Roads Authority Strategic Plan 2018-2022.Pdf

l l r i g h t s r e s e r v e d . P r o

t e Conrad Lutombi c Chief Executive Officer t Private Bag 12030 e Windhoek d REPUBLIC OF NAMIBIA b y Tel: +264-61-2847026 t h

Fax: +264-61-2847013 e c

aties. IT ILLEGALIS STRICTLYAND PROHIBITED TO DISTRIBUTE, PUBLISH, OFFERFOR SALE,LICENSE OR SUBLICENSE,GIVE [email protected] o in by and and Canada States United the of laws copyright by the Protected reserved. rights All 2010. Inc. Biztree © Copyright tre AUTOMATICALLY WILL OFFENDERS ALL FORM. DIGITAL OR COPY HARD IN PRODUCT THIS PARTY, OTHER ANY TO DISCLOSE OR BE SUEDIN A OFLAW.COURT p y r i g h t l a w s

C o p Table of Contents y # CONTENTS PAGE # r i FOREWORD 2 g ternational ternational ACKNOWLEDGEMENT 3 h t EXECUTIVE SUMMARY 4 B i 1. NATIONAL STRATEGIC ALIGNMENT 5 z 2.0 HIGH LEVEL STATEMENTS 7 t r 2.1 Mandate 7 e e 2.2 Vision 7 I 2.3 Mission 7 n c 2.4 Core Values 8 . 2 3.0 SITUATIONAL ANLYSIS 9 0 3.1 Strategic Performance 9 1 0 3.2 PESTLE- and SWOT Analysis 11 . 4.0 STRATEGIC FOCUS 12 A l 5.0 STRATEGIC ROAD MAP 13 l r 6.0 STRATEGY MATRIX 14 i 6.1 Strategic Performance Indicators and Targets 15 g h 6.2 Strategic Programmes and Activities 16 t s 7.0 CRITICAL SUCCESS FACTORS 17 r 8.0 CONCLUSION 17 e s ANNEXURE A: STRATEGIC PROJECT PRIORITIES 18 e r v e d . P r o

t e c t e d b y t h

e c aties. IT ILLEGALIS STRICTLYAND PROHIBITED TO DISTRIBUTE, PUBLISH, OFFERFOR SALE,LICENSE OR SUBLICENSE,GIVE o

in by and and Canada States United the of laws copyright by the Protected reserved. rights All 2010. Inc. Biztree © Copyright AUTOMATICALLY WILL OFFENDERS ALL FORM. DIGITAL OR COPY HARD IN PRODUCT THIS PARTY, OTHER ANY TO DISCLOSE OR tre BE SUEDIN A OFLAW.COURT p y Roads Authority Strategic Plan 2018/19 – 2022/23 1 r i g h t © Copyright

FOREWORD

The Roads Authority aspires to manage a sustainable road sector which is ahead of national and regional socio-economic needs in pursuit of Namibia’s Vision 2030. However, we know that proactive collaboration amongst decision-makers of all transport modalities is required to ensure that we unlock synergy. It requires a collective focus on the transport and logistics needs of the Namibian nation, within the context of the National Development Agenda, as opposed to having tunnel vision. Now, more than ever before, requires of leadership from air, rail, road and shipping to come together to align strategies to ensure a sustainable transport sector to stimulate and sustain Namibia’s growth going forward.

We are under no illusion that we need to become more effective and efficient in managing our resources given the current global financial downturn. Public Private Partnership must be explored to continue to manage our road network optimally to achieve a safe and efficient road sector in support of socio-economic growth. However, this requires the collaborative effort from all strategic stakeholders to ensure that no-one is left behind on the journey towards prosperity.

I want to applaud the significant strides made by the Roads Authority leadership and teams at all levels in achieving the strategic imperatives over the past five years’ strategic plan. However, we will now pursue even more ambitious objectives and targets to ensure that we serve the needs of the road users and our stakeholders.

Aristotle said: “ We are what we repeatedly do. Excellence, then, is not an act, but a habit.” Let this be our motto for the next five years and beyond.

Brian Katjaerua Chairperson

Roads Authority Strategic Plan 2018/19 – 2022/23 2 © Copyright

ACKNOWLEDGEMENT

It is with great excitement that we launch the Roads Authority Strategic Plan 2018/19 – 2022/23 to the benefit of our beloved Namibia.

The development of our strategic plan was a collective effort between all key stakeholders and therefore I want to thank everyone that has made a contribution in crafting our roadmap for the next five years. In particular, I want to thank the leaders of our country for their support over the past five years and in pledging their support and valuable resources in capacitating the Roads Authority to execute its statutory mandate, going forward.

I want to applaud the efforts of our employees, at all levels of the organisation, for staying true to our mission and core values on the journey of achieving our vision. It has not always been easy and we had to, at times, become innovative, working together as teams in service of our country and her people.

There must be no illusion that our hard work only starts now and I want to appeal to all stakeholders to take hands, to support each other and to stay the course. We will need to maximise and account for the use of our resources and nurture an uncompromisingly ethical, performance driven culture.

Conrad Lutombi Chief Executive Officer

Roads Authority Strategic Plan 2018/19 – 2022/23 3 © Copyright

EXECUTIVE SUMMARY

The Roads Authority engaged a participatory strategic planning process during the first quarter of 2018 to define its five (5) year Strategic Plan 2018/19 – 2022/23 aligned to its mandate and alignment to the Republic of Namibia’s strategic imperatives as defined in Vision 2030, the Fifth National Development Plan (NDP5), the Harambee Prosperity Plan 2016/17 – 2019/20, the United Nations’ seventeen Sustainable Development Goals and the Africa Agenda 2063, inter alia.

The Roads Authority retained its present vision: “A sustainable road sector which is ahead of national and regional socio-economic needs in pursuit of Namibia Vision 2030”. The manner in which this should be achieved will be through the Company’s mission: “To manage the national road network to achieve a safe and efficient road sector in support of socio- economic growth”. However, leadership acknowledged that it would need to achieve its mission by working within a distinctive organisational culture which is expressed though five (5) foundational values of (i) Respect, (ii) Open Communication, (iii) Accountability, (iv) Dedication and (v) Service Excellence (ROADS).

