REPUBLIC OF NAMIBIA OFFICE OF THE PRESIDENT NATIONAL PLANNING COMMISSION

Transcription

1 REPUBLIC OF NAMIBIA OFFICE OF THE PRESIDENT NATIONAL PLANNING COMMISSION Guidelines for Preparing the Third National Development Plan (NDP3): 2007/ /12 Revised, 07 March 2007

2 The NDP3 Guidelines These revised Guidelines are meant to assist all Lead Ministries, Thematic Working Groups, Line Ministries, Regions, and all other support entities involved with the NDP3 formulations and submissions. The main revisions in the Guidelines include the: (i) listing of NDP3 Goals by broad Sectors (page 18), (ii) flow charts on Key Activities and Steps for TWGs, O/M/As and Regions (pages 61 to 63), and (iii) Forms L1, L2 and L3 in Attachments 2 to 4 (pages 74 to 96). Care should be taken to ensure that these Guidelines are strictly adhered to. Technical Assistance & Help Desk Any doubts on any aspect of these Guidelines should be communicated to the NPC Secretariat at the following address: Postal Address: The Permanent Secretary National Planning Commission Office of the President Private Bag Government Office Park Luther Street, Windhoek By Tel./ Fax./ Telephone: /4133/4190 Fax.: / ndp3helpdesk@npc.gov.na - 2 -

3 Table of Contents Acronyms 5 1. Introduction 6 2. Review of Namibia s Development Experience NDP1 and NDP2 Macro Economic Performance Lessons from NDP NDP3 Planning Approach The Integrated Results Based Management Approach The IRBM Approach in NDP Sectoral and Sub-Sectoral Approach Programme-Activity Approach for NDP Teamwork Approach Overall Policy Directions for NDP Key Result Areas and NDP3 Goals KRA 1: Equality and Social Welfare KRA 2: Peace and Political Stability KRA 3: Productive and Competitive Human Resources and Institutions KRA 4: Competitive Economy KRA 5: Quality of Life KRA 6: Productive Utilization of Natural Resources and Environmental 31 Conservation 5.7 KRA 7: Knowledge-Based and Technology Driven Nation KRA 8: Regional and International Stability and Integration Institutional Arrangement for NDP Cabinet Parliament Office of the Prime Minister National Planning Commission Guiding Coalition for Vision 2030 and Millennium Development Goals Ministry of Finance Lead Ministries Thematic Working Groups and Task Teams Support Institutions NDP3 Focal Persons Non-members of TWGs Local Consultants Preparation of the NDP3 Thematic Submissions Structure and Contents of Thematic Submissions for NDP Mainstreaming Cross-Cutting Issues Inter-Agency and Cross-Programme Coordination and Synergies NDP3 Thematic Submissions and Linkages with 2007/ /10 Medium- Term Expenditure Framework (MTEF)

4 7.5 Key Actions and Steps TWGs, O/M/As and Regions NDP3 Consolidation NDP3 Final Approval NDP3 Performance Monitoring and Evaluation (M&E) and Reporting 65 Approach 8.1 Overview of the NDP3 M&E System and Performance Reporting NDP3 Performance Planning NDP3 Performance Plans and Results Matrix Performance Evaluations 67 Attachment 1: Key Institutions in NDP3 and their Terms of Reference 68 Attachment 2: KRA Results Matrix (Form L1) 75 Attachment 3: Sub-Sector Results Matrix (Form L2) 81 Attachment 4: Programme Results Matrix (Form L3) 87 Attachment 5: Vision 2030 Objectives, Key Result Areas, Sub-Visions, NDP3 Goals and Key Performance Indicators by Involved Institutions and Sectors

5 ACRONYMS AIDS CBS CDC EG FDI GDP HIV ICT IRBB IRBM KRA LM M&E MDG MIS MoF MTEF NDP NHIES NPC NPCS O/M/As OPM PIP PPA PLWH PPS PRM RBB RBM RC RDCC RWG SACU SADC SC SI SOE SSRM SWAPO TT TWG VDC Acquired Immunodeficiency Syndrome Central Bureau of Statistics Constituency Development Committee Electronic Governance Foreign Direct Investment Gross Domestic Product Human Immunodeficiency Virus Information and Communication Technology Integrated Result Based Budgeting Integrated Result Based Management Key Result Area Lead Ministry Monitoring and Evaluation Millennium Development Goal Management Information System Ministry of Finance Medium Term Expenditure Framework National Development Plan Namibia Household Income and Expenditure Survey National Planning Commission National Planning Commission Secretariat Offices/ Ministries/ Agencies Office of the Prime Minister Programme Implementation Plan Participatory Poverty Assessment People Living with HIV/ AIDS Personnel Performance System Programme Results Matrix Result Based Budgeting Result Based Management Regional Council Regional Development Coordinating Committee Regional Working Group Southern African Customs Union Southern African Development Community Settlement Committee Support Institution State Owned Enterprise Sub-Sector Results Matrix South West Africa People s Organisation Task Team Thematic Working Group Village Development Committee - 5 -

