ATC200610: Report of the Portfolio Committee on Home Affairs: Strategic and Annual Performance Plans and Budget of Vote 5 -Department of Home Affairs, Electoral Commission and Government Printing Works Dated 29 May 2020

Home Affairs


[The following report replaces the Report of the Portfolio Committee on Home Affairs, which was published on page 40 of the Announcements, Tablings and Committee Reports dated 09 June 2020]




The Portfolio Committee on Home Affairs (the Committee) met with the Department of Affairs (DHA) on 7 May 2020, the Electoral Commission of South Africa (IEC) and the Government Printing Works (GPW) on 11 May 2020 on their Strategic Plans and 2020/21 Annual Performance Plans (APPs). The Committee also met with the DHA and the entities on 3 March 2020 on their respective budgets and on 19 and 29 May to consider this report, reports as follows:

1. The Department of Home Affairs


1.1. Introduction

The purpose of the Department of Home Affairs is to:

  • Determine and safeguard the identity and status of citizens.
  • Regulate immigration to ensure security, promote the development and fulfil South African international obligations. 


Mandate: The mandate of DHA is derived from the Constitution and various acts of Parliament and policy documents.  The DHA’s services are divided into two broad categories:  Civic Services and Immigration Services. The DHA is mandated to manage citizenship and civic status international migration, refugee protection, and the population register.  The DHA is the key enabler of national security, citizen empowerment, efficient administration and socioeconomic development. These functions must be managed securely and strategically.

Vision: A vision of the Department of Home Affairs is that of South Africa where identity, status and citizenship are key enablers of citizen empowerment and inclusivity, economic development and national security.

Mission: The DHA’s mission to carry out its mission in line with its commitment to citizen empowerment and inclusivity, economic development and national security, by:

  • Being an efficient and secure custodian of citizenship and civil registration
  • Securely and strategically managing international migration
  • Efficiently managing asylum seekers and refugees
  • Efficiently determining and safeguarding the official identity and status of persons


In order to fulfil the above, the Department of Home Affairs prepared the new Strategic Plans for the 2020 to 2025 period.The Strategic Plan was reported that is aligned with the new Medium Term Strategic Framework (MTSF) of Government.


The revised Framework for Strategic Plans and Annual Performance Plans (2019) was used for the development of the DHA strategic planning instruments (Strategic Plan for the 2020 to 2025 period and Annual Performance Plan for 2020/21). DHA Planning Instruments cover the following priorities:

  1. National Priorities (as per the National Development Plan, Apex Priorities and MTSF related commitments).
  2. Ministerial Priorities:
  • Establish an effective Border Management Authority (BMA)
  • Complete the Modernisation Programme
  • Comprehensive review of Immigration Policy and subsequent legislation
  • Upgrade the 6 priority land ports of entry / One-Stop Border Post (OSBP) Policy
  • Improved client experience through leadership (Moetapele)
  • Early birth registration
  • Critical skill visas
  • “War on Queues”
  • key elements of the White Paper on Home Affairs which was approved by Cabinet for implementation in December 2019
  • Improvement of service delivery initiatives (e.g. footprint development /access, efficient issuance of enabling documents.


The DHA has identified the following outcomes for the 2020 to 2025 period:

  • Secure management of international migration resulting in South Africa’s interests being served and fulfilling international commitments
  • Secure and efficient management of citizenship and civil registration to fulfil constitutional and international obligations
  • Efficient asylum seeker and refugee system in compliance with domestic and international obligations
  • Secure population register to empower citizens, enable inclusivity, economic development and national security
  • DHA positioned to contribute positively to a capable and developmental state


  1. DHA’s contribution to National Development Plan (NDP)

The National Development Plan aims to eliminate poverty and reduce inequality by 2030 and the major focus of the NDP is to confront the triple challenge of poverty, inequality and unemploymentby achieving higher growth rates.  


The DHA has a critical contribution to make to the achievement of the NDP 2030 objectives:

  • The inclusion of all citizens in democracy and development is enabled by providing them with status and identity that gives them access to rights and services.  This must be done in an efficient, effective, professional and secure manner.
  • A further priority for the DHA is to facilitate the acquisition of the critical skills needed for economic growth as determined by the Department of Higher Education and Training (DHET) to build our own skills base. 
  • The DHA must continue to drive integrated and coordinated border management to ensure our borders are effectively protected, secured, and well-managed.
  • The DHA could play a key role in enabling regional development by working with SADC countries through the Department of International Relations and Cooperation (DIRCO) to establish efficient, secure and managed migration.
  • The DHA is central to harnessing the 4th industrial revolution and building a capable state. The modernization programme of the DHA can reduce fraud and the cost of doing business by enabling e-government which will attract more investment into the country.


1.3.The Medium Term Strategic Framework (MTSF) Commitments from 2019 to 2024.

APEX Priority

Link to Outcome

DHA contribution

MTSF Commitment (as per DPME)

Economic Transformation and Job Creation


Outcome 4 – Decent employment through inclusive economic growth


Secure the identity of citizens and foreigners

Design and implementation of NIS

Issuance of critical skill visas and implementation of revised visa regime (simplification aspects, the rollout of e-Visa, etc)

95% of critical skills visas adjudicated within 4 weeks by 2022

Implementation of the revised visa regime 


(5) Social Cohesion and Safe Communities


Outcome 3 – All people in SA are and feel safe


Secure the borders of the country through the establishment and operationalization of the BMA

Continue with the implementation of a risk-based approach to immigration

Provision of enabling documents to access rights and services, e.g. early birth registration and smart ID cards

BMA established by 2020

BMA operational by 2021 at 11 ports of entry and 5 segments of the land borderline (BMA fully operational by 2024)

100% of selected ports of entry equipped with biometric functionality

Implementation of ABIS by 2022/23.

6) A Capable, Ethical and Developmental State


Outcome 12 - An efficient, effective and development-oriented public service


Reposition the DHA in support of a capable, ethical and developmental state through the implementation of new service delivery, operating and organizational models supported by the required policy and legislative framework



(7) A better Africa and World


Outcome 11 - Create a better South Africa, a better Africa and a better world

Introduce a world-class e-Visa regime and rollout of e-Visa




1.4. Progress on MTSF Commitments 2014 to 2019

MTSF Commitment  2014 to 2019



Establishing and putting into operation the Border Management Authority by 2017/18

  • A major dependency for the establishment and operationalization of the BMA was the passing of legislation, which is linked to funding.
  • It is anticipated that the BMA Bill will be finalized by Parliament by early 2020.

Phased implementation of the Integrated Border Management Strategy (IBMS) in conjunction with other departments and organs of state


Review of the policy on international migration and the amendment of relevant legislation in support thereof (Immigration and Refugees Acts)

  • Delays were experienced with the Socio-economic Impact Assessment System (SEIAS).
  • SEIAS is an essential prerequisite to the next phases for the drafting of the Immigration Bill, and its subsequent consultation process with the identified clusters.

Registration of 810 000 or 74% of births within 30 calendar days


The rollout of biometrics to all ports of entry equipped with the enhanced movement control system (EMCS)

  • The interim biometric solution was rolled out to 10 ports of entry and selected counters at Cape Town harbour.
  • Capacity limitations within the Information Services Branch.
  • Connectivity challenges at 38 ports of entry.
  • The further rollout was positioned against the priority of piloting the newly developed full biometric solution in the 2018/19 financial year.

Ensuring that 85% of critical skills visas are adjudicated within 4 weeks


Developing the National Identity System (NIS) by 2018/19 and having it operational by 2019/20

  • The delay with the NIS was mainly due to complexities around the supply chain management processes in the appointment of a preferred service provider.
  • Dependency on service providers and a lack of internal IT capacity.