The Roads Authority crafted its strategic plan around four (4) Strategic Themes: (i) financial capacity, (ii) organisational capacity, (iii) road network management and (iv) stakeholder satisfaction. The Company shall focus on seven (7) strategic objectives within the four strategic themes over the next five years: (i) ensure organisational financial sustainability, (ii) inculcate ethical, performance driven culture, (iii) optimise information communication technology, (iv) enhance capacity building, (v) manage traffic and transport operations, (vi) avail and preserve national road network and (vii) ensure stakeholder satisfaction.

The Roads Authority shall require an estimated N$ 18,765,914,680-82 to execute the strategic plan over the next five years.

Roads Authority Strategic Plan 2018/19 – 2022/23 4 © Copyright

1. NATIONAL STRATEGIC ALIGNEMNT

The purpose of the Strategic Plan 2018/19 – 2022/23 is to ensure alignment to the national, regional- and relevant international strategic imperatives and to ensure that programmes are implemented to ensure that the national development agenda is achieved. It is however important to emphasise that the Roads Authority needs to prioritise its strategic imperatives to address the most urgent regional needs aligned to the national development agenda.

Namibia’s Vision 2030 provides the long-term development framework for the country: “to be a prosperous and industrialized nation, developed by her human resources, enjoying peace, harmony and political stability”.

The SWAPO Party Election Manifesto 2014 promises to uphold and develop the following strategic pillars:

• Rooted in Democracy, Unity, Peace, Stability and the Rule of Law • Governance and Nation Building • Economic Growth and Job Creation • Infrastructure Development, Housing and Sanitation • Quality Healthcare Delivery • Human Capital Development and Deployment • Environmental Management and Sustainable Utilisation of Natural Resources • Social Justice • Foreign Relations and International Cooperation

The Roads Authority commits to pursue these strategic imperatives with an emphasis of road infrastructure development, while upholding governance principles, thereby contributing towards economic growth and job creation. Environmental protection is a high priority during road projects and shall be strengthened going forward.

Roads Authority Strategic Plan 2018/19 – 2022/23 5 © Copyright

The Harambee Prosperity Plan 2016/17 – 2019/2020 (HPP) and Fifth National Development Plan (NDP5) 2017/18 – 2021/22 is aligned to Vision 2030, the SWAPO Manifesto and also addressed the seventeen Sustainable Development Goals of the United Nations.

The HPP is crafted around five (5) strategic pillars: (i) effective governance, (ii) economic advancement, social progression, infrastructure development and (v) international relations and cooperation. The Roads Authority has a direct impact on the infrastructure development pillar and in particular, transport infrastructure.

NDP5 outlines a development strategy that aims to improve the living conditions of every Namibian and hence the principle of sustainable development permeates NDP5. NDP 5 has four key goals, namely;

● Achieve Inclusive, Sustainable and Equitable Economic Growth, ● Build Capable and Healthy Human Resources; ● Ensure Sustainable Environment and Enhance Resilience; and ● Promote Good Governance through Effective Institutions

The NDP 5 targets relevant to the Roads Authority are illustrated hereunder:

Roads Authority Strategic Plan 2018/19 – 2022/23 6 © Copyright

2. HIGH LEVEL STATEMENTS © C o 2.1 Mandate p y r The Roads Authority was established as a juristic person according to the Roads Authority Act i g ternational ternational (Act 17 of 1999), with the statutory objective: "To manage the national road network of Namibia Ah lt and to provide for matters incidental thereto." The objectives of the Roads Authority are defined lB in section 16. of the above referred to Act. ri iz gt hr te 2.2 Vision se rI en sc A sustainable road sector which is ahead of national and regional socio- e. 2 economic needs in pursuit of Namibia Vision 2030. r v0 e1 d0 . A 2.3 Mission Ll Ll Or

To manage the national road network to achieve a safe and efficient road Fi g F sector in support of socio-economic growth. Eh Nt Ds r E e R s S e W r I v L e L d B . E P S Ur o E t D e I c N t A e C Od Ub Ry Tt h Roads Authority Strategic Plan 2018/19 – 2022/23 7 O Fe c aties. IT ILLEGALIS STRICTLYAND PROHIBITED TO DISTRIBUTE, PUBLISH, OFFERFOR SALE,LICENSE OR SUBLICENSE,GIVE L o OR DISCLOSE TO ANY OTHER PARTY, THIS PRODUCT IN HARD COPY OR DIGITAL FORM. ALL OFFENDERS WILL AUTOMATICALLY AUTOMATICALLY WILL OFFENDERS ALL FORM. DIGITAL OR COPY HARD IN PRODUCT THIS PARTY, OTHER ANY TO DISCLOSE OR BE SUEDIN A OFLAW.COURT

© Copyright Biztree Inc. 2010. All rights reserved. Protected by the copyright laws of the United States and Canada and by in by and and Canada States United the of laws copyright by the Protected reserved. rights All 2010. Inc. Biztree © Copyright tre A Wp .y © Copyright

2.4 Core Values:

The Roads Authority defined five (5) core values illustrated by the acronym ROADS:

Respect We believe that there is strength in diverse teams. Therefore, we respect people from all walks of life.

Open Communication We believe that people that connect and share information freely are enabled to align towards achieving shared goals. Therefore, we commit to share relevant information in an open and transparent manner.

Accountability We are uncompromisingly committed to good governance and therefore shall expect employees, at all levels of the organisation, to uphold ethical principles and shall be held accountable for their decisions and actions.

Dedication We are committed to work together as teams in our quest to deliver on our mandate, irrespective of the many obstacles we might face. We will always support one another and never give up.

Service Excellence We are in pursuit of excellence in everything we do. Therefore, we are always seeking new innovative solutions in providing quality service to our stakeholders.

Roads Authority Strategic Plan 2018/19 – 2022/23 8 © Copyright

3. SITUATIONAL ANALYSIS

3.1 Strategic Performance over the past Five Year Strategic Plan

The Roads Authority’s performance over the past five-year strategic period (2013-14 – 2017/18) is illustrated hereunder. In most instances all targets were exceeded apart from the fact that only 40km of road were rehabilitated against a five-year target of 135km.

