Presented by Y Simons

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Presented by Y Simons July 2012

PORTFOLIO COMMITTEE ON HOME AFFAIRS

State of the Province as at end June 2012

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1. Geographical outlay and WC Senior Management Team

2. Strategic Overview of the Province (HR)

3. WC Footprint

- Operational & new Offices

- Refurbished offices

- Cross Provincial Border service delivery

4. Capacity information

- WC Structural Reporting Framework

- Capacity levels

- Employment equity

- People & performance Management

- Training & capacity building

5. Progress eradication of Corruption & vetting

6. Resources & Budget

7. Stakeholders and IGR & Outreach Programmes

8. HR Projects

- Filling of 121 vacancies

- SD Improvement Framework

9. Achievements

10.Challenges & key decisions required

11.The road ahead

Table of Content

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Vision

A safe, secure South Africa where all of its people are proud of, and value, their identity and citizenship.

Mission

The efficient determination and safeguarding of the identity and status of citizens and the regulation of immigration to ensure security, promote development and fulfill our international obligations.

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Strategic priorities – Provinces

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STRATEGIC OUTCOME: PROVINCIAL PRIORITY

Goal 1: Secured South African citizenship and identity

-Ensure that birth registration is the only entry point for SA Citizens to the National Population Register,-Issue identity documents to citizens 16 and above,-To secure systems and processes to combat fraud and corruption

Goal 2: Immigration managed effectively and securely in the national interest including economic, social and cultural development.

-To implement effective asylum seeker and refugee management strategies and systems,-To regulate the sojourn of foreigners,-To facilitate the movement of regular travels across the borders

Goal 3: A service that is efficient, accessible and corruption free.

-To implement service delivery standards to improve Provincial efficiency,-To ensure effective, efficient and accessible service delivery to clients.

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1x Metro: City of Cape Town, 5 x District Municipalities (West Coast, Cape Winelands, Central Karoo, Overberg, Eden, 3 x Sea Ports: Cape Town, Saldanha, Mosselbay, 1x Land Port: Cape Town International Airport.

Geographical outlay and socio economic indictors for the WC

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Western Cape Province

POPULATION: 5,2 million

Coloured: 53%

African: 27%

White: 18.7%

Indian descent: 1.3%

LANGUAGES: 3

Afrikaans 55.3%

isiXhosa 23.7%

English 19.3%

REGIONSCape Town Metro – 3,4mWest Coast - 420k Boland – 675kCentral Karoo – 75k Eden – 440kOverberg - 190k

Metro-dwellers - 3,4m

Large Towns - 750K

Small Towns – 680K

Micro Towns – 150K

Farms & remote rural – 170k

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Item Western Cape South Africa WC as % of SA

Area (sq.km.) 129 370 1219 090 10.6

Population (2001 Census)* Population estimates 2011

4 524 3355 260 000

(Growth – 8, 6%)

44 819 76848 687 000

11%

Unemployed 23,2% * 19,7%

With 11% of SA’s population -WC is the third highest contributor to GDP (17%)

PREVAILING INDUSTRIES:• Tourism• Farming • Fishing communities

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Socio Economic overview:

ECONOMIC CENTRES:• Cape Town – Economic hub with 2 thirds of the population residing in Cape Town and surrounding suburbs,• In terms of the population density there is 1, 425 persons per km2 making Cape Town the second most populous city in the country after Johannesburg.• Western Cape Provincial Spatial Development Framework (SDF) describes the southern Cape coast as an “emerging secondary metropolitan area,” particularly between Mossel Bay, George, Knysna and the small towns that lie in between. • West Coast (Saldanha area) emerging economic development area.

LITERACY LEVELS: •The adult literacy rate is 94.6 percent (higher than the national average of 82.2%) ,• In 2010, the matriculation rate was 76.8 percent, second only to Gauteng with 78.6 percent.• Three internationally acclaimed universities, one university of technology and a degree- conferring military academy at Saldanha Bay. • The proportion of adults with a tertiary degree or higher is 4.8 percent, the highest in the country.• One skilled workforce audit suggests that the Western Cape has the most skilled workforce in comparison to any other African region.

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Socio Economic overview:

UNEMPLOYMENT:• At 19.7% the Western Cape has a substantially lower unemployment rate than the national average standing at 23.2% in 2009. However, these statistics remain racially biased. Of all the unemployed persons in the province, 53.4 percent are Black African, 43.0 percent Coloured, 3.2 percent White and 0.4 percent Indian or Asian.

HEALTH CARE & LIVE EXPECTANCY:•The Western Cape has a sound public healthcare system•Residents of the Western Cape live on average 67.7 years in comparison to the national average of 62.8 years. •The province is mostly a young province with 79.6 percent of the population under the age of 44. •HIV/Aids remain amongst the lowest in the country; however statistics in respect of drug, alcohol abuse and foetal alcohol syndrome are amongst some of the highest in South Africa.

POVERTY:• High poverty levels in informal settlements e.g. Khayelitsha (Presidential Nodal Point – Urban), Knysna, Central Karoo (Presidential Nodal Point – Rural).

*Stats SA 2009, & Mid year population estimates 2011 WC

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Strategic Overview of Social indicators and impact of WC Operations and HR Plan:

• The youthful nature of the working population within the province would imply that the workforce within the Department will become increasingly younger to reflect provincial demographics. • A further implication of this younger and in most respects, educated population will be for the Department to determine how best to attract, retain and develop the talent that already exists within the province. • DHA will have to develop structures and programmes that allow for promotion within the organisation. • DHA need to develop the means to retain institutional memory and ensure that skills are properly transferred to these employees who will form the backbone of a future DHA. •The high prevalence of drug and alcohol addiction, particularly amongst the youth in this province would imply that all officials, regardless of rank, may fall prey to addiction which would impact upon their work performance. • Another implication of this high substance abuse prevalence is within the province, is that DHA offices may be vulnerable to break-in or theft in order to obtain equipment that can easily be sold for cash.