The establishment of the DHA contact center and two visa premium centers were achieved in the 2015/16 and 2016/17 financial years respectively



1.5. Progress against 5 Year Strategic Objectives for 2014 to 2019

Strategic Objective

5 Year Target


An integrated and digitized National Identity System (NIS) that is secure and contains biometric details of every person recorded on the system

NIS operational by 2019/20 (as per MTSF)

This target was not achieved due to:

  • Supply Chain Management challenges in the appointment of a preferred service provider.
  • Dependency on service providers and lack of adequate IS capacity in DHA.

Ensure that systems are in place to enable the capturing of biometric data of all travelers who enter or exit SA legally


100% of all designated ports of entry equipped with interim biometric systems capable of processing travelers (at ports of entry equipped with EMCS) by 2018/19 (as per MTSF)


The target was not achieved.

  • Capacity limitations within the Information Services Branch.
  • Connectivity challenges at 38 ports of entry.
  • The further rollout was positioned against the priority of piloting the newly developed full biometric solution in the 2018/19 financial year.

Movement of persons in and out of the country managed according to a risk-based approach


SA’s borders effectively defended, protected, secured and well-managed through:

  • Policy and legislation development (Immigration and Refugees Bills submitted to Parliament for approval by 2018/19 as per MTSF, BMA legislation finalized)
  • Policy implementation (Integrated Border Management Strategy implemented as per APP, 2 Borderline surveys conducted, 400 Law enforcement operations/inspections conducted, 25 ports of entry and refugee reception infrastructure improvement) 

The achievement of the target is dependent on the establishment of the BMA and the development of legislation to give effect to the White Paper on International Migration.

Enabling documents issued to foreigners efficiently and securely

Full compliance with service standards set for enabling documents issued to foreigners (permanent residence applications – specific sections, business and general work visas and critical skills visas) by 2019/20

  • 85% for Permanent Residence Permits
  • 90% for Business and General Work Visas
  • 85% for Critical Skills Visas

The target was achieved up to the 2018/19 financial year.

The DHA is on track for achieving the 2019/20 targets.

Refugees and asylum seekers are managed and documented efficiently

Establishment of public-private partnership process complied with (Request for Proposal submitted to National Treasury for approval)

The target was discontinued in the 2018/19 financial year pending agreement on a viable funding model in conjunction with National Treasury.

Eligible citizens are issued with enabling documents relating to identity and status



Enabling documents issued to 100% of identified citizens (births registered within 30 calendar days and smart ID cards issued to a projected 3 810 000 citizens)

The target was achieved up to the 2018/19 financial year.

Full compliance with  service standards set for enabling documents issued to citizens for adult passports (new live capture system) by 2019/20

The target was achieved up to the 2018/19 financial year.

The DHA is on track to achieve the 2019/20 target.

Secure, effective, efficient and accessible service delivery to citizens and immigrants 

A professional DHA cadre established through  training  of nominated staff in relevant initiatives to transform the DHA into a highly secure and modern department  (100% of nominated staff trained)

The target was achieved up to the 2018/19 financial year.


DHA repositioned as a modern, secure and  professional department by 2019/20 (fifth phase)

The target was achieved up to the 2018/19 financial year.

Ethical conduct and a zero-tolerance approach to crime, fraud and corruption


Counter Corruption Strategy of DHA implemented in respect of Prevention, Detection, Investigations and Resolution by 2019/20

(100% of identified interventions implemented as outlined in the APP)



The target was achieved up to the 2018/19 financial year.

Good governance and administration

No audit qualification by 2019/20

The achievement of the target is subject to the audit outcome for 2019/20. Unqualified outcomes were recorded for the last three financial years.

Collaboration with stakeholders in support of enhanced service delivery and core business objectives

Communication Strategy implemented in respect of Corporate Communication Services, Media Relations and Public Awareness Engagement

The target was achieved up to the 2018/19 financial year.


1.6. Strategic Plan Outcome Targets 2020 to 2025



Baseline31 March 2020

5 Year Target (2025)


Secure management of international migration resulting  in South Africa’s interests being served & fulfilling international commitments

Risk-based & strategic immigration approach implemented against predetermined measures that ensure sovereignty, national security, public safety, stability & development

BMA legislation enacted.




BMA incrementally rolled out as per the BMA Roadmap 2032 to:

  • 36 ports of entry
  • 10 segments of the land borderline &2 community crossing points 

Border Management Authority (BMA)

Transaction Advisor appointed for the redevelopment of 6 priority land ports of entry.

Construction & redevelopment of six land ports of entry as one-stop border posts completed by 2025. 



  • BMCS piloted at 2 additional ports of entry
  • Draft Immigration Bill (including amendments to the Refugees Act) submitted to Minister for approval
  • 160 law enforcement operations/ inspections conducted to ensure compliance with immigration & DHA legislation.

A risk-based & strategic approach to immigration implemented in respect of:

  • Legislation implemented to support the White paper on International Migration &
  • Secure entry, documented stay & departure of persons through the rollout of biometric functionality & law enforcement operations.

(Immigration Services & Information System (IMS/ IS)


Secure management of international migration resulting in South Africa’s interests being served & fulfilling international commitments


Risk-based & strategic issuing of visas & permits against predefined, percentage-based targets to grow the economy by 2024/25

100% compliance with set service standards for:

  • Permanent residence permits
  • Business & general work visas
  • Critical skill visas


100% compliance with set service standards for risk-based & strategic issuance of visas & permits to grow the economy by 2024/25 as outlined in the annual performance plans for:

  • Permanent residence permits
  • Business & general work visas
  • Critical skill visas



Risk-based & strategic visa system implemented

The pilot of e-Visa (Phase 1 - temporary residence visa for tourist module) in 6 missions

E-Visa rolled out to all selected countries (106) by 2025 



Secure & efficient management of citizenship & civic registration to fulfill constitutional & international obligations


Percentage of identified citizens & holders of permanent residence permits to which enabling documents are issued by 2024/25.


(3 810 000 -

Smart ID cards = 3 million

Births within 30 days =

810 000)


Enabling documents issued to 100% of identified citizens (including naturalized citizens) & holders of permanent residence permits

(births registered within 30 calendar days & smart ID cards issued to a projected 19 050 000 by 2025).

Civic Services (CS)

Legislation in operation in respect of the new Marriage Act

Green Paper on the recognition of marriages submitted to the Minister for approval.

New Marriage Act implemented to regulate all marriages



Infrastructure Planning & Support (IPS)

Percentage of compliance with service standards set for adult passports issued (new live capture system) by 2024/25.

100% compliance with set service standard





Efficient asylum seeker &refugee system in compliance with domestic &international obligations.

Effective &efficient recording & monitoring of asylum seekers &refugees.


New PI

Asylum Seeker & Refugee System implemented



Secure population register to empower citizens, enable inclusivity, economic development & national security.


National Identity System (NIS) operational as per requirements.

Specifications for NIS approved by DG.



NIS is operational by 2025.



Legislation in operation to regulate the collection, storage, accessing & processing of personal information.


Official Identity Management Policy submitted to Cabinet for public consultation


Population Register Act implemented to regulate the collection, storage, accessing & processing of personal information



DHA positioned to contribute positively to a capable & developmental state.


Measures implemented to reflect a repositioned DHA that contributes positively to a capable & developmental state.


White Paper on Home Affairs approved by Cabinet for implementation in December 2019.


A final draft of the DHA Bill submitted to Cabinet for approval for public consultation.

DHA Act implemented to effect the repositioning of the department as a secure & modern department.



New PI

Service Delivery Model implemented in line with repositioned DHA.


DHA Access model approved by MMM


DHA Access Model implemented in support of the repositioning of the DHA.


Communication Strategy implemented as per the communication plan.

Communication Strategy implemented as per the communication plan.


Counter corruption strategy implemented as per set targets


Counter Corruption Strategy for DHA implemented in terms of initiatives outlined in Annual Performance Plans.