The key performance indicators in the strategic scorecard, related to the core business mandate of the Roads Authority, were extrapolated and illustrated hereunder.

Accumulated Target Actual Target Actual Target Actual Target Actual Target Actual Actual Measurements: PI Target since 2013/14 2013/14 2014/15 2014/15 2015/16 2015/16 2016/17 2016/17 2017/18 2017/18 Achieved 2013/14 since 2013/14 % Adherence to MTLTRMP 100 88 70 85 75 80 80 80 81 83 Km road upgraded to bitumen 100 108 100 150 100 230 170 247 130 368 600 standard / surfaced roads 1103 Km road constructed to gravel 90 149 90 140 90 141 200 221 50 177 520 standards 828

Km road rehabilitation 0 0 100 15 15 25 20 0 0 0 135 40 Km road preservation (reseal) 700 834 700 797 200 326 300 496 600 688 2500 3141

Km road preservation (re-gravelling) 500 635 800 264 100 425 425 464 425 522 2250 2310 % Surfaced roads in unacceptable 10 15 10 12 12 9 8 7 7 7 9.4 condition 10.0 % Gravel roads in unacceptable 50 58 45 58 58 58 58 46 46 46 51.4 condition 53.2

% "Not Allowable Overload" 3.0 1.0 1.0 0.8 0.5 0.8 0.8 0.7 0.7 0.7 1.2 0.8 % Compliance to Traffic and 98 98 100 100 90 95 95 99 97 100 96 Transport Legislation 94

• The average percentage adherence to the Medium-to-Long-Term Regional Master Plan (MTLTRMP) achieved was 83% against an average five-year target of 81%. Hence, the target was exceeded.

• The total kilometers of road upgraded to bitumen standards (surfaced roads) are 1,103km against a five-year target of 600km. Hence, the target was exceeded by 84%.

• The total kilometers road constructed to gravel standards are 828km against a five-year target if 520km. Hence, the target was exceeded by 59%.

• The total kilometers road rehabilitated are 40km against a five-year target of 135 km. Hence, this translates into an under-achievement of 70%.

Roads Authority Strategic Plan 2018/19 – 2022/23 9 © Copyright

• The total kilometers of road resealing (preservation) achieved are 3,141km against a five- year target of 2,500km. Hence, the target was exceeded by 28%.

• The total kilometers of re-gravelling (road preservation) achieved are 2,310km against a five-year target of 2,250km. Hence, the target was exceeded by 3%.

• The average percentage surfaced roads in an unacceptable condition are 10% against a five-year average target of 9.4%. However, 7% was achieved in the 2017/18 financial year.

• The average percentage gravel roads in unacceptable condition are 53.2% against a five- year average target if 51.4%. Hence, improvement is needed even though the percentage was dramatically improved from 58% to 46% at present.

• The average percentage “not allowable / prosecutable overload” achieved is 0.8% against a five-year average target of 1.2%. Hence, the target was exceeded.

• The average percentage compliance to traffic and transport legislation over the five-year period is 94% against a target of 96%. However, 100% compliance was achieved in 2017/18.

Roads Authority Strategic Plan 2018/19 – 2022/23 10 © Copyright

3.2 PESTLE- and SWOT Analysis

The Roads Authority engaged an external macro socio-economic PESTLE-analysis and a SWOT Analysis as part of the environmental scanning process.

POLITICAL ECONOMICAL SOCIAL TECHNOLOGICAL LEGEL ENVIRONMENTAL

The current political The Namibian- and The present economic Construction material and Namibia has a well Required adherence to stability and landscape global economy is distress translates into a traditional techniques are established independent the Environment Act supports socio-economic presently in distress scenario whereby critical proving to be expensive judicial system are delaying critical development. The which translates into a socio-economic and not sustainable over supported by relevant projects however the national strategic scenario whereby more development initiatives the long term. Therefore legislation to enable a Roads Authority imperatives supports needs to be done with must be prioritized and innovative mechanisms free, democratic society. embraces infrastructure less available resources. support mechanisms be and techniques must be Namibia’s focus on environmental development and Robust financial implemented to mitigate explored to reduce establishing governance compliance. Periodic especially to establish planning, monitoring and risks associated with the construction costs. There frameworks such as the flooding leads to synergy between reporting mechanisms potential deepening of is also a need to ICT Governance deteriorating roads. transport modes through must be implemented to poverty, unemployment, implement intelligent Framework, the Public Natural resources used the establishment of a ensure that critical increase in crime and the transport monitoring Procurement Act and during construction of logistics hub. This programmes / projects general poor health of systems for enhanced SADC protocols roads are progressively amplifies the importance are completed to high citizens. Corruption is management of the road supports accountability being depleted which of the Roads Authority to quality standards. There impacting the moral- and network. Strategies must and ethical business. requires innovative execute its mandate and is an increase in road ethical fiber of Namibian also be implemented to However, the Roads alternatives to achieve its performance usage which impacts society, which must be mitigate risks associated Authority and transport traditional materials, targets. Political effective and efficient eradicated. The high with global increase in legislation, in general, going forward. assistance is however road management and accident rate in Namibia cyber security attacks. are outdated and needs needed to establish required resources. is also concerning. urgent review. PPP’s to secure project funding.P E S T L E

Roads Authority Strategic Plan 2018/19 – 2022/23 11 © Copyright

STRENGHTS WEAKNESSES OPPORTUNITIES THREATS • Governance Practices. • Project- and Contract • Lobbying for Harambee • Economic downturn / • Legal Compliance. Management. Infrastructure Projects Budget Allocation. • Systems and Processes. • Dependency on Funding. • Ageing Road Infrastructure • Competent Employees. Consultants. • Public Private and the lack of funds. Partnerships. • Dismal Road Safety. • Stakeholder Relations. • Budget Allocation Process. • Aligning Strategic Plans • Reputation and Image. • Continuous Professional and Resources with • Overloading of Roads. Development. Strategic Partners. • Outdated Legislation / Sector Reform is needed. ! S W O T

4. STRATEGIC FOCUS

The Roads Authority’s strategic targets, relevant to its mandate, for the next five years, aligned to the national strategic imperatives, are:

• To upgrade 800 km of road to bitumen standards. • To construct 250 km of road to gravel standards. • To rehabilitate 279 km of road. • To reseal (preservation) 1,800 km of road. • To re-gravel (preservation) 6,500 km of road. • To rehabilitate 9 bridges. • To contain the percentage of surfaced roads that are in an unacceptable condition at 10%. • To contain the percentage of gravel roads that are in an unacceptable condition at 40%. • To ensure that 99.30% of heavy vehicles are within the weight tolerance level.

