REPUBLIC OF NAMIBIA: MINISTRY OF REGIONAL, LOCAL ... (By... · Ministry of Regional and Local Government, Housing and Rural Development (MRLGHRD) went through a very comprehensive

REPUBLIC OF NAMIBIA: MINISTRY OF REGIONAL, LOCAL GOVERNMENT, HOUSING & RURAL

DEVELOPMENT (MRLGHRD)

STRATEGIC PLAN

MRLGHRD STRATEGIC PLAN FOR THE

PERIOD 2009 – 2014

June 2008

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Strategic Plan 2009 – 2014 MRLGHRD/ June 2008

TABLE OF CONTENT

Foreword by the Minister ...................................................................................................................3

Acknowledgement by the Permanent Secretary ...............................................................................4

Abbreviations .......................................................................................................................................5

EXECUTIVE SUMMARY .................................................................................................................6

1.0 INTRODUCTION....................................................................................................................7

1.1 Introduction and Background ................................................................................................7

1.2 The Purpose of a Strategic Plan .............................................................................................7

1.3 Major Achievements ................................................................................................................8

1.4 The Linkage to the High Level Initiatives ...........................................................................10

1.4.1 VISION 2030/NDP3 Key Result Areas ................................................................................10

2.0 STRATEGIC ISSUES ...........................................................................................................11

3.0 HIGH LEVEL STATEMENTS ............................................................................................15

3.1 Organizational Mandate .......................................................................................................15

3.2 The Mission Statement ..........................................................................................................16

3.3 The Vision Statement .............................................................................................................16

3.4 The Core Values .....................................................................................................................16

4.0 STRATEGIC THEMES AND OBJECTIVES ....................................................................18

4.1 Strategic Themes ....................................................................................................................18

4.1.1 Key Strategic Issues and Themes .........................................................................................19

4.2 Strategic Objectives Linked to Strategic Themes ...............................................................21

4.3 The Strategy Map ..................................................................................................................22

5.0 MRLGHRD CORPORATE SCORECARD .......................................................................23

5.1 BSC Measures -- Performance Indicators (PIs) ..................................................................23

5.2 Targets and Baselines ............................................................................................................23

5.3 BSC Strategic Initiatives and Accountability ......................................................................24

5.4 Resources Allocation ..............................................................................................................24

6.0 STRATEGIC BUDGET ........................................................................................................30

7.0 ORGANISATIONAL INTERVENTION ............................................................................30

APPENDICES ....................................................................................................................................32

Appendix A: MRLGHRD Challenges in Relation to Vision 2030/NDP3 KRAs ..........................32

Appendix B: MRLGHRD Stakeholder Analysis ............................................................................34

Appendix C: PESTLE Analysis ........................................................................................................37

Appendix D: MRLGHRD Resource Analysis .................................................................................39

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FOREWORD

By the Minister of MRLGHRD

Strategic planning for the Ministry of Regional and Local Government, Housing and Rural

Development (MRLGHRD) is a critical component in repositioning the Ministry and equipping

it with a focused framework for dealing with its developmental challenges. In this regard, the

importance of the Public Service Reform Initiative (PSRI), which underpins public service

strategic planning and management, cannot be overemphasized.

This Strategic Plan for MRLGHRD has therefore come on stage at the right time when, more

than ever before, it is imperative that the Ministry becomes performance oriented in order to

deliver effectively on its mandate. Our Strategic Plan has been developed in line with

Government aspirations as enshrined in Vision 2030 and the Third National Development Plan,

among others. It therefore forms the critical link between national high-level initiatives and the

Ministry’s purpose and direction.

It is therefore our hope that through the effective implementation of this Strategic Plan, we shall

effectively and systematically tackle the developmental challenges that the ministry is faced with

in order to contribute significantly to the achievement of the pronounced national development

goals in the areas of regional and local government, housing, and rural development.

However, we do acknowledge that having a good strategic plan is not the panacea in itself.

There is need to translate this Plan into concrete actions in order to achieve our vision as a

Ministry. Through the established strategic initiatives, we need to systematically and

competently translate this document into tangible results in line with our set objectives. Our

mission and core values as a Ministry are critical in this regard for the purposes of establishing a

sense of strategic direction and an organizational culture that promotes performance while

recharging us with the necessary visionary focus each passing day till we arrive at our desired

destination.

Hon. Jerry Ekandjo

Minister

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ACKNOWLEDGEMENT

By the Permanent Secretary (MRLGHRD)

It is commonly said strategic planning is not business as usual! Over the past few months the

Ministry of Regional and Local Government, Housing and Rural Development (MRLGHRD) went

through a very comprehensive strategic planning process using the balanced scorecard methodology.

The planning process, which was highly participatory and consultative, really stretched the Ministry

“beyond the box” and the end result is a Strategic Plan which makes all of us proud as stakeholders.

MRLGHRD is greatly indebted to all those who had an active role in the planning process – whose

ideas and thinking have indelibly been embedded in this strategic plan. Were it not for their valuable

input this whole exercise would have been in vain.

In this regard, we would like to acknowledge the following parties for their continued support,

guidance, high levels of energy and specialist know-how:

The Minister and the Deputy Minister for their support and expressed strategic intent during

the planning process;

The management and staff of our Ministry for their commitment, perseverance and logistical

inputs that were so desperately needed for the purposes of capturing the desired strategic

intents and outcomes; The Office of the Prime Minister (OPM) through the Department of

Management Services (DMS) for their immense guidance and assistance during the planning

process;

Premier Consult, through its lead Consultant, Mr. Charles Muwe Mungule, for his tireless

efforts, guidance and specialist know-how displayed throughout the planning process leading

to the finalization of this Strategic Plan;

Several Government institutions, Regional Councils, Local Authorities and various

stakeholders from the private sector, cooperating partners, NGOs, CBOs and many others for

their inputs throughout the process, especially during the Stakeholders’ Conference, which

refined this Strategic Plan;

Last but not the least, I would like to sincerely acknowledge the contribution in various respects and

at different levels by those who will help translate this Strategic Plan into action in order for us to

achieve our vision and contribute meaningfully toward Vision 2030.

Erastus I Negonga

Permanent Secretary

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ABBREVIATIONS

ACC Anti Corruption Commission

ACE Association of Consulting Engineers

AMICAAL Alliance for Mayors Against HIV/AIDS in Africa

BSC Balanced Scorecard

CBO Community Based Organization

CTPE Council of Town Planning Engineers

DDC Directorate Decentralization Coordination

DHHPTSC Directorate Housing, Habitat, Planning and Technical Services Coordination

DFHRAIT Directorate Finance, Human Resource, Administration and Information Technology

DRLGTAC Directorate Regional and Local Government and Traditional Authorities Coordination

DRDC Directorate Rural Development Coordination

ECB Electricity Control Board

ECN Engineering Council of Namibia

KRAs Key Result Areas

LAs Local Authorities

LED Local Economic Development

LRED Local and Regional Economic Development

MRLGHRD Ministry of Regional and Local Government, Housing and Rural Development

MISA Media Institute of Southern Africa

MTP3 Third Medium Term Plan on HIV/AIDS

NBC Namibia Broadcasting Corporation

NDP2 Second National Development Plan

NDP3 Third National Development Plan

NGO Non-governmental Organization

NPC National Planning Commission

OPM Office of the Prime Minister

PDPs Personal Development Plans for staff & management

PESTLE Political, Economic, Socio-cultural, Technological, Legal and Environmental Analysis

PMS Performance Management System

PSRI Public Service Reform Initiative

RLAA Regional and Local Authority Association

RCs Regional Councils

SDFN Shack Dwellers Federation of Namibia

SWAPO South West Africa People’s Organization

TAs Traditional Authorities

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EXECUTIVE SUMMARY

This Strategic Plan serves as a management and implementation tool for MRLGHRD aimed at

strategically directing and monitoring its overall performance in order to discharge its mandate in

line with the government’s expressed intentions regarding regional and local government, housing

and rural development in order to make meaningful contribution toward the achievement of Vision

2030 over a five-year period from 2009 to 2014.

The process taken to develop this plan has been favourably participatory and consultative, benefiting

significantly from the involvement of MRLGHRD staff and management as well as other

stakeholders.

In order to identify strategic issues, the planning process started with situational and stakeholder

analyses, taking into account all documents relevant to the Ministry’s strategic planning process,

such as previous Strategic Plans as well as the national high level initiatives, such as the NDP3 and

Vision 2030.

The Namibian Government mandated MRLGHRD to coordinate and manage decentralization and

the establishment of sub-national government system through transfer of power to RCs, LAs and

TAs, and providing advisory services, technical support and capacity building for socioeconomic

development purposes in line with Vision 2030 and directly fulfilling related aspects of NDP3.

To achieve this, MRLGHRD has embraced strategic planning in accordance with the OPM’s

framework and this Strategic Plan incorporates the need to create and nurture an enabling

environment for the establishment of the desired and sustainable sub-national government system

that will among other things accelerate socioeconomic development in Namibia.

The OPM’s strategic planning framework is based on the Balanced Scorecard (BSC) approach,

which is a strategic planning and management system with a balanced set of linked objectives and

performance indicators in different perspectives. BSC is a valuable tool for clarifying and translating

an organization’s vision, mission and strategy; planning, setting targets, and aligning initiatives; and

enhancing strategic feedback and learning. The process used to develop this Strategic Plan followed

all the necessary steps of the OPM strategic planning framework.

Based on the situational analysis, the Ministry identified four Strategic Themes, which together

cover twenty-two (22) strategic objectives in different perspectives; thirty-one (31) measures; and

121 strategic initiatives that must be undertaken to achieve the desired future. The four Strategic

Themes are: (i) Operational Excellence; (ii) Capital Infrastructural Development; (iii) Good

Governance, Legislation & Policy and (iv) Sustainable Habitat for All. The identified themes,

objectives and measures are all in tandem with the Ministry’s developed mission and vision as well

as the espoused core values.

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1.0 INTRODUCTION

1.1 Introduction and Background

The Government Republic of Namibia, through the Office of the Prime Minister (OPM) has

embarked on a Public Service Reform Initiative (PSRI) aimed at making the Namibian public

service a performance driven organization. This is for the purposes of fostering operational

efficiency within the public service system and ensuring improved service delivery to its customers

in order to effectively achieve its goals as enshrined in Vision 2030.

The PSRI uses Performance Management System (PMS) as its conduit to achieve the intended

performance oriented public service reform. Under the PMS, strategic planning stands as one of the

cornerstones for success of the PSRI. In this regard strategic planning in the public service of

Namibia has become mandatory as the strategic plan forms the critical link between national high-

level initiatives and organizational purpose and direction.