6 1. Introduction This document presents the detailed guidelines for preparing the Third National Development Plan (NDP3) submissions in order to ensure uniformity and consistency across Offices, Ministries and Agencies (O/M/As) and Regions, so as to build a concerted effort to achieve the NDP3 goals and eventually Vision The guidelines cover all the relevant policy and technical aspects for preparing the submissions and implementation of the NDP3. They also spell out the roles and responsibilities of all the players involved at the policy and operational levels. With this strong focus on achievement of results and clear roles and responsibilities, the NDP3 is expected to produce the desired results in a more efficient and effective manner. Additional guidelines on specific technical matters may be issued by the National Planning Commission (NPC) where necessary. Among the major areas addressed by these guidelines are: NDP3 Planning Approach NDP3 Policy Directions Institutional Arrangements for NDP3 Formulation NDP3 Thematic and Sub-sector Submissions Structure NDP3 Performance Monitoring, Evaluation and Reporting Approach The NDP3 formulation process will involve several stages and actions. The various stages and indicative time frames approved by the Cabinet in December 2006 are shown in Table 1. Table 1: NDP3 Formulation Stages and Indicative Time Frames Activity Time Frame a. Final Review and Performance Assessment of NDP2 and Regional Oct Feb Development Plans b. Finalization and Approval of NDP3 Guidelines Oct. Dec c. Roll Out of NDP3 Guidelines Dec Feb d. Formulation and Submission of NDP3 Proposals by Thematic Dec May 2007 Working Groups e. Consolidation of NDP3 Submissions June 2007 f. National Consultative Session on NDP3 July 2007 g. NDP3 Approval by NPC and the Cabinet August 2007 h. NDP3 Launch August

7 2.0 Review of Namibia s Development Experience 2.1 NDP1 and NDP2 Macro Economic Performance Gross Domestic Product (GDP) The economy expanded by 4.7 per cent during the NDP2 period ( ), exceeding the NDP2 target of 4.3 per cent, and the growth rate of 3.6 per cent recorded in NDP1 (see Table 2 below). The growth in GDP during NDP2 was mainly a result of the strong performance of the secondary and tertiary industries. In the primary industries, the GDP grew at a lower rate. Within the primary industries, the main driver of growth was the mining and quarrying subsector; while the agriculture sub-sector grew at 1.2 per cent, which is well below the NDP2 target of 5.1 percent and even lower than the population growth rate. Most of the modest growth in the agriculture sub-sector was contributed by commercial agriculture, which increased at 2.6 per cent, while the subsistence agriculture stagnated. This is somewhat disturbing as a large proportion of the country s population is dependent on subsistence agriculture. The performance of the secondary industries was stimulated by the construction and manufacturing sub-sectors. The tertiary industries performance was driven mainly by transport, communication and financial intermediation sub-sectors. Table 2: Gross Domestic Product (GDP) by Activity during NDP1 and NDP2 (Real annual growth rates in per cent) Industry NDP1 Actual NDP2 Target Actual Primary Industries Secondary Industries Tertiary industries GDP at (1995) market prices Source: NPCS (CBS) National Accounts , and NDP2 The NDP2 targeted the inequality in income distribution, as measured by Gini-coefficient, to decline from 0.67 to less than 0.6 by the end of the Plan period. By 2003/ 04, the Gini coefficient declined to 0.6 (see 2003/04 Namibia Household Income and Expenditure Survey or NHIES). Although the decline is modest, it is important and should encourage the efforts for further reduction in the inequality in income distribution during the NDP3 period Government Revenue, Expenditure, Surplus/ Deficit and Debt The Government revenues, expenditures and surplus/deficit are shown in Table 2. During NDP2, the revenue collected (33.0 percent of GDP) exceeded the target of 30.9 per cent of GDP, which is marginally higher than the NDP1 performance of 32.6 per cent. However, the total expenditure (36.8 percent of GDP) also exceeded the NDP2 target of 34.0 percent, both of which are well above the NDP1 level of 31.6 per cent of GDP. Consequently, the budget - 7 -

8 deficit (including grants) during the NDP2 deteriorated to 3.9 per cent of GDP, compared to 2.8 per cent recorded during NDP1. The deterioration was mainly a result of a reduction of N$ 1.2 billion in the 2003/04 tax revenues. The total debt rose from an average of 21.3 per cent of GDP in NDP1 to 28.6 per cent of GDP in NDP2, overshooting the target of 23.5 per cent. The increase in the debt stock was primarily a result of an increase in domestic debt, the proceeds of which were used to finance the budget deficit. Table 3: Government Revenue, Expenditure, Surplus/ Deficit and Debt During NDP1 and NDP2 (as % of GDP) Total revenue excl. capital grants Total expenditure and net lending Deficit(-)/Surplus(+) including grants NDP1 Actual NDP2 Target NDP2 Actual Total debt External debt 4.1 N/A 4.5 Domestic debt 17.2 N/A 24.1 Source: MOF MTEF and NPCS (CBS) National Accounts Expenditure Components at Constant 1995 Prices and Inflation During NDP2, the consumption expenditures increased by 2.7 per cent of GDP, which is lower than the increase of 4.7 per cent recorded in NDP1 (Table 3). The private consumption rose by 2.9 per cent of GDP, which is below the target of 4.8 per cent and also lower than that (5.5 per cent) recorded in NDP1. On the other hand, general government consumption rose by 2.1 per cent, which is below the target of 2.4 per cent and also lower than that (3.0 per cent) recorded in NDP

