Ireland in South Africa and the Southern African Sub-Region Embassy Pretoria Strategy 2017-2021 2 Ireland in South Africa and the Southern African Sub-Region Embassy Pretoria Strategy 2017-2021 3
ContEntS
Summary 4
ChaPtEr 1: our ViSion for 2021 and BEyond 6 Embassy Logic Model
ChaPtEr 2: our PEoPlE 10 Serving Our People Abroad Connecting with the Global Irish Family
ChaPtEr 3: our ValuES 13 A Fairer World A More Just World A More Secure World A More Sustainable World
ChaPtEr 4: our ProSPErity 19 Deepening Engagement with Priority Markets Making the most of Our Competitive Advantage Sharing Our Culture
ChaPtEr 5: our PlaCE in EuroPE 22 A Strong European Voice in the World Contributing to EU External Policies
ChaPtEr 6: our influEnCE 24 A Service Responsive to National and Global Changes and Challenges A Professional and Capable Workforce in a Positive Working Environment An Open and Accountable Mission Delivering Best Practice in Governance
accounting for our Performance Annex 1: alignment of Strategy to the SdGs, ireland’s ireland’s Policy Annex 2: Africa Strategy, for international development and its “One World, One Future” “Framework for Action” 4 Ireland in South Africa and the Southern African Sub-Region Embassy Pretoria Strategy 2017-2021 5
SummARy
hoW WE Will Work and re-programme where necessary, to This Strategy sets out Ireland’s role in South Africa and other countries of accreditation in the sub- ensure that they are optimally deployed and region (Zimbabwe, Lesotho, Botswana, and Mauritius) over the five-year pe riod 20 17-2 021.
> able to deliver on outputs and outcomes. The Strategic and systematic political and BaCkGround region reflects a fragile political The Mission will use Embassy will further develop evaluation and public diplomacy. economy. Large sections of the Nine outputs to be delivered: political and public diplomacy in countries of learning including an evaluation framework to The Irish Government population, by virtue of the region to promote Ireland’s interests, accompany the new Strategy. established an Embassy in ethnicity, gender, political culture and values; to support Irish citizens South Africa in 1994, following persuasion or geography, are resident in or visiting the region; and to nEW dirECtionS the country’s transition to marginalised and excluded demonstrate that Ireland is a good place in democracy. The intervening from accessing opportunities which to do business, to study and to visit. On > Strengthened political, trade and development > An adept, prepared, consular years have seen significant and benefits in societies where the basis of our values we will advocate for cooperation in the region, including a more service, well-placed to strategic and policy focused relationship with expansion in the role of the inequalities are deepening. respond to change; human rights, gender equality, ending gender Mission. This has been > Irish diaspora informed, based violence and ensuring economic South Africa. influenced by the Department’s What WE Will aChiEVE supported and linked; growth is inclusive and equitable. Strategies > In line with revised accreditations, considered increased trade promotion Our longer-term vision is > Opportunities for Ireland’s will include enhancing links with key engagement with Botswana and regional mandate, the growth of reflected in our overarching trade, investment, tourism stakeholders in Government, civil society and organisations, including the Southern African consular work to serve the goal: “ ireland’s values and and culture expanded; other spheres. Additional focal areas will Development Community (SADC). large Irish community, the interests applied to optimise include our cooperation at multilateral and EU > Scaled up engagement and investment in integration of the previously benefits for citizens of levels. Zimbabwe, in line with Ireland’s policy separate Irish Aid programme, ireland, South africa, commitment to engage in fragile situations. and the review of Ireland’s Zimbabwe and other > > Increased engagement with Irish State Strategy implementation informed by African Embassy network and countries of accreditation” . . The Mission will Agencies to boost Ireland’s trade and countries of secondary evidence and learning economic efforts.
> Educational linkages, establish partnerships with highly regarded
accreditation. > Increased engagement with the Irish diaspora,
The Global Island networks and cooperation academic and other institutions to provide Ir eland’ s F or eign P olicy f or a Changing World
including through the provision of improved
increased; access to robust evidence. Moving to a multi-
The work of the Embassy is consular services.
> Effective channels for year strategy will require greater attention to
unique in its breadth across all political engagement and > Deepened focus on inclusive development,
Global monitoring and tracking of results, and
Irish influence in South Africa and five themes of Ireland’s foreign gender equality and human rights and their Ireland’s Diaspora Policy allocation of increased resources to secure
regionally;
policy - Our People, Our inherent connections. March 2015 and strengthen capacity for this. Six monthly
RIAL TAS NA hÉI REAN N GO VER NMENT OF I REL AN D > Civil society’s capacity to Values, Our Prosperity, Our reports and Annual and Mid-Term Reviews will > A more flexible and adaptable approach to Place in Europe and Our promote good governance programme design and implementation that and human rights improved; be essential to guide this whole-of-Embassy Influence. The countries of Two outcomes to be achieved takes account of political realities and local : > Opposition to Gender Based Strategy. Careful selection of partners and the engagement reflect a wide by 2021 context. > Strengthened environment for Violence and support for existence of quality expertise in the region will range of political, economic, > New relationships and partnerships built on Ireland’s citizens, GBV survivors strengthened; support these processes. trade, consular and diaspora, business, trade, > Innovative health and the basis of Ireland’s commitment to realise development issues and people-to-people and other disability models targeting > the 2030 Agenda to meet the universally challenges. There are an Quality assured through robust oversight, agreed Sustainable Development Goals linkages with South Africa women and children; . estimated 35,000 Irish passport and other countries of > Policy and practice focused value-for-money and risk management (SDGs). Embassy structures will ensure that systems holders in South Africa and a accreditation; evidence on regional conflict
are in place to implement and comply with
and humanitaria n c rises . vibrant and growing diaspora > Enhanced enabling policies, standards and procedures. and Irish business community.
environment and space in IRISH EDUC ATED Management will ensure that risks are South Africa is also an GL OBALL Y CONNEC TED One W orld, South Africa, Zimbabwe and AN INTERNA TIONAL EDUC ATION STRA TEG Y F OR IRELAND, 2016-2020 proactively identified and assessed with important hub for trade and One Future THE GLOBAL GOALS
Suc ceeding the region to tackle Supportiv e Abr oad National controls developed to ensure effective investment in the region. Frame work Ireland’ s Policy For Sust ainable De velopme t exclusion, inequality and for International mitigation. We will systematically review the denial of human rights, Development Sus tainabl e Gr owth in ELT allocation of human and financial resources, Gl oball y Competitiv e Despite some progress and including those of women HEIs reduction in macro poverty and girls. levels, the context across the
6 Ireland in South Africa and the Southern African Sub-Region Embassy Pretoria Strategy 2017-2021 7
We believe that these interconnected outcomes and outputs, when achieved, will provide a strong foundation for the future. A thriving southern Africa is fundamental for the security and prosperity of all Africans, as well as citizens of ChaPtEr 1 Ireland and the world. Our people-centred vision is one of peaceful, inclusive, environmentally-sustainable societies; where poverty, in all its forms, is eradicated; where everyone can share in prosperity; where human rights are OUR VISION FOR 2021 AND BEyOND protected, gender equality realised; and where no-one is left behind. We will build on this vision for 2030 through successive Mission Strategies that will embed Ireland’s role in SA and the region .