Counter Corruption & Security Service (CCSS)



1.7. Civic Services Annual Performance Plan (APP) Targets2020 to 2021



1.8. Summary of BMA and Immigration Services Annual Performance Plan (APP) Targets 2020 to 2021.








1.9. Summary of Administration Annual Performance Plan (APP) Targets 2020 to 2021.



1.10. Summary and Analysis of the Budget of the Department of Home Affairs for the financial year 2020/21

Over the medium term, the DHA will focus on repositioning itself as a modern and secure organisation; improving and expanding client interfaces and service delivery imperatives; establishing and operationalising a border management agency; streamlining and securing international migration; and establishing public private partnership (PPP) in support of key infrastructure projects.


The DHA plays a crucial role in safeguarding the identity and status of citizens and regulate immigration to ensure security, promote development and fulfil South Africa’s international obligations. The department is currently overhauling its IT infrastructure, introducing the E-VISA regime, piloting the One-Stop Boarder Posts, and Parliament is due to pass the Boarder Management Authority (BMA) Bill.

The 2020/21 financial year budget supports the long-standing policy priorities of the DHA. Some of the key highlights of Vote 5 include:

  • To maintain the issuance of smart identity cards and registration of birth as an entry to the National Population Register (NPR). The DHA targets to issue 9 million smart identity cards over the MTEF. In this regard, DHA has allocated an amount of R7.5 billion for Service Delivery to Provinces to achieve this target.
  • The Department has embarked on the program to simplify the issuance of permits and visas. This will be achieved by removing unnecessary barriers to requirements. In this regard, the DHA has entered into visa waiver agreements with selected countries while also rolling out the e-visa system starting with Kenya and India, with the intention to extend it to Nigeria and China. The Department has allocated R 759.6 million for this purpose.
  • To improve and expand client interface, the DHA requires adequate and skilled personnel. Therefore, R7.1 billion is set aside over the medium term for expenditure on compensation of employees. 
  • The DHA is planning to incrementally implement the Border Management Agency (BMA) during the MTEF. The processing of the BMA Bill is in its final stages, and is likely to be signed into law during 2020/21 financial year.  As such, an amount of R109.5 million has been set aside over the MTF period.
  • In line with the implementation of the BMA, the Department continues to streamline and secure international migration. The DHA is introducing an advanced passenger processing system, which would enable passenger screening at the point of departure, instead of arrival. Over the medium term, the Department will allocate additional R606 million for the Admission Service sub-programme in the immigration programme, and R486 million for the advanced passenger processing system over the same period.

Table 2: Overall Budget 2019/20 and 202/21 – Department of Home Affairs



Nominal Increase / Decrease in 2020/21

Real Increase / Decrease in 2020/21

Nominal change in 2020/21

Real change in 2020/21

R million



1. Administration

R2 540,5

R2 349,1





2. Civil Affairs

R5 692,9

R5 066,6





3. Immigration Affairs

R1 294,3

R1 614,0






R 9 527,7

R9 029.7






Nominal Increase/Decrease

Is when inflation is not taken into account

Real Increase/Decrease

Is when inflation is taken into account

Source: National Treasury (2020)


The DHA receives only a share of 1.2 percent from the R1.95 trillion. For the 2020/21, the Department receives an allocation of R9.029 billion compared to the R9.527 billion adjusted allocation for 2019/20. As stated previously, the adjusted budget includes revenue generated by the Department. Without inflation (nominally), the Department’s budget decreases by 5.2 percent from the previous year.  This allocation is much lower in real terms as the Department is allocated a decrease of 9.2 percent, which translates into decrease of R858.6 million in real rand value. The Department’s responsibilities keep increasing considering the BMA, One-Stop-Boarder-Post and modernisation of its IT infrastructure.


Only the Immigration Affairs Programme which shows a real increase of R251.7 million (19.5 percent).  This increase could be attributed to the implementation of the One-Stop Boarder Post, the E-Visa regime and the procurement of the Advanced Passenger Processing System. Both Administration and Civil Affairs programmes have been allocated a smaller budget from the adjusted allocation of 2019/20. However, given the fact that the Department’s revenue collected will be appropriated in September 2020, its respective programme budgets are likely to increase.


The Administration Programme budget is reduced by R 270.4 million (11.43 percent) in real rand value when taking into consideration inflation. Programme 2: Civil Affairs experiences the largest budget reduction by R838.8 million (14.75 percent) in real terms. In terms of economic classification, the main cost drivers for the Vote is compensation of employees (COE) at 42.8 percent (R3.892 billion), goods & services at 30.3 percent (R2.734 billion) and transfer payments to the Electoral Commission at 26.4 percent (R2.218 billion).

1.11      Allocation per programme

Figure 2 below shows a comparison of the proportional allocations per main programme between 2019/20 adjusted and 2020/21 voted funds. The Citizen Affairs programme retains its above 55 percent share of the total budget. There is an increase in terms of percentage share for Immigration Affairs up from 15 percent in 2019/20, to 18 percent whereas there is a decline 2 percent for Administration from 28 percent in 2019/20 to 26 percent in 2020/21 financial year.


Figure 1: comparison of the split of the Department of Home Affairs budget between programmes 

Programme 1: Administration

The Administration programme is entrusted to provide leadership, management and support services to the department.The Administration programme receives R2.349 billion for 2020/21 compared to an adjusted appropriation of R2.539 billion the previous year. The current allocation translates into a decrease by 7.57 percent (or R191.6 million) before inflation, and 11.4 percent (or R290 million) when inflation is considered. With the exception of the Office Accommodation sub-programme, all others decline in real terms. The Office Accommodation sub-programme budget shows an increase of R 6 million (1.04 percent) in real terms. This sub-programme will fund the refurbishment of its existing mobile unit fleet and procuring an additional 15 units in the 2020/21 financial year. Over the medium term, expenditure will, however, decrease as funds will be shifted to Programme 2 to increase IT capacity in provinces.


Table 3: Programme 1: Administration



Nominal Increase/ Decrease in 2020/21


Real Increase/ Decrease in 2020/21


Nominal Percent change in 2020/21

Real Percent change in 2020/21

R million










Management Support Services







Corporate Services







Transversal Information







Technology Management







Office Accommodation








2 540,6

2 349,1





Source: National Treasury (2020)


In terms of economic classification expenditures, the biggest cost drivers in this programme are the following current payments:

  • Compensation of employees – R547.4 million (22.8 percent)
  • Goods and Services – R1.785 billion (76.5 percent). The mobile unit fleet will be refurbished and additional units purchased to expand the DHA client interfaces, and continue the IT modernisation processes (including a paperless live capture system).

Programme 2: Citizen Affairs

The Citizen Affairs branch is responsible for providing secure, efficient and accessible services and documents to citizens and lawful residents. It ensures that entry to the population register happens within 30 days of a child’s birth. It maintains the number of smart identity cards and it has target at least 3 million per year. Citizen Affairs targets to issue 90 percent of machine-readable adult passports through the new live capture process within 13 working days.


The Citizen Affairs branch budget declines from R 5.693 billion in 2019/20 adjusted allocation, to R5.066 billion in the 2020/21 financial year. This is a reduction of R626.4 million (or 11.0 percent) in nominal terms and R839.9 million (or 14.75 percent) with inflation. The Electoral Commission and Service Delivery to Provinces sub-programmes shows increases in both nominal and in real terms. The Electoral Commission increases from R2.012.7 billion in 2019/20 to R2.218 billion. This is growth of 10.24 percent in nominal terms, and 5.6 percent real terms.  Whilst the Service Delivery to Provinces sub-programme shows an increase from R2.096 billion in 2019/20 to R2.248 billion in 2020/21 financial year. With inflation, this represent a 2.74 percent increase from the 2019/20 adjusted budget.