9 Table 4: Expenditure Components at Constant 1995 Prices and Inflation During NDP1 and NDP2 (Average growth rates) NDP1 Actual NDP2 Target NDP2 Actual Final consumption expenditure 4.7 N/A 2.7 Private General government Gross fixed capital formation (N$ 3,274 N/A 5,278 million) Gross fixed capital formation Exports of goods and services Imports of goods and services Inflation Source: NPCS (CBS) National Accounts , and NDP2 The private investment increased from N$ 3.3 billion (in nominal terms) in NDP1 to N$ 5.3 billion in NDP2. The increase during NDP2 was mainly attributed to the completion of major investment projects such as those in the construction industry. To promote economic empowerment during NDP2, the Government has successfully implemented the following initiatives for economic development and social transformation: sale of mining rights and empowerment of small-scale miners; granting of fishing rights and Namibianisation of fishing vessels; proclamation of community conservancies; establishment of small road contractors; promotion of small and medium enterprises; granting of affirmative action loans to relocate communal farms; and land purchase for resettlement. During NDP2, the exports of goods and services increased by 6.6 per cent falling short of the target (7.0 per cent); but higher than the NDP1 increase of 2.1 per cent. In contrast, imports of goods and services grew by 4.2 per cent, though lower than the NDP2 target of 4.9 per cent and the 5.4 per cent recorded during NDP1. Although the average inflation rate declined from 8.5 per cent in NDP1 to 6.9 per cent in NDP2, it did not meet the NDP2 target of 6.3 per cent. However, the rate of inflation moderated in the final two years of NDP2, declining well below the five-year average of 6.9 per cent Employment/unemployment The NDP2 visualised the employment to grow at 2.6 per cent per annum or at the same rate as the population growth. In fact, the total number of people employed in the economy declined from 431,849 in 2000 to 383,329 in 2004 (2004 Namibia Labour Force Survey). The unemployment rate (strict definition) rose from 20.2 percent in 2000 to 21.9 per cent in 2004, while the unemployment rate (broad definition) increased from 33.8 per cent to 36.7 per cent - 9 -

10 during the same period. 1 In 2004, the rural unemployment rate (broad definition) of 44.7 per cent was significantly higher than the urban rate (29 per cent) Poverty Incidence The NDP2 targeted a 10% decline in the proportion of poor households and a 5 per cent decline in the severely poor households by The results from the 2003/04 Namibia Household Income and Expenditure Survey (NHIES) show that the proportion of poor households (spending 60 per cent or more of their total expenditure on food) declined from 38 per cent in 1993/94 to 28 percent in 2003/04; and the proportion of severely poor households (spending 80 per cent or more of their total expenditure on food) declined from 9 percent in 1993/94 to 4 percent in 2003/04. While the decline in the overall poverty incidence is heartening, the rural urban differences are large and persistent. Thus, in 2003/04, the proportion of poor rural households stood at more than 42 per cent as compared to less than 7 percent of urban households. Similar significant differences prevail in the proportion of severely poor rural households and urban households (8.1 per cent versus 0.6 per cent) HIV/AIDS The HIV/AIDS prevalence rate has declined from 22 per cent in 2002 to 19.7 per cent in However, the 19.7 per cent prevalence rate in a total population of 1.8 million is still very high and a major cause for concern. 2.2 Lessons from NDP2 As indicated in an earlier sub-section, the GDP growth performance during NDP2 has been good, with macroeconomic stability and the Government consumption rose less than targeted. Despite these and other successes recorded during the NDP2, there were also a number of constraints, some of which are elaborated below and should serve as lessons for the NDP3 planning Employment/unemployment While the overall economic growth has accelerated during NDP2 as compared to NDP1, the number of people employed has declined; and the unemployment rate (under both the strict and broad definitions) has risen. Also, the overall unemployment rate (36.7 per cent) is high and the rural-urban disparities are large (44.7 per cent in rural versus 29 per cent in urban areas). This is a cause for concern not only from an economic perspective but also from 1 The strict definition of unemployed includes those that meet the criteria of: (i) being without work, (ii) being available for work, and (iii) seeking work. The broad definition includes those under the strict definition and all those that are without work and are available for work including those that are not actively seeking work

11 social and political considerations. Therefore, the need for expansion of remunerative employment in both the rural and urban areas should be an important lesson Poverty Incidence Although the overall poverty incidence is on the decline, the rural urban differences are large and persistent. Also, the poverty incidence (proportion of households spending 60 per cent or more of their total expenditure on food) in the rural areas of more than 42 per cent is high. It is necessary to address the rural poverty in a more systematic manner HIV/AIDS The impact of HIV/AIDS is not only devastating on the individuals and families (affected groups) but also on the economy. The momentum of the declining trend in the prevalence rate of HIV/AIDS needs to be maintained and accelerated Rural-Urban Disparities Although the overall economic growth has accelerated to 4.7 per cent in NDP2, the performance of the primary industries has been below the NDP2 target, with the agriculture sub-sector lagging. However, a large proportion of the country s population relies on agriculture and in particular on subsistence agriculture, which has stagnated during NDP2. Also, there are significant rural-urban disparities in the access to public services. Improving the productivity in subsistence agriculture and acceleration of the growth of the agriculture sub-sector as well as expanding the access to quality public services through integrated rural development will be an important means to enhance economic growth and reduce the ruralurban disparities Inadequate Coordination There is a need for stronger coordination of programme implementation at all levels. The mid-term review of NDP2 indicated that there was poor coordination between the Line Ministries and the Regional Councils. For successful integration of NDP3, there is need for greater integration of the efforts, services and activities across the ministries and development partners, which would prevent duplication and wastage; and overstretching of existing staff capacities Limited Capacity Many of the NDP2 mid-term evaluation chapters referred to a relatively weak institutional framework and the generally low human resource capacity in the Government. This manifests itself in terms of too few qualified staff to spearhead the successful implementation to produce high quality results. The implementation of most capital projects has been lagging behind in terms of quality and quantity due to the limited number of engineers in the civil service as well as the absence of planning and monitoring units in the Line Ministries and Regional Councils Furthermore, the major contributing factors to staff shortages are the loss of trained personnel through high staff turnover and the impact of HIV/AIDS. The overall problem is

