CONTENTS plan 06... · 2020-02-27 · CONTENTS 03 PART ONE 03 Introduction 03 Overview of the Strategic Priorities of the Department of Foreign Affairs for 2007-2010 06 PART TWO 06

CONTENTS

03 PARTONE

03 Introduction

03 OverviewoftheStrategicPrioritiesoftheDepartmentofForeignAffairsfor2007-2010

06 PARTTWO

06 KeyPerformanceAreas

06 Section1:MediumTermPrioritiesandObjectives

08 ServiceDeliveryImprovementPlan(SDIP)

14 Section2:ResourceAllocationsPerDepartmentalProgramme

17 PARTTHREE

17 Section1:AssetManagementPlan

22 Section2:InformationandCommunicationTechnologyPlan

29 Section3:HumanCapitalManagement

34 AbbreviationsofGovernmentDepartments

34 ListofAcronyms

Department of Foreign Affairs Strategic Plan Update 2007 - 2010

� Minister of Foreign Affairs,Dr Nkosazana Dlamini Zuma.

Deputy Minister of Foreign Affairs,Aziz Pahad.

Deputy Minister of Foreign Affairs,Sue van der Merwe.


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Part OneIntroduction

AccordingtoTreasuryRegulation5.2.1,Departmentsareexpectedtosubmit

StrategicPlansthatcovertheMediumTermExpenditureFramework(MTEF).

ManyDepartments,includingtheDepartmentofForeignAffairshavecomplied

withthisRegulationandweaccordinglysubmitteda3yearStrategicPlanin

2006,coveringthe2006-2009MTEF.

Following wide compliance with the Regulation, the National Treasury,

cognisantoftheunnecessaryduplicationthatoccurswhenStrategicPlansare

comprehensivelyreviewedeveryyear,hasencouragedDepartmentswhohave

adopted long term plans to submit updates that reflect changes in allocation of

targetsaswellasperformanceandservicedeliverytrends.

The work of the Department still remains anchored on the key directions

articulatedinthe2006-2009StrategicPlan.

Thissupplementshouldthereforebereadinconjunctionwiththe2006-2009

StrategicPlanoftheDepartmentofForeignAffairswhichisalsogoingtobe

availableontheDepartmentalwebsitewww.dfa.gov.za.

Overview of the Strategic Priorities of the Department of Foreign Affairs in 2007-2010

ThethrustoftheworkoftheDepartmentofForeignAffairsremainsanchoredon

the following overarching priorities as confirmed by the January 2007Cabinet

LekgotlaandthePresident’sStateoftheNationAddress,namely

1 Consolidation of the African Agenda

2 Strengthening of South-South Co-operation

3 Strengthening of North-South Co-operation

4 Participation in the Global System of Governance

5 Strengthening of Political and Economic Relations

6 Organisational Strengthening

7 Provision of Support Services

Consolidation of the African Agenda

South Africa has extensively contributed to the strengthening of the AU and its

structures. A pertinent issue that featured prominently in the deliberations of the January

2007AUSummitwastheissueoftheAU’spoliticalandeconomicintegration.

TheSummitresolvedthattimehascomefortheAfricanUniontobeclearerabout

thecontentandformofthefutureintegratedAfrica,aswellasthepaceofachieving

integration.Itsunderstoodthattheneedforpoliticalandeconomicintegration,asspelt

outbothintheConstitutiveActoftheAUandtheAbujaTreaty,arenotinquestion.

TheSummitmandatedthatconsultationstakeplaceineachcountryandthis

matter be extensively debated in the July 2007 Summit in Ghana.

SA fully subscribes toAU political and economic integration in line with the

ConstitutiveAct.TheDepartmentwouldbefullyengagedwithco-ordinationof

nationalconsultationson thematter.TheMinisterofForeignAffairswillalso

hostaRetreatandanExtraordinaryMeetingofAfricanForeignMinisters in

May 2007. The outcomes of the May Meeting would also contribute to the

“Grande Debate” at the AU Summit in July 2007.


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Closelylinkedtotheissueofcontinentalintegrationistheneedfortheintegration

at regional level. In termsof theAbujaTreaty,oneof thekeymilestones for

theattainmentof theAfricanEconomicCommunity is the rationalisationand

harmonisation of the Regional Economic Communities RECs as its building

blocks.

SouthAfricahostedanExtraordinarySADCSummitonRegional Integration

inOctober2006,whichagreedon timeframes for fullSADC integration.The

Departmentwouldremainseizedthisyearwithdrivingtheintegrationagenda

inordertoensurethatSouthAfricameetstheSADCtimeframes.

WhilstcontinuingtosupportthestrengtheningoftheAfricanUnionandSADC,

particularattentionwouldalsobegiven toeventssuchas thehostingof the

AfricanDiasporaConferenceandSummit,aswellas theConferenceof the

PanAfricaWoman’sOrganisation(PAWO).

WithreferencetoSouthAfrica’scontributiontoPeace,SecurityandStabilityin

theContinent,effortswouldcontinuetofocusonsupportbothtotheAUandUN

effortsaimedatbringingsecurityandstabilityinAfrica.Wewouldalsocontinue

with our contribution to Post Conflict Reconstruction and Development in Africa,

inparticulartheDRC,Sudan,Burundi,andComorosincontinuationofthework

thatwehavealreadyinitiatedinthosecountries.

The strengthening of bilateral relations through inter alia increasing South

Africa’sdiplomatic representation, remainsahighpriority for theDepartment

even thisyear.SAwouldalsoseek toutilisecurrentandplannedstructured

bilateralengagementstostrengthenandexpandco-operationinthepolitical,

economicandsocialspheres.

Strengthening of South-South Co-operation

Wewillcontinuewithour roleofadvancing thedevelopmentagendaof the

South and strengthening of co-operation amongst developing countries

throughactiveparticipationingroupingsoftheSouthatregional,interregional

andmultilaterallevels.

Inadditiontocontinuedactiveparticipationandco-ordinationofSouthpositions

inthemultilateralfora(NAM,G-77);keyactivitiesfor2007includethehosting

oftheIndia,Brazil,SouthAfrica,(IBSA)Summitduringthethirdquarterof2007

andparticipation in theMinisterialMeetingof theNewAsiaAfricaStrategic

Partnershiplaterin2007/8.

Strengthening of North South Co-operation

SouthAfrica’sleadershiproleinadvancingdevelopingcountryinterestsandin

particularAfricaninterestscontinuestoearnthecountrytherespectofmany

developinganddevelopedcountriesalike.SAwillinthisregardmaximiseher

favourable relations with countries of the North to strengthen relations with

thesecountries,inordertomobilisesupportforthedevelopmentagendafor

theSouthand,inparticular,theAfricaAgenda.

Keyactivitiesin2007includeSA’sparticipationinconsultationswiththeGroup

of8,whichwouldfocusonEnergySecurityandClimateChange,Intellectual

Property, InvestmentandAfrica;participation in theWorldEconomicForum

andalsoexplorewaysofameaningfulengagementwiththeOrganisationfor

EconomicCo-operationandDevelopment(OECD).


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Participation in the Global System of Governance

SouthAfrica’sassumptionofthenon-permanentseatattheUNSecurityCouncil

primarily,aswellastheCharingoftheG20andNSGin2007andalsoChairof

the Committee on Disarmament, present specific challenges and opportunities

for SouthAfrica. SouthAfrica is also gearing for active engagement on the

possibleresumptionoftheDohaRoundoftradenegotiations.

Regarding the reformof theUnitedNations,SouthAfricahasbeenactively

engagedinandsupportiveofallaspectsofthereformprocess.Whilstnotable

achievementshavebeenregisteredwiththeestablishmentofthePeacebuilding

CommissionandHumanRightsCouncilrespectively,muchworkstillremains

inseveralareasinordertobringaboutgenuinereformthatwillstrengthenthe

UN to carry out its mandate effectively, efficiently and transparently.

WhilstcontinuingtoadvanceandsupportthereformprocessesattheUnitedNations,

SAwouldalsofullyengageintheongoinginstitution-buildingprocessesofthenewly

establishedHumanRightsCouncil toensure that theCouncil’sagenda,working

methodsandprogrammesaddresstheneedsofthepoorandthevulnerable.

Strengthening of Political and Economic Relations

South Africa will also continue to pursue her interests and those of Africa

in all bilateral and regional interactions. SA will use current co-operation

arrangements such as the SA-EU TDCA, and TICAD, amongst others, to

advanceitsobjective.

Wewillalsofocusonthestrengtheningofeconomicdiplomacyforthepromotion

ofSouthAfrica’strade,investmentandtourismpotentialandopportunities.A

key challenge that now stands out if we are to effect a step change in our

international work, is that of co-ordination within and across all spheres of

government.

TheDepartmentisco-ordinatingeffortsacrossthethreetiersofgovernment

andotherstakeholders,whichwouldresultintheestablishmentofworkable

termsofreferencefortheco-ordinationofourinternationalwork,aswell

asastrategy foraco-ordinatedmarketingandbrandingofSouthAfrica

abroad.


