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PORTFOLIO COMMITTEE ON HOME AFFAIRS State of the Province as at end June 2012. Presented by Y Simons. July 2012. Table of Content. Geographical outlay and WC Senior Management Team Strategic Overview of the Province (HR) WC Footprint Operational & new Offices Refurbished offices
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PORTFOLIO COMMITTEE ON HOME AFFAIRS State of the Province as at end June 2012 Presented by Y Simons July 2012
Table of Content • Geographical outlay and WC Senior Management Team • Strategic Overview of the Province (HR) • 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 • Progress eradication of Corruption & vetting • Resources & Budget • Stakeholders and IGR & Outreach Programmes • HR Projects • - Filling of 121 vacancies • - SD Improvement Framework • Achievements • Challenges & key decisions required • The road ahead
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. 2
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
POPULATION: 5,2 million Metro-dwellers - 3,4m Large Towns - 750K Small Towns – 680K Micro Towns – 150K Farms & remote rural – 170k Coloured: 53% African: 27% White: 18.7% Indian descent: 1.3% Western Cape Province REGIONS Cape Town Metro – 3,4m West Coast - 420k Boland – 675k Central Karoo – 75k Eden – 440k Overberg - 190k
With 11% of SA’s population -WC is the third highest contributor to GDP (17%) • PREVAILING INDUSTRIES: • Tourism • Farming • Fishing communities
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. 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 Socio Economic overview:
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.
Provincial Manager: Western Cape Yusuf Simons Western Cape Senior Management Team: Director: Finance & Support : AyandaMafuleka (A) Director: Refugee Affairs S Mohapeloa (A) DMO: Cape Metro & West Coast Martha Mgxashe (A) DMO: Witzenberg & Overberg Elaine Ngoie (A) DMO: Central Karoo & Eden Vacant Director: CTIA Tariq Mellet
Mobile Offices: • 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
Provincial Fleet: • The procurement of replacement vehicles will be from identified savings on the Provincial budget.
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
Cross Provincial Border Service delivery (Footprint Planning)
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) Accommodation Status Report on leases:
Closure & Relocation of the Refugee Reception Office Cape Town (Maitland)
EVENTS SINCE NOTICE RECEIVED FROM LANDLORD • 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.
WC Structural Reporting Format The WC Province developed and implemented a Reporting Structure :
Capacity Levels • Posts indicated is more than 121, all natural attritions were included. • data as at 04/07/2012- HR PMO
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 )
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%
People & Performance management - absenteeism Analysis of staff patterns 2010/11 FY WC HR Plan: Sick Leave
Analysis of staff patterns 2010/11 FY WC HR Plan: Incapacity Leave 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.
Training & Capacity building Overview 11,2 % Qualifications is towards Human & Social Studies, 5 % towards Business and commerce
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
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 . Progress: Eradication of corruption * Nature of cases reported = 3 x ID Fraud, 1x Corruption (PR), 1x Fin Misconduct, 1x Contravention of Immigration Act.
Budget allocated 2012/2013 vs % spend • 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.
Asset Management & SCM Functions: * Source Mr. S Diedericks (Asset Controller) • AG audit concluded at • Cape Town Airport and • Stellenbosch Office during first two weeks in June 2012.
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
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;
Filling of 121 vacancies Project: • 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