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Western Cape Senior Management Team:

(A) Director:Refugee Affairs S Mohapeloa

Provincial Manager: Western CapeYusuf Simons

Director: Finance & Support : Ayanda Mafuleka

(A) DMO: Cape Metro & West Coast Martha Mgxashe

(A) DMO: Witzenberg & Overberg Elaine Ngoie

(A) DMO: Central Karoo & Eden Vacant

Director: CTIA Tariq Mellet

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2. Western Cape Footprint & Infrastructure

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WC Footprint:METRO/DM LM DHA FOOTPRINT OFFICE COMMENTS:

Metro Cape Town Large Office Khayelitsha Large Office

Wynberg Medium * Submission made to upgrade the office to LO Bellville Medium * Submission made to upgrade the office to LO Nyanga Medium Somerset West Small Mitchells Plain Medium * Submission made to upgrade the office to LO TC Atlantis * Awaiting appointment letters

Refugee Reception CentreCT International AirportCT Harbour

West Coast Swartland Malmesbury Small Matsikama Vredendal Small Cederberg TC Citrusdal * Capacitated by w.e.f 01/10/2011 (1x CAC , 1 x AC)Saldanha * No DHA offices

* Visited twice a month

Bergrivier * No DHA offices* visited once a month

Saldanha Harbour * Not capacitated – services from CT

Cape Winelands Drakenstein Paarl Large Office Bredevaley Worcester Small Stellenbosch Stellenbosch Small Witzenberg TC Ceres * capacity appointed- in negotiation for a leaseBrederiver * Robertson serviced by a mobile team twice a month

Central Karoo Beaufort West TC Beaufort West Laingsburg TC Laingsburg * Capacitated by w.e.f 01/06/2012 (2x FOC, awaiting

appointment letter of CAC)

Prince Albert * Mobile visits once a week

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WC Footprint:METRO/DM LM DHA FOOTPRINT OFFICE COMMENTS:

Eden George George Large Office

Oudtshoorn Oudtshoorn Small

Kannaland * Ladysmith, Vanwyksdorp, Zoar, Calitsdorp visited with Mobile Truck twice a month

Knysna * Online Hospital w.e.f August 2011* Mobile Truck visit Waboomskraal, Cracks once a month

Mosselbay * Visited by Mobile Team once a month

Hesequa * Visited by Mobile Team once a month

Bitou TC Plettenberg Bay * Visited by Mobile Team once a month

Mosselbay Mosselbay Harbour * Not capacitated, serviced from George

Overberg Theewaterskloof Caledon Small

Swellendam TC Swellendam

Overstrand * Hermanus visited twice a month, 1 Hospital capacitated, * Hawston, Kleinmond, Gansbay,Stanford,Baardskeerdersbos visited once a month

TC Grabouw * falls under Theewaterskloof,* Office had to be closed w.e.f 02/09/2011 due to multiple burglaries.

Cape Agulhas * Bredasdorp visited twice a month, Napier, Elim, Struisbay, Arniston visited once a month.

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Mobile Offices:

Office Reg. No Driveable Yes/No Functional Yes/No Capacity

Worcester VGM547GP Yes Yes 1 x Driver, 1 x FOC

Paarl VHB158GP Yes Yes 1x Driver,

Malmesbury VGM596GP Yes Yes 1x Driver,

Khayelitsha VGN210GP Yes No 1x Driver (seconded Ministry),

Khayelitsha VHB161GP Yes No 1x Driver,

Caledon VYC491GP Yes Yes 1x Driver,

Cape Town VHB157GP Yes No 1x Driver,

Cape Town VXR668GP Yes No 1x Driver,

Oudtshoorn VGN172GP Yes No Acting Driver- post vacant

Beaufort West VGN198GP Yes Yes 1x Driver

George VHB163GP Yes Yes 1x Driver, 1 x FOC

11 6 11 Drivers & 2 x FOC

-Challenge: Lack of FOCs on Mobile Offices - it must however be noted that 1x Mobile FOC for Beaufort West and 2 x Mobile FOC for George were funded in 2012/2013 and will be filled with the 2012/13 recruitment drive.- DHA Head Office in process of finalizing the procurement of a service contact to fix broken satellite equipment on Mobile Offices. In the meantime offices are utilizing vehicles for off line collection of enabling document applications for processing in respective offices

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Provincial Fleet:

KEY AREA NUMBER %

Vehicles April May June

Number of vehicles in the Province 89 89 90

New vehicles received 0 1 0

Number of Functional vehicles 87 87 87 96%

Number of vehicles involved in accidents (at merchants)

2 0 0

•The procurement of replacement vehicles will be from identified savings on the Provincial budget.

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Capacitated Hospitals:

Health Facility ConnectedType of Facility

Live Births @ Hospital

(Health)

Actual births registered

Performance Indicator (%)Births

Deaths at Hospital (Health)

Actual deaths registered

Performance Indicator (%)Deaths

Somerset Yes Public Unknown 285

Site B Clnic Yes Public 454 592 >100%

Khayelitsha Clinic

Yes Public 532 118 22% 45 39 87%

Mitchells Plain clinic

Yes Public 625 573 92%

Gugulethu Yes Public * Unknown 397

Mowbray Yes Public Unknown 311

Swartland Yes Public 142 89 63%

Radie Kotze(Piketberg

) No Public Unknown

* Official working from TC Citrusdal

Paarl Yes Public 835 498 60% 55 53 96%

Eben Donges Yes Public 191 102 53%

Ceres Yes Public 287 176 61%

Stellenbosch No Public 321 104 32%

Knysna Yes Public Unknown 182

George Yes Public Unknown 247

Hermanus Yes Public 175 198 >100%

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Capacitated Hospitals:

• * Unknown – live birth statistics from Health facilities not available to measure effectiveness

