1 DEPARTMENT OF FOREIGN AFFAIRS PROGRESS ON TRANSFORMATION PRESENTATION TO PORTFOLIO COMMITTEE ON FOREIGN AFFAIRS 24 OCTOBER 2001

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PURPOSE OF PRESENTATIONPURPOSE OF PRESENTATION

The overall purpose of the presentation is The overall purpose of the presentation is to give a progress report on to give a progress report on transformationtransformation..• Specific Focus on:Specific Focus on:

– Strategic Plan of DFAStrategic Plan of DFA– Key milestone arising from TransformationKey milestone arising from Transformation– Institutional RealignmentInstitutional Realignment– Capacity BuildingCapacity Building

– Recruitment driveRecruitment drive– Human Resources Development Human Resources Development

(Training)(Training)– Efficiency and effectivenessEfficiency and effectiveness

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STRATEGIC PLAN - THE PROCESSSTRATEGIC PLAN - THE PROCESS

Established: Established: • Transformation Steering Committee which included Trade Transformation Steering Committee which included Trade

Unions Unions • Transformation Task TeamsTransformation Task Teams

The African Renaissance Task Team responsible for:The African Renaissance Task Team responsible for:• Environmental AnalysisEnvironmental Analysis• Identifying Key Foreign Policy PrioritiesIdentifying Key Foreign Policy Priorities• Strategy FrameworkStrategy Framework

Jointly developed the IRPS Strategic PlanJointly developed the IRPS Strategic Plan Consulted on key priorities during Regional Heads of Consulted on key priorities during Regional Heads of

Mission Conferences and at Head OfficeMission Conferences and at Head Office

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STRATEGIC PLAN- THE PROCESSSTRATEGIC PLAN- THE PROCESS

Developed 4 year strategic plan with: Developed 4 year strategic plan with: • VisionVision• MissionMission• ValuesValues• High Level ObjectivesHigh Level Objectives• Priorities, Strategies and Action PlansPriorities, Strategies and Action Plans

Defined objectives for every Region and Country Defined objectives for every Region and Country Heads of Mission Conference in Cape Town - February 2001 Heads of Mission Conference in Cape Town - February 2001

evaluated and endorsed the aboveevaluated and endorsed the above Identified role players for all priorities - including Cluster Identified role players for all priorities - including Cluster

DepartmentsDepartments Compiled costed Business Plans for Missions and Head Office Compiled costed Business Plans for Missions and Head Office

Business Units (Chief Directorates)Business Units (Chief Directorates)

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VisionVision

South Africa shall strive for peace, South Africa shall strive for peace, stability, democracy and stability, democracy and development in an African development in an African continent, which is non-sexist, continent, which is non-sexist, prosperous and united, prosperous and united, contributing towards a world that contributing towards a world that is just and equitableis just and equitable

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MissionMission

The Department of Foreign Affairs The Department of Foreign Affairs is committed to promoting South is committed to promoting South Africa’s national values, the African Africa’s national values, the African Renaissance and the creation of a Renaissance and the creation of a better world for allbetter world for all

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ValuesValues

In the realisation of its Vision and In the realisation of its Vision and in the execution of its Mission, the in the execution of its Mission, the Department of Foreign Affairs will Department of Foreign Affairs will be guided by the core values of be guided by the core values of loyalty, dedication, ubuntu, equity loyalty, dedication, ubuntu, equity and professional integrityand professional integrity

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Foreign Policy ObjectivesForeign Policy Objectives

Sustainable DevelopmentSustainable Development• TradeTrade• investmentinvestment• Integration and CooperationIntegration and Cooperation• Imaging and BrandingImaging and Branding• TourismTourism

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Foreign Policy Objectives Foreign Policy Objectives Cont’Cont’

SecuritySecurity• Peace and SecurityPeace and Security• Conflict ManagementConflict Management• Sovereignty and Territorial IntegritySovereignty and Territorial Integrity• Disaster ManagementDisaster Management

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Foreign Policy Objectives Foreign Policy Objectives Cont’Cont’

StabilityStability• Crime and Terrorist threatsCrime and Terrorist threats• Extremism and TerrorismExtremism and Terrorism

