1. PORTFOLIO COMMITTEE ON INTERNATIONAL RELATIONS & COOPERATION
key issues emanating from DIRCO’s Strategic Plan
Compiled by L Mosala
Content Adviser

2. CONSTITUTIONAL MANDATE
President ultimately responsible for foreign policy; appoints heads of SA’s diplomatic missions; receive foreign HOMs; conduct inter-state relations; enter into treaties
Minister entrusted with formulation, promotion and execution of SA’s foreign policy
PCIR&C responsible oversight and accountability in formulation & conduct of foreign policy

3. POLICY MANDATES
Measures and Guidelines foe Coordination of South Africa’s International Engagements paradiplomacy
South African Council on International Relations (SACOIR-2011-consultative platform
National Information Security Policy 1996-minimum security standards
White Paper on Foreign Policy
Foreign Service Dispensation – foreign service benefits

4. PLANNED POLICY INITIATIVES
Foreign Service Bill- fulfil administrative and management responsibilities within framework of SA’s legislation, allows flexibility of operating abroad
Establishment of South African Development Partnership Agency (SADPA) 2009 – all outgoing development assistance
Repeal African Renaissance Fund Act with Partnership Fund for Development
Challenges with Treasury: concurrences

5. PERFOMANCE ENVIRONMENT
Alignment with prescripts of NDP- enhance SA’s position in the region & world; align missions; increase trade and investment; deepen integration with groupings of South
Operating in unpredictable, insecure environment-due to global economic crisis
Rise of emerging powers resulting in formation of new economic and political groupings (IBSA, BRICS); SA’s economy increasingly linked to emerging economic powers

6. PERFORMANCE ENVIRONMENT cont.
Identified lack of adequate infrastructure and industrial capacity obstacle to intra-African regional trade
Global population growth skewed across wealth lines-developed countries having aging population; developing countries experiencing youth bulge
Need to address skills development and youth employment; carry a serious risk to social and political instability

7. ORGANISATIONAL ENVIRONMENT
DIRCO operates in 126 missions in 108 countries; accreditation of 160 countries
Structure review: reorganising functions not creating new positions; COO, integrated HR, Finance, Admin systems
Cost-effective-9 branches from 11-hopefully not impacting on discharge of mandate; concerns with Africa multilateral
Notable alignment to budget programmes-easy to monitor ownership & performance

8. STRATEGIC OBJECTIVES 2015-2020
Programme 1: Administration: Links to NDP
Provide and manage secure ICT infrastructure
Enhance financial management: from qualified to unqualified audit
Minimise security risks
Structure support to achieve strategic objectives; vacancy rate from 13.5%-10%
Rely on research to advise on unfolding foreign policy trends
Effective internal controls- internal audits

9. Programme 1 cont. Risks attributable
Inadequate accountability by depts. to missions – enhance current MOUs with depts.
Inadequate implementation of ICT governance processes-Monitor governance committees
Inadequate ICT service delivery- modernise ICT infrastructure (long standing challenge)
Lengthy decision-making processes-delegation of authority/COO
Inadequate emergency response-implement emergency response policy (many disasters)

10. Programme 2: International Relations
Prog 2: International Relations: Links to NDP; strengthening political and economic partnerships in various regions of the world (Africa, Asia & Middle East, Americas& Caribbean, Europe)
Prioritise increased exports of SA’s goods and services; increase Foreign Direct Investment; increase value-added industries and mineral beneficiation; increased inbound tourism; skills enhancement; transfer of technology

11. Programme 2 cont. Risks attributable
Non-adherence to Coordination mechanism-Use credentials to control composition and size of delegations
Unfunded mandates=reprioritise spending; necessary budget adjustments
Inappropriate composition of official delegations= use credentials to control composition and size of delegations
( Becoming a serious challenge)

12. Programme 3: International Cooperation
Prog 3: International Cooperation: Links to NDP; Continue with Africa central to foreign policy; contribute to socio-economic development of Africa thru ARF; support Agenda 2063; strengthen AU structures; revitalise NEPAD; support APRM; has 4 sub-programmes
Has four subprogrammes: global governance; Continental cooperation; South-South; North-South cooperation

13. Programme 3 cont. Global governance Linked to NDP
Reform of global governance institutions and secretariats to better address needs of developing countries;
Peaceful resolution of international conflicts
Contribute to global peace and security
Provide international legal advice
Influence outcomes to reflect SA’s interest

14. Programme 3 cont. African Agenda Linked to NDP
Advance SA’s positions in AU summits, AU Peace and Security and APRM processes
Support NEPAD Infrastructure project; lobby support for NEPAD
Contribute to peaceful resolution of conflicts, peace missions, election observer missions

