HARDAP REGIONAL COUNCIL (HRC)

STRATEGIC PLAN 2018/19 – 2022/23 www.hardaprc.gov.na HARDAP REGIONAL COUNCIL (HRC)

Table of Contents

ABBREVIATIONS ABBREVIATIONS...... 3 FOREWORD...... 4 ACKNOWLEDGEMENT...... 5 EXECUTIVE SUMMARY...... 6 HRC...... Hardap Regional Council ICT...... Information and Communication Technology

1. INTRODUCTION...... 8 LA...... Local Authority 1.1 Introduction to Hardap Regional Council...... 8 MIS...... Management Information System 1.2 Purpose of Strategic Plan and National Strategic Alignment...... 11 NDP5...... Fifth National Development Plan NGO...... Non-Governmental Organisation 1.3 Synopsis of the review of the previous Strategic Plan...... 16 PA...... Performance Agreement 2.0 HIGH LEVEL STATEMENTS...... 17 PDP...... Personal Development Plan 2.1 HRC Mandate...... 17 KPI...... Key Performance indicator 2.2 HRC Vision...... 17 PESTLE...... Political-, Economic-, Social-, Technological-, Legal- and Environmental 2.3 HRC Mission...... 17 Analysis 2.4 HRC Core Values...... 17 PMS...... Performance Management System 3.0 ENVIRONMENTAL SCANNING (PESTLE & SWOT ANALYSIS)...... 18 PPP...... Public-Private Partnerships 4.0 STRATEGIC ISSUES...... 19 SADC...... Southern Africa Development Community 5.0 THEMES / PILLARS AND STRATEGIC OBJECTIVES...... 19 SWOT...... Strengths, Weaknesses, Opportunities and Threats 6.0 HRC STRATEGIC PLAN MATRIX...... 20 RC...... Regional Council 6.1 HRC Strategic Performance Indicators and Targets...... 22 6.2 HRC Strategic Programmes and Activities...... 23 7.0 RISK ASSESSMENT...... 24 8.0 CRITICAL SUCCESS FACTORS...... 24 9.0 CONCLUSION...... 25

ANNEXURE A: STAKEHOLDER ANALYSIS...... 26

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FOREWORD ACKNOWLEDGEMENT

Hon. Edward Wambo Julius Engelbrecht Chairperson Acting Chief Regional Officer

erhaps the greatest challenge delivering services in a fast and humane he process of strategic for their continued commitment to that the Namibian nation is manner. We should develop the planning is indeed a collective provide exceptional service to our be- faced with is to create a con- capacity to do more with less and to effort of relevant stakeholders loved citizens in the region. We further ducive environment for peo- stimulateinnovation in everything that collaborating on the journey acknowledge that a strategic document Pple from all walks of life to unlock the we do. No longer can we be complacent; Tof defining the vision and strategic is merely the input to achieving outputs opportunities for personal growth and we need to embrace our mandate with imperatives based on the understanding and outcomes and therefore our hard prosperity on the journey of leaving a willing commitment and fast-track our of the current realities and committing work starts now; to commit to our goals lasting legacy for the generations that strategic imperatives so that we can to a journey of continuous improvement, and to implement, monitor and evalu- come after us. become ’s most prosperous and together. This is captured by the ate what we have agreed to. We shall best developed region. Harambee concept; “pulling together in not waiver in our resolve to improve the This is indeed a great challenge for the same direction”. lives of the people in our region. our beloved people from the Hardap I would like to thank all stakeholders that Region given our high unemployment dedicated their time and energy during It is against this background that the HRC ac- Let us now take hands and Harambee! and poverty rates. It shall require the the process of crafting this visionary knowledges our national leaders for their vision commitment from all stakeholders to strategic plan. Let us take ownership of and commitment towards eradicating poverty, dedicate the resources to provide basic this plan and implement our projects, improving the general health and socio-eco- nomic wellbeing of our nation in our collective services and to develop the much needed irrespective of the many risks that we vision towards prosperity. infrastructure to stimulate socio- might face. economic development. Furthermore, Julius Engelbrecht A special word of appreciation is - ex we need to ensure that the health and Acting Chief Regional Officer tended to the management and staff wellbeing of our people are enhanced to enable them to experience a quality life.