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Part TwoKey Performance Areas

SECTION 1 : MEDIUM TERM PRIORITIES AND OBJECTIVES

A. CONSOLIDATION OF THE AFRICAN AGENDA

1. Strengthen the African Union and its Structures

1.1 MobilisesupportfortheharmonisationandrationalisationofRegional

EconomicCommunities,aswellasfortheregionalintegrationprocess;

1.2 StrengthengovernanceandcapacityintheAU;

1.3 SupportthePan-AfricanParliament(PAP);

1.4 EstablishAUFinancialInstitutions;

1.5 EngageAfricanDiaspora;

1.6 FacilitateimplementationoftheAUGenderDeclaration;

1.7 Monitormigrationissues

2. Support the implementation of NEPAD

2.1 Facilitate the implementation of NEPAD priority sectors

(infrastructure,agriculture,environment, tourism, ICT,health,

human resources, and science and technology) and their

integrationwithAUandSADCprocesses;

2.2 OperationalisationoftheAfricanPeerReviewMechanism

3. Southern African Development Community (SADC)

3.1 ContributetowardstheSADCRegionalEconomicIntegrationAgenda;

3.2 StrengthengovernanceandcapacityinSADC,inparticularat

theSecretariat

4. ContributetowardsPostConflictReconstructionandDevelopment

(PCRD) in Africa with particular attention to

4.1 DemocraticRepublicofCongo;

4.2 Sudan;

4.3 Burundi;

4.4 Comoros

5. Contribute towards Peace, Security, and Stability in Africa

5.1 EstablishtheAfricanStandbyForce;

5.2 ReviewoftheWhitePaperonPeaceMissions;

5.3 SupportstabilisationeffortsinWesternSahara;

5.4 SupportPeaceeffortsinCoted’Ivoire

6. StrengthenBilateralRelationswithspecificfocuson

6.1 Angola;

6.2 Zimbabwe;

6.3 GuineaConakry;

6.4 Nigeria;

6.5 Lesotho;

6.6 OpeningofnewMissionsinNiger,GuineaBissau,Mauritania

B. STRENGTHEN SOUTH-SOUTH CO-OPERATION

7. StrengtheningoftheIndia,Brazil,SouthAfricaDialogueForum(IBSA);

8. Active engagement in the New Africa Asia Strategic Partnership

(NAASP);

9. ActiveengagementintheNon-AlignedMovement(NAM)andG-77

C. STRENGTHEN NORTH-SOUTH CO-OPERATION

10. Strengthen relations with Group of 8 (G8) and EU to advanceAfrican

Agenda;

11. WorktowardsconsolidationofengagementwithOECD

D. PARTICIPATE IN THE GLOBAL SYSTEM OF GOVERNANCE

12. ActiveparticipationasnonpermanentmemberoftheUnitedNations

SecurityCouncil(2007-2008);

13. ChairingoftheG20;


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14. ContributiontodebatesonTerrorismandWeaponsofMass

Destruction;

15. ChairingoftheNuclearSuppliersGroup;

16. ContributiontowardstheMiddleEastPeaceProcess;

17. FollowuptotheImplementationofoutcomesofmajorinternational

Conferences,i.e.WSSD,CSD15,MillenniumSummitandWorld

SummitofInformationSociety;

18. WorktowardsresumptionoftheWTOtalks;

19. SKABid;

20. 2010FIFAWorldCup

E. STRENGTHEN POLITICAL AND ECONOMIC RELATIONS

21. AdvanceSA-EUTDCA;

22. AlignTDCAwithSADC-EUEPAnegotiations;

23. WorktowardslaunchofSACU-IndiaFTAnegotiations;

24. WorktowardslaunchofSACU-ChinaFTAnegotiations;

25. StrengthenEconomicDiplomacy;

26. MarketSAAbroad

F. ORGANISATIONAL STRENGTHENING

27. CorporateServices

27.1 Provide efficient and effective support services

28 HumanCapitalManagement

28.1 Attract,nurtureandretainskilledemployeesintheDepartment

28.2 TrainanddevelopemployeesoftheDepartmenttocontribute

to Government’s ASGISA and JIPSA programmes and to contribute to

enhancementofindividualandorganizationalperformance

28.3 Facilitatethecreationofanorganizationalenvironmentthatisconducive

togrowth,developmentandperformanceofemployees

29. Research

29.1 ConductresearchandanalysisonissuespertainingtoSouthAfrica’s

foreignpolicy

29.2 Interfacewithacademicandresearchinstitutionsoninternationalrelations

30. InternalAudit

30.1 EvaluatetheadequacyandeffectivenessoftheDepartment’sinternal

controls,riskmanagementandgovernanceprocesses,aswellasthe

efficiency and effectiveness of its operations

G. PROVISION OF PROFESSIONAL SERVICES

31. Office of the Chief State Law Advisor

31.1 Professionaldomesticlawservice-departmentalmatters

31.2 Efficient and effective information service by Treaty and Information

ManagementServicessectioninOCSLA(IL)

32. StateProtocol

32.1 ProvideaneffectivevisitManagementSystem

32.2 ProvideaneffectiveCeremonialEventsManagementSystem

32.3 ProvideaneffectiveStateProtocollogisticsManagementSystem

32.4 ProvideaneffectiveInternationalConferenceManagementSystem

32.5 ProvideDiplomaticAccreditationManagementProcess

32.6 ProvideeffectivemanagementofIntergovernmentalliaison

33. Communications(PublicDiplomacy)

33.1 TocommunicateanunderstandingofSouthAfrica’sforeignpolicy

goals,positions,achievementsandprogrammesathomeandabroad

34. Communications(ICT)

34.1 Technology–ImplementationoftheMasterSystemsPlan

34.2 Process-BusinessProcessRe-engineering

34.3 People–EmpoweredWorkforce(Technologically)


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DFA SERVICE DELIVERY IMPROVEMENT PLAN (SDIP)

SDIP 1

KEY SERVICE SERVICE BENEFICIARY CURRENT STANDARD DESIRED STANDARD

Share relevant and val-ue-adding informationwithtargetedclients.

• SouthAfricanbasedDiplomaticCorps

• Parliamentarians• Cabinet• MembersofthePub-

lic• SAmissionsabroad• Sisterdepartments

Quantity: Variableinteractionswithdifferent beneficiaries.

Quantity: Fixed/proactiveandstructuredinteractivesessions with service beneficiaries as well asperrequestforclients

Quality: Shareandrespondtoinformationrequirementsofclients

Quality: Sharerelevantandvalue-addinginformation

• Consultation Adhocmeetings • Consultation Structuredinteractionswithclientstoassessneedsandgivefeedback

• Access Mostlyasperrequestandrelyofbranchesforinputs

• Access Assignlinefunctionrelatedworktodesig-nated officials as contact points to liaise with branchestoensureeasyaccesstoinforma-tion

• Courtesy Treatallclientswithcourtesy

• Courtesy Maintainstandard

• Openness&Trans-parency

Protocolisobservedincurrentcommunication

• Openness&Transparency

Informationwillbemadeavailabletoservicebeneficiaries within the policy guidelines as setbyourpoliticalprincipalsaswellaswithdueregardtotheprescriptsoftheMISSandAccesstoinformationAct

• Information Formaldeclarationforengagementwithclientsinplacebutnotfullyim-plemented

• Information Fixed/proactivestructuredinteractiveses-sions for service beneficiaries as well as perrequestforclientstosharerelevantandvalue-addedinformation

• Redress Redressprocessesnotalwaysstandardandnotnecessarilycommuni-cated.

• Redress Allredressprocessestobecommunicatedandeffected.

• ValueforMoney Currentandadhocprovi-sionofinformationbydif-ferent officials consumes toomuchtimeandeffort

• ValueforMoney Efficient use of human resources to deliver therequiredlevelofserviceandgettingbetterresultsconsistentlyforlessexpense,timeandeffort

Time: Adhoc Time: Determined as per fixed arrangements.

Human Resources: Involvementofallbusi-nessunits

Human Resources: Withinexistingestablishment.


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SDIP 2


Provideaneffectiveinternationalconferencemanagementandadvisorysystem

Internal:1. Minister2. DeputyMinisters3. DG4. Branches5. SAMissions

Abroad

External: 1. Presidency2. Government

Departments3. Multilateral

Organisations/Agencies

Quantity: Experience delays on planning andpreparationsofconferences

Quantity: Planningandpreparationsof eachconferencedeliveredontime

Quality: Preparationsmeetrequiredspecifications

Quality: Preparationsmeetrequired specifications

• Consultation Ad hoc inter-/Intra- DepartmentalLogisticsCommitteemeetings

• Consultation Structured, regular Inter-Departmental Logistic Committeemeetings

• Access Seniormembersofstaffprovidewithofficial cell phones and accessible at alltimes

• Access All members of the Directorateprovided with official cell phones andaccessibleatalltimes

• Courtesy Directoranswersallqueriesrelatedtoprogress

• Courtesy Additional staff member appointedto act as nodal point for enquiriesbeforeandduringconferences

• Open&Transparency Preparatoryprocessopentoscrutiny,eg. Identification of specialised service providers approached for quotes.CompliancewithTenderProcedures

• Open&Transparency OK

• Information Progress Reports both written andoral

• Information OK

• Redress Ideally, longer lead-in tome forconferences,but it isnotwithinowndiscretion of Directorate. Complaints/Suggestionsforfutureimprovementcaptured in exit report for eachconference

• Redress OKMistakes avoided at future events,suggestionsimplemented

• ValueforMoney Bestserviceprocuredwithinbudget.Principal/s achieve intended goal ofconference; South Africa benefits by successfullyhostingconferenceinthecountry

• ValueforMoney OK

Time: Conference demands ongoingand increasing. No control overdeterminationofdatesofconferenceortheperiodallowedforpreparation

Time: OKIdeally, longer notification period needed.

Cost: WithinBudget Cost: WithinBudget

Human Resources: 6 Human Resources: 10tocopewithgrowingdemand


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SDIP 3


Provideaneffectiveinternationalconferencemanagementandadvisorysystem

Internal:6. Minister7. DeputyMinisters8. DG9. Branches

External: 4. Presidency5. Government

Departments6. Multilateral

Organisations/Agencies

Quantity: Experience delays on planning andpreparationsofconferences

Quantity: Planningandpreparationsofeachconferencedeliveredontime

Quality: Preparations meet required specifications Quality: Preparations meet requiredspecifications

• Consultation Adhoc inter-/Intra-Departmental LogisticsCommitteemeetings

• Consultation Structured,regularInter-DepartmentalLogisticCommitteemeetings

• Access Senior members of staff provide with official cellphonesandaccessibleatalltimes

• Access All members of the Directorateprovided with official cell phones andaccessibleatalltimes

• Courtesy Director answers all queries related toprogress

• Courtesy Additionalstaffmemberappointedtoactasnodalpointforenquiriesbeforeandduringconferences

• Open&Transparency

Preparatory process open to scrutiny, eg.Identification of specialised service providers approached for quotes. Compliance withTenderProcedures

• Open&Transparency

OK

• Information ProgressReportsbothwrittenandoral • Information OK

• Redress Ideally,longerlead-intomeforconferences,but it is not within own discretion ofDirectorate. Complaints / Suggestions forfuture improvement captured in exit reportforeachconference

• Redress OKMistakesavoidedatfutureevents,suggestionsimplemented

• ValueforMoney Best service procured within budget.Principal/s achieve intended goal ofconference; South Africa benefits by successfully hosting conference in thecountry

• ValueforMoney OK

Time: Conference demands ongoing andincreasing. No control over determinationofdatesofconferenceortheperiodallowedforpreparaton

Time: OKIdeally, longer notification period needed.

