FOREWORD ...... 3
PRELIMINARY OUTTURN 2013/14 ...... 15
VOTE 01 - OFFICE OF THE PRESIDENT ...... 17
VOTE 02 - OFFICE OF THE PRIME MINISTER ...... 25
VOTE 03 - NATIONAL ASSEMBLY ...... 50
VOTE 04 - OFFICE OF THE AUDITOR-GENERAL ...... 58
VOTE 05 - MINISTRY OF HOME AFFAIRS AND IMMIGRATION ...... 70
VOTE 06 - DEPARTMENT OF POLICE ...... 79
VOTE 07 - MINISTRY OF FOREIGN AFFAIRS ...... 90
VOTE 08 - MINISTRY OF DEFENCESS ...... 107
VOTE 09 - MINISTRY OF FINANCE ...... 117
VOTE 10 - MINISTRY OF EDUCATION ...... 133
VOTE 11 - NATIONAL COUNCIL ...... 158
VOTE 12 - MINISTRY OF GENDER EQUALITY AND CHILD WELFARE ...... 168
VOTE 13 - MINISTRY OF HEALTH AND SOCIAL SERVICES ...... 180
VOTE 14 - MINISTRY OF LABOUR AND SOCIAL WELFARE ...... 186
VOTE 15 - MINITSTRY OF MINES AND ENERGY ...... 195
VOTE 16 - MINISTRY OF JUSTICE ...... 204
VOTE 17 - MINISTRY OF REGIONAL AND LOCAL GOVERNMENT, HOUSING AND RURAL DEVELOPMENT ...... 219
VOTE 18 - MINISTRY OF ENVIRONMENT AND TOURISM ...... 233
VOTE 19 - MINISTRY OF TRADE AND INDUSTRY ...... 243
VOTE 20 - MINISTRY OF AGRICULTURE, WATER AND FORESTRY ...... 260
VOTE 21 - NAMBIAN CORRECTIONAL SERVICE ...... 279
VOTE 22 - MINISTRY OF FISHERIES AND MARINE RESOURCES ...... 294
VOTE 23 - DEPARTMENT OF WORKS ...... 302
VOTE 24 - DEPARTMENT OF TRANSPORT ...... 310
VOTE 25 - MINISTRY OF LANDS AND RESETTLEMENT ...... 322
VOTE 26 - NATIONAL PLANNING COMMISSION ...... 332
VOTE 27 - MINISTRY OF YOUTH, NATIONAL SERVICES, SPORT AND CULTURE .... 346
VOTE 28 - ELECTORAL COMMISSION OF NAMIBIA ...... 358
1
VOTE 29 - MINISTRY OF INFORMATION AND COMMUNICATION TECHNOLOGY ... 364
VOTE 30 - ANTI-CORRUPTION COMMISSION ...... 370
VOTE 31 - MINISTRY OF VETERANS AFFAIRS ...... 378
2
Summary of Achievements and Challenges
FOREWORD The Government Accountability Report gives an account of the implementation of the Government programmes and projects funded under the budget. The report is aimed at informing the public on the outputs and outcomes realized by Office/Ministry/Agency (O/M/As) against their appropriated budgets, targets and sector development objectives for the year under review. In so doing, the Report constitutes an important element in Public Finance Management as it embeds transparency and accountability in the execution of the budget programmes. It thus forms a vital tool for assessing the effectiveness of the budgetary allocations to various budget Votes and programmes.
The annual publication of the Accountability Report signifies the Government‟s commitment to results-based budgeting and accountability for development outcomes obtaining from the resources spent on the various public programmes. Its significance lies in the fact that the report extends from the narrower focus of narrating how much money is being spent on programmes and activities, to include what the public sector accomplishes with the appropriated funds, thereby holding O/M/As accountable for the quality and quantity of outcomes. In this regard, the Report goes at length to provide detailed information on the performance of individual O/M/As against their ministerial targets and national development objectives.
The Report is divided into two main sections. The first section presents a general overview of the overall performance of Government in meeting its targets during the 2012/13 fiscal year, including an analysis of the actual outturn on key fiscal indicators vis-à-vis the estimated targets and an assessment of the preliminary fiscal outturn for 2013/14 fiscal year. The second section of the document presents the detailed individual Accountability Reports for each O/M/A as well as the analytical explanation of the performance and budget execution for 2012/13 fiscal year.
The publication of the Government Accountability Report, therefore, holds mutual benefits for the public and Government. Thorough public scrutiny of the Report provides insights into the progress made with the usage of public resources to achieve development outcomes, while objective feedback from such scrutiny allows O/M/As to strive for excellence and efficiency in service delivery.
I, therefore, urge the public to scrutinize the information provided in this report, acquaint themselves with the outputs realized through the various public intervention programmes and come forth with concrete proposals on where improvements can be made. In the same vein, I trust that the information provided in this Report will assist the legislature when it considers the budget proposals and the associated Ministerial targets for the 2014/15 – 2016/17 MTEF period. Let us join hands and inculcate the culture of doing more with less.
……………………………………… Saara Kuugongelwa-Amadhila, MP MINISTER OF FINANCE
3
Summary of Achievements and Challenges
SUMMARY OF ACHIEVEMENTS AND CHALLENGES
This section provides an overview of government‟s achievements and in the form of services delivered. Detailed Achievements are provided under each Vote‟s section:
Government successfully launched the Fourth National Development Plan (NDP4) in July 2012 which is a five-year development plan for the period 2012/13 to 2016/17. In addition, Government also rolled out the guidelines for the formulation of the Five Year Sectoral Execution Plans (SEPs) and Annual Sectoral Execution Plans (ASEPs) to serve as the monitoring and evaluation framework for NDP4 interventions at sectorial level;
Namibia admirably weathered the effects of the global economic downturn, resulting in the strong rebound in the domestic economy since 2009 to achieve an economic growth rate of 5.0 percent in 2012. Fiscal balances have also improved for the better, with the budget deficit reduced to 0.1 percent of GDP in 2012/13 in favour of entrenched macroeconomic stability, debt stabilization and long- term sustainability of fiscal outcomes;
Government continued to enhance international and regional cooperation, and to coordinate on policy issues related to developments in the regional and international organizations such as SADC, SACU,AU, UN and other international organisations and groupings;
In order to ensure access to national documents, the waiting period improved from 90 working days to 60 working days for national identity document while the period for issuing of passports and visas was reduced to within 10 working days and 30 days for citizenship by descent;
A 10-year Financial Sector Strategy and Action Plan, focusing on financial deepening and development, strengthening financial safety nets, financial inclusion, localization of the sector and skills development was finalized and launched as part of this strategy, the Financial Literacy Initiative (FLI) Campaign was rolled out to various regions of the country;
The Namibia Statistics Agency (NSA) was established which has taken over all statistical functions and projects that were falling under the former Central Bureau of Statistics at National Planning Commission;
The Namibian Standards Institute (NSI) has now been fully operationalised under the Standards Act 18 of 2005, as the Act and Regulations entered in to force during the period under review;
4
Summary of Achievements and Challenges
Namibia continued to retain favourable credit rating from both Fitch Credit Rating (BBB-) and Moody's Investor Services (Baa3), ensuring maintenance of investors‟ confidence and credibility; Government has initiated reforms in core areas of Public Finance Management (PFM) with the objective of strengthening the public finance management systems, thus increasing transparency and accountability and enhancing value for money;
The Government successfully raised a ZAR850 million bond on Johannesburg Stock Exchange to contribute to the financing of the budget deficit for the MTEF period;
Government through the Ministry of Justice engaged stakeholder‟s participation in writing of the New Rules of Court, which is aimed at facilitating e-Justice and Judicial Case Management;
The Namibia Legal Resources and Information Institute (NaLRII) was established.
A great number of O/M/As in Government had gone live with EDRMS(Electronic Document and Record Management System).
Crop farming output improved due to expansion of activities, completion of several projects under the Green Scheme and better rainfall.
Increased export of beef from Northern Communal Areas was recorded due to improvements in animal health and compliance with international standards.
Construction of several storage facilities and the Fresh Produce Hubs at Rundu and Ongwediva were also completed.
The number of tourist arrivals exceeded 1 million, with over 160 new accommodation facilities opened in 2012, creating close to 1,000 jobs. This development was mostly on the back of the emerging economic recovery in Developed economies.
Government commissioned the West African Cable System project.
Provision of clean water supply has been expanded to an increasing number of Namibians;
The expected construction of Neckertal Dam in !Karas Region and Walvis Bay Desalination Plant are expected to increase bulk water supply for industrial use, households and irrigation;
Over 150 schools and Government facilities in rural areas have been electrified;
5
Summary of Achievements and Challenges
Important transport infrastructure projects during the review period that have been completed amongst others include: - Phase 2 of the Rundu-Elundu road upgrading, the Okahandja-Karibib road rehabilitation, the upgrading of the Gobabis-Otjinene road, Okahao-Omakange road, and Phase II of the Northern railway extension project;
AgriBank loan extension to the in aquaculture sector increased by 8 percent to amount to N$276 million in 2012, benefiting over 640 commercial and small- scale farmers and supported over 5,000 jobs during 2012;
The Development Bank of Namibia (DBN) has disbursed loans amounting to N$383 million during 2012 bringing the DBN‟s total loan book to N$1.4 billion. In 2012 alone, DBN financing activities supported over 341 projects, creating over 1,980 new jobs, 2,988 temporary jobs and retaining 2,717 jobs.
The licensing of the SME Bank was issued in December 2012, an institution that is expected to enhance the financial inclusion and the development agenda of the SME sector in Namibia.
The Basic Bank Account which offers low or no bank charges for certain services was introduced as part of the Financial Sector Strategy implementation.
The fight against malaria and tuberculosis and in rolling-out of Anti-retroviral drugs, recorded a coverage rate in excess of 85 percent;
CHALLENGES
Despite the achievements, some challenges which hamper progress in various sectors still prevail Economic developments in Europe and North America had a negative impact on the economy due to the reduced exports of goods and services caused by reduced commodity prices;
The reduction in development partner funding to the health sector has had negative impact on service delivery under the programmes in areas such as HIV/AIDS, TB and malaria;
The continued lack and shortcoming of trained and skilled personnel in the public service and in the economy in general
Lack of serviced industrial land and the high cost of purchasing and servicing land for industrial purposes combined with increased cost of building materials have negatively impacted National industrialisation.
Poor rain conditions has adversely impacted on crop production and livestock;
6
Summary of Achievements and Challenges
The provision of affordable housing for the majority of our population remains a challenging priority for Government, given high property prices and the scarcity of serviced land;
Occasional foot-and-mouth diseases (FMD) outbreaks in the Zambezi Region hamper the marketing of animals for slaughter from the region; and
The increase backlog of cases in High Court and Lower courts continue to persist.
7
BUDGET OUTTURN 2012/13
Revenue Total Revenue and grants for 2012/13 is estimated at N$38.0 billion, which is 7.3 percent better than the N$35.42 billion estimated in the budget. The favourable outturn is on account of better –than-expected performance in domestic tax revenue streams, given better economic performance than forecast, and an improved tax collection and administration effort.
The revenue outturn represents about 27 percent growth over the N$29.9 billion collected during 2011/12. Both domestic tax revenue streams and the SACU Common Revenue Pool demonstrated strong performance.
Meanwhile, non-tax revenue followed suit by also exceeding expectations in FY2012/13, recording an impressive collection rate of 156.0% as N$2.5bn was collected, outstripping original estimates of N$1.6bn. This came largely on the back of strong collection of entrepreneurial and property income, which beat estimates of N$1.0bn to total N$1.7bn. However, despite this impressive outturn, this nonetheless marked a 14.7% decline from the N$2.0bn in entrepreneurial and property income collected in FY2011/12, and an overall fall in non-tax revenue of 4.6%, down from N$2.6bn.
Table 1: Revenue Outturn FY2012/13 (N$mn) Original Actual Collectio Revenue Source Estimate Collection n Rate Taxes on Income and Profits 11,593.8 14,536.7 125.4% Taxes on Property 282.4 288.5 102.2% Domestic Taxes on Goods and Services 7,850.7 6,438.7 82.0% Taxes on International Trade and 13,795.8 13,795.8 100.0% Transactions Other Taxes 288.5 259.6 90.0% TAX REVENUE 33,811.2 35,319.3 104.5% Entrepreneurial and Property Income 1,039.5 1,723.2 165.8% Fines and Forfeitures 70.3 59.2 84.2% Administrative Fees and Charges and 454.4 723.0 159.1% Incidental Sales NON-TAX REVENUE 1,583.8 2,505.4 158.2% Return of Capital from Lending and 19.7 4.2 21.3% Equity Participation External Grants 184.1 168.4 91.5 TOTAL REVENUE 35,598.8 37,997.3 106.7%
8
Budget Outturn 2012/13
Various categories of taxes on income and profits posted better outturn, particularly diamond mining tax. Non-tax revenue also posted better performance, recording 57.8% better than expected.
Tax on Income and Profits The tax streams that contributed to the favourable performance of Tax on Income and Profits were Individual Income Tax/Pay As You Earn (PAYE), Diamond mining company tax, Non-mining Company Tax and Value-Added Tax (VAT). The strong revenue performance was on the back of a strong economic performance and the buoyancy of tax policy and administration measures implemented. Diamond mining company tax performed better due to improvements in diamond commodity prices. However, Other Mining Company Tax experienced a lower than expected performance as a result of low commodity prices, especially for uranium and zinc metals.
Taxes on Property Taxes on property registered a moderate increase in relation budget forecast, reflecting growing domestic demand for property, especially in the real estate‟s sector as well as improved sales of immovable and movable properties.
Domestic Taxes on Goods and Services Value-Added Tax posted better performance as a result of improvements in domestic demand conditions and, due to improvements in disposable income levels.
Taxes on International Trade and Transactions Taxes on International Trade relates to receipts from the SACU Common Revenue Pool. SACU revenue shares are predetermined prior to the budged year. Growth in SACU economies and intra-SACU trade propelled the year-on-year growth in SACU receipts.
Other Taxes Other Taxes consist of Stamp duties and fees. Collection of Stamp duties and fees is demand driven and depends on lease agreements, financial leases and value of dutiable instruments. Revenue from this stream was lower than expected, due to lower volume of transactions in dutiable instruments.
Non-Tax Revenue The increase in Non-tax revenue outturn reflects better collections of taxes and administrative charges collected by various O/M/As, mineral royalty collections as well as payment of dividends and profit share from profit-making SOEs and parastatals.
EXPENDITURE OUTTURN The total budget allocation for 2012/2013 including statutory amounted to N$40.07 billion. Total Actual expenditure excluding statutory amounted to N$38.04billion. This expenditure level reflects a budget execution rate of 96.1%. The spending and achievements of individual O/M/As are reported under each vote.
9
Budget Outturn 2012/13
Whilst the overall execution rate is high, the individual execution rates per Vote vary. It is pleasing to note however, that during the period under review, only one (1) vote overspent on its allocated budget. This over expenditure is however only 0.1% over their total allocation and is within the stipulated 2% threshold of the State Finance Act 1991, (Act 31 of 1991). This is as a result of improved budget control measures implemented by the Ministry of Finance and improved management by O/M/A‟s.
With regards to under expenditure, it is noted that 19 Votes under spent by more than 2% as observed in the table above while10 Votes under-spent by less than 2%. . The main reasons provided for under-spending were delays in filling vacant positions and the lack of appropriate skills in capital projects management.
While funding for vacancies is provided to O/M/As over the entire financial year, the actual filling of vacancies in many cases extend beyond the financial year of the budget due to extensive procedures.
With regard to Capital projects, O/M/As secure funding for multiple projects stages. As a result when there is a delay in a project stage the actual implementations of projects are not correlated to the funding volume, leaving savings in the budget Further on , project costing is compromised when estimation is done in the absence of bills of quantities as a principle, project costing should be based on thorough bills of quantities.
Overall, O/M/As have started to do Forward Expenditure Plans which would guide them on the expenditure and help to identify savings need ahead of the end of the financial year.
10
Budget Outturn 2012/13
Operational expenditure totalled N$30.6bn in FY2012/13, marking a 15.2% increase over the N$28.0bn spent in FY2011/12. This equated to an execution rate of 98.7%, which represented an increase over the 97.0% execution rate posted in FY2011/2 (See Table 3).
Total Budgeted Expenditure vs. Actual Expenditure, 2012/2013 Budgeted expenditure per Revised Actual Percentage the budgeted Vote Name of Vote Expenditure Of Appropriation expenditure N$ ‘000’ Execution Act N$ ‘000’ N$ ‘000’ 01 Office of the 379,759 379,759 378,592 99.69% President 02 Office of the 251,658 251,658 231,866 92.14% Prime Minister 03 National 115,333 115,333 107,025 92.79% Assembly 04 Auditor General 80,670 80,670 80,328 99.58% 05 Home Affairs and 254,315 254,315 231,702 91.11% Immigration 06 Police 2,362,218 2,362,218 2,364,207 100.08% 07 Foreign Affairs 542,853 542,853 542,750 99.98% 08 Defence 3,414,538 3,414,538 3,414,317 99.99% 09 Finance 3,294,888 3, 294,888 3,197,367 97.04% 10 Education 9,415,973 9,415,973 9,307,789 98.85% 11 National Council 61,635 61,635 51,605 83.73% 12 Gender Affairs 567, 989 567, 989 522,937 92.07% and Child Welfare 13 Health and Social 3,975,968 3,975,968 3,773,027 94.89% Services 14 Labour and Social 1,328,864 1,328,864 1,239,562 93.28% Welfare 15 Mines and Energy 194,398 194,398 178,722 91.94% 16 Justice 444,336 444,336 444,036 99.93% 17 Regional and 1,374,575 1,374,575 1,356,677 98.69% Local Government 18 Environment and 572,450 572,450 518,112 90.51% Tourism 19 Trade and Industry 727,860 727,860 717,857 98.63% 20 Agriculture, Water 2,034,233 2,034,233 1,575,769 77.46% and Forestry 21 Namibian 447,369 447,369 446,157 99.73% Correctional Services 22 Fisheries and 257,463 257,463 235,533 91.48% Marine Resources 23 Department of 589,887 589,887 504,889 85.59% Works
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Budget Outturn 2012/13
24 Department of 2,494,681 2,494,681 2,376,590 95.27% Transport 25 Lands and 271,528 271,528 244,729 90.13% Resettlement 26 National Planning 160,332 160,332 152,431 95.07% Commission 27 Youth, National 528,699 528,699 515,241 97.46% service, Sport and Culture 28 Electoral 199, 413 164,183 129,034 78.59% Commission 29 Information and 305,427 305,427 294,051 96.28% Broadcasting 30 Anti-Corruption 50,303 50,303 47,865 95.15% Commission 31 Veteran Affairs 1,061,099 1,061,099 1,059,791 99.89% TOTAL 37,760,704 37,725,484 36,240,560 96.00%
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Budget Outturn 2012/13
Table 3: Operational Expenditure for FY2012/13 by Vote (N$mn) Execution Vote Budgeted Actual Rate 01 President 187.4 186.3 99.4% 02 Prime Minister 210.7 218.9 103.9% 03 National Assembly 109.4 100.9 92.2% 04 Auditor General 45.7 45.4 99.3% 05 Home Affairs and Immigration 201.2 194.2 96.5% 06 Police 2,089.6 2,107.4 100.9% 07 Foreign Affairs 437.6 451.1 103.1% 08 Defence 2,960.3 2,960.1 100.0% 09 Finance 3,215.6 3,141.6 91.4% 10 Education 8,982.1 8,725.8 97.1% 11 National Council 61.4 51.4 83.7% 12 Gender Equality and Chile Welfare 537.7 480.6 89.4% 13 Health and Social Services 3,480.0 3,466.2 99.6% 14 Labour and Social Welfare 1,305.1 1,217.8 93.3% 15 Mines and Energy 91.5 89.9 98.3% 16 Justice 394.8 395.1 100.1% 17 Regional and Local Government, Housing 876.4 858.5 98.0% and Regional Development 18 Environment and Tourism 421.4 385.5 91.5% 19 Trade and Industry 265.4 264.4 99.6% 20 Agriculture, Water and Forestry 1,005.9 879.31 87.4% 21 Namibian Correctional Services 362.7 383.9 105.9% 22 Fisheries and Marine Resources 204.5 197.8 96.7% 23 Works 530.4 466.9 88.0% 24 Transport 988.9 1,265.6 128.0% 25 Lands and Resettlement 107.7 101.3 94.1% 26 National Planning Commission 118.9 142.4 119.8% 27 Youth, National Service, Sport and Culture 471.9 465.9 98.7% 28 Electoral Commission 198.9 128.6 64.7% Information and Communication 29 216.1 218.0 100.9% Technology 30 Anti-Corruption Commission 28.1 28.1 100.0% 31 Veterans Affairs 1,046.7 1,049.2 100.2% Total 31,154.0 30,668.1 98.4%
Meanwhile, development spending fell by 23.9% in FY2012/2013, from N$7.3bn to N$5.6bn, with the execution rate following suit as it dropped from 94.5% to 83.2% (See Table 4).
13
Budget Outturn 2012/13
Table 4: Development Expenditure for FY2012/13 by Vote (N$mn) Execution Vote Budgeted Actual Rate 01 President 192.4 192.3 100.0% 02 Prime Minister 40.9 12.9 31.5% 03 National Assembly 5.9 6.1 % 04 Auditor General 35.0 34.9 99.8% 05 Home Affairs and Immigration 53.1 37.5 90.3% 06 Police 272.7 256.8 99.1 07 Foreign Affairs 1 05.3 91.7 100.0% 08 Defence 454.2 454.2 100.0% 09 Finance 79.3 57.0 71.9% 10 Education 543.0 582.0 96.4% 11 National Council 0.2 0.2 99.1% 12 Gender Equality and Chile Welfare 30.3 42.3 59.0% 13 Health and Social Services 495.9 306.8 70% 14 Labour and Social Welfare 23.8 21.8 91.7% 15 Mines and Energy 102.9 88.9 88.5% 16 Justice 49.5 49.0 98.9% 17 Regional and Local Government, Housing 498.2 498.2 100.0% and Regional Development 18 Environment and Tourism 151.0 132.6 87.8% 19 Trade and Industry 462.5 453.4 98.0% 20 Agriculture, Water and Forestry 1,028.3 696.5 67.7% 21 Namibian Correctional Services 84.7 62.3 90.6% 22 Fisheries and Marine Resources 53.0 37.8 71.3% 23 Works 59.5 37.9 63.8% 24 Transport 1,505.7 1,111.0 95.1 25 Lands and Resettlement 163.9 143.4 87.5% 26 National Planning Commission 41.3 10.0 96.2% 27 Youth, National Service, Sport and Culture 56.8 49.3 94.5% 28 Electoral Commission 0.5 0.5 90.6% Information and Communication 29 89.3 76.0 94.6% Technology 30 Anti-Corruption Commission 22.2 20.7 93.3% 31 Veterans Affairs 14.4 10.6 94.8% Total 6 715.7 5 584.7 83.16%
14
PRELIMINARY OUTTURN 2013/14
Expenditure Preliminary Outturn for the period April (2013 – mid Feb 2014) amounted to N$44 billion of the N$47.6 billion budgeted expenditure including statutory (N$2.3 billion). This represents 94% rate of execution. Operational expenditure accounts for N$ 30.8 billion of N$ 37 .2 billion budgeted expenditure, representing of 82.8% rate of execution. The development expenditure is N$ 4.9 billion representing 60.5% of the N$ 8.1 billion budgeted expenditure. The table below provides information on individual votes.
Table 5: Preliminary Expenditure Outturn (Apr-mid Feb) 2013/14 by Vote (N$mn) Execution Vote Budgeted Actual Rate 01 President 410.1 324 79.1% 02 Prime Minister 357 263 73.6% 03 National Assembly 123 97 78.8% 04 Auditor General 81.3 63 77.8% 05 Home Affairs and Immigration 418 266 73.7% 06 Police 3227 2880 89.3% 07 Foreign Affairs 693.1 561 80.9% 08 Defence 3964 3415 86.2% 09 Finance 3261 2215 67.9% 10 Education 10748 10118 94.1% 11 National Council 75 59 78.4% 12 Gender Equality and Chile Welfare 531 451 85% 13 Health and Social Services 5245 4027 76.8% 14 Labour and Social Welfare 1549 524 33.8% 15 Mines and Energy 271 120 44.4% 16 Justice 546 431 78.9% 17 Regional and Local Government, Housing 1974 1393 70.7% and Regional Development 18 Environment and Tourism 657 480 73.0% 19 Trade and Industry 749 542 72.1% 20 Agriculture, Water and Forestry 2359 1656 70.2% 21 Namibian Correctional Services 587 462 78.7% 22 Fisheries and Marine Resources 283 221 78.0% 23 Works 596 514 87.2% 24 Transport 3646 2642 72.5% 25 Lands and Resettlement 300 266 88.9% 26 National Planning Commission 166 124 74.4% 27 Youth, National Service, Sport and Culture 682 509 74.7% 28 Electoral Commission 221 78 35.2%
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Preliminary Outturn 2013/14
Execution Vote Budgeted Actual Rate 29 Information and Communication Technology 679 411 60.5% 30 Anti-Corruption Commission 49 33 68.5% 31 Veterans Affairs 861 557 64.7% Total 45 308.5 35 703 78.8%
Preliminary Revenue Outturn
The preliminary revenue outturn for 2013/14 up to mid-February 2014 amounts to N$38.82 billion, equivalent to 96.6 percent of the N$40.14 billion estimated in the budget. Thus, revenue for 2013/14 is estimated to increase to N$43.87 billion, which represents an increase of 15.5 percent over the previous year and 9.3 percent more than the budgeted revenue, on the back of better-than-forecast economic performance and a stepped up tax collection and administration effort. The increase is driven by better than projected performance in the revenue head of taxes on income and profits, taxes on international trade and transactions.
16
VOTE 01 - OFFICE OF THE PRESIDENT
1. OVERALL SUMMARY
The Office of the President managed to successfully meet the ministerial targets identified. The Office finalized the following development projects: renovation of the Swakopmund State House; Oshakati Guest House; Construction of retaining wall at main Guesthouse as well as major landscaping. Other projects were also implemented such as Intergraded Communication System (video conferencing); sound proofing of Cabinet Chambers and other strategic offices; acquiring of gym equipment. The Office also achieved to compile statements by His Excellency the President in books form as from 2005 to 2009 and partially replaced CCTV equipment at State House.
The vote enabled the Namibia Central Intelligence Service (NCIS) to execute its mandate as provided for in the NCIS Act, 1997 (Act No. 10, of 1997). In terms of its mandate, the NCIS will investigate, gather, evaluate, correlate, interpret and retain information, whether inside or outside Namibia in order to detect and identify any threat or potential threat to the security of Namibia.
The total budget allocated to the vote over the Medium Term Expenditure Framework (MTEF), 2010/2011, 2011/2012 and 2012/2013 was N$656,251,000-00 of which N$658,192, 229 was spent, exceeding the approved budget by N$1,941,229-00, which represent an excess of 1%. This excess was funded from the savings of the previous MTEF.
2. PERFORMANCE OF MINISTERIAL TARGETS
Target 1: 100% Maintenance of the Office buildings facilities over the MTEF period 2010/2011 2011/2012 2012/2013 2013/2014 2014/2015 2015/2016 Target Actual Actual Actual Forecast Forecast Forecast 100% 95% 95% 85% 85% 85% 85%
This target is linked to Delivery of Service programme. The office upgraded the fire detectors and extinguisher. The lack of adequate funds makes impossible that not all maintenance work could be carried out as planned.
Target 2: 100% Completion of construction of new State House 2012/2013 2010/2011 2011/2012 2012/2013 2013/2014 2014/2015 2015/2016 Target Actual Actual Actual Forecast Forecast Forecast 100% 95% 95% 100% 0% 0% 0%
This target is linked to Protection and Defence of the Constitution programme. Landscaping is partial completed and this is an ongoing process.
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Vote 01 Office of the President
The Furnishing of Presidential Residence and the main guesthouse were finalized. Construction of first and second phases of retaining wall at main Guesthouse also completed.
Target 3: To ensure 100% monitoring of Cabinet Decisions implemented within six Months over the MTEF period
2010/2011 2011/2012 2012/2013 2013/2014 2014/2015 2015/2016 Target Actual Actual Actual Forecast Forecast Forecast 98% Monitoring of Cabinet Decisions implemented within six 95% 95% 98% 100% 100% 100% months over the MTEF period This target is linked to Cabinet Secretariat programme The process of monitoring the implementation of selected major Cabinet Decisions has improved markedly due to increase in the staff component and Human Resources Development. The invigoration of the Cabinet Liaison system contributed a great deal as a good number of Offices/Ministries and Agencies were cooperated in providing feedback reports timely, unlike in the past.
Target 4: 100% Consultation with various communities and Traditional Leaders throughout the country is maintained over the MTEF period
2010/2011 2011/2012 2012/2013 2013/2014 2014/2015 2015/2016 Target Actual Actual Actual Forecast Forecast Forecast 98% Consultation with various communities and Traditional Leaders 95% 95% 98% 100% 100% 100% throughout the country is maintained over the MTEF period This target is linked to the Protection and Defence of the Constitution programme. Under which H.E. the President visited all regions; various Communities and Traditional Leaders to consult and discussed challenges encountered. In addition, HE the President also consulted NGOs; Church Leaders; Leaders of political parties; Trade Unions and Business communities.
Target 5: 100% Implementation of Strategic Plan over the MTEF period.
2010/2011 2011/2012 2012/2013 2013/2014 2014/2015 2015/2016 Target Actual Actual Actual Forecast Forecast Forecast 98% Implimentation of Strategic Plan over the 0% 50% 75% 100% 100% 100% MTEF period This target is linked to Delivery of Service programme.
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Vote 01 Office of the President
The Office has successfully reviewed the Strategic Plan and finalised the Performance Agreements which is implemented during the 2013/2014 financial year.
Target 6: 100% Timely Provision of intelligence for policy formulation and decision making over the MTEF period
2010/2011 2011/2012 2012/2013 2013/2014 2014/2015 2015/2016 Target Actual Actual Actual Forecast Forecast Forecast 98% Timely Provision of intelligence for policy formulation and decision 0% 0% 80% 100% 100% 100% making over the MTEF period This target is linked to the Intelligence programme. The Namibian Central Intelligence Service executed its mandate by keeping the President and the public at large informed of any threat or potential threat to the security of Namibia, and thereby contributing to peace, security and Stability. Despite having achieved its mandate, the Department continues to experience operational and administrative challenges both in the internal and external environment.
3. NON-TAX REVENUE
Year 2010/11 2011/12 2012/13 Revenue Source Estimate Actual Estimate Actual Estimate Actual Private Calls 3,246 0 50 0 0 0 Unclaimed Cheques 0 0 0 1,964 0 0 Miscellaneous 173,601 358,377 173,601 375,842 173,601 265,429 Total 176,847 358,377 173,651 377,806 173,601 265,429
Unclaimed Cheques: The variance resulted from stale cheques that were posted to General Ledger.
Miscellaneous:
The variance under Miscellaneous resulted from few overpayments on remuneration of previous Financial Years identified, unlike the cases in 2011/2012. This is partially attributed to improved internal control mechanisms.
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Vote 01 Office of the President
4. BUDGET EXECUTION
4.1 Overall Vote Actual Performance Year 2010/11 2011/12 2012/13 Breakdown Estimate Actual Estimate Actual Estimate Actual Operational Budget 150 812 144 178 173 745 170 226 187 409 186 327 Development Budget 201 086 177 635 116 890 115 608 192 350 192 265 Development Partners 0 0 0 0 0 0 Total 351 898 321 813 290 635 285 834 379 759 378 592
4.2 Expenditure by programme
Year P ro g ra m Activity 2012/13 me Activity Code B ud g e t e d R e vis e d A c t ual Exe c ut io n Programme C o de A llo c at io n A llo c at io n Exp e ns e s R at e ( %) Host Official 01 19,790 0 19,654 99.31 Functions Undertake National and International 02 23,120 0 22,888 99.00 Protection and defence of Visits 01 the Constitution Maintain 03 0 0 0 0.00 Infrastructure Construct New State 04 14,000 0 13,915 99.39 House Subtotal 56,910 0 56,457 99.20 Provide Advisory 01 11,420 0 11,344 99.33 Services Carry out executive 02 13,061 0 12,963 99.25 assignments Provide logistics and Delivery of Service 02 03 0 0 0 0.00 procurement Strengthen capacity 04 0 0 0 0.00 building First Lady 05 4,000 3,985 99.63 Sub-total 28,481 0 28,292 99.34 Carry out intelligence 01 275,385 0 275,385 100.00 Intelligence Services 03 gathering activities Sub-total 275,385 0 275,385 100.00 Performing 01 3,310 0 3,285 99.24 ceremonial functions Founding President 04 Undertake National and International 02 3,576 0 3,457 96.67 Visits Sub-total 6,886 6,742 96.67 Coordinate cabinet 01 5,798 0 5,664 97.69 work Monitor and evaluate the implementation of 02 6,299 0 6,052 96.08 Cabinet Secretariat 05 Cabinet decisions.
Cordiante Inter 03 0 0 0 0.00 Government activities Sub-total 12,097 0 11,716 96.85 Grand-total 379,759 0 378,592 99.69
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4.3 Details of Programme Performance
Programme 1: Protection and defence of the Constitution
Main Activities:
Execution of executive functions: Hosting official functions: opening of statutory bodies, accreditation and commissioning of Ambassadors and High Commissioners, coordinating economic activities. As a Chairperson of the Cabinet and SADC His Excellency hosted and attended regional and local engagements. Undertake Official visits: in order to promote bilateral, commercial trade and investments. To attend multilateral events as well as to sign treaties / protocols with other countries.
Achievements: 100% renovation of Swakopmund State House and Oshakati Guest House has been finalized. Two (2) phases for retaining wall at Main Guest House completed. Landscaping partially finalized and still ongoing. Furnishing of Presidential Residence and main Guest House finalized. Compilation of His Excellency statement in book form.
Shortcomings:
Financial constraints to meet the following expenses: Air transport claims and Government Garage expenses. Intergraded Communication System implementation. Acquisition and Maintenance of security equipment. Medal and certificates acquisitions.
Programme 2: Delivery of Services
Main Activities: Provision of Advisory and administrative services e.g. provide legal, political and economic advice to the Head of State as well as administrative support. Carry out executive assignments such as resolutions of tribal conflict, emergency measures for crises like flood and appointment of Commission of Inquiries on important cases. Provide logistics and procure of goods and services through Treasury Instruction and the Tender Board Act of Namibia (Act 16 of 1996). Maintenance and upgrade of infrastructure.
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Achievements: Appointed a Health Commission of inquiry and completion thereof. Partly replacement of Presidential motorcade. 80% staff members attended short courses and workshops. Financial Assistance provided for HR development. Continuous upgrade and maintenance of Office Website.
Shortcomings: To retain and attract specialised staff
Financial constraints experienced for the following purposes:
To implement wellness programmes. To maintain and upgrade State House Infrastructures. For fleet replacement. To cover utility expenses
Programme 3: State Security
Main activities: Conduct research and provide policy advice Effective gathering of intelligence information in order to avoid threats to Namibia's Constitutional and democratic order. Sharing of intelligence information gathered, with Law Enforcement Agencies in order to prevent and combat criminal activities. Broadly ensuring that the Namibian people enjoy peace, safety and security, without the threat of violence and crime.
The vote provided funds to the NCIS to carry out its mandate in terms of Section 5(1) of the NCIS Act, 1997 (Act No. 10, of 1997), which are as follows:
investigate, gather, evaluate, correlate, interpret and retain information in order to detect and identify any threat or potential threat to the security of Namibia and accordingly keep the President and the Government of the Republic of Namibia informed thereof;
assisting the Namibian Police Force by gathering intelligence to be used in the detection and prevention of such serious offences as may be determined by the Director-General after consultation with the Inspector-General of Police; taking steps to protect the security interests of Namibia whether political, military or economic; assist with the carrying out of security vetting investigations for O/M/As; make recommendations to the President regarding the policies concerning security intelligence, security intelligence priorities and security measures in O/M/As; and
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Perform such other duties and functions as may from time to time be determined by the President as being in the national interest.
Achievements: The NCIS was able to execute its mandate by keeping the President and the Government of the Republic of Namibia informed of any threat or potential threat to the security of Namibia, and thereby contributing to peace, security and stability.
Shortcomings: Despite having achieved its mandate, the Service experienced operational and administrative challenges both in the internal and external environment.
Programme 4: Former President Support Services
Main activities:
Uphold international multilateral diplomacy Perform ceremonial functions as per invitation by Public and Private Sectors. Attend official functions inside and outside Namibia Carry out other functions related to charity work.
Achievements: Completion and furnishing of Office for Former President and Support Staff. Financial Assistance provided for HR development.
Programme 5: Cabinet Secretariat
Main activities Coordinate the work of Cabinet by providing secretarial services during meetings. Monitor and evaluate the implementation of Cabinet Decisions. Perform functions assign to it by either the President or the Cabinet.
Achievements: Introduction of Cabinet Toolkit. Training of Liaison Officers of the OMAs with regard to Cabinet Decision implementation.
Shortcomings: Cabinet Handbook to improve Cabinet Governance system
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5. MID-YEAR REVIEW
First Quarter Execution Revenue Source Estimate Collection Rate(%) Private Calls 0 0 0.00 Unclaimed Cheques 0 0 0.00 Miscellaneous 391,026 1,374 0.35 Total 391,026 1,374 0.35
5.1 Mid-Year Ministerial Revenue
Mid Year Estimated Full Revenue Source Estimate Y e ar Collection R e ve nue P ro je c t io n Private Calls 0 0 0 Unclaimed Cheques 0 0 0 Miscellaneous 391,026 1,374 391,026 Total 391,026 1,374 391,026
The Office has collected some revenue which not included in this amount, because it is still not reflecting on the General Ledger.
5.2 Mid-Year Budget Execution by Programme
A c t ual Budgeted Revised Execution Programme Expenditure Revised Estimate of Allocation Allocation in First Quarter of Rate (%) Full-year Expenditure FY Supervision and Support Services 330,017 168,815 51.2 Cabinet adminsitrative support 12,383 6,390 51.6 Protection of National Constitution 52,097 30,493 58.5 Democracy Consolidation promotion 15,576 4,796 30.8 Total 410,073 0 210,494 51.3 0
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VOTE 02 - OFFICE OF THE PRIME MINISTER
1. OVERALL SUMMARY
This Office achieved a budget execution rate of 89% in this financial year (2012/13), which is higher than 94% of previous year (2011/12). Progress was made during the period under review in putting in place strategic plans for all OMAS and Regional Councils, which is the first milestone of Performance Management System; the PMS policy was approved by Cabinet; NIPAM managed to put in place training courses and achieved 36 weeks of training; The Department Public Service Information Technology Management (PSITM) achieved progress in the ICT infrastructure improvement, provision of ICT training and assisting OMAs with Websites designs. The e-readiness report and the e-government strategic plan of action were drafted. Progress was made in the area of the resettlement, education and in improving the health of the Ovatue, San and Ovatjimba communities. OPM successfully coordinated relief operations during flood disaster which was experienced in the country during the period under review. SOEs Principles, Policy Framework and Directives document were drafted and stakeholder consultations took place. The Public Service Commission executed its mandate in terms of Article 32 (7) and 113 of the Constitution with respect to organisation and establishment of OMAs, appointments, promotions, transfers, dismissal, etc. Progress was made in the area of the resettlement, education and in improving the health of the Ovatue, San and Ovatjimba communities. OPM successfully coordinated relief operations during flood disaster which was experienced in the country during the period under review. SOEs Principles, Policy Framework and Directives document were drafted and stakeholder consultations took place. The Public Service Commission executed its mandate in terms of Article 32 (7) and 113 of the Constitution with respect to organisation and establishment of OMAs, appointments, promotions, transfers, dismissal, etc. OPM continue introduce Public Service Reform in the Namibian Public Service with the aim to improve efficiency and deliver and ensure high quality services throughout all parts of government; furthermore, advise were provided on modern management processes, techniques and measures to be put in place to achieve the targets as planned.
2. PERFORMANCE OF MINISTERIAL TARGETS
Target 1: Implementation of the performance management system at 50% of Offices /Ministries /Agencies and 75% Regional Councils by 2013/14
2010/2011 2011/2012 2012/2013 2013/2014 2014/2015 2015/2016 Target Actual Actual Actual Forecast Forecast Forecast 50% in O/M/As by 2014 1% 30% 80% 100% 100% 75% in Regional Councils 0% 30% 76% 80% 100% 100% by 2014
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Achievements: In line with strategic initiative to improve service delivery, the Department of Public Service Management (DPSM) continued to assist OMAs and Regional Councils (RC) to develop 5-years strategic plans that are aligned to NDP4. Annual plans as well as performance agreements were put in place and training was provided to conduct quarterly reviews. Through the rapid result initiatives, the following results were realized by end March 2013:
78% of OMAs had completed review of strategic and annual plans aligned to NDP4, 76% of Regional Councils also had their strategic and annual plans aligned to NDP4, OMAs and RCs were introduced to next stage in PMS process which is performance agreement development.
PMS guidelines were reviewed and a final draft prepared for presentation to management. OPM with assistance of NIPAM conducted training seminars on PMS that was attended by 1 600 participants. This was done to equip OMAs with the capacity to undertake in house training and support. The overall objective is to enhance efficiency and effectiveness in delivering services to the public.
Constraints Buy-in and ownership of PMS process by management and staff of some OMAs and RCs hampers progress. Limited human resource, lack of internal capacity in OPM, brain drain and absence of an M&E framework remain challenges to manage PMS activities.
Way forward Publication of policy and guidelines. Continue to deliver PMS training at NIPAM. Support OMAs and RC s to ensure reporting cycle compliance and quality of reports. Commence with the design of M&E system. Commence with the review and design of an incentives scheme.
Target 2: 25% implementation of the institutional framework on the New Equitable Economic Empowerment Framework (NEEEF) policy within the private and public sectors by 2013/14 2010/2011 2011/2012 2012/2013 2013/2014 2014/2015 2015/2016 Target Actual Actual Actual Forecast Forecast Forecast 25% Implementation of 10% 10% 10% - - - TESEF policy by 2012 50% Completion of - - - 50% 100% - NEEEF policy by 2014
Achievement: Draft framework was presented to the National Assembly after the inputs from the public were obtained.
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The inputs from the National Assembly were incorporated. The content of NEEEF document need to be agreed upon.
Constraint: Slow progress on the approval of the NEEEF content.
Way forward Accelerate final consultation on the content of the NEEEF document.
Target 3: Provision of training by the Namibia Institute of Public Administration and Management (NIPAM) to 130 Senior Managers, 130 Middle Managers and 260 Staff Members on induction by 2012/13 2010/2011 2011/2012 2012/2013 2013/2014 2014/2015 2015/2016 Target Actual Actual Actual Forecast Forecast Forecast 40 weeks by 2012 40 weeks 36 weeks Changed - - Number of participants trained – Senior and - - 520 - - Middle Managers and induction Participant Training - - - 950 1,100 Weeks*
Achievements NIPAM provided training to 520 people during the period under review. This training covered Senior Middle Managers and inductions. The aim is to develop competencies to Public Servants necessary to play a transformational role for the successful implementation of the National Development Plans and eventually the achievement of vision 2030.
Constraints O/M/As and Regional Councils do not send many staff members for training.
Way forward NIPAM to embark upon a public awareness program to ensure that NIAPM courses are marketed.
Target 4: 20% Operationalisation of the State Owned Enterprises (SOE) Act by 2012/13 2010/2011 2011/2012 2012/2013 2013/2014 2014/2015 2015/2016 Target Actual Actual Actual Forecast Forecast Forecast Dividends: 30% increase Changed - - - - - by 2012 Transfers: 50% reduction Changed - - - - - by 2013 20% Operationalization by - 10% 15% 50% 75% - 2013
Achievements:
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The following main activities were undertaken with a view to achieving and are in line with the set target for 2012/13 financial year:
The Study on an alternative source of funding for SOEs is currently at an advanced stage and is awaiting SOE Council consideration. Terms of reference of the performance monitoring system were completed and since an exemption was not granted by Tender Board, the process of acquiring the monitoring and evaluation system will only continue during the next financial year. Principles, Policy Framework and Directives, for SOEs, have been compiled. The document is waiting for a legal opinion from the Attorney General's Office. This document is critical as a number of activities in SOEs depend on its availability. Principally, the document is meant to guide Council and SOEs on how to implement provisions of the SOE Act, Act No. 2 of 2006. The Secretariat is also engaged with stakeholders, such as NIPAM, in order to come up with a viable training programme for SOEs. Training is considered very important to impart knowledge and skills essential for managers and board of directors to steer their SOEs in the right direction. This will in turn ensure delivery on their mandates and their positive contribution to national developmental goals.
Constraints:
The number of SOEs has rapidly increased and poses a challenge to the existing capacity of the SOEGC-Secretariat. The current SOEGC-Secretariat structure remains deficient in terms of skills, number and the organisational establishment. 2 Lack of a performance monitoring evaluation system presents challenges to assess milestones and impact of SOEs to socio-economic development. 3. The SOEGC depends, mainly, on consultancies to implement most of its activities. However, the procurement processes are not as smooth as it was hoped for. Section 11 (2) of the SOEG-Act, Act No.2 of 2006, provides, that "the Council must engage a consultant only after selection of a suitable candidate through the process of competitive tender conducted in a manner determined by the Council". This process does not seem to assist much in making significant progress to assist the SOEGC carry out the daily activities.
Way forward:
A need for an appropriate SOEGC-Secretariat organisational structure. A centralised governance model of ownership would be more helpful as the current set up provides for various levels of authority resulting in overlapping functions. Approval of the Guidelines, Regulations, Directives and Policies is required in order to guide SOEs in the delivery of services. The absence of approved document makes the implementation difficult. It is hoped that the beginning of
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the next financial year this matter would have been resolved to smoothen the implementation of the scheduled activities. A comprehensive amendment to certain provisions of the SOEG-Act is required, in order to ensure that this legal instrument is as effective as intended. This process is already underway and we hope to finalise it during the course of 2014/15.
Five Phases of e-Government Evolution
Brief Description of the five Phases
Phase 1 - Emerging: A government‟s online presence is mainly comprised of a web page and/or an official website; links to ministries or departments of education, health, social welfare, labour and finance may/may not exist. Much of the information is static and there is little interaction with citizens.
Phase 2 - Enhanced: Governments provide more information on public policy and governance. They have created links to archived information that is easily accessible to citizens, as for instance, documents, forms, reports, laws and regulations, and newsletters.
Phase 3 - Interactive: Governments deliver online services such as downloadable forms for tax payments and applications for license renewals. In addition, the beginnings of an interactive portal or website with services to enhance the convenience of citizens are evident.
Phase 4 - Transactional: Governments begin to transform themselves by introducing two-way interactions between „citizen and government‟. It includes options for paying taxes, applying for ID cards, birth certificates, passports and license renewals, as well as other similar G to C interactions, and allows the citizen to access these services online 24/7. All transactions are conducted online.
Phase 5 - Connected: Governments transform themselves into a connected entity that responds to the needs of its citizens by developing an integrated back office infrastructure. This is the most sophisticated level of online e-government initiatives and is characterized by:
Horizontal connections (among government agencies) Vertical connections (central and local government agencies Infrastructure connections (interoperability issues). Connections between governments and citizens e) Connections among stakeholders government, private sector, academic institutions, NGOs and Civil society) In addition, e-participation and citizen engagement are supported and encouraged by governments in the decision-making process.
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Summary of Overall Progress made by Stage: Phase 1 Phase 2 Phase 3 Phase 4 Phase 5 29 out of 30 O/M/As 28 out of 30 O/M/As 10 out of 30 O/M/As None All O/M/As are have static web websites provide have an interactive horizontally connected presence. document archives that portal providing more Vertical connections include content such as advancement web have been established to newsletters, legislation facilities (e.g. dynamic all Regional Councils and policies. document repository through the MRLGRD and content search enabled).
The detailed achievements that were made towards accomplishing the five phases are described below as per project. It should be noted that the above stated phases are not necessarily executed in sequences (from phase 1- 5) but can be executed in any order or in parallel. a) Government ICT Infrastructure Improvement
Achievement:
(i) GRN core ICT infrastructure improvement One of the key projects which the Directorate of Technical Support and Network Services is involved in is the continuous ICT infrastructure improvement, Internet and email services provision to OMAs, daily maintenance and management of the GRNNET communication infrastructure and monthly recurring fee of N$345,000
(ii) Expansion of GRN Intranet to the Regions.
Expansion of GRN intranet to the regions is one of the projects identified by the OPM aimed at paving the way for the e-Government project implementation and the decentralization process. OMAs with the ultimate aim of bringing Government services closer to the people. The project is in line with the NDP4 goals, specifically the desired outcome 5.5 which calls for adequate ICT infrastructure to be put in place by 2017 to facilitate economic development and competitiveness through innovation, research and development. The project is being rolled-out, during the period under review, network equipment have been installed at three regional council offices, namely Khomas, Erongo and Karas. An amount of N$5,500.000 was spent.
(iii) Improved Network Security
A backup e-mail security appliance, Cisco Iron Port, was acquired and installed in DPSITM Data Centre to serve as fail-over for GRN email services. The Iron Port comes with a three year term license and maintenance service level agreement for the two appliances. An amount of N$712,645.00 was spent. A new Intranet core router, Cisco ASR9000 series was also acquired and installed in DPSITM Data Centre to increase network security and allow OMAs to apply for more bandwidth
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capacity made available by the introduction of the WACS cable. An amount of N$2,226,663.47 was spent.
Constraints:
An agreement has been reached between OPM and MRLGH to host regional equipment at the Regional Council‟s offices country-wide, but some of the offices might not be conducive enough to house the equipment without some alteration, either in terms power requirement, UPS, security features such burglar doors, air conditions, security personnel and technical support to maintain the equipment. The Technology being implemented is newer and therefore requires new skills to implement and manage it properly. Our biggest challenge remains the shortage of experienced ICT skilled personnel.
Way forward:
A site visit to Regional Councils‟ offices is to be undertaken to assess the conduciveness of the environment. Network Administrators and Technical Support personnel have to be recruited and deployed to the Regions to maintain the equipment. The issue of Staff retention has be looked into, we have to come up with some sort of incentives to attract and or retain IT Staff to remain in the regions. Customized training for Support Staff (IT) should be provided. b) Provision of Adequate ICT Training
Achievements:
(i) Training Needs Analysis for specialized I.T. skill development was carried out among IT personnel in OMAs (ii) The number of trained IT Personnel in OMAs on IT skills during the period under review is as indicated in the table below:
Table 1: ICT Training 2012-2013 Number of Course Name Category of Certification Personnel Java Fundamentals 16 Attendance Java Programming 16 Attendance Developing Applications for Java SE6 16 Attendance Project Management Foundation 8 Attendance Project Management 13 Certified Associate in project Management Configuring Advanced Windows Server 2012 5 Attendance Designing and Developing Microsoft Attendance 3 SharePoint 2010 Microsoft SharePoint 2010 Administration 3 Attendance Administering Windows Server 2012 4 Attendance Total 84
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Constraints: Participants are informed earlier before the training starts but have the tendency of cancelling on the first day of the training. Some Participants don‟t attend the full training period which makes them miss some of the training modules. It is inconvenience to constantly reminding participants to go and write their certifications examination.
Way Forward: Continuous training of IT Personnel is on-going and will provide the necessary skills enhancement in the various ICT functional areas. c) Designing and Implementing the E-Government Strategic Action Plan for the Namibian Public Service.
Achievements Revised draft report was received during February 2013. It was reviewed by the Project Team and comments were shared with the Consultant to improve the document. Benchmarking tours for the eGovernment Project Team were arranged. Two countries, namely: Seychelles and Estonia were visited. Comparisons of good practices in the area of standards, policies and technology advancement were made. Many lessons were learned during those tours. Both countries promised technical cooperation with Namibia. OPM is currently preparing memorundum of Coorperation in this regard.
Constraints The final draft of the Strategic Action Plan is still to be finalised.
Way Forward The need to fast track the finalisation of the e-Government Plan.
d) Proper Electronic Documents and Records Management (EDRMS)
Achievement The EDRMS Project Office is currently working with 24 OMAs and successfully implemented the system in 9 OMAs and they started using the system. Below is a list of the implementation milestones:
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No. of scanned Names &uploaded No. of users trained records EDRMS Project Office 1,554 10 Office of the Prime Minister 3,478 263 Office of the President 8,477 74 Anti - Corruption Commission 320 30 Ministry of Finance 3,635 150 National Planning Commission 15,116 152 National Archives of Namibia 166 11 NIPAM 209 27 Ministry of Home Affairs 6,000 150 Ministry of Foreign Affairs - 20 Ministry of Veterans Affairs 30 30 Ministry of Safety & Security: Nampol 6,106 97 Ministry of Regional, Local Govt. and Housing 235 235 Ministry of Information & Communication 275 53 Technology Ministry of Gender, Equality and Child Welfare - 53 Electoral Commission of Namibia - 43 Office of the Auditor General - 54 Khomas Regional Council - 8 Ministry of Safety & Security: Prison - 8 Parliament: National Assembly - 11 Parliament: National Council - 8 Ministry of Fisheries & Marine Resources - 0 Ministry of Justice - 7 Ministry of Mines & Energy - 7
Workshops, trainings and Management awareness interventions on records management best practices for OMAs continued. So far E-Office Application training of over 1366 key-users and end-users for the 1st, 2nd, 3rd and 4th intake of 24 Offices, Ministries and Agencies on the system were conducted. (iii) In conjunction with the National Archives of Namibia, the EDRMS Project Office held a workshop on Records Management practices for 50 key-users from the remainder of the 10 OMAs on the 4th – 8th of March 2013. The above achievements will ensure that OMAs are in a better state of readiness to handle information flows and services requests which will arise from online service provisioning in terms of the e-government project.
Constraints and Way forward Approval of the OMAs Filing Systems by the National Archives: The National Archives of Namibia to speed up the process of reviewing and approving the ministerial Filing Systems with the Retention and Disposal schedules. More staff required at the National Archives. Unqualified Personnel in Registries (OMAs): Some of the registries are managed by unqualified officials with low computer skills, therefore, unable to implement EDRMS successfully. The National Archives of Namibia to complete the process of creating new job category: Records Managers, Senior Records Officers and IT officials to run the Registries in OMAs and also to apply transition measures for the current registry officials.
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Insufficient Budget in OMAs: Insufficient funds to purchase EDRMS equipment in some of the OMAs (Paper scanners, Barcode scanners, Barcode Printers, Labels, EDRMS registry stamps, computers in the registries. Therefore, OMAs to budget and to procure the EDRMS required equipment. e) Efficient e-Services provided to all Communities
Achievements
Information Systems . Human Capital Management System Migration of data from the legacy Human Resource Information Management System to the new Oracle Human Capital Management System was performed for 45 establishments and people data. . Prisons Information Management System Hardware and software and configured to provide the supporting environment to implement the new Prisons Information Management System. Network communication was setup to allow the different prisons and headquarters to connect to the system. . Social Welfare System The new Social Welfare System was rolled out to the Omaheke regional office of the Ministry of Labour and Social Welfare for piloting. The piloting was completed successful. . Veterans‟ Management System Payment data was migrated from Ministry of Labour Social Welfare System to the Veterans‟ Management System. . The Veteran‟s Management System was extended with facilities to manage financials, pay monthly grants, back pay, reversals of payments, and dependent payments of veterans through electronic file transfers (EFT). . National Population Registration System A number of activities were undertaken as part of the MHAI National Population Registration System (NPRS) Redevelopment Project of which the most notable activities are listed below: - Conceptual level design was completed for the person core details, births, parents, ID‟s and deaths. - Birth and ID subsystems were completed and went live on September 10. - Rollout was completed to 64 MHAI regional offices.
Web Development the web presence of the Government was extended by the development and launching of the following the following new websites: Public Service Commission and Namibian Police. The following websites were redesigned and launched: Office of the Prime Minister; Office of the Auditor General; Ministry of Veterans‟ Affairs, Ministry of Youth, National Sport and Culture; and the Government Portal.
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Constraints: The development of Information Systems for O/M/As is hampered by the lack of advanced knowledge and experience in systems developing. Way forward, the challenge is in the process of being addressed through training provided by external training providers.
3. NON-TAX REVENUE Year 2010/11 2011/12 2012/13 Revenue Source Estimate Actual Estimate Actual Estimate Actual Private Calls 8,500 21,830 8,500 16,648 20,000 25,770 Unclaimed Cheques 1,000 9,018 1,000 0 1,000 19,653 Miscellaneous 5,000 22,953 5,000 196,486 5,000 694,550 Total 14,500 53,801 14,500 213,134 26,000 739,973 Explanations:
Private telephone calls: The revenue collection is in line with the estimation.
Unclaimed Cheques: Nothing was collected during this quarter; it should be noted that this provision is unpredictable and is just an accounting provision.
Miscellaneous Revenue: An amount was allocated for an unforeseen transaction. This category also unpredictable and is an accounting provision. The amount which is reflected under this revenue code is in respect of salaries which were recalled and recovered for resigned and seconded staff members as well as debt recoveries. There are no constraints regarding this section.
4. BUDGET EXECUTION
4.1 Overall Vote Actual Performance Year 2010/11 2011/12 2012/13 Breakdown Estimate Actual Estimate Actual Estimate Actual Operational Budget 156,520 142,322 260,833 249,280 210,731 218,964 Development Budget 7,989 4,151 11,931 7,513 40,927 12,903 Development Partners Total 164,509 146,473 272,764 256,793 251,658 231,867
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4.2 Expenditure by programme
Year Programme Activity 2012/13 Activity Code Code Budgeted Revised Actual Execution Programme Allocation Allocation Expenses Rate(%) Lead Government business in Parliament, Provision of advice & 01 20,841 33,007 30,410 92.13 assistance to the President and supervision of O/M/As Advocacy of Persons with disability 02 1,046 1,000 1,000 100.00 New Equitable Economic Empowerment 03 1,200 100 0 0.00 Constitutional obligations Framework (NEEEF) of the Prime Minister & National Alliance for Deputy Prime Minister and 01 Improved Nutrition 04 300 140 0 0.00 (NAFIN) their cabinet-related Heroes funerals & Heroes functions day commemorations 05 1,100 2,400 2,300 95.83 National Independence Celebrations 06 100 100 100 100.00 Renovation of Old State House residence 07 0 0 0 0.00 Marginalised Community Development 08 5,633 7,034 7,034 100.00 Oversight and co- ordination of governance 09 8,167 4,771 3,667 76.86 of state owned enterprises Constitutional and statutory obligations of 01 16,492 19,232 16,832 87.52 the Public Service Commission (PSC) Public Service training co- ordination and monitoring 02 7,343 7,343 7,250 98.73 Development of Human Resources Planning 03 21,886 14,417 12,481 86.57 Framework for the Public Service HIV/Aids Public sector 04 1,865 1,865 1,800 96.51 co-ordination Performance Management System 05 3,137 3,137 3,100 98.82 (PMS) co-ordination in Public Service Subsidy to (NIPAM) 06 20,897 20,897 20,897 100.00 Construction of Namibia Institute of Public Public Service Administration & 07 0 0 0 0.00 Management and 02 Management (NIPAM) - Improvement Phase II Improving efficiency and effectiveness in the Public 08 3,650 4,590 3,853 83.94 Service Management of ICT usage in the Public 09 29,802 17,282 14,637 84.70 Service and e-governance policy framework Expansion of GRN internet to the regions 10 5,500 5,500 5,500 100.00 phase II Implementation of Electronic Documents and Records Management 11 7,125 4,678 4,491 96.00 System in the Public Service (EDRMS) Human Capital Management System 12 800 1,505 1,503 99.87 (HCMS) project Management of emergencies and disasters 01 31,656 57,681 56,709 98.31 Oshana Disaster Risk 02 19,498 2,833 2,721 96.05 Reduce the impact of Management warehouse disasters on Namibia and 03 Hardap Disaster Risk 03 13,266 3,021 3,021 100.00 its people. Management warehouse Renovation of the Disaster Risk 04 1,163 1,388 1,231 88.69 Management Offices and General Administrative 01 25,611 33,637 29,048 86.36 Services Response to HIV/AIDS 02 250 170 153 90.00 within OPM Coordination and Support Risk Management 03 430 430 400 93.02 04 Services Provision of IT services 04 1,400 1,400 1,300 92.86 to the OPM Construction of Second Office of the Prime 05 1,500 2,100 429 20.43 Minister Total 251,658 251,658 231,867 92.14
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4.3 Details of Programme Performance
Programme 1: Policy coordination and support services:
Main activity: Coordination and support services
Achievements: This programme provides financial, human resources and logistical support for efficient administration, of OPM. The activities which were carried out and achieved in order to provide OPM Departments/ Directorates to achieve their objective of operational excellence were as follows:
General administrative (Finance, HR & Auxiliary) services; Wellness programme (services) to OPM staff; Risk management; IT services and Capital projects coordination.
Constraints: None Programme 2: Government leadership administration:
The objective of this programme is to provide support to the Prime Minister in the execution of his Constitutional mandate, coordination the work of O/M/As to ensure effective management of the Public Service.
Main activity:
Provision of Government leadership, integration of Marginalised Communities and support Government Business in Parliament.
Achievements:
San Development Programme The main objective of this programme is to integrate San, Ovatue and Ovatjimba communities into the mainstream of the economy the key result areas under the San Development Programme are:
San Education and Support The high illiteracy rate amongst the San communities is receiving attention to ensure that San learners/ Students are adequately educated. The bulk of the budget was consumed by the San Education Support program. At the beginning of this year the DSD has experienced a high turnout of San students who were admitted to educational institution and this resulted in issuing more funds for that purpose. Education under the San Development Programme is regarded as crucial in terms of developing and integrating these communities and therefore no serious economising could not be sanctioned. The division coordinate amongst others the identification of
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Resettlement and Relocation Access to land is a crucial and key integrating aspect in the development of the San people of Namibia. Therefore the provision and development of land for the San is regarded as an important aspect. This is done through the Ministry of Lands and Resettlement. The resettlement component is approached in two ways being the communal and commercial resettlement. The following activities were undertaken under resettlement support program:
At all the resettlement farms and village- post resettlement support continues to be availed to the communities. These include Agronomic and Horticultural projects, supplies of materials and equipment‟s, and general provision of post resettlement support. Relocation of communities of Oshivelo to Farm Ondera in the Oshikoto region. A big amount of the budget had to be provided to Farm Ondera in order to ensure continuous production and that close to 50 workers are sustained. The DSD had to ensure that the irrigation system is in place and that it can be expanded with more than 10 hectares. The relocation of the communities and the demarcation of plots as well as the expansion of the water reticulation had to be considered. Over N$ 1 200 000 has been spend so far.
Relocation of the San communities of Gam to an area outside Gam during which 15 large tents has been provided, blankets, mattresses and food items were donated by the OPM. Water has been provided though MAWF and a garden is to be developed. A coordinator has been appointed for this project.
20 houses are earmarked for construction in Corridor 17 and as of today one house of three bedroom has been completed to the tune of N$ 410 000.
Two sites have been earmarked for the relocation of San communities in Otjinene, Epukiro and Eiseb areas.
The Like waterera housing project continues and an amount of N$ 50 000 will be needed for this project. 14 casual workers have been commissioned for the building of community housing for a total of 26 HH. The payment will be done upon completion of this project.
General Support to San People.
The provision of coffins to the San communities has become a great burden on the budget of the DSD, the amount for the provisioning of coffins is not less than N$ 80
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000 per month and has created great concern. Efforts are being intensified to finalise the provision of coffins through tenders.
Livelihood Support and Communication Income generating projects are the heartbeat of the development of the San community towards food security. Projects and programmes are formulated to serve as a tool for sustainability and to relieve government from food hand-outs. More funding is required for the project to ensure implementation. The information dissemination to the public forms a key integral part of the DSD activities and hence printing of reports, brochures, student guidelines and flyers is done by DSD.
Constraints: The main challenge experienced is insufficient funding of various projects initiated for the san community.
Way forward: As a way forward, it is planned to work out a smooth transfer of the projects to line ministries in order to allow those ministries to budget and run those projects. This approach was followed and all water related projects at the san projects are already transferred to the Ministry of Agriculture Water and Forestry during the current financial year. The OPM has commissioned a study to assess all projects initiated for the san community and await recommendations how those projects can be sustained to allow the San communities to earn a living and not to rely on permanent support from government. The recommendation is that the progress assessment study findings should be integrated into the strategic plans of DSD and finance made available to ensure speedy implementation.
Programme 3: National Disaster Management:
Main activity: Disaster Risk Management.
Achievements: Over the period under review Directorate of Disaster Risk Management carried out the following activities: The 2013 flood affected 15000 people in Kabbe and Katima Rural Constituencies of the Zambezi Region with 4155 persons resettled to high ground during the period under review. OPM facilitated the relief operations that included the provision of technical persons, transport, food, shelter, and health and sanitation services. Assistance to other Institutions: The DDRM assisted the following institutions during the period under review: - Subsidy to the Namibian Red Cross Society. - Caprivi Regional Council to resettle communities in Salambala area
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- Construction of the emergency bridges at Oshigambo and Groot Aub Aub through the Ministry of Works and Transport. As part of capacity building programme, the following training and workshops were conducted: - Training on Flood Management and Contingency Planning - Training of Trainers on Camp Management and Coordination - Training of Trainers on Vulnerability Assessment and Analysis for Kavango East, Kavango West as well as Zambezi regional staff members, Training of users of Commodity Information Management System in all regions Namibia Rural Food and Livelihoods Vulnerability Assessment and Analysis (NVAA) 2012/2013 were conducted between June and July 2012. . The directorate produced a report that was adopted by the Cabinet of our societies namely the San and Ovatue across the regions. . Food distribution to 45342 persons as part of the 2012/13 drought relief operations were also carried out in the Kunene Region, the Ruacana and Aminuis constituencies. . Also, OPM facilitated the provision of water to the affected communities in Kunene Region and Aminius Constituency of the Omaheke Region. The above mentioned operation continued to the 2013/14 period. Corroboration with other stakeholders: . A 5 years Strategic Plan for NAMVAC is developed with the assistance of SADC. . A Commodity Information Management System is developed with the assistance of WFP-UN. . A task Force on Disaster Management is established with the help of UNESCO.
Policy and legal Frame work: The National Disaster Risk Management Act, Act No. 10 of 2012 was passed by Parliament Final draft of the Regulations for National Disaster Risk Management regulations was presented to legal drafters at the Ministry of Justice.
Management of disaster funds: As a coordinating agency the Directorate of Disaster Risk Management (DDRM) manages the National Emergency Disaster Fund (NEDF) Account administered by the National Disaster Risk Management Committee (NDRMC) into which all money for disaster management is deposited. Manual processing of payments contributed to a slow production of reports but an electronic system for payment and generating reports has been installed and is functioning well. The process of strengthening coordination among various stakeholders has started with several planning meetings among stakeholders and the recruitment of special Advisor through the Namibian Red Cross Society. Construction of the two Strategic Disaster Risk Management Warehouses in Hardap and Oshana regions are at an advanced stage.
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Constraints: The concepts of disaster risk management, vulnerability assessment, poverty are not well understood by all stakeholders. There is still a serious misunderstanding between vulnerability and poverty. Consultative meetings are taking place in order to address this challenge in the next reporting period.
Lack of proper registration and targeting of beneficiaries at regional levels. There are also difficulties in understanding and interpretation of the National Disaster Policy. Efforts are being made on the advocacy for the Policy to the entire public.
Programme 4: Public Service Management
Main activity: 4.1 Human Resources Management
a) Implementation of the Human Capital Management System (HCMS) for the Public Service To establish a world-class, comprehensive, all-encompassing government wide integrated Human Resource Management System that will cater for the needs of all relevant role players. The role players include staff members, supervisors, management and other relevant internal and external stakeholders. To address the administration, management planning on assigned duties in the following functional levels:
Operational and management level of the Office of the Prime Minister (PSM, PSC, PSITM) Operational and management level of OMAs and Regional Councils; and
Interfacing with IFMS, Payroll, GIPF, Medical Aid and other relevant role player systems.
Achievements: The Service provider has been appointed to finalise the full implementation‟s Some OMAs have taken the responsibility and full commitment to fully implement the system and are leading.
The Service provider has been appointed to finalise the full implementation. Some OMAs have taken the responsibility and full commitment to fully implement the system and are leading
352 Staff members across OMAs trained on Self Service
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Self-Service fully deployed in OMAs, namely ACC, National Planning Commission and National Assembly
OP, OPM, ECN, RLGHRD, Trade and Industry and Mines and Energy ready for training on Self-Service. 218 Staff members across OMAs trained on CO-HR ü CO-HR deployed in all OMAs with the exception of Min. of Safety and Security. The following OMAs are using CO-HR and are making good progress of full implementation of the system: AG, ICT, Finance, GECW, NC, Health and Social Services and Foreign Affairs.
Constraints: Insufficient funds/resources including computers and scanners for the project within OMAs ü slow change management, progress or no progress experienced in 7 OMAs including 2 big Ministries. OMAs have been experiencing connectivity issues then later on system capacity problems. Difficulties in migrating manual data ü Lack of internal capacity (skills and people) to administer the Oracle System once the contract with the service provider end. Insufficient funds to implement HCMS in the Regions
Way forward: Finalisation of data capturing, structure and certification in all OMAs by end of Oct 2013. Plan and execution of the specialised training plan of IT and HRP staff members by Oracle Public Service total cut off from the HR manual system by 31 March 2014.ü Training of End-Users and Super-Usersü Piloting of Oracle payroll in 6 OMAs ü Budget provision for Oracle payroll, PMS and learning modules ü Full implementation of I-recruitment. b) Public Service Training and Development Co-ordination and Monitoring The Office of the Prime Minister through the Department of Public Service Management provides frameworks to coordinate T&D interventions in the Public Service. The Human Resources Development Policy Framework for Accelerated service delivery in the Public Service of Namibia was approved in May 2012 by the Prime Minister. Training Needs Assessment coordination mechanism was developed and piloted in four Ministries. The mechanism is being rolled out in all OMAs and RCs. Consultation are underway to pass as a regulation the Induction and Orientation Framework that was developed and piloted in Office of the Prime Minister. More consultations are anticipated between DPSM and NIPAM on development and review of existing and new strategic generic training programmes respectively.
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Constraints: Delay in finalisation of guidelines to implement the HRD Policy Framework and the Induction and Orientation Framework. Limited financial resources to roll out of training needs assessment coordinating mechanism in Regional Councils is delayed by limited financial resources. Development of strategic generic training programmes needs more consultations, technical and financial resources.
Way forward: Finalise guidelines on how to fully implement the HRD policy framework and the Induction and Orientation framework in all OMAs and RCs. Roll out of Training Needs Assessment in OMAs will continue while a cost effective approach to roll out the mechanism in the remaining RCs is being devised.
Public Service HIV and AIDS Response Coordination
This activity involves the coordination of Employee Wellness, HIV and AIDS Programmes for the Public Service. The programmes are Employee Wellness, HIV and AIDS Workplace Programmes, Gender HIV and AIDS Mainstreaming, Coordination of HIV and AIDS Governance and Leadership Sector and lastly Research, Monitoring and Evaluation Programme. The roll out and review of PSEMAS have also been added to the Division.
Achievements:
Annual activity calendar for 2012/13 issued through a circular to all the OMAs and implemented. Through the MRLGH&RD the HIV and AIDS WPP and Mainstreaming were introduced to staff members of 11 RCs in a workshop. Over 600 000 of information posters and leaphlets were developed and printed by the office. The materials were distributed to the 96 000 staff members and their 140 000 dependants, through the Focal Persons of the respective OMAS and RCs. Employee Wellness awareness activities were conducted monthly on the listed topics on the annual activity calendar With support from UNAM Nursing School and the Ministry of Health and Social Service, hundreds of staff members were reached and their blood pressure checked and advice given to them. OPM supported OMAs to implement the Wellness activities on a monthly basis. Employee Wellness, HIV and AIDS Committees are functional in OMAs. ü 6 Focal Persons have been appointed on a fulltime basis and the rest are part time. The rest that are on part time respond to employee wellness, HIV and AIDS issues on a need basis. Level of appointment differs from OMA to OMA; some are at a more senior level i.e. DD level and others at Chief and in some cases data typist.
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Employee wellness, HIV and AIDS programmes are placed mostly under Directorate General Services however there is no uniformity in placement of this Units. 14 Focal Persons have been assigned for internal workplace programmes while the remaining 14 cater for both internal and external workplace programmes. 10 OMAs are having HIV and AIDS workplace policy and 6 are having draft policies. 12 OMAs do not have a policy but make use of Public Service HIV and AIDS workplace policy.
All OMAs have got plans to implement their activities. 18 OMAs have budget for their activities and other 10 do not have specific budgets but make use of their ministerial operational budgets.
Development partners also support OMAs in-terms of implementation of their activities however the budget allocations are subject to request‟s 11 OMAs are supported by the following development partners.: Global Fund, GIZ, UNDOC, CDC, UNDP, USAID, UNESCO, ILO, and UNFPA.
Stakeholders who are collaborating with OMAS are; AMICAAL, I-TECH, SFH, NAPPA and NABCOA.
Constraints:
The lack of full time staff members on OMAs staff establishment for Wellness, HIV and AIDS. Strengthen Leadership and guidance from the Ministry of Health and Social Services as the lead agent for the National Response to HIV and AIDS. Strengthen guidance and leadership from the Ministry of labour and Social Welfare on Occupational Health and Safety issues and programmes in OMAs.
Way forward:
The Division will focus on the following outputs for the 2013 – 2014 FY. Establishment HIV and AIDS Governance and Leadership Secretariat Develop Wellness policy and staff rules roll out Public Service Wellness, HIV and AIDS Response Programmes.
4.2. Public Service Reform Initiatives Efficiency and Charter Unit (ECU)
Coordination of Public Service Reforms (service delivery improvement initiatives)
Business Process Re-Engineering As part of the drive to improve service delivery, the Public Service of Namibia continues with the Business Process Re-engineering (BPR) exercise to streamline processes and procedures in OMAs with the view of having a Public Service that is
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Achievements: Consultative workshop with BPR practitioners to determine the impact of BPR implementation on service delivery was held. The key outcome was to create “ a BPR Practitioners Network” to serve as a forum through which BPR practitioners can share lessons and challenges on BPR implementation; to foster the inculcation and consolidation of BPR implementation in the Namibian Public Service; to assist each other across OMAs to finalize BPR reports as well as with the implementation of the proposed reengineering measures.
BPR training took place under the auspices of NIPAM and collaboration with ECU. These training covers the following aspects: New Ways of Thinking – Defining & distinguishing the worldviews, mind-sets, mental models, paradigms and their impact on the design, implementation and evaluation of services; Linking the New Ways of Thinking with the improvement of services; Service Delivery Coverage Analysis – Measuring performance from both a user and provider perspective; Business Process Mapping & identification of bottlenecks in service provision; Business Process Re-Engineering & development of proposals for re-engineering; Validation Exercises for Process Mapping and Re-Engineering.
Way forward: Highlighting what is expected from trained officials and OPM. At the end of each training session, a report indicating the way forward was compiled and forwarded to the Accounting Officers and the participants.
Four BPR reports has been finalised namely: Electronic and Records Management System (EDRMS) in OPM, the Ministry of Environment and Tourism: Wildlife Utilisation Permits, the Office of the Auditor General: both the Regularity Auditing and Performance Auditing.
Public Service Charters The Public Service Charter is aiming at addressing issues of professionalism and ethical behaviour in the Namibian Public Service.
Achievements: The Government of Republic of Namibia has ratified revised African Charter on the Values and Principles of Public Service and Administration and has been deposited with the Commission of the African Union. A total of 2000 copies had been printed and distributed to public servants across O/M/As.
A total of 5000 copies of the revised General Principles of the Namibia Public Service Charter have been printed and distributed to all Permanent Secretaries/ Accounting Officers for further awareness rising to their staff members in 2012.
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In 2012 a total of 101 Customer Service Charters across O/M/As has been updated and finalised, while 5 new service areas have been identified for the development of Customer Service Charters.
Coordination of Africa Public Service Day (APSD) celebrations
Africa Public Service Day (APSD) is now an entrenched strategic event on the African Union calendar. Emanating from the declaration of the first Pan-African Conference of Ministers of Public (and Civil) Service held in Tangier, Morocco in 1994 the ministers agreed that the 23rd of June every year should be celebrated as Africa Public Service Day to “recognize the value and virtue of service to the community”. The fundamental objective enshrined in the APSD is the provision and delivery of value and quality public service to Africa's citizens, and due recognition of the working conditions and the quality of men and women who devote their lives to diligently serve the various publics. The 2012 APSD celebrations took place under the theme:
"CAPACITY DEVELOPMENT FOR IMPLEMENTATION OF AFRICAN CHARTER ON THE VALUES AND PRINCIPLES OF PUBLIC SERVICE AND ADMINISTRATION TOWARDS CAPABLE DEVELOPMENTAL STATES”
This theme is informed by the following facts:
The Charter is a service promise to the citizens of Africa and as such should inform all governance and public administration policy, programmes and projects;
The Charter plays a pivotal role in creating and sustaining capable developmental states across the continent.
A capable developmental states is committed first to ensuring a better life for all its citizens, promotes popular participation and the indigenous ownership of its entire developmental agenda; public service is people-oriented, based on meritocracy and driven by services to its citizens, has a sound macro-economic framework, eradicates poverty and surpasses the minimum standards set by MDGs;
In addition, implements its continental commitments on governance and public administration;
Moreover, mobilises, budgets and manages its public finance effectively; and is underpinned by democratic politics‟. The sub-theme for Namibia during 2012 APSD celebration was:
“EMPOWERING REGIONAL AND LOCAL AUTHORITIES TO PROMOTE AND PROVIDE QUALITY PUBLIC SERVICES TO THE CITIZENRY”
The 2012 APSD main celebration took place in Gobabis at Ben van der Walt
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Primary School Hall on the 22nd June 2012. It was attended by more than Five hundred (500) public/civil servants including Permanent Secretaries/ Accounting Officers, senior government officials, diplomats, rank and file staff members and other invited dignitaries.
Programme 5: Constitutional obligation of the Public Service Commission:
Main activity: Provision of advice and recommendation to President
Introduction and achievements:
The Public Service Commission (PSC) continues to serve as a quality assurance body in the regulation of Public Service policies. It also ensures adherence and compliance to ethical standards and norms in the recruitment process. Despite the challenges that it encounters on a daily basis, the PSC was able to fulfil its mandate in the Public Service as follows:
Staffing and Misconduct, Grievances and Appeals
Between 1 October 2012 and 28 February 2013 the PSC received, processed and approved the following:
Promotions: 59 posts in management and 179 posts in positions below management.
Appointments: 261 posts below management and 50 post in management.
Secondment: 17 requests for secondment were received, processed and finalised.
Appointment of Foreigners:
184 submissions below management and 20 in management.
Termination of Service/Employment on Medical Grounds 60 requests were received from O/M/As and were duly finalized.
Early Retirement69 requests for early retirement were received and duly disposed of.
(Misconduct75 cases of misconduct were received and some have been dealt with.
Study Leave90 requests or applications were received and duly disposed of. This enabled staff members to commence their studies.
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Financial Assistance
89 requests for recommendation were received. The PSC duly attended to the cases and recommended accordingly.
Retention 82 requests were received for the retention of service beyond retirement. The cases were attended to and appropriately recommended by the PSC.
Retirement 49 notices of retirements were received and dealt with accordingly.
Monitoring and Compliance Due to staff shortage at both operational and supervisory levels within the Secretariat, division Monitoring and Compliance could not undertake both local and regional visits to O/M/As to human resource audit. Staff members in this division had to be assigned to the division of Staffing to assist with the backlog. With the filling of some post in the near future, it is hoped that the pressure and workload on the few staff members serving in the Secretariat will be alleviated.
Constraints: Inadequate structure continued to present many difficulties to the PSC and its Secretariat. As an interim measure to address the ever increasing backlog, a temporary structure was approved to add 6 positions. As a long term solution, the PSC agreed with the Office of the Prime Minister to subject its proposed structure to the scrutiny and research by an external consulting firm, Deloitte and Touché. The outcome of this research is still awaited. Furthermore, it should be highlighted that the above achievements were realized despite lack of personnel in the division Staffing. The current structure is inadequate and translates into slow responses on the part of the Commission to O/M/A and Regional Councils‟ requests and submissions.
Conclusion The PSC remains committed to its constitutional mandate and will continue to ensure that its financial resources are used prudently.
Programme 6: Public Service Information Technology Management:
Main activity: Information Technology Management See information provided under Ministerial target number 5. Programme 7: Governance and Performance Monitoring:
Main activity: State-Owned Enterprise Governing Council See information provided under Ministerial target number 4.
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5.1 Mid-Year Ministerial Revenue
Estimated Full Year First & Second Revenue Projection Revenue Source Estimate Quarter Collection Private Calls 20,000 10,350 9,000 Unclaimed cheques 1,000 0 0 Miscellaneous 83,015 359,525 83,000 Total 104,015 369,875 92,000 Note: a) Private calls source, was mainly from deductions made from Managers' salaries and this was discontinued, hence this full year revenue projection. b) - Unclaimed Cheques: Nothing was collected during this quarter; it should be noted that this provision is unpredictable and is just an accounting provision. c) Miscellaneous source, the mail portion of this for is the recovery of remuneration for seconded staff members which is for 2012/13 and will be reversed before the financial year closure.
5.2 Mid-year Budget Execution by programme
Budgeted Revised Actual Expenditure in Revised Estimate of Full- Programme Execution Allocation Allocation First Half of FY Rate(%) year Expenditure Policy coordination and support 110,311 110,311 37,801 34.3 109,000 services Government leadership 37,053 37,053 23,052 62.2 36,000 administration National Disaster Management 53,430 53,430 52,592 98.4 52,000 Public Service Management 99,819 99,819 78,362 78.5 99,000 Constitutional obligation of the 20,027 20,027 8,944 44.7 20,000 Public Service Commission Public Service Information 28,271 28,271 14,379 50.9 27,000 Technology Management Governance and Performance 8,022 8,022 2,169 27.0 7,900 Monitoring Total 356,933 356,933 217,299 60.9 350,900
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VOTE 03 - NATIONAL ASSEMBLY
1. OVERALL SUMMARY
The main functions of the National Assembly are to create, evaluate and pass laws; examine government policies and administration and to discuss day-to-day issues of national concerns. In carrying out its Constitutional oversight, the National Assembly and its Committees are supported by the Secretariat which provides administrative support services and legal advice to enable them carry out their duties in an efficiently and effective way
Other supplementary functions are, to build-up the citizen‟s understanding and democracy participation through public education; engage community in a meaningfully exchange and to improve communication between the electorate and the elected representatives. For the financial year 2012/2013, the National Assembly received an allocation of N$ 115,333,000 to carry out the afore-mentioned activities.
2. PERFORMANCE OF MINISTERIAL TARGETS
Target: 1 Process and pass all bill tabled within the financial year
Achievement: The principal purpose of the target is to ensure that all bills initiated and tabled are passed the same year to avoid them lapsing. This is done to ensure the smooth implementation of the laws introduced.
During the 2011/12 financial year, a total of nineteen (19) bills were tabled, processed and passed. Sixteen (16) motions and forty eight (48) questions were also considered.
2010/2011 2011/2012 2012/2013 2013/2014 2014/2015 2015/2016 Target Actual Actual Actual Forecast Forecast Forecast Number of bills tabled, 0 0 19 20 15 16 processed and passed The target is designed to achieve timely and accurate processing of session papers, legislation and Hansard.
Target 2: Thirty Five (35) Office/Ministries/Agencies scrutinized per financial year
Achievement: The purpose of this target is to ensure that the National Assembly carries out its oversight function that contributes ultimately to the overall mandate of the National Assembly. The target is measured by the number of O/M/A‟s appearing before the Standing Committees by invitation.
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2010/2011 2011/2012 2012/2013 2013/2014 2014/2015 2015/2016 Target Actual Actual Actual Forecast Forecast Forecast Scrutinise 35 annual reports of O/M/As per 52 50 30 20 financial year
Ninety Eight (98) committee meetings, Fifty One (51) of public hearings and Forty Four (44) briefing meetings took place during the past year.
Constraints: Some of the challenges hindered the fully execution of this target includes inter-alia: a) the membership overlapping which leads to some members committing themselves to the activities of more than one committee and if activities of these committees have to be undertaken concurrently, then one committee is being left without members and this leads to the cancellation of such activities;
b) Limited mandate of committee in questioning certain reports of State Owned Enterprises (SOE‟s) although they are funded by the Government but their financial reports are neither scrutinized by the Committee nor they are audited by the Auditor General.
c) Lack of follow-up mechanism on the implementation of the Committees recommendations as there in no provision for punitive measures to deal with the non-compliance.
Target 3: Public Education programmes conducted in all 13 regions by 2014/2015
Achievement: The purpose of this target is to strengthen the links between Parliament and the citizens by taking Parliament to the people with the view to educate and interact with them. It aims to disseminate proper and accurate parliamentary information to the general public as well as to consult the electorate on the public service delivery by government Offices/Ministries/Agencies.
The target has two-way traffic benefits where the citizens get first-hand information about the government business, the legislative process, its role players and their functions. While, the elected Members get feedback from the community on how they assess the performance of the government through service delivery.
During the period under review, the National Assembly conducted only one (1) public Education in Caprivi region however; several familiarizations visits have been undertaken at national, regional and international level. At national level, various parliamentary committees undertook familiarization visits to all thirteen (13) regions to assess the implementation of programmes and projects.
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The National Assembly also participated in seven (7) national Trade Fairs hosted in Ohangwena, Oshana, Otjozondjupa, Khomas, Erongo, Kunene and Kavango region. At these events, information relating to the functions and workings of the National Assembly were explained and distributed to the public. Visitors to the Parliamentary stand also had an opportunity to participate in quizzes with the aim to test their knowledge about Parliament.
Other highlights of the year include the visit by the Business Committee of the National Assembly of Malawi as well as a higher level delegation of the Economics and Finance Committee of the National People‟s Conference of China.. Furthermore, the National Assembly‟s Speaker attended the 32nd SADC-PF Plenary Assembly in Lilongwe, Malawi and hosted the Standing Committee meeting of the Conference of Speakers and Presiding Officers of the Commonwealth in Swakopmund.
2010/2011 2011/2012 2012/2013 2013/2014 2014/2015 2015/2016 Target Actual Actual Actual Forecast Forecast Forecast Public Education programmes conducted in 0 0 9 9 9 9 all 13 regions by 2014/2015
3. NON-TAX REVENUE Year 2010/11 2011/12 2012/13 Revenue Source Estimate Actual Estimate Actual Estimate Actual Miscellaneous 22,000 635,774 50,000 43,071 100,000 257,058 Private Tel Calls 1,500 7,959 Unclaimed Cheques 1,200 18,615.43 Total 22,000 635,774 50,000 43,071 101,500 265,017
4. BUDGET EXECUTION
4.1 Overall Vote Actual Performance Year 2010/11 2011/12 2012/13 Breakdown Estimate Actual Estimate Actual Estimate Actual Operational Budget 104,536,000 90,972,000 114,759,000 105,233,000 106,124,000 100,897,797 Development Budget 13,000,000 13,050,000 15,209,000 15,209,000 9,209,000 6,126,850 Development Partners Total 117,536,000 104,022,000 129,968,000 120,442,000 115,333,000 107,024,647
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4.2 Expenditure by programme
Year Programme Activity 2012/13 Code Activity Budgeted Revised Actual Execution Programme Code Allocation Allocation Expenses Rate(%) Procedural Services 01 7,068,000 5,658,000 4,713,156 83.30 Legislative Management 01 Administrative 02 7,914,000 7,914,000 6,508,643 82.24 Support Services General Administration 01 17,374,120 16,934,120 15,313,154 90.43 Services Legal Support 02 3,106,880 2,865,880 2,604,327 90.87 Services Parliamentary Political Party 03 28,200,000 28,200,000 28,200,000 100.00 Coordination and Support 02 Support Services International fees and 04 1,925,000 1,861,000 1,828,085 98.23 Subscription Construction and Renovation of 05 5,949,000 9,209,000 6,126,850 66.53 Parliamentary Building Acquisition and maintenance of IT 01 1,556,200 1,556,200 1,227,091 78.85 equipment and systems Undertakeing Research and Other 02 2,815,800 2,285,800 2,317,838 101.40 Information Service 03 Related Services Provide Library and Other Related 03 2,220,000 2,220,000 1,772,464 79.84 Services
Institution and 04 1,855,000 1,855,000 1,499,777 80.85 Capacity Building
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Oversee Human and 01 631,048 631,048 637,644 101.05 Social Development Ensure Accountability for 02 897,048 897,048 905,530 100.95 Public Expenditure and Resources
Monitors an equitable and 03 816,048 816,048 820,049 100.49 accessible justice system
Upholding of National Security and 04 1,511,048 1,511,048 1,528,083 101.13 Defence
Parliamentary Committee Economic 04 Services development, benefits from natural 05 1,411,048 1,411,048 1,424,324 100.94 resources and a secure public administration
Development and use 06 637,664 637,664 641,417 100.59 of ICT
Oversee the implementation of 07 726,048 726,048 735,744 101.34 Gender Equality framework Regional and International 08 3,016,000 3,016,000 2,762,161 91.58 Cooperation Programme 09 25,703,048 25,128,000 25,458,210 101.31 Management
Total 115,333,000 115,332,952 107,024,547 92.80
4.3 Details of Programme Performance
Programme 1: Legislative Management The objective of this programme is to provide overall advice and guidance to the House in respect of Parliamentary proceedings and procedures; to provide operational administrative services to the Presiding Officers and Members of Parliament.
