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Strategic Plan 2008/2009 – 2012/2013 Rundu Town Council
Rundu Town Council
Strategic Plan 2008/09 – 2012/2013
NOVEMBER 2008
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Strategic Plan 2008/2009 – 2012/2013 Rundu Town Council
Table of Contents
Foreword by the Mayor of Rundu 3
Acknowledgement by the Chief Executive Officer 4
Abbreviations and Definition of Terms 5
Technical Terms 6
Executive Summary 9
1. INTRODUCTION 12
1.1 Introduction and Background 12
1.2 The Purpose of a Strategic Plan & the Balanced Scorecard 14
1.3 The Linkage to the High Level Initiatives 17
2. RTC HIGH LEVEL STATEMENTS 21
3. RTC STRATEGIC THEMES AND OBJECTIVES 25
3.1 Strategic Issues and Themes 25
3.2 The Strategy Map (indicating Objectives linked to Themes) 26
4. THE ORGANISATIONAL SCORECARD 27
4.1 Performance Indicators (Measures) 27
4.2 Targets and Benchmarking 28
4.3 Initiatives and Resources 29
4.4 Cascading the Organisational Scorecard 30
4.5 The Organisational Scorecard Outcomes 31
5. CRITICAL SUCCESS FACTORS 35
Annexure A: The RTC Situational Analysis Outcomes 37
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FOREWORD
By the Mayor
The emphasis being placed on strategic planning today in organisations in Namibia and abroad reflects the proposition that there are significant benefits to gain through an explicit process of formulating strategy, to insure that at least the policies (if not the actions) of functional departments are coordinated and directed at some common set of goals in our journey of achieving our vision: “A city of diverse opportunities and a centre of socio-economic excellence”. Almost never do we find one person who has an intuitive grasp of all fields of knowledge that are relevant to a major challenge…in general, and especially when the choice is not between two but among many alternatives, systematic analysis is essential. And wherever the relevant factors are diverse and complex, as they usually are in community challenges, unaided intuition is incapable of weighing them and reaching a sound decision. Therefore, we need the collective vision and efforts of the Namibian nation at large to achieve regional and local community successes, which in turn – when achieved – should assist society at large in realising the overall vision of our great Nation (Vision 2030): “A prosperous industrialised Namibia, developed by her human resources, enjoying peace, harmony and political stability.” The Rundu Town Council‟s Strategic Plan was developed by aligning the local strategic imperatives to the overall developmental goals as pragmatically disseminated in the Third National Development Plan (NDP3), which was launched on 26 November 2008 by His Excellency, Hifikepunye Pohamba, the President of the Republic of Namibia. NDP3 in turn was developed from lessons learnt from NDP2 as well as from strategic imperatives defined in Vision 2030, the 2004 SWAPO Party Election Manifesto, the November 2005 Special Cabinet Retreat; and the Millennium Development Goals. The primary theme of NDP3 is: “Accelerating Economic Growth through Deepening Rural Development”. It is imperative to internalise that fact that the Rundu Town Council‟s Strategic Plan, like all Regional Councils and Local Authorities‟ Plans, is the primary driver in our shared journey of achieving the NDP3 goals and metrics. Hence, it is of critical importance that we need the support and assistance of all our stakeholders to achieve the objectives, performance indicators, targets and strategic projects as defined in our five-year strategic plan. This team based performance approach is well articulated by the NDP3 slogan: “Together we Can!” I therefore would like to call on all Rundu Town Council stakeholders to take our hands on this journey of implementing, monitoring and evaluating our strategic plan in our quest for continuous improvement towards realising our vision. ………………………………………. Joseph Mukoja Mayor of Rundu
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ACKNOWLEDGEMENT
Henry Mintzberg‟s wrote in his book, The Rise and Fall of Strategic Planning”: “Planning is not really defended for what it does but for what it symbolises. Planning, identified with reason, is conceived to be the way in which intelligence is applied to social problems. The efforts of planners are presumably better than other people’s because they result in policy proposals that are systematic, efficient, coordinated, consistent, and rational. It is words like these that convey the superiority of planning. The virtue of planning is that it embodies universal norms of rational choice.” The Rundu Town Council needs to acknowledge the „efforts of our planners’ that assisted us in guiding us through the strategic planning process to arrive at a final Strategic Plan to serve as baseline to develop our management plans going forward. We need to acknowledge the following parties for their continued support, guidance, high levels of energy and specialist know-how:
The Ministry of Regional and Local Government and Housing for their strategic guidance and expressed strategic intent;
The Rundu Town Council‟s Councillors and all community leaders for their commitment to this strategic planning process and to the socio-economic development of our town;
The Senior Leadership Cadre of the Rundu Town Council for their commitment and perseverance to derive the final strategic outcomes;
Dr. Rudi Koekemoer from Visions Consulting for his dedication, guidance and specialist know-how during his consulting association with us;
Each and every staff member that assisted with the logistical arrangements and in ensuring that this process was driven to a conclusion.