I also believe that we should increase Hon. Edward Wambo the effectiveness and efficiency for Chairperson: HRC

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EXECUTIVE SUMMARY

The HRC engaged a participatory by working within an acceptable strategic planning process during the behaviour framework which is expressed first quarter of 2017 to define its five (5) though the HRC’s four (4) foundational year Strategic Plan 2018/19 – 2022/23 values of (i) Fairness, (ii) Accountability, aligned to its mandate and alignment (iii) Integrity and (iv) Responsiveness to the Republic of Namibia’s strategic (FAIR). imperatives as defined in Vision 2030, the Fifth National Development Plan The HRC defined two (2) Strategic (NDP5) and the Harambee Prosperity Themes: (i) Regional Socio-Economic Plan 2016/17 – 2019/20, inter alia. Development and (ii) Governance and Operational Excellence. The HRC shall The HRC defined its vision as: focus on four (4) strategic objectives “Namibia’s most prosperous and within the two strategic themes best developed region”. The manner over the next five years: (i) Enhance in which this should be achieved will Organisational Performance, (ii) Ensure be through the HRC’s mission: “To good governance, (iii) Improved promote sustainable socio-economic socio-economic development and (iv) development through participatory Enhanced regional infrastructure. democracy in order to ensure equal employment opportunities, human Sixteen (16) strategic programmes capital development and adequate and twenty-four (24) strategic actions infrastructure”. were identified which shall require an estimated N$ 107, 674,162-40 to However, the HRC also acknowledged execute over the next five years. that it would need to achieve its mission

Page — 6 STRATEGIC PLAN 2018/19 – 2022/23 www.hardaprc.gov.na HARDAP REGIONAL COUNCIL (HRC) inhabitants; churches; clinic; two schools SETTLEMENT with hostel (primary and secondary PROFILE school); and a couple of general dealers. A prepaid electricity card system was Klein Aub introduced with the initial beneficiaries Klein Aub was officially declared as being a total number of 160 households. a settlement in 1995, headed by an Apart from the mentioned electricity Advisory Committee (Settlement Advisory provision means, other individual units are 1. INTRODUCTION Committee). By virtue of the mandate vested connected to the conventional metering in the Settlement AdvisoryCommittee, system. A pre-paid water card system Klein Aub is represented at the is in operation serving a large section 1.1 Introduction to the Constituency Development Committee of the settlement. The “Build-Together level. Approximately 3,000 people reside Programme” is receiving attention as well he Hardap Region is situated that creates an interior plateau to the permanently in Klein Aub. Klein Aub as community upliftment programme, south of the Khomas-, Erongo- Kalahari Desert in the east. could be considered for developing into a as several dwelling units have been and Omaheke regions and village as the settlement is having growth constructed and or extended through potentials. The settlement has a permanent shares the national border with The soils in the region can be classified this programme through facilitation by clinic, special education school, post- Tthe Republics of Botswana and South into three groups: Aeolian sands, the Regional Council. and telecommunication offices, a couple Africa. It borders the Karas Region to Calereousus soils; and Lithosols. The of general dealers, churches, a police Income is predominately derived from the south and is bounded with the rainfall in the region varies from 50mm to 300mm decreasing from the east towards officer and various dwelling structures pensioner grants, limited salary earners, Atlantic Ocean to the west. The region the west. The dry climate conditions are for the local inhabitants. With mineral self-income generation schemes and by is named after the Hardap Dam, which not only enhanced by the variability of resources found within the vicinity of the largely subsistence communal farmers. plays a critical role in the agro-economic the rainfall, but also by the extremely settlement, a mine used to operate on development of the region. high evaporation rate during summer. The the site, extracting silver, copper and gold Kriess region has vast differences in temperature, until its closure in 1987. This was one Headed by the local development which can drop below freezing point in of the major sources of income for the committee is the small settlement of The Hardap region is the third largest winter and increase to above 40 degrees settlement. Kriess, in Gibeon constituency. The region in Namibia with the total area of Celsius in summer. settlement is established on an area of 109 659 Km², occupying 13.3 percent Water and electricity infrastructures are 42,000 ha communal land. of the country’s total land surface, The region has scare vegetation consisting in satisfactory condition as the water with the low population density of of isolated trees, shrubs and grass. Some reticulation system has been upgraded Similarly, like other settlements in the 0.6 persons per square kilometer. The part of have typical savannah or steppe and the settlement has been connected region, inhabitants of this small settlement region has a population of approximately vegetation, which provide forage for to the main electricity network as part of have access to water and electricity. The 84,248 people, with 41,058 females and small stock, while in the area with the red rural electrification programme. overhead power line runs through the 43,190 males (Namibian Labour Force Kalahari sandy soil and water springs, crop settlement from which eventually all the Survey, 2014). On the question of land production is carried out. Income is predominantly derived from local premises and household units could ownership, 75 percent of the entire local officials, surrounding small farmers benefit from. region form part of commercial farms; 10 Prominent physical characteristics of the and dependents working in Rehoboth and percent communal farmland and national region include the world’s oldest desert – Windhoek. A large number of the community are small parks claiming the almost 15 percent of the Namib Desert with the Kuiseb Valley subsistence farmers, with few individuals the remaining area. The region is further and river were old rock formations are Hoachanas classified as salary earners. The average divided into six political constituencies, found, part of the Namib Naukluft Park Hoachanas is situated in the northern income of the community is close to the namely: Rehoboth Urban West; Rehoboth and the world famous Sossusvlei and part of the Hardap region. The place poverty line and unemployment is high. Urban East; ; Mariental Sesriem. The Hardap Dam provides water was declared as a settlement in March However, Kriess shows great potential Urban; and Gibeon. to areas within close proximity and for 2000. This settlement is known as for ostrich farming and other agricultural irrigation crop production schemes. The the traditional seat of the Kai//khaun activities going forward. The region has a large variety of Hardap Irrigation Scheme is Namibia’s traditional authority and is headed by landscapes: from the western coastline largest irrigation scheme. the Advisory Committee of the Council Schlip and the Namib dunes, to the well-defined (Settlement Advisory Committee). The Established on what was previously escarpment of the Naukluft Mountains community comprises approximately known as Farm Schlip, Schlip is a 3,000 inhabitants with socio-economical potential growth point in the region. structures such as: dwelling units for the

