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23 November 2006

South African Intelligence Services: Grasping the nettle firmly

Directors of the ceremony, Ms Sandy Africa and Mr Chief Mosikare
Inspector-General for Intelligence, Mr Zolile Ngcakani
Member of the Joint Standing Committee on Intelligence, Mr Ismail Vadi, MP
Director-General of the National Intelligence Agency (NIA), Mr Manala Manzini
Director-General of the South African Secret Service (SASS), Mr Tim Dennis
Co-ordinator of the National Intelligence Co-ordinating Committee (NICOC), Mr Barry Gilder
Principal of the South African National Academy for Intelligence (SANAI), Mr Mphakama Mbete
Executive Director of the National Communications Centre (NCC), Mr Mohamed Jhatham
Chairperson of the Intelligence Services Council (ISC), Ms Miriam Sekati
Director of the Office for Interception Centres (OIC), Mr Mike Sarjoo
Director of Electronic Communications Security (COMSEC), Ms Taki Netshitenzhe
Special guests Mr Joe Matthews, Chairperson of the Ministerial Review Commission; Adv. Vusi Pikoli, Head of the National Prosecutions Authority (NPA) and Mr Willie Hofmeyer, Head of the Asset Forfeiture Unit of the NPA; Mr Raymond Lalla, Head of Crime Intelligence; Major General Croucamp from Defence Intelligence; and Mr James Maseko, Head Government Communication and Information System (GCIS)
Veterans present
Members

Introduction

Let me begin my address by reflecting on one of the legendary fables of the Ancient Greek slave Aesop, a black man who originally hailed from the African Continent, whose message I wish to relate to this year's Intelligence Services Day.

Aesop narrates the story of a young boy, who on being stung by a nettle (a plant with jagged leaves covered with stinging hair), runs home and tells his mother 'it pains me very much yet I only touched it gently'. 'That was just why it stung you' explained his mother 'the next time you touch a nettle, grasp it firmly, it will be soft as silk to your hand and not in the least hurt you'.

The moral of the story directs us to be decisive about any problem or issue that confronts us. To prevaricate, to put decisions off, to fiddle about with a problem only prolongs the pain and in fact exacerbates it. To act decisively, but with a good, bold plan of action, 'firmly grasping the nettle', provides the desired outcomes.

Grasping the nettle

In such a way, our services are demonstrating their strength of character by grasping 'the nettle firmly', in the manner, for example, in which we tackled last year's unfortunate misconduct. We did not allow the transgressions of a few to distract us from our mission and confronted the threat their actions posed decisively. We emerged not 'hurt', not timid, not weak and distracted but stronger, unified and more resolute in our efforts to build the effective, professional, vigilant and accountable intelligence services that South Africa requires, which President Mbeki last year urged us to aspire to.

This determination to grasp 'the nettle firmly', must be the hallmark which guides us. It can be found in the legacy of those who blazed the path of struggle for the democracy that we now safeguard in our country. It is present in our achievements since the birth of our democracy.

Progress

Given that the craft of intelligence demands secrecy, it is often the mishaps rather than successes, which draw public attention. Today, I wish to highlight some examples that point to indications that we are moving in the right direction.

Critical are the strides made in the implementation of our ongoing programme adopted in 2004, directed to building our core business capacity to meet the complex security challenges of the 21st century, so as to better forewarn the decision-makers. This core business capacity is summed-up in the Holy Trinity expression, focussing on the three main pillars of the intelligence cycle: Collection, analysis and decision-making.

This necessitates a much greater focus and prioritisation of resources and activities. It requires a realignment of budget spending ratios away from the skewered remuneration account in favour of operational expenditure and capital investment needs; an end to wasteful duplication; a shift in funding, equipment and personnel in support of core business. It means directing operations to those areas of the greatest risks, where required information is not readily available; and in building partnerships, co-operation and co-ordination to gain maximum effect. It encompasses ongoing training towards building an intelligence corps, which is diverse, multi-skilled, and rapidly adaptive to new priorities, able to master the use of ever-changing technology, where the powers we are endowed with must be used legitimately and responsibly in support of our national interest; and always remain focussed on key intelligence priorities.