•20 Hospitals are connected and operational and 37 Health Facilities are visited in the WC

•Between the 1 April – 30 June 2012; 6653 Births were Registered in the Health Facilities, 4248 Live Births (this number is not a true reflection due to the unavailability of other Hospitals Live Births Stats)

•The DHA is in the process of exploring the allocating User ID numbers for dedicated staff at Health Facilities to improve reporting

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Cross Provincial Border Service delivery (Footprint Planning)

Affected District Towns serviced & comments

West Coast (Vredendal) - Nil

Eden - Civic Services Nil- Immigration Services cross Provincial border

operations in collaboration with JOINTS

Beaufort West - Rietbron Community +- 3000, farming, rural area with no economic infrastructure in town,

- Falls under EC (Graaf Reinette Office) but is in closer proximity to Beaufort West,

- Graaf Reinette visits the town once every 3 months,- Clients travel to Beaufort West for services,- Municipality currently deliberating on demarcation and

proposed that Marraysburg fall under NC with Rietbron falling under Beaufort West

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Accommodation Status Report on leases:

Signed leases for : -TSC Atlantis – 4 years,- TSC Laingsburg – Permanent activation of the office on 01/06/2012 when 2 x FOC and 1 X CAC assumed duty on 02/07/2012.

Outstanding leases from DPW:-Plettenberg bay – expired end May 2012, -Malmesbury Office – expired April 2012,-Worcester – expired end May 2012,-Caledon – expired January 2012 (last rental paid January 2012)-Mitchells Plain- rental outstanding since September 2011, Landlord locked out staff out for one day and DG was requested to intervene and settled outstanding amount from DHA budget-Beaufort West – expired

* These issues were reported to Head Office for discussion at DG level (DHA and DPW)

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Closure & Relocation of the Refugee Reception Office Cape Town (Maitland)

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•30 April 2012 a one month notice was received from the Landlord of the access road (Creative Properties ) that lease will be terminated. DPW negotiate with the Landlord for an extension which was granted until 30 June 2012

•Refugee Stakeholder meetings were conducted on 7 May 2012 and 8 June 2012 to inform them of the notice received and alternative ways to accommodate clients in terms of new applications and extensions.

•A decision was taken to close the Cape Town Refugee Centre and a service plan were developed for:

-Refugee IDs and Passports will be done at the Cape Town Office in Barrack Street,-Section 22 Extensions and outstanding adjudications of those asylum seeker cases who lodged their applications at the Maitland Centre will be processed at Customs House ,-SCRA and RAB will be accommodated on the 5th Floor of the Customs House Building, Foreshore, Cape Town.

• First time applicants

- New comers will be informed to apply at other Refugee Centers in the Country,

- Effective date 2 July 2012.

EVENTS SINCE NOTICE RECEIVED FROM LANDLORD

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3. Capacity Information

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Report Type

Prepared by whom

Purpose Frequency Submitted to :

EXCO Action Log

PM - Review and discuss infrastructure issues,

- Review and discuss Finance & Support Matters

- Review and discuss findings- Office Visits and M&E

Weekly PM

Provincial Decision Register

Co-ordinator -Capture decisions and actions to be executed by DMOs

-Follow up.

Ongoing PM

Monthly Report

Co-ordinator - Report operational achievements, challenges and key decisions required to DDG CS

Monthly DDG CS

WC Structural Reporting Format

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The WC Province developed and implemented a Reporting Structure :

Report Type Prepared by whom

Purpose Frequency Submitted to :

Office inspection/ implementation tool

DMOs -Compliance checks,

-Monitor the implementation of Directives

-Continuously updated as the need arise

All offices in a District must be visited once in a Quarter•Large Offices Monthly •Small Offices bi-monthly

Prov EXCO

DMO Summary Report

DMOs -Summarise the findings of the Inspection/ Implementation Tool into one document

- Reflect Progress in terms of Office Management & Administration

Weekly Prov EXCO

M&E Report M&E Co-ordinator

- Findings after analysis of M&E Tools

Bi weekly

DMOs to give feedback every other week

Prov EXCO

WC Structural Reporting Format

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Capacity Levels

DISTRICT MUNICIPALITY

OFFICE APPROVED ESTABLISHMENT

FILLED FUNDED POSITIONS

PERCENTAGE CAPACITATED

METRO PROVINCIAL MANAGER'S OFFICE

101 18 12 18%

101 18 12 18%METRO REFUGEE

RECEPTION CENTRE

92 43 25 47%

92 43 25 47%CAPE METRO ATLANTIS 3 2 1 67%CAPE METRO BELLVILLE 74 60 6 81%CAPE METRO CAPE TOWN 180 98 7 54%CAPE METRO DMO: CAPE

METRO5 2 2 40%

CAPE METRO CAPE TOWN: HARBOUR

33 8 12 24%

CAPE METRO KHAYELITSHA 102 50 9 49%CAPE METRO MITCHELL'S

PLAIN43 26 4 60%

CAPE METRO NYANGA 45 29 2 64%CAPE METRO SOMERSET WEST 14 1 2 7%

CAPE METRO WYNBERG 56 40 3 71% ST : CAPE METRO 555 314 50 57%

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Capacity Levels





CAPE WINELANDS CERES 4 1 2 25%CAPE WINELANDS DMO: CAPE

WINELANDS5 2 2 40%

CAPE WINELANDS PAARL 75 37 5 49%CAPE WINELANDS STELLENBOSCH 19 4 2 21%

CAPE WINELANDS WORCESTER 29 18 2 62%CENTRAL KAROO BEAUFORT WEST 23 11 2 48%

CENTRAL KAROO DMO: CENTRAL KAROO

5 0 0 0%

CENTRAL KAROO LAINGSBURG 3 3 0 100% ST: CENTRAL

KAROO163 75 17 46%

EDEN DMO: EDEN 5 0 4 0%EDEN GEORGE 75 35 9 47%EDEN KNYSNA 15 1 0 7%EDEN OUDTSHOORN 28 10 1 36%EDEN PLETTENBERG

BAY3 3 0 100%

ST: EDEN 126 50 13 40%

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Capacity Levels

•Posts indicated is more than 121, all natural attritions were included.• data as at 04/07/2012- HR PMO