Table 3: Programme 2: Citizen Affairs



Nominal Increase/ Decrease in 2020/21

Real Increase/  Decrease in 2020/21

Nominal Percent change in 2020/21

Real Percent change in 2020/21

R million



Citizen Affairs Management







Status Services

1 084,2






Identification Services







Service Delivery to Provinces

2 096,7

2 248,9





Electoral Commission

2 012,7

2 218,9





Represented Political Parties’ Fund








5 693,0

5 066,6





Source: National Treasury (2020)

The increases on both sub-programmes could be attributed to the preparation of the local government election due to take place in 2021. As per norm, the Electoral Commission will shortly initiate the voter registration campaign and will need additional resources to prepare for the local government election. The Service Delivery to Provinces sub-programme will increase efforts to issue identification documentation to potential voters.

Programme 3: Immigration Affairs

The immigration affairs branch facilitates and regulate the secure movement of people through ports of entry into and out of the Republic of South Africa. It also determines the status of asylum seekers and regulate refugee affairs. Programme 3 has four sub-programmes under it.

Figure 2: Comparison between 2019/20 and 2020/21 Immigration Affairs budget

Constituting only 17.8 percent of the Department’s budget, the Immigration Affairs programme has the lowest spending area. However, the programme’s budget increases from R1.294. billion in 2019/20, to R1.614billion in 2020/21. This is the only main programme within the Department which allocation grows in both nominal and real terms from the adjusted allocation of 2019/20. 

Table 4: Programme 3: Immigration Affairs



Nominal Increase/ Decrease in 2020/21

Real Increase/ Decrease in 2020/21

Nominal Percent change in 2020/21

Real Percent change in 2020/21

R million



Immigration Affairs Management







Admission Services


1 106,9





Immigration Services




-  3,3



Asylum Seekers




-  3,72




 1 294,4

 1 614,0






Strong growth in this programme is driven by t the Admission Services sub-programme (37.91 real growth) On the contrary, the Immigration Affairs Management sub-programme has been drastically reduced to R22.6 million from R61.1 million the previous year.


Growth in the Immigration Affairs programme is intended to fund the establishment of the Border Management Authority – which will incrementally assume responsibility for enforcing border law at ports of entry-, as well as establishing new immigration-related systems. A passenger name record system and advanced passenger processing system will be funded through the Admission Services sub-programme. 




The Electoral Commission of South Africa (IEC) is South Africa’s electoral management body. The IEC is an independent organisation established under Chapter 9 of the Constitution of South Africa1. Its independence as an autonomous body is underwritten by the Electoral Commissions Act 51 1996, 3(1), (2). In terms of Section 190(1) of the Constitution, the Electoral Commission must manage elections at national, provincial and municipal legislative bodies in accordance of national legislation; ensure that those elections are free and fair; and declare the results of those elections within a period that must be prescribed by national legislation and that is as short as reasonably possible.


The Electoral Commission Act, 51 of 1996 outlines the duties and functions of the IEC defined in Section 5. This include to manage any elections; ensure that any election is free and fair; promote conditions conducive to free and fair elections; promote knowledge of sound and democratic elections processes and compile; maintain a register of parties; compile and maintain a voters roll to mention but a few examples.


The purpose of this brief is to provide a short summary and analysis of the budget and Annual Performance Plan (APP) of the IEC for 2020/21 financial year. In order to provide context this analysis, the paper commences by outlining the IEC’s strategic objectives and then provides a brief analytical overview of the 2018/19 performance.


2.1 Policy priorities for the electoral commission for 2020/2021

For the 2019 to 2024 Medium Term Strategic Framework (MTSF), the IEC will focus on the following key policy priorities:

  • strengthen the regulatory space in relation to the requirements for electoral participation;
  • place South Africa’s electoral democracy on the cutting edge of digital innovation with a view
  • to increased voter convenience;
  • increase public confidence in electoral outcomes;
  • work with partners in electoral democracy to increase voter participation, especially among the youth;
  • anticipate and provide advice in relation to the national policy debate on the electoral system; and
  • assess the viability of composite elections in the Republic.


2.2 Overview of the Electoral Commission performance during 2018/19

The IEC’s performance for the 2019/2020 financial year will be contained in its Annual Report, which is expected to be released during September 2020. Therefore, a brief overview of the performance of the IEC for 2018/19, will be provided.


Tracking the progress on set targets and strategic goals (outputs) of the entity is important in order to determine how well it functions in attainment of constitutional and legislative mandates for the benefit of society. It also improves transparency and accountability, and assists Parliament, members of the public and other stakeholders with information to hold the Electoral Commission executives accountable.



 Table1:Performancebyprogrammefor 2018/19


Strategic            Outcome-orientedGoal







Programme 1:Administration

Goal              1:            Strengtheninggovernance,                                institutionalexcellence,professionalismandenablingbusinessprocessesatalllevelsoftheorganisation





Programme 2:ElectoralOperations

Goal2:Achievingpre-eminenceintheareaofmanagingelectionsandreferenda,includingthestrengtheningofaco-operativerelationship withpolitical parties.





Programme 3:Outreach












TheElectoralCommissionachieved18ofthe25targetedoutcomessetfor2018/19.Itsoveralltargetachievementwas72%whileitwasnotsuccessful indelivering28%ofitstargets.OnlyProgramme3achieved100%ofitstargets.Onthecontrary,Programme1and2achieved70%and60%respectively.The key cost drivers for the 2020/21 are summarised below:

•    The Electoral Commission needs to replace its obsolete zip-zip barcode scanners with approximately 60,000 new devices in preparation for the 2021 LGE.

•    Extensive Civic and Democracy Education and communication campaigns

•    Maintaining of addresses on the voters’ roll.

•    The appointment and training of approximately 350,000 fixed term and temporary electoral employees.

•    ICT network, connectivity and security expenditure.

•    The procurement, distribution and warehousing of registration materials.

•    The rental & infrastructure associated with opening approximately 23,200 voting stations.

2.2     Summary and analysis of IEC 2020/21 budget allocation per programme

TheElectoralCommissionisallocatedR2.02billion forthe2020/21financialyearsharedamongstprogramme1,2and3.Programme4hadnotbeenallocatedanyfundingfortheyearunderreviewasitwillonlybeappropriatedinthenextfinancialyear.Programme2receivesthelargestshareoftheallocationatR1.12billion(55.3%),oftheIECoverallbudget.TheAdministrationProgrammereceivesR683.68million(33.7%)whileProgramme3receivesonlyR221.84million(11%)oftheoverall budget.





Table 5:IEC BudgetAllocation2020/21





%      of    TotalBudget


683 688


Programme2: ElectoralOperations

1 120620


Programme3: Outreach

221 840



2 026148



The key cost drivers for the 2020/21 are summarised below:

  • The Electoral Commission needs to replace its obsolete zip-zip barcode scanners with approximately 60,000 new devices in preparation for the 2021 LGE.
  • Extensive Civic and Democracy Education and communication campaigns
  • Maintaining of addresses on the voters’ roll.
  • The appointment and training of approximately 350,000 fixed term and temporary electoral employees.
  • ICT network, connectivity and security expenditure.
  • The procurement, distribution and warehousing of registration materials.


  1. Programme 1:AdministrationBudget

The Administrationprogrammemainpurposeistoachievethestrategicoutcomesofstrengtheninginstitutionaleffectivenessatalllevelsoftheorganisation.Thisprogrammeiscomprisedofthreesub-programmes,namely,Management;CorporateServicesandFinancial Management.


BudgetallocationunderthisprogrammeisdirectedatsupportingthestrategicmanagementandcorebusinessoftheIEC.TheAdministrationprogrammeisallocatedR683.69million(33.7%)forthe2020/21.Thecurrentallocationtranslatesintoadecreaseof9.09%(-R65.5million)inrealrandvaluetermsfrom the previousyearallocation of R 720.38 million.


