1. Green Paper on National Strategic Planning The Presidency November 2009

2. 2 Introduction  Definition of a Green Paper: a discussion document of government setting out its intended policy position on a key issue. –This Green Paper outlines the position of national government on planning and coordination at the centre of government.  The Green Paper does four key things: –It sets out the rationale for planning …  … drawing on international experience and our own history –It describes the institutions required in the planning process and their respective roles  In particular, it establishes a National Planning Commission –It defines the outputs of the planning process –It gives an indication of what content issues a plan is likely to deal with

3. 3 The context for this green paper  Four specific roles of the Presidency –Policy coherence  Read – developing a coherent plan –Policy coordination  Read – driving the agenda through government –Driving performance  Read – Performance monitoring and evaluation –Communicating clearly  This green paper deals mainly with the first issue but touches on both coordination and performance monitoring and evaluation (and on planning as a form of communication)  This green paper was tabled alongside a paper on performance management

4. 4 Why strategic planning ?  It will take a long time to achieve the Constitutional ideals in their intended fullness. –Thus in order to ensure constant focus, we need to set milestones and targets to mark our progressive movement towards these objectives.  Experience over the past 15 years has taught us that milestones and targets should be set out in an integrated plan of the nation as a whole, to guide our actions and orient our posture.  What is needed is a coherent plan around which programmes, priorities and budgets can be shaped.

5. 5  For many, opportunities remain skewed by history.  The structure of the economy has not changed significantly in a hundred years –To move towards a structure that is more inclusive, labour intensive, equitable, productive, diverse and more integrated into the world economy will take time.  Markets on their own are not capable of initiating and leading such fundamental social and economic restructuring –The state has a leading role to play in reshaping the economy so that it is better able to meet the needs of the majority of South Africans. Partnership with all social actors is required. Why the need for strategic planning? Can We Blaze A New Trail?

6. 6 6 Strategic planning and better management of development processes requires quality Institutions The systems, institutions and processes of strategic planning vary from country to country, and are informed by the history, socio-economic conditions and culture of each country Success in ensuring sustained growth and development depends largely on mobilisation of the public service and all of society behind a long-term vision Some lessons from international experience The generic lesson is that planning is not a panacea. It does not guarantee good outcomes. Good outcomes in terms of development require solid institutions, a highly capable state, strong relationships between the major social forces and focus across the board on the strategic objective.

7. 7 What are the outputs of the planning function?  Long term plan – Vision 2025  Medium Term Strategic Framework (MTSF) –Complete with high level outcome indicators or targets  Annual programmes of action (strongly linked to core targets)  Spatial development and regional planning  Sectoral research and papers on trends to ‘nudge’ policy in sectors

8. 8 What is a long-term national strategic plan likely to deal with?  A set of realistic goals for the country for 2025  Issues related to the development path to achieve these goals –A job creating economic growth path –Human resource development –Employment and income security –Building sound and credible institutions that facilitate development –Spatial development perspectives –Social cohesion  Environmental factors that affect development –Demographic change –Climate change –International economic environment –Regional stability –Water, energy and food security  Intergovernmental and intra governmental coordination  Building national consensus on the development plan

9. 9 What the planning function will not do  Micro-planning and sector planning  Gate-keeping  Budgeting

10. Institutions in the Planning process  Cabinet is the centre of authority in the executive  A National Planning Commission consisting of (external) Commissioners who are highly respected strategic thinkers in society  The Minister for Planning is the link between the Commission and Cabinet  Ministerial Committee will provide political guidance to the planning function  A secretariat to the Commission 10

11. Proposed institutional arrangements   The NPC would develop a long term plan, the spatial planning framework, and oversee research papers on issues relevant to our long term development path   Cabinet is ultimately tasked with approving long-term plans and spatial plans   The Minister is tasked with serving as the link between Cabinet and the NPC   The MTSF and POA is to be coordinated by the Minister, with political guidance provided by the Ministerial Committee Cabinet Ministerial committee on planning Minister in the Presidency for Planning National Planning Commission Secretariat to the Commission

12. Intergovernmental Planning   Establishes a number of key principles: – –NSP not a unidirectional, rigid top-down process; – –Inform and be informed by sector plans and provincial and local plans – –Build on existing structures (e.g. PCC) – –The Presidency will develop linkages with counterparts in other spheres and assist with and support the strengthening of planning and coordination capacity – –Discourage the uncritical replication of national structures – –The NSP derived from such iterative processes be collectively owned and commitment exists to consistently implement across the country