Main Activities: The main activities were to provide procedural advice and specialist procedural and administrative support to the Presiding Officers and Members of Parliament; To maintain accurate information on all business before the House, preparing and
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distributing other documents for use in the Assembly and to ensure the smooth running of the House and to monitor bills, questions, motions and petitions to ensure compliance with the rules of the Assembly.
Constraints: Although the National Assembly strives to deal with all the business tabled in the House within the financial year, regular lack of a quorum deprives the House of its valuable sitting days during which, House businesses could have been dealt with. During the year 2012/2013, seven (7) motions and seven (7) questions lapsed.
Programme 2: Parliamentary Coordination and Support Services
Main Activities: To provide impartial administrative support to Members of Parliament and Parliamentary staff; ensuring independent legal advice to the Speaker, Deputy Speaker, Secretary, Committee Services and Administration; scrutinizing bills and legal instruments to ensure accuracy and constitutionality. Strengthens and promoting democratic sprit by providing , financial support to all political parties represented in the National Assembly based on their number of seats to upkeep their operational activities
Achievements: During the financial year under review, the worn out furniture in the Parliament restaurant were replaced with the new furniture to ensure the comfort of our Members and Parliamentary staff. Eight (8) vehicles were acquired thorough fair and competitive tender process to enable Members and parliamentary staff to perform their oversight activities efficiently and effectively as mandated by the Constitution. Almost 70% of the equipment required to implement Electronic Document Records Management System (EDRMS) were procured. Equally, the Human Capital Management System (HCMS) was successfully implemented and currently running. Eight (8) vacant positions were filled of which five (5) were filled thorough promotions and three (3) by appointments and translation in ranks. To enhance the staff capacity, twenty (20) staff members attended short courses in their various fields of responsibilities and National Assembly is assisting two (2) staff members doing qualifying training at different tertiary institutions. During the year under assessment, six (6) legal advice/opinions requests were received, attended to and finalized. During the reporting period the Institution experienced a slight staff turnover. Five (5) administrative staff members left the National Assembly due to various reasons. The National Assembly also finds it difficult to attract candidates and retain employees especially for the positions of Legal experts, Auditing and Information technology. With the implementation of a new Human Capital Management System, there is a need to acquire additional equipment such as computers and scanners required..
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Vote 03 National Assembly
Programme 3: Information Services The major activities carried out were as follow: During the last financial year, the National Assembly participated in seven Trade Fairs were information pertaining to the functions of House were explained to the public. Eight (8) secondary schools in Caprivi Regions were visited and civic education was conducted. Desktop and server‟s computer annual maintenance was conducted and five (5) new servers and related software were purchased to upgrade the current IT infrastructure. A new Parliament website was presented to the Members of Parliament and it is now on its final stage. Eighteen (18) research topics for in-house usage were researched, three (3) presentations for the Members were prepared and nine (9) speeches for local, regional and international forums were written. The library collection was increased with forty-two books and a significant growth in library user is observed. The State of the Nation address was widely covered by the media and 27 Media Invitations were sent out to cover various parliamentary activities such as committee hearings, media briefings and Presiding Officers meeting with various Dignitaries.
Achievements: During the year under review, the number of school that visited the National Assembly has tremendously Additional network points were installed and the internet connection speed was upgraded from 2MG to 6MG. Awareness was created among the public about the electronic reception and dissemination of law-making process.
Constraints: Due to technical problems, some Public Education Programmes were not implemented as planned.
Programme 4: Parliamentary Committee Services
The major activities carried out were as follows:
Scrutinizing bills referred to Committees by the Assembly Examine, review, consider and report on all audited financial reports of all O/M/As and State Owned Enterprise as well as those of regional and local authorities. Examine and consider performance reports from various Office / Ministries / Agencies. Undertake familiarization visits to regions to assess the implementation of programmes and projects of government. Provides procedural advice to Members, as well as administrative and logistical support.
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Achievement: Over the period under review, the National Assembly Secretariat has facilitated the participation of the Members at both national, regional and international. At regional level, Committees members participated in SADC PF and Pan African Parliament activities which include the participation in election observation to member countries, while at international level Members of Parliament had an opportunities to participate in the activities of CPA, IPU, WTO, and ACP-EU. t 52 financial reports were scrutinized exceeding the set targeted of 35 reports. Almost 90% of the annual planned activities were implemented. 5. MID-YEAR REVIEW First Quarter Execution Revenue Source Estimate Collection Rate(%) Miscellaneous 12,000 5,600 46.7 0.0 Total 12,000 5,600 46.7
5.1 Mid-Year Ministerial Revenue
Second Quarter Estimated Full Year Revenue Source Estimate Collection Revenue Projection Miscellaneous 12,000 7,895 50,000
Total 12,000 7,895 50,000
5.2 Mid-year Budget Execution by programme
Budgeted Revised Actual Expenditure Revised Estimate of Programme Execution Allocation Allocation in First Quarter of FY Rate(%) Full-year Expenditure Legislative Management 14,872 14,872 6,496 43.7 12,900 Parliamentary Coordination and 107,448 107,448 55,707 51.8 105,500 Support Services Total 122,320 122,320 62,203 50.9 118,400
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VOTE 04 - OFFICE OF THE AUDITOR-GENERAL
1. OVERALL SUMMARY
The reports which have been finalised in terms of the stipulations of the relevant Acts amount to 136 on 31 March 2013 compared to 173 as at 31 March 2012.
The number of asset inspections carried out during the year exceeded the target of 120 by 20. Two performance audit reports and three follow-up reports have been completed during the year. It is of particular concern that the Auditor-General had to qualify, disclaim or express an adverse opinion on 96 of the finalised financial audit reports.
2. PERFORMANCE OF MINISTERIAL TARGETS Target 1
2010/2011 2011/2012 2012/2013 2013/2014 2014/2015 2015/2016 Target Actual Actual Actual Forecast Forecast Forecast Finalise 3 Performance 1 3 2 3 3 Audit reports annually Finalise 2 follow-up P/A 2 2 3 2 2 reports annually
The main reports such as the. Green Scheme and the Administration of Government Student Loans were finalised during the 2012/13 financial year. The following three follow-up reports were also completed, i.e. Build-together program, Customs & Excise and Hostels.
Target 2 2010/2011 2011/2012 2012/2013 2013/2014 2014/2015 2015/2016 Target Actual Actual Actual Forecast Forecast Forecast Finalise 166 financial audit 160 173 131 37 152 reports The Agency could not meet the target of 166 financial Audit; Most of the backlog in financial audits was achieved during the 2011/12 less overdue audits financial year. Progress on catching up with the backlog is still good on track, resulting in for the 2012/13 financial year.
Target 3
Target 2010/2011 2011/2012 2012/2013 2013/2014 2014/2015 2015/2016 Actual Actual Actual Forecast Forecast Forecast Carry out 120 asset 147 141 140 120 120 inspections
The Office exceeded the target of 120 asset inspections by 20 asset inspections. The inspections assure that Government assets are properly looked after, controls are in
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Vote 04 Office of the Auditor-General place, revenue is recorded and banked in terms of rules and regulations it further ensure that Treasury Instructions are adhered to.
Other Targets
Programme 1: Safeguarding of Public Resources Indicator 1
Percentage of other spending covered by Office of the Auditor General value for money studies.
This target is measured by the sum of all votes which was subjected to audit divided by the total operational budget.
TARGET 2010/2011 2011/2012 2012/2013 2013/2014 2014/2015 2012/2013 Actual Actual Actual Forecast Forecast 1% 1% 0.24% 7% 1% 1%
Performance Audit are lengthy process as such the Office will rather carry out audits with smaller scopes instead of concentrating on the whole Ministry. The performance audit division normally concentrate only on a specific directorate or a division/subdivision within the Ministry to complete the audits within the planned time.
Indicator 2 Retain good quality recommendations which are acceptable to the Public Accounts Committee.
This target is measured when the PAC discussed the reports in preparation of the PAC and adjustments are made where necessary after the hearings.
TARGET 2010/2011 2011/2012 2012/2013 2013/2014 2014/2015 2012/2013 Actual Actual Actual Forecast Forecast 100% 100% 100% 100% 100% 100%
The Public Accounts Committee did not reject any recommendation made by this Office during their discussions of the respective reports.
Indicator 3 Number of reports qualified by the Auditor-General
The number is measured by adding up the number of all qualified audit opinions for each audit report.
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TARGET 2010/2011 2011/2012 2012/2013 2013/2014 2014/2015 2012/2013 Actual Actual Actual Forecast Forecast 30 107 114 96 38 30 Most qualified account areas relate to Local Authorities, Regional Councils and Statutory Bodies. Ten (10) O/M/A's received qualified audit opinions. In addition, five (5) O/M/A's received disclaimed audit opinions. The main area concerned are fixed assets which have not been recorded correctly, provisions of liabilities which are understated, non submission of supporting documents, poor debt controls, financial statements that are not balancing and reconciliation of suspense accounts not carried out.
Indicator 4 Value of unauthorized expenditure reported.
The value of all unauthorized expenditure is added to measure the amount.
TARGET 2010/2011 2011/2012 2012/2013 2013/2014 2014/2015 2012/2013 Actual Actual Actual Forecast Forecast 400,000,000 558,326,729 656,970,195 324,282,176 300,000,000 710,000,000
Most authorized expenditure relates to O/M/A's where budgetary provisions have been exceeded. The main reason for the excess expenditure have been explained by the concerned Ministries as being due to unexpected costs increases, insufficient budgetary provision and virements not being processed in time.
Indicator 5 Number of audit reports finalised. This target is measured by counting the financial and performance audit reports which have been finalized during the financial year.
TARGET 2010/2011 2011/2012 2012/2013 2013/2014 2014/2015 2012/2013 Actual Actual Actual Forecast Forecast 171 163 178 136 37 152
The target of 171 was not met. Most of the backlog in financial audits was achieved during the 2011/12 financial year. Progress on catching up with the backlog is still good on track resulting in less overdue audits for the 2012/13 financial year. The Office still experience a challenge with the submission of financial statements by some auditee.
Indicator 6 Percentage of O/M/A spending covered by performance audit studies. The target is measured by dividing the total amount spent on the area which is subjected to the audit into the annual budgets of all vote accounts or if available the actual average expenditure.
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TARGET 2010/2011 2011/2012 2012/2013 2013/2014 2014/2015 2012/2013 Actual Actual Actual Forecast Forecast 2% 22% 1.6% 6% 2% 2%
Audits under the Ministry of Agriculture, Water and Forestry, Ministry of Education and Ministry of Regional Local Government and Housing which are having a bigger scope were carried out during the financial year 2012/13.
Indicator 7 Number of asset inspections carried out.
This target is measured by counting the number of asset inspections which have been carried out during the course of the financial year.
TARGET 2010/2011 2011/2012 2012/2013 2013/2014 2014/2015 2012/2013 Actual Actual Actual Forecast Forecast 120 147 141 140 120 120
The Office exceeded the target of 120 asset inspections by 20 asset inspections. The inspections assure that Government assets are properly looked after, controls are in place, revenue is recorded and banked in terms of rules and regulations and Treasury Instructions are adhered to.
Indicator 8 Percentage of recommendations implemented.
This target is measured by the number of disagreements received in relation to the number of recommendations made.
TARGET 2010/2011 2011/2012 2012/2013 2013/2014 2014/2015 2012/2013 Actual Actual Actual Forecast Forecast 45% 30% 45% 45% 50% 50%
No disagreements have been noticed. Unfortunately, recommendations are only followed up in the next year's audit and in many cases it was found that most of the recommendations have not been implemented or only partly implemented.
Indicator 9 Average time taken to complete an audit.
This target is measured by the actual time spent against the time budgeted for all audits.
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TARGET 2010/2011 2011/2012 2012/2013 2013/2014 2014/2015 2012/2013 Actual Actual Actual Forecast Forecast 53 weeks 55 weeks 53 weeks 54 weeks 53 weeks 53 weeks
Two audits took longer than planned.
Indicator 10 Percentage of recommendations accepted by clients.
This target is measured by the number of disagreements in relation to the number of recommendations.
TARGET 2010/2011 2011/2012 2012/2013 2013/2014 2014/2015 2012/2013 Actual Actual Actual Forecast Forecast 100% 100% 100% 100% 100% 100%
The clients agreed with the recommendations made and agree to implement all recommendations.
Indicator 11 Maintain auditee satisfaction
This target is measured by the number of disagreements in relation to the number of findings and recommendations.
TARGET 2010/2011 2011/2012 2012/2013 2013/2014 2014/2015 2012/2013 Actual Actual Actual Forecast Forecast 90% 90% 90% 90% 90% 90%
All draft audit reports are sent to the O/M/A's for comments. Most auditees agreed with the findings of the auditors. Draft reports are sent to the relevant O/M/A's with a timeframe for their responses. Any disagreements are then discussed and adjustments are made if justified.
Indicator 12 Career/Trade fairs attended.
This target is measured by counting the number of fairs attended.
TARGET 2010/2011 2011/2012 2012/2013 2013/2014 2014/2015 2012/2013 Actual Actual Actual Forecast Forecast 3 1 4 10 3 3
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Vote 04 Office of the Auditor-General
The Office attended ten fairs to create awareness amongst the general public on the role of the Office of the Auditor-General as well as to enhance the image of the Office. The target of three was exceeded.
Indicator 13 Percentage of audit papers which passed peer review.
This target is measured by evaluating the number of working papers which were found to be in order compared with the number of working papers which were review.
TARGET 2010/2011 2011/2012 2012/2013 2013/2014 2014/2015 2012/2013 Actual Actual Actual Forecast Forecast No review No review 75% No review 5% 15%
Although no regional quality assurance review was performed during the 2012/13 financial year, the Office embarked on other initiatives to improve on quality of audits. This Office had a quality assurance workshop for all staff at review level and operational staffs were trained on quality assurance at the annual refresher workshop.
Indicator 14 Value covered in N$ years.
Measurement: All balance sheet values of reports published during a financial year are added while in Government reports, the total expenditure and income for the audited financial year is also added to the value.
2010/2011 2011/2012 2012/2013 2013/2014 2014/2015 TARGET Actual Actual Actual Forecast Forecast 2012/2013 N$(million) NS(million) NS(million) NS(million) NS(million) 72,000,000 83,960,872 88,122,845 113,274,969 73,000,000 74,000,000
The growth of the institutions audited by the Office increased, therefore exceeding the target of N$ 72,000,000.
Indicator 15 Number of aged reports outstanding.
This target is measured by counting the reports which should have been finalised in a specific financial year but were not achieved.
TARGET 2010/2011 2011/2012 2012/2013 2013/2014 2014/2015 2012/2013 Actual Actual Actual Forecast Forecast 187 198 197 136 175 175
The envisaged target of 187 reports was short by 51 reports. The main reason is due to the late submission of financial statements.
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Indicator 16 Percentage of audits completed by the planned date.
This target is measured by comparing the actual date when an audit is finalised with the planned date.
TARGET 2010/2011 2011/2012 2012/2013 2013/2014 2014/2015 2012/2013 Actual Actual Actual Forecast Forecast 70% 36% 60% 60% 80% 70%
Thirty one of the O/M/A's reports were completed on time which represented 99% of all O/M/A's. Only the summary report was still outstanding. Most of the work which has been contracted out was not finalized on time due to the late submission of financial statements by auditees.
Indicator 17 Percentage of suspense accounts properly reconciled.
Measurement: The number of reports in which it was indicated that suspense accounts were properly reconciled are added and devided by the number of O/M/A's which were audited in a specific year.
TARGET 2010/2011 2011/2012 2012/2013 2013/2014 2014/2015 2012/2013 Actual Actual Actual Forecast Forecast 65% 6% 16% 13% 80% 70%
Less suspense accounts have been properly reconciled than expected. Twenty seven out of thirty one O/M/A's have failed to reconcile their suspense accounts. These reconciliations are important in order to account for all transactions that need to be transferred to the relevant vote accounts or revenue accounts to ensure the completeness and accuracy thereof.
Indicator 18 Outsourced audits reduced.
This target is measured by the number by which the outsourced audits are being reduced annually.
TARGET 2010/2011 2011/2012 2012/2013 2013/2014 2014/2015 2012/2013 Actual Actual Actual Forecast Forecast 4 0 2 2 6 10
The target of four outsourced audits have not been met. The Office still lacks the necessary capacity and training.
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Vote 04 Office of the Auditor-General
Programme 2: Supervision, Co-ordination, Investments & Support Services
Indicator 1 Percentage of qualified staff in audit posts.
TARGET 2010/2011 2011/2012 2012/2013 2013/2014 2014/2015 2012/2013 Actual Actual Actual Forecast Forecast 100% 100% 100% 100% 100% 100%
Indicator 2 Outstanding debtor accounts reduced.
This target is measured by counting the number of accounts outstanding at the end of the financial year.
TARGET 2010/2011 2011/2012 2012/2013 2013/2014 2014/2015 2012/2013 Actual Actual Actual Forecast Forecast 30 9 7 3 25 25
The target of reducing the outstanding debtor accounts to thirty (30) during the 2012/13 financial year was exceeded by twenty seven (27) accounts and only three (3) accounts remained unpaid at the end of the financial year.
Indicator 3 Percentage of staff turnover.
TARGET 2010/2011 2011/2012 2012/2013 2013/2014 2014/2015 2012/2013 Actual Actual Actual Forecast Forecast 10% 11% 1% 2% 10% 10%
The staff turnover during this financial year realized at 2% which is 8% lower than what was anticipated.
3. NON-TAX REVENUE Year 2010/11 2011/12 2012/13 Revenue Source Estimate Actual Estimate Actual Estimate Actual Audit Fees 900,000 1,368,006 960,000 910,301 1,140,000 623,260 Private Telephone Calls 45,000 30,473 35,000 31,960 28,000 24,444 Miscellaneous 5,000 7,153 5,000 245,772 2,000 13,979 Total 950,000 1,405,632 1,000,000 1,188,033 1,170,000 661,683
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Vote 04 Office of the Auditor-General
Audit Fees: This under-mentioned accounts could not be rendered during the 2012/13 financial year due to the inability of the institutions to submit their financial statements in time to be audited. Agricultural Bank N$ 130,000.00130,000 Diamond Board N$ 23,000 Karakul Board N$ 8,000 Meat Board N$ 26,000 Namibian Broadcasting Corporation N$ 193,000 Namibia Development Corporation N$ 111,000 Namibia Film Commission N$ 25,000 National Heritage Council N$ 31,000 New Era Publications Corporation N$ 35,000 Veterinary Council N$ 7,000 Sports Development Fund N$ 4,000 N$ 593,000 Private Telephone Calls: Less private telephone calls were made than originally anticipated.
Miscellaneous: The amount was exceeded due to unforeseen repayments.
4. BUDGET EXECUTION
4.1 Overall Vote Actual Performance Year 2010/11 2011/12 2012/13 Breakdown Estimate Actual Estimate Actual Estimate Actual Operational Budget 35,076,000 34,944,204 42,047,327 41,778,406 45,670,000 45,398,474 Development Budget 17,791,000 17,624,333 48,000,000 47,989,158 35,000,000 34,929,586 Development Partners Total 52,867,000 52,568,537 90,047,327 89,767,564 80,670,000 80,328,060
4.2 Expenditure by programme
Year Programme Activity 2012/13 Activity Code Code Budgeted Revised Actual Execution Programme Allocation Allocation Expenses Rate(%) Safeguarding of Public Public Finance 01 01 33,382,000 33,551,000 33,357,412 99.42 Resources Oversight Supervision, Co- Policies Supervision 01 36,987,000 36,616,000 36,506,258 99.70 ordination, Investments & 02 Co-ordination & 02 10,301,000 10,503,000 10,464,390 99.63 Support Services Support Services Total 80,670,000 80,670,000 80,328,060 99.58
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4.3 Details of Programme Performance
Programme 1: Safeguarding of Public Resources
Main Activities:
Activity 01: Public Finance Oversight Finalise three (3) performance audit and two (2) follow-up audit reports; Finalise one hundred and sixty six (166) financial audit reports; Carry out one hundred and twenty (120) asset inspections to ensure safeguarding of assets; Strive to decrease the backlog of 147 financial audit reports to 140 financial audit reports; Retain good quality recommendations which are 100% acceptable to clients; Assist the Public Accounts Committee to oversee the implementation of the recommendations made in audit reports; Choose less complex topics with good economical input which will lead to more reports being tabled during a financial year. The time frame of fifty three (53) weeks per performance audit is estimated; Arange training events to improve audit quality; Maintain auditee satisfaction; Ensure acceptance of audit recommendations and implementation; Improve controls implemented through audit recommendations; Implement time recording system; and Ensure full acceptance of recommendations made in audit reports by the Public Accounts Committee.
Achievements: The main targets were achieved except for the fact that two (2) instead of three (3) performance audits were carried out which took 54 weeks to complete. Two main reports i.e. Green Scheme Projects and Administration of Government Student Loans were finalised during the 2012/13 financial year. The following three (3) follow-up performance audits were also completed i.e. Build Together Projects, Customs & Excise and Hostels.
The 120 planned asset inspections were exceeded by 20 asset inspections. The Public Accounts Committee agreed with all the recommendations made in the reports.
Constraints: One performance Auditor resigned in the middle of an audit which caused that it took longer to finalize the report. Some institutions are still unable to submit their financial statements timeously.
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Vote 04 Office of the Auditor-General
Programme 2: Supervision, Co-ordination, Investments & Support Services
Main Activities: Policies supervision; Co-ordination and support services; and Capital Projects.
Expected output: Improve communication through needs assessment and policy development; Provide logistical and technical support; Train staff according to the annual training programme; Implement strategic objectives; and Complete 75% of the building structure of the new office building.
Achievements: All targets were achieved.
Constraints: No material constraints were experienced.
5. MID-YEAR REVIEW
Execution Revenue Source Estimate First Quarter Collection Rate(%) Audit Fees 1,000,000 205,039 20.5 Private Telephone Calls 25,000 2,513 10.1 Miscellaneous 5,000 140 2.8 Total 1,030,000 207,692 20.2
5.1 Mid-Year Ministerial Revenue
First Quarter Estimated Full Year Revenue Source Estimate Collection Revenue Projection Audit Fees 1,000,000 205,039 1,000,000 Private Telephone Calls 25,000 2,513 25,000 Miscellaneous 5,000 140 5,000 Total 1,030,000 207,692 1,030,000
5.2 Mid-year Budget Execution by programme
Actual Expenditure Budgeted Revised Execution Revised Estimate of in First Quarter of Programme Full-year Expenditure Allocation Allocation FY Rate(%) Public Expenditure Oversight 50,595,000 50,595,000 7,800,755 15.4 43,395,000 Supervision & Support Services 38,449,000 38,449,000 7,685,872 20.0 37,049,000 Total 89,044,000 89,044,000 15,486,627 17.4 80,444,000
A saving of about N$ 8,600,000.00 is predicted on personnel expenditure and is caused by the fact that the completion date of this Office's new office building keeps on
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Vote 04 Office of the Auditor-General changing. This Office is unable to fill all the vacant posts which were budgeted for due to a lack of office space. The full extent of the saving will only be clear by the end of the third quarter.
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VOTE 05 - MINISTRY OF HOME AFFAIRS AND IMMIGRATION
1. OVERALL SUMMARY
The core mandate of the Ministry of Home Affairs and Immigration is the management of National Population Register and facilitation of lawful migration. By so doing, the Ministry ensured that the Government has the demographic information it needs for planning purposes. During the year under review, the Ministry continued strengthening the registration of birth and death at hospitals and at some constituencies. The automation of historical records continued to yield positive outputs and is expected to be completed by May 2014. The facilitation of lawful migration continued to be another core function of the Ministry and more Ports of entry and exit were identified. Furthermore, the Ministerial Implementation Team was appointed to roll out the Performance Management System which culminated in staff members signing the performance agreements.
2. PERFORMANCE OF MINISTERIAL TARGETS
Target 1: Integrate the computerized National Population Register by 2014 This target was set to digitise all Civic processes, such as: birth, identity cards, marriage and death registration. The target was designed to convert all the civic records into one electronic profile.
2010/2011 2011/2012 2012/2013 2013/2014 2014/2015 2015/2016 Target Actual Actual Actual Forecast Forecast Forecast Integrate the computerized National Population 20% 30% 60% 90% 100% Register by 2014
Achievements: 2,500,000 historical and current birth records automated and can be accessed on the M-Files in all Regions. 150,000 death records were prepared and scanned for automation purposes. Thirty four (34) staff members were trained in capturing birth records into the Web based National Population Register. Two (2) Windhoek central hospital and Grootfontein hospital based offices and two (2) Otavi and Usakos Sub-Regional offices were opened.
Target 2: Produce Identity Cards (IDs) in twenty (20) days by 2015
The target was set to register, produce and dispatch ID cards at least in 20 days. This target was designed to reduce the waiting period.
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Vote 05 Ministry of Home Affairs and Immigration
2010/2011 2011/2012 2012/2013 2013/2014 2014/2015 2015/2016 Target Actual Actual Actual Forecast Forecast Forecast Produce Identity Cards(IDS) in twenty (20) 90 days 180 days 180 days 60 days 20 days 20 days days by 2015 Achievements: Printed and dispatched 77,660 ID cards. The target is achievable over the set period despite the challenges faced by the Ministry, such as system downtime and need for system upgrade particularly LUCHS 5000 (Laser engraver for personalising the ID cards and National Population Register System).
Target 3: Automation of Permits by 2014 The target was set to reduce the waiting period of Permit applications. It was also designed to create a database of all permits.
2010/2011 2011/2012 2012/2013 2013/2014 2014/2015 2015/2016 Target Actual Actual Actual Forecast Forecast Forecast Automation of Permit by 10% 65% 85% 100% 2014 Achievements: The feasibility study, system design and development were completed during the period under review. The above stated achievement constitutes 65% of the intended project target.
Target 4: Automate Citizenship functions by 2015. The target was set to automate all manual records. It was designed to automate all functions of citizenship.
2010/2011 2011/2012 2012/2013 2013/2014 2014/2015 2015/2016 Target Actual Actual Actual Forecast Forecast Forecast Automation of Citizenship 5% 5% 20% 60% 100% functions by 2015 Achievements: There were no achievements realized during the year under review because there was no budgetary provision to the vote and the feasibility study could not be conducted.
Target 5: Register all border residents and issue them with Border Resident Cards by 2014. The target was set to facilitate and controls the movements of people living within the 30km radius across the common border of Namibia and Angola. It was designed to issue border resident cards.
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Vote 05 Ministry of Home Affairs and Immigration
2010/2011 2011/2012 2012/2013 2013/2014 2014/2015 2015/2016 Target Actual Actual Actual Forecast Forecast Forecast Register all border residents and issue them 5% 20% with Border Resident Cards by 2014 This target was not met because the system specifications could not be determined by both countries.
Target 6: Establish Regional Immigration Tribunals in identified regions by 2013. This target was set to reduce the detention period of illegal immigrants. It was designed to facilitate the process of timely deportation as per statutory provision.
2010/2011 2011/2012 2012/2013 2013/2014 2014/2015 2015/2016 Target Actual Actual Actual Forecast Forecast Forecast Establish Regional Immigration tribunals in 1 7 0 4 identified regions by 2013 Achievement: During the year under review, no Regional Immigration Tribunal was established. The Ministry did not receive names of people to be appointed as members of Immigration Tribunal from the remaining regions as requested. The Ministry will engage those regions that did not submit names to do so.
Target 7: Establish five (5) new ports of entry by 2015 This target was set to facilitate lawful migration into and from Namibia. It was designed to reduce illegal crossing.
2010/2011 2011/2012 2012/2013 2013/2014 2014/2015 2015/2016 Target Actual Actual Actual Forecast Forecast Forecast Establish five (5) new ports - - - - 1 4 of entry by 2015 Achievement: The Contractor for the Kashamane border post was appointed and construction commenced during the year under review. Kamenga, Machenje, Schuchmansburg (Luhonono) and Omakelo border posts feasibility studies are yet to be conducted.
Target 8: Encourage Voluntary Repatriation of Refugees in Namibia and reduce their number to less than 5000 by 2013. The target was set to reduce the number of Refugees because the political situation in their home country has fundamentally changed. It was designed to encourage / promote durable solutions to the problems of Refugees.
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Vote 05 Ministry of Home Affairs and Immigration
2010/2011 2011/2012 2012/2013 2013/2014 2014/2015 2015/2016 Target Actual Actual Actual Forecast Forecast Forecast Encourage Voluntary Repatriation of Refugees in Namibia and reduce their 0 0 2,852 1,500 number to less than 5,000 by 2013. Achievement: A number of 2 852 Angolan refugees were repatriated during the year under review as a result of the invocation of the Cessation Clause which came into effect on 01 July 2012. The importance of this achievement has contributed to the reduction of the refugee population in the Republic of Namibia.
Target 9: Encourage Namibian Refugees in Botswana ( Dukwi Refugee Camp) to Voluntarily repatriate by 2015. The target was set to encourage Namibian refugees in Botswana ( Dukwi Refugee Camp) to voluntarily repatriate back home. It was designed to repatriate all Namibian refugees in Botswana (Dukwi Refugee Camp).
2010/2011 2011/2012 2012/2013 2013/2014 2014/2015 2015/2016 Target Actual Actual Actual Forecast Forecast Forecast Encourage Namibian Refugees in Botswana to 28 21 39 500 400 Voluntary repatriate by 2015. Achievement: 39 (Thirty nine) former Namibian refugees returned back home during the period under review. The importance of this achievement has contributed to the reduction on the number of Namibian refugees in Botswana (Dukwi Refugee Camp).
3. NON-TAX REVENUE Year 2010/11 2011/12 2012/13 Revenue Source Estimate Actual Estimate Actual Estimate Actual 001 Passport Control 13,000,000 10,516,610 11,000,000 11,022,327 11,550,000 27,810,164 002 Private telephone calls 0 0 108,000 0 0 0 003 Unclaimed Cheques 2,000 0 2,000 0 1,000 0 004 Visa and Permit fees 18,000,000 40,200,887 47,132,000 42,559,795 49,489,000 48,243,919 005 Miscellaneous 1,200,000 1,752,235 1,080,000 1,845,300 117,000 3,043,789 Total 32,202,000 52,469,732 59,322,000 55,427,422 61,157,000 79,097,872
Explanation on the variation between estimates and actual
Passports: The estimate was surpassed by N$ 16,260,163.73; the estimate was based on the previous year's collection. Estimating for this collection is based on the number of passports expiring during that year and the collection of previous years.
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Vote 05 Ministry of Home Affairs and Immigration
Unclaimed cheques: There was no collection on this item during the year under review. The Ministry is working on feasible ways of collecting the revenue under this allocation.
Visas and Permits: There is a shortfall in this collection this is due to less number of visas and permits approved. The estimate is based on previous collections.
Miscellaneous: The estimate was surpassed by N$ 2,926,788.56; this is due to collections from previous financial years which were cleared during the year under review. Some of the amounts are form the rental paid for Continental building and the collections at Magistrate offices.
4. BUDGET EXECUTION
4.1 Overall Vote Actual Performance
Year 2010/11 2011/12 2012/13 Breakdown Estimate Actual Estimate Actual Estimate Actual Operational Budget 134,584,000 155,117,670 205,752,000 200,796,230 201,188,000 194,180,006 Development Budget 39,700,000 22,853,947 37,872,000 17,148,530 53,127,000 37,521,977 Development Partners 0 0 0 0 Total 174,284,000 177,971,617 243,624,000 217,944,760 254,315,000 231,701,983
4.2 Expenditure by programme
Year Programme Activity 2012/13 Activity Code Code Budgeted Revised Actual Execution Programme Allocation Allocation Expenses Rate(%) Management of the Civil Registration 01 National Population 01:01 82,602,000 90,537,500 80,016,444 88.38 Register Issuance of Visas,Permits and the 02:01 22,074,000 19,922,780 19,268,504 96.72 management of Immigration Control and 02 production systems Citizenship Establishment and regulation of Ports of 02:02 89,412,000 84,103,500 78,075,462 92.83 Entry Provision of protection and Refugee Administration 03 03:01 6,599,000 4,655,210 3,450,125 74.11 support to refugee and asylum seekers Policies Supervision 04:01 6,000,000 5,328,112 4,383,875 82.28 Coordination and 04:02 40,114,000 46,394,498 44,844,776 96.66 Support Services Administration 04 Information and Comunication 04:03 7,514,000 3,373,400 1,662,798 49.29 Technology Total 254,315,000 254,315,000 231,701,984 91.11
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Vote 05 Ministry of Home Affairs and Immigration
4.3 Details of Programme Performance
Programme 01: Civil Registration
Main Activities: Management of the National Population Register. Expansion of infrastructural development and decentralization of Civil Registration Programmes. Computerization and integration of National Population Registration System (NPRS) with other inter Ministerial systems. Provision of General Administration, staff development and staff wellness.
Achievements: 2,500,000 birth records automated (M-Files). 150,000 death records were prepared and scanned. Thirty four (34) staff members were trained in capturing birth records into the Web based National Population Register. Two (2) Windhoek central hospital and Grootfontein hospital based offices and two (2) Otavi and Usakos Sub-Regional Offices were opened. Improve and enhanced security processes on issuing of birth and death certificate for quality control.
Constraints Network instability /lack of regular maintenance of IT environments. Insufficient equipment such as computers, fax machines, printers, IMAGOs, photocopier machines. Long recruitment processes. Ageing machinery (IMAGO systems and Laser Engraver for IDs) Image capturing equipment for photo capturing, thumb print and signature on ID application forms.
Programme 02: Immigration Control and Citizenship
Main Activities: Facilitation of lawful migration. Establishment and regulation of Ports of Entry and Exit. Management of Permits and Citizenship. Automation of Visas and Permits.
Achievements: Issuing of passports within 10 working days. Processing of citizenship by descent within 30 working days. Maintaining the processing and issuance of Visas within 10 working days. Regular sessions of the Immigration Selection Board. The first phase of the construction of Kashamane border post is near completion.
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Regular Regional Immigration Tribunal meetings are conducted and as a result there is a reduction towards the delay of deportation of illegal immigrants. Meetings of the Joint Permanent Commissions on Defence and Security take place on a yearly basis; the resolutions thereof are being implemented by the Immigration officials and law enforcement agencies. Joint cross border operations were carried out. Training of Immigration Officers on investigation skills was conducted. Drafting of the proposed amendments to the Immigration Control Act is at an advanced stage.
Constraints: Ageing and insufficient motor vehicles. Shortage of office equipment such as computers, printers, fax- machines, photocopier machines, scanners and furniture. Lack of Staff and office accommodation at some of the border posts. Inadequate allocation of funds. Aged Border Control Management System and Passport System. Manual stored records.
Programme 03: Refugees Administration
Main Activities: Provision of protection and support to Asylum Seekers and Refugees Refugee Status Determination Coordination and facilitation of repatriations Provision of General Administration, Staff Development and Staff Wellness
Achievements: A number of 2,852 Angolan refugees were repatriated during the year under review as a result of the invocation of the Cessation Clause which came into effect on 01 July 2012. 21 Former Namibian refugees returned back home during the period under review. 1742 Former Angolan Refugees who have requested for local integration were profiled during the period under review. 159 Former Angolan Refugees students in Grade 10, 11 and 12 were accorded an opportunity to complete their studies by latest 2014.
Constraints: The rising number of Angolans availing themselves for profiling after the deadline (30 September 2012) of this exercise.
Programme 04: Administration
Main Activities:
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Policy Supervision Coordination Support Services General Support Services Human Resource Management and Development Financial Management Information and Communication Technology
Achievements: The office of the Minister enhanced policy directions and supervision and both Minister and Deputy visited Regional and Sub-Regional Offices, Hospital based facilities, Osire Refugee Settlement as well as Border Posts. Coordination of ministerial activities was improved and a number of bottlenecks were addressed. Recruitment of new staff members and staff development was implemented Stocktaking and Revenue inspections done and reports compiled Performance Management System rolled out Successful Employee wellness campaigns conducted. The Convertion of Human Resource Information Management System to Human Capital Management System was completed. The Ministry had gone live with EDRMS(Electronic Document and Record Management System )
Constraints: Long recruitment process Lack of office space Shortage of Motor Vehicles Slow network speed HCMS and IFMS
5. MID-YEAR REVIEW
5.1 Mid-Year Ministerial Revenue
Execution Revenue Source Estimate First Quarter Collection Rate(%) Passports 12,000,000 1,812,792 15.1 Private calls 0 0 0.0 Unclaimed cheques 200 0 0.0 Visas and permits 52,978,000 9,489,454 17.9 Miscellaneous 127,000 136,017 107.1 Total 65,105,200 11,438,263 17.6
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5.2 Mid-year Budget Execution by programme
2013/14
Budgeted Revised Actual Expenditure Execution Revised Estimate of Programme Allocation Allocation in First Quarter of FY Rate(%) Full-year Expenditure Civil Registration 140,210,000 140,210,000 5,132,117 4.0 44,752,000 44,752,000 12,593,220 28.1 Immigration Control 143,388,000 143,388,000 28,204,991 19.7 Refugee Administration 10,479,000 10,479,000 1,029,399 9.8 6,802,000 6,802,000 1,271,333 18.7 Administration 67,121,000 67,121,000 15,766,255 23.5 8,835,000 8,835,000 610,669 6.9 Total 421,587,000 421,587,000 64,607,984 15.3 0
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VOTE 06 - DEPARTMENT OF POLICE
1. OVERALL SUMMARY
The Namibian Police Force was allocated a budget of N$2,362,218,000.00 during the financial year 2012/2013. During that period an overspending of (-N$1,989,189.99) (- .08%) was recorded as per the appropriation accounts at the end of March 2013 printed on 03 December 2013.
2. PERFORMANCE OF MINISTERIAL TARGETS
Target 1: To recruit and train 1,500 new members annually. 1,126 members were trained, which translates to 75.1% of the set target.
2010/2011 2011/2012 2012/2013 2013/2014 2014/2015 2015/2016 Target Actual Actual Actual Forecast Forecast Forecast 0 0 75% 0 34% 68%
Target 2: To prevent the growth of reported crimes from increasing with more than 5% from the previous year, commencing with the reported total of 90,675 during 2010/2011 as the baseline. Target 2 was achieved by reducing crime growth by 4.3% against the target of preventing crime to increase by 5%. 2010/2011 2011/2012 2012/2013 2013/2014 2014/2015 2015/2016 Target Actual Actual Actual Forecast Forecast Forecast 8.1% 1.9% 4.3% 5% 5% 5%
Target 3: To increase the clearance rates of all crimes with 1% by 2012/13 commencing with the baseline of 25% the international standard clearance rate.
Target 3 was achieved by 16% against the target of 1%.
2010/2011 2011/2012 2012/2013 2013/2014 2014/2015 2015/2016 Target Actual Actual Actual Forecast Forecast Forecast 35% 32% 41% 30% 30% 30%
Target 4: To increase the number of detectives by training 15% annually, using the current total of 454 in 2010/2011 as a baseline. The 15% of 454 detectives which is a baseline for this target is equal to 68 detectives. 51 Members were trained as detectives which represents 11% of the baseline. This means 4% below the target. Two courses were planned to train members as detectives during 2012/2013 FY, however due to an urgent need to train more investigators, priority was given to the Basic Criminal Investigation Course, to train members who would eventually be trained as detectives.
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2010/2011 2011/2012 2012/2013 2013/2014 2014/2015 2015/2016 Target Actual Actual Actual Forecast Forecast Forecast 0 0 11% 50% 50% 50%
TARGET 5: To construct fourteen (14) police stations with accommodation and four (4) Regional Headquarters by 2015/2016
Completed 10x barracks and 5x Police Stations with accommodation
2010/2011 2011/2012 2012/2013 2013/2014 2014/2015 2015/2016 Target Actual Actual Actual Forecast Forecast Forecast 0 7% 36% 21% 36% 36%
3. NON-TAX REVENUE Year 2010/11 2011/12 2012/13 Revenue Source Estimate Actual Estimate Actual Estimate Actual Departmental Fine 55,000 69,589 11,589 38,727 60,000 65,467 Lost equipment and stores 70,000 72,155 2,155 119,827 74,000 174,120 Commission on stop orders 0 2,810 0 0 0 0 Private telephone calls 2,800 14,473 11,673 1,473 675,000 856,871 Copies of plan 520,000 747,890 227,890 546,701 52,000 12,770 Traffic control (Road 3,800,000 5,549,215 1,749,215 3,626,910 5,500,000 6,534,660 worthy and driver Miscellaneous 300,000 1,983,495 1,685,023 430,029 300,000 737,888 Sale of found property 0 0 2,810 0 0 550 Mortuary fees 0 1,528 0 90 19,100 15,090 Total 4,747,800 8,441,155 3,690,355 4,763,756 6,680,100 8,397,416
Departmental fine: This revenue is generated from Departmental fine, a lot of cases were finalised and most members affected paid within the same financial year.
Lost equipment and store damage: Many types of equipment lost and damaged were paid than anticipated.
Private telephone calls/faxes/copies: This revenue is generated from charging the copies of statements of witnesses, copies of accident report, copies of post mortem report and charging private faxes, therefore, more revenue was collected.
Copies of plan: Photo copies of sketch plan were not in demand. Traffic control (Road worthy and driver’s competency: More applications for road worthy and certificates of competency were received, hence more revenue was collected.
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Miscellaneous: This revenue was mainly generated from services rendered by the Namibian Police Helicopter, renting of Nampol Training College hall and shooting range occasionally. This financial year more services were rendered than anticipated.
Mortuary fees: This revenue is generated from the use of Namibian Police mortuary.
4. BUDGET EXECUTION
4.1 Overall Vote Actual Performance
Year 2010/11 2011/12 2012/13 Breakdown Estimate Actual Estimate Actual Estimate Actual Operational Budget 1 752 255 000 1 695 709 430 1 971 206 278 1 974 581 468 2 089 557 000 2 107 372 594 Development Budget 138 193 000 137 958 819 204 443 000 204 040 466 272 661 000 256 840 562 Development Partners 5 000 000 5 000 000 5 250 000 5 150 000 5 000 000 5 000 000 Total 1 895 448 000 1 838 668 249 2 180 899 278 2 183 771 934 2 367 218 000 2 369 213 156
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4.2 Expenditure by programme
Year P ro g ra m Activity 2012/13 me Activity Code B ud g e t e d R e vis e d A c t ual Exe c ut io n Programme C o de A llo c at io n A llo c at io n Exp e ns e s R at e ( %) Develop and implement a National Crime 1 17,357,000 17,357,000 17,057,154 98.27 Combating Strategy Carry out crime Crime Prevention 01 2 39,757,000 39,757,000 39,507,358 99.37 combating operations Road Traffic Control 3 25,286,000 25,286,000 25,185,784 99.60 Reliable communication 4 62,371,000 62,371,000 61,370,704 98.40 support measures To detect and investigate crime and inquests cases, and 1 17,400,000 17,400,000 15,435,482 88.71 present evidence during trials To provide intelligence on criminal activities and 2 9,614,000 9,614,000 8,514,121 88.56 organized crime To ensure that accused persons and witnesses 3 990,000 990,000 790,169 79.82 Crime Investigation and are present at court 02 trials Inteligence service Investigate cases against members of the 4 3,200,000 3,200,000 2,900,123 90.63 polie Participation in International and 5 2,960,000 2,960,000 2,756,235 93.12 Regional Police Acquisitionactivities of an Automated Fingerprint 6 0 0 0 0.00 Identification System (AFIS) Protect Very Important 1 23,800,000 20,800,000 18,836,541 90.56 Persons (VIPP) Protection Services 03 Guarding of premises 2 15,000,000 13,800,000 12,396,421 89.83 and facilities Forensic DNA analysis 1 5,000,000 4,000,000 2,456,891 61.42 Forensic Fire analysis 2 0 0 0 0.00 Automated questioned documentaiton 3 3,000,000 1,896,000 666,380 35.15 processing Forensic Explosive 4 500,000 500,000 150,212 30.04 Forensic Science Services 04 analysis Crime scene analysis 5 1,000,000 500,000 134,875 26.98 Blood alcohol analysis 6 1,000,000 500,000 124,462 24.89 Ballistic Profiling - IBIS 7 3,000,000 2,000,000 846,541 42.33 Database Electronic Crime 8 3,000,000 2,000,000 956,547 47.83 Analysis Material analysis 9 2,390,000 1,000,000 268,126 26.81
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Year P ro g ra m Activity 2012/13 me Activity Code B ud g e t e d R e vis e d A c t ual Exe c ut io n Programme C o de A llo c at io n A llo c at io n Exp e ns e s R at e ( %) Reduce Cross-Border Border Control 05 1 29,265,000 27,828,000 26,814,542 96.36 Crime Training and Capacity 1 55,056,000 55,056,000 55,056,000 100.00 Building Supply police uniform, procure and maintain 2 211,598,000 225,098,000 225,098,000 100.00 police transport and operational equipment General administrative 3 1,557,963,000 1,570,094,000 1,590,999,926 101.33 service Welfare of the members 4 4,050,000 4,050,000 4,050,000 100.00 of the force Upgrading and renovation of police 5 50,308,000 57,008,000 56,676,739 99.42 facilities Contruction of police 6 56,615,000 59,320,000 58,597,157 98.78 accommodation Rehabilitation and renovation of police 7 8,000,000 8,000,000 7,983,276 99.79 facilities Schlip police station 8 5,526,000 5,526,000 5,526,000 100.00 construction Pius Joseph Kaundu Training Centre - 9 3,415,000 3,215,000 3,214,777 99.99 Contruction Acquisition of Helicopter, Aircraft & 10 56,000,000 52,795,000 52,795,000 100.00 Equipment Kongola Class C Police 11 8,000,000 7,500,000 7,499,461 99.99 Coordination and Support Station - Construction 06 Services Divudu Class C Police 12 7,000,000 6,400,000 6,216,306 97.13 Station - Construciton Oshifo Class C Police 13 7,000,000 7,000,000 6,996,999 99.96 Station - Construction Onandjaba Class C Police Station - 14 11,320,000 10,320,000 10,319,033 99.99 Construction Coblenz Class C Police 15 7,000,000 3,800,000 3,799,666 99.99 Station - Construction Oshikango Class A 16 7,500,000 5,000,000 4,997,550 99.95 Police Station Okamatapati Class C 17 7,000,000 5,000,000 4,942,746 98.85 Police Station Otjituuo Class C Police 18 6,500,000 6,500,000 5,998,475 92.28 Station Eiseb Block Sub-Station 19 10,367,000 5,367,000 5,358,349 99.84 Fuel Tanks and pumps 20 4,000,000 3,000,000 2,748,069 91.60 Ondangwa Training 23 3,624,000 3,624,000 3,564,875 98.37 Centre
Police Cell Countrywide 24 5,000,000 3,700,000 3,681,291 99.49 - Contruct and upgrade Israel Patrick Iyambo 25 1,286,000 1,286,000 1,178,275 91.62 Police College National Police Headquarters - 26 5,142,000 2,742,000 2,704,124 98.62 Additional offices Karasburg Police 35 2,058,000 2,058,000 2,042,394 99.24 Station - Construction Total 2,367,218,000 2,367,218,000 2,369,213,156 100.08
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4.3 Details of Programme Performance
Crime Prevention: Carry out crime combating operation Road Traffic Control Reliable Communication Support Services Develop and implement a National Crime Combating Strategy
Achievement: National Crime Combating Plan was implemented in all the thirteen regions, which among others includes docket operations and crime prevention activities.
Constrains: Two courses which were planned to train members as detectives during 2012/2013 FY could not take place due to an urgent need to train more investigators, priority was given to the Basic Criminal Investigation Course, to train members who would
eventually be trained as detectives.
Crime Investigation and Intelligence Services: To detect and investigate crime and inquests cases and present evidence during trails To provide intelligence on criminal activities and organized crime To ensure that accused persons and witnesses are present at court Investigate cases against members of the police Participate in international and Regional activities
Achievement: A 16% clearance rate of all crimes against the set target of 1% was achieved
Constrains: The serious shortage of investigating officers, who are only numbering 1243, has resulted on a huge backlog of case dockets on hand , which currently stands at 135,593 and, that has a negative impact on the number of cases that are cleared annually.
Protection Services: Protect Very Important Persons (VIPP) Guarding of premises and facilities
Achievements: During the course of the year, security was provided to the visiting of Foreign Head of States in Namibia.
Forensic Science Services: Forensic DNA analysis
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Forensic Fire Analysis Automated questioned documentation processing Forensic Explosive analysis Crime scene analysis Blood alcohol analysis Ballistic Profiling-IBIS Electronic Crime analysis Material analysis Breathe Alcohol analysis Toxicological analysis Stock theft and poaching analysis Radio Nuclied Surveys and Orphans Source Tracing
Achievements: The case backlog (437 cases) that has accumulated and stored at the premises of the Windhoek Police Mortuary has been processed and reports have been issued on 123 cases of the total. The entire gunshot residue cases backlog consisting of 85 cases have been analysed and reported on thus eradicating the entire case backlog. The NFSI has accumulated a backlog of (64 cases) for the year 2011/12 and 26 cases has been analysed and reported on. 107 Cases were received for 2013 and 9 cases has been processed and reported on. In total 136 cases are awaiting extraction and analyses. The NFSI has begun with the processing and analyses of backlogged human DNA cases and has catalogued 573 cases in suitability for further analyses and extraction possibilities. 47 Case reports were issued for the period of November 2012 until March 2013.
All cases backlogged plus new cases submitted (1215 cases) were processed analysed completed and reported on. The workload is current with an average turn-around time of 90 days.
The Namibian Police Force Traffic Law Enforcement Unit as well as Traffic Departments of four Namibian Municipalities deploys 73 breath alcohol measurement devices in daily operations across Namibia. Each of these devices has been serviced, calibrated and a compliance certificate issued by the NFSI once every quarter of the period under review. This replaced the previous programme whereby each of the said devices was sent to the SABS in South Africa to great cost to the Government of the Republic of Namibia.
Police stations and Woman Child Protection Units across all thirteen Police Regions of Namibia were issued with highly modern forensic evidence collection kits. All Nampol members engaged at the said units as well as medical officers were trained by the NFSI in the science of forensic evidence collection using the modular evidence collection units in question.
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Acquisition of test fired cartridge cases have begun.
NFSI User Interface Rules for the system dealing with laboratory resource and evidence management have been developed and implemented. The second phase which includes interfacing with the Policing System.
Constraints: The NFSI currently makes use of a building designed for office accommodation as its laboratory. The current premises was not custom designed as a laboratory and suffers from the following critical shortcomings: lack of space, inappropriate methodological flow, insufficient refrigeration space for biological samples, inappropriate access control for the security needs of the NFSI, sub optimal electrical 3 power supply system, air conditioning system and more. This problem can only be overcome by the construction of a custom designed laboratory premises.
The air conditioning system posed significant operational challenges since November 2012; the current air conditioning system was developed for office use only and was not specifically designed for continuous operation and temperature control of a laboratory setup. The heat emitted from the analytical instruments contributed to the failure of the air conditioning system; hence analysis of the majority of analytical procedures was stopped with immediate effect. These processes will only commence once a fully operational air conditioning system is installed. Unable to implement DNA databases for stock theft control, national radio nuclide mapping and storing, Population DNA database development and the implementation of screening and confirmatory equipment for toxicology and trace material analyses also contributed to failure of the NFSI to meet certain outcomes.
The lack of attracting professional forensic scientist to cater for the current workload contributes to certain outcomes not being met.
Border Control: Reduce Cross-Border Crime
Achievements: The Namibian Police Force in line with the Government Policy of E-Governance have successfully rolled out 1Mb-VPN wide area network (WAN) from the PNHQ central hub to all 13 (thirteen) PRHQ‟s.
Coordination and Support Service: Training and capacity building Supply police uniform, procure and maintain police transport and operational equipment General Administrative Services Welfare of the members of the force Upgrading and renovation of police facilities Construction of police accommodation
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Rehabilitation and renovation of police facilities Schlip police station construction Pius Joseph Kaundu Training Centre - Construction Acquisition of Helicopter, Aircraft & Equipment Kongola Class C Police Station - Construction Divudu Class C Police Station - Construction Oshifo Class C Police Station - Construction Onandjaba Class C Police Station - Construction Coblenz Class C Police Station - Construction Oshikango Class A Police Station Okamatapati Class C Police Station Otjituuo Class C Police Station Eiseb Block Sub-Station Fuel Tanks and pumps Otjomuise Class B Police Station Oshikoto Regional Headquarters and Police Station Ondangwa Training Centre Police Cell Countrywide - Construct and upgrade Israel Patrick Iyambo Police College National Police Headquarters - Additional offices Aminuis Class C Police Station Omusati Regional Headquarters Caprivi Regional Headquarters Hardap Regional Headquarters Oshikuku Class C Police Station Onesi Class C Police Station Chinchimani - Class C Police Station Omega Class C Police Station Karasburg Police Station - Construction Okangwati Police Station - Construction Kunene Regional Headquarters Etayi Police Station Ncaute Police Station Kuisebmond Police Station - Construction Maintenance of property abroad Purchase farms Oshana Regional Headquarters Ombili Police Station Generators to all Police Stations
Achievements: The Namibian Police Force has commissioned, installed and validated the world‟s first functioning BSD 1000 DNA Robotic Extraction System at NFSI. This has set the NFSI clearly on course towards becoming the first ISO/IEC 17025 accredited forensic science institution on the African Continent.
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The NFSI through its membership of the Southern Africa Regional Forensic Science Network (SARFS) has acceded to the global International Forensic Strategic Alliance (IFSA) and is well underway on the implementation of Good Laboratory Practice Guidelines which is compulsory for such accreditation. The construction of four police stations with accommodation was completed during 2010/2011. During August 2011 the Namibian Police Force successfully managed to launch its Strategic Plan for the period 2011-2013 with the overall aim of streamlining and enhancing its work approaches. The Namibian Police Force during the period under review succeeded in enhancing the capacity of some of its staff members including recruits. To this end a total of 5028 staff members including recruits received training in the areas of basic police training, in-service training and staff development. In addition the Force also acquired 10 trained police dogs. The Namibian Police Force in line with the Government Policy of E-Governance have successfully rolled out 1Mb-VPN wide area network (WAN) from the PNHQ central hub to all 13 (thirteen) PRHQs.
Completed 10 x Barracks and 5 x Police Stations with accommodation.
5. MID-YEAR REVIEW First Quarter Execution Revenue Source Estimate Collection Rate(%) Revenue Collection 7,571,979 1,942,908 25.7 Expenditures 3,227,423,000 642,777,016 19.9 Total 3,234,994,979 644,719,924 19.9
5.1 Mid-Year Ministerial Revenue
First Quarter Estimated Full Year Revenue Source Estimate Collection Revenue Projection Departmental Fine 60,000 2,500 60,000 Lost equipment and stores 74,000 5,300 74,000 Commission on stop orders 0 0 0 Private telephone calls 675,000 226,578 675,000 Copies of plan 52,000 2,160 52,000 Traffic control (Road 6,391,879 1,638,310 6,391,879 worthy and driver Miscellaneous 300,000 64,400 300,000 Ministerial Fines 0 0 0 Sale of found property 0 0 0 Mortuary fees 19,100 3,660 19,100 Total 7,571,979 1,942,908 7,571,979
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5.2 Mid-year Budget Execution by programme
Actual Expenditure Budgeted Revised Execution Revised Estimate of in First Quarter of Programme Full-year Expenditure Allocation Allocation FY Rate(%) Combating of Crime 2,335,888,000 2,335,888,000 497,251,485 21.3 2,317,736,942 VIP Protection 278,376,000 278,376,000 70,590,177 25.4 270,590,177 Training and Development 79,829,000 79,829,000 28,533,856 35.7 104,624,138 Forensic Science Services 16,920,000 16,920,000 6,026,342 35.6 22,096,587 Coordination and Support Services 516,410,000 516,410,000 40,375,156 7.8 512,375,156 Total 3,227,423,000 3,227,423,000 642,777,016 19.9 3,227,423,000
B. Transfer from Contingency Fund 2012/2013
During the Financial Year 2012/2013 an amount of N$ 6,689,027.60 was spent by the Namibian Police from the Contingency Provision to carry out the investigation aimed at recovering state funds taken from GIPF. The investigation was planned to take 9 months but it took longer than anticipated due to some immense challenges, this investigation is still in progress.
The amount of N$ 69,872,599.27 was utilized to cover the deficit caused by 8% salary increment granted during 2012/2013 financial year (journal number 595,698). An amount of N$ 642,635.00 was utilized to cover the subsistence and travelling allowances for the bodyguards and drivers for His Excellence the President and other VIP's during independence celebration in March 2013. This brought up the total amount to N$ 77,204, 261.87 which was utilized by the Namibian Police Force from the Contingency fund during 2012/2013 financial year.
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VOTE 07 - MINISTRY OF FOREIGN AFFAIRS
1. OVERALL SUMMARY
The Ministry of Foreign Affairs is the lead implementer of Namibia‟ Foreign Policy, and it is the window through which the outside world sees Namibia and its people. During the financial year under review, the Ministry of Foreign Affairs has worked hard to fulfil its mandate within the framework of the resources available at its disposal. Consular services were provided to Namibian Nationals living aboard. Extensive renovations of diplomatic properties abroad were done and a number of properties were acquired for use as a Chancery, Residence and staff houses.
The incoming and outgoing state and official visits took place as were planned. The purpose of the state visits is to strengthen bilateral relations between the visiting countries and Namibia. Due the global economic crisis, the Ministry had experienced unfavourable exchange rate fluctuations due to the strength of currencies used by our Missions abroad against the Namibia Dollar.
2. PERFORMANCE OF MINISTERIAL TARGETS
Target 1: Train between 40-60 staff members in foreign languages annually
2010/2011 2011/2012 2012/2013 2013/2014 2014/2015 2015/2016 Target Actual Actual Actual Forecast Forecast Forecast Train staff members in 9 13 42 40-60 40-60 40-60 foreign languages annually A total of forty two (42) staff members have participated in different foreign language programmes Portuguese(24), German (3), Korean(1), Japanese(1), Spanish(1) and French(12). The Ministry reached the minimum target by training 42 staff members, however could not train more due to impact of the exchange rate on the program Missions, virementation were done to cater for the exchange rate and staff turnover between Headquarters and Missions.
Target 2: Train 20-30 staff members in Diplomacy/Conflict Resolution fields Annually
2010/2011 2011/2012 2012/2013 2013/2014 2014/2015 2015/2016 Target Actual Actual Actual Forecast Forecast Forecast Trained staff members in Diplomacy/Conflict 8 13 13 20-30 20-30 20-30 Resolution fields annually. The Ministry only managed to train 13 staff members and could not reach the set target due to the impact of the exchange rate fluctuation on the program Missions, virementation were done to cater for the exchange rate and staff turnover between Headquarters and Missions.
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Target 3: Maintain the response time for trade enquiries at 1 hour on year basis
2010/2011 2011/2012 2012/2013 2013/2014 2014/2015 2015/2016 Target Actual Actual Actual Forecast Forecast Forecast Maintain the response time for trade enquiries at 1 1 hour 1 hour 1 hour 1 hour 1 hour 1 hour hour Target is measured against the number of hours it takes to respond to a trade enquiry. The information is obtained from Desk Officers and Missions abroad. The Ministry is of the view that the above target has been achieved. During the ensuing years the Ministry would wish to develop a qualitative measure and target that will help ascertain the efficacy of our support to trade enquiries.
3. NON-TAX REVENUE Year 2010/11 2011/12 2012/13 Revenue Source Estimate Actual Estimate Actual Estimate Actual Private Telephone Calls 15,000 24,309 30,000 12,984 25,000 18,593 Unclaimed Cheques 1,000 128,184 0 0 0 -453 Interest on Investment 100,000 140,025 300,000 141,277 150,000 134,405 Miscellaneous 700,000 999,578 600,000 812,001 1,000,000 359,748 House Rent: Foreign Missions 400,000 1,280,840 600,000 1,366,693 400,000 1,337,765 Total 1,216,000 2,572,936 1,530,000 2,332,955 1,575,000 1,850,058
Private Telephone Calls The Ministry managed to collect 74.3% of the estimated private telephone calls. At headquarters there is a coding system, which controls the private call charges.
Unclaimed Cheques No provision was made under this revenue head because in terms of the regulation all unclaimed cheques should be recorded under the revenue head at the Ministry of Finance.
Interest on Investment
The Ministry managed to collect 90%of the estimate on the revenue vote. Interest earned on Investments reduced due to the fact that new measure were put in place to ensure that the Missions do not keep large amounts of money in Foreign Bank Accounts.
Miscellaneous The Ministry collected only 36% of the estimate on this Revenue Head. It is difficult to estimate Miscellaneous Revenue. The Ministry always ensures that money owing to Government is collected in the financial year under review.
House Rent: Foreign Missions The Ministry is in the process of revising this rule and has the intention to reduce the rent contributions, however only managed to implement it in the 2013/2014 financial year, hence the reason for collecting more. It needs to be mentioned that in the
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2013/2014 financial year the ministry will report a minimal amount on this revenue head. 4. BUDGET EXECUTION
4.1 Overall Vote Actual Performance Year 2010/11 2011/12 2012/13 Breakdown Estimate Actual Estimate Actual Estimate Actual Operational Budget 324,923 361,409 399,565 407,173 451,163 451,077 Development Budget 180,557 179,748 151,050 141,163 91,690 91,673 Development Partners Total 505,480 541,157 550,615 548,336 542,853 542,750
4.2 Expenditure by programme
Year Programme Activity 2012/13 Code Activity Budgeted Revised Actual Execution Programme Code Allocation Allocation Expenses Rate(%) Provision of Regional and Bilateral O1 Namibia's Broad O1:01 14,878 10,268 10,075 98.1% Affairs Foreign Policy Provision of advise to Multilateral and Policy Co- GRN on International O2 O2:01 22,614 20,611 20,273 98.4% ordination and Regional Organizations GRN, Diplomatic and Protocol and Consular O3 Consular conduct O3:01 12,370 9,362 9,153 97.8% Facilitation facilitation Protection of GRN Foreign Missions O4 and its National O4:01 452,134 463,414 465,110 100.4% Representations interest Policies Supervision O5:01 6,397 5,984 5,706 95.4% Supervision and Support O5 Coordination and Services O5:02 34,460 33,214 32,433 97.6% Support Services Total 542,853 542,853 542,750 99.98%
4.3 Details of Programme Performance
REGIONAL AND BILATERAL AFFAIRS
A saving of 1.88% realised under this program was due to official trips of the Minister that were put on hold as a result of the reshuffle of Minister of Foreign Affairs.
Main Activities: Pursue Diplomatic Network in Africa and the Middle East Enhance Trade and Investment in Europe and the North America. Strengthen Business Partnerships in Asia, Latin America & Caribbean
Achievements:
Pursue Diplomatic Network in Africa and the Middle East Maintain healthy bilateral relations
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Namibia participated in the activities of organisations of the South to contribute to the formulation of common positions in respect of developmental priorities for the South and mutual cooperation between countries of the South. This is achieved through bilateral engagements, and contributions to common positions. In the period under review the Department of Bilateral Affairs could initiate and facilitate several bilateral events with countries in Africa and the Middle East. These include four State Visits (in- and outbound) to/from Botswana, Swaziland, South Africa and Togo, as well as six High Level Visits, two Joint Commissions and two Diplomatic Consultations.
Underneath are some of the activities that the department has undertaken during the year under review.
The Namibian and Angolan working group met from 28-31 May 2012 in Windhoek. The main objective was for the Namibian side to present to the Angolan side progress made since the first meeting held in Luanda on the Construction of memorial shrines and monuments by the Government of the Republic of Namibia in Angola. President Lt. Gen. Seretse Khama Ian Khama paid a State Visit to Namibia from 25-27 June 2012. During the visit Presidents Khama and President Pohamba jointly launched the West African Cable System project and reiterated their committed to developing the Trans-Kalahari Railway project. Botswana further undertook to begin construction of the Dry Port donated by Namibia. It was President Khama's first State Visit to Namibia. The Minister of Foreign Affairs of the Republic of Namibia undertook a working visit to the Federative Republic of Brazil upon invitation by his counterpart from 30-31 May 2012. During his visit to the Federative Republic of Brazil, the Minister had bilateral meetings with the Brazilian Ministers of Defence, Fisheries and the Minister of Foreign Affairs. During these meetings, the Ministers discussed possible ways of expanding on the existing excellent relations between Namibia and Brazil. At the invitation of His Excellency Hifikepunye Pohamba, President of the Republic of Namibia, His Majesty King Mswati III. of the Kingdom of Swaziland paid a State Visit to Namibia from 24-29 July 2012. Issues covered during the official talks were tourism, fisheries, trade and investment, agriculture, energy, arts and culture, education as well as mining. Namibia hosted the 12th Session of the Namibia-South Africa Joint Permanent Commission on Defence and Security that was held from 16-19 October 2012 in Ondangwa. The meeting that was attended by delegates from various defence and security agencies from both countries was successful, considering that the two countries exchanged information on their respective fields of operations. Officials from the Ministry of Foreign Affairs, as well as from the High Commission of South Africa in Namibia attended the Session. A draft Memorandum of Understanding (MOU) on Diplomatic Consultations between the Ministry of Foreign Affairs of the Republic of Namibia and the
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Ministry of Foreign Affairs of the United Mexican States has been finalized and it has been agreed that the signing takes place at the margins of the UN General Assembly in September 2013. His Excellency Hifikepunye Pohamba, President of the Republic of Namibia, at the invitation of His Excellency Jacob Zuma, President of the Republic of South Africa, paid a State Visit to the Republic of South Africa from 6-7 November 2012. The two Presidents acknowledged the deepening of bilateral cooperation between the two countries in the fields of energy, mining, water supply, environment, tourism, agriculture, trade and investment, infrastructure development, education, transport, science and technology and defence and security. During the visit, three agreements were signed. H.E. Faure Essozimna Gnassingbe, President of the Togolese Republic paid a successful State Visit to the Republic of Namibia from 10 to 12 October 2012. During the visit, an umbrella Bilateral Cooperation Framework Agreement was signed. The Agreement accentuates key areas of cooperation, such as agriculture, manufacturing, education, tourism, infrastructure development, and culture.
Enhanced socio-economic cooperation
The Department of Bilateral Affairs, in the conduct of international relations, is committed to garner support for its domestic priorities, which was achieved through the above mentioned activities.
Increased trade and investment Through the promotion of Namibia‟s relation with foreign countries, which was attained through the bilateral events as outlined above, the Department of Bilateral Affairs and Namibia‟s missions could also attack the interest of Namibia‟s respective partners to our trade and investment opportunities.
Enhance Trade and Investment in Europe and the North America. Increased trade and investment
The department focused on expanding Namibia‟s economic relations with North America and Europe, especially Eastern European countries, given the strong potential for growth as well as their advanced science and technology capacity. A number of bilateral engagements took place: six high level visits were coordinated to or from Finland, Sweden, Lithuania, Germany; Diplomatic consultations took place with Russia, while trade delegations from Hungary, France, Canada, USA, Finland and Kazakhstan visited Namibia. Some of these visits were initiated by our missions or the Ministry and the coordination involved at all times the Department of Bilateral Affairs. One should add that most of the above mentioned activities were not restricted to trade issues.
Representatives of E-D Ferrum Centre Ltd MOL SA, a Hungarian agricultural and steel company, visited Namibia from the 19th July 2012 to 5th August 2012. E- D Ferrum-Centre Ltd MOL SA expressed their desire to discuss with the Namibian
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Dr. Alexander Stubb, Minister of European Affairs and Foreign Trade, accompanied by seventeen (17) business people visited Namibia from 7 to 8 November 2012, and were hosted by the Ministry of Trade and Industry. The Ministry of Foreign Affairs assisted to coordinate the visit. On 8 November 2012 the Finnish Minister paid a courtesy call on H.E. the President Hifikepunye Pohamba.
Greater access to European and North American markets The Department continued to utilize its engagement with countries in that region to advance Namibia‟s foreign policy and objectives, which includes economic diplomacy, striving to complement the internal efforts.
Strengthen Business Partnerships in Asia, Latin America & Caribbean Enhanced bilateral relations Namibia‟s bilateral relations with Asia, Latin America and Caribbean continued to advance the development agenda of the South, as well as Namibia‟s domestic priorities. Seven high level visits from or to Argentina, Brazil, China, South Korea and the Dominican Republic were realized. Diplomatic Consultations were held with India. To strengthen economic and trade cooperation, Hon. Zhong Shan, Vice Minister of Trade and his delegation visited Namibia from 28 to 1 June 2012. During the visit the Vice Minister held talks with his Namibian Counterpart, Hon. Tjekero Tweya.
Strengthened trade and investment The focus of the above mentioned high-level bilateral engagements was to enhance political, economic and technical cooperation in support of Namibia‟s national priorities.
Constraints: It needs to be added that it would be difficult to quantify the results of bilateral engagements. Often the progress during a certain visit is seen only years later. The Ministry was constrained by the shortage of staff and by the nature of the structure, which aggravates the staff shortage. The situation has improved since September 2013, when cadets were recruited. However, most of the newly recruited staff members are inexperienced and will need training, which should be budgeted for.
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MULTILATERAL AND POLICY CO-ORDINATION A saving of 1.64% realised under this program was due to official trips of the Minister that were put on hold as a result of the reshuffle of Minister of Foreign Affairs.
Main Activities: Formulate and implement multilateral policies with regard to Regional and International Organisations Participate in conflict resolution and maintenance of peace and security globally Participation in Commonwealth activities
Achievements: Formulate and implement multilateral policies with regard to Regional and International Organisations Namibia attended various statutory and non-statutory meetings of SADC, SACU, the AU, the UN, and various other international organizations. Furthermore, Namibia's assessed membership contributions to international organizations are up to date. The promotion of Namibia's national interest at regional and international fora was maintained. Furthermore Namibia's reputation was enhanced by the participation through dialogue and participation in regional issues. Namibia continues to serve in the Peace and Security Council of the AU and ECOSOC. The program will continue to participate in SACU revenue sharing negotiations and EU trade negotiations.
The SADC Ordinary Summit was held in Maputo, Mozambique in August 2012. H.E. President HifikepunyePohamba led the Namibian delegation to the Summit and was elected as Deputy Chairperson of the SADC Organ on Politics, Defence and Security Cooperation, indicating that from August 2013, Namibia would take over the chairmanship of the SADC Organ. The Summit reviewed the political and security situation in the region particularly in the Democratic Republic of Congo, Madagascar and Zimbabwe. It was preceded by the meeting of the Council of Ministers. The Summit mandated the Ministers of Justice to review the Protocol on the SADC Tribunal.
An Extra Ordinary Summit of the SADC Heads of State and Government was held on 8 December 2012, in Dar Es Salaam, United Republic of Tanzania. H.E Excellency President Pohamba led the Namibian delegation to the Extra-ordinary Summit and was accompanied by Hon. Netumbo Nandi-Ndaitwah, Minister of Foreign Affairs and Lt. Gen. EpaphrasNdaitwah, Chief of the Namibian Defence Force. The extra-ordinary Summit was preceded by the meeting of the SADC Chiefs of Defence. The meeting of the SADC Council of Ministers took place in Maputo, Mozambique from 4 to 9 March 2013, and was chaired by Mozambique. Hon. Calle Schlettwein, Minister of Trade and Industry, led the Namibian delegation.
The SADC-EU Political Dialogue took place on 20 March 2013, in Maputo, Mozambique, and was co-chaired by the Ministers of Foreign Affairs of
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Mozambique and Ireland. Views were exchanged on the political and security situation in the region, particularly, the DRC, Madagascar and Zimbabwe. The EU wanted to discuss the economic and political situation in Swaziland but this was rejected and was discussed for information only under any other business. Member States, Swaziland and Madagascar, are the only countries with outstanding balances on their annual financial contributions. Namibia paid her Annual Membership contribution for the period 2012/2013.
H.E. President HifikepunyePohamba led the Namibian delegation to the 19th AU Summit held in Addis Ababa from 16 to 19 July 2012. The Summit was devoted to “boosting intra-African trade”. Amongst many achievements, the Summit decided to continue consultations on the establishment of the Continental Free Trade Area by 2017.For the first time, a candidate from the Southern region was elected to the position of Chairperson of the African Union Commission, in the person of Dr NkosazanaDlamini-Zuma. Namibia actively campaigned for the election of the new Chairperson and was satisfied with the outcome. The 19th Summit decided to maintain the current consultative status of the Parliament African Parliament instead of granting legislative powers to this institution.
The 67th High-level Session of the United Nations General Assembly was held from 25 September to 1 October 2012. H.E. President Hifikepunye Pohamba led the Namibian delegation, and was accompanied by Honourable Minister Utoni Nujoma, Ambassador Tuliameni Kalomoh and Mr Michael Ndevayele from the Ministry of Foreign Affairs.
Participate in conflict resolution and maintenance of peace and security globally
Namibia contributed positively to the United Nations Peacekeeping Missions, peace building, mediation and post conflict rehabilitation and reconstruction activities. The Department continued studying the resolutions of the Security Council, and advised the appropriate Ministries and Offices on the implications for Namibia, as well as the reporting obligations which arose from certain resolutions. During the year under review, 71 resolutions were adopted by the Security Council on the 23 February 2012, the Namibian National Assembly approved the ratification of the following Legal Instruments in relation to the Non-Proliferation of Nuclear Weapons (NPT): Additional Protocol on Safeguard Agreement between the Government of the Republic of Namibia and the International Atomic Energy Agency (IAEA) and the African Nuclear-Weapons-Free Zone Treaty (Treaty Pelindaba). Instruments of ratification were deposited to the International Atomic Energy Agency (IAEA) and to the African Union Commission (AU), respectively, later in the year.
Namibia has made progress toward the implementation of the United Nations Program of Action to prevent, combat and eradicate illicit trade in small arms and light weapons in all its aspects. The Government put in place a number of structures and programs to ensure effective and efficient coordinated activities on
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the combating of the proliferation of small arms and light weapons. The operating procedures for implementing regional standards in controlling firearms, ammunitions and other related materials are also in created by the Government. An Arms Trade Treaty is currently being negotiated internationally.
Namibia served in the Executive Council of the Organization for the Prohibition of Chemical Weapons (OPCW) from May 2011to May 2013. The Department facilitates participation of the Ministry of Trade and Industry as the National Focal Authority on issues related to the Chemical Weapons Convention.
Namibia attended the International Atomic Energy (IAEA) Ministerial Conference on Nuclear Safety which took place from 21 -24 June 2012 in Vienna. The aim of the Conference was to look at the promotion of a broad global exchange of information on how to enhance nuclear safety and build on lessons learned from the Fukushima catastrophe and the lessons from the comprehensive risk and safety assessments of the nuclear power plants.
Under the CTBTO, Namibia hosts two monitoring stations, i.e. seismic and infrasound stations, both based in the Tsumeb vicinity. The two stations are mandated to provide data to the International Data Centre upon request only but with immediate availability. The two stations are providing data and ascertain what kinds of events have taken place in Namibia for example an explosion or other related accidents. The Department continued to facilitate issues related to the CTBTO.
Participation in Commonwealth activities Namibia participates in Commonwealth activities such as the Commonwealth Heads of Government Meetings (CHOGM), sectoral Ministerial meetings as well as Senior Officials meetings and increased technical cooperation programmes and projects in various fields.
Namibia has been a Commonwealth Member state since 1990. The Department continued actively facilitating Namibia‟s participation in, and benefitting from the Commonwealth.
The Draft Charter of the Commonwealth was thus put in place through consultations between member countries, reviewed by a Ministerial Task Force and the Commonwealth Ministers of Foreign Affairs at their meeting held on 29 September 2012 in New York. The Meeting considered the draft Charter of the Commonwealth and distributed it for adoption by the Commonwealth Heads of Government by way of a silent procedure as decided by the Heads of Government in Perth 2011.
The Commonwealth Charter was adopted on 19 December 2012 by silent procedure, and signed into existence by Queen Elizabeth II on 12 March 2013.
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Constraints: Quantifying benefits to Namibia is difficult, as negotiations from multilateral organisations often are intended for line Ministries and therefore direct benefits to the Ministry of Foreign Affairs are minimal Ministry plays a coordinating role and provides a supporting role to line Ministries and therefore does not benefit directly. Rather, the benefits accrue to the country Short time of notification of meetings does not always make it possible to be represented in all regional and continental meetings.
PROTOCOL AND CONSULAR FACILITATION This program realised a saving of 2.24% in the financial year under review, due to the exchange rate impact on the Ministry' vote, some of the activities were cancelled to ensure that the Ministry does not overspend on the total vote.
Main Activities: Provision of Protocol and Consular services Develop and Implement Protocol Rules and Procedures
Achievements: Provision of Protocol and Consular services The Department Protocol and Consular Affairs coordinate protocol and consular activities between the Government of the Republic of Namibia and other Foreign Governments as well as International Organizations. This Department also coordinates both domestic and international activities involving H.E. the President, the Founding President, the Prime Minister, the Speaker of the National Assembly, the Chairman of the National Council, the Chief Justice, Cabinet Ministers, Members of Parliament and other Namibian dignitaries. It further facilitates contacts between the Government and Diplomatic Missions accredited to Namibia. The Protocol officials are expected to accompany His Excellency the President on Official Visits. Attending International Conferences, Queen‟s Diamond Jubilee, UN Rio +20, SADC and AU Summit, UN General Assembly; State Funerals of late Presidents of Malawi, Ghana, and Vice President of Zimbabwe, Regional Organisations like SADC Troika Summit. Successful issuance of visas and consular matters to diplomatic community, Government officials and political office bearers Nine hundred (900) copies of the 2013 Diplomatic List were printed for distribution to Diplomatic Missions/Ministries/Offices/Agencies and Namibian Diplomatic Missions abroad. The Diplomatic List is also available on the Ministry‟s website: www.mfa.gov.na. The Diplomatic List is updated on a regular basis, depending on the information received from Diplomatic Missions. During the period under review, the Sub-Division processed a total of 95 Certificates “A”, which exempts diplomats from paying customs duties when buying locally as well as when importing goods into the country.
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During the period under review, thirty one (31) VAT claims were received and forwarded to the Ministry of Finance for reimbursement purposes. The Ministry of Finance responds directly to the applicants. The Ministry received three (3) complaints against Diplomatic and Consular Missions, for alleged unfair dismissal, over charging of work permits, and unfair treatment of Namibian national in the employ of Diplomatic Missions. Such complaints are handled by the Ministry, in consultation with relevant institutions, taking into account that, although Diplomatic Missions enjoy privileges and immunities under the Vienna Conventions, they are obliged to respect the laws of the receiving state. There was one report of theft of cell phone out of a diplomatic motor vehicle. This was reported to the Namibian Police, and no arrest has so far been reported to this Ministry. The Division recorded and participated in sixty-eight (58) events that were officiated by H.E. the President and nine (9) by the Founding President, during the period under review.
Develop and Implement Protocol Rules and Procedures
Developed and printed operational manuals for privileges and immunities, and provide diplomatic missions with those booklets Successful holding of presentation of letters of credence of foreign heads of mission, and annual greeting ceremony of diplomatic heads of mission. During the period under review, Namibian Heads of Mission were concurrently accredited to the following countries: Republic of Benin, The Gambia, Republic of Sierra Leone, Democratic People‟s Republic of Algeria, State of Qatar, United Arab Emirates, Democratic Republic of São Tome and Principe, Slovak Republic, Republic of Cape Verde, Hungary and Jamaica.
Constraints: Adhoc SADC Troika meetings and Summits State Funerals for dignitaries both national and international
FOREIGN MISSIONS REPRESENTATION An overspending of 0.39% was recorded under this program which was mainly caused by the exchange rate fluctuation during the transfer of funds to Missions.
Main Activities: Diplomatic Representation and promotion of trade and investment Collect and analyze information to advise Headquarters in order to make informed decisions Provide consular services and management Management of Capital Projects
Achievements: Diplomatic Representation and promotion of trade and investment Maintain healthy bilateral relations
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Namibia participated in the activities of organisations of the South to contribute to the formulation of common positions in respect of developmental priorities for the South and mutual cooperation between countries of the South. This is achieved through bilateral engagements, and contributions to common positions. In the period under review the Department of Missions could initiate and facilitate several bilateral events with countries in Africa and the Middle East. These include four State Visits (in- and outbound) to/from Botswana, Swaziland, South Africa and Togo, as well as six High Level Visits, two Joint Commissions and two Diplomatic Consultations. His Excellency Hifikepunye Pohamba, President of the Republic of Namibia, at the invitation of His Excellency Jacob Zuma, President of the Republic of South Africa, paid a State Visit to the Republic of South Africa from 6-7 November 2012. The two Presidents acknowledged the deepening of bilateral cooperation between the two countries in the fields of energy, mining, water supply, environment, tourism, agriculture, trade and investment, infrastructure development, education, transport, science and technology and defence and security. During the visit, three agreements were signed, namely. * Agreement on the Establishment of a Bi-National Commission, * The MOU of Cooperation on Issues related to Public Works and Infrastructure Development, and * the Memorandum of Cooperation in Meteorology.
H.E. Faure Essozimna Gnassingbe, President of the Togolese Republic paid a successful State Visit to the Republic of Namibia from 10 to 12 October 2012. During the visit, an umbrella Bilateral Cooperation Framework Agreement was signed. The Agreement accentuates key areas of cooperation, such as agriculture, manufacturing, education, tourism, infrastructure development, and culture.
A draft Memorandum of Understanding (MOU) on Diplomatic Consultations between the Ministry of Foreign Affairs of the Republic of Namibia and the Ministry of Foreign Affairs of the United Mexican States has been finalized and it has been agreed that the signing takes place at the margins of the UN General Assembly in September 2013. The Government of the Republic of Cuba, as per the Agreement of the Executive of the Council of Ministers Decree Act no 7245, has decided to donate two properties to the Government of the Republic of Namibia on a reciprocal basis. Treasury approval was received for the acceptance of these donations of the properties.
Enhancedsocio-economic cooperation The Department of Missions, in the conduct of international relations, is committed to garner support for its domestic priorities, which was achieved through the above mentioned activities
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Increased trade and investment Through the promotion of Namibia‟s relation with foreign countries, which was attained through the bilateral events as outlined above, the Department of Bilateral Affairs and Namibia‟s missions could also draw the interests of Namibia‟s respective partners to our trade and investment opportunities.
Collect and analyze information to advise Headquarters in order to make informed decisions The Ministry was able to make informed recommendations to the principals on all matters/topics pertaining to Namibia.
Provide consular services and management Consular services were provided to all Namibian nationals abroad.
Management of Capital Projects Purchase and maintenance of diplomatic premises abroad. The Ministry achieved a 99% implemetantion rate.
Constrains: The effective execution of this programme is affected by the volatility of foreign exchange rates. The depreciation of the value of the Namibia Dollar against major currencies, such as the USA Dollar, Pound and Euro. When the Mission experiences a significant movement of Namibia Dollars against major currencies, i.e. in the event of foreign exchange rate loss, the Ministry if required to fund such foreign exchange rate losses from its allocated resources or recognize the loss in the Financial Statements as an unauthorized expenditure. The Ministry is reporting in Namibian Currency; however we spend in foreign currency.
The activities under this program have to be reduced by N$23 million to cater for the impact of the exchange rate. The Missions had to re-prioritise the activities under this program and request for virements, to ensure that the operations of the Missions continue. Purchasing of vehicles, furniture‟s, computers and commitment of salary increment for the Locally Recruited Staff had to be put on hold. The situation has become unbearable for the image of the Government of the Republic of Namibia.
The Missions are the facilitator between the line Ministries and the host countries towards the achievements of the NDP4 goals. The attempts by the Missions to achieve the goals of NDP4, cannot be quantified due to the fact that the line Ministries under each sector reap the benefits of the effort as the feedback goes directly to the Ministries.
All the activities under this program are carried out with foreign currency. The prices and the costs in the foreign countries are signafantly higher than in
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Namibia. The demand for diplomatic premises is higher than the allocated funds to the Ministry.
SUPERVISION AND SUPPORT SERVICES This program recorded a saving of 2.70% due to the reshuffle of the Minister and also to ensure that the Ministry does not overspend on the total vote.
Main Activities: General Administration Services Training, Development and Wellness programme Internal Audit Service Renovation of Headquarters Achievements: General Administration Services Political and administrative Leadership A strategic retreat to review the Strategic Plan (2008/2012) at Daan Viljoen was held and a new draft Strategic Plan (2013/2017) was developed.
EDRMS Training on the Filing system was conducted for Managers and Senior Official. The Filing plan was developed and forwarded to National Achieves for approval
Timely payment of Remuneration The Ministry managed to pay the staff member‟s remuneration on time.
Ensure prudent financial management The Ministry received positive comments from the Office of the Auditor General in terms of reconciliation and management of funds that were allocated for the period under review.
Ensure Information Communication Technology (ICT) Service As part of the Ministry's commitment to upgrade its IT infrastructure, the IT division has acquired 60 new computers for staff member at the headquarters to replace the aging ones and these improve productivity.
Also during the fiscal year under review, the IT division acquired 2 new servers, 2 new cisco switches and a new server cabinet as part of the Ministry‟s email server upgrade to Microsoft exchange 2010, which permitted the Ministry‟s staff to have access to their work emails whenever, wherever.
The division, also in consultation with Telecom Namibia managed to install the VSAT facility at our Mission in Abuja, Nigeria to easy up the communication with headquarters.
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Training, Development and Wellness A total number of fifty eight (58) staff members in the Ministry of Foreign Affairs attended various training courses both locally and internationally during the period under review. Most of the courses attended were either fully /or partly sponsored. Training Sub-division has recorded a number of tangible learning and development achievements during the period under review. Curriculum booklet was successfully developed for the envisaged Centre for Diplomacy and International Relations (CDIR) – the training Arm of the Ministry of Foreign Affairs. The curriculum consists of thirty eight (38) modules.
Internal Audit Service Audit follow-up of Subsistence and Travel Allowance – no significant findings were detected, all recommendations were successfully implemented. Auditing of Stock Control – no audit follow – up made so far, however, there are noticeable indications that recommendations have been implemented. Internal Auditing were carried out at missions such as: Cape Town, Kuala Lumpur, Stockholm, Kinshasa and Brussels.
Renovation of Headquarters The Ministry repaired and replaced, where necessary, air conditioners and the toilet facilities were repaired and made functional. The blinds were repaired and replaced. Due to the new appointments, new furniture was bought and installed in the various offices.
Constraints
Political and administrative Leadership
The Strategic Plan launch with the relevant stakeholders is still a challenge due to the hectic program of top management of the Ministry Some delays are experienced in having all staff members signs the Performance Management Agreements due to high staff mobility (e.i diplomatic posting, resignations e.t.c )
The staff turnover and the magnitude of the Ministry's responsibilities cause delays in conducting the interviews due to the unavailability of staff.
Affirmative Action; there are still barriers with regard to appointing persons with physical challenges due to physical layout of the building.
EDRMS Staff Mobility is a big challenge in terms of coordinating the Activity on EDRMS.
Training, Development and Wellness
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The Sub-division is currently understaffed hence making it difficult to organize various administrative courses (e.i supervisory, induction courses) together with more functional training (e.i pre-posting orientation course for diplomats and Induction for Heads of Mission and their spouses) as required. As a result, this hinders effective learning and development programs and best practices to be implemented.