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1.1 Introduction to the Hardap Region (continued) 1.2 Purpose of the Strategic Plan and National Strategic Alignment

Schlip consists of two sections, a well The provision of water is presently The purpose of the HRC Strategic The Harambee Prosperity Plan 2016/17 and formerly planned section and a upgraded and a pre-paid electricity card Plan 2018/19 – 2022/23 is to ensure – 2019/2020 and Fifth National squatter or informal part. The upgrading system has been introduced. alignment to the national, regional- and Development Plan (NDP5) 2018/19 – and formalisation of the settlement came relevant international strategic imperatives 2022/23 is aligned to Vision 2030, the into existence when the Regional Council The area also has representation at the and to ensure that programmes are SWAPO Manifesto and also addressed bought land from the previous owner in Constituency Development Committee. implemented to ensure that the national the eight overarching Millennium order to safeguard secure access of land development agenda is achieved. It is Development Goals: to the local inhabitants. Uibes however important to emphasise that Uibes is situated in the Gibeon the HRC needs to prioritise its strategic Schlip is served by three schools, five constituency on a tourist route, which imperatives to address the most urgent Goal 1: Eradicate Extreme Poverty churches, and seven businesses. Electricity should further be exploited to unlock regional needs aligned to the national and Hunger is provided, with the construction of eco-tourism income generating activities development agenda. Goal 2: Achieve Universal Primary sewage facilities underway. by the local inhabitants. The landscape Education offers a great tourist attraction on the way Namibia’s Vision 2030 provides the Goal 3: Promote Gender Equality Rietoog long-term development framework for to the coast and further southern-based and Empower Women Riet-oog is the gateway for tourists to destinations. the country: “to be a prosperous and the southern part of Namibia (Maltahöhe industrialized nation, developed by Goal 4: Reduce Child Mortality and the coastal region). This growth point In terms of development, Uibes faces her human resources, enjoying peace, Goal 5: Improve Maternal Health comprises of approximately 1,000 houses significant socio-economic challenges. harmony and political stability”. Goal 6: Combat HIV/AIDS, Malaria and a couple of churches. More houses Infrastructures and services need to be and other Diseases of varying quality are being built, with the introduced. Income is generally derived The SWAPO Party Election Manifesto Goal 7: Ensure Environmental visibility of a functional school and a clinic. from communal farming, pensioners and 2014 promises to uphold and develop Sustainability a few salary earners. the following strategic pillars: Goal 8: Develop a Global Water is derived from privately owned • Rooted in Democracy, Unity, Peace, Partnership for boreholes as underground water is Stability and the Rule of Law Development seemingly in abundance. Pre-paid • Governance and Nation Building electricity meters are provided to those However, in spite of the • Economic Growth and Job Creation households that can actually afford and • Infrastructure Development, Housing benefit from the provision of electricity. natural resources and and Sanitation potential of the region, • Quality Healthcare Delivery Income is predominantly derived from • Human Capital Development and officials, pensioners, small commercial the Hardap Region faces Deployment farmers (smaller economic units) and significant challenges such • Environmental Management and inhabitants working in Windhoek and as an unemployment rate Sustainable Utilisation of Natural Rehoboth. Resources of 29.7 percent; a poverty • Social Justice Duineveld rate of 17.2 percent and an • Foreign Relations and International Duineveld, which literally means HIV/AIDS infection rate of Cooperation ‘dunes field’ in Afrikaans, is a home to approximately 300 households, a 8.2 percent. There are also secondary school, a hostel, two churches numerous social problems and a tannery plus a small-scale leather associated with substance producing factory. The development of this - yet another prominent growth point abuse, inter alia. There is in the region - has expanded across several also a dire need for housing different privately owned farmlands. in the region.

