A Knowledge Strategy

2.2.2 National Skills Development Strategy
The DBSA is committed to playing a critical role in the implementation of the
National Skills Development Strategy (NSDS), launched under the auspices of the
Department of Labour, by actively building the capacity in the public services
sector. In going beyond mere compliance with the Skills Development Act, the
Bank is in a position to provide appropriate platforms and, by drawing on existing
networks, to facilitate improved capacity in the public sector for delivery of their
development projects.
2.2.3 Municipalities and local authorities
As an existing large and loyal client base, a substantial number of South African
municipalities collectively constitute the foremost segment of the Bank’s potential
local market for knowledge products and services. Skills at the municipal level,
other than at large metropolitans, are inadequate. There is little, if any, integration
of learning and knowledge building initiatives. Through its technical assistance
programmes, the Bank has established expertise in the delivery of capacity
building programmes to clients and now has an opportunity to expand further
into second and third-tier government through the deployment of existing
knowledge services and products.
2.2.4 Southern African Development Community
Efforts by the Bank to grow its markets and become an international player make
the Southern African Development Community (SADC) a strategically important
market for its knowledge products and services. There are few development
orientated qualifications and training opportunities of merit available to aspirant
students or professionals interested in development in Africa. Over the past few
years, delegates from SADC have attended courses and seminars in public
development hosted by the DBSA. Recently, the DBSA has delivered capacitybuilding
initiatives to delegates from Rwanda and Tanzania.
2.2.5 Differentiation strategy
The DBSA has adopted a generic differentiation strategy to gain competitive
advantage. This seeks to create unique added value for its target market that cannot
be easily replicated by competitors. Obviously the market determines the relative
value of these products and services based on the extent to which they are of benefit.
The DBSA’s unique source of differentiation is to be established by expanding
and exploiting existing knowledge, expertise and networks and by realising the
synergy of partnerships to achieve a greater impact in sustainable development.
10 Development Bank of Southern Africa