No training needs assessment was done recently pending the much awaited “Roll-out of Standard TNA Approach” by the Directorate of Human Resource Planning and Development in the Office of the Prime Minister (OPM) expected to be conducted in November 2013. Due to the impact of the exchange rate the Ministry could not manage to conduct wellness activities in the Ministry.
INTERNAL AUDIT The division had only one auditor (Chief Internal Auditor) since June 2012. This has made it difficult to implement many of the planned programs. One auditor to audit a mission is another challenge. When carrying out audit assignment, auditors need to consult each other and review one another‟s work to minimize errors and also to comply with the audit standards Insufficient funds also make it difficult for the division to implement its planned programs Internal Audit function not independent, as a result, approved internal audit programs have been delayed or stopped. Limited period per audit assignment also another challenge
Ensure Information Communication Technology (ICT) Service Before the Ministry can install the VISAT we need to seek approval from the host countries. This process is cumbersome due to the local approvals that are required.
Renovation of Headquarters The cumbersome procurement procedure that needs to be complied with.
5. MID-YEAR REVIEW
5.1 Mid-Year Ministerial Revenue
First & Second Estimated Full Year Revenue Source Estimate Quarter Collection Revenue Projection Private Telephone Calls 25,000 0 Interest on Investment 150,000 0 Miscellaneous 1,000,000 6,000 House Rent: Foreign Missions 600,000 215,003 Total 1,775,000 221,003 0
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5.2 Mid-year Budget Execution by programme
Actual Expenditure Budgeted Revised Execution Revised Estimate of in Second Quarter of Programme Full-year Expenditure Allocation Allocation FY Rate(%) Regional and Bilateral Affairs 15,805 15,805 8,100 51.2% Multilateral and Policy Co-ordination 46,976 46,976 19,253 41.0% Protocol and Consular Facilitation 11,230 11,230 6,209 55.3% Foreign Missions Representations 564,526 564,526 377,088 66.8% Coordination and Support Services 48,697 48,697 17,623 36.2% 5,851 5,851 2,838 48.5% Total 693,085 693,085 431,111 62.2% 0
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1. OVERALL SUMMARY
The Ministry of Defence (MOD) coordinates and administers the operations of the Namibian Defence Force (NDF) as provided for in the Constitution of Namibia (1990, Chapter 15, Article 118). This mandate is further elaborated in the Defence ACT of 2002 and the Defence Policy, which inter alia require it to: ”Defend the territory and national interests of Namibia; Meet adequately defence needs: namely by guaranteeing territorial integrity, safeguarding against external attack, conventional or non-conventional, and to prevent violations of Namibia‟s land, sea and airspace; Operate effectively in support of the civil authorities if required; undertake peace support operations; Provide challenges and opportunities for employees utilising and enhancing skills, abilities and creativity; Develop a defence organization with which the people of Namibia will identify and in which they will take pride and operate safely with respect for, the environment of Namibia”.
According to the Defence ACT of 2002, the MOD is responsible for the efficient organization, administration, resource mobilization and to provide leadership and control of the NDF through the Chief of Defence Force in order to implement its mandate and achieve its objectives within the approved budget and set financial targets.
2. PERFORMANCE OF MINISTERIAL TARGETS
Target 1: Recruitment: To recruit 1000 per year over the MTEF period 2009/10 - 2011/12 2010/2011 2011/2012 2012/2013 2013/2014 2014/2015 2015/2016 Target Actual Actual Actual Forecast Forecast Forecast 17,000 over the MTEF 4,400 5,400 0 0 0 0 The target is measured as total of recruited young members against total Force strength needed. The ministry managed to recruit 5400 members, however due to accommodation problems the Ministry recommended to cabinet to suspend recruitment until 2014/15 Financial Year.
Target 2: Training: Specialization of at least 30% of MOD personnel by 2013/14. 2010/2011 2011/2012 2012/2013 2013/2014 2014/2015 2015/2016 Target Actual Actual Actual Forecast Forecast Forecast 30% by 2013/14 35.5% 38.5% 39.0% 40.0% 41.0% 45.0% This target was exceeded, as the Ministry managed to train 39% during the year 2012/13. However, due to the high rate of technological development it is predicted that this target will be on-going. Target 3: Education: upgrading of at least 30% MOD personnel who want to Further their qualifications at tertiary institutions by 2013/14
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2010/2011 2011/2012 2012/2013 2013/2014 2014/2015 2015/2016 Target Actual Actual Actual Forecast Forecast Forecast 30% by 2013/14 28.0% 30.0% 32.0% 34.0% 36.0% 4.0% In addition to the Master of Arts in Security and Strategic Studies (MASSS) programme with UNAM, the Ministry has also introduced a Post Graduate Diploma on Security and Strategic Studies and a Bachelor of Military Science (Honours). The first graduates in MASSS graduated in 2009, the second group graduated last year and the third group is expected to graduate next year. These are in addition to those who are at different Institution of higher learning.
Target 4: Carry out research on modern equipment and acquire 10% of Defence Equipment by 2013/14
2010/2011 2011/2012 2012/2013 2013/2014 2014/2015 2015/2016 Target Actual Actual Actual Forecast Forecast Forecast Research and acquire 10% of Defence Equipment by 10.0% 12.0% 13.5% 14.0% 14.5% 15.0% 2013/14.
2010/2011 2011/2012 2012/2013 2013/2014 2014/2015 2015/2016 Target Actual Actual Actual Forecast Forecast Forecast Replace 10% obsolete 10.0% 11.5% 12.5% 14.0% 14.5% 15.0% equipment by 2013/14. Replace obsolete and outdated equipment with at least 10% latest technology by 2015/16. The initial benchmark of 10% that was set for this target was achieved in 2010/11, however, due to the fact that Defence equipment such as aircraft and war ships takes many years to be manufactured and that all these contracts are in foreign currency, this target is ongoing as the NDF has to keep up with the global technological advancement.
Target 5: Accommodation: To improve and maintain existing infrastructure at least 20% by 2013/14 2010/2011 2011/2012 2012/2013 2013/2014 2014/2015 2015/2016 Target Actual Actual Actual Forecast Forecast Forecast 20% by 2013/14 0.5% 1.5% 12.5% 13.0% 14.0% 20.0% The Ministry is currently occupying old bases that were not made for permanent accommodation and these require day to day rehabilitation. The Ministry managed to construct more bases to secure adequate accommodation. The Ultimate Building Machine (UBM) was also acquired to expedite the construction of accommodation facilities. The Ministry started with this task during the Financial Year 2010/11 and is an on-going exercise.
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3. NON-TAX REVENUE Year 2010/11 2011/12 2012/13 Revenue Source Estimate Actual Estimate Actual Estimate Actual Ministerial Fines 300,000 436,570 400,000 311,316 450,000 404,489 Lost Equipment 30,000 6,038 20,000 13,042 30,000 15,674 Private Telephone Calls 5,000 0 5,000 0 5,000 0 Hiring of Helicopters 300,000 0 350,000 0 400,000 0 Miscellaneous 600,000 303,430 650,000 1,069,348 700,000 2,418,301 Sale of Serviceable Stores 30,000 0 40,000 0 50,000 0 and Equipment Total 1,265,000 746,038 1,465,000 1,393,706 1,635,000 2,838,464
Explanation for variances 2010/11 Ministerial Fines: During this financial year court marital were undertaken, indiscipline soldiers were fined as a result the Ministry collected more revenue than estimated.
Lost Equipment: Strict control measures were put in place that helped to improve losses; as a result less revenue was collected.
Private Telephone Calls: The ministry introduced drastic measures by credit allocation to all members according to responsibilities, as a result private calls were minimized, hence no revenue generated.
Hiring of Helicopters: The Ministry only had one Helicopter this current Financial Year which was deployed for the floods in the northern regions; hence no revenue has been collected.
Miscellaneous: The Ministry uses this account for any other revenue not accommodated in other revenue sources such as revenue from UN operations. The estimate was based on the UN operation to Chad which was called off.
Sales of Serviceable Stores and Equipment: There were no substantial items with significant value to be disposed off during this Financial Year.
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Explanation for variances 2011/12
Ministerial Fines: During this financial year through court marital were undertaken, discipline has improved resulting in the Ministry receiving less revenue from fines than was originally estimated.
Lost Equipment: Strict control measures were put in place that helped to improve losses; as a result less revenue was collected.
Private Telephone Calls: The ministry introduced drastic measures by credit allocation to all members according to responsibilities, as a result private calls were minimized, hence no revenue generated.
Hiring of Helicopters: The Ministry only had one Helicopter which was committed to flood operations, vaccination campaigns and emergency services free of charge, as this is part of the Ministries responsibility during peace time.
Miscellaneous: The Ministry uses this account for revenue not accommodated in other revenue sources such as revenue from UN operations, etc. Sales of Serviceable Stores and Equipment: There were no substantial items with significant value to be disposed off during this Financial Year.
Explanation for variances 2012/13
Ministerial Fines: During this financial year through court marital were undertaken, discipline has improved resulting in the Ministry receiving less revenue from fines than was originally estimated.
Lost Equipment: Strict control measures were put in place that helped to improve losses; as a result less revenue was collected.
Private Telephone Calls: The ministry introduced appropriate measures of allocating credit to all members, according to responsibility, as a result private calls were minimized, hence no revenue generated.
Hiring of Helicopters: The Ministry did not hire out any Helicopter due to continuous training and operational commitments.
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Miscellaneous: The Ministry uses this account for any other revenue not accommodated in other revenue sources such as revenue from UN operations. The ministry did not have a large contingent deployed during this Financial Year. Lost equipment and stores and payroll reversals amounting to N$351,712.74 were erroneously charged to this account. An amount of N$2,066,588.66 was interest generated from the letter of credit from the purchasing of the UBM.
Sales of Serviceable Stores and Equipment: There were no substantial items with significant value to be disposed off during this Financial Year.
4. BUDGET EXECUTION
4.1 Overall Vote Actual Performance Year 2010/11 2011/12 2012/13 Breakdown Estimate Actual Estimate Actual Estimate Actual Operational Budget 2,470,249 2,465,386 2,779,695 2,794,835 2,960,304 2,960,089 Development Budget 544,525 540,967 484,046 480,139 454,234 454,228 Development Partners Total 3,014,774 3,006,353 3,263,741 3,274,974 3,414,538 3,414,317
4.2 Expenditure by programme Year Programm Activity 2012/13 e Activity Code Budgeted Revised Actual Execution Programme Code Allocation Allocation Expenses Rate(%) Training of Military Training and Development 01:01 184 582 188 501 188 599 100.05 & Civilian Officers Protection of Territorial Integrity Land Operation Support 02:01 2 021 714 2 000 732 2 000 631 99.99 and National Key points Protection of the Capital City and 02:02 190 325 218 530 218 485 99.98 provision of ceremonial duties Protection of Airspace Protection 03:01 219 056 233 030 232 998 99.99 Namibian Airspace Provision of Health Military Health Support 04:01 107 846 65 986 65 966 99.97 Services Protection of Offshore Defence Maritime domain and 05:01 192 863 201 751 201 731 99.99 coastline of Namibia Promotion and International Deployment strengthening 06:01 60 500 47 934 47 834 99.79 Military Diplomatic Supervision and Support Political control over 07:01 8 808 4 401 4 401 100.00 Services the Military Procurement and 07:02 428 844 453 673 453 672 100.00 Support Services Total 3 414 538 3 414 538 3 414 317 99.99
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Explanation for variances FY 2010/11
The Ministry received an appropriation of N$3,014,774 of which N$3,006,353 was spent and recorded an under spending of N$8,421. An amount of N$3,558 is a variance on programme Construction Research and Development coming from different Capital projects; it was not possible to spend the entire amount allocated due to the delay of tendering process by the MWTC however the ministry is content as this amount represent 99.3% of the amount allocated to Capital projects.
Programme Operation has a variance of -N$9,467 due to the number of resources in battalion that has multiplied in terms of fixed assets, equipment, material as well as human resources. It was the result of increased responsibilities of commanders‟ function and duties. The Chief of Defence Force had therefore seen it in line to elevate the ranks of commanding officers of all battalions from Lieutenant Colonels to Colonels.
A variance of N$14,331 was recorded on the International Deployment programme, as a result due to three vacancies for Defence Attaché‟s that were not filled. The Defence Budget spent 99% of the total allocation leaving a saving of 0.28%. This brings the total under spending to N$8,421.
Explanation for variances FY 2011/12 The Ministry originally received an appropriation of N$3,126,363, which amount was distributed to the following three (3) programmes and reflected as such in the Ministry‟s Medium Term Plan (MTP) as follows: Operation: N$ 2,581,507 International Deployment: N$ 60,810 Construction Research and Development: N$ 484,046 An additional allocation of N$ 137,378 in respect of a general salary increment and virementation during the financial year contributed thereto that the allocation to the mentioned programmes of the Ministry changes as follows: Operation: N$ 2,751,885 International Deployment: N$ 27,810 Construction Research and Development: N$ 484,046 The Ministry received a revised appropriation of N$3,263,741 of which N$3,274,974 or 100,34% was spent and recorded an over spending of N$11,233 or -0,34%.
Programme Construction Research and Development has a variance of N$3,907, the variance can mainly be attributed to a delay in respect of a down payment that was not authorized to go through beside the fact that the contract entered into required down payment.
Programme Operation has a variance of -N$15,154 due to the general salary increment, which mainly contributes to the increase in spending as a result of the underfunding. In addition, the Ministry was requested to cover the remaining 2% which it could also not cover within its budget.
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The Defence Budget spent 100,34% of the total allocation leaving an overspending of 0.34% for the reasons stated under programme Operation. This brings the total overspending to N$11,233.
Explanation for variances FY 2012/13 The Ministry received an allocation of N$3,414,538 for the Financial Year 2012/13 of which N$3,414,317.59 or 99.99% was spent.
Training and Development: The programme Training and Development was overspent with an amount of N$97,832.24 or 0.05 on the Contribution to GIPF and this was as a result of the 8% General Salary increments.
The Land and Operation Support: An under spending of N$ 145,084.10 or 0.3% was recorded under this programme.
Airspace Protection: The programme Airspace Protection was under spent with an amount of N$31,886.14 or 0.01%. International Deployment: This programme recorded an under spending of N$100,000.00 or 0.21%.
Military Health Support: A saving of N$19,807.75 or 0.03% was recorded as an under spending on this programme.
Offshore Defence: An amount of N$19,817.19 or 0.01% was recorded as an under spending under this programme.
Supervision and Support Services: An under spending of N$2,207.37 or 0.1% was recorded under this programme.
Explanation for variances FY 2012/13 The Ministry received an allocation of N$3,414,538 for the Financial Year 2012/13 of which N$3,414,317.59 or 99.99% was spent.
Training and Development: The programme Training and Development was overspent with an amount of N$97,832.24 or 0, 05 on the Contribution to GIPF and this was as a result of the 8% General Salary increments.
The Land and Operation Support: An under spending of N$145,084.10 or 0.3% was recorded under this programme.
Airspace Protection:
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The programme Airspace Protection was under spent with an amount of N$31,886.14 or 0.01%.
International Deployment: This programme recorded an under spending of N$100,000.00 or 0.21%.
Military Health Support: A saving of N$19,807.75 or 0.03% was recorded as an under spending on this programme.
Offshore Defence: An amount of N$19,817.19 or 0.01% was recorded as an under spending under this programme.
Supervision and Support Services: An under spending of N$2,207.37 or 0.1% was recorded under this programme.
5. MID-YEAR REVIEW Execution Revenue Source Estimate First Quarter C o lle c t io n Rate(%) Ministerial Fines 250,000 173,009 69.20 Sale of Servicable 60,000 0 0.00 Equipment Lost Equipment 40,000 10,508 26.27 Private telephone calls 5,000 12,737 254.74 Hiring of Helicopters 150,000 0 0.00 Miscellaneous 300,000 195,652 65.22 Total 805,000 391,906 48.68 Ministerial Fines: This revenue is generated from fines arising from Absent without Official Leave (AWOL), most soldiers are no longer going on AWOL although this is good, it has an impact on the revenue generated.
Sales of Serviceable Stores and Equipment: No auction held during this quarter, however there are plans for the auction to be held in Windhoek.
Lost Equipment: The ministry received 26.3% for this revenue head during the period under review.
Private Telephone Calls: An amount N$12,737.10 was collected on private telephone calls.
Hiring of Helicopters:
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No helicopters were hired during this time.
Miscellaneous: The Ministry uses this account for any other revenue not accommodated in other revenue sources such as revenue from peacekeeping operations.
5.1 Mid-Year Ministerial Revenue
Estimated Full First Quarter Y e ar Revenue Source Estimate C o lle c t io n R e ve nue P ro je c t io n Ministerial Fines 250,000 109,520 250,000 Sale of Servicable 60,000 0 60,000 Equipment Lost Equipment 40,000 10,508 40,000 Private telephone calls 5,000 0 5,000 Hiring of Helicopters 150,000 0 150,000 Miscellaneous 300,000 127,819 300,000 Total 805,000 247,847 805,000
5.2 Mid-year Budget Execution by programme
Ministerial Fines: This revenue is generated from fines arising from Absent without Official Leave (AWOL), most soldiers are no longer going on AWOL although this is good, it has an impact on the revenue generated.
Sale of Serviceable Stores and Equipment: No auction was held during this quarter; however there are plans for the auction to be held in Windhoek.
Lost Equipment: The ministry received 26.3% for this revenue head during the period under review.
Private Telephone Calls: No revenue was collected during this quarter.
Hiring of Helicopters: No Helicopters were hired during this time.
Miscellaneous: The Ministry uses this account for any other revenue not accommodated in other revenue sources such as revenue from peacekeeping operations and charges.
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A c tua l Revised Estimate Budgeted Revised Execution Programme Expe nditure o f Allocation Allocation in F irs t Qua rte r Rate(%) F ull-ye a r o f F Y Expe nditure Training and Development 264,596 0 42,420 16.03 0 Land Operation Support 2,515,833 0 721,202 28.67 0 Airspace Protection 272,121 0 56,383 20.72 0 Military Health Support 116,406 0 17,280 14.84 0 Offshore Defence 266,259 0 50,686 19.04 0 International Deployment 76,639 0 69 0.09 0 Supervision and Support Services 451,906 0 68,292 15.11 0 Total 3,963,760 0 956,332 24.13 0
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VOTE 09 - MINISTRY OF FINANCE
1. OVERALL SUMMARY
The Ministry of Finance is responsible for administering fiscal and financial policies for macroeconomic stability, and sustainable socio-economic development. In discharging this mandate, the Ministry administers various statutes and plays a dual role as a custodian of Public Finance Management and a steward of the financial service sector. This is done by taking into consideration international best practices and Namibia's developmental needs enshrined in Vision 2030 and the National Development Plans.
To give effect to its mandate, the Ministry implements results-based programmes and strategic initiatives aimed at achieving the following objectives:-
• To contribute towards equitable socio economic development. • To enhance the development and stability of the financial sector • To optimize public revenue collection. • To promote optimal outcome from public expenditure and value for money • To manage public assets and liabilities • To promote support to the local economy, SME development and empowerment of previously disadvantaged persons through public procurement. • To ensure effective management of the Ministry‟s human capital and other resources
This report provides an account of what transpired in 2012/13 Financial year in respect of funds appropriated to the Vote of Finance.
VOTE 09 ACCOUNTS: MINISTRY OF FINANCE
The total budget provision for the Ministry of Finance for 2012/13 financial year was N$3.3 billion; of which N$3.2 billion was operational budget and N$79.3 million comprised the development budget. An amount of N$3.1 billion was spent, reflecting a budget execution rate of 97.0 % and a budget variance of N$91 million .With regards to the developmental budget, an amount of N$57.1 million was spent, reflecting a budget execution rate 72 %% and a budget variance of N$22.3 million or 28.1% for the year under review.
Under spending was mainly attributed to the vacant positions on the operation budget which could not be filled during the period under review as well as delays in the implementation of some capital projects.
A significant share of budgetary allocation to the Ministry of Finance, that is, N$ 1.6 billion was allocated to implement various cross-cutting programmes. These are: - Medical Aid (N$ 1.4 billion), Tender Board (N$6.3 million), and Judges Pensions (N$3.6 million), Transfers to State-Owned Enterprises (SOEs) (N$593.5 million) and
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Contingency Provision (N$171.3 million). In total, the appropriation to these programmes made up 48.0% of the budget allocation for the Ministry of Finance.
2. PERFORMANCE OF MINISTERIAL TARGETS
The Ministry had five ministerial fiscal targets whose performance is reported on as follows: Target 1 Maintain debt stock as a ratio of GDP within 35% annually 2010/11 2011/12 2012/13 2013/14 2014/15 2015/16 Target Actual Actual Actual Forecast Forecast Forecast Debt as ratio of GDP 17% 26% 24% 24% 23% 23% within 35% annually GDP (N$ billion) 84 96 111 125 141 160 Total Debt stock (N$ 14 25 27 30 33 36 billion) Government debt stock increased by 8 percent to N$27 billion at the end of 2012/13 financial year, from N$25 billion recorded during the previous financial year. The observed increase was in response to an expansionary fiscal policy undertaken during the previous MTEF (2011/12-2013/14), in response to the Targeted Intervention Programme for Employment and Economic Growth. Further, Namibia Dollar depreciated against major currencies in which most of our foreign loans are denominated has also contributed to the increase. As part of its budget deficit financing program, Government issued debt instruments in the domestic market valued at N$1.65million. The Government also listed and issued for the first time a ZAR denominated bond on the Johannesburg Stock Exchange amounting to R850 million. In total, Government issued debt instruments totalling N$2.45 billion about 93 percent of the planed funding requirement of N$2.6 billion. Beside the debt issuance, the Government also redeemed one of its bonds that was originally issued on July 2005, and matured on 15 October 2012. The GC12 had an outstanding amount of N $1.38 billion. This bond was 50% partly redeemed, and the other 50% was rolled over to other long dated bond. This brought the total net issued of government debt securities to N$1.75 billion. Though total debt stock increased by 8 percent, debt to GDP however declined moderately from 26 per-cents recorded during 2011/12 financial year to only 24 percent during 2012/13 financial year. The decline is in light of the GDP growth of 13% which outpaces the growth of debt at 8 per cent. Furthermore, the partly redemption of the GC12 has contributed to the decline of debt to GDP. Given the above developments, the total debt to GDP remains far below 35 percent target.
Government Guarantee debt Government Guarantees are issued by Government to SOEs and other Government institutions to enable those institutions to obtain funding from financial institutions. These guarantee warrants immediate repayment of the loan by the guarantor to the lender, should the borrower for any reason fail to meet its obligations. Hence, they are part of debt obligations.
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2010/2011 2011/2012 2012/2013 2013/2014 2014/2015 2015/2016 Target Actual Actual Actual Forecast Forecast Forecast As a % of 2.4% 2.1% 1.9% 2.3% 2.5% 2.7% GDP Guarantee issued (N$ 2.0 2.0 2.1 2.8 3.5 4.2 billion) GDP (N$ 84 96 111 125 141 160 billion) The Government loan guarantee‟s stock stood at N$2,1billion at the end of 2012/13 financial year. This represent a slight increase of N$100 million, from the preceding financial year. As a percentage of GDP, the total guarantees stood at 2.0 percent far much lower than the benchmark of 10 per cent of GDP benchmark. New guarantees issued during 2012/13 financial year include N$413 million to Air Namibia and N$92,567 million or EURO 6, 070 million to Nampost. Though the Government issued new guarantee the repayment of the existing loan guaranteed by beneficial entity as well as the growth of GDP outweigh the growth of the total guaranteed loans.
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Target 2 Maintain interest payments as a ratio of revenue within 10% annually
2010/2011 2011/2012 2012/2013 2013/2014 2014/2015 2015/2016 Target Actual Actual Actual Forecast Forecast Forecast Maintain interest payment as a ratio of revenue within 10% 4.1% 3.8% 5.0% 5.0% 5.0% 6.0% annaully Interest Payment(N$) 0.97 billion 1.13 billion 1.72 billion 2.24 billion 2.71billion 3.29billion Total Revenue (N$) 23.4 billion 29.9 billion 38.0 billion 43.87billion 51.74billion 57.54 billion The interest payment increased significantly by 49 percent from N$1.14 billion recorded during 2011/12 financial year to N$1.7 billion or form 4 percent to 5 percent of total revenue respectively. During 2012/13 financial year, the interest payments on foreign debt stock increased significantly from N$71.87 million to N$299.84 million. The significant increase was mainly attributed to the interest payment toward the Eurobond that was issued during November 2011. The first interest payment toward this instrument commenced during May 2012, and consists of U$25 million or about N$226 million alone. Other observed increased on interest payment toward foreign debt was influenced by the depreciation of the Namibia dollar against major currencies. On the other hand, interest payment to ward domestic debt also increased significantly from N$1.07 billion recorded during 2011/12 financial year to N$1.42 billion during 2012/13 financial. Beside the increase of foreign debt because of the Eurobond, the domestic borrowing for 2011/12 financial year also increased by N$6.54 billion. Though, the interest payment increase significantly from N$1.14 billion to N$1.72 billion, the interest payments as a ratio of revenue remain far below the target of 10 percent of total revenue.
Target 3 Achieve on average 95% accuracy of revenue forecast during MTEF period 2010/2011 2011/2012 2012/2013 2013/2014 2014/2015 2015/2016 Target Actual Actual Actual Forecast Forecast Forecast Achieve on average 95% 98 94 82 91 91 91 Budgeted Revenue (N$ 23 28 35 29 29 29 Outturn (N$ billion) 23 30 38 Average revenue forecasting accuracy stood at 94 % as compared to the average target of 95%. The observed deviation in forecasting accuracy is attributable to the growth in the domestic economy which was better than projected resulting in improved revenue generation capacity during 2012/13.
Target 4 Maintain the Average budget deficit within 7% of GDP over the MTEF 2010/2011 2011/2012 2012/2013 2013/2014 2014/2015 2015/2016 Target Actual Actual Actual Forecast Forecast Forecast Maintain the average budget -5 4 5 7 7 7 deficit within 7% of GDP over Budget Deficit (N$ billion) -4 4 0 -7 -5 -5
GDP (N$ billion) 84 96 111 125 141 160
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The total budget deficit remained well within the fiscal target of 7% of GDP. This outcome is attributable to better revenue outturn and a lower -than-expected development budget execution.
Target 5 Maintain the total expenditure levels below 40% of GDP annually 2010/2011 2011/2012 2012/2013 2013/2014 2014/2015 2015/2016 Target Actual Actual Actual Forecast Forecast Forecast Maintain total expenditure levels below 40% of GDP 33 38 38 41 37 35
Total Expenditure (N$ billion) 28 37 40 48 48 50
GDP (N$ billion) 83 96 105 116 130 145 One of the critical functions of the ministry is to ensure that public expenditure remains within the appropriated levels. In this regard, expenditure levels for the period under review remained within the target of 40% of GDP. Expenditure outlay for 2012/13 stood at 38.3% of GDP, slightly lower than 38.4% recorded in the previous year as a result of an improvement in GDP growth.
3. NON-TAX REVENUE
The table below provides estimates and actual for the no-tax revenue by source for the 2010/11-2012/13 MTEF. Explanations to the variances between the estimates and actual of the non-tax revenue for the year under review are provided below the table. Year 2010/11 2011/12 2012/13 Revenue Source Estimate Actual Estimate Actual Estimate Actual Member‟s contribution to the Government Employees 91,998,148.00 92,645,651.00 92,819,255 100,677,568 96,318,000 103,521,746 Medical Aid Scheme Redeposit of unclaimed 250,000.00 97,813,838.00 0 20,475,634 0 63,534,173 cheques Sale of tender documents 732,000.00 1,472,630.00 738,000 1,536,996 1,000,000 2,007,999 Private telephone calls 1,000.00 261.00 500 0 500 0 Auction sales (Customs) 25,386.00 1,927,191.00 23,683 480,952 21,985 229,854 Warehouse Rent (Customs) 108,404.00 117,816.00 104,373 190,065 100,342 30,866 Collateral Losses 1,000.00 233,719.00 1,000 405,879 1,000 238,123 Special Attendance 667,678.00 556,150.00 714,319 634,390 714,350 732,199 Export Levy (Customs) 2,600,000.00 4,308,454.00 2,500,000 6,637,647 2,350,000 9,404,017 Additional Duty (Customs) 10,000,000.00 7,012,712.00 12,000,000 4,228,696 12,500,000 7,862,386 Licence Fees (Customs) 10,000.00 22,828.00 11,500 22,516 11,700 22,116 Miscellaneous 15,000,000.00 3,485,821.00 2,000,000 49,094,748 2,000,000 51,147,724 Guarantee Levy Payment 20,000,000.00 0.00 2,000,000 0 2,000,000 0
Total 141,393,616 209,597,071 112,912,630 184,385,091 117,017,877 238,731,203
Member’s contribution to the Government Employees Medical Aid Scheme The Public Service Employee Medical Aid Scheme is a voluntary scheme and an increase in the number of members is not estimated with accuracy. During 2012/13 the contribution on membership fees increased by 7% reflecting a growth in the number of members and/or dependents.
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Sale of tender documents More tender documents were sold than anticipated, resulting in more than double the projected amount for the year.
Private telephone calls No collections were made against this item due to the introduction of the credit system which effectively controls private telephone calls. In the subsequent years, the projections will take this development into account.
Auction Sales The auction sales collections depend on the number of detained goods and the prices they fetch on the auction and also their worth (normal goods vs. luxurious goods). Due to an increase in the number of undeclared and abandoned goods, more public auctions were conducted which included high priced goods e.g. luxury vehicles resulted in high revenue being collected. As a result, the actual revenue collected exceeded the estimated revenue with a significant amount.
Warehouse Rent Warehouse Rent is collected on goods detained and not collected on time. There was an enhanced compliance by traders during the period being reported on, hence fewer goods were kept in the warehouses resulting in a decrease in the rent amounts compared to the estimated amount.
Collateral Losses Actual collections exceeded estimates due to the effectiveness of collection efforts to recover the losses against defaulting members.
Special Attendance Revenue under this item is mainly collected from duties performed outside official working hours for customs clearance purpose.
Operation hours of the port were extended these enabled traders to collect their Cargo without Customs supervisions. Inspections are being conducted during normal working hours were special attendance is not required to be paid, hence an over collection.
Export Levy An export levy was introduced to discourage the exportation of some specified locally produced commodities for the purpose of promoting value addition, but due to an increase in demand more of the products were exported and that resulted in more revenue collection during the year under review exceeding the estimated amount.
Additional Duty Additional Duty is levied on some specified imported items such as Pasta and milk for the protection of the local infant industry. However, the protection period had lapsed resulting in a decrease in collection compared to the estimated amount.
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. License Fees Licenses for operating clearing agencies are renewed yearly. The license fees (N$100 per year) collections are depended on the number of Clearing Agents that are re- registering and also by new entrants to this industry, hence the variations in the estimates. More new companies were registered during the financial year resulting in license fees collected.
Miscellaneous This represents the receipts that have been recorded during the year but have not been correctly allocated to the respective revenue accounts due to insufficient information especially for payments made by the taxpayers through electronic transfer or payments at magistrate courts. It is thus difficult in estimating such receipts, thus the recorded variance.
Guarantee Levy Payment Government Guarantees are issued by Government to SOEs and other Government institutions to enable those institutions to borrow from financial institutions. However, the guarantee warrants immediate repayment of the loan by the guarantor to the lender, should the borrower for any reason fail to meet his or her obligations. For this reason Government charges 2% levy annually on guarantee issued. Though, the Government issued guarantee totalling N$2.4 billion, there was no collection of guarantee levy as those SOEs requested for a waiver because they were experiencing financial difficulties.
4. BUDGET EXECUTION
4.1 Overall Vote Actual Performance
Year 2010/11 2011/12 2012/13 Breakdown Estimate Actual Estimate Actual Estimate Actual Operational Budget 2,579,613 2,315,027 3,606,717 3,157,624 3,215,579 3,141,600 Development Budget 72,515 29,848 64,611 44,226 79,309 57,047 Development Partners 40,000 0 Total 2,692,128 2,344,875 3,671,328 3,201,850 3,294,888 3,198,647
4.2 Expenditure by programme
The Vote‟s functions are executed through its six Programmes. The table below reflects amount allocated and actual expenditure by each of the programmes. Further, variances between estimates and actual as well as recorded achievements are provided below the table.
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Year P ro g ra m m Activity 2012/13 e Activity Code B ud g e t e d R e vis e d A c t ual Exe c ut io n Programme C o de A llo c at io n A llo c at io n Exp e ns e s R at e ( %) Macroeconomic Analysis, Fiscal Policy 1 Economic Policy Advice 1 Formulation, Monitoring 5,062 8,408 7,490 89.08 2 Impacts of International and Regional Economy 3 Sub Total 5,062 8,408 7,490 89.08
Inland Revenue Services 1 227,707 150,376 135,057 89.81 Revenue Management 2 Customs & Excise 2 402,786 242,232 203,540 84.03 Management Sub Total 630,493 392,608 338,597 86.24
Budget formulation and 1 185,684 386,266 384,928 99.65 GRN Expenditure 3 Accounting and 2 32,084 30,064 26,652 88.65 Management Contigency Provision 3 0.00 Sub Total 217,768 416,330 411,580 98.86 Asset and Debt 1 12,836 11,433 8,452 73.93 Management State Asset and liability 4 Managing Liabilities 2 10,452 3,556 2,769 77.87 management PSEMAS administration 3 1,516,316 1,316,959 1,307,985 99.32
Sub Total 1,539,604 1,331,948 1,319,206 99.04 Public Procurement 5 Support to Public 1 13,129 6,164 4,714 76.48 Sub Total 13,129 6,164 4,714 76.48
Policies Supervision 1 4,744 3,545 2,267 63.95
Coordination and 2 759,214 866,202 852,531 98.42 Support services 6 Risk Management 3 6,722 6,435 5,970 92.77
Acquisition and 4 118,152 56,335 54,222 96.25 Sub Total 888,832 932,517 914,990 98.12 Total 3,294,888 3,087,975 2,996,577 97.04
4.3 Details of Programme Performance
Programme 01: ECONOMIC POLICY ADVICE
The main objective of this programme is to provide policy in pursuit of maintaining macroeconomic stability, national economic development and addressing social and economic challenges. This is done through economic and fiscal policy performance analyses, taking into consideration national, regional and global developments.
During the reporting period, an amount of N$3.3 million which was equivalent to 66 % of the original budget of the programme was internally viremented from Vote 09 other savings to support a new activity of the programme (provision of financial literacy education). The overall budget variance for the programme, including viremented amounts, stood at 10.2 per cent. The variance is due to a vacancy position which could not be filled during the reporting period and subsistence and travel allowance expenditure which could not be incurred as a result of some official travelling activities not being undertaken or being sponsored by other stakeholders.
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Activities and achievements: The following are the activity-based achievements under this programme:-
Macroeconomic analysis and policy advice: Periodic analytical reports and a Macroeconomic Framework for the 2012/13 - 2014/15 MTEF were formulated and published. A Citizens Guide to the National Budget was also compiled and published as part of open and transparent budget process and making budget information simpler and accessible to ordinary Namibians. Work has also commenced to develop an Integrated Macroeconomic Model through a five-year contract with an external consultancy firm. The Model is expected to come into operation during 2014/15.
Fiscal policy formulation and advice: The Fiscal Policy Framework for the 2012/13 - 2015/16 MTEF was formulated and published. Analysis and stakeholder consultation on the introduction of environmental taxes were also concluded. A Country Economic Background Paper for SACU was produced and presented to SACU in accordance with the requirements of the SACU Agreement regarding intra- SACU trade data reconciliation. Financial market development initiatives: A 10-year Financial Sector Strategy and Action Plan, focusing on financial deepening and development, strengthening financial safety nets, financial inclusion, localization of the sector and skills development was finalized and launched in collaboration with Bank of Namibia and NAMFISA. Since its launch in early 2012, the Financial Literacy Campaign was rolled out to various regions of the country. Campaign materials were also distributed widely and financial training was provided to SMEs in several regions.
Regional and international Studies: Several cooperation engagements with regional and international partners/institutions were coordinated under this activity. The key outputs include (i) the 2014 - 2018 Country Strategy Paper by the African Development Bank, (ii) the 2012 Namibia Article IV Consultation Paper by IMF, (iii) establishment of the National Coordination Committee and Coordination Unit on implementation of Finance and Investment Protocol (FIP) and (iv) several technical support from development partners and institutions (v) outcomes from participation at national, regional and international meetings.
Programme 02: REVENUE MANAGEMENT
The overall allocation to the programme during 2012/13 was N$ 426.8 million, of which N$ 364.5 million was spent, yielding the execution rate of 79%. The variance of 21% was mainly attributable to delays in filling of vacant positions and, as a result, deferral for procurement of office equipment and related facilities for the unfilled but budgeted vacancies. In addition, late appointment of consultants and, consequently, late appointment of contractors resulted in late commencement of capital projects than planned.
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Activities and achievements: The following are the activities and achievements under this programme:-
Inland Revenue Services: This activity involves Tax Law enforcement and Taxpayer Education and Service through undertaking investigations, tax audits, public awareness campaigns and service to taxpayers thereby enhancing voluntary compliance. Administration of Domestic Taxes is carried out through the provision of a conducive working environment, upholding institutional image and integrity, human capital development, policy and process design, management of refunds and debt management as well as participation and cooperation with regional and international institutions. Reform and modernizing tax policy and administration projects, such as special tax arrears project, development of Integrated Tax Administration System, review of tax laws are being undertaken to enhance the contribution of the tax system to the achievement of national objectives.
The main achievements include the following: Establishment and setting up of satellite offices in Khorixas, Gobabis, Omuthiya, Eenhana and Swakopmund. A total amount of N$ 1, 889,921 was spent on financial assistance granted to Department Inland Revenue officials in respect of training and studies in the areas of Accounting, Finance, Law, and Economics. Three students graduated during the period of review as a result of this assistance and others are still pursuing their studies. The Project Management Office (PMO) has been established for the management and monitoring of tax reform projects and the head of the PMO was appointed. The first phase of the development of the Integrated Tax Administration System (ITAS) has commenced which will enhance service delivery to taxpayers. The tender for the development of ITAS was awarded in the year under review as planned. Extensive engagements and consultations with the industry in regard to the introduction of export levy on raw materials and the imposition of transfer duty on shares and member‟s interest took place. This process resulted in the export levy bill and transfer duty bill drafted. Studies on the introduction of Presumptive Taxation for the Small Business sector, elimination of weaknesses in the existing Namibian Double Taxation Agreements and development of a National Policy for Double Taxation Agreements, strengthening criteria for voluntary VAT registration and the abolishment of the VAT import account were finalized and their recommendations will be reported in the next Accountability Report. An additional office building was acquired for the Walvis Bay Regional Office and renovations to the building commenced. Tax Payer education campaigns were conducted with SME‟s and various other industries to enhance voluntary tax compliance. Regional offices
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continued to conduct tax payer education campaigns in the various regions in Namibia. An analysis was done on tax debt in anticipation of a special arrears tax project to be set up. Approval for the new structure of the Department Inland Revenue which entails the segmentation of taxpayers by size and establishing specialized offices to manage different classes of taxpayers has been obtained. The recruitment process started.
Customs and Excise Management: Total collections for the period under review increased by 25.7%, to N$ 1, 2 billion. Payments made to SACU amount to N$ 902.1 million compared to N$ 650.6 million paid in 2011/12. SACU receipts for the same period amounted to N$ 13.8 billion, which was 48.3% more than the N$ 7.1 billion received in 2011/12.
Revenue Infrastructure Development: 21 additional flats/houses were constructed at Ariamsvlei and Noordoewer as well as a new administrative block at Noordoewer. Six new accommodation flats were completed at Keetmanshoop. In addition, a dumpsite, sewerage and minor repairs were done at Klein Manasse Border Post.
Programme 03: GRN EXPENDITURE MANAGEMENT
This Programme is responsible for national budget formulation and overseeing the budget execution through expenditure control measures and the accounting for the budgeted and utilized funds, including preparation of financial statements. This programme also caters for the efficient payment system of the government.
Activity 1: Budget Formulation and Execution: The main purpose of this activity is to manage budget formulation as well as to control the execution by providing guidance, standards and procedures to all OMAs on the development and execution of the national budget. Budget formulation and execution: The total budget allocation to this programme amounted to N$444.8 million, of which N$384.93 million was spent, resulting in 93.3% execution rate and a budget variance of 6.7 per cent. The variance was mainly due to delays in the filling of budgeted vacancies and related office equipment.
Activity 2: Accounting and Financial Management: The purpose of this activity is to ensure the adoption and implementation of improved accounting framework and accounting procedures, preparation of financial statements, adoption of public expenditure control measures and efficient payment systems to ensure value for money. This activity also ensures the strengthening of accounting skills, through in-service training among the accounting personnel in all O/M/As.
The following achievements were realized during the year under review
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Budget processes for 2013/14 and corresponding MTEF were completed on time, resulting in the budget being tabled earlier compared to the in the previous years. Successful modification of Chart of Accounts and presentation of budget on programme basis. Training on program-budgeting successfully completed with all O/M/As. EFT implemented and operational and as a result, there was a reduction in transaction cost Effective management of State Account balances. Significant improvement in O/M/As over expenditure with only one Vote having exceeded its Appropriation, and by less than 1%, compared to 6 Votes exceeding their vote ceilings in 2011/12 Financial year. Intensified training and regular interactions between Votes‟ Financial Advisors and Treasury, resulting in improvement in timely accounts reconciliation by O/M/As.
Programme 04: STATE ASSETS AND LIABILITY MANAGEMENT
The program entails proper controls and management of all Government assets (tangible and intangible) in line with the provision of State Finance Act and Treasury Instructions. The program further includes the management of the largest debt portfolio for the central Government, as well as contingent liabilities and Parastatal control.
During the financial year under review, an amount of N$1.331 billion of the revised budget was allocated to this program. A total of N$1.319 billion was spent, equivalent to 99.04 percent. The variances on the budget for the programme were as a result of office furniture that was not procured as planned because the lease of the planned office building did not materialize. In addition, there were three budgeted vacancies that could not be filled during the period under review.
Activities: The activities performed under this programs include the monitoring, controlling and regulating government assets, prudent management of government debt with aim to minimize the cost borrowing, ensure sufficient balance on the government accounts in order to cater for government spending, forecast the cash inflow and outflow, and formulate the borrowing plan that ensure that the anticipated budget deficit is appropriately funded with minimum cost. Other activities under this program are to assess and provide government guarantees that serve as security for SOEs and local and regional Government to borrow money from the lenders to finance their projects. Further activities under program also include the monitoring the financial performance of SOEs.
Achievements: under this program during the review period include the following:
The budget deficit of N$2.637 billion was successfully funded.
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The Government also listed and issued GC14 and GC17 bonds in domestic market in its effort to contribute to the development of the domestic market. During the financial year under consideration, the Ministry successfully listed a bond program worth of N$3 billion in the Johannesburg Stock Exchange. The Government successfully raise ZAR850 million under this program to finance part of anticipated budget deficit. The GC12, Government bond that had an outstanding amount of N$1.4 billion, was successfully redeemed. In effort to improve the financial performance of the National Air Line, the Ministry under this program issued two guarantees worth of N$597 million to Air Namibia to enable the Company access funding from financial institutions in Namibia. For Treasury to have a sound knowledge of the type, location and number of assets and the movement of assets, an Asset Register has been established. The Ministry also oversee the smooth Implementation of electronic auction system, (Bloomberg Auction Model in 19 April 2012) The Ministry of Finance on behalf of the Government of the Republic of Namibia successfully negotiated and signs two loan agreements with the Export-Import Bank of China to fund road projects in northern part of Namibia. These roads are Outapi to Omafo and Omakange and Ruacana.
Programme 05: PUBLIC PROCUREMENT
The programme entails provision of administration and secretarial services to the Tender Board to administer the procurement. Support to Public Procurement Administration: The activity entails the provision of secretarial services to the Tender Board. It further entails the development of a database, the administration of tender submissions and notification of wards. It assists the Tender Board in the execution of its functions.
During the review period the programme was allocated a budget of N$6.3million of which an amount of N$5.6million was spent. A variance of 11.1% under spending is as a result of the procurement reform office‟s experts who were planned to come on board in that year. However, the process concluded towards the end of the financial year resulting in an under spending on remuneration and in the associated operational items.
Main achievements: The development of the database commenced during the period under review.
Training was conducted for members of Economizing Committees, SMEs and members of some Regional Councils and Ministries. Training was to provide an understanding on how government procurement works and for participants to be able to participate in Government Procurement. As a result, there is an increase on the number of participants in government procurement projects.
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Programme 06: SUPPORT SERVICES
The main purpose of this programme is to provide policy supervision and administrative support to the activities of the Ministry and the Treasury.
Major Activities
Activity 1: Policy Supervision: This activity oversees all Government fiscal and financial policies and operations Activity 2: Coordination and Support Services: The purpose of this activity is to provide administrative support to the Vote‟s programmes and to ensure proper financial management, human resources management, optimal deployment of other resources and facilitation of training and capacity building programmes. This activity also ensures adherence to governance issues related to filling of vacancies, development of strategic plans and production of reports. The activity also focuses on the general administration of the Ministry and provision of adequate infrastructure and conducive working environment for all staff members.
Activity 3: Risk Management: This activity entails the identification of risk areas and devising mechanisms aimed at managing the identified risks. This further entails the review of internal audit function and development of the internal audit framework for the Government,
Activity 4: Acquisition and Maintenance of I.T. Equipment and Systems This activity deals with the acquisition and maintenance of IT equipment and systems of the Ministry, and the provision of IT support and the installation of systems to all in the Ministry. It also involves monitoring of infrastructure that supports the availability of all systems to all end users.
Achievements
Performance ethics and culture has improved as more staff members have improved their skills and abilities through networking and Training Program. The improvement in internal control for financial management systems that monitor all government accounts based on the recommendations from internal audit. Internal audits conducted and respective reports produced. The IT systems (IFMS, IRD and ASYCUDA) have been maintained. The network infrastructure has been maintained to all MOF regional offices and border posts. Effective management of Ministerial assets that saw a reduction in damaged vehicles Formulation of various policies and review of tender legislation that has impacted positively on economy.
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The programme had a revised budget of N$1.1 billion of which N$916.9 million was spent resulting in a variance of N$14.2%. The under spending on this programme was attributed to various vacant positions including the Director and Deputy Director positions for the Directorate administration and the position of the Deputy Minister which became vacant during the course of the year, Further, budgetary provision was made for a possible appointment of the Special Advisor to the Minister; whereas the position was only filled towards the end of March 2013. Consequently, all operational expenses related to these positions were not incurred. Other positions of typists and cleaners also became vacant during the course of the year due to promotions and transfers. . The Director and Deputy Director for administration were filled in December 2012 and March 2013 respectively. Further under spending could be attributed to the slow pace in the implementation of capital projects under this programme.
5. 2013/14 PRELIMINARY OUTTURN
The last part of the reports provides the budget outturn for the period April-December 2013, in terms of revenue collected and actual expenditure as at end of December 2013.
Execution Revenue Source Estimate First Quarter Collection Rate(%) Members Contribution to 77,018,339 51,602,962 67.0 Medical Aid Sale of tender documents 1,599,091 521,045 32.6 Auction sales 22,834 157,141 688.2 Warehouse rent( Customs) 102,575 11,352 11.1 Collateral Losses 1,000 5,610 561.0 Special attendance 714,335 184,972 25.9 Export levy ( Custom) 6,905,808 2,726,178 39.5 Additional duty (Customs) 12,550,000 880,640 7.0 Licence fees ( Customs) 22,507 4,300 19.1 Miscellaneous 49,075,110 948,456 1.9 Guarantee levy Payments 2,000,000 0 0.0 Total 150,011,599 57,042,656 38.0
5.1 Tax Revenue as at Dec 2013. Revenue Source Estimate Collection Tax on Income Profits 13,924,401 9,244,742 Tax on Property 283,841 72,483 Domestic Taxes on Goods and Services 8,436,878 1,986,393 Taxes on International Trade and Transactions 14,726,563 10,047,411 Other Taxes 222,037 90,873 Total 37,593,720 21,441,902
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3rd Quarter Ministerial Revenue
Revenue Source Estimate At 31 Dec '13 V arianc e
Members Contribution to 77,018,339 180,028,302 234 Medical Aid Sale of Tender Documents 1,599,091 1,273,565 80 Auction Sales 22,834 36,210 159 Warehouse rent(Customs) 102,575 11,352 11 Collateral losses 1,000 17,070 1,707 Special Attendance 714,335 184,972 26 Export levy(Customs) 6,905,808 2,726,178 39 Additional Duty(Customs) 12,550,000 880,639 7 License Fees (Customs) 22,507 4,300 19 Miscellaneous 49,075,110 64,611,738 132 Guarentee levy payments 2,000,000 0 0 Total 150,011,599 249,774,326 2,413
5.2 Mid-year Budget Execution by programme
A c tua l Budgeted Revised Execution Programme Expe nditure Allocation Allocation in F irs t Qua rte r o f Rate(%) FY Economic Policy Advice 6,513 6,513 2,399 36.8 Revenue Management 493,444 543,444 160,814 29.6 Government Expenditure Mgt. 303,103 303,103 14,282 4.7 State Assets and Liability Mgt. 2,179,007 2,129,007 524,785 24.6 Public Procurement 14,862 14,862 2,784 18.7 Support Services 264,332 264,332 79,119 29.9 Total 3,261,261 3,261,261 784,183 24.0
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VOTE 10 - MINISTRY OF EDUCATION
1. OVERALL SUMMARY
The mandate of the Ministry of Education is derived from the Namibian Constitution, Article 20 and the Education Act, No 16 of 2001. It is aimed at educating and training Namibians in order to attain the set national development goals as enshrined in Vision 2030 and in the National Development Plans of the Republic of Namibia.
The Accountability report is based on the budgetary allocation of N$ 9 415 973 (billions) that was allocated to the Ministry of Education during 2012/13 financial year and budget support to the tune of N$91 000 000 from development partners. The budget support from development partners covers targets and activities which have not been defined in the Medium Term Plan such as National School Feeding Programme and expansion of secondary school. Progress on these initiatives is covered in Section 4.3 of the report. During the year under review, seven programmes were implemented through three major spending units namely; Head Office Directorates, Regional Directorates and State Owned Enterprises within the context of the objectives and targets set out below.
Ensure that all children have access to equitable quality education. Ensure that all Namibians are functionally literate Enhance learners' potential and produce a skilled workforce. Ensure equitable access to knowledge, information and lifelong learning. Create an enabling environment for National Research, Science, Technology and Innovation. Integrate the use of ICT in education ( narrow digital divide) Reduce the transmission of HIV through education.
Out of the total allocation of N$ 9 415 973 (Billions) for the financial year 2012/13, an amount of N$543 016 was allocated to Vote 10 (5%) for the implementation of capital projects
2. PERFORMANCE OF MINISTERIAL TARGETS This section provides progress of each programme against set targets and budgets. It should however be borne in mind that the targets set in the Medium Term Plan, Medium Term Expenditure Framework and in the Strategic Plan of the Ministry vary significantly as these documents were developed following processes which were not closely aligned. The targets have been revised and will be reflected in the revised Medium Term Plan and Medium Term Expenditure Framework. This Accountability Report will provide progress against forecasted targets of 2012/13 per each programme, and also provide explanations where targets have not been met.
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Programme 01: GENERAL EDUCATION: ALLOCATED N$ 5,871,922,654 (62.36%) OF THE TOTAL BUDGET
Target1.1: Number of children who enter primary education having successfully completed one year of public pre-primary education increased from 8475 in 2010 to 45,000 in 2015.
2010/2011 2011/2012 2012/2013 2013/2014 2014/2015 2015/2016 Target Actual Actual Actual Forecast Forecast Forecast 45,054 7,554 13,459 17,572 24,000 31,620 45,054
This target provides information on number of pre-primary learners who completed and entered primary education during 2012/13. The targeted number of children aged children (5-6 years) was 17,000 during the reporting period with actual achievement of 17,572. Forty one percept (41%) of these learners were orphaned and vulnerable children (OVC). Classrooms. Although the target was met in terms of enrolment there were no classes built as per standard of pre - primary classes due to limited funds.
The provision of pre-primary aims to improve school readiness and it has been observed that majority of the enrolled learners successfully achieve school readiness. To improve on the current trend of enrolment in pre-primary the Ministry would have to invest more into Pre- Primary education in terms of training of teachers and creating appropriate additional space to increase enrolment of learners including those from disadvantaged communities.
Target 1.2: Net enrolment at secondary (grade 8 to grade 12 i.e. 14-18 years) increases from 55,7% in 2010 in 64,0% in 2015.
2010/2011 2011/2012 2012/2013 2013/2014 2014/2015 2015/2016 Target Actual Actual Actual Forecast Forecast Forecast 58.0% 58.0 (64% new) 57.7% 57.1% 57.8% 59.7% 62.4% (64,0% new)
The target for 2012/2013 which was 58% was nearly met by achieving 57.8%. The challenges are with higher repetition rates. These could be reduced through intensified learning support. The curriculum reform and the revised Promotion Policy which emphasises learner support, will enable the Ministry to achieve the new targets (from 59.7% to 64%)
Target 1.3: The percentage of learners achieving D or better in Mathematics, Science and English in Grade 10 increased respectively from 39.1%, 45.2% and 48.6% in 2010 to 45.2%,52.0% and 53.0% in 2015 and in Grade 12 increased respectively from 36.4%, 45.0% and 41.7% in 2010 to 44.5%, 50.5% and 50.5% in 2015.
This target aims at equipping Namibians to be a knowledgeable society, through improved teaching and learning. The target therefore monitors performance in the
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above priority subjects. There has been improvement in all three Gr.10 subjects. Significant improvement is evident in Gr. 12 Mathematics and Science contrary to English that has dropped with 5.1%. Efforts were made to provide adequate learning support materials (textbooks) to learners in the three subjects. Efforts were also made to provide in-service teacher training through workshops in these three subjects. However, short courses are costly and the government should prepare to invest more in teachers. The Ministry of Education‟s budget goes to staff salaries and only insignificant amount spend on professional development of educators (principals and teachers) and school support. The low performance of learners in these key subjects is therefore due to low investment in the professionalization of teachers.
Grade 10
2010/2011 2011/2012 2012/2013 2013/2014 2014/2015 2015/2016 Target Actual Actual Actual Forecast Forecast Forecast M 45.2% 39.1% 41.2% 44.5% 44.7% 45.0% 45.2% S 52.0% 48.6% 45.0% 51.8% 51.9% 51.9% 52.0% E 53.0% 46.3% 46.7% 42.9% 46.3% 49.6% 53.0% Grade 12
2010/2011 2011/2012 2012/2013 2013/2014 2014/2015 2015/2016 Target Actual Actual Actual Forecast Forecast Forecast M 44.5% 36.4% 41.1% 41.8% 42.7% 43.6% 44.5% S 50.5% 41.7% 44.4% 45.3% 47.0% 48.8% 50.5% E 50.6% 32.2% 34.3% 29.2% 36.3% 43.5% 50.6% While there is a registered improvement overall, there is a drop in the performance in English. It is reported in the 2012 grade 10 and grade 12 examination reports that the overall language usage of many candidates was poor as influence by the English proficiency levels of the teachers.
Programme 02: INFORMATION, ADULT AND LIFELONG LEARNING: NAMIBIA LIBRARY AND ARCHIVES SERVICE ALLOCATION: N$ 266 259 000 (2.83%)
Target 2.1: Adult Literacy increased from 88% in 2010 to 90% by 2015 2010/2011 2011/2012 2012/2013 2013/2014 2014/2015 2015/2016 Target Year Actual Actual Actual Forecast Forecast Forecast 90.0% 88% 88.7% 89.0% 89% 89.7% 90.0% Government‟s broad vision is to provide educational opportunities to adult and out of school youth to enable them to participate meaningfully in the development of the country. According to the 2011 National Census Literacy stands at 89%, through combined efforts thus the 2012/13 estimate has been met.
Target 2.2: Increase the % of Community libraries / CLDCs providing Public ICT access to communities from 21% in 2010 to 100% by 2015.
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2010/2011 2011/2012 2012/2013 2013/2014 2014/2015 2015/2016 Target 2015/2016 Actual Actual Actual Forecast Forecast Forecast 100% 21% 45% 64% 81% 86% 100% 64 13 29 41 52 64 64 Bridging the digital divide is a key factor in achieving the Millennium Development Goals of the United Nations, which Namibia is reported by the media to be far from reaching. Access to information resources and the means of communication supports health, education cultural and economic development. During the reporting period an estimated 92 296 community members accessed ICT through the 41 community libraries/CLDCs countrywide. It is worth noting that the drastic increase of community libraries from 21% in previous years to 44% can be attributed to support from development partners and communities themselves.
Programme 03: VOCATIONAL EDUCATION AND TRAINING: ALLOCATED N$290,319,000 (3.08%) OF THE TOTAL BUDGET
Target 3: Increase the enrolment in Vocational Education and Training from 8,528 in 2010 to 25,100 in 2015, and the average completion rates from the current 61% to 90% respectively. 2010/2011 2011/2012 2012/2013 2013/2014 2014/2015 2015/2016 Target Actual Actual Actual Forecast Forecast Forecast 25,100 8,528 8,858 9,212 12,133 15,720 25,100 90% 61% 67% 73% 78% 84% 90%
Programme 04: NATIONAL SCIENCE, TECHNOLOGY AND INNOVATION: ALLOCATED N$ 48,421,000(0.52%) OF THE TOTAL BUDGET.
The target of 0.3% spending of GDP on Research and Development has not been reached due to budgetary constraints
Programme 05: HIGHER EDUCATION: ALLOCATED N$ 1 662 181 579 (17.65%) OF THE TOTAL BUDGET
Increase the number of all diplomas, degree and post graduate levels in key human resources categories from 60% in 2010 to 80% by 2015
This is a new target defined during the last financial year as the target of 1400 graduates have been exceeded. During the academic year 2012/2013 under review, the University of Namibia did not experienced high increase in the student enrolments as compared to 2010/2011. The student enrolments increased only by 3%, from 16,332 in 2011 to 16 819 in 2012. The main reason continues to be the higher admission requirements of UNAM when compared to former Colleges Education that were incorporated into UNAM in 2011.
In response to the skills needs of the country the University of Namibia continued to increase its programmes offerings, from 136 the previous year to 156 programmes in
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this academic year (diplomas, degrees and post graduate qualifications). Faculties of Agriculture, Economics and Management Science, Engineering and Information Technology, Science, Law, Humanities, Education, and Social Science have introduced new programmes that include, among others, 5 Diplomas, 14 Bachelor‟s degrees, 2 Post-graduate Diplomas, 12 Master degrees and one Doctorate degree programmes. Furthermore, staff and curriculum development activities were also undertaken in all schools and faculties.
Progress has also been reported from Polytechnic with the total enrolment of 965 students during the reporting period. In terms of achievements, 2 481 students graduated in 2012 of which 896 obtained Diplomas, 8 obtained Bachelor of Technology Degree, 894 obtained Bachelor Degrees , 61 obtained Honours and 11 Masters Degrees in various fields.
The higher education component has various corresponding activities related to financial support to students, strengthening quality assurance systems and technical support for improved learning and education outcomes through UNESCO. Achievements are reported under section 4.3
Programme 06: HIV AND AIDS RESPONSE: ALLOCATED N$ 5 931 000 (0.06%) OF THE TOTAL BUDGET.
The main objective of HIV and AIDS Sub-Programme is to reduce the transmission of HIV and to mitigate the Social Economic Impacts of HIV and AIDS on the Namibian Education system at all levels. This is being undertaken through five components mainly in relation to comprehensive knowledge on HIV and AIDS, training of life skills teachers, provision of psychosocial and nutrition support to orphans and vulnerable children. The programme reports on two indicators which are:
Percentage of learners receiving Life Skills education increased from 60% in 2007/8 to 97% in 2013/14 Percentage of teachers gaining comprehensive knowledge on HIV and AIDS increased from 60% in 2007/8 to 97% in 2013/14
During the reporting period an estimated 85% of learners have received life skills based training while 85% of teachers have gained knowledge on HIV and AIDS. In terms of knowledge, 80% of sector employees were identified to have basic knowledge on HIV and AIDS. These indicators will be reported under the new programme of the Medium term Plan.
Programme 07: PLANNING, COORDINATION AND SUPPORT SERVICES: ALLOCATED N$1 270 938 767 (13.50%)
This programme promotes coordinated planning and provides key support services to the sector as a whole. This is done through strategic planning, monitoring and
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evaluation of programme performance, financial management, effective recruitment and deployment of human resources, and provision of physical infrastructure. This section reports on progress made regarding the implementation of the capital projects, as other programme components are reported under section 4.3. During the reporting period the following were undertaken:
Capital project implementation Capital projects are coordinated at two levels; head office for big projects and two decentralised programmes. Firstly, there has been overall increase in budget allocation to the capital projects and secondly funds have been made available to address teacher housing shortages. The overall budget allocation to the sector and its breakdown in 2012/13 is as follows:
CAPITAL BUDGET 2012-2013 Budgeted Revised PROGRAMME Expenditure Execution Allocation Allocation
General Education 252,016,000 297,516,000 296,105,009 99.53 IALL 20,000,000 15,500,000 15,496,424 99.98 Higher Education 233,500,000 233,500,000 233,500,000 100.00 Knowledge Creation and Innovation 4,500,000 4,500,000 3,873,982 86.09 Vocational Education and Training 33,000,000 53,000,000 33,000,000 62.26 TOTAL ALLOCATION 543,016,000 604,016,000 581,975,415 96.35 Below is the overall performance of the decentralised programmes to address regional needs in terms of physical/classroom construction and renovation:
Basic Education Facilities (BEF) - the total allocation to BEF was N$ 38,000 million with actual expenditure of N$43,510,903.60 spent on 312 physical facilities. The reported execution rate is 114.5%. Renovation Nationwide: This component was allocated N$52,700 million with actual expenditure of N$ 34,799,259.13 spent on renovation of 250 physical facilities with an execution rate of 66.06%.
3. NON-TAX REVENUE Year 2010/11 2011/12 2012/13 Revenue Source Estimate Actual Estimate Actual Estimate Actual Class and examination fees 27,260,000 24,502,270 27,260,000 28,239,235 27,000,000 33,418,571 Hostel fees 13,500,000 12,771,307 13,800,000 12,373,585 14,200,000 12,802,499 Lost equipment and stores 1,000 3,972 1,000 3,793 10,000 10,447 Services rendered by 15,000 268 15,000 0 15,000 2,100 archives and museums Letting of facilities 300,000 346,484 400,000 141,428 350,000 192,209 Library registration fees 40,000 28,291 40,000 26,427 65,000 23,162 Private telephone calls 30,000 19,868 40,000 12,956 100,000 26,130 Unclaimed cheques 0 29,020 4,000,000 99 4,000,000 0 Miscellaneous 2,200,000 6,041,873 350,000 104,459 400,000 11,509,806 Trade test monies for 0 680,127 350,000 83,160 0 0 apprentices Total 43,346,000 44,423,480 46,256,000 40,985,142 46,140,000 57,984,924
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Lost equipment and stores More revenue was collected than projected. Regular stock control inspections have been done at all regional offices where lost equipment was identified. Staff members were held responsible for the loss and paid the value of the equipment.
Services rendered by archives Less revenue had been collected by archives than estimated. Letting of Houses Strict control is exercised in respect of the payment by staff members and teachers who occupy Government houses allocated to them. The amount due is now recovered through salary deductions.
Library Registrations Less community member are applying to be members of the ministerial National libraries which resulted in lower revenue collections.
Private telephone Calls Passwords have been created and each staff member uses the password when calls are made. The telephone system is programmed to suspend any further telephone calls when the limit is reached. Monthly statements are also forwarded to each staff member to pay the private telephone calls. Fewer private calls had been made than estimated. Staff members of the Ministry also purchased flexi call cards and did their private calls from telephones installed in the corridors of the building.
Miscellaneous Salary Cheques received back from the various pay points must be written back on the IFMS Computer System. The account code of the miscellaneous revenue heading is credited when the journal entry is processed by the computer system. The mentioned book entry is being done in the event of cheques older than six months. It is difficult to estimate the revenue to be collected during the financial year in respect of written back cheques. The Ministry therefore under estimated this revenue heading. Unclaimed Cheques The Ministry did not estimate for any revenue to be received during the financial year. The amount credited against the “Unclaimed Cheques” revenue heading is as a result of a journal entry of a “Stale” cheque by the Ministry of Finance. During the reconciliation process a correction journal was not done.
Trade Test Monies for Apprentices No revenue estimate was made in respect of the mentioned revenue heading because the testing of apprentices is now the responsibility of NTA. There was, however, a delay in establishing the function at NTA and the trade test monies paid by apprentices were deposited on the Ministerial Deposit account at the Bank of Namibia. 109
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Explanation for variances 2011/2012
Class & Examination Fees The estimate of N$27, 260, 000.00 for Class and Examination Fees was based on Four hundred and eighty eight thousand, eight hundred and seventy one (488 871) subjects entries for October/ November 2011 national examination. The amount collected for the reporting period is however N$ 28,239,235.43. The above collected fees are for the Grade 10 (JSC) and Grade 12 (NSSC) examinations. The overall collection of N$ 28,239,235.43 is more than estimated amount of N$ 27,260,000.00. This is as a result of the increase in both Grade 10 and 12 full- time and part-time candidates which stand to a total of 506 428 subject entries for Oct/Nov 2011 in comparison with a total of 483 972 subject entries for Oct/Nov 2010.
Hostel fees Less Revenue was collected under this revenue heading due to the fact that boarders requested to be exempted from paying prescribed hostel fee. More parents requested for such exemptions and it can be as a result of the inability of parents to pay the hostel fee. Lost equipment and stores Immediately after the stock taking reports are finalized, staff members are held responsible for any shortages discovered during stock taking. Money recovered is allocated against the “Lost equipment and stores” revenue heading. The amount to be recovered from staff members during the financial year was under estimated.
Services rendered by archives The revenue to be collected under the mentioned revenue heading is in terms of the Namibia Library and Archives Act (Act No. 4 of 2000). The collected money is now deposited to the Library and Archives Fund established under the mentioned Act. The estimated for this revenue heading will for the 2013/14 financial year no longer are reflected under the Ministry‟s revenue projection.
Miscellaneous It is difficult to estimate which revenue to be collected under the mentioned revenue heading. During the 2011/2012 financial year less revenue has been collected for the following charges: Photo copy paper Surpluses Late book fees Water and Electricity
Trade Test Monies for Apprentices All Vocational Training Centres are with effect from 1 April 2010 under the control of the Namibian Training Authority. The amount of N$83 160 is therefore
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revenue collection that should have been deposited at NTA. The estimate for this revenue heading has been omitted from the ministry`s revenue projection for the 2012/2013 financial year.
Explanation for Variances 2012/13
Class and Examination Fees The revenue received for Class and Examination Fees was based on four hundred and eighty-five thousand, eight hundred and ninety-three (485 893) subjects entries for October/ November 2012 national examination. The report in respect of Examination Fees shows an estimated total amount of N$ 27, 260, 000 that was expected to be collected during the reporting period. The amount collected for the reporting period is however N$32,990,964. The collected amount is more than estimated amount due to the increase in both Grade 10 and 12 part-time subject entries compared to 2011 subject entries.
Hostel Fees The amount that was not collected by the Superintendent at the various Government Hostels can be described to the financial inability of parents to pay. Treasury exempted boarders from paying the prescribed hostel fees for the financial year.
Lost Equipment and Stores Improved controls to monitor various Stock Control Points have been implemented. Therefore improved controls resulted that few losses occurred for which staff members were made responsible for.
Services rendered by archives and museums Less revenue had been collected by Archives and Museums than was estimated.
Letting of Facilities The schools of the Ministry are responsible to make available facilities such as school halls, to private persons. Such individuals are responsible to pay a certain fee which is deposited against the “letting of facility"" revenue heading. During the financial year less facilities were rented to private persons resulted in less revenue collected.
Library registration fees Overestimated, less community members are applying to be members of the Ministry‟s National Libraries which resulted in less revenue collection.
Private Telephone Calls Over Estimated: The Ministry implemented some measures to control its telephone bill and these measures are also having an influence on the private telephone calls. Some of the Ministry‟s Educational Regions purchase flexi call cards and then issue it to the different schools under their control. The principals are only using the flexi call cards to make official telephone calls. The Ministry‟s headquarters as well as some regional
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offices are making use of the telephone systems to put a credit limit on all outgoing telephone lines. If credits are exhausted no telephone calls can be made.
Miscellaneous It is difficult to estimate the revenue to be collected under the miscellaneous revenue heading correctly. Various Institutions such as Insurance companies, GIPF and Social Security paid back money which was erroneously paid to them during previous financial years. These amounts were in respect of written back cheques in the event of resignations, death and retirements.
Unclaimed cheques The Ministry of Finance is writing all cheques older than six months and issued in previous financial years against the „‟ Unclaimed Cheques” revenue heading under the control of the Ministry of Finance. The mentioned revenue heading will no longer appear in the revenue Estimate of Revenue of the 2014/15- 2016/2017 MTEF period.
4. BUDGET EXECUTION
4.1 Overall Vote Actual Performance
Year 2010/11 2011/12 2012/13 Breakdown Estimate Actual Estimate Actual Estimate Actual Operational Budget 5,972,734,000 6,294,009,960 7,981,996,282 7,845,357,767 8,811,957,000 8,725,813,554 Development Budget 503,657,000 494,872,726 629,984,606 617,067,013 604,016,000 581,975,415 Development Partners Total 6,476,391,000 6,788,882,686 8,611,980,888 8,462,424,780 9,415,973,000 9,307,788,969
4.2 Expenditure by programme
Year Program Activity 2012/2013 me Activity Code B ud g e t e d R e vis e d A c t ual Exe c ut io n Programme Code A llo c at io n A llo c at io n Exp e ns e s R at e ( %) Pre-Primary 01 1,955,000 1,896,000 1,849,841 97.57 Education Primary Education 02 4,493,216,000 4,265,415,289 3,917,735,937 91.85 Secondary Education 03 1,095,912,000 1,133,877,398 1,508,913,627 133.08 Quality Assurance 04 304,296,000 337,065,000 315,287,154 93.54 Curriculum, Research & General Education 01 Professional 05 52,379,000 55,450,967 49,053,271 88.46 Development Examination and Learning 06 77,149,000 78,217,000 65,114,265 83.25 Assessment 6,024,907,000 5,871,921,654 5,857,954,095 99.76
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Teaching in Adult 01 115,359,000 110,579,000 94,640,934 85.59 Education Open and Distance 02 72,672,000 73,299,352 73,665,349 100.50 Learning Provision of Information, Adult & Information, Libraries and 03 62,628,000 73,880,648 54,463,195 73.72 Lifelong 02 ICT Services to the Learning Public Public Records Management and 04 8,500,000 8,500,000 8,500,000 100.00 National Heritage Preservation 259,159,000 266,259,000 231,269,478 86.86 Expansion of vocational Education 01 33,000,000 53,000,000 33,000,000 62.26 and Training Transformation of Vocational 02 126,799,000 3,143,000 15,389,317 489.64 Education and Training Vocational Education and 03 Management of Training 03 109,520,000 233,176,000 233,176,000 100.00 Outsourced Training VET Policy Formulation and 04 1,000,000 1,000,000 1,000,000 100.00 Monitoring and Evaluation 270,319,000 290,319,000 282,565,317 97.33 Development of National Science, 01 22,419,000 24,622,000 15,313,209 62.19 Technology and Innovation System Promotion and National Science, Development Science, 02 12,574,000 10,000,000 10,000,000 100.00 Technology 04 Technology and and Innovation Innovation Capacity Development of National Research 03 13,799,000 13,799,000 12,140,914 87.98 and Innovation Capacity 48,792,000 48,421,000 37,454,123 77.35 Teaching in Higher 01 997,757,000 998,828,000 981,542,455 98.27 Education Quality Assurance 02 27,396,000 27,164,000 21,826,062 80.35 and Accreditation Administration of Higher Education 05 Loan and 03 519,020,000 627,080,579 628,442,545 100.22 Scholarship National Commission 04 9,678,000 9,109,000 5,976,840 65.61 for UNESCO 1,553,851,000 1,662,181,579 1,637,787,902 98.53 Management of HIV HIV and AIDS Response 06 and AIDS 01 10,760,000 5,931,000 5,321,603 89.73 Response Support Services 01 1,230,526,000 1,257,398,767 1,243,879,066 98.92 Provision and Management of ICT 02 7,733,000 3,615,000 2,654,781 73.44 in the Education Planning, Coordination and 07 Sector Support Services Planning, Monitoring and Evaluation 03 9,926,000 9,926,000 8,902,605 89.69 Services 1,248,185,000 1,270,939,767 1,255,436,452 98.78 Total 9,415,973,000 9,415,973,000 9,307,788,970 98.85
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4.3 Details of Programme Performance The education programmes have overall performed well as reported during the Annual Review held in June 2013 taking stock of achievements, challenges during the past financial year. The Review reports concluded with the way forward which is expected to inform the current budgeting process in order to address emerging issues and to fill gaps.
Programme 1: General Education
Main activities: This programme comprises of many activities related to teaching and learning, provision of learning materials, quality assurance, curriculum and professional development, standards setting, buildings and infrastructure, and management and administration. Provision of school feeding programme; curriculum & research, mainstreaming ICT. Most activities are implemented at the regional level. The programme covers pre-primary and aspects of early child hood development, primary education and secondary education.
Achievements:
Programme1.1: Pre-primary and early childhood development
In terms of teaching and learning many activities were undertaken at the pre- primary level with positive results in relation to enrolment (21, 970 learners have been enrolled in 2013, in 916 classes in 742 schools), classroom construction (247 additional classrooms were constructed during the 2012/2013 Financial Year across the country). In terms of the national school feeding programme, 89% of pre-primary learners benefited from the school feeding program in 2012. Progress was also reported in relation to the registration of orphans and vulnerable children (i.e. 42% of OVCs were registered in 2012 against the target of 36.4%)
In order to conduct school readiness pilot activities during 2013/14, Teacher induction workshops were conducted in all the 13 regions in which 742 schools, 916 classes participated. Equally important, 26 teachers and 13 regional education officers were trained early June 2013 in preparation of the Pre and Post Test school readiness scheduled for June and November 2013 respectively.
Finally, Education officers were appointed to strengthen the management process of the pre-primary programme.
Constraints: The neediest schools do not have classroom space , access, equity and efficiency are affected space and classrooms are in a dilapidated state As from 2012, PPE experienced a decrease of qualified teachers for the pre- primary phase due to the phasing out of the BETD diploma and its
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replacement by the B.ED University degree. In addition PPE still remains to be fully integrated in General Education in terms of curriculum and infrastructure, but this is a slow process due to budgetary constraints.
Programme 1.2: Primary education The Net Enrolment Ratio (NER) as per 2011 Census, stands at 87% against the 98% captured in EMIS 2011 due to corrections made to the denominator. Despite this, progress indicate that girls show a higher enrolment rate than boys with 88.1% against 85.9% The percentage of qualified teachers at national level has increased from 71.2% in 2008 to 78.5% in 2012, with the Regions with the least endowment of qualified teachers seeing an improvement from 65.7% to 72.6%. Curriculum review is on-going: the curriculum for lower primary has been approved and will be implemented as from 2015. Upper Primary is planned for 2016. Inclusive education curriculum is on trial. In 2012 – 2013, the MoE spent N$122.995 million to purchase primary school textbooks procured for 443 414 primary learners, with the textbook learner ratio now at 3:1. On learner assessment two processes have been undertaken: the Early Grade Reading Assessment and second round of Grade 7 Standardized Achievement Test (SATs) with technical support from MCA-Namibia. Teacher Education materials are being developed through the Continuing Professional Development Unit (CPD) to address gaps revealed by SATs. The Social Accountability Project aimed at strengthening the empowerment of communities and school management has been piloted in two Regions, Ohangwena and Hardap. The pilot project has been designed against the backdrop of an education system which is not meeting public expectations. Enrolment at primary level increased from 408 804 in 2011 to 415 454 in 2012 (an increase of 2%). The difference is negligible. Enrolments are expected to rise with the introduction of Universal Primary Education (UPE) in February 2013. Universal Primary Education has been successfully introduced, with a budget increase from N$50 million in 2011/2012 to N$162million in 2013/14.
Constraints: Efforts to improve learning outcomes have shown limited results at the lower Primary phase where only 7% of teachers have Grade 12 and/or more than 2 years of Tertiary Education, this is coupled with difficulty in retention of Lower Primary teachers which ranks lowest and with weakest performance in the English proficiency test.
Socio economic constraints continue to lead to drop outs at primary level and poses a serious concern for learner survival and retention.
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With the implementation of UPE, physical and human resources constraints are exacerbated. Regions have to deal with increased enrolment and lack of availability of teachers for mother tongue in Lower Primary and also with delays in appointment of teachers.
Programme 1.3: Secondary education The 2012 cumulative percentage for A - D scores for ETSIP priority subjects were English (42.9%), Mathematics (44.5%) and Physical Science (51.8%) as per DNEA reports. Compared to 2011, Mathematics and Science improved while English second Language declined with about 4%. The curriculum is being reviewed and will have two stream programmes; as from lower secondary, into firstly vocational and secondly career oriented subjects. The implementation of the curriculum will commence in 2017. This will mean preparing students at Grade 8. Prevention and Management of Learners Pregnancy: Ten thousand (10,000) copies of the Education Sector Policy for the Prevention and Management of Learners Pregnancy were distributed. The Information package for Policy Implementation was developed and with the assistance of UNICEF 15 000 copies were printed. The Training manual was also developed with the assistance from the Legal Assistance Centre and printed with the Global Fund support. Regional school counsellors were trained in the use of the Manual in April 2013. Efforts are underway to conduct internships for counsellors. In order to address the construction of hostels in rural areas, a feasibility study has been commissioned. The following hostels are planned: Drimiopsis (Omaheke); Vooruitsig (Hardap); and in Schuckmansburg and Ndoro (Caprivi Region). NAMCOL contributed to the expansion of secondary education targets with the result that a total of 33,769 learners were enrolled for the academic year of which 10,722 where for grade 10 JSC and 23,069 where for grade 12. As part of development partner budget support under ETSIP programme, the beneficiaries in the school feeding programme increased from 238 821 in 2011/12 to 269 585 in 2012/13 including pre-primary school learners. Finally it is important to note that ETSIP targets were previously reported under Section 2 of the Accountability Report but since they are supplementary targets to the ministerial objectives and indicators, they will from now onwards be reported under programme achievements.
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Constraints: There are still needy learners who are not benefiting. With the current drought situation and the Cabinet decision to expand School Feeding to Secondary Phase as well, more beneficiaries need to be included There is a lack of understanding of the dimensions of the Prevention and Management of Learner Pregnancy at community and national levels focusing on management rather than prevention. Slightly above 20% (1340 out of 1723) of schools are without sanitation facilities, which has serious implications for learner attendance especially on girls. On average only 64% of schools have flush toilets with Ohangwena, Omusati, Kavango, Oshana, Caprivi and Oshikoto far below that average. There is a lack of language experts to assist with the contextual linguistic issues during the training and more UNAM lower primary educators need to be trained in the EGRA tool usage since they were not initially included in the EGRA roll-out plan. With the implementation of the Universal Primary Education, an influx of learners resulted increased enrolment. Therefore the Ministry faces a serious challenge in providing classrooms for 2014, as well as for learner support programmes.
Programme 2: Information, Education and Lifelong Learning
Main activities: This programme contributes towards the attainment of the Ministerial objectives of ensuring equitable access to knowledge, information and lifelong learning and providing access and skills for efficient use of ICT in education (narrowing the digital divide). It has four main activities: Adult Education, Open and Distance Learning (through NAMCOL), Provision of Information, Libraries and ICT to the public and Public Records Management and National Heritage Preservation. It relates to adult teaching and to the running of adult, open and distance education or libraries, archives, resource centres and record centres. While the programme is managed centrally from the Head Office, majority of the expenditure is incurred at the regional level
Achievements: Adult education The 2011 National Census shows that literacy levels stands at 88.7%, exceeding the 2011/12 MOE estimates of 87.7%. A total of 28 885 adult learners were enrolled in basic and post literacy programmes and a total of 11 565 out of 13 117 achieved basic competencies.
As regards, access to knowledge, information and lifelong learning, various training activities were undertaken such as the enrolment of 5230 parents and caregivers of grade 1 learners in the family literacy programme as well as business management skills training to 345 entrepreneurs from 9 regions. Open and distance learning
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NAMCOL has diversified and expanded its Open and Distance Learning Programmes which has resulted in increased enrolments for both professional and vocational programmes. For example, the diploma in Early Childhood and Pre- Primary Education which was launched in 2010 has gained popularity and has increase intakes from 199 in 2011 to 605 in 2013. In the same way, for professional and vocational programmes total enrolments increased from 1056 in 2011 to 2309 in 2013. Information and ICT
This component also included the construction of Regional Resource Centres in Ohangwena and Oshana and Omaheke, as well as recruitment of staff for the centres and procurement of education materials. In order to enhance capacity two staff members are studying at Master‟s level, one in record management and the other in Library science, while 22 staff members are currently studying at University of South Africa and University of Namibia in library science.
In order to ensure that communities enhance their knowledge and skills, opening hours for libraries were revised and will in the future open from 09.00 to 17.00 as granted by Office of the Prime Minister and will soon be operationalised.
In terms of ICT facilities and communication services it is worth noting that 41 community libraries currently provide ICT support service. The use of such services were also assessed and from the targeted 100 000 users, 92 296 used the services. With ICT expansion 164 schools and other educational institutions have been equipped with internet services. Samsung has donated the first “Mobile-Solar School Container” and a Solar Power Generator solution to Namibia in May 2013. The Solar Powered Internet School (SPIS) is built on the basis of a 40 feet container which is easily transportable. This is designed for use in remote rural areas with limited or no access to electricity. The SPIS is able to operate anywhere as long as there is sunlight to charge the solar system, or satellite connectivity. The total donation is worth N$ 893,558.14. 30 Schools and more than 600 in-service teachers were trained. Only 147 completed the full ICDL computer literacy certification and all 147 teachers received free laptops as an incentive. Another 50 qualified with the second training.
The School Link project has been successfully implemented in 2012/2013. In total 65 Trainer of Trainers have been trained with an additional 20 support trainers in all 13 regions to train 220 schools.
The School Link Business unit was successfully established to provide support and assist with training of trainers and support to the 220 schools.
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Constraints: The main challenges facing the sub programme is recruitment and retention of adult learners and promoters as well as budgetary constraints. The latter also hinders expansion of professional programmes at NAMCOL.
Despite efforts made to improve the deployment of ICTs at existing schools to expand access, limited IT support for schools and libraries, in terms of staff and skills has been a big problem.
There is insufficient capacity to monitor and evaluate programme activities with little implementation and accountability at regional levels.
Capacity development at the school level has been hampered by many teachers and learners not competent to use computers. Many teachers have also dropped out of ICDL training.
Programme 3: Vocational Education Training
Main activities: The programme is expected to provide vocational education and training for the realization of effective and sustainable skills formation, close aligned with the labour market demand for accelerated development of the competencies needed by the youth and adults for productive work and increased standard of living. The programme deals with teaching in VTCs standards setting, buildings and infrastructure, loans/scholarships and training levy and management and administration. Most activities are implemented by the Namibian Training Authority.
Achievements: Collaborative efforts are underway with GIZ and Ministry of Agriculture and NAMCOL to expand the provision of VET into the Agricultural field, whilst collaborative efforts are in place with Manufacturing, Engineering and related Service Sector Authority (MerSETA) in South Africa to expand training in the in the manufacturing sector.
The upcoming implementation of the training levy will lead to an increase in access. In preparation, Namibia Training Authority (NTA) is working to determine exact nature of skills gaps in the sector based on consultation with other stakeholders and the development of a five year sector skills Plan for various industries.
Cabinet approved the National Training Fund and Levy framework and directed the Ministry of Education to ensure that the Training Levy is implemented in line with the provisions of the VET Act, Act No. 1 of 2008.
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In preparation for the full implementation of the training fund and training levy concept, the Millennium Challenge Account Namibia provided funds to pilot the training procurement framework. The objective of the pilot was to assess and evaluate the functionality of the Levy Collection Disbursement and Reporting processes and available systems. The pilot also tested the competitive and transparent procurement of demand led vocational education and training from both private and state owned vocational training providers. A total of 1,155 trainees are being funded in various areas identified by the Industry Skills Committees as priorities within their respective sectors. Lessons learned from this process will further enhance the training fund framework.
A total number of 37 training providers were officially registered with the NTA. A total number of 7404 for the first Intake are funded by the NTA and enrolled in various vocational training centres for the 2013-2014 academic years. Significant progress has been made on the training and upgrading of VET trainers/ instructors at the Polytechnic of Namibia.
Constraints The subsector cannot meet targeted enrolment of trainees due to budgetary constraints
Programme 4: National Science, Technology and Innovation
Main activities: National Commission on Research, Science and Technology in place National Research, Science and Technology Fund functional Indigenous Knowledge Policy implemented Research and Development Policy and Strategy implemented Innovation Policy implemented National Biotechnology Research and Testing Laboratory functional National Centre for Innovation, Entrepreneurship and Technology
Achievements: The Strategic objectives of the sub sector entail strengthening policy and legal instruments to create a conducive environment for the coordination and management of research information, knowledge and innovation. During the reporting period measures have been concluded for the full establishment and functioning of the National Science, Research, Science and Technology Commission and its Fund. The Chief Executive Director has been appointed and some staff members have been transferred to the Commission. The Director has been reassigned within the Ministry.
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Programme 5: Higher Education
Main activities: The programme addresses the severe shortage of infrastructure and facilities for higher education students through expansion of existing facilities, as well as through construction of new ones in satellite campuses throughout the country. It further targets the improvement of the quality of higher education outputs through the implementation of a quality assurance system, as well as efficiency in the higher education provision through the development and management of a higher education funding framework.
The programme comprises of various activities such as quality assurance, curriculum and professional development, standards setting, buildings and infrastructure, loans/scholarships and management and administration. Most activities are implemented by UNAM and Polytechnic. Technical back up on international educational matters through Namibia National Commission for UNESCO and support is provided.
Quality assurance focused on instituting efficiency and accountability measures, therefore manuals were developed and secretariat trained, internal quality assurance units at both public and private higher education institutions have been established and representatives deployed. Technical Assistance is being sourced to support quality assurance. On staff development N$1 million was allocated for the upgrading of the qualifications of lecturers and to date 35 staff completed their studies while 62 are still pursuing their studies. Training on how to conduct tracer studies was provided to higher education institutions and review of post graduate programmes and other resources has been completed and a report is available.
The Funding Framework has been completed and awaits MOF directive to present it to the Cabinet Committee on Legislation, Terms of Reference has been developed for the formulation of the Higher Education Tuition Fee Policy.
The sub programme also reports on activities of Namibia Qualifications Authority (NQA), Namibia Students Financial Assistance Fund (NSFAF) and Namibia National Commission for UNESCO (NATCOM). Their achievements were as follows: Namibia Qualifications Authority
During the reporting period 46 applications for accreditation, re-accreditation and expansion were handled. The number of inquiries regarding institutions seeking information for accreditation was 345 for the reporting period. NQA also handles public queries on the recognition status of various Educational and Training Institutions across the globe.
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The NQA has registered 366 unit standards and 39 portal and unit based qualifications on the National Qualifications Framework (NQF) during 2012- 2013. Statistical reports on registered awards are being updated on quarterly bases as new qualifications get registered on the NQF. The guidelines for qualifications review were implemented to ensure qualifications are registered on all levels of NQF. The NQF Regulation review is in the process.
Stakeholders‟ consultation was undertaken for identifications of challenges and matters in the Regulations for the purpose of the review. Namibia Students Financial Assistance Fund.
The NSFAF provides financial assistance to needy Namibian students (Under graduates studies: full time), by 1) awarding loans to successful candidates, 2) payment of study loans/grants to various institutions for successful candidates. In order to sustain the funding process, loan monies is also being recovered from debtors upon completion of their studies.
In terms of progress, the NSFAF has to date supported a total number of 8513 students who have been awarded loans/grants, for 2013. The total commitment for 2013 is to the tune of N$ 263million compared to 197million in 2012. 7554 of these students are in local institutions of which 85 % are at University of Namibia (UNAM) & Polytechnic of Namibia (PON) and the rest is distributed to other institutions such as International University of Management.