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1.2 Purpose of the Strategic Plan and National Strategic Alignment 1.2 Purpose of the Strategic Plan and National Strategic Alignment (continued) (continued)

HPP STRUCTURE

ECONOMY COMMUNITY ENVIRONMENT ENABLER Context

Economic Social Environmental Good

Pillars Progression Transformation Sustainability Governance

Respected and trusted International Community Residential member

Economic Human Capital Natural Resource Peace Development Development Use Youth Enterprise Accountability &

Development & Evaluation Monitoring International Support for Economic Social Environmental Transparency Economic Infrastructure Development Manangement Independence. Sub Pillars Areas Service Delivery

Inclusive, Equitable Capable & Sustainable Good & Sustainable Healthy Human Environment Governance

ONE NAMIBIA, ONE NATION Goals PEACE, RECONCILIATION, SECURITY & STABILITY Economic Growth Resources

The HARAMBEE PROSPERITY PLAN (HPP) is constructed around the Namibian narrative. It acknowledges that we are not starting afresh, but that we must continue with the construct of an inclusive Namibian House, built on a solid foundation of peace and stability. We are unified by our national identity and stand united in Cause, to usher Namibia into the epoch of Prosperity.

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NDP5 outlines a development strategy The Regional Planning and Development 1.2 Purpose of the Strategic Plan and National Strategic Alignment that aims to improve the living conditions Policy is one of the instruments designed (continued) of every Namibian and hence the principle to empower Regional Councils in of sustainable development permeates realizing their mandate by ensuring that NDP5. In the same participatory development takes place in NDP5 Decentralisation Challenges NDP5 Desired Outcome spirit, NDP5 has four key goals, namely; all the country’s regions, thereby fulfilling the constitutional requirements about Slow pace of the Decentralisation By 2022 all policies and regulations • Achieve Inclusive, Sustainable and people’s right to participate in decision- process: The pace of Decentralisation is to strengthen regional planning and Equitable Economic Growth, making and implementing their own not at the desired level. Several factors development is implemented to enhance • Build Capable and Healthy Human decisions about their own developmental could be attributed to the slow pace, service delivery at regional and local Resources; needs and well-being. However, planning ranging from limited understanding and levels. • Ensure Sustainable Environment and has taken place only at national and appreciation of the process and its benefits Enhance Resilience; and sectoral levels with only consultations at mostly among the affected staff members Acceleration of the decentralisation of • Promote Good Governance through regional levels. The Trust Fund for Regional and Ministries; as well as inadequate all 14 functions earmarked for RCs. This Effective Institutions Development and Equity Provisions Act support infrastructure at the regional strategy is aimed at increasing the pace was established in 2000 to financially level which further fuelled the resistance. of decentralisation. This strategy aims at NDP5 will also focus on decentralisation assist the development of regions and local A serious constraint that can further be ensuring that the rule: “finance should over the next five years. Decentralisation authorities. However, implementation of observed is that the regulatory framework follow function” is adhered to through is a deliberate process meant to transfer this act was not vigorously carried out and is silent on the role of those mandated to rolling out of the Inter-governmental political, administrative, legislative, raised many objections from the regional receive functions and provide service, the Grant Transfers System which has been financial and planning authority from and local authorities on the criteria for RCs and LA’s, as they cannot influence designed to ease transfer of financial the center to regional and local authority allocation and slow utilisation of funds. the process in any way. resources to RC’s with the devolved councils. functions. This strategy will further The implementation of the decentralisation Weaker implementation of supporting include a comprehensive communication policy in the country has been very slow policies: International experience with cross and monitoring and evaluation system. “Decentralisation in Namibia is defined and in many instances ineffective and sector policies like regional development as the delegation or devolution of any does not help planning. Limited decision and decentralisation shows that, without Strengthening regional development function from a Line Ministry to a Regional making by decentralized units and no anchoring at Cabinet level (and its several planning structures. The regional Council (RC) or to a Local Authority financial decision on the implementation committees), implementation of cross approach to planning can be an instrument (LA) and is designed to achieve, extend, of programmes need to be addressed. It sector programmes becomes extremely for meaningfully disaggregating the enhance and guarantee participatory is in this light that all the existing policies difficult and haphazard as sectors tend to national development plan and its sectoral democracy; ensure, and safeguard rapid and regulations and proposed ones meant resist change where they perceive to lose components into comprehensive regional sustainable development; transfer power to to strengthen regional development be power. In spite of the existence of several plans and implanting new growth poles the regional