Cost: WithinBudget Cost: WithinBudget

Human Resources: 6 Human Resources: 10tocopewithgrowingdemand


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SDIP 4

KEY SERVICE SERVICE BENEFICIARIES CURRENT STANDARD DESIRED STANDARD

WidenthescopeofinvolvementtoStructured Bilaterals

• ForeignMissionsinPretoria

• SAMissionsabroad• SAGovernment

Departments• SApublic• Business• \JIPSA/ASGISA

Secretariat• NEPADSecretariat

1. Consultation Ad-Hoc 1. Consultation Structured

2. Service Standards

Quantity

AtthemomentinvitationsareAd-HocandBusinessandNGOsarenotpartofBilaterals

2. Service Standards

Quantity

TobegintoinviteSisterdepartmentslikeDTI,HomeAffairs,Environment&Tourism,Science& Technology, ASGISA & JIPSA SecretariatandBusinessleadersinenergyandICT.

Quality Non-Measurableoutcomes

Non-Measurableoutcomes

Unevenimplementationwithparticipatingstakeholders

Gooddocumentpreparationandinsufficient or selective distribution

Effectiveandadequateplanningandlogistics

• 100%participationbyallstakeholders

• Measurableoutcomesintermsofnumberpertwo-yearperiodandfeedback

• Fullimplementationthroughfacilitationandcoordinationwithprimaryandsecondarystakeholders

• ImprovedanalysisandmaintenanceofStructure

• Continuedeffectiveplanningandlogisticswhilestrivingforexcellence

3. Access by Stakeholders

Uneven,especiallywithregardtoPartnerDepartmentsandBusiness

3. Access by Stakeholders Enhanceengagementwithallstakeholders


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SDIP 4

KEY SERVICE SERVICE BENEFICIARIES CURRENT STANDARD DESIRED STANDARD

Structured Bilaterals

4. Courtesy Adequaterespect 4. Courtesy Highstandardmaintained

5. Information N/Aasperdescription 5. Information Web-siteupdated

6. Openness and transparency

N/A 6. Openness and transparency

N/A

7. Redress N/A 7. Redress N/A

8. Value for money Substantial 8. Value for money IncreasethelevelsofreturnsonFDI,TradeandTourism

Time EndofMarch2007 Time 2007/2008cycle

Cost WithinBudget Cost Within the next financial year’sbudgetcycle


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SDIP 5: Recruitment and selection KEY SERVICE SERVICE BENEFICIARY CURRENT STANDARD DESIRED STANDARD

Recruitment,SelectionandPlacement

Citizens,PublicServiceEmployeesandManagementandemployeesofDFA

Quantity: Quantity:

Quality: Quality:

• Consultation Limited consultation with theDecentralised Units. AcceptableatDGFlevel

• Consultation Bi-monthlymeetingswiththeDecentralisedUnits. Consult with Business Units on aquarterlybasis

• Access AdvertisementsinMedia,Internetand various other institutionsInvolvedinGraduateRecruitmentProgrammesandSABCRepresentDFAatCareerfares

• Access Advertise in the Public Service VacancyCircular.Structured meetings with “People withDisabilities”interestgroups.

• Courtesy Issue of acknowledgement andregret letters. To improve on theresponsetime.

• CourtesyIssueacknowledgementandregretletterswithinamonthaftertheclosingdate

• Open&Transparency The Recruitment and Selectionprocess is clear and transparent.Methodology used currently:TargetedSelectionInterviewsandCompetencyassessment.

• Open &Transparency

Standard information response templateswillbedevelopedby30April2007toinformcandidatesandpanelsonthestatusoftheapplications.

• Information Clients are provided withinformationonrequest

• Information DGFtobeprovidedwithastatusreportateveryDGFmeeting.Provide information (Statistics) tomanagementonamonthlybasis.Provide requested information within 48hours

• Redress Complaintsmechanismisinplacebutresponsetimeisvariable.

• Redress Provide feedback on complaints within aweek

• ValueforMoney Costlyerratum • ValueforMoney Timespenton individual requestswillbereduced

Time: Processestoolong Time: Drastically reduced times for filling of vacanciestowithin4months.

Cost: Erratumnotbudgetedfor Cost: Withinbudget

Human Resources: Asperestablishment Human Resources: Asperestablishment


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SECTION 2: RESOURCE ALLOCATIONS PER DEPARTMENTAL PROGRAMME

PROGRAMME 1: ADMINISTRATION BUDGET ALLOCATION (R million)

2007/08 2008/09 2009/10

R810 324 R843 392 R1 020 812

PROGRAMME OBJECTIVES PERFORMANCE MEASURE/INDICATORS

Provideforthedevelopment,promotionandcoordinationofforeignpolicyandinterna-tionalrelationsprogrammes

•DevelopDFAstrategicandbusinessplans•Facilitatemanagementprocessesforde-cision-making•Researchandanalysisofkeypolicyissues•Biannualreviewofglobaltrendsanddevelopments

Ensurethatallpolicies,systemsandproceduresconformtoapplicablelegislationandmeettheneedsofclients

•Policiesdevelopedandamendedintermsoflegislation•Managementandstafffeed-backandsatisfactionwithpolicyapplications•Reviewsubmissions•CommunicateandimplementCabinetdecisions•InformCabinetoninternationalissues

Ensure adequate controls and monitoring mechanisms for effective, efficient and autho-riseduseandprotectionofallresources

•Conductmid-termandannualreviews•Performancereportsperbusinessunit•An-nual Report of DFA published • Unqualified audit reports

Provide real-time financial, procurement, ICT, management and other support services tobusinessunits,therebyenablingdeliveryofforeignpolicyobjectives

•Real-timeinformationavailableacrossinternationalnetworks•ICTPlanimplementa-tionandmaintenance•AssetsManagementstrategydevelopedandimplemented•Strategyforimprovingmanagementsystemsimplemented

Provide efficient, effective and excellent Consular Services •Furtherdevelop,implementandmaintaintheConsularManagementSystem(CMS)•OperationalisetheRapidResponseTeamtodealwithconsularemergencies.

Facilitatetheacquisition,maintenance,refurbishment,rentalanddisposalofpropertiesabroad

•DevelopmentoftheForeignPropertyAct.Strategyforacquisitionofforeignpropertiesdeveloped,approvedandimplemented•Aplanforthemaintenanceand/orrefurbish-mentofallSouthAfricanmissionsdevelopedandimplemented•Allprocesseswithinbudget

ModernisetheDepartment’sInformationCommunicationsTechnologyandensureitsoptimumuse.

•Implementtheprojects(a)convergedglobalnetworkinfrastructure,(b)businessintel-ligenceanddatawarehousing,(c)businessprocessmanagement,and(d)upgradetoWindows2003ActiveDirectoryserver.•ImplementationofstrategicOperationsFramework.•ImplementationofaSeatMan-agement Service for the department. ICT Strategy for the new Head Office Building. Globalimplementationofe-learning.

ProvidequalityHRManagementandDevelopmentServicestoattract,develop,nurtureandretainskilledemployeesintheDepartment

•HRPlandevelopedandimplemented•MorevisibleandreputableFSI•StrategyforimprovingHRmanagementsystemsimplemented•Arobustrecruitment,selectionandplacementstrategy

Provideanindependent,objectiveassuranceactivitydesignedtoaddvaluetoandimprovetheDepartment’soperationsbybringingasystematicanddisciplinedapproachtotheevaluationandimprovementoftheeffectivenessofriskmanagement,controlandgovernanceprocesses

•Three-yearrollingStrategicInternalAuditPlanandoperationalplanfor2006/07pre-pared and implemented. Internal audits as identified in the Operational Plan conducted andreportstomanagementdelivered.•AuditCommitteeconvenedinaccordancewithPFMArequirements.


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PROGRAMME 2: FOREIGN RELATIONS BUDGET ALLOCATION (R million)

2007/08 2008/09 2009/10

R2,288 463 R2,389 761 R2,664 589


StrengthentheAfricanUnionanditsstructuresSupportthedecisionsofthePSC

•OperationalisationoftheremainingorgansoftheAUfacilitated•AdvancementofworktowardstheconstructionofthePAPBuilding

ProvidecapacityfortheimplementationofNEPADprogrammes •ImplementationofNEPADstrengthenedandco-ordinationmechanismsimproved

OperationaliseSADCanditsstructuresHarmonisetheRECs

•Increasedharmonisationofpolicies,programmesandactivitiesofRECs

ParticipateinselectedUNpeace-keepingoperations •Regional,sub-regional,andnationalmechanismstodealwithhumancrisissituations•Attractingforeigndirectinvestmentandincreasingnumberoftradingopportunities

Effectivemultilateralrelations •StrengtheningofdevelopingcountrypositionsinmultilateralandInternationaldebates

StrengthenandexpandpresenceinAfrica •OpeningofnewMissions

Promotepeace,securityandstabilityintheContinent • Facilitate SA’s participation in peace building efforts Engagement in post-conflict reconstructionanddevelopment

Strengthenbilateralandeconomicrelations • Joint bilateral commissions and agreements concluded • Increased FDI and tourism • Increasedvolumesoftrade

PromoteAfrica-Asiasolidarity •ImplementationoftheNAASP•ActiveparticipationintheFOCAC

Strengthensub-regionalorganisationswithintheIndianOceanRim. •EstablishmentofanIORSecretariat

ReviewoftheSA-EUTDCA •FinalisationofthereviewinNovember2006

ParticipateinthenegotiationsfortheEconomicPartnershipAgreements(EPAs) •HarmonisationoftheEU-SADCEPAs

StrengthenrelationswiththeNorth •Increasedco-operation,high-levelpoliticaldialogue,expandeddirectinvestmentandtraderelations