All our Rundu Town Council Teams in the various units that will assist us in executing our strategic plan so that we can become the performance benchmark within the Public Service of Namibia.
Luxembourg Agency for Development Cooperation for funding this strategic project. I would like to express my gratitude to each and every thinker and doer that will assist us to achieve our vision!
………………………………………. Romanus N. Haironga Chief Executive Officer
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ABBREVIATIONS AND DEFINITION OF TERMS
Abbreviations:
Acc - Accountability (for objective)
BSC - Balanced Scorecard CI - Continuous Improvement
CSF - Critical Success Factor(s) EU - European Union GRN - Government of the Republic of Namibia
ICT - Information and communication technology KM - Knowledge management
KRA - Key Result Area (in NDP3) LA - Local Authority Mgt - Management
MoF - Ministry of Finance MoJ - Ministry of Justice
MTI - Ministry of Trade and Industry MWTC - Ministry of Works, Transport and Communication MOLSW – Ministry of Labour and Social Welfare
NPC - National Planning Commission NDP 3 - National Development Plan 3
NGO - Non-governmental Organisations OD - Organisational development O/M/A - Office/Ministry/Agency
OPM – Office of the Prime Minister PA - Performance Agreement (individual performance contract)
PESTLE - Political, Economic, Social, Technological, Legal and Environmental Analysis PI - Performance indicator
PMS - Performance Management System (of Namibia) Pr - Priority
Q - Quarter RC - Regional Council R&D - Research & Development
RDCC - Regional Development Co-ordinating Committee SFA - Strategic Focus Area
SJO - Self/Jointly/Outsource SWOT - Strengths/Weaknesses/Opportunities/Threats
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TECHNICAL TERMS
Balanced Scorecard - a strategic management system with a balanced set of linked objectives and performance indicators in different perspectives; valuable for
establishing and communicating an organisation‟s vision, mission and strategy to stakeholders and for the alignment of day-to-day work to strategy.
Benchmarking - a systematic, deliberate and thorough search for best practices that would lead to performance improvement when adapted into your organisation. It is a systematic learning process to close the performance gap. It involves
planning, data collection, analysis and design, implementation, monitoring and adjustment.
Cascaded - a series of interventions through which an organisational aspect/concept (such as an objective) is passed from the higher to lower levels (to units) in a manner applied to each level, ensuring buy-in and resulting in aligned
thinking and effort throughout the organisation.
Information Systems - interrelated components working together to collect,
process, store, and disseminate information to support decision making, coordination, control, analysis, and visualisation in an organisation.
Initiative - current and future activities, projects and programmes the organisation
is engaged in to help ensure it meets or exceeds its performance targets. Initiatives drive strategic performance. Initiatives are not ends in themselves, but means by
which the organisation achieves its strategic objectives.
Intervention – An OD intervention can be any of the following types of measures or activities to improve organizational performance: Human Process; Techno-
structural; Human Resource Management and Strategic.
Knowledge Management - a systematic process of creating and leveraging
organisational knowledge; involving discovery, codification, capturing, storage, sharing, dissemination and integration of new knowledge into the organisation for improved viability, growth and value. It integrates people, processes and
technology.
Lagging – referring to strategic objectives or PIs as part of outputs or outcomes
(used in the BSC and the Excellence models).