Theprogramme’scostdriversislargelymadeupofICTcostsandofficeaccommodation.ICTwhichreceivesthelargestshareofthe Programmes’budgetat33%(R247.13 million)ismadeupmainlyofprofessionalservicestomaintainthesecurityandintegrityofthedataheldattheIEC.TheofficeaccommodationconsistsofthecostoftheNationalIECheadoffice,nineprovincialoffices,10warehousesand213localelectronicofficesandisallocated23%(R151.49million)oftheprogramme’sbudget.


TheFacilitiesManagementandLegalServicessub-programmesreceivedasignificantpercentagebudgetreductionof-31%(R18.72million)and-16,96%(R3.82million)inrealrandvalueterms.TheprogrammeswhichareallocatedaslightincreaseisCorporateServices(4%);RiskManagement(3,8%)andAccommodation (3%).Referto table 6below forthebudgetallocatedtosub-programmesforAdministrationprogramme.



















Corporate ServicesManagement














Human ResourcesManagement

























































  1. Programme 2:Electoral OperationsBudgetAnalysis

Thepurposeofthisprogrammeistofocusonthestrategicoutcomeofmanaginganddeliveringfreeandfair elections.The expenditureunder thisprogrammeincreasessignificantlyinanelection yearcomparetoanon-electionyear.Duringthe2020/21financialyear,expenditureforonemainregistration drivewillbeincurred with theactualregistrationweekendbeinginthefirstweekofApril2021.Thusexpenditureforthisregistrationweekendwillbelargelyincurredinthe2021/22financialyear.Newvoterregistrationdeviceswillbeprocuredin2020/21whichhasbeenincludedinprogramme2Refertothetable7belowforthesub-programmebudgetbreakdownforprogramme2.

TheElectoralOperationsprogrammeisallocatedabudgetofR1.12billion forthe2020/21financialyear.ThebudgethasbeenreducedbyR171.5million(13,8%)inrealrandvaluetermsfromthepreviousfinancialyearallocationofR1.24billion.Allsub-programmesreceiveareducedbudgetexceptforProvincialandLocalOfficeswhichreceived4%increase(R19.55million)inrealrandvalueterms.TheElectoralMattersandElectoralOperationsManagementsub-programmesreducedbudgetsis -41,37%(-R56.4 million)and-38,81%(-80.45 million)inrealrandvalueterms.



































































  1. Programme 3:OutreachBudgetAnalysis

Constitutingonly10%oftheIECbudget,theOutreachprogrammehasthelowestspendingarea.Budgetallocationunderthisprogrammeisdirectedatinformingandeducatingcivilsocietyondemocracyandelectoralprocesses. ExpenditurepeaksduringtheregistrationandelectionperiodwhentheCivicandDemocracyEducationandcommunicationpeak.Afurtherfactoristheinternational observer missionthatarehostedbycommissionservicesduringtheseperiod.


BudgetfortheoutreachprogrammeincreasesinbothnominalandrealvaluetermsfromR195.8millionin2019/20,toR221.84millionin2020/21.ThisistheonlymainprogrammewithintheIECwhich grewinbothnominal(13,3%)andrealrandvalueterms (8,52%)fromtheadjustedallocationof2019/20.StronggrowthinthisprogrammeisdrivenbytheCommunicationsub-programme(27,26%realgrowth)whichisexpectedtoincreasetheIECpublicrelationscampaigninthelead-uptotheLGEin2021.Onthecontrary,theInternationalLiaisonsub-programmehasbeendrasticallyreducedfromR6.milliontoR3.5million(-44%).Thenearconsistency(minus-1%inrealrandvalueterms)intheCivicandDemocracyEducationandResearchsub-programmeisintendedforvotereducation inthebuild-up towards2020 LGE.

  1. Programme 4:Partyfunding

Programme4isanewadditionalbranchtotheIEC2020-25StrategicPlan.Theprogrammeisintendedtofocusonthestrategicoutcomeofcontributingtotheenhancementoftransparencyinelectionsandpartyfunding.For 2020/21,this programme has notbeen allocated anyfundingintheentity’sappropriation.TheIECwasallocatedadditionalfundingofR50millioninthe2019/20financialyearfortheestablishmentof thenewPartyFunding branch.Thesefundswereallocatedtocover costsfor both2019/20and2020/21.


OfthisR50million allocatedtotheIECduring2019/20forthe establishment ofthis programme,itisestimatedthatapproximatelyR38millionwillberolled-overtofundtheunitin2020/21.TheexpenditureusedtodatehasbeenforICTsystemsimplementation,staffcostsandresearchanddevelopmentunit.Thebudgetstructurewithsub-unitprogrammesisbeingdraftedandwillbesubmittedtoNationalTreasuryforapprovalduringthe2021MTEFprocessandrelatedindicatorsand targets intheamended APP.


  1. Overviewof the IECAnnual/Strategic plansper programme

AnumberofstrategicprioritieshavebeensetoutbytheIECintheStrategic Planfor2020-2025,aswellasasetofplannedannualtargets,containedintheAPPfor2020/21.ThissectionprovidesanalysisoftheIEC2020/21APPperprogramme.Theannualtargetsforthe2020/2021financialyeararepresented below.

















Civic        and               DemocracyEducationandResearch




























Table 9:Comparisonof targetscontainedinAPP for2019/2020and2020/2021.





R ‘000









































R2 026,148


The2020/2021APPcontainsatotalof4strategicobjectivesand30targets,incomparisontothe2019/20120APP,whichcontained3strategicgoalsand25targets.Thenumberofstrategicoutcomesandtargetsincreasesto4and30respectivelyduetotheadditionofthe4thprogramme,the PartyPolitical Funding.A briefsummary ofeachprogramme will beprovidedbelow.


  1. Programme 1: Administration

While the programme strategic outcome remains the same, the number of targets increases from 10 in 20219/20 to 11 in 2020/21. The Administration programme is allocated R 683.68 million (33.7%) for 2020/21 which is a decline from last year’s allocation of R 720.38 million.


Programme 1 strategic outcome is to promote efficient and effective administrative processes. Below are the number of targets and output indicators:



StrategicObjective 1:Exerciseleadershipandgovernance,monitoringandevaluationtoensuretheeffectiveimplementationofIEC’scoremandate,strategicoutcomesandoutputs,alignedwith thecorrespondingbudget allocationsandriskscompliance


Target & Output Indicators:

  • 4: Number of quarterly performance reports approved by the CEO within 30 days after the start of the next quarter and submitted to the Commission for review and input.
  • 4: Number of quarterly reviews of the strategic register by the Executive Risk Management committee within 30 days after the start of the next quarter.



StrategicObjective 2:StrengthenassurancemanagementprocedureswithintheElectoralCommission


Target & Output indicator:

  • 4: Number of quarterly internal audit progress reports per annum prepared by the Chief Audit Executive and reviewed by the Audit Committee each year within 60 days after the start of the next year.



Strategicobjective 3:Provideacutting-edge,stable,secureICTenvironmentthatmeetsallfunctionalneeds ofthe Electoral Commissionandsupportsinnovativebusinessprocesses.


Target and Output Indicator:

  • 97% of 2 232 hours’ achievement: Minimum annual percentage network and application systems availability measured in hours system-generated report available).
  • New: Review and approve or review, approve and implement an ICT governance frameworkin each year covered by this plan New.
  • Platform upgrade completed (Phase 3): upgrades of platforms and systems to be aligned with business needs and technological developments as indicated in the applicable year.



Strategic objective 4:Recruitandretain a talentedpermanentstaffcomplementto meetoperational requirements,as wellasconstitutional obligations.


Target and Output Indicator:

  • 90%: Number of permanent staff positions filled per annum.
  • 100% of qualifying staff: Extent of compliance with performance management system as evidenced by the existence of performance agreements and performance assessments for the year under review.