OVERBERG CALEDON 29 15 1 52%OVERBERG DMO: OVERBERG 5 0 0 0%

OVERBERG GRABOUW 3 3 0 100%OVERBERG SWELLENDAM 3 2 1 67% ST: OVERBERG 40 20 2 50%

WEST COAST CITRUSDAL 3 2 1 67%WEST COAST DMO: WEST

COAST5 0 0 0%

WEST COAST MALMESBURY 44 24 5 55%WEST COAST SALDANHAY BAY

HARBOUR3 0 0 0%

WEST COAST VREDENDAL 15 5 2 33% ST : WEST COAST 70 29 10 41%

* TOTAL 1147 549 129 48%

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Capacity information:

• Resignations for the month of June 2012 = nil• Dismissals – 1 x IO George Office• Transfers into Province = 2 (1 x IO – Malmesbury & 1x FOC Wynberg)• Appointments first quarter 2012/13 – 7 (1x CAC- Laingsburg, 2x FOC Lainsburg,1 x CAC Atlantis, 1 x AC Cape Town, 1x FOC Beaufort West and 1 x transfer into the CAC for Citrusdal )

Trend Y1(2008/09 Y2 (2009/10) Y3 (2010/11) Y4(Not

Applicable)

Staff Turnover

Rate HR Plan

(baseline

2010/11

8,25% 13,03% 3,34%

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Employment Equity:

WC Demographics vs DHA workforce:

Coloured: 53% : 29 % represented

African: 27% : 59% represented

White: 19% : 12% represented

Indian: 1% : 0,01% represented

Gender: 64% Female vs 36% Male at SMS level

64% female vs 36% male over al

Disabled: 6 persons = 1,1%

AFRICAN COLOURED INDIAN WHITE TOTAL

LevelFEMALE MALE

FEMALE MALE

FEMALE MALE

FEMALE MALE

FEMALE MALE

3 6 1 3 2 0 0 0 0 9 3

5 7 6 6 2 0 0 1 0 14 8

6 153 67 72 24 2 1 34 9 261 101

7 10 18 12 11 0 0 3 0 25 29

8 18 18 5 8 0 0 7 3 30 29

9 6 6 3 7 1 0 1 2 11 15

11 0 3 1 0 0 1 1 2 4

13 2 0 1 1 0 0 0 0 3 1

14 0 0 0 1 0 0 0 0 0 1

TOTAL 202 119 103 56 3 1 47 15 355 191

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People & Performance management

Performance evaluation and moderation of bonus incentives for the 2010/2011 performance cycle finalized.•564 Staff members assessed•Moderating Committee adjudicated 85 reports for bonus incentives,•70 reports recommended for bonus incentives (12%)•Paid out during March & April 2012

2011/2012 Performance Cycle:•Performance agreements signed: 100% compliance•Moderation process will commence in June 2012 and conclude on 25 July 2012.

• Staff rewarded for work well done

• Align training programmes to employee development and performance management to develop all competency gaps.

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People & Performance management - absenteeism

Salary Levels Total

days

Number of

employees

using sick

leave

% of

employees

using sick

leave

Average

days per

employee

Total

Estimated

Cost (R’000)

(13-16) 0 0 0 0

(9-12) 56 3 0,50% 36

(6-8) 4213 276 66.9% 36

(3-5) 137 9 52.9% 36

(1-2) 0 0 0 0

TOTALS 4406 288 48,16%

Analysis of staff patterns 2010/11 FY WC HR Plan: Sick Leave

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People & Performance management - absenteeism

• Employees not taking responsibility of their health, develop illnesses that keep them away from work. Increased absenteeism, abuse of sick leave, staff shortages that often results in poor service delivery to the clients. •Officials exhaust their existing sick leave credits and this result in them to apply for Temporary Incapacity Leave by means of the PILLIR procedure. • Often documentation is not handed in timeously and this results in cases being turn down by the Health risk Manager and unfortunately officials are then penalised by means of Leave Without Pay.

Salary Levels Total

days

Number of

employees

using PILIR

% of

employees

using PILIR

Average days per employee

(13-16) 0 0 0 0

(9-12) 44 1 1.4% 36

(6-8) 2213 76 56.9% 36

(3-5) 137 7 3.9% 36

(1-2) 0 0 0 0

TOTAL

Analysis of staff patterns 2010/11 FY WC HR Plan: Incapacity Leave

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Highest Qualification Total Number % Total

National Certificate

(Grade 12/FET) 378 63,21%

Certificate 27 4,51%

Diploma 89 14,88%

Degree 53 8,86%

Technical Certificate 0 0

National Technical Certificate 0 0

Post Grad Diploma 20 3,34

Honours 8 1,34%

Masters 2 0,17%

Ph. D 0 0

Post Grad 0 0

Other 0 0

Training & Capacity building Overview

11,2 % Qualifications is towards Human & Social Studies, 5 % towards Business and commerce

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Training & Capacity building

SKILLS GAPS:• Report Writing• Managing discipline• Conflict Management

•Training Officer seconded to KZN, the lack of training & induction in the WC is of huge concern,

• Provincial Staff embark on occupational specific training programmes as identified by DMOs during their office inspections.

•Budget adequately for training to take place. Plan shift rosters to accommodate for training interventions. Provide close monitoring and mentoring to ensure that officials comply with their bursary obligations.

• Supervisors and Managers should be work shopped in strengthening their leadership and managerial skills.