12 exacerbated by poorly integrated programmes, which strained the existing staff capacities. This implies that in NDP3 the Government needs to allocate more resources for capacity building. The efforts to mitigate the effects of HIV/AIDS should also be scaled-up. The Government needs to adopt a system that allows the planning and monitoring of programmes through an integrated approach Weak National Monitoring and Evaluation System The NDP2 mid-term review identified the national monitoring and evaluation system at all levels to be weak. This is evidenced by insufficient and untimely information for planning and decision making on the efficiency and effectiveness of implementation of the national, sectoral and regional programmes. There is also no national data repository, which links national, sectoral and regional data sources. This leads to a paucity of current (up-to-date), relevant, reliable, comprehensive and standardized data against which programme progress can be measured. The problem is particularly acute at the sub-national levels, where the data on global indicators are often non-existent. This calls for the structural adjustment of the NPCS, the line Ministries and the Regional Councils to include monitoring and evaluation units as well as planning units where they do not exist. The NPCS has to establish a repository of performance data on development programmes and activities

13 3.0 NDP3 Planning Approach An Integrated Results-Based Management (IRBM) approach is being adopted for the formulation and implementation of the NDP3. It will help to: Improve the strategic planning, coordination, and implementation of the NDP3; Improve the results from the use of scarce resources through the budgetary process; Improve the human resource capacity and performance for successful service delivery and development management; and Improve the monitoring and evaluation system to provide timely, accurate, and reliable performance information to support and improve the policy and programme decision making. An elaboration on the IRBM is presented in the following. 3.1 The Integrated Results Based Management Approach The IRBM system is based on the systematic and strategic identification and performance planning for results at all levels from the national, sector, sub-sector, ministries, regions, departments, to other lower level entities. The IRBM system requires that all Key Result Areas (KRAs) and NDP3 goals and programmes under them be results-oriented. The approach ensures that programmes at all levels are identified and prepared with the end results in mind building on the traditional focus on expenditure performance and physical activity completion. In the IRBM approach, the accountability of individuals and institutions for specific results will also be established in a more systematic and structured manner. The programme results are systematically assigned to responsible entities during the planning stage. During implementation, the structured monitoring and evaluation mechanism will help ensure systematic performance tracking and reporting, leading to improved accountability for results by the responsible individuals and entities. Thus, the IRBM system includes the following components: Integrated Results-Based Budgeting (RBB) System: Under the Integrated RBB, the Government resources may be allocated on the basis of information on outcomes and results by matching programme costs with programme results; and by comparative assessments of programme efficiencies, effectiveness and relative worth in producing the desired results. The perspective of the government managers should change from looking inwards to looking outwards to the public conditions and client needs and problems; and the use of strategic management tools and approaches to address them. The Integrated RBB makes governance more transparent and government managers increasingly accountable for the performance of their programmes to the authorities and beneficiaries Integrated Personnel Performance System (PPS): Under IRBM, the personnel performance system is integrated into the overall programme performance system. This provides for the employee s role and performance in an organization to be linked with the

14 organization s performance at all levels. This is an important consideration as the public sector personnel are the main drivers of the government programmes at both the management and implementation levels; and their performance must be linked to the substantive programme performance (results) of the organizations, which deliver the desired results under the NDP Integrated Monitoring and Evaluation (M&E) System: The best performing organizations are characterized by the presence and systematic utilization of a structured and systematic M&E system. The IRBM ensures that the M&E system is strategically woven into the entire performance framework of an organization leading to systematic and regular performance monitoring and reporting to decision-makers at all levels. Under this approach, the M&E system will be able to provide decision-makers with timely, accurate, and reliable information on the performance, strengths, and weaknesses in the NDP3 implementation Integrated Management Information System (MIS): Decision-making is a critical function at both the policy and implementation levels; and it is strongly influenced by the availability of timely, accurate, and reliable information. The performance information should be systematically utilized for strategic policy and managerial decisions as well as strategies and operations management at various levels to improve the NDP3 implementation. In this respect, the MIS will ensure that critical performance information for the NDP3 is systematically utilized for improvement of both policy formulation and programme implementation performance at all levels on a regular and ongoing basis Electronic Government (EG) Support System: The performance management information system can benefit from utilizing the Information and Communication Technology (ICT) for improved service delivery and optimal achievement of the desired results. The Electronic Government (EG) support system will provide the ICT infrastructure and systems to facilitate and improve decision-making at all levels, information sharing, and monitoring and evaluation for the NDP. Under the IRBM approach, the national priorities will be defined as Key Result Areas (KRAs). Under each KRA, one or more NDP (macro) Goals have been identified that form the basis of the KRA. For each NDP Goal, a set of performance indicators and targets will be established along with baselines to facilitate systematic performance monitoring and reporting. Each KRA and associated NDP3 Goal(s) are assigned to a thematic area and several sub-sectors. Each sub-sector will then need to identify the sub-sector goals, indicators, baselines and targets under the relevant NDP Goal assigned to it. These sub-sector goals will then be assigned to individual Ministries and implementing entities. With the above system, the KRAs and NDP Goals can be systematically assigned to lower level sub-sectors, Ministries and other implementation entities in a structured and consistent manner, as well as with a logical backward link. It will also enable the implementing Ministries and entities to strategically and systematically link their programmes and results to specific sub-sector and NDP Goals and KRAs. This logical linkage is important as it will help establish the contributors to the NDP Goals and KRAs. It also helps to establish the contribution and ownership of all outcomes and impacts from each sub-sector and institutions that contribute to the sub-sector goals, NDP Goals and KRAs