Promoteeconomicdevelopment •SuccessfulnegotiationsofagreementswithEU,SACU,andothereconomicdevelop-mentorganisationsinvolvingSouthAfricaandAfrica

SupportpeaceprocessinMiddleEast •StabilitybetweenIsraelandPalestine•StabilityinIraq•StabilityinIran

Strengthenpoliticalandbilateralrelations •Increasedeconomiccooperationandopeningofmoremissions


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PROGRAMME 3: PUBLIC DIPLOMACY & PROTOCOL SERVICES BUDGET ALLOCATION (R million)

2007/08 2008/09 2009/10

R129 319 R133 319 R202 918


BuildandprojectapositiveimageofSouthAfricaabroadPromoteapositiveimageoftheprogrammesoftheMinistryandtheDepartmentathomeandabroad

•RolloutofBrandSA,throughSAmissions•Tourismpromotion•Medialiaison•Prod-uctdevelopmentSpeechwriting,researchandwebdevelopment•ContentDevelop-ment•24-hourOperationalServices

Implementinteractivediplomaticwebsi •RegulationofdiplomaticcommunityaccreditedtoSA

StateprotocolservicestoGovernment •Numberofprogrammesforincomingandoutgoingvisits

ProtocolservicestoaccreditedmissionsandorganisationsinSA •Agreements,registrations,servicefacilitation,diplomaticaccreditationetc

ServicestotheNationalCouncilofProvinces(NCOP),provincialandlocalgovern-ment,andNationalAssembly

•QualitativeandaccurateadviceandinformationprovidedtoallspheresofGovern-ment

PROGRAMME 4: INTERNATIONAL TRANSFERS BUDGET ALLOCATION (R million)

2007/08 2008/09 2009/10

R628 257 R721 566 R777 039


Paymentofmembershipfeestointernationalorganisations Membershipfeesandcontributionspaidintime

TOTALS (R million)

2007/08 2008/09 2009/1

R3,856 363 R4,088 038 R4,665 358


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Part ThreeSection 1: Asset Management Plan

EXECUTIVE SUMMARY

It is apriority of theDepartment toeffectivelymeet its accommodationand

infrastructure needs. The Department operates both in SouthAfrica and in

variouscountriesabroad.Besidesprovidingforitsownneeds,theDepartment

isalsoresponsibleforprovidingthesameaccommodationandinfrastructure

forthepartnerDepartmentswhohaverepresentationabroad.

InordertomeetthechallengesofmanagingtheDepartmentalassetslocally

andabroad,itwasdecidedtorestructuretheassetmanagementfunctioninto

aChiefDirectorate.TheChiefDirectoratewillconsistoffourDirectoratesand

willdealwithplanning,projectimplementation,maintenanceandoperationof

existingfacilities.

InSouthAfrica,theDepartmentofPublicWorkspresentlyprovidestheDepartment

withaccommodation.Thisaccommodationconsistsofseven(7)differentbuildings

inandaroundPretoria,mostofwhichareleasedfromtheprivatesector.

In2003,theDepartmentobtainedapprovalfromNationalTreasurytocommence

withaPublicPrivatePartnership(PPP)toacquireaconsolidatednewHead

Office working environment. This process commenced with a feasibility study

in2004andwasfollowedbyadetailedprocurementprocess(consistingofa

Request for Qualifications, Request for Proposals and Best and Final Offer).

AfterobtainingtherelevantTreasuryapprovalsintermsofRegulation16tothe

PFMA,aPreferredBidderwasselectedinSeptember2006.Itisexpectedthat

TreasuryApprovalIII,allowingthesigningoftheconcessionagreement,willbe

obtainedbyApril2007,whereafterconstructionwillcommence.Atwentytwo

(22)monthconstructionperiodisanticipated.

Currently,SouthAfricaisrepresentedin102countriesgloballywith118missions.

For missions abroad three types of accommodation requirements may be identified:

• Chanceries or office accommodation. This type of accommodation

is mostly found in office blocks. In some instances houses or villas

have been adapted to serve as offices.

• Official Residences are procured for Heads of Missions. These

residences are normally located in suitable areas of the city in

whichthemissionislocated.Particularcareispaidintheselection

oftheseresidencestoensurethattheresidenceisrepresentative

and befits a Head of Mission. Attention is also paid to ensure that

the residence can be used for representational duties and official

entertainment.

• Staff housing is procured for all other transferred officials in

areas identified by the Department in consultation with missions

according to set norms and prescripts. The majority of these

propertiesare leasedor rentedwhile a small numberareState-

ownedproperties.

Alloftheaboveaccommodationandfacilitiesareprovidedinsuchawaythat

allows all South African transferred staff to best perform their official activities.

The following is a summary of the current fixed asset inventory split between

Chanceries, Official Residences, staff housing and redundant properties:


1�

• Chanceries:TheSouthAfricanGovernmentowns22Chanceries

andrents92Chanceries.3Missionsareintheprocessofopening

andhavenotyetfoundsuitableChanceries.ThetwoMissionsinNew

YorksharethesamepremisesandtheChanceryhasbeencounted

asone. TheHagueoccupies twoState-ownedproperties,which

havebeencountedas2properties.TheMissions inWashington

andLondonrentChanceryannexeswhichhavealsobeencounted

asChanceryproperties.

• Official Residences: The South African Government owns 30

Official residences and rents 76 Official Residences. 3 Missions are

in the process of opening and have not yet found suitable Official

Residences. 8 Missions are micro-missions for which Official

ResidencesarenotbeingrentedfortheChargedeAffaires.

• Staff housing: The Department rents 436 properties (excluding

partner departments) to accommodate transferred officials. A

further 53 transferred officials are accommodated in State-owned

propertiesabroad.

• Redundantproperties:Therearecurrently19surplusorredundant

properties abroad. The following properties are considered as

surplusduetothefactthattheMissionsinthosecitiesdonothave

aneed forsuchproperties:Windhoek -7 residencesandParis -

1parkingbay.Thefollowingpropertiesareconsideredredundant

becauseof the fact that theSouthAfricangovernmentno longer

hasanyrepresentationinthoselocationsnamely:-WalvisBay-6

residences,Blantyre-2residences,Funchal -1residenceand1

chanceryandZurich-1residence.

TheDepartmentrequestedtheDepartmentofPublicWorkstodisposeofthese

properties in termsof theirmandate todoso.TheDepartment is facilitating

the process through the Joint Disposal Committee established between the

DepartmentandtheDepartmentofPublicWorks.

All the properties have been evaluated by independent valuers appointed

by theLandAffairsBoard.TheBoardapproved thevaluationsandgranted

approvaltocommencewiththedisposaloftheseproperties.

TheDepartmentfurthermoreprovidesfurniture,equipmentandothermoveable

assets for both its Head Office and all missions abroad. Procurements are

doneinSouthAfricaaswellasabroad.

PROPERTY STRATEGY

TheDepartmentconsistsofvariousfunctionalgroups/directorates,occupying

seven (7) different buildings in Pretoria. The Department’s vision is to

incorporateallthesefunctionalgroupsintooneworkingenvironmentthatwill

improve functionality, interaction, efficiency and productivity among these

directorates.

In2003,theDepartmentobtainedapprovalfromNationalTreasurytocommence

withaPublicPrivatePartnership(PPP)toacquireaconsolidatednewHead

Office working environment. This process commenced with a feasibility study

in2004andwasfollowedbyadetailedprocurementprocess(consistingofa

Request for Qualifications, Request for Proposals and Best and Final Offer).

AfterobtainingtherelevantTreasuryapprovals in termsofRegulation16to

thePFMA,aPreferredBidderwasselectedinSeptember2006.Itisexpected

thatTreasuryApprovalIII,allowingthesigningoftheconcessionagreement,


1�

willbeobtainedbyApril2007,whereafterconstructionwillcommence.Atwenty

two(22)monthconstructionperiodisanticipated.

TheDepartmentfurthermoreprocuredanoptionsanalysisandfeasibilitystudyto

determine alternative ways of procuring properties abroad. Based on the findings of

the report the Department will commence with the implementation of the findings. In

the 2007/08 financial year the Department will advance the acquisition of properties

inBrussels(Chancery)andBeijing(Chancery).TheDepartmentwillalsoappoint

TransactionAdvisorstoadviseitonthefeasibilityofimplementingaPPPorsimilar

projectsinTokyoandNewYorktomeetitsaccommodationneedsinthosecities.

The Department will, in co-operation with the Department of Public Works,

continue to dispose of redundant properties abroad. All the identified properties

havebeenvaluedbyindependentvaluersappointedbytheLandAffairsBoard.

TheBoardapprovedthevaluationsandgrantedapprovaltocommencewith

thedisposaloftheseproperties.

The Department will continue with maintenance work at missions where

propertiesareownedbytheState.TheDepartmenthasadeferredmaintenance

backlogthatneedstobeaddressed.

The Department implemented the Hardcat Asset management system in

the Department in the 2005/06 financial year. All assets at Head Office and

Missionswere capturedon the systemandanasset register conforming to

Treasuryrequirementsweregeneratedforyear-end.

During the 2006/07 financial year the Hardcat Asset Management system was

consolidatedandaprocedureforMissionstocaptureanddisposeofassets

were developed and implemented. A draft Asset Management policy was

compiled and asset life-cycles were determined. The policy will be finalised

and implemented in the 2007/08 financial year.

In order to make the system easily accessible to all users at Head Office and

MissionsabroadtheHardcatWebBrowerwasdevelopedandtested.TheWeb

Browser will be further tested and implemented in the 2007/08 financial year.

Toenhancethesystemimplementedandtoensurethatassetsareaccurately

recordedandcapturedintheDepartment’sassetmanagementstructures,the

Departmentplanstopurchaseand implement theHardcatProcurementand

StockcontrolmodulesintheDepartment.

AspartoftherestructuringoftheAssetManagementfunction,itisplannedto

createadedicatedunitatSubDirectoratelevelthatwillensurethatmoveable

assetsareproperlyrecorded,controlledandmanagedwithintheDepartment.

2007/08 FINANCIAL YEAR

The Departmental operational plan for the 2007/08 financial year entails the

following:

New Head Office Project (PPP project).