In trying to play its role towards the achievement of Vision 2030, MRLGHRD acknowledges that it

is faced with a number of developmental challenges that need to be effectively and systematically

addressed in order to make its contribution meaningful. These include inadequate physical

infrastructure for effective implementation of decentralized functions, lack of appropriate

competencies at sub-national government level and relatively low local economic development. The

development of this Strategic Plan took into account all such strategic challenges and/or issues.

1.2 The Purpose of a Strategic Plan

Strategic planning is a step-by-step determination of where you are, where you want to go, how you

wish to get there, when you want to arrive, who will do the work, and how much you are willing to

pay. A strategy is the use of assets through long-term planning and development to ensure

achievement of desired success.

MRLGHRD has the responsibility to originate and maintain a long-term perspective of where the

Ministry is headed, how it can better serve needs of its stakeholders and what general organizational

as well as operational changes may be necessary. Strategic planning is long-term planning and in

this respect differs from short term or annual budgeting.

Strategic planning is goal oriented and focuses on specific measurable actions. Fundamental to the

planning process is information (available and factual) and assumptions regarding the future.

Strategic planning clarifies relationships, promotes understanding of established objectives, and

assigns specific responsibilities, tasks, and time schedules necessary for the achievement of the

desired future.

In addition strategic planning uses the organization’s strengths to put it in the best possible position

to discharge its mandate in a dynamic environment. It also devises steps to ensure the organization’s

weaknesses are minimized and/or turned into its strengths.

Overall, the purpose of a well-prepared strategic plan is therefore to serve as the best management

tool for ensuring achievement of an organization’s desired future on the basis of its mandate. This

Strategic Plan for MRLGHRD has been developed bearing all the above in mind, using the BSC

methodology.

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1.3 Major Achievements

In the past, MRLGHRD has undertaken strategic planning initiatives aimed at achieving the goals of

National Development Plans (NDPs) and also Vision 2030.

Specifically, the Ministry has had the following strategic planning initiatives in the recent past:

Strategic Plan 2001/2 - 2005/6: This Strategic Plan was developed on the basis of the three

sector missions in the NDP2, namely: Regional and Local Government, Housing and Habitat,

and Decentralization. The Ministry used the Strategic Plan as a management tool in

“monitoring the overall performance of the Ministry and its directorates regarding both the

decentralization process and the more general support to regional and local authorities”

MRLGH Strategic Plan 2001/2 - 2005/6. During the process of developing this Plan, the

Ministry was also undertaking its restructuring exercise, which resulted in reducing its five

directorates to four – the three directorates related to the sector missions mentioned above

plus one supportive directorate (Finance, Human Resources and Administration).

Strategic Plan 2006/7 – 2010/11: This Plan was developed in August 2006 and was to

succeed the previous one. However, at the time of developing the Strategic Plan, OPM’s

Strategic Planning Framework based on the BSC methodology was not yet communicated to

the line Ministries as it was still under refinement. The developed Strategic Plan was

therefore never formally adopted because OPM wanted to review and align all line

Ministries’ Strategic Plans with its framework prior to adoption. In this regard, this Plan had

to be reviewed and aligned accordingly to incorporate certain elements considered critical

under the OPM framework such as comprehensive situational analysis of stakeholders,

external and internal environment of the Ministry, and use of the BSC methodology.

Nevertheless, although the Plan was never formally adopted, it was still applied by the

Ministry as it was actually reflected in the various directorates’ annual work plans. In

addition, the experience learnt from the planning process for developing this Plan proved

useful for strategic planning under the OPM’s framework.

Strategic Plan 2006/7 – 2010/11: In terms of strategic planning under the current OPM

framework, the developed Strategic Plan 2009 – 2014 serves as the first and most

comprehensive Strategic Plan the Ministry has developed on the basis of the BSC

methodology. The big question is of course whether the new Strategic Plan will be complied

with. It all depends on the Ministry’s ability to translate it into operational plans and the

various units’ willingness and discipline to use it proactively.

Currently the Ministry has the following directorates:

Directorate Decentralisation Coordination (DDC)

Directorate Housing, Habitat, Planning and Technical Services Coordination (DHHPTSC)

Directorate Finance, Human Resource, Administration and Information Technology

(DFHRAIT)

Directorate Regional and Local Government and Traditional Authorities Coordination

(DRLGTAC)

Directorate Rural Development Coordination (DRDC)

Internal Audit Division

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1.4 The Linkage to the High Level Initiatives

The approach for developing the Strategic Plan for MRLGHRD ensured that the Plan was aligned

with key national high-level statements including the following:

The Namibian Constitution

Vision 2030

NDP2 and NDP3

The Decentralisation Enabling Act and relevant Sector Acts and Policies

The Regional Council Act 22 of 1999

The SWAPO Election Manifesto 2004

United Nations Millennium Development Goals

1.4.1 VISION 2030/NDP3 Key Result Areas

The table below shows the listing of the 8 Key Result Areas (KRAs) for vision 2030/NDP3, which

were fundamental to the formulation of MRLGHRD’s Strategic Plan.

KRA 1: EQUALITY AND SOCIAL WELFARE

NDP3 Goal 1: Reduced inequality in social welfare

NDP3 Goal 2: A society imbued with culture, tradition and morality

NDP3 Goal 3: Gender equality

KRA 2: PEACE AND POLITICAL STABILITY

NDP3 Goal 4: Enhanced and sustained participatory democracy

NDP3 Goal 5: Strengthened rule of law and social justice

NDP3 Goal 6: Territorial integrity

KRA 3: PRODUCTIVE & COMPETATIVE HUMAN RESOURCES & INSTITUTIONS

NDP3 Goal 7: Adequate supply of qualified, productive, and competitive labor

KRA 4: COMPETETIVE ECONOMY

KRA 4A: MACROECONOMIC ASPECTS

NDP3 Goal 8: Equality in income distribution

NDP3 Goal 9: Increased and sustainable economic growth

NDP3 Goal 10: Increased employment

NDP3 Goal 11: Increased smart partnerships

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KRA 4B: INFRASTRUCTURE

NDP3 Goal 12: Highly developed and reliable infrastructure

KRA 5: QUALITY OF LIFE

NDP3 Goal 13: Affordable and quality healthcare

NDP3 Goal 14: Reduce the spread of HIV/AIDS and mitigate its effects

NDP3 Goal 15: Eradication of extreme poverty and hunger

KRA 6: PRODUCTIVE UTILIZATION OF NATURAL RESOURCES &

ENVIRONMENTAL CONSERVATION

KRA 6A: SUSTAINABLE UTILIZATION OF NATURAL RESOURCES

NDP3 Goal 16: Optimal and sustainable utilization of renewable and non-renewable resources

KRA 6B: ENVIRONMENTAL SUSTAINABILITY

NDP3 Goal 17: Environmental sustainability

KRA 7: KNOWLEDGE-BASED AND TECHNOLOGY DRIVEN NATION

NDP3 Goal 18: Innovative and productive usage of ICT

KRA 8: REGIONAL &INTERNATIONAL STABILITY & INTEGRATION

NDP3 Goal 19: Promote regional integration

NDP3 Goal 20: Strengthen International Partnerships for Development

NDP3 Goal 21: Contribute to regional and global and political stability

2.0 STRATEGIC ISSUES

The strategic planning process took into account all documents considered relevant to the

MRLGHRD’s strategic planning. The relevant documents included the following:

Vision 2030

NDP2 Mid-term Review Report

The Third National Development Plan (NDP3)

The Constitution of Namibia

Decentralisation Enabling Act and relevant Sector Acts and Policies

The SWAPO Election Manifesto 2004

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The restructuring of the Ministry initiated in 2005 and completed during 2006.

Public Service Act, 1995 (Act No. 13 1995)

Regional Councils Act, 1992 (Act No. 22 of 1992)

Regional Councils Amendment Act, 2002

Previous strategic planning initiatives.

Environmental Scanning

Strategic issues have been identified through situational analysis, taking into account the Ministry’s

strategic stakeholders as well as the external and internal environments impacting on MRLGHRD.

This important step was also useful in the clarification, formulation and/or review of the high level

statements.

The external and internal factors were analyzed. This was done through the use of techniques that

look at resources (tangible and intangible) as well as the Political, Economic, Socio-cultural,

Technological, Legal and Environmental factors.

Vision 2030 and NDP3

Critical challenges of the Ministry in relation to Vision 2030 and specific NDP3 Key Result Areas

were identified and appear as Appendix A in this Plan. These are also part of the identified strategic

issues that the Ministry plans to address through this Strategic Plan.

Stakeholder Analysis

A list of stakeholders for MRLGHRD, their perceived needs and the Ministry’s response toward

meeting stakeholder needs were identified and are presented as Appendix B.

PESTLE Analysis

The situational analysis relating to external environment was conducted using PESTLE analysis

where exogenous factors relating to Political, Economic, Socio-cultural, Technological, Legal and

Environmental factors (PESTLE) were critically considered. The identified external factors and their

implications on MRLGHRD are presented as threats or opportunities to the Ministry and appear as

Appendix C.

Resource Analysis

The Ministry’s internal environment was analysed using the Resource Analysis technique. This took

into account tangible and intangible resources (inputs), process, and performance (output). This is

presented as Appendix D.

The list of the identified key strategic issues for MRLGHRD is given below.