What WE Will dEliVEr To achieve outcome 2 , we will deliver four The purpose of this Embassy Strategy is to clearly articulate what we will do, how we will work, mutually supportive outputs. Recognising the and what we will achieve to benefit citizens of Ireland, South Africa, Zimbabwe and other Across all our work we will bring a more structured strong role and importance of civil society we will countries of accreditation over the period 2017-2021 and how we will build towards progress for approach to influencing and political diplomacy. provide support for them to be better able to 1 the future . We will create more ‘Effective channels for deliver on their mandate. We will work political engagement and influence in South collaboratively with other partners, donors, and In 2011 the Government of Ireland launched We have much to offer, and benefit from, through africa and regionally’ both as an output in itself, joint mechanisms, particularly in Zimbabwe, to Ireland and Africa: Our Partnership with a enterprise, trade and investment. Crucially, we and a means to deliver the other eight outputs. ensure ‘ Changing Continent. The Strategy highlighted understand that our prosperity, security and well- Civil society’s capacity to promote Ireland’s long-term commitment to Africa and being is influenced by global events and good governance and human rights is To achieve outcome 1, we will deliver four linked . individual African countries, and the connections interwoven with the rest of the world, including Africa. outputs. The shifting and increasingly complex improved’ between the different elements of the relationship context globally and in the region, requires a - political, development cooperation, inclusive The Global Island: Ireland’s Foreign Policy for a Given the extent and debilitating effects of gender renewed ‘ based violence, we will engage with a number of growth, trade and investment. Six years on, the Changing World provides clear priorities for Ireland Adept, prepared Consular service, to strategic partners and programmes in South Africa Strategy continues to underpin our to “ well placed to respond to changing contexts’ make a distinctive and principled engagement with the Continent and will continue, not only meet its traditional role but to have Africa, Zimbabwe and regionally. This will work to contribution to the collective international contingency plans in place to protect Irish citizens influence state and non-state actors to provide with some updating, to shape our partnership over ”. We believe that coming years. effort to build a better world into the future. better coordinated, more comprehensive and the Mission can contribute to positive change, but accessible GBV response services to ensure that we are also realistic. We have initiated an Building on current good practice of deepening ‘ Ireland can relate to many facets of southern integrated whole-of-Embassy approach that Opposition to Gender Based Violence and and cultivating diaspora networks within and . Africa. We identify with colonisation, struggle and makes best use of our modest human and across the different countries will lead to an ‘ support for GBV survivors is strengthened’ liberation and have historic experience of famine financial resources to build synergies across Irish and migration. We understand the scourge of . Recognising the particular challenge of neglected political, development, trade, community and diaspora informed, supported and linked’ health and rights of marginalised women and conflict and the dividends of peace. Ireland has in consular work. recent years seen the positive impact brought The Mission will step up its work to promote children across our countries of engagement, we about by changes in law that recognise the rights Ireland as a good place with which to do business, will invest in a small number of ‘ Innovative health of all citizens, regardless of sex or gender orientation. The change we want to see to invest in and to visit. ‘ The Mission has identified two mutually reinforcing Opportunities for and disability models targeting women and These tactical relationships will outcomes to be achieved in partnership with expansion of Ireland’s trade, investment, children’. On the economic side we have learned lessons in all countries will be generate new and improved ideas, technologies countries of the region. (Fig 1) tourism and culture’ from our financial crises and recovery. realised by fostering and facilitating further and approaches and build evidence on what linkages to strengthen networks and reduce works most effectively. fig 1: outcomes by 2021 obstacles and restrictive legislation for Irish business. Given that the region remains extremely vulnerable Enhanced Strengthened to crises and shocks, including climate change, connectedness for enabling environment We will respond to the demand for skills and we will invest resources in regional capacity to Ireland’s citizens, for inclusive education, especially for youth, by creating research, monitor and report on the context. Our diaspora, business, development, gender ‘ support will produce ‘ trade, people-to- Increased educational linkages, networks and Policy and practice equality and human building on Ireland’s strong people and other cooperation’ focused evidence on regional conflict and reputation and expertise in these areas. The This will allow us to shape rights humanitarian crises’. linkages Embassy will demonstrably and transparently and inform political responses, scale up connect the skills requirements of South Africa humanitarian action if required, and keep our HQ- with Ireland’s strategy on international education. level geographical, thematic and policy units well- 1 This Strategy is based on ‘ informed. Ireland, South Africa, Zimbabwe and other countries of Accreditation: Directions Paper , and a number of Embassy-led Context analysis Papers (available separately). The Directions Paper was 2017-2021 approved by HQ Recommendations Meeting in December 2016. 8 Ireland in South Africa and the Southern African Sub-Region Embassy Pretoria Strategy 2017-2021 9 miSSion StratEGy loGiC modEl
our PEOPLE our VALuES our PROSPERITy our PLACE IN EuROPE our PLACE IN IRELAND
APPROACHES ACROSS Goal ALL OUTCOMES & ireland’s values and interests are promoted to benefit citizens of ireland, South africa, Zimbabwe and the southern OUTPUTS african sub-region
outComES Strategic and systematic political Enhanced connectedness for Ireland’s citizens, diaspora, business, trade, people-to-people and other and public diplomacy. linkages, with South Africa and countries of accreditation.