Roads Authority Strategic Plan 2018/19 – 2022/23 12 © Copyright

5. STRATEGIC ROAD MAP

STRATEGIC ROAD MAP

ROAD NETWORK MANAGEMENT FINANCIAL CAPACITY I1: Avail and Preserve National Road Network F1: Ensure Organisational Financial Sustainability I2: Manage Traffic and Transport Operations

ORGANISATIONAL CAPACITY STAKEHOLDER SATISFACTION C1: Enhance Capacity Building S1: Ensure Stakeholder Satisfaction C2: Optimise Information Communication Technology C3: Inculcate Ethical, Performance Driven Culture

Roads Authority Strategic Plan 2018/19 – 2022/23 13 © Copyright

6. STRATEGY MATRIX

ROADS AUTHORITY ROADS AUTHORITY STRATEGIC SCORECARD 2018/19 - 2022/23 TARGETS FINANCIAL RESOURCE REQUIREMENTS Baseline # Objectives: KRA Measurements: PI Weight 2018/19 2019/20 2020/21 2021/22 2022/23 # Initiatives/ Programs 2018.19 2019.2 2020.21 2021.22 2022.23 Assumptions / Risks 2017/18

S1.1 Develop and Implement Annual Stakeholder Engagement Plan 500,000.00 550,000.00 605,000.00 665,500.00 732,050.00 Stakeholder Participation

S1 Ensure Stakeholder Satisfaction % Stakeholder Satisfaction 5 75% 78% 80% 82% 85% 88% S1.2 Conduct annual Stakeholder Satisfaction Survey (including Road Users) 50,000.00 300,000.00 50,000.00 400,000.00 50,000.00 Stakeholder participation and Budget constraints Satisfaction Stakeholder S1.3 Implement the CSR Policy 200,000.00 200,000.00 220,000.00 242,000.00 266,200.00 Budget constraints

% Adherence to MTLTRMP 5 60% 60% 65% 70% 75% 80% I1.1 Implement projects as per Business Plan Availability of Resources and National Support.

Km road upgraded to bitumen standard 5 368 200 200 100 100 200 I1.2 Execute Projects as per Program and Harambee Plan 851,258,000.00 653,693,000.00 1,115,872,763.00 1,115,872,763.00 1,115,872,763.00 Lack of experienced Engineers to execute projects

Km road constructed to gravel standards 5 177 25 25 50 50 50 I1.3 Execute Projects as per Gravel Construction Programme 157,170,000.00 168,409,000.00 99,146,000.00 146,000,000.00 146,000,000.00 Economic downturn. Availability of resources. Funds, inadequate funding and procurement Km road rehabilitation 5 0 10 45 79 80 65 I1.4 Execute Projects as per Rehabilitation Program 220,450,000.00 372,233,000.00 206,477,000.00 206,477,000.00 206,477,000.00 process delays Insufficient funds and alignment of funds as per Km road preservation (reseal) 5 688 600 600 0 300 300 I1.5 Execute Projects as per Preservation / Reseal Program 393,660,443.00 586,806,510.00 633,751,031.00 684,451,114.00 752,896,225.00 master plan requirements. I1 Avail and Preserve National Road Network Km road preservation (re-gravelling) 5 522 300 480 480 480 480 I1.6 Execute Projects as per Re-Gravelling Program 132,475,919.00 474,184,754.00 512,119,534.00 553,089,097.00 597,336,225.00 Insufficient funds to impelemt projects as planned

Number of bridges rehabilitated 5 3 0 1 2 3 3 I1.7 Execute Projects as per Bridge- Rehabilitation and Construction Programme 17,822,000.00 75,000,000.00 75,000,000.00 75,000,000.00 75,000,000.00 Insufficient funds to impelemt projects as planned

Collaborate with relevany BU's to implement Road Safety Initiatives (Road Safety Audits, Road Signs, Road Number of road safety initiatives initiated 5 3 2 3 3 3 3 I1.8 685,886,243.00 987,125,533.00 1,066,095,576.00 1,151,383,222.00 1,243,493,880.00 Interdependence and successful collaboration Markings, Traffic Calming Flashers, grass mowing, bush clearing, sand removal, )

% Surfaced roads in unacceptable condition 5 7% 10% 10% 10% 10% 10% I1.9 Measure Condition of Road Network (Plan) - Surfaced Roads Insufficient funds to impelemt projects as planned 26,000,000.00 43,961,500.00 41,357,650.00 45,493,415.00 50,042,757.00 % Gravel roads in unacceptable condition 5 46% 40% 40% 40% 40% 40% I1.10 Measure Condition of Road Network (Plan) - Gravel Roads Insufficient funds to impelemt projects as planned

Collaborate with RFA and MoW&T on usage on non-road user charges to fund construction of new testing Funds required are higher than what is currently I2.1 30,000,000.00 33,000,000.00 36,300,000.00 39,930,000.00 43,923,000.00 centres. provided by GRN Road NetworkManagement Road % Compliance to Vehicle and Driver Testing I2.2 Avail Testing Centre Infrastructure for Windhoek according to Project Plan. 26,000,000.00 25,000,000.00 25,000,000.00 25,000,000.00 25,000,000.00 Delays in Project Execution 4 New 5% 10% 15% 20% 25% Centres Standards I2.3 Collaboarate with MWT on execution of reports of Vehicle and Driver Testing Centre Inspectorate 50,000.00 55,000.00 60,500.00 66,550.00 73,205.00 Lack of funds to execute findings

I2.4 Collaboarate with MWT on finalising Bill for Public Passenger Transport 30,000.00 33,000.00 36,300.00 39,930.00 43,923.00 Delays in Project Execution I2 Manage Traffic and Transport Operations Dependent on Human Resources to arrange % Customer Satisfaction 2 54% 60% 70% 75% 80% 85% I2.5 Collaborate with Human Resources to arrange Customer Service Training for all Staff. 100,000.00 100,000.00 100,000.00 100,000.00 100,000.00 according to available budget.