Identified Strategic Issues

Strategic Issues Perceived Root Causes

Lack of effective implementation of legislations e.g. traditional leaders recognition & their operational structures

Inadequate regulations/policies/guidelines

Lack of capacity

High poverty levels

Unemployment; Low productive capacity

Lack of aggressive pro-poor policies

Lack of Skills

Mismanagement of funds in the Local Authorities and Regional Councils

Poor monitoring and evaluation procedures

Lack of appropriate skills

Proper systems not in place

Inability of RCs & LAs to pay service providers, e.g bulk service providers

High unemployment

Mismanagement

lack of adequate funding

Poor billing & credit control system

Poor performance by RCs & LAs on decentralized functions

Absence of performance agreements, low accountability, etc

Conflict between politicians & administrators

Lack of strategic planning

Lack of capacity: funding; mismanagement

Low economic activities

Dilapidated Infrastructure

Political interference

Fighting Among Regional Council and Local Authority Councilors

Political Difference

Lack of understanding of administrative and Legal Issues

Illiteracy & mistrust

Generally low levels of education of staff

Inheritance of old staff

Inappropriate internal horizontal transfers of staff

Changing appointment requirements


Unutilized funds

Lack of capacity to implement programs/ projects

Lack of capacity to plan

No clear guidelines for recognition of traditional authorities

Lack of effective execution on legislative provision

Lack of capacity

Inappropriate & inadequate Budget Allocation

Lack of proper budget formulation procedures

Lack of budget forums

Inadequate proactive planning

Lack of flexibility in budget allocations

Insufficient office space

Lack of proper planning

Budget constraints

Untimely meeting of supplier contractual expectations

Lack of commitments and capacity to pay timeously

Unfavorable Reputation and Image

Poor service delivery

Lack of political commitment

Lack of Trust

Political differences/interference

Bad attitude

Cultural background

Poor Teamwork

Lack of sharing of information; lack of social cohesion

Insubordination; disrespect

Lack of recognition

Personality conflicts; lack of interpersonal skills; inferiority complex

Cultural background

Negative attitudes towards one another

Poor fleet management

Absence of fleet management policies at sub-national levels

Non-enforcement of fleet management policy

Absence of computerized fleet management system

Poor Stock Control

Lack of commitment

Absence of stock taking boards

Absence of stock control software

Shortage of specialized skills

Incentives/Remuneration

Lack of understudy/counter part plan

Fewer skilled manpower in the market


Inadequate HIV/AIDS response internally and externally

Lack of know-how on HIV/AIDS mainstreaming internally and externally (Wellness Committee

HIV/AIDS Unit mainly focusing on external issues (lack of internal focus)

No consultation with directorates

Lack of commitment and support from management

lack of understanding of HIV/AIDS impact

Inefficient Information & Communication Systems (record keeping, sharing of information, communicating with stakeholders)

Inadequate filing system

no regular meetings & poor minute taking

Poor feedback & no follow-up

Inefficient meetings No regular meetings, no follow-up, poor chairmanship

Poor performance

Lack of motivation, lack of commitment, lack of training, negative attitudes

Insufficient compensation under current policy

Restructuring of MRLGHRD (i.e. Civil Defense, Planning and others)

Duplication of functions

No mandate (civil def.)

Understaffing/low incentive levels

Inadequate Physical & IT infrastructure

Lack of technical skills, inadequate budgetary allocation; IT infrastructure

Lack of land for expansions of local authorities

Refusal of traditional leaders to avail land.

Inadequate compensation value

Lack of funds to acquire additional land.

Lack of alternative communal farming land for relocation.

Inaccessibility of land by formally disadvantaged groups

Lack of affirmative land policy in urban areas

Lack of subsidy from Central Government to reduce cost of land to communities

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Slow execution of local government reform initiatives

Existing laws not responsive

Inadequate capacity/inadequate funds

Institutional, administrative & legal shortcomings

Inefficient Information & Communication Systems (record keeping, sharing of information, communicating with

stakeholders)


Poor minutes taking

Poor feedback

No regular meetings, no follow-up

Slow implementation of Decentralization

Lack of understanding/capacity/funding

Resistance to change/desire to hold on to power

Lack of commitment

Lack of Harmony on current legislation

Conflict of intent - LA /RC Act on selling of land; Bureaucratic processes

Outdated laws - planning ordinances (not including decent. Policy issues

Low Local Economic Development (LED)

Absence of a National Policy guidelines for LED

Low skill levels

Insufficient funding

Unfavorable Attitudes, motivation and commitments

Lack of communication

Lack of recognition and appreciation, acknowledgement of knowledge and skills

Inadequate Codified information and manuals/Inadequate information and communication system

No proper filing system

Lack of commitment







Insufficient serviced land

Capital Budget constraints

Insufficient funds for compensation of Communal Farmers being relocated from newly declared local authority areas

Ownership issues

Lack of pro-active town planning

Under utilization of local building materials

Lack of awareness, mindset and attitude

Lack of special skills

Conventional building standards

Insufficient hardware Budget constraints





Ownership issues






Critical shortage of housing/Housing backlog

Lack of serviced land

Unaffordability/High building standards

Lack of appropriate technology

Unemployment; poverty

Rural-urban migration

Unproclaimed areas


High cost of building materials

Lack of information

Dependency syndrome

Poor Sanitation

Lack of capacity to mitigate urbanization pressure

Bucket System

Natural Disasters

3.0 HIGH LEVEL STATEMENTS

3.1 Organizational Mandate

The formal mandate for MRLGHRD is derived from the following national documents:

Constitution of Namibia Chapter 12 (102)

Presidential Decree of 21/03/05 based on Article

32 Chapter 5 paragraph 5G which gives

presidential powers to establish Ministries

Decentralization Enabling Act (2000) Decentralization policy

Regional Councils Act 22 of 1992 The restructuring of the Ministry initiated in 2005

and completed during 2006.

Regional councils Amendment Act, 2002 Public Service Act, 1995 (Act No. 13 1995)

Local Authority Act 23 of 1992 Treasury Instruction and State Finance Act 31 of

1991

Local Authorities Act of 2000 as amended Tender Board Regulation for Regional Councils

(RCs) and Local Authorities (LAs)

Cabinet Resolution (2000) which led to

establishment of DDC Tender board Act and Regulation

Traditional Authorities Act 25 of 2000 Council of Traditional Authorities Act 13 of 1997

Fire Brigade Services Act No. 5 of 2006 National Housing Policy, 1991

National Housing Development Act, Act 28 of 2000 Town Planning Ordinance, 18 of 1954

Habitat Agenda & Istanbul Declaration, 1976 Township & Division of land Ordinance (11 of

1963)

Habitat Plan of Action (2000) Some Sector Acts e.g. Education Act, Inland

Fisheries Act, Water Act

The following is the mandate for MRLGHRD:

MRLGHRD MANDATE

1.0. To coordinate and manage decentralization in Namibia; This entails transferring power to RCs, LAs and TAs structures, providing advisory services, technical support and capacity building:

1.1. Develop policy guidelines & procedures, evaluating institutional readiness of Line Ministries and Sub-National government and legislation harmonization as well as introduce good governance principles.

1.2. Facilitate recognition of traditional communities and ensure compliance with provisions of Laws/ Legislations.

1.3. Ensure adequate Legislation, policies and Standards for Sub-National structures.

1.4. Coordinate and facilitate Rural Development Activities, policies and legislation to ensure sustainable rural livelihoods, reduced poverty, improved living conditions and shelter, mitigate rural-urban migration.

1.5. Ensure appropriate town planning and establishment, infrastructural development and land use management.

2.0. To ensure effective discharge of all prescribed functions through support services.

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3.2 The Mission Statement

The Mission or Purpose for MRLGHRD was developed with the intent to clearly describe the

Ministry’s mandated functions and justifying its existence in a simple and unambiguous manner.

Additionally, the developed mission takes into account MRLGHRD’s core values as listed below.

3.3 The Vision Statement

What MRLGHRD wants to accomplish and become in five years time through the implementation

of this Strategic Plan is captured in its vision statement, which stretches the Ministry’s capabilities

and image of itself. In addition, MRLGHRD’s vision is meant to resonate with all its management

and staff, making them feel proud to be associated with such an organization. The Ministry’s vision

also gives shape and direction to its desired future.

3.4 The Core Values

The core values for the Ministry are a reflection of qualities that the MRLGHRD considers

worthwhile and are to be deeply held driving forces by all its staff and management. Through these

core values, the Ministry clearly defines how it wants its employees to behave with each other in the

organization and how MRLGHRD in turn will value its customers, suppliers, and the internal

community. The Ministry’s five core values are presented below.

To facilitate establishment and capacitation of regional and

local government systems in order to deliver effective,

efficient and sustainable services to communities.

A leading institution in the establishment of sustainable

decentralized sub-national governments in Sub-Saharan Africa.

MRLGHRD’s Mission

MRLGHRD’s Vision

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Core Values for MRLGHRD:

Our Core Values What we Mean

Professionalism: Conducting ourselves and serving our clients in a manner

that reflects the positive image of the ministry.

Accountability: Carrying out our tasks as per our mandate in such a way that

we accept responsibility for our actions.

Commitment:

Carrying out and delivering the services to our

clients/customers as promised to meet the set objectives or

desired objectives, giving our time and energy in order to

achieve our desired results.

Fairness: Treating our clients equally.

Integrity: Executing our responsibilities with honest, truthfulness,

reliability, honour and obligation.

Professionalism

Accountability

CommitmentFairness

Integrity

MRLGHRD CORE VALUES

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The three high level statements for MRLGHRD – its vision, mission and core values – are long term

and inspiring statements developed taking into account Vision 2030 and the situational analysis.

These also took into account the previous strategic planning initiatives.

4.0 STRATEGIC THEMES AND OBJECTIVES

4.1 Strategic Themes

Based on the identified strategic issues, four strategic themes were established and defined as

follows:

STRATEGIC THEME WHAT WE MEAN

Sustainable Habitat for

All

Ensuring human settlement development in rural and urban areas through

creation of an environment conducive for human beings to live with

accessibility to the following: Land, housing, roads, sanitation, water,

energy, markets, town planning and other government services such as

health and educational facilities.

Operational Excellence Performance excellence and enhanced service delivery through improved

internal processes.

Capital Infrastructural

Development Facilitating development, acquisition and maintenance of physical assets

Good Governance,

Legislation & Policy

Ensure Participation, Transparency and Accountability Ensure Good

Governance and providing an enabling policy and Legislative framework

and implementation.

Section 4.1.1 below lists down the identified key strategic issues in relation to the four strategic

themes.