Strengthened enabling environment for inclusive development, gender equality and human rights
Strategy implementation outPutS
informed by evidence and learning. 1 2 3 4 5 6 7 8 9 An adept, Irish diaspora Opportunities Educational Effective Civil society’s Opposition to Innovative Policy and prepared, informed, for Ireland’s linkages, channels for capacity to Gender health and practice consular supported trade, networks and political promote Based disability focused service, well and linked investment, cooperation engagement good Violence and models evidence on placed to tourism and increased and influence governance support for targeting regional robust oversight value-for-money, respond to culture in South and human GBV women and conflict and changing expanded Africa and rights survivors children humanitarian and risk management. contexts regionally improved strengthened crises 10 Ireland in South Africa and the Southern African Sub-Region Embassy Pretoria Strategy 2017-2021 11
ChaPtEr 2 OUR PEOPLE
SErVinG our PEoPlE aBroad The Embassy and our consular offices also provide support and assistance to Irish citizens There are an estimated 35,000 Irish citizens in who find themselves in difficulty or distress. South Africa, by far the largest Irish community on Examples include issuing emergency travel the continent. In Zimbabwe there are some 1,000 documents, assisting with medical evacuation and Irish citizens. Lesotho, Botswana and Mauritius repatriation of remains of Irish citizens, pursuing have smaller Irish populations. the extradition of persons wanted in Ireland to face serious charges, and liaising with the police in Demand for consular services has increased regard to homicide or other serious crimes significantly over the past three years. Embassy perpetrated against Irish citizens. The Embassy Pretoria has one of the highest passport has also developed crisis response plans to assist workloads across the DFAT Mission system. Irish citizens in the event of a major consular emergency in our countries of accreditation.
Passports Processed ConnECtinG With thE GloBal iriSh family 3400 2012-2016 Ireland has a unique and important relationship 3050 3329 with its diaspora. Many people in the southern 3240 African sub-Region identify strongly with their Irish 2700 2586 2611 heritage or have a connection with Ireland and 2407 Irish culture. 2350 The Irish nation cherishes its special A 2000 affinity with people of Irish ancestry number 2012 2013 2014 2015 2016 living abroad who share its cultural of Irish President and Sabina higgins celebrating with the Sa Gaels identity and heritage”. article 2, irish Constitution Embassy teams including documentation of Substantial increases have also occurred on Visa What we will do lesson learning from experience. and Foreign Birth Registration (FBR) applications. These trends are likely to continue, particularly on Associations are active in the Embassy’s areas of > Provide support and protection to Irish > Continue to strengthen customer-focused FBRs where the worsening state of the South accreditation including the Irish South African citizens travelling, living and working in South consular services, systems and standards on African economy and uncertainties over “Brexit” Association (ISAA) which has Chapters in Gauteng Africa, Zimbabwe and other countries of the basis of evidence, regular monitoring of mean that more South Africans are seeking to take (Johannesburg/Pretoria), KwaZulu-Natal (Durban) accreditation in a context of increasing targets and customer satisfaction ratings. advantage of their Irish citizenship entitlements. and Western Cape (Cape Town), the Irish complexity and security risk. Association of Mashonaland in Zimbabwe, the The Embassy also maintains a small consular Business Ireland Southern Africa network (BISA), > Place the welfare of Irish citizens and their liaison office in Cape Town to serve the large Irish the SA Gaels (a Gaelic Games organisation) and families at the heart of our consular response. > Ensure safer, more secure accommodation at population there. The Honorary Consul in Harare the Irish Missionary Community. focusing on those most in need. the Embassy and in Cape Town for our staff and his asssitant also provide consular services to > Regularly review and update crisis response and consular customers. Irish citizens in Zimbabwe as well as those who plans for each country. What we will deliver wish to visit Ireland for business, study or tourism > Pro-actively liaise with Consular and Passport Divisions at HQ to implement new strategies purposes. The Honorary Consuls in Gaborone and an adept, prepared, consular service, well > Build our evidence and analysis of the to enhance consular and passport services. Maseru will provide similar services to Irish placed to respond to changing contexts multiple aspects of insecurity in the region. citizens in Botswana and Lesotho respectively. > Build capacity for crisis response within 12 Ireland in South Africa and the Southern African Sub-Region Embassy Pretoria Strategy 2017-2021 13
ChaPtEr 2 ChaPtEr 3 OUR PEOPLE OUR VALUES
a fairEr World (PoVErty and inEquality) Countries of secondary accreditation are no less complex. Zimbabwe has experienced political and While extreme poverty has declined, the southern economic decline. Lesotho, small, mountainous, African sub-region continues to face significant and completely landlocked by South Africa, is a disparities in levels of poverty and inequality. In least developed country in which about three- South Africa this is made worse by the legacy of fourths of the people live in rural areas and engage apartheid. Across the region unemployment is in subsistence agriculture. Mauritius, by contrast high, particularly among young people in the 15- is relatively stable, continues to register positive 24 year-group. Additionally there is a mismatch growth and benefits from a strong service and between skills available and those the economy tourism industry. Botswana, despite continued requires for growth. economic growth, faces high levels of poverty and inequality, as well as low human development Women are more likely to be unemployed than indicators. Unemployment has remained men. Linked closely to unemployment and income persistent and as a consequence, income inequality is a skewed spatial development with inequality is among one of the highest in the poor infrastructure and few work opportunities for world. irish South african association (Cape town Chapter) celebrating St. Patrick’s day rural people. As a result, the sub-region is experiencing massive movement of people to > Deepen engagement and cultivate Irish > Conduct a mapping in 2017, in conjunction urban centres, particularly in South Africa, in diaspora networks with those who are Irish, of with the Honorary Consul in Gaborone, to search of a better life. Irish descent or have a connection to Ireland. better understand the context and needs of the Irish community in Botswana.
> From a public diplomacy perspective, seek to build better linkages with media, to increase our social media presence and public outreach and to boost the Embassy’s profile among both the international community and other stakeholders in countries of accreditation.