I2.6 Maximise Weighbridge and Road Safety operations 10,000,000.00 11,000,000.00 12,100,000.00 13,310,000.00 14,641,000.00 Shortage of staff and funds

% Heavy Vehicles within Weight Tolerance 5 99.3% 99.30 99.30 99.30 99.30 99.30 I2.7 Fully Implement Overload Control Strategies; Construct Keetmanshoop Weighbridge 37,100,000.00 15,000,000.00 63,333,333.00 63,000,000.00 63,000,000.00 Staff shortage, completion of constructions

I2.8 Conduct Annual Road Safety and Quality Audits 2,000,000.00 2,200,000.00 2,420,000.00 2,662,000.00 2,928,200.00 Recommendations to be funded. PageC1.1 Enhance the Engineering Graduate Development Programme 1 200,000.00 220,000.00 242,000.00 266,200.00 292,820.00 Reward and incentives C1.2 Develop and implement Succession Planning Programme 50,000.00 0.00 0.00 0.00 0.00 Reward and incentives

C1.3 Develop and implement contract and project management training initiatives. 350,000.00 385,000.00 423,500.00 465,850.00 512,435.00 Reward and incentives % Achievement on Annual Human Capital C1 Enhance Capacity Building 5 55% 60% 70% 75% 80% 90% Development Plan C1.4 Train all staff on policies and procedures 100,000.00 100,000.00 100,000.00 100,000.00 100,000.00 Enhanced efficiency.

C1.5 Develop knowledge management strategy. 100,000.00 110,000.00 121,000.00 133,100.00 146,410.00 Reward and incentives

C1.6 Implement Business Process Reengineering Project 500,000.00 550,000.00 605,000.00 665,500.00 732,050.00 Enhanced efficiency.

C2.1 Implement ICT Governance Framework 200,000.00 50,000.00 0.00 0.00 0.00 Funds and skills availability Optimise Information Communication C2 % Compliance to ICT Governance Framework 4 70% 75% 80% 85% 90% 95% Technology C2.2 Ensure ICT continuity mechanisms 800,000.00 500,000.00 500,000.00 500,000.00 500,000.00 Funds and skills availability Organisational Capacity Organisational C2.3 Ensure Cybersecurity systems / solutions are in place 2,000,000.00 200,000.00 200,000.00 200,000.00 200,000.00 Funds and skills availability

C3.1 Review the Code of Conduct and Ethics Policy; Conflict of Interest Policy 150,000.00 0.00 0.00 0.00 0.00 Approvals. Audit Improvement Notices Closed Out 5 60% 70% 75% 80% 85% 90% (Policies, procedures and ethics) C3 C3.2 Develop Fraud and Corruption Response Plan and Policy 100,000.00 350,000.00 0.00 0.00 0.00 Funds and skills availability Inculcate Ethical, Performamce Driven Culture Develop Change Management Policy and Programme (inculcate ROADS); Facilitate Annual Employee Internal Leadership capacity and resistance to % Employee Satisfaction 5 54% 60% 65% 70% 75% 80% C3.3 100,000.00 110,000.00 121,000.00 133,100.00 146,410.00 Satisfaction Survey (include values). change

% Staff Achieving Performance Targets 5 80% 90% 90% 90% 90% 90% C3.4 Continue Implementing Performance Management System (including Reward and Recognition Policy) 0.00 0.00 0.00 0.00 0.00 Commitment at all levels. Initiate the review of Funding Model for Road Network, NaTIS Services in collaboration with MOF,MWT,MME & Availability of Target Audiences and Support; Buy- F1.1 56,184,352 65,670,282 64,904,915 37,210,941 34,503,168 Additional Funding Secured (% of current 5 New 2% 2% 2% 2% 2% RFA. in from the relevant Political office bearers. budget) F1.2 Collaborate with MoW&T to finalize the decriminalization of the Overload Fines 0.00 0.00 0.00 0.00 0.00 Approval of legislation Ensure Organisational Financial F1 Sustainability Budget allocation based on zerobased method, priorities and collectively supported internally - MTEF, F1.2 0.00 0.00 0.00 0.00 0.00 Dedication and Effectiveness of team OPEX: ; Harambee Prosperity Plan, MTLTRMP, NDP 5, RFA & RA Business Plans % Effective utilisation of the budget (variance) 5 O: 5%; C: O: 5%; C: O: 5%; C: O: 5%; C: O: 5%; C: CAPEX:

Financial Capacity Full cooperation of all internal and external F1.3 Ensure compliance with Financial Reporting Standards in order to receive unqualified Audit Opinion 400,000.00 440,000.00 484,000.00 532,400.00 585,640.00 roleplayers 7 Strategic Objectives 21 Measures 100 2,651,986,957.00 3,517,536,578.68 3,957,746,101.96 4,163,389,681.70 4,375,595,361.48 18,666,254,680.82

Roads Authority Strategic Plan 2018/19 – 2022/23 14 © Copyright

6.1 Strategic Performance Indicators and Targets as illustrated in above are:

Baseline Measurements: PI Weight 2018/19 2019/20 2020/21 2021/22 2022/23 2017/18

% Stakeholder Satisfaction 5 75% 78% 80% 82% 85% 88%

% Adherence to MTLTRMP 5 60% 60% 65% 70% 75% 80%

Km road upgraded to bitumen standard 5 368 200 200 100 100 200

Km road constructed to gravel standards 5 177 25 25 50 50 50

Km road rehabilitation 5 0 10 45 79 80 65

Km road preservation (reseal) 5 688 600 600 0 300 300

Km road preservation (re-gravelling) 5 522 300 480 480 480 480

Number of bridges rehabilitated 5 3 0 1 2 3 3

Number of road safety initiatives initiated 5 3 2 3 3 3 3

% Surfaced roads in unacceptable condition 5 7% 10% 10% 10% 10% 10%

% Gravel roads in unacceptable condition 5 46% 40% 40% 40% 40% 40%

% Compliance to Vehicle and Driver Testing 4 New 5% 10% 15% 20% 25% Centres Standards