15 3.2 The IRBM Approach in NDP3 Towards this end, the NDP3 framework will utilize the eight (8) Vision 2030 objectives as the highest hierarchal desired results to guide the country s performance towards a prosperous and industrialised Namibia. Using the eight Vision 2030 objectives, the National Planning Commission (NPC) identified national priorities as the KRAs, which are listed in Table 5. Table 5: Vision 2030 Objectives and Associated Key Result Areas Vision 2030 Objectives 1. Ensure that Namibia is a fair, gender responsive, caring and committed nation in which all citizens are able to realise their full potential in a safe and decent living environment. 2. Create and consolidate a legitimate, effective and democratic political system (under the Constitution) and an equitable, tolerable and free society that is characterised by sustainable and equitable development; and effective institutions, which guarantee peace and political stability. 3. Develop diversified, competent and highly productive human resources and institutions, fully utilising human potential; and achieving efficient and effective delivery of customer-focused services, which are competitive not only nationally, but also regionally and internationally. 4. Transform Namibia into an industrialised country of equal opportunities, which is globally competitive, realising its maximum growth potential on a sustainable basis, with improved quality of life for all Namibians. 5. Ensure a healthy, food-secured and breastfeeding nation in which all preventable, infectious and parasitic diseases are under secure control; and in which people enjoy a high standard of living, with access to quality education, health and other vital services, in an atmosphere of sustainable population growth and development. 6. Ensure the development of Namibia s natural capital and its sustainable utilisation for the benefit of the country s social, economic and ecological well-being. 7. Accomplish the transformation of Namibia into a knowledge-based, highly competitive, industrialised and eco-friendly nation, with sustainable economic growth and high quality of life. 8. Achieve stability, full regional integration and democratised international relations, the transformation from an aid recipient country to that of a provider of development assistance. Vision 2030 KRAs KRA 1: Equality and Social Welfare KRA 2: Peace and Political Stability KRA 3: Productive and Competitive Human Resources and Institutions KRA 4: Competitive Economy KRA 5: Quality of Life KRA 6: Productive Utilization of Natural Resources and Environmental Conservation KRA 7: Knowledge Based and Technology Driven Nation KRA 8: Regional and International Stability and Integration

16 Under each KRA, one or more NDP3 Goals were identified. For each NDP3 Goal, a set of performance indicators, baselines and targets have been identified for systematic performance monitoring and reporting. Each KRA and NDP3 Goal(s) is assigned to relevant sub-sectors, which will also identify sub-sector goals, indicators, baselines and targets. Thus, the KRAs and the NDP3 Goals are systematically assigned to sub-sectors and implementing institutions in a structured and consistent manner. This ensures that all the NDP3 activities at the implementation level are systematically linked to a sub-sector goal and then to a national NDP3 Goal and KRA. Chart 1 illustrates the cascading of the Vision 2030 into the NDP3. Chart 1: Cascading Vision 2030 into NDP3 VISION 2030 VISION 2030 OBJECTIVES KEY RESULT AREAS THEMATIC WORKING GROUP LEAD MINISTRY National VISION 2030 SUB- VISIONS NDP3 GOALS PERFORMANCE INDICATOR BASELINE & TARGETS Lead & Support Institutions SUB-SECTOR GOALS PROGRAMMEMES/ ACTIVITIES PERFORMANCE INDICATOR PERFORMANCE INDICATOR BASELINE & TARGETS BASELINE & TARGETS PRIORITIES AND NEEDS SETTLEMENT COMMITTEES / VILLAGE DEVELOPMENT COMMITTEES / CONSTITUENCY DEVELOPMENT COMMITTEES / LOCAL AUTHORITIES / REGIONAL DEVELOPMENT COORDINATING COMMITTEES