Page 19 of 39


4.1.1 Key Strategic Issues and Themes

OPERATIONAL EXCELLENCE


Unfavorable Attitudes, motivation and commitments

Lack of communication

Lack of recognition and appreciation, acknowledgement of knowledge and skills






Inadequate Codified information and manuals/Inadequate information and communication system

No proper filing system; Lack of commitment

GOOD GOVERNANCE, POLICY & LEGISLATION

Strategic Issues Root Causes

No clear guidelines for recognition of traditional authorities

Lack of effective execution on legislative provision

Lack of capacity

Lack of effective implementation of legislations e.g. traditional leaders recognition & their operational structures

Inadequate regulations/policies/guidelines

Lack of capacity

High poverty levels

Unemployment; Low productive capacity

Lack of aggressive pro-poor policies

Lack of Skills

Mismanagement of funds in the Local Authorities and Regional Councils

Poor monitoring and evaluation procedures

Lack of appropriate skills

Proper systems not in place

Inability of RCs & LAs to pay service providers, e.g bulk service providers

High unemployment

Mismanagement

lack of adequate funding

Poor billing & credit control system


Absence of performance agreements, low accountability, etc

Conflict between politicians & administrators

Lack of strategic planning

Lack of capacity: funding; mismanagement

Low economic activities

Dilapidated Infrastructure

Political interference

Fighting Among Regional Council and Local Authority Councilors

Political Difference

Lack of understanding of administrative and Legal Issues

Illiteracy & mistrust

GOOD GOVERNANCE, POLICY & LEGISLATION


Slow execution of local government reform initiatives

Existing laws not responsive

Inadequate capacity/inadequate funds

Institutional, administrative & legal shortcomings



Poor minutes taking; Poor feedback

No regular meetings, no follow-up

Slow implementation of Decentralization

Lack of understanding/capacity/funding

Resistance to change/desire to hold on to power

Lack of commitment

Lack of Harmony on current legislation

Conflict of intent - LA /RC Act on selling of land; Bureaucratic processes

Outdated laws - planning ordinances (not including decent. Policy issues


Absence of a National Policy guidelines for LED

Low skill levels; Insufficient funding



Unutilized funds

Lack of capacity to implement programs/ projects

Lack of capacity to plan






Insufficient office space

Lack of proper planning

Budget constraints

Untimely meeting of

supplier contractual

expectations

Lack of commitments and capacity to pay timeously

Unfavorable

Reputation and

Image

Poor service delivery; Bad attitude

Lack of political commitment

Lack of Trust Political differences/interference

Cultural background

Poor Teamwork

Lack of sharing of information; lack of social cohesion

Insubordination; disrespect

Lack of recognition

Personality conflicts; lack of interpersonal skills; inferiority complex

Cultural background

Negative attitudes towards one another

Poor fleet management

Absence of fleet management policies at sub-national levels

Non-enforcement of fleet management policy

Absence of computerized fleet management system

Poor Stock Control

Lack of commitment

Absence of stock taking boards

Absence of stock control software


Incentives/Remuneration

Lack of understudy/counter part plan

Fewer skilled manpower in the market

Generally low levels of education of staff

Inheritance of old staff

Inappropriate internal horizontal transfers of staff

Changing appointment requirements

Page 20 of 39


CAPITAL INFRUSTRUCTURAL DEVELOPMENT

Strategic Issues

Root Causes

Inadequate Physical & IT infrastructure

Lack of technical skills, inadequate budgetary allocation; IT infrastructure

Lack of land for expansions of local authorities

Refusal of traditional leaders to avail land.

Inadequate compensation value

Lack of funds to acquire additional land.

Lack of alternative communal farming land for relocation.




Ownership issues






Insufficient hardware

Budget constraints

SUSTAINABLE HABITAT FOR ALL

Strategic Issues

Root Causes




Ownership issues






Critical shortage of housing/Housing backlog

Lack of serviced land

Unaffordability/High building standards

Lack of appropriate technology

Unemployment; poverty

Rural-urban migration

Unproclaimed areas


High cost of building materials

Lack of information

Dependency syndrome

Inaccessibility of land by formally disadvantaged groups

Lack of affirmative land policy in urban areas

Lack of subsidy from Central Government to reduce cost of land to communities

Poor Sanitation

Lack of capacity to mitigate urbanization pressure

Bucket System

Natural Disasters


Strategic Issues

Root Causes

Inadequate HIV/AIDS response internally and externally

Lack of know-how on HIV/AIDS mainstreaming internally and externally (Wellness Committee

HIV/AIDS Unit mainly focusing on external issues (lack of internal focus)

No consultation with directorates

Lack of commitment and support from management

lack of understanding of HIV/AIDS impact



no regular meetings & poor minute taking

Poor feedback & no follow-up

Inefficient meetings

No regular meetings, no follow-up, poor chairmanship

Poor performance

Lack of motivation, lack of commitment, lack of training, negative attitudes

Insufficient compensation under current policy

Restructuring of MRLGHRD (i.e. Civil Defense, Planning and others)

Duplication of functions

No mandate (civil def.)

Understaffing/low incentive levels

Page 21 of 39

MRLGHRD/ June 2008 Strategic Plan 2009 – 2014

4.2 Strategic Objectives Linked to Strategic Themes

Strategic objectives aimed at addressing the identified strategic issues for MRLGHRD were developed

and linked on the basis of cause-and-effect relationship. The developed objectives are clustered

according to the respective themes they articulate. Each of the four themes slices across four different

perspectives, namely, Finance, Learning and Growth, Internal Processes and Customer or

Stakeholder. For MRLGHRD, the perspectives relating to learning and growth as well as finance are

considered as enablers for the Ministry’s desired future, with finance perspective being the foundation.

This means that the more financial resources the Ministry has and the better their management and

utilization, the greater the capacity to engage in human, organizational capital development as well as

information technology necessary for the establishment of appropriate internal processes that are

critical for the delivery of quality service. Customer perspective is placed on top since the Ministry’s

mandate is ultimately service delivery in nature. The table below lists the developed objectives

grouped according to their respective themes.

Strategic Themes and Objectives

In total, MRLGHRD developed 22 strategic objectives and these are presented in the form of a

strategy map that shows how the objectives are dependent on one another. This inter-relationship

among objectives together visually describes the organization’s strategy. MRLGHRD considers the

established cause-and-effect linkages of these thematic objectives as key to arriving at the desired

future.

• Enhance Policy and Legal Framework.

• Effectively coordinate decentralizationimplementation.

• Ensure disaster preparedness.

• Ensure adherence to policies & legislation .

• Promote Good Governance.

• Ensure effective discharge of decentralized services.

• Ensure sufficient budgetary provision.

• Improve Financial management.

• Develop highly competent HR base.

• Improve operational plans & systems.

• Improve institutional capacity for sub-national government & traditional authorities.

• Improve system for developing sub-national government.

• Reduce HIV/AIDS prevalence & mitigate its effect.

• Improve reputation & image.

•Ensure establishment and proclamation of local authorities

•Facilitate provision of quality and affordable housing

•Coordinate and support rural development

•Ensure sustainable self help initiatives

•Ensure sustainable local authorities

•Ensure adequate office space

•Ensure highly developed infrastructure

•Facilitate acquisition and provision of sufficient serviced land

CAPITAL INFRASTRUCTURAL DEVELOPMENT

SUSTAINABLE HABITAT FOR ALL

GOOD GOVERNANCE,

POLICY & LEGISLATION


MRLGHRD

4.3 MRLGHRD Strategy Map

SUSTAINABLE HABITAT FOR ALL GOOD GOVERNANCE, POLICY & LEGISLATION


Lear

ning

&

Gro

wth

Fina

ncia

l Pe

rspe

ctiv

eIn

tern

al

Pers

pect

ive

I1 . En su re

e stab lish me n t &

p ro clamatio n o f

lo cal au th o ritie s

L1 . De ve lo p h igh ly

co mp e te n t HR b ase

F1 . En su re su fficie n t

b u d ge tary p ro visio n

I2 . Facil itate

p ro visio n o f

q u ality an d

affo rd ab le

h o u sin g I4 . Imp ro ve

o p e ratio n al

p lan s &

syste msI9 . En h an ce

P o licy & Le gal

Frame wo rk

I1 0 . Effe ctive ly

co o rd in ate

de ce ntralization imp le me n tatio n

Cust

omer

Pe

rspe

ctiv

e

C 8 . Imp ro ve re putation & image

C 1 . En sure adhe re nce to policies & le gislatio n

C2.

Pr om ot e

Good Gover nance

C 3 . En su re e ffe ctive

d isch arge of d e centralized

se rvice s

I3 . C o o rd inate

an d su p p o rt

rural d e ve lo p me n t

CAPITAL INFRASTRUCTURAL DEVELOPMENT

I7 . En su re h igh ly

d e ve lo p e d in frastru ctu re

I8 . Facil itate acq u isitio n &

p ro visio n o f su fficie n t

se rvice d lan d

I5 . Imp ro ve

syste m fo r

d e ve lo p in g su b-

n atio n al

go ve rn me n t

C 7 . En sure su stainable

lo cal au th oritiesC4. I m pr ove

inst it ut ional

capacit y f or su b-n atio n al

gover nm ent & t r adit ional

aut hor it ies

C6. Ensur e

su stain able self help init iat ives

I1 1 . En su re

d isaste r

p re p are d n e ss

I6 . En su re ad e q uate office

sp ace

F2 . Imp ro ve

fin an cial

man age me n t

Professionalism:

Conducting ourselves and serving our c lients

in a manner that reflects the pos itive image of

the minis try

Accountability: Carrying out our tasks

as per our mandate in such a way that we

accept respons ibility for our ac tions

Fairness:

Treating our c lients equally

Commitment:

Carrying out and delivering the services

to our c lients /cus tomers as promised to meet the

set objec tives or desired objec tives . To give our

time and energy in order to achieve our

des ired results

Integrity: Executing our

respons ibilities with hones t, truthfulness ,

reliability, honour and obligation

OUR CORE VALUES

A le ad in g in stitu tio n in th e e stab lish me n t o f su stain ab le

d e ce n tralize d su b -n atio n al go ve rn me n ts in Su b -Sah aran Africa.

Vision

To facilitate establishment and capacitation of regional and Local government systems in order to deliver effective, efficient and

sustainable services to communities.

Mission

Our Core Values and purpose are the Foundation of Everything we do

C 5 . Reduce HIV/AIDS p re valence & mitigate its e ffe ct

Page 23 of 39


5.0 MRLGHRD CORPORATE SCORECARD

The Strategic Plan for MRLGHRD is further presented in a balanced scorecard framework,

which comprehensively captures all the relevant variables in order to translate strategy into

operational objectives that drive both behavior and performance.

The balanced corporate scorecard for MRLGHRD consists of four different perspectives,

namely: finance, learning and growth, internal processes, and customer or stakeholder

perspectives. All the four themes cut across the four different perspectives.

To achieve this, MRLGHRD ensured that its corporate scorecard incorporated the following

BSC variables: strategic themes, objectives, measures (PIs), baselines, targets, initiatives, units

accountable and resources.

5.1 BSC Measures -- Performance Indicators (PIs)

MRLGHRD established its measures for the developed strategic objectives. BSC measures or

performance indicators (PIs) are the respective performance metrics that will reflect progress

against the 22 strategic objectives the Ministry developed. The established PIs are of different

forms, including indices, ratios, ratings percentages and absolute numbers. MRLGHRD will use

the established PIs and Targets as the criteria for assessing objectives and ultimate performance

outcome. The Ministry will also use the PIs to measure its performance at different levels –

individual staff member, directorate/unit and the MRLGHRD as a whole. There are two types of

measures, namely: Lag (outcome) and Lead (driver) measures, and both types were used by the

Ministry. Whereas lead measures are for measuring achievement of the intermediate processes,

activities and behaviors, lag measures on the other hand are for assessing performance results at

the end of a time period or activity. For the 22 developed strategic objectives, MRLGHRD

identified 31 measures.

