PRESENTATION TO THE PORTFOLIO COMMITTEE ON HOME AFFAIRS 18 SEPTEMBER 2012 GC Khwela

1. CONFIDENTIAL FRAUD DETECTION AND PREVENTION PRESENTATION TO THE PORTFOLIO COMMITTEE ON HOME AFFAIRS 18 SEPTEMBER 2012 GC Khwela

2. TABLE OF CONTENTS 1. PURPOSE 2. BASELINE STUDY ON CAUSES AND SCOPE OF CORRUPTION WITHIN DHA FRAUD PREVENTION PLAN SECURITY ADVISORY COMMITTEE CHALLENGES WAY FORWARD

3. PURPOSE The purpose of Directorate: Prevention is: • To manage counter corruption strategies, including Intelligence, counter intelligence processing and dissemination of information; • To develop and maintain an analytical counter corruption and security strategy in the department; • To gather and analyse information for investigative purposes; and • To ensure the identification and prevention of irregularities, unlawful conduct or breaches.

4. BASELINE STUDY • In the past few years, the matter of face value or enabling documents (identity, passport, death, marriage, birth certificates and permits) has become very prominent. • In an effort to understand and develop strategies to deal with the problems of corruption within DHA, the Branch: Counter Corruption and Security Services undertook a Baseline Study on the Causes and Scope of Corruption within the Department in 2010. • This document now serves to inform our efforts to both prevent and eradicate corruption within the Department. • The Department is committed to an effective counter corruption strategy designed to: • Encourage Prevention • Promote detection; and • Identify a clear pathway for investigation

5. BASELINE STUDY (cont…) This document now serves to inform our efforts to both prevent and eradicate corruption within the Department. The Department is committed to an effective counter corruption strategy designed to: • Encourage Prevention • Promote detection; and • Identify a clear pathway for investigation

6. FRAUD PREVENTION PLAN The last Fraud Prevention Plan was approved by the former Director General of the Department of Home Affairs, Mr Barry Gilder in September 2004. At that time the Branch: Counter Corruption and Security Services was still at a Chief Directorate: Counter Corruption and Security (CD: CCS). It was then elevated to be a Branch in 2010 and the structure increased in order to decisively deal with corruption. The Branch held a workshop in August 2012 and produced a revised Corruption and Fraud Prevention Plan for the Department. The Plan recognises Counter Corruption and Fraud Prevention measures which are already in place within the Department, as well as corruption and fraud risks which that must be addressed. This Plan will soon be circulated within the Department for consultation and inputs from other role players.

7. SECURITY ADVISORY COMMITTEE A Security Advisory Committee, comprising representatives drawn from all Branches of the Department was established by the Branch: Counter Corruption and Security Services in 2011. This Committee will assist with the following: • Grading of all posts and classification of meetings within the Department to the appropriate security level. • Advising on any problems related to security vetting in general. • Ensuring that systems at all operational levels in the Department are security compliant and that all officials are in possession of appropriate clearances to be able to perform their responsibilities.

8. CHALLENGES FACED BY THE DIRECTORATE: PREVENTION

9. CHALLENGES: TACTICAL ANALYSIS There is only one Analyst to assist with tactical analysis for the whole Branch. This individual has to deal with the following: • The combined Investigation targets of around 800 cases and 4 projects per annum. • There are also frequently directives from either DG or Ministry for special or urgent investigations. As a result of the above, the following areas are lagging behind: • Case comparison analysis. • Individual case analysis (only prioritised cases are attended to.)

10. CHALLENGES: STRATEGIC ANALYSIS There are two Analysts to assist with strategic analysis for the whole Branch. They deal with the following: • Processes that are performed within the DHA. • Millions of transactions on the systems of DHA (NPR, MCS, NIIS, BAS, Persal, etc.). • Urgent requests from Ministry. Further Challenges: • Lack of systems integrity. • No IT specialisation within the Branch: Counter Corruption and Security Services. We are reliant on the IS Branch to extract our data. • The DHA is also still very reliant on Manual records. • There is no Analysis tool in place – we are currently in the process of acquiring an analysis tool. • Lack of training for specialisation in analysis

11. CHALLENGES: DETECTION There are three officials who perform the Detection function, dealing with the following: • Processes that are performed within the DHA. • Urgent requests from Ministry. Further Challenges: • The Department of Home Affairs has over 400 facilities, which these officials have to visit. • The non-standardisation of processes at the front offices makes it necessary for the unit to look at all the offices, but due to lack of capacity we are unable to do process evaluations in all the offices. • The DHA is also still very reliant on Manual records. • Because of the massive number of records that the Department maintains, only a few can be sampled per process that is evaluated.

12. CHALLENGES: AWARENESS There is only one official who deals with Corruption Awareness within the department. This individual deals with the following: • Induction programmes. • Corruption Awareness products (presentations, pamphlets, posters, articles, etc.) • Represent the department at inter-departmental forums that deal with corruption matters. Further Challenges: • Limited expertise in current awareness raising methodologies.

13. WAY FORWARD • Capacitating of Chief Directorate: Prevention and Analysis according approved structure will strengthen the existing directorate. • Formulation, approval and implementation of Policies and Fraud Prevention Plan. • Procurement of working tools (analysis tool, case management system, computers, cell phones and vehicles).

14. THANK YOU