17 Integration of the grassroots level priorities and needs is an important consideration in the integrated planning approach. It will require the identification and integration of priorities and needs at the relevant grassroots levels into the strategic development planning process for the NDP3. The priorities and needs at the grassroots levels will be identified through a consultative process involving the various representative entities at the lower levels, including the Regional Development Coordinating Committees (RDCCs), Local Authorities, Constituency Development Committees (CDCs), Village Development Committees (VDCs) and Settlement Committees (SCs). This is to ensure that while the integrated development planning from the national level identifies and integrates all major priorities at the macro level, the priorities and needs at the grassroots and other implementation levels are also catered for and systematically linked to the macro priority areas at the national and subsectoral levels. This is important to ensure that the NDP3 activities at the grassroots and all implementation levels are logically and systematically linked with the national policies and priorities. The IRBM approach will see the following focus in each component of the NDP3 process: i. All NDP3 programmes will focus on the specific results to be achieved in addition to the inputs, outputs and processes; ii. Each sub-sector programme will prepare a results matrix that will identify the specific results to be achieved under the programme and explain how the results are linked to the relevant national development (NDP3) goals; iii. During implementation, the performance monitoring, evaluation and reporting will focus on the results to be achieved from the relevant programmes in addition to the expenditures, outputs and the implementation processes; and iv. The performance assessments at regular intervals will focus on the achievement of results under each programme in addition to the expenditure performance, work process completion performance and outputs. 3.3 Sectoral and Sub-Sectoral Approach The NDP3 planning identified four major broad sectors 2 that represent the macro programme focus clusters, which are: Economic Sector Social Sector Security Sector Administration Sector All NDP3 goals are classified under these four major sectors. For example, the Economic Sector comprises 12 NDP3 goals; the Social Sector 8; the Security Sector 4; and the Administration Sector 2 (see Table 6). 3 Thus, all programmes that are economic in nature will 2 In NDP2, the word sector is used for broad sectors such as economic sector and social sector; for agriculture, mining, industry, construction, energy, transport, education, health, etc.; and for chapters in the NDP2 document. In NDP3, the word sector is used for broad sectors such as economic sector and social sector; and agriculture, mining, industry, construction, energy, transport, education, health, etc. are called sub-sectors. 3 The NDP3 Goals listed under the Sectors add up to 26, while the total number of NDP3 goals is only 21. The discrepancy arises because one or more NDP3 Goals listed under one sector are also listed under another sector(s)

18 be categorized under the economic sector and programmes that are social in nature will be categorized under the social sector, and so on. Table 6: Distribution of NDP3 Goals by Sectors A. ECONOMIC SECTOR (12 GOALS): 1. Adequate Supply of Qualified, Productive and Competitive Labour Force (KRA3) 2. Equality in Income Distribution (KRA4) 3. Increased and Sustainable Economic Growth (KRA4) 4. Increased Employment (KRA4) 5. Increased Smart Partnerships (KRA4) 6. Highly Developed and Reliable Infrastructure (KRA4) 7. Eradication of Extreme Poverty and Hunger (KRA5) 8. Optimal and Sustainable Utilization of Renewable and Non-renewal Resources (KRA6) 9. Environmental Sustainability (KRA6) 10. Innovative and Productive Usage of Information and Communication Technology (ICT) (KRA7) 11. Promote Regional Integration (KRA8) 12. Strengthened International Partnerships for Development (KRA8) B. SOCIAL SECTOR (8 GOALS): 1. Reduced Inequality in Social Welfare (KRA1) 2. A Society Imbued in Culture, Tradition, and Morality (KRA1) 3. Gender Equality (KRA1) 4. Enhanced and Sustained Participatory Democracy (KRA2) 5. Strengthened Rule of Law and Social Justice (KRA2) 6. Adequate Supply of Qualified, Productive, and Competitive Labour Force (KRA3) 7. Affordable and Quality Healthcare (KRA5) 8. Reduced Spread of HIV/AIDS and its Effects (KRA5) C. SECURITY SECTOR (4 GOALS): 1. Strengthened Rule of Law and Social Justice (KRA2) 2. Territorial Integrity (KRA2) 3. Promote Regional Integration (KRA8) 4. Contribution to Regional and Global Peace and Political Stability (KRA8) D. ADMINISTRATION SECTOR (2 GOALS): 1. Enhanced and Sustained Participatory Democracy (KRA2) 2. Strengthened International Partnerships for Development (KRA8)

19 Each sector is in turn broken down into sub-sectors that represent a specific focus area under that sector. Typically, there will be more than one sub-sector under a sector. For example, the economic sector will be divided into manufacturing, trade, agriculture, mining subsectors, and so on all of which are economic in nature and contribute to the economic sector. The sector and sub-sector approach will be used under the NDP3 for the purposes of systematic performance planning, monitoring, and reporting by the sectors and sub-sectors. An example of the hierarchy of sector, sub-sector, programme and activity structure and backward linkages is provided in Chart 2 on the next page. 3.4 Programme-Activity Approach for NDP3 In line with the sector and sub-sector approach that will be used for the NDP3, there will be added emphasis on results under the NDP3 with the use of a programme-activity approach. Under this approach, the specific programmes of intervention will need to be identified under each sub-sector directly linked to the sub-sector goals and NDP3 (national) Goals under the KRAs. These programmes will resemble a course of action or intervention actions under a sub-sector goal, NDP3 Goal and KRA to produce the desired results under that sub-sector goal, NDP3 Goal and KRA (see Chart 2). The formulation of such programmes will entail the identification of sets of activities under each programme that are expected to contribute to the desired results for that particular programme. If the programme is huge or complex, it may be further divided into subprogrammes, which would collectively contribute towards achieving the desired results under the programme. The sets of activities under a programme or sub-programme may resemble one or more projects. Thus, each programme (or sub-programme) will need to identify one or more sets of activities to help the programme achieve the desired results that contribute to achieving the sub-sector goal and NDP3 (national) Goal/s under the KRA. The outputs of these sets of activities are expected to help produce the specific outcomes and programme results that would address the sub-sector goal/s and NDP3 (national) Goal/s. Example: Under the agriculture sub-sector, food security would be a key programme and will have its specific goals and targets for ensuring food security. Under the programme, there may be one or more sub-programmes such as grains production and livestock production, with each having its own set of outputs and targets. Each of these sub-programmes will then comprise a set of activities that will contribute to achieving the agreed-upon outputs and targets under that sub-programme. For example, the Grains Production sub-programme will comprise activities such as the production of various types of grains, which would cumulatively contribute to increasing net grains production in the country. An activity such as wheat production will then need to identify the levels of wheat production and the proportion of its contribution to the total grains production in the country. In this way, every activity at the ground level will be linked backwards/upwards to a sub-programme or programme and the relevant sub-sector goal, and thence to the relevant NDP3 Goal (see Chart 2)