> Continue to work with diaspora groups to build their capacity to become robust irish diaspora informed, supported and linked organisations that can provide support and > Link, in an inclusive way, with people who services and use resources effectively. wish to maintain a connection with Ireland, and with each other. > Pilot an initial phase of Alumni Associations in 2017, building on the Kader Asmal Fellowship > Support a wide range of activity in South and Irish Aid Fellowship Training Programme. Africa and the region designed to build on and develop two-way diaspora engagement and > Engage in ongoing review, including building engage with diaspora in order to benefit from evidence from southern Africa, to effectively their particular insights. implement the Government of Ireland’s Diaspora Policy. Sonke Gender Justice (Embassy Partner) conducting community mobilisation on gender based violence 14 Ireland in South Africa and the Southern African Sub-Region Embassy Pretoria Strategy 2017-2021 15
ChaPtEr 3 OUR VALUES
In Zimbabwe and South Africa the uncertainties destabilisation. Migration impacts are felt around the transition of power and further northwards and southwards, generating increased economic deterioration is leading to growing xenophobia and human rights violations. Crisis social unrest. This in turn has led to an response has strengthened in the region but accompanying increase in violations of human remains largely externally driven and insufficiently rights, a shrinking of the democratic space and evidence-based. rejection of the principles of good governance. The Embassy has limited funds to help support The state of governance in Zimbabwe is becoming responses to these challenges but it will assist more and more exclusionary and the space for through making available, to key stakeholders and civil society will continue to shrink as internal players, insightful and timely information to guide political dynamics subsume the State. This planning and actions. It will also use political and complex political environment and the public diplomacy to promote, to partner unpredictable and often opaque nature of policy governments, regional policies over narrow making, represents a real challenge for the national interests; and to point out inherent Embassy as we seek ways to influence and contradictions in objectives or policies that might engage constructively. have a detrimental effect on sustainable development and thus on current or future a morE SuStainaBlE World generations. The countries of engagement are part of a volatile and fragile region in terms of political, economic PartnEr ProfilE: inStitutE and environmental interconnectedness. Impacts for SECurity StudiES (iSS) lGBti rights activist Panti Bliss visits South africa in 2017 with the support of Embassy Pretoria include forced migration, increased GBV, hunger and epidemics. In line with the Department’s focus on building a a morE JuSt World (human riGhtS, their male peers to become infected reflecting more secure and fairer world, the Embassy’s new The Southern African Development Community women’s biological, social and economic strategy will include a partnership with the Institute GEndEr inEquality) (SADC) has identified a range of environmental South Africa has one of the most progressive vulnerability. However, a gap remains with regard for Security Studies (ISS). ISS is an African and sustainable development challenges that Research and Policy Institute working to improve constitutions in the world where a broad range of to the generation and application of evidence of persist despite progress made in environmental governance, human rights and human security in human rights are enshrined but challenges in the risks of the intersectionalities of HIV, gender management by countries of the region. These Africa. With offices in Pretoria, Dakar, Addis implementation remain. Gender inequality and inequality and human rights violations. include land degradation, deforestation, loss of Ababa and Nairobi and an extensive network of GBV remain serious challenges. Countries of the biodiversity, pollution, inadequate access to clean staff based all over Africa, the Institute works sub-region are in general deeply patriarchal a morE SECurE World (PolitiCal water and sanitation services, and poor urban closely with the African peace and security societies where social norms legitimise male architecture including the African Union, SADC and EConomy, SECurity and fraGility) conditions. It recognises that the poor, in dominance over women and girls. One insidious ECOWAS, providing technical assistance and particular, are victims and unwitting agents of example of this is the prevalence of gender based capacity building in the field of human security. Southern Africa is relatively more secure and environmental degradation. violence (GBV), a violation of women’s human peaceful than other regions of the continent. The 5 year partnership between the Embassy and rights, which is endemic and manifests in multiple However, South Africa is seeing disruption and ISS is aimed at building civil society’s capacity to The chronic nature of crisis perpetuates and improve good governance and human rights and ways. protest increasing, particularly within the student deepens communities’ vulnerabilities, and this is includes the provision of tailored research and population and in local communities around worsened by climate change as witnessed by the analysis, strategic convening of stakeholders and Despite progress in treatments the prevalence of service delivery. The economy, political recent impact of El Niño. This chronic crisis had a policy advice to the Embassy, other Irish HIV remains a concern. For example, women 14- accountability, corruption and racism continue to knock-on effect in areas such as security, trade Embassies in Africa and the wider Department. 24 years are four to eight times more likely than dominate political discourse. and economics, as well as further regional 16 Ireland in South Africa and the Southern African Sub-Region Embassy Pretoria Strategy 2017-2021 17
ChaPtEr 3 OUR VALUES
> In Zimbabwe support UN approaches to What we will deliver PartnErShiP modEl PartnEr ProfilE enhance the protection of women and girls ZimBaBWE — tranSParEnCy, Civil society capacity to promote good thE CEntrE for SExualitiES, against sexual and gender-based violence rESPonSiVEnESS, governance and human rights improved aidS and GEndEr (CSa&G) at exacerbated by political transition, conflict aCCountaBility, and CitiZEn opposition to Gender Based Violence and thE uniVErSity of PrEtoria and humanitarian crisis. EnGaGEmEnt (traCE) fund support for GBV survivors strengthened In response to fragmentation in sectors and innovative health and disability models The TRACE programme is a multi-donor challenges in making visible the experience of mechanism which aims to enhance state grassroots practice, all funded partners who work targeting women and children accountability and build democratic space. What we will do on social justice, human rights and gender will be The overall goal of the programme is to empower > Expand our efforts to promote good supported by the CSA&G to strengthen their What we will do governance, democratic processes, rule of citizens to hold the Zimbabwean state to account practice and influence. Fresh ways of critically > Based on our values, identify niche areas for law and protection of human rights through for its use of resources and its respect for human engaging with and generating evidence, will allow Ireland’s support to health and disability rights and democratic principles. This is done better linking our development funding with partners to better capture and make visible innovation where we can add value and build through the provision of financial and technical strong political and public diplomacy. learning from practice. Over the five years of the wider learning for adaptation and scale-up. support to civil society organisations across a Strategy this initiative will contribute to cross number of thematic areas and strategic border and South-South cooperation (starting with > In line with Ireland’s commitment to civil > In line with our commitment to the neglected interventions. SA and Zimbabwe). Building and promoting health and rights of women and children, society, strengthen efforts across all of our southern-led knowledge will help shape responses work to create and maintain a safe and The programme is a consultative harmonised on complex and interlinked issues such as gender identify targeted areas of unmet need. enabling environment for civil society actors. approach between donors, the Secretariat, based violence, HIV and human rights in ways that partners and other actors, and is implemented can qualitatively inform policy dialogue and > Focus attention on critical gaps in health > In recognition of the growing complexity through a grant making and partnership process. It practical decision-making. system strengthening of maternal, neo-natal across all countries of Ireland’s accreditation encourages innovation, coalition building and and child health services; sexual