• 94 x Employees in WC enrolled towards tertiary qualifications (bursaries) • 1x SMS Member attending the SMS Development Programme at WITS University • 3x Line Managers attending the New Management Development Programme • 2x Officials will be attending the Peer education Training scheduled for 06-08 June 2012.• 14x WC Employees attended DHA Cadre training• 33 Employees scheduled for DHA Induction Training in August 2012

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4. Eradication of Corruption & Vetting

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Progress: Eradication of corruption

• The Provincial Counter Corruption Unit became fully operational in April 2011 with the appointment of:

• 1x DD Counter Corruption,• 1x ASD Corruption Investigation,• 1 x DD Vetting

• The Provincial Counter Corruption Unit is fully operational• It should however be noted that the ASD Investigations is also responsible for Security issues in the

Province – impacting on turn around times in terms of investigations.• Cases received are those allocated with a reference number by Counter Corruption Head Office, • Out of 36 cases in total 18 cases had recommendations for Employee Relations .

WESTERN CAPE: COUNTER CORRUPTION [2011/12] [2012/13] TOTALS

Q1 - Q4 Q1

ALLOCATED CASES 39 6 45

FINALIZED REPORT TO HQ 32 4 36

Recommend for: Labour Relations 14 4 18

IMS 3 0 3

SAPS 3 0 3

Arrests1 (Wynberg

Office) 0 1

ON HAND / UNDER INVESTIGATION 7 2 9

* Nature of cases reported = 3 x ID Fraud, 1x Corruption (PR), 1x Fin Misconduct, 1x Contravention of Immigration Act.

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Challenges Corruption Unit:

•Evidence: Availability of witnesses (Illegal foreigners deported)•Dependency on Employee Engagement Unit for the speedy finalization of internal disciplinary cases.

Progress : Vetting•50 Security Clearance forms handed out to staff / 20 returned and in progress•33 Confidential Clearances handed to SSA,•20 Secret Clearances handed to SSA,•4 Top Secret Clearances in process.,•After audit was concluded by SSA the following statistics were provided: - 171 out of 616 in process, - 182 Staff in possession of clearance certificates (some expired however) - All Immigration staff clearances must be upgraded – project will be finalized by 2012/13.

Current priority•Clearance of 69 backlog files received from Head Office,•Field work to be completed for 18 secret clearances,•Immigration Offices at CTIA upgrades from confidential to secret – 30 in process.

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5. Resources & Budget

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Budget allocated 2012/2013 vs % spend

PROVINCE

BUDGET ALLOCATION

EXPENDITURE AS AT 30 JUNE 2012

FUNDS AVAILABLE %BUDGE

T SPENDR'000 R'000 R'000

WESTERN CAPE 146,227 27,911 118,316 19.1%

PAYMENTS 146,116 27,858 118,258 19.1%

COMPENSATION OF EMPLOYEES 134,190 26,664 107,526 19.9%

GOODS AND SERVICES 11,926 1,194 10,732 10.0% PAYMENT FOR CAPITAL ASSETS – – – – MACHINERY & EQUIPMENT – – – –

SOFTWARE AND INTANGIBLE ASSETS – – – –

TRANSFERS AND SUBSIDIES 111 53 58 47.7% PROVINCIAL AND LOCAL GOVERNMENTS 90 – 90 – DEPARTMENTAL AGENCIES & ACCOUNTS 21 – 21 – HOUSEHOLDS (HH) – 53 (53) –

GRAND TOTAL 1,640,759 320,406 1,320,353 19.5%

Reasonable expenditure trend between 23-27% as at end of 1st Quarter 2012/2013 FY. •Compensation of Employees 19% and below reasonable expenditure trend due to delay in filling of vacancies as well as 1 x Director (D: Eden) vacancies from the previous financial year- HR processes has however been streamlined and filling is eminent

•Goods & Services – expenditure trend at 10% it is expected that expenditure trends will stabilize during the second quarter due to the decentralization of SCM functions,

• Budget Committee and relevant SCM Structures i.e. PPC were appointed by D:F&S and functional.

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Asset Management & SCM Functions:

Nr of Assets on WC FAR

Leased assets

F/ L Assets

Not verified Audit information

17038 722 950 0 Audited

* Source Mr. S Diedericks (Asset Controller)

AG audit concluded at (1)Cape Town Airport and (2)Stellenbosch Office during first two weeks in June 2012.

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Asset Management & SCM Functions roll out :

Achievements:•Provincial SCM Function successfully activated (without redeployed capacity),

Functions:•Procurement•Petty cash •Travel•Fleet Management – proxy appointed for WC

Challenges:•Offices submit non compliant, incorrect BI 488 with expired quotations – check list circulated to managers

Actions going forward:•Filling of Senior State accountant and ASD SCM to ensure better compliance and management controls.•Workshop Managers & responsible staff on ensure compliance to prescripts w.r.t. BI 488

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6. IGR Stakeholders & Outreach Programmes

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Integrated governance & stakeholders

STAKEHOLDERS METHOD OF ASSISTANCE/ JOINT PARTNERSHIPS

1st Quarter 2012/2013

Social Cluster

(Social Development & SASSA)

• ID Campaigns, • Birth Registration Campaigns, • Family Expo• Assistance in disaster areas• Corruption Unit & Risk Management Unit partnering to discuss loopholes in systems

Premiers Steering Committee • CSIR Locality study – planning future facilities & developing a Thusong Centre sustainability programme.

Correctional Services • ID Campaigns- Overberg & Winelands area

Department of Local Government & Housing

• Planning meetings with the Department of Local Government– Piketberg (7-8 June 2012), Swartland (25-26 June 2012), Op-die-pad (Witzenberg: 7-8 June 2012), Avian Park (Witzenberg 28-29 June 2012).

• CDW’s- mobilizing clients during Election etc.