While much more remains to be done; there has indeed been much progress. Let us examine the record:

In respect of realigning budget spending ratios, in 2004 the personnel expenditure of NIA and the spending centres stood at a whopping 74%, which was teetering close to overtaking the entire annual budget allocation! This account has now been decreased to 62% in 2006, which has enabled expenditure on operations to rise from 24% to 28% and the capital investment account from 2% to 10%. Consequently funding is being directed to further capacitate key priorities, the focus of which must include Border Intelligence, vetting, surveillance and operational technology; along with counter-terrorism, counter-subversion and counter-espionage; and of course unique information gathering, which is what we are about!

Such success and prioritisation applies just as much to SASS. Personnel expenditure and capital investment are firmly within the identified thresholds, with operational spending rising from 15% in 2005 to 22% in 2006. Of particular importance is the necessary bias towards investment in technical equipment to boost operational capabilities. These adjustments have been managed through savings generated by the closure of some foreign stations, whilst increasing our effort where it matters most, with an emphasis on securing hard intelligence.

In enhancing our core business capacity, we are seeing an improvement in the quality and relevance of the information collected. This is a consequence of fostering co-operative relationships within and between the different departments of the security cluster, including Crime and Defence Intelligence; bolstering liaison capacity and nurturing closer relationships with foreign counterparts and civil society experts.

Mention must be made of the extent to which the emphasis on strengthening internal compliance mechanisms has improved the quality of information collected. This has brought about greater focus and specificity in determining operations, objectives and targets; and better monitoring and clearer accountability measures. This has resulted in an improved intelligence focus, where activities are beginning to be directed to areas where our nation's interests are most vulnerable.

The development and modification of Standard Operating Procedures in the conduct of operations and the introduction of more stringent control measures within NIA, SASS and NCC have all contributed to improved standards. This will be consolidated further with the work of the Ministerial Review Commission, launched last month, and augmented by the recommendations of the Legislative Task Team.

We are also seeing improvement in the quality of the analysis provided. NICOC has made inroads here through the introduction of project teams, grouped according to the major intelligence priorities and made up of specialists from across the services, including crime, Directorate of Special Operations (DSO), Defence and Finance Intelligence, with access to the relevant information from all departments. This innovation is bearing fruit, as reflected in a new process towards the development of this year's National Intelligence Estimate.

The establishment of the Association of Intelligence Analysts, coupled with those efforts undertaken at a departmental level, bode well for building our analytical capacity and in ensuring that analysis takes its place at the centre of the Intelligence cycle, driving our collection priorities at operational and strategic levels.

These improvements in collection and analysis have in turn resulted in an improvement in the overall quality of our intelligence products. They are also reflected in the range of products provided, allowing for greater specialisation and focus.

These improvements are allied with targeted recruitment efforts and the strategic placement of existing members. They arise from the prioritisation of ongoing training at all levels within the departments, which needs to enhance career progression. SANAI, whilst seized with some challenging problems, is being placed on a stronger footing. The establishment of a satellite campus at Musanda is at an advanced stage and will provide further scope for the provision of training under SANAI's auspices.

This training cannot only focus on tradecraft; equally important is engendering an understanding of the constitutional and legal requirements governing our activities. Preparations towards the development of the Civic Education Programme will be completed by April 2007 and will be studied at all staff levels.

Progress has also been recorded in a number of other areas such as vetting; the securing of state information, communications and installations; and special events.

Breakthroughs

This progress, with its greater focus and prioritisation of both resources and activities, has led to significant breakthroughs, some of which are embedded in the medals which are being conferred.

Those receiving awards today have been involved in operations ranging from disrupting the activities of transactional criminal syndicates engaged in smuggling and money laundering activities; to foiling a plot directed at destabilising a neighbouring country; to exposing individuals engaged in espionage; to the provision of early warning insight into the plans of belligerents, in support of our mediation and peacekeeping efforts in Africa. Other recipients have made a contribution, which has been judged to be of special value.

Awards

We are extremely proud of these achievements and commend those of our members who are medal recipients, as they personify the very spirit of professionalism, which we are seeking to build. These are members who have displayed their preparedness to 'grasp the nettle firmly', to be bold and effective in fulfilling their duties.

It is this spirit which is reflected in the criteria for selection, where those receiving the Outstanding Leadership Award have indeed 'inspired the members under their command to perform to greater levels'; those receiving the Distinguished Service award have 'performed distinguished and meritorious service'; and those receiving the Ten-Year Loyal Service Award have consistently displayed 'exemplary character and conduct'.

