South African Council on International Relations (SACOIR); SA Association of Former Ambassadors: DIRCO briefing

Meeting report

South African Council on International Relations (SACOIR); SA Association of Former Ambassadors
The DIRCO delegation comprised of Ms Mathu Joyini, Deputy Director General: Diplomatic Training, and Mr Fadl Nacerodien, Chief Director: Policy Research and Analysis Unit. Mr Nacerodien undertook the briefing and apologised for the absence of the chairpersons of SACOIR and the Association of Former Ambassadors who were supposed to have attended the meeting. The intention was to provide the Committee with a broad overview of the two organisations. Members would receive a more detailed briefing at a later stage.

Mr Nacerodien said the genesis of SACOIR came about due to the Minister and Deputy Ministers of International Relations and Cooperation wishing to have outreach programmes. The intention was to inform people on what DIRCO was doing in the international arena. There were a total of thirty outreach programmes. After the African Union and Climate Change summits, it was realised that a platform of various stakeholders was needed which Minister Nkoana-Mashabane could convene to discuss issues on a regular basis. As a consequence SACOIR was conceived. A decision had to be made on the form that SACOIR would take. It could either be an ad hoc organisation or be a commission. It was decided to take the form it was currently in. SACOIR can have up to 25 members drawn from academia, organised labour, business and non government organisations (NGOs). Advertisements were placed for appointments and members were shortlisted. Minister Nkoana-Mashabane launched the 21-member SACOIR in June 2015. SACOIR had been taken through the cluster and cabinet process. Cabinet had approved SACOIR’s terms of reference.

Whilst DIRCO was preparing for the launch of SACOIR in June 2015, coincidentally Ambassador George Nene and former ambassadors wished to organise as a resource the immense capacity of retired South African ambassadors, high commissioners and chief representatives. The Association of Former Ambassadors was formed. Former advisers and special envoys would also be used in order to draw on their expertise. For example in Burundi, persons who had worked there in the past and were now retired had been used to assist in the process at present. The Association of Former Ambassadors would continue to take on the role of ambassadors to assist DIRCO to reach out to the general populace to broaden the debate on current issues and to deepen the understanding of SA’s Foreign Policy.
 
SACOIR operated under the umbrella of the DIRCO. Members of SACOIR were appointed for a three-year period. It was in its second year at present. Minister Nkoana-Mashabane had to meet with SACOIR at least twice a year. SACOIR could engage the Minister in an organised manner. It was a platform between DIRCO and sectors to discuss matters of foreign policy. DIRCO had a responsibility for the functioning of SACOIR and provided technical and logistical support. DIRCO had a plan of action to attach a budget to SACOIR and it was being finalised by 1 April 2016.

The Association of Former Ambassadors was however not directly linked to DIRCO. The Association was registered as a non profit organisation (NPO). DIRCO did not have the same obligations towards the Association as it had towards SACOIR. DIRCO did however provide support to the Association in its beginning stages. The Association was considered a very important resource for SA to draw on. There were other countries that also used former ambassadors as a resource. DIRCO was figuring out how it would support the Association who had 80 members at present. The members stayed all over SA and abroad which meant that DIRCO had to work out the modalities on how to get them together.

Discussion
Ms S Kalyan (DA) said that the Committee would have appreciated a briefing document, especially on an organogram of the structures of the organisations. She asked what the programme of SACOIR had been since its launch in June 2015. Has anything been achieved since then? If the SACOIR budget was to be finalised by 1 April 2016, how was it going to be factored into the DIRCO budget? She asked about the status and designation of SACOIR members and whether they would receive a salary. She understood the Association of Former Ambassadors to be a voluntary service by its members. What were the budgetary implications of SACOIR and the designation given to it?

Mr Nacerodien apologised for the lack of a briefing document and organogram of the two bodies. He explained that he was only made aware before the meeting that the chairpersons of both bodies would not be attending the meeting. He agreed to provide members with documents. The chairperson of SACOIR was former Deputy Minister of Foreign Affairs, Mr Aziz Pahad, supported by two deputy chairpersons. There was also a steering committee in place. In the follow up briefing a better understanding of SACOIR would be provided to the Committee. The Association of Former Ambassadors chairperson was Ambassador George Nene and he was supported by an executive committee with seven members. There was a secretary and a treasurer. The Association was a registered NPO. Association members did not get paid. The Association had also not received funding as yet. DIRCO was having discussions on how to support the Association which was a valuable resource. On an individual level former ambassadors who assisted with the training of diplomats received an honorarium. Members of the Association did not get paid.

He said SACOIR did get remunerated and in terms of the Development Bank of Southern Africa (DBSA) had a certain designation. Particulars would be provided in the promised documents. DIRCO did not consider what SACOIR members received as “remuneration’ as these were high-level persons so the money they received was more of an honorarium. DIRCO mainly covered transport, accommodation and personal expenses. The payment was made in terms of Public Finance Management Act (PFMA) rules. The final schedule was determined by the DBSA and National Treasury. Different rates were paid to different people in terms of the DBSA schedule.