The NSFAF has experienced major challenges in loan recovery and thus the Ministry has engaged consultants funded by Millennium Challenge Account to revamp the institution, a process which was concluded in 2012. This resulted in the Fund having been transformed into an autonomous institution with a Chief Executive Officer, directors and support staff.
Namibia National Commission for UNESCO
The strategic objectives of the Namibia National Commission for UNESCO which guiding its operations have been:
To provide technical advice on UNESCO related matters to the Government, representatives on the UNESCO governing bodies and the Namibian Permanent Delegation to UNESCO; To ensure that Namibia, as a Member State of UNESCO, derives maximum benefits from the UNESCO resources, and To facilitate Namibian participation at UNESCO conferences, workshops and meetings. The Namibia National Commission for UNESCO has therefore achieved the following during the reporting period: Ensured that Namibia participates and serves on the UNESCO Executive Board to reap maximum benefits from programme resources
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Ensure attendance to UNESCO meetings, workshops and conferences. In this regard, has hosted the sub regional seminar for Southern Africa from 6-8 November 2012. Such platforms built the human resource capacity for sustainable development. Provision of support to the office of the Deputy Permanent Delegate to UNESCO to the tune of N$ 1909 538.00 Limited data on higher education and lack of sharing information on tracer study of Graduates. Lack of alignment with the National Human Resource Plan Non-alignment of application and admission processes
Programme 6: HIV/AIDS
Main activities: The main purpose of this programme is to reduce incidences of HIV transmission and to mitigate its (HIV) social and economic impacts on the Namibian Education system/sector at all levels. The major activities carried out under this programme are: Awareness raising and empowerment Mainstreaming of HIV/AIDS into education programmes Creating a regulatory framework to facilitate HIV/AIDS interventions Meeting the needs of Orphans and Vulnerable children Managing the response.
Achievements: Various training activities and awareness rising for employees, learners and students were carried out which led to increased awareness and knowledge base amongst teachers, learners and employees. Main progress has been in the following:• 90 % of OVCs have received nutritional and psycho-social support while 83.5% of education sector employees accessed health care services. 85% of learners have received life skills based training while 85% of teachers have gained knowledge on HIV and AIDS.
Equally important during the reporting period, HAMU focused on promoting increased care and support services and strengthening coordination and networking for sustainable HIV and AIDS through the launch of the Relief Teacher Strategy with 3000 copies distributed. The Implementation Guide and a costed Plan have also been finalised.
With the appointment of full time life skills teachers training has been provided to 319 teachers to ensure that life skills is taught and counselling provided to needy children. Capacity gaps assessment and training has been carried out by Project Hope consultants through MCA support in all 13 regions to strengthen HAMU. Various training activities have been undertaken notably leadership management training for Regional HIV and AIDS Coordinators.
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Strengthened support was provided to teachers living with HIV/AIDS with supplements and this has reduced absenteeism in pilot regions.
Coordination and Networking: Namibia has been selected through a resolution by the Southern African Development Community (SADC) Ministers of Education to pilot test a school based HIV and AIDS prevention strategy named Reducing HIV in Adolescence (RHIVA) at secondary level. HAMU is going to pilot this programme in 21 schools in the Khomas Region. The primary objective of RHIVA as implemented in Kwazulu-Natal, by the Department of Education, is to assess the effectiveness of a cash-incentivized prevention intervention in reducing HIV-incidence rates in High School learners. Conditional cash transfers are used to encourage learners to engage in positive behavior‟s and make healthy lifestyle choices, thereby reducing the number of HIV infections.
Constraints: The main challenges relate to limited budget allocation and late transfers of funds to regions which in turn affects programme implementation.
Delays are also being experienced in the finalisation of the impact assessment study on HIV and AIDS as well as the operationalization of the Steering Committee on HIV and AIDS.
Programme 7: Coordination and support services
Main activities: This is a newly defined programme which combines cross cutting activities, related to Policy Supervision, administration, coordination of planning, monitoring and evaluation, Support Services, human resource development, Infrastructure development and maintenance, Management and Coordination of IT mainstreaming.
Achievements:
Strategic planning issues The Strategic Plan of the Ministry of Education has been finalised and launched. With technical assistance from Millennium Challenge Account Performance Management Plans have been developed for the effective implementation of the Strategic Plan. The Ministry has as part of this process, recruited full time staff within the Planning and Development Directorate to monitor and evaluate all education sector programmes. A national Monitoring and Evaluation Committee chaired by the Deputy Permanent Secretary has also been set up and is operational. This Committee aims at providing policy advice and to systematically assess the implementation of education programmes.
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The European Union commissioned consultancies on restructuring and role clarification within the Ministry. Final consultancy Reports have been submitted and discussed. A Committee has been established to review and make recommendations for immediate implementation. On Decentralisation, technical discussions were held with the regions on the state of decentralisation and in house consultations were also held on the Functional Framework of decentralisation. According to the in house review more than 80% of functions outlined in the 2009 Functional Framework have been delegated to Regional Councils, but challenges remain at policy and institutional level. Towards this end, the Decentralisation Committee and the Ministry of Regional, Local Government, Housing and Rural Development is planning a National Consultative meeting on decentralisation during this financial year.
Regional perspectives on decentralisation were also reported which showed that delegation phase has produced some positive results such as joint Management and tender board meetings and joint budgeting.
The pilot project made number of recommendations related to timely information sharing on staffing changes and that school principals return signed pay sheets each month. In this regard, paymasters will be held accountable. Equally important, it was recommended that the internal audit division in the Ministry retain the function of auditing regional education salary offices. As a follow-up to the pilot project, the need for closer collaboration and capacity building of staff members from HR, regional directorates, School Principals and Finance staff and instituting a proper monitoring and evaluation mechanisms was seen as the way forward.
The Budget: Medium Term Expenditure Framework (MTEF)Ministry of Education piloted a Zero Based Budgeting exercise supported by EU to enable the Ministry to review its previous way of budgeting and to improve in its budgeting planning, management and monitoring process. Key achievement realised are as follows: All sub programme managers and budget holders were given the opportunity to define their basic needs and funds needed. This exercise provided a baseline for future budget planning and management. EU consultancy was procured to strengthen budget analysis and budget preparatory processes in the design of the 2013/14 budget cycle.
Capital Projects implementation - as a response to classroom shortages development budget was increased and the following were achieved:
Basic Education Facilities (BEF) - the total allocation to BEF was N$ 38,000 million with actual expenditure of N$43,510,903.60 spent on 312 physical facilities. The reported execution rate is 114.5%.
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Renovation Nationwide - This component was allocated N$52,700 million with actual expenditure of N$ 34,799,259.13 spent on renovation of 250 physical facilities with an execution rate of 66.06%.
Constraints: The delegation face experiences number of problems especially lack of coordination of physical facilities, inadequate measures taken for the provision on education of staff housing and offices as well as lack of alignment of regional structures for effective decentralisation. The cost implications of the decentralisation process has not been well planned and turns out very costly. The human resource audit compared IFMS and EMIS data and there were discrepancies, which necessitates improvement in data collection methodologies, analysis and presentation. Discrepancies were attributed to number of reasons such as errors in both systems, timeframes of data collection, inclusion of staff who left or recently joined, skills gaps in data capturers As regards the Zero Base Budget exercise, it was said to have been done in short period of time. Therefore for staff members from both Ministry of Education and Ministry of Finance who were not familiar with the methodological approach, learning was slow. Equally, in relation to staff membersfrom the Ministry of Finance and National Planning Commission the process of loading the budget proved difficult. The capital budget is still found to be inadequate due to the expansion of primary education through Universal Primary Education as well the persistent need for the addition of pre-primary classrooms.
5. MID-YEAR REVIEW
First Quarter Execution Revenue Source Estimate Collection Rate(%) Class and examination fees 30,000,000 3,794,107 12.65 Hostel fees 14,500,000 38,862 0.27 Lost equipment and stores 10,000 0 0.00 Services rendered by 15,000 0 0.00 archives and museums Letting of facilities 350,000 1,026 0.29 Library registration fees 70,000 0 0.00 Private telephone calls 100,000 0 0.00 Unclaimed cheques 4,000,000 0 0.00 Miscellaneous 450,000 34,210 7.60 Total 49,495,000 3,868,205 7.82
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5.1 Mid-Year Ministerial Revenue
Estimated Full First Quarter Y e ar Revenue Source Estimate C o lle c t io n R e ve nue P ro je c t io n Class and examination fees 30,000,000 3,794,107 26,205,893 Hostel fees 14,500,000 38,862 14,461,138 Lost equipment and stores 10,000 0 10,000 Services rendered by 15,000 0 15,000 archives and museums Letting of facilities 350,000 1,026 348,974 Library registration fees 70,000 0 70,000 Private telephone calls 100,000 0 100,000 Unclaimed cheques 4,000,000 0 4,000,000 Miscellaneous 450,000 34,210 415,790 Total 49,495,000 3,868,205 45,626,795
5.2 Mid-year Budget Execution by programme
Revised Estimate Budgeted Revised Actual Execution Programme o f Allocation Allocation Expenditure Rate F ull-ye a r Expe nditure
Pre Primary 312,819,000 285,807,774 69,378,518 24.27 Primary 5,858,780,000 5,797,177,156 3,147,226,762 54.29 Secondary 2,034,985,000 2,028,265,922 1,294,135,753 63.81 IALL 321,724,000 321,724,000 174,501,113 54.24 VET 382,709,000 382,710,000 99,872,112 26.10 Higher Education 1,663,866,000 1,663,866,000 1,379,697,419 82.92 Planning, Coordination and 109,391,000 204,723,148 118,033,574 57.66 Support Services Functions Associated with 63,286,000 63,286,000 15,998,636 25.28 Education Total 10,747,560,000 10,747,560,000 6,298,843,887 58.61
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VOTE 11 - NATIONAL COUNCIL
1. OVERALL SUMMARY The National Council, as the Second Chamber of the Namibian Parliament, has the mandate to review and report on all bills passed by the National Assembly on matters referred to it for that purpose for the peace, order and good governance of the country in the best interest of the Namibian people.
During the 2012/2013 financial year the National Council had to achieve two its targets. During the financial year under review, the National Council had an allocation of N$61,435,000.00 for operational budget and N$200,000.00 for development budget. From the operational budget, N$51,412,488.00 was utilized and N$ 198,233.00 from development budget, which translates into 83.6% and 99.1% of allocated resources.
2. PERFORMANCE OF MINISTERIAL TARGETS The National Council in order to fulfil its mandate set the following targets; Increase in the level of public participation in the law-making process to 65% by 2012/2013 and to 75% by 2015/2016 Five Ministers to appear before the House by 2012/2013 Two National Council Sessions to be held in the regions by 2013/14 Increase the implementation of Standing Committees recommendation by Executive to 60% by 2015/16.
Target1: Increase in the level of public participation in the law-making process to 65% by2012/13 and to 75% by 2015/2016 2010/2011 2011/2012 2012/2013 2013/2014 2014/2015 2015/2016 Target Actual Actual Actual Forecast Forecast Forecast Increase in the level of public participation in the law-making process to 40% 58% 70% 70% 75% 75% 65% by2012/13 and to 75% by 2015/2016 This target was measured by the number of oral or written submission made during a public hearing, divided by the number of attendees. Achievement of this target will have impact on the public understanding of the law making process and increase their participation in this process. During the 2012/13 financial year, the level of public participation for the year under review was projected at 65%. The National Council did achieve its targets as intended. Achievement of this target will have impact on the public understanding of the law making process and increase their participation in this process
Target 2: 5 Ministers to appear before the House by 2012/2013
2010/2011 2011/2012 2012/2013 Target Actual Actual Actual 5 Ministers to appear before the House by 0 0 0 2012/2013
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The purpose of this target is to enhance the oversight function of Parliament and improve implementation of national programmes by the Executive. This target is measured by the number of Ministers appearing before the House/Standing or Select Committee by invitation or by voluntary appearance. A register of representatives who are invited or voluntarily appear before the committee is kept by the Committee Clerk of the specific standing or select committee. During the period under review 2012/2013, no ministers appeared before the House. However two Ministers, Minister of Veterans Affairs and Minister of Agriculture, Water and Forestry were invited for consultations with the Members of the National Council regarding two Bills namely: Veterans Affairs Amendment Bill and Water Resources Management Bill.
Target 3: Two National Council Sessions to be held in the regions by 2013/14
2010/2011 2011/2012 2012/2013 2013/2014 2014/2015 2015/2016 Target Actual Actual Actual Forecast Forecast Forecast
Two National Council Sessions to be held in the 0 1 0 1 1 1 regions by 2013/14
This target was measured by the number of the National Council Sessions conducted in the regions during the period under review. Achievement of this target will contribute to: better understanding of the law making process by the public avail the opportunity to the public to actively participate in the law making process. In the 2011/12 financial year the National Council conducted one Session in the Erongo Region.
Target 4: Increase the number of the implementation of Standing Committees Recommendation by Executive by 2015/16 2010/2011 2011/2012 2012/2013 2013/2014 2014/2015 2015/2016 Target Actual Actual Actual Forecast Forecast Forecast Increase the number of the implementation of Standing Committees N/A N/A 0 50 55 65 recommendation by Executive by 2015/16 This target is measured in %, meaning the number of the recommendations of Standing Committees implemented by the Executive divided by the number of all Standing Committees recommendations. The implementation of Standing Committees‟ recommendations by the Executive will increase the efficiency and effectiveness of service delivery to the public and improve good governance. During the period under review the total number of recommendations of Standing Committees was 76 and only four recommendations were implemented which equals 0.05% of the recommendations implemented.
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3. NON-TAX REVENUE Year 2010/11 2011/12 2012/13 Revenue Source Estimate Actual Estimate Actual Estimate Actual Private phone calls 1,500 0 1,500 0 1,500 0 Miscellaneous 1,000 179 100,000 77,655 100,000 57,360 Total 2,500 179 101,500 77,655 101,500 57,360 Private phone calls: The introduction of credit limits in the National Council led to the elimination of payments in this regard. For the past three years the National Council did not collect any income in this regards, however the estimation is going on for the cases where the staff members will exceed their monthly cell phone usage.
Miscellaneous: This amount has been budgeted for collection of outstanding payment/balances for previous financial years. The National Council for the financial year 2011/12 estimated to generate N$ 100,000.00 from disposal of furniture from the previous Term Members of Parliament and managed to collect 77.65%. For the 2012/13 financial year the National Council projected to collect N$100 000.00 and only collected 57.36%.Most former Members of the National Council reside in different regions, as a result the National Council experienced problems regarding the collection of outstanding balances.
4. BUDGET EXECUTION
4.1 Overall Vote Actual Performance
Year 2010/11 2011/12 2012/13 Breakdown Estimate Actual Estimate Actual Estimate Actual Operational Budget 48 338 000 41 882 909 54 394 000 49 613 473 61 435 000 51 407 644 Development Budget 2 678 000 0 134 000 0 200 000 198 233 Development Partners Total 51 016 000 41 882 909 54 528 000 49 613 473 61 635 000 51 605 877
4.2 Expenditure by programme
Year P ro g ra m Activity 2012/13 me Activity B ud g e t e d R e vis e d A c t ual Exe c ut io n C o de Code Programme A llo c at io n A llo c at io n Exp e ns e s R at e ( %) Strengthen capacity of review and 1 9,768,000 0 8,701,437 89.08 Legislative Support oversight Services. 01 Parliamentary coordination and 2 51,867,000 0 42,904,440 82.72 support services Total 61,635,000 0 51,605,877 83.73
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4.3 Details of Programme Performance
Since 2012/2013 financial year the National Council has to implement only one Programme: Legislative Support Services which has two main activities namely: Strengthen capacity of review and oversight (01) and Parliamentary coordination and support services (02)
The Strengthen capacity of review and oversight is achieved through outreach programmes conducted by the Presiding Officers, establishment and convene Junior National Council Session, accomplishment of regional and international obligations, review of all bills referred by the National Assembly. The main activities of coordination and support services consist with following sub- activities: conducting the civic education programmes and disseminate information Promoting the work of the National Council Generating public awareness and public interest in the National Council activities Conducting the National Council Sessions in the Regions, supporting Members of Parliament regarding their regional and international obligations , conducting capacity and competency building programmes , undertaking difference baseline surveys, Creating forum regarding views from the public on the quality of service delivered by the Secretariat. Inviting experts to advise Committees in their respective areas of jurisdiction or exchanging ideas and experiences on best parliamentary practices at other Parliaments.
The under-spending for both main activities under National Council programme Legislative Support Services was as a result of: Difficulties to fill vacant positions as was planned because of unattractive remuneration package as compared to the qualification requirements‟ especially in the area of research and information. Not implementing as intended the regional and international obligations, some of them was cancel e.g. Official visit of the Chairperson of the National Council of Federal Assembly of the Russian Federation to Namibia, Official trip to Cayman Islands to attend the CPA International Mid-Year Exco Meeting in March 2013 and trip to Abuja, Nigeria, to attend CPA Africa Region Mid-Year Exco Meeting due to the National Council. The of the hosting of the Vice-Chairperson of the Standing Committee of the National People‟s Congress and President of the All China Women‟s Federation (ACWF) Challenge of finding suitable venues in the regions to host the planned National Council. Disapproval of the National Council internal virementation request to fund preparatory activities for the hosting of the 44th CPA Conference.
Achievements -2012/2013 Financial year
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As a result of very good international parliamentary relations, the Chairperson of the National Council together with other two members was elected to the Executive Committee of the African Parliamentary Union at a Conference held in Kigali, Rwanda in November 2012.
The Chairperson of the National Council attended the Commonwealth Parliamentary Association (CPA) 43rd CPA Africa Region Conference which was hosted by Gauteng Provincial Legislature in Johannesburg, South Africa in July 2012. The benefits gained at this conference are that the Chairpersons‟ parliamentary leadership was recognized by being elected into the presidency of the CPA Africa Region and Namibia was nominated to host the 44th CPA Africa Region Conference in 2013.
The Chairperson of the National Council attended the Global Economic Leaders‟ Summit which took place in Changchun City, Jilin Province in China from the 03 to 07 September 2012. The purpose of the Summit was to spearhead the further development and innovation of the global real economy. The achievement gained from this Summit was the call for responsiveness for national parliaments to en-act appropriate legislation needed to promote economy growth, regulate climate change and preservation of ecology etc.
During the period under review the National Councils improved its capacity building for both Members of Parliament and staff throughout training and workshop like: Budget & oversight training, How to conduct Public Hearing, Legislative Seminar, official Protocol & communication, Customer Care and as well as Team Building, Workshop on misconduct, on cleaning, and different training on Electronic Data Record Management. The National Council also conducted civic education which aims is to prepare people, particularly the youth, to carry out their roles as citizens and enhance public participation in the legislative process. This include: visiting different schools, participation at trade fairs and exhibitions.
During the 2012/13 financial year, the National Council conducted its civic education programmes at the following schools: Sanjo SS in Bukalo (Grades 11-12,163 learners), Sangwali SS in Chinchimane (Grades 8-12,337 learners), Simataa SS in Chinchimane (Grades 8-12,351 learners), Caprivi SS in Katima (Grades 8-12,1072 learners), Ngweze SS in Katima (Grades 8-12,746 learners), Katima SS in Katima (Grades 8-12,625 learners), Kizito College in Katima (Grades 8-12,380 learners), Mafwila SS in Ngoma (Grades 8-12,353 learners), And participated at following local trade fairs: Okahandja,Tourism & Trade Expo Katima Mulilo-Agricultural Fair, Ongwediva,Annual Trade Fair, Windhoek show and Rundu Kavango Trade.
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During those fairs a substantial number of citizens have asked questions on how parliament is structured, how laws are made and the work of parliamentary committees
Constrains Difficulty to fill vacant positions because of unattractive remuneration package as compared to the qualification requirements‟ especially in the area of research and information.
The National Council structure does not cover all its needs while the demand on service delivery is growing.
Invoices from Government Garage received late after closing of the financial year. Difficulty to project the number of public hearing, this is dependent of nature of Bills reviewed by the House and the decision thereof.
4.4 Capital Project
In 2012/2013 financial year the National Council started a capital project to provide for additional office space. The project started from conducting feasibility study and obtaining necessary documentation for this purpose. In the year under review the National Council budgeted for services N$200,000.00.The funds for this project were released in the last quarter of 2012/13 financial year.
The suppliers were invited by the Ministry of Works and Transport and conducted the feasibility study in order to prepare the technical documentation for additional offices at the National Council.
The total cost of the above mentioned services was N$ 198,233.49. The expenditure on this project was 99% of the original allocation
5. MID-YEAR REVIEW
First Quarter Execution Revenue Source Estimate Collection Rate(%) Private phone calls 1,500 0 0.00 Miscellaneous 50,000 6,665 13.33 Total 51,500 6,665 12.94
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5.1 Mid-Year Ministerial Revenue
First & Second Estimated Full Revenue Source Estimate Quart e r Y e ar C o lle c t io n R e ve nue P ro je c t io n Private phone calls 1,500 0 0.0 Miscellaneous 50,000 8,741 17 Total 51,500 8,741 17
Private phone calls: The introduction of credit limits in the National Council led to the elimination of the payments in this regard. The estimation is going on for the cases were the staff members will exceed their monthly cell phone usage.
Miscellaneous: This amount has been budgeted for collection of outstanding payment/balances for previous financial years. The National Council for the financial year 2013/14 estimated to generate N$ 50,000.00 still from disposed of furniture from the previous Term Members of Parliament and outstanding balances on DSA. During first and second Quarter of current financial year , the National Council collected 17% of its projected amount.
2. Ministerial Targets
During 2013/2014 financial year the National Council focused on achieving one of its target. Two National Council Sessions to be held in the regions by 2013/14. This target is measured by the number of National Council Session conducted in the Regions during the three years period. The National Council during the 2013/14 financial year planned to conduct its Session in one of Country Region and it will take place as soon as a suitable venue will be ientified.
ACHIEVEMENTS FOR FIRST AND SECOND QUARTERS FOR 2013/14 FINANCIAL YEAR
1. The National Council, as the Second Chamber of the Namibian Parliament, has the mandate to review and report on all bills passed by the National Assembly on matters referred to it for that purpose for the peace, order and good governance of the country in the best interest of the Namibian people.
2. In pursuance of this mandate the National Council reviewed eight Bills during the period 1 April 2013 to 30 September 2013. Only one Bill, the Water Resources Management Bill [B.5 - 2013] was passed with amendments. The Water Resources Management Bill [B.5 - 2013] was reviewed and passed with amendments; Appropriation Bill [B.1-2013]; Income Tax Amendment Bill [B.2-2013]; Stamp Duties Amendment Bill [B.3-2013];
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Transfer Duty Amendment Bill [B.4-2013]; Public Accountants‟ and Auditors‟ Amendment Bill [B.6-2013]; Electoral Amendment Bill [B.4-2012]; and Agricultural (Commercial) Land Reform Amendment Bill [B.9-2012]
3. The Members of the National Council consulted with the Minister of Agriculture, Water and Forestry on the Water Resources Management Bill on several clauses of the Bill with the view to amend the same. The outcome of the consultation was that the Bill was passed with amendments on the floor of the House and referred to the National Assembly for reconsideration. 4. Four Reports were also tabled and discussed 4.1 The Report of the NC Standing Committee on Regional Development and Reports on the investigation of Government Properties – The Committee visited the Zambezi, Kavango, Oshikoto, Oshana, Omusati, Kunene and Khomas Regions from 03 – 15 March 2013 and looked at the conditions of Government houses in the said Regions. The purpose was to obtain information from the occupants and officials from the Ministry of Works and Transport on the management of Government houses; and thereafter to make the relevant recommendations.
4.2 The Report of the Women Caucus Outreach and Oversight Visits to Zambezi, Kavango, Ohangwena and Otjozondjupa Regions from the 10th to 30th August 2013. The Women Caucus met with the following Ministries to find out about the progress of the following projects as indicated in MTEF for 2013/14: Project Code Number 452: Nationwide Primary Health Care Clinics Construction / Upgrading, - which is under the Ministry of Health and Social Services.
The Caucus met with the Ministry‟s personnel at the regional offices and inspected the health facilities in four Regions, namely Zambezi, Kavango, Ohangwena and Otjozondjupa. The Caucus inspected the Isize Clinic, Ncaute Clinic, Anti-Retroviral Clinic at the Rundu State Hospital, and the Otjiwarongo State Hospital. The Caucus noted that on the whole eight (8) clinics were constructed and completed, while three (3) were under construction and supposed to have been built during 2012/13 financial year. Two (2) clinics and one (1) maternity ward are envisaged for construction during the 2013/14 financial year. The Caucus was informed that the maternal mortality rate was reducing in the four regions. The Caucus however, noted that the construction of several of the health facilities inspected were behind schedule, sometimes with six (6) months; further noted that at one of the Clinics visited the ablution facilities were not ideal for human use.
The Women Caucus, based on the foregoing interactions and observations, made recommendations to the Ministry of Health and Social Services aimed rectifying the shortcomings experienced in the implementation of the projects visited; specifically emphasizing the constant monitoring of the construction of buildings to ascertain that specifications are adhered to by contractors.
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Project Code 2023: Implementation of Community Based Management - which is under the Ministry of Agriculture, Water and Forestry.
The Caucus concluded that the Government is allocating funds for drilling of boreholes to provide water to the rural communities and to mitigate the devastating effects of drought currently ravaging the entire country. It observed that monitoring the implementation of projects is a huge challenge and requires serious attention from Government to remedy the situation and be on track for Vision 2030. The contractors seem not to demonstrate the required urgency when awarded tenders as can be seen from a number of boreholes not yet started in the sampled Regions. Project Code Number 18144: Provision of basic sanitation in rural areas - which is under the Ministry of Regional and Local Government, Housing and Rural Development.
The Women Caucus primarily surveyed the constructed ventilated pit latrines and noted that most of the toilets were used by the intended beneficiaries and were well maintained. Project Code Number 18522: Construction and upgrade of Police Cells countrywide - which is under the Ministry of Safety and Security
The Women Caucus was informed about the construction of police barracks and police cells in Kavango and Ohangwena Regions. Further was informed that because of lack of space, adult females at sometimes detained in the same cells as female teenagers.
In the main, it is important to note that the visit by the Women Caucus to health facilities and various construction sites was part of the oversight-function of parliamentary committees and is an exercise in holding the Government accountable for the utilization of financial resources approved by the Legislature. The visits and inspections were aimed at verifying whether the funds were utilized for the intended purposes as stipulated in the National Development Budget Book for 2012/13 to 2014/15 financial years. Oversight visits of this nature compel OMAs to implement developmental projects; and create an awareness that public resources must be accounted for. 5. At an international level, it is important to note that Honourable Chairman of the National Council was the President of the Commonwealth Parliamentary Association (CPA) for the Africa Region by virtue of the Namibian Parliament being the host for the 44th CPA Conference in July 2013, Windhoek. Naturally, the Namibian Parliament as the host was expected to make the necessary preparations to ensure a smooth and successful Conference. Accordingly, the first and quarters saw the Members of Parliament: National Council engaged with the overseeing of the activities relating to the organization and hosting of the 44th Commonwealth Parliamentary Association (CPA) Africa Region Conference; while the staff was occupied with logistical arrangements pertaining to the same.
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6. The National Council participated at local trade fairs and has exposed activities of parliament to the general public. (May‟13-Okahandja Expo, August‟13- Ongediva and in September‟13-Gobabis Trade Fairs). In 2012 Namibia was elected into the Presidency of the CPA Africa Region and was given the opportunity to host the 44th Commonwealth Parliamentary Association (CPA) Africa Region Conference, which took place at Safari Court, Windhoek as from 17th July 2013 until 27th July 2013. The Conference was remark as a very successful and an extremely well organized. The Presiding Officer undertook Outreach Programmes: in Katima Mulilo, Rundu and Oshana Regions.
A c tua l Revised Estimate Budgeted Revised Expenditure Execution o f Programme Allocation Allocation in Firs t Half o f Rate(%) F ull-ye a r FY Expenditure Legislative Support Services. 74,997,000 0 31,469,888 41.96 Total 74,997,000 0 31,469,888 41.96 0
The National Council‟s annual budgetary allocation for 2013/2014 financial year is N$74,997,000.00. For the first two quarters of current financial year 2013/14, the National Council released N$ 41,212,300.00. The total amount of the utilized funds during the current year under review is N$ 31,469,888.00; equivalent of 42% of the National Council annual appropriation. This amount includes only some payment regarding transport services as the Government Garage did not send all outstanding invoices. The funds were not fully utilized as originally projected as a result of: Overestimated cost of the 44th Commonwealth Parliamentary Association (CPA) Africa Region Conference – less participants arrived than originally confirmed. Extra ordinary National Council‟s Session to consider the Electoral Amendment Bill as such activities regarding Members of Parliament's regional and international obligations was postponed. Delayed invoices from Government Garage for services rendered. Postponement of the National Council Session in the Region, the National Council experienced difficulties to find a suitable venue.
Constraint: Unexpected cancellation or postponement of programmed events which result in not committing funds allocated to those activities. Delay from Government Garage to issue invoices for render services. Insufficient time and human resources.
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VOTE 12 - MINISTRY OF GENDER EQUALITY AND CHILD WELFARE
1. OVERALL SUMMARY
MANDATE The Ministry of Gender Equality and Child Welfare is created by the Act of Parliament with a clear mandate that is off to "Ensure gender equality and socio-economic development of women and men and all well-being of the children. The Ministry of Gender Equality and Child Welfare achieved two of the set targets and are in the process to achieve the five targets as planned. An amount of N$567,989,000 was allowed to the Ministry during the 2012/2013 fiscal year of which 92% was spent. The Ministry rolled out the Performance Management System in all thirteen regions as well as on national level and performance agreements were signed. Regional visits were under taken by the Ministerial Implementation team where training an PMS was provided and the Regional Implementation was appointed. Regional Annual Plans was developed, costed and included into the Ministerial Annual Work Plan. The decentralisation process was explained to staff members and discussions were held with Regional Councils. During this year the Ministry finalised the structure for the decentralisation prices which is currently submitted at the Office of the Prime Minister.
2. PERFORMANCE OF MINISTERIAL TARGETS
Target 1: To ensure that 98% of 155,000 Orphans in the country have access to social grants by 2012/2013. The target aims at meeting the needs of orphans and vulnerable children through the provision of appropriate services and protection from harm. The Namibian Constitution stipulates the fundamentals of human rights and freedom (chapter 3) of all persons, including children's rights. Furthermore, the Government is signatory to the United Nation Convention of the Right of Children (CRC), and African Charter on the Rights and Welfare of the Child which constitute the formal obligations of the Government on the Rights and responsibilities of the child. The main activities are: Registering orphans and vulnerable children for welfare grants, and to update OVC Data warehouse.
2010/2011 2011/2012 2012/2013 2013/2014 2014/2015 2015/2016 Target Actual Actual Actual Forecast Forecast Forecast 98% of 155,000 Orphans have access to social grants 83% 88% 94% - by 2012/13 During the period under review, the ministry could not reach the said target of 98% orphans to be placed on the grant system by 31 March 2013. During the period under review a total number of 20,625 children were added on the grant system while 10,858 were deleted from the grant system due to over age and death, thus it was difficult to reach the set target. A new target has been set for 2013/16.
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Target 2: To ensure that 50% of double orphans in the country are placed under legal care of guardians by 2013/2014.
2010/2011 2011/2012 2012/2013 2013/2014 2014/2015 2015/2016 Target Actual Actual Actual Forecast Forecast Forecast 50% double orphans placed under legal care by 35% 38% 42% 50% - - 2013/2014 During the period under review the Ministry managed to place 42% of double orphans under legal care. The Ministry is optimistic to reach the target of 50% as planned by 2013/14.
Target 3: By 2013/2014 100% of 200,000 community members (youth, adults, traditional leaders and gender focal persons) are trained and sensitized n basic legal literacy, gender issue, SRH and HIV/AIDS 2010/2011 2011/2012 2012/2013 2013/2014 2014/2015 2015/2016 Target Actual Actual Actual Forecast Forecast Forecast 100% community members trained and sensitized in 100% 40% 45% 79% 90% 100% basic legal literacy and gender issues by 2013/14
The target of 200,000 was divided in three years (2011/12, 2012/13, 2013/14) which is 67, 000 per year representing 34% of 200,000. In 2011/12 (26,800 people were reached representing 40% of 67,000); during the year under review (2012/13) 30,265 people were reached of which 18,400 youth were representing 45% of 67,000.
These people were reached through legal literacy workshops, Community meetings on Gender, HIV and GBV and distribution of Gender Awareness IEC materials such as the Gender Watch Magazine Vol. 1 and 2, Flyer on Baby Dumping and Human Trafficking. The Ministry also implemented activities that aim at reaching as many people as possible. These include the mass media campaign on gender based violence (GBV) under the theme: “Zero Tolerance for GBV; Report it to stop it”. This campaign is still ongoing. The Ministry will focus more on activities aimed at creating awareness on Gender Based Violence. Some activities that could contribute towards the target could not be implemented successfully in the previous financial year due to the fact that funds allocated for those activities were transferred to capital project.
Achievements:
Development of the National Plan of Action on Gender Based Violence; Intensification of the Mass media campaign on Gender Based Violence; Provided understanding on Gender Responsive Budgeting for Members of Parliament and Lecturers from Institutions of Higher Learning. The Ministry managed to reach 45% of target community members during the year under review. The target has been revised for the year 2013/14 and extended to 2015/16.
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Challenges: Limited Gender and sex disaggregated data; Limited expertise in the field gender; High HIV/AIDS rate with prevalence rate of 18.2% in 2012 of which women are the hardest hit; High levels of GBV especially against women and the increase in the withdrawals of GBV related cases.
Target 4: To lobby for 50% of women representation in politics and decision making structures by 2013/14
2010/2011 2011/2012 2012/2013 2013/2014 2014/2015 2015/2016 Target Actual Actual Actual Forecast Forecast Forecast 50% of women representation in politics 25% 25% 25% 50% 50% 50% and decision making structures by 2013/14 This target advocates for the full and equal participation of women in politics in decision making. During the year under review the Ministry lobbied for the ratification of the SADC Protocol on Gender and Development on 7 October 2009. This Protocol calls for the 50% representation of women in politics and decision making structures by 2015. To achieve this target the Ministry endeavours to lobby various structures and influential individuals, as well as to lobby for the revision and or enactment of various legislations to make room for women‟s equal and full representation in power and decision making positions. To achieve this target, which is not directly under the control of the Ministry, the Ministry is relying on lobbying Political parties and proposed amendments of the electoral Act to ensure 50% representation. This target has also been extended to 2015/16
Challenges: Low representation of women in politics and decision making positions.
Target 5: Enroll 60% of 237,045 children 0-4 including OVCs in ECD Centres and provide access to the IECD Program by 2013/2014.
2010/2011 2011/2012 2012/2013 2013/2014 2014/2015 2015/2016 Target Actual Actual Actual Forecast Forecast Forecast Enroll 60% of 237 045 children 0-4 including OVCs in ECD Centres and 18% 19% 24% 30% 35% 40% provide access to the IECD program by 2013/14 The ministry planned to achieve 30% (71,114) enrolment of children 0-4 years old in ECD Centres and provide access to ECD services by 2013/2014. According to the baseline survey conducted by the Ministry in 2012, there were 57,422 children enrolled in ECD Centres throughout the country. This figure translates to 24% of children enrolled. The percentage or the actual number of children enrolled in ECD centres indicates a slight increase in the number of children enrolled at ECD Centres. The Ministry in on track to achieve the set target. This target was omitted in the 2013/14 - 2015/16 MTP however it has been extended to 2015/16
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Challenges: With the introduction of pre-primary education, many parents decided to keep children at home until they are 5 years old and start their education at pre-primary (without attending ECD) where teachers are paid by government as opposed to kindergartens where parents have to pay fees that will make up a kindergarten teacher's salary.
Solutions: The ministry introduced ECD subsidy to ECD Caregivers/Educareres (monthly allowance), which will positively change the situation.
Target 6: To support 50% of 300 women to participate in Income Generating Activities and become entrepreneurs by 2013/14
2010/2011 2011/2012 2012/2013 2013/2014 2014/2015 2015/2016 Target Actual Actual Actual Forecast Forecast Forecast Support 50% of 300 women to participate in 67% 80% 60% 33% 66% 100% income generating activities by 2013/14 In order to contribute to poverty alleviation and creation of self-employment opportunities for women, this Ministry targeted to support 50% (150) of 300 women to participate in Income Generating Activities and become entrepreneurs by 2013/14. This Target was achieved and a new target was set for the next MTP.
Challenges: Even though the Ministry reached this target, the availability of funds makes it difficult to set higher targets to address the demands from the community.
Solutions: The ministry has requested for additional funds
Target 7: Train 100% of 3,000 educates in IECD services and management system by 2013/14 2010/2011 2011/2012 2012/2013 2013/2014 2014/2015 2015/2016 Target Actual Actual Actual Forecast Forecast Forecast Train 100% of 3 000 educarers in IECD service 45% 50% 42% 100% 15% 15% and management system by 2013/14. There are 2,077 ECD caregivers who are not trained in basic curriculum for ECD. The Ministry targeted to train 100% of caregivers in basic ECD curriculum by 2013/14. So far 1,263 caregivers have been trained, and during the financial year under review, 122 ECD caregivers were trained in basic ECD curriculum. This number translates to 42% indicating that the Ministry is on course to achieve the set target.
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3. NON-TAX REVENUE Year 2010/11 2011/12 2012/13 Revenue Source Estimate Actual Estimate Actual Estimate Actual Miscellaneous 60 4,788 20 182 100 54 Renting of Halls 52 82 80 69 85 131 Total 112 4,870 100 251 185 185
Explanation for variances
Renting of Halls: The actual revenue was more than expected. The hall at Namibia's Children Home was rented by Ministry of Education, but the daily tariff was increaed from N$800/day to N$1,000/day.
Miscellaneous: The actual amount was less than expected. The amount includes refunds from maintenance and foster parent grants.
4. BUDGET EXECUTION
4.1 Overall Vote Actual Performance
Year 2010/11 2011/12 2012/13 Breakdown Estimate Actual Estimate Actual Estimate Actual Operational Budget 467,647 413,151 499,309 466,989 537,677 480,607 Development Budget 54,021 39,931 55,394 47,016 30,312 42,330 Development Partners Total 521,668 453,082 554,703 514,005 567,989 522,937
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4.2 Expenditure by programme
Year Programme Activity 2012/13 Code Activity Budgeted Revised Actual Execution Programme Code Allocation Allocation Expenses Rate(%) Policy, planning, legislation, coordination and CP1 42,868 41,584 40,397 97.15 implementation of standards and Guidelines Proffessional service CP2 provision, M&E and 85,456 82,231 80,045 97.34 Care and protection capacity building Grants, subsidies, place of safety, CP3 222,008 205,467 201,094 97.87 allowances and emergency assistance Namibia Children's CP4 Home After Centres 13,272 16,047 13,662 85.14 and residential Care Program Sub-total 363,604 345,329 335,198 97.07 Coordination, management and 1 networking of servies 41,025 38,368 37,581 97.95 for children (PTF and OVC forums) Capacity Community Empowerment 2 strengthening and 23,473 21,221 20,652 97.32 M&E Advocacy for children rights and 3 24,784 21,869 21,190 96.90 use of available service Program Sub-total 89,282 81,458 79,423 97.50 Conduct gender 1 research and special 6,345 3,825 2,883 75.37 studies Gender Equality and Ensure gender Women Empowerment 2 mainstreaming at all 19,928 24,418 21,843 89.45 levels Policy and legal 3 3,523 2,727 1,832 67.18 reform Program Sub-total 29,796 30,970 26,558 85.75
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Income Generating & 1 Entrepreneurship 19,139 14,590 14,388 98.62 Activities Monitorin, Evaluation 2 and Information 10,028 9,133 9,001 98.55 Management Community and Integrated Establishment and Early Childhood 3 maintain an ECD 11,671 6,282 6,250 99.49 Devepoment Centre infrastructure Building HR capacity 4 to implement CIECD 10,040 9,176 9,035 98.46 services Support to the 5 delivery of ECD 1,893 1,867 1,854 99.30 services Program Sub-total 52,771 41,048 40,528 98.73 Head Office Building 1 Constuction and 19,152 56,716 28,837 50.84 Renovation
Ensure Effective and 2 Efficient Service 0 0 0 0.00 Coordination and Support Delivery Services General 3 Administrative 9,193 8,114 8,061 99.35 Services HIV/AIDS 4 0 0 0 0.00 Mainstreaming 5 ITC Management 4,191 4,354 4,332 99.49 Program Sub-total 32,536 69,184 41,230 59.59 Total 567,989 567,989 522,937 92.07
4.3 Details of Programme Performance The Ministry managed to spend ninety two percent of its budget; The seven percent underspending is mainly due to vacancies that could not be filled due to the unavailability of proffessional staff ( Social Workers) and children who were deleted from the grant system due to reaching the age of eighteen years.
Coordination and Support Services
Main Activities: The purpose of this program is to provide administraion support services , ensure efficient and effective service delivery, Mainstreaming HIV and AIDS programs, Strengthen coordination and networkin al all levels, promote ICT usage, improve staff competence, facilitate the development and acquisition of specialized skilled staff, budget planning and control and construcion, renovation and maintenance of offices. The main activities entails the construction of new offices and the renovation of the existing offices at Juvenis building to ensure that all staff members of the Ministry are accommodated at one place;
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To improve public service delivery by providing training to staff members both qualifying and non-qualifying training as well as financial support in job related cources.
Implementation of Ministerial Strategic Plans, the Performance Management Plans (PMS) , Electronic Document (EDRMS) and Human Resource Strategic Plan; Also the timely payment of salaries and creditors and the filling of vacancies; conducting stock taking and auditing systems.
Acquisition and maintenance of IT equipment and systems; it also focuses on the installation and upgrading of the network infrastructure for efficient and effective communication.
This activity aims at creating HIV/AIDS awareness amongst staff members. It is advocating and promoting behavioural change, counselling and treatment of staff members at the work place.
Achievements: Completion of Phase I of the Juvenis Building Acquisition of furniture and IT equipment 208 staff were trained and 12 Staff members were supported to study at qualifying institutions to improve specialized skills and 58 staff members supported for driving licenses
Constrains: Experience difficulty to fill vacancies due to the unavailability of professional staff ( Social Workers). Funds were viremented from Operational Budget to Development Budget, but were not spend due to the time frame that was to short and the funds went back to State Account.
Child Welfare
Main Activities: Registering orphans and vulnerable children for children grants and update OVC database system; Conduct workshop, training courses, counselling, group work and community work regarding child development: raise awareness on Orphans and Vulnerable Children (OVC) amongst GRN officials, church leaders, private sector and community members and provide families taking care of OVC with basic business skills on Income Generating Projects; Develop the IEC materials on role and function of Permanent Task Force (PTF). OVC Forums and services available for OVC; Organising the National and Regional OVC conferences; Review Law and Child Justice; Finalise Child Care and Protection Bill; Awareness-raising and sensitization on Child Justice; Establish OVC Forums in each Constituency and train OVC Forums members and implement the NPA on OVC; Training on laws regarding Women and Child
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Proction; Raise awareness and train ministerial staff on HIV/AIDS prevention and care; establish the Community Support Groups and raise awareness on child labour and human trafficking.
Achievements: The launch of National Agenda for Children There are 105 Administrative Officers and (12) Senior Administrative Officers country wide A total of 83 Social Workers are in employment 25 Administrative Officers will receive Certificate in Working with Children, Community and Youth
Constrains: Shortages of Social Workers continues to be a challenge in most of the regions Outstanding Child care Protection Bill hampers service delivery Vulnerable children, especially the ones from poor households with parents alive do not qualify to access social welfare grants Shortage of office space in the constituencies
Gender Equality and Women Empowerment
Main Activities: Purpose of this programme is: To ensure that men and women, boys and girls have equal access to all the available resources for sustainable development, by conducting gender sensitization workshops aimed at raising their awareness to the existence of resources such as education, land, skills, capital, technology etc and to increase the level of understanding of their rights through Legal Literacy Workshops so as to enable them to understand their rights and obligations and to reduce incidences of gender based violence in our society. In addition the Zero Tolerance Mass Media Campaign on Gender Based Violence (GBV) has been embarked upon and is envisaged to run for the next three years. The campaign focuses on “Passion Killing, Human Trafficking and Baby dumping”. Ensure gender responsive laws, policies and programmes through gender responsive analysis. The use of research as a tool to create enough materials for advocacy and lobbying is envisaged, in order to bring about a realization of the needs of men and women, boys and girls.
The main activities are: Conduct gender sensitization (awareness) workshops for traditional leaders, politicians and community members in all 13 regions; Conduct legal literacy workshops to increase awareness and capacity for
protecting the rights of women and girls; mitigating activities against GBV targeting traditional leaders and community members in all 13 regions; Conduct gender analysis and Gender responsive budgeting in different sectors and Integration of gender into national development policies and frameworks to ensure gender responsive sector policies and programmes; Skills development for
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Accountants, Financial Advisors, Planners, and Policy Makers in gender budgeting to ensure gender responsive budgeting process; Conduct gender training for Gender focal points at national and regional levels to build skills for Gender Mainstreaming; Popularization and implementation of the National Gender Policy and Gender Plan of Action,.
National Plan of Action on Gender Based Violence; Capacity building of women in positions of decision-making in gender and leadership skills to enhance their meaningful participations in decision-making processes; Gender mainstreaming into young people and community members‟ sexual and reproductive health to mitigate against HIV and AIDS, Sensitization for behaviour change through the introduction and usage of the Gerald Egan model of the skilled helper and Community Capacity Enhancement models, supported by the male involvement and Sexual Reproductive Health (SRH) for nurses modules.
Achievements: The Mass media campaign on Gender Based Violence including human trafficking and baby dumping continued Finalize and Launch the National Plan of Action on Gender Based Violence Provided understanding on Gender Responsive Budgeting for Members of Parliament and key sectors Created qareness for traditional leaders, politicians and community members on gender issues, GBV, SRH, HIV/AIDS and gender related laws, integrated a gender perspective into NDP4 Conducted a staff Gender Capacity Assessment and Development Action Plan in order to identify existing gender competencies amongst staff in the Ministry to identify staff gender capacity gaps in the Ministry and to on the basis of the identified gaps, purpose a staff capacity development plan for the Ministry Printed simplified materials for the popularisation of the National Gender Policy (NGP) Developed and printed the training manual for Men and Boys on GBV, SRH and HIV/AIDS Training undertaken for the staff on how to popularise the NGP Trained women in politics on the SADC protocol on Gender and Development Translation of simplified national, regional and international instruments such as CEDAW, UN Resolution 1325, Version of The Protocol to the African Charter on Human and People's Rights on the Rights of the Women in Africa Conducted gender trainings for Gender focal points at national and regional levels to build skills for Gender Mainstreaming and on the multi sectoral approach to women's rights in Arica Sensitization for behaviour change using the Gerald Egan model of the skilled helper and Community Capacity Enhancement models Developed a National Gender Monitoring Toolkit for Media watch and trained media practitioners on the usage of the toolkit Printed and submitted the fourth and fifth Country Report on CEDAW
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Constrains: Women still underrepresented in politics and decision making positions Limited Gender and sex disaggregated data Limited expertise in the field of gender High HIV/AIDS rate with a prevalence rate of 18.2% in 2012 of which women are the hardest hit High levels of GBV especially against women and girls and the increase in the withdrawal of GBV related cases Low representation of women in politics and decision making position
Community Mobilization and Integrated Earthly Childhood Development
Main Activities:
CD: Provide IGAs start-up support, Train IGAs beneficiaries on Basic Business management skills, Monitoring & evaluation community development programs & activities, Implement IGAs program based on BPR recommendations, update IGA database management, Strengthen Regional Women in Business Association (WIBA) Committees, Develop advocacy and community mobilization materials, mobilizing communities on sustainable development and starting IGAs, Capacitate staff on essential skills for efficient & effective service delivery, arrange national and international business exposure for project member.
ECD: Implementation of the NIECD Policy, Develop ECD centres Standards, educates communities on the importance and benefits of Early Childhood Care Education and Development, strengthen the capacity of ECD Educarers, mobilizes communities for the participation and supports of ECD programme, provision of subsidies to ECD Centres, renovation & construction of ECD Centres, Assess subsidies ECD centres according to set-standard, Subsidy to ECD Educates, Train ECD Educarers, Support centers with building, teaching and learning materials
Achievements: IGA program was implemented based on BPR recommendation in 13 regions IGAs data was updated 808 beneficiaries of IGA support, RIBA was established in all 13 regions Mobilization and Advocacy materials were developed 5000 copies printed Community mobilization was conducted in all 13 regions for 12,000 people, 180 women trained in Basic Business Management, 47 staff were capacitated on SME tool Kit and Advance Project Monitoring & Evaluation for effective and efficient service delivery. 122 ECD caregivers were trained in ECD curriculum 24% of children enrolled in ECD centres ECD centres standards was developed printed and disseminated to all regions and ECD partners Community education on the importance and benefits of ECD interventions was carried out
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1000 community members were reached through ,mobilization sessions on parents and community involvement in ECD 501 ECD educareres were put on subsidy and have been receiving for the whole year 1 ECD centres was constructed, 1 renovated and 8 supplied with materials and equipment 173 ECD centres were assessed according to set standards
Constrains: Insufficient IGA and ECD budget Unqualified staff in ECD Inadequate and substandard ECD Centres Parents are reluctant to send children to ECD Centres after the introduction of free primary education Dual responsibility of staff of the DCIECD put presure on staff and imbobility of staff due to no licence holding especially in vast areas. Limited specialised staff and limited S&T budget considering the dual responsibilities
5. MID-YEAR REVIEW
First Half of FY Execution Revenue Source Estimate Collection Rate(%) Renting of Halls 85 20 23.5 Miscellaneous 100 48 48.0 Total 185 68 36.8 5.1 Mid-Year Ministerial Revenue
Estimated Full First Half of Revenue Source Estimate Y e ar FY Collection R e ve nue P ro je c t io n Renting of Halls 85 20 130 Miscellaneoud 100 48 100 Total 185 68 230
5.2 Mid-year Budget Execution by programme
Budgeted Revised Actual Expenditure Execution Revised Estimate of Programme Allocation Allocation in First Half of FY Rate(%) Full-year Expenditure Policy, Supervision and Support 93,038 93,038 37,418 40.22 93,988 Services Care and Protection of Children 377,658 377,658 180,586 47.82 414,059 Support Community and Early 46,218 46,218 23,448 50.73 47,668 Childhood Development Promotion of Gender Equality and 14,403 14,403 4,890 33.95 14,403 Empowerment of Women Total 531,317 531,317 246,342 46.36 531,317
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1. OVERALL SUMMARY The mandate of the Ministry of Health and Social Services is to oversee, provide and regulate public, private and non - governmental sectors in the provision of quality health and social services ensuring equity, accessibility, affordability and sustainability.
2. PERFORMANCE OF MINISTERIAL TARGETS
Target 1: Health facilities providing ART 2010/2011 2011/2012 2012/2013 2013/2014 2014/2015 2015/2016 Target Actual Actual Actual Forecast Forecast Forecast Health facilities providing 181 203 221 237 253 269 ART
The target has been set in order to decentralize the provision of antiretroviral therapy to the periphal/primary health care clinics. The forecast for facilities providing ART was 261 facilities and for the FY 2012/13 the Ministry could only achieve 221. The non - achievement of the target is due to the non - availability of essential staff at lower level such as doctors and registered nurses.
Target 2: Number of client receiving ART
2010/2011 2011/2012 2012/2013 2013/2014 2014/2015 2015/2016 Target Actual Actual Actual Forecast Forecast Forecast Number of people 95,670 107,154 118,049 120,029 131,824 143,619 receiving ART
Eligible clients receiving medication for the reduction in morbidity and mortality as well as the aversion of new infection. The target was to have 138,613 clients on ART at which we have 118,049 as at end of March 2013. Although this seems a lower number, this is due to the change in estimation on the Spectrum Model between the two financial years due to the change in expansion of eligibility criteria. However, seen in percentage terms the coverage rate for FY 2011/12 and 2012/13 stand at 90%.
Target 3: Malaria mortality rate per 100,000 The target is aimed at the reduction of mortality due to malaria and the elimination of the condition. The forecast mortality rate was 1.3 and the target achieved is 1.1.
2010/2011 2011/2012 2012/2013 2013/2014 2014/2015 2015/2016 Target Actual Actual Actual Forecast Forecast Forecast
Malaria mortality rate 2 2 1.10 0.9 0.8 0.7
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Target 4: Immunisation coverage 2010/2011 2011/2012 2012/2013 2013/2014 2014/2015 2015/2016 Target Actual Actual Actual Forecast Forecast Forecast
Immunisation coverage % 87% 85% 87% 90% 90% 90% measures the percentage of under one year old children whose expanded programme on immunisation schedule is completed in line with the prescribed schedule. The immunisation coverage was forecasted to be at 90% however the Ministry achieved an 87% coverage. Low coverage is attributable to low outreach services as well as the outdated cold chain equipment which are non functional at various facilities.
Target 5: TB treatment success rate: is the number of new sputum positive TB cases who are successfully treated. The target of forecast has been met by 2%. 2010/2011 2011/2012 2012/2013 2013/2014 2014/2015 2015/2016 Target Actual Actual Actual Forecast Forecast Forecast TB treatment success rate 85% 85% 83% 85% 90% 90% %
3. NON-TAX REVENUE The Ministry collects Revenue from different sources, Health Services begin the largest source of revenue collected by the Ministry. The table below reflects non-tax revenue collected over the period of 3 years. The Ministry has collected N$101,093,716 more then anticipated during the year of reporting. Similar trends of over-collection have been observed for the previous years. Revenue estimates are based on passes trends, which might not be accurate and requires the development of criteria to estimate revenue
Year 2010/11 2011/12 2012/13 Revenue Source Estimate Actual Estimate Actual Estimate Actual Private Telephone Calls 15,000 8,839 10,000 12,403 10,000 12,074 Miscellaneous 1,950,000 15,012,916 20,000,000 6,263,642 15,783,000 42,644,387 Unclaimed cheques - 1,978,149 - - - - Health Services 32,900,000 35,686,591 32,900,000 37,832,983 35,700,000 44,409,195 Board and Lodging 4,400,000 5,362,093 4,900,000 5,457,174 5,300,000 7,104,948 Inspection Fees 374,000 317,666 285,000 403,597 318,000 471,502 Mortuary Fees 445,000 268,555 250,000 238,835 267,000 192,234 Sale of Electricity 62,000 92,939 84,000 241,024 95,000 267,424 Ambulance Fees 37,000 101,850 100,000 158,705 102,000 139,264 Vehilce Sales 900,000 - 900,000 - 900,000 - Incineration 560,000 1,089,141 0 1,080,401 1,090,000 1,352,811 Medical Reports 500,000 325,976 500,000 276,548 500,000 377,547 Retention fees - - - - 3,562,000 3,543,991 Registration of Medicine - - - - 655,000 578,339 Total 42,143,000 60,244,715 59,929,000 51,965,312 64,282,000 101,093,716
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Explanations for Variances Explanations are given only for revenue heads with under-collections:
Mortuary Fees: Mortuary fees are paid for storing bodies at state mortuaries and is payable after 5 days.
The under collection under this revenue head is due to the fact that family members remove bodies within the 5 days which are free and no revenue is accrued in this regard. Another challenge facing the Ministry is bodies that are not claimed for burial. The Ministry is left with no option but to arrange poper burials for unclaimed bodies
Vehicle Sales: The Ministry conducts public auctions annually, but the revenue collected at the auctions, both for vehicles and other items are reflected as revenue collected by the Ministry of Works and Transport
Medical Reports: A fee is charged to patients requesting any medical reports resulting from consultations with Medical Officers. The under collection could be due to incorrect estimates since its difficult to predict with certainty how many clients will require medical reports
Medicine Registration: 88% of estimated revenue from Registration of medicine has been collected.
4. BUDGET EXECUTION 4.1 Overall Vote Actual Performance (N$’000) Year 2010/11 2011/12 2012/13 Breakdown Estimate Actual Estimate Actual Estimate Actual Operational Budget 2,304,801 2,355,957 2,966,031 3,047,001 3,537,446 3,466,221 Development Budget 288,238 272,299 457,010 280,581 438,522 308,714 Development Partners - - Total 2,593,039 2,628,256 3,423,041 3,327,582 3,975,968 3,774,935
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4.2 Expenditure by programme Year Programme Activity Code Activity Budgeted Revised Actual Execution Programme Code Allocation Allocation Expenses Rate(%) Hospital Administration 01 667 834 000 710 443 000 106.38 Outpatient, In-patient 02 304 688 000 278 591 000 91.43 Services Pharmaceuticals 03 70 980 000 70 805 000 99.75 Patient Referrals 04 49 512 000 45 271 000 91.43 Tertiary Health Care 01 Laboratory Services 05 19 043 000 17 412 000 91.44 Staff training and 06 7 617 000 6 965 000 91.44 Development Infrastructure maintanance 07 123 700 000 93 129 000 75.29 and development 1 243 374 000 1 222 616 000 98.33 Administration 01 859 212 000 848 705 830 98.78 Outpatient, In-patient 02 391 721 000 395 742 000 101.03 Services Pharmaceuticals 03 472 950 000 410 343 000 86.76 Control of Communicable and Non-communicable 04 111 920 000 113 069 000 101.03 deseases Health Information Regional and District 05 6 995 000 7 067 000 101.03 02 Systems Health Services Staff training and 06 13 990 000 14 134 000 101.03 development Patients transport and 07 139 900 000 141 336 000 101.03 outreach Services Laboratory Services 08 34 975 000 35 334 000 101.03 Provision of Subsidies 09 304 678 000 292 950 000 96.15 Infrastructure maintanance 10 307 546 000 212 763 118 69.18 and development 2 643 887 000 2 471 443 948 93.48 Administration 01 12 356 000 10 826 000 87.62 Policy and Guideline 02 15 454 000 16 169 000 104.63 Formulation Resource Mobilisation 03 19 318 000 20 212 000 104.63 Disease Control 03 Staff Training and 04 3 864 000 4 042 000 104.61 Development Infrastructure maintanance 05 3 000 000 2 630 000 87.67 and development 53 992 000 53 879 000 99.79 Administration 01 11 091 000 8 486 000 76.51 Family Welfare Services 02 3 322 000 2 996 000 90.19 Specialized Social 03 2 254 000 2 033 000 90.20 Welfare Services Substance Abuse 04 2 373 000 2 140 000 90.18 prevention, drug control Promotion of Human Security and prevention of 05 593 000 535 000 90.22 Social problems Social welfare information 06 237 000 214 000 90.30 Developmental Social systems 04 Welfare Dissability Resource 07 356 000 321 000 90.17 centres Community Based 08 1 898 000 1 712 000 90.20 Rehabilitation Support to organisations 09 7 485 000 7 618 000 101.78 Policy and Guideline 10 237 000 214 000 90.30 Formulation Staff Training and 11 593 000 535 000 90.22 Development Infrastructure maintanance 12 4 276 000 192 000 4.49 and development 34 715 000 26 996 000 77.76 Total 3 975 968 000 3 774 934 948 94.94
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5. MID-YEAR REVIEW First Quarter Execution Revenue Source Estimate Collection Rate(%) Private Telephone calls 10,000 0 0.00 Miscellaneous 15,783,000 2,246,023 14.23 Health services 35,700,000 6,050 0.02 Board and Lodging 5,300,000 2,208,087 41.66 Inspection Fees 318,000 0 0.00 Mortuary Fees 267,000 0 0.00 Sale of Electricity 95,000 0 0.00 Ambulance Fees 102,000 0 0.00 Vehicle Sales 900,000 0 0.00 Incineration 1,090,000 0 0.00 Medical reports 500,000 0 0.00 Registration fees 655,000 0 0.00 Retention Fees 3,562,000 0 0.00 Total 64,282,000 4,460,160 6.94
5.1 Mid-Year Ministerial Revenue The Ministry collects revenue at Sub-receivers all over the country. All sub-receivers are not linked to the Integrated Financial Management System and monthly returns (collection reports) are forwarded to head office for capturing on the IFMS. The first quarter collections indicated below is therefore not a true reflection of the actual collections since not all the collections have been captured on the system
5.2 Mid-year Budget Execution by programme
First Quarter Estimated Full Year Revenue Source Estimate Collection Revenue Projection
Private Telephone calls 10,000 0 0 Miscellaneous 15,783,000 2,246,023 4,492,045 Health services 35,700,000 6,050 12,100 Board and Lodging 5,300,000 2,208,087 4,416,175 Inspection Fees 318,000 0 0 Mortuary Fees 267,000 0 0 Sale of Electricity 95,000 0 0 Ambulance Fees 102,000 0 0 Vehicle Sales 900,000 0 0 Incineration 1,090,000 0 0 Medical reports 500,000 0 0 Registration fees 655,000 0 0 Retention Fees 3,562,000 0 Total 64,282,000 4,460,160 8,920,320
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Budgeted Revised Actual Expenditure Revised Estimate of Programme Execution Allocation Allocation in First Half of FY Rate(%) Full-year Expenditure Public Health 731,639,000 321,386,000 43.9 642,772,000 Clinical Health Care Services 1,032,533,000 397,834,000 38.5 795,668,000 Health systems Planning and 3,427,145,000 1,500,784,000 43.8 3,001,568,000 Management Disability Prevention and 44,110,000 6,242,000 14.2 12,484,000 Rehabilitation Developmental Social Welfare 10,071,000 2,993,000 29.7 5,986,000 Total 5,245,498,000 0 2,229,239,000 42.5 4,458,478,000
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VOTE 14 - MINISTRY OF LABOUR AND SOCIAL WELFARE
1. OVERALL SUMMARY
The Ministry of Labour and Social Welfare operates within the parameters of its Vision of "a productive nation with its workforce enjoying harmonious relations, decent work, full employment and social welfare" and its Mission of "ensuring effective labour, employment and social welfare services". The Ministry`s activities are hence cascaded as follows : Social Assistance; Prevention and settlement of industrial dispute; labour services protection; Affirmative Action Implementation and Monitoring; conducting regular Labour market surveys and economic researches. In order for the Ministry to realise its vision and mission successfully, Directorates, Divisions and Offices, have respective activities to perform and they are enumerated as follows:
Directorate Social Welfare Social Welfare enrols and pays Old Age and Disability Grants. The Directorate also ensures, via the Funeral Benefit Programme, that every Old Age and Disability Grant Beneficiaries are assured of a dignified funeral. The grant was increased to N$ 550.00 per month and on average, 480 beneficiaries were buried. The social expenditure review together with ILO commenced.
Office of the Labour Commissioner The mandate of this Office is to ensure industrial harmony in the workplace through resolution of disputes. In the reporting period, 2012/2013, the Office achieved a settlement rate of 85.9%.
Directorate Labour Market Service The mandate of the Directorate is the promotion and ensurance of optimum development and utilization of human resources. During the reporting period, 2012/13, the Ministry also acquired a computerised jobseekers registration system (Intergrated Employment Infromation System). The Ministry also developed New National Employment Policy.
Office of the Employmet Equity Commission The primary objective of the Affirmative Action (Employment) Act, 29 of 1998, is to achieve equity at the workplace in order to ensure that no person is denied employment opportunities for reasons unrelated to occupational suitability. The ultimate goal of the Affirmative Action programme is a representative workforce that reflects the demographics of Namibia at every level of employment in the work.
Directoate Labour Service The Directorate has a responsibility to ensure awareness raising amongst Stakeholders, Education and Consultations, attending to labour complaints. In addition, the Directorate exercises oversight over Occupational Health and Safety, Industries inspections; and Machinery inspections. For the period 2012/2013 a number of
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Division General Services The Division, General Services, is responsible for the provision of support services to the Ministry of Labour and Social Welfare. The Division made positive progress in terms of infrastructure development, capacity building, strengthening of assets control systems, the acquisition of new assets. Considerable progress was also made in respect of internal audits and a number of audit areas were successfully audited.
2. PERFORMANCE OF MINISTERIAL TARGETS
Target 1.1: Coverage of Old Age Grant increased to 92% by the year 2014/15 Target 1.2: Coverage of Disability Grant increased to 24.5% by the year 2014/15
2010/2011 2011/2012 2012/2013 2013/2014 2014/2015 Target Actual Actual Actual Forecast Forecast Coverage of Old Age Grant increased to 92% by 88.5% 89% 97% 92% 92% the year 2014/15 Coverage of Disability Grant increased to 24,5% 21.5% 23.5% 65% 24.5% 24.5% by the year 2014/15
The Target for the coverage of Old Age Grant was 92% and the Directorate managed to achieve 97% coverage during 2012/13, 5% above the set target due to outreach programmmes and awareness campaigns. Business Process Reengineering was done and shortened the payment time from 90 days to 30-60 days. For the Disability Grant the set target was 24.5% and a covergae of 65% was achieved during 2012/13. The Ministry approached the Namibia Statistics Agency and collect data on People with Disability older than sixteen years as the first qualifying criteria for the Disability Grant is for the client to be older than sixteen years. The Ministry alligned the statistics with the National Census statistics.
Target 2: Successful resolve of labour cases through conciliation and arbitration processes of dispute increased to 95% by the year 2014/15 2010/2011 2011/2012 2012/2013 2013/2014 2014/2015 Target Actual Actual Actual Forecast Forecast
Successful resolve of labour cases through conciliation and arbitration 82% 82% 85.9% 82% 95% processes of dispute increased to 95% by the year 2014/15
The target for the period under review was 90% settlement rate. The Office has managed to achieve 85.9% settlement rate. Constraints relates to shortage of qualified
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Conciliators/Arbitrators on the one hand and Office space unavailability, unrealistic expectations from parties at times, unnecessary postponements and parties' representatives pushing for arbitration to make more money in the process. The main objective is to resolve all disputes referred at conciliation. However, the parties remain active role players during this phase and the conciliator has no decision making power. Once deadlock is reached, arbitration kicks in where the decision of the arbitrator is final and binding. The rate at which cases were resolved at arbitration during the period under review was 14.1%. The aim remains to decrease the arbitration rate while increasing the settlement at conciliation rate at the same time.
Target 3: Labour Inspectorate workplace inspections 2010/2011 2011/2012 2012/2013 2013/2014 2014/2015 Target Actual Actual Actual Forecast Forecast Labour Inspectorate 60% 70% 80% 47% 47% workplace inspections Subsequent to the implementation of the Labour Act of 2007, the Act requires the Labour Inspector to conduct labour inspections and investigate labour malpractices throught the country. This target was designed to achieve full compliance with the labour legislation and minimized laboiur disputes at workplaces. The initial low target was because all the type of inspections (labour inspectorate inspections, factory inspections and machineries inspections) were combined under this target. A[pointment of inspectors in both OHS and Labour Inspectorate increased the number of inspections.
Target 4: Percentage of employees in relevant organizations covered by the Affirmative Action Plan increased to 89% by 2014/15
2010/2011 2011/2012 2012/2013 2013/2014 2014/2015 Target Actual Actual Actual Forecast Forecast
Percentage of employees in relevant organizations covered by the Affirmative 60% 65% 68% 75% 89% Action Plan increased to 89% by 2014/15
The EEC made noticeable progress in ensuring compliance with the provisions of the Affirmative Action (Employment) Act, 29 of 1998, by relevant employers. The covered only 68% instead of 70% due to late submissions, non submission and non-compliance.
Target 5: Conduct Labour Force Survey every two years
2010/2011 2011/2012 2012/2013 2013/2014 2014/2015 Target Actual Actual Actual Forecast Forecast Conduct Labour Force 100% 0% 100% 0% 100% Survey every two years During the past years, 1996/1997, 2003/2004, 2007/2008, Labour force surveys were conducted after every 3rd year. The last Labour force survey was conducted in 2008.
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During the preparation of 2012/13-2014/15 financial year, a new target was set for the Labour force survey to be conducted every two year. This activity was then taken over by Namibia Statistic Agency in 2012/2013. Hence no projections for the subsequent financial year as the target will be revised and read differently in the New MTEF (2014- 2017) period. The target is crucial as it provide information on labour market for policy formulation and decision making.
3. NON-TAX REVENUE Year 2010/11 2011/12 2012/13 Revenue Source Estimate Actual Estimate Actual Estimate Actual Registration of factories, boiler inspection, approval of building plans, career 125,000 143,274 130,000 160,451 150,000 201,100 guidance and aptitute test, and staff members parking fees. Total 125,000 143,274 130,000 160,451 150,000 201,100
The increase in Revenue collection was due to the increase in the number of machinery, factories and building plans registrations and related inspections.
4. BUDGET EXECUTION 4.1 Overall Vote Actual Performance Year 2010/11 2011/12 2012/13 Breakdown Estimate Actual Estimate Actual Estimate Actual Operational Budget 1 088 436 000 1 039 421 244 1 132 731 000 1 132 731 437 1 305 073 000 1 217 750 720 Development Budget 9 146 000 9 146 231 19 317 000 19 316 875 23 791 000 21 811 195 Development Partners Total 1 097 582 000 1 048 567 475 1 152 048 000 1 152 048 312 1 328 864 000 1 239 561 915
4.2 Expenditure by programme
Year Programme Activity 2012/13 Activity Code Code Budgeted Revised Actual Execution Programme Allocation Allocation Expenses Rate(%) Provision of Social 1 Social Assistance 1:01 1,180,593,000 1,180,593,001 1,110,002,913 94.02 Assistance Prevention and 2:01 21,816,000 21,006,000 14,162,096 67.42 Promotion of harmonious LabourSettlement Services of Industrial 2:02 30,326,000 30,326,001 28,970,196 95.53 2 labour relations AffirmativeProtection Action 2:03 5,457,000 5,457,001 4,606,116 84.41 Monitoring Promotion and ensurance of optimum development Labour Market 3 3:01 47,239,000 47,039,000 40,762,496 86.66 and utilization of human Services facilitation resources Supervision and Support Coordination and 4:01 7,886,563 7,886,564 6,715,569 85.15 4 Services Support Services 4:02 37,408,804 37,408,805 34,342,529 91.80 Total 1,330,726,367 1,329,716,372 1,239,561,915 93.22
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Programme 1, Code 1:01- The reasons for overspending- High volume of Social Grant applications. Programme 2, Code 2:01- The reasons for underspending- Budgetary provisions were made, but regional ofices were not ready to accommodate the new staff Programme 2 , Code 2:02- The reasons for underspending- Also positions could not be filed due to lack of suitable candidates, inadequate transport. Unpredictable accidents and death trends in Public Service which led to overestimation of compensation costs. Programme 2, Code 2:03 - The reason for underspending, the post of one Data Typist became vacant. Also, verification of Affirmative Action Reports is a time sensitive action which is done before EEC approval or recommendation is done. The Office notice that a large portion of Relevant Employers submit Reports during the period February to March each year. Hence, thereafter the Office embarked on verification process which spills to the continuation budget making the availability of funds a constraint and also a reason for expected variances in future. Programme 3, Code 3:01 - The reason for underspending, High staff turn over. Programme 4, Codes 4:01 and 4:02 - The reason for underspending, High staff turn over and retirement. Slow progress of contractors during minor renovations.
4.3 Details of Programme Performance
Programme 1: Provision of Social Assistance
Main Activities: Customer Service Delivery; Ensure Policy formulation, legislative framework and enforcement; Increase Social Welfare coverage; Improve the management of Social Welfare
Achievements: Timely payment to beneficiaries at a rate of 95% of payments. Improved coverage of beneficiaries at 97%. Successful outreach program throughout the country. Draft Bill on Basic State Grant completed. The total number of beneficiaries are; Old Age, 142,806 and Disability Grant 27,207. In addition the Ministry commenced the Social Protection Expenditure Review process with the International Labour Organization (ILO).
Constrains: Financial challenges, Verification at Banks did not take place due to complicated bank policies. Fragmented Social Welfare Functions. Network timeouts persist and caused delays in timely processing of applications
Programme 2: Promotion of harmonious labour relations
2.1 Prevention and Settlement of Industrial Peace: The main activity is Prevention and Settlement of Industrial Dispute. The set target was 90% of which 85.9% was attained.
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Constrains encountered were among others: Staff shortages, unrealistic expectations, unscrupulous representatives, Office space, etc
2.2 Labour Services Protection
Main Activities: Labour Protection Services Activities are: Labour Inspectorate workplace inspections; Labour Inspectorate Stakeholders Awareness, Education and Consultations; Labour Inspectorate solving of labour complaints (successful awards); Occupational Health and Safety Industries inspections; Occupational Health and Safety Machinery inspections; Occupational Health and Safety Stakeholders Awareness, Education and Consultations The Directorate undertook inspections in respect of occupational health and safety, industry machinery as well as regular awareness campaigns, education and consultations with relevant stakeholder to cultivate a culture of health and safety at workplaces as well as educational awareness campaigns on Labour Act to achieve compliance with the Act and thereby prevent labour disputes.
Constraints: The constraints experience are shortage of staff and slow recruitment processes.
2.3 Affirmative Action Monitoring
Main Activities: To Achieve Employment Equity The Office embarked on a vigorous campaign to verify information contained in AA reports, submitted by relevant employers. This is an attempt to also identify areas where relevant employers need improvement and to assist in this regard. The EEC and other law enforcement agencies' collaboration is still ongoing and during the reporting period, 2012/2013 , several relevant employers, not complying with the provisions of Act 29 of 1998, have been charged during the first quarter of the 2012/13 financial year, a total number of eleven (11) relevant employers have been convicted and fined for non-compliance. Constraints: The onsite inspections were hampered by the limited funds as a result of the continuation budget. The review of Affirmative Action reports is a time consuming process which should be carried out before such reports are recommended to the EEC for approved. The office noticed that a large number of the relevant employers submits reports during the period February - March each year. The review of AA reports by review officers, normally takes about three to four weeks. The Office would therefore, only be able to undertake workplace visits after the review of the reports have been finalized resulting in a situation whereby the Ministry would be operating on continuation budget, making the availability of funds for workplace visits a constraint and also a reason for expected future variance.
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Programme 3: Promotion and insurance of optimum development and utilization of human resources
Main Activities: To facilitate employment planning by providing quantitative and qualitative information through conducting labour market surveys and researches; provide vocational counselling and career guidance services; registering and placement of job seekers, implement capital projects and productivity promotion.
Achievements: The following surveys, studies were conducted: The Namibia Labour Force Survey was successfully conducted in collaboration with Namibia Statistic Agency. Street corners study was conducted, Workshop on the development of Pre-Retirement Manual, Labour Market Information Systmem/Intergrated information System was developed and piloted in the Erongo Region.
Capital Projects: The construction of Ondangwa, Eenhana, Rehoboth and Walvis Bay offices was successfully completed. Feasibility Study was completed for the construction of the Office of the Labour Commissioner and extension of the Head Office. The Namibia Child Activity Survey (NCAS 2010) was conducted in 2010 and data capturing and cleaning was completed during the year under review. Differencial Aptitute Test form L (DAT-L) was also conducted.
Constrains: Due to financial constraints, the Ministry could only implement and finalize five (5) out of twelve (12) projects. The remaining projects will be carried over to the ensuing financial years.
Programme 4: Supervision and Support Services
Main Activities: Coordination and Support Services The Division International Relations and Advice ensures capacity building programs for social partners and other key stakeholders. Series of stakeholder, consultations designed to improve social dialogue and to strenghten tripartism, Policy reviews, Policy implemetation and Policy monitoring and evaluation. The Division, General Services, is responsible for the provision of support services to the Ministry of Labour and Social Welfare.
Vacancies filled: A total number of sixty one (61) positions were filled. Twenty six (26) were female and thirty five (35) were male.
Staff members promoted:
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Ten (10) male and ten (10) female staff members were promoted
Enhance Staff members' capacity: Fifty two (52) staff members were trained on Non-Qualifying training courses and thirty seven (37) on Qualifying Training.
Efficient and effective stock control management: Annual stock taking was conducted at twenty one (21) Stock Control Points, such as Katima Mulilo, Rundu, Grootfontein, Tsumeb, Ondangwa, Oshakati, Outapi, Opuwo, Outjo, , Otjiwarongo, Swakopmund, Okahandja, Gobabis, Luderitz, Keetmanshoop, Noordoewer, Karasburg, Mariental, Offce of the Labour Commissioner, Office of the Employment Equity Commissioner and Head Office.
Equipment procured and maintained: Leasing of thirty four (34) photocopiers: The folowing offices were supplied with photocopiers- Head Office (6), Office of the Labour Commissioner (1), Katima Mulio Regional Office (1), Rundu Regional Office (1), Nkurenkuru (1), Eenhana (1), Grootfontein (1), Tsumeb (2), Ondangwa (2), Oshakati, Outapi, Opuwo (2), Outjo (1), Khorixas (1), Otjiwarngo (1), Omaruru (1), Usakos (1), Swakopmund (1), Walvisbay (1), Okahandja (1), Gobabis (1), Rehoboth, (1), Mariental (1), Karasburg (1), Keetmanshoop (1), Oranjemund (1) and Luderitz (1). The Walvisbay Labour Office was fully furnished by way of Government Tenders. Facilitation of the implementation of capital projects: Offices constructed: The Eenhana Regional Office, Walvisbay Labour Office, Ondangwa Labour Office, Swakopmund Labour Office, Rundu Regional Office, Gobabis Regional Office and Rehoboth Labour Regional Office were completed.
Maintenance/ Minor renovations: Renovations were done at Head Office, Khorixas and Outju Labour Offices. Renovations for the Katima Mulilo Regional Office, Outapi and Opuwo Regional Labour Offices will be carried over to the subsequent financial years, due to lack of funds. Official accommodation/ houses/flats renovated: Official Flat in !Nami≠Nûs renovated.. Effective and efficient transport management: Vehicles purchased: 2 x Nissan Double cab 4 x 4 2.4; 1 x Toyota Land Cruiser 4 x 4 V6 Single Cab. 2 x Toyot Hilux 4 x 4 2.7 Single Cab. 1 x Toyota Corolla 1.6 Sedan.
Internal audit: Six (6) audit reports on Payroll, Human Resources, Sub-Receiver Regions, Subsistence and Travel, Transport and Commercial Bank Accounts were submitted. Efficient control measures were developed.
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Constraints: Inadequate financial resources Insufficient staff complement (to meet the demand) Financial contraints and inadequate land.
5. MID-YEAR REVIEW
First & Second Execution Revenue Source Estimate Quarter Collection Rate(%) Miscellanous: 75,000 0.0 Factory registration 3,070 0.0 Application for licence 3,210 0.0 Career Guidance books 780 0.0 Building Plans approval 14,461 0.0 Boil Registration 0 0.0 Total 75,000 21,521 28.7
5.1 Mid-Year Ministerial Revenue Estimated Full First & Second Year Revenue Source Estimate Quarter Revenue Collection Projection Miscellanous: 75,000.00 155,000 Factory registration 2,510.00 Application for licence 450.00 Career Guidance books 660.00 Building Plans approval 13,599.97 Evaluator inspection 1,514.00 Boil Registration 2,065.00 Total 75,000.00 20,798.97 155,000 The under collection of the fund is due to the number of new registration of machineries, factories and building plans was low then the anticipated during those two quarters.
5.2 Mid-year Budget Execution by programme
A c tua l Budgeted Revised Execution Revised Estimate of Expe nditure Programme F ull-ye a r Expe nditure Allocation Allocation in F irs t Ha lf o f F Y Rate(%) Provision of Social Assistance 1,305,403,000 1,305,403,000 667,479,772 51.13 1,305,403,000 29,401,000 29,401,001 8,210,375 27.93 29,401,000 Promotion of harmonious labour 42,944,000 42,944,001 15,122,157 35.21 185,767,001 relations 8,020,000 8,020,001 2,288,196 28.53 8,020,000 Promotion and ensurance of optimum development and 51,947,000 51,947,001 10,202,972 19.64 51,947,000 utilization of human resources 90,876,000 90,876,001 25,300,048 27.84 90,876,000 Supervision and Support Services 20,713,000 20,713,001 5,105,319 24.65 20,713,000 Total 1,549,304,000 1,549,304,006 733,708,839 47.36 1,692,127,001
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1. OVERALL SUMMARY
The Ministry of Mines and Energy was constitutionally established to take custody of Namibia‟s rich endowment of mineral and energy resources and create an environment in which the mineral, energy, and geological resources contribute to the country‟s socio-economic development. As seen below, MME achieved most of its targets for the 2012/2013 financial year, despite few challenges experienced.
2. PERFORMANCE OF MINISTERIAL TARGETS
Target 2010/2011 2011/2012 2012/2013 2013/2014 2014/2015 2015/2016 Target Actual Actual Actual Forecast Forecast Forecast 62% rural public institutions supplied with 25 % 27% 14% 10% 60% 62% grid electrical power by 2,6802016/17. Solar systems financed through the solar - - - 1,960 2,200 2,440 revolving fund by 2016/17 20% off grid public institutions supplied with 9% 10% 10.2% 12% 15% 17% renewable energy by 2016/17 28% Namibia equity in mineral/energy businesses 24% 25% 26% 26.5% 27% 28% by 2016/17 55.5% geological map 48.75 % 48.75% 49% 49.75% 51.50% 52.50% coverage by 2016/17 23% contribution of downstream processing by 14% 14% 16% 18% 21% 22% value by 2016/17 Rural public institutions supplied with grid electrical power The target is to achieve 100% electrification of public institutions in 5 years time as per Cabinet directive, provided that an average of N$73 Mill is annually allocated for this purpose.
Solar systems financed through the solar revolving fund To increase access to renewable energy technologies through subsidised loans scheme, particularly to remote rural areas.
Off grid public institutions supplied with renewable energy To provide the electricity services to remote public institutions this could otherwise take long to be electrified with grid electricity.
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Namibia equity in mineral/energy businesses Namibian equity can be achieved partly by granting mineral licences and encouraging entrepreneurs to participate in projects whose value is known. A change is required in legislation to provide for at least 10% Namibian participation in mining projects.
Geological map coverage Geological maps provide fundamental data on the composition and structure of the earth system for basic and applied geo-scientific research. Together with other earth scientific data, they stimulate investment in mineral exploration and mining, guide exploration activities and groundwater development. Additionally, the background information from the geological maps aids agriculture and land use planning. Geological mapping forms a core component of a national geosciences database for the present and future generations. Geo-information is also an economically essential source of information on which non-renewable and renewable resources are discovered.
Contribution of downstream processing by value To promote beneficiation by appropriate supplying local manufactures by value, contribution of general manufacturing in constant Namibia $ terms has increased by 50% over the baseline figure of the 2010 national account. If further aims to increase government revenues, export earnings as well as employment creation, skills transfer and downstream processing facilities. To attract new investment to the sector by promoting key projects (diamond brand etc) that has an economic development impact, to help reduce poverty
3. NON-TAX REVENUE Year 2010/2011 2011/2012 2012/2013 Revenue Source Estimate Actual Estimate Actual Estimate Actual Geological Services 530,000 229,102 400,000 316,149 400,000 260,537 Other Mineral Royalties 250,000,000 273,340,430 360,000,000 288,407,522 360,000,000 180,955,963 Oil Exploration- Rental 8,000,000 9,455,143 9 000,000 26,061,798 9,000,000 25,046,196 Fees Miscellaneous 220,000 192,639 220,000 122,447 220,000 118,821 Diamond Royalties 252,000,000 601,963,094 350,000,000 590,946,258 350,000,000 587,904,237 Prospecting Licenses and 2,200,000 1,161,136 2,100,000 2,681,355 2,100,000 1,729,935 Claims Total 512,950,000 886,341,543 712,720,000 908,535,529 721,720,000 796,015,689
Geological Services: The Geological Services are mainly maps & publications and during the mentioned periods, the ministry received a reduction in demand of maps & publications, although the ministry was hoping to sell more. However, during 2011/2012 financial year the more maps & publications were sold and actual pick up a bit in comparison with 2010/2011 & 2012/2013 financial years.
Other Mineral Royalties: In 2010/11 financial year, more was collected than estimated due to the fact that penalties were imposed for late royalties payments which caused companies to pay more royalties. The price of certain minerals dropped effectively in 2011/12, affecting
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Oil Exploration- Rental Fees: The collected amount for 2010/2011 financial year was more than estimated amount due to the fact that some payments belongs to 2009/10 was recorded in 2010/2011 financial year. However apart from the amount came from the previous year (2009/10), this was a busy year for this activities and a lot of applications were received due to the increase of interest shown in Oil Exploration. Due to increase in Petroleum Upstream activities, we had received a higher number of explorations license applications than anticipated in 2011/12 financial year. Based on the collection of 2010/2011 and 2011/2012, we were hoping to collect more on 2012/2013, however it turned out differently and collect less than anticipated.
Miscellaneous: Petroleum licenses, selling of Minerals Act, Diamond Act and Mineral license maps are some of fees collected under this account. In 2010/11 financial year this account was affected by Economic downturn which was yet to recover completely. In 2011/2012 and 2012/2013 the collection of this revenue goes down than anticipated.
Diamond Royalties: In 2010/2011 the rough diamond market recovers the downturn and we receive an increase in the payment. It was difficult to estimate a correct figure since it is difficult to anticipate that the global economy will recover soon. However, the carats sold increase by 12% due to higher demand from cutting and polishing centres as well as from consumer demand. During the estimation of 2010/11, 2011/12 and 2012/2013 consideration was taken for Economic crisis in 2009/10 and the economic situation in the USA. We also took into consideration the strengthening of N$ against the USA$, but still the estimated amount was less than the actual, although estimation was increased.
Prospecting Licenses and Claims: In 2010/11 the received application was on the low category which does not bring in more money, hence less amount were collected in that financial year. In 2011/12 financial year we collected more after taking into consideration the two previous financials estimation and actual collection but still we went over the estimation and received more applications. The estimation for 2012/2013 was made based on the actual estimation for 2011/2012 financial hoping that the collection will continue on a same trade, unfortunately it turned out differently.
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4. BUDGET EXECUTION
4.1 Overall Vote Actual Performance Year 2010/2011 2011/2012 2012/2013 Breakdown Estimate Actual Estimate Actual Estimate Actual Operational Budget 66,609,000 57,886,131 95,745,000 88,649,499 93,978,956 89,853,057 Development Budget 110,552,000 99,506,869 124,310,000 111,616,149 100,419,044 88,869,115 Development Partners ------Total 177,161,000 157,393,000 220,055,000 200,265,648 194,398,000 178,722,172
4.2 Expenditure by programme
Year Programme Activity 2012/13 Activity Code Code Budgeted Revised Actual Execution Programme Allocation Allocation Expenses Rate(%) Geological Surveying Epangelo Mining Analysis sector Performance Mineral and energy 01 Regulation, Control & 42,234 42,234 40,385 95.60% production Management of Mining Industry Promotion of Oil & gas Exploration Inspection of Mining Areas Mineral production Industry Control 02 43,734 43,734 35,580 81.30% beneficiation Assistance to Small Scale Miners Value addition Rural Electrification Promotion of Renewable Energy Energy supply and security 03 - Facilitate & 81,693 81,693 78,251 95.80% promote the development of Energy Resources. Environmental monitoring of Abandoned Mines Environmental protection 04 13,836 13,836 12,726 91.90% operations Upgrading of Geo- Laboratories Procurement of Geological Equipments Establishment of Seismological Network Construction of Understanding of the geo-environment 05 12,901 12,901 12,285 95.20% Geological Sample Storage Geological Studies for Urban & Rural Development Total 194,398 194,398 179,227 92%
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4.3 Details of Programme Performance
Programme 01: Mineral and energy production
Main Activities: Geological Surveying Epangelo Mining Activities Analyse Sector Performance Regulation, Control and Management of Mining Industry Promotion of Oil & Gas Exploration
Achievements: Exploration expenditure has remained steady during 2012 and our country has attracted exploration and mining companies from all over the world, making it currently one of the most favorable destinations.
The mining sector continues to be the main pillar of the Namibian economy. The minerals industry generated N$16 billion in export earnings, which represents over 50% of total goods and services. The sector employed 7400 people directly and wages amounted to N$146 million. An additional N$971 million was contributed through royalty payments. A total number of 42 exclusive prospecting licences (EPL‟s) and 20 Mining Claims of which 28 were issued to the Namibians or companies owned by previously disadvantaged Namibians. Three mining licences were granted as follows Auryx Gold (Pty) Ltd for the Oshikoto Gold project in the Otjozondjupa Region, valid for 20 years, Shiyela Iron (Pty) Ltd for the Iron project in the Erongo Region, valid for 15 years and to Zhonghe Resources (Pty) Ltd for the Uranium project in the Erongo Region, valid for 19 years.
