Page 33 - SARB Strategic Plan 2020-2025

A more detailed explanation
• By engaging with citizens external stakeholders and its own staff the Bank realised that both
internal and and external stakeholder communication engagement and and citizen education as as well as as the the the transparency of of the the the Bank are are important in the the the effective delivery of of its mandate While various departments committees and the the Communications Division engage with the the external environment better coordination of communication messaging and the platforms needs to be be driven centrally Communication must be supported by a a a a a a a stakeholder engagement strategy to provide a a a a a a a consistent and improved stakeholder stakeholder experience Communication and stakeholder stakeholder engagement will be supported by a a a a a a a a future-fit strategy which will ensure that all messages are content-rich consistently applied targeted and relevant • The strategy Deep-Dive exercise highlighted a a a a a need for the Bank to continue improving its approach to research and and policy formulation This requires a a a a a a a more structured process and and set of capabilities
to further enhance our understanding of of the the impact of of and and interactions between policies This will help us us to better manage trade-offs
in in in the interest o of balanced and and sustainable growth and and arrive at house views
with clear policy outcomes The approach naturally emphasises collaboration and broad engagement while being underpinned by strong technical expertise The capability will be be driven through the Bank’s Cross-departmental Research Committee (CDRC) and and will work within and and across the the SFAs to ensure that the the coordination of policymaking and implementation
is effective • Central banks are knowledge and and learning organisations The management and and analysis of information is a a a a a a critical strategic enabler of the the Bank’s SFAs to keep up with the the ever-increasing complexity
of the financial system The ambition is to develop an an an an advanced analytics capability built on on solid information information management The Bank leverages its information information and technology capability to enable better collaboration facilitate business
business
transformation improve business
business
processes and optimise the information management value chain The intent is is to renew the core mission-critical central banking systems systems while investing in in in in improving the resilience of all our systems systems 31