5.2 Targets and Baselines

MRLGHRD established its performance targets which are discontinuous metric standards for

each respective PI in relation to set objectives. The Ministry will use the targets to communicate

the need for change. The set targets are the expected levels or standards of performance

(quantitatively or qualitatively) on the respective objectives to be reached over the five-year

period. MRLGHRD will also use the set targets as basis for performance monitoring and

evaluation. In this case, the Ministry set targets that are challenging and stretch its organizational

aspirations beyond the business-as-usual boundaries while remaining realistic and achievable,

taking into account existing outstanding performance standards or best practices applicable to it.

When setting its targets, MRLGHRD also considered the respective baselines for them.

Baselines are prevailing levels of performance, achievement or degree of occurrence of the

variables to be measured. This, among other things, ensures that the targets set are realistically

stretched. Where no baseline information was available, the Ministry has targeted to establish

such information at the beginning of implementation of the Strategic Plan and adjustment will be

made accordingly to targets that may have been unrealistically set. However, for most of its

targets, MRLGHRD has baseline information. Initiatives relating to establishing baseline

information, where this is not currently available, were also identified and will be implemented

in the first year of the Strategic Plan.

Page 24 of 39


5.3 BSC Strategic Initiatives and Accountability

The Ministry’s developed BSC initiatives are the strategically planned and well thought out

activities or projects which are in essence actions to be undertaken during the planned five-year

period to steer MRLGHRD to its desired future. These initiatives are linked to the developed

strategic objectives, measures and targets. For the 22 strategic objectives developed, MRLGHRD

established 121 strategic initiatives that must be undertaken to achieve the desired future. These

appear in the Ministry’s Scorecard below.

Accountability for the established measures and initiatives was agreed upon in terms of the

Ministry’s directorates or units responsible.

5.4 Resources Allocation

On the basis of identified initiatives, MRLGHRD estimated resources necessary to achieve its

vision. The resources required vary in nature such as financial, human and structural. They could

be tangible or intangible. The estimated resources for this Strategic Plan have been carefully

linked to the identified initiatives in order for the Ministry to be able to close the gap between its

current level of performance and the ambitious targets to be achieved during the next five years.

The Ministry’s Scorecard has the total budget for all the planned initiatives.

Adequate resources are critical to the effective implementation of the identified initiatives,

which, with careful management of the process, could result in MRLGHRD realizing its set

objectives. The Ministry appreciates the fact that strategic planning and operational budgeting

are too important to be treated as mutually exclusive processes and will thus link operational

budgeting to its Strategic Plan so that its path of action is tied to its vision.

Page 25 of 39


MRLGHRD Corporate Scorecard

MRLGHRD Permanent Secretary

2009 to 2014

Targets

Objectives: KRA Measurements:

PI

Accountable

Unit Baseline

Year 1-

2009/10

Year 2 –

20010/11

Year 3 –

2011/12

Year 4 –

2012/13

Year 5 –

2013/14 Initiatives / Programs Priority

Current:

Yes/No

Initiative

Acc. B/R = Y1 B/R = Y2 B/R = Y3 B/R = Y4 B/R = Y5

Budget /

Resources

Cu

stom

er P

ersp

ecti

ve

C1. Ensure

adherence to

policies &

legislation

% compliance

to

implementation

guidelines

All Directors No BL Establish

Baseline 100% 100% 100% 100%

C1.1: Conduct survey to establish baseline

by assessing adherence. 1 N All DD 1,000,000 0 0 0 0 1,000,000

C1.2: Develop and formulate

guidelines/regulations 1 Y All D 500,000 1,000,000 1,500,000 2,000,000 2,500,000 7,500,000

C1.3: Conduct Training on Policies and

Legislation 2 Y All D 1,000,000 1,500,000 1,500,000 2,000,000 2,500,000 8,500,000

C1.4: Monitor and evaluate adherence to

Polices and Legislation 2 Y All DD 1,600,000 1,673,000 1,682,000 1,790,000 1,890,000

8,635,000

C1.5: Conduct yearly survey to assess

adherence 2 N All DD 0 0 0 0 0 0

C1.6 Distribute Relevant ICT Policies 2 Y DDIT 0 0 0 0 0 0

C1.7 Conduct ICT Awareness Campaigns 2 Y DFHR 0 0 0 0 0 0

C2. Promote Good

Governance

% compliance

to Action Plan

for achieving

Transparence,

Public

Participation &

Communication


Baseline 100% 100% 100% 100%

C2.1: Conduct survey to establish baseline

on good governance. 1 N All D 1,000,000 0 0 0 0 1,000,000

C2.2: Develop and implement Action plan

on Good Governance relating to fairness;

accountability; transparency; communication

and public participation

1 Y All DD 0 0 0 0 0 0

C2.3 Finalize and Implement Sub-National

E-Government Strategy. 2 Y IT 0 0 0 0 0 0

C2.4: Monitor and Evaluate implementation

of Action Plan to determine compliance. 2 Y All D 0 0 0 0 0 0

C3. Ensure

effective discharge

of decentralized

services

Customer

satisfaction

index

DHHPTSC/

DDC/

DRLGTAC

No BL Establish

Baseline Satisfactory Good Good Very good

C3.1: Establish baseline using Needs

Assessment Report on Decentralizing

Ministries and RCs.

1 Y All DDC

Chiefs 0 0 0 0 0 0

C3.2 Capacitate the Sub-national Govt by

providing resources, Training & ensure

appropriate Regional & Town Planning.

2 Y All D 200,000 200,000 200,000 200,000 200,000 1,000,000

C3.3 Monitor and Evaluate initiatives 2 Y Chiefs 0 0 0 0 0 0

C4. Improve

institutional

capacity for sub-

national

government &

traditional

authorities

% increase in

customer

satisfaction

DRLGTAC No BL Establish

BL BL+10% Y2+10% Y3+10% Y4+10%

C4.1: Review LAs & RCs Acts to include

eligibility criteria for election of councilors

& review TAs Act to include regulation for

recognition, appropriate structure, etc.

2 Y DRLGTAC 50,000 0 0 0 0 50,000

C4.2: Initiate/Finalize/implement reform

processes for Local government & TAs 1 Y DRLGTAC 0 0 0 0 0 0

C4.3: Review policy and Legislation to

harmonize with decentralization 1 Y DODL 150,000 130,000 150,000 150,000 150,000 730,000

C4.4: Conduct tailor made training for

councilors & staff (RCs & LAs) 1 Y

DRLGTAC/

DDC 4,200,000 4,200,000 4,200,000 4,200,000 4,200,000 21,000,000

C4.5: Identify more revenue sources to

Increase the revenue base 1 Y DRLGTAC 250,000 0 0 0 0 250,000

C4.6: Enforce compliance to financial

regulations to achieve financial prudence 1 Y DDRLAF 0 0 0 0 0 0

C4.7: Introduce standard recruitment policy

& employ competent staff 2 Y DDRLGTAC 25,000 0 0 0 0 25,000

C4.8: Review conditions of service 1 Y DRLGTAC 0 0 0 0 0 0

C4.9: Conduct staff competence audit 1 N DDHR/

DDFA 0 0 0 0 0 0

C4.10: Design Programs & conduct Training 1 Y DDC 0 0 0 0 0 0

Page 26 of 39


C5. Reduce

HIV/AIDS

prevalence &

mitigate its effect

% reduction in

HIV/AIDS

prevalence

HR

19.9% (N) 19.9% 19.4% 19.4% 18.9% 18.4% C5.1: Implement and maintain Workplace

Program on HIV/AIDS 1 Y DDHR 0 200,000 250,000 150,000 150,000 750,000

No BL (I) Est BL BL BL-0.5% Bl-1% BL-1.5% C5.2: Raise Awareness on Prevention

(Information sharing sessions on HIV/AIDS) 2 Y DDHR 120,000 150,000 180,000 210,000 260,000 920,000

Compliance to

Implementation

Plans for HIV

reduction

HR No BL Establish

Baseline

Fully

comply Fully comply

Fully

comply

Fully

comply

C5.3: Coordinate and strength RCs, LAs &

TAs response to HIV 2 Y DDHR 0 0 0 0 0 0

C5.4: Promote Voluntary Counseling

Testing 1 N DDHR 0 0 0 0 0 0

C5.5: Implement computerized

Statistical/Analytical System 1 N DDHR 50,000 50,000 50,000 50,000 50,000 250,000

C6. Ensure

sustainable self

help initiatives

# of sustainable

self help

initiatives

DRDC 64 70 77 85 94 103

C6.1: Provide training on warehouse

management and stock control 1 Y SFSS 100,000 110,000 121,000 133,100 146,410 610,510

C6.2: Oversee implementation of self help

initiatives (San Empowerment for household

food security, Food/cash for work programs

& Youth employment schemes)

1 Y SFSS 0 0 0 0 0 0

C6.3: Assist in acquisition of

inputs/materials for identified projects 1 Y SFSS 0 0 0 0 0 0

# of

communities/ho

usehold assisted

through SHIs

DRDC 1,959 2,155 2,371 2,608 2,869 3,156

C6.4: Assess needs for food distribution;

procure food and non-food items for project

beneficiaries

1 Y SFSS 2,000,000 2,200,000 2,420,000 2,662,000 2,928,200 12,210,200

C6.5: Encourage and determine the

participation of Women & keep database on

gender participation

2 Y SFSS 0 0 0 0 0 0

C7. Ensure

sustainable local

authorities

# of financially

sustainable local

authorities

DRLTAC 25 25 26 31 34 37

C7.1: Conduct financial and human

resources audit to RCs and LAs 2 Y IA/OPM 0 0 0 0 0 0

C7.2: Finalize and implement LRED White

Paper 1 Y D 0 0 0 0 0 0

C7.3: Introduce LED initiatives for LAs &

RCs 3 N D 0 0 0 0 0 0

C7.4: Assess LAs sustainability levels 3 N D 0 0 300,000 0 0 300,000

C7.5: Determine possibilities of broadening

revenue base 1 N D 0 0 0 0 0 0

C8. Improve

reputation &

image

Customer

satisfaction

index

CLO No BL Establish

Baseline Satisfactory Good Good Very good

C8.1: Respond timely to queries,

correspondences & contractual obligations. 1 Y All Staff 0 0 0 0 0 0

C8.2: Adhere to customer charter 1 Y All Staff 9,491,000 10,248,000 10,759,000 10,900,000 11,100,000 52,498,000

C8.3: Undertake customer surveys 2 N CLO 50,000 0 50,000 0 50,000 150,000

C8.4: Conduct training in customer care 2 Y DDHR 150,000 150,000 150,000 150,000 150,000 750,000

C8.5: Develop and Maintain Interactive Web

portal for Ministry & Sub-national Govt. 2 Y CSA & CLO 150,000 150,000 150,000 150,000 150,000 750,000