Leading - referring to operational objectives or PIs as part of inputs and processes (used in the BSC and the Excellence models).
Mission - the mission statement defines the nature and core purpose of the organisation and is based on its mandate as expressed in specific legislation.
Objective - a specific (definable), concrete (measurable), short-term statement of a desired result, condition or accomplishment towards the achievement of strategic
and management plans.
Outcome - the consequence, effect, impact and/or payoff(s) of achieving specific objectives/results, especially where direct effect is extremely difficult to measure.
Outputs – the services delivered or products produced.
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Performance Indicator(s) (PIs) – these refer to the objective and not the initiatives; PIs are the agreed upon measure(s) in terms of cost, time, quality or
quantity (CTQQ) used to determine effective performance and achievement of the objective. PIs make objectives „SMART‟ – specific, measurable, achievable, realistic
and time-bound. PIs with their targets are used to assess achievement, indicate progress, or the lack thereof, towards achieving the objective
Performance Target - the target for each PI can be expressed in different units,
e.g. percentage, N$, number, frequency and date (sometimes referred to as TCQQ – Time, Cost, Quality and Quantity); the target is an agreed quantifiable performance
level or change in level to be attained by a specific date and often based on benchmarking.
Performance Verification - the process through which the validity and reliability of
performance information is determined, with the aim to develop a holistic picture of and improve the performance within the unit/O/M/A.
Project Management – the application of knowledge, skills, tools and techniques to project activities in order to meet or exceed stakeholder needs and expectations from a project.
Programme Management - a combination or grouping of related projects, together achieving a common objective or theme.
Strategy - strategy starts with the present and moves the organisation to the future. Strategy asks three questions: “Where are we now?” (by analysing our
internal and external environment); “Where do we want to go?” (where is our preferred destination in say 5 years?); “How do we want to get there?” (our roadmap). Strategy represents the broad priorities adopted by the organisation in
recognition of its operating environment and in pursuit of its mission.
Strategy Map – the inter-relationship among objectives and measures that
together visually describe the organisation‟s strategy.
Strategic Focus Area – a priority or focus area, a theme, a high level objective or cluster of related objectives, sometimes called a goal. Typically strategic focus areas
are formed around broad service areas.
Strategic Plan - the document capturing the strategic critical issues and strategies
towards attaining the organisational purpose and direction as developed by the organisation. ; Strategic Planning - a process through which an organisation determines its strategic direction by setting clear objectives, including high level
statements (vision, mission, core values) on a long term basis.
Structure - the systematic grouping and coordination of a variety of functions,
tasks, hierarchies and resources (human, physical, financial and information) through an analysis of the work required - in a way that all management, supervisors and staff members have a clear understanding of their duties and how
they work effectively together towards the organisational vision, mission and objectives.
Values – values determine the way things get done in the organisation. Values are timeless guiding principles, deeply held beliefs within the organisation and
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demonstrated through the day-to-day behaviours of all employees. The organisation‟s values make an open proclamation about how it expects everyone to
behave.
Vision - the vision is the attractive and desirable picture of the future organisation,
in say 5 or 10 years time, in terms of its likely physical appearance, location, size, image, products/services/activities, customers, processes, performance, staffing, capacities, etc. Vision translates mission into something really meaningful.
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EXECUTIVE SUMMARY
The RTC engaged a highly pragmatic participative strategic planning process during
2008 to identify the core strategic imperatives that would enable the RTC to achieve its
statutory mandate, through directly working to achieve the NDP3 development goals
which in turn – when achieved - should ultimately contribute to the achievement of the
RTC high level statements within the context of Vision2030.
A well known strategist, Henry Mintzberg, states in his book The Rise and Fall of
Strategic Planning (1994:10-11): “Planning, of course, is not a separate, recognisable
act…Every managerial act, mental of physical is inexorably intertwined with planning. It
as much a part of every managerial act as breathing is to the living human…Planning is
required when the future state that we desire involves a set on interdependent decision;
that is, a system of decisions…the principle of complexity in planning derives from the
interrelatedness of the decisions rather than from the decisions themselves…”.