councils and local authorities harmonized and implemented to enhance policies and acts meant to strengthen in strategic locations of underdeveloped based on national ideas and values and service delivery. regional and local authorities, there is regions. The central government will improve capacity of regional and local still fragmentation, alienation and lack of plan for and undertake programmes that government councils to plan, implement, coordination and coherence in planning address national development issues manage and monitor delivery of services and implementation of programmes falling under functions that are retained for their constituents. Furthermore, and projects in the regions by O/M/ at the Centre and are assigned to central the decentralisation reform initiative is As and other various stakeholders. The government line ministries while Regional aimed at ensuring and safeguarding rapid formulation of these policies and acts Councils should assume a leading role sustainable development. Thus far, only was not accompanied by comprehensive in formulating regional development two functions have been delegated to implementation action plans in order plans that are responsive to regional RCs, namely (i) Primary, Secondary, Adult to institutionalise their implementation development issues falling under the Education, Library Services; and (ii) Regional and ease the process of monitoring and devolved functions. Asset Management. This constitutes about evaluation. 16% of progress on decentralisation.” The HRC’s high level statements and strategic imperatives are aligned to the NDP5 goals and supports the principles of decentralisation going forward.

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2.1 HRC Mandate

The HRC was DIRECTORATE OF PLANNING AND DEVELOPMENT established in terms of the Regional Councils Act, 1992 (Act Strategic Objective Initiatives Review number 22 of 1992). The “Powers, Provide Quality and • Identify housing needs • Housing needs were identified Duties, Functions, Rights and Obligations of Regional Councils” affordable housing: • Avail service erven to applicants • Costing housing plans were are defined in Part VI, section 28 available of the referred to legislation. MANDATE • No houses were constructed Improve Sanitation • Construct VIP toilets at • Focus was on the connection of Network • informal settlements and households to the sewer, and • communal farms on the construction of a sewer • Complete current sewerage reticulation network • projects • Budget was not sufficient to cater for the construction of VIP toilets 2.3 HRC Mission 2.2 HRC Vision Ensure Sustainable access • Rehabilitation of boreholes in • Assessment of water infrastructure To promote sustainable to safe water Source settlements was done in settlements socio-economic development VISION Namibia’s most prosperous • Assessment of water infrastructure • Water tower constructed and through participatory democracy and best developed region. in order to ensure equal MISSION • Expand water supply networks connected to existing network in employment opportunities, • Installation of pre-paid meters and Hoachanas human capital development and community stand pipes • Regional Council could only focus adequate infrastructure. on Hoachanas due to the limited budget available Ensure Access to Electricity • Expand electricity supply in • Growth points (Amperbo, Kriess, settlement areas Rietoog, Duineveld, Uibes,) were • Identify growth points for rural identified for rural electrification electrification • Discussions were held with • Encourage and support the use of interested parties on the 2.4 HRC Core Values: “HRC, we are FAIR” renewable energy establishment of renewable energy shops The HRC defined four (4) core values as illustrated hereunder: Ensure Equitable Access to • Proposed amendment with regard • The Regional Council started to Urban Land to land tenure ship in declared harmonize the settlement layout settlements and general plan for Hoachanas • Harmonize town planning scheme and Schlip during the period under Fairness and survey diagram review. We shall ensure that services are available 1 Reduce the Spread of HIV/ • Develop and implement HIV/AIDS • HIV/AIDS action plan and work and provided to all, and AIDS and mitigate its action plan place programme was developed. ensure that affects • Information sharing session about • Awareness sessions were development is equally provided in all the pandemic conducted constituencies. • Institute a work place programme Promote PPP • To undertake study on PPP • Areas were identified for possible (Benchmarking) PPP’s. • To identify the areas that the RC • Agreements were concluded, could partner up with private although no studies were sector undertaken to determine the 4 2 Responsiveness • Undertake project viability and risk viability We recognise that time is Accountability assessment • Absence of a policy on PPP’s was precious and commit to We accept full considered a challenge deliver fast and efficient FAIR responsibility, and shall be service. answerable, for all our DIRECTORATE: GENERAL SERVICES actions. Ensure proper asset • Develop asset management policy • No asset management policy was management • Improve asset productivity & developed manage usage • No asset register was developed Ensure a quality and • Develop a customer service • No customer service charter was Integrity affordable service charter developed Our leadership and officials will act with • Implement the customer service • Electricity and water supply was loyalty and honesty in charter expanded with installation of all our dealings with all • Introduce sound project electricity boxes and street lights stakeholders. management measures • Revamp / upgrade electricity reticulation 3

