Home Affairs Minister Leon Schreiber has acknowledged the Border Management Authority (BMA) is underfunded – by R4.3 billion – and a long way from fulfilling its mandate as a result – it needs the deployment of another 8 000 personnel for example – but partnerships and technology can help address shortfalls.

Speaking at the Border Management Conference and Expo at the CSIR International Convention Centre on 13 November, Schreiber said South Africa’s immigration system, including its capacity to enforce border control and management, has not been spared from the effects of state capture and corruption.

Rising crime, the under-funding of law enforcement, prosecutorial challenges, and the rise of mafias and syndicates across society are also contributing to the assault against the rule of law, he said, but these are challenges that have to be conquered.

“On our journey to combat illegal immigration, restore the rule of law, and facilitate the economic growth and job creation that flows from secure and streamlined border management, we require a number of critical ingredients,” Schreiber said, with the BMA making meaningful strides.

“A little over a year since His Excellency President Cyril Ramaphosa formally launched the BMA on 5 October 2023, I am confident in saying today that the BMA is here to stay as the latest addition to South Africa’s arsenal in the fight to restore the rule of law.”

Schreiber highlighted some recent successes, with the BMA over the past two quarters apprehending over 36 000 undocumented, undesirable and inadmissible persons, seizing 249 fraudulent documents, confiscating counterfeit cigarettes worth over R22 million, counterfeit clothing worth over R4 million, recovering more than 1 100 stolen vehicle parts, and drugs with a street value of over R6 million.

Over the same period, the BMA screened over 2 million people, searched more than 108 000 trucks, processed over 12 000 flights and conducted 648 roadblocks around ports of entry – statistics which show the BMA no longer exists only on paper.

“These numbers should not make us complacent. Given how far we still are from fully capacitating the BMA, these numbers actually indicate the enormous scale of the challenges that confront us,” Schreiber said. “There is still much work to do to build a new, integrated organisational culture for the BMA that puts ethics above all else.”

Apart from this new culture, Schreiber believes the second key ingredient for the BMA’s success in the immediate term, is collaboration.

“At the moment, the Authority has only 2 700 out of the 11 000 officials it requires. In this context, it is crucial to leverage the strength of partnerships and cooperation,” Schreiber said.

Collaboration was exemplified recently through a two-day strategic alignment workshop between the BMA and the South African Revenue Service, which followed on the signed implementation protocol between the organisations.

“This collaboration has already yielded tangible improvements on the ground, including through an interim solution to the network challenges experienced by the movement control system,” Schreiber told the conference.

“The very founding of the BMA was an ode to the need for deeper cooperation and collaboration in the border environment. Instead of the fragmented system that previously split responsibilities among various different departments, the main reason for the BMA’s existence is to foster better coordination.”

Schreiber said this founding spirit of collaboration must now be taken forward to turn the vision of the One Stop Border Post Bill into a reality, including through the envisioned public-private partnerships to redevelop six key land border posts.

“To do so, the involvement of the private sector will be essential. Businesses and industries play a critical role in bolstering the capabilities of the BMA. From logistics and transportation to security and technology, the private sector brings valuable expertise and resources that complement our efforts in managing South Africa’s borders effectively. The BMA is committed to fostering partnerships with the private sector to leverage cutting-edge technology, streamline trade processes, and optimise operational efficiency.”

By working with logistics companies, for instance, the BMA can more effectively monitor the movement of goods and manage the flow of trade, which helps reduce congestion and improves service delivery.

“Collaboration with security firms enables us to enhance surveillance, monitor high-risk areas, and respond quickly to incidents,” Schreiber added.

Technology firms are also key players in this effort, helping the BMA integrate digital solutions that make border processing faster and more secure

“Advanced analytics, biometric verification, and real-time data sharing with private sector stakeholders will enable us to respond to threats more efficiently and enhance the accuracy of our documentation and immigration processes,” Schreiber said. “By creating public-private partnerships, we will encourage the development of a border management framework that serves both public interests and private sector growth.”

He said the third ingredient for success that the BMA embraces, is technology, which is a powerful force multiplier. For example, a single modern drone used by the BMA for surveillance of the border line will be able to effectively detect illegal crossings in a context where the Authority lacks the manpower it needs for surveillance. The use of body cameras can similarly make a major impact on ongoing efforts to combat corruption, Schrieber said.

“Importantly, as I have also repeatedly emphasised to the BMA management, all of this data will only be effective if it is integrated and analysed on an ongoing basis in order to guide decision-making. This is why the BMA’s plans for targeting centres are so important, because this is where data must be centralised and analysed to inform operational decisions.”

BMA improvements will be complemented by advances within the Department of Home Affairs, which aims to digitalise and streamline the immigration process.

“The development of a proud, ethical and risk-based institutional culture, a commitment to collaboration and cooperation, and an embrace of technological solutions and digital transformation can take both South Africa’s national security and economic development to new heights,” Schreiber said. “Our goal is to build a world class, integrated border law enforcement authority, partnering for a safe and prosperous South Africa. A deliberate focus on building a strong organisational culture, unlocking the benefits of partnership, and embracing technology, hold the key to turning this vision into reality.”