% Customer Satisfaction 2 54% 60% 70% 75% 80% 85% % Heavy Vehicles within Weight Tolerance 5 99.3% 99.30 99.30Page99.30 99.30 99.30 1

% Achievement on Annual Human Capital 5 55% 60% 70% 75% 80% 90% Development Plan

% Compliance to ICT Governance Framework 4 70% 75% 80% 85% 90% 95%

Audit Improvement Notices Closed Out 5 60% 70% 75% 80% 85% 90% (Policies, procedures and ethics)

% Employee Satisfaction 5 54% 60% 65% 70% 75% 80%

% Staff Achieving Performance Targets 5 80% 90% 90% 90% 90% 90%

Additional Funding Secured (% of current 5 New 2% 2% 2% 2% 2% budget)

OPEX: ; % Effective utilisation of the budget (variance) 5 O: 5%; C: O: 5%; C: O: 5%; C: O: 5%; C: O: 5%; C: CAPEX:

6.2 Strategic Projects as illustrated in the Strategy Matrix are (refer to Annexure A):

# Objectives: KRA # Initiatives/ Programs

S1.1 Develop and Implement Annual Stakeholder Engagement Plan

S1 Ensure Stakeholder Satisfaction S1.2 Conduct annual Stakeholder Satisfaction Survey (including Road Users)

S1.3 Implement the CSR Policy

I1.1 Implement projects as per Business Plan

I1.2 Execute Projects as per Program and Harambee Plan

I1.3 Execute Projects as per Gravel Construction Programme

I1.4 Execute Projects as per Rehabilitation Program

I1.5 Execute Projects as per Preservation / Reseal Program

I1 Avail and Preserve National Road Network I1.6 Execute Projects as per Re-Gravelling Program

I1.7 Execute Projects as per Bridge- Rehabilitation and Construction Programme

Collaborate with relevany BU's to implement Road Safety Initiatives (Road Safety Audits, Road Signs, Road I1.8 Markings, Traffic Calming Flashers, grass mowing, bush clearing, sand removal, )

I1.9 Measure Condition of Road Network (Plan) - Surfaced Roads

I1.10 Measure Condition of Road Network (Plan) - Gravel Roads

Collaborate with RFA and MoW&T on usage on non-road user charges to fund construction of new testing I2.1 centres.

I2.2 Avail Testing Centre Infrastructure for Windhoek according to Project Plan.

I2.3 Collaboarate with MWT on execution of reports of Vehicle and Driver Testing Centre Inspectorate

I2.4 Collaboarate with MWT on finalising Bill for Public Passenger Transport I2 Manage Traffic and Transport Operations I2.5 Collaborate with Human Resources to arrange Customer Service Training for all Staff.

I2.6 Maximise Weighbridge and Road Safety operations

I2.7 Fully Implement Overload Control Strategies; Construct Keetmanshoop Weighbridge

I2.8 Conduct Annual Road Safety and Quality PageAudits 1

C1.1 Enhance the Engineering Graduate Development Programme

C1.2 Develop and implement Succession Planning Programme

C1.3 Develop and implement contract and project management training initiatives. C1 Enhance Capacity Building C1.4 Train all staff on policies and procedures

C1.5 Develop knowledge management strategy.

C1.6 Implement Business Process Reengineering Project

C2.1 Implement ICT Governance Framework Optimise Information Communication C2 Technology C2.2 Ensure ICT continuity mechanisms

C2.3 Ensure Cybersecurity systems / solutions are in place

C3.1 Review the Code of Conduct and Ethics Policy; Conflict of Interest Policy

C3 C3.2 Develop Fraud and Corruption Response Plan and Policy Inculcate Ethical, Performamce Driven Culture Develop Change Management Policy and Programme (inculcate ROADS); Facilitate Annual Employee C3.3 Satisfaction Survey (include values). C3.4 Continue Implementing Performance Management System (including Reward and Recognition Policy)

Initiate the review of Funding Model for Road Network, NaTIS Services in collaboration with MOF,MWT,MME & F1.1 RFA. F1.2 Collaborate with MoW&T to finalize the decriminalization of the Overload Fines Ensure Organisational Financial F1 Budget allocation based on zerobased method, priorities and collectively supported internally - MTEF, Sustainability F1.2 Harambee Prosperity Plan, MTLTRMP, NDP 5, RFA & RA Business Plans

F1.3 Ensure compliance with Financial Reporting Standards in order to receive unqualified Audit Opinion

7. CRITICAL SUCCESS FACTORS

GOOD GOVERNANCE

8. CONCLUSION

The Roads acknowledges that it needs the synergistic collaboration and support from all strategic partners to enable this strategic plan to be successful and to yield the fruits of our collected efforts.

It should be emphasised that the strategic plan is a living and dynamic document, meaning changes can be incorporated into the plan according to changing macro socio-economic-, organisational- and national dynamics. In order to ensure execution of the strategy, it is important to generate quarterly monitoring reports, which tracks strategic progress. The quarterly reports should culminate in an annual review of the strategic imperatives; to celebrate achievements and to re-align strategy according to new emerging challenges.

The Strategic Scorecard shall consequently be cascaded to operational scorecards, annual plans and eventually to individual performance agreements to ensure everyone is held accountable to contribute towards achieving the strategic plan.