In an effort to strengthen regulatory frameworks, the Ministry of Mines and Energy completed the Nuclear Fuel Cycle Policy and the amendments to the Minerals Bill have been finalized. Epangelo Mining has successfully acquired 10% equity in Husab Uranium project in a deal valued at N$1,882 billion. The construction of the Swakop Uranium for the Development of the Husab deposit is well on track at an estimated development cost of N$20 billion. Contracts issued to date total N$5 billion with 45% of value issued to Namibians.
Small scale mining capital projects in Erongo, Karas and Kunene Region to establish dimension stone cutting and polishing , slate processing to manufacture tiles for the local and export market as well as gems stone cutting for jewellery manufacturing facilities. Equipment that will ensure effective implementation theses capital projects small has been procured.
Constrains: The target for geological map coverage was not reached well, therefore there is a need to increase the National coverage of geological mapping and improve on the
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Programme 02: Mineral production beneficiation
Main Activities: Inspection of Mining areas Industry control Assistance to Small Scale Miners Value addition
Achievements: The ministry ensured that inspection to mining areas was taken seriously to ensure safety of employees in mining activities and this has minimised accidents in or mines although a significant number of accidents was still recorded. The Directorate of Diamond Affairs has increased its manpower by recruiting Diamond Inspectors to ensure the industry is well controlled and minimise the illegal activities. Many types of mining Equipment were bought to assist Small Scale miners in Erongo, Karas and Kunene Regions. The objective is to implement the project to create employment opportunities to the youths, women and disabled people as well as poverty reduction, curbing rural to urban migration and uplifting the living standard of the people in the areas, through value addition to the mineral products and mining easy mineable materials, such as ceramics, clay materials for ceramic and portray production as well as brick making facilities in rural community
Constrains: It was realised that the current Mineral Act is not in conformity with the current industry developments and international best mining practices, which is making the industry controls and inspections very difficult and challenging. In order to strength the regulatory framework, the ministry is in the process of reviewing the current Mineral Act. It was also realised that the Ministry is in need of a legal advisor to advice the ministry, because in many cases mining companies tend to challenge the ministry on its decisions. Considering the length of getting an advice from Government Attorney, the Ministry requested to recruit a lawyer for the
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Ministry and it was turned down, a decision that does not actually assist the Ministry to deliver good services to the country.
Programme 03: Energy supply and security
Main Activities: Rural Electrification Promotion of Renewable Energy Facilitate and Promote the development of Energy Resources Achievements: A greater percentage of rural schools were electrified either by electricity from the grid or in cases where schools are far from the grid, renewable energy sources such as solar was used. Most tenders awarded for rural electrification was completed. Namibia is highly dependent on fuel imports, both electricity and liquid fuels. Still the majority of the rural populations have no access to these fuel and energy services; while urban centres use these fuels in an inefficient manner (e.g. N$ 80 million is spent annually on heating water with electricity). The use of renewable energy as well as the practice of energy efficiency would significantly contribute towards greater security of supply and access to energy, therefore awareness was made to make people understand. Several Energy shops were launched in most regions.
Constrains: In most cases the ministry is trying to award Rural Electrification tenders as early as possible, to avoid any delay, however some contractors could not finish on time, either caused by delay in delivering of materials, or by flooded areas. Some of contractors are reluctant to undertake work in the Caprivi, Karas and Hardap regions. Therefore money ended up not spend before the financial year end. Some rural electrification contractors were unable to complete projects on time, because of limited experience and resources.
Programme 04: Environmental protection
Main Activities: Environmental monitoring of Abandoned Mines Operations Upgrading of Geo-Laboratories
Achievements: A database of the 165 abandoned mine sites in the country has been established. A manual for the risk assessment of abandoned mine sites has been produced, to assess risks of the abandoned mine sites in terms of safety and contamination, and the formulation of recommendations for their rehabilitation. Environmental monitoring conducted on the groundwater quality of the Swakop and Khan Rivers in the Goanikontes Dome area downstream from the Rossing, Langer Heinrich and Valencia Mines showed that the groundwater is highly saline and unsuitable for human consumption.
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Constrains: The requirements for powerful computer hard and software, which is used by Geological Surveys elsewhere in the world could not met which has consequences in the performance. The great disparity between salaries paid in the private and public sector continues to present a threat and limits our ability to recruit qualified experts and loose valuable employees.
Programme 05: Understanding of the geo-environment
Main Activities: Procurement of Geological Equipments Establishment of Seismological Network Construction of geological sample storage Geological studies for urban and Rural Development
Achievements: The Earth data Namibia database currently contains information about mineral licenses, mineral deposits, previous exploration , geological map data, borehole data, topographic information, satellite imagery, a Namibian geoscientific bibliography, and geochemical data from historic exploration. Data entry is ongoing as information becomes available. A geosciences information in Africa workshop (GIRAF) was hosted by the Geological survey of Namibia in cooperation with the commission for Geoscience information of the International Union for Geological Science which was attended by many representatives from Africa. The geological laboratories of the Geological survey are equipped with modern analytical instruments for chemical analysis and continued to render professional services to clients. The instruments include those that treat liquid samples (e.g. Inductively coupled plasma spectrometer (ICP) and Atomic Absorption Spectrometer (AA) and those that analyse solid samples. (e.g. wavelength-dispersive x-ray Fluorescence spectrometer (WDXRF) and Energy-dispersive X-ray and many others.
In 2009/2010 a total of 1596 samples received from 121 clients were treated and analysed by the various techniques. A total of 249 samples were analysed by XRD, 12 chemically digested sample analysed by AA, 935 by portable XRF. The geoscientific information available in the National Earth Science and Energy information centre and at the Sales Office has proved to be vital for land use decisions when it comes to the availability and sustainability of resources for the current and future planning to promote welfare of the Namibian Society.
Constrains: Most projects that go through Ministry of Works and Transport suffer delays due to few engineers dealing with whole government projects. Delays in the repairs on some of the equipment due to unavailability of qualified local service technicians.
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5. MID –YEAR REVIEW Execution Revenue Source Estimates First & Second Quarter Collection Rate(%) Geological Services 510,000 158,712.00 31% Other Mineral Royalties 400,000,000 47,118,363.78 12% Oil Exploration- Rental 10,000,000 2,845,520.00 28% Fees Miscellaneous 250,000 16,797.60 7% Diamond Royalties 500,000,000 ############ 43% Prospecting Licenses and 3,000,000 434,300.60 14% Claims TOTAL 913,760,000 266,692,804.55 29% The total revenue collected for the second quarter was 29% of total revenue estimates.
5.1 Ministerial Revenue Collection 2013/2014 5.2 Mid-Year Budget Execution by Programme Expenditure 2nd Quarter 2nd Quarter Programme Budget as % of TAWs Expenditure Budget 1. Promotion of local and 57,188,000 56,431,200 15,011,964 26.20% foreign investment in exploration and mining 2. Create knowledge of 41,771,000 42,527,800 16,938,509 40.50% Namibia‟s Geological Resources 3. Protection of Namibia‟s 16,398,000 16,398,000 8,407,119 51% Diamond Industry
4. Energy Supply and 127,201,000 16,398,000 15,568,851 95.00% Security 5. Petroleum Supply and 4,276,000 3,016,671 87,417 2.89% Security 6. Supervision and Support 38,028,000 38,028,000 19,191,025 50.40% Services TOTAL 284,862,000 172,799,671 75,204,886 27% The second quarters‟ budget execution was low on mainly due to little or no spending on capital projects, except programme three and six which spend 50% of the total budget per programme. This trend will change from the second and third quarter of the financial year.
SOLAR REVOLVING FUND During 2012/2013 financial year the fund recovers N$3,784,353.83.
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1. OVERALL SUMMARY The mandate of the Ministry of Justice is to administer justice in the Republic of Namibia. The Ministry of Justice has met two of its five main targets at the end of the 2012/13 budget cycle. Since the Ministry‟s core function involves service delivery, its biggest challenge or constraint remains the allocation of financial resources to fund frozen vacant posts to strengthen its capacity, in an attempt to improve on the rendering and delivery of services in accordance with set targets.
2. PERFORMANCE OF MINISTERIAL TARGETS
Target 1: Percentage high court registered criminal cases finalized
2010/2011 2011/2012 2012/2013 2013/2014 2014/2015 2015/2016 Target Actual Actual Actual Forecast Forecast Forecast 85 % of High Court registered criminal cases 67% 73% 75% 85% 85% 85% finalised by 2012/13 This target is measured by calculating the percentage of criminal cases finalised in relation to the number of cases at hand and new cases received by the High Court during the period under review. Cases received are recorded in court registers. Information on finalised cases is available from Court Record Books which are kept by presiding judges as well as the judgment register kept by the Registrar from data provided daily by the responsible judges secretaries. The purpose of this measure is to enable the Ministry and the High Court to determine the relation between input and output. Not all matters received can immediately be set down for hearing. Set down delays in criminal appeal matters are more often caused by appellants not applying timorously for legal representation and incomplete court records received from the Clerks of the Criminal Court in the Lower Courts. All automatic criminal review matters received are automatically enrolled upon receipt. A criminal review matter is however only finalised if the conviction and sentence is confirmed by a judge or if a judgment in the review matter is delivered by a high court judge. If a judge however has a query on the review, the matter is returned to the Magistrates‟ Court and once returned to the High Court it is again enrolled. These queried matters are however not registered as new cases and if so returned it may create a perception of being unattended in the High Court. Criminal trial matters are received by means of an indictment from the Magistrates‟ Court. Upon receipt and registration of criminal trial matters, these matters are immediately enrolled for case management, where they remain until the investigation is finalised, the legal representatives have been appointed if so required, and the accused‟s reply to the State‟s memorandum has been filed. In other words the case needs to be trial ready before it is actually set down for trial. These long delays are, as explained hereinbefore, caused by external factors to which the High Court has little or no control. Having regard to the financial year 2012/13 the following were recorded: The total number of criminal appeals (old and new) finalized measured against the total number of appeals at hand and new appeals registered / received were 36%; At the beginning of the 2012/2013 financial year 167 appeals were brought forward from
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2010/2011 2011/2012 2012/2013 2013/2014 2014/2015 2015/2016 Target Actual Actual Actual Forecast Forecast Forecast 75 % of Lower Court registered criminal cases 48% 74% 48% 55% 60% 65% finalized by 2012/13 This target is measured by the percentage of cases finalized of the total number of cases registered in the lower courts during the year under review and data is collected from court books at all magistrates‟ offices.
In the 2012/13 financial year, 50,570 cases were registered of which 24,383 cases were finalized. This number represented 48% of cases finalized during the year under review. 26,187 cases were carried forward to 2013 as pending cases. Lower Courts performed below the 75% target for the 2012/2013 financial year. Lower Courts have (34) Magistrates Courts and thirty seven (37) Periodical courts countrywide served bi-weekly per month by resident magistrates of magisterial districts wherein these periodical courts are located. In addition, there are eight Regional Court Magistrates in the country who are located in Namibia‟s five magisterial district divisions namely Keetmanshoop, Windhoek, Otjiwarongo, Oshakati and Rundu. These magistrates except for one at Otjiwarongo are travelling on a weekly basis for court sessions to the courts within that division. In other words, the Regional Court Magistrate in Keetmanshoop has to preside over regional cases at Lűderitz, sometimes Oranjemund as well as Karasburg and Mariental. The Windhoek team is responsible for regional court sessions at Gobabis, Rehoboth, Karibib, Omaruru, Swakopmund and Walvis Bay. The Otjiwarongo Regional Court Magistrate does Okakarara, Outjo, Khorixas and Grootfontein while the Oshakati team is responsible for the whole of the north including Tsumeb. The Rundu Regional Court Magistrate also attends to KatimaMulilo. In order for the magistrates to perform these functions and to serve the community in their respective areas of jurisdiction a huge portion of the available funds are annually expended on travel and subsistence allowances. The target enhances the speedy finalization of cases without compromising the human rights of the accused persons and litigants and instils public confidence in the administration of justice in the Lower Courts as members of public will not lose faith
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Target 3: Percentage eligible legal aid applications granted
2010/2011 2011/2012 2012/2013 2013/2014 2014/2015 2015/2016 Target Actual Actual Actual Forecast Forecast Forecast 80 % eligible legal aid applications granted by 75% 96% 98% 98% 98% 98% 2012/2013 This target is measured by the percentage of eligible applicants who are granted state funded legal aid during the reporting financial year for representation in any courts or tribunals in Namibia. The Directorate Legal Aid records all legal aid applications received. The applications are then considered by the Chief and Deputy Chief. A proper record of the outcome (i.e. granted, refuse or pending further information) of each application is kept at the Directorate. From the inception of the legal aid scheme, too heavy reliance was placed on private practitioners, instructed by the Directorate Legal Aid. However, during mid 2005/2006, the staff compliment for legal aid counsel was increased from seven (7) to twenty-four (24) and services of the Directorate were decentralized through the deployment of legal aid counsel to regional offices which were opened at Oshakati, Ondangwa, Otjiwarongo, Mariental, Keetmanshoop, Swakopmund, Usakos, Gobabis, Opuwo and Windhoek. This deployment saw an increase in cases handled by in-house legal aid counsel and a marked reduction of 45% of cases outsourced to legal practitioners in private practice. Three chief legal officers are now handling appeals in the superior courts, two legal officers being trained are now handling divorce cases, albeit under supervision. However, the bulk of civil and appeal cases are still being outsourced to private practitioners. The Directorate Legal Aid‟s internal capacity was adversely affected by the cumbersome recruitment process on the one hand, and the unavailability of suitable candidates. Similarly, the unending high treason trial continues to be the biggest cost driver. The fact remains that a significant portion of the funds appropriated for legal costs in any given year is utilised to provide legal aid in cases brought forward from previous financial years. This is due to the nature of criminal processes such as police investigations and the time involved awaiting the Prosecutor-General‟s decision before actual court processes commence, which prolong the judicial process. The target is designed to ensure access to justice for all by providing legal aid to indigent persons. The importance of this target is to minimize the number of people who may not be able to assert or defend their rights, including constitutional rights, due to unaffordability.
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Target 4: Percentage applications relating to deceased estates and Guardian Fund are finalized by 2012/2013 2010/2011 2011/2012 2012/2013 2013/2014 2014/2015 2015/2016 Target Actual Actual Actual Forecast Forecast Forecast 90 of applications relating to deceased estates and 90% 90% 57% 80% New measure New measure Guardian Fund are finalized by 2012/2013 This target is measured by the percentage of applications at hand and received and finalized during the financial year under review. Applications are tracked manually in the following registers: appointments register; (when a certificate is issued for the appointment of an executor, curator or trustee); bind register (when an estate is finalized); certificate register (to capture all liquidation and distribution accounts in deceased estates, insolvencies and curatorships); and applications register (to capture Guardian‟s Fund applications).
Performance for the year under review was not above target with an execution rate of 58% of Guardian Fund applications and deceased estates finalized.
Deceased estates The Master supervises the administration of deceased estates to ensure the orderly and speedy winding up of the financial affairs of the deceased, and the protection of the financial interests of the rightful heirs and creditors that have claims against the estate. Master supervises the estates of the entire population of Namibia and thus is responsible to ensure that beneficiaries and dependents of a deceased person are not deprived of their rights to their inheritances. Estate grabbing and fraud are limited through speedy finalization of deceased estates. A surviving spouse and minor children are usually dependent on their inheritances for their daily living expenses and are not able to continue with their lives until the estate has been finalized. The Master must also protect the financial interests of creditors that have claims against the estate. Their claims can only be settled upon finalization of the deceased estate and may unnecessary delay thereof cause financial hardship and pressure on their businesses. The proper supervision of deceased estates ensures that dependents of the deceased are able to maintain themselves and furthermore contribute to Namibia‟s economy. Guardian’ Fund The Guardians Fund falls under the administration of the Master of the High Court. It is a fund created to hold and administer funds which are paid to the Master on behalf of various persons known or unknown, for example, minors, persons incapable of managing their own affairs, unborn heirs, missing or absent persons or persons having an interest in the money nature. The Master must ensure that minors do get the benefit of their inheritances and that they are financially protected.
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In terms of section 90 read with section 82 (c) of the Administration of Estates Act 66 of 1965 (as amended), moneys deposited in the Guardians Fund may be paid out for the maintenance or education or other benefit of the minor. These expenses are usually for the daily maintenance of the child and include also medical expenses, school/study fees and clothing. Unnecessary delays in finalizing applications will cause undue hardship to these minors.
Target 5: Percentage investigations related to maladministration and human rights violations finalized
2010/2011 2011/2012 2012/2013 2013/2014 2014/2015 2015/2016 Target Actual Actual Actual Forecast Forecast Forecast 75% of investigations related to maladministration 74% 58% 75% 80% New measure New measure and human rights violations finalized by 2012/2013
The Ombudsman aims to finalise all complaints received within 90 days (three months). The purpose of this target is to ensure the improvement of the effectiveness of the Ombudsman through measuring the percentage of investigations finalized during the course of a financial year. The information is captured in reports produced through a computerised case management system which has been in use at the office since 1997.
3. NON-TAX REVENUE
Year 2010/11 2011/12 2012/13 Revenue Source Estimate Actual Estimate Actual Estimate Actual Legal fees 62,016 108,480 66,130 82,119 110,000 112,460 Private telephone calls 15,127 11,460 15,486 6,467 12,000 2,662 Miscellaneous 816,815 -550,461 606,269 219,836 575,000 39,108 Bail 2,000,000 3,467,036 2,300,000 2,464,939 3,000,000 2,289,325 Government Gazette 250,000 271,161 251,000 307,848 280,000 541,897 Photocopeis 35,000 83,362 37,000 81,627 85,000 90,235 Unclaimed money 300,000 164,951 320,000 66,181 100,000 827,282 Total 3,478,958 3,555,988 3,595,885 3,229,016 4,162,000 3,760,793 Explanation for variances The variance as far as legal fees are concerned can be ascribed to increased contributions from indigent clients who were assisted with legal aid or due to increased payments in respect of collections by the Directorate Civil Litigation on outstanding debts due to the State. Collection fees of 10% to a maximum of N$250.00 per payment are charged on each of the collections which are made to settle such debts. Revenue on private telephone calls have decreased since the Ministry introduced fixed credit limits for staff members to control the exorbitant annual cost on the use of telephones which amounts to approximately N$10,000,000. Another attempt to decrease costs on telephone calls from landlines to cellular phones has also been introduced with a system known as least cost routing. Miscellaneous revenue is collected from ministerial debts such as overpayments on remuneration or conditions of service of any nature (i.e. salaries, bonuses, allowances, unpaid leave etc.) as well as exhibits forfeited to the State in criminal matters.
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Revenue on bail is collected from bail forfeited to the State in the event that accused persons fail to comply with their bail conditions. However, unclaimed bail that appeared on the Bail Register of the respective Magistrates Offices for periods in excess of twelve months, were paid over to the Ministerial Revenue Account. This item is rather unpredictable and can therefore never be estimated with certainty. Government Gazette revenue is generated from sales of the Gazette to the general public and fees charged for the placement of advertisements, trademarks and general notices in the Gazette. There has been a remarkable increase in the placement of such adverts, trademarks and general notices during the reporting year. Revenue for photocopies is collected from fees charged when such photocopies are required by the defence council, accused persons or respondents at the lower and superior courts especially in cases where charge sheets and the content of dockets in criminal matters, statements and copies of exhibits, copies required in appeal matters, the content of files in civil matters, orders and the content of files in cases of domestic violence are needed, which the court is obliged to provide when same are requested. Unclaimed monies older than twelve (12) months on the General Register of the Magistrates‟ Deposit Suspense Account at Magistrates‟ Offices which were updated and cleared during the reporting year, in view of the implementation of the Namibian Courts Information System (NAMCIS) and deposited in the Ministerial Revenue Account. This exercise will continue until the rollout of NAMCIS is completed
4. BUDGET EXECUTION 4.1 Overall Vote Actual Performance
Year 2010/11 2011/12 2012/13 Breakdown Estimate Actual Estimate Actual Estimate Actual Operational Budget 287,486,000 299,294,529 363,411,815 379,411,762 394,829,000 395,075,620 Development Budget 39,249,000 39,106,273 39,259,000 35,460,189 49,507,000 48,960,586 Development Partners Total 326,735,000 338,400,802 402,670,815 414,871,951 444,336,000 444,036,206
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4.2 Expenditure by programme
Year Programme Activity 2012/13 Code Activity Budgeted Revised Actual Execution Programme Code Allocation Allocation Expenses Rate(%) Superior courts 1 44,087,000 44,217,481 45,534,866 103.0% adjudication Lower Courts adjudication of 2 44,881,000 42,619,367 42,375,782 99.4% criminal and civil cases Rendering support services to 3 104,780,000 106,470,643 106,154,007 99.7% Administration of justice 1 Magistracy Prosecution of crime 4 48,866,000 49,126,638 48,929,164 99.6% Legal representation 5 30,312,000 33,808,227 33,567,435 99.3% of indigent persons Management of deceased estates, 6 7,085,000 7,011,984 6,984,908 99.6% insolvencies, trusts and Guardian fund Representing Government in civil 1 18,317,000 19,398,092 19,266,365 99.3% and labour cases Rendering legal advice to the 2 9,082,000 9,082,000 8,961,413 98.7% President and Government Provision of legal services 2 Scrutinizing and 3 6,840,000 7,200,498 7,176,620 99.7% drafting of legislation Reform and development of the 4 6,402,000 6,492,720 6,430,210 99.0% law Legal services and International 5 7,110,000 7,499,208 7,475,746 99.7% Cooperation Promotion of good Investigation of 3 1 12,019,000 12,022,858 11,929,580 99.2% governance complaints
Policies Supervision 1 1,877,000 1,873,492 1,850,969 98.8% Supervision and Support 4 services Coordination and 2 102,678,000 97,512,792 97,399,140 99.9% Support Services Total 444,336,000 444,336,000 444,036,206 99.9%
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4.3 Details of Programme Performance
Programme 1: Administration of justice Main activities:
01: Superior Courts adjudication, 02: Lower Courts adjudication of criminal and civil cases & 03: Rendering support services to Magistracy: Hearing and adjudication of civil and criminal cases in the High Court (including Labour Court) and Lower Courts; hearing and adjudication of criminal and civil appeals in the Supreme Court and High Court; the performance of quasi-judicial and administrative functions. These activities are aimed at decreasing the average age of uncleared/ indisposed cases, increased access to court facilities and speedier administration of justice in all courts.
04:Prosecution of crime: Prosecution of crime is a Constitutional mandate- to prosecute, subject to the provisions of the Constitution, in the name of the Republic of Namibia in criminal proceedings; to prosecute and defend appeals in criminal proceedings in the High Court and Supreme Court; to perform all functions relating to the exercise of such powers; to perform all such other functions as may be assigned to the Prosecutor-General in terms of any other law In addition, prosecutors undertake research and provide opinions to the judges, perform quasi-prosecutorial functions e.g. leading evidence at commissions of inquiry, inquests, maintenance, extradition; combating of domestic violence, perform official functions as Curator Ad Litem as set out in the Mental Health Act.This activity mainly aims to increase the number of cases that are finalized; to reduce the number of outstanding matters on the roll for each magisterial district court, Regional Court and High Court; to reduce the number of matters withdrawn in the absence of evidence; to reduce the number of cases where accused persons are discharged at the end of the State‟s case; to reduce the average of outstanding prosecution decisions and to speed up the decisions whether to prosecute or not.
05: Legal representation of indigent persons: Legal advice and representation of indigent persons; This activity is primarily aiming to bring about a decrease in the average age of outstanding requests for legal representation; an increase in the effectiveness of legal advocacy; and reduces the unit cost of administering legal aid applications. The framers of the Namibian Constitution saw it fit to provide Article 95 of the Constitution to ensure the „promotion of the welfare of the people‟ of Namibia. This includes the active promotion of “a legal systemseeking to promote justice on the basis of equal opportunity by providing legal aid…” (Article 95(h)). The Government is thus obliged by the Constitution to ensure fair trial, amongst others, by providing legal aid. To give effect to this noble constitutional
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Achievements: Implementation and roll-out of the Namibia Courts Information System (NAMCIS) a case and financial management system in twenty six (26) of the thirty-three (33) lower courts across Namibia; Completion of the Business Process Re-engineering (BPR) project to address shortcomings relating to service delivery at the Directorate Registrar of the Supreme and High Courts, Completion of the Software Requirement Specifications document (SRS) as foundation for the eJustice project which is built to boost efficiency and enhance professionalism of the legal community, enabling litigants and the judiciary to file civil court documents and manage case activities electronically, and digitally record court proceedings; Enhancing Judicial Case Management in the High Court to include more matters with further refinement of the applicable procedure, providing speedy finalization of civil and labour litigation instituted in the High Court; Completion of the set contractual milestones in the eJustice project in both the Supreme & High Courts, which will include e-filing, e-case registration, e-case management and e-diaries; Stakeholders participation in and writing of the New Rules of Court, which is aimed at facilitating eJustice and Judicial Case Management. A procedure written by Namibians for Namibians;
Constraints: Lack of office space and insufficient chambers and court rooms at High Court, Main Division, Windhoek; Lack of adequate facilities at the High Court for implementation of e-Justice; Lack of an adequate network and connectivity at the Supreme and High Courts to host e-Justice and perform day to day activities which requires internet
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connection, such as online research, sharing of knowledge and court roll distribution; Backlog of cases in High Court and Lower courts as a result of interdependencies between stakeholders in the criminal justice system which contributes thereto; Insufficient number of staff members and judicial officers due to a lack of funds and insufficient office space; Lack of adequate surveillance equipment and security services to prevent losses of state funds and Government property; Outdated electronic Guardian fund system ; Absence of legislation that can regulate Estate Practitioners; Lengthy high-treason trial which utilizes an enormous chunk of the annual budget
Programme 2: Provision of Legal Services
Main activities: 01: Representing Offices/Ministries/Agencies in civil disputes and litigation, and labour matters; and representing public servants in criminal matters arising out of the execution of their official duties: Representing Offices, Ministries and Agencies in civil disputes and litigation (this includes instituting and defending civil litigation and debt collection); representing Offices/Ministries/Agencies in labour matters; representing Government officials in criminal matters arising out of the execution of official duties; providing conveyance and notaries services to the Government; providing legal advice on all claims against the State; and on matters concerning damage to or loss of State property. The aim of the Government Attorney in the discharge of its mandate is to improve customer satisfaction.
02: Render legal advice to the President and Government: Assisting the Attorney-General to render legal advice to the President, all O/M/A‟s, regional and local authorities and State Owned Enterprises; serve on Commissions, Committees, Tribunals and Boards of SOEs. This activity mainly aims to reduce the average turnaround period of requests for legal advice; to reduce the average age of outstanding requests for legal advice, and to render other legal services, when required.
03: Scrutinizing and drafting of legislation: There is a constant demand for the speedy scrutinizing, drafting and publication in the Gazette of legislation, subordinate legislation and Government Notices by Offices, Ministries and Agencies in the Public Service.
04: Reform and development of the law: Undertake research and make recommendations through a consultative process via the Law Reform and Development Commission for changes to the law, ensure access to law through electronic laws and Namibia Law Reports:
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Over the years, the demand for law reform projects has increased. Namibian society is developing in social, economic and political spheres and the law must keep up with these developments and the result is the increase in law reform projects. Due to the practical reality of information technology development the Ministry has to keep up and provide electronic access to law. There is no other entity or institution to produce Namibia Law Reports and the Ministry has to produce same in-house, in order to ensure that judicial precedents are readily available to users.
05: Legal services and International Cooperation: To undertake human rights education in conjunction with the Human Rights and Documentation Centre (HRDC) (UNAM) with the aim to increase respect for human rights and the rule of law; to respond to human rights queries from the UN and AU human rights bodies and local human rights bodies; and to prepare and submit periodic reports to the UN and AU human rights treaty bodies. All outstanding state reports should be filed with the United Nations treaty bodies, African Commission on Human and Peoples‟ Rights, SADC bodies as well as any other treaty body to which Namibia has reporting obligations. The intensity of the research to be done before the actual compiling of any state report is remarkable and needs to be done with accuracy and this process requires sufficient and dedicated human resources. In addition, the Directorate Legal Services provides secretarial services to the Committee and is responsible for compilation of state reports as well as replies to any concluding remarks or observations by treaty bodies and stakeholders in the human rights field. Respond to extradition requests and mutual legal assistance requests from foreign countries and processing Namibia`s extradition and mutual legal assistance requests to foreign countries; reciprocal maintenance, mutual legal assistance, enforcement of civil and maintenance orders in Namibia; and draft and review treaties and other international agreements. It is envisaged that more and more States will be designated as reciprocal countries within the scheme of international cooperation in civil, maintenance and criminal matters including extradition, so as to effectuate programmes dealing with organized crime, money laundering, drug trafficking and terrorism. In this connection, Namibia is expected to attend and participate fully, particularly in legal matters, in the meetings of SADC, AU, the Commonwealth and the UN. There would therefore, be greater involvement of the legal officers of the Directorate Legal Services in such meetings and activities. Undertake research and draft the necessary first level legislative instruments and amendments to existing legislation and gazetting of legislation, including Acts, Proclamations, advertisements, notices, etc.
Achievements: Completion of Business Process Re-engineering (BPR) project to address shortcomings relating to service delivery at Directorate Civil Litigation; The Namibia Legal Resources and Information Institute (NaLRII) was established and is in the process to be registered;
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Staff members of Diretorate Law Reform received training in Kenya on setting up of a website, and how to populate and maintain it; Namibia has designated several States in the SADC region as well as others across Africa and the world as States to whom Namibia will render mutual legal assistance and cooperate on Extradition matters. Namibia is a State party to the United Nations Convention against Transnational Organised Crime as well as the United Nations Convention Against Corruption. Both these Conventions enable Namibia to render and receive assistance in this field from the member States to these Conventions. Namibia is represented well at International meetings and on the international platform by legal officers of Directorate Legal Services.
Constraints Lack of centralized office space at the Ministerial Headquarters; Lack of institutionalized specialized training for staff members of professional directorates; Shortage of experienced legally qualified applicants to recruit in Namibia; Lack of case management, case tracking and automatic diarizing systems at some professional directorates; A need to reform the legislation on Mutual Legal Assistance and Extradition urgently in order to enable Namibia to render speedier and more effective assistance to requesting States and to make processes less cumbersome and less costly for the Namibian authorities. The United Nations Office on Drugs and Crime (UNODC) was approached for assistance in this regard. Lack of specialised skills in the areas of Mutual Legal Assistance and Extradition makes it difficult to meet a required level of quality output of assistance or requests. Lack of coherence amongst stakeholders, e.g. NAMPOL, Prosecutor-General and other line ministries causes delays in the processing of requests. Inadequate and poorly aligned organizational structure to support corporate strategies Manual processes which need to be automated; Some bills are taking too long to be completed due to vague or undetermined policy, and most of the time due to impulsive changes to the policy as a result of lack of knowledge in the subject matter or insufficient research on the subject by policy formulators; Lack of qualified policy formulators in the ministries, offices and agencies of Government; Overwhelming requests for ministries, offices and agencies of Government to the Directorate Legislative Drafting for assistance in the preparation of layperson draft bills; Incomplete briefing of legal directorates by line ministries when requesting for services such as drafting, legal advice or litigation; Expected civil claims emanating from Caprivi High Treason case;
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Programme 3: Promotion of good governance
Main activities: 01: Receipt and Investigation of complaints: Complaints relating to maladministration, misappropriation of public funds, human rights violations and the environment and natural resources of Namibia are received, investigated and resolved through enquiries, hearings, mediation and negotiation, soliciting of legal opinions, writing of reports, reviewing unconstitutional laws, instituting court proceedings.
02: Outreach and public education/awareness campaigns: Extend the Ombudsman‟s reach through the establishment of regional offices and conducting complaint intake clinics throughout Namibia, hold community meetings to address rural and marginalised communities, visit places of detention, produce and distribute education/information material and facilitate the development of a National Human Rights Action Plan to ensure that good governance and respect for human rights can become a reality.
Achievements: The Ombudsman only managed to resolve 75% of the complaints received during the period 1/4/2012-31/3/2013, although the aim was to resolve 80%; however, this is still 17% more than the 58% of complaints resolved during the previous financial year After many years of planning and anticipation, the Swakopmund Regional Office was finally officially opened on 7 December 2012 A new concertina-type brochure which includes all major languages in one single brochure was designed, printed and widely distributed Several radio and television adverts were designed and broadcasted The Ombudsman and the Director did weekly live radio interviews on National Radio (NBC) over a period of 36 weeks, focusing on the Namibian Constitution and especially Chapter 3, which deals with human rights
Constraints: Investigators were under a lot of strain due to vacancies arising as a result of resignations and promotions to other ministries; this constraint is addressed on a continuous basis by advertising and filling vacant funded positions Institutions complained against still fail to respond to enquiries from the Ombudsman within a reasonable amount of time, resulting in the resolution of complaints being unduly delayed. The Ombudsman will attempt to address this constraint by suggesting that O/M/A‟s appoint designated staff members to deal with enquiries from the Ombudsman Lack of expertise to investigate certain complaints, eg. environmental matters; this constraint will be addressed through specialised training to investigators
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Programme 4: Supervision and Support Services
Main activities: 01: Policies Supervision & 02: Coordination and Support Services: This activity encompasses managerial oversight, strategic leadership and corporate services which will enable other ministerial programmes to deliver their services and integrate the Ministry as a whole. This activity also coordinates the implementation of the Ministerial Strategic Plan and key strategic initiatives identified to be undertaken to achieve strategic objectives.
Achievements: Continuation of leadership training for emerging and established leaders; Commencing of project to establish performance frameworks and review job descriptions;
Constraints: Integrated Financial Management System which is still not providing real time data for planning and task scheduling. Lack of office space at Ministerial Headquarters.
5. MID-YEAR REVIEW
First Quarter Execution Revenue Source Estimate Collection Rate(%) Legal fees 110,000 6,854 6.2% Private telephone calls 12,000 690 5.8% Miscellaneous 575,000 3,544 0.6% Bail 3,000,000 354,900 11.8% Government Gazette 280,000 131,850 47.1% Photocopeis 85,000 20,368 24.0% Unclaimed money 100,000 6,225 6.2% Total 4,162,000 524,431 12.6% 5.1 Mid-Year Ministerial Revenue
First Quarter Estimated Full Revenue Source Estimate Y e ar Collection R e ve nue P ro je c t io n Legal fees 110,000 6,854 112,000 Private telephone calls 12,000 690 3,000 Miscellaneous 575,000 3,544 100,000 Bail 3,000,000 354,900 2,500,000 Government Gazette 280,000 131,850 450,000 Photocopeis 85,000 20,368 85,000 Unclaimed money 100,000 6,225 400,000 Total 4,162,000 524,431 3,650,000
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5.2 Mid-year Budget Execution by programme A c tua l Budgeted Revised Execution Programme Expe nditure Revised Estimate of Allocation Allocation in F irs t Qua rte r o f Rate(%) F ull-ye a r Expe nditure FY Administration of justice 334,571,000 154,789,780 46.3% 334,000,000 Provision of legal services 68,481,000 24,942,325 36.4% 68,400,000 Promotion of good governance 19,094,000 5,338,405 28.0% 19,000,000 Supervision and Support Services 124,125,000 46,710,539 37.6% 124,120,000 Total 546,271,000 0 231,781,049 42.4% 545,520,000
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VOTE 17 - MINISTRY OF REGIONAL AND LOCAL GOVERNMENT, HOUSING AND RURAL DEVELOPMENT
1. OVERALL SUMMARY The Ministry has the mandate to Coordinate and manage decentralization in Namibia. This entails transferring powers to Regional Councils, Local Authorities, and Traditional Authority structures, providing advisory services, technical support and capacity building. This involves developing policy guidelines and procedures, evaluating institutional readiness of Line Ministries and Sub-National government and legislation harmonization as well as introduce good governance principles; facilitating the recognition of traditional communities and ensure compliance with provisions of Laws/Legislations; ensuring adequate Legislation, policies and standards for Sub- National structures; coordinating and facilitating Rural Development activities, policies and legislation to ensure sustainable rural livelihoods, reduced poverty, improved living conditions and shelter, mitigate rural-urban migration and ensuring appropriate town planning and establishment, infrastructural development and land use management. Ensure effective discharge all prescribed functions through support services The Ministry received an allocation of N$1,374,575,000 in the 2012/13 financial year. The programme implementation rate for this financial year was 98.8%. While the programs have performed relatively very well, it is worth mentioning that the needs in the sub national governments remain a challenge. The challenges faced by the Ministry are the inability by many Local Authorities to sustain themselves which lead to the periodical suspense of bulk services. Due to urban expansion, compensation becomes a serious challenge. Aging and dilapidated infrastructure has become a concern as most of the Local Authorities do not have the resources for replacement and this contribute to massive revenue losses. Although no functions were delegated during 2012/13, significant progress has been made with the preparation of the public participation surveys for Regional Councils. Technical visits to Ghana and Uganda to study the delegation of Primary Health Care functions were undertaken. Training of Trainers on Regional Development Planning for Regional Councils and decentralizing line ministries conducted. Post Profiles for all posts on the structure of Regional Councils were finalized and are expected to be launched during this financial year.
2. PERFORMANCE OF MINISTERIAL TARGETS
Target1: Delegation of at least four (4) functions to the Regional Councils to be concluded by 2013/14
2010/2011 2011/2012 2012/2013 2013/2014 2014/2015 2015/2016 Target Actual Actual Actual Forecast Forecast Forecast
4 2 1 1 3 3 3 Decentralization In 2012/13 the decentralization activities aimed at delegation of three functions, namely that of Ministry of Information and Communication Technology; Gender Equality and Child Welfare; and Regional and Local Government, Housing and Rural Development
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Ministry of Information and Communication Technology The Ministry of Information and Communication Technology is at an advanced stage in its preparation for delegation of the Audio Visual and Print Media function. This follows the approval of the relevant Organization and Establishment and the subsequent filling of vacancies at regional level. The draft hand over agreements and Cabinet submission have been developed and final consultation with regional councils done which was followed by a consultation with the Trade Union during August 2013. The Cabinet submission for the delegation of the identified function is pending a consultation meeting as agreed with the Trade Union.
Ministry of Gender Equality and Child Welfare The restructuring of the ministry in line with decentralization plan which is a crucial step prior to delegation was not finalized in the reporting period and delegation thus not be effected. The Ministry‟s structure is approved.
Ministry of Education (MOE) Due to the limited budget of the regional councils for stocktaking, the stocktaking as required for the Handing over of the moveable property and stocks of education to the regional councils could not be fully executed. Another challenge for the successful implementation of the decentralization of education is the shortage of office accommodation space, where the education offices are not in the region under which they fall.
Ministry of Works and Transport (MWT) The Ministry held its annual consultative meetings with all Regional Councils during October 2012 as part of the monitoring and evaluation process. The Ministry developed Sector Specific Service Delivery Standards (SSSDS) for the Maintenance Function, to guide regional councils in the performance of the function and undertook consultations with Regional Councils.
Ministry of Lands and Resettlement (MLR) The functions of Resettlement Management; Management and Control of Communal Lands; Survey and Mapping; and Land Use Planning and Assessment were identified for decentralization. The Directorate facilitated a workshop MLR from 28 -31 January 2013 for the Management and Regional heads of the ministry as part of preparations for the delegation. The ministry has filled almost 90% of structure. Regional consultations with staff members took place during February to April 2013. The Cabinet submission was made and the delegation is pending Cabinet approval.
Monitoring and Evaluation The directorate undertook Readiness Assessment or audits of all 13 regional councils during April to May 2013. The assessments were aimed at determining the capacity
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PUBLIC PARTICIPATION
SURVEY ON THE FUNCTIONALITY OF DEVELOPMENT COMMITTEES The survey was conducted so far in the following regions, namely Ohangwena, Erongo, Kunene, Oshikoto, Caprivi, Kavango and Omaheke during November 2012 to February 2013. The surveys were aimed at establishing the functionality and effectiveness of the development committees as important planning platforms and to determine required interventions.
INFORMATION DISSEMINATION The DDC has provided information with regard to decentralization, to students from high institutions and disseminated information at the Ongwediva and Windhoek shows and trade Fairs during the period under discussion.
Target 2:Proclamation of six (6) towns by 2012/13 2010/2011 2011/2012 2012/2013 2013/2014 2014/2015 2015/2016 Target Actual Actual Actual Forecast Forecast Forecast
6 0 0 2 2 1 1 Progress towards meeting the target of 2012/13 Bukalo and Divundu was earmarked for proclamation in the financial year. Bukalo: Was proclaimed as a Village Council. Divundu: To be proclaimed as a Village Council. The Proclamation is pending due to a dispute.
Target 3: Complete construction of services and overhaul of infrastructure in twenty (20) towns by 2013/14 2010/2011 2011/2012 2012/2013 2013/2014 2014/2015 2015/2016 Target Actual Actual Actual Forecast Forecast Forecast
20 3 3 4 5 5 5 Progress towards meeting the target of 2012/13
Katima Mulilo: The construction of roads. Whk Consulting Engineers was appointed as consultant on this project. Documentation was prepared and tender was advertised and awarded. Contractor is on site.
Omaruru: The construction of sewerage reticulation and treatment plant. Aurecon Consulting Engineers was appointed as consultant on this project. Feasibility studies and design was done. Rebirth Trading CC was appointed and contractor is on site.
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Arandis: The construction of services (electrical). Worley Parsons was appointed as consultant on this project. Documentation was prepared and tender was advertised and awarded. No contractor on site, because contractor failed to provide performance guarantee.
Otavi: Phase 1 includes water and sewerage reticulation as well as the construction of roads. The consultant, Jacobs Consulting Engineering was appointed. Documentation was prepared and tender was advertised and awarded. Omusati Construction was appointed and works are completed.
Rundu: The construction of sewerage reticulation and roads. Worley Parson was appointed as consultant on this project. Documentation was prepared and tender was advertised and awarded to JPS Investment. Project is 87% completed.
Outapi: The construction of sewerage reticulation, roads and electricity. Ongwediva Consulting Engineers was appointed as consultant on this project. Documentation was prepared and tender advertised and awarded to Nekamato Civil cc, Gabz cc and Kambwa cc. Phase is completed.
Walvis Bay: The construction of sewerage reticulation and water. Element Consulting Engineers was appointed as consultant on this project. Documentation was prepared and tender was advertised and awarded to Aqua Services and Monric Works. Phase is completed.
Aussenkehr: The construction of the sewerage reticulation plant (phase III. 10/11) is completed. The construction of the sewerage reticulation plant, phase 4. The consultant, VML Consulting Engineers was appointed. Documentation is done and tender was advertised and awarded to contractor, TJ Civils. Contractor is on site. 100% of works completed.
Usakos: The construction of water and electrical services. Jacobs Engineering Consultant was appointed as consultant on this project. Documentation was prepared and tender was advertised and awarded. Project is 49% completed.
Grootfontein: The construction of sewerage and water reticulation phase 2. DCE Consulting Engineers was appointed as the consultant for this phase. Documentation is done.
Aranos: The construction of sewerage reticulation phase 2. Eni Consulting Engineers was appointed as the consultant for this phase. Documentation was prepared, tender advertised and awarded and contractor on site. Works on this phase is 54% completed.
Tsumeb: The construction of services. Ongwediva Consulting Engineers was appointed as consultant on this project. Documentation was prepared and tender was advertised and awarded Aqua Tan. Contractor is on site and project is 56% completed.
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Opuwo: The construction of sewerage reticulation and water. Knight Piesold was appointed as consultant on the project. Documentation was prepared and tender was advertised and awarded to Likoze Investment and Onyika Trading Company. Project is 84% completed.
Helao Nafidi: The construction of services. Preferred Services Management was appointed as consultant on this project. Documentation was prepared and tender was advertised and awarded to Emirates Trading. Phase is completed.
Eenhana: The construction of services. Aurecon Consulting Engineers was appointed as consultant on the project. Documentation was prepared and tender was advertised and awarded. Contractor on site. 21% of works are completed.
Omitara: The construction of services. Worley Parsons Consulting Engineering was appointed as consultant and contractor was appointed. Works on this phase is completed.
Okongo: The construction of a pump station. Whk Consulting Engineers was appointed as the consultant on the project. No progress on this project.
Gobabis: The construction of services. Denchie Consulting Engineers was appointed was appointed as consultant on this phase. Documentation was prepared, tender was advertised and awarded. Works are 14% completed.
Witvlei: The construction of services. Whk Consulting Engineers was appointed as consultant on this phase. Documentation was prepared, tender was advertised and awarded. Contractor on site. 29% of works completed.
Oshikuku: The construction services. Consulting Services Africa was appointed as the consultant on this project. Documentation was prepared and tender was advertised and awarded. Contractor on site. 59% of works are completed.
Okahao: The construction of services. Consulting Services Africa was appointed as the consultant on the project. Documentation was prepared and tender was advertised and awarded to Ilonga Civil and Mechanical and Electro Hisch Contracting. Project is completed.
Eheke: The construction of roads and electricity. Consulting Services Africa was appointed as the consultant on this project. Documentation was prepared and tender was advertised and awarded. 56% of works are completed.
Ongwediva: The construction of roads, water, electricity and sewerage reticulation. Consulting Services Africa was appointed as consultant on this project. Documentation was prepared and tender was advertised and awarded. 46% of works completed.
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Ondangwa: The construction of roads, water and sewerage reticulation. Jacobs Engineering and Consulting was appointed as consultant on this project. Documentation was prepared and tender was advertised and awarded. 61% of works are completed.
Uukwangula: The construction of roads and electricity. Consulting Services Africa was appointed as consultant on this project. Documentation was prepared and tender was advertised.
Okahandja: The construction of sewerage and water reticulation phase 2. Worley Parsons Consulting Engineers was appointed as consultant on this phase. Documentation was prepared and tender advertised and awarded. Phase is completed.
Okakarara: The construction of services. Worley Parsons Consulting Engineers was appointed as consultant on this project. Tender Documentation was prepared and tender was advertised and awarded. Contractor is on site. 17% of works completed. Omuthiyagwiipundi: The construction of roads and electricity. Consulting Services Africa was appointed as consultant on this project. Documentation was prepared and tender was advertised and awarded. Contractor on site. 60% of works completed.
Mariental: The construction of sewerage reticulation phase 2. ENI Consulting Engineers appointed as consultant on this phase. Documentation was prepared and tender was advertised and awarded. Contractor is on site. 54% of work completed.
Windhoek: The construction of services phase 1. Burmeister & Partners Consulting Engineers was appointed as the consultant on this phase. Documentation was prepared and tender advertised and awarded to Namibia Construction (Services) and Namibia Electrical Services (Electrical). 65 % of works completed.
Target 4: Getting rid of the bucket system in eleven (11) villages and settlement areas by 2012/13 2010/2011 2011/2012 2012/2013 2013/2014 2014/2015 2015/2016 Target Actual Actual Actual Forecast Forecast Forecast
11 0 2 2 4 3 3 Progress towards meeting the target of 2012/13
Gochas: The construction of water and sewerage reticulation and toilets phase 1. Eni Engineering was appointed as consultants on this phase. Documentation was prepared and tender was advertised and awarded. Works are completed.
Ariamsvlei: The construction of sewerage reticulation and toilets phase 1. Lithon Projects Consultants was appointed as consultant on this phase. Documentation was prepared and tender was advertised and awarded. 34% of work completed.
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Aus: The construction of services. Worley Parson Consultant was appointed as consultant on this phase. Documentation was prepared and tender was advertised and awarded to Aqua Utilities Corporation. Works are 50% completed.
Warmbad: The construction of services. Worley Parson Consultants was appointed as consultant on this phase. Documentation was prepared and tender was advertised and awarded to Pro Civils. Works are completed.
Target 5: Construction of 1,300 houses per year under urban/rural single quarter transformation and social housing.
2010/2011 2011/2012 2012/2013 2013/2014 2014/2015 2015/2016 Target Actual Actual Actual Forecast Forecast Forecast
1,300 1,338 1,331 1,343 1,300 1,300 1,300
Progress towards meeting the target of 2012/13 The Ministry did meet the target Target 6: Establishment of seven (7) Rural Development Centres by 2013/14 2010/2011 2011/2012 2012/2013 2013/2014 2014/2015 2015/2016 Target Actual Actual Actual Forecast Forecast Forecast
7 0 0 0 0 0 1
Progress towards meeting the target of 2012/13 LI Architects was appointed as the consultant for the construction of the seven (7) Rural Development Centres.
Karas: The consultation with the Regional Council and the communities had been conducted. The site had been identified by the Regional Council at Snyfontein. The land had been surveyed and the plan for the Centre has been completed. The tender for the fencing of the Rural Development Centre at Snyfontein was advertised in July 2012. The tender could not be awarded, because there was no contractor that qualified as per tender specification.
Hardap: The consultation with the Regional Council and the communities had been conducted. The site had been identified by the Regional Council at Asab. The land had been surveyed and the plan for the Centre has been completed. The tender to construct the fence of Rural Development Centre at Asab has been advertised and the tender could not be awarded due to the tender amount that exceeded the budgeted amount.
Caprivi: The consultation with the Regional Council and the communities had been conducted. The site had been identified by the Regional Council at Mosokotwane. The land had been surveyed and the plan for the Centre has been completed. The tender to construct the fence of Rural Development Centre at Mosokotwane has been advertised
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Kavango: The consultation with the Regional Council and the communities had been conducted. The site had been identified by the Regional Council at Rupara. The land had been surveyed and the plan for the Centre has been completed. The tender to construct the fence of the Rural Development Centre at Rupara has been advertised and the tender has been awarded. The site has been handed over and the construction of the fence and guardhouse is completed.
Kunene: The consultation with the Regional Council and the communities had been conducted. The site had been identified by the Regional Council at Werda. The land had been surveyed and the plan for the Centre has been completed. The tender to construct the fence of the Rural Development Centre has not been advertised, due to the fact that the Council needs to select another suitable site for the construction of the Centre.
Ohangwena: The consultation with the Regional Council and the communities had been conducted. The site had been identified by the Regional Council at Eembaxu. The land had been surveyed and the plan for the Centre has been completed. The tender for the construction of fence at Eembaxu Rural Development Centre was advertised in July 2012. The tender has been awarded. The site has been handed over and the construction of the fence and guardhouse is completed.
Omusati: The consultation with the Regional Council and the communities had been conducted. The site had been identified by the Regional Council at Ogongo. The land had been surveyed and the plan for the Centre has been completed. The tender to construct the fence of Rural Development Centre at Ogongo has been advertised and the tender could not be awarded due to the tender amount that exceeded the budgeted amount.
Target 7: Construction of two (2) offices per year for Local Authorities
2010/2011 2011/2012 2012/2013 2013/2014 2014/2015 2015/2016 Target Actual Actual Actual Forecast Forecast Forecast 2 0 1 1 2 2 2
Progress towards meeting the target of 2012/13
Mashi Traditional Authority (2011/12): L I Architects was appointed as the consultant on this project. Documentation was prepared and tender was awarded to Halutisani Investment. Works are completed.
Kambazembi Traditional Authority (2011/12): L I Architects was appointed as the consultant on this project. Documentation was prepared and tender was awarded and contractor on site. Works are 49% completed.
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Swartbooi Traditional Authority (2012/13): L I Architects was appointed as the consultant on this project. Documentation was prepared.
3. NON-TAX REVENUE Year 2010/11 2011/12 2012/13 Revenue Source Estimate Actual Estimate Actual Estimate Actual Private Telephone Calls 1,000 900 1,000 500 1,000 0 Unclaimed Cheques 1,200 1,803 1,200 0 1,200 41,849 Miscellaneous 12,200 188,560 12,200 62,404 50,000 14,282,878 Subdivision, Consolidation 0 280,668 0 364,178 300,000 740,650 & Extension Fees
Low Cost housing 5,000,000 111,922 0 0 0 0
Permission to Occupy Fees 0 4,550 0 0 0 0
Sale of Erven 0 770 0 0 0 0 Municipal Services 0 0 0 270 0 0 Total 5,014,400 589,173 14,400 427,352 352,200 15,065,377
Unclaimed Cheques No cheques were recorded during this period as unclaimed.
Miscellaneous It is rather difficult to make an accurate estimation on his revenue head. Income included is miscellaneous repayments, replacement of access control buttons, cheques from Government Attorney etc.
Subdivision, Consolidation & Extension Fees The fees for the above mentioned are a requirement for applications submitted for approval by the Minister and can therefore not be decentralized. The fees normally would cover administration and advertisement expenses. No budget estimation was made for the 2012/13 financial year. Budgetary provision was made in the 2013/14 financial year.
4. BUDGET EXECUTION 4.1 Overall Vote Actual Performance
Year 2010/11 2011/12 2012/13 Breakdown Estimate Actual Estimate Actual Estimate Actual Operational Budget 633,581 952,548 877,070 845,890,408 876,410 858,511,544 Development Budget 325,112 2,999 610,223 610,223,000 498,165 498,165,000 Development Partners Total 958,693 955,547 1,487,293 1,456,113,408 1,374,575 1,356,676,544
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4.2 Expenditure by programme N$ 000
Year Programme Activity 2012/13 Activity Code Code Budgeted Revised Actual Execution Programme Allocation Allocation Expenses Rate(%) Urban/Rural housing loans, Single quarters transforamtion, Social Housing and housing, Informal settlement upgrading, Development of local Infrastructure building materials, Community based 630,793 639,362 635,515 99.40 Development organizations, Recapitalization NHE, Planning, Surveying and designing, Provision of infrast
Enhancement of Regional Councils Regional and Local administration, Enhancement of Local Authority administration, Subsidy for Government Fire Brigade Services, Compensation 613,037 614,708 603,320 98.15 Coordination for loss of communal land, Local Economic Development Agency
Allowance for Traditional Leaders, Traditional Authority Training for Traditional Leaders, Annual meeting for the Council of 24,066 22,183 21,655 97.62 Coordination Traditional Leaders, Investigating Committees on tribal disputes
Accelerate decentralization, Institutional capacity for Decentralisation decentralization reform, Inter- governmental fiscal transfer system, 11,849 9,628 9,200 95.55 Coordination Decentralization system development, Improved information and communication strategies,
Social infrastructure services development support, Development of appropriate technology through Rural Development Centres, Rural Development Statistics and Research, Monitoring 64,830 58,694 56,986 97.09 and Evaluation, Rural youth employment scheme, Food, security and nutrition, One Regiona one i
Provision of infrastructure in the Trust Fund regions 30,000 30,000 30,000 100.00 Total 1,374,575 1,374,575 1,356,676 98.70
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4.3 Details of Programme Performance
Housing and infrastructure development;
Main Activities: Urban/Rural Housing loans Single Quarters Transformation Social Housing Promotion of Local Building materials Community Based Organisations Recapitalization of NHE Planning, Surveying and Design Provision of Infrastructure in Regions
Achievements: Construction of services in two towns/villages were completed in 2012/13 1,343 houses were built under the urban/rural housing loans, social housing, single quarters‟ transformation and community based organizations. The funds transferred to NHE were used to finance servicing of erven and the construction of houses.
Constraints: The cost of building materials have also increased, but the funding and loan amount remained the same i.e. Built Together. An increase in the loan amount will result in fewer beneficiaries if funding is not increased. The Ministry of Finance (Treasury) was approached to increase the loan amount. Limited funding also have an impact on the recapitalization of NHE and therefore reduce the output in terms of housing delivery.
Regional and Local Government Coordination;
Main Activities: Enhancement of Regional Council administration Enhancement of Local Authority administration Subsidy for Fire Brigade services Compensation for Loss of Communal land Local Economic Development
Achievements: Bukalo was proclaimed as a town in 2012/13. Procurement of fire trucks and equipment was concluded and funds were transferred to Local Authorities and Regional Councils as compensation to communities that needs to be relocated. Funds were also transferred to some Local Authorities for the construction of fire stations. Constraints:
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Limited funding for compensation also hampers the relocation process resulting in a delay in the construction of services.
Traditional Authority Coordination;
Main Activities: Allowances for Traditional Leaders Training of Traditional Leaders Annual Meeting of the Council of Traditional Leaders Investigating Committees on Tribal Disputes
Achievements: Capacity building workshops were conducted as well as the annual meeting of traditional leaders
Decentralization Coordination;
Main Activities: Accelerate Decentralization Institutional Capacity for Decentralization reform Inter-Governmental Transfer System Decentralization Systems Development Improved Information and Communication Strategies
Constraints: Due to the limited budget of the line Ministry to the regional councils for stocktaking, the stocktaking as required for the Handing over of the moveable property and stocks of education to the regional councils could not be fully executed. Another challenge for the successful implementation of the decentralization of education is the shortage of office accommodation space, where the education offices are not in the region under which they fall.
Rural Development Coordination;
Main Activities: Social Infrastructure Services Development Support Development of Appropriate Technology through Rural Development Centres Statistics and Research Monitoring and Evaluation Rural Youth Employment Scheme Food Security and Nutrition One Region One Initiative
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Achievements Consultants for the construction of Rural Development Centres were appointed. Feasibility studies were conducted and documentation was prepared. Tenders were advertised and awarded for the Construction of Rural Development Centers in Ohangwena and Kavango.
Trust Fund;
Main Activities: Capital Infrastructure Services Development Support
Constraints: Limited funding 5. MID-YEAR REVIEW
First Quarter Execution Revenue Source Estimate Collection Rate(%) Private Telephone Calls 1,000 0 0.0% Unclaimed Cheques 1,200 0 0.0% Miscellaneous 62,380 628,474 1007.5% Subdivision, Consolidation 320,000 111,940 35.0% & Extension Fees Municipal Services 0 0 0.0% Total 384,580 740,414 192.5%
5.1 Mid-Year Ministerial Revenue
First Quarter Estimated Full Year Revenue Source Estimate Collection Revenue Projection Private Telephone Calls 1,000 0 500 Unclaimed Cheques 1,200 0 9,000 Miscellaneous 62,380 628,474 641,000 Subdivision, Consolidation 320,000 111,940 320,000 & Extension Fees Municipal Services 0 0 Total 384,580 740,414 970,500
5.2 Mid-year Budget Execution by programme
April – June
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A c tua l Revised Estimate of Budgeted Revised Expe nditure Execution F ull-ye a r Programme in F irs t Qua rte r Allocation Allocation Rate(%) Expe nditure o f F Y Rural Development Support 73,239 73,239 5,008 6.8% 73,100 Support to Planning, Infrastructure 1,075,189 1,075,189 97,890 9.1% 1,080,105 and Housing Enhancement of Public 11,694 11,694 2,210 18.9% 11,614 Participation Co-ordination of Local Authorities 705,442 705,442 117,295 16.6% 700,359 and Regional Council Affairs Policy Supervision and Support Services108,286 108,286 18,635 17.2% 108,025 Total 1,973,850 1,973,850 241,038 12.2% 1,973,203
April – September
A c tua l Revised Estimate of Budgeted Revised Expe nditure Execution F ull-ye a r Programme in F irs t Qua rte r Allocation Allocation Rate(%) Expe nditure o f F Y Rural Development Support 73,239 73,239 30,759 42.0% 73,100 Support to Planning, Infrastructure 1,075,189 1,075,189 263,473 24.5% 1,080,105 and Housing Enhancement of Public 11,694 11,694 3,997 34.2% 11,614 Participation Co-ordination of Local Authorities 705,442 705,442 305,643 43.3% 700,359 and Regional Council Affairs Policy Supervision and Support 108,286 108,286 42,496 39.2% 108,025 Services Total 1,973,850 1,973,850 646,368 32.7% 1,973,203
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VOTE 18 - MINISTRY OF ENVIRONMENT AND TOURISM
1. OVERALL SUMMARY
The Ministry has made concerted efforts to accomplish all the ministerial targets. The Ministry of Environment and Tourism is one of the sectors overseeing a wide range of activities namely: tourism, environment management, protected areas, and the regulation of gaming and lotteries. The sector is also recognized for having high potential for poverty alleviation through employment creation, therefore, identified as part of the Targeted Intervention for Employment and Economic Growth.
The total budget allocation of N$572,450,000 during 2012/13 Financial Year has enabled the Ministry to execute within its mandate.
2. PERFORMANCE OF MINISTERIAL TARGETS
Target 1: To sustainably manage 22 protected areas and the ecological complexes in accordance with management approved Management Plans by 2016/2017
2010/2011 2011/2012 2012/2013 2013/2014 2014/2015 2015/2016 Target Actual Actual Actual Forecast Forecast Forecast 22 5 7 8 30 20 10 During 2010/2011 Dorob National Park was proclaimed. Consultations on the development of management plans for priority areas or complexes of protected areas completed. Protected Areas continued to draw thousands of tourists to Namibia. The international fascination with Namibia‟s Parks and Wildlife grew, as more visitors arrived, generating employment and stimulating development nationwide. Protected Areas were refined and expanded, placing great emphasis on local communities and ensuring that benefits are shared and that they spur both local development and conservation success. This includes the establishment of the KAZA TFCA and development of the Ai-/Ais Transfrontier Park. A variety of approaches were implemented to manage human wildlife conflict efficiently and effectively. These include prevention strategies which endeavor to avoid the conflict occurring in the first place and take action towards addressing its root causes and protection strategies that are implemented when the conflict is certain to happen or has already occurred, as well as mitigation strategies that attempt to reduce the level of impact and lessen the problem. The construction of management and tourism offices, sixteen staff houses and a workshop at Mahango station in the Bwabwata National Park was completed. An Environmental Impact Assessment and Social Impact study for the development of new staff housing at Ombika and Galton gate, Etosha National Park was completed. The Galton Gate Plan was also completed. The Fish River Viewpoint construction was completed. Interpretive materials for the viewpoint were finalized and printed.
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Trophy hunting in certain protected areas continued for the second year, generating about 13 million Namibia dollars. Five conservancies were registered and gazette bringing the total number of conservancies to 64. 2011/2012, Management plans for Bwabwata, Mudumu, Nkasa Rupara, Dorob, Namib Naukluft and Skeleton Coast Park completed and final drafts produced for approval. National Parks managed according to Management Plans A variety of approaches were implemented to manage human wildlife conflict efficiently and effectively. These include prevention strategies which endeavor to avoid the conflict occurring in the first place and take action towards addressing its root causes and protection strategies that are implemented when the conflict is certain to happen or has already occurred, as well as mitigation strategies that attempt to reduce the level of impact and lessen the problem. Seven conservancies were registered and gazette bringing the total number of conservancies to 71 2012/2013, The management plans for Daan Viljoen, Naute, Mangetti, Waterberg, Ai- /Ais, Tsau Khaeb (Spergebiet) and Khaudum National Parks are completed. The maintenance and management of protected areas continued that even species such as black rhino that seemed for extinction are on the increase. This maintenance and management of protected areas and wildlife where conducted during the period under review in accordance with activities such as water provision to game, wildlife crime prevention, inspections and law enforcement, human wildlife conflict management, infrastructure development, rural community involvement and participation in wildlife management.
The National Policy on Filming and Photography in Protected Areas aimed at promoting the sustainable development of Namibia by guiding filming and photography in protected areas was finalized and approved by Cabinet, and is being implemented. A variety of approaches were implemented to manage human wildlife conflict efficiently and effectively. These include prevention strategies which endeavor to avoid the conflict occurring in the first place and take action towards addressing its root causes and protection strategies that are implemented when the conflict is certain to happen or has already occurred, as well as mitigation strategies that attempt to reduce the level of impact and lessen the problem.
The implementation of the Human Wildlife Conflict Self Reliance Scheme continued in conservancies and areas of State land outside conservancies. The KAZA TFCA Integrated Development Plan was drafted and approved. The main purpose of the IDP is to demonstrate how the Government of the Republic of Namibia intends managing and developing the Namibian component towards addressing the issues, gaps and challenges identified through a situational analysis of the delineated area and meeting its obligations in respect of the KAZA TFCA stakeholders. Eight conservancies were registered and gazette bringing the total number of conservancies to 79 and over 240 000 Namibians benefiting from wildlife utilization and tourism development through the conservancy programme.
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2013/2014, Enhance the effective prevention of wildlife crime and the enforcement of national wildlife legislation in Namibia and ensure that wildlife and National Parks are managed effectively. Reduce illegal hunting of rare and endangered species to not more than 30 incidents of per year. To promote the conservation of natural resources and wildlife habitat in Namibia, and to ensure the sustainable use of wildlife resources. 2014/2015, Reduce illegal hunting of rare and endangered species to not more than 20 incidents of per year. Manage and regulate the utilization of natural resources on a sustainable basis and to strive for biodiversity conservation, maintenance and restoration. Increase revenue earned by the Ministry, as well as other public sector agencies and the private sector through the expansion of tourism and activities that promote the sustainable utilization of natural resources. Finalize the Protected Areas and Wildlife Management Bill to give effect to paragraph (l) of Article 95 of the Namibian Constitution by establishing a legal framework to provide for and promote the maintenance of ecosystems, essential ecological processes and the biological diversity of Namibia, and the utilization of living natural resources on a sustainable basis for the benefit of Namibians, both present and future, and to promote the mutually beneficial co-existence of humans with wildlife and to repeal the Nature Conservation Ordinance 4 of 1975. 2015/2016, Reduce human wildlife conflicts by 20% every year. Reduce illegal hunting of rare and endangered species to not more than 10 incidents of per year. Manage and regulate the utilization of natural resources on a sustainable basis and to strive for biodiversity conservation, maintenance and restoration. Increase revenue earned by the Ministry, as well as other public sector agencies and the private sector through the expansion of tourism and activities that promote the sustainable utilization of natural resources.
Target 2: Complete the implementation of the business plan and turnaround Strategy of NWR, approved by Cabinet in 2006 to ensure that the Company achieves profitability
2010/2011 2011/2012 2012/2013 2013/2014 2014/2015 2015/2016 Target Actual Actual Actual Forecast Forecast Forecast N$5 million profit by 2015 -36 -30 -27 -24 -10 N$5m
Target 3: To develop 10 economically viable and sustainable tourism enterprises by 2013/2014
2010/2011 2011/2012 2012/2013 2013/2014 2014/2015 2015/2016 Target Actual Actual Actual Forecast Forecast Forecast 10 4 10 2 5 7 5 2010/2011, Designs for four tourism enterprises have been drawn up, the plans approved and communities trained 2011/2012, Development of 10 lodges and B&B facilities across the country was approved. Construction of 7 lodges/B&B's commence
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2012/2013, 2 B&B's completed (Moclair B & B, Wanaheda, and Xclusive Guesthouse, Mariental) 2013/2014, 5 projects to be completed (Ngoma Community Lodge, Kambahoka Community Lodge, Treesleeper Community Camp, Traveller's Nest, Ohungu Community 2014/2015, 1) Launching and inauguration of 7 lodges/B&B's (2) Create linkages for JV's for 2 community lodges
Target 4: Implement and support the Wildlife Breeding Loan Scheme, with a target of 74 emerging farms by 2015/2016 2010/2011 2011/2012 2012/2013 2013/2014 2014/2015 2015/2016 Target Actual Actual Actual Forecast Forecast Forecast 22 5 7 8 30 20 10
During 2010/11, over game were translocated to a total of 21 farms, bringing the total of farms benefitting from this scheme to 41 so far in the MTEF period Translocation was also conducted during 2011-12 and increased the farms benefiting from the scheme to 82 farms. During 2012/13, 259 head of game was translocated to 9 farms bringing the total number of farms benefiting from the scheme to 91 Translocate more game to 33 farms Translocate more game to 10 farms Translocate more game to 10 farms
Target 5: To install electronic surveillance for levy verification on 60% of Registered, operational gaming machines by 2016/17
2010/2011 2011/2012 2012/2013 2013/2014 2014/2015 2015/2016 Target Actual Actual Actual Forecast Forecast Forecast 60% 40% Stakeholders consultative workshops conducted Developed the Gaming & Entertainment Bill developed. Lotteris Bill developed. Gaming & Entertainment Control Bill, and Lotteries Bill to be approved by Cabinet
Target 6: To grow tourism sector by 6.9%a year so that it reaches 22.9% contribution GDP in 2015 2010/2011 2011/2012 2012/2013 2013/2014 2014/2015 2015/2016 Target Actual Actual Actual Forecast Forecast Forecast 23% 7% 7% 7% 7% 7% 7% Tourism Policy distributed and sensitization conducted to pave way for the development of the Tourism Growth & Development Strategy and Investment Portfolio & Promotion Strategy. Consultants for the two strategies appointed, Growth Strategy presented to Management Tourism growth and development strategy and Investment Profile & Promotion strategy document to be developed Submit two strategies to Cabinet. Launch the documents
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Drafting of the Tourism Bill.
3. NON-TAX REVENUE Year 2010/11 2011/12 2012/13 Revenue Source Estimate Actual Estimate Actual Estimate Actual Park Entrance Fees 40,000,000 45,955,431 45,000,000 45,673,575 55,000,000 45,347,783 Registration of Professional 9,185 0 150,000 153,200 200,000 165,050 hunters
Registration of Culling team 767 0 30,000 20,400 30,000 17,000
Miscellaneous 264,377 2,268,334 1,000,000 2,123,270 2,000,000 3,845,293 Film Fees 200,000 100,350 220,000 222,610 220,000 262,705 Departmental Fines 4,000 14,560 2,000 111,645 15,000 2,733 Tourists Concessions 2,200,000 2,727,688 2,500,000 3,164,237 3,500,000 1,219,615 Application Fees for 50,000 51,000 80,000 54,000 80,000 16,004 Gambling Licenses Unclaimed Cheques 0 5,361,525 0 0 0 1,120
Wildlife Utilization Permits 233,886 719,450 600,000 801,070 850,000 758,150
Application Levy on 13,400,000 0 17,000,000 0 0 0 gambling income Wildlife Registration and 220,000 463,575 230,000 304,275 240,000 272,475 Licenses Total 56,582,215 57,661,913 66,812,000 52,628,282 62,135,000 51,907,928
4. BUDGET EXECUTION 4.1 Overall Vote Actual Performance Year 2010/11 2011/12 2012/13 Breakdown Estimate Actual Estimate Actual Estimate Actual Operational Budget 248,207 238,495 428,858 382,039 421,418 385,531 Development Budget 99,730 80,430 369,995 368,418 151,032 132,581 Development Partners Total 347,937 318,925 798,853 750,457 572,450 518,112 4.2 Expenditure by programme
Year Programme Activity 2012/13 Code Activity Budgeted Revised Actual Execution Breakdown Code Allocation Allocation Expenses Rate(%) Wildlife and Protected area 185,852 185,440 163,483 88.16 management Protection and management of key species 65,189 61,129 55,692 91.11 and natural resources Tourism Development and 128,568 130,845 128,367 98.11 Gaming Regulation of 41,959 42,021 38,688 92.07 environmental protection Infrastructure Development 14,640 15,075 15,229 101.02 and Maintenance Administration, 136,242 137,940 116,654 84.57 Coordination and Total 572,450 572,450 518,113 90.51
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4.3 Details of Programme Performance
Program 1: Wildlife and Protected Area Management
Main Activities: 1. Management of Protected Areas and monitor the implementation of Protected Area 2. Manage and regulate the utilization of wildlife resources on sustainable basis and strive for biodiversity conservation, maintenance and restoration. 3. Management of human wildlife conflict and the implementation of mitigation measures to reduce the conflict thereof. 4. Enhance the effective prevention of wildlife crime and the enforcement of national wildlife protection legislation in Namibia in collaboration with other partners and line Ministries. 5. Community Based Natural Resource Management, specifically the conservancy establishment and facilitation. 6. Supply of wildlife conservation, utilization and biodiversity oriented information and necessary assistance to game farmers and rural communities where required, including farm inspections for game utilization.
Achievements: 1. Namibia has established an impressive system of Protected Areas, managed by the State via the Ministry of Environment and Tourism. The national protected area network of the Ministry covers 17 percent of the country, and while the century old Etosha National Park and Namib Naukluft Park are deservedly regarded as the flagships of Namibia‟s conservation success, while all the country‟s protected areas have something unique to offer. The management plans for Daan Viljoen, Naute, Mangetti, Waterberg, Ai-/Ais, Tsau Khaeb (Sperrgebiet) and Khaudum National Parks were completed. 2. The maintenance and management of protected areas continued that even species such as black rhino that seemed for extinction are on the increase. This maintenance and management of protected areas and wildlife where conducted during the period under review in accordance with activities such as water provision to game, wildlife crime prevention, inspections and law enforcement, human wildlife conflict management, infrastructure development, rural community involvement and participation in wildlife management. 3. The National Policy on Filming and Photography in Protected Areas aimed at promoting the sustainable development of Namibia by guiding filming and photography in protected areas was finalized and approved by Cabinet, and is being implemented.
Constraints: 4. A variety of approaches were implemented to manage human wildlife conflict efficiently and effectively. These include prevention strategies which endeavor to avoid the conflict occurring in the first place and take action towards addressing its root causes and protection strategies that are implemented when the conflict is certain to happen or has already occurred, as well as mitigation strategies that attempt to reduce the level of impact and lessen the problem.
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5. The implementation of the Human Wildlife Conflict Self Reliance Scheme continued in conservancies and areas of State land outside conservancies. 6. The KAZA TFCA Integrated Development Plan was drafted and approved. The main purpose of the IDP is to demonstrate how the Government of the Republic of Namibia intends managing and developing the Namibian component towards addressing the issues, gaps and challenges identified through a situational analysis of the delineated area and meeting its obligations in respect of the KAZA TFCA stakeholders. 7. The CBNRM Programme has again proven that it can contribute towards the alleviation of poverty and the plight of rural communities. Development of enterprises to diversify income opportunities in many conservancies has been a key target and this was achieved during the year under review. Eight conservancies were registered and gazette bringing the total number of conservancies to 79 and over 240 000 Namibians benefiting from wildlife utilization and tourism development through the conservancy programme.
Program 2: Protection and Management of Key Species and Natural Resources
Main Activities: 1. Monitoring performance of key species and their habitats: National Rhino Program Subsidy for Fire Brigade services, Movement Study in Kavango Zambezi Transfrontier Conservation Area (TFCA) conducted and reports and maps produced 2. Kunene River Crocodile Survey 3. Other monitoring activities 4. Translocation of game to Cuba 5. Implementation of the Convention on International Trade in Endangered Species of fauna and flora (CITES)
Achievements: National Rhino Programme is an ongoing programme that focuses on the preservation and biological management of Namibia‟s black and white rhinoceros populations. The Programme is essential in the fight against the onslaught of poaching in the country. Under this programme, inter alia, 30 rhino satellite bracelets have been for security and to study rhino movements in Etosha National Park, Waterberg Plateau Park and the Kunene communal areas, telephonic National commercial white rhino survey which indicated a minimum population of 320 white rhino on commercial farms was conducted and Etosha Rhino Block Count for the North Eastern Sandveld was conducted. During the financial year 2012/2013 , 22 satellite collars were deployed on elephant, crocodile, lion, spotted hyena, wild dog, buffalo, giraffe and zebra to determine the movement patterns across borders and into communal areas where possible human- conflict may occur, to enable MET to make informed decisions on the management of the North East as part of the broader TFCA. The first phase of the Kunene River Crocodile Survey was completed 2012/2013. The purpose of the survey is to get estimates of crocodiles in the Kunene River, which will aid management in utilization quota setting, human wildlife conflict and the general health of the population. The first phase of the translocation of game donated by the Government of the Republic of Namibia to Cuban national park was translocated
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Program 3: Tourism development and Gaming
Main Activities: Create an enabling environment for tourism growth Two B&B's completed and operational, beneficiaries of projects trained in Enterprise development Tourism data in place (Tourism Satellite Account, Exit Survey) Computer operating system for Gaming revenue installed
Achievements: National Tourism Policy implemented Two B&B's completed and operational, beneficiaries of projects trained in Enterprise development Tourism data in place (Tourism Satellite Account, Exit Survey) Computer operating system for Gaming revenue installed
Challenges: Protracted law reform process Land tenure systems and conflicts at community level Lack of harmonized statistical data systems
Program 4: Regulation of Environmental Protection and Sustainable Resource Management
Main Activities: Promote sustainable development Improve environmental awareness & literacy Encourage participatory environmental planning and management Involve Namibia in regional and global environmental issues, programmes and treaties
Achievements: The draft National Biodiversity Strategy and Action Plan as well as the drafting Access and Benefits Sharing Bill are completed.
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Planned activities for the protection and sustainable resource management has been implemented through the Africa Adaptation project (AAP), NAMPLACE Project, CPP ISLM Project and NACOMA project hosted by MET. Implementation of climate change policy, strategy and action plan The three year Africa Adaptation Project for Climate Change ended successfully in December 2012. The five years Country Pilot Partnership Project for Sustainable Land Management also ended successfully in 2012. About N$ 7 million is secured from the Global Environmental Facility to develop the Third National Communication Reports and Biennial Update Reports under the United Nations Framework Convention on Climate Change Environmental management and Regulations, Enforcement of the Environmental Management Act , Monitoring and Enforcement of the EMPs; Revenue collection through the ECC application; Implementation of Cabinet directive on Namibia Custom Smelter Oversee the reduction of air pollutants at NCS Undertook soil analysis at NCS
Program 5: Infrastructure Development and Maintenance
Main Activities: Support, monitoring and evaluation of maintenance of Infrastructure in Protected Areas and regions Implement the Monitoring and Evaluation Plan for maintenance of infrastructure Facilitate the establishment and acquisition of the heavy equipment for North East and Etosha Regional workshop Conduct MET Infrastructure development needs assessment Develop the MET Infrastructure Development Plan
Achievements: Rehabilitation of road between Okaukuejo and Namutoni, fire breaks and cut lines in NP. Upgrade of water points to solar systems at Etosha and Khaudum. Construction of Etosha National Park fence. Construction of offices and houses in Halali and Namutoni
Program 6: Administration, Coordination and Investment
Main Activities: To secure adequate financial resources for implementation of the strategic plan HR Management and organizational development Asset Management and General Support
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5. MID-YEAR REVIEW
5.1 Mid-Year Ministerial Revenue 1st & 2nd Estimated Full Y e ar Revenue Source Estimate Quarter R e ve nue Collection P ro je c t io n Park Entrance Fees 55,000,000 8,818,410 55,000,000 Registration of Professional 200,000 17,800 200,000 hunters Registration of Culling team 28,000 12,400 28,000
Miscellaneous 800,000 44,335 800,000 Film Fees 300,000 7,700 300,000 Departmental Fines 15,000 1,100 15,000 Tourists Concessions 3,500,000 54,450 3,500,000 Application Fees for 80,000 1,000 80,000 Gambling Licenses Wildlife Utilization Permits 850,000 441,640 850,000
Wildlife Registration and 420,000 47,085 420,000 Licenses Total 61,193,000 9,445,920 61,193,000
5.2 Mid-year Budget Execution by programme
Budgeted Revised Actual Expenditure Revised Estimate of Programme Execution Allocation Allocation in First Quarter of FY Rate(%) Full-year Expenditure Wildlife and Protected area 187,191 85,827 45.8% 187,191 management Protection and management of 59,633 15,005 25.2% 59,633 key species and natural resources Tourism Development and 112,650 30,505 27.1% 112,650 Gaming Regulation of environmental protection and sustainable resource 66,572 38,726 58.2% 66,572 Management Infrastructure Development and 18,902 1,978 10.5% 18,902 Maintenance Administration, Coordination and 211,854 58,482 27.6% 211,854 Investment Total 656,802 0 230,523 35.1% 656,802
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1. OVERALL SUMMARY
The Ministry of Trade and Industry is charged with the responsibility of spearheading the development and expansion of the country‟s trade and industry sector, as an important source of growth, employment and the country‟s ability to compete in the regional and global markets. In this regard, the Ministry devises appropriate policy and legal frameworks and programmes for attracting and facilitating domestic and foreign direct investment, promoting an entrepreneurial culture and a dynamic local industrial sector, as well as for expanding and diversifying industrial production, export markets and sources of production inputs. A number of programmes and projects were implemented during the MTEF period under review aimed at achieving the Ministerial Targets and contributing towards the realisation of broad national development objectives.
2. PERFORMANCE OF MINISTERIAL TARGETS
Target1: To achieve a 15% increase of Namibian exports by 2014 2010/2011 2011/2012 2012/2013 2013/2014 2014/2015 2015/2016 Target Actual Actual Actual Forecast Forecast Forecast Increase by 15% by 2014 2.7% 2.7% 18.4% 11.1% 0 Export to the World N$ 38 billion N$ 38 billion N$ 45 billion N$ 50 billion N$57.5 billon
The table above indicates an increase in the value of exports from N$ 38 billion recorded during the 2011/12 financial year to N$ 45 billion during 2012/13, representing a growth of 18.4%. This increase has been attributed to significant exports of Natural or cultured pearls, precious or semi-precious stones; Ores, slag and ash; Fish and Zinc due to an increase in demand in the world market.
Although, the largest share of Namibia‟s exports to the rest of the world is made up of mineral products as highlighted above, this does not mean that there were no improvements in other categories of products. Worth mentioning is the improvements in the exports of manufactured products as a percentage of total exports which increased from 22.4% in 2011/12 to 24.1% in 2012/13 financial year. Product categories where significant improvements are notable are beverages, sprits and vinegar, preparations of meat (fish, crustaceans) as well as salt, sulphur, earth & plastering material, lime and cement.
According to the trade statistics compiled by the Namibia Statistics Agency, Namibia‟s major export destinations in 2012/13 were South Africa (N$ 7 billion), United Kingdom (N$ 5 billion), Angola (N $ 3 billion) and Belgium (N$ 3 billion). It is also notable that the breakdown of exports by economic blocs shows that the bulk of Namibia‟s exports for the year 2012/13 were destined to SADC countries. In the year under review Namibia exported goods to the value of about N$ 15.8 billion to SADC, representing 32% of total exports. During the year 2011/12, Namibia exported goods to the value of
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N$ 11.7 billion or 29% of total exports to the SADC market. This represents an increase of 34% in exports to SADC. Exports to the SACU market amounted to N$ 9.7 billion in the reporting year, representing a share of 20 percent (up from 17 percent in 2011/2012) which represent an increase of 41%.
The statistics above reflect a positive correlation to the Ministry‟s programme of activities undertaken to ensure that the above scenario is sustained to reach the Ministry‟s target of 15% in export of Namibian products by 2015. This includes a number of trade promotion activities undertaken in various countries as well as trade negotiations that the Ministry is involved in at SADC, SACU, COMESA-EAC-SADC Tripartite, and the EU-SADC-EPA process to facilitate/secure market access for Namibian products and to resolve non-tariff barriers.
With regards to trade promotion and facilitation, during the year under review, the Ministry provided financial and technical support to various local companies and entrepreneurs to participate in trade fairs and exhibitions as well as in business missions in the region and internationally. Three hundred and sixty five (365) companies benefited from this support for which the Ministry spent N$4,617,420.05. This is a significant achievement in comparison to one hundred and ninety nine (199) companies that benefited from N$2,548,734.00 during the last financial year. Namibia also participated in the Tendence Fair, Frankfurt, Germany
Five Companies were financially supported to attend this trade air and three of them secured orders. Peace Collection cc, a manufacturer of hand-made jewellery, secured orders with a Japanese company and three trial orders made according to the customer‟s specifications were shipped. Casa Anin cc, a manufacturers of embroidery bed linen, secured an annual contract of N$130 000 with a European company. Kalahari Wild Silk, a manufacturer of wild silk products, secured orders with a Fashion Boutique in Zanzibar, Tanzania. Global Village Exhibition (at the XIX Aids Conference), Washington D.C, USA and Business Trip to Toronto, Canada Through the Ministry's sponsorship two SMEs from Opuwo participated in these two events and managed to sell and secure orders worth N$194 000-00 for bracelets made from recycled PVC water pipes. The SMEs also produced a video explaining the Ovahimba culture and Crafts to be used in Royal Ontario Museum (in Canada) collection and were paid N$ 10, 000.00. The promotional video is available on Youtube.
Lusaka Commercial and Agricultural Show, Zambia Through participation at the Lusaka Commercial and Agricultural Show, Rabboni Consulting Services has managed to penetrate the Zambian market by exporting agro products such as dates and raisins. The company has now received numerous calls for fresh grapes and foresee a big market demand for Aussenkehr/Noordoewer farm fresh produce.
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With regard to market development with long-term impact on Namibia‟s trade and export promotion, the Ministry of Trade and Industry has acquired land in the Republic of Congo and the Democratic Republic of Congo. The objective is to construct trade and industrial estates in these countries is to ensure that the necessary infrastructure to support Namibian exports and their competitiveness in these markets and the rest of Africa are in place. The Ministry has also conducted 13 market studies for the meat sector under the market research programme; 82 companies were assisted in the areas of labelling, standards and product development to meet the international requirements; while 13 SMEs in the business of jam and juice production were trained.
Target2: To achieve an improvement in Namibia's competitiveness ranking in Africa to possition three (3) by 2014, on the Africa Competiveness Index 2010/2011 2011/2012 2012/2013 2013/2014 2014/2015 2015/2016 Target Actual Actual Actual Forecast Forecast Forecast 20% of FDI increase by 43.2% 25.0% 55% decline 20.0% 20.0% 2014
Source: BoN 2012 Annual Report A combination of domestic savings and foreign capital has boosted the country‟s level of investment and industrial activity. During the reporting period, the Ministry, through its investment promotion agencies, implemented measures aimed at nurturing domestic investment and attracting foreign direct investments. On an annual basis, FDI inflow declined from to a mere N$2.9 billion during 2012 in comparison to FDI inflows of N$6.5 billion during 2011 and N$5.2 billion in 2010 and therefore resulting in a 55% reduction. This was mainly due to the category, other capital (i.e. inter-company loans) which dropped to N$1.4 billion as a result of decreased net borrowing of foreign-owned entities from their parent companies abroad, thus contributing to the reduced FDI inflows. This reduction can be attributed the continued prevalence of economic crisis which continues to negatively affect a number of economies. In addition, Reinvested earnings, which also made a tangible contribution, also decreased to N$1.4 billion when compared to 2011, due to lower operating profits made by Namibian entities during 2012. This reduction doesn‟t necessarily imply that we have under-achieved on our overall Ministerial target because we have overachieved in the previous years, but it implies that we did not meet our projected growth in FDI for the financial year under review. As part of the Ministry promotion efforts 20 000 electronic and print promotional materials were produced and disseminated to various Embassies / High Commissions abroad, Commercial Counsellor offices and potential investors. The Ministry embarked on the dedicated “Eye on Namibia” CNN campaign to promote Namibia on the international platform and also placed adverts and editorial at strategic slots in the following publication such as Flamingo, Namibia Trade Directory, Highburg Safika Media, Regime Advertising, and African Decision. As a result, the Ministry facilitated and hosted over 7 inward (Italy, DRC, Denmark, France, South Africa, China and UAE) and 11 outward (in which local business people took part from various part of the regions) trade and investment missions to and from
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Namibia Trade Forum (NTF)
Activities: The main purpose of this programme is to ensure that consultation and dialogue takes place between the public and private sector in the area of international and domestic trade policy and investment . It is also to strengthen and institutionalise Public-Private sector dialogue, and strengthen the capacity of private sector associations.
Achievements:
Trade Negotiations: Most actively involved in on-going negotiations processes on market access of trade in goods and services. The focus has been on SADC EU Economic
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Partnership Agreements, COMESA EAC SADC Free Trade Area, SADC Trade in Services and SACU EFTA meetings especially on the expansion of the Beef quota. Private sector has been part of the negotiation process and given inputs into the overall negotiations. Main function was to consult with private sector and liaise with MTI.
Conducting Studies in input into domestic and international trade policy Two studies were commissioned and funded to look at the following: Dairy Competitiveness: The findings were used in the interventions to support the dairy industry both short and long term. Implications for Namibia in the Tripartite Free Trade Agreement: most of the gains from the FTA will be in the removal of non-tariff barriers, as Namibia is quite an open economy with very few tariffs on selected goods and products.
Constraints: The major constraint with the operations of the NTF relate to staffing and establishment of administrative processes. The Committees of the NTF were also not functioning optimally.