CooperationCooperation• Human Resources DevelopmentHuman Resources Development• HealthHealth• Poverty AlleviationPoverty Alleviation• Security cooperationSecurity cooperation• People to People CooperationPeople to People Cooperation• Human RightsHuman Rights• Sustainable developmentSustainable development

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STRATEGIC PLAN - THE PROCESSSTRATEGIC PLAN - THE PROCESS

Introduced efficiency and effectiveness by:Introduced efficiency and effectiveness by:• Focussing and targeting programmes for DFA and IRPSFocussing and targeting programmes for DFA and IRPS• Introducing a Performance Management System and Introducing a Performance Management System and

Individual Performance AgreementsIndividual Performance Agreements• Aligning Department’s policies with legislative Aligning Department’s policies with legislative

requirements vizrequirements viz : : Constitution, EE act, Basic conditions of Constitution, EE act, Basic conditions of employment act, Skills development and levies act, employment act, Skills development and levies act, Preferential procurement Framework Act, etcPreferential procurement Framework Act, etc

• Aligned the budgeting process with the Business Planning Aligned the budgeting process with the Business Planning Process Process

• Annual Report the first since 1948Annual Report the first since 1948• DFA Strategic Plan first everDFA Strategic Plan first ever

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INSTITUTIONAL INSTITUTIONAL REALIGNMENTREALIGNMENT

The new Strategic Plan The new Strategic Plan necessitated the necessitated the

realignment of the Institution realignment of the Institution and Capacity Buildingand Capacity Building

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1994:1994:645 staff in 36 missions645 staff in 36 missions

1521 HO staff1521 HO staff

2001:2001:544 staff in 92 missions544 staff in 92 missions

1534 HO staff1534 HO staff

……101 less staff but 56 101 less staff but 56 more missionsmore missions

0

200

400

600

800

1000

1200

1400

1600

1800

2000

2200

2400

1994 2001

Mission Staff

Missions

Head OfficeStaff

ApprovedEstablishment

CAPACITY GAPS

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CAPACITY GAPSCAPACITY GAPS

0

1000000

2000000

3000000

4000000

5000000

6000000

7000000

8000000

92/9

3

93/9

4

94/9

5

95/9

6

96/9

7

97/9

8

98/9

9

99/2

000

2000

/01

2001

/02

Budget

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• Capacity GapsCapacity Gaps• Role Delineation/ ClarificationRole Delineation/ Clarification• Departmental Structure (H/O and Departmental Structure (H/O and

Missions)Missions)• Core competenciesCore competencies• ICTICT• DecentralisationDecentralisation• Employment Equity ProfileEmployment Equity Profile

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INSTITUTIONAL REALIGNMENTINSTITUTIONAL REALIGNMENT

MissionsMissions• Re-graded Missions in line with Re-graded Missions in line with

Strategic ObjectivesStrategic Objectives• All posts in Missions aligned to Mission All posts in Missions aligned to Mission

Grading ( e.g CD’s for all A category Grading ( e.g CD’s for all A category Missions Missions

• Generic Mission Structure finalisedGeneric Mission Structure finalised• Aligned Human Resources capacity to Aligned Human Resources capacity to

Mission GradeMission Grade

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Departmental StructureDepartmental Structure Aligned Structure to Strategic PlanAligned Structure to Strategic Plan

• Creation of new Branches in line with Creation of new Branches in line with PlanPlan– Africa and Middle EastAfrica and Middle East– EuropeEurope– Americas and CaribbeanAmericas and Caribbean– Asia and AustralasiaAsia and Australasia– Multilateral (Security and Governance)Multilateral (Security and Governance)– Multilateral (Economic & Social Development)Multilateral (Economic & Social Development)– Corporate ServicesCorporate Services– ProtocolProtocol

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Introduced new component to enhance Introduced new component to enhance delivery, accountability and performance.delivery, accountability and performance.

1st component: MCU1st component: MCU• Primarily focussing on alignment of Primarily focussing on alignment of

resources, systems and processes to ensure resources, systems and processes to ensure delivery of missions.delivery of missions.

• Produced 3 quarterly reports to date.Produced 3 quarterly reports to date.• Introduction of recognition and awards as Introduction of recognition and awards as

incentive for best performance.incentive for best performance.

