PRESENTATION TO THE PORTFOLIO COMMITTEE ON HOME AFFAIRS

1. PRESENTATION TO THE PORTFOLIO COMMITTEE ON HOME AFFAIRS 13 September 2005

2. Agenda • Introduction • DHA delegation • Presenters of sections • Issues raised during Portfolio Committee of 18 May 2005 • Strategic Planning imperatives • Progress on Strategic Plan 2005/06 to 2009/10 (incorporating progress on NIB) • New contract specifications for Lindela • 2010 Soccer World Cup • Issues raised during SCOPA meeting in Parliament

3. Issues raised during PC Meeting of 18 May 2005 • Progress on NIB • This matter will be discussed in detail as part of the progress report on Immigration • Implementation of Smart Cards • The Smart Card for Refugees and Smart ID Card for citizens will be discussed as part of the progress feedback • Opening of new offices to enhance service delivery • To be addressed under “Infrastructure” • Passports without any blank pages • The legislation enforced by the Department is clear on this issue. At least one unused page is required when presenting a passport for purposes of endorsing a visa / permit. It must be an unused visa or permit page. • Frequent travellers should apply for maxi passports

4. Strategic Planning Imperatives

5. Strategic Planning Imperatives • Strategic Plan consists of 3 components: • 5-year, 3-year and 1-year instrument • Focus for 2005/06 on annual (1-year) plan • 5-year instrument acts as linkage with POA • DHA aligned with Government’s strategic objectives by: • Economic growth & development • Building capacity of state • Service delivery improvement • Enhancement of social security • Countering corruption & promoting security • Improving SA global relations • Participating in ISRDP and URS

6. Progress on 2005/6 – 2009/10Strategic Plan

7. Immigration

8. National Immigration Branch • Mission of National Immigration Branch (NIB) • To establish and maintain the NIB as a world-class immigration authority which makes a significant contribution to migration management at an international level, and thus helps South Africa to achieve its development goals

9. DDG National Immigration Directorate Immigration Directives Directorate Information Co-ordination Unit Counter Xenophobia CD Admissions CD Inspectorate Dir. Refugee Affairs

10. Immigration • Strategic Issue: Review of Immigration Legislation • Immigration Amendment Act, 2004, promulgated and Immigration Regulations published on 27 June 2005, came into effect on 1 July 2005 • National Immigration Branch (NIB) staff at Head Office and certain Senior Managers in Provinces have been trained • Act aims to correct the most urgent deficiencies as an interim measure pending the complete rewrite ofthe Act • Strategic Issue: Effective Border Control • Effective management of Committees at strategic and operational level • DHA chairing the Border Control Co-ordinating Committee (BCOCC) • BCOCC reached agreement on mandate, structures, reporting lines, lead departments for sub-committees and their functioning • Structure was approved by JOINTS and JCPS DGs Cluster ¹

11. Immigration (Cont) • Strategic Issue: Effective Border Control • Draft border control strategy developed • BCOCC timelines aligned to departmental objectives • Harmonisation of legislation within SADC and/or individual neighbouring countries on migration matters is beginning to take place • Framework forconcept of African Passport, Free Movement of Persons and AU framework on Migration, to a lesser extent, discussed with AU • Mozambique engaged on implementation of waiver agreement (Visa agreement in place and functioning) • Protocol on the Facilitation of Movement of Persons was signed by South Africa at the SADC Summit held in August 2005 • Consultations on relaxation of visa requirements with ZIM underway • Draft compiled on proposals for one-stop border posts ¹

12. Immigration (Cont) • Strategic Issue: Effective Border Control • Identification and recording of global diaspora implemented by means of the completion of departure forms by SA citizens on departure and reasons therefore • Strategic Issue: Capacity to ensure a transformed effective Immigration • Service • Training programmes for new recruits in place • First intake consists of 59 Immigration Officers • 6 months theory and 6 months practical • Plan for the alignment of NIB structure to meet obligations and ensure effective accountability and governance finalised • Equivalent structures to be available in Provinces as in Head Office ¹

13. JOHANNESBURG INTERNATIONAL AIRPORT – DHA ESTABLISHMENT

14. Immigration (Cont) • Strategic Issue: Effective Law Enforcement • Draft standard operating procedures for law enforcement have been produced but require further development given concerns on practicality of some aspects • Working relationship established with National Prosecuting Authority (NPA) on DHA related cases to deal with offences in terms of the Immigration Act • Charge sheets drafted with aid of NPA • Inspectorate workshop to take place with NPA and other law enforcement agenciesto standardise procedures • Working relationship established with South African Police Services (SAPS) on implementation of DHA case administration system • Feasibility of linking SAPS and DHA Case Administration System investigated • Need for joint early warning system identified –part of deliverables of Incident Reporting System ¹