Department of Education • ID Campaigns at schools (Grade 12 Project)- March & April 2012• Sharing information & statistics

District & Local Municipalities Stakeholder Forums, & Disaster Management

• ID Campaigns in priority areas funded by Municipalities, • Assistance during natural disasters Hillside Grabouw, Masipumele, Ekanana, Freedom

Park etc.,• Participated in the compilation of a Social Conflict & Disaster recovery Plan – roles &

responsibilities of each Department , reporting lines etc. outlined. A Booklet is in the process of being developed. Provided assistance to victims of crime/ social unrest ( xenophobia )(Witsand, Atlantis)

• CDW’s assist with the identification of venues, - mobilization of clients for ID campaigns

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Integrated governance & stakeholders continued

STAKEHOLDERS METHOD OF ASSISTANCE/ JOINT PARTNERSHIP

Justice Crime Prevention Structure - information sharing, - Assistance and joint operations road blocks etc,- Support in Operation Isondlo – Tracing & arresting maintenance defaulters

Provincial Joints

(Operational & intelligence structure)

- Joint operations w.r.t illegal foreigners and assistance with deportations- Illegal Immigrants Forum established- Support from stakeholders SAPS &

CT City Police during Operation Umbrella 11

Government Communication Services - DHA participate in Outreach programmes, information desk during career expo’s

Metro-rail - Integrated government and health services available at Health Train

Department of Health - Assistance in the provision of office space for Birth & Death Registration in Health Facilities, Outreach ID Campaigns

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Integrated governance & stakeholders

STAKEHOLDERS METHOD OF ASSISTANCE/ JOINT PARTNERSHIP

Department of Labour - Provide credentials and data with the selection of Interns & Learners,

- ID Campaigns

Independent Electoral Committee -ID distribution, - Campaign in priority areas

NGO’s METHOD OF ASSISTANCE/ JOINT GOVERNANCE

HOPE World Wide - Assistance to street children to obtain enabling documents, ID Campaigns

Access & Ark - Assistance during the ID campaigns & outreach programmes

PASOP (People Against Suffering Oppression and Poverty)

- Monitor human rights transgressions and bring to DHA attention

- Information sharing

Scalabrini Centre - Provide shelter and support to Refugee Women & Children

- Provide DHA with information related to asylum seekers

47

Outreach Programmes

BACKGROUND Thusong Mobile Project Outreach use to be known as the Jamboree / Integrated Community

Outreach Programs (ICOP) which was managed by the Department of the Premier, however as from financial year 2010/2011 this program was taken by the Department of Local Government under the Directorate: Service Delivery Integration were the name was changed to Thusong Mobile Projects

There are five types of Thusong Projects namely;

Type Definitions Conditions

Thusong Mobile • Is a mobile service where all the National and Provincial Departments and other relevant parastatals deliver integrated services in outlying more sparsely populated areas

• If more than 40% of the Local Municipalities population is further than 25km from a Thusong Service Centre

• At least 2,000 – 10,000 population within 25km of the selected point or town and this should ne more than 25km from an existing Thusong Service Centre

Thusong Extension • This project serves extreme sparsely populated areas with no settlement clusters & utilizes the Community Development Workers (CDWs)

• Where the above minimum population threshold of 2,000 cannot be reached to warrant the implementation of a Thusong Mobile, the services of the anchor departments will need to be provided on an as-needs-basis through the Thusong Extension Project i.e. CDW services

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Outreach Programmes 1st Quarter 201/13

Coordinating

Stakeholder

District Municipality

Nature of Program

DHA OFFICE RESPONSIB

LE

Area 1st ID ISSU

E

Re ID

LRB 15

years

BI-24 ( Before 30days)

BI-24 (After

30days)

BMD CERT

AMEND

REC

TIC PPT ID COL

Total

GCIS Eden Freedom Day Celebrations

Oudtshoorn Zoar 3 1 2 1 1 8

DLG Cape Winelands

Thusong Mobile Project

Stellenbosch-Paarl

Klapmuts

118 10 21 13 13 19 1 195

DLG Overberg Thusong Mobile Project

Caledon Bredasdorp

103 34 11 25 43 4 3 4 4 64 295

DLG Overberg Thusong Mobile Project

Caledon Grabouw

82 25 7 12 52 4 3 1 186

DLG West Coast Thusong Mobile Project

Malmesbury Piketberg

84 45 6 8 20 20 11 1 1 13 38 247

DHA Cape Metro Youth Day Celebrations

Provincial Event

Ravensmead

16 6 1 2 1 26

DLG Cape Winelands


Worcester Tulbagh

171 60 6 21 28 3 4 32 325

DLG West Coast Thusong Mobile Project

Malmesbury Darling 133 23 11 25 18 8 1 1 4 1 225

DLG Cape Winelands


Worcester Avian Park

265 11 6 6 12 1 301

Total 972 217 39 79 115 185 23 5 13 24 136 1808

49

7. HR Projects & Civics Projects

50

Filling of 121 vacancies Project:

Nr of Posts Advertisement Closing date of advertisement

Deadline for filling Nr of posts advertised

121 HRMCM25/2012

08/06/2012 08/09/2012 26

HRMCM41/2012

27/07/2012 27/10/2012 1

HRMCM46/2012

28/07/2012 28/10/2012 6

Totals 33

Going forward:•Overtime submission submitted to HO for listing of Z83s received•Project Plan developed by D:F&S with clear timelines- recruitment & selection will be finalized within 3 months from the closing date of the advert•Follow up on outstanding advert requestes

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Filling of 121 vacancies project:

HRMCM 25/2012 HRMCM 41/2012 HRMCM 46/2012

1 x ASD – Khayelithsa 1 x Sen. Sate Accountant1 x S Sec (D:F&S)2 x AC (Hanover Park & Grote Schuur)3 x Cleaners (1 x PM, 1x George, 1x Malm)2 x CAC (1x Vredendal, 1x Khayelithsa)16 x FOC (2x Mal, 4x BVL, 1x Khaye, 1x MP, 1x NY, 2x BW, 1x BW MO, 2x GRG, 2 x GRG MO)