and collaborative approaches within civil society and support in-depth and comprehensive reproductive health of adolescents; and GBV between civil society and the private sector, analyses on changing context and trends. and HIV intersections. professional associations, and religious bodies, in > Direct our efforts in both SA and Zimbabwe, order to achieve collective action. towards better GBV sector coordination and > As the strategy evolves, adapt funding > Advocate for a focus on prevention and the strengthened analysis that can contribute to mechanisms to respond to new priorities need to address root causes of poor health improved service delivery. (including the role of women in peace and and disability including poverty, inequality and security and Fellowship opportunities on opposition to Gender Based Violence and human rights violations. peace, security and human rights). support for GBV survivors strengthened > In SA work with a smaller number of strategic partners who are well positioned to influence > Target vision and preventable blindness (as and achieve results within the sector including > Scale up our visibility and resources in one of the most common disabilities What we will do in improved coordination and impact. Zimbabwe; promote a more democratic and Support partners and programmes in SA, experienced in South Africa) with a particular rule of law based governance structure (also Zimbabwe and the region to use analysis and focus on children and young people. > Across all of the countries of accreditation, beneficial for the Irish community and more evidence to translate into application of best including SA, Lesotho and Zimbabwe, engage supportive of future economic investment). practice on what works to tackle GBV. > Promote increased incorporation of conflict- with EU Steering Committees on Gender. sensitive and longer-term development approaches to achieve health outcomes in > Identify opportunities which new protracted crisis. accreditations will bring to engage with regional institutions on gender equality and GBV. 18 Ireland in South Africa and the Southern African Sub-Region Embassy Pretoria Strategy 2017-2021 19
ChaPtEr 3 ChaPtEr 4 OUR VALUES OUR PROSPERITy
> Support the capacity of regional structures on dEEPEninG our EnGaGEmEnt With Enterprise Ireland (EI) opened a regional office in PartnErShiP modEl preparedness, early warning and mitigation Priority markEtS Johannesburg in February 2012 and currently has thE hEalth dEVEloPmEnt through support to assess, track and report in excess of 300 Irish clients exporting to Africa, fund (hdf) in ZimBaBWE on current and evolving conflict, climate South Africa has the largest economy in the Sub- about 200 of which export to South Africa. change, and humanitarian crises. Saharan region. It has an important role in building The Johannesburg office covers all of Sub- The HDF in Zimbabwe is a model consistent with economic stability in the region, including through Saharan Africa. EI has also established a local the > Position the Mission in regional dialogue, its membership of BRICS and the Southern presence in Nigeria (Lagos) and Kenya (Nairobi). New Deal Principles for Engagement in and the highlighting obligations to tract progress African Development Community (SADC). Ornua (formerly the Irish Dairy Board) established Fragile States Stockholm Declaration a packing, storage and delivery base in Port on Addressing Fragility and Building Peace in a towards the Sustainable Development Goals, . to address stresses and shocks, to protect Irish companies currently provide direct Elizabeth in 2013 to service markets in South Changing World Zimbabwe had a highly effective health system in the most vulnerable, and to leave no one employment to some 13,000 local workers in Africa, Nigeria, DRC and elsewhere in Africa. the 1980s and 1990s but recent political and behind . South Africa. 2 Exports in goods from Ireland to The IDA makes regular visits to explore regional economic challenges have undermined this South Africa totalled €229m in 2016. Imports of opportunities for inward investment. system, causing it to deteriorate to a near-collapse > Support the UN system (through OCHA) to goods from South Africa in the same period were state. The Health Transition Fund (HTF) established enhance the evolving and exceptional €93m. The most recent figures available from 2015 The Embassy has established a Local Market in 2011, and its successor the Health Development show that exports of services to South Africa Access Team which is chaired by the Ambassador. Fund (HDF) 2016–2020, are Multi-donor pooled potential of South Africa to be a humanitarian funds. Managed by the UN (UNICEF and UNFPA) hub for the region. totalled €944m with imports of services from The Embassy Team works closely with the State the HDF uses development aid in more innovative South Africa of €206m. Agencies, in particular Enterprise Ireland, to ways to better respond to protracted health crises, > In line with our new accreditation to SADC, fund health systems and scale-up interventions in identify opportunities to enhance coordination an otherwise politically and fiscally risky and cooperation and strengthen oversight and environment. Donors include Irish Aid, DfID, EU, response capacity of the SADC humanitarian Sweden and GAVI (Global Alliance for response (promoted through OCHA). Vaccinations). This innovative process is underpinned by a strong analysis of risk, robust risk > Raise the profile and leverage support for mitigation and a sense of solidarity and trust among partners. better evidence at EU, Heads of Mission and Cooperation meetings and other fora. The Institute of Security Studies assistance in providing timely evidence to the Mission and Policy and practice focused evidence on its partners will help in this regard. regional conflict and humanitarian crises > Support analysis that identifies and addresses What we will do the needs of internally displaced persons > In line with Ireland’s commitment to the World (IDPs) and refugees which can enhance the Humanitarian Summit outcomes advocate for self-reliance of refugees, IDPs and host a long-term view among all partners on communities to deal with the challenges. prevention and addressing root causes, increasing political diplomacy for prevention and conflict resolution, and bringing humanitarian, development and peacebuilding
efforts together. ambassador macGabhann at the opening of Shanahan Engineering’s new offices in Johannesburg.
2 QK Meats, Kerry Foods, Glanbia, ESB International and Mainstream Renewable Power are among the most prominent Irish companies who are currently operating in the South African Market. 20 Ireland in South Africa and the Southern African Sub-Region Embassy Pretoria Strategy 2017-2021 21
ChaPtEr 4 OUR PROSPERITy
further Ireland’s economic objectives and to assist > Deliver a more responsive, differentiated What we will deliver EI to achieve its business objectives in the Region. opportunities for ireland’s trade, investment, Fellowship programme for South Africa, It also supports individual Irish companies who are tourism and culture expanded Zimbabwe, Lesotho and the region. already established in the Southern African market or who are trying to enter that market. > Provide support for the development of new What we will do > Increase dialogue with other Irish Missions in Alumni Associations. Embassy Pretoria was instrumental in the Africa, including with Commercial Attaches, establishment of Business Ireland Southern Africa where these exist; with the new Africa Unit, > Strengthen existing, as well as develop new, (BISA), a business network for promoting and and with the Trade and Economic Division. mutually beneficial educational linkages, assisting business interests and relationships networks and cooperation which have the between South Africa and Ireland, as well as in the > Diversify Ireland’s trade profile in the wake of potential to link in with Irish business in South region more broadly. There are chapters in the British referendum. Partners such as the Africa and the region. Johannesburg, Durban, and Cape Town in South IDA have identified as a key target South Africa and in Harare, Zimbabwe. In 2016 a new African investors seeking to exit an uncertain > Strengthen linkages between local technical chapter was established in Maputo. The Embassy South African economy; and vocational training colleges in creating is also assisting BISA in exploring the possibility of opportunities for employment for young establishing a BISA Chapter in Mauritius. > Build relationships with political and private people, the Department of Higher Education sectors actors from all sides, to attract and Training in South Africa and where makinG thE moSt of our ComPEtitiVE business and investment in Ireland and to possible, educational institutions in Ireland. adVantaGE promote Ireland as a place to do business, to study or to visit. This will be achieved through PartnEr ProfilE The Embassy encourages South African investors the ongoing relationship with DIRCO but will intErnational youth to look on Ireland as the gateway to an EU market also include