15. Immigration (Cont) • Strategic Issue: Effective Law Enforcement • Interaction with NPA to deal with transnational/organised crime syndicates as part of task team on Human Trafficking has been established • Initiative by International Organisation on Migration (IOM) and NPA to co-ordinate the process and align DHA policies accordingly • European Model (EU) to be researched • Management of Deportations • Provincial visits to identify deportation centres underway • Tendering for holding facility (Lindela) underway • SOPs for holding facility under review ¹

16. Immigration (Cont) • Strategic Issue: Management of Refugee Services • Draft standard operating procedures (SOPs) in place • Steps to eradicate backlog in place • 64 interns initially contracted to deal with administration, updating of filing system, etc - redirected to deal with high court applications • Request for more interns lodged • 6 month programme to be rolled out with effect from Sep 2005 to determine exact extent of backlog and process outstanding applications • Personnel appointed to deal with backlog • Training conducted for: • 83 Refugee Reception Officers • 114 Refugee Status Determination Officers • 4 Project Site Co-ordinators • 19 Interpreters • 4 full-time Researchers ¹

17. Immigration (Cont) • Strategic Issue: Management of Refugee Services (Cont) • Premises acquired to set up four Refugee Reception Offices • Comprehensive communication strategy developed • IT system developed to manage frontline application process that allows for more secure application processes • New Smart ID card for refugees acquired (50 000) and roll-out is currently taking place • Issuance of Smart Cards has commenced • Programme to roll out process was developed • Process started in Port Elizabeth during 15-19 August 2005 • Proposal on transit facility and location of asylum seekers have been developed (assigned to Directorate: Immigration Directives to conduct feasibility study on possibility of having such a facility) • Discussions started with Consortium on Refugee Affairs and NGOs on the integration of refugees into society ¹

18. Immigration (Cont) • Strategic Issue: Information Management • Incident Reporting System went live on 1 June 2005 • Training presented to officials from Information Co-ordination, HRD and Information Services • JIA identified as pilot site for testing & launch of system • Web-based Counter Corruption system developed and to be linked to Incident Reporting System • Development of library system for capturing of all documentation also on track – hardware acquired and development / purchasing of electronic document system is being attended to • Business Intelligence task team established to focus on interim solution as integration of systems will only take place in 2008/09 ¹

19. Overview of Incident Reporting System

20. Functions • Gather and collate incident data • Evaluate and analyse incident data • Disseminate and interpret incident data • Identify, monitor and track current incidents and potential threats • Alert our Officers by reports of current trends and early warnings • Enhancing our Service Delivery

21. OFFICER SCREEN

27. Reports

30. Immigration (Cont) • Strategic Issue: Information Management • Additional position paper has been developed on the existing SADC Protocol on matters of Immigration for SADC immigration sub-committee • Activation of Operational Centre is planned to ensure real-time support on tactical and legal matters globally • Establishing of radio communication network for NIB is being investigated, project referred to National Communication Centre (NCC) for recommendations ¹

31. Immigration (Cont) • Counter Xenophobia • Draft Counter Xenophobia strategy developed • Creation of awareness on practices that project elements of Xenophobia • Awareness created by engaging government departments and relevant stakeholders, e.g. • National Consortium on Refugee Affairs • Forced Migrants Working Group • UNHCR • NGOs • Local communities ¹

32. Progress on BCOCC(Proposed model)

33. Introduction • 2004 National Intelligence Estimate • Single most important security challenge • Security at borders & ports of entry • National security threat • Fragmentation and ineffective co-ordination • Facilitates transnational syndicated crime • Major paradigm shift urgently required • Balance security, trade, tourism & development

34. Introduction • Cabinet instructed that mechanisms and processes be • reviewed and consolidated • Presentation to the January 2005 Cabinet Lekgotla: • Border Control and Security Framework • Integrated management of the land, rail, aviation & maritime environments • Streamlining of the functions of the structures • Directly informs the process to conceptualise the BCOCC

35. Introduction • Strategic planning session • Committees to develop proposed structures and functions for the BCOCC • Presented to the BCOCC Executive Committee on 12 and 19 May 2005 • National JOINTS on 30 May 2005 • JCPS DG’s approved 7 June 2005 • FOSAD on 23 June 2005 • This presents the outcome of these processes • Model: • Co-ordination & integration • Departments retain line-functional responsibilities

36. Introduction • Participation • BCOCC has broadened participation in Govt departments to include: • Presidency National Treasury Foreign Affairs • Health Agriculture Civil Aviation • DEAT Transport SANDF • SAPS NIA NICOC • SARS • Proposed permanent structure in DHA to act as administrative support for various committees: • 1 Chief Director • 1 Director • 8 Deputy Director • 8 Assistant Director • 8 Chief Administrative Clerks • 8 Senior Administrative Clerks • 1 PA at Senior Administrative Officer (SAO) level • 1 PA at level of Administrative Officer (AO)