ANNEXURE A

PRIORITIES FOR STRATEGIC PLAN 2018/19 - 2022/23

UPGRADING TO BITUMEN STANDARDS ONGOING PROJECTS Road Description Length (km) Region TR 1/6 Windhoek – Okahandja (Section 4A) Road Upgrading to dual Carriage-Freeway, (Dobra River 28 Khomas &Otjozondjupa to Omakunde Interchange) MR 44 & MR 76 Swakopmund – Henties Bay – Uis – Kamanjab, Phase I) Section A (between Swakopmund to 90 Erongo&Kunene 20 km passed Henties Bay), Road Upgrading to single carriageway TR 9/1 Windhoek – Hosea Kutako International Airport (Section A between Western Bypass circle 10 Khomas to Sam Nujoma Drive) Road Upgrading to dual Carriage-Freeway MR 44, MR 36 & TR 2/1 Swakopmund – Walvis Bay (Behind the Dunne 7 and Coastal Road), Road Upgrading to Dual 30 Erongo Carriage-Freeway, Phase 1 MR 120 Okatana – Endola – Onunho, Road Upgrading 36 Oshana&Ohangwena MR 120 MR 92 – Okatana, Road Upgrading to Dual Carriageway 4.4 Oshana DR 3508 Namalubi – Isize -Sifuha- Schummanshurg (Luhonono) road upgrading 55 Zambezi MR91 Gobabis - Aminius - Aranos road upgrading 245 Omaheke&Hardap TR14/2 Gobabis - Otjinene - Grootfontein road upgrading 231 Omaheke&Otjozondjupa MR121 Eenhana - Oshigambo road upgrading 48.3 Ohangwena&Oshikoto DR3603 Onayena - Okankolo road upgrading 23 Oshikoto MR125 Liselo - Linyanti - Kongola - Singalamwe road upgrading 16 Zambezi MR118 Oranjemund - Rosh Pinah road upgrading 100 !Kharas DR3608 Omafo - Ongenga - Outapi road upgrading 98 Ohangwena&Omusati MR67 Ruacana - Omakange road upgrading 85 Omusati&Kunene DR3609 Oshakati - Ongenga road upgrading 37 Oshana&Ohangwena TR10/2 Elundu - Eenhana road upgrading 25 Ohangwena MR120 Onhuno - Endola - Okatana road upgrading 36 Ohangwena&Oshana

NEW PROJECTS Road Description Length (km) Region Dual carriageway TR 9/1 Windhoek – Hosea Kutako International Airport, Phase 2, Road Upgrading to dual Carriage- 34 Khomas Freeway TR 1/6 Windhoek – Okahandja (Section 4B) Road Upgrading to dual Carriage-Freeway, (From 21 Khomas & Otjozundjupa Omakunde Interchange to Otjiwarongo Interchange) MR 44 Swakopmund – Walvis Bay, Phase 2 (Behind the Dunne 7 and Coastal Road), Road 43 Erongo Upgrading to Dual Carriage-Freeway TR 1/11 Omuthiya – Ondangwa – Ongwediva – Oshakati dual road carriageway 145 Oshikoto&Oshana TR 1/5 Windhoek – Rehoboth, Section A dualroad carriageway 10 Khomas&Hardap TR9/1 Windhoek - Hosea Kutako Airport section 2B dual road carriageway 23 Khomas

Road upgrades MR 44 & MR 76 Swakopmund – Henties Bay – Uis – Kamanjab, Phase I, Section B & Phase 2 314 Erongo&Kunene DR 1635 & 1668 Du Plessis Plaas – Epukiro road upgrading 47 Omaheke MR 91/40 Gobabis – Aminus – Aranos, Section B road upgrading 136 Omaheke&Hardap TR 1/12A Oshikango Bypass road upgrading 20 Ohangwena DR 3639 Oshikango – Odibo –Edundja – Ondombe road upgrading 30 Ohangwena MR3700 Opuwo- Epupa road upgrading Kunene MR 124 Opuwo – Sesfontein road upgrading 150 Kunene MR59 Otjozondju - Okahandja road upgrading Otjozondjupa MR36 Walvis bay - Solitaire - Maltahohe road upgrading 270 Erongo&Hardap MR115 Okakarara - Okondjatu road upgrading 100 Otjozondjupa MR 59, 60 & 112 Okahandja – Otjozondu – Okondjatu road upgrading 190 Otjozondjupa DR 3700 Opuwo – Epupa road upgrading 180 Kunene DR3507 Ngoma – Muyako – Bukalo road upgrading 55 Zambezi TR1/1 Noordoewer – Ausinker road upgrading 144 !Kharas MR32 Mata- Mata border Post- Gochas - Wandelvogel- Aranos 272 !Kharas &Haradap MR27 Rietfontein Boarder Post – Aroab – Keetmanshoop road upgrading 196 !Kharas MR74 Grootfontein – Tsunkwe road upgrading 300 Otjozondjupa DR 3616 Tsandi – Onesi – Epalela road upgrading 48 Omusati DR 3404 Divundu – Bangani – Muhembo road upgrading 32 Kavango East MR120 Oshakati - Okatana road upgrading 4.4 Oshana TR10/2 Onhuno - Eenhana road upgrading 56 Ohangwena T1/2 Nakop - Grunau road upgrading 53 !Kharas MR92 Oshakati - Ruacana road upgrading 187 Oshana&Omusati TR1/5 Windhoek - Rehoboth section B road upgrading 84 Khomas& Hardap

Road rehabilitation TR8/4 Rundu - Divundu Road Rehabilitation 180 Kavango East TR8/6 Kongola - Katima Mulilo road rehabilitation 25 Zambezi TR6/2 Buitepos - Gobabis road rehabilitation Omaheke TR8/3 Mururani Gate - Rundu road rehabilitation 130 Kavango East TR8/2 Taranaki - Mururani Gate Road Rehabilitation 110 Kavango East MR36 Swakopmund - Walvis Bay coastal road rehabilitation 38 Erongo TR1/2 Grunau - Keetmanshoop- Mariental Road rehabilitation 386 !Kharas&Hardap TR 1/2 & TR1/3 Grunau – Mariental, Section A (tses – Gochas intersection) 87.8 !Kharas& Hradap TR 10/2 Onhuno – Eenhana Road Rehabilitation 47 Ohangwena TR 2/3 Omaruru – Karibib Road Rehabilitation 68 Erongo TR 1/7 Okahandja – Otjiwarongo Road Rehabilitation 174 Otjozondjupa TR 1/5 Windhoek – Rehoboth Road Rehabilitation 64 Khomas&Hardap TR 1/2 & 3 Grunau – Mariental, Section B & C Road Rehabilitation 300 !Kharas MR 92 Oshakati – Ruacana Road Rehabilitation 140 Oshana&Omusati TR 6/1 Windoek – Gobabis Road Rehabilitation 200 Khomas&Omaheke TR1/11 Onethindi - Ongwediva road rehabilitation 28 Oshikoto&Oshana TR2/3 Omaruru - Karibib-Usakos- Swakopmund road Rehabilitation and expansion 222 Erongo TR6/2 Gobabis – Buite Post Road Rehabilitation 109.5 Omaheke