C8.6: Conduct team building workshops,

trainings, seminars, etc 2 Y DDHR 200,000 200,000 200,000 200,000 200,000 1,000,000

C8.7: Review linkages of all ministerial

components (sub-national governments). 2 Y CSA & CLO 150,000 150,000 100,000 100,000 100,000 600,000

22,286,000 22,161,000 23,862,000 24,945,100 26,624,610 119,878,710

Page 27 of 39


Inte

rnal

Pro

cess

es P

ersp

ecti

ve

I1. Ensure

establishment &

proclamation of

local authorities

# of additional

local authorities

established

DHHPTS 1 1 2 3 1 1

I1.1: Coordinate Township planning, Land

surveying & Land registration 1 Y DDP 1,010,000 1,031,000 1,001,000 1,001,000 750,000 4,793,000

I1.2: Coordinate construction of services 1 Y DDTS 600,000 590,000 595,000 645,000 650,000 3,080,000

I.1.3: Proclaim LA areas 1 Y DDRL 0 0 0 0 0 0

I2. Facilitate

provision of

quality and

affordable housing

% compliance

to set standards DHHPTS 85% 100% 100% 100% 100% 100%

I2.1: Finalize building manual and National

Housing Policy 1 Y DHHTAC 161,000 162,000 158,000 209,000 232,000 922,000

I2.2: Review of National Housing

Development Act and its regulations 3 N DHHTAC 161,000 162,000 158,000 209,000 232,000 922,000

I2.3: Review National Housing Program

Implementation guidelines 3 N D 0 696,000 0 0 0 696,000

I2.4: Conduct housing workshops with all

relevant stakeholders 1 Y D 0 0 765,000 0 0 765,000

I.2.5: Provide technical, financial & admin

training to officials responsible for housing

in RCs and LAs

1 Y DDH 327,000 307,000 328,000 328,000 350,000 1,640,000

I2.6: Assess Project proposals 1 Y DDH 406,000 352,000 346,000 346,000 350,000 1,800,000

I2.7: Conduct research on local building

materials & promote their use 1 Y D 51,000 28,000 36,000 36,000 40,000 191,000

I2.8: Establish skills, research and

development centres at RCs 3 N D 1,000,000 950,000 846,600 1,000,000 2,000,000 5,796,600

I2.9: Create and maintain human settlement

database 1 N D 200,000 200,000 200,000 200,000 200,000 1,000,000

I2.10: Make funding available for housing to

RCs & LAs 1 Y D 56,464,000 55,357,000 58,430,000 60,200,000 65,200,000 295,651,000

I.2.11: Monitor and evaluate implementation

and compliance to set standards 1 Y DDH/ DDTS 421,500 395,600 303,700 319,000 323,000 1,762,800

I3. Coordinate and

support rural

development

# of

development

initiatives

implemented in

rural areas

DRD No BL Establish

BL BL+10 Y2+10 Y3+10 Y4+10

I3.1: Formulating Rural development

project/white paper 1 Y DRDC 0 0 0 0 0 0

I3.2: Convene the National Rural

Development Conference 1 N DRDC 500,000 0 0 0 0 500,000

I3.3: Coordinate Rural Industrialization

(SME, Micro Finance, Rural Economic

development initiatives)

2 N SRI 0 0 0 0 0 0

I3.4: Establish and support Rural

Development Centres 1 Y SRI 2,000,000 2,700,000 3,000,000 3,500,000 4,000,000 15,200,000

I3.5: Natural Resource Development

(Coordinate the preservation of the Eco

system in Rural areas including enhancing

waste management & sanitation)

3 N NRD 0 0 0 0 0 0

I3.6: Social Infrastructure development

(Assist Stakeholders in coordination of

Social infrastructure development

1 Y SNISD 0 0 0 0 0 0

I3.7: Planning, Monitoring and Evaluation

(Assisting Regional planners in rural

development & Strengthen the monitoring

and evaluation techniques)

1 Y PME 0 0 0 0 0 0

I3.8: Statistics and Research (Initiate and

avail research/survey reports and statistics to

all stakeholders)

2 N SSR 0 100,000 100,000 100,000 100,000 400,000

I4. Improve

operational plans

& systems

# of plans &

systems

reviewed/develo

ped

All Directors No BL 1/5 1/5 1/5 1/5 1/5

I4.1: Review operational plans through

workshop 1 Y

ALL

Directors 500,000 500,000 500,000 500,000 500,000 2,500,000

I4.2: Develop and implement ICT based

operational plans and systems 2 Y DDIT 500,000 500,000 500,000 500,000 500,000 2,500,000

I4.3: Conduct training on developed plans

and systems to maximize usage 2 N TO 100,000 100,000 100,000 100,000 100,000 500,000

% Downtime of

ICT Systems DFHRA 1%

Less than

1%

Less than

1% Less than 1%

Less than

1%

Less than

1%

I4.4: Continuously monitor ICT systems and

networks 1 Y DDIT 400,000 400,000 400,000 400,000 400,000 2,000,000

I4.5: Replace one third of ICT hardware

annually. 1 Y DDIT 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000 5,000,000

I4.6: Implement ICT Service Level

Agreements (SLA) 1 Y DDIT 300,000 300,000 300,000 300,000 300,000 1,500,000

I4.7: Provide Adequate funding for ICT

Projects, Systems and Services 1 Y DDIT 0 0 0 0 0 0

Page 28 of 39


I5. Improve system

for developing

sub-national

government

# of systems

reviewed/develo

ped

DRLGTAC/

DDC No BL 1/5 1/5 1/5 1/5 1/5

I5.1: Develop and implement

Intergovernmental Grant System 1 Y DDPDL 0 0 0 0 0 0

I5.2: Expand ICT Network for sub-national

government 1 Y DDIT 6,000,000 6,000,000 6,000,000 6,000,000 6,000,000 30,000,000

I5.3. Develop & implement computerized

systems (Fleet Management, stock taking,

filing, etc. System)

1 Y DDF 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000 5,000,000

I5.4: Determine Feasibility of computerizing

manual systems (stock control, Document

management etc)

1 N DDC &

DRLGTAC 100,000 100,000 100,000 0 0 300,000

I5.5: Design and implement feasible

computerized systems 1 N DDTS 0 0 0 0 0 0

I6. Ensure

adequate office

space

# of additional

offices

constructed

(RCs, Const.,

LAs & Trad.

Offices)

DDTS 115 +16 +5 +5 +3 +3

I6.1: Make funds available for all planned

activities 1 Y DDTS 0 748,000 748,000 750,000 0 2,246,000

16.2: Identify and acquire land 2 Y DDTS 0 0 0 0 0 0

% increase in

budget

allocation

DDTS N$48.4m BL+10% BL+10% Y2+10% Y3+10% Y4+10%

16.3: Prioritize according to agreed criteria 2 Y DDTS 0 0 0 0 0 0

16.4: Design and construct offices through

tender 3 N DDTS 44,000,000 48,400,000 57,200,000 39,600,000 43,500,000 232,700,000

I7. Ensure highly

developed

infrastructure

% increase in

public rating DDTS No BL

Establish

baseline BL+2% Y2+4% Y3+6% Y4+8%

17.1: Establish base line through survey 1 Y DDTS 0 0 0 0 0 0

I7.2: Review and amend existing standards 1 Y DDTS 0 0 0 0 0 0

I7.3: Prioritize infrastructural development 2 Y DDTS 0 0 0 0 0 0

I7.4: Develop plans and land surveying 2 N DDTS 3,000,000 3,300,000 3,600,000 3,900,000 4,300,000 18,100,000

% increase in

budgetary

allocation

DDTS 10% 20% 30% 40% 50%

I7.5: Make funds available 1 Y DDTS 0 0 0 0 0 0

I7.6: Enforce standards 2 Y DDTS 0 0 0 0 0 0

17.7: Design and construct Infrastructure

according to set standards 3 N DDTS 45,800,000 50,300,000 55,400,000 60,900,000 67,050,000 279,450,000

I7.7: Monitor & evaluate implementation of

initiatives 3 Y DDTS 0 0 0 0 0 0

I8. Facilitate

acquisition &

provision of

sufficient serviced

land

% increase in

budgetary

allocation

DHHPTSC/

DRLGTAC 5% 10% 15% 20% 25%

I8.1: Review of compensation policy 1 Y DDLASS 0 0 0 0 0 0

18.2: Establish base line through survey 1 Y DDLASS 0 0 0 0 0 0

18.3: Prioritize areas for proclamation 2 Y DRLTAC 0 0 0 0 0 0

Increase in # of

serviced plots DHHPTSC No BL

Establish

baseline +50 +100 +150 +250

18.4: Render assistance for compensation 2 N DRLTAC 5,000,000 10,000,000 15,000,000 5,000,000 5,000,000 40,000,000

18.5: Assist in planning, surveying,

servicing and proclamation of acquired land

taking into account market segmentation.

3 N DRLTAC 9,000,000 18,000,000 27,000,000 9,000,000 9,000,000 72,000,000

I9. Enhance Policy

& Legal

Framework

# of policies &

legislation

reviewed/formu

lated


baseline 2 2 2 2

I9.1: Develop guidelines 2 Y All D 0 0 0 0 0 0

I9.2: Review Policies / Legislation 1 Y All D 500,000 500,000 1,000,000 1,000,000 500,000 3,500,000

I9.3: Conduct training on interpretation of

policy & legislation 1 Y All D 200,000 600,000 1,000,000 1,500,000 1,500,000 4,800,000

I10. Effectively

coordinate

decentralization

implementation

# of identified

functions

decentralized

DDC 1 3 3 4 8 10

I10.1: Develop and implement

Decentralization Action Plans 1 Y DDC Chiefs 0 1,500,000 2,000,000 3,000,000 3,500,000 10,000,000

I10.2: Operationalise Decentralization Policy

Implementation Committee (DPIC) 1 Y

All DD &

Chiefs 0 0 0 0 0 0

I10.3: Develop DPIC Terms of Reference 1 Y DDC

Director 0 0 0 0 0 0

I11. Ensure

disaster

preparedness

Compliance to

implementation

of Action Plan


baseline

Fully

comply Fully comply

Fully

comply

Fully

comply

I11.1: Participate in finalization of national

guidelines/ policy 1 Y CCO 0 0 0 0 0 0

I11.2: Provide funding 1 N CCO 500,000 500,000 700,000 600,000 500,000 2,800,000

% increase in

budget

allocation


baseline 5% 10% 10% 15%

I11.3: Develop and implement modalities for

implementation of LA Fire/B Act 2 Y CCO 0 0 0 0 0 0

I11.4 Conduct capacity building training of

Civil Defense Committee 2 N CCO 0 0 0 0 0 0

183,840,500 209,595,600 242,761,300 206,434,000 222,645,000 1,065,276,400

Page 29 of 39


Lea

rnin

g &

Gro

wth

L1. Develop

highly competent

HR base

% compliance

to PMS FHR 30% 43% 60% 80% 90% 100%

L1.1: Conduct competence audit 1 N DDHR 150,000 150,000 150,000 150,000 150,000 750,000