1x RITM - George 3x SAO (DMO CM, Winelands, Eden)3x Sec (DMO CM, Winelands, Eden)

Breakdown of posts as per advertisement:

52

SD Improvement Framework• 3 Offices identified that needs intervention to improve WC image and service delivery to clients (Bellville, Cape Town, Wynberg)

OBJECTIVE OF THE IMPROVEMENT PROJECT The main objectives of the Office Improvement Project is to improve service delivery by: • Making top and middle management structures more accessible to lower level staff through improved communication protocols, •To ensure that each employee understand the vision and mission of the Department critical role they play in achieving Provincial and National targets through the execution of their daily operations ,•To improve productivity by instilling discipline,•To identify and share best practices amongst offices. METHODOLOGY TO IMPLEMENT IMPROVEMENT STRATEGIES •To effectively track progress, it is proposed that a Project Management principal be implemented through the appointment of Team Leaders, scope/ outputs, resource requirements and the setting of defined timelines. •Appoint intervention teams focusing on a specific area,•All staff should be involved to ensure buy in and sustainability of implemented strategies,•Experts for other offices could be sourced to form part of the intervention teams, •Identify and agree on outputs/ key result areas,•Put reporting structures in place i.e. daily monitoring charts, verbal and written reports,•Create healthy competition amongst teams with an appropriate reward and recognition systems.

53

SD Improvement Framework continued:

Evaluation areas for the improvement of office performance:•Roles and responsibilities,•Channels of Communication,•Service delivery,•Training,•Discipline,•Business Processes,•Team building•Office protocols•Document Management•Performance Management and Development• Employee Wellness

Progress: Progress: •Staff at Cape Town Office submitted inputs on issues affecting their ability to deliver and made proposals towards improvements•14 Officials from the Cape town, BVL and WB will attend Old Mutual Workshop on 20 July 2012 – purpose is to look at what factors impact on the DHA ability to render efficient and effective services in the Front Office and to develop a programme to address shortfalls.

54

Duplicate ID Project as at June 2012Duplicate Project 30 June 2012

DM Office Total of Applications

Type of Duplicate Id's Issued Total of EnquiriesMultiple Sharing

Cape Metro Bellville 67 65 2 0 3 CT 40 37 3 0 14 Khayelitsha 49 47 2 0 66 Mitchell's Plain 18 7 11 0 6 Nyanga 36 19 17 1 26 Wynberg 33 32 1 0 6 Somerset West 6 6 0 0 16Total 249 213 36 1 137West Coast Malmesbury 9 9 0 0 0 Vredendal 4 4 0 0 8 Citrusdal 2 1 1 0 0Total 15 14 1 0 8Cape Winelands Paarl 16 9 7 0 0 Stellenbosch 3 2 1 0 4 Worcester 14 9 5 0 0Total 33 20 13 0 4Overberg Caledon 5 5 0 2 5 Swellendam 4 4 0 0 9 Grabouw 1 1 0 0 3Total 10 10 0 2 17Eden George 23 17 6 0 3 Oudtshoorn 8 5 3 0 0 Plett 13 12 1 0 18Total 44 34 10 0 21Cetral Karoo BFW 12 11 1 0 1Total 12 11 1 0 1WC Grand Total 363 302 61 3 186

• Office managers making all efforts to trace applicants in their respective areas of service

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6 % Increase in Birth Registration:

Target Births (0-30 days from birth event) registered

Comments

Baseline: 71 268 2011/12 FYBaseline: 1st Q = 17499

2012/13: annual target = 76 147

Target Q 1= 19 03619 115 Births registered(NPR Stats)

Quarterly target achieved

• The dedicated capacity at Hospitals improved Provincial ability to achieve the 1st Quarterly target ,

• 37 Health Facilities visited on a roaming basis by mobile teams

Going forward:• Activate an additional 12 Health facilities for the 2012/13 FY • Encourage and train staff to improve on death registration

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Schools Project

Month Target Visited Nr of applications taken In

Ids issued to Matriculants

April 121 123 1068 Gr 123514 Other

30800

May 38 39 333 Gr 121255 Other

62772

June 17 18 388 Gr 1258 Other

280296

Totals: 176 (venues)

180 1789 Gr 124827 Other

3721868

•38% of Schools visited during the first quarter of 2012/13 FY•Peak expected again in Feb & March 2012- all 470 Schools will be visited at the end of the reporting year

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Stakeholder Forums progress 1 Quarter 2012/13 FY

Municipality Meeting & purpose Status

Cape Metro 2nd task team meeting on 10 May 2012

Matzikama LM Re - launched 09 May 2012 Re activated

Cederberg LM Preparatory meeting on 10 May 2012 for re- launch

Cape Winelands DM Did presentation to District Co-ordination Forum 08 May 2012

Bredevalei Stakeholder Forum

Launched 22 May 2012 Active

Overberg DM Mayor called a District Co-ordinating Forum to convene in preparation of a launce.

• No new Stakeholder Forums were launched during the month of June 2012,• Prep meetings did take place at Cape Winelands follow up meeting 11/06/2012,

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Established Stakeholder Forums:

Municipality Launch date status

Saldanha LM 05/05/2011 Not active

Langeberg LM 12/05/2011 Meeting scheduled but postponed

Witzenberg LM 15/04/2011 Not active

Stellenbosch LM 13/09/2010 In process of re-launch

Laingsburg LM 10/06/2010 Active

Prince Albert LM 14/06/2010 Not active

Knysna LM 11/03/2010 Not active

Bitou LM 18/03/2010 Not active

Kannaland LM 25/03/2010 Key stakeholders not available

Hessequa LM 26/07/2010 Active

Swellendam LM 31/08/2010 Active

Cape Agulhas LM 09/09/2011 Active

• These forums are not all functional due to the non availability of key stakeholders and schedules of Municipal Manager

59

LRB Cases:

Item April 12 May 12 June 12

Opening balance for the month

1329 865 792

LRB applications received

293 299 321

LRB applications approved

312 293 274

Nr of applications rejected

18 38 28

Nr of applications referred to IMS

47 9 7

Total nr of applications on hand

1240 794 694

• Office inspections are done on outstanding LRB cases,• The Province manage to finalize all LRB applications within Provincial Processing

times.

