PORTFOLIO COMMITTEE ON INTERNATIONAL RELATIONS & COOPERATION

1. PORTFOLIO COMMITTEE ON INTERNATIONAL RELATIONS & COOPERATION key issues emanating from DIRCO’s Strategic Plan 2015-2020 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 2009 - 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, 698.6 billion compared to R5, 871.3 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 2015- 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