BRIDGES PROJECTS FOR THE PERIOD 2018/19 TO 2022/23 Road Description Length (km) TR 2/2 Swakopmund River Bridge Erongo Keetmashoop Weighbridge !Kharas B0250 Homs River Bridge Hardap Oute Bridge Hardap B0250 Road over rail bridge: Swakopmund Erongo Ishuwa culverts Zambezi

GRAVEL ROAD PROJECTS FOR THE PERIOD 2018/19 TO 2022/23 Road Description Length (km) Access Roads to schools and clinics in Omusati Region, Ohangwena Gravel Road 217 Omusati&Ohangwena DR 3610 Mangetti West, Phase 2 50 Oshikoto DR 3630 Omuthiya – Elambo 48.8 Oshikoto DR 3624 Omundaungilo – Omboloka 86 Ohangwena DR 3622 Omboloka – Omukukutu 25 Omusati DR4119 Oshuuli – Omulondo 12 Ohangwena DR 3619 Onaanda – Otamanzi 25 Omusati DR 3662 Tsandi – Iipanda 28 Omusati DR 3654 Omuthiya – Elambo 49 Oshikoto DR 3549 & DR 357 Impalila Island 20 Zambezi DR 3524 Nakabolelwa – Mbalasinte- Kasika 35 Zambezi DR 4113 Endola – Eemboo 19 Ohangwena DR 3650 Epinga – Onakalunga 12 Ohangwena DR 3424 Mungunda – Shakambu 36.6 Kavango east DR3524 Izimwe - Nakabolelwa 18 Zambezi DR3649 Onelulago- Epembe 42 Oshikoto &Ohangwena DR3635 Omwanda - Omutambo- Maowe 111 Ohangwena DR3681 Epato - Onkani (Onaushe) 46 Ohangwena DR3683 Uukwiyuushona-Omuntele (Amilema) 80.7 Oshikoto DR3624 Etomba- Omundaungilo 71 Ohangwena DR3549 Masokotwani - Machita 32 Zambezi DR3661 Okathitu - MR123 12 Omusati TR10/2 Oupili - Onkumbula 40 Oshikoto DR3650 Epinga - Onakalunga 19 Ohangwena DR3446 Mpora - Bravo 137 Kavango east DR3424 Mungunda - Shakambu 36.6 Kavango East TR10/2 Enyana - Olukula 47.7 Oshikoto MR15/1 Tsintsabis - Gava 130 Kavango East Not proclaimed Mburuuru- Mutjokonjo Kavango West not proclaimed Erongo- Nkamagoro 23 Kavango West Not proclaimed Nankundu- Mbambamusi Kavango west Not proclaimed TR10/2- DR3610 Casablanca 73 Ohangwena Not proclaimed Enzana- Olulkula 29 Ohangwena TR10/2 Omukukutu - Ombothe 25 Omusati DR3652 Onheileiwa - Onedute 12 Ohangwena TR10/2 TR10/2- Omundaungilo 16 Ohangwena DR3622 Omukukutu - Omboloka 25 Omusati MR92 Ombathi - Epato 32.7 Omusati DR3556 Mwambezi - Lisikili 25 Zambezi Various projects Roving Betterment Units (RBU) Nationwide DR 3661 Ondukuta @ MR 123 – Okathitu 12 Omusati DR 3446 Mpora – Bravo 137 Zambezi DR 3605 Uukwiiyuushona – Ompundja 35.5 Oshana DR 4110 Oshuungu – Onashiku Omusati TR 15/1 Luwaya gravel road from Elavi to TR 10/2 50 Kavango East DR 3678 Ondjungulume –Uuvudhiya – Engombe – Oponono 30 Oshana

MAINTENANCE PROGRAMS FOR THE PERIOD 2018/19- 2022/23 Reseal km Year 1: 200 km target; year 2: 300 km and year 3: 600 km Nationwide Regravelling (replace of lost gravel road: 100% annually) Nationwide Routine (Minimum) Nationwide

ROAD MANAGEMENT SYSTEM PROGRAMS FOR THE 2018/19 - 2022/ 23 Road conditiion surveys ( surfaced and unsurfaced road) GIS/ RRS operations URMS, BMS, PCS ,MIS development and operations CONSTRUCTION OF VEHICLE AND DRIVERS TESTING STATIONS:2018-19 - 2022/23 Construction of 2nd Vehicle &Driver Testing Centre for Windhoek Khomas Construction of Oranjemund Vehicle &Driver Testing Centre !Kharas Construction of Karibib Vehicle &Driver Testing Centre Erongo Secure land for Walvis Bay, Ondangwa, Gobabis Vehicle &Driver Testing Centres Erongo/ Oshana/ Omaheke Upgrades of Otjiwarongo Vehicle &Driver Testing Centre Otjizondjupa Upgrade of Rundu, Vehicle &Driver Testing Centre Kavango East Upgrade of Keetmanshoop Vehicle & Driver Testing Centre !Kharas Upgrade of Swakopmund Vehicle & Driver Testing Centre Erongo Construction and maintenance of weighbridges : 2018/19 - 2022/ 2023 Aris Weighbridge approach maintenance !Kharas Oshivelo Weighbridge renovation and additions Oshikoto Rosh Pinah renovation and addition !Kharas Rundu Weighbridge construction Kavango East Otjiwarongo Weighbridge construction Otjozondjupa Katima Mulilo weighbridge extension and renovation Zambezi Gobabis Weighbridge automation Omaheke

Roads Authority Strategic Plan 2018/19 – 2022/23 21