L1.2: Review and align organization to

strategic 1 N DFHRA 0 0 0 0 0 0

L1.2: Develop & implement Human

Resource Development Plans 1 Y DDHR 1,500,000 1,500,000 1,500,000 1,500,000 1,500,000 7,500,000

L1.3: Review Training Policy in line with

OPM 1 Y DDHR 0 0 0 0 0 0

L1.4: Conduct PMS training to all staff

(Ministry & RCs) 1 N

INTERNAL

FLT 0 0 0 0 0 0

L1.5: Implement Performance Agreements 1 N ALL

DIRECTORS 0 0 0 0 0 0

L1.6: Recruit highly qualified staff 2 Y DDHR 0 0 0 0 0 0

L1.7: Identify and implement appropriate

incentives 2 Y DDHR 0 0 0 0 0 0

1,650,000 1,650,000 1,650,000 1,650,000 1,650,000 8,250,000

Fin

an

cial

Per

spec

tive

F1. Ensure

sufficient

budgetary

provision

Compliance to

Action Plan for

participatory

budget

formulation


Baseline

Fully

comply Fully comply

Fully

comply

Fully

comply

F1.1: Capacity building (training) for staff in

budgeting 1 Y DDF 150,000 150,000 150,000 150,000 150,000 750,000

% of sub

programs

adequately

funded

All Directors No BL 80% 85% 90% 100% 100%

F1.2: Review current allocation 2 Y DDF 0 0 0 0 0 0

F1.3: Conduct Participatory budgeting

process through consistent consultation and

involvement of all stakeholders from the

beginning of the process

3 Y DDF 0 0 0 0 0 0

F2. Improve

financial

management

% variance FHR

2% Surplus;

0% on

Deficit

2% on S;

0% on D

1.5% (S)

0% (D)

1% (S)

0% (D)

0.5% (S)

0% (D)

0.5% (S)

0% (D) F2.1: Set realistic estimates 1 Y DDF 0 0 0 0 0 0

% of sub

programs

executed as

planned

All Directors 80% 85% 90% 95% 98% 99.5%

F2.2: Enforce financial prudence 1 Y DDF 0 0 0 0 0 0

F2.3: Conduct Regular budget monitoring 1 Y DDF&

DRLGTAC 0 0 0 0 0 0

150,000 150,000 150,000 150,000 150,000 750,000

Total Strategic Budget Required 1,194,155,110

Page 30 of 39


6.0 STRATEGIC BUDGET

The total strategic budget for MRLGHRD Strategic Plan stands at N$1,194,155,110 over the

five-year period, with average annual budget being N$238,831,022. Cost estimates relating to

respective initiatives are comprehensively indicated in the Scorecard for the Ministry. The table

below shows the total summaries of the strategic budget:

7.0 ORGANISATIONAL INTERVENTION

Although many organizations embark on elaborate strategic planning, only a few implement

their strategic plans successfully. According to the Balanced Scorecard Collaborative, the low

success rate is largely due to the following four barriers to strategy execution:

Four Barriers to Strategy Execution (By BSC Inc.)

The Vision Barrier

Only 5% of workforce

understand strategy

The People Barrier

Only 25% of managers

have incentives linked to

overall strategy

9 of 10 companies fail to

implement strategy

The Management

Barrier

85% of executive teams

spend < 1 hour/ month

discussing strategy

The Resource Barrier

60% of organizations do

not link budget to strategy

MRLGHRD will have to be fully aware of these four barriers to strategy execution and put in

measures to overcome them and deliver on the basis of the developed Strategic Plan. The

Ministry needs to organizationally align itself with the Strategic Plan and secure implementation

commitment. This will include ensuring the following specific Critical Success factors:

B/R = Y1 B/R = Y2 B/R = Y3 B/R = Y4 B/R = Y5

Budget /

Resources

Total Strategic

Budget

Required

207,926,500 233,556,600 268,423,300 233,179,100 251,069,610 1,194,155,110

Page 31 of 39


Critical Success Factors

Reviewing and re-aligning the organization structure in line with the demands of the

Strategic Plan.

Securing adequate financial, material and competent human resources

Ensuring management and staff as well as the other stakeholders espouse the Strategic Plan

and direction. Implementation of the Strategic Plan is everyone’s business.

Regularly review progress and achievements during the course of implementing the

Strategic Plan and take timely remedial measures where necessary.

Establish appropriate progress-reporting mechanism in relation to the strategic objectives

and initiatives as they are indicated in the Strategic Plan. This should include having an

officer designated as Performance Improvement Coordinator.

Instill a corporate culture that takes management and staff on board and ensures that the

espoused core values become living principles of the Ministry.

Effective stakeholder involvement to ensure favorable participation and articulation of their

interests.

Page 32 of 39


APPENDICES

Appendix A: MRLGHRD Challenges in Relation to Vision 2030/NDP3 KRAs

KRA1: Equality and Social

Welfare MRLGHRD CHALLENGES

Social welfare and agro

related

Unfavorable and inequitable access to land for agriculture by previously

disadvantaged groups.

Insufficient and unreliable rural water sources for meaningful agricultural activities

Lack of productive capacity among government resettled farmers

Gender Equality Disadvantaged rural poverty stricken women (i.e. unfavorable involvement in

decision-making and authority, etc)

KRA2: Peace and Political

Stability MRLGHRD CHALLENGES

Participatory democracy


Inadequate decentralized structures for rural communities to obtain national

documents

Inefficient Information & Communication Systems

Rule of Law and Social

Justice

Social pathologies, poverty and greed

Increasing crime (burglaries, rape, violence against women and children, etc)

Outdated pre-colonial laws

Inadequate administration of communal land

KRA 3 MRLGHRD CHALLENGES

Productive and Competitive

Human Resources and

Institutions


Lack of appropriate competencies among Regional and Local Councilors and staff members.

Unfavorable access and equity to education

KRA 4A MRLGHRD CHALLENGES

Competitive Economy:

Macroeconomic

Rising unemployment

Highly skewed income distribution

Adverse impact of HIV and AIDS


KRA 4B MRLGHRD CHALLENGES

Competitive Economy:

Infrastructure

Lack of appropriate and adequate infrastructure for rural development (e.g. water

supply, rural electrification, etc)

Extension of communication and postal facilities/services to rural areas

Poor sanitation facilities in informal settlements

Inadequate housing

Inadequate physical infrastructure for effective implementation of decentralized

functions.

Page 33 of 39



Quality of Life

High poverty levels

Poor healthcare services and sanitation facilities in rural communities [as well as in

informal urban settlements]

Unfavorable access by many to Adequate Nutritious Food from a Sustainable Source


Productive Utilization of

Natural Resources and

Environmental Conservation

Less than optimal Natural Resource Management and utilization

Unfair access to land by formally disadvantaged groups

KRA 6A MRLGHRD CHALLENGES

Sustainable Utilization of

Natural Resources (renewable

and non-renewable)

Lack of effective monitoring of natural resource utilization (land use, water, forests,

etc)

KRA 6B MRLGHRD CHALLENGES

Environmental Sustainability Inadequate Environmental policies and unfavorable EIAs


Knowledge-based and

Technology Driven Nation Unfavorable reading culture and utilization of information technology


Regional & International

Stability & Integration

Lack of proactive initiatives to strengthen International Partnerships for Development

Need to continue contributing to regional and global peace and political stability

Other MRLGHRD CHALLENGES

Emergencies and Disasters Lack of capacity to effectively respond to all sorts of emergencies in rural areas and

informal settlements (fires, floods, etc).

Page 34 of 39


Appendix B: MRLGHRD Stakeholder Analysis

STAKEHOLDER ANALYSIS

STAKEHOLDERS NEEDS MRLGHRD Responses to Needs

1. Customers / Clients

Regional Councils Local Authorities Traditional Authorities Traditional leaders Regional and Local Authority Association

Support: Financial, human & equipment

Provide necessary support Mentorship

Capacity building

Monitoring and evaluation

Policy and technical guidance

Ensure policy formulation and awareness

Budget subsidy allocation, investor involvement

Line Ministries

Cooperation and coordination in

developmental projects

Cooperation through joint planning System and clear reports

Transparent and accountability

Information sharing

Active involvement

Efficient reporting system

Socioeconomic development initiatives

General public Awareness & Community mobilization

Conduct awareness campaigns & community mobilization

Good governance Exhibit good governance

Academic and research Institutions

Support M&E, training, backstopping systems development

Information Provision of useful information; Adequate use of research in policy formulation

Good governance Awareness campaigns and conferences; exhibit good governance

Setting of standards Setting and adhering to internal polices & standards

Good management processes Implement laws, regulations & adhere to sound management principles

Policy and technical guidance Policies formulated and well understood

2. Staff Members

All members of staff

Effective feedback through

communication

Two-way communication Clear Job Descriptions Remuneration

Performance incentives Performance Appraisals Good working environment Training needs analyses Actual training programs

Motivation

Job security

Common understanding

Capacity building

Good working environment

Recognition

Page 35 of 39


3. Strategic Partners

Line Ministries Regional and Local Authority Association

Cooperation and coordination in developmental projects

Cooperation through joint planning System and clear reports

Transparent and accountability

Information sharing

Active involvement

Efficient reporting system

Socioeconomic development initiatives

Well defined plans

Private sector/Business partners

Conducive business environment Tax Incentives; creating conducive business environment Create investor friendly laws Public/Private partnerships

Maintaining law and order Ensure timely payments for services rendered Ensuring an enabling policy & legislation environment

Public Private Partnerships (PPPs)

Serviced land

Timely honoring of payment

commitments

Parastatals

Policy guidance and harmonization

Enabling environment

C.B.O.s Shack Dwellers Federation of Namibia

Public awareness/campaigns

Financial assistance Share information Provide support and assistance Work hand in hand with stakeholders Ensure policy execution Implement national documents (MTP3,

Vision 2030, NDPs, SWAPO Manifesto, etc)

NGOs NANGOF

Recognition

Coordination

Commitment

NPC

Involvement in planning; provision of useful planning information

Adhere to & implement national plans Involvement in implementation

Implementation of national

agenda/policies/Acts

5. Investors, Donors

Property Developers Local investors International Investors

Project management Sound project management & implementation

Conducive business environment Legal framework Regular Progress reports

Transparency/accountability

Legal framework Feedback

Regular Progress reports Exhibit good governance

Good governance (accountability, transparency Audited reports

6. Suppliers, Intermediaries

Business community Conducive business environment Payment on time

Political stability Creating conducive political environment

Suppliers of goods & services (including consultants, contractors)