working with the Department of foundation (iyf) of 500 million consumers. Regional awareness is Agriculture on regulatory issues for food raised on the fact that global firms continue to market access and the Department of Home make Ireland their choice to set up operations to Affairs on trade-related issues such as visa policy. This partnership evolved from findings of a youth reach the European market and there has been Labour Marker Survey ( that showed young people, notable success to-date. > In Mauritius develop institutional linkages both men and women, on artisan/trade training between economic and regulatory agencies pathways lacked the attitudes, behaviours and work-readiness skills necessary to access and The uncertainties arising from the UK’s decision to which has been proposed by the Mauritius succeed in apprenticeships and employment ). exit the EU, together with the poor economic authorities. The Embassy supported a pilot in 2015/16 to outlook in this Region, has led to leading Southern deliver the iyf Passport to Success curriculum in African companies looking elsewhere for Educational linkages, networks and the TVET ( Technical Vocational Education & investment opportunities. To this end, the cooperation increased Training ) system at the College of Cape Town. The Embassy is actively engaging with and assisting the nelson mandela Statue in Johannesburg, South africa, pilot was a huge success. In 2017 the Embassy joins tourism ireland’s Global Greening, to celebrate IDA in making connections and building a platform provided support for a ‘ Planning for Scale and St Patrick’s day 2016. What we will do on which to engage with potential investors. Sustainability’ phase This will translate into a 5- > Work with Enterprise Ireland and with . individual institutes of Higher Education to year programme of support over the timeframe of attract students from South Africa and other the Strategy that will ensure Colleges, in addition countries of accreditation to study and to providing technical courses, also build the ‘soft’ skills required by disadvantaged young people to research in Ireland. participate effectively in the workplace. 22 Ireland in South Africa and the Southern African Sub-Region Embassy Pretoria Strategy 2017-2021 23
ChaPtEr 5 OUR PLACE IN EUROPE
a StronG EuroPEan VoiCE in thE World through the HoMs meetings and in Zimbabwe What we will deliver through EU Development and Political Counsellor The EU remains fundamental to our interests, to meetings. Visible and influential engagement in the Eu our security and prosperity, and to the well–being in South africa and other countries of of the Irish people. The Africa Strategy states that The Embassy works closely with the Africa Unit accreditation ‘Ireland will continue to use its position within the and Ireland’s delegate to the Africa Working Party EU to support a focus on the needs of the poorest (COAFR) to ensure Ireland’s views are inputting and most vulnerable, especially in sub-Saharan into all discussions of relevance to us. The What we will do Africa. We are committed to playing a more active Embassy reports on political developments, most > Promote good governance, support for role in regard to EU policy on Africa in the future’. often in South Africa and Zimbabwe and democratic processes, the rule of law, and the occasionally on developments in DRC. The aim is protection of human rights in all political The European Union is of fundamental importance to keep both HQ and our delegate to COAFR dialogue and EU fora. for Ireland in all areas of our membership. The informed and to ensure the views of the Embassy Embassy engages across the broad agenda of EU are communicated back to HQ in advance on > Respond to requests for input to the Desk, decision-making at country level to safeguard and important discussions on the COAFR agenda. Perm Rep Brussels (COAFR and PSC) promote the interests of Ireland and to shape the Reporting and political analysis on South Africa ensuring that positions developed and EU and its global engagement. and Zimbabwe is done in real time. priorities are informed by local and country ambassadors liam macGabhann (ireland) and Phillippe van damme (European delegation, Zimbabwe) on the occasion of the level perspectives. signing of the agreemnt for co-location of irish aid at the Eu ContriButinG to Eu ExtErnal PoliCiES at The main areas of EU support in the region are delegation office in harare, accompanied by Eu and irish aid staff Country lEVEl trade and regional integration and support for > Actively engage in the development of EU regional political cooperation and capacity strategies for South Africa and other countries The EU relationship with South Africa is at the building for the SADC Secretariat. Priorities of accreditation. > Ensure direct engagement by the level of a “ Strategic Partnership”- one of only 10 identified for Africa-Europe partnership in Ambassador, with other HoMs, to influence upcoming years resonate well with those of such relationships the EU maintains with third > Take the lead, where appropriate, in drafting political reports which are sent back to Ireland i.e. more resilient states and societies and countries, and as such is the prism through which sections of EU policy, in line with our values Brussels. creation of more and better jobs, especially for Ireland can seek to exert most influence on and on and priorities. behalf of South Africa. Embassy Pretoria youth. Embassy Pretoria will work to ensure that > Promote, with other Member States, the participates in a number of EU meetings at HoM women’s and girls’ rights are not lost but are a positive value of EU and SADC economic and counsellor level (Political, Cultural, major focus in these endeavours and that growth agreements. Development, Economic, Trade and Consular) in policies prioritise cohesive inclusive economies South Africa. Engagement in Lesotho is mainly and societies, rather than short term gains. 24 Ireland in South Africa and the Southern African Sub-Region Embassy Pretoria Strategy 2017-2021 25
EmBaSSy StruCturES and funCtionS ChaPtEr 6 local market team Systems and operations team Head of Mission (Chair) Operations Manager (Chair) Trade Diplomat Administration Diplomat OUR INFLUENCE Enterprise Ireland Representative Head of finance Representatives from other State Agencies Systems and Audit Advisor Builds Bi-lateral trade relations develops and disseminates processes and monitors planning, implementation and systems for ensuring results, value for achievements of Embassy’s trade money and staff performance; monitors Senior management team a SErViCE rESPonSiVE to national, > The Embassy will use political engagement Promotion Work and tracks overall budget expenditure; HoM (Chair) Supports staff welfare rEGional, and GloBal ChanGES and with selected partners, including the EU, to All Diplomatic staff ChallEnGES increase visibility for, and to promote, Ireland’s decision-making forum; values and interests consistently and Consular team development Co-operation team defines and guides overall Consular Diplomat (Chair) Development Diplomat (Chair) The span of this Strategy 2017-2021 will be a appropriately across all of the Embassy’s work. Policy & Strategy Consular Officers Programme Managers/Officers Supervises Embassy Work period prone to major global challenges which, > Strengthen Ireland’s political engagement Operations Manager Systems and Audit Advisor and Performance while unpredictable, will be certain to impact at with, and in, South Africa, Zimbabwe, Systems and Audit Advisor & Finance Manager Head of Finance monitors quantity and quality of consular manages and monitors planning, national and local levels across southern Africa. Lesotho, Botswana and Mauritius; recognising risk sub-committee workload; develops ways to improve implementation and achievements of oversees implementation The threat of a less cooperative, more inward- that different approaches to engagement will efficiency and effectiveness of customer Embassy’s development Cooperation of risk policy; monitors, looking world also creates the need to address be required in each area in accordance with services; identifies opportunities to better Programme reviews and reports on capture customer satisfaction global risks (economic, environmental, the specific context. Embassy risk register tracks and monitors the development budget geopolitical, societal and technological) and the > Scope opportunities and challenges in (including security) interconnections between them. engaging directly with SADC and other Political sub-committee Whole of Embassy team monitors progress on Public diplomacy and Communications team regional bodies and adapt strategy Head of Mission (Chair) bi-lateral political Communications Lead (Chair) As we commence this new Strategy top global accordingly. All staff – quorum requires one member of relationships Representative of each of the teams risks include: > Apply an increasingly regional lens in our each Embassy Team to report; develops ways to promote a positive regularly updates on progress indicators Embassy image (delivering ireland’s dialogue and interventions such that and targets 1. Rising income and wealth disparity foreign Policy); opportunities for increased regional security, identifies methods to better communicate 2. Changing climate economic integration and environmental and connect externally (including with the 3. Increasing polarisation in societies irish diaspora) management are recognised and promoted. 