20 Chart 2: Sample Sector, Sub-sector, Programme and Activity Structure and Backward Linkages SAMPLE PROGRAM STRUCTURE DEVELOP- MENT GOAL POVERTY REDUCTION SECTOR SOCIAL SECTOR ECONOMIC SECTOR ADMIN. SECTOR SECURITY SECTOR SUB- SECTOR TRADE & INDUSTRIES AGRICULTURE MANUFACTURING PROGRAM NATURE CONSERVATION & SUSTAINABILITY FOOD SECURITY PROGRAM SELF-SUFFICIENCY INCOME GENERATION SUB- PROGRAM LIVESTOCK PRODUCTION MILLET PRODUCTION OILSEED PRODUCTION RICE PRODUCTION CEREALS PRODUCTION WHEAT PRODUCTION FRUIT PRODUCTION ACTIVITY LAND MANAGEMENT SEED & FERTILIZER SUPPLIES AGRI EXTENSION FINANCE SUB- ACTIVITY STAFF TRAINING FARMER TRAINING ADVISORY SERVICES CeDRE Malaysia

21 3.5 Teamwork Approach For each KRA, one or more themes have been identified. Each theme is assigned to a Lead Ministry (LM) to form a Thematic Working Group (TWG). Each TWG will include Government and non-government institutions under the relevant sub-sectors. These institutions are defined as Support Institutions (SIs). The TWGs are responsible for preparing thematic and sub-sector documentation that form part of the NDP3. Under a TWG, special Task Teams (TT) may be established, based on the specific sub-sectors that are relevant to the particular NDP3 Goal and KRA

22 4. Overall Policy Directions for NDP3 In 2004, Namibia witnessed the SWAPO Party returning to power with a majority representation in the Parliament in a free and fair democratic election. The SWAPO Party Election Manifesto is based on a commitment to peace, unity, security, economic growth, sustainable development and prosperity with equity and social justice, which are also integral elements of Vision In November 2005, the Cabinet held a special retreat to deliberate on the policy directions for NDP3. It then directed that the strategies to stimulate economic growth in NDP3 should include the following: encouraging domestic and foreign investment, improving productivity and innovation, enhancing technological development, developing quality human resources, and accelerating the transition to a knowledge-based economy. Drawing up on some of the lessons learned in implementing the NDP2, the Government decided to intensify rural development during the NDP3 period to reduce the persistent socioeconomic discrepancies between the rural and urban areas, as a large proportion of the country s population is concentrated in the rural areas. The Millennium Declaration adopted by all member States of the United Nations (UN) in September 2000 set out the key challenges facing humanity. It outlined a response to these challenges and established concrete measures for assessing performance through a set of interrelated goals on development, governance, peace, security and human rights. Thus, each of the Millennium Development Goals (MDGs) is associated with a series of time-bound targets and a number of indicators to assist in the systematic monitoring of national and global progress on the MDGs and the Millennium Declaration. An analysis of the above policy directions indicates that the overall theme for the NDP3 should be Accelerated Economic Growth through Deepening Rural Development