Strategic objective 5:Developandupskillinstitutional capacitytoenabletheElectoralCommissionto deliveronits constitutional mandate


Target & Output Indicator:

  • 180: Number of permanent staff who were provided with developmental training interventions per annum.



Strategicobjective 6:Effectively managefinancialresourcesincompliancewithlegislation.


Target & Output Indicator:

  • 0: Number of repeat findings that result in irregular expenditure as defined in the audited annual financial statements.
  • 4: Number of quarterly statistical analysis reports of procurement spend towards B-BBEE per annum.


2.3.2     Programme 2: Electoral Operations

The Electoral Operations programme is allocated a budget of R 1.12 billion for the 2020/21 financial year.


Strategicobjective 1:ManagefreeandfairelectionsinaccordancewiththeapplicableelectoraltimetablestoensuretheefficientandcredibleexecutionofthemandateoftheElectoralCommission


Target & Outcome Indicator:

  • Within 90 days for by-elections: Average number of calendar days within which elections are conducted from the date of the vacancy or the end of the term of office in each year covered by this plan.
  • Within 35 days: Average number of calendar days in which to fill proportional representation (PR) seat vacancies in each year.
  • By-elections within 7 days: Number of calendar days in which election results for each election are announced by the Electoral Commission in each year.
  • None: Number of by-elections set aside each year.



Strategicobjective 2:Maintainacrediblenationalcommonvoters’rollthatisenabledbycutting-edgetechnology


Target & Outcome Indicator:

  • 25 960 000: Number of registered voters as of 31 March of each year.
  • 1 000 000: The number of registered voters who appear on the voters’ roll for whom the Electoral Commission does not have recorded addresses at 31 March each year covered by this plan.



Strategic objective 3:Provideaccessiblevotingfacilitiesandcomprehensivelogistical resourcesatallvotingstations tomeetoperationaldemandsfor mainelectoralevents


Target & Outcome Indicator:

  • 23 200: Number of contracted voting stations in place on main registration weekends or general election days in the years when applicable.



Strategicobjective 4:Provideaccessiblevotingfacilitiesandcomprehensivelogisticalresourcesatallvotingstations tomeetoperational demandsformain electoral events


Target & Outcome Indicator:

  • 30 000 Voting Streams: Electoral Materials to be delivered to all voting stations and voting streams for each main electoral event as required by the approved materials requirement plan and bill of materials.



Strategicobjective 5:Striveforexcellenceatvotingstationleveltoenhancetheintegrityofelections


Target & Outcome Indicator:

  • N/A: Average number of registered voters per voting station stream during general election days.
  • 68 000: Number of electoral staff recruited and trained per annum.


2.3.3     Programme 3: Outreach

The programmes targets increases from 5 in 2019/20 to 8 in 2020/21. It has been allocated an increased budget in both nominal and real value terms from R 195.8 million in 2019/20, to R 221.84 million in 2020/21.


Strategicobjective:Provideimpactfulandvisionaryresearchandthoughtleadership tostrengthen electoraldemocracy.


Target & Output Indicator:

  • 3: The number of research initiatives achieved per annum.
  • 10: The number of thought leadership interactions achieved per annum.



Strategicobjective:Activelypromoteandfosterawarenessandparticipationinelectoralprocessesthroughcivic anddemocracy educationprogrammes.


Target & Target Indicator:

  • Overall 7 000 000:Audience reached by Civic and Democracy Education (CDE) programmes through television, radio and YouTube in each year covered by the Annual Performance Plan.
  • 55 000: The number of face-to-face CDE events held per annum.



Strategicobjective:Interactwithdomestic,regionalandinternationalstakeholderstobuildanunderstandingof theElectoralCommission’srole indeliveringcredibleelections.


Target & Target Indicator:

  • 10: Number of meetings Commissioners hold with key stakeholders per annum.
  • 20: Number of interactions or liaisons internationally achieved per annum.



Strategicobjective:Advanceandpromoteelectoralprocessesthroughcommunicationcampaignson diverseplatformstosustainvisibilityacross theelectoralcycle.


Target & Target Indicator

  • 80% neutral/positive achievement: Public perception of the Electoral Commission held as evidenced by media reports for each year covered by this plan.
  • Digital (all social media and online content: Facebook ad reach – 35 million impressions; Twitter ad reach –2 million; YouTube ad views –2 million; WhatsApp –number?; New Google AdWords 1 million impressions SMSs sent –1 million Please Call Me – 100 million Television:2 600 00 viewers Radio: 4 400 000 listeners Print: 6 million readers Out of home (150 billboards, 180 000 street pole posters,2 000 transit TV screens, commuter transport – 20 long-distance buses: Recorded reach across multimedia communications platforms (digital,television, print,radio and out ofhome).


The programme has managed to achieve all its five targets for 2018/19 financial year. It can be deduced that due the impact of COVID-19 and subsequent national lockdown regulation, the programme could struggle to achieve some of its annual targets. The programme targets to conduct 55 000 number of face-to-face Civic and Democracy Education in the 2020/21 financial year. This will be significantly impacted by the national lockdown regulations. The programme also plans to host 10 thought leadership interactions and 20 interactions internationally. These targets will also be affected by the national lockdown regulations.


  1. Programme 4: Party Funding

As stated previously, the Party Funding unit is a new programme. The programme was allocated R 50 million for the 2019/20 and 2020/21 financial year. Of this R50 million, allocated to the IEC during 2019/20 for the establishment of this programme, it is estimated that approximately R38 million will be rolled-over to fund the unit in 2020/2133. The expenditure used to date has been for ICT systems implementation, staff costs and research and development unit. The budget structure with sub-unit programmes is being drafted and will be submitted to National Treasury for approval during the 2021 MTEF process and related indicators and targets in the amended APP34.The programme starts with four annual targets as summarized below:



Strategic objective:Managepartyfundingand donations incompliancewithrelevantlegislation


Target& Output Indicator:

  • 4: Number of disbursements to represented parties per annum.



Strategicobjective:ProvideconsultativeandcooperativeliaisonplatformsbetweentheElectoralCommissionandpolitical partiesandcandidatestofacilitatefreeandfairelections


Target& Output Indicator:

  • 1 338 liaison sessions: Number of liaison sessions held with members of party liaison committees at national (1), provincial (9) and municipal (213) levels per annum
  • 10: Number of cooperative liaison forums conducted with political parties and candidates at national (1) and provincial (1) levels per annum





Strategicobjective:Provideeffectivemanagementoftheregistrationofpoliticalpartiestostrengthenmulti-party democracy


Target& Output Indicator

  • 100% of all new applications that meet the requirements of the Act: Number of registered political parties as at 31 March of each year covered by this plan


The programme plan to have 1 338 liaisons session and 10 cooperative liaisons at national, provincial and local level of government. There is a great possibility that the current national lockdown regulations will derail some of these plans.




Government Printing Works facilitates implementation of the legislation that governs the productionand management of identification, citizenship and travel, which are developed by the Departmentof Home Affairs.


GPW contributes towards achievement of the objectives of the National Development Plan (NDP,Vision 2030) and strives to make a significant contribution to the national outcomes of governmentincluding the following:

  • Outcome 03: All people in SA are and feel safe
  • Outcome 11: Create a better South Africa, contribute to a better and safer Africa and a better world.
  • Outcome 12: An efficient, effective and development oriented public service.
  • Outcome 04: Decent employment through inclusive economic growth.
  • Outcome 05: A skilled and capable workforce to support an inclusive growth path.