4. Rising cyber dependency > Build support for Ireland’s candidacy to the The situation in Africa is further complicated with UN Security Council in 2020. Awareness will effectiveness of customer services. 43% of the population under age 15. This ‘youth be fostered amongst countries of How we will work > In close collaboration with the Africa Unit, 3 The development Cooperation team bulge’ has the potential to evolve into a workforce accreditation, about Ireland’s support for DCD Policy Unit and wider divisions of the that helps drive Africa’s growth, or alternatively global, regional and national security plans, implements, and monitors Ireland’s Department including Consular, Trade, into large groups of dissatisfied and disaffected frameworks, of the contribution Ireland has development cooperation in line with Finance, and Evaluation and Audit. youth. made to the UN in areas such as Ireland’s international development policy peacekeeping, disarmament, development > Through active implementation of the and evolving best practice. Performance Management Development Response by Ireland to these very significant and human rights and of our current policy 3 The Public diplomacy and Communication System (PMDS) paying close attention to staff challenges will require support for strategies that positions at multilateral level. team develops ways to promote a positive training. can promote inclusive development, equitable > Work on building our knowledge of the image of the Embassy and its work and > Structured around six internal teams and a growth and realisation of rights. It will also require influencing environment in order to better communicates externally including with the whole-of-Embassy reporting arrangement: resolve to seek ways to influence and engage plan, target and execute our work in this area. substantial Irish diaspora. The Senior management team, led by the constructively at all levels at a time when the 3 3 The local market team, led by the space for political influence and policy dialogue is a Professional and Capable Workforce in a Ambassador, is the key decision-making Ambassador and including external narrowing. Positive Working Environment forum that defines and guides overall representation from Enterprise Ireland, is policy and strategy. We recognize that managing people and responsible for promoting and building 3 The Systems and operations team What we will deliver processes is as important as defining strategy. bilateral trade relations. ensures that the practical day-to-day core Harnessing our collective human resources to 3 The whole-of-Embassy team provides functions of the Embassy are developed Effective channels for political engagement deliver on outcomes and outputs is essential given regular updates on progress and results. and effectively delivered. and influence in South africa and regionally the breadth of work across all five themes of our Emphasis will be given to tracking of The Consular team monitors the quality Foreign Policy. The aim is to better deploy 3 results in line with the Performance and quantity of the consular workload and Measurement Framework What we will do individual capabilities and motivate the entire team to work cooperatively to deliver results. develops ways to improve efficiency and 26 Ireland in South Africa and the Southern African Sub-Region Embassy Pretoria Strategy 2017-2021 27
ChaPtEr 6 OUR INFLUENCE
Embassy organogram The Ambassador, as sub-Accounting Officer, has primary responsible for whole-of-Embassy lead, financial oversight and risk management. The Ambassador is supported by four additional diplomatic staff and 22 local staff across 3 locations ( see below).
an oPEn and aCCountaBlE miSSion monitoring and review exercises, including dEliVErinG BESt PraCtiCE in GoVErnanCE systematic annual reviews (with HQ Units input). ambassador Pa to Sub-Accounting > Develop a succinct and realistic Performance ambassador Officer Budget and risk management Measurement Framework commensurately Risk Officer aligning with all five areas of the Global Island How we will work Consular, Statement of Strategy (no later than 6 months trade and Economic, development > Strictly adhere to Departmental Grant administration, Political, risk management, Cooperation after final approval of the Strategy). Community and Cultural, Management Guidelines, Financial Guidelines Strategy Diplomatic Post diaspora Public diplomacy > Strengthen the focus on results, delivery and Diplomatic Post Co-ordination and Risk Management Strategy. Diplomatic Post Diplomatic Post effectiveness in ways that are consistent with > Conduct Annual Audits. the context analysis and evidence on how > Monitor, review and report on risks on a development, and societal change, take place. Programme regular basis to identify emerging risks and Systems and Consular Supervisor head of finance Systems and manager > Embed a learning and adaptation approach operation manager adapt measures to mitigate impact. Financial Oversight audit advisor Zimbabwe that prioritises building evidence on what is Admin, Human Resources, Systems Audit, > Adopt a strategic partnership approach that Training and Development Financial Risk Accountability, working well and what needs to be done Risk, allows for adaptability, experimentation, and differently. Quality Programme learning with an emphasis on stronger Assurance manager > Build incrementally towards a greater regional Consular officer admin officer financial Health and monitoring, dialogue, and action to scale administrator HIV/Aids focus in the context of contributing to regional Zimbabwe back, where there are early signs of failure problem solving. (only possible if no. of partnerships is limited). > Conduct Annual Reviews to identify progress Programme > Closely monitor Embassy structures and Consular officer driver finance officer manager and any course correction and a Mid-term Gender and functions and take change action if, and Review in 2019 that assesses all aspects of Human Rights where, required. the whole-of-Embassy approach and has a > In line with an adaptive programming focus on decisions and potential expansion of Programme approach, conduct more regular planning, Ireland’s engagement in Zimbabwe and the region. Consular officer driver manager Education and Skills
Programme Consular officer office assistant manager Regional
Programme Consular officer officer Capetown 28 Ireland in South Africa and the Southern African Sub-Region Embassy Pretoria Strategy 2017-2021 29
ChaPtEr 6 OUR INFLUENCE
indicative 5-year Budget
2016 2017 2018 2019 2020 2021 total 5 year
Grants Prog. admin Grants Prog. admin Grants Prog. admin Grants Prog. admin Grants Prog. admin Grants Prog. admin Support Support Support Support Support Support Costs Costs Costs Costs Costs Costs
South 2,580 220 1,400 300 1,700 300 1,700 300 1,700 300 1,700 300 africa 2,800 1,700 2,000 2,000 2,000 2,000
Zimbabwe 2,500 300 3,200 300 3,200 300 3,500 300 4,000 400 4,000 400
2,800 3,500 3,500 3,800 5,000 5,000
regional 400 100 730 70 900 100 900 100 1,300 200 1,300 200 response 500 800 1,000 1,000 1,500 1,500
total devt 6,100 6,000 6,500 6,800 8,500 8,500 36,300 Budget
Embassy 1,558 1,600 1,600 1,600 1,600 1,600 8,000 admin
Embassy 50 50 50 50 50 250 Capital
7,658 7,650 8,150 8,450 10,150 10,150 44.550
Figures are €'000s (thousands of euros). 30 Ireland in South Africa and the Southern African Sub-Region Embassy Pretoria Strategy 2017-2021 31
ChaPtEr 6 OUR INFLUENCE
mission Strategy risk register
no. description of risk type of risk likelihood impact multiplied no. description of risk type of risk likelihood impact multiplied ranking ranking risk ranking ranking risk (1-5) (1-5) (1-5) (1-5)
1 negative impact on political, Financial, Operational, 3 4 12 7 Embassy Security- Financial, Reputational 2 3 6 trade and broader relations with Reputational Strategic Visa/Passport/fBr fraud or South africa if the current visa theft undermines operations waiver status for South africans and reputation. entering ireland is removed. 8 results not effectively captured, Operational, Reputational 2 3 6 2 failure to identify and manage Operational, Reputational 3 4 12 communicated and evaluated security and welfare issues limits ability for evidence-based leads to a deterioration in well- formulation, implementation and being and/or security of staff. adjustment of strategy as well as influencing policy. 3 deterioration in political, Strategic, Operational, 3 3 9 security or humanitarian Reputational 9 deterioration in political and/or Operational, Reputational 2 3 6 situation in countries of security context has significant accreditation leads to loss of life negative impacts on ireland’s and increase in vulnerability of citizens in Sa, Zimbabwe or the population. other countries of accreditation.