23 5.0 Key Result Areas and NDP3 Goals The Vision 2030, which is the policy framework for long-term national development, visualizes the National Development Plans (NDPs) as the main implementation mechanisms for achieving the Vision 2030 objectives. Therefore, the NDP3 (national) Goals are derived from, among others, the Vision 2030 objectives and the associated Key Result Areas (KRAs), which are listed in Table 5. The NDP3 goals are also guided by the sub-visions (as stated in the Vision 2030 document), the SWAPO Party Manifesto, the November 2005 Special Cabinet Retreat directives, the lessons learned in implementing NDp2, the prevailing macro-economic situation and the MDGs. The NDP3 goals are grouped under the respective KRAs. The NDP3 goals under each of the KRAs and the arrangements for coordinating the formulation and implementation of the NDP3 are presented in the following sub-sections. 5.1 KRA 1: Equality and Social Welfare In Namibia, inequality in social welfare is prominent among the vulnerable groups (youth, women, the elderly, the disabled and orphans). The youth aged 30 years and below are the majority in the population, the elderly aged 65 years and over make up 4.9 per cent, while the people living with disabilities (physical and mental handicaps) who are unable to be economically productive make up 5 per cent. The females comprise more than half of the population. They are under-represented in the political and other decision-making structures at all levels. According to the 2001 Population and Housing Census, 24 per cent of the total households in Namibia have a child under 15 years of age with only one parent. The proportion of children under-15 who have lost both parents is slightly over 3 per cent. These children are either looking after themselves or relying on extended family members (relatives) or friends for survival. Valuing the significant role that the youth (the country s future generation) will play in the economy, the NDP3 needs to prepare the youth educationally, socially and morally with adequate capacity to contribute to the country s development. Recognizing that the country is a culturally diverse and multi-ethnic society, the Constitution of the Republic of Namibia places great importance on culture and guarantees the right of every citizen to enjoy, practice, profess, maintain and promote their culture, language, tradition or religion without compromising the rights of others or the national interest. The process of sustainable development should therefore continue to be pursued within the context of cultural advancement, with an emphasis on unity through diversity. Under this KRA, three NDP3 goals are identified: i. Reduced inequality in social welfare, ii. A society imbued with culture, tradition and morality, and iii. Gender equality This KRA will be coordinated by the Ministry of Labour and Social Welfare. The NDP3 Goals, performance indicators and involved sub-sectors are identified in Table

24 Table 7: KRA 1 NDP3 Goals, Performance Indicators and Sub-Sectors Involved NDP3 Goal Performance Indicators Sub-Sectors a. Proportion (%) of vulnerable population benefiting from safety net programmes (by type) 1. Reduced inequality in social welfare 2. A society imbued with culture, tradition, and morality 3. Gender equality b. Percent reduction inequalities among marginalized groups/ segments of society (by type of inequality and category of beneficiaries) c. Proportion (%) of lower income groups with access to affordable housing /owning houses a. Percent population segments retaining/ practicing cultural values and traditions b. Number of national programmes that promote cultural values and traditions c. Proportion (%) of national and regional events that utilize and preserve traditions and culture a. Ratio of girls to boys in: i) Primary education ii) Secondary education iii) Tertiary education b. Proportion (%) of girls and boys completing education at: i) Primary education ii) Secondary education iii) Tertiary education c. Ratio of literate females to males of year old d. Share (%) of women in employment by sectors and categories of employment e. Proportion (%) of seats held by women in national parliament Welfare Agriculture Health Education Housing Water Civic Affairs Trade & Industries Tourism Fisheries Housing All (where relevant) Culture Education Youth Justice All 5.2 KRA 2: Peace and Political Stability Namibia s Constitution is the cornerstone of the country s multi-party democracy, which establishes the country as a sovereign, democratic and unitary State founded on the principles of democracy, the rule of law and justice for all. It contains a comprehensive guarantee of human rights and freedoms and obliges the State to strive for the welfare of the people. It also provides for an executive presidency with widespread powers balanced by those of the legislature and the independent judiciary. The President heads the Cabinet and appoints its members, who must be drawn from the directly-elected 72-member National Assembly. Elections take place every five years

25 The national policy on decentralisation provides for the delegation of certain Central Government functions to the Regional Councils. Before this can be done effectively, the Central Government should organise its Line Ministries on a regional basis and must produce clear comprehensive and coordinated plans for the delegation of functions to the Regional Councils. Such plans should provide for the availability of adequate financial resources, personnel and equipment to enable the Regional Councils to carry out the delegated functions. They should also delineate the precise operations to be delegated and the conditions subject to which the delegation is made. The Decentralisation Implementation Plan has been formulated to guide the whole process. However, the process is moving at a slow pace, resulting in frustrations at the regional level. Democracy and development are not possible unless peace and a common purpose are ensured. So far, the Government has succeeded in promoting a peaceful democracy with political stability, within the framework of the constitutionally-guaranteed rights and democratic principles; bringing about national reconciliation through affirmative actions. However, the crime rate and domestic violence mainly against women and children has increased over the past few years. This situation constitutes a violation of the victims human rights and has adverse effects on their social development. Under this KRA, three NDP3 goals are identified: i. Enhanced and sustained participatory democracy, ii. Strengthened rule of law and social justice, and iii. Territorial integrity This Key Result Area will be coordinated by the Ministry of Justice. The NDP3 Goals, performance indicators and involved sub-sectors are identified in Table 8. Table 8: KRA 2 NDP3 Goals, Performance Indicators and Sub-Sectors Involved NDP3 Goal Performance Indicators Sub-Sectors a. Number of political parties participating in Internal parliamentary elections. Security b. Number of complaints about free and fair elections Justice c. Proportion (%) of seats held by women in national Legislature parliament & at sub-national levels Governance d. Number of new formal regional representation Civic Affairs structures 4. Enhanced and sustained participatory democracy 5. Strengthened rule of law and social justice e. Number/percentage of central functions decentralized to regional/lower jurisdictional levels a. Percent detainees with access to legal representation in functional judicial system b. Number of Courts (by category) per region/ district c. Average waiting period (in days) for judicial hearing (all categories) d. Score on Corruption Index e. Crime Rate (or index) by category and region f. Percent or number of vulnerable groups having access to social protection/social services Internal Security Justice Civic Affairs Governance