37. Introduction • Structure to be presented to DG on 26 September 2005 • Budget requested for 2005/06: R11 million • R7 million for compensation of employees • 2.9 million for goods and services • R950 000 for capital assets • Provincial road shows will be embarked upon soon in order to explain the new structure of the BCOCC as well as roles and responsibilities of sub-committees and therestructuring of the BCOCC at provincial level

38. Mandate • “The BCOCC is responsible for the strategic management of the South African border environment in a coordinated manner”

39. Strategic Functions • BCOCC should have the following strategic functions • Harmonise & implement legislative & policy frameworks • Advise policy makers on the border environment • Develop and implement National Border Control and Security Strategy • Develop and maintain ports of entry, bases & borderline • Co-ordinate securing of ports of entry, bases & borderline • Improve legal flow of persons and goods through ports of entry • Promote trade, tourism and development • Co-ordinate law enforcement actions to combat illegal activities • Compile and manage budget for BCOCC strategies

40. NATIONAL Model BCOCC EXCO Aviation Committee Strategic Advisory Committee Maritime Committee National Border Control Centre Development Committee Land and Rail Committee Legal and Policy Committee PROVINCIAL LOCAL

41. Model National Level BCOCC EXCO Aviation Committee Strategic Advisory Committee • Strategic management of the border environment • Implementation of the National Border Control and Security Strategy • Interface with all relevant stakeholders • All border stakeholders will be represented • Level of Deputy Director-General • Chairs of the 7 Committees will be members of the Exco Maritime Committee National Border Control Centre Development Committee Land and Rail Committee Legal and Policy Committee

42. Model • Co-ordinating the development of the National Border Control and Security Strategy • (NBCSS) • Informing and advising on strategic threats and opportunities in the border • environment, including special events • Research and development • Disseminating strategic products on substance issues National Level BCOCC EXCO Aviation Committee Strategic Advisory Committee Maritime Committee National Border Control Centre Development Committee Land and Rail Committee Legal and Policy Committee

43. Model • New structure to be established and resourced • Hub of the information flow • Centralising day-to-day flow of tactical and operational intelligence and information • Channelled by the centre to the relevant operational structures • Dedicated capacity will be required National Level BCOCC EXCO Aviation Committee Strategic Advisory Committee Maritime Committee National Border Control Centre Development Committee Land and Rail Committee Legal and Policy Committee

44. Model • Acquisition, provision and maintenance of infrastructure & ICT for BCOCC functions • National Department of Public Works the custodian • Road maps for land, aviation, maritime and rail ports of entry, bases & borderline • Advising Exco on infrastructure matters • Managing BCOCC infrastructure projects • Developing and implementing the interfacing and integration of ICT systems National Level BCOCC EXCO Aviation Committee Strategic Advisory Committee Maritime Committee National Border Control Centre Development Committee Land and Rail Committee Legal and Policy Committee

45. Model National Level BCOCC EXCO • Ensuring activities of BCOCC within the relevant legislative framework and mandates • Departmental legal experts & policy makers • Harmonisation of all domestic and international legal instruments • Advice on draft legislation and Cabinet Memoranda • Development of policy Aviation Committee Strategic Advisory Committee Maritime Committee National Border Control Centre Development Committee Land and Rail Committee Legal and Policy Committee

46. Model National Level BCOCC EXCO • Managing national border environment in each sector • Cross-border liaison • Compiling and implementing standardised national security plans for each sector • Monitor implementation of the strategic plans in each sector • Monitor compliance with BCOCC projects • Interact with other committees Aviation Committee Strategic Advisory Committee Maritime Committee National Border Control Centre Development Committee Land and Rail Committee Legal and Policy Committee

47. Model BCOCC EXCO Land & Rail Strategic Advisory Com NBCC SECRETARIAT Maritime Development Aviation Legal & Policy PROVINCIAL LOCAL

48. Flow Of Information • At national level • National Border Control Centre will receive information from provincial & local committees • Channel tactical and operational information to national, provincial & local structures for action • Aviation, Maritime, and Land and Rail Committees • Receive information from their respective local counterparts • Collate and report to the BCOCC Exco

49. PROVINCIAL BCOCC’s Local Land & Rail Local Maritime Local Aviation Model BCOCC EXCO

50. Provincial BCOCC • Functions • Manage provincial border environment in a co-ordinated manner • Implement National Border Control & Security Strategy in the province • Monitor implementation of projects • Co-ordinate operational activities in the province • Provide BCOCC Exco with a monthly report • Provincial structures of departments to be represented on Provincial • BCOCC’s • Need to • Co-ordinate tactical & operational information within the province