Target 3: To achieve an improvement in Namibia's competitiveness ranking in Africa to position three (3) by 2014, on the Africa Competitiveness Index
2010/2011 2011/2012 2012/2013 2013/2014 2014/2015 2015/2016 Target Actual Actual Actual Forecast Forecast Forecast Improve Namibia's competitiveness ranking in 4 7 7 3 3 Africa to position three (3) by 2014 As indicated in the table above, Namibia was ranked as the 7th most competitive country in Africa according to the 2012-2013 Global Competitiveness Report (GCR) by the World Economic Forum. Namibia therefore remains in 7th position in Africa from the previous 2011-2012 rankings. Namibia has been surpassed by Rwanda (3rd), Morocco (4th), Seychelles (5th) and Botswana (6th). In the global rankings (GCR), Namibia has dropped from 83rd to 92nd position.
Namibia was ranked as follows: Basic requirements 68th (2011GCR), 82nd (2012) Efficiency enhancers 97th (2011GCR), 105th (2012) Innovation and sophistication factors 95th (2011GCR), 103rd (2012)
The main areas of weakness, as indicated in the latest GCR (2012-2013), are inadequately educated workforce, access to financing, corruption, restrictive labour regulations and inefficient government bureaucracy. Some of the interventions that could help the country to improve its competitiveness ranking are: streamlining of the processes of starting a business by among others establishing a “one-stop-shop” or “Single Window” client service system; boosting technology and innovation; enhanced and coordinated support for manufacturing and
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Target4: To achieve a 10% increase in the contribution of manufacturing output and value added activities to GDP by 2014
2010/2011 2011/2012 2012/2013 2013/2014 2014/2015 2015/2016 Target Actual Actual Actual Forecast Forecast Forecast To achieve a 10% increase in No verifiable No verifiable manufacturing output to 13% 13.9% 14% data data GDP by 2014 According to national accounts, the manufacturing sector recorded a 14% contribution to the country‟s GDP in 2011, making the sector the main contributor in the secondary industries sector. The sector thus recorded an annual growth of 1% in 2011 as compared to 0.5 % in 2010. The observed increase is attributed to growth in diversification into agro-processing including game meat and other manufacturing activities. Some of the MTI‟s activities to which the growth in the manufacturing sector is attributable are such as the commissioning of the Industrial Upgrading and Modernization Program, the extension of the Sites and Premises programme and others. Further, the adoption of the Industrial Policy may also have played a role as it provides a more intensified and integrated approach towards all initiatives aimed at improving and enhancing the competitiveness of the manufacturing sector. Notwithstanding all impeccable MTI initiatives, specifically for industries (manufacturing sector), there is no system (or indicator) in place to precisely and distinctively measure the percentage growth in the manufacturing sector contribution to GDP, attributable to MTI initiatives and activities. However, it can safely be concluded that the MTI initiatives towards the sector are making strides in growing the sector both in terms of employment and output produced. The growth of this sector is expected to be further spurred, beyond the projected /forecasted figure, above, upon the completion and
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Target 5: To achieve a 20% increase in the contribution of the SME sector to GDP by 2014
2010/2011 2011/2012 2012/2013 2013/2014 2014/2015 2015/2016 Target Actual Actual Actual Forecast Forecast Forecast 20% increase in the No No contribution of SME sector to Verifyable Verifyable 12% 14% 16.8% GDP by 2012 data data The SME sector is widely recognised as an important means for alleviating unemployment and poverty, and for realising sustainable socio-economic development and contribution to the country‟s GDP. As such, the development and growth of the SME sector continues to be one of the areas of priority and focus of the Government and the Ministry‟s programmes over the past and coming years. During the past 8 years until to date there are no recent surveys and readily available figures on the performance of the sector since the 2004-2005 surveys. According to those surveys, the sector‟s contribution to the GDP stood at about 12%, while the share of employment created was about 20% in 2003 and 2004. While no reliable data exists yet, it is expected that these figures might have changed upward over the past years including the reporting financial year due to the numerous deliberate measures that the Government, through the Ministry of Trade and Industry, and other partners have implemented aimed at addressing the constraints faced by the sector and to boost its performance and contribution to job creation and the country‟s GDP. The Ministry in 2009 commissioned an enterprise census, which is expected to provide a basis from which a national representative sample can be drawn in terms of business classifications and growth . The census results are still to be published. In attempt to overcome the situation of the unavailability of reliable data, the Ministry of Trade and Industry will embark on a national project to review the SME Policy and Programme, 1997 as well as commission a survey to determine the sectors contribution toward employment creation and poverty reduction. This emanated from the fact that numerous public and private interventions have been put in place to address challenges facing the SMEs sector and these interventions might have positive impact on the sector‟s growth.
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Target 6: 100% of new company, close corporation and industrial property registrations inclusive of name reservations done within 10 working days by 2014
2010/2011 2011/2012 2012/2013 2013/2014 2014/2015 2015/2016 Target Actual Actual Actual Forecast Forecast Forecast 100% registration of companies and close 80% 85% 90% 95% 100% corporations by 2014 The target was achieved as far as Companies and Close Corporations registrations are concerned. It takes approximately 7 working days to complete business registration processes. The target was achieved with ease due to the use of the Integrated Company Registration System (ICRS) for receiving and processing applications, as well as the increase in human resources in the form of contract workers.
For the Industrial Property Rights registration processes, the Sub-division uses Industrial Property Automated System (IPAS) to receive and process the application. Although IPAS has capacity to bring about efficiency and effectiveness, the Sub-Division has not managed to optimize the benefits of the System. IPR registration still takes approximately 12 Months. Due to the legal requirements on timelines, stipulated in the respective legislations, registration process of IPR would take at least 3 Months. However, the period varies depending on the whether or not there are oppositions, and the response of the applicant to the Office actions. The target was thus not achieved. The target could be achieved by optimal use of IPAS as well as increased in human capacity. In essence approximately 85% of the target was achieved. This is regarded as a fair approximate because business registrations counts for 85% of the activities, whilst IPR counts for 15%.
3. NON-TAX REVENUE
Year 2010/11 2011/12 2012/13 Revenue Source Estimate Actual Estimate Actual Estimate Actual 001 Asize fees 40,086 0 39,170 0 39,170 002 Private telephone calls 5,500 0 1,951 0 1,951 004 Miscellaneous 106,194 0 96,281 22,396 96,281 Total 151,780 0 137,402 22,396 137,402 0
4. BUDGET EXECUTION
4.1 Overall Vote Actual Performance Year 2010/11 2011/12 2012/13 Breakdown Estimate Actual Estimate Actual Estimate Actual Operational Budget 235,871,000 200,950,209 254,309,000 242,688,630 265,374,000 264,434,065 Development Budget 254,818,000 254,818,000 303,743,000 300,164,626 462,486,000 453,422,720 Development Partners Total 490,689,000 455,768,209 558,052,000 542,853,256 727,860,000 717,856,785
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4.2 Expenditure by programme
Year Programme Activity 2012/13 Activity Code Code Budgeted Revised Actual Execution Programme Allocation Allocation Expenses Rate(%) Management of Bilateral, Regional and 01 13,924 13,696 98.4% Multilateral Trade Membership Fees and other 02 11,500 11,500 100.0% Contributions Local Trade Fairs and Exhibitions 03 6,000 4,260 71.0% External Trade Offices 04 9,000 8,824 98.0% Trade Promotion and Support to Industry Associations 05 3,200 3,124 97.6% 01 Facilitation National Branding 06 4,000 3,833 95.8% Construction of Trade and Industrial 07 78,000 77,674 99.6% Centres Export Promotion 08 13,500 12,837 95.1% Namibia Board of Trade 09 8,000 8,000 100.0% Participation in Expo 2012 in Korea 10 8,000 8,000 100.0% Sub-Totals 155,124 151,748 97.8% Small Business Support Services 01 10,052 9,563 95.1% Business Development to Support the 2,500 2,488 Improvement of Living Conditions of 02 99.5% Katutura Residents Entrepreneurship Development 5,987 5,987 03 100.0% Programme Equipment and Technology Acquisition 04 38,868 37,905 97.5% Regional Technology, Economic 7,500 7,500 SME and Entrepreneurship Development Centres & Apprenticeship 05 100.0% 02 Development Programme Support to Industry Associations and 8,000 7,890 06 98.6% SME Service Providers SME Bank Capitalisation 07 15,926 15,926 100.0% Business Development to Support 15,000 15,000 Socio-Economic Development in 08 100.0% Hardap and Karas Regions Garment Factories Development 09 6,300 6,149 97.6% Sub-Totals 110,133 108,408 98.4% Industrial Policy Development and 01 2,000 1,800 90.0% Planning Industry Sector Analysis and Planning 02 25,916 25,426 98.1% Industrial Upgrading and 03 7,300 7,300 100.0% Modernization Programme Indusrial Planning and Industrial Infrastructural Development 04 170,000 169,779 99.9% Infrastructural 03 Strategic Sector Wide Promotion and Development 05 2,000 1,823 91.2% Development Upgrading of NDC Properties 06 10,000 10,000 100.0% Kavango/Mangetti Cattle Ranch 07 10,000 9,995 100.0% Naute Date/Grape Development Project 08 40,115 39,880 99.4% Sub-Totals 267,331 266,003 99.5% Improvement of Intellectual Property, 01 11,532 10,632 92.2% Franchises and Business Registration Domestic Market Consumer Protection, Franchising and 04 02 11,000 10,756 97.8% Competitiveness Internal Market Regulation Subsidy to SOEs under MTI 03 76,500 76,500 100.0% Sub-Totals 99,032 97,888 98.8%
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Investment Promotion and Marketing of 13,918 13,627 01 97.9% Namibia Spatial Development Initiative 02 2,000 1,900 95.0% Reform of the Institutional and Legal 4,000 3,860 03 96.5% frameworkfor Investment Domestic and Foreign Investment Research and Improvement 4,000 3,821 Direct Investment 05 04 95.5% of Domestic Investment Environment Promotion Support to Industry Associations 05 2,000 2,000 100.0% Katwitwi EPZ Park 06 5,000 5,000 100.0% Oshikango EPZ Park 07 2,000 2,000 100.0% Omahenene Business Park 08 2,000 2,000 100.0% Sub-Totals 34,918 34,208 98.0% Financial Management 01 2,564 2,544 99.2% Internal Audit 02 250 224 89.6% Human Resources Management and 17,952 17,688 03 98.5% Development Information Communications 15,848 15,570 04 98.2% Technology and Corporate Administration 06 GeneralCommunications Administration 05 12,258 11,651 95.0% Wellness and Gender 06 250 0 0.0% Construction of new Ministerial Head 0 0 07 0.0% Offices Acquisition of Regional Offices; 12,200 11,925 08 97.7% Residences and Commmercial Offices Sub-Totals 61,322 59,602 97.2% Total 727,860 717,857 98.6%
4.3 Details of Programme Performance
Trade Promotion
Main Activities: The main purpose of this programme is to increase exports of Namibian made goods and services and enhance regional and global trade and economic integration. Achievements: As the National Focal Point on international trade relations, the Ministry of Trade and Industry continued to be at the forefront of co-ordinating Namibia‟s engagements in bilateral, regional and multilateral trade negotiations and arrangements during the 2012/13 financial year. Some of the major achievements under this programme during the reporting period are: Consolidation of the SADC FTA through the implementation of tariff phase- down by most SADC member states as well as the establishment of a control mechanism for the elimination of tariff barriers to trade in the region; Elimination of non-tariff barrier through online reporting systems. Namibia has designated a focal person to monitor the problems related to non-tariff barrier as it may be reported through the online reporting system.
With regards to trade promotion activities, the Ministry has achieved the following: Assistance to three hundred and sixty five (365) companies benefited from this
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support for which the Ministry spent N$4,617,420.05. This is a significant achievement in comparison to one hundred and ninety nine (199) companies that benefited from N$2,548,734.00 during the last financial year. The purpose of this intervention is to provide Namibian entrepreneurs a platform to exhibit their products and secure supply opportunities; The Ministry of Trade and Industry has acquired land in the Republic of Congo and the Democratic Republic of Congo. The objective is to construct trade and industrial estates in these countries is to ensure that the necessary infrastructure to support Namibian exports and their competitiveness in these markets and the rest of Africa are in place. The Ministry has also conducted 13 market studies for the meat sector under the market research programme; 82 companies were assisted in the areas of labelling, standards and product development to meet the international requirements; while 13 SMEs in the business of jam and juice production were trained
Constraints: Following below are some of the main factors that prevented the Ministry from undertaking some of the activities it planned to carry out and for Namibia to fully benefit from some of the trade related opportunities that have been secured through trade agreements: The Ministry could not go ahead with the construction of trade centers in DRC and Congo Republic due to delays on the part of the authorities of those countries to finalize the allocation and transfer of the land that has been identified for the development of the envisaged trade infrastructures that are met to benefit Namibian companies seeking to enter those markets; Most Namibian companies are still not able to take advantage of existing and new export opportunities that have been secured through trade agreements due to various supply-side constraints such as high risk in venturing into foreign markets in the absence of instruments such as export credit and insurance; The pace towards deeper regional and global economic integration and removal of barriers to trade is slow due to diverse national interests and levels of development; Limited resource allocations to the Ministry thus preventing it to assist more needy local entrepreneurs to develop their supply-side capacity and expand their sales at home and into other markets; There is a need for other trade development programme to supplement existing ones such as the establishment of an export-import financing /export credit and insurance facility. The Ministry is also faced human capacity constraints hence the need for on-job training as well as the restructuring of some directorates such that their structures meets the today‟s challenges.
SME and Entreneurship Development
Main Activities:
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This programme is aimed at developing and promoting entrepreneurship by increasing and improving the entry and participation of emerging and existing small and medium enterprises which are predominantly owned by previously disadvantaged Namibians into the mainstream of the economy. The main focus of this programme is on value addition, employment creation and income generation, technology acquisition and transfer.
Achievements: Under this programme, these were some of the notable achievements made: Assistance of production technology in the form of equipment and machinery was provided to 517 start-ups and existing small and medium entrepreneurs in all the 13 Regions which resulted in about 800 direct employment opportunities created. SMEs were assisted with equipment and machinery as follows; Erongo region (40); Hardap region (34); Karas region (43); Kavango region (70); Khomas region (111); Kunene region (39); Ohangwena region (19); Omaheke region (21); Omusati region (38); Oshana region (36); Oshikoto region (27); Otjozondjupa region (42) and Zambezi region (22). Production equipment and machinery were granted to SMEs in various business activities such as garment, bricks making, construction and renovation, agro and food processing, jewellery making, bakery, mahangu and maize milling, wheel alignment and auto repairs, welding and metal fabrication and others. One Hundred and Seventy Six (176) were assisted with entrepreneurship training and workshop and mentorship services in the areas of business management, marketing export promotion and trade facilitation. The establishment of the SME Bank was facilitated by Government through the Ministry of Trade and Industry through capitalization for setting up the institutional operational structure to enable the Bank to perform its financing role to the SMEs. The SME Bank therefore started its operation in December 2012.
Constraints: Despite the achievements made under the programme, there are some critical elements constraining the effective implementation of the programme such as Insufficient applications for assistance of production equipment and machinery by entrepreneurs from some of the regions within the preference areas of qualifying for assistance under the programme. Lack of appropriate effective monitoring and assessment tools for the effective utilization of the equipment by the entrepreneurs and impacts made under the programme in all the regions. Lack of effective institutional structure and insufficient of personnel dedicated for the administration and implementation of the programme resulting in backlogs of un-adjudicated applications, cumbersome process of procuring the adjudicated requests. Sustainability of the programme since it is entirely depending on the annual budget allocation of resources. Lack of implementation mechanisms to assist targeted entrepreneurs in a form of cooperatives or group due to the lack of entrepreneurship skills among the
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entrepreneurs requesting for assistance under the programme.
Industrial Planning and Infrastructural Development
Main Activities: The purpose of this programme is to promote and facilitate industrial development through planning, industrial policy and programs development and oversee effective implementation as well as monitoring coordination and evaluation.
Achievements: Construction of a number of community markets and SME business parks in a number of needy regions and villages across the country, resulting in affordable premises for budding entrepreneurs and thousands of temporary and permanent jobs for the local population; Adoption of Namibia‟s first Industrial Policy; Construction of a fully equipped garment factory in Windhoek, which is expected to create hundreds of further direct and indirect jobs; Construction of new appropriate offices for the Ministry in some of the regions, where such did not exist Launch of the Industrial Upgrading and Modernizations Programme Implementation of the Industrial Upgrading and Modernization program (IUMP) Assisted 10 manufacturers to upgrade and modernize production and operation systems in seven regions in the following sectors: agro-processing, mineral beneficiation (metal and nonmetallic), Poultry (food processing) IUMP website developed and functional
Commissioned regional studies to determine the socio-economic development potential and opportunities in the Hardap and Karas Regions as part of the plan to Commissioned a study aimed at identifying business development opportunities and threats to improve living conditions of the inhabitants of Katutura and the surrounding areas
Constraints: Lack of serviced industrial land and the high cost of purchasing and servicing land for industrial purposes in most parts of the country including major cities; Delays in completion of the capital projects due to lack of working capital and project management skills on the part of most small contractors; Limited budgetary allocations, on the one hand, and a huge demand from the various regions and needy communities in the country on the Ministry to assist in constructing community markets and business parks, on the other. Lack of specialized institutions and skills to facilitate development of industries in the country Lack of technical skills Lack of development institutions to complement development of industries
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Domestic Market Competitiveness
Main Activities: The Programme focuses on the initiation, development and adoption of appropriate legal and regulatory instruments, provision of an effective intellectual property regime, conformity assessment, business set-up and related services, consumer protection, franchises and market competition to enable and support increased economic activities.
Achievements: Some of the notable achievements under this programme are: Registration of businesses totaling 15,425 using the automated registration system; The Industrial Property Act 1 of 2012 passed in 2012. Business and Intellectual Property Authority (BIPA) has been registered in terms of Section 21 of Companies Act Utilization of the Industrial Property Automation System (IPAS Java), a web- based system developed by the Infrastructure Modernization Division of World Intellectual Property Organization for automation of IP administrative processes. Legal framework and regulations developed for the implementation on the Chemical Weapon Convention; The Board‟s advanced stages in the revision of the Estate Agents and Property Developer Control Bill.
Constraints: Insufficient office space and personnel for the business and industrial property registry office resulting in backlogs in the processing of application; A large number of businesses that are registered do not necessarily become operational due to a multitude of factors such as lack of start-up funding; and An equally large number of micro and SME businesses remain unregistered due to the high cost for services of legal and auditing firms involved and perceived costs related to tax obligations and compliance. Lack of adequate and skilled human resources (Commerce/BIPA) Insufficient detection and control of operations of unregistered real estate agents and the current Act‟s deficiency in adequately addressing misconduct of agents
Namibian Standards Institution (NSI)
The NSI collected N$11,597million as own revenue during the 2012/2013 period compared to the budgeted amount of N$10,480million. For the financial year 2012/13 the NSI budgeted to receive N$43,500million from the Government for the operational and developmental budget but the actual figure received was only N$41,750million. Our execution rate for the same period was 77% aggregate (92% operational and 27% developmental)
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Main Activities of NSI:
The main activities of the NSI include Standards Development & Coordination, Certification, Regulatory and Consumer Protection (Testing Services, Chemical Analysis, Microbiological analysis, Inspection, Metrology) and Support Services.
Achievements: A total of 22 Namibian standards have been adopted and are being prepared for publication. The NSI is now fully operating under the Standards Act 18 of 2005, as the Act and Regulations entered in to force r on the 20th September 2013. The Rules and Regulations of the Standards Act are under review by the legal drafters. The NSI has formalized Memoranda of Agreement with the South African Bureau of Standards, Zimbabwe Standards Association, the Botswana Bureau of Standards, the Russian Standards Body, Rosstandard, and the Brazilian Standards Body, Associação Brasileira de Normas Técnicas (ABNT) which allow for shared experiences and training. Four more technical committees have been established for the development, adoption and publishing of standards related to Building Construction, Cement and Concrete Technologies (TC 6); Halaal (TC 7); Occupational Health and Safety (TC 8) and Metrology (TC 9). The NSI Certification Impartiality Committee (CIC) has been established. The NSI Metrology Laboratory has been accredited by SANAS to ISO/IEC 17025 for Mass calibration. The preparation for Volume and Temperature is at an advanced stage. The NSI Food Laboratory and the Fishery Inspectorate continue its accreditation status to ISO/IEC 17025 and ISO/IEC 17028.
Challenges: Based on the current trend of the NSI funding, inevitably the NSI will be forced to reduce or abandon most of its programmes in their entirety, in which case the NSI mandate would be seriously compromised and the operations negatively affected. Therefore, as per previous NSI correspondence to the Ministry, the Honourable Schlettwein, MP is kindly requested to seriously consider providing for an amount of N$146,500million over a period of three years to the NSI, the MTEF period, after-which the amount can be reviewed as by then NSI‟s own generated income would have increased from its current annual N$9million. In summary, the challenges are as follows: Secured funding to fully implement the NSI mandate. Lack of funding required for the implementation of the Market Surveillance and Import Inspection Program to ensure safety of products both within Namibia and imported into Namibia. Lack of funding required for the implementation of the Shellfish Sanitation Program. Being a knowledge based institution, the NSI experiences high turnover of
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technical staff as private companies offer much better packages than the NSI. The lack of funding for the implementation of the NQP is challenging as it requires countrywide interventions to make it a success. Certification is still being prepared for accreditation and the challenges the NSI faces are to secure qualified internal auditors in the Namibian market.
Domestic and Foreign Direct Investment Promotion
Main Activities: The purpose of this programme is to achieve increased domestic and foreign direct investment in Namibia by creating an enabling environment and promoting Namibia as a preferred investment destination. The Ministry do this through regular inward and outward investment promotion missions, advertising, improvement of the legal and regulatory framework, support to the private sector, and others.
Achievements: Following are some of the achievements realised: Final draft of the Investment Bill Review of EPZ regime finalized Review of manufacturing incentives at final stage Facilitated new investment in the mining, agriculture, tourism and hospitality, manufacturing, energy, construction, services and fishing with a combined value of N$598 million and resulting in 1990 jobs;
Constraints: Following below are some of the constraints faced in the implementation of activities under this Programme: Delays in the finalization of the Investment Bill; Investor aftercare services only done to 38 companies compare to 2011 (118 companies visited) due to staff shortage, Absence of investment strategy to guide targeted investment promotion to companies and countries. The Euro Zone crisis and volatility in the global money market has resulted in reduced investments outflows from abroad.
Administration
Main Activities: The main purpose of this programme is to provide the political and administrative leadership and render supportive services in order for the ministry to attain its objectives and targets. This is ensured through optimum acquisition and prudent utilisation of human and other resources. Achievements: The construction of housing units for the Ministry staff members and Regional Offices were completed at Omuthiya and Eenhana. Constraints:
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Late approval of the budget causes delay especially with projects which are on-going. Delays in the aquisition of land and the non availability of serviced land by Municipalities and Regional Councils.
5. MID-YEAR REVIEW
5.1 Mid-Year Ministerial Revenue
No revenue collected and estimates are no longer provided
5.2 Mid-year Budget Execution by programme (N$’000)
Actual Expendit Budgeted Programme Expenditure ure Allocation Rate(%) Trade Promotion and Facilitation 155,124 154,076 97% SME & Entrepreneurship 110,133 109,108 98% Development Industrial Planning & Infrastructural Development 267,331 264,373 99%
Domestic Market Competitiveness 99,032 96,889 98%
Domestic & Foreign Direct 34,918 34,608 99% Investment Promotion Administration 61,322 58,803 99% Total 727,860 727,860 99%
Budgeted Revised Actual Expenditure Execution Programme Allocation Allocation in First Half of FY Rate(%) Trade Promotion and Facilitation 155,124 154,076 99.3% SME & Entrepreneurship 110,133 109,108 99.1% Development Industrial Planning & Infrastructural 267,331 264,373 98.9% Development Domestic Market Competitiveness 99,032 96,889 97.8% Domestic & Foreign Direct 34,918 34,608 99.1% Investment Promotion Administration 61,322 58,803 95.9% Total 727,860 0 717,857 98.6%
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1. OVERALL SUMMARY The Ministry of Agriculture, Water and Forestry mandate is to promote and manage the sustainable utilization and development of agricultural, water and forestry resources. The overall ministerial performance is quite good despite the challenges experienced in budget execution. The execution of the budget is not entirely in the hands of the Ministry as there are other stakeholders involved hence delays experienced in the execution process. However, during the reporting period progress has been made in most the Ministerial programmes as it is indicated under the programme performance section.
2. PERFORMANCE OF MINISTERIAL TARGETS
Target1: To increase horticultural production from 35% to 42% of national annual consumption and to increase the area under irrigation from 9,500 ha to 12,000 ha at the end of the MTEF period (2012/13 -2014/15) 2010/2011 2011/2012 2012/2013 2013/2014 2014/2015 2015/2016 Target Actual Actual Actual Forecast Forecast Forecast 12,000 ha land under 9500 ha 10114 ha 11 200 ha 12 000 ha 12 000 ha 14 000 ha irrigation by 2014/15 2 Markets will be 0 0 2 2 2 3 constructed by 2014/15
PROGRESS ENCOUNTERED 2012/2013 FINANCIAL YEAR The Ministry has installed 391 ha at Ndonga Linena, 314 at Mashare and 110 at Musese. In the same period 270ha under irrigation was installed by the private sector around Hochfeld and Aussenkehr. The Fresh Produce Bussiness Hubs at Rundu and Ongwediva were completed and inaugerated during March 2013. It will start operating during October 2013.
Target 2: To increase the yield of maize and wheat under irrigation from 8 tons/ha to 10 tons/ha for maize and from 6 tons/ha to 8 ton/ha for wheat at the end of the MTEF period
Yield of Maize under irrigation
2010/2011 2011/2012 2012/2013 2013/2014 2014/2015 2015/2016 Target Actual Actual Actual Forecast Forecast Forecast 10 tons/ha of Maize by 7.39 tons/ha 8.37ton/ha 4.58tons/ha 9.4 tons ha 10 tons/ha 10 tons/ha 2014/15 No challenges
Yield of wheat under irrigation
2010/2011 2011/2012 2012/2013 2013/2014 2014/2015 2015/2016 Target Actual Actual Actual Forecast Forecast Forecast 8 tons/ha of wheat by 5.06 tons/ha 5.59 tons/ha 6.02 tons/ha 6.2 tons/ha 8 tons/ha 8 tons/ha 2014/15
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No challenges
Target 3: To increase the yield of dry land farming from 290 kg/ha to 375 kg/ha for Mahangu/ sorghum and from 890 kg/ha to 900 kg/ha for maize at the end of the MTEF period 2010/2011 2011/2012 2012/2013 2013/2014 2014/2015 2015/2016 Target Actual Actual Actual Forecast Forecast Forecast 900 kg/ha for maize by 310kg 3,000kg 1,295kg 900kg 900kg 3,600kg 2014/15 375 kg/ha for mahangu/sorghum by 150 kg 400 kg 284 kg 375 kg 375 kg 470 kg 2014/15
CHALLENGES ENCOUNTERED 2012/2013 FINANCIAL YEAR This year the country experience severe dry condition throughout the whole country and together with this there was also a army worm outbreak in the crop producing areas, the yields were very low for mahangu 284kg/ha and for maize 1295 kg/ha.
Target 4: Improvement of animal health and marketability of Namibian animals and animal products through control and eradication of FMD by end of the MTEF period 2013/14- 2015/2016 Effective disease control measures and mechanisms to facilitate the marketing of meat and meat products from the FMD protection and infected zones.
2010/2011 2011/2012 2012/2013 2013/2014 2014/2015 2015/2016 Target Actual Actual Actual Forecast Forecast Forecast 14,000 animals to be quarantined and slaughtered at export 7,679 18,868 13,156 14,000 14,000 14,000 abattoirs in the NCA regions by 2014/15 2,520 Tonnage of meat to 834t 3,624t 1,535t 2,520t 2,520t 2,520t be sold by 2014/15
CHALLENGES ENCOUNTERED 2012/2013 FINANCIAL YEAR Slaughter and Export figures for 2012/13 are below the target due to the FMD outbreak in the Zambezi (Caprivi) Region.
Eradication of trans-boundary animal diseases (FMD and CBPP) in the NCA Expansion of livestock identification and traceability in the 7 NCA regions 60% of animals tagged in the FMD protection and infected zones.
2010/2011 2011/2012 2012/2013 2013/2014 2014/2015 2015/2016 Target Actual Actual Actual Forecast Forecast Forecast 98% of Animals to be 55% 80% 96% 98% 98% 98% tagged by 2014/15
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PROGRESS ENCOUNTERED 2012/2013 FINANCIAL YEAR The target was to tag 95% of the total qualigied cattle in the NCA by 2012/13, but 96% cattle were tagged. This was due better cooperation from farmers and improvement tagging technic's by DVS staff due to increased skills campaign to the first year, as will as increased farmers awareness on the benefit for tagging animals.
CHALLENGES ENCOUNTERED 2012/2013 FINANCIAL YEAR Transport lack of vehicles hampered the smooth running of activities in this target. Poor crush pens conditions and long distances between the existing crush pens still a challenge. No tender for procurement of ear tags at the moment.
NCA FMD and Lung sickness Freedom Project
2010/2011 2011/2012 2012/2013 2013/2014 2014/2015 2015/2016 Target Actual Actual Actual Forecast Forecast Forecast 7 Regions FMD free by - 6 6 7 7 7 2014/15 8 Regions CBPP free by - 6 5 8 8 8 2014/15
No outbreak of diseases was reported that means all the 6 Regions were free of FMD for that period There was an outbreak of CBPP in Opuwo (Kunene Region) and Omusati Regions which means only 5 out of 7 regions were free from CBPP disease. Progress Report on FMD and Lung sickness freedom project for the NCAs: Oct 2012-March 2013 Extensive community and stakeholder‟s consultations on strategic options to be used for declaring FMD and Lung sickness freedom in the NCA were conducted and completed from Oct 2012 to March 2013.
Maintain the FMD freedom status in the FMD free zone: 100% compliance with 40 day residency of livestock at farm, a requirement for exports of meat and meat products to the EU, development of the new markets for animal and animal products.
2010/2011 2011/2012 2012/2013 2013/2014 2014/2015 2015/2016 Target Actual Actual Actual Forecast Forecast Forecast 100% Compliance with 40 day residency of animals 0% 100% 100% 100% 100% 100% By 2014/15
PROGRESS ENCOUNTERED 2012/2013 FINANCIAL YEAR All animals that were slaughtered for the EU market complied with the 40 day residency requirement, thus 100% maintained.
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Target 5: To increase the capacity of impounded water with 850 million m3 by construction of the Neckartal Dam in the Fish River and to utilize the water for the irrigation of 5000 ha, being developed by the end of MTEF period.
2010/2011 2011/2012 2012/2013 2013/2014 2014/2015 2015/2016 Target Actual Actual Actual Forecast Forecast Forecast 50% of Dam construction and related infrastructure 30% 30% 30% 45% 50% 75% by 2014/15
CHALLENGES ENCOUNTERED 2012/2013 FINANCIAL YEAR The delay was that the tender was to be re-advertised according to the Tender Board of Namibia.
Target 6: To meet the increased demand for water at the coast as a result of uranium mining activities by construction of a 20 million m3/annum sea water desalination plant by the end of the MTEF period. 2010/2011 2011/2012 2012/2013 2013/2014 2014/2015 2015/2016 Target Actual Actual Actual Forecast Forecast Forecast 25% of the Plant 0% 0% 0% 20% 25% 50% Construction by 2014/15
PROGRESS ENCOUNTERED 2012/2013 FINANCIAL YEAR Only consultancy fees were spent and no tender was awarded. Target 7: To increase forest area under formal and sustainable management from the current 682,987 hectares to 1,821,633 hectares at the end of the MTEF period.
2010/2011 2011/2012 2012/2013 2013/2014 2014/2015 2015/2016 Target Actual Actual Actual Forecast Forecast Forecast 1,821,633 ha community forest under formal 455,324 ha 455,324 ha 3,010,878 ha 910,648 ha 1,821,633 ha 1,821,633 ha management by 2014/15
PROGRESS ENCOUNTERED 2012/2013 FINANCIAL YEAR 19 Community forests were gazetted on the 8th March 2013 in Government Gazette of the Republic of Namibia No. 5145 of 2013. These 19 Community Forests are distributed in six different regions of Namibia as follow: Kunene (6), Otjozondjupa (1), Ohangwena (1), Oshikoto (2), Kavango (7) and Caprivi (2) with a total surface area of 2 555 554 ha and hosting 45 950 beneficiaries. The target set was exceeded.
CHALLENGES ENCOUNTERED 2012/2013 FINANCIAL YEAR Community forestry concept is a voluntary work to serve the public therefore most of the forest management committees left community forests looking for green pastures. New members to be elected and trained, it too costly and time consuming. Strategy to keep the management committees on board.
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Target 8: To ensure that the forest cover is increased by: Producing at least 300 000 seedlings and plant 100 ha per annum
2010/2011 2011/2012 2012/2013 2013/2014 2014/2015 2015/2016 Target Actual Actual Actual Forecast Forecast Forecast 300,000 seedlings 127,774 189,897 129,729 200,000 300,000 200,000 100 ha planted by 2014/15 262 ha 94 ha 63.1 ha 100 ha 100 ha 100 ha
PROGRESS ENCOUNTERED 2012/2013 FINANCIAL YEAR 129 729 seedlings produced. 44370 Seedlings sold generated N$799 214.00. 28 195 Seedlings planted by the Directorate in orchards covering 63.1 ha. 12500 Seedlings donated to communities projects and schools. 44 664 seedlings remain on stock.
CHALLENGES ENCOUNTERED 2012/2013 FINANCIAL YEAR Communities commitment to participate in tree planting. Suitable land for orchards establishment is very limited. Trees are long term while communities want immediate return for example vegetable etc.
Reducing illegal forest operations by 50% at the end of the MTEF period 2010/2011 2011/2012 2012/2013 2013/2014 2014/2015 2015/2016 Target Actual Actual Actual Forecast Forecast Forecast Reduce illegal forest 0% 0% 10% 20% 30% 40%
Table below showing the trends, permits, fines, inspections, patrol and roadblocks carried out to control illegal operations 2010/2011 2011/2012 2012/2013 2013/2014 2014/2015 2015/2016 Target Actual Actual Actual Forecast Forecast Forecast Permit 12,262 14,284 15,600 Inspection 184 295 364 Roadblock 334 122 260 Patrolling 345 383 440 Fines 109 45 112
PROGRESS ENCOUNTERED 2012/2013 FINANCIAL YEAR Law Enforcement operations were intensified including awareness creation to encourage people to visit forestry office to get permits. There was a moratorium put in place, a ban on harvesting of timber as from August 2012 to June 2013. During the ban there was a significant reduction in illegal activities although it is still there. More people visited offices, forest permits have increased by 9.2% as compare to the previous year see table above.
CHALLENGES ENCOUNTERED 2012/2013 FINANCIAL YEAR It is difficult to completely reduce the illegal activities due to inadequate resources allocated to the Directorate namely shortage of staff, vehicles to continuously carry out and make follow up on law enforcement operations to be able to monitor the movement of wood and to check all the permits issued whether people are adhered to conditions. In addition there are some key factors that influence the records that are out of Ministry's control such as demand rate of harvesting of trees by the public members.
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3. NON-TAX REVENUE 2010/11 2011/12 2012/13 Year Estimate Actual Estimate Actual Estimate Actual Private telephone calls 30,000 5,894 6,250 1,672 2,000 3,819 Miscellaneous 145,000 398,897 375,115 1,364,205 386,506 609,274 Lost Equipment 25,000 10,981 30,000 31,006 30,000 57,170 Ministerial fines 3,000 - 8,836 - 8,771 - Lease of State Building/ 120,000 246,113 150,360 397,346 150,367 156,504 Lands Sale of stock and farm 2,700,000 4,957,227 5,050,000 3,727,414 5,070,000 3,561,969 produce Veterinary & Clinical 550,000 1,219,996 1,050,000 1,447,741 1,060,000 784,683 services Services rendered to - - 5,113 - 4,857 - Ministries Performance Testing fees 10,000 - 5,911 - 6,857 - Sale of furs & wool 270,000 313,721 309,645 597,385 346,802 754,440 Grazing fees 50,000 3,550 4,000 2,820 4,200 4,305 Meat Hygienic services 2,200,000 1,997,141 1,924,397 3,454,252 1,939,792 1,841,934 Registration on remedies/ 550,000 709,800 523,384 835,877 533,290 664,018 feeds /fertilizer Hides & Skins 15,000 3,590 10,220 11,072 10,225 13,888 College fees ------Ploughing services 10,000 - 1,044 701,224 1,138 1,185,155 Planting services 5,000 - 252 1,005 295 450 Seeds & Fertilizers 15,000 - 1,065 178,736 959 1,121,051 Auction fees 3,500,000 1,151,574 2,946,352 1,853,486 3,209,465 985,146 Sale of water & Electricity 110,000 173,697 120,255 168,740 121,255 323,668 Sale of Water 1,150,000 444,049 - 47,710 - 132,531 Laboratory Testing Fees 700,000 1,225,528 1,222,285 1,555,620 1,232,367 1,272,715 Meter linkage & Rental 1,300,000 2,015,858 2,050,310 3,010,450 2,100,150 4,634,095 fees Permit Fees 2,300,000 2,922,856 2,912,430 3,089,865 2,920,550 3,239,619 Sale of Forestry Products 200,000 446,073 452,000 463,690 454,000 354,565 Game & Game Produce - - 16,580 4,436 17,100 858 Total 15,958,000 18,246,545 19,175,804 22,945,752 19,610,946 21,701,858
EXPLANANTION OF DEVIATION EXCEEDING N$ 100,000.00 FOR THE REPORTING PERIOD 2012/13
312022703: Miscellaneous N$ 222,768 more than budget The increase in the collection of revenue under this code is mainly attributed to the fact that any under script payment were put under miscellaneous
312022760: Sale of stock & farm produce N$ 1,508,031 less than budget Fewer animals were sold to Meatco because we had to keep animals for research trials. Trials were extended and redundend animals were kept longer. Other contributing factors are the pending of Treasury approvals, market prices that dropped due to demand of supply.
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312022761: Veterinary & Clinical Services. N$ 275,317 less than budget The decrease in revenue is attributed due to the increase in government subsidization, government state veterinarians focused on diseases of economic importance, which by law the state must pay for and the increase in number of private veterinarians.
312022764: Sale of furs and wool N$ 407,638 more than budget Karakul (Swakara) Pelts price received oversea increased drastically.
312022767; Registration on Remedies/Seeds & Fertilizers N$ 130,728 more than budget Better Controlling measures regarding the import of registered products.
312022771 Ploughing services N$ 1,184,017 more than budget Government reimplemeted the dry land crop programme where government provide subsidize ploughing service to farmers, hence more farmers did make use of programme.
312022773: Seeds & Fertilizer N$ 1,120,092 more than budget The Dry land crop programme also include the purchase of Agriculture inputs (seeds and fertilizer) and sell it to the farmers on a subsidized price. The demand from communal farmers was so high, thus resulted in more revenue collected.
312022774: Auction fees N$ 2,224,319 less than budget The original auctions estimated was high but we had to keep animals back because of low prices and help other farms(GRN) Sale prices were much lower than previously anticipated.
312022776 Sale of water and electricity N$ 202,413 more than budget We have connected Sonop,Sandveld,Sachinga and Alex Muranda to the Electricity grid of Namibia Individual meters were installed and staff members were paying for electricity consumed.
312022779: Meter linkage and Rental Fees N$ 868 940 more than budget The number of private off takes has exceeded expectations, which resulted in the increase of estimated revenue from N$ 728 975.00 to N$ 3 133 600.00. That represents an increase of 330% on the estimated revenue during the financial year 2012/2013. People who can afford are allowed to do private connection to Rural Water Supply water storage facilities‟ ,in consultation with the local water points and to rather connect their pipelines for their own convenience.
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312022780 Permits N$ 319 069 more than budget The public has become aware of the forest legislation, therefore most of the people are requesting or apply for forest permits. There has been a high demand for importation and exportation of plants and plant products, which led to more permits been issued by the subdivision. More revenue on veteriansy import permits were collected, due to an increase in the import of chicken, pork and processed meat (cooked beef, mutton, lamb) due to the ban on import of fresh beef, mutton/lamb and pork from South Africa. The ban was imposed to prevent introduction of FMD virus from RSA, where FMD outbreak was detected in Kwazulu Natal Province.
4. BUDGET EXECUTION 4.1 Overall Vote Actual Performance Year 2010/11 2011/12 2012/13 Breakdown Estimate Actual Estimate Actual Estimate Actual Operational Budget 822 011 000 731 753 805 941 314 798 861 846 238 1 005 937 000 879 310 576 Development Budget 666 726 000 587 840 670 1 280 349 167 1 280 997 857 638 299 120 696 459 063 Development Partners Total 1 488 737 000 1 319 594 475 2 221 663 965 2 142 844 095 1 644 236 120 1 575 769 639
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4.2 Expenditure by programme Year P ro g ra m Activity Activity 2012/13 me B ud g e t e d R e vis e d A c t ual Exe c ut io n C o de Code Programme A llo c at io n A llo c at io n Exp e ns e s R at e ( %) Provision of training to small scale irrigation farmers trainees at the Mashare Irrigation Training Centre (MITC) to enable participation in the agro- 0101 682 682 603 88.42% irrigation projects Development and construction of agronomic irrigation project for the production of horticultural, food crops, cash crops and for marketing and processing. The other activities entails the 0102 234,918 234,918 216,639 92.22% development and construction of silos and cold storage facilities National Horticulture Development Initiative 0103 55,633 55,633 55,633 100% Promote urban and peri-urban horticulture through integrated relevant horticulture technology options 0104 0 0 0 0.00 and facilitate inputs supply Develop new appropriate farming practices/technologies/mechanisms for improved 0105 14,723 14,723 14,723 100.00% production through basic, strategic and applied Crop Production and 01 research activities Horticultural Development Provision of technical services and diffusion of 0106 811 811 806 99.38% Crop Renovate and maintain all infrastructure and operational equipment at Research Stations and 0107 3,775 3,775 3,697 97.93% training institutions Provide analytical services and recommendations on optimal use of soil, plant and animal feedstuff, 0108 3,038 3,038 2,996 98.62% nutrient content, product development Development and promotion of research and product development of indigenous plants and 0109 500 500 476 95.20% other stable food crops Development of Agricultural Technology Centers 0110 1,145 1,145 1,140 99.56% Development of Plant and Animal Health 0111 200 200 193 96.50% Inspection System Implementation of dry land crop production 0112 2,000 24,072 24,002 99.71% programme Supply inputs and services to farmers in the crop 0113 10,000 10,000 9,978 99.78% growing regions Livestock production and improvement 0201 14,840 14,840 14,803 99.75% Provision of technical services and diffusion of livestock production technologies, policies, markets 0202 150 150 148 98.67% and value addition opportunities Construction of livestock improvement centers and 0203 14,223 347,422 339,855 97.82% livestock support Animal Disease Control Management 0204 2,184 2,184 2,178 99.73% National Livestock Identification and Traceability 0205 1,400 1,400 1,365 97.50% System Eradication of trans boundary animal diseases in the 0206 1,300 1,300 1,274 98.00% Livestock Production, FMD protection zone Improvement and Animal 02 Diagnostic and Analytical capacity 0207 10,000 10,000 9,925 99.25% Health Control Veterinary clinics construction and management 0208 34,353 34,353 34,279 99.78% Facilitation of Livestock Marketing (Auction kraals, 0209 7,000 7,000 3,025 43.21% quarantine camps) Import and Export control (border control) 0210 8,000 8,000 7,978 99.73% Veterinary Public health and meat standards 0211 1,220 1,220 1,209 99.10% Support to Livestock Marketing of small scale 0212 100 100 98 98.00% farmers Advise farmers on marketing opportunities and marketable animal products identify and promote 0213 603 603 599 99.34% relevant technology options and facilitate training of farmers and stakeholders on value addition
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Development of Policies and creation of a Legal 0301 1,818 1,818 1,712 94.17% framework (Policy and Planning) Promotion of Agricultural and Agro-industrial 0302 936 26,680 19,879 74.51% development (Agro-Business) Mobilization of technical and financial resources 0303 1,977 1,977 1,452 73.44% Co- (International Co-operation) operatives Regulation, Development and maintenance of Agricultural 03 0304 2,390 2,390 2,310 96.65% Development and Statistics systems (Stats and EW) Promotion Services Administration of the Co-operative Act, 1996 (Act 0305 3,124 3,124 3,004 96.16% 23 of 1996) Promoting of Marketing of Agricultural Products 0306 22,011 22,011 18,363 83.43% (Domestic Marketing) Facilitating the Affirmative Action Loan Scheme 0307 50,000 50,000 17,930 35.86% implementation Development of water sector policies and plans 0401 1,100 1,100 1,093 99.36% Amendment of the Water Resources Management 0402 100 100 97 97.00% Act and development of regulations Administration and monitoring the implementation of policies and regulations related to water 0403 16,258 16,258 12,436 76.49% utilization by household industries and establishments countrywide Integrated Water Resources Development of water basin management 04 Management institutions and the management of water resources 0404 11,680 11,680 11,598 99.30% at basin level Research and evaluation of water sources and alternative water resources such as desalination 0405 20,366 20,366 5,366 26.35% Promotion of Namibia‟s interest in the international institutions responsible for water management 0406 1,000 1,000 966 96.60% Provision of borehole drilling services in the rural 0407 300 55,428 27,053 48.81% areas Development and management of rural water infrastructure for human and livestock consumption through pipelines water scheme, boreholes, earth dams, wells and pans; and infrastructure for 0501 27,133 148,308 147,986 99.78% decentralised RWEO Constituency Offices and Accommodation Water Supply to Urban and 05 Provision and maintenance of water supply Rural communities infrastructure to government institutions and 0502 434,191 434,191 167,317 38.54% community in rural communal areas Management and Implementation of Sanitation 0503 21,000 21,000 19,386 92.31% programme Mobilization of resources and promotion of investment in water and sanitation services 0504 2,500 2,500 2,496 99.84% provision and delivery Afforestation and reforestation 0601 385 385 348 90.39% Bush utilization and wood industry 0602 305 305 290 95.08% Management, Development Integrated Forest Resource Management 0603 60,000 119,411 105,024 87.95% and Utilization of Forest 06 Fire prevention and management 0604 285 285 280 98.25% Resources Forest Research 0605 350 350 349 99.71% De-bushing 0606 4,000 4,000 4,000 100.00% Renovation and upgrading of MAWF Buildings 0701 11,825 11,825 11,796 99.75% Construction of MAWF Buildings and Regional 0702 104,500 104,500 74,426 71.22% Headquarters Construction of Agricultural Development Centers 0703 2,160 2,160 2,160 100% (ADC‟s) Expansion of intranet and implementation of E- 0704 572 572 63 11.01% Institutional Development governance 07 and Support Services General administration services 0705 781,338 164,609 143,436 87.14% Response to HIV/AIDS 0706 350 350 347 99.14% Acquisition and maintenance of IT equipment 0707 3,841 3,841 3,821 99.48% Fleet Management 0708 17,400 17,400 17,168 98.67% Ministerial feasibility study and surveys 0709 3,240 3,240 1,196 36.91% Provision of bursaries for human capacity 0710 3,000 3,000 3,000 100% development Total 2,034,233 2,034,233 1,575,770 77.46%
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4.3 Details of Programme Performance
Programme 1: Crop Production & Horticulture Development
Main Activities: Increase horticulture production and area under irrigation Increase the yield of maize and wheat under irrigation Increase the yield of dry land farming
Achievements: Sikondo irrigation project (614 ha) was completed. Busy with Ndonga Linena Phase II, Mashare (± 370ha, Musese (110 ha), Orip (50 ha) and feasibility studies done for new projects in the Caprivi Region. The WHK fresh produce hub will start during the 2013/14 f/y. The set target for the reporting period of 6.1 tons/ha yield of wheat under irrigation was not achieved. The set target for this cropping season was not achieved because of army worm outbreak and drought situation in the country for mahangu 284 kg/ha and maize 1 295 kg/ha which is far below the target of the Ministry.
Programme 2: Livestock Production, Improvement and Animal Health Control
Main Activities: Improve animal health and marketability of Namibian animals and animal products through control and eradication of FMD
Achievements: A total number of 13 156 animals quarantined and slaughtered at export abattoirs in the NCA regions. A slight increase in number of animals quarantined (Caprivi) and slaughtered (the whole of NCAs) due to the introduction mentorship programme by Meat Board of Namibia which promotes marketing of livestock, effort from the Extension services and bull scheme and Marketing incentives. 1813 tonnage of meat were sold during the period under review. 96% of Animals tagged. There is a 15% increase in number of animals tagged. The tagging campaign and farmers awareness was a resounding success. The cattle population in the NCA turned out to be higher than previously estimated. 100% Compliance with 40 day residency of animals‟ maintained. Since October 2011 the compulsory implementation of 40 day residency of cattle to be slaughtered for the EU was fully implemented. The region south of the VCF remained free of FMD. The Opuwo Auction kraal was upgraded and extension services to livestock farmers were provided i.e training on animal husbandry practices.
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Constraints: Occasional FMD outbreaks in the Zambezi Region hamper the marketing of animals for slaughter (Meatco Katima Mulilo was closed for 7 months of the MTEF period 2012/2013). Conditions of crush pens were not in very good condition Delay in the supply of NamLITS computers,IT tender expired we need to buy more computers for the south NamLITS offices. Software glitches Compliance problems Delays from farmers in re-submitting livestock data for capture to State State Vet Offices Veterinary Offices and NamLits. Delays in data capturing by DVS due to shortage of staff (awaiting approval of the Ministerial restructuring and in the funds allocation).In the meantime we are thinking of using Casual labourers for this purpose.
Programme 3: Agriculture Planning, Agro-Business Development and Co-operative Regulation
Main Activities: Development of policies and creation of a legal framework Development and maintenance of Agricultural Statistics system The administration of the Co-operatives Act, 1996 (Act 23 of 1996) Promoting of Marketing of Agricultural Products Facilitating the Affirmative Action Loan Scheme implementation
Achievements: Stakeholder workshop ( National Co-operative Policy Reviewed) Co-operative Business Plans Reviewed Brochure developed and printed (Co-operative Products) The DCD and Co-operatives participated at the International Co-operative Alliance Trade Expo in Manchester, United Kingdom Launch of the International Year of Co-operatives Regional Conference Held Co-operative College courses conducted Co-operatives provisionally registered, 1 co-operative fully registered Draft publicity strategy document Assisted 10 co-operatives to benefit from the Loan Guarantee Fund (LGF) at the AGRIBANK
Programme 4: Intergrated Water Resource Management
Main Activities: Development of water sector policies and plans Amendment of the Water Resources Management Act and development of regulations Administration and monitoring the implementation of policies and regulations
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related to water utilization by household, industries and establishments countrywide Development of water basin management institutions and the management of water resources at basin level Research and evaluation of water sources and alternative water resources such as desalination Promotion of Namibia‟s interest in the international institutions responsible for water management Provision of borehole drilling services in the rural areas
Achievements:
Construction of Low-Flow Gauging Weirs in Lower Orange River The gauging structures are positioned at Sendelingsdrift in the transboundary Ai Ais/Richtersfedl Park and at Blouputs at the 20 degree longitude line, where the Orange River starts to be the border between Namibia and South Africa. The construction at the first site has been time and again disrupted by floods damaging and breaching the flow diversion embankment, but the foundation and lower notches of the main structure are now being completed. Construction of the second structure has commenced.
Construction and Upgrading of Hydrological Gauging Stations The network of automatic measuring, recording and transmission stations was expanded with stations at Okatope (Cuvelai) and Gub and Kuiseb passes (Kuiseb). These stations provide for better early flood warning.
Cuvelai-Etosha Groundwater Investigation The drilling of 8 deep exploratory boreholes was completed, along with matching monitoring boreholes at each site. Three students were sent for 1-year study courses in hydrogeology at universities in South Africa. Two of the students have completed their studies and a further two will complete it during the course of 2013.
Quantification of Groundwater Resources in Namibia A consortium is busy with the quantification of groundwater in Namibia. This is an ongoing project and as results become available, the information is consolidated and made available to the Division of Geohydrology.
Artificial Recharge of the Windhoek Aquifer Executive committee has been established, comprising of the Ministry in partnership with the City of Windhoek and NamWater. An amount of N$5,000,000 from the NPC project has been made available to the City of Windhoek for the drilling of at least 12 new injections and monitoring boreholes.
Development of National Integrated Water Resource Management Plan
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Integrated Water Resource Management Plan has been developed and was approved by Cabinet. Popularisation workshops on the IWRM Plan were carried out countrywide
Development of Water Resources Plans for Basins The Cuvelai Etosha Basin project developed a profile for the Cuvelai Basin and its four sub-basins.
Development of Flood Management Plans In cooperation with technical experts of the World Bank, the project for the determination of flood hazard mapping for the flood-risk areas in northern Namibia, viz Cuvelai, Kavango and Caprivi. A project team, incorporating professionals of Hydrology, NamWater, UNAM and PoN, has been set up. The supporting experts made a mission to Namibia for a two-week training workshop. Flood risk contours have been calculated and validated along the length of the Kavango River. Jointly with the Salt Works at Walvis Bay, an aerial lidar survey or the Lower Kuiseb and the Kuiseb Delta wetlands was carried out.
Development of Safety Systems for Dams in Ephemeral Rivers Implementation of the project awaits promulgation of the Water Resources Management Act.
Natural Resource Accounts for Water The Walvis Bay Salt Refinery technical report is 30% complete, the report was put on hold due to EIAs for Green Scheme projects in Kavango and Caprivi. More information on electricity and water sample tests costs for Erongo NamWater schemes was received as well as the water quality data which is currently being analysed. The Erongo Desalination Plant technical report was completed. Data analysis and report of four local authorities or municipalities (Outjo, Outapi, Otavi and Opuwo) is still underway.
Feasibility Study of Dam on Lower Orange River Terms of Reference for the feasibility study was finalized and approved.
Amendment and Implementation of Water Resources Management Act and Regulations The new Water bill will be tabled in Parliament in 2013. 52 water abstraction permits were issued.
Construction of Basin Support Offices The Cuvelai and Iishana Basin Management Support offices were renovated.
Programme 5: Water Supply and Sanitation to Rural Communities
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Main Activities: Increase the capacity of impounded water with 850 million m3 by construction of the Neckartal Dam in the Fish River and to utilize the water for the irrigation of 5000 ha Meet the increased demand for water at the coast as a result of uranium mining activities by construction of a 20 million m3/annum sea water desalination plant.
Achievements: A 5-year National Sanitation Strategy Implementation Plan was developed and approved by Cabinet. The maintenance and rehabilitation of the existing more than 5 000 communal water points were carried out countrywide. One Hundred and Sixty Rural Water Extension Officers were trained on the implementation of Sanitation in rural areas. Two Hundred and Thirty Five Water Point and Local Water Communities were trained countrywide. Organized four Water Supply and Sanitation Forum (WATSAN) meetings. Construction of the following projects completed: . Katima Mulilo – Ngoma Phase 1 Water Supply Scheme. . Katima Mulilo – Kongola Phase 1 Water Supply Scheme. . Eiseb Water Supply Scheme. Construction of Onambutu Phase 6 Water Supply Scheme commenced. Construction of seven (7) water points for the displaced communities in Kavango Region was completed. Invite tenders for construction of Soutblok Water Supply Scheme. Commence the rehabilitation of Ogongo – Oshakati pipeline. Conduct feasibility Study for the Kavango water transfer to Grootfontein and Ogongo. 40 Water points was installed. 120 Water Points was rehabilitated. 30 Extension pipelines were constructed. All engines were repaired The construction of area offices in the regions has started, with four offices completed in the Caprivi and Kavango regions respectively. The construction of Mukwe RWEC in the Kavango region commenced. Appointment of consultants to do feasibility studies and supervision. Conduct feasibility Study for earth dams in twelve regions commenced. The access roads to the Neckertal Dam site, quarry and pump station have been completed. The power supply to the project area was completed. Agreements with the Ohangwena and Caprivi regions were signed for the payment of the construction work to put up dry sanitation in rural areas and the work has been completed
Constraints The Neckartal tender was cancelled for readvertisement.
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Construction of Desalination Plant - due to the Euro crises and the Fukushima disaster bidders were affected in obtaining financial closures with lending institutions and the mines could not commit to the water off take and hence the delay in the project implementation.
Programme 6: Management, Development and Utilization of Forest Resources
Main Activities: To increase forest area under formal and sustainable management To ensure that the forest cover is increased
Achievements: 19 Community forests gazetted on the 8th March 2013 in Govrnment Gazette No. 5145 of 2013. These 19 Community Forests are distributed in six different regions of Namibia as follow: Kunene (6), Otjozondjupa (1), Ohangwena (1), Oshikoto (2), Kavango (7) and Caprivi (2) with a total surface area of 2, 555 554 million ha and hosting 45,950 beneficiaries. 129 729 seedlings were produced and 63,1 ha planted during the period under review. Lawenforment operations were intensified including awareness creation to encourage people to visit forestry office to get permits. There was a moratorium put in place, a ban on harvesting of timber as from August 2012 to June 2013. During the ban there was a significant reduction in illegal activities althogh it is still there. More peole were seen comming to forestry office to get permits. Awareness creation was intensified through radio, community meetings, forest inspection, roadblocks and patrolling. Monitoring system put in place to curb the illegal harvesting, transporting and marketing of forest products.
Constraints: Communities‟ commitment to participate in tree planting. orchards establishment is very limited. Suitable land for orchards establishment is very limited. Trees are long term investment while communities want immediate returns People continue with illegal harvesting of timber, poles, firewood and droppers. Non adherence to procedures of obtaining forestry permits
Programme 7: Institutional Development and Support Services Main Activities: To provide administrative support to the Vote‟s programmes and to ensure proper financial management, optimal deployment of resources the acquisition and development of physical infrastructures, ITC services, transport and communication, consumables, safety and wellness, utilities, legal costs, assets management and protection, public relations, publications, capacity building and staff development.
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Achievements: Completion of Phase 1 at Eenhana (Ohangwena Region) Construction of an Office Complex for the Directorate of Forestry; Construction of Platform and erection of Water Tower; Upgrading of office complex for Directorate of Engineering and Extension Services, Completion of Phase 1 at Outapi (Omusati Region) Construction of an Office Complex for the Directorate of Engineering and Extension Services as well as for the Directorate of Forestry Construction of a Boardroom for Directorate of Veterinary Services Construction of access road and parking area.
5. MID-YEAR REVIEW
6 Months Execution Revenue Source Estimate Collection Rate(%) Private Telephone Calls 833 245 29.4% Misscellaneous 166,207 183,121 110.2% Lost Equipment and Stores 12,500 7,271 58.2% Ministerial Fines 3,333 0 0.0% Lease, Letting of State land and Buildings 62,500 3,000 4.8% Sale of Stock & Farm Produce 2,145,833 719,834 33.5% Veterinary & Clinical services 458,333 154,633 33.7% Services Rendered to Ministries 1,250 0 0.0% Performance Testing fees 2,854 0 0.0% Sale of Furs and Wool 145,833 120,058 82.3% Grazing Fees 1,750 480 27.4% Meat Hygienic Services 810,535 598,389 73.8% Registration on remedies/feeds/fertilizers 225,138 75,465 33.5% Hides & Skin 2,500 1,311 52.4% Ploughing Services 625 272,110 43537.6% Planting Services 125 0 0.0% Seeds & Fertilizer 416 196,588 47256.7% Auction Fees 1,339,708 246,183 18.4% Sale of Water & Electricity 50,525 47,162 93.3% Sale of Water 0 11,578 0.0% Laboratory Testing Fees 559,395 531,885 95.1% Meter Linkage and Rental Fees 879,583 630,200 71.6% Permit Fees 1,221,910 1,287,552 105.4% Sale of Forestry Products 191,666 49,071 25.6% Game & Game Produce 7,208 0 0.0% Total 8,290,560 5,136,133 62.0%
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5.1 Mid-Year Ministerial Revenue
6 Months Estimated Full Year Revenue Source Estimate Collection Revenue Projection
Private Telephone Calls 833 245 2,000 Misscellaneous 166,207 183,121 398,897 Lost Equipment and Stores 12,500 7,271 30,000 Ministerial Fines 3,333 0 8,000 Lease, Letting of State land and Buildings 62,500 3,000 150,380 Sale of Stock & Farm Produce 2,145,833 719,834 5,100,000 Veterinary & Clinical services 458,333 154,633 1,100,000 Services Rendered to Ministries 1,250 0 3,000 Performance Testing fees 2,854 0 6,850 Sale of Furs and Wool 145,833 120,058 350,000 Grazing Fees 1,750 480 4,250 Meat Hygienic Services 810,535 598,389 1,945,285 Registration on remedies/feeds/fertilizers 225,138 75,465 540,333 Hides & Skin 2,500 1,311 10,230 Ploughing Services 625 272,110 1,500 Planting Services 125 0 300 Seeds & Fertilizer 416 196,588 1,000 Auction Fees 1,339,708 246,183 3,215,300 Sale of Water & Electricity 50,525 47,162 121,260 Sale of Water 0 11,578 0 Laboratory Testing Fees 559,395 531,885 1,342,550 Meter Linkage and Rental Fees 879,583 630,200 2,111,000 Permit Fees 1,221,910 1,287,552 2,932,584 Sale of Forestry Products 191,666 49,071 460,000 Game & Game Produce 7,208 0 17,300 Total 8,290,560 5,136,133 19,852,019
5.2 Mid-year Budget Execution by programme
Actual Expenditure Budgeted Revised Execution Revised Estimate of in Second Quarter of Programme Full-year Expenditure Allocation Allocation FY Rate(%) Agriculture 740,879,000 740,879,000 218,040,823 29% 740,879,000 Water 1,127,192,000 1,127,192,000 543,479,186 48% 1,127,192,000 Forestry 122,286,000 122,286,000 50,407,070 41% 122,286,000 Supervision and Support Services 369,142,000 369,142,000 111,946,239 30% 369,142,000 Total 2,359,499,000 2,359,499,000 923,873,318 39% 2,359,499,000
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1. OVERALL SUMMARY
The mandate of the Namibian Correctional Service (NCS) is to protect the public while assisting offenders to prepare for a law-abiding return to the community. To achieve this, the Service must accurately assess the risk and needs of offenders and exercise a risk management response such as custody, programming and structured community support. Therefore the NCS aims to be modern, professional Correctional Service, adopting the principles and methods that can enhance public safety, safe custody and reintegration of inmates thus creating a purposeful and meaningful change of offenders into law abiding citizens. The NCS shall ensure that every inmate is secured in a correctional institution, and that suitable and effective treatment programmes addressing criminal behaviour are offered.
In the 2012/13 financial year the NCS had registered six ministerial targets which have been around since 2011/12. The new targets are linked with the strategic priorities which are reflected in the NCS Strategic Management Plan and the focus is to improve rehabilitation and to reduce recidivism with the ultimate aim of enhancing public safety.
2. PERFORMANCE OF MINISTERIAL TARGETS
Target 1: To roll out a comprehensive Offender Risk Management Correctional Strategy (ORMCS) in 7 institutions by 2016/17. 2010/2011 2011/2012 2012/2013 2013/2014 2014/2015 2015/2016 2016/2017 Target Actual Actual Actual Forecast Forecast Forecast Forecast ORMCS ORMCS ORMCS To roll out a ORMCS roll-out 2 roll-out 2 roll-out 1 comprehensive Offender roll-out institutions ORMCS institutions institutions Risk Management institution Farm Scott, roll-out to 2 None Divundu and Oluno and Correctional Strategy Farm Scott Hardap and institutions Oluno Walvisbay (ORMCS) in 7 institutions Prison Divundu (Oluno (Walvisbay by 2016/17. (partial) (Divundu partial) partial) partial) During the year under review there was no roll-out. This is due to the fact that construction took place in phases, over several years. The contract was over three years. The other factor is resources. Due to insufficient resources, recruitment of essential staff could not take place.
Target 2: To increase the number of offenders participating in rehabilitation programmes from 492 to 3500 offenders by 2016/17. 2010/2011 2011/2012 2012/2013 2013/2014 2014/2015 2015/2016 2016/2017 Target Actual Actual Actual Forecast Forecast Forecast Forecast To increase number of offenders participating in rehabilitation programmes 492 533 570 590 640 675 from 492 to 3500 offenders by 2016/17
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This year under review 550 offenders participated in scientific rehabilitation programmes: Thinking and Living Skills for Re-integration, Managing My Substance Use, Crisis Counselling, and Counselling for Lifers, Support Counselling and Pre- Release Counselling. This means that over the past 2 years this programme was administered to 1042 offenders. These programmes are at par with international best practices in corrections and their effectiveness in assisting offender to transition from crime-riddled lifestyles is supported by strong and reliable research evidence. The programmes are facilitated by trained, thoroughly supervised and competent psychologists and social workers.
Target 3: To increase the number of offenders successfully reintegrated into the community to 1433 by 2016/17.
2010/2011 2011/2012 2012/2013 2013/2014 2014/2015 2015/2016 2016/2017 Target Actual Actual Actual Forecast Forecast Forecast Forecast To increase the number of successful reintegration of Baseline Baseline offenders released into the 413 480 540 data to be None data to be community after programme (70% of 590) (70% of 640) (80% of 675) determined determined participation to 1433 by 2016/17. The baseline could not be determined in 2011/12 and 2012/13. It will be determined in 2013/14. This could not be done due to the fact that the OMS is not functional in its full capacity because of lack of networks and IT infrastructure.
Target 4: To increase the accommodation capacity of offenders by 1000 bed space by 2016/17. 2010/2011 2011/2012 2012/2013 2013/2014 2014/2015 2015/2016 2016/2017 Target Actual Actual Actual Forecast Forecast Forecast Forecast 630 Medium 20 female security bed To increase the Partial 56 Female bed spaces spaces and accommodation capacity of completion bed spaces (Hardap) 48 minimum 96 102 offenders by 1000 bed of female Target and 48 security bed space by 2016/17. bed spaces completed (Divundu) spaces (70% of 590) (Farm Scott)
Efforts to create bed space is geared towards addressing overcrowding of prisons at some institutions and to accommodate the Cabinet‟s decision for the Namibian Correctional Service to take over the remand function from the Police. Three new prisons will be constructed in the North-Western and North-Eastern Command Areas, to address the perpetual overcrowding at Oluno Rehabilitation Centre. During the 2012/13 financial year the medium prison accommodation construction at Farm Scott Prison commenced under a three year contract period and the completion of the medium prison accommodation at Farm Scott will increase by 678 bed spaces in the 2013/14 financial year. Further, the first phase of the Female Prison at Windhoek Central Prison is completed and added 56 bed spaces.
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Target 5: To improve the welfare of inmates from the current 60% to 90% by 2016/17. 2010/2011 2011/2012 2012/2013 2013/2014 2014/2015 2015/2016 2016/2017 Target Actual Actual Actual Forecast Forecast Forecast Forecast To improve the welfare of inmates from the current 60% 65% 75% 80% 85% 90% 60% to 90% by 2016/17.
This target seeks to address one of the core functions of the NCS whereby it is expected to provide basic supplies to inmates (food, water, electricity, health services, beddings, clothes, toiletries, etc.) The NCS has made good progress over the years in providing the basic needs of the offenders.
Target 6: To improve the welfare of staff from the current 30% to to 60% by 2016/17.
2010/2011 2011/2012 2012/2013 2013/2014 2014/2015 2015/2016 2016/2017 Target Actual Actual Actual Forecast Forecast Forecast Forecast To improve the welfare of staff from the current 30% 30% 35% 45% 50% 55% 60% to 60% by 2016/17 This target seeks to address one of the support mechanisms in order to achieve our core functions, therefore, the NCS is expected to go beyond the mere provision of a remunerated job opportunity into meeting their social welfare needs of the staff as well as the ensure sufficient provision of members' uniforms and provision of official living quarters and to have access to information on personnel matters. During the 2012/13 financial year the NCS made good progress in meeting the social welfare needs of our staff.
3. NON-TAX REVENUE Year 2010/11 2011/12 2012/13 Revenue Source Estimate Actual Estimate Actual Estimate Actual Prisoner‟s Labour 127,241 255,401 121,999 89,292 200,000 128,323 Departmental Fines 4,194 0 4,892 0 50,000 0 Obsolete Worn-Out And 2,889 273,052 4,537 39,100 300,000 69,303 Surplus Equipment Private Telephone Calls 0 0 184 0 1,000 0 Miscellaneous 58,498 65,618 67,524 241,038 70,000 0 Water And Electricity: 7,733 25,956 9,022 0 30,000 71,099 Fines and Forfeitures 2,122 0 0 0 0 784,165 Total 202,677 620,027 208,158 369,430 651,000 1,052,890
4. BUDGET EXECUTION
4.1 Overall Vote Actual Performance Year 2010/11 2011/12 2012/13 Breakdown Estimate Actual Estimate Actual Estimate Actual Operational Budget 338,458,000 333,787,375 347,527,395 358,014,370 378,672,000 383,901,019 Development Budget 81,680,000 81,955,699 88,563,331 80,860,338 68,697,000 62,255,891 Development Partners 0 0 0 0 0 0 Total 420,138,000 415,743,074 436,090,726 438,874,708 447,369,000 446,156,910
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4.2 Expenditure by programme
Year Programme Activity 2012/13 Activity Code Code Budgeted Revised Actual Execution Programme Allocation Allocation Expenses Rate(%) Safe Custody and Correctional 01 01:01 397,998,000 394,757,725 393,513,063 99.68 Rehabilitation Operations Namibian Correctional Administration 02 Correctional Service 02:01 32,955,000 36,311,830 36,035,383 99.24 Administration Re-integration 03 Release of Offenders 03:01 1,668,000 554,112 555,974 100.34 Policies Supervision 04:01 5,850,000 4,973,802 5,291,655 106.39 Coordination and Supervision and Support 04:02 3,046,000 3,708,395 3,719,284 100.29 04 Support Services services Oversight of 04:03 5,852,000 7,063,136 7,041,552 99.69 Correctional Service Total 447,369,000 447,369,000 446,156,911 99.73
4.3 Details of Programme Performance
Programme Main Activity
Safe Custody and Rehabilitation Correctional Operations Correctional Administration Namibian Correctional Service Administration Re-integration Release of Offenders Policies Supervision Supervision and Support services Coordination and Support Services Oversight of Correctional Service
For the 2012/13 financial year, the programmes of the Namibian Correctional Service were as follows: Safe Custody; Rehabilitation; Re-integration; and Coordination and Support. The following is a brief outline of the achievements and constrains experienced in the implementation of programmes. 1.1 Safe Custody
Main activities There are seven (7) main activities in the programme defined as Safe Custody and are as follows: a) Construct remand centres in five regions for unsentenced offenders. b) Provide appropriate accommodation for sentenced offenders. c) Construct four Command Area offices. d) Increase capacity to address the health and welfare needs of offenders. e) Improve the welfare and morale of staff. f) Improve security and procedures.
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g) Strengthen correctional operations.
Achievements The achievements noted under the programme Safe Custody were as follows: Construct remand centres in five regions for unsentenced offenders. Feasibility studies were done and progressed to concept designs for the following projects aimed at increasing our capacity to provide accommodation and to improve security: Windhoek Remand Prison Construction which is in the design phase. Ondangwa Remand Prison Construction for which the design phase has been completed. Outapi Remand Prison Construction which is in the design phase.
Provide appropriate accommodation for sentenced offenders. Outapi Remand Prison Construction which is currently in the design phase. The Swakopmund Prison for which the construction phase has been completed. Divundu Prison Unit Management conversion. Walvis Bay Unit Management conversion.
Increase capacity to address the health and welfare needs of offenders. In order to facilitate the promotion and maintenance of health and welfare of offenders the issue of overcrowding of correctional facilities and prisons continues to be addressed by the Namibian Correctional Services. The completion of conversions of Correctional Facilities (i.e. Swakopmund Prison) as well as on-going construction and conversion of various prisons across the country during the period in review has served to address the problem of overcrowding hence mitigating some of its consequences. Improve the welfare and morale of staff NCS Training College Construction. An amount of four hundred and fifty-eight thousand, eight hundred and eighty- nine Namibia Dollars and sixty-three cents (N$ 458,889.63) was spent on this project during the 2012/13 financial year. The construction of the Training College was completed. This project employed offenders who were able to develop their vocational skills as part of the rehabilitation process. The College was officially inaugurated on the 27th of March 2013.
Official Accommodation Construction: Divundu Rehabilitation Centre. An amount of one million, three hundred and sixty-three thousand, seven hundred and twenty-seven Namibia Dollars and thirty-seven cents (N$ 1,363,727.37) was spent on this project during the 2012/13 financial year. The construction covers 20 bachelor‟s flats and 5 houses which progressed to 80% completion. This project continues to employ mainly offenders and a private sub- contractor for the electrical works, which employs 4 workers.
Improve security and procedures.
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Physical security The function of physical security is twofold: to keep members of the community from illegally gaining access to correctional facilities and to keep inmates from leaving correctional facilities without authorization. Another consideration of physical security is the ability to house offenders and therefore to keep prison populations at a number that is both manageable and creates the optimal environment to facilitate rehabilitation. The Namibian Correctional Service has successfully managed to keep safe custody of offenders sent to prison. In the period of 2012/13, the monthly average number of offenders in our correctional facilities stood at approximately 4200 with the majority of offenders being between the ages 18 and 29 years. The NCS has prioritised the renovation of old and dilapidated prisons as well as the construction of new prisons taking into consideration the layout, design, age and level of security of prisons. The following are some projects which were completed in order to enhance the physical security of NCS facilities:
At Windhoek Central Prison and Elizabeth Nepemba Correctional Facility where the Offender Risk Management Correctional Strategy is implemented, classifying of each offender in accordance to the risk they pose to themselves, other inmates, staff and the public continues. Inmates are thus individually assigned to a suitable level of security (i.e. maximum, medium, low-medium or minimum) for placement. Classification of offender populations is one of the most important functions of any modern Correctional Agency. It serves as a management tool to minimise the potential for deviance from institutional norms and violence; mitigates the probability of escape and directs resources to where they are most needed. Walvis Bay Prison High Security Fence. Farm Scott Open Prison is under construction in order to ensure that it becomes a fully-fledged prison complex that consists of medium and minimum units as well as agricultural infrastructure. Construction is currently on-going. At Windhoek Central Prison, several Units were demarcated while another was renovated to accommodate Unit Management which is a critical element of the Offender Risk Management Strategy. The conversion of the female unit into a programme area. Currently the construction of the Female Unit is in progress at the same prison. At Hardap Prison the conversion of that facility into a Unit Management facility is in progress. This will ensure the implementation of the Offender Risk Management Strategy at that facility. The design phase at the Hardap Prison has been completed.
Farm Scott Open Prison Construction An amount of thirty four million, four hundred and eighty-six thousand, six hundred and sixty-six Namibia Dollars and ten cents (N$ 34,486,666.10) was spent on this project during the 2012/13 financial year. The construction of the medium prison is on-going and has progressed to 80% completion during the review period. This project continues to employ 89 individuals on average. We expect construction of this facility to be completed by September 2013.
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Swakopmund Prison Renovation An amount of four million and sixty-five thousand, one hundred and fifty-three Namibia Dollars and seventy cents (N$ 4,065,153.70) was spent on this project during the 2012/13 financial year. Renovations were completed. This project employed 28 workers on average. Windhoek Prison Unit Management Conversion An amount of ten million, nine hundred and ninety-three thousand, seven hundred and eighteen Namibia Dollars and fourteen cents (N$ 10,993,718.14) was spent on this project during the 2012/13 financial year. The construction is for a female prison and had progressed up to 50% of completion. This project continues to employ 35 workers on average. Hardap Prison Unit Management Conversion An amount of five million, four hundred and fifty-four thousand, two hundred and eighty-three Namibia Dollars (N$ 5,454,283.00) was spent on this project during the 2012/13 financial year. Phase one consisting of the demarcation of three units and the programme facility was completed during the review period. The project continues to employ 30 workers on average. Divundu Prison Unit Management Conversion An amount of three hundred and ninety-one thousand, eight hundred and twenty Namibia Dollars and ninety-four cents (N$ 391,820.94) was spent on this project during the 2012/13 financial year. The documentation for this project was completed during the review period. The overall rate of implementation recorded for above-mentioned projects during the 2012/13 financial year is 90.6%. As a result of improvement in our physical security, no major security incidents were reported in the Namibian Correctional Service facilities during the review period and escapes were reduced from ten (10) during the 2011/12 period to two (2) in the 2012/13 period. These offenders escaped while doing work outside our correctional facilities and they were both re- arrested on the same day. Internal Security Although the physical design of a prison facility is a key element in security, this is not complete without officer protection services. It is important to emphasize that the physical features of an institution's perimeter by themselves, are ineffectual without adequately trained staff that are alert to their responsibilities while operating at posts. Prison officials are responsible for the security measures that the physical design cannot control. Some duties include access control, searching of prisoners and their belongings, and movement control both inside and outside prisons and during the transportation of prisoners. Among activities employed to augment internal security in the NCS, security courses were offered to correctional officers including: Defence and Security Management courses, training in Self- defence, training in Integrated Security System Administration and Tradecraft Certificates for the Security Officers.
Internal security related achievements include the following: The enhancement of internal security measures contributed to the confiscation of a number of unauthorised articles that were either smuggled or were about to be
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smuggled into prison facilities. This includes among other things, over 325 bales of cannabis and over 270 mobile phones.
No gang activities disturbed the security of prisons during the period in review.
No riots or hostage takings took place
1.2 Rehabilitation The main activities under the programme Rehabilitation are: a) Roll-out of the comprehensive Offender Risk Management Correctional Strategy (ORMCS). b) Develop additional needs oriented rehabilitation programmes and procure rehabilitation literature. c) Review the rehabilitation programmes‟ delivery under the ORMCS.
Achievements The Namibian Correctional Service continues with its efforts in achieving successful rehabilitation of offenders. In the period under review, major initiatives were undertaken to take-stock, review, and thereby improve the rehabilitation programmes to reinforce the implementation of the Offender Risk Management Correctional Strategy. These include the comprehensive review of how the Offender Risk Management Correctional Strategy is being implemented at Windhoek Central Prison and Elizabeth Nepemba Correctional Facility to identify gaps and the subsequent establishment of working groups to address these gaps. In addition, training of Programme Officers and Case Management Officers was conducted by a Consultant. Nine (9) Programme Officers were recruited for Windhoek Central Prison and Elizabeth Nepemba Correctional Facility.
The Agriculture Production initiatives are deemed significant contributors to the Rehabilitation of offenders, not only in terms of averting idleness of offenders, but most importantly imparting work skills and attitudes that are important for their livelihood after their release from prisons. In this regard, our food production initiative at the Divundu Rehabilitation Centre in the Kavango Region continues to be the premier producer of maize and wheat at various correctional facilities around the country. The Namibian Correctional Service continues in a sustainable way to supply maize meal and bread flour to all its institutions with some significant level of surplus.
Farm Scott Open Prison in the Oshikoto Region is considered as an exemplary institution as it is a 5000 ha farm consisting of 31 grazing camps, 100 hectare fodder under dry land, and 40 hectare for irrigation pivots for fodder, 1 hectare is for fruit trees and 30 hectare is for yellow maize. Our main production line at Farm Scott Open Prison however, is cattle and small stock and it currently provides 89% of red meat requirements to correctional facilities around the country.
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Other on-going offender employment activities are de-bushing, dropper cutting, milling fodder, construction, fencing and maintenance workshops. 1.3 Re-integration The main activities under the programme Re-integration are: a) Enhance capacity for safe reintegration of eligible offenders into the community. b) Roll-out of Community Service Orders (CSO) in all command areas. c) Provide after-release support. d) Timely processing of profile reports and recommendations for conditional release.
Achievements Following the much valued promulgation of the Correctional Service Act, 2012 (Act No. 9 of 2012), the NCS has engaged on a project to develop a Community Supervision Framework which is intended to pave the way and to operationalize its provisions with regard to the re-integration programmes for offenders particularly those that are released on Parole and Remission.
It is commonly acknowledged that offenders face difficulties in re-entering society. To increase the chances of safe and successful reintegration of offenders into the community, a Pre-Release Process was developed, which focuses on the preparation of offenders for release who are approaching probable release.
Coordination and Support Services The main activities under the programme, Coordination and Support Services are: a) Develop practices policies and guidelines for National Release Board. b) Development of Human Resource Development Plan. c) Implementation of the Organisational Structure. d) Conduct training as recommended by the HRDP. e) Provision of general administrative services. f) Provision of leadership and to ensure the financial and administrative well-being of the Ministry. g) Provide corporate guidance, management and balanced structuring of the NCS. h) Compliance and control of correctional facilities. i) Respond to HIV/AIDS impact on the NCS. j) Acquisition of and maintenance of IT equipment and systems. k) Plan, organise, host and attend international conferences, commissions, and meetings. l) Render advisory services (legal, public relations, policy). m) Provision of overall leadership, coordination and supervision by the Minister. n) Enhance partnership with stakeholders. o) Enhance capacity of correctional industries. p) Ensure effective transformation. q) Ensure effective coordination.
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Achievements Develop practices policies and guidelines for National Release Board. Since 2012 an on-going project to develop a Community Supervision Framework which would operationalize the decision-making process for release on parole and remission and which will provide for the effective and safe management of offenders in the community when released on parole or remission. Implementation of the Organisational Structure. Recruitment of 329 correctional officers. Appointments of staff at various levels of the organizational structure.
Conduct training as recommended by the HRDP. Since the 2009/10 financial year, the Namibian Correctional Service (NCS) has been reporting that a number of its staff were enrolled in the degree course in Criminal Justice (Correctional Management) and Bachelor of Arts (Honours) in Criminal Justice which the Namibian Correctional Service jointly developed with the Polytechnic of Namibia (PoN) and is fully funded by the Namibian Correctional Service. This programme is running very well, and in April 2012, the first eight (8) out of the eleven (11) officers who completed their studies successfully graduated and obtained their degrees. Again in April 2013, a total of eight (8) correctional officers graduated. For the 2013 academic year, nine (9) correctional officers are in their third year, another nine (9) in the second year and thirteen (13) in their first year.
Apart from the above Degree programme, we have another ten (10) correctional officers and staff members enrolled for various qualifications including Law, Public Relations, Public Administration, Psychology and General Nursing and Midwifery and Science in various Tertiary institutions nationally and internationally. Another nine (9) correctional officers are enrolled at the Health Training Centres of the Ministry of Health and Social Services for Health Care Training course.
Provision of general administrative services. The regional and command management headquarters continued to provide management and administrative support to the National Headquarters by monitoring the delivery of programmes and services; developing plans and programmes for performance measurements; providing human resource and financial management support; providing logistical support; managing health services to offenders and providing information to local media, the public and stakeholders. The regions also continue to perform their responsibility of providing direction and supervision over local agencies.
Provision of leadership and to ensure the financial and administrative well- being of the Ministry. The promotion of two Accountants to Senior Accountants was a notable achievement.
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The timely recruitment of various civilian staff in personnel and auxiliary services helped to maintain the financial and administrative well-being of the Ministry.
Provide corporate guidance, management and balanced structuring of the NCS. The national headquarter management continues to provide support to the Commissioner-General and the Executive Committee as well as deliver services to all NCS operations, including; international protocol, public and parliamentary relations; human resources and financial management; performance assurance; legal support; health services and planning and research.
Compliance and control of correctional facilities. In order to ensure Correctional Administrationthe NCS successfully engaged in various activities including the following: Stock control Investigations and inspections by Performance Assurance
Respond to HIV/AIDS impact on the NCS. The Namibian Correctional Service continues with its sustained efforts to improve health in its institutions by partnering with key stakeholders who have been contributing significantly to the combating of serious diseases such as HIV/AIDS, Tuberculosis, Malaria and other diseases. These stakeholders are Centre for Disease Control (CDC), United Nations Office on Drugs and Crime (UNODC) and Global Fund (GF) through the Ministry of Health and Social Services. The CDC continues to fund the salaries of Community Councillors who are providing the voluntary counselling and testing services in our institutions. There are fifteen (15) HIV/AIDS Community Counsellors deployed in eleven (11) of the Namibian Correctional Service facilities. These Community Counsellors are also providing education and awareness campaigns to our offenders. The Namibian Global Fund Programme provided the Namibian Correctional Service with two staff members placed at our Headquarters running HIV/AIDS educational campaigns, awareness and training programmes on HIV/AIDS prevention, treatment, care and support targeting inmates and correctional officers. The Global Fund allocated four million, two hundred thousand Namibia Dollars (N$ 4,200,000) for the period June 2010 to March 2013, of this amount, two million and twenty-nine thousand, three hundred and thirty-eight Namibia Dollars and five cents (N$ 2,029,338.05) was spent on the various programmes mentioned above, and an amount of two million, one hundred and forty-five thousand, five hundred and fifty-four Namibia Dollars and sixty-seven cents (N$ 2,145,554.67) still remains in the financial period covering June 2013. The UNODC completed a comprehensive assessment on HIV/AIDS in our correctional facilities with a particular emphasis on the prevalence and mode of transmission in our correctional facilities. A report is anticipated in this regard soon.
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Acquisition of and maintenance of IT equipment and systems. Consultation with Leaf Systems led to the development of an Offender Management System (OMS) pilot system in November 2012. The Namibian Correctional Service thereafter hired a lead developer to head the Information Technology Maintenance, Development and Support Directorate. A new effective version of the Offender Management System was developed and implemented, following the training of correctional officers in the use of the OMS.
Plan, organise, host and attend international conferences, commissions, and meetings. During the review period, the NCS attended the ACSA Conference which took place in Kampala, Uganda as well as the ICPA Conference which took place in Mexico City, Mexico in October 2012.
Render advisory services (legal, public relations, policy). The Legal Support Directorate has been rendering advisory services regarding issues of a legal nature. The function of this Directorate also includes the scrutinising of policies before implementation. The Namibian Correctional Service also has the Public and Media Relations Division which has amongst others the function of providing advisory services to the CG‟s office on issues that pertain to the public as well as the media. One of the functions of the Public and Media Relations office is to take cognisance of issues publicised in the media which have direct or indirect bearing on the image of the Service and to take the appropriate measures thereto.
Provision of overall leadership, coordination and supervision by the Minister. This crucial activity is achieved through the attendance of weekly meetings of the Executive Management Committee that comprises of the Minister (Chairperson), the Deputy Minister, the Permanent Secretary, Inspector- General of the Police and the Commissioner-General of the Namibian Correctional Service.
Enhance partnership with stakeholders. The Namibian Correctional Service continued to strengthen ties with the following partners and stakeholders during the review period 2012/2013: Ministry of Health and Social Services Ministry of Justice (Courts, Attorney General‟s office) Polytechnic of Namibia Ministry of Education
Enhance capacity of correctional industries. At the Divundu Rehabilitation Centre, we extended the production land and upgraded the infrastructure. The NCS procured 7 pivots: 1x30 hectare pivot,
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1x27 hectare pivot, 2x25 hectare pivot, 2x20 hectare pivot, 1x14 hectare pivot. The NCS also procured 1x16 micro-sprinkler irrigation and 1x33 hectare drip irrigation. We also have 1x1 bulldozer, 4x tractors, 2x trailers, 3x harrows. A max-a-meal plant and 1x bread flour and maize mill were installed. A diesel tank and 1x potable water filter. Further procurements include; 2x maize meal planters and 1x vegetable planter.
2. Challenges There were several challenges/constraints noted during the 2013/2013 financial period and they include the following: 2.1 Safe Custody 2.1.1 Correctional Facilities. There are some Correctional Facilities which are dilapidated and some correctional facilities are not appropriately placed. The latter is due to the fact that some Correctional Facilities are mostly located in the previously white dominated towns and cities. Therefore some areas that are densely populated do not have correctional facilities. For example Oluno Rehabilitation Centre currently services Oshana, Omusati, Ohangwena, Oshikoto Regions and to some extent Kavango and Caprivi Regions. Overcrowding at some Correctional Facilities is a challenge and hence a great deal of time and resources is spent on transporting offenders to remote areas for court appearances and other activities.
2.1.2 Challenges to improving Security and Procedures The need for appropriate security equipment such as communication devices, transport, standby power generators, fire-arms, handcuffs, straight-jackets and scanners is critical for the maintenance of security and order in a sensitive environment such as corrections. Insufficient security equipment leaves the Service vulnerable to smuggling of contraband into Correctional Facilities. This lack of security equipment leads to institutional vulnerability to possible riots, attacks by offenders and public, escapes, smuggling of dangerous articles into our facilities and many other vulnerabilities. The shortage of staff, particularly custodial staff responsible for security at facilities, is a serious security threat both to Correctional Facilities and the community at large because there is an increased potential for escapes, riots and other serious incidents when staff are not enough.