15. Programme 3 cont. Political and economic integration of SADC
Linked to NDP
Contribute to peace, stability, socio-economic development, good governance, democracy, strengthen SADC structures
Support regional integration-review Regional Indicative Strategic Development Plan (RISDP)

16. Programme 3 cont. South-South cooperation Linked to NDP
Strengthen the competitive and complimentary strength of countries and groupings of the South
Advance national interest and priorities through advancing African Agenda and agendas of the South
Influence resolutions to reflect national interest

17. Programme 3 cont. South-North cooperation Linked to NDP
Advance and leverage national priorities, African Agenda and development agenda of the South with the formations of the North
Risks: non-adherence to coordination; lack of adequate representation in regional and multilateral organisations=Consultative Forum on International Relations; coordination

18. Programme 3 cont.
Risks: Non adherence by 3 spheres of government to coordination mechanisms
lack of adequate representation in regional and international organisations
Relations between North and South
Shifting international focus away from Africa to other pressing issues
Lack of coherence and coordination on African positions
Inter and intra departmental coordination

19. Programme 4: Public Diplomacy and Protocol Services
Linked to NDP
Have annual public diplomacy strategy which will enhance understanding and awareness of South Africa’s foreign policy
Complete a perception study
Protocol Services
Provide protocol services as required
Risks: Non-compliance with Protocol prescripts; uncoordinated international visits

20. Programme 5: International Transfers
To honour South Africa’s financial obligations and voluntary contributions to international organisations
Effect transfers to the ARF
Risks
Foreign exchange fluctuations=budget adjustment processes
Non payment of assessed contributions by partner departments= increased coordination to pay

21. Infrastructure and other capital plans
DIRCO has: local property portfolio
Headquarters, state guesthouses, state protocol lounges (JHB, Durban, OR Tambo), UN offices, PAP, NEPAD Secretariat
International: chanceries, official residences (state owned) staff housing (mostly leased)
Medium term: assess acquisition vs leasing; condition assessment for renovations. PPPs agt ends Sept 2034

22. Entities: African Renaissance Fund
Established through Act of Parliament in 2000; under DIRCO, responds to requests for development funding, humanitarian, good governance; has had many challenges
December 2009,Cabinet approved establishment of South African Development Partnership Agency-SADPA, to manage, coordinate and facilitate all South African official outgoing development cooperation assistance

23. Annual Performance Plan 2015/16
Reduced budget at R5, billion compared to R5, in 2014/15
Will be effected over 3 years on non-essential goods and services; compensation of employees and transfers to the ARF
Means discontinuation with other service providers, freezing or abolishing certain posts; for ARF its operations will not be affected

24. Annual Performance Plan cont.
Continue operating under 5 programmes
Global governance: Reform of the UN system; reflect national interest and agenda of Africa and the South in international forums to address underdevelopment and poverty eradication
January-December operating as Chair of G77 plus China to champion development agenda of developing countries

25. GLOBAL GOVERNANCE Continental cooperation
Increase uptake of South Africa’s quota in AU structures
Support post conflict reconstruction and development and political reform in the Great Lakes region
Operationalise peace and security framework for the Great Lakes Region (SA, Angola, DRC)
Review RISDP towards a free trade area

26. South-South Cooperation
Consolidate and strengthen relations and positions with countries and groupings of the South
Chair of G77 plus China for development Agenda
Participate in Non Alignment Movement, Forum for China Africa Cooperation (FOCAC) Summit, 7th BRICS summit, IBSA Ministerial

27. North-South cooperation
Continue pursuing beneficial political and economic relations with countries and formations of the North
Have engagements with EU, Korea, Nordic countries, TICAD(Japan with Africa)summit in Africa for the first time

28. Operational capacity
In the medium term, the structure will be operationalised
Owns 133 state owned properties, 800 leased; feasibility study on viability of acquisition or leasing
Assess renovation plan, complete construction of chanceries and official residences in Malawi, Tanzania, and the Netherlands
Table Foreign Service Bill

29. Development cooperation
Repeal African Renaissance Fund
Table Partnership Fund for Development
Provide legislative framework for establishing SADPA
Continue to play roles in AU, SADC, NEPAD; ARF is tool for achieving strategic objectives in these structures

30. Road travelled and oversight areas
2015/20 Strategic plan incorporated recommendations from Committee
Oversight on risks: real or imagined
MOUs; uncoordinated visits, representation in international organisations; uncoordinated messages internationally; Inappropriate delegations; non payment of assessed contributions; foreign exchange fluctuations; non payment to missions; coordination mechanisms

31. I THANK YOU