GPW aligns its work to the majority of apex Government priorities particularly the four that DHAdirectly contributes to, as highlighted below:

  • Economic transformation and job creation (Outcome 4)
  • Education, skills and health
  • Consolidating the social wage through reliable and quality basic services
  • Spatial integration, human settlements and local government
  • Social cohesion and safe communities (Outcome 3)
  • Building a capable, ethical and developmental State (Outcome 12)
  • A better Africa and world (Outcome11)


3.1 GPW Budget Overview

The GPW’s EXCO together with its Senior Management Team had focused engagements on the impact of the technological revolution, brought about by the 4th industrial revolution, broadly on the printing and packaging sector, and specifically, the implications of the 4IR on GPW’s core operations. A modernisation project had as a result been initiated and discussions focused, particularly on the following areas:

  • The strategic direction of the printing and packaging industry
  • The security printing component
  • The GPW’s product approach and niche
  • Leveraging on technology to deliver innovative, effective and efficient solutions to our customers i.e. the DHA’s e-passport series
  • Promoting a culture of innovation at GPW
  • Remote operations to disseminate government information through technology, innovation and service excellence i.e. e-Gazette services


GPW will experience an introduction of specific projects to sstrengthen the foundation of the modernisation approach. These will include:

  • Change Management, to harness organizational culture and have a renewed focus on Employee Value Proposition (EVP) and Customer Value Proposition (CVP)
  • Review and upgrade to the (outdated/legacy systems) ICT infrastructure
  • Skills gap analysis, and proposals to facilitate modernisation and change management
  • E-marketing platforms to reach a variety of clients
  • Strengthening of the project management approach and establish a Project Management Office (PMO) within GPW i.e. all products linked to a time frame handled as projects with early warning signs to facilitate timeous delivery.


The equipment recapitalisation plan is expected to cost R1.9 billion over the medium term. An existing buildingin Pretoria has been identified for refurbishment to serve as the entity’s new headquarters from 2020/21. Thetotal cost in 2020/21 for refurbishing the building is estimated at R107 million. As a significant portion of theentity’s personnel are nearing retirement, the number of personnel in the entity is expected to decrease from884 in 2019/20 to 874 in 2022/23.Expenditure is expected to increase at an average annual rate of 10.1 per cent, from R1.5 billion in 2019/20 toR2.0 billion in 2022/23. Revenue is expected to increase at an average annual rate of 8.1 per cent, fromR1.6 billion in 2019/20 to R2.1 billion in 2022/23. The entity is set to generate 94.4 per cent (R5.4 billion) of itsrevenue over the medium term through business operations.







3.1.2     Budget: 2019/20 to 2021/22


 2019/20 FY

 2020/21 FY

 2021/22 FY







Other operating income




Interest received




Total income






Compensation of employees




Goods and Services








Total expenditure









3.1.3     Financial Performance








2018/19 FY

2017/18 FY

2016/17 FY






Cost of sales





Gross Profit





Other operating income





Other expenditure





Operating profit





Interest received





Profit for the year






3.2 Key Risks


Key risk


Progress completed on the Masterplan/Visagie Street Site building

Risks associated with project execution phases including delays, compliance and obtaining value for money.

Roll out total risk management throughout the project cycle, from initiation to closure.

Young people and women taken through Artisan and   Graduate programme(s)

Readiness to execute the project, considering limitations of the current facility.

Project manage the initiative and define milestones or targets annually.

Security printed materials produced


Failure to secure paper for the production of secure printed material due to among other things, a global move towards becoming green and moving away from printing towards digitisation.



Conduct research into acquiring own paper mill (vertical integration) and invest in research and development to monitor trends in future trends print requirements.


Sign strategic relationship agreements with critical vendors, whereby any decisions to change or discontinue equipment and/or consumables is done in partnership with either GPW and/or the Printing  SA.

Percentage of the workforce trained as per WSP priorities.


Value for money with regard to training programmes provided by successfully appointed service providers.

Evaluation through supply chain processes and screening of service providers.

Value for money with regard to trainees

Ensure each training has SAQA unit standards 

Effective and efficient internal corporate governance to enable organisational performance

Inadequate coordination and implementation of governance activities including compliance and risk, management of previous audit findings and implementation of recommendations by Internal Audit.

Discussions on compliance, risk management and audit matrix to find place as standard items at MANCO and EXCO structures.

Secured management of GPW operations, facilities, information and people

Delays in the implementation of the new security model for GPW.

Collaborate and engage with security departments and entities in the public sector to facilitate implementation of the security model. 

















3.4.1  Strategic/Annual Target Overview

The GPW has 5 Cost Centers for budget and strategic planning purposes:

  1. Operations and Productions is the core business of GPW. The high technology machinery currently employed by the GPW is custom built, and requires replacement at regular intervals to ensure that the GPW respond to opportunities presented by the technological revolution and continues delivering high quality goods and services to its customers. Capacity increases in this Branch is being implemented through attracting the much needed technical skills in order to enhance service delivery.
  2. Financial Services is inclusive of financial and management accounting services, supply chain management, logistics and facilities management. The GPW is in the process of appointing a service provider to conduct the renovations of the building purchased to serve as its administrative Head Office in Visagie Street, Pretoria. The increase in the budget under financial services is to cater for its refurbishment, a project estimated to be completed by the end of the 2020/21 financial year. The increase over the MTEF period is inflation related.
  3. Strategic Management includes security services, legal services, strategic support inclusive of monitoring and evaluation and risk management, as well as marketing, stakeholder relations and communications. The strategic intent is to consolidate efforts towards retaining and growing current customers, whilst expanding GPW’s footprint to other SADC countries for the printing of State security documents.
  4. Human Resources is composed of human capital management, employee relations, organizational development, and employee health and wellness. The salary benchmarking and organisational structure review projects serve to reposition GPW as an employer of choice, which invests in its human resources and grows its own timber.
  5. Office of the CEO includes Internal Audit and Information Communication and Technology (ICT). The annual increase in the budget of the Office of the CEO is due to the replacement of computer equipment and software that ICT has implemented to enhance ICT security.


GPW’s APP 2020/21 has a total of 18 performance targets with critical targets aligned to the Strategic Plan, to ensure that all outcomes and desired impacts are achieved. A breakdown of the targets is as follows:


Branch name

Performance Targets


Office of the CEO



Operations and Production



Strategic Management



Financial Services



Human Resource


Total targets



3.4.2 GPW Annual Targets in Detail




4          Observations/ Engagement with the Committee


The Following were responses to issues raised by Members in the engagement with the DHA, GPW and IEC.