2.1.3 Challenges to increasing the capacity to address the health and welfare needs of offenders As parties to the United Nations and the African Union, the NCS strives to meet the UN Standard Minimum Rules for the Treatment of Prisoners and the African Charter on Human Rights. The NCS thus endeavours to provide inmates with adequate food, water and electricity, clothing, open space, ventilation etc. However, the inadequacy of funds poses constraints in the provision of these services as required and it often results in legal action by offenders against the Service.
2.1.4 Challenges to improving the welfare and morale of staff
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The NCS staff are expected to present themselves in a manner which portrays a professional image requiring them to dress in proper uniform. However, this is often a challenge due to inadequate funds. 2.2 Coordination and Support Services The staff establishment of the Namibian Correctional Service is 4402, however only 1958 of these positions are filled while 2444 are vacant. This presents a staff shortage of more than 55%. The Namibian Correctional Service was unable to recruit the required amount of staff as a consequence of insufficient funds, there is therefore an acute shortage of staff.
2.3 Challenges for Rehabilitation There were several challenges experienced with regards to rehabilitation and some challenges include the lack of skill and capacity of some staff. This is in part due to the implementation of the Offender Risk Management Strategy which requires that staff learn new tasks as well as managing and leading change with regards to the newly adopted correctional approach. The second challenge with regards to Rehabilitation is the lack of quality information relating to offenders which is attributed in part to the lack of vital information which may inform thorough analysis of offenders‟ risks. The vital information includes the: detailed criminal history and information relating to the offence(s) committed, reasons for sentencing, analysis of victim impact, presence of any further charges.
2.4 Challenges for Reintegration The lack of community corrections facilities is a challenge as the reach of the implementation of this programme to various regions is impeded by this apparent lack of facilities. The second challenge in the efficient reintegration of offenders back into society upon their release is the lack of willingness by agencies or companies employ offenders for their community service orders.
5. MID-YEAR REVIEW 5.1 Mid-Year Ministerial Revenue
Execution Revenue Source Estimate First Quarter Collection Rate(%) Prisoners Labour 200,000 38,319 19.2 Departmental Fines 55,000 0 0.0 Obsolete, Worn-out and 330,000 11,413 3.5 Surpluses Private Telephone Calls 1,100 0 0.0 Miscellaneous 77,000 4,931 6.4 Water and Electricity 33,000 0 0.0 Prison Services Fines and Forfeitures 408,122 150,901 37.0 Total 1,104,222 205,564 18.6
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5.2 Mid-year Budget Execution by programme
Actual Expenditure Budgeted Revised Execution Revised Estimate of in First Quarter of Programme Full-year Expenditure Allocation Allocation FY Rate(%) Safe Custody and Rehabilitation 534,468,000 99,488,683 18.6 340,436,460 Correctional Administration 34,993,000 7,899,704 22.6 17,662,024 Re-integration 1,816,000 0 0.0 1,816,000 Supervision and Support services 15,370,000 4,962,468 32.3 5,477,611 Total 586,647,000 0 112,350,855 19.2 365,392,095
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VOTE 22 - MINISTRY OF FISHERIES AND MARINE RESOURCES
1. OVERALL SUMMARY
The Ministry of Fisheries and Marine Resources is reponsible for the management and development of the Fisheries and Aquaculture. The Ministry is proud to announce that for the MTEF period 2012/2013 is well on track to met all the targets. 2. PERFORMANCE OF MINISTERIAL TARGETS
Target 1: Greater fish stock recovery by 2013/14 Target 2010/2011 2011/2012 2012/2013 2013/2014 2014/2015 2015/2016 Actual Actual Actual Forecast Forecast Forecast Greater fish stock recovery Hake: 2 million tons 820,000t 1,392,000t 2,000,000t Pilchards: 200,000 tons 800,000t 260,000t 200,000t Horse Mackerel: 2,5 million 1,400,000t 1,650,000t 2,500,000t Rock Lobster: 3,000 tons 570t 966t 3,000t Crab 20,000 tons 22,850t 21,500t 25,800t Monk: 55,000 tons 47,600t 22,000t 55,000t Orange Roughy: 10,000 tons
Explanation The Hake, Monk and Rock Lobster stocks have been variable since 2009 due to a combination of factors such as poor seasonal recruitment, fishing and unfavourable weather conditions. The deep-sea red crab resource, on the other hand, has been less variable (increasing slightly during the last season) as a result of the good management of the stock. Orange Roughy has been placed on moratorium since 2008/09 in order for the stock to recover and the next survey was only expected to be conducted during 2013/14 in order to assess the current stock size. However, due to some circumstances the survey to revaluate the state of the Orange Roughy resource could not take place in the 2013/2014 season. Pilchard has shown a great deal of variability in its abundance over the years and it is quite a challenge to forecast its abundance with confidence. Although current estimates indicate that the target is reached, it will be an achievement to maintain its abundance above the precautionary reference point of about 300,000 tons by keeping the TACs at absolute minimum in efforts of stock recovery. Horse mackerel has also shown variability in recent years and that is partially the reason of not reaching forecasted set target. The stock current estimates, however, indicate that the stock is close to its maximum sustainable yield (MSY) and stock growth will be limited. Thus, current levels of exploitation are not expected to increase significantly in the near future, otherwise the state of the stock could be compromised.
Target 2: 100 percent surveillance of perennial rivers by 2013/14
2010/2011 2011/2012 2012/2013 2013/2014 2014/2015 2015/2016 Target Actual Actual Actual Forecast Forecast Forecast 100 percent surveillance of 80% 85% 90% perennial rivers by 2013/14
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Explanation The Ministry's target of 100% Surveillance of Perennial rivers by 2013/2014 was to ambitious and could not be achieved taking into consideration the nature of the assets the Ministry is using to adhere to this target, namely vehicles and patrol boats, which are constantly face with technical and mechanical breakdowns mostly caused by the nature of the terrain they are operating in. Therefore, the forecast of the target has changed to 90% for the remaining years under the reporting period.
Target 3: 30 staff members trained by 2013/14 Target 2010/2011 2011/2012 2012/2013 2013/2014 2014/2015 2015/2016 Actual Actual Actual Forecast Forecast Forecast 30 staff members trained by 8 17 10 2 2013/14
Explanation The Ministry has trained staff members in various fields in order to enhance the lack of skills identified. The Ministry will reached its target for qualifying training by 2013/14. The achievement is attributed to financial funding from sponsors who assist staffmembers in the fields of Aquaculture, Environmental management and Water Resources Management to obtain Masters and PHD qualifications. In addition most staff members who were assisted by the ministry to study further their programmes were ending in 2012/13 and 2013/14 financial years. Attendance of various skills development courses by 80 staff members from various directorates of the Ministry. Most of the short courses were attended locally, whereas training such as IT Security Infrastructure and Data Recovery, Extrusion of soy beans were attended at Institutions in the Republic of South Africa.
Target 4: 1,000,000 Fingerlings produce by 2013/14
Target 2010/2011 2011/2012 2012/2013 2013/2014 2014/2015 2015/2016 Actual Actual Actual Forecast Forecast Forecast 1,000,000 Fingerlings produce 5.7 million 7.0 million 7.3 million by 2013/14
Explanation The achievement on the fingerling produced during the period under review, is due to improved hatchery techniques amongts the different aquaculture centres (Onavivi, Ongwediva, Kamutjonga Inland Fisheries Institute (KIFI), and Hardap Inland Aquaculture Centre (HIAQ) The figures in the table are cummulative, we thus expect to produce 1 million fingerlings only by 2013/2014 per year. As it can be seen we have already reached and exceeded our target by 300,000 (7.0 million in 2012/2013 minus 5.7 million in 2011/2012) in2012/2013. Please note that 40% of fingerlings produced will be lost due to natural mortality. The rest will then be distributed to communal and private farmers, cooperative fish farmers, Epalela fish farm as well as restocking dams and riverine habitats.
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Target 5: 500,000 Fingerlings distributed by 2013/14 2010/2011 2011/2012 2012/2013 2013/2014 2014/2015 2015/2016 Target Actual Actual Actual Forecast Forecast Forecast 500,000 Fingerlings distributed 184,294 474,260 1.5 million by 2013/14
Explanation The reason for the high fingerling distribution was mainly due to the fact that Epalela fish farm was fully operational and could therefore accomondate a high number of fingerlings compared to the preveous year when it was under renovations. The demand for fingerlings by communal fish farmers has however decresed due to the low rainfall experieced during 2012/20/13 following the floods of the previous year. The Ministry is confident that the target will be reached if the latter two environmental factors will not be prevalent in 2013/2014. Please note that the forcast was found to be unrealistic and for the next MTEF was reduced to 600,000 by 2016/2017.
Target 6: 250 tons of fresh fish produce by 2013/14 Target 2010/2011 2011/2012 2012/2013 2013/2014 2014/2015 2015/2016 Actual Actual Actual Forecast Forecast Forecast 250 tons of fresh fish produce 41.8 tons 35.3tons 250 tons by 2013/14
Explanation There is a slight decline in fish production during the year 2012/13 as compare to 2011/2012. The key attribution to this decline is continuous insufficient fish feed not produce when raw ingredients become rarely feed not produce when raw ingredients become rarely, unavailable as the country is expieriencing fluctuating drought seasons. This situation is likely to be repeated in the coming years should the Ministry not put precuationary measures in place, such as securing local and such as securing local and aboard sources of raw ingredients during the none availabilty of ingredients, securing funds in line with the fish aboard sources of raw ingredients during the none availabilty of ingredients, securing funds in line with the fish feed production. Discussions with the relevant authorities to adress the situation has reached an advanced stage.
Target 7: 3 New Markets penetrated by 2014/15
Target 2010/2011 2011/2012 2012/2013 2013/2014 2014/2015 2015/2016 Actual Actual Actual Forecast Forecast Forecast
South Korea (Monk) China(Crab) China (Live Russia (Horse New Zealand lobster) Mackerel) (Snoek) Japan (Hake) Dubai (Crab Australia Ghana, & Rock (Snoek & Big Cameroon, lobster) 3 New Markets penetrated by eye Tuna) Nigeria Saudi Arabia 2014/15 USA, UK (Canned (Fish Meal) and France Pilchard & Finland (Tuna Horse (Hake, Mon Steaks) Mackerel) and Oysters) Mozambique China (Fish USA (Hake) DRC, Angola Meal) (Horse Mackerel)
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Explanation There are potencial markets that exist for Namibia Fish and Fisheries products such as hake, monk, crustaceans (Rock Lobster and Crab) horse Mackerel, Canning of Pilchard, Tuna, Seals, Fish Meal and Line Fish. This Directorate normaly participate in trade fairs and exhibitions internationally to exhibit and markets Namibian products together with the fishing industry. Seemingly, bilateral negotiations have been undertaken at company level with partners in USA, China, Ghana and Nigeria to penetrate these markets. The Ministry has signed an agreement with the Federation of Russia under the Federal Agency for Fisheries. Futhermore, multilateral negotiation under the EPA are still ongoing especially with the EU to continue exporting our fish and fisheries products to those markets.
Target 8: 90% of Quota Fees collected by 2014/15 Target 2010/2011 2011/2012 2012/2013 2013/2014 2014/2015 2015/2016 Actual Actual Actual Forecast Forecast Forecast 90% of Quota Fees collected 165% 156% 90% by 2014/15
Explanation The above table is reflecting the actual quota fees collected for the fishing seasons 2010-2012 respectively. As a result of stern measure the Ministry has put in place, the collection of revenue from Fishing industry has improved compare to previous years. In additions, thestrategy of quota fees and landings reconciliation with fishing industry has also enhance the collection of revenue to the better position in the past years. Moreover, other measures such as interest charges on late payment has also contributed to the increase in revenue collection.
3. NON-TAX REVENUE Year 2010/11 2011/12 2012/13 Revenue Source Estimate Actual Estimate Actual Estimate Actual Private Telehone Calls 2,493 35,000 11,138 35,000 1,203 Miscellaneous 30,707 10,000 72,544 10,000 176,700 Fishing Boats & Factory 0 0 0 0 0 Licenses 167,481 180,000 147,731 180,000 132,150 Hunting and Fishing Licenses 1,127,244 1,300,000 1,275,152 1,300,000 1,274,068 Quota Fees 130,289,808 73,912,000 122,522,809 73,912,000 115,813,736 Total 0 131,617,733 75,437,000 124,029,374 75,437,000 117,397,857
Explanation
Private Telephone Calls: The Ministry have estimate an amount of N$35,000.00 to be collected under this revenue head, however only N$ 1,203.00 could be collected. this was due to the fact that our telephone system providing print out to staff members was out of order, hence the under collection.
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Vote 22 Ministry of Fisheries and Marine Resources
Miscellaneous: Provision was made for unforseen revenue that could not be allocated to the different revenue heads. An amount of 10,000.00 was estimated to be collected, however we manage to collect an amount of N$ 176,700.00. This was due to the fact that money for the hiring of accommodation facilities at Kamutjong Inland Fisheries Institute was received.
Hunting and Fishing Licenses: Revenue collected under this revenue head is difficult to estimate, due to the fact that the number of anglers determine the revenue to be collected. The collected revenue fluctuates, and is boosted during long weekends and public holidays as well as fearive seasons. However an amount of N$ 1,274,068.00 was collected.
Fishing boat and factory licenses: The collection depends on the fishing seasons: Hake: May to December Horse Mackerel: January to December Monk: May to April Large Pelagic: January to December Of all the species Hake has the most fishing vessels and its collection of vessels is the biggest in comparison to the other species. Our estimation is base on the number of fishing vessels that we having on our system, however it is important to note that not all vessels are licensed.
Quota Fees: In the 2010/11 financial year the estimate for quota fees to be collected was N$ 73,340,000 and the actual fees collected was N$ 98,039,894. The amount of N$ 32,249,913 was for arrears due for the previuos fishing seasons. In the 2011/12 financial year an amount of N$ 73,912,000 was estimated for quota fees, however the Ministry manage to collect N$89,501,865 for the current fishing season.An amount of N$33,020,944 was for arrear quota fees from the previous fishing seasons. The quota fees that was estimated for the 2012/2013 financial year was N$ 73,340,000.00. The total amount of quota fees paid in 2012/2013 year amounts to N$ 115,813,736.43 of which, N$ 61,079,674.00 was the actual quota fees for the year under review, while N$ 54,734,062.43 was the settlement of arrears. The difference between the amounts of quota fees estimated and the actual fees collected can be attributed to different starting and ending period of fishing seasons of which quota fees of the same quota's are recorded into two financial years.
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Vote 22 Ministry of Fisheries and Marine Resources
4. BUDGET EXECUTION 4.1 Overall Vote Actual Performance Year 2010/11 2011/12 2012/13 Breakdown Estimate Actual Estimate Actual Estimate Actual Operational Budget 160,188,233 180,242,000 172,660,403 204,463,000 197,764,541 Development Budget 107,881,570 58,643,000 57,629,802 53,000,000 37,768,760 Development Partners Total 268,069,803 238,885,000 230,290,205 257,463,000 235,533,301 4.2 Expenditure by programme
Year P ro g ra m Activity 2012/13 me Activity Code B ud g e t e d R e vis e d A c t ual Exe c ut io n Programme C o de A llo c at io n A llo c at io n Exp e ns e s R at e ( %) Conducting scientific surveys 10,864 18,267 16,080 88.03 Annalysis of data from Commercial Fishing 7,923 7,308 6,432 88.01 Modeling and Stock Assessment 5,048 3,653 3,216 88.04 Survey and Stock Regional and International co-operations 5,048 3,653 3,216 88.04 1 Assessment Management of Library and Aquarium 5,049 3,653 3,216 88.04 Annual contribution to BCC 700 700 700 100.00 Capital Investment 15,000 15,000 14,997 99.98 Sub-Total 49,632 52,234 47,857 91.62 Training of Engineers 340 340 340 100.00 Training of Pilots 340 340 340 100.00 Training of Inspectors 824 824 824 100.00 Human Resources Training of Scientist 475 475 475 100.00 2 Development Training of Observers 500 500 500 100.00 Training of Revenue Collection,Customer 917 917 917 100.00 care Sub-Total 3,396 3,396 3,396 100.00 Deployment of Fisheries Patrol Aircraft 9,822 10,531 9,158 86.96 Administer and maintain fisheries patrol 6,548 7,290 6,340 86.97 craft's Deployment of fisheries patrol vessels 8,036 11,341 9,862 86.96 Monitoring of loading and off loading of fish 9,003 9,721 8,453 86.96 products Inspection of vehicles at road blocks 4,093 4,050 3,522 86.96 Coastal patrol and catch inspections 9,673 11,851 10,566 89.16 Monitoring of fish products at factories 9,003 8,911 7,749 86.96 Marine & Inland Inspection and compliance on riviers and 3,274 4,050 3,522 86.96 Monitoring Control and 3 other water bodies Surveillance Road Block and Inspections 2,456 3,240 2,818 86.98 Enforcement of Inland fisheries legislation 4,911 5,670 4,931 86.97 Monitoring of fishing gears and licences 2,456 4,050 3,522 86.96 issued at Local Authorities Annual Contribution to NAMFI 5,767 0 5,767 100.00 Annual Contribution to FOA 5,437 0 5,437 100.00 Annual Contribution CCLMRL 819 819 819 100.00 Capital Investment/Projects 4,000 4,000 3,303 82.58 556 0 0 0.00 Sub-Total 85,854 85,524 85,769 100.29 Zonation of Land & Sea base aqua parks 3,032 773 757 97.93 Issuing licences to private entrepreneurs 2,744 512 505 98.63 Issuing licences to private entrepreneurs 3,171 2,815 2,776 98.61 Continued Phytosanitary testing 2,883 2,559 2,523 98.59 Training, Research, & Extension services 2,883 2,559 2,523 98.59 Carry out feasibility study to determine 2,018 1,792 1,766 98.55 Promotion of Marine & potential Aquaculture sites 4 Inland Aquaculture Hatchery establishment at selected 3,459 3,071 3,028 98.60 ecosystem Fingerling distribution to rural communities 4,324 3,834 3,785 98.72 Fingerling distribution to subsistence famers 2,883 2,559 2,523 98.59 Taining, Research & extension services 7,931 5,119 5,046 98.57 Taining, Research & extension services 24,000 24,000 19,469 81.12 Sub-Total 59,328 49,593 44,701 90.14 Capital Investment/Project 10,000 10,000 0 0.00 General Administration Services 11,796 14,231 13,540 95.14 Responsive to HIV/ADIS 1,311 1,582 1,504 95.07 Acquisition and maintenance of IT Coordination and Support 2,294 2,767 2,633 95.16 5 equipment Services Maintenance of IT 1,966 2,372 2,257 95.15 Ensure proper finacial management 3,277 3,953 3,761 95.14 Improve revenue collection 12,123 14,626 13,916 95.15 Sub-Total 42,767 49,531 37,611 75.93
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Vote 22 Ministry of Fisheries and Marine Resources
Year P ro g ra m Activity 2012/13 me Activity Code B ud g e t e d R e vis e d A c t ual Exe c ut io n Programme C o de A llo c at io n A llo c at io n Exp e ns e s R at e ( %) Policy Formulation, Review, Monitoring 3,197 3,441 3,033 88.14 and Evaluation Undertaking Social-economic Research & 3,197 3,441 3,033 88.14 Analysis Data collection, processing and verification 1,599 1,802 1,589 88.18 Fisheries Bilateral Cooperation and Trade 3,197 3,441 3,033 88.14 Exhibition Policy and Economic 6 Monitoring and Evaluation of Capital Advice 1,599 1,802 1,589 88.18 projects Regional and International Fees and 799 799 1,756 219.77 Subscription Public education and Policy and Legal 799 820 722 88.05 Framework 500 0 0 0.00 Sub-Total 14,887 15,546 14,755 94.91 Tax Revenue 7 Verification of Quota fees calcultaion 1,599 1,639 1,444 88.10 Grand Total 257,463 257,463 235,533 91.48
4.3 Details of Programme Performance
5. MID-YEAR REVIEW
First Quarter Execution Revenue Source Estimate Collection Rate(%) Private Telehone Calls 10,000 63 0.6 Miscellaneous 100,000 15,600 15.6 Fishing Boats & Factory 0 0 0.0 Licenses 180,000 28,030 15.6 Hunting and Fishing 1,400,000 250,936 17.9 Licenses Quota Fees 90,000,000 82,876,319 92.1 Total 91,690,000 83,170,948 90.7
5.1 Mid-Year Ministerial Revenue 1st Quarter 2013
First Quarter Estimated Full Year Revenue Source Estimate Collection Revenue Projection Private Telehone Calls 10,000 63 5,000 Miscellaneous 100,000 15,600 93,000 Fishing Boats & Factory 0 0 0 Licenses 180,000 28,030 149,000 Hunting and Fishing 1,400,000 250,936 1,225,000 Licenses Quota Fees 90,000,000 82,876,319 122,875,000 Total 91,690,000 83,170,948 124,347,000
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Vote 22 Ministry of Fisheries and Marine Resources
5.2 Mid-year Budget Execution by programme 1st Quarter 2013
Actual Expenditure Budgeted Revised Execution Revised Estimate of in First Quarter of Programme Full-year Expenditure Allocation Allocation FY Rate(%) Survey and Stock Assessment 34,181,000 0 6,930,000 20.3 43,863,000 Human Resources Development 1,790,000 0 305,000 17.0 1,790,000 Marine & Inland Monitoring, 127,145,000 0 31,765,000 25.0 112,864,000 Control and Surveillance Promotion of Marine & Inland 50,904,000 0 7,236,000 14.2 32,387,000 Aquaculture Coordination and Support Services 48,544,000 0 7,122,000 14.7 49,934,000 Policy and Economic Advice 18,142,000 0 3,747,000 20.7 23,325,000 Tax Revenue Administration 2,016,000 0 0 0.0 2,016,000 Total 282,722,000 0 57,105,000 20.2 266,179,000
5.3 Mid-Year Ministerial Revenue 2nd Quarter 2013
Second Quarter Estimated Full Year Revenue Source Estimate Collection Revenue Projection Private Telehone Calls 10,000 63 5,000 Miscellaneous 100,000 15,600 93,000 Fishing Boats & Factory 0 0 0 Licenses 180,000 28,030 149,000 Hunting and Fishing 1,400,000 250,936 1,225,000 Licenses Quota Fees 90,000,000 82,876,319 122,875,000 Total 91,690,000 83,170,948 124,347,000
5.4 Mid-year Budget Execution by programme 2nd Quarter 2013
Actual Expenditure Budgeted Revised Execution Revised Estimate of in Second Quarter of Programme Full-year Expenditure Allocation Allocation FY Rate(%) Survey and Stock Assessment 34,181,000 0 16,765,000 49.0 43,863,000 Human Resources Development 1,790,000 0 979,000 54.7 1,790,000 Marine & Inland Monitoring, 127,145,000 0 65,723,000 51.7 112,864,000 Control and Surveillance Promotion of Marine & Inland 50,904,000 0 19,806,000 38.9 32,387,000 Aquaculture Coordination and Support Services 48,544,000 0 16,465,000 33.9 49,934,000 Policy and Economic Advice 18,142,000 0 7,080,000 39.0 23,325,000 Tax Revenue Administration 2,016,000 0 0 0.0 2,016,000 Total 282,722,000 0 126,818,000 44.9 266,179,000
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VOTE 23 - DEPARTMENT OF WORKS
1. OVERALL SUMMARY
The ministry is mandated to develop, implement and regulate sectoral policy and to ensure infrastructure development and management of transport and state assets.
2. PERFORMANCE OF MINISTERIAL TARGETS
Target 1: Improve the execution rate for the implementation of Capital Projects currently at 77% with 3% to 80% during the financial year 2012/13
Target 2010/2011 2011/2012 2012/2013 2013/2014 2014/2015 2015/2016 Actual Actual Actual Forecast Forecast Forecast Improve the execution rate for the implementation of Capital Projects currently 75% 77% 80% 80% 85% 85% at 77% with 3% to 80% during the financial year 2012/13 Target 2: To continuously monitor, evaluate and realign strategies governing decentralization of the maintenance function under delegation phase during the financial years 2012/13 and 2013/14 Target 2010/2011 2011/2012 2012/2013 2013/2014 2014/2015 2015/2016 Actual Actual Actual Forecast Forecast Forecast To continuously monitor, evaluate and realign strategies governing decentralization of the 0% 0% 50% 100% 30% 50% maintenance function under delegation phase during the financial years 2012/13 and 2013/14 Target 3: To develop action plans for implementing decentralization of the maintenance function under Devolution phase by the end of the financial year 2013/14 2010/2011 2011/2012 2012/2013 2013/2014 2014/2015 2015/2016 Target Actual Actual Actual Forecast Forecast Forecast To develop action plans for the implementating decentralization of the maintenance function under 0% 0% 40% 50% 100% 0% Devolution phase by the end of the financial year 2013/14 Target 4: To compile 100% of a fixed Asset Register during the Financial year 2013/14 2010/2011 2011/2012 2012/2013 2013/2014 2014/2015 2015/2016 Target Actual Actual Actual Forecast Forecast Forecast To compile 100% of a Fixed Asset Register during 80% 82% 82% 85% 90% 90% the financial year 2013/14 The verification of data per region was concluded by Maintenance Offices in the regions. During this process there was a need for additional information such as; the
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Vote 23 Department of Works number of buildings per complex and the total square meters as well as the replacement value of the properties. Consultants were appointed to assist with these statistics, drawings of floor layouts and photos. The target is there deferred to 2016/17 financial year.
Target 5: To complete the construction of new regional offices (4 in total) for the Department of Works in the regions by the end of the financial year 2014/15 2010/2011 2011/2012 2012/2013 2013/2014 2014/2015 2015/2016 Target Actual Actual Actual Forecast Forecast Forecast To complete the construction of new regional offices for the 65% 80% 82% 85% 90% 95% Department of Works in the regions by the end of the financial year 2014/15
Target 6: To complete the construction of new sub-offices (17 in total) for the Department of Works in the regions by the end of the financial year 2014/15 2010/2011 2011/2012 2012/2013 2013/2014 2014/2015 2015/2016 Target Actual Actual Actual Forecast Forecast Forecast To complete the construction of new sub- offices for the Department 0% 80% 82% 85% 90% 95% of Works in the regions by the end of the financial year 2014/15
Target 7: To improve response time from 65% currently to 75% during the financial year 2011/12 for all complaints received to be within the following time frames: 3 hours for emergencies like power failuresn and burst water pipes; 24 hours for all other electrical and mechanical failures; 72 hours for civil repaires and maintenance required.
2010/2011 2011/2012 2012/2013 2013/2014 2014/2015 2015/2016 Target Actual Actual Actual Forecast Forecast Forecast To improve response time from 65% currently to 75% during the financial year 60% 65% 70% 75% 80% 85% 2011/12 for all complaints received. The envisaged new Regional and Sub-offices are still under construction and staffs have to travel long distances to attend to maintenance needs. Funds for S & T were limited and the maintenance faults logging and the computer management system was also not yet implemented. it sis thus difficult to obtain true statistics at this stage, but the department is confident that the projects is on schedule and that the set target of 80% will be achieved by the end of the financial year 2014/15.
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Vote 23 Department of Works
3. NON-TAX REVENUE Year 2010/11 2011/12 2012/13 Revenue Source Estimate Actual Estimate Actual Estimate Actual Lease/ Letting of State land 12,705,706 23,510,551 13,101,615 24,690,529 24,942,343 25,657,780 and buildings Lease of parking 101,249 81,367 58,621 81,530 86,322 108,925 Sale of Government Houses 13,182,210 0 3,319,556 1,500,000 2,000,000 0 Obsolete, worn-out and 3,828,105 4,015,820 4,375,828 16,601,014 15,088,569 8,489,335 surplus equipment Private telephone calls 7,664 4,290 4,644 13,091 4,551 1,504 Unclaimed cheques 270,876 0 0 0 0 0 Miscellaneous 10,177,209 254,053 247,194 309,371 398,610 9,637,258 Total 40,273,019 27,866,081 21,107,458 43,195,535 42,520,395 43,894,803
Lease and leeting of State land and buildings: More revenue was collected on the lease of Government properties than anticipated because of strict measures introduced to force occupants to pay their leases.
Lease of parking: Revenue inspections were conducted to enforce stringent control measures to all permanent parkings at Government offices leading to improved revenue collection under this revenue category.
Sale of Government Houses: No revenue was collected, because a significant number of GRN houses are already sold, the funds received for the sale of few GRN was deposited in the NedBank account as directed by Cabinet.
Obsolete, worn-out and surplus equipment: The turnout at GRN auctions was less than anticipated, thus less revenue was collected.
Miscellaneous: Revenue for previous financial years was reconciled and correctly allocated to the Vote.
4. BUDGET EXECUTION 4.1 Overall Vote Actual Performance
Year 2010/11 2011/12 2012/13 Breakdown Estimate Actual Estimate Actual Estimate Actual Operational Budget 401,810,000 346,679,636 478,437,213 3,047,001,606 530,416,000 466,961,055 Development Budget 61,067,000 54,783,129 67,711,000 280,580,591 59,471,000 37,927,713 Development Partners 0 0 0 0 0 0 Total 462,877,000 401,462,765 546,148,213 3,327,582,197 589,887,000 504,888,768
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4.2 Expenditure by programme
Year Programme Activity 2012/13 Activity Code Code Budgeted Revised Actual Execution Programme Allocation Allocation Expenses Rate(%) Construction of the Cultured Activities 01 Independence Memorial 01 27,565,000 12,565,000 10,549,538 83.96 Museum Project Investigation 01 630,000 630,000 427,249 67.82 Finalization of the 1,700,000 7,700,000 1,613,228 20.95 Ministerial HQ 02 Construction of Ministerial 02 Upgrade of existing Reg and 0 0 0 0.00 Facilities Sub-Office 03
Construction of new Reg 8,801,000 4,071,000 3,568,410 87.65 and Sub-Oiffices 04
Ongoing renovation and 2,000,000 7,500,000 5,027,826 67.04 minor capital works 01
Rendering of Asset Management services to 02 148,151,000 149,091,000 134,475,557 90.20 O/M/A
Rendering of Maintenance services to Government on 03 128,153,000 134,892,000 121,504,696 90.08 GRN properties
Operation of mechanical 2,203,000 2,203,000 218,740 9.93 equipment and plant 04
Operation of electrical 7,155,000 8,246,000 4,171,360 50.59 generation sets country-wide 05 Public Works and Public 03 Decentralization of Regional 89,283,000 89,283,000 89,283,000 100.00 property asset management offices 06
Photovoltaic and electrification of GRN 07 1,720,000 1,600,000 638,521 39.91 buildings in rural areas
Rehabilitation of Infrastructure and upgrading 08 2,425,000 4,425,000 2,615,422 59.11 of specialized installation
Property assessment study and maintenance asset 09 2,000,000 4,000,000 3,453,924 86.35 management
Provision of horticultural 6,958,000 7,958,000 6,569,182 82.55 services to Government 10 Waste, pollution and Urban 04 01 2,000,000 4,860,000 3,699,705 76.13 Environment Rendering Project Capital Projects 01 52,981,000 44,751,000 32,151,890 71.85 05 management services Completion Project Investigation 02 630,000 630,000 427,249 67.82 Staff Training and 400,000 400,000 326,288 81.57 Development 01
Supervise and coordinate 4,917,000 5,720,000 4,954,131 86.61 Ministerial Activities 02
Provision of administrative 60,773,000 57,420,000 45,450,178 79.15 support services 03
Coordination and Support Procurement and delivery of 06 04 23,935,000 26,423,000 24,751,239 93.67 Services standard stock supplies Provision of printing services to all GRN 05 288,000 300,000 292,453 97.48 institutions Ministerial wellness 250,000 250,000 210,017 84.01 programme 06
Improvement of access to 14,969,000 14,969,000 8,508,966 56.84 ICT services 07 Total 589,887,000 589,887,000 504,888,770 85.59
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4.3 Details of Programme Performance
Main Activities per Programme: Independence Memorial Museum
Achievements per Programme: The programme is well on target
Constraints per programme: None
Main Activities per Programme:
Construction of Ministerial Facilities: To provide additional office accomodation in the existing ministerial head office and to provide for proper storage of documents. The upgrading of existing Regional and Sub-Offices and Workshops as well as the construction of new Regional and Sub-Offices.
Achievements per Programme: The travelling of long distances within a region to perform maintenance duties has improved and the handling of maintenance complaints has also improve with the completion of the following regional and sub office that were completed:Outapi Regional Office in Omusati Region; Omuthiya Regional Office and the Tsumeb Sub-Office in Oshikoto Region; Aranos and Maltahohe Sub- Offices in the Hardap Region; Sesfontein Sub Office in the Kunene Region; Tallismanus Sub office in Omaheke Region; Ngoma sub Office in Zambezi Region and the Omaruru Sub- Office in Erongo region.
Constraints per programme:
The contractors started late on the construction of the two Regional offices and Sub offices ( Omuthiya and Outapi Regional Offices and the Kongola Sub- Office) could not materailise as layouts had to be revised to suit the final revised structures, because the original layout had to be changed due to changes in functional requirements.
Main Activities per Programme:
Public Works and Public Property Asset Management: Render maintenance services to GRN properties across the country; responsible for the operation of mechanical equipment and plant; the running of electric generator sets; fuel supply for heating and cooking, layouts of all gardens at GRN buildings, Ongoing renovation and minor renovations, solar installation at remote GRN facilities, management of fixed assets and decentralization of the maintenance functions to the regions.
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Achievements per Programme: The programme is well on target and following activities have been completed: the solar installation at Cheto clinic and school; Omega clinic and GRN houses, payment for the preparation of documentation for new installation of a solar system for schools in Omusati ; Oshana; and Oshikoto regions, Consultancy for Annual Tender for Civic and Electrical, renovation at Eros school hostel in Windhoek, renovation of flats at Anglo Court no.5 in Windhoek, replacement of boreholes at the Gobabis Military Base, Extension and renovation of drawing archives, partitioning of old laboratories into offices and partitioning of the seventh floor at the head office.
Constraints per programme: None
Main Activities per Programme:
Waste, pollution and urban environment: Construction and maintenance of new and existing oxidation ponds and sewer systems.
Achievements per Programme: The programme is well on target and the fencing of oxidation ponds at Orumana combined school in the Kunene Region has been completed.
Constraints per programme: None
Main Activities per Programme: Capital Projects Completion: Supervise the design work for GRN building and approving drawings and building specification.
Achievements per Programme: The programme is well on target and the Ministry managed to get additional Professional Staff from Zimbabwe to assist the programme.
Constraints per programme: None
Main Activities per Programme: Provision of Services to the Government: To oversee all policies and operations related to GRN building construction and maintenance, as well as transport infrastructure. To ensure that the objectives are achieved and policies are properly implemented. this activity is responsible for policy review and technical options and to suggest and / or approve and make public GRN policies and guidelines
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Achievements per Programme: The programme is well on target.
Constraints per programme: None
5. MID-YEAR REVIEW First Quarter Execution Revenue Source Estimate Collection Rate(%) Lease/ Letting of State land 25,690,614 5,378,523 20.9 and buildings Lease of parking 88,912 17,958 20.2 Sale of Government Houses 2,000,000 0 0.0 Obsolete, worn-out and 4,388,195 1,910,852 43.5 surplus equipment Private telephone calls 4,687 925 19.7 Unclaimed cheques 0 0 0.0 Miscellaneous 277,610 181,489 65.4 Total 32,450,018 7,489,747 23.1
5.1 Mid-Year Ministerial Revenue
Second Quarter Estimated Full Year Revenue Source Estimate Collection Revenue Projection Lease/ Letting of State land 25,690,614 6,221,978 and buildings Lease of parking 88,912 34,621 Sale of Government Houses 2,000,000 0 Obsolete, worn-out and 4,388,195 0 surplus equipment Private telephone calls 4,687 3,392 Unclaimed cheques 0 0 Miscellaneous 277,610 0 Total 32,450,018 6,259,991 0
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5.2 Mid-year Budget Execution by programme
Actual Expenditure Budgeted Revised Execution Revised Estimate of in First Quarter of Programme Full-year Expenditure Allocation Allocation FY Rate(%) Provision of Horticultural Services to GRN Offices Buildings and 8,136,000 8,136,000 1,812,914 22.3 service centres Provision of Stores and Printing 24,769,000 24,769,000 6,240,847 25.2 Services Maintenance of GRN properties 245,324,000 245,324,000 67,358,108 27.5 Provision of office 155,455,000 155,455,000 32,620,833 21.0 Accommodation Requirements GRN Construction Building Regulation, Coordination and 59,556,000 59,556,000 9,467,276 15.9 Supervision Supervision and Support Services 102,843,000 102,843,000 15,006,386 14.6 Total 596,083,000 596,083,000 132,506,364 22.2 0 6. TRADE ACCOUNTS
6.1 Government Stores Trade Account 2012/2013 Item Opening balance Receipts Payments Closing Balance Opening Balance 116,600,848 Receipts -30,675,936 Payments 15,687,198 Closing Balance 101,612,110
Government Stores Trade Account 2013/2014 (Mid Year) Item Opening balance Receipts Payments Closing Balance Opening Balance 118,963,529 Receipts -2,279,907 Payments 7,352,045 Closing Balance 124,035,667
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1. OVERALL SUMMARY
The ministry is mandated to develop, implement and regulate sectoral policy and to ensure infrastructure development and management of transport and state assets.
2. PERFORMANCE OF MINISTERIAL TARGETS
Target 1: Construction of 1046.15 km rural roads and upgrading of 1,155.70 km rural roads to bitumen standard by 2015/2016 2010/2011 2011/2012 2012/2013 2013/2014 2014/2015 2015/2016 Target Actual Actual Actual Forecast Forecast Forecast Construction of 1046.15 km 405km 550.25km 625.653km 790.86 km 348.72km 418.46km rural gravel roads Upgrading 1155.70 km of gravel road to bitumen 382 km 1,012 km 1,322 km 1,389.3 km 385.23km 462.28km standards by 2015/2016
The target of constructing 218 km of gravel roads was exceeded in 2010/11. A total of 75.4 km of gravel roads were constructed in 2012/13. The gravel roads completed in 2012/13 are listed below. 1. DR Tjova – Divayi (24 .4 km) 2. Kaisosi – Cuma, (51 km) The following bitumen roads (total of 310 km) were completed in 2012/13, these are 1. Okahao – Omakange (83 km) 2. Gobabis – Otjinene (157 km) 3. TR 15/1: Tsintsabis – Katwitwi Sec B (70 km)
Target 2: Rehabilitation of 172 km Trunk and Main Roads by 2015/2016 2010/2011 2011/2012 2012/2013 2013/2014 2014/2015 2015/2016 Target Actual Actual Actual Forecast Forecast Forecast Rehabilitation of 172 km Trunk and Main Roads by 137 km 172 km 207 km 48.7km 50.3km 73km 2015/2016 The Ministry‟s target of rehabilitating 172 km of main trunk roads had already been exceeded in 2011/12. For the period under review the rehabilitation project completed was the Okahandja - Karibib (TR 7/1) Phase 2(35 km).
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Target 3: Planning for the implementation of non-motorized transport (NMT) infrastructure pilot project in urban area by 2015/2016
2010/2011 2011/2012 2012/2013 2013/2014 2014/2015 2015/2016 Target Actual Actual Actual Forecast Forecast Forecast Planning for the implementation of non- motorized transport (NMT) 0 0 0 0 0 0 infrastructure pilot project in urban area by 2015/2016
No funds were allocated to develop this programme. A Pilot project is planned for execution starting 2013/14.
Target 4: Construction of one new Vehicle and Driver Testing Stations and upgrading of four existing testing stations by 2015/2016 2010/2011 2011/2012 2012/2013 2013/2014 2014/2015 2015/2016 Target Actual Actual Actual Forecast Forecast Forecast Construction of one new Vehicle and Driver Testing Stations and upgrading of 10% 15% 30% 45% 30% 25% four existing testing stations by 2015/2016 The following activities were carried out during the financial period 2012/2013: The construction of the new NaTIS One Stop Centre (NOSC) in Eenhana. Commencement of the construction of Outapi NOSC Upgrading of inspection pits at Windhoek Registering Authority Upgrading of the Inspection pits at Grootfontein Registering Authority Procurement and installation of new VTS equipment for Walvisbay VTS, Swakopmund VTS, Windhoek Registering Authority, Grootfontein, Ongwediva and Eenhana. Alteration and renovation to Walvisbay NaTIS One Stop Centre Minor renovations were done at Ongwediva, Otjiwarongo and Swakopmund Vehicle and Driver Testing Stations buildings.
Target 5: Construction/ maintain/ rehabilitate/ upgrading about 470 km (Kranzberg-Tsumeb 400km & Aus-Luderitz: 70 km) of railway network in Namibia by 2015/2016. 2010/2011 2011/2012 2012/2013 2013/2014 2014/2015 2015/2016 Target Actual Actual Actual Forecast Forecast Forecast Kranzberg-Tsumeb 400 km 60 km 80 km 90 km 100km 150km 150km Aus-Luderitz: 70 km 60 km 80 km 90 km 65km 5km 0
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Target 6: Construction, rehabilitation and upgrading of aviation infrastructure (Government Hanger, W/bay runway, DCA HQ, ATC tower & extension to the communication, surveillance and navigation system) in Namibia by 2015/2016. 2010/2011 2011/2012 2012/2013 2013/2014 2014/2015 2015/2016 Target Actual Actual Actual Forecast Forecast Forecast Government hanger 0% 65% 95% 85% 98% 100% Walvis Bay runway 95% 70% 20% 25% 55% 43% DCA HQ 15% 15% 25% 45% 75% 95% Air Traffic Control towers 15% 85% 90% 100% 100% 0% New Area Control for the 0% 5% 50% 80% 98% 100% Windhoek FIR
1. Construction, rehabilitation and upgrading of aviation infrastructure (Generators and Runway Lighting at Walvis Bay and Lüderitz, High Tension Cables, Constant Current Regulators and Parking Equipment Hosea Kutako International Airport. Meteorological and Air Traffic Control equipment at Hosea Kutako, Eros, Walvis Bay and Lüderitz Airport. Fire Fighting Equipment was delivered to Walvis Bay, Hosea Kutako and Ondangwa Airports) in Namibia by 2012/2013: 2. The runway at Walvis Bay airport project is completed but did not comply with the ICAO standards, currently there a dispute between the Contractor and the Ministry which is currently being sorted out during this financial year. Thereafter the runway has to be repaired. 3. The Construction of DCA Head Office has got new requirements since the arrival of the ICAO experts and therefore the project went back to the drawing board. Currently the Ministry is finalizing the Tendering process. Thereafter construction will start. 4. The Construction of the Katima Mulilo ATC Tower has experienced some delays since the Contractor was only progressing very slowly. Extension of Time was granted, and the Tower should be completed during the current financial year. 5. The Construction of the Ondangwa ATC Tower is progressing very well. The Consultant is appointed. Currently the Ministry is finalizing the Tendering process. Thereafter construction will start. 6. Acquisition and installation of Aviation Radar: system at Hosea Kutako and a Nationwide WAM is now completed. The Radar was officially inaugurated by His Excellency on 07 December 2011. The Ministry has sourced 6 ICAO experts to assist on the operational part of the Radar implementation this is progressing very well. 7. Additions to the Aviation Radar system: Installation of ADS-C as well as WAM for the Walvis Bay TMA and the Caprivi and the Installation of the VOR/DME at Ondangwa Airport, the Ministry is however busy to add another component to the Radar that will enable the existing radar to monitor and or detect Airplanes flying over our ocean and the Caprivi Region. Some additional stations will be required to cover the Hosea Kutako TMA as well. 8. Government Hangar: The construction for the second phase started in May 2013
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and the project is expected to be completed by the end of October 2014. 9. Government VIP Terminal: Documentation is completed. Construction started in May 2013.
Target 7: Construction and Fencing of State Owned Aerodromes by 2015/2016. 2010/2011 2011/2012 2012/2013 2013/2014 2014/2015 2015/2016 Target Actual Actual Actual Forecast Forecast Forecast Construction of Opuwo 0% 0% 0% 15% 30% 68% Aerodrome Fencing of State-owned 0% 0% 0% 30% 45% 65% Aerodromes This target will be better realised after the completion of the ongoing feasibility study to develop a Performance-based agreement to manage and maintain the state owned aerodromes which is to be completed in the current FY 2013/14.
Target 8: Construction, Upgrading and aquisition of Maritime facilities (Offices, Radar system and River Craft) by 2015/2016. 2010/2011 2011/2012 2012/2013 2013/2014 2014/2015 2015/2016 Target Actual Actual Actual Forecast Forecast Forecast Marine radar 5% 20% 75% 75% 85% 95% Construct DMA Office 10% 30% 60% 60% 75% 90% Zambezi river Craft 50% 100% 100% 80% 90% 98%
Target 9: Rehabilitate, upgrade and extend the meteorological infrastructure to meet prescribed international standards of ICAO and WMO by 2015/2016. Target 2010/2011 2011/2012 2012/2013 2013/2014 2014/2015 2015/2016 Actual Actual Actual Forecast Forecast Forecast Rehabilitate ,upgrade and extend the meteorological infrastructure to meet 15% 35% 65% 85% 92% 94% prescribed international standard of ICAO and WMO by 2015/2016 The project seeks to prepare Namibia for vagaries posed by climate change and severe weather phenomena. It aims at installing meteorological infrastructure in all the regions of the country to enable weather and climate monitoring and forecasting. The four upper air stations have been installed at Ondangwa, Keetmanshoop, Walvisbay and Windhoek. Construction of the manned meteorological offices at Rundu and Katima Mulilo has commenced.
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3. NON-TAX REVENUE Year 2010/11 2011/12 2012/13 Revenue Source Estimate Actual Estimate Actual Estimate Actual Aeronautical fees,Charges for DCA and non- 411,839 369,906 434,154 565,991 392,433 572,763 aeronautical fees Road Transportation Board 714,810 772,485 833,945 886,499 819,529 844,875 Lost equipment and store 3,828 0 2,683 0 0 3,038 Validation License (Non- 17,981 20,355 17,458 22,328 21,595 17,944 aeronautiques-DCA) Private telephones calls 2,492 0 2,148 0 0 56,328 Services rendered to other 5,189 3,900 5,287 15,775 4,138 3,900 Ministries Examination fees fr Seaman 11,195 22,203 11,108 22,203 23,555 18,794 Unclaimed Cheques 31,988 0 34,253 0 0 0 Miscellaneous 4,512,889 470,582 4,974,924 1,145,968 499,241 618,565 Total 5,712,211 1,659,431 6,315,960 2,658,763 1,760,491 2,136,207
Explanation for variances 2011/2012 Aeronautical fees, Charges for DCA and non aeronautical fees: More revenue was collected for the period, because of more registration of new aircrafts and issuance of pilot licenses.
Road Transportation Board: More public transport were registered than antipated.
Lost Equipment and Store: No provision was made, because no revenue was collected in previous periods. the collected revenue was collected from Government Garage for lost tools.
Validation of License (Non Aeronautical-DCA): Less revenue was collected from validation of foreign aircraft licenses than anticipated.
Private telephones calls: The newly introduced telephone management system makes it difficult to estimate the revenue item because no revenue was collected for previous periods.
Services rendered to other Ministry: Fewer services were required by other ministries for the proclamation of roads and closing of farm roads.
Examination fees for seamen: Amount collected for the period is not yet captured on the General ledger.
Miscellaneous: Miscellaneous revenue was under estimated, it is difficult to determine as it includes any other unlisted revenue e.g. collections from Vessel fees, repayments from previous
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4. BUDGET EXECUTION 4.1 Overall Vote Actual Performance
Year 2010/11 2011/12 2012/13 Breakdown Estimate Actual Estimate Actual Estimate Actual Operational Budget 352 674 000 315 881 061 490 682 232 455 847 095 1 326 712 972 1 265 569 421 Development Budget 956 155 000 914 824 157 1 963 344 000 1 954 958 223 1 174 004 238 1 111 045 662 Development Partners 0 0 0 0 0 0 Total 1 308 829 000 1 230 705 218 2 454 026 232 2 410 805 318 2 500 717 210 2 376 615 083
4.2 Expenditure by programme
Year Programme Activity 2012/13 Code Activity Budgeted Revised Actual Execution Programme Code Allocation Allocation Expenses Rate(%) Roads construction and 685,409 702,379 665,285 94.72 upgrading Roads rehabilitation, maintenance and 307,043 114,522 111,831 97.65 management of the Non-motorized transport 0 0 0 0.00 infrastructure development Railway network 284,781 274,781 258,971 94.25 development maintenance Air transport infrastructure 975,685 1,198,137 1,166,297 97.34 Meteoroligical 48,589 35,994 24,282 67.46 infrastructure development Maritime and inland water transport infrastructure 48,391 32,019 24,917 77.82 development and safety Governement Services 144,833 142,886 125,032 87.50 Total 2,494,731 2,500,718 2,376,615 95.04
Roads construction and upgrading Main Activities per Programme: Construction of Rural gravel roads, Main and Trunk Roads Construction of Bridges Upgrade of Roads to Bitumen Standard
Achievements per Programme: Variances are as a result of late project implementation. By the end of the reporting period, out of the 41 road infrastructure projects, eight had been completed; construction was underway on 13 projects while 5 projects were still under design. The tender for consultancy services for DR 3609; Oshakati – Ongenga (37.3km) was advertised in March 2013. The tender for detailed design and supervision for MR 111; Rosh Pinah- Oranjemund (100km) and Swakopmund – Henties Bay – Khorixas – Kamanjab (412km) was expected to be floated in April 2013.
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The feasibility study for Angra Fria Harbour did not commence due to delays in finalization of evaluation of tenders for consultancy services.
Constrains per Programme: Designing of DR 3624: Etomba – Omundaungilo (75km) was put on hold while awaiting completion of clearing of unexploded ordinances on the ground. The project cycle is long partly as a result of the procurement processes. Implementation of MR 67: Omakange - Ruacana (99km), Omafo – Ongenga - Outapiwere delayed by the late finalization of financing arrangement with China‟s EXIM BANK. Detailed designs for the Omakange - Ruacana (99km) road were completed and approved in June 2012 but up to end of FY 2012/13 there was nothing going on while awaiting the financial arrangements to be concluded. Ngoma- Nakabolelwa was affected by flooding.
Roads rehabilitation, maintenance and management of the national roads network. Main Activities per Programme: Maintenance of the Road Network Nation-wide Transport planning Policy formulation and Implementation Upgrade of Vehicle and driver testing stations:
Achievements per Programme: Road rehabilitation of 172 km of Trunk and main road Installation of CCTV and Access control systems at Windhoek Registering Authority. A contractor was appointed to upgrade the inspection pits and Heavy Vehicle driver testing area at Grootfontein Registering Authority. The project is 75% completed. Professional fees for construction of Eenhana NOSC, Windhoek Registering Authority, Grootfontein NOSC and Outapi NOSC were paid to the Consulting Engineers. Minor renovations were done at Ongwediva, Swakopmund Admin building, and Tsumeb Vehicle and Driver Testing Station buildings with the assistance of Department of Works Contractors. The Swakopmund, Walvisbay and Gobabis erven are too small to do expansion of Driver Testing Area and a search for additional erven is ongoing. Additional land was purchased in Karasburg for future extension of the Vehicle and Driver Testing Station. A new team of Consulting Engineers to submit proposals for the design and construction supervision of new NaTIS One Stop Centres are appointed in 2012. The Construction of an additional Cash-hall at Swakopmund NOSC (Admin building)
Constrains per Programme: The cumbersome process of handling virements also delayed the timely processing of virements, thus resulting in an under spending.
Non-motorized transport infrastructure development. Main Activities per Programme:
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Implementation of NMT infrastructure measures on road infrastructure projects
Achievements per Programme: None
Constrains per Programme: No funds were provided for this programme
Railways network development, maintenance and rehabilitation Main Activities per Programme: Construction of the Northern Railway Line Extension Phase II: Upgrading and Rehabilitation of the Aus-Luderitz Railway Line Rehabilitation and Upgrading of the 10 km section between Windhoek and Okahandja
Railway Network Upgrading Achievements per Programme: Construction, rehabilitation and upgrading of 80km rail network in Namibia Completion on the Rehabilitation and Upgrading of the 10 km section between Windhoek and Okahandja
Constrains per Programme: Strikes in neighboring countries delayed delivery of construction materials Contractor‟s performance at times below standard Litigations and legal challenges
Air transport infrastructure Main Activities per Programme: Construction of the DCA Head Quarter Construction of ATC Country wide Set up Surveillance facilities country wide Upgrade of the Walvis Bay Airport Upgrade of NAC Airports (Buildings Upgrade of NAC Airports, Runway) Upgrade of security and safety Standards Construction of the Government Hanger ( Phase 2) Purchase of Aircraft Replacement of old aircraft Hiring of Aircrafts Fencing of Aerodromes Upgrade of Mpacha Airport Upgrade of airport to international standard Aviation policy and regulation (ICAO Air Namibia Aircraft Accident and Incident Investigation
Achievements per Programme:
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Acquisition and installation of Aviation Radar system at Hosea Kutako and a Nation wide WAM is completed. Fire Fighting Equipment was delivered to Walvis Bay, Hosea Kutako and Ondangwa Airports Construction in progress (commenced) Hangar facilities for workshops and storage for the government fleet have been established and GATS have been moved in.
Constrains per Programme: The Construction of the Katima Mulilo ATC Tower has experienced some delays since the Contractor was only progressing very slowly. Extension of Time was granted, and the Tower should be completed during the current financial year. The Construction of DCA Head Office has got new requirements since the arrival of the ICAO experts and therefore the project went back to the drawing board. Currently the Ministry is finalizing the Tendering process. The runway at Walvis Bay airport project is completed but did not comply with the ICAO standards, currently there a dispute between the Contractor and the Ministry which is currently being sorted out during this financial year. Thereafter the runway has to be repaired. The installation of fences at the State-owned Aerodromes have been put on-hold as the fence is always vandalised or taken away by the locals. This resulted in putting the activity on-hold and wait for the completion of the ongoing development study which upon successful completion and implementation will allow the appointment of a local small contractor/person who will be responsible for the management and maintenance of the aerodrome infrastructure. This person will be stationed on the aerodrome. The study will be completed in the current FY 2013/14, one of its expected recommendations to be implemented, include fencing of the 8 (Eight) State-owned Aerodromes. Engineers and contractors are still working on a solution for the repair of apron cracks. Bathrooms drainage system and toilets replacement still to
Meteorological infrastructure development Main Activities per Programme: Rehabilitation and upgrade meteorological infrastructure Development of station Network
Achievements per Programme: The original target of 39 automatic weather stations was exceeded as there are now 47 automatic weather stations installed throughout the whole of Namibia.
Constrains per Programme: No constrains, the project is well on target as planned
Maritime and inland water transport infrastructure development and safety:
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Main Activities per Programme: Acquiring the Marine Radar system Conducting feasibility studies for the Angra Frai Habour Construction of DMA Offices Maintenance and construction of mooring points for the Zambezi River Craft Administration of Maritime Legislation
Achievements per Programme: Tender awarded to construct the marine radar main control room building at Eros Airport. The construction work of main control room is in full swing. Pre- qualification tender for the procurement of marine radar equipment conducted and two successful suppliers identified. The actual tender for acquisition was advertised and is with Tender Board. A tender to construct the main head office of the DMA office at Walvis Bay was awarded and construction work has started. One river dredger was acquired during the financial year.
Constrains per Programme: Lack of commitment hamper the quick progress of this project. Lack of technical know-how of the system also contribute to un-necessary delays to implement the project. Late payments threatens to derail quicker construction progress The second dredger could not be procured due to insufficient fund allocated for the acquisition during 2013/14 financial year.
Coordination and support services: Main Activities per Programme: Acquisition of vehicles Management and maintenance of GRN fleet Construction, rehabilitation and upgrading of Government Garages Country wide
Achievements per Programme: No targets were set for the period.
Constrains per Programme: No targets were set for the period.
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5. MID-YEAR REVIEW Execution Revenue Source Estimate First Quarter Second Quarter Collection Collection Rate(%) Aeronautical fees 404,206 82,146 30,108 27.8 * Road Transportation 844,115 0 0 0.0 Board * Lost Equipment and 22,243 0 0 0.0 stores Validation of licences 21,595 2,704 936 16.9 * Service rendered to 4,262 650 0 15.3 Ministries * Examination fees for 24,262 0 0 0.0 seamen Miscellaneous 514,218 41,743 3,791 8.9 Total 1,834,901 127,243 34,835 8.8 * Non-tax revenue collected for the periods not posted to GL 5.1 Mid-year Budget Execution by programme
Budgeted Revised Actual Expenditure Revised Estimate of Programme Execution Allocation Allocation in First Quarter of FY Rate(%) Full-year Expenditure Air transport infrastructure 1,856,180 1,856,180 1,101,658 59.4 0 Meteorological infrastructure 59,297 59,297 10,600 17.9 0 development Maritime legislation 97,926 97,927 21,737 22.2 0 Formulation Transportation Policy 104,362 104,362 10,363 9.9 0 and Regulatory Oversight Provision and Upgrading of the 455,306 455,306 227,218 49.9 0 Railway network Planning and Development of 833,034 833,034 330,411 39.7 0 transportation Infrastructure Provision of Support Service of Vehicles,Equipment and Plant to 239,710 239,710 42,021 17.5 0 GRN Total 3,645,815 3,645,816 1,744,008 47.8 0
6. Trade Accounts
6.1 Government Garage Trade Account 2012/2013
Item Opening balance Receipts Payments Closing Balance Opening Balance -115,962,494 Receipts -98,064,299 Payments 18,893,214 Closing Balance (195,133,578)
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Government Garage Trade Account 2013/2014 ( Mid Year) Item Opening balance Receipts Payments Closing Balance Opening Balance -195,133,578 Receipts -43,943,472 Payments 113,780,134 Closing Balance (125,296,916)
6.2 Air Transport Services Trade Account 2012/2013 Item Opening balance Receipts Payments Closing Balance Opening Balance 27,085,632 Receipts -2,656,230 Payments 637,332 Closing Balance 25,066,734
Air Transport Services Trade Account 2013/2014 (Mid Year) Item Opening balance Receipts Payments Closing Balance Opening Balance 25,066,734 Receipts -4,593,455 Payments 625,968 Closing Balance 21,099,248
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VOTE 25 - MINISTRY OF LANDS AND RESETTLEMENT
1. OVERALL SUMMARY
The mandate of the Ministry of Lands and Resettlement is driven from the applicable policies and legislation that the Ministry is tasked to implement and therefore, its primary mandate is “to manage, administer and ensure equitable access to Namibia‟s land resources”. The approved budget of the Ministry for financial year under review stood at N$271,528,000 and the Ministry managed to spend 90%.
2. PERFORMANCE OF MINISTERIAL TARGETS
Target 1: 280,000 hectares to be acquired by 2012/2013 Target 2010/2011 2011/2012 2012/2013 2013/2014 2014/2015 2015/2016 Actual Actual Actual Forecast Forecast Forecast 280,000 hectares to be 301,769 58,981 92,997 64,000 50,000 280,000 acquired by 2013 The Ministry targeted to acquire 280 000 hectares of land for the financial year 2012/2013 at the total of N$50 million. However, only 92,996.7228 hectares of land was acquired at a total cost of N$96,412,541.94 during 2012/2013 financial year. Numbers of farms purchased are sixteen (16).
The money spent on land acquisition has exceeded the budget allocation due to the fact that land prices have increased tremendously the past years owing to a mismatch between the actual appropriation and the annual target. The additional has thus been defrayed from LADF account which consists of monies appropriated by parliament and revenue from land tax.
Target 2: 140 families to be resettled by 2013 under the National Resettlement Programme. Target 2010/2011 2011/2012 2012/2013 2013/2014 2014/2015 2015/2016 Actual Actual Actual Forecast Forecast Forecast 140 Beneficiaries by 331 105 21 26 20 112 2012/2013 The directorate of resettlement (DR) is assigned to accelerating the allocation and management of all acquired land in a transparent and sustainable manner. By doing so people are empowered to farm sustainably. Support is provided to resettlement beneficiaries while measures are implemented to speed up the development of infrastructure. During the 2012/2013 financial year the ministry could only manage to settle 21 families out of a projected 140 families. The resettlement manual has been revised. It is going to be reviewed alongside the National Resettlement Programme.
Target 3: 200,500 land rights in respect of communal land to be registered by 2014
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Target 2010/2011 2011/2012 2012/2013 2013/2014 2014/2015 2015/2016 Actual Actual Actual Forecast Forecast Forecast 200,500 land rights in respect of communal land 20,029 21,806 19,790 76,000 76,000 74,000 to be registered by 2014. Efforts to register communal land rights only yield 19,790 out of the expected 59,000 target. Communal residents are reluctant to apply for the registration of their land rights as they face challenges such as boundary disputes between Traditional Authorities (TA), unrecognized TA‟s.
Target 4: 5(five) Integrated Regional Land Use Plan (IRLUP) for 5 different regions to be developed by 2013.
Target 2010/2011 2011/2012 2012/2013 2013/2014 2014/2015 2015/2016 Actual Actual Actual Forecast Forecast Forecast 5(five) Integrated Regional Land Use Plan (IRLUP) for 1 1(50%) 1 2 2 2 5 different regions to be developed by 2013 Consultative workshops were held in Divundu, Rundu and Nkurenkure to identify critical and promising issues. Participatory Land Use Planning were conducted to prioritize the identified issues and to formulate action plans. Focus group discussions have been carried out with the relevant stakeholders. A presentation was done to steering committee Integrated Regional Land Use Planning on the progress made with the development of Kavango IRLUP. The project is now in the concluding stage of the third of four phases.
Target 5: 64(sixty four) Small Scale Commercial Farming (SSCF) to be developed by 2015
Target 2010/2011 2011/2012 2012/2013 2013/2014 2014/2015 2015/2016 Actual Actual Actual Forecast Forecast Forecast 64(sixty four) Small Scale Commercial Farming 4 (20%) 4 (80%) 16 21 21 20 (SSCF) to be developed by 2015 Small Scale Commercial Farming: Sixteen (16) Small Scale Commercial Farming (SSCF) models were developed for cluster farming in Kavango region.
Target 6: Establishing a fundamental spatial datasets with coverage of 65% by 2013/2014
Target 2010/2011 2011/2012 2012/2013 2013/2014 2014/2015 2015/2016 Actual Actual Actual Forecast Forecast Forecast Establishing a fundamental spatial datasets with 48 54 60 70 75 80 coverage of 65% by 2013/2014
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The target was set bearing in mind the anticipated budget allocation the experience of the previous years. The aerial images of central Namibia (between 20 degrees latitude South and 24 degrees latitude south) were acquired. The aerial images are the raw materials for revising the national topographic maps. They also provide the tools for development planning and the monitoring of the footprints of human activities.
3. NON-TAX REVENUE
Year 2010/11 2011/12 2012/13 Revenue Source Estimate Actual Estimate Actual Estimate Actual Sales of Maps 580 238 580 238 580 239 Deeds fees 7,000 4 7,000 4,246 4,000 7,027 Investigation fees: Survey- 280 211 280 211 280 270 General Unclaimed cheques 15 0 15 0 15 0 Miscellaneous 250 4,616 159 4,616 250 245 PTO‟S 120 6 120 6 4 6 Total 8,245 5,075 8,154 9,317 5,129 7,787
EXPPLANATION OF VARIANCES
Directorate Survey and Mapping (DSM) Examination Fees: The Office of the Surveyor-General received less than the anticipated survey records for lodgment and examination in the FY2012/2013. These survey records are submitted by Professional Land Surveyors.
DSM Map Sales: The demand for map products in analogue and digital format was not as high as expected. The map products include: Topographic maps on scale 1:250,000 and 1:50,000, Wall Maps, Regional Maps, Street Maps and Contact Prints of Aerial Photos in paper format; GIS data, Topographic images, Orthophotos, aerial photographs in digital format.
Miscellaneous: An amount of N$32,563.00, N$159,119.13 and N$47,612.15 is for housing, S&T and VAT refund respectively. PTO‟s amount received more than the estimated.
Unclaimed cheques: During the financial year 2012/2013 the Ministry did not have unclaimed cheques and therefore no collection was made.
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4. BUDGET EXECUTION 4.1 Overall Vote Actual Performance Year 2010/11 2011/12 2012/13 Breakdown Estimate Actual Estimate Actual Estimate Actual Operational Budget 78,075 75,227 93,847 96,145 107,654 101,282 Development Budget 84,896 83,279 102,344 116,114 163,874 143,447 Development Partners 0 0 0 0 0 0 Total 162,971 158,506 196,191 212,259 271,528 244,729 4.2 Expenditure by programme
Year P ro g ra m Activity 2012/13 me Activity B ud g e t e d R e vis e d A c t ual Exe c ut io n C o de Code Programme A llo c at io n A llo c at io n Exp e ns e s R at e ( %) Farm Assessment, farm valuation, Land acquisition, demarcation and purchase of farm 1 163,671 163,671 146,793 89.69 distribution and 01 land for resettlement resettlement On -going resettlement 2 4,010 4,010 3,787 94.44 Registration of rights certificate of mortgage bonds; registration of ante nuptial contracts; Facilitate the enactment of the Flexible Land 1 7,673 7,673 7,767 101.23 Tenure Bill; registration of starter Security of Tenure 02 and land holder titles in informal settlement of urban
Establishment and capacitating of Local Property Offices for 2 500 500 454 90.80 implementation of FLT Act
Fencing off of 64 small scale; Equipping of 64 farms with bore 1 15,926 15,926 15,926 100.00 holes; Development of other water infrastructure. Verification of land rights certificate; Land usage 03 Registration of land rights in 2 15,928 15,928 15,177 95.29 communal areas
Production of local use plans in the areas where small scale farms are 3 3,565 3,565 3,565 100.00 developed; Development of integrated regional use plan
1. Development of National Fundamental Data Sets 2. Surveying of New Townships and National Spatial Data other State Lands Infrastructure and 3. Nationwide Integrated Geodesy 04 1 25,058 25,058 21,769 86.87 establishment of 4. Delimitation of Namibian Fundamental Datasets Continental Shelf 5. Namibia Land Information System services.
Provision and development of Human resources. Provision of auxiliary services. Provision of maintenance services. Acquisition, IT infrastructure, maintenance and management of IT Coordination of support 05 equipment and systems. Planning 1 35,197 35,197 29,490 83.79 services and project management. Undertaking research and Special studies. Information and liaison and services. Monitoring and evaluation. Response to HIV/AIDS Total 271,528 271,528 244,728 90.13
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4.3 Details of Programme Performance
Programme 1: Land Acquisition, Distribution and resettlement Activities: Farm Assessment to determine suitability for the resettlement and farms demarcation into units for allotments, valuation of farms and the implementation of land tax on commercial farm land which is aimed at allowing Government to buy more land for resettlement.
Achievements: A target of 280,000 hectares of land was earmarked for the acquisition during the financial year 2012/2013. However, 92,996.7228 hectares of land was acquired at a cost of N$96,412,541.94 during 2012/2013 fiscal year. The money spent on land acquisition has exceeded the budget allocation due to fact that land prices have increased tremendously the past years. Despite overspending the actual target was not met and this is also ascribed to the skyrocketing land prices. The additional funds were defrayed from LADF account which consists of monies appropriated by parliament and revenue from land tax. During the 2012/2013 fiscal year the Ministry managed to meet its target by resettling 140 Families. Farms offered: 260 (788,511.0613 ha) Waivers signed: 249 (692,178.6410 ha) Withdrawals received: 17 (55,532.2656 ha) Pending purchase: 5 (26,904.4200 ha) = N$38,744,914.25 Consent granted to Foreign Nationals: 6 (31,746.3801 ha) Exclusion granted: 1 (1 ha) Farms assessed: 56 (221,382.2810 ha) Farms demarcated: 13 (88,931.0967 ha) into 26 farming units Farms investigated 59 (28,933.5239 ha) 37 farms referred for valuation
Constraints/ Challenges: Limited financial resources allocated for the acquisition and development of the targeted 280,000 hectares. Farms of marginal value (production) offered, thus the issuing of waivers Withdrawal of offers once the owner could not accept the counter offer.
Programme 2: Land usage Activities: Post-settlement support is also provided to resettlement beneficiaries. Allocation and registration of customary land rights and leasehold rights to communal land residents (i.e. issuing of land rights certificates); the development and maintenance of communal land registry. Development of designated communal areas into small scale commercial farms, and registration of leases.
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Achievements: The rehabilitation of water infrastructure of twenty eight (28) resettlement farms in the Otjozondjupa, Erongo and Omaheke Region was carried out. The Ministry managed to remove three (3) illegal fences in Omusati Region. Expropriation criteria revised and has received management approval. Tabling to the National Land Reform Form will be done in the next financial year. All 12 New Communal Land Board members have received inception training and 18 Traditional Authorities were trained on the Communal Land Reform Act. TA‟s trained: DRPI managed to gather N$13,687.22 in rental fees in the Kunene, Khomas and Omaheke regions. A sum of N$225,000.00 was also collected from communal leaseholders in the Oshana and Caprivi regions.
Constrains: Insufficient funds allocated for operations remained the biggest challenge for Regional offices Disputes between Traditional Authority (TA) boundaries and the unrecognized TA‟s, caused the non registration of Communal Land Rights. Reluctance of resettlement beneficiaries in signing lease agreements pending rehabilitation of water infrastructure.
Programme 3: Title Security of Tenure to Real Property Activities: Registration of real rights Registration of mortgage bonds Registration of anti nuptial contracts Facilitate the enactment of the Flexible Land Tenure Bill Registration of starter holder titles in informal settlements of urban areas. Establishment and capacitating of local property offices for implementation of the FLT Act
Achievements: Deed documents received and examined 37,684 of which 33,962 were registered and recorded. 15 titles were issued (agricultural land transferred to government). 742 volumes (deeds documents) were bound and filed. 36,813 real property rights were digitized (13,856 were daily transactions of real property rights and 22,946 were daily deeds documents scanned).
The Terms of Reference was drafted to ensure the upgrade of the CDRS which will take place once funds are available. The use of different applications developed to capture, search and scan deeds documents and real property rights information have been completed and all Deeds staff are expected to have access to the CDRS.
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To ensure compliance to policies and act, a compliance report was developed. The verification of Deeds processes are still being carried out on a daily basis for all deeds transactions with feedback whereby errors detected are rectified in all operational sections of the directorate.
The Directorate contributions towards ensuring a responsive regulatory framework can be noted through its consultation with stakeholders for their inputs regarding the Deeds Bill. The draft Sectional Titles Regulations and Rules submitted to the legal drafter to incorporate comments from the Regulation Board Committee were done.
To improve revenue collection, the Directorate has managed to put an Electronic Debtor/Invoicing system in place to bill Deeds Office clients. A plan to implement the Electronic Cash Collection system, currently used at Ministry of Finance, is to be carried out at the Deeds Office. This system will replace the manual issuance of receipts. The revenue collected for the financial year 2012/2013 amounted to N$6,658,490.00 under the manual billing system.
Flexible Land Tenure Act No. 4 of 2012 has been passed by to the parliament and has been published in terms of Article 56 of the Constitution in 2012. Flexible Land Tenure enacted in June 2013. Previsions of starter title and handhold title can now be implemented.
Constraint /Challenges:
National Archive is experiencing shortage of floor space Delay in the volumes that still need to be archived and the office is waiting for the National Archive‟s standard and procedures for offsite storage. The slow lodgment of leases Budget constraints experienced for the CDRS upgrade, flexible land tenure. Delay in the harmonization of CDRS (pending upgrade) with other systems. Administrative delays experienced.
Programme 4: National Spatial Data Infrastructure (NSDI) and Establishment of Fundamental Datasets Activities: Development of National Fundamental Data Sets Implementation of Land Information System Nationwide Integrated Geodesy Delimitation of Namibian Continental Shelf Survey of state land
Achievements: 50% aerial photographs coverage for Central-Namibia (between 20 and 24 degrees latitude south).
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First level Orthophotos of Central-Namibia. Police Jurisdiction Maps completed. The Cadastral Information System (LIS) is operational. 90% of Farm Land and 40% of Erven are loaded into the LIS. 231 Survey records, 443 survey diagrams, 28 general plans and 16 resettlement farms were surveyed and lodged. 210 Survey records, 316 survey diagrams, 13 general plans and 8 resettlement farms were approved. The mean percentage of survey works lodged (718) versus the survey works approved (547) within a 3 month period is reaching 76%. The roadmap for a nationwide geodetic network based on ITRF. 5 Continuously Operating Reference Stations (CORS) installed. Training agreement signed with "Geotechnical, Survey and Geosciences Consultancy and Training"(FUGRO) on the training of the Namibia Defense team on the Continental shelf.
Constraints / Challenges: Acute shortage of Professional Land Surveyors. Currently there are only 3 Land Surveyors employed in the National Authority for Surveys. Inadequate Information Technology (IT) capacity within the ministry.
Programme 5: Coordinating and Support Services
Activities: Provision of financial services Provision and development of Human resources Provision of auxiliary services Provision of maintenance services Acquisition of IT infrastructure, maintenance and management of IT equipment and system Planning and project management Undertaking research and special studies Information and liaison service Monitoring and evaluation Response to HIV/AIDS
Achievements: The Annual Capital Project Progress Report for 2012/2013 financial year was compiled and submitted to National Planning Commission Secretariat. During the 2012/2013 financial year, the Ministry of Lands and Resettlement implemented its sixteen (16) Capital/Development projects. The vote was allocated an amount of N$ 163,874 million for projects implementation which resulted into an actual expenditure of N$147,154 million. The rate of execution was 90%.
Four (4) existing operational processes were mapped. TAW‟s have been forwarded to the Ministry of Finance on a Monthly basis and as a result funds
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were released on time. Twenty-one (21) Tender Committee meetings and twenty- three (23) Economizing Committee meetings were held. The duration to evaluate tenders was reduced from three to one month and as a result fourteen (14) tenders were approved. Three (3) reports on approved tenders were compiled and submitted to the Permanent Secretary.
Costs of Losses and damages were reduced from N$ 118,820 to N$ 76,945 in the year under review. The rate and cost of accident was reduced as the total cost of accident in the year under review was N$156,419.97 which is 4% of the total expenditure of N$3,969,782. A loss amounting to N$ 8,429.50 was recovered from one employee, while recovery of losses from the three employees amounting to N$ 36, 246. 68 were ongoing. Annual stock taking was conducted at eighteen (18) stock control point and eighteen (18) reports were submitted to treasury. Costs of accident amounting to N$32,247.04 were recovered from third parties. Two (2) staff members received final warning letters for negligent handling of Government vehicles. Six vehicles were purchased at a cost of N$1,851.996.71 from the total budget of N$1,900,000.00. A fully automated Helpdesk System has been implemented and IT staff is planning to train general users and ensure that all are acquainted with the system. The division managed to implement Fax2Email for all MLR users. Regular tasks of updating anti-viruses and firewalls were conducted. The interactive land information management systems that were installed in the 2012/2013 financial year include the LTPRS and the NCLAS systems. The LTPRS was reinstalled. The NCLAS system together with Oracle Database (and the developer suite) application was installed onto the new server and is in use. IT Technical Support was rendered to the Regional Offices of MLR. Reinstallation of the network was done successfully in the Opuwo, Gobabis, Mariental and Katima Mulilo. Challenges: Shortage of staffs to carry out Human Resource activities. Applications from the targeted group (women) to implement Affirmative Action Act, was not forth coming. No enough budget allocations towards the expansion of IT infrastructure and IT establishment
5. MID-YEAR REVIEW Execution Revenue Source Estimate First Quarter Collection Rate(%) Sale of Maps 590 38 6.4 Investigation fees: Survey- 290 303 104.5 General Deeds fees 4,000 1,244 31.1 Unclaimed Cheques 15 0 0.0 Miscellaneous 250 0 0.0 PTO‟S 4 0 0.0 Total 5,149 1,585 30.8
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5.1 Mid-Year Ministerial Revenue
First Quarter Estimated Full Year Revenue Source Estimate Collection Revenue Projection Sale of Maps 590 38 300 Investigation fees: Survey- 290 303 400 General Deeds fees 4,000 1,244 6,000 Unclaimed Cheques 15 0 0 Miscellaneous 250 0 100 PTO‟S 4 0 0 Total 5,149 1,585 6,800
5.2 Mid-year Budget Execution by programme
Actual Expenditure Budgeted Revised Execution Revised Estimate of in First Quarter of Programme Full-year Expenditure Allocation Allocation FY Rate(%) Land Reform 183,666 0 15,255 8.3 183,666 Security of Tenure 7,955 0 1,897 23.8 7,955 National Spatial Data Infrastructure 35,494 0 3,174 8.9 35,494 Datasets Policy, supervision and support 72,583 0 10,443 14.4 72,853 services Total 299,698 0 30,769 10.3 299,968
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1. OVERALL SUMMARY
The mandate for National Planning Commission is to identify and plan priorities and direction of national development. To undertake, design, implement and monitor development plans, projects and programs in conformity with national development goals and objectives with a view to ensure sustainable economic growth, equity, social harmony and balanced development. The main key activities are as follows; Undertakings of economic research for knowledge creation and evidence based planning. Formulation, roll-out, coordinating and monitoring NDPs Mobilize, coordinate and manage external development resources.
2. PERFORMANCE OF MINISTERIAL TARGETS Target 1 2010/2011 2011/2012 2012/2013 2013/2014 2014/2015 2015/2016 Actual Actual Actual Forecast Forecast Forecast Mobilise additional external development assistance through grants 0% 0% 2% 3% 3% 3% and concessional financing from 2 % to 5 % of GDP by 2014/2015.
The National Planning Commission mobilizes additional external development assistance through grants and concessional loan financing to augment government resources to implement NDPs. The total ODA percentage of loans and grants has decreased from 3.7% in 2011/12 to 2.2% in 2012/13. This is due to the shift in the aid modalities of a number of donors who take into account Namibia‟s Upper Income Status and moving from grant funding to trade and investment as well as concessional loan financing ( Example include Japan, Finland, Sweden and France). The target for mobilizing external assistance is between 2% and 5% of GDP, which was achieved. During the period 2012/13 the GDP amounted to N$107.323 billion and the ODA amounted for N$2.407 billion. This implies that ODA as percentage of GDP for that period amounts to 2.2%, which is lower compared to 3.7% for 2011/12 financing. The GDP (N$107.323 billion) used is for 2012 (calendar year) rather than 2012/13 FY. The source for the GDP is Namibia Statistics Agency, Annual National Accounts 2002 - 2012. Formula used: (2,407,000,000/107,323,000,000)*100 = 2.2436
Grants and Concessional Loans
Targets 2008/09 2009/10 2010/11 2011/12 2012/13 2013/2014
Actual Actual Actual Actual Actual Forecast
Grants 2% to 5% by 2012/13(GDP) 3.2% 2.4% 2.0% 2.7% 1.6% 2.4%
Concessional 2% to 5% by 2012/13 (GDP) 5.7% 2.0% 5.4% 1.0% 0.7% 4.2% Loans Total 8.9% 4.4% 7.4% 3.7% 2.2% 6.6%
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Official Development Assistance (ODA) comprises of grants or loans to Namibia, aimed at promoting economic development and welfare as the main objective. The Loans component should be on concessional financial terms, having a grant element of at least 25%. Technical cooperation is included. Grants are transfers in cash or in kind. Grant financing decreased from 2.7% for the financial year 2011/12 to 1.6% of GDP for 2012/13, whilst, the concessional loans financing decreased from 1.0% for the financial year 2011/12 to 0.7% of GDP for 2012/13. The progression toward the achievement of the target for mobilizing external assistance which includes grants and concessional loans is between 2% and 5% of GDP. The ODA as percentage of GDP for that period amounts to 2.2%, which is lower compared to 3.7% for 2011/12 financing. The reduction is due to the shift in the aid modalities of a number of donors who consider Namibia‟s Upper-Middle Income Status and moving from grant financing to trade and investment as well as concessional loan financing. Namibia-German Special Initiative Programme The Namibia-German Special Initiative Programme is a bilateral agreement between the governments of Namibia and Germany aimed at supporting development and social consolidation at local and community levels in areas and for communities that had historic ties with German colonial government. The Programme is benefiting all Namibians but prime beneficiaries are the poor communities of Damara, ovaHerero, Nama, ovaMbanderu and San communities of Erongo, Hardap, Karas, Khomas, Kunene, Omaheke and Otjozondjupa regions. The first phase of programme implementation which is referred to as the „Fast-Track” or Phase I commenced in December 2008 whereby 23 of the 49 communities have participated. The final report on the activities of the First Phase was submitted in September 2009. The second implementation phase started at the beginning of November 2009 with the arrival of international consultants to fast track the implementation of phase 2.
Phase 2 Implementation Status Implementation of the projects commenced in February 2012 with the contracting of local design and supervision consultant services (project managers) for these projects and the update by April 2013 is as follows: (i) Lot 1 (40 schools projects etc.) implementation contracts in February 2013, the PMT introduced contractors to regional, constituency and community stakeholders and facilitated site handovers in March 2013; (ii) Launched Lot 2 (20 cultural and commercial centre projects etc.) implementation tender on 4 April 2012; (iii) Facilitated an external mid-term review of the Lot 3 (22 livestock projects) projects were supposed to be finalised in May 2013 to inform decisions on the future of these projects. The expected impact of the 2012/13 drought on rangelands and on the market for breeding stock puts additional livestock distribution activities during the NGSIP implementing period up to November 2014 in doubt; (iv) Launched and evaluated the Lot 4 (93 water projects) implementation tender, and (v) Finalised the tender evaluation and contracting of Lot 6 (capacity building for 25
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projects) service consultants, and introducing consultants to stakeholders. Given the history of the Programme with most of these projects, and the sustainability concerns that surround some of them, it is intended that the PMT will be closely involved in supporting as well as monitoring the implementation of this activity.
The Government of Germany offered to provide an additional grant of EUR 11 million to the NGSIP was presented to the Government of Namibia in October 2012; the required formal agreements were still to be concluded.
Millennium Challenge Account The Millennium Challenge Account (MCA) Namibia Compact, providing grant funding for public investments in Education, Tourism and Agriculture (livestock and indigenous natural products), was signed on 28 July 2008 between the Republic of Namibia and the US Government, acting through the Millennium Challenge Corporation (MCC). An amount of US$304.5 million was made available for development in the target sectors, over and above current Government allocations and assistance from other development partners. In terms of the Compact signed between the Government of Namibia and the Government of the United States of America, Compact funds should be free from the payment of taxes. Any taxes therefore paid out of Compact funds are to be refunded and ploughed back into the program for the benefit of the MCA Namibia projects. It was estimated that over the life of the Compact, these taxes would amount to +/-NAD 11.37Million (USD 11.37m).
During the period April 2012 to March 2013 the Government of the Republic of Namibia made the following Programme Tax Reimbursements (PTR):
Month Due Amount in Amount & Date paid in NAD USD June 2012 840,244.50 N$5,937,330 received 29/5/2012 Sept 2012 840,244.50 N$6,293,431 received on 21/9/2012 Dec 2012 840,244.50 N$6,301,123.28 received on 7/12/2012 March 2013 817,613.75 N$1,200,000 received on 29/4/203 and N$5,093,431.13 received on 29/4/2013 & interest paid on 7/7/2013 of N$74, 801.34 for late payment TOTAL 3,383,347.25
The table below shows how the PTR funds have been applied to the various Projects and areas of activities. PTR is applied on a pro rata basis based on actual expenditure.
April 2012-March 2013-PTR Oct 2009- March 2013-PTR Project Expenditure in Expenditure in US$ Expenditure in Expenditure in US$ N$ N$ Education 13,814,950 1,381,495 24,313,940 2,431,394 Tourism 2,748,570 274,857 6,999,410 699,941 Agriculture 3,643,330 364,333 9,355,610 935,561 M&E 2,071,580 207,158 7,914,890 791,489 Programme Administration 577,600 57,760 1,245,670 124,567 TOTAL 22,856,030 2,285,603 49,829,520 4,982,952
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Below is a table showing the expected Programme Tax Reimbursements for the current GRN Fiscal Year April 13-March 14
Due Date Amount in USD Status June 2013 817,613.75 N$924,286.65 received on 7/7/2013 and N$5,199,640.34 received on 17/7/2013. Interest of N$50,840.93 will be claimed for late payment Sept 2013 817,613.75 Not yet due December 2013 817,613.75 Not yet due
TOTAL 2,452,841.25
As has been the case in the past, when received the above funds will be applied proportionally to all the MCA activities.
2010/2011 2011/2012 2012/2013 2013/2014 2014/2015 2015/2016 Target 2 Actual Actual Actual Forecast Forecast Forecast 80 % statistics user 0 0 50% 60% 70% 80% satisfaction by 2015/16 The agency produce monthly publications which were distributed to users. Although full survey on user satisfaction were not conducted, opinion was sought from users on their satisfaction.
2010/2011 2011/2012 2012/2013 2013/2014 2014/2015 2015/2016 Target 3 Actual Actual Actual Forecast Forecast Forecast Achieve at least 95% execution rate of National Development Budget by 2014/2015 through review 0% 0% 88% 95% 95% 95% and monitoring of the implementation of Capital Projects
This Target intends to ensure timely, efficient and effective execution of Development / Capital Projects by O/M/As and to ensure that resources are utilized optimally. This target has been set at 95% because 95% execution rate is viewed as excellent. This target has been achieved before on the Development Budget. Progress will be tracked and monitored through project visits, Quarterly Progress Reports and NIMRES, which alerts National Development Advisors if there is a problem in order to address it on time. Other mechanisms to track progress include the General Ledger that will indicate execution / disbursement on projects/Programmes. Good progress on the execution of the Development Budget is important in order to deliver much needed services and investments and prevent cost overruns. The appropriated Development Budget was N$6.7 billion; however this was reduced to N$6.3 billion after virementation. The total virementation amounted to N$420.3 million. The total budget expenditure for the period was N$5.5 billion. This shows an execution rate of 87.73%, which is 7.27% below the target of 95%. Delays were experienced in the preparation of the projects documentation by the Department of Works and none reporting by some implementers at central, regional and local levels.
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This target was set to stimulate research to aid the “Chief Economic Advisor to the State (NPC)” to provide appropriate counsel on socio-economic issues. During the period under review (April 2012 to March 2013), the Department produced 2012 Economic Development Report. In addition, a Policy Brief paper on inflation had been produced. Both reports were shared with other stakeholders (O/M/As, business communities, NGOs as well as Researchers and Academic Institutions.
Target 4 2010/2011 2011/2012 2012/2013 2013/2014 2014/2015 2015/2016 Actual Actual Actual Forecast Forecast Forecast Produce 5 economic and social research reports 0 0 2 3 3 3 every financial year (2012/ 13; 2013/ 14; 2014/15) This target was set to stimulate research to aid the “Chief Economic Advisor to the State (NPC)” to provide appropriate counsel on socio-economic issues. During the period under review (April 2012 to March 2013), the Department produced 2012 Economic Development Report. In addition, a Policy Brief paper on inflation had been produced. Both reports were shared with other stakeholders (O/M/As, business communities, NGOs as well as Researchers and Academic Institutions.
Target 5 2010/2011 2011/2012 2012/2013 2013/2014 2014/2015 2015/2016 Actual Actual Actual Forecast Forecast Forecast Implement of Statistical Act and establishment of NSA 0% 0% 0% 0% 0% 0% by 2014 The implementation of the Statistics Act has started with the appointment of Board of Directors, the official business operations of the Namibia Statistics Agency on the 16 April 2012 with the appointment of the Statistician General, the Governance and Performance Agreement on the duties and obligations of the NSA and the appointment of the Auditors for the Agency.
Target 6 2010/2011 2011/2012 2012/2013 2013/2014 2014/2015 2015/2016 Actual Actual Actual Forecast Forecast Forecast Development of the NSP4 plan and fully 0% 0% 0% 0% 0% 0% implementation by March The NSP4 was not implemented due to the fact that the Agency have to be operational as a State Owned Enterprise starting with the Strategic and Business Plans. The NSP4 was then replaced by the Five Year Business Plan.