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The HRC aligned its strategic objectives to that of development including the servicing of plots, The HRC engaged an external macro socio-economic PESTLE-analysis and the Ministry of Urban and Rural Development. The the construction of houses, replacement of the a SWOT Analysis as part of the environmental scanning process. Ministry’s four (4) strategic desired outcomes bucket system, the construction of roads and are: regional proclamations. • To enhance the socio-economic wellbeing • By 2022, Namibian households living in of the region by reducing regional poverty, improvised houses reduced from 19% in 2016 reducing HIV/AIDS prevalence, to support SME to 12%. businesses to enable employment creation • By 2022, Namibian households have improved and to enhance the sustainable management sanitation increasing from 28% in 2016 to 40% and utilisation of natural resources. in rural areas and from 77% in 2016 to 87% in • To ensure that sound governance principles urban areas. are held to the highest possible standards. • By 2022, Namibia has improved service delivery • To ensure robust financial and resource to the satisfaction of citizens. management thereby ensuring that priority • By 2022, the rural quality of life and socio- strategic projects are implemented, monitored economic well-being has improved with rural and reported on. poverty declining from 37% in 2010 to 25%. • To ensure that competent staff are attracted, developed and retained to capacitate the The HRC’s strategic issues for the next five years, region to deliver on its mandate. aligned to the national strategic imperatives, are: • To implement performance monitoring and reporting protocols to ensure that employees • To prioritise regional infrastructure are held accountable for results.

5. THEMES / PILLARS AND STRATEGIC OBJECTIVES The HRC’s two (2) strategic themes and four (4) strategic objectives for the period 2018/19 – 2022/23 are illustrated hereunder, which should be read in conjunction with the Strategic Matrix.

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Hardap Regional Council STRATEGY MATRIX 2017/18 - 2021/22 Chief Regional Officer Targets Budget 2017/2018 Desired Outcome Pillar Code Strategic Objective Key Performance Indicator Indicator Definition KPI Type 2018/19 2019/20 2020/21 2021/22 2022/23 Programmes Project Operational Developmental Responsible Unit Baseline

Planning and S1.1 Services Masterplans Designed S1.1.1 Servicing Plan 28,800,000.00 Development Increase the number of houses constructed thereby Reduction in # of Citizens living reducing the number of Decremental 399 399 368 337 306 275 Planning and in improvised houses. S1.2.1 Build Together Programme 15,315,300.00 citizens living in improvised Development houses. S1.2 Housing Development Planning and S1.2.2 PPP Initiatives By 2022, Namibian Development households living in improvised houses reduced from 19% in New townships approved by 2016 to 12%. Number of Settlements Township Board and Planning and Absolute 3 0 1 0 0 0 S1.3 Proclamation of Regional Priorities S1.3.1 Regional Priority Points / Settlements. 2,300,000.00 Declared proclaimed in the Development Enhanced Regional Government Gazette. S1 Infrastructure Execute the Infrastrcture % Achievement on Master Plan and to measure Planning and Incremental New 0% 10% 20% 30% 50% S1.4 Services Masterplan S1.4.1 Implement Master Plan 28,800,000.00 Infrastructure Master Plan achievement against the Development approved plan.

