to the efficient and effective undertaking of responsibilities and actions that

To the efficient and effective undertaking of

This preview shows page 133 - 135 out of 156 pages.

to the efficient and effective undertaking of responsibilities and actions that are linked to national development. It must be stressed that this policy life cycle approach to implementing Vision 2030 is intended to ensure that we get the process right from the very start since an inappropriate policy or intervention could derail achievement of our goals. 117-118 V I S I O N 2 0 3 0 N AT I O N A L D E V E L O P M E N T S T R AT E GY 2 0 1 6 - 2 0 3 0 Implementation and Results
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The Implementation Plan THE ROLE OF THE PUBLIC SECTOR One of the key implementation stakeholders of Vision 2030 is the public sector. As mentioned, as a matter of priority, relevant public sector agen- cies must commence action towards ensuring that the critical success factors and enablers identified above are addressed. In addition, Ministries and Departments will be required to develop their own operational plans at the ministerial/departmental level and accept responsibility for delivery. In so doing, each Min- istry and Department is expected to undertake a strategic review process. This process will involve an examination of the National Develop- ment Goals for the short-term, outlined in Chap- ter 3, as well as address the urgent national and sectoral challenges which our country faces. An assessment must be made regarding how each can contribute to addressing the national goals or issues given its mandate. This contribution will entail the development of closely linked Ministry/ Department level goals, programmes/projects and activities. The strategies presented in Chap- ter 5 is a first step in this process of aligning Min- istry/Department plans to the NDS. Furthermore, given the integrative nature of the five Development Themes, Ministries and Departments will no longer operate in ‘silos’ and will adopt an integrated and a ‘whole of Government’ approach to implementation as national devel- opment objectives are hardly linear and mostly intertwined. As such, each Plan must be contextualised within the broader sector focus. For example, inculcating healthy habits among the population will require the cooperation of several ministries, including Health, Education and Social Development. Thus, consideration must be given to the sector in which the Ministry/ Department operates as well as the role of other relevant key stakeholders in order to avoid dupli- cation and ensure synergies, where necessary, in planning and execution. They will be required to collaborate in developing their individual plans and coordinate with other actors on strategy, planning, budget and operations. Importantly, the NDS is the high-level national strategic framework and serves as the mooring to which more detailed sectoral and Ministry and Department plans are anchored. Given its over- arching, high-level perspective, the NDS does not take a sectoral approach. This means that ministerial/sectoral plans must be aligned to the Vision 2030 goals, which acknowledges that a sector may be aligned to more than one goal.
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