Construction projects:

• AddisAbaba:Chanceryandstaffhousing

• Abuja: Chancery and Official Residence

• Maseru:Chanceryandstaffhousing

• DarEsSalaam:Chancery

• Mbabane:Chanceryandstaffhousing

• Lilongwe:Chanceryandstaffhousing

• Kigali: Chancery and Official Residence


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• Gaborone; Official residence

• Bamako: Chancery, Official Residence and staff housing

• Washington: refurbishment and expansion of Chancery and Official

Residence

New acquisitions:

• Brussels,Chancery

• Beijing,land

• TokyoandNewYork,InvestigationintofeasibilityofaPPPproject

• Refurbishmentandrepairprojectsin-

• Brasilia

• Harare

• London

• Lilongwe

• Paris

• SaoPaulo

• TheHague

• Windhoek

• Tokyo

• Brussels

• Copenhagen



following:

New Head Office Project (PPP project).


• Abuja: Chancery and Official Residence

• DarEsSalaam:Chancery


• Lilongwe:Chanceryandstaffhousing

• Kigali: Chancery and Official Residence

• Gaborone: Official residence

• Bamako; Chancery, Official Residence and Staff housing

• Washington: refurbishment and expansion of Chancery and Official

Residence

New acquisitions:

• Nairobi: Chancery and Official Residence

• Riyadh:acquisitionofland.

• TokyoandNewYork:implementPPPiffeasible

Refurbishment and repair projects in:

• Bern

• BuenosAires

• Lisbon

• London

• Madrid

• Mbabane

• Paris



following:


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• Bamako: Chancery, Official Residence and Staff housing

• Beijing: Chancery and Official Residence

• Luanda:Chancery

• Riyadh: Chancery and Official Residence

New acquisitions:

• Geneva:acquisitionofChancery

• NewDelhi:acquisitionofland.

Refurbishment and repair projects in:

• NewYork

• Ottawa

• Athens

• TelAviv

• Kinshasa

• Copenhagen


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Section 2: Information andCommunications Technology Plan

Executive Summary

1.1The ICTplanencapsulates thestrategic vision for the ICT technological

environmentthattheDepartmentofForeignAffairswouldliketoestablishover

thenextthreeyears.Thepurposeoftheplanistocreateaconsensusvisionof

howinformationtechnologycanbestbeusedinsupportingtheDepartment’s

strategicgoals.

1.2 The ICT plan also provides guidance and information on adopted and

proposed standards that will lead the Department to an open systems

environment.TheplanisthereforedesignedtoassisttheDepartmentinmaking

informed decisions when choosing appropriate system specifications to meet

currentandplannedrequirements.

1.3 During the previous financial year ICT was given approval to start the

implementationoftheMasterSystemsPlan(MSP).Theimplementationofthe

prioritisedITenablershascommencedandhasbeendividedintofourmajor

projectswhichare:

1 VoiceoverInternetProtocol(VOIP)globalnetworkinfrastructure

2 Windows2003AdvancedServer

3 BusinessProcessManagement(BPM)

4 DataWarehouse/BusinessIntelligence(BI)

ThedetailsoftheaboveprojectsaredescribedunderStrategicPriorities.

Strategic Priorities

Amajor ICTobjectivehasbeendeveloped:ToModernise theDepartment’s

InformationCommunicationsTechnologyandEnsureitsOptimumUtilisation.

Thisobjectiverequiresthatsixtechnologicalprioritiesbepursued.

Thesepriorities,ofequalimportance,are:

• ImplementationoftherecommendationsoftheMSP.

• Asecure,centrallymanaged, IPbasedglobalnetworkbasedon

commercial products and technologieswhichare compliantwith

thestandardssetbythesecuritybodies.

• Expandedsuiteofsystemsthatsupportsthesubstantiveworkof

foreignpolicyapplications.

• Modern integrated messaging, work flow and document

management.

• Streamlined office applications that increase productivity and

collaboration.

• Atrainedandproductiveworkforce

Priority1:ImplementationoftheMasterSystemsPlan

TheimplementationoftheMSPhasstartedandisbeingtrackedthroughthe

majorprojects.Theseprojectsare the foundationsof the ICT infrastructure

thatwillenableICTtoexpandontheITenablersrecommendedbytheMSP.

Eachprojectcoverssomeorallofprioritiesdescribedabove.Thetablebelow

illustratesthealignmentoftheprojectstothesepriorities:


��

MAJOR PROJECTS PRIORITIES

Implementation of the MSP

IP-based secure global network

Expanded suite of Systems

IntegratedWorkflow Streamlined Operations Trained Workforce

BusinessIntelligence x x x x X

BusinessProcessManagement

x X x x x

Windows2003Ad-vancedServer

x x x x x

VoiceoverIPInfra-structure

x x x x

ICT Enablers (Major Projects)

3.2.1 Backoffice Infrastructure: An upgrade of the current backoffice from a

mixed environment of UNIX and Windows NT. The backoffice infrastructure

incorporatescentralisedmanagementofuseraccesstothenetworkservices;

theportalsolutionthatpresents informationexternallyandinternallythrough

secure web-based technology. This includes relocation and redesigning of

DFAWeb-sitefromGCIStoDFA.

3.2.2 Project Management: Developmentofprojectmethodologiesapplicable

toallbusinessunitswithinthedepartmentwithcentralrepositoryofprojects

documentation, to enable knowledge sharing and improve collaboration.

The developed methodology must be based on project management best

practices.

3.2.3 Business Process Management: Automation and optimisation of workflow

ofcurrentbusinessprocesses.Thedevelopedsystemmustprovideintegration

between related business units, such as integrating the finance unit to the

procurementunittoensureendtoendtransactionoftheentireprocurement

withbudgetupdatebasedonwhatisprocured.Oneofthecriticalareasthat

willbeautomated is theHumanResourceManagementwhichwill integrate

planning,skillsdevelopment,personalskillstrainingwiththeForeignService

Institute,professionalpostings,andequitytransformation.Thesystemmustbe

webbasedforeaseofaccess,andshouldhaverepositoryofdocumentsand

recordsinpreparationforKnowledgeManagement.

3.2.4 Data Warehousing/Business Intelligence: Executive business decision

andanalysis tool, buildingandaccessing informationby topic (Data-marts),

collaborativeinformationbuilding,sharinginformation.Developmentofcentral

repositoryforall

3.2.5 DFA data: Introduction of work-flow. Common search engine. Split

repositoryforsecureandopeninformation.

3.2.6 Document and Records Management:GlobalDFAelectronicdocument

storage,categorisation,indexingandretrieval.Startofdocumentandrecord

capturetoelectronicformat.FollowtheArchiverulesfordatastorage.Startof

informationstorageforKnowledgeManagement.


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3.2.7 Storage Area Network: Building electronic storage capacity by region

for distribution processing and the storage of information captured by the

Documentandrecordmanagementprocesses.Thisenablerisbeingextended

toadisasterrecoveryplanthatincorporatesdatamanagement.

3.2.8 E-learning:Trainingmaterial,coursecontentavailableonlineandglobally,

includesITtrainingandskillsdevelopment.

3.2.9 Integrated Service Management: ICT support, global ICT network

operationsmonitoringandpreventativemaintenancesystems.

3.2.10 Customer Relations Management: Recording and management of all

contacts,communicationsconnections,negotiators,partiestoagreements

Priority 2 VOIP Secure global network

4.1TheVOIPglobalnetworksolutionfortheglobalconnectivityofourforeign

MissionsitesisbasedonInternetSolutions’MPLS-VPNbackbone.Itprovides

the requiredglobal footprint for theDepartmentofForeignAffairs (DFA)and

MissionsInternetaccess.

The solution provides for a converged backbone, which is able to transport

data, voice and video traffic. To ensure optimal transportation of the various

traffic types, the solution is Class of Service aware, within the MPLS backbone.

TheDFAWideAreaNetwork(WAN)willbeaVirtualPrivateNetwork(VPN)or

multipleVPN’sontheMPLSbackbone.Thedesigncatersformultipleaccess

mediumstointerconnecttherouterandtherouteroftheMPLSnetwork.

An IP telephony ispart of thesolution.CallManagerswill bedeployed ina

clusteredmannerateachof thesixhubsiteswith Internet breakoutpoints

fromwithinthe“cloud”attheregionallocations.

The solution will be fully managed with network management information

providedona24x7x365basisthroughtoacustomerdedicatedNOC(Network

OperatingCentre).

4.2CharacteristicsoftheGlobalNetworkoftheFuture

• Reliabilityandavailability-minimiseinterruptionsanddisruptions

• Scaleablecapacityondemand -accommodate thegrowingand

changingneedsfornetworkingservicesandbandwidth

• Security-protectinformationandinternalITassetswhilstproviding

accesstoopencommunications

• Consistency with industry direction - capitalise on commercial

trendstokeepupwithuserdemands

• Manageability-provideasingleconvergednetworkinfrastructure

for data and voice communications that can be managed and

supported.

4.3InterDepartmentalCo-operation

4.3.1 The Department is working closely with other Departments and

Government Agencies such as Govern Information Technology Officers

Council and State Information Technology Agency, Communications and

SecurityPtyLtd,theDepartmentofHomeAffairsandtheDepartmentofTrade

andIndustrytodesignandimplementappropriatelevelsofnetworksecurity

withriskmanagementprocedures.

4.3.2 The new converged network infrastructure will be shared with the

DepartmentofHomeAffairsattheforeignmissions.Theobjectiveistoinclude


��

otherdepartments,whicharealreadysharingfacilitieswithDFAattheseforeign

missions,eliminatingduplicationandleveragingontheeconomiesofscale.

4.4HardwareandSoftwareReplacement

4.4.1InordertoensurethattheDepartmentadvanceswiththetechnologychange

itisessentialthatasustainableplanbedevelopedandimplemented.Equipment

andapplicationsmustbereplacedorupgradedinaprogressivemanner.

• ICT will source a global service provider that will ensure the

sustainabilityofhardwareandsoftwarereplacementonathree-year

cycle,withaminimumreplacementofonethirdoftheDepartment’s

equipment per year. ICT is presently reviewing the feasibility of

utilisingoftheSITATenderSeatManagementService285.