Information on proper tender procedures and service delivery

Provide relevant information

Financial institutions

Meeting financial obligations Deliver on all contractual and financial obligations Quality assurance, accountability

Meeting financial obligations timely Audited reports

Accountability Be accountable

Page 36 of 39


7. Regulators, Legislators

Cabinet

Ministry to implement policies/Acts Implementation of policies/Acts

Information and documentation Provide information and documentation on service delivery and effectiveness of laws

Implementation of policies/laws/ national agenda

Provision of technocratic support

Use of research in policy formulation

Parliament/National Assembly/National Council


Implementation of policies/laws

Provide information and documentation on

service delivery and effectiveness of laws

M&E of implementation process & fulfillment of laws

Effectiveness of laws

Information & Setting of standards

ECB

Commitment

Provision of technocratic support Implementation of policies/Acts

Adequate use of research in policy formulation

Motivated submissions Formulations of submissions

Implement policies/Acts Ensure Implementation of policies/Acts

Results Provide intended results

Adherence Adequate use of research in policy formulation

Political parties

Good governance

Exhibit good governance and ensure implementation of national agenda and ruling party manifesto

Implementation of national agenda/policies/Acts

Implementation of ruling party

manifesto

ACC Flow of Information; communication and openness; Good governance

Awareness campaigns and conferences; exhibit good governance

Parliament/National Assembly/National Council


M&E of implementation process & fulfillment of laws/policies, etc Implement national documents (MTP3,

Vision 2030, NDPs, SWAPO Manifesto, etc) Effectiveness of laws

Churches

Adherence to moral ethics Ensure fair play and conduct

Social justice & equity

8. Activists, Interest / Pressure Groups Lobby groups; NHAG; Civil society; Pressure groups (labor unions, Shebeens assoc., NABTA, CTPE, ECN, ACE, AMICAAL)

Good governance & Setting of standards

Exhibit good governance & adhere to standards

Information sharing Information Dissemination/Regular feedback

Funding Implement national documents (MTP3, Vision 2030, NDPs, SWAPO Manifesto, etc)

9. Media (Electronic & Print) Print and Electronic media (NBC, MISA, etc) Media practitioners

Correct information on activities Press releases through PRO office

Documentation

10. Communities, incl. the internet community

Rural communities

Land

Ensure equitable redistribution of land Facilitate IGAs Facilitate construction of housing and infrastructure

Income Generating Activities

Housing

Basic services/infrastructure

Urban communities Land

Housing

Basic needs

General public Understanding of policies Translating policies to local languages

Basic needs/services Provide services

Page 37 of 39


Appendix C: PESTLE Analysis

MRLGHRD PESTLE ANALYSIS - MACRO-ENVIRONMENTAL INFLUENCES

[P] POLITICAL FACTORS IMPLICATIONS OPPORTUNITY THREAT

Peace and Stability Prosperity and service delivery X

Democracy Good governance X

Political infightings No consensus X

Changing of Councilors recurring costs in training new Councilors X X

Multi-party state Low progress in implementation

Participatory democracy X X

Political intolerance diverse views X X

Political interference Inappropriate and delay in decision making and program implementation

X X

Level of education for Regional

Councilors & Party list system Poor service delivery; loyalty to party X

[E] - ECONOMIC FACTORS IMPLICATIONS OPPORTUNITY THREAT

Unemployment

Poverty X

Rural/urban migration X

Crime; social evils X

High HIV/AIDS prevalence X

Inability to pay for services X

Compromised education standards X

Forced cheap labor X

Unskilled labour

low productivity; inadequate capacity to spend X

Poor service delivery; cost of prod; job injuries X

Slow Economic growth

High inflation X low repayment recovery X Poor quality of life X Unemployment X

low productivity X

Poor revenue base X

Increase in investment opportunities

Tax collection X

increase in productive sectors (tourism, mining, etc)

X

Increasing Direct Foreign investment X

Budgetary constraints Underfunding of priority projects; Poverty X

Inflation Depleted budgets/loss of income X

Inadequate local resource base Poor service delivery, poor customer relations X

Enlarged SACU transactions Budget surplus X

High inflation Lower purchasing power, service delivery compromised X

socio-economic inequalities Crime; poverty, etc X

[S] - SOCIO-CULTURAL FACTORS IMPLICATIONS OPPORTUNITY THREAT

HIV/AIDS prevalence

Reduced productivity X

Reduced life expectancy X

Development funds diverted e.g. OVCs X

Incapacitated workforce X

Crime Insecurity/high cost of crime prevention X

Corruption Wastage of resources and compromised service delivery X

Page 38 of 39


Poverty Urbanization; HIV/AIDS prevalence; crime, education, Reduced life expectancy, etc

X

Diverse cultural background Multicultural impediments X

Multicultural enrichment X

Gender inequality Economic disparities; social exclusion; High maternal deaths X

Youthful population

High labor turnover & low productivity X

Increased innovation X X

Youthful population; reduced life expectancy; high maternal deaths X

Illiteracy Low productivity; economic stagnation X

Poor governance X

[T] - TECHNOLOGICAL FACTORS IMPLICATIONS OPPORTUNITY THREAT

Inappropriate Building technology

Unaffordable & inadequate housing X

Inadequate technicians X

Imported building materials X Promote usage of untapped local building materials

X

Evolving I.C.T infrastructure

Efficiency/informed decision making X

Costly IT infrastructure X

Inaccessibility X Lack of adequate technicians X Networking barriers X communication barriers X Accessibility and performance (speed) X IT illiteracy X

Technological advancement/Innovation

Machinery replacing human labour (capital intensiveness) X

Inadequate & costly system designers/developers X X

e-governance Efficiency X

[L] - LEGAL FACTORS IMPLICATIONS OPPORTUNITY THREAT

Poor legal understanding Labour unrest; litigations; cost implication; resource wastage

X

Local authority reform Law amendment X

Outdated pre-colonial laws Hinder implementation and service delivery; uncertainty

X

Poor administration of communal land social instability X

Conflicting laws Discrimination and different interpretation; delayed decentralization X

Independent judiciary Rule of law, stability and security X

[E] - ENVIRONMENTAL FACTORS IMPLICATIONS OPPORTUNITY THREAT

E.I.A Delay development projects X

Sanitation High cost X

Inadequate Environmental policies No appropriate environmental supervision X

Build environment Inappropriate designs (high density areas) X

Natural disasters (floods, bush fires)

Infrastructure destroyed X

Reduced productivity, delaying development X

Deaths/diseases X

low agricultural production X

depleted livelihoods X

Displacements X

Diversion of funds to mitigate impact X

Page 39 of 39


Appendix D: MRLGHRD Resource Analysis

Tangible Resources: Intangible Resources:

Physical Resources (P), Human Resources (H)

Monetary Resources (M) Relational Resources (R)

Structural Resources (S)

VVeerryy

WWeeaakk WWeeaakk SSuuffffiicciieenntt SSttrroonngg VVeerryy

SSttrroonngg

MM11 BBuuddggeett ((OOppeerraattiioonnaall)) XX

PP11 PPhhyyssiiccaall IInnffrraassttrruuccttuurree:: PPrrooppeerrttyy,, BBuuiillddiinnggss,,

LLooccaattiioonn,, OOffffiiccee DDeessiiggnn PP,,BB,,OO((XX)) LL((xx))

PP22 IICCTT IInnffrraassttrruuccttuurree ((HHaarrddwwaarree,, SSooffttwwaarree &&

IInntteeggrraattiioonn)) HH((XX)) SS((XX))

PP33 OOffffiiccee TToooollss,, EEqquuiippmmeenntt,, MMaacchhiinneess XX

PP44 NNaattuurraall RReessoouurrcceess ((WWaatteerr,, LLaanndd,,

TTiimmbbeerr//WWoooodd,, EEnneerrggyy)) WW,,TT,,EE((XX)) LL((XX))

HH11 GGeenneerraall EEdduuccaattiioonnaall LLeevveellss ((MMggmmtt && SSttaaffff)) SS((XX)) MM((XX))

HH22 SSppeecciiaalliisstt SSkkiillllss aanndd KKnnooww--HHooww ((MMggmmtt &&

SSttaaffff)) SS((XX)) MM((XX))

HH33 RReelleevvaanntt EExxppeerriieennccee ((MMggmmtt && SSttaaffff)) MM,,SS((XX))

HH44 AAttttiittuuddeess,, MMoottiivvaattiioonn && CCoommmmiittmmeenntt ((AA,, MM,,

CC)) AA,,MM CC

HH55 CCrreeaattiivviittyy,, IInnnnoovvaattiioonn XX

RR11 RReellaattiioonnsshhiippss wwiitthh CCuussttoommeerrss XX

RR22 RReellaattiioonnsshhiippss wwiitthh SSuupppplliieerrss XX

RR33 CCoonnttrraaccttuuaall RReellaattiioonnsshhiippss ((MMOOUU’’ss,, eettcc..)) XX

RR44 RReeppuuttaattiioonn && IImmaaggee XX

RR55 TTrruusstt -- wwee ttrruusstt oonnee aannootthheerr.. xx

RR66 SSttrraatteeggiicc CCoonnvveerrssaattiioonnss XX

SS11 PPrroocceesssseess,, TTaacciitt RRoouuttiinneess XX

SS22 CCooddiiffiieedd IInnffoorrmmaattiioonn aanndd MMaannuuaallss XX

SS33 OOrrggaanniizzaattiioonnaall SSttrruuccttuurree XX

SS44 SSoouunndd CCoorrppoorraattee GGoovveerrnnaannccee XX

SS55 MMaannaaggeemmeenntt AApppprrooaacchheess,, ii..ee.. eeffffiicciieennccyy ooff

mmeeeettiinnggss,, iinniittiiaattiivveess // pprroojjeeccttss.. MM II//PP

SS66 OOrrggaanniizzaattiioonnaall CCuullttuurree ((LLiivviinngg tthhee VVaalluueess)) XX

SS77 CCoommpplliiaannccee ttoo llaawwss.. XX

SS88 TTeeaammwwoorrkk –– OOnnee IIddeennttiittyy XX

SS99 DDeecciissiioonn MMaakkiinngg PPrroocceessss XX

Documents

REPUBLIC OF NAMIBIA: MINISTRY OF REGIONAL, LOCAL ... (By... · Ministry of Regional and Local Government, Housing and Rural Development (MRLGHRD) went through a very comprehensive