or
their exposure to, pornography.
FPB main source of revenue is a transfer from the DHA and other sources of
revenue include fees from classifying films and publications, registration fees
for new distributors and annual renewals of distribution licences.
the medium term, spending will focus on expanding activities aimed at
preventing child pornography on the internet. This will mean working closing
with international organisations; researching human trafficking trends;
classifying films and ensuring that internet users, especially children were
warned of sites containing pornographic material; and monitoring distributors
and traders for compliance.
3.3. Electoral Commission (EC)
The Electoral Commission is a Chapter 9 institution
reporting to Parliament and it was established in terms of the Electoral
Commission Act (1996).In terms of section 190(1) of the Constitution, the
Electoral Commission manages the national, provincial, local elections. It
ensures that the elections are free and fair and declares the election.
The EC had identified five strategic goals:
Achieving the pre-eminence in the area of
managing elections and referenda.
Strengthening electoral democracy.
Strengthening a cooperative relationship
with political parties.
Strengthening institutional excellence and
professionalism at all levels of the organisation.
Strengthening institutional governance.
Each strategic goal has a number of strategic
objectives which are listed as follows as per:
Strategic Goal 1: Achieving the pre-eminence in the
area of managing elections and referenda.
Strategic Objective 1.1: Ensure accessibility
and sustainability of voting facilities and processes by establishing and
applying infrastructure to meet operational demands for each electoral event.
Strategic Objective 1.2: Ensure efficient
electoral processes by defining, specifying and procuring election materials
and equipment for all electoral events.
Strategic Objective 1.3: Increase voter
participation in elections.
Strategic Objective 1.4: Maximise electoral
justice for all stakeholders in the electoral processes.
Strategic Objective 1.5: Enhance the
credibility of the voters roll.
Strategic Objective 1.6:
Improve compliance with legal prescripts.
Strategic Objective 1.7: Continuously improve
the legislative framework.
Strategic Goal 2: Strengthening electoral democracy.
Strategic Objective 2.1: Encouraging
citizen participation by providing continuous education.
Strategic Objective 2.2: Providing
strategic and thought leadership.
Strategic Objective 2.3: Broadening
research agenda and issuing publications.
Strategic Objective 2.4: Increasing
visibility through proactive consultation, effective communication and
Strategic Objective 2.5: Facilitating
platforms for political dialogue.
Strategic Objective 2.6: Cultivating an
environment for free and fair elections.
Strategic Objective 2.7: Constantly
engaging the media
Strategic Goal 3: Strengthening a cooperative
relationship with political parties.
Strategic Objective 3.1: Conducting a
predetermined number of liaison sessions, commensurate with the prevailing
electoral phases, with political parties on national level, on provincial level
and municipal level.
Strategic Objective 3.2: Annually ensuring
that the funding in respect of political parties from Parliament is distributed
as defined in the relevant legislation.
Strategic Goal 4: Strengthening institutional
excellence and professionalism at all levels of the organisation.
Strategic Objective 4.1: Strengthening risk
Strategic Objective 4.2: Maintaining sound
Strategic Objective 4.3: Striving to comply
with national climate change policies.
Strategic Objective 4.4: Building
Strategic Goal 5: Strengthening institutional
Strategic Objective 5.1: Refining
institutional governance arrangements (including the Commissions structures
Strategic Objective 5.2: Exercising
oversight: monitoring, evaluation and support.
Spending focus for the EC over the medium term will be
on the 2014 national and provincial elections and registration drives that will
be conducted during the elections. The expenditure by the EC increased from
R806 million in the 2012/13 financial year to R1.49 billion in 2013/14 and over
the medium term. The expenditure is expected to increase to R1.6 billion by
2015/16 due to preparations for the 2014 national and provincial elections and
2015 local elections.
programme with the budget allocation of 60% of the EC budget is the Corporate
Services which included human resources, staff development, Information
Technology, financial and facilities management. The budget allocation for this
programme increased by R336 million or 55% after inflation from 2012/13 to
2013/14 financial year. The second largest programme is the Electoral
Operations, which comprised 20% of the total budget of the EC, increased from
R149 million in 2012/13 financial year and the largest growth was in the
Outreach programme which received an additional R164 million.
Based on the engagement between the Portfolio
Committee on Affairs and Department of Home Affairs (DHA) as well its entities,
the Committee recommend the following to the Minister of Home Affairs:
ways of preventing the increase of spending on the deportation of illegal
Ensure that the outstanding issues on the
Foreign Affairs Trading Account are finalised.
Ensure that vacant funded posts in the
Department of Home Affairs (DHA) are filled within four months as directed by
the President during the State of the Nation Address (SONA).
Ensure that the DHA expedite the employment
of persons with disability in order to work towards achieving the benchmark of
2% set by government.
Ensure that the Departments Annual
Performance Plan is better aligned with the National Development Plan (NDP).
Ensure that mobile offices are functional
in order to assist in eradicating late registration of birth, especially in the
Ensure that there is a better working
relationship between the DHA and the Department of Health on online
registration of births in health facilities.
Ensure that the DHA works with other
government departments in the Justice, Crime Prevention and Security (JCPS)
cluster in order to protect the coastline. The DHA should have more accurate
numbers of undocumented migrants.
There should be considerable planning in
the establishment of Border Management Agency (BMA) by the DHA as it has
Ensure that the DHA reduces the amount of
time taken for processing Permanent and Temporary Residence Permits. The DHA
should brief the Portfolio Committee on Home Affairs on any plans to privatise
The IT systems of the DHA were still not
sufficiently integrated. The Information Technology (IT) Modernisation Project
of the DHA should be prioritised.
Ensure that the DHA addresses the audit
findings raised by the Auditor-General (AG) in the Annual Report for 2011/12.
Ensure that the DHA in future submits the
Draft APP/Strategic Plan to the Portfolio Committee before it is tabled to
Ensure that measures are taken to address
court rulings on the closure of Refugee Reception Offices.
The Government Printing Works (GPW) should
market itself better.
The GPWs Annual Performance Plan needs to
have outcomes based strategies and to consider the National Development Plan.
The respective roles of the Film and
Publication Board (FPB) and other stakeholders involved in the
fight against child pornography need to be
The Electoral Commission (EC) should
consider having plans with regard to political intimidation when training staff
The EC should work towards strengthening
the Political Liaison Committees (PLCs).
The EC should be innovative in attracting
voters to come to voting stations during elections.
Voter education of the EC should be simpler
and focus on what voters need to know.
The EC should address the audit findings
raised by the Auditor-General during 2011/12.
The Portfolio Committee on
Home Affairs would like to thank the Minister of Home Affairs, Deputy Minister
of Home Affairs, and the Chief Executive of the Government Printing Works, the
Council of the Film and Publication Board and the Commissioners of the Electoral
Commission for showing good leadership over their respective areas of work.
The Committee accepts the
Annual Performance Plan of the Department and its entities.
Report to be considered.
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