4.1 DHA

  • The minister indicated that there were limited services such as the issuing of death certificates, replacement of birth certificates and replacement of IDs being offered at DHA offices during the level 5 lockdown. In level 4,the DHA has added the registration of new-borns and the collections of uncollected IDs.
  • The Portfolio Committee conducted an oversight to some of the offices in Provinces and it was discovered that 55 offices out of over 400 offices in the country were closed as a results of non-compliance with Covid-19 regulations. The challenges were delays in procurement of Personal Protective Equipment and thermometers. After the PC engaged with the DHA, it was resolved that they must ensure all necessary measures for smooth resumption of services within 5 days from the date of the meeting held on 28 April. In the subsequent meeting held on 7 May, all measures were in place and offices were in full operation.
  • The challenge with the procurement of the thermometers is they were not available in the country and the Minister reported that the thermometers were made available on 6 May 2020.
  • The DHA appealed the closure of the offices in Gauteng by the Department of Labour on the basis that partitions were not realistic or necessary countrywide. The DHA office in Alberton was closed siting lack of pre-cautionary measures, however after bilateraldiscussions with the Labour Chief Inspector, it was decided to reopen all offices.
  • There is no plan to issue new IDs at Level 4 and the Minister indicated that there are 500 000 uncollected IDs and 104 000 of these are new IDs. There is no further strategy except that it has been announced through the radios and the SMS to clients that they could collect their IDs.
  • The DHA and the Department of Education would have a plan for mobile units to issue IDs at schools butthis was delayed due to the lockdown, however, all registered children already have ID numbers and it would be quick to issue them with the Smart ID Cards.
  • There are 100 mobile units and 65 are ready and the list could be made available to the Committee.
  • Concerning the tracking of undocumented migrants, there are only 650 immigration inspectors to track those that did not wish to be found. The DHA had already presented to the Committee that its employment budget had been reduced.
  • During Covid-19 lockdown at the Lindela Repatriation Centre, 37 foreign nationals escaped, compromising the security status of the campus. The DHA and the Committee conducted an oversight to the facility and law enforcement agencies are investigating the incident. The other major issue was the security which is contracted by the liquidator and it has an employment dispute with its workers. The Committee has tasked the DHA to investigate this matter and report back on its interventions. Regarding the issue of the conditions at Lindela, there are offices of the South African Human Rights Commission and other organizations on site monitoring this.
  • The difference between the people at Lindela and the protesting migrants in Cape Town is the people at Lindela had appeared before magistrates and in Cape Town most had official documents from DHA. In a case initiated by the city, the issue in Cape Town is the city not enforcing its own by-laws as per the judgement of the High Court delivered on 17 March 2020 by Acting Judge Thulare.
  • It was reported the Department of Monitoring and Evaluations had indicated there would be a re-tabling of the Strategic Plans and Annual Performance Plans as well as the budget. The DHA was awaiting guidance from the DMPE.
  • The Department of Home Affairs is not all times adhering to the turnaround times and issues raised by the Committee members on behalf of the members of the public.
  • The Committee has previously called for consequence management, as per the Public Finance Management Act, in relation to staff not complying with Supply Chain Management regulations and is yet to receive feedback on this recommendation.
  • The Committee noted that although there had been a reduction, there was a continued high record of contingent liabilities related to pending litigation. The Committee followed the recommendation of Western Cape High Court Judgement in the matter between City of Cape Town vs Balus, to conduct an oversight to the legal services section on how it would deal with the growing large backlog of cases against the DHA.
  • The Border Management Authority Bill has been passed by both houses of Parliament and itis before the President for assent. Once the President assents, DHA will begin to implement its functions as per plan.


4.2 IEC

  • The Constitutional Court gave an extension to the end of November 2019 to harvest addressesbut voters who do not have an address, would provide an address at the voting station and allowed to vote in the upcoming 2021 Local Government Elections. Those who do not have an address, would still be allowed to vote as long as they are South Africans.
  • On the issue of the extension granted on 19 March by the Electoral Court for by-elections across the country during lockdown, 30 days were added to the 90 days within which the IEC need to hold by-elections for a total of 120 days subject to further renewal applications.
  • The number of voters on the voters roll do not reduceunless they are removed when they pass away.
  • Lower voter participation is not only a matter of voter education and various reasons had been researched with attempted response by the IEC.
  • For electoraltraining in terms of COVID-19, the IEC indicated that it would engage with the political parties, since educational campaigns conducted, through the likes of door to door campaigning, would be impacted.
  • Recruitment of temporary electoral staff for elections, was reported as not perfect in terms of creating employment, because there is a need to mix experienced staff and new ones. The IEC is working with political parties to agree on the recruitment criteria for about 200 000 temporary staff.
  • The procurement of the voter registration machines started in 2019 and has to give prospective bidders enough time to develop the system. The tender was closed in April 2020 and extended to May 2020 in line with Treasury instructions. The procurement of the voter registration machines was not part of the ICT refresh.
  • The Electoral Law Amendment has been submitted to the Minister of Home Affairs to be tabled to Cabinet.
  • The potential for votersto register at DHA offices has been considered and will be reported to the Committee at another meeting to allow time to cover the complicated issues.
  • There would be two registration weekends ahead of the 2021Local Government Elections.
  • The CEO agreed that it has to grow its social media footprint.
  • Electronic voting research had been conducted as well as a visit to Namibia.


4.3 GPW

  • The Minister of Home Affairs reported that the initial vetting of employees is done by the Department and the appointment is done subject to the results with final vetting conducted by the State Security Agency (SSA).
  • The allegations against the Acting CEO were being investigated and would be reported to the Committee once finalised. The DHA has requested the Public Service Commission to investigate this matter. The Preliminary report is scheduled to be presented on 2 June 2020.
  • Entities such as GPW will project a loss as a result of the impact of Covid-19 because it relies on printing for the DHA.GPW’s mandate is to deliver security printing and related services to government departments and their entities within the Republic of South Africa such as amongst others, passports, Identification Documents (Smart ID cards), examination material, (examination books and matric certificates).
  • The Minister is concerned that some government departments are not printing with the GPW. The GPW is not printing ballot papers for the IEC.
  • The Minister indicated that it was very difficult to appoint employees through a virtual platform.
  • Some countries in Africa are still printing with their former colonisers and the Minister had visited some countries in the region. The Minister is engaging the relevant SADC counterparts and the Minister of Namibia has visited the GPW facility and would look into the possibility of using the facility in the future. GPW has already visited Namibia after the visit by the Minister and a subsequent visit by officials from the Namibian government to GPW.
  • GPW has been providing employees with PPE and everybody coming to GPW is screened by a nurse. Currently, urgent work is done and social distancing is observed.

5          Recommendations


The Portfolio Committee on Home Affairs, having considered the submissions of the DHA, IEC and GPW reported above recommended the following:

    1. The revised plans and budgets of the DHA, GPW and IEC given the COVID-19 pandemic should be tabled with the Committee as soon after treasury revises the budget as possible to prevent further delays in service delivery.


  1. The DHA should give Parliament regular updates on the implementation of the One-Stop Boarder Post in the six identified ports of entry at Beitbridge (bordering Zimbabwe); Lebombo (bordering Mozambique); Maseru Bridge (bordering Lesotho); Kopfontein (bordering Botswana); Ficksburg (bordering Lesotho) and Oshoek (bordering Swaziland). An estimated R233 million is allocated for this over the MTEF in the Administration programme.
  2. The Department had started to pilot the e-visa regime with Kenya and India and negotiations are being held with China and Nigeria, given the potential risks associated with computerisation of services, Parliament should be briefed regularly on the risk and mitigating factors.
  3. Once the President assents to the BMA Bill, the DHA should provide Parliament with a detailed implementation plan and related expenditure, including functions, funding and resources to be transferred from other relevant departments.
  4. The funding provisions for critical staff should be treated by the National Treasury and the DHA as a matter of priority. In particular, capacity limitations resulting from a lack of key internal IT capacity within the Information Services Branch such as the Chief Information Officer must be filled.
  5. The continued record of high contingent liabilities related to pending litigation against the DHA should be addressed including consideration of out-of-court settlements.


  1. The local government elections will be held in 2021, the Department and the Electoral Commission should provide regular updates of their readiness to conduct the elections.
  2. Funding and procurement of voter registration devices should be completed as a matter of urgency prior to local government elections.






  1. The Minister of Home Affairs should continue to be an ambassador for the GPW to ensure other government departments do essential security printing with it, so as to protect intellectual property, security and save costs.
  2. The allegations against the Acting GPW CEO were being investigated and should be reported to the Committee once finalised on 2 June 2020.
  3. Cabinet must fast track the Security Printers Bill that will give effect for the GPW to print essential Security Documents on behalf of government. This against the background that GPW generate funds for other programs of government and institutions. Other government departments must assist GPW to secure printing services within SADC which will contribute to strengthen its revenue.
  4. The GPW should give Parliament regular updates on the coordination and implementation of governance activities including compliance and risk, management of previous audit findings and implementation of recommendations by Internal Audit.
  5. The GPW should give Parliament regular updates on the Master Plan building project to ensure that cost overruns and issues with Public Works do not prevent it from being delivered in the 2020-25 Strategic Planning timeframe.


Report to be considered.


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