3. NON-TAX REVENUE
Year 2010/11 2011/12 2012/13 Revenue Source Estimate Actual Estimate Actual Estimate Actual Sale of Planning Documents 30,000.00 28,430.00 80,000.00 4,800.00 45,200.00 31,925.00 Sale of Statistical Documents 20,000.00 3,823.00 28,000.00 6,164.00 30,000.00 848.00 Private Telephone Calls 4,000.00 27.86 1,000.00 3.05 0.00 0.00 Miscellaneous 80,000.00 523,537.15 40,000.00 19,020.00 40,200.00 409,756.06 Total 134,000.00 555,818.01 149,000.00 29,987.05 115,400.00 442,529.06 Explanation for variances for 2012/13 financial year
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Sale of planning documents: The Office was unable to collect more revenue on the Sales of planning documents revenue head, due to the fact that the NDP3 planning documents come to an end.
Sale of Statistical Documents: The sales of Statistical Documents includes, 2001 Population and Housing Census Report, National Accounts Report and 2004 NHIES report which could not generate enough revenue due to the fact that they have been in circulation for a longer period.
Private Telephone Calls: Revenue from Private Telephone calls is below expectation due to implementation of providing credit limits to all the staff members and they only make calls within the set limit.
Miscellaneous: Miscellaneous revenue is unpredictable as they are generated from the use of the Auditorium, recoveries from staff members for overpayment and any loss of GRN items. This can result in a high or low collection. The high collection is as a result of a vehicle which was presumed lost during Census, but later recovered and the company refunded NPC.
4. BUDGET EXECUTION
4.1 Overall Vote Actual Performance Year 2010/11 2011/12 2012/13 Breakdown Estimate Actual Estimate Actual Estimate Actual Operational Budget 72 493 000 61 833 139 87 329 816 77 925 486 149 888 963 142 399 207 Development Budget 61 519 000 57 634 438 191 494 000 191 696 552 10 433 037 10 031 898 Development Partners Total 134 012 000 119 467 577 278 823 816 269 622 038 160 322 000 152 431 105
4.2 Expenditure by programme
Year Programme Activity 2012/13 Activity Code Code Budgeted Revised Actual Execution Programme Allocation Allocation Expenses Rate(%) Managerial oversight 01 16,203,000 0 15,168,809 93.62 Maintaining ans safe Supervision and Support 01 keeping of Services 02 5,137,000 0 3,378,604 65.77 computerised information system Macroeconomic Macroeconomic Planning 02 analysis and 01 6,490,000 0 5,427,535 83.63 modelling Regional & Sectoral Regional & Sectoral 03 Planning and Policy 01 8,798,000 0 8,346,810 94.87 Coordination Coordination Monitoring, Monitoring, Evaluation and 04 Evaluation and 01 37,097,000 0 34,581,485 93.22 Donor Management Donor Management Statistical Namibia Statistical Agency 05 01 86,597,000 0 85,527,862 98.77 Management Total 160,322,000 0 152,431,105 95.08
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4.3 Details of Programme Performance
4.3.1 Programme: Commission-wide Services The 87% spending on the Commission-wide Services Programme is due to the normal operation which is to provide supervision and coordination of NPC support services by rendering human resources managements and development function, auxiliary services, financial management services, maintaining and safe keeping of computerised information system and public relation services.
4.3.2 Programme: Macroeconomic Planning The main programme is research and development. This programme involves economic research for knowledge creation and evidence based planning. The main activities include NDP4 Formulation, Research and Policy Analysis and National Human Resources Planning
Activity 1: NDP4 Formulation The National Planning Commission designed, formulated and disseminated the Fourth National development Plan. The process for NDP4 formulation was extensive and was led by a technical committee composed of members from Government and private sector. The consultation process involved all sectors of the economy, government, private sector and non-governmental organizations. The NDP4 is underlined by three principles: prioritization, focus/assertiveness and simplicity. This high level policy document will guide government activities and create a conducive environment for the private sector involvement. The plan aims to achieve three interactive objectives of high and sustainable economic growth, creation of employment and improvement in the income distribution. The implementation strategy includes the development and implementation of five- year and annual sectoral execution plans. A vigorous monitoring and evaluation strategy was designed as part of NDP4 formulation. The plan was launched on the 19th of July 2012 and it will cover the period 2012/13 to 2016/17.
Activity 2: Research and Policy Analysis An Annual Economic Development Report 2012 was produced and disseminated to all stakeholders. This report discusses the economic performance in general and specific priority sectors of NDP4. A Policy Brief on inflation analyzed impact of inflation on the economy and concluded that while lower inflation is desirable zero inflation is not good for the economy either. The above mentioned reports were shared with other stakeholders (O/M/As, business communities, NGOs as well as Researchers and Academic Institutions). During the period work on several research papers were ongoing, these include research on Energy Demand in Namibia, Root Causes of Poverty in Namibia and Logistics Paper in Namibia.
Activity 3: National Human Resources Planning Programme Namibia adopted human resource development as a strategy for national development as articulated in both NDPs and long term plan Vision 2030. It is for
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this reason that a National Human Resource Plan 2010 to 2025 was designed, formulated and launched in May 2013. This plan analyses the occupation demand and supply in the economy and recommends system approach towards addressing the skills gap in the economy. The plan has sufficiently generated national debate and prompted the design and formulation of many other national activities to address skills shortage in the country
Constraints: The programme in general faced some constraints in the form of not optimal cooperation received from other stakeholders by the National Planning Commission in formulation of NDP4, lack of sufficient data for both NDP4 and NHRP formulation and during research undertaking. These shortcomings will be addressed in future through extensive consultation with all stakeholders and sensitize them on the importance of planning and the need for availing information for planning purposes; and also strengthening the National Statistical System. Other measures will involve capacitating nationals to undertake such important roles both in leadership and technical.
4.3.3 Programme: Regional and Sect oral Planning and Policy Co-ordination
Main Activities:
NDP4 Implementation/roll-out Following the launch of NDP4 document in July 2012, the guidelines for the formulation of the Five Year Sectoral Execution Plans (SEPs) and Annual Sectoral Execution Plans (ASEPs) for the sectors were developed. These guidelines were rolled out to all sectors and formulation of the sectoral plans aligned to NDP4 started thereafter. Sectors had until 31 March 2013 to finalise their plans and submit them to NPC for review and approval. NDP4 outlook highlights the targets to be achieved by different sectors of the economy for the country to achieve the goals of NDP4. It is on this basis that the following sectors were required to formulate their five year and annual sectoral execution plans. These are: Agriculture and Forestry, Water and Sanitation; Education; Health; Information Communication Technology; Tourism; Transport and Logistics; Financial Intermediation; Housing; Security; Energy; Mining; Manufacturing; Construction; Fisheries; Governance and Public Administration and Reduction of Extreme Poverty. At the end of the reporting period, only Transport and Logistics, Housing, Tourism, Energy, Agriculture and Forestry and Reduction of Extreme Poverty submitted their draft plans to NPC. NPC commented on the draft plans and sectors were requested to address the comments and submit the final documents. However, none of the sectors submitted the final plan. Considering that this is a consultative process, lead Ministries have to extensively consult all their stakeholders to ensure that all sectoral issues are adequately discussed and well articulated and can be clearly understood. This has taken some time and in some
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cases, stakeholders are not always available at the same time. It is anticipated that this exercise will be concluded during 2013/2014 financial year.
Social research Development Profiles Development Profiles NPC has identified the improvement of Social Research for national development as one of its ministerial objectives. A programme focusing on Social Research was put in place to cater for this objective. One of the expected outputs from this programme was the formulation of the Regional Development Profiles for each region. In terms of the Business Plan, the department was to have completed one Regional Development Profile by the end of the Financial Year 2012/13. However, this could not be achieved due to high level consultations that needed to take place first before the implementation of the activities. During the period under review, the department formulated the Concept Note, guidelines and put together a plan of action for the formulation of the Regional Development Profiles which covers the following:
The rationale for the Regional Profiles The main purpose of such profiles The key areas to be focused on Methodology to be use in putting together the document/s The timeframe in which the activity is to be carried out.
The Guidelines are elaborated and covered specific information to be used by the officials in the regions in collecting the required data and information. The Guidelines proposed how the regions should go about establishing the Committees and the frequencies of their meetings. The proposed schedule of activities forms part of the guidelines and the format of the final document is also provided in the guidelines.
4.3.4 Programme: Monitoring, Evaluation and Donor Management Main activities: Monitoring, Evaluation and Development Cooperation Partnership
Achievement Activity 1: National Evaluation and Monitoring Framework and Strategy in place In 2010 NPC requested World Bank support to strengthen the M&E function within the institution and enhance performance management. Following several World Bank Mission consultations a Grant was approved on March 31, 2011. The grant agreement was subsequently signed on 14 March 2012.
The Grant consists of three overall agreed components, these include: (1) A Diagnostic Review of current M&E System Design and Knowledge Generation; (2) Capacity-building for M&E System Implementation, and; (3) Improving Aid Management and Effectiveness.
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Given the urgency to have a National M&E Framework to guide the effective implementation of NDP4 and other NDPs to come, the current focus of the grant is on Component 1. To this effect, Terms of Reference (ToR) for the preparation of the National Monitoring and Evaluation Framework have been developed. The ToR entails a diagnostic review of the current M&E systems, procedures, and policies in place government wide, the preparation of the actual M&E Framework and M&E capacity building within Government which will all be carried out by a consultant contracted through the World Bank.
The activities undertaken in preparation for the Framework during FY 2012/13 include the final Consultancy Terms of Reference that were approved by the World Bank in February 2013. The disbursement letter enabling withdrawals from the grant and authorising the DG and the PS as signatories was sent to the World Bank on 26 March 2013.
In terms of the M&E Strategy for NDP4, a consultant was hired to assist NPC in drafting the Strategy to be used in the effective Monitoring and Evaluation of the fourth National Development Plan (NDP4). The consultant was however, released prior to the end of the contract due to sub-standard work. NPC then opted to seek assistance from the University of Stellenbosch. A team from NPC was sent to Cape Town and together with the Professors drafted the NDP4 Monitoring and Evaluation strategy. The NDP4 M&E Strategy is in place and its total finalization is dependent on the addition of indicators from the five year Sectoral Execution Plans (SEPs) and Annual Sectoral Execution Plans (ASEPs).
Constraints: The main challenge experienced in the formulation of the M&E strategy was that the expert sourced to assist NPC in its formulation produced substandard work and had to be released as a result. This delayed the finalisation of the strategy. Furthermore, the strategy still requires indicators from the SEPs & ASEPs to be included- the ASEP formulation process is yet to be concluded by the various ministries. In terms of the M&E Framework, several procedures had to be concluded with the World Bank and disbursements from the grant will only be possible in FY 2013/14.
Achievement Activity 2: Computerised Monitoring and Evaluation System functional The National, Integrated Monitoring, Evaluation and Reporting System (NIMRES) was handed over to NPC in April 2012 by the contracted consultancy, SILNAM. The system consists of two modules, the Project Planning and Performance Management System (PPPMS) and the National Performance Management System (NPMS). The PPPMS (Project Planning and Performance Management System) was used in the formulation of the 2013/14-2015/16 Development budget. However, the NPMS (National Performance Management System) was not fully functional as it was initially designed using the NDP3 framework and requires realignment to correspond with the NDP4 framework.
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Main activities for the PPPMS module: Support, Maintenance and Development Services rendered on the PPPMS module, this includes; training of basic user and super users, enhancement of new forms on the PPPMS and defining of new reference data.
Main activities for the NPMS module: The activities done on the NPMS module include: the Design and development of the module for the performance framework of NDP4 and the preparation of the project documentation of NDP4 and workshops on the modelling of the Performance Management Framework. Constraints: The PPPMS module was not smoothly functioning and had to be maintained regularly.
Achievement Activity 3: Operational ODA Database in place and functional The ODA Database is in place, however, its reporting operations have not been fully utilised as the consultant is required to finalise amendments to the system. These amendments are due to be finalised by the end of September 2013. Achievement Activity 4: Revised GRN-NGO Policy A series of consultative meetings were held with NANGOF Trust which culminated in the signing of a Memorandum of Understanding between the Government and NANGOF Trust on 26 November 2012 in order to create synergy in development efforts, with both partners- Government and Civic Organizations (COs) that are playing a vital role in the upliftment of the living standard of the community. This was a way of creating greater awareness among stakeholders, and thus ensuring their readiness to participate in the review and the implementation of the policy.
Constraints: Since the review of the Policy involves various Government departments, the regional councils and COs, it goes without saying that the main pillars of the institutional framework for the review and implementation of the policy is the Advisory Committee, consisting of representatives of COs and relevant Ministries), which is to meet quarterly to provide advice and guidance. The absence of the Advisory Committee created a delay in the review of the policy and the NPC Commissioners is yet to appoint new members to the Advisory Committee to spearhead the process.
Achievement Activity 4: 3% of (GDP) ODA resources mobilised The National Planning Commission mobilizes additional external development assistance through grants and concessional loan financing to augment government resources to implement NDPs. The target for mobilizing external assistance is between 2% and 5% of GDP, and for the financial year 2012/2013 it was 3% which was not achieved because the actual is 2.2%. During the period 2012/13 the GDP amounted to N$107.323 billion and the ODA amounted for N$2.407 billion.
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This implies that ODA as percentage of GDP for that period amounts to 2.2%, which is lower compared to 3.7% for 2011/12 financing. The GDP (N$107.323 billion) used is for 2012 (calendar year) rather than 2012/13 FY.
Constraints: This is mainly due to the shift in the aid modalities of a number of donors who take into account Namibia‟s Upper Income Status and moving from grant funding to trade and investment as well as concessional loan financing or others reducing their support to Namibia.
4.3.5 SOE: Namibia Statistical Agency Activity 1: Provision of Socio-economic Statistics information The 94% spending on the Production of National Statistics Programme, is as result of funds been viremented to the newly established Namibia Statistics Agency that has taken over all statistical functions and projects that were falling under former Central Bureau of Statistics at NPC. Preliminary National Accounts: The National Accounts measures the performance and structural change of the economy. The Preliminary National Accounts 2012 was produced and indicated that the economy grew by 4.6 per cent on average. Census of Agriculture: The agricultural statistics are required for planning and policy making and the last census is more than 10 years old. The census of agriculture 2013/14 will be undertaken and the planning has progressed. A pilot census was conducted in five regions to test the survey instruments specifically the Computer Assisted Personal Interviewing (CAPI) software as per the project plan. The CAPI was found to be effective and it will be used for the main census. Namibia Consumer Price Index: The Consumer Price Index is used to measure inflation which is a general increase in the level of prices. A monthly release with a lag of 15 days after the end of the reference month is being adhered too. The annual inflation for the month of March 2013 stood at 6.3 per cent. Inflation has been fluctuating in the year 2012 hovering between 5.6 and 7.6 percent respectively and the annual average inflation rate stood at 6.5 percent. Foreign Trade Statistics: Foreign Trade Statistics measures values and quantities of goods that, by moving into or out of a country, add to or subtract from the nations‟ material stock of goods. They are invaluable statistics for the formulation of monetary, fiscal, commercial and regional integration policies. These statistics have been produced continuously and used by our customers namely; Bank of Namibia, National Planning Commission, Ministry of Finance, Ministry of Trade and Industry, EU, SADC, SACU and many others. During the first quarter of 2013, Namibia‟s total exports stood at N$11,266 billion, while imports on the other hand stood at 15,091 billion resulting in a negative trade balance of N$3,8 billion.
Activity 2: Brief status report on 2011 Population and Housing Census activities: Post enumeration activities
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The implementation of the Namibia 2011 Population and Housing Census (hereinafter Namibia 2011 Census) has been successful. During the period under review, census project was focused on analysis and production of reports. The first draft of the Census Atlas was produced in June; this was followed by the development of documentation for micro data, and Meta data. A specific file called Public Use of Micro Sample (PUMS) was also created for public use as not all census micro data could be made available to the public. Indicators based on 2011 census data were documented in Africa data portal which was developed with the assistance of African Development Bank
Activity 3: 2012 Labour Force survey The main report of the 2012 Labour Force Survey was released in April.
Activity 4: Documentation of other survey data Documentation of micro and metadata for following surveys and census although were planned for second quarter, were completed ahead of schedule and loaded on NSA data portal. The following surveys were also documented. Labour Force Survey of 2012 Income and Expenditure Survey (NHIES) of 2009/2010 Income and Expenditure of 2003/2004 Income and Expenditure of 1993/1994
Activity 5: 2013 Labour Force Survey A lot of progress was made in the preparation for the 2013 Labour Force Survey. A project document was completed in June 2013. A stakeholders consisting of producers, users and interested persons of the public was held in June 2013 to discuss the survey activities and make inputs to the survey questionnaire The questionnaire and manuals were revised
Activity6: Capacity building activities Training on special analysis and production of thematic maps was conducted for more than 10 staff members Two staff attended Labour market analysis training workshop organized by Namibia Training Authority Six staff attended the training (NADA) on Meta data organised by World Bank. The purpose of the training was to capacitate staffs to be able to create metadata for surveys and censuses conducted by NSA using the Nesstar publisher which is a free source Five staff also attended training on Data Management Portals for NSA which was conducted by African Development Bank. This training was to provide many advanced features for analysing, visualizing and reporting statistical data for Namibia, regions and constituencies. Two staff attended Poverty Mapping which was organised by the National Planning Commission Seven of the staff members attended training on the production sampling errors
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which was conducted by NSA sampling consultant. The purpose of the training was to capacitate staffs in the area of producing sampling errors for different subjects of interest using Microsoft office excel and STATA software for computation of sampling errors. Fourteen of staff members attended training on the production of the population atlas using ARC GIS software which was conducted by two experts from the US Census Bureau. The training aimed to capacitate staffs to be able to produce maps for different indicators at different geographic level. In addition staff was involved in the production of the population atlas
Activity7: National Spatial Data Infrastructure (NSDI) Policy A draft for National Spatial Data Policy was produced and is now being reviewed by the Board. The purpose of National Spatial Data Infrastructure (NSDI) Policy is to provide policy standards and guidance for improving the initiation, collection, processing, integration, storage, dissemination, awareness of, sharing and access, and utilisation of spatial data and services, compatible with the stated objectives of the NSDI as set out in the Statistics Act, 2011,(No. 9 )
5. MID-YEAR REVIEW
Estimate First Quarter Execution Revenue Source for 2013/14 Collection Rate(%) Sales of Planning Reports 282,000 12,000 4.3 Miscellaneous 219,398 11,591 5.3 Total 501,398 23,591 4.7
5.1 Mid-Year Ministerial Revenue
Estimate First Quarter Estimated Full Year Revenue Source for 2013/14 Collection Revenue Projection Sales of Planning Reports 282,000 12,000 5,000 Miscellaneous 219,398 11,591 20,000 Total 501,398 23,591 25,000
5.2 Mid-year Budget Execution by programme Actual Expenditure Budgeted Revised Execution Revised Estimate of in First Quarter of Programme Full-year Expenditure Allocation Allocation FY Rate(%) Supervision and Support Services 38,109,000 0 11,153,323 29.3 0 Macroeconomic Planning 12,688,000 0 3,121,362 24.6 0 Regional & Sectoral Planning 12,387,000 0 4,469,951 36.1 0 Monitorin, Evaluation & Donor 46,982,000 0 17,708,534 37.7 0 Management Namibia Statistical Agency 55,981,000 0 49,065,585 87.6 0 Total 166,147,000 0 85,518,755 51.5 0
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1. OVERALL SUMMARY
The Ministry of Youth, National Service, Sport and Culture has been mandated to develop and empower the youth and promote sport, culture and arts. An execution rate of 97.83% on the overall original budget was achieved and 89.45% of revenue collection was recorded for the 2012/13 financial year. The Ministry crafted its five (5) year Strategic Plan. At the 2012 Paralympics in London Johanna Benson achieved the first ever Gold Medal in two hundred (200) meter and a silver medal in the one hundred (100) meter. Mejandjaje Kasuto achieved a Gold Medal in the Zone VI Senior Boxing Championship in Botswana. Namibia participated in the SCSA Zone VI U/20 Youth Games in Zambia and scored 2nd overall place out of twelve (12) member states. The Ministry further facilitated successful participation in various significant national and regional events, such as the National Cultural Festivals. Hosting of National Youth Week/Festival held in Ohangwena Region, training workshop on youth leadership development programme. Attendance of world assembly of Youth/International Youth dialoque in Malaka, Malysia. Introduction of brick making projects in Erongo and Karas regions. Launch of Onehanga agricultural youth project in Ohangwena region, Mandume and Metsweding agricultural youth farm in Oshana and Omaheke regions.
2. PERFORMANCE OF MINISTERIAL TARGETS
The Ministry committed itself to eight (8) Ministerial targets and progress has been made. Three (3) targets were met during the year under review, and five (5) targets are expected to be met by the end of (2014/15-2015/16) financial years.
Target 1 Seventeen (17) operational youth centres by 2014/2015 The target is measured at practical completion of phase 1 of a Multi-Purpose Youth Resource centre (MYRC) and Youth Skills Training Centre (YSTC) with the following facilities: administration block, conference and ablution facilities. Target 2010/2011 2011/2012 2012/2013 2013/2014 2014/2015 2015/2016 Actual Actual Actual Forecast Forecast Forecast 17 15 16 17 18 19 20 The target of 17 operational youth centres and youth skills training centres is met with the completion of phase 1 of Rundu Multi-Purpose Youth Resource Centre. The youth will be equiped with the necessary skills through different programmes that are offered at those facilities.
Target 2 Twelve thousand (12,000) employable skilled youth by 2014/2015 The target measure is based on the accumulative annual enrolment and completion rates at the Youth Skills Training Centres , MPYRC and NYS Vocational Training Centres
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Target 2010/2011 2011/2012 2012/2013 2013/2014 2014/2015 2015/2016 Actual Actual Actual Forecast Forecast Forecast 12,000 9,100 9,799 10,563 14,000 16,000 18,000 The target of employable skilled youth will be exceedingly met by the end of MTEF (2012/13-2014/15) period, taking into consideration the increase in NYS recruits. The youth will gain skills and knowledge to become employable and self-employed.
Target 3 Six thousand (6,000) economically active/self-employed skilled youth by 2014/2015 The target is measured by accumulative number of unemployed youth receiving training in business management and thereafter applying for loans to start their own businesses from Namibia Youth Credit Scheme (NYCS) and Credit for Youth in Business (CYB). Target 2010/2011 2011/2012 2012/2013 2013/2014 2014/2015 2015/2016 Actual Actual Actual Forecast Forecast Forecast 6,000 3,500 4,871 5,917 8,000 12,000 15,000 The programme has done exceptionally well due to the increased number of youth credit scheme beneficiaries and an increase in the number of implementing agencies. The importance of such achievements is that the youth will become employable and self- employed.
Target 4 Development of at least thirty two (32) sports codes and nine thousand (9,000) sports experts and the construction of eleven (11) sports facilities by 2014/2015. The target measure is based on the number of regional sport codes registered and affiliated to the recognised national federations/associations, experts and administrators trained as well as operational sport facilities.
Target 2010/2011 2011/2012 2012/2013 2013/2014 2014/2015 2015/2016 Actual Actual Actual Forecast Forecast Forecast 32 30 31 33 34 37 40 9,000 3,574 3,574 3,605 3,650 3,700 3,730 11 8 8 8 10 10 15 The target of 32 sports codes will be exceeded by the end of the MTEF period (201 2/13-2014/15). Two (2) sports codes namely Volleyball and Gymnastics were added during the year under review. The target of Sports Experts was errounously reported as 9,000 instead of 3,700 in the MTEF (2012/2013 -2014/15). The target of 3700 sport experts will be met by the end of the MTEF period (2012/2013 -2014/15). This is a great benefit as the Sports experts transfered skills and knowledge to various sport disciplines. The target of 11 sport facilities will not be met by the end of the MTEF period (2012/2013 -2014/15), due to delays in the implementation of the Outapi Sport complex.
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Target 5 One hundred and twenty thousand (120,000) people with access to arts activities and services by 2014/2015 The measure is based on data collection from the Ministry‟s own Arts centres as well as its key stakeholders.
Target 2010/2011 2011/2012 2012/2013 2013/2014 2014/2015 2015/2016 Actual Actual Actual Forecast Forecast Forecast 120,000 80,000 100,000 121,000 120,000 145,000 150,000 The programme is making progress and the target will be met at the end of the MTEF period (2012/2013 -2014/15). Artisits were trained and supporetd to sustain themselves through workshops, exhibitions, perfomances, and expo's.
Target 6 Arts organizations supported increased to nine hundred (900) by 2014/2015 The measure is based on project requests approved and funded through the NACN, Namibia Choral Network, School and Community Support Programmes as part of normal functions of the Arts Programme. Target 2010/2011 2011/2012 2012/2013 2013/2014 2014/2015 2015/2016 Actual Actual Actual Forecast Forecast Forecast 900 830 850 910 900 1,000 1,050 The programme has made good progress and the target will be exceeded by the end of the MTEF period (2012/2013 -2014/15). Sixty (60) arttists and arts organisation receive support through grants National Arts Council as well as the directorate of Arts. The importance thereof was to develop a pool of qualified Namibian artists.
Target 7 Four hundred thousand (400,000) people attending and participating in culture events and programmes by 2014/2015 The measure is based on the number of people attending and participating in festivals Target 2010/2011 2011/2012 2012/2013 2013/2014 2014/2015 2015/2016 Actual Actual Actual Forecast Forecast Forecast 400,000 323,000 350,000 400,000 450,000 500,000 530,000 The target is expected to be exceeded by 2013/14 financial year, because of the increase in the number of participants and attendance in culture events and programmes. The implementation of cultural festivals at constituency level in addition to regional festivals has resulted in considerable increase in the number of participants. The importance of this target is to create awarness and tolerance of different cultures in Namibia.
Target 8 Two hundred and twenty thousand (220,000) people are expected to visit museums, monuments and national heritage sites by 2014/2015 Target 2010/2011 2011/2012 2012/2013 2013/2014 2014/2015 2015/2016 Actual Actual Actual Forecast Forecast Forecast 220,000 153,157 205,512 175,947 244,300 260,000 300,000 The target will be exceeded by 2013/14 financial year, taking into consideration the number of visitors anticipated to visit the sites and museums. The Namib Sand Sea was nominated and evaluated to become world heritage while the Independence Memorial
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Museum, Omugulugwoombashe, and Eenhana National Heritage sites are being developed. These Sites will lead to a considerable increase in the number of visitors.
3. NON-TAX REVENUE Year 2010/11 2011/12 2012/13 Revenue Source Estimate Actual Estimate Actual Estimate Actual Private Telephone Calls 220 0 240 0 240 0 Unclaimed Cheques 14,000 74,802 0 0 0 0 Miscellaneous 180,000 318,264 200,000 346,519 200,000 41,396 Sports Stadiums 65,000 11,700 70,000 349,803 75,000 36,250 Lease; Independence 0 0 0 -5,050 0 0 Stadium Youth Centres 1,700,000 1,464,213 1,500,000 1,302,919 1,600,000 1,677,372 College of the Arts 230,000 1,042,430 240,000 267,960 250,000 265,080 Culture Centres 245,000 179,850 255,000 122,600 265,000 118,130 Total 2,434,220 3,091,259 2,265,240 2,384,751 2,390,240 2,138,228
Explanations for variances of 2012/13 Financial Year
Private telephone calls: No collections are recorded for the financial year under review because of the non- existence of a recording system for private calls. However, the Ministry has placed a limit on amount that can be used by staff members in accordance with their functions.
Unclaimed Cheques Government cheques are valid for six (6) months and no unclaimed cheques were recorded during the year uder review.
Miscellaneous This revenue head caters for any revenue that is not listed or older than the current financial year. Revenue recorded under this head is for the non-refundable tender levy fees.
Sport Stadiums Less revenue was collected for the period than anticipated, because of less activities that took place during the period under review. 730 - Lease: Independence Stadium There was no estimate for this revenue head in the budget, the amount collected as recorded in the General ledger was supposed to be recorded under Sport Stadiums. It is no more a revenue head.
Youth Centres The revenue collected for the financial year under review exceeded the estimate due to high demand of the services offered.
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College of the Arts Collections under this revenue head depends on the number of registered students for different courses. Collections under this revenue head is tuition fees. The number of registered students will exceed expectations by the end of the MTEF period (2012/13- 2014/2015)
Culture Centre Collections of revenue under this revenue head are from Maria Mwengere Culture Centre for renting out of accommodation, letting of the conference and dining hall, use of kitchen and garden for events. Less revenue was collected during 2012/13 financial year because the centre was under renovation; therefore the demand for the use of the facility was low.
4. BUDGET EXECUTION
4.1 Overall Vote Actual Performance Year 2010/11 2011/12 2012/13 Breakdown Estimate Actual Estimate Actual Estimate Actual Operational Budget 411,180,000 405,811,104 452,284,268 425,582,808 471,916,000 465,930,448 Development Budget 48,080,000 24,600,278 63,881,000 39,122,750 56,783,000 49,310,587 Development Partners 0 0 0 0 0 0 Total 459,260,000 430,411,382 516,165,268 464,705,558 528,699,000 515,241,035
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4.2 Expenditure by programme
Year Programme Activity 2012/13 Activity Code Code Budgeted Revised Actual Execution Programme Allocation Allocation Expenses Rate(%) Youth and 01 14,584,000 11,787,000 11,787,000 100.00 Reproductive Health Juvenile/Child 02 8,000,000 7,977,000 7,977,000 100.00 Justice Capacity Building 03 18,870,000 16,870,000 16,870,000 100.00 Entrepreneurship 04 18,817,000 17,817,000 16,170,060 90.76 development Youth Development 01 Monitoring and 05 4,833,000 4,633,000 4,633,000 100.00 evaluation Youth empowerment 06 29,730,000 27,730,000 25,228,067 90.98 Commonwealth 07 530,000 530,000 530,000 100.00 Subsidies to SOE's 08 112,102,000 112,102,000 112,102,000 100.00 Provision of facilities 09 30,032,000 26,316,500 26,134,333 99.31 Sub-Total 237,498,000 225,762,500 221,431,460 98.08 Creation of 01 15,982,000 22,016,000 20,556,348 93.37 condusive sport Preparation, particpation and 02 12,043,000 17,043,000 17,818,553 104.55 creation of sports excellence Grassroot Sport 02 development and 03 10,660,000 15,660,000 15,648,600 99.93 mass participation Subsidies to SOE's 04 19,160,000 22,289,000 22,289,000 100.00 Provision and maintenance of sport 05 21,160,000 20,160,000 20,160,000 100.00 facilities Sub-Total 79,005,000 97,168,000 96,472,501 99.28 School and community support programmes, Laison, 01 11,265,000 12,293,000 11,265,000 91.64 Research and marketing Arts 03 Arts education and 02 23,585,000 23,585,000 21,482,542 91.09 training Development of 03 2,500,000 179,000 178,327 99.62 Infrastructure Subsidies to SOE's 04 23,704,000 23,704,000 23,704,000 100.00 Sub-Total 61,054,000 59,761,000 56,629,869 94.76
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Year Programme Activity 2012/13 Activity Code Code Budgeted Revised Actual Execution Programme Allocation Allocation Expenses Rate(%) Facilitation of culture understanding and 01 35,351,000 25,251,000 24,251,000 96.04 tolerance Nurturing of culture 02 5,095,000 5,595,000 4,108,674 73.43 industry Identification and promotion of 03 3,536,000 3,936,000 3,348,118 85.06 tangible and intangible heritage Culture 04 Cultural Exchange programmes and 04 14,125,000 12,125,000 12,125,000 100.00 state sponsored Subsidies to SOE's 05 14,819,000 14,819,000 14,819,000 100.00 Development and maintenance of 06 9,251,000 5,514,000 5,171,125 93.78 national heritage sites and museums Sub-Total 82,177,000 67,240,000 63,822,917 94.92 Human Resource management and 01 8,728,000 10,728,000 10,225,999 95.32 development Administration 02 22,323,000 24,323,000 24,323,000 100.00 support services Acquisition and maintenance of ICT Coordination and 03 4,331,500 4,331,500 3,949,310 91.18 05 equipment and support Services systems Risk Management 04 3,728,000 3,728,000 3,728,000 100.00 Financial 05 23,228,000 23,228,000 23,228,000 100.00 Administration Plannining and 06 6,626,500 12,429,000 11,429,980 91.96 development Sub-Total 68,965,000 78,767,500 76,884,289 97.61 Total 528,699,000 528,699,000 515,241,036 97.45
Empowerment and Support of Youth Development (04) The main purpose of this programme is to empower, encourage and support the effective constructive participation of youth in process of national development and decision making. Explanation of variances Due to the closure of the financial year all invoices could not be obtained on time and thus the variance of 1.32% was realised. The contractor was not appointed on time and this resulted in the saving.
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Coordination and support Services programme (05) The purpose of this programme is to manage the human resource; provide administrative support services; manage the information systems; ensure proper financial and risk management; corporate planning and project management.
Explanation of variance The variance was due to under spending on Daily Subsistence and Allowance which contributed to 2.80% under spending. There was a moratorium placed on abroad training and this resulted in the saving.
4.3 Details of Programme Performance Achievements and Constraints per programme of 2012/2013 Financial Year Empowerment and Support of Youth Development (04)
Main activities: Reproductive Health, Juvenile/Child Justice, Capacity Building for unemployed youth, Entrepreneurship Development, Monitoring and Evaluation, Youth Empowerment, Commonwealth Program, Subsidies to SOE‟s and Provision of Facilities.
Target 1: The target of 17 operational youth centers and youth skills training centers is met with the completion of phase 1 of the expansion of Rundu Multi-Purpose Youth Resource Center.
Target 2: The target of employable skilled youth will be met by the end of 2013/14 financial year with the accumulative annual enrolment/recruits of graduates of Youth Skills Training Centers, MPYRC and Namibia Youth Service Vocational Centers.
Target 3: The program has done exceptionally well as the target was met due to the increased number of youth credit scheme beneficiaries. Constraints: The ever increasing number of unemployed youth roaming the streets in search of employment; Late approval of the national budget resulted in delays in the implementation of programmes and projects. The appointment of contractors Inadequate funding to SOEs hampers their operations.
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Sporting Promotion and Support Programme (01) Main Activities: Creation of conducive sport environment, Preparation, participation and creation of Sport excellence, Grassroots development and mass participation, Subsidies to SOE's, Provision and maintenance of sports facilities.
Target 4: Two (2) sport code, namely wrestling and boxing were introduced to three (3) new regions with the assistance of the Cuban sport expert. Progress was made on this target, two (5) sport students returned home from Cuba after graduating and this target will be met by the end of 2012/2013-2014/2015 MTEF period.The Ministry recruited twenty six (26) Cuban experts .The Ministry has not made progress towards the achievement of the set target of eleven (11) sport facilities due to delays in the implementation of the Outapi Sport complex.
Constraints: - Allocation of inadequate funds for the construction of stadiums was a major challenge. - Lack of adequate transport hampered the smooth implementation of the sport programmes. - Funds allocated to umbrella sport bodies and federations/associations were inadequate. - At times sports codes qualify for their respective regional, continental and world championships which is an item not normally budgeted for, as it is unpredictable and that have resulted in a financial burden to the programme. - Inadequate funding to the SOE‟s hampered their operations. - The purchasing of wrong materials by the building contractors at the sports facilities contributed to the delay of service delivery and completion of facilities on time. Development of National Arts Industry (02) Main Activities: School and community Programmes, Liaison, Research and marketing, Arts education and training, Development of infrastructure and Subsidies to SOE's.
Target 5: The target was exceedingly met. One hundred and twenty one thousand (121,000) people participated in the directorate‟s regular arts programs, such as training, workshops, exhibitions, performances and expo‟s offered through the College of the Arts, John Muafangeyo Arts Centre (JMAC), National Theatre of Namibia (NTN), National Art Gallery of Namibia (NAGN), National Art Council of Namibia (NACN), Namibia Choral Network (NCN) and Otjiwarongo Arts Centre (OTAC).
Target 6: The target was met. Nine hundred and ten (910) artists and arts organisations were supported and are actively involved in the arts industry. The support was
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done through grants received from the National Arts Council of Namibia as well as through the Directorate of Arts.
Constraints: - A shortage of teachers, teaching space and accommodation for the students at the College of the Arts hampers this programme. Improving the institution facilities will be in line with the NQA requirements for accreditation. - Inadequate funding to SOEs hampers growth in the arts industry. - Shortage of transport is hampering the execution of the programmes for directorate.
National Coordination of Culture Activities Programme (03) Main Activities: Facilitation of culture understanding and tolerance, Nurturing of culture industry, Identification and promotion of tangible and intangible heritage conservation, Cultural Exchange programmes and state sponsored events, Subsidies to SOE's, Development and Maintenance of National Heritage Sites and Museums.
Target 7: The target was met; people attended and participated in culture events and programmes during the festivals. The events that got most participation and attendance are festivals (107 Constituencies – thirteen regions), school culture events in more than 800 schools and those participating in the research especially in intangible cultural heritage.
Target 8: This target was met. Two hundred thousand (200,000) more people are expected to visit museums, monuments and national heritage sites by 2014/2015 financial year.
Constraints: - Challenges in recruiting and appointing suitable qualifies staff delays the implementation and execution of programmes in heritage sector. - Inadequate information on the kind of cultural industries and type of training required raises challenges in appropriate methodologies. - Inadequate vehicle availability delays execution of programmes Supervision and Support Services Programme (05) The aim of this activity is to manage the human resource; provide administrative support services; manage the information systems; ensure proper financial and risk management; corporate planning and project management. Achievements: This programme has ensured that policies and regulations are compliant with, timely delivery of service, that the budget was formulated, implemented and monitored, that capital projects budget is excecuted within the legal framework. Construct and maintain physical facilities, strengthen revenue collection methods
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and the risk areas were identified and recommendations were made to overcome the risks.
Constraints: - Shortage of vehicles - Lack of office space hampers the appointment process - Late approval of the National Budget and delays in the appointments of consultants and contractors by MWT.
5. MID-YEAR REVIEW Summary of revenue collected in the first three months of the current financial year 2013/2014 Execution Revenue Source Estimate First Quarter Collection Rate(%) Private Telephone Calls 240 0 0.0 Unclaimed Cheques 0 0 0.0 Miscellaneous 200 23,599 11,799.5 Sport Stadiums 80,000 32,750 40.9 Lease, Independence 0 0 0.0 Stadium Youth Centres 1,600,000 293,011 18.3 College of the Arts 260,000 0 0.0 Culture Centres 275,000 710 0.3 Total 2,215,440 350,070 15.8
5.1 Mid-Year Ministerial Revenue Mid-year (6months) revenue collected, against the full year projection. (2013/2014)
Second Quarter Estimated Full Year Revenue Source Estimate Collection Revenue Projection Private Telephone Calls 240 0 240 Unclaimed Cheques 0 0 0 Miscellaneous 200,000 49,101 200,000 Sports Stadiums 80,000 32,750 80,000 Lease; Independence 0 0 0 Stadium Youth Centres 1,600,000 494,587 1,600,000 College of the Arts 260,000 61,830 260,000 Culture Centres 275,000 23,870 275,000 Total 2,415,240 662,138 2,415,240
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5.2 Mid-year Budget Execution by programme
Actual Expenditure Budgeted Revised Execution Revised Estimate of in First Quarter of Programme Full-year Expenditure Allocation Allocation FY Rate(%) Youth Development 255,299,214 0 37,702,202 14.8 255,299,214 Sport 92,698,234 0 18,224,332 19.7 92,698,234 Arts 62,201,350 0 11,977,643 19.3 62,201,350 Culture 86,010,738 0 13,326,080 15.5 86,010,738 Coordination and Support Services 180,214,464 0 39,129,075 21.7 180,214,464 Total 676,424,000 0 120,359,333 17.8 676,424,000
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VOTE 28 - ELECTORAL COMMISSION OF NAMIBIA
1. OVERALL SUMMARY
The Electoral Commission of Namibia (ECN) has a legal mandate to ensure that all electoral processes and activities are carried out in accordance with the Electoral Act (Act 24 of 1992) as amended. This Act further empowers the ECN to, amongst others: Supervise and control the registration of voters for the purpose of any election; Supervise the preparing, publication and maintenance of a national voter‟s register and local authority voter‟s register; Supervise and control the registration of political parties; and Supervise, direct and control the conduct of elections.
In light of the above duties and responsibilities of the Commission, it is necessary to ensure that the process of any election under this Act is fair, impartial and transparent. 2. PERFORMANCE OF MINISTERIAL TARGETS
Ensure that all by-elections are carried out within 90 days after occurrence of vacancy. During the period under review, there were two (2) by-elections conducted for Sibbinda and Tsumkwe Constituencies as a result of the death of Councillors of those two (2) Constituencies.
Target 2010/2011 2011/2012 2012/2013 2013/2014 2014/2015 2015/2016 Actual Actual Actual Forecast Forecast Forecast Within 90 Within 90 Within 90 Within 90 Within 90 Within 90 Within 90 days days days days days days days The Electoral Act, (Act 24 of 1992) stipulates that all by-elections should be conducted within 90 days after the occurrence of a vacancy in the Regional Council. This target was met during the year under review. Register 96% of persons who become eligible for voting before 2014 elections
Target 2010/2011 2011/2012 2012/2013 2013/2014 2014/2015 2015/2016 Actual Actual Actual Forecast Forecast Forecast 96% by 2014/2015 90% 97% 97% 97% 97% 97% elections
Increase level of understanding of eligible voters of democratic process to 96% by 2014 elections Target 2010/2011 2011/2012 2012/2013 2013/2014 2014/2015 2015/2016 Actual Actual Actual Forecast Forecast Forecast 96% by 2014/2015 71% 90% 90% 96% 96% 96% The baseline survey has been conducted to determine the level of participation and voter confidence in the electoral processes.
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3. NON-TAX REVENUE
Year 2010/11 2011/12 2012/13 Revenue Source Estimate Actual Estimate Actual Estimate Actual Deposits made by Political 10,700 30,101 1,000 500 1,000 10,300 Parties Miscellaneous 100 5,746 1,000 366,651 1,000 1,397 Total 10,800 35,847 2,000 367,151 2,000 11,697
Explanation of variance
The estimates of N$1,000 were provided for under the revenue sources (Deposits made by political parties and Miscellaneous) during the year under review to keep the revenue codes active for any unforeseen revenue that might be received. The Electoral Act (Act 24 of 1992) make a provision that all political parties contesting in any election should register their candidates at a fee. The variance during the year under review of N$11,697 represent the revenue collected from the registration of the political parties that participated in the Sibbinda and Tsumkwe Constituencies by-elections that were conducted during the year.
4. BUDGET EXECUTION
4.1 Overall Vote Actual Performance Year 2010/11 2011/12 2012/13 Breakdown Estimate Actual Estimate Actual Estimate Actual Operational Budget 142,405 129,746 110,509 96,942 198,913 128,582 Development Budget 39,592 24,640 2,957 2,953 500 453 Development Partners 0 0 0 0 0 0 Total 181,997 154,386 113,466 99,895 199,413 129,035 4.2 Expenditure by programme
Year Programme Activity 2012/13 Activity Code Code Budgeted Revised Actual Execution Programme Allocation Allocation Expenses Rate(%) Administration of Elections 01 Electoral Operations 01:01 96,047 0 82,383 85.77 Voter Education and 02 Voter Education 02:01 26,909 0 17,195 63.90 Information Dissemination Supervision and Support Coordination and 03 03:01 41,227 0 29,457 71.45 Services Support Services Total 164,183 0 129,035 78.59
4.3 Details of Programme Performance
Programme 1: ADMINISTRATION OF ELECTIONS 1. Registration of Voters 2. General Elections and By-Elections 3. Update of Voters Register
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4. Computerization, Management and Maintenance of ECN Logistic 5. Research, Human Resources and Infrastructure Development 6. Legal Challenges 7. Electronic Voting Machine and Registration Kits 8. Resource Centre Development
Achievements: 1. Successfully conducted supplementary registration of voters for Sibbinda, Tsumkwe and Grootfontein Constituencies. 2. Successfully held by-elections in Sibbinda and Tsumkwe Constituencies. 3. Successfully update the voters' register after conducting respective supplementary registration of voters of the above mentioned Constituencies as well as removing deceased person (voters) in collaboration with the Ministry of Home Affairs and Immigration. 4. Successfully conducted research for the development of Compedium of Election Results for the periods from 1989 - 2010 in Namibia. 5. Procurement of 904 Mobile Voter Registration Kits and 904 printers for the upcoming General Registration of Voters (GRV) and subsequent registrations. 6. Successfully established an institutional library facility which is up and running. 7. Procurement of 300 Power Generators, Containers for storage of registration / election materials as well as the required furnitures for the upcoming GRV activity.
Constraints: During executing activities under this programme, an overall budget execution of 86% was recorded with an under spending of 14%. The overall under spending was attributed to the following factors: Delays in the finalization of the delimtation of boundaries resulting in a number of trips and activities could not be undertaken for all GRV-related activities. Most of the major registration material and equipment could not be procured due to the delays in finalizing the delimitation of boundaries. Funds which were earmarked for hiring of transport (vehicles, helicopters, and boats) could not be utilized due to delays in finalizing the delimitation of boundaries. The registration officials required fore the implementation of the GRV activities could not be employed for the same reasons mentioned above. Lastly, the ECN continuous to lack capacity to conduct Continuous Registration of Voters as mandated by the Electoral Act.
Programme 2: VOTER EDUCATION AND INFORMATION DISSEMINATION
Main Activities: 1. Voter Education Publication, Production and Publicity 2. Regional Voter Education 3. Research, Monitoring and Evaluation 4. Regional Voter Education Capacity Building
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Achievements: 1. During the period under review Voter Education officers were trained in various aspects of democracy building including disability mainstreaming and the use of ICT in voter education. 2. ECN developed a voter education facilitation guide to strengthen the capacity of voter education officers and set standards for conducting voter education. Additionally another tool, namely the national voter education policy is in draft format and close to adoption. 3. ECN participated in trade shows and agricultural shows to reach greater audiences through voter education and also to meet high level personalities, public and private business employees and officials who may not have the opportunity to attend ordinary meetings or discussion sessions due to the nature of their work. 4. Training of political parties and civil society organization was provided on the use and application of the voter education booklet and facilitation guide to ensure for uniformity and understanding of the concepts and methodologies of democracy and democracy building.
Constraints: 1. ECN has experienced high turn over rate in Voter Education Officers resigning. This is due to non-permanent nature of the contracts of the voter education officers, many of them have resigned to secure permanent job opportunities. This move constraints the entire institution to carry out its mandate effectively and the Commission is continuously faced with this challenge as some regions remain with few staff to execute the programs. 2. Funds which were earmarked for the publication and productions of voter education materials could not be utilized due to the postponement of the GRV. 3. The ECN advertised tenders for the acquisition of goods and services during the year under review but due to technical problems beyond our control, these tenders could not be awarded on time before the financial year ended.
Programme 3: COORDINATION AND SUPPORT SERVICES
Main Activities are: 1. Minor Renovations and Maintenance of ECN Head Quarters 2. Staff Training, Development and Capacity Building 3. Acquisition and Maintenance of IT Equipments and Systems 4. General Administration Costs 5. Construction of Regional offices 6. International Fees and Subscriptions 7. Prevention and Mitigation HIV / AIDS
Achievements: 1. The Commission hosted a Consultative Workshop for Stakeholders in March 2013 successfully. This Consultative workshop was planned to share the
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Commissions recommendations with key stakeholder on the electoral law reform project prior to the finalization of the draft bills. 2. The ECN acquired vehicles to reduce the need of vehicles during the major activities e.g. GRV and General Elections. 3. More staff members have attended training workshop locally and internationally. 4. Fitness Academy (GYM) equipment has been acquired and ninety (90%) of the staff members were reached through the wellness activities during the year under review. 5. Network configuration has been redesigned to accommodate the rapid growth of ECN and its operations. 6. The regional offices Virtual Private Network (VPN) maintained. 7. New servers were acquired to separate the firewall from the active directory services server for improved service delivery.
Constraints: The postponement of the General Registration of Voters (GRV) has has an adverse effect impact on the execution of all activities that were to be undertaken during the year under review. To mention a few: 1. The funds which were earmarked for the consultancy services related to the law reform could not be fully utilized due to the fact that the expenditure was shared between the Law Reform Development Commission (LRDC) and the ECN. 2. The huge amount was earmarked for the payment of fixed tarriffs as well as fuel invoices which were received after the closing of the financial year under review. 3. Budgetary provision for the acquisition of the software upgrades and maintenance of the VPN security system as well as the upgrading of the regional VPN network capacity were made. Due to the acquisition of the Mobile Voter Registration Kits (VRK's) and the postponement of the GRV, these upgrades could not be done because the new acquired VRK's uses a different system.
5. MID-YEAR REVIEW Execution Revenue Source Estimate First Quarter Collection Rate(%) Deposits by political 1,000 0 0.0 parties Miscellaneous 1,000 0 0.0 Total 2,000 0 0.0
5.1 Mid-Year Ministerial Revenue
First Quarter Estimated Full Year Revenue Source Estimate Collection Revenue Projection Deposits by political 1,000 0 0 parties Miscellaneous 1,000 0 0 Total 2,000 0 0
5.2 Mid-year Budget Execution by programme
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Actual Expenditure Budgeted Revised Execution Revised Estimate of in First Quarter of Programme Full-year Expenditure Allocation Allocation FY Rate(%) Administration of Election 104,266 0 5,154 4.9 104,266 Voter Education and Information 46,134 0 8,991 19.5 46,134 Dissemination
Coordination and Support Services 70,845 0 20,397 28.8 70,845
Total 221,245 0 34,542 15.6 221,245
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VOTE 29 - MINISTRY OF INFORMATION AND COMMUNICATION TECHNOLOGY
1. OVERALL SUMMARY
The ministry was created to lay the foundation for accelerated use and development of ICT in Namibia and coordinate information management within government. During the period under review, the ministry performance has improved significantly, especially in terms of revenue collection, ICT legal framework development, information dissemination, and staff recruitment. Included in this report is the ministerial targets with achievements, challenges and recommendations; budget execution for 2010/11, 2011/12 and 2012/13 financial years with explanations on variances. Mandate: To lay foundation for the accelerated use and development of ICT in Namibia. Coordinate information management within government.
2. PERFORMANCE OF MINISTERIAL TARGETS
This section should provide actual results (outturn) on targets and details by the O/M/A‟s on the progress in achieving the targets. If targets have not been reached, an explanation as to why this is the case should be given following the data table. Where targets are achieved, results must constitute achievements, and must be reported in section dealing with such achievements.
Target 2010/2011 2011/2012 2012/2013 2013/2014 2014/2015 2015/2016 Actual Actual Actual Forecast Forecast Forecast Ensure 80% access to GRN information materials by 65% 70% 75% 2014/15 The reason why the target has been set: To Disseminate information for the Namibian population to make informed decisions and to participate in national development.
Achievement: 13 workshops were targeted with an achievement of 21 which means 75% was exceeded.
Importance: The information sources and platform act as a medium in disseminating GRN policies and developmental programmes. 2010/2011 2011/2012 2012/2013 2013/2014 2014/2015 2015/2016 Target Actual Actual Actual Forecast Forecast Forecast Publish and distribute 18 issues each for both Namibia Review and GRN Buletin by 2014/15 12 publication by 6 6 10 4 4 4 2015/2016
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The reason why the target has been set: To disserminate GRN information on Policies and programmes.
Achievement: Four edition of the GRN information Bulletin and six editions of Namibia Review were produced during 2012/2013.
Importance: To disseminate information on GRN programmes and activities.
2010/2011 2011/2012 2012/2013 2013/2014 2014/2015 2015/2016 Target Actual Actual Actual Forecast Forecast Forecast Ensure 60% of the population understand GRN 35% 40% 50% 17% 34% 50% Policies and programmes by 2014/15
The reason why the target has been set: To give voice to communities and to build inclusive societies while fostering citizen participation in the development of the country.
Achievement: A total of 24 videos were produced and 280 video shows were conducted.
Importance: To implement recommendations from the Ministry's 2008 Service Delivery Survey. Diversifying the production and dissemiination of GRN information in a way that would appeal to all, thereby ensuring that community members make informed decisions. GRN content development.
2010/2011 2011/2012 2012/2013 2013/2014 2014/2015 2015/2016 Target Actual Actual Actual Forecast Forecast Forecast Development of lacal film industry by producing 10 4 8 0 7 14 21 short films by 2014/15
The reason why the target has been set: To foster a greater appreciation of our own local content to develop and enhance screen culture in Namibia.
Achievement: No tangible result during the reporting period, although the target was exceeded in the previous F/Y. However, six film projects are in production and an extensive marketing campaign has been launched.
Importance: Develop the local film industry. Increase investor interest in the country's film locations. Enable measurement of film contribution to GDP.
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2010/2011 2011/2012 2012/2013 2013/2014 2014/2015 2015/2016 Target Actual Actual Actual Forecast Forecast Forecast Development and Implementation of 3 relevant policies; laws and 0 0 1 6 6 6 improved connectivity through infrastructure facilitation by 2014/15 The reason why the target has been set:
To create a conducive legal framework for ICT development in Namibia.
Achievement: Universal Access Services Policy for ICT was developed.
Importance: To create a conducive legal framework for ICT development in Namibia.
NB: The Ministerial targets of 2012/13 were reviewed and phased out and new ones were formulated in line with NDP4, MTEF and Ministerial Strategic Plan as required by NPC, MOF and OPM.
3. NON-TAX REVENUE Year 2010/11 2011/12 2012/13 Revenue Source Estimate Actual Estimate Actual Estimate Actual Private telephone 350 0 200 0 0 0 Sale of Constitution 3,600 5,975 2,000 14,936 2,000 24,970 Sale of Photos 6,000 189,135 6,000 37,060 5,000 19,020 Sale of Namibia review 2,600 2,392 1,000 28,880 1,000 3,035 Miscellaneous 60,000 253,221 65,000 131,316 10,000 249,117 Public Adress System 0 0 0 0 50,000 301,500 Total 72,550 450,723 74,200 212,192 68,000 597,642 Sale of Constitution: A target of N$2000.00 was exceeded due visibility and marketing drive by the Ministry. This is attributed to a directive that compels revenue collectors to form part of the teams that go on outreach programmes.
This helped widening the scope of marketing the products and services.
Sale of Photos: A target of N$5,000.00 was exceeded due to visibility and marketing drive by the Ministry. This is attributed to the fact that some institutions/companies bought the photos of the President in bulk for office use. Furthermore, the progress can be attributed to the expansion of the marketing scope by compelling revenue collectors to join media officers and information officers for outreach programmes.
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Sales of Namibia Review: A target of N$1,000.00 was exceeded due to visibility and marketing drive by the Ministry. The Editor came on board and the publication has been coming out regularly.
Miscellaneous: The target was exceeded. The biggest amount on this source of revenue (N$209 -000) was generated through a video production with MRLGHRD.
Public Address System: The target was exceeded. This is attributed to the fact that apart from the two big PA systems at the HQs and in Oshana, the other MICT Regional Offices acquired small PA systems that are hired for N$300-00 per day.
4. BUDGET EXECUTION
4.1 Overall Vote Actual Performance Year 2010/11 2011/12 2012/13 Breakdown Estimate Actual Estimate Actual Estimate Actual Operational Budget 170,309 165,171 247,379 3,047,001,606 216,121 218,005 Development Budget 81,178 67,819 70,935 280,580,591 89,306 76,046 Development Partners 0 0 0 0 0 0 Total 251,487 232,990 318,314 3,327,582,197 305,427 294,051
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4.2 Expenditure by programme
Year Programme Activity 2012/13 Activity Code Code Budgeted Revised Actual Execution Programme Allocation Allocation Expenses Rate(%) NBC Transmitter 1 60,000 0 60,000 100.00 Enhance the free flow of NBC studios 2 12,000 0 12,000 100.00 information and that the 1 MICT offices 3 13,806 0 9,447 68.43 media accessibility to all NAMPA housing 4 3,500 0 3,500 100.00 Improving the Production of Videos 1 500 0 360 72.00 understanding of GRN 2 programmes and policies Administration 2 16,916 0 15,674 92.66 NNP 1 450 0 450 100.00 Wellness Campaign 2 400 0 400 100.00 Ensure access to Exhibitions 3 400 0 400 100.00 Information, Education and 3 Namibia review 4 1,300 0 1,300 100.00 Communication(IEC) Advertisement 5 200 0 200 100.00 Administration 6 16,915 0 14,777 87.36 NAMPA 1 15,000 0 15,000 100.00 NAMZIM 2 5,660 0 5,660 100.00 To ensure that the media New Era 3 5,660 0 5,660 100.00 sector benefits the 4 NBC 4 108,000 0 108,000 100.00 Namibian economy NFC 5 7,500 0 7,500 100.00 Administration 6 16,915 0 15,273 90.29 ICT Mapping 1 200 0 172 86.00 Increasing the use of RI bodies 2 2,000 0 1,823 91.15 Information 5 IT equipment 3 590 0 590 100.00 Communication Office rent 4 600 0 538 89.67 Technology (ICT) Administration 6 16,915 0 15,327 90.61 Total 305,427 0 294,051 96.28
Enhance the free flow of information and that the media accessibility to all Namibians: Demolition of the old building could not take place since the ministry had to give tenants ample time to be relocated.
Improving the understanding of GRN programmes and policies: Most of the regional teams had to put their planned activities on hold and team up with emergency agencies to cover the magnitude of the floods impact and the affected communities. In addition, the funds were allocated based on the number of approved posts for media officers in the regions.
Ensure access to Information, Education and Communication (IEC): Variances came up as a result of unfilled vacancies, office furnitures were not purchased and most planned activities could not take place due to staff shortages.
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To ensure that the media sector benefits the Namibian economy: The whole total amount was transferred to the NFC Video and Film Development Fund.
Increasing the use of Information Communication Technology (ICT): Namibia joined PAPU and the process of ratification was completed at the end of the f/y resulting in that no payment could be made causing the variance.
5. MID-YEAR REVIEW Execution Revenue Source Estimate First Quarter Collection Rate(%) Sale of Constitution 2,000 500 25.0 Sale of Photos 5,000 1,500 30.0 Sale of Namibia review 1,000 300 30.0 Miscellaneous 10,000 70,000 700.0 Public Adress System 50,000 40,000 80.0 Total 68,000 112,300 165.1
5.1 Mid-Year Ministerial Revenue
First Quarter Estimated Full Year Revenue Source Estimate Collection Revenue Projection Sale of Constitution 2,000 500 2,000 Sale of Photos 5,000 1,500 6,000 Sale of Namibia review 1,000 300 1,200 Miscellaneous 10,000 70,000 280,000 Public Adress System 50,000 40,000 160,000 Total 68,000 112,300 449,200
5.2 Mid-year Budget Execution by programme
Actual Expenditure Budgeted Revised Execution Revised Estimate of in First Quarter of Programme Full-year Expenditure Allocation Allocation FY Rate(%) Facilitate ICT infrastructure 79,401 0 20,987 26.4 79,321 development Market Namibia to attract 34,273 0 8,477 24.7 34,132 international investors Enhancing perfomance of the SOEs 484,324 0 196,833 40.6 484,324 and institutional bodies Improve human resource capacity 24,229 0 7,304 30.1 24,137 Production and dessemination of 43,729 0 10,596 24.2 43,021 multimedia information National campaigns public 12,739 0 4,549 35.7 12,034 awareness GRN initiatives Total 678,695 0 248,746 36.7 676,969
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VOTE 30 - ANTI-CORRUPTION COMMISSION
1. OVERALL SUMMARY
In respect of the financial year 2012/13 the Anti-Corruption Commission had three programmes to wit, Co-ordination and support functions; Investigation of allegations of corruption, and Establish and implement measures to prevent corruption, with a total budget allocation of N$51,196,000. The Commission performed well with no overspending within the total ceiling and good progress made towards achieving its Ministerial Targets. During the review period the Commission received 487 reports of corrupt practices which were dealt with as follows: In 245 cases the authority to investigate were declined. 63 Cases were referred to other institutions for handling without feedback. 7 Cases were referred to other institutions and their feedback is awaited. 11 Cases were closed as unfounded after investigation by the ACC. 55 Cases were closed as unsubstantiated after investigations were conducted by the ACC. 21 Cases were forwarded to Prosecutor-General with a recommendation for criminal prosecution. In 2 cases the Prosecutor-General declined to prosecute. 15 of the Cases received during the period review are pending in our courts of law. 1 Case which was returned by the Prosecutor-General with further instructions was still pending at the end of the financial year. In 67 Cases the ACC investigations are still ongoing.
2. PERFORMANCE OF MINISTERIAL TARGETS
Ministerial targets
Target 1: Ensure 95% accuracy in the subsistence and travelling payments claims that are processed within the financial year. During the period under review the ACC managed to accurately process subsistence and travelling payment claims.
Target 2010/2011 2011/2012 2012/2013 2013/2014 2014/2015 2015/2016 Actual Actual Actual Forecast Forecast Forecast Ensure 95% accuracy in the subsistence and travelling payments claims that are _* _* 95% _* _* _* processed within the financial year *Only a target for the 2012/13 financial year.
Target 2: Ensure that suppliers are paid within the shortest possible period within the financial year. Suppliers were, in virtually all instances, paid within a 30 day time frame during the period under review.
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Target 2010/2011 2011/2012 2012/2013 2013/2014 2014/2015 2015/2016 Actual Actual Actual Forecast Forecast Forecast Ensure that suppliers are paid within the shortest _* _* 95% _* _* _* possible period within the financial year *Only a target for the 2012/13 financial year.
Target 3: Ensure that staff members are recruited within the shortest possible period within the financial year. The ACC managed to fill one of the three vacant posts within the very short period of two months.
Target 2010/2011 2011/2012 2012/2013 2013/2014 2014/2015 2015/2016 Actual Actual Actual Forecast Forecast Forecast Ensure that staff members are recruited within the _* _* 33% 100% 100% 100% shortest possible period within the financial year *Only a target for the 2012/13 financial year.
Target 4: Ensure that ACC fleet vehicles are available for use 95% of the time within the MTEF period. ACC fleet vehicles are always available for use 95% of the time within the period under review.
Target 2010/2011 2011/2012 2012/2013 2013/2014 2014/2015 2015/2016 Actual Actual Actual Forecast Forecast Forecast Ensure that ACC fleet vehicles are available for _* _* 95% _* _* _* use 95% of the time within the MTEF period *Only a target for the 2012/13 financial year.
Target 5: Create 90% investigative capacity within the Anti-Corruption Commission (ACC) within the financial year. At the end of the financial year 2012/13 ACC had managed to create 91% investigative capacity as it had 20 out of the possible 22 investigating officers on board. Target 2010/2011 2011/2012 2012/2013 2013/2014 2014/2015 2015/2016 Actual Actual Actual Forecast Forecast Forecast Create 90% investigative capacity within the ACC 86% 95% 91% _* _* _* within the financial year *No longer a target.
Target 6: Ensure that 75% of cases are concluded within the shortest possible time frame within the MTEF period. During the financial year 2012/13 the ACC received 487 reports of alleged corrupt practices. The ACC made good progress to ensure that 75% of cases are concluded within the shortest time frame within the MTEF period.
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Target 2010/2011 2011/2012 2012/2013 2013/2014 2014/2015 2015/2016 Actual Actual Actual Forecast Forecast Forecast Ensure that 75% of cases are concluded within the shortest possible time 64% 60% 86% 75% 75% 75% frame within the MTEF period Target 7: Ensure that 2 systems/policies/practices prone or conducive to corruption are revised every year as from the 2009/2010 financial year. During the period under review the ACC continued to advise public and private bodies on systems, policies and practices that appeared prone or conducive to corruption and that needed to be revised. Such need for revision is often detected during an investigation. Target 2010/2011 2011/2012 2012/2013 2013/2014 2014/2015 2015/2016 Actual Actual Actual Forecast Forecast Forecast Ensure that 2 systems/policies/practices prone or conducive to 100% 100% 100% _* _* _* corruption are revised every year as from the 2009/2010 financial year *No longer a target.
Target 8: Ensure sensitization of at least 75% of the population on corruption by 2012/13. During the period under review the Directorate of Public Education and Corruption Prevention executed various activities and programmes of the ACC in an effort to raise public awareness on corruption and enlist public support in the fight against corruption. The ACC commemorated the International Anti-Corruption Day on Friday, the 7th of December 2012. To coincide with the said commemoration, the ACC launched its first Quarterly Newsletter, which is envisaged by the ACC as a publication to sensitise the public on corruption and keep it informed on the activities performed by the Commission. In view of the aforementioned activities it is believed that the ACC managed to achieve this target.
Target 2010/2011 2011/2012 2012/2013 2013/2014 2014/2015 2015/2016 Actual Actual Actual Forecast Forecast Forecast Ensure sensitization of at least 75% of the population 50% 65% 75% _* _* _* on corruption by 2012/13 *No longer a target.
Target 9: Conduct an anti-corruption survey every five years as from the 2010/11 financial year. The purpose of this target is to establish the public's perception on the levels of corruption, analyse how the public responds to corrupt practices, and assess the effectiveness of the work of the Anti-Corruption Commission. Although opinion-based the data so collected will assist the Commission in planning its anti-corruption strategies and programmes. During 2012 the Anti-Corruption Commission (ACC) decided to
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Vote 30 Anti-Corruption Commission carry out a survey to establish whether or not the private and state-owned enterprises in Namibia have anti-corruption frameworks in place to curb the occurence of corruption. The Centre for Enterprise Development of the Polytechnic of Namibia was commissioned by ACC to carry out the survey. The actual field work only conmenced on the 4th of March 2012. The findings of the survey will be made known during the 2013/14 financial year. Target 2010/2011 2011/2012 2012/2013 2013/2014 2014/2015 2015/2016 Actual Actual Actual Forecast Forecast Forecast Conduct an anti-corruption survey every five years as 100% 100% 100% _* _* _* from the 2010/11 financial year *No longer a target.
3. NON-TAX REVENUE
None
4. BUDGET EXECUTION
4.1 Overall Vote Actual Performance Year 2010/11 2011/12 2012/13 Breakdown Estimate Actual Estimate Actual Estimate Actual Operational Budget 23,786,000 20,576,500 25,808,576 25,316,703 28,102,000 27,152,677 Development Budget 13,000,000 4,135,843 27,598,000 17,618,778 22,201,000 20,712,293 Development Partners 0 0 0 0 0 0 Total 36,786,000 24,712,343 53,406,576 42,935,481 50,303,000 47,864,970 In addition, an amount of N$9,153,636 was paid under the contingency fund (provision)
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4.2 Expenditure by programme
Year Programme Activity 2012/13 Code Activity Budgeted Revised Actual Execution Programme Code Allocation Allocation Expenses Rate(%) Provision of general administrative support services to the other programmes of the Co-ordination and support Vote. 1 1 48 853 49 746 46 460 93.39 functions Facilitating staff training and development Implementation of the ACC capital project. Conducting investigations Referring of non mandated related cases to other authorities for investigation or action. Developing and maintaining of a case management system for controlling and monitoring Investigation of allegations 2 investigation work. 2 700 700 678 96.86 of corruption Examining systems, practices and procedures of private bodies to facilitate the discovery of corrupt practices in such bodies. Recommendation of cases for prosecution to the Prosecutor- General. Conducting of public education and awareness campaigns. Implementing marketing strategies to ensure successful dissemination of information to the public on the evils and Establish and implement dangers of corruption. measures to prevent 3 3 750 750 726 96.80 Development of questionnaires corruption and conducting of surveys to establish the effectiveness of campaigns. Furnishing of advice on the revision of systems, practices and procedures that may be conducive to corrupt practices. Total 50 303 51 196 47 864 93.49
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4.3 Details of Programme Performance
Programme 1: Co-ordination and support functions Main activities: • Provision of general administrative support services to the other programmes of the Vote. • Facilitating staff training and development. • Implementation of the ACC capital project.
Achievements: • In virtually all instances, administrative support and supplier services were rendered timeously. • 23 Staff members were trained during the period under review. • The construction of the ACC Headquarters were 95% complete by the end of the financial year 2012/13. • The Human Capital Management System through which leave is applied for, and processed electronically, was successfully implemented.
Constraints: • Lack of adequate human resources capacity at the Finance, HR and Auxiliary Divisions.
Programme 2: Investigation of allegations of corruption Main activities: • Conducting investigations • Referring of non mandated related cases to other authorities for investigation or action. • Developing and maintaining of a case management system for controlling and monitoring investigation work. • Examining systems, practices and procedures of private bodies to facilitate the discovery of corrupt practices in such bodies. • Recommendation of cases for prosecution to the Prosecutor-General.
Achievements: • The ACC successfully implemented a case management system known as GoCase at its Headquarters and two regional offices. • 19 ACC Staff members received training by the United Nations Office on Drugs and Crime (UNODC) on the proper utilisation of the GoCase application. • 21 cases were forwarded to the Prosecutor-General's office with recommendation that criminal prosecution be instituted. • 15 Cases are currently being adjudicated in our courts of law.
Constraints: • Lack of sufficient regional offices. As a result of the aforementioned investigating officers spent a substantial amount of time travelling from the ACC Headquarters to the different regions to collect evidence on corrupt
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practices. • Delays in the finalisation of corruption cases in court caused by unnecessary postponements.
Programme 3: Establish and implement measures to prevent corruption Main activities: • Conducting of public education and awareness campaigns. • Implementing marketing strategies to ensure successful dissemination of information to the public on the evils and dangers of corruption. • Development of questionnaires and conducting of surveys to establish the effectiveness of campaigns. • Furnishing of advice on the revision of systems, practices and procedures that may be conducive to corrupt practices. Achievements: • Successful dissemination of information on corruption in the print and electronic media and during awareness raising workshops, trade fairs and seminars. Amongst others, 36 radio interviews on corruption were conducted during the period under review. • Two training workshops on corruption were conducted for Public Officials. • Successful engagement of the Church Leaders through the training workshops on corruption involving 90 church leaders. • Successful engagement of 8 Traditional Authorities through the training workshops on corruption. • Under the ACC Youth Outreach Programme nearly 8000 learners from both the primary and secondary schools were sensitised on corruption related issues. • 2 Public Education and Prevention Officials received training. One official attended a NIPAM Middle Management Programme and the other an International Anti-Corruption Summer Academy Programme. • A Private and State-owned Enterprises Survey was commissioned to establish whether private and state-owned enterprises have anti-corruption frameworks in place to minimise the occurrence of corruption. • A first ACC Quarterly Newsletter was launched to keep the public informed about the activities of the Commission.
Constraints: Shortage of human resources capacity, especially at the ACC regional offices, remains a challenge.
5. MID-YEAR REVIEW Execution Revenue Source Estimate Financial Year 2012/13 Rate(%) 001 Private telephone calls 6,000 0 0.0 002 Miscellaneous 5,000 6,504 130.1 003 Unclaimed cheques 25,000 0 0.0 Total 36,000 6,504 18.1 Refund in respect of the following:
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001 - Collection will only take place at the New Headquarters were the necessary hardware and software will enable the ACC to do so. 002 - Over payment on maternity leave benefits (N$3,586.80) 002 - Over payment on subsistence and travelling allowance (N$2,917.84)
5.1 Mid-Year Ministerial Revenue
Financial Year Estimated Full Year Revenue Source Estimate 2012/13 Revenue Projection 001 Private telephone calls 6,000 0 0 002 Miscellaneous 5,000 6,504 6,504 003 Unclaimed cheques 25,000 0 0 Total 36,000 6,504 6,504
5.2 Mid-Year Budget Execution by programme Actual Expenditure Budgeted Revised Execution Revised Estimate of in First Quarter of Programme Full-year Expenditure Allocation Allocation FY Rate(%) Coordination and support functions 48,853,000 49,746,000 24,111,000 48.5 47,816,000 Investigation of allegations of 700,000 700,000 348,000 49.7 650,000 corruption Corruption prevention 750,000 750,000 372,000 49.6 710,000 Total 50,303,000 51,196,000 24,831,000 48.5 49,176,000 STATUS OF BANK BALANCE IN SPECIAL ACCOUNT 2012/13 Account Name Account balance as at 31 March 2012/13 Anti-Corruption Commission Special Operations N$2,533,003.97 Account
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VOTE 31 - MINISTRY OF VETERANS AFFAIRS
1. OVERALL SUMMARY
The Ministry of Veterans Affairs‟ Budget for the financial year 2012/13 was allocated N$1,061,099,000 to implement the following programmes: Veterans Welfare and Development, Liberation Struggle Heritage and Coordination and Support Services. Notwithstanding the numerous challenges such as the passing of the Veterans Amendment Act (now the Veterans Amendment Act, 2013), the drafting of a Strategic plan and recruitment of essential staff, the Ministry of Veterans Affairs is well on track to meet its two ministerial objectives during the 2012/2013 financial year that is being reviewed. Despite the achievements made in meeting its targets, the Ministry of Veterans Affairs experienced some challenges such as: lack of necessary legal frameworks to implement some programmes and projects; lack of coordination among stakeholders in appointing technical expertise to implement capital projects in the Ministry; limited funding allocated to the Ministry impeded full implementation of some of the programmes and projects; unavailability of some technical skills in the labour market and the current structure that did not respond to Human Resources needs (e.g. psychologists, social workers, etc.). All these hampered the implementation of some projects and programmes. In spite of the challenges above the Ministry was able to utilise 99.88 % of the allocated budget during the financial year 2012/2013.
2. PERFORMANCE OF MINISTERIAL TARGETS
During the 2012/2013 financial year, the Ministry set itself the following Targets:
Target 1: 45,000 veterans registered by 2014/2015 The target is an estimate of the possible number of citizens that contributed to the national liberation struggle. The target was set to ensure that all aspiring people to be considered as veterans of the liberation struggle have been accommodated.
2010/2011 2011/2012 2012/2013 2013/2014 2014/2015 2015/2016 Target Actual Actual Actual Forecast Forecast Forecast 45,000 veterans registered 28,903* 24,682* 42,500 45,000 40,000 by 2015 *There was an over estimation of the number of applications approved by the Veterans Board resulting in only 1,676 approvals instead of the envisaged 6,900.The actual number of veterans in 2011/12 decreased from 28,903 to 24,682 in 2012/13 due to the verification and rectification of the Veterans Data Records.
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Target 2: 1,600 individuals veterans Projects approved and fully implemented by 2012/13. Due to a lack of interest among veterans to venture into individual projects in the previous financial year, a sensitisation exercise was carried out which resulted in many veterans applying for individual projects hence the increase of the number of applicants. Due to insufficient allocation of funds the Ministry was unable to reach its target of 1,600. 2010/2011 2011/2012 2012/2013 2013/2014 2014/2015 2015/2016 Target Actual Actual Actual Forecast Forecast Forecast 1,600 Projects initiated and fully implemented by 850 1,082 1,900 2,200 1,800 veterans by 2014
Target 3: 285 veterans’ houses constructed by 2012/13 During the 2012/13 financial year the Ministry set itself the target of constructing 50 veterans‟ houses and the target was met. However, only 39 houses of the targeted 50 could be accommodated within the budget provision, of which 11 houses were constructed with additional funds. 2010/2011 2011/2012 2012/2013 2013/2014 2014/2015 2015/2016 Target Actual Actual Actual Forecast Forecast Forecast 285 veterans houses 4 50 65 65 195 constructed by 2013
Target 4: 40, 000 veterans receiving monthly subvention The set target of 9,808 veterans received monthly subvention during the period under review was reached. Due to the advanced Veterans Payment System, the Ministry was able to accurately establish the employment status of the veterans to receive this benefit. 2010/2011 2011/2012 2012/2013 2013/2014 2014/2015 2015/2016 Target Actual Actual Actual Forecast Forecast Forecast 40,000 veterans receiving 8,830 9,808 35,000 40,000 20,000 monthly subvention
Target 5: Four Monuments erected The Ministry set the target to erect one monument during the year 2012/13, taking into account the processes, lack of coordination amongst stakeholders involved and inadequate financial resources. Even though no monument erection has been completed, the processes such as nomination, development of architectural map, documentation and the geo-tech survey have been completed. 2010/2011 2011/2012 2012/2013 2013/2014 2014/2015 2015/2016 Target Actual Actual Actual Forecast Forecast Forecast 4 monuments by 2015 0 0 2 4 2
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Target 6: 40, 000 Veterans paid once off gratuity For the 2012/13 financial year the Ministry achieved its set target. The target set was in line with Cabinet„s Decision which approved that the once off gratuity should be paid out over a period of three years. 2010/2011 2011/2012 2012/2013 2013/2014 2014/2015 2015/2016 Target Actual Actual Actual Forecast Forecast Forecast 40,000 veterans paid once 15,629 22,092 40,000 0 0 off gratuity by 2013/2014
Target 7: 600 veterans assisted with funerals Due to the high death rate among veterans the Ministry sourced additional resources to provide funeral assistance to the veterans‟ families which resulted in 334 funerals financed instead of the targeted 248. The target of 248 was based on the estimation of the possible number of veterans passing on.
2010/2011 2011/2012 2012/2013 2013/2014 2014/2015 2015/2016 Target Actual Actual Actual Forecast Forecast Forecast 600 funeral assistance provided for deceased 202 536 600 600 720 veterans
Target 8: 414 Educational grants provided to veterans and their dependants This target was met, but was exceeded by 39 due to the high interest shown by veterans and their dependants to further their studies.
2010/2011 2011/2012 2012/2013 2013/2014 2014/2015 2015/2016 Target Actual Actual Actual Forecast Forecast Forecast 414 educational grants provided to veterans and 264 453 364 414 537 their dependants
Target 9: 6 Farms bought to resettle 24 veterans Due to teething problems, the Ministry planned to start small and expand the programme as all the systems are in place. However the Ministry achieved its set target during the year under review. 2010/2011 2011/2012 2012/2013 2013/2014 2014/2015 2015/2016 Target Actual Actual Actual Forecast Forecast Forecast 6 farms bought to resettle 24 1 2 4 6 9 families
Target 10: 150 veterans counselled The Ministry has achieved the target set for the year under review. The target which was set for the 2012/2013 financial year is based on the human resources capacity within the Ministry. However more veterans approached the Ministry for counselling services.
2010/2011 2011/2012 2012/2013 2013/2014 2014/2015 2015/2016 Target Actual Actual Actual Forecast Forecast Forecast 150 veterans counselled 18 31 104 104 150
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3. NON-TAX REVENUE Year 2010/11 2011/12 2012/13 Revenue Source Estimate Actual Estimate Actual Estimate Actual 001 Private telephone calls Nil Nil Nil Nil 1,000 Nil 002 Unclaimed cheques Nil Nil Nil Nil 10,000 Nil 003 Miscellaneous Nil Nil Nil 348,154 100,000 49,179 004 Parking fees Nil Nil 400 350 1,080 960 Total Nil Nil 400 348,504 112,080 50,139
Explanation for variances
Private Telephone call: The Ministry is yet to make provisions to collect funds from private telephone calls for the coming financial years.
Unclaimed cheques: The Ministry did not have unclaimed cheques for the financial year 2012/2013.
Miscellaneous: The Ministry did not have miscellaneous estimates for the financial year 2012/2013. However, the Ministry managed to collect an amount of N$ 49,179 in respect of repayment of overpayments on remuneration, Daily Subsistence Allowance amongst others.
Parking fees: An amount of N$960.00 was collected in respect of parking fees during the period under review.
4. BUDGET EXECUTION
4.1 Overall Vote Actual Performance
Year 2010/11 2011/12 2012/13 Breakdown Estimate Actual Estimate Actual Estimate Actual Operational Budget 264 133 000 260 375 566 1 206 429 201 1 204 336 261 1 049 911 000 1 049 167 516 Development Budget 10 405 000 5 486 661 5 931 755 5 475 435 11 188 000 10 623 266 Development Partners 0 0 0 0 0 0 Total 274 538 000 265 862 227 1 212 360 956 1 209 811 696 1 061 099 000 1 059 790 782
THE PERFORMANCE OF DEVELOPMENT/ CAPITAL PROJECTS
The Ministry of Veterans Affairs was allocated N$14,388,000 for Development Budget for the 2012/13 financial year and was distributed to carry out twelve (12) Projects which are aimed towards integrating veterans into socio-economic mainstream of the country, as shown in the table below.
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# Allocated Project Name Revised Budget Expenditure Virements Balance Budget 1 Feasibility Studies 300,000 300,000 300,000 0 0 2 Research on Veterans 500,000 500,000 200,070 0 299,930 3 Veterans Registration and Database 50,000 50,000 45,784 0 4,216 4 Veterans Support Package 500,000 500,000 490,369 0 9,631 Construction of Veterans 5 4,907,000 4,407,000 4,407,000 500,000 0 houses 6 Acquisition/ Construction of Offices for MoVA HQ and 5,000,000 1,800,000 1,761,586 3,200,000 38,414 Regional Offices
7 Agricultural Support 500,000 25,261 25,260 474,740 1 Programme 8 Poultry Framing 500,000 2,035,739 1,887,010 1,535,740 148,729 9 Bricks Making Project 500,000 0 0 500,000 0 10 Veterans Bakery 61,000 0 0 61,000 0 11 Erection and Preservation of Liberation Struggle 1,000,000 1,000,000 945,734 0 54,266 Monuments 12 Veterans Recreational 570,000 570,000 560,453 0 9,548 facilities Total 14,388,000 11,188,000 10,623,266 6,271,480 564,734 Activities carried out on each project
1. Feasibility Studies on Veterans The amount of N$ 300,000 was spent on the following activities: a) feasibility studies on veterans‟ projects; b) production and editing of a documentary on individual veterans projects; c) studies on the Turnaround Strategy for the former Development Brigade Corporation Projects. 2. Research on Veterans An amount of N$500,000 was allocated and N$ 200,070 of it was spent on Consultancy Services on heritage projects. 3. Veterans Registration and Database An amount of N$50,000 was allocated to this project and N$45,784 was spent on registration. 4. Veterans’ Support Package The amount of N$500,000 was allocated to this project and N$490, 369 was spent on acquiring and purchasing of Medical Appliances and services. 5. Construction of Veterans’ Houses The Construction of veterans Houses was allocated an amount of N$ 4,907,000 in 2012/2013 Financial Year. The amount of N$4,407,000 was spent on construction of veteran‟s houses while the amount of N$500,000 was viremented to the Poultry farming project. 6. Acquisition and Construction of MoVA HQ & Regional Offices An amount of N$5,000,000 was allocated to this project. N$1,761,586 was spent on Individual Veterans‟ Projects for disabled veterans residing at Nakayale
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Rehabilitation Centre. N$3,200,000 was viremented to the Operational Budget to cater for 8% salary increment as well as to cover fuel cost for ministerial fleet. 7. Agricultural Support Programme An amount of N$500,000.00 was allocated to this project. The amount of N$25,260 was used for payment of Electricity and Water usage for Okatope Poultry Farm Project, while the amount of N$474,740 was viremented to the Poultry Farm Project. 8. Poultry Farming Project An amount of N$500,000 was allocated to the Poultry project. An additional N$1,535,739 from Agricultural Support Programme, Bakery Project, Brick Making Project and Eenhana Bakery Project was wirement to bring the overall total to N$2,035,739. The amount of N$1,887,010 was spent on rehabilitation and purchase of equipment for Okatope Poultry Farm and Star Protection Services. 9. Brick Making Project in Ondangwa N$500,000 was allocated to this project and it was viremented to the Poultry Farming Project. 10. Veterans Bakery in Eenhana The budget allocation to the Bakery Project was N$61,000 and all of it was viremented to the Poultry Farming Project. 11. Erection and Preservation of Liberation Struggle Monuments An amount of N$1,000,000 was allocated to this project and N$945,734 was spent on documentation and consultancy services. 12. Veterans’ Recreational Facilities An amount of N$570,000 was allocated to this Project and only N$560, 453 was spent on the payment of the fencing of Etaka Recreational Facilities centre.
4.2 Expenditure by programme
Year Programme Activity 2012/13 Code Activity Budgeted Revised Actual Execution Programme Code Allocation Allocation Expenses Rate(%) Veterans Welfare Development 01 1 034 774 000 1 031 574 000 1 030 328 598 99.88 Libeation Struggle Heritage 02 3 648 000 3 648 000 3 603 289 98.77 Coordination & Support Services 03 22 677 000 25 877 000 25 858 895 99.93 Total 1 061 099 000 1 061 099 000 1 059 790 782 99.88
4.3 Details of Programme Performance
4.3.1 Veterans Welfare Development Programme The main activities under this Programme are as follows: a) Support Package: that is aimed at providing monthly financial assistance, Medical and Psycho-social assistance and Vocational Training to Veterans. b) Education and Training Grant: that is aimed at providing financial support to Veterans and their dependants to further their tertiary studies. c) Funeral Assistance: to ensure that Veterans of the liberation struggle are buried in a dignified and respectable manner.
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d) Once-off Gratuity: to appreciate Veterans for their contribution to the national liberation struggle. e) Namibian National Liberation Veterans Association Grant: to enable the Association to conduct its administrative activities. f) Identification and Registration of Veterans: to identify and grant veteran status to successful applicants. g) Constructions of Veterans Houses: to provide eligible veterans with basic shelter. h) Veterans Resettlement: aimed at providing land to landless veterans to enable them to engage in economic activities. i) Individual veteran’s projects: to provide financial support to individual veterans who wish to engage in economically viable projects of their own choice. j) Development Planning/Project Management: this activity encompasses capital projects of the Ministry. Significant achievements were made under this programme as evident by the fact that the Ministry met most of its set targets for the year under review.
4.3.2 Liberation Struggle Heritage Programme This programme has two main activities namely: a) Identification of sites and erection of monuments: to set up outdoor museums and erect tombstones on fallen combatants graves and monuments at places where battlefield took place related to the national liberation struggle. This activity also involves the exhumation of fallen freedom fighters. b) Research and Documentation: This entails research on, and writing the history of the national liberation struggle and preserve it for the present and future generations. Despite limited budgetary allocation and lack of coordination amongst stake holders in the process of implementing different activities under this programme remarkable progress has been made.
4.3.3 Co-ordination and Support Services Programme This programme entails the following main activities: a) Capacity building: aimed at enhancing the competencies of ministerial officials to serve veterans in an efficient and effective manner. b) Monitoring and Evaluation (M&E): to conduct M&E on both ministerial and individual veteran‟s projects to determine the progress and impact made on the veteran‟s lives. c) Veterans Sensitisation: to provide necessary information to veterans on different benefits. d) General Administrative Services: to create conducive working environment for staff members in executing their duties. e) Personnel Expenditure: to manage and monitor the remuneration expenditure, benefits and other personnel expenditure of the Ministry.
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The programme yielded positive results in terms of staff competencies and awareness of veterans about their benefits. Despite the positive result, the monitoring and evaluation has been hampered by the shortage of staff.
5. MID-YEAR REVIEW
Execution Revenue Source Estimate First Quarter Collection Rate(%) 001-Privete Telephone Calls *2,000 0 0.0 002-Unclaimed Cheques 12,000 0 0.0 003-Miscellaneous 95,000 63,171 66.5 004-Parking Fees 1,080 540 50.0 Total 110,080 63,711 57.9 *The Ministry of Veterans Affairs did not collect money regarding telephone calls during the first quarter. However the Ministry is currently busy putting measures to make staff member accountable for their private calls.
5.1 Mid-Year Ministerial Revenue
First Quarter Estimated Full Year Revenue Source Estimate Collection Revenue Projection 001-Privete Telephone Calls 2,000 0 2,000 002-Unclaimed Cheques 12,000 0 6,000 003-Miscellaneous 95,000 63,171 95,000 004-Parking Fees 1,080 540 1,080 Total 110,080 63,711 104,080
5.2 Mid-year Budget Execution by programme Actual Expenditure Budgeted Revised Execution Revised Estimate of in First Quarter of Programme Full-year Expenditure Allocation Allocation FY Rate(%)
763,290 Veterans Welfare Development 763,290 0 273,842 35.9 (1,477,744)*
11,405 Liberation Struggle Heritage 11,405 0 3,850 33.8 (31,405)** Co-ordination & Support Services 86,495 0 31,542 36.5 86,495 Total 861,190 0 309,234 35.9 861,190 * The Ministry has experienced higher interest among veterans to implement their projects and the higher demand from aspiring citizens to be registered as veterans of the liberation struggle, hence the revised estimate of the full year expenditure from N$763,290,000 to N$1,477,744,180 for the Veteran‟s Welfare Programme. The revised estimate of N$714,454,180 for the full year expenditure is based on the current expenditure of the ministerial activities under this Programme. **With regard to Liberation Struggle Programme new directives have been received from Cabinet to implement projects under this Programme, which were not foreseen and not budgeted for, hence a budget deficit of N$20,000,000. The revised additional estimate of N$20,000,000 is required to make up the total of N$31,405,000.
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