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Second component: Research and Second component: Research and analysis unitanalysis unit• Focusing on research and in-depth Focusing on research and in-depth

analysis on key aspects on Foreign analysis on key aspects on Foreign relations issues that continuously relations issues that continuously inform policy decisionsinform policy decisions

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Role Clarification: (H/O and Missions)Role Clarification: (H/O and Missions)• Separated the roles and responsibilities Separated the roles and responsibilities

of HO from those of Missionsof HO from those of Missions• Separated the roles and responsibilities Separated the roles and responsibilities

of Senior Managers from those of junior of Senior Managers from those of junior officialsofficials

• Defined role of DFA in line with Defined role of DFA in line with international practice and outlined its international practice and outlined its core responsibilitiescore responsibilities

• The above led to DFA taking charge of The above led to DFA taking charge of its leadership role in foreign policy its leadership role in foreign policy matters.matters.

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ROLE CLARIFICATIONROLE CLARIFICATION• Aligned H/O - Mission roles to the new Aligned H/O - Mission roles to the new

strategystrategy• Assumed Leadership RoleAssumed Leadership Role

– AfricaAfrica– SADCSADC– OAU/AUOAU/AU– NAMNAM– CHOGMCHOGM– MultilateralMultilateral– International ConferencesInternational Conferences

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DECENTRALISATIONDECENTRALISATION Identified decentralisation of certain Identified decentralisation of certain

functions as a vehicle to improve service functions as a vehicle to improve service deliverydelivery

Decentralisation of HRM, Finance and Decentralisation of HRM, Finance and Foreign Service Management to line Foreign Service Management to line functionsfunctions

Finalised delegations of Authority to support Finalised delegations of Authority to support decentralisationdecentralisation

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CAPACITY BUILDING CAPACITY BUILDING

Core CompetenciesCore Competencies Developed Core Competencies in line Developed Core Competencies in line

with the New Strategic Planwith the New Strategic Plan• DiplomacyDiplomacy• InsightInsight• ConceptualizationConceptualization• Strategic LeadershipStrategic Leadership• Analytical ThinkingAnalytical Thinking• ActualizationActualization• CommunicationsParticipative ManagementCommunicationsParticipative Management• Applied Strategic PlanningApplied Strategic Planning• AdaptabilityAdaptability

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HUMAN RESOURCES HUMAN RESOURCES DEVELOPMENTDEVELOPMENT

Prioritised Training and Development (Dip training and Prioritised Training and Development (Dip training and Mission Admin)Mission Admin)• Gradual integration of Mission Administration and Gradual integration of Mission Administration and

Diplomatic training coursesDiplomatic training courses• Changed focus of training away from “training for Changed focus of training away from “training for

posting to training to increase capacity”posting to training to increase capacity”• Developed policies that opened up access to trainingDeveloped policies that opened up access to training• Aligned contents with Departmental requirementsAligned contents with Departmental requirements• Condensed training from 9months to 8 monthsCondensed training from 9months to 8 months• Introduced simulation and experiential learningIntroduced simulation and experiential learning• Introduced a culture fair development oriented Introduced a culture fair development oriented

selection methodselection method

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HUMAN RESOURCES HUMAN RESOURCES DEVELOPMENT CONT’DEVELOPMENT CONT’

Profiles of trainees supports Employment Profiles of trainees supports Employment EquityEquity

Skills Audit to be conducted to achieve:Skills Audit to be conducted to achieve:• personal development planspersonal development plans• appropriate matching of people with jobsappropriate matching of people with jobs• appropriate training interventionsappropriate training interventions

Consorted effortConsorted effort• To strengthen management and supervisory To strengthen management and supervisory

skills.skills.

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HUMAN RESOURCES HUMAN RESOURCES DEVELOPMENT CONT’DEVELOPMENT CONT’

ABET will continue to receive ABET will continue to receive attentions and learner’s will be attentions and learner’s will be matched to appropriate postsmatched to appropriate posts

Recognition of prior learningRecognition of prior learning

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CAPACITY BUILDINGCAPACITY BUILDING

Employment EquityEmployment Equity• Developed Employment Equity Policy Developed Employment Equity Policy

and Plan and Plan • DFA has adopted a more DFA has adopted a more

comprehensive approach to EE viz comprehensive approach to EE viz addressing both Quantitative and addressing both Quantitative and Qualitative aspects of EEQualitative aspects of EE

• Progress : Progress : QuantitativeQuantitative

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Recruitment and SelectionRecruitment and Selection• Focussed on increasing representativityFocussed on increasing representativity• Massive recruitment drive of 184 people Massive recruitment drive of 184 people

concludedconcluded• In the year 2000, of the 30 senior management In the year 2000, of the 30 senior management

appointees, 29 were black and 15 were appointees, 29 were black and 15 were womenwomen

• In 2001 184 new officials have been recruited.In 2001 184 new officials have been recruited.• Of the 80 that started, 78 are black and 41 Of the 80 that started, 78 are black and 41

are female.are female.