Households with access to Planning and By 2022, Namibian S1.5.1 Replacement of Bucket System 19,031,364.00 households have proper sanitation through Development improved sanitation eradication of the bucket # Households with improved increasing from 28% in system, through improved Absolute 417 0 31 31 31 31 S1.5 Sanitation 2016 to 40% in rural sanitation areas and from 77% in sanitation in informal Planning and 2016 to 87% in urban settlements as well as S1.5.2 Construction of Rural Toilets areas. Development construction of houses.

Planning and S2.1 Rural Development Programme S2.1.1 Poverty Reduction 4,000,000.00 Implementing LED, SME Development development and targeted Planning and Regional Socio-Economic Development Poverty Eradication % Reduction in Regional Programmes, in S2.2.1 SME Development 3,680,000.00 Development / Decremental 17.2% 17.2% 17.2% 17.0% 17.0% 16.6% Poverty collaboration with national Administration stakeholders, to arrest S2.2 Economic Advancement Programme increasing unemployment Planning and and poverty in the region. S2.2.2 Local Economic Development 0.00 Development / Administration Improved Socio-Economic S2 Development The perception of the public Planning and Stakeholder Satisfaction Survey on the quality of services S2.3 Stakeholder Collaboration S2.3.1 1,500,000.00 Development / (every 2nd year) % Citizen Satisfaction rendered by the HRC, Incremental 40% 45% 47% 50% 55% 60% General Services determined through satisfaction surveys. S2.4 Information Communication Technology S2.4.1 ICT Infrastructure 400,000.00 General Services

Promotion of prevention HIV/AIDS Prevalence in programmes and education Planning and Decremental 8.2% 8.2% 8% 7.7% 7.4% 7% S2.5 HIV/AIDS Programme S2.5.1 HIV/AIDS Preventative Plan 1,750,000.00 Region (%) of citizens on HIV/AIDS to Development reduce the infection rate.

O1.1 Governance O1.1.1 Annual External Audit 0.00 General Services The HRC targets zero unqualified audit opinion By 2022, the rural Ensure Good Governance Unqualified Audit Finding every year through the Absolute Qualified Unqualified Unqualified Unqualified Unqualified Unqualified O1.2.1 Manage Risk Framework 35,000.00 CRO O1 quality of life and socio- implementation of audit economic well-being Compliance to Legislation, Policies and O1.2 has improved with recommendations. Procedures General Services / rural poverty declining Review / Develop relevant Policies O1.2.2 190,000.00 Planning and from 37% in 2010 to and Procedures 25%. Development

Monitor, control and report on financial expenditure to % Budget Variance Absolute 15% 13% 10% 8% 8% 5% O2.1 Financial Management O2.1.1 Budget Control General Services ensure that it is managed within budget.

Establishment of a O2.2.1 Annual Staff Satisfaction Survey 500,000.00 General Services conducive organisational % Staff Satisfaction culture to support employee Incremental 50% 52% 55% 60% 65% 75% O2.2 Human Capital Programme O2.2.2 Retention Strategy 366,306.00 General Services development and optimal performance. O2.2.3 Training and Development Plan 906,192.40 General Services

Enhance Organisational The number of functions the O2.3.1 Business Process Reengineering 100,000.00 General Services O2 Performance HRC will re-engineer in line with the Public Service Reform Initiative (PSRI), O2.3.2 Performance Management General Services

Governance and Operational Excellence % Key Processes Streamlined which seeks to transform Incremental 60% 65% 70% 75% 80% 85% O2.3 Performance Improvement the Public Service into a performance and result oriented organisation at all O2.3.3 Service Charters General Services levels

Establishing and/or Number of Offices Constructed improving offices in Planning and Absolute 0 1 0 0 2 3 O2.4 Infrastructure Development O2.4.1 Office Construction 120,000,000.00 / Extended settlements to improve Development service delivery.

4 Strategic Objectives 12 Indicators 16 Programmes 24 Projects 9,427,498.40 98,246,664.00 107,674,162.40

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6.1 HRC Strategic Performance Indicators and Targets 6.2 HRC Strategic Programmes and Projects as as illustrated in above are: illustrated in the Strategy Matrix are:

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7. RISK ASSESSMENT 9. CONCLUSION

The Hardap Regional Council incorporated into the plan according to Lack of defining critical Economic Recession: regional priorities. Limited financial resources acknowledges that it needs the synergistic changing organisational- and national collaboration and support from all dynamics. In order to ensure execution strategic partners to enable this strategic of the strategy, it is important to generate plan to be successful and to yield the quarterly monitoring reports, which tracks Not addressing the needs Lack of skilled of communities. employees. fruits of our collected efforts. strategic progress. The quarterly reports should culminate in an annual review of It should be emphasised that the the strategic imperatives; to celebrate strategic plan is a living and dynamic achievements and to re-align strategy document, meaning changes can be according to new emerging challenges. Unemployment

Increase in poverty. HRC RISKS

Inability to secure PPP’s

Lack of proper systems. Lack of monitoring Lack of teamwork. and control.