• The Microsoft System Management Server (SMS) has been

deployed to provide a seamless upgrade of Operating Systems

(OS)andapplication.Aproject hasbeen initiated to replace the

existing operating system with the latest Microsoft server and

workstationoperatingsystems.

• Application software must be upgraded to keep abreast of the

systemsinplace.Thisupgrademustbedoneregionallytoensure

compatibilitywithinthatregionandtheusersmustbetrainedinthe

useofthenewsystems.

Priority3:BackOfficeInfrastructure

Backoffice infrastructure projects is an upgrade of backoffice environment from

WindowsNTandUNIXtoimprovetheperformanceofthesystemandenable

thebusinesstohaveseamlessaccesstoallnetworkservices.ICToperations

willbeimprovedthroughcentralmanagementoftheglobalenvironment.

6.1 The environment should be easy to support with enabled remote

administrationoftheuserenvironment.

6.2StandardisedworkstationsempoweringICTsupportengineerstosupport

anyworkstationwithoutanyadditionaltraining.

6.3Controlledworkenvironmentshouldbecontrolled.

6.4Powerfultoolsthatsupportcollaborativeprocessinginahighlydispersed

global environment. Technologies such as video conferencing and workflow

management will be used to enable teams to work together on projects,

documents,tasksandissues(theClusterapproach).

Priority 4: Business Process Management (BPM)

6.1 BPM automatically manages the processes, by accessing repositories,

applications, knowledge workers, and/or databases at the appropriate point

inthebusinessprocess.BPMtechnologyeffectivelytracksandorchestrates

business processes regardless of who or what performs them. BPM allows

users to automate tasks involving information from multiple systems, with

rules to define the sequence in which the tasks are performed as well as

responsibilities,conditions,andotheraspectsof theprocess. BPMnotonly

allows a business process to be executed more efficiently, it also provides the

tools to measure performance, identify opportunities for improvement. ICT

together with DIAP & CAS are deploying the BPM system with the plan to

extendtotherestofthedepartment.

Priority 5 : Microsoft operations Framework (MOF)

7.1TheMicrosoftOperationsFramework(MOF)providesoperationalguidance

that will enable ICT to achieve mission-critical system reliability, availability,


��

supportability,andmanageabilityofMicrosoftproductsandtechnologies.With

MOFguidance,ICTwillbeabletoassesscurrentITservicemanagementmaturity,

prioritizeyourprocessesofgreatestconcern,andapplyprovenprinciplesand

bestpracticestooptimizethemanagementoftheICTinfrastructure.

7.2Theframeworkcoversthefollowingareasofinfrastructuremanagement:

7.2.1OptimizingQuadrant

7.2.2ChangingQuadrant

7.2.3SupportingQuadrant

7.2.4OperatingQuadrant

Priority 6 : Trained workforce

During the previous financial year, ICT managed to fill most of the vacancies.

However,thereisstillachallengeofrecruitingandretainingsuitablecandidates

withrequiredskill.HumanResourceDevelopment(HRD)willbeapproached

to develop an ICT specific HRD plan to address development and retention of

existingstaffandtherecruitmentandacceleratedtrainingofadditionalstaff.

The ICT specific training programme has been defined and conducted for most

ofthetechnologiesforall levelsoftechnicalandsupportstaff.Theelements

of theprogrammewillbebenchmarkedagainst IT industrymodelsavailable

in the market. This training is being provided through a variety of means

and technologies. All entry-level staff receive a standard set of information

technologyandtechnicaltrainingtopreparethemforthestartoftheircareers

asknowledgeworkers.

Inlinewiththis,itwillbeessentialforalluserstoundergoskillstraininginthe

useofthenewsystemapplicationsandfacilities.Thiswillinclude:

• RevisionofFSIcurriculum

• TheuseoftheIntranet

• Searchingdatabases

• Accessingsecureandopennetworks

• Use of office packages

• Securityawareness

Challenges and Risks

DFAiscommittedtoworkingwithSITAasatechnologypartnerandrelieson

SITAfortheprovisionofservices,facilitiesandequipment.Tothisextentthe

departmentiscommitedtostrengtheningoftheagency’sdeliverycapacity.

The following challenges and risks are identified:

• Scheduling all projects and identifying those which can be

outsourced.

• Delaystoequipmentprocurementbecauseofinternalandexternal

processes.

• Unplannedprojectsfrombusinessunits.

• HumanResources:Recruitment,trainingandretentionofstaff

• MissionSupportCentresnotadequatelycapacitated.

• Availabilityofdecisionmakers.

• Changesintechnologyduetodelayedimplementations

Conclusion

10.1ThesuccessfulimplementationoftheICTstrategywillbedeterminedby

the benefits realised by the users. It is thus crucial for the department to fully


��

explore and utilise the full benefits of information technology provided by the

convergedinfrastructureofvoiceanddatahardwareandsoftwareplatforms,

networkfacilitiesandassociatedservices,includingthefollowingfeatures:

• Centralisedregionalinformationcentrestostoreandprovideaccess

toinformationthroughknowledgeandinformationmanagement

• Asecure,robustglobalnetworktosupportend-to-endconnectivity

• Real-time financial reporting

• An integrated solution for enterprise network management to

ensurecosteffectivesupportandmaintenance

• Standardsbasedinfrastructureservicestopromoteinteroperability

andeaseofmaintenance

• Modernhardwareplatforms,includingstandarduserdesktops,thin

clientworkstationsandcomputersformobilecomputing.

10.2 Theinfrastructurewillhaveinherentattributesofreliability,scalability,

flexibility, availability, manageability and maintainability. All these attributes

presupposecommonalityacrosstheentirearchitecturefromtheuserplatforms

totheinfrastructurerequiredtosupporttheDepartment’smission.


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ICT STRATEGIC PLAN PRIORITIES

PRIORITIES OBJECTIVES2007 2008 2009

VOIPandWindows2003Upgarde

DataWarehouse/BIBPM

SecurityDeployment

Converged Network:Completionof

Upgradeofthenetworkinfrastructureto

aglobalIPbasednetworkfortheentire

department.•1Connectivityforthemis-

sion to Head Office •2 Implementation of

MPLS/VPNnetwork•3Logicalsegmenta-

tionforsecurity.•4Centralmanagement

oftheinfrastructure.

Datawarehousing/Business Intelli-

gence :•Stabilisationoftheimplemented

1stIteration•Trainingofsupportstaff

andendusers •Changesandupdates

Business Process Management :

•Completionoftheimplementationof

automatedprocessessuchasConsular,

andProtocol

Disaster Recovery Centre :•Devel-

opmentoftheDisasterRecoveryPlan

andBusinessContinuity.•Designofthe

DisasterRecoveryCenter•Infrastructure

Build•CommissioningoftheDisaster

Recovery center. • 1 Project Definition

andscopingforSecuritydevicesglobal

deployment•2ProcurementofApproved

SecurityDevices •3ProjectPlan•4De-

ployment

Document and Records Management :

•InformationGathering •Analysis •Establish

policies •Designtoincluderegionalmission

locations •Developmentofdocumentreten-

tionanddestructionschedule •Procurement

ofhardware •UserTraining •Implementation,

andscanningofdocuments •Routinescan-

ningofdocuments•Continuationoftraining

E-learning:•Understandtherequirements

•Identifylearningcapabilities•Prioritise

requirements•Determinewhichcourses

shouldbewebenabled•Designinfrastruc-

ture•Procureequipment•Pilotsite•User

training

Datawarehousing/Business Intelligence:

•2ndIterationdevelopment•Design&

Constructionof1stIteration•SystemPilot

•Systemroll-out •Changesandupdates

Business Process Management :•Pilot

site •Usertraining • Workflow administration

andcontrol. •Linkstodocumentandrecords

handlinginpreparationforKnowledgeMan-

agement

Integrated Service Management

•Establishrequirementsworldwide•Develop

policies•Developoperationallayer(manage-

mentsystems)•Developmonitoringproc-

esses•Procureequipment•Pilotsite•User

training•Rollout •Cost:R3.0m

Customer Relations Management:

•DevelopCRMStrategy•Developdata

model•DesignCRMdatabase•Procure

equipment•DataMigration•Pilotsite•

Usertraining•Rollout•Cost:R4.0m

Review of Master Systems Plan :•

Assessment•InfrastructureArchitecture•

InformationArchitecture •BusinessProc-

esses •RiskAssessment •Recommenda-

tions


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Section 3Human Capital Management

TheBranchHumanCapitalManagementhasnowbeenfullyestablishedasa

singleentitycomprisingthefunctionsofHumanResourcesManagement(HRM)

andtheForeignServiceInstitute(FSI).Itsmainaimistoaddressthehuman

resourcesneedsof theDFAandotherstakeholders inan integratedmanner.

TheBranchisstrategicallydevelopinganapproachthatlinkstheattractionand

recruitmentofcompetentemployeeswitheffectiveperformancemanagement,

staffdevelopmentandretentionprocessesandsystems.SoundHumanResource

ManagementandDevelopmentiscriticalinsupportingtheimplementationofour

ForeignPolicyobjectives.Tothisend,continuousengagementwithemployees

andmanagementisvitalandsoistheircontinuedcommitment.

The repositioningof theFSIhasprovideda solid foundation to increase its

capability and capacity to become a leading and recognised institute that

developsskilledandeffectivediplomatsfromwithintheDepartmentaswellas

otherGovernmentDepartmentswith foreign representation.TheFSI strives

toexploreinternationallinkages,deepencollaborationwithstakeholdersand

optimisethequalityofthetrainingprogrammesitoffers.

TheGovernment’smacro-economicpolicies,NEPADandglobalisationhave

createdtheneedforenhancedeconomicliteracyamongDepartmentofForeign

Affairs’employees.Inaddition,globaltrendsrelatingtomigration,publichealth,

theenvironment andother social factors requiresabroadunderstandingof

consularservices.Inthisregard,moreactivecollaborationwiththeDepartment

ofTradeandIndustryandDepartmentofHomeAffairsisnecessarytoimprove

thedepthandqualityoftrainingineconomicandconsulardiplomacy.

