Chapter 2 The challenge of evidence-based strategy development: Linkages between evidence, policy and practice

3 Assessing the context 3.3 Potential limitations and risks 3.3.5 Lack of alignment and co- ownership of emerging strategic initiatives

There are a number of initiatives in addition to the SIS Strategy development process being undertaken within DLA including: re-engineering business processes through Project Tsoseletso; PLAS; an investigation of SPVs; piloting Area-Based Planning; the development of a Partnership Management Strategy; an upcoming review of land reform policies; and a rethink of how grants and land purchases should work. While all of these initiatives are important, there are concerns about the extent to which these are being co-ordinated and aligned with each other. The list above does not reflect any initiatives under way in NDA and elsewhere. Given the changes in our brief, the existence of a number of loosely-linked initiatives within DLA in response to the Land Summit resolutions and the limited engagement with other government departments very late in the process, the strategy development process within DLA and between it and its partners is characterised by an uneven sense of co-ownership.