60

Statistical Information

61

Asylum seeker management stats 1 st Quarter 2012/13 FY

Month Number Asylum Seeker Permits Extended

April 12 8872

May 12 15499

June12 17842

Total 42213

Month New arrivals

Interviews

conducted

Adjudicated Granted Rejected

UNF MU

April 12 4501 166 166 0 58 108May 12 2119 429 429 135 142 136June 12 3348 458 458 62 153 217Total 9968 1053 1053 197 353 461

Status determination:

• Spill over: 4335• 19% Approval rate • 34% Unfounded• 44% Manifestly Unfounded

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PORTS OF ENTRY : CAPE TOWN HARBOUR

Vessels Pax/Crew Pax/Crew Pax/Crew Pax/Crew Crew

in / out Arrival Arrival Departure Departure SAC Foreigner SAC Foreigner In Out

356 94 1056 133 1082 4170 3755

• Penalties issued: 7• Admission refused: 0• Stowaways: 1• 68 ORT Employees trained since April 2012

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IMMIGRATION INSPECTORATE as at 1st Quarter 2012:

Output April 2012 May 2012 June 2012 Total Target Comment

Fraudulent births investigated & fin

0 15 18 33 100% Not achieved

Employers prosecuted 1 0 5 6 6 Achieved

Nr of illegal foreigners detected

121 126 123 370 250 Achieved

Nr of illegal foreigners deported

99 112 77 288 250 Achieved

Cases referred to IMS and fin

21 66 46 133 80% investigated within 30 days

Not achieved

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IMMIGRATION INSPECTORATE as at 1st Quarter 2012:

Output April 2012 May 2012 June 2012 Total

Operations 3 3 3 9

Nature of operations • Inspection of foreign own businesses - Eden

• Joint with SAPS Metro

• N2 Roadblocks• BCOCC

Operations

• Joint with SAPS

• N2 roadblocks

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Permitting Stats

Month Outstanding pervious month

Applications received

Approvals Rejections Total not finalized

April 660 248 7 5 758

May 776 229 34 3 777

June 777 191 15 0 795

Permanent Residence:

• 8% turn around rate

66

Permitting Stats

Month Outstanding pervious month

Applications received

Approvals Rejections

April 12 18454 1849 2746 111

May 12 19074 1867 2827 18

June 12 18152 1826 5345 379

Temporary Residence Visas:

• At end June 2012 turn around rate increased significantly and stands at 31%• A full audit will be done (July 2012) in all Permitting Offices in the WC to

determine (1) compliance to T&T, (2) number of applications kept in offices.

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Overview and achievements Achievement Impact on service delivery

Refurbished & strengthened leadership capacity at Cape Town Office with the appointment of a Deputy Director

• Improved service delivery • Improved accountability• Office receiving compliments on a regular basis

Opened offices at Thusong Service Centres Atlantis, Lainsburg (permanent w.e.f 01/06/2012) and Citrusdal.

• Increased access to DHA services

Close working relationship with Provincial Social Cluster through participation in:•Thusong Centre sustainability Plan,•Thusong Services Mobile Outreach Programmes.

• Servicing outlined poor communities• DLG&H provide free photos to clients during

outreach programmes in rural and informal settlements,

• Improved mobilization of clients during outreach programmes

Piloted a new Shift Proposal to do a way with off days • More staff available to render services during weekdays.

• Met with CEO of Old Mutual and set up a date (20/07/2012) for a workshop with Cape town Office Staff to establish reasons / generic issues impacting on service delivery and thereafter develop a programme of action to address these issues.

• Once programme was developed and replicated to other Offices it will bring an improvement in customer care.

Coaching Sessions commences – individual sessions with PM & Directors and group sessions

• Improved organizational performance through life style coaching.

Performance Monitoring and Evaluation Team of the Presidency did a Frontline Service Delivery inspections at Nyanga, Mitchells Plain and Atlantis Offices. Feedback sessions will be concluded during 25/07/2012

• Front Office Improvements based on outcomes and recommendations.

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Overview and achievements Achievement Impact on service delivery

Provincial Reporting Structure developed, implemented and functional

• Improved co-ordination between Managers, offices and stakeholder engagement

Strengthened working relationship with Provincial Joints and JCPS Cluster•Profiling & detecting of illegal foreigners•Policing permit holders•Monitoring Refugee Office•Assistance with detecting & arresting illegal foreigners through joint operations

• Successful joint operations at Mitchells Plain Town Centre (Pakistani, Egyptians and Bangladeshis), Mavericks Night Club,

• Lwandle Informal Settlement (2 x illegal foreigners detected)

• Operation Umbrella 11• Routine roadblocks on N2

Provincial M&E Team mandated and operational.

M&E Tools developed.

• Monitor & Evaluate compliance to Directives, track progress in achieving Business plan targets etc.

Supply Chain Functions successfully implemented in Province – purchase orders, petty cash & travel orders.Prov SC Unit became operational on 14/05/2012

• Improved turn around times in procurement of goods & services,

Electronic Queue Management System installed at Khayelithsa, Wynberg, Cape Town

• Accurate & credible historical and real-time information on customer waiting times in Front Offices,

• Average waiting time in queues decreased from 1 hour minutes to 30 minutes on average – still room for improvement

• Accurate & credible statistics in respect of individual staff performance.

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Thank you

Questions & answers

Documents

Presented by Y Simons