8. CRITICAL SUCCESS FACTORS

GOOD GOVERNANCE

Page — 24 STRATEGIC PLAN 2018/19 – 2022/23 www.hardaprc.gov.na HARDAP REGIONAL COUNCIL (HRC)

ANNEXURE A

HARDAP REGIONAL COUNCIL -­‐ STAKEHOLDER ANALYSIS HOW ARE WE CURRENTLY SERVICING / RESPONDING TO THIS NEED? Potential Strategies STAKEHOLDER CATEGORY STAKEHOLDER NEEDS / EXPECTATIONS Very Weak (1-­‐2) Weak (3-­‐4) Sufficient (5-­‐6) Strong (7-­‐8) Very Strong (9-­‐10) Strategies 1 Shareholders Strengthening control and monitoring process. Quality service; poverty eradication; social upliftment; 1.1 GOVERNMENT support regional economic development; sound X Encourage accountability in Public service. governance. Performance Management Systems in place. 2 Strategic Partners STAKEHOLDER NEEDS / EXPECTATIONS Very Weak (1-­‐2) Weak (3-­‐4) Sufficient (5-­‐6) Strong (7-­‐8) Very Strong (9-­‐10) Strategies 2.1 Donors

2.2 PPP's Harmonize service delivery; Supportive relationships; Streamline the complexity of the current legislatives; Incorporate X 2.3 NGO's Unlocking synergies PPP-­‐'s, NGO's into our regional strategic plans. 2.4 Local Authorities (LA's) 3 Customers STAKEHOLDER NEEDS / EXPECTATIONS Very Weak (1-­‐2) Weak (3-­‐4) Sufficient (5-­‐6) Strong (7-­‐8) Very Strong (9-­‐10) Strategies

Excellent service delivery; Infrastructure Development; Improve infrastructural development; Effect changes on the current 3.1 Public / Citizens X Stimulate socio-­‐economic development organisational blueprint.

4 Employees (All Levels) STAKEHOLDER NEEDS / EXPECTATIONS Very Weak (1-­‐2) Weak (3-­‐4) Sufficient (5-­‐6) Strong (7-­‐8) Very Strong (9-­‐10)

4.1 Regional Councillors Capacity building at all levels; Equipment and tools to do jobs effectively and efficiently; Conducive working 4.2 Management Cadre Introduce Organisational Wellness Programme; Strengthen environment; Fair Conditions of Employment; Rewards and X capacity building. 4.3 Middle Management Incentives / Recognition; Excellent leadership, coaching and 4.4 Staff mentoring. 5 Regulators / Legislators STAKEHOLDER NEEDS / EXPECTATIONS Very Weak (1-­‐2) Weak (3-­‐4) Sufficient (5-­‐6) Strong (7-­‐8) Very Strong (9-­‐10) Strategies 5.1 Bank of Namibia

GRN -­‐ Office of President, Public Service Effective and efficient service response; Compliance X Strengthening of Decentralisation (PPP's; NGO's, inter alia ). 5.2 Commission, Public Office Bearers Commission 6 Interest / Pressure Groups STAKEHOLDER NEEDS / EXPECTATIONS Very Weak (1-­‐2) Weak (3-­‐4) Sufficient (5-­‐6) Strong (7-­‐8) Very Strong (9-­‐10) Strategies 6.1 NAPWU, NANTU, NAFAU , PUBLIC SERVICE, Recognition; Fair bargaining; Bona fide relationship. X Maintain relationship. 6.2 Civil society Cooperate and transparent relationship X Sound and mutual relationship.

Page — 26 STRATEGIC PLAN 2018/19 – 2022/23 www.hardaprc.gov.na Tel: +264-63-245831;Fax: +264-63-246020 Chief Regional Officer Private Bag 2017,Mariental Hardap Regional Council Dr. Sam Nujoma Avenue Republic of Namibia