TheBranchHumanCapitalManagementcontinuestoplaceparticularemphasis

onitsstrategicthrusts,whichare:

• Consolidate the capacity and visibility of the Foreign Service

Institute

• Facilitate the creation of an organisational environment that is

conducive to growth, development and performance of DFA

employees

• ImprovethequalityofDiplomaticTrainingandMissionAdministration

Training

• Improvethequalityandco-ordinationofManagementTrainingand

DevelopmenttostrengthentheDepartmentofForeignAffairs

• Implement an effective remuneration system for employees

abroad

• EnhancePMDSandlinkittootherHRprocesses

• ImplementaHealthandWellnessprogrammeforMissions

• Develop the effective management of HIV and AIDS and other

chronicillnesses

• PromotesoundLabourRelations

• Enhance the recruitment, selection, placement and retention of

talent

Human Resource Planning

ThroughHRplanning,wewillensurethattherequirednumberofemployees

withtherequisitecompetenciesisavailablewhenneededthroughourrobust

recruitment,selectionandplacementprocesses. Includedinthisprocessof

selection is a wide range of competency assessment tools for all levels of

employees.


�0

HRplanningprocessesareintegratedwiththeDepartmentalstrategicplanning

toensure thatHRpoliciesandprogrammes focuson thecurrentand future

needsoftheDepartment.

Departmental Structure

The structure of the Department of ForeignAffairs is made up of eighteen

components, consisting of the Office of the Minister of Foreign Affairs, Offices

of the two Deputy Ministers of Foreign Affairs, Office of the Director-General,

Chief Directorates Public Diplomacy, Policy Research andAnalysis, Gender

andInternalAudit,and9Branches(AsiaandMiddleEast,Europe,Americas

and the Caribbean, Africa, Africa Multilateral, Multilateral, Human Capital

Management, Corporate Services and State Protocol). Also we have the

offices of the Ambassador and Special Representative to Great Lakes, and

AmbassadorandSpecialRepresentativeforDisarmamentandNEPAD.

Approved Structure

TheapprovednumberofpostsfortheDepartmentis2841.

Head Office : 1968

Missions : 873

LOCATION VACANT FUNDED

VACANT UNFUNDED

EMPLOYMENT STATUS

TOTAL APPROVED POSTS

HEADOFFICE 419 113 1367 1899

MISSIONS 102 172 599 873

ADDITIONAL 0 0 26 26

CADET 0 0 43 43

TOTAL 521 354 2035 2841

Todeliveronthemedium-termstrategicobjectives,theDepartmentrequiresatotal

of2487employees,i.e.thetotalnumberofapprovedpostslessthe354vacant

unfundedposts.Thereisanintentiontodoawaywiththeunfundedvacanciesin

theshortterm.Newpostswillbecreatedandfundedasandwhenneeded.

Current structure

Number of posts filled as at 31 December 2006 : 2035

Head Office : 1367

Missions :599

Additionaltotheestablishment :26

Diplomaticcadets :43

In our efforts to fill the vacant funded posts, we have two large recruitment

drives per year, one in January/February and the other in June/July. The

recruitmentdrivesarealignedwithourplacementofstaffabroad.

C H I E F D I R E C TO R A TE :P U B L I C D I P L O M A CY

O FF I C E O F TH ED EP U TY M I N I S TE R : I

C H I EF D I R EC TO R A TE :P O L I C Y R E S EA R C H & A N A L Y S I S

C H I E F D I R E C TO R A TE :I N TER N A L A U D I T

B R A N C H :A FR I C A B I L A TER A L

B R A N C H :A FR I C A M U L TI L A TER A L

B R A N C H :A S I A & M I D D L E E A S T

B R A N C H :M U L TI L A TE R A L

B R A N C H :A M ER I C A S & C A R I B B E A N

B R A N C H : EU R O P E

B R A N C H :S TA TE P R O TO C O L

B R A N C H :C O R P O R A TE S E R V I C E

B R A N C H :H U M A N C A P I TA L M A N A G E M E N T

O f f i ce o f t h e S p ec i a lR e p re se n t a t i v e f or D i sa rm a m e n t an d N e p ad

O f f i c e o f t he R e p re s e n t a t i veTo t h e G re a t L a k e s

O FF I C E O F TH ED I R EC TO R -G E N ER A L

O FF I C E O F TH ED EP U TY M I N I S TER : I I

O FF I C E O F TH E M I N I S TER


�1

The table below indicates the current status per occupational category, race and gender as at 31 December 2006:

MANAGEMENT LEVEL African African Total

Asian Asian Total

Coloured Coloured Total

White White Total

Grand Total

Female Male Female Male Female Male Female Male

POLITICALOFFICE-BEARERS 1 1 1 1 1 1 3

DIRECTORGENERAL 1 1 1

DEPUTYDIRECTORGENERAL 1 5 6 2 2 1 1 9

CHIEFDIRECTOR 14 23 37 3 3 2 2 3 7 10 52

DIRECTOR 42 71 113 2 11 13 1 11 12 10 29 39 177

DEPUTYDIRECTOR 47 82 129 14 15 29 4 12 16 61 96 157 331

ASSISTANTDIRECTOR 147 159 306 13 15 28 15 12 27 113 85 198 559

BELOWASD 398 285 683 16 8 24 23 16 39 127 30 157 903

Total Count 650 626 1276 45 55 100 46 51 97 315 247 562 2035

Of the total2035staffemployed, the followingbreakdowncharacterises the

employmentstatusofindividualemployees:

Permanent : 1576

Probation : 254

Contract : 122

Additional : 26

Cadet : 43

Temporaryemployment : 3

Secondments : 8

Political Office Bearers : 3

TOTAL : 2035

The employment status of individual employees varies according to the specific

operationalneedsofaBranch/BusinessUnit.

HeadsofMissionsareappointedeitherfromtheDepartment,secondedfrom

otherPublicSectorDepartmentsorappointedfromoutsidethePublicService.

Theyarecontractedforaminimumperiodoffouryears.Wherespecialistskills

arerequired,individualsarecontractedtotheDepartment.Wherescarceskills

are identified, the scarce skills allowance as prescribed by the Department of

PublicServiceandAdministrationmaybepaidifalltherequirementsaremet.

Employment Equity: Workplace Analysis

Theassessmentoftheemploymentcapacities,representivityoftheworkforce

aswellasthebarriersresponsiblefortheunder-representationandutilisation

ofemployeesfromdesignatedgroups,hasbeenanongoingprocessforDFA.

ThisanalysisdisaggregatestheDepartment’sexistinghumanresourcecapacity

accordingtorace,gender,disabilityandoccupationalcategory.


��

Barriers to Employment Equity

IntermsoftheEmploymentEquityAct,theDepartment,asadesignatedemployer,

is required to conduct a workplace analysis and develop an Employment

EquityPlan.Theprocessof conducting theworkplaceanalysis isunderway.

The analysis includes the auditing of the Department’s policies, procedures,

practices,aswellasworkplaceaccessibilityforpeoplewithdisabilities,inorder

toidentifyandeliminateanybarrierstoemploymentequity.Theprocesswill

culminateinthedevelopmentofanewEmploymentEquityplan.

Organisational Culture

Aprocessofassessingthecurrentcultureanddeterminingthedesiredcultureof

theDepartmentisunderway.TheBranchHumanCapitalManagementstrongly

believesthataconducivecultureiscriticaltotheattainmentofthedepartmental

objectivesandpriorities.TheprocesswasstartedinMarch2006andhasbeen

completed at Head Office and a roll out to Missions will start in April 2007. It

involvesallDFAemployeesincludingitspoliticalandadministrativeprincipals.

Anexperiencedand independent consultantwascontracted to carryout the

projectinordertomaintainobjectivity.

The creation of a conducive culture would facilitate the entrenchment of the

valuesoftheGovernmentandDFAthroughaprocessoftranslatingthevalues

intoconcreteandachievablebehaviouralcompetencies.Atrainingprogrammeto

addressthegapsbetweenthecurrentanddesiredcultureswillbeputinplace.

Talent Management

In2005,aTalentManagementUnitwascreatedintheChiefDirectorate:HR.

Thisunit,inconsultationwithmanagement,continuestodesignandfacilitate

theimplementationofprocesses,toensurethatDFAhasexceptionaltalentto

achieveitsstrategicobjectivesnowandinthefuture.

The establishment of different talent categories will enhance the talent

managementprocess,aswellastheaccelerationofpeopledevelopment.This

willinturnassistthedepartmenttoretaintalentandenhancetheachievements

ofitsobjectives.

Competencies

Inthespiritofempoweringindividualemployeesandimprovingtheperformance

oftheDepartment,thedevelopmentofcompetenciesofemployeesisofprime

importance. In 2004/5 the Department embarked on a detailed process of

drafting job profiles and setting norms of performance in consultation with

employees,managementandsocialpartners. In2005/6,acomprehensive

skills audit exercise was carried out to determine areas of strengths and

weaknesses.Thiswastoensurethattrainingprogramsin2006/7arebased

on scientific research and are in sync with our strategic objectives. In 2006/7,

intervention strategies and skills development programmes were designed

and implemented to address the skills gaps identified through the skills audit.

Special development programmes were designed and implemented for

PersonalAssistantsandSecretaries.

Based on Departmental needs and confirmed by the recent skills audit

results,aLeadershipProgrammeforSeniorManagerscommencedin2005/6

and endedduring2006/7. Theprogrammewasconductedby theGordon

InstituteofBusinessScience(GIBS), incollaborationwiththeSouthAfrican

ManagementandDevelopmentInstitute(SAMDI).TheDepartmenthasalso


��

rolledoutasimilarprogrammeforMiddleManagers in2006/7and2007/08.

The programme will be extended to Junior Managers and aspiring managers

during2007/08.

