Transformation in Department of Foreign Affairs: briefing

Meeting report

FOREIGN AFFAIRS PORTFOLIO COMMITTEE
16 March 1999
TRANSFORMATION IN DEPARTMENT OF FOREIGN AFFAIRS: BRIEFING

Documents handed out:
None

SUMMARY
The Department of Foreign Affairs briefed the Portfolio Committee on transformation within the Department. After the briefing, questions were asked regarding the Department ability to purchase property overseas for embassies, the down-sizing of missions and their staffing with ex-patriate South Africans as well as an assessment of the relationship between the Department of Trade and Industry and the Department of Foreign Affairs.

MINUTES
The Chairperson opened the meeting by explaining that the Department of Foreign Affairs had asked the Committee to support the White Paper on South African Participation in International Peace Missions [tabled on 24/2/99]. The Committee disagreed with the Chairperson's proposal, due to the fact that the paper would need further discussion. A proposal was made by the Committee to make a decision before the end of the present parliamentary session. Mr Sookal from the Department pointed out that it would not be hard to get a departmental official within the next week to brief the Committee on the matter.

The Chairperson then went on to welcome Mr Jaquet and Mr Casoo from the Department of Foreign Affairs. Apologies were made for the absence of the Director-General. It was pointed out by Mr Jaquet that although the plans for transformation have been set in place, the implementation of these plans takes time. Mr Casoo was then invited to present his briefing.

Mr Casoo begun by emphasising that the overall objective of transformation was effective, efficient service delivery for the people of South Africa (referred to as the "core-business"). A need had been identified to create synergy within the department in such a way that would allow different spheres of the department to work together. Transformation started in October 1998. Starting the process of transformation, every individual member of the Department was informed about the legislation that influenced the structure. A strategic plan was put together after consultation with bodies such as civil society, academics and this Committee.

The transformation process has been focused on empowering its people. In the past, when members of the Department were queried on certain policy stands of the Department, Head Office was contacted, to clarify the stand. Today, personnel of the department are more informed and are able to make more efficient statements. Trust and credibility in the department have also become integral. Decisions made by managers also tend to experience more support due to the fact that those under the managers have a better understanding of how things operate.

In more detail, the phases that the Department has followed consist of: Collaboration, Commitment , Creativity and the achievement of the Goal. Collaboration has been described as integration process within the Department, which has taken 3 months to develop.

Commitment is the second phase of the process (currently taking place) where each individual of the department has been expected to commit to achieving the "core-business". This calls for constant pro-active monitoring of personnel and the setting of "performance cycles". Each departmental unit must be seen as a business unit, where issues around the units are prioritised and objectives are set. Possible decentralisation of these "business "units is currently under investigation.

The realm of creativity comes into being due to the shrinkage of resources. With this resource-constraint , innovative means of utilising available resources are therefore necessary. Connected to this point is the recognition for training and continual professional development of present staff. The need to develop new policies for training people is also necessary. All plans implemented are aimed at improving the morale and motivation of personnel in the department.

The framework of the department consists of four components: a regulatory -, a planning -, an execution - and a control framework.

Subsequently, the department realises that it needs to monitor policy implications, by means of a "monitoring tool". A proposal has been made to the Minister on this matter. The task of this tool would involve the defining of resources, as an example. It would also allow for projections into the future on policy matters. Unfortunately, this tool will cost an approximate R6.5 million and there are currently no funds available for this.

Looking at concrete steps in transformation, these have included reassessing the Media Department, looking at Public Relations as a pro-active function and the revamping of the Protocol section. Certain functions have been decentralised, such as Human Resources.

Questions:
With the weakening of the Rand and the shortage of funds, what is the Department doing about buying properties versus renting properties overseas? Are unused buildings being sold?

Currently, legislation does not allow the Deptartment to borrow money from banks. The handling of the purchase/sale of governmental buildings belongs to the Department of Public Works and not to the Department of Foreign Affairs.

Why are rentals for overseas leases made in foreign currency and not in Rand? Has the department reappraised excess personnel? Is it possible to hire SA citizens living overseas in embassies?

There is a lack of clarity on whether leases can be negotiated in Rand or not. Due to the exchange rate, the Department of Foreign Affairs seems to be losing all the time.

On the issue of excess personnel, 30% of locally recruited personnel will be scrapped in all countries. Importantly, a good understanding of what we are doing at missions is necessary before cuts are made. The positions of messengers and drivers have been cut almost immediately. Transferred staff should also be reduced soon. When savings are generated, the hope is that the money will be used on starting new missions.

What is the relationship between the Department of Trade and Industry and the Department of Foreign Affairs? How "high-tech" has the Department of Foreign Affairs become?

The relationship between the two departments has been difficult. Due to the fact that the Department of Foreign Affairs supports government economic policy, it is involved in trade promotion. Recognisably, the Department of Trade and Industry has the technical expertise, while the Department of Foreign Affairs has the staff to be able to promote South Africa on this level. Currently a suggestion has been made for the two departments to integrate on export promotions. Undeniably, the two are busy "finding each other". Joint training is being done and regional conferences are being held presenting the business plans of each mission. The two departments are getting together slowly.

On the issue of how "high-tech" the department is, modernisation remains an ongoing priority. Information Technology (IT) is expensive and constrained by the plan of government to centralise all IT plans. The Department is moving from DS 286 computers to the latest Pentiums, as an example. Although there are various financial constraints on the department, a brochure will be soon released with information on the Department.

Before the meeting was closed, a suggestion was made by the Committee to the Department to approach the Ministry of Finance regarding the fact that the Department is unable to obtain loans from banks.