4 Policy shifts in Sa (or other Strategic, Operational, 3 3 9 countries of accreditation) Reputational impact negatively on bilateral trade.
5 failure to prevent fraud, Financial, Operational, 2 4 8 corruption and mismanagement Reputational in partners results in loss of funds, poor delivery of results and damage to ireland’s reputation.
6 deterioration in political or Financial, Operational, 2 3 6 security situation in countries Reputational Strategic of accreditation detrimentally impacts the Embassy’s ability to deliver the Embassy Strategy outcomes and outputs. 32 Ireland in South Africa and the Southern African Sub-Region Embassy Pretoria Strategy 2017-2021 33
annEx 1 ACCOUNTING FOR OUR PERFORMANCE
accountability mechanism and responsibilities frequency
Accountability Responsible: Embassy Senior Management Team with for expenditure Africa Unit, SMG, Finance Unit, E&A and results n Performance Measurement Framework Quarterly team reviews n Internal Audits Annual As per schedule n Partner Audits Annual n Embassy Annual Reports Periodic n Embassy Evaluation Plan & Outputs
Accountability Responsible: Embassy Senior Management Team, led for Whole-of- by Ambassador; Africa Unit; Strategy & Performance Unit aPPEndiCES Embassy Annual approach n Annual reviews Annual n Annual reports Quarterly n Structured monitoring engagement with the Africa Unit
Assessment of Responsible: Embassy Senior Management Team, Strategy Africa Unit, Policy Unit implementation Annual n Annual reviews 2019 n Mid-term review 2021 n Strategy completion review/evaluation
Assessment of n Department of Foreign Affairs and Trade Mission Review (tbc) Mission alignment with Departmental priorities 34 Ireland in South Africa and the Southern African Sub-Region Embassy Pretoria Strategy 2017-2021 35
ALIGNMENT OF STRATEGy TO THE SdGS , irEland’S afriCa StratEGy, IRELAND’S POLICy FOR INTERNATIONAL
annEx 2 DEVELOPMENT - onE World, onE futurE AND ITS
FRAMEWORk FOR ACTION
Ireland’ s Policy THE GLOBA L GOALS the africa One W orld, Fo r Sust aina ble De velopme t for International Strategy One Future Development
n Enhanced connectedness for ireland’s citizens, diaspora, business, n trade and Economic relations Key d ecisions and pr iorities: S trade, people-to-people and other linkages, with South africa and S - Whole-of-government approach E countries of accreditation. E n Political relations - Stonger economic partnerships m m o o - Focus on countries that are fragile C n Strengthened enabling environment to promote inclusive C t t n the development Partnership - Reinvigorated approach to human rights u development, gender equality and human rights in South africa, u o o - Changed and more rounded relationships Zimbabwe and regionally. - Think and act beyond Aid
1. An adept, prepared, consular service, well placed to respond to changing trade and Economic relations - - Build public understanding and harness the contribution contexts Strengthen local ties with Irish of Irish people and institutions
connections (people & companies).- 2. Irish diaspora informed, supported and linked Work to ensure assistance and outcomes 5, 7 support to Irish business.-Maximise n inclusive and sustainable economies 3. Opportunities for Ireland’s trade, investment, tourism and culture benefits of international education, n marginalised citizens better able to attain a decent expanded fellowships, alumni and academic living 4. Educational linkages, networks and cooperation increased collaboration
5. Effective channels for political engagement and influence in South Africa Political relations
The Global Island Ir eland’ s F or eign P olicy f or a Changing World Statement of Strategy Outcome: and regionally - Scale-up economic and political a service that is responsive to
dialogue with the SA Government. national and global changes and
- Pursue more regular, structured challenges, delivering for
and high-level contacts. Government and Citizens
- Give strong support f or African S S regional integration as engine of
t t u u stability/growth.
RIAL TAS NA hÉI REAN N P P GO VER NMENT OF I REL AN D t t u u o o 6. Civil society capacity to promote good governance and human rights the development Partnership outcomes 10, 9, 8 improved - Ireland’s development n Poor and marginalised citizens realise their rights cooperation programmes are at and actively participate in the development of their 7. Opposition to Gender Based Violence and support for GBV survivors the heart of our foreign policy. societies strengthened - Step up dialogue on political, n Public governance systems/structures are more economic and social issues with responsive & accountable to citizens African partners. n reduced inequalities between women and men in - Ireland’s development accessing resources & benefits cooperation to continue to 8. Innovative health and disability models targeting women and children emphasise building of local outcome 1 systems and solutions n When crises and conflicts occur, the loss of life is minimised and human suffering is alleviated 9. Policy and practice focused evidence on regional conflict and humanitarian crises 36 Embassy of ireland 2nd Floor, Parkdev Building Brooklyn Bridge Office Park 5?70? Fe?hr?se?n S? treet Brooklyn 0181 Pretoria South Africa Postal address: PO Box 4174, Pretoria 0001, South Africa Email: [email protected] Phone: +27 (0)12 452 1000