Human Resources Challenges

As the lead agency responsible for managing South Africa’s international

relationsprogrammes,theDepartmentisfacedwiththecontinuouschallenge

ofensuringthatithastherightnumberofpeopleattherightplaces,withthe

necessary expertise, support and resources to promote and advance the

Department’sforeignpolicyobjectives.ListedbelowaresomeHRchallenges

theDepartmentfaces,whichwillcontinuouslyreceivefocussedattention:

• Education, Training and Development (on-the-job training, post

training support and transference of new skills and knowledge

gainedfromformaltrainingtotheworkplace)

• More efficient HR planning to ensure full compliance with the EE Act

andthecreationofstrategiestoachieveequityintheDepartment

• ManagingtheimpactofHIVandAIDSontheDepartment

• RetentionofTalentedStaff

• Meaningfuldeploymentofemployees

• PsychosocialSupportofemployeespostedabroad

• Organisationalabilitytodealwithpoorperformance


��

DA DepartmentofAgriculture

DAC DepartmentofArtsandCulture

DOC DepartmentofCommunications

DCS DepartmentofCorrectionalServices

DOE DepartmentofEducation

DEAT DepartmentofEnvironmentalAffairsandTourism

DFA DepartmentofForeignAffairs

DOH DepartmentofHealth

DHA DepartmentofHomeAffairs

DJCD Department of Justice and Constitutional Development

DOL DepartmentofLabour

DLA DepartmentofLandAffairs

DME DepartmentofMineralsandEnergy

DPLG DepartmentofProvincialandLocalGovernment

DPE DepartmentofPublicEnterprises

DPSA DepartmentofPublicServiceandAdministration

DPW DepartmentofPublicWorks

DST DepartmentofScienceandTechnology

DSD DepartmentofSocialDevelopment

DTI DepartmentofTradeandIndustry

DOT DepartmentofTransport

DWAF DepartmentofWaterAffairsandForestry

GCIS GovernmentCommunicationandInformationSystem

NIA NationalIntelligenceAgency

NT NationalTreasury

ORC Office on the Rights of the Child

OSDP Office on the Status of Disabled Persons

OSW Office on the Status of Women

SANDF SouthAfricanNationalDefenceForce

SAPS SouthAfricanPolicyService

SARB SouthAfricanReserveBank

SARS SouthAfricaRevenueService

SASS SouthAfricanSecretService

SRSA SportandRecreationSouthAfrica

AARSOC Asia-AfricaSub-regionalOrganisationsConferenceACHPR AfricanCommissiononHumanandPeoples’RightsACP African, Caribbean and Pacific States (see CPA)AICC AfricanInstituteofCorporateCitizenshipASEAN AssociationofSouthEastAsianNationsATCM TheAntarcticTreatyConsultativeMeetingATS AntarcticTreatySystemAU AfricanUnion(formerlyOAU)BEE BlackEconomicEmpowerment

Abbreviations of Government Departments

List of Acronyms

BLSN Botswana,Lesotho,Swaziland,Namibia)BNC BinationalCommissionCARICOM CaribbeanCommunityCCAMLR TheCommissionfortheConservationofAntarcticMarineLiving

ResourcesCCW ConventiononCertainConventionalWeaponsCD ConferenceonDisarmamentCDM CleanDevelopmentMechanism


��

HRD HumanResourceDevelopmentHSIC HeadsofStateImplementationCommittee(Nepad)IAEA InternationalAtomicEnergyAgencyIBRD InternationalBankforReconstructionandDevelopment(World

Bank)IBSA India,Brazil,SouthAfricaDialogueForumICAO TheCounciloftheInternationalCivilAviationOrganisationICC InternationalCriminalCourtICJ International Court of JusticeICNRD InternationalConferenceforNeworRestoredDemocraciesICRC InterimChemicalsReviewCommitteeICT InformationandCommunicationsTechnologyICTR InternationalCriminalTribunalforRwandaICTY InternationalCriminalTribunalforYugoslaviaILC InternationalLawCommissionILO InternationalLabourOrganisationIMF InternationalMonetaryFundIMO InternationalMaritimeOrganisationINC Inter-GovernmentalNegotiatingCommitteeIOC TheInternationalOceanographicCommissionIOR-ARC IndianOceanRimAssociationforRegionalCo-operationIPCC IndustrialParticipationControlCommitteeIRPS InternationalRelations-PeaceandSecurityISA TheInternationalSeabedAuthorityISPS InternationalShipandPortSecurityCodeITU InternationalTelecommunicationUnionIUU IllegalUnreportedandUnregulated(Fishing)IWC InternationalWhalingCommissionJBC Joint Bilateral CommissionJPOI Johannesburg Plan of ImplementationJSE Johannesburg Stock ExchangeKPCS Kimberley ProcessCertification SchemeLDC LeastDevelopedCountriesMBT MineBanTreatyMDG MillenniumDevelopmentGoalsMEA MultilateralEnvironmentalAgreementsMERCOSUR SouthernCommonMarket(Argentina,Brazil,Paraguay,Uruguay)

CERD UnitedNationsCommitteeontheEliminationofRacial

DiscriminationCHOGM CommonwealthHeadsofStateandGovernmentMeetingCIC CreditInsuranceCommitteeCOP ConferenceOfthePartiesCPA CotonouPartnershipAgreement(EUandACP)CSD CommissiononSustainableDevelopmentCSTP Committee for Scientific and Technological PolicyCSW UnitedNationsCommissionontheStatusofWomenCTBT ComprehensiveNuclear-Test-BanTreatyCWC ChemicalWeaponsConventionDDPA DurbanDeclarationandProgrammeofActionDFA DepartmentofForeignAffairsDHA (tourism,economic,multilateral)DNA DesignatedNationalAuthorityDPRK DemocraticPeople’sRepublicofKoreaDRC DemocraticRepublicoftheCongoDTI DepartmentofTradeandIndustryECIC ExportCreditInsuranceCorporationofSouthAfricaECOSOC EconomicandSocialCouncil(UN)EEZ ExclusiveEconomicZoneEIF EntryIntoForceERW ExplosiveRemnantsofWarEU EuropeanUnionFDI ForeignDirectInvestmentFSI ForeignServiceInstituteG8 Group of eight (USA, UK, Germany, Italy, France, Russia, Japan,

Canada)G20 GroupofTwentyG77 Groupof77(andChina)GA GeneralAssembly(UnitedNations)GCC GulfCo-operationCouncilGCIM TheGlobalCommissiononInternationalMigrationGEF GlobalEnvironmentalFacilityGEO GrouponEarthObservationGFII GlobalForumonInternationalInvestmentHCOC TheHagueCodeofConductagainstBallisticMissiles


��

MISS MinimumInformationSecurityStandardsMOP MontrealProtocolonSubstancesthatDepletetheOzoneLayerMSP MasterSystemsPlan(ICT)MTCR MissileTechnologyControlRegimeNAM Non-AlignedMovementNCACC NationalConventionalArmsControlCommitteeNCCC TheNationalCommitteeforClimateChangeNEPAD NewPartnershipforAfrica’sDevelopmentNFAR NationalForumAgainstRacismNGO Non-GovernmentalOrganisationNIPP TheNationalIndustrialParticipationProgrammeNPT NuclearNon-ProliferationTreatyNSG NuclearSuppliersGroupNSI NuclearSystemofInnovationNSTF NationalScienceandTechnologyForumODA Official Development AssistanceODIN OceanDataandtheInformationNetworkOIC OrganisationofIslamicConferencePAP PanAfricanParliamentPIC PriorInformedConsentPMO Policy-MakingOrganPMS PerformanceManagementSystemPOP PersistentOrganicPollutantsPSC PeaceandSecurityCouncil(AU)PUSET PublicUnderstandingofScienceandTechnologyRECs RegionalEconomicCommunitiesRISDP RegionalIndicativeStrategicDevelopmentPlanS&T ScienceandTechnologySACU SouthernAfricanCustomsUnion(SA,BLSN)SADC SouthernAfricanDevelopmentCommunitySAIAIF SouthAfricanInternationalAffairsICTForumSAMSA SouthAfricanMaritimeSafetyAuthoritySANGOCO SouthAfricanNon-GovernmentalOrganisationCoalitionSAPO South African Post OfficeSAT SouthAfricanTourismSC SecurityCouncil(UnitedNations)SME SmallandMedium-sizedEnterprises

SOLAS SafetyofLifeatSeaConventionTDCA TradeandDevelopmentCo-operationAgreement(withEU)TICAD TokyoInternationalConferenceonAfricanDevelopmentTISA TradeandInvestmentSouthAfricaTRIPS TradeRelatedaspectsofIntellectualPropertyRightsUK UnitedKingdomUN UnitedNationsUN PoA UnitedNationsProgrammeofActionUNCED UnitedNationsConferenceonEnvironmentandDevelopmentUNCHR UnitedNationsCommissiononHumanRightsUNCITRAL UnitedNationsCommissiononInternationalTradeLawUNCLOS UnitedNationsConventionontheLawofSeaUNCTAD UnitedNationsConferenceonTradeandDevelopmentUNDP UnitedNationsDevelopmentProgrammeUNESCO United Nations Educational, Scientific and Cultural OrganisationUNCLOS UnitedNationsConventionontheLawoftheSeaUNFCCC UnitedNationsFrameworkConventiononClimateChangeUNGA UnitedNationsGeneralAssemblyUN-Habitat UnitedNationsHumanSettlementsProgrammeUNHCR UnitedNationsHighCommissionerforRefugeesUNICPOLOS TheUnitedNationsInformalConsultativeProcessonOceansand

theLawoftheSeaUNIDO UnitedNationsIndustrialDevelopmentOrganisationUNSC UnitedNationsSecurityCouncilUPU CongressoftheUniversalPostalUnionUSA UnitedStatesofAmericaVLCC VeryLargeCrude-oilCarriersWCAR WorldConferenceAgainstRacismWEF WorldEconomicForumWEHAB Water,Energy,Health,Agriculture,BiodiversityWMDs WeaponsofMassDestructionWMO WorldMeteorologicalOrganisationWSIS WorldSummitontheInformationSocietyWSSD WorldSummitonSustainableDevelopmentWTO WorldTourismOrganisationWTO WorldTradeOrganisation

Documents

CONTENTS plan 06... · 2020-02-27 · CONTENTS 03 PART ONE 03 Introduction 03 Overview of the Strategic Priorities of the Department of Foreign Affairs for 2007-2010 06 PART TWO 06