The Chairperson noted that both SACOIR and the Association of Former Ambassadors were similar to the USA using its former presidents as a brains trust. Ex US Presidents were used for their strengths in areas in which they were familiar. He asked whether the persons in SACOIR and the Association were being used in the same way. They were a vital resource and should not be limited to advising the Minister but should advise President Zuma as well. Could President Zuma call upon them to advise him? Was it part of the two bodies’ work to evaluate DIRCO’s foreign policy work in regions like Europe, Asia and Africa? He asked with whom else the two bodies met. How did they interact with organised labour and business? The political environment had to be understood fully. Was it a requirement for stakeholder involvement to take place? The citizens of SA had to be aware of what the President, the Minister and DIRCO was doing. SA had 126 missions abroad and there were many people with influence. These persons needed to advise the Minister and South Africa on why it should maintain relations with certain countries. The reasons could be of an economic or strategic nature.

Mr Nacerodien said that both bodies were not only limited to advise the Minister of International Relations and Cooperation exclusively. They reached out broadly to various spheres of government. There were sometimes funding constraints but DIRCO tried its best to assist where it could. DIRCO for example provided its premises for meetings held by both bodies. The Chairperson had referred to the Council on Foreign Relations in the US. When it had originated about five years ago SA could not emulate them as they tend to function as a revolving door as its members depended on whether Republicans or Democrats were in power. The US Council on Foreign Relations had close ties with business and the White House. It had deep pockets and wielded much political clout. He noted that when the Council on Foreign Relations had come to SA they had no interactions with DIRCO. They were a think-tank and came to SA to find out what was happening in SA. An in depth study had been done on SA. They had not officially engaged with the South African government directly. The members of SACOIR had experience in their respective sectors. SACOIR had to meet with the Minister at least twice a year to discuss matters. During discussions, members of SACOIR need not have consensus on issues. For example on the African Growth and Opportunity Act (AGOA) members had different views. Some members felt that AGOA was a benefit to SA whilst others felt not. In essence they were a brains trust and had links with different organisations. DIRCO wished to create a database on SACOIR and the Association of Former Ambassadors about who knows what and where. He noted that DIRCO’s Policy Research and Analysis Unit provided mediation support. The Unit was still getting operationalised. Hopefully from 1 April 2016 when a budget was in place the Unit would be up and running and DIRCO would know on what and where former ambassadors could assist. Many former ambassadors had connections abroad due to past relationships. The two bodies were not meant to appraise DIRCO. DIRCO got perspectives, perceptions and recommendations from the two bodies. They looked at how DIRCO operated and at its work content and then provided their perspective. DIRCO encouraged both entities to operate independently.

Ms Joyini said that she also considered the members of the two entities as a brains trust for SA. DIRCO had to identify capable people to fill strategic positions. She said that SACOIR members had engaged in roundtable discussions with organised labour and business.

Mr B Radebe (ANC) asked how the two institutions were to be used in the diplomatic arena.

Ms Joyini said that even before the Association was in place former ambassadors had been used to train persons at the diplomatic academy. DIRCO was engaging with the Association on how the Association could be used. DIRCO would also keep a check on the funding needs of the Association. DIRCO could not fund an NPO but could assist them in obtaining funding. After the Association had done a costing, the Chief Financial Officer of DIRCO, Mr Caiphus Ramashau, would assist them in identifying sources of funding. DIRCO would find sponsors for the Association. She noted that the Association had been proactive and had approached business institutions, provincial governments and municipalities as to where they could provide advice.

The Chairperson said that SA had 126 missions abroad and that people needed to be deployed strategically at different levels. South Africans also had to be deployed to the New Development Bank. Who worked at the International Monetary Fund (IMF) and the World Bank and where did their loyalties lie. SA needed to have people deployed to the African Union and the Southern African Development Community (SADC).

Ms Joyini said that DIRCO had considered deploying people strategically at all levels.

Mr Nacerodien said that it was possible to deploy people where they were needed abroad. Having a roster would assist with deploying people to the United Nations on issues such as Syria. Persons could also be seconded to the IMF and the New Development Bank.

Mr Radebe stated that he had seen the agenda of the workshop which the US Council of Foreign Relations had held. They had done an analysis of SA. What he found interesting was that the US Council on Foreign Relations was funded by a family trust. It showed that the US was analysing the world environment. He noted that there were many things wrong with AGOA. SA needed to up its ante. He also stated that SACOIR and the Association on Ambassadors could be a stabilising factor on foreign policy issues. SA needed to put itself first.

Ms Joyini noted that members from both entities had mediated all over the world.

Mr Nacerodien pointed out that analysing the world situation was critical. Expertise could be drawn from SACOIR and the Association of Former Ambassadors which would complement the work of DIRCO.

Ms Raphuti said that she had attended the launch of the SAICOR. She pointed out that the Association of Former Ambassadors were mostly older people and should act as mentors to impart their knowledge and skills.

Mr Nacerodien said that mentorship programmes and diplomatic cadet programmes were important. Cadets could be mentored by SACOIR and the Association of Foreign Ambassadors on SA’s foreign policy.

Ms Joyini noted that Ambassador Nene had offered his assistance to the University of Pretoria.

The meeting was adjourned.