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Head Office (Race)Head Office (Race)Head Office - July 2000 (Race)

African39%

Asian10%

White48%

Coloured3%

Head Office - 1 October 2001 (Race)

African53%

Asian3%

Coloured4%

White40%

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Head Office (Gender)Head Office (Gender)Head Office - July 2000 (Gender)

Female19%

Male81%

Head Office - 1 October 2001 (Gender)

Female51%

Male49%

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Abroad (Race)Abroad (Race)

Abroad - July 2000 (Race)

African30%

White61%

Coloured4%

Asian5% Abroad - 1 October 2001 (Race)

African45%

Asian7%

Coloured5%

White43%

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Abroad (Gender)Abroad (Gender)Abroad - July 2000 (Gender)

Female42%

Male58%

Abroad - 1 October 2001 (Gender)

Female43%

Male57%

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Overall (Race)Overall (Race)Overall - July 2000 (Race)

African45%

Asian7%

Coloured5%

White43%

Overall - 1 October 2001 (Race)

African53%

Coloured4%

White40%

Asian3%

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Overall (Gender)Overall (Gender)Overall - July 2001 (Gender)

Female45%

Male55%

Overall - 1 October 2001 (Gender)

Female51%

Male49%

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PROGRESS ON EMPLOYMENT EQUITYPROGRESS ON EMPLOYMENT EQUITY• Major achievements in second in charge in Major achievements in second in charge in

Missions (Ministers) - moved from 100% Missions (Ministers) - moved from 100% white in July 2000 to 56 % black in July white in July 2000 to 56 % black in July 20012001

• 33% Female in 2001 (Ministers)33% Female in 2001 (Ministers)• Good progress with regards to Heads of Good progress with regards to Heads of

Missions Gender profile moved from 19% Missions Gender profile moved from 19% female in 2000 to 23 % female in 2001female in 2000 to 23 % female in 2001

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EMPLOYMENT EQUITY EMPLOYMENT EQUITY (CONTINUE)(CONTINUE) Progress : Progress : QualitativeQualitative

• Racial and Gender profile of trainees has Racial and Gender profile of trainees has improvedimproved

• Increased opportunity for blacks to go on Increased opportunity for blacks to go on diplomatic trainingdiplomatic training

• Recruitment patterns now reflect demographicsRecruitment patterns now reflect demographics• Competency profile to assist in identifying Competency profile to assist in identifying

potential.potential.• Awareness with regard to people with disabilities Awareness with regard to people with disabilities • Awareness with regard to HIV/AIDSAwareness with regard to HIV/AIDS• Removed unfair discrimination from all policies, Removed unfair discrimination from all policies,

systems and proceduressystems and procedures

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ICTICT

Information System Master Plan that will deliver on Information System Master Plan that will deliver on business needs :business needs :

• Secured information and communication Secured information and communication infrastructureinfrastructure

• Online, real time access to information globallyOnline, real time access to information globally

• Information sharing and disseminationInformation sharing and dissemination

• Globally to communicate in an integrated Globally to communicate in an integrated mannermanner

• Client Focus approachClient Focus approach


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ACCOMMODATIONACCOMMODATION

Head Office Accommodation to be aligned with Head Office Accommodation to be aligned with new structure viz New Branches, etcnew structure viz New Branches, etc

Mission accommodation to be aligned with Mission accommodation to be aligned with growth in size of certain missions and opening growth in size of certain missions and opening of new missionsof new missions

Documents

1 DEPARTMENT OF FOREIGN AFFAIRS PROGRESS ON TRANSFORMATION PRESENTATION TO PORTFOLIO COMMITTEE ON FOREIGN AFFAIRS 24 OCTOBER 2001