These criteria are strictly enforced by the adjudication panel (comprising of Mr Joe Kotane, Ms Joyce Sikhakane-Rankin, Mr Mike Louw, Ms Sandy Africa and Mr Mxolisi Dlamini) in assessing the nominations put forward by the services. As these are Ministerial awards, the panel's recommendations are in turn closely scrutinised by me and are judged against our criteria before I reach a final decision. May I express my appreciation for the work they have so ably accomplished.

And it is these criteria which distinguish these awards from the annual system of performance management, which rewards those who perform well in respect of the normal expectations of work.

While these medals are awarded to individuals, we all can take pride in them. Co-operation and teamwork mean success! This applies even, as is often the case, where a task requires an individual effort, for example recruiting a source or obtaining secret information. With proper leadership and support behind you, you will 'grasp the nettle' and achieve the objective.

Role of leadership

This progress would not have been possible without the high calibre of leadership displayed and which has been so crucial in dealing with our recent challenges. Our appreciation must be extended to the Director-General of NIA, Mr Manala Manzini, and his new leadership team; to the Director-General of SASS, Mr Tim Dennis, and his Deputy Directors-General; and to the National Co-ordinator of NICOC, Mr Barry Gilder, and his management.

We salute the Principal of SANAI, Mr Mphakama Mbete, the Chairperson of the ISC, Ms Miriam Sekati, the new Head of the NCC, Mr Mohamed Jhatham, the Directors of COMSEC, Ms Taki Netshitenzhe and the OIC, Mr Mike Sarjoo, and the Head of Ministerial Services, Ms, Sandy Africa for their outstanding work and leadership.

Announcement

In a dynamic organisation and in a country on the move, it is important to generate change. I take this opportunity to inform you that the Principal of SANAI will take up an important ambassadorial post next year. He has made an important contribution, not only at SANAI, but within our community over many years and will be sorely missed.

Mr Mbete will be replaced by Mike Sarjoo, who has a background in training and discharged himself extremely well in establishing the OIC. Mr Brian Koopedi will take over as Head of the OIC. As Manager of Legal Services at the NCC, he played a crucial role in the development of the legislation for Signals Intelligence.

Honouring your code

While Intelligence Services Day is primarily concerned with reflecting on progress and celebrating achievements, we would be remiss if we did not also use this event to acknowledge the legal and professional code that governs our conduct; it is this code, which facilitates our progress and achievements.

This code acknowledges our powers and duties and as such holds us to a higher ethical standard and discipline than that required for ordinary citizens, even when compared to other members of the public service, which is why we enjoy special benefits. It outlines our interactions with each other and the public in whose name we serve; it distinguishes between those acts which are honourable and those which are not; it is the shield that protects us from those who seek to abuse our authority; and it obliges us to demonstrate the qualities, skills and competencies expected of professional intelligence officers serving a democracy.

Let us therefore reaffirm our adherence to this code and pledge to intensify the gains that we have made; let us declare our commitment to working within the law; our subordination and accountability to the duly elected and appointed civilian authority; and our allegiance to the Constitution, our people and the state. Let us pledge our dedication to always strive to maintain the highest standards of professional proficiency in the performance of our duties.

In this regard, we want, as that venerable sage Aesop would, to guide you in your responsibilities. We want high standards of professionalism and morality. We cannot carry passengers and protect those in our midst who are clearly failing (often for all to see) in their duties, whether because they shirk work, avoid taking decisions, behave badly or in any way undermine or corrupt this profession. To cover up bad behaviour is merely acting in the way the little boy in Aesop's fable acted, when he stung himself with the nettle. When we all reach the stage of 'grasping the nettle firmly' in everything we do, we will surely have reached the high level of performance which we seek.

Conclusion

I close with this thought about Aesop and his African roots. Aesop's fine intellect, wisdom and ability to understand, interpret, and communicate life's challenges can be discerned in the skill of the amakhangela, izinhloli and spioene; the look-outs and spies who were our country's early intelligence agents, who stuck to their task with diligence and courage.

In moving forward, let us reclaim the treasure trove of their experience and dedication, which resides in our great African legacy. Let us be inspired by and emulate their fine example in building the effective, professional, vigilant and accountable intelligence services which are necessary to shape our nation's advances at home, on the continent and in the wider world. In this way we can ensure that we are party to giving expression to our President's message that Africa's time has truly come! Let us not shirk from taking up the challenge; let us be ever ready to 'grasp the nettle firmly'.

Thanks to you all. Siyabonga.

Issued by: Ministry of Intelligence
23 November 2006
Source: Ministry of Intelligence (http://www.intelligence.gov.za)