The RTC defined its vision as: “A city of diverse opportunities and a centre of socio-
economic excellence”. The manner in which this should be achieved will be through the
RTC‟s mission: “We provide affordable, sustainable municipal and development services
through effective management and sound governance in the interest of our
stakeholders.” However, the RTC also acknowledged that the Council would need to
achieve its mission by working within an acceptable behaviour framework which is
expressed though the Council‟s six core values of (i) Integrity, (ii) Equity, (iii)
Transparency, (iv) Dedication, (v) Innovation and (iv) Professionalism.
The RTC will focus on twenty-five (25) strategic objectives defined within three Strategic
Themes: (i) Resource Management, (ii) Municipal and Development Services
Management and (iii) Stakeholder / Customer Care.
The RTC Scorecard reflects that the Ministry needs to implement, manage and report
quarterly on twenty-five (25) Strategic Objectives; thirty-three (33) Measures; and
sixty-four (64) Strategic Initiatives/Projects, which should be sufficiently resourced.
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It should be emphasised that the RTC Scorecard should be a dynamic (working)
strategic document and hence it will be managed and maintained on a continuous basis
while version updates should be archived for future reference.
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A prosperous and industrialised Namibia, developed by her human
resources, enjoying peace, harmony and political stability.
Vision 2030 envisages making Namibia a prosperous and industrialised country,
developed by her human resources, enjoying peace, harmony and political
stability. The NDP‟s primary aim is: “sustainable and equitable improvement in
the quality of life of all people in Namibia”. Without doubt, we need economic
growth and diversification to achieve full industrialization and sustainable
development. The emphasis is on the welfare of the people, aiming at human
development, equitable and balanced growth with a growing industrial sector.
The RTC‟s vision, mission and objectives in this Strategic Plan were developed
in line with the NDP3 and the long-term vision for Namibia - Vision 2030. It is
therefore imperative to pinpoint that the RTC is striving to substantially
contribute towards Vision2030 within its mandate.
“ Namibia Vision 2030 presents a clear view of where we are,
where we want to go from here, and over what time frame. It is a
vision that will take Namibia from the present into the future; a
vision that will guide us to make deliberate efforts to improve the
quality of life of our people.”
His Excellency Founding-President Sam Nujoma
“Let us smile and take that smile with us
into tomorrow as we continue to work
hard to attain socio-economic
development within the framework of
Vision 2030, which is our roadmap for
peace, stability, security
and socio-economic development.”
His Excellency President Hifikepunye
Pohamba
Strategic Plan 2008/2009 – 2012/2013 Rundu Town Council
1. INTRODUCTION
1.1 Introduction and Background
The Government of the Republic of Namibia has embarked on a Public Reform
Initiative aimed at making the Namibian public service a performance driven
organisation. The ultimate objective is to foster operational efficiency within the public
service system and ensure improved service delivery to its customers in order to
meaningfully achieve its goals as enshrined in Vision 2030. To achieve its objectives,
the GRN has embarked on strategic planning initiatives using the Balanced Scorecard
methodology.
In this regard, the RTC engaged in strategic planning to develop a comprehensive five
(5)-year strategic plan based on the Balanced Scorecard Methodology. The RTC
indicated its desire to set a strategic tone in the development of a highly pragmatic
strategic plan, which would be realistic, measurable, verifiable and eventually make all
RTC officials accountable for desired outcomes in an effort to serve all of its
stakeholders effectively and efficiently in line with its (a) mandate, (b) vision, (c)
mission and (d) values (behavioural framework).
The RTC further expressed its desire to (1) develop the „Organisational Strategy‟ for
the RTC in direct consultation and workshop engagement with the relevant and
appropriate senior officials and all of its functional units; then to (2) cascade the
overall Organisational Scorecard to functional unit level with (3) clearly defined and
linked objectives and (4) assignment of metrics, targets, accountabilities and
responsibilities for the relevant identified initiatives / projects within each unit and
then to ensure that the various aligned scorecards are implemented by the senior
officials by taking ownership of their assigned and mutually agreed upon deliverables
and outcomes.
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This process forms the foundation for the RTC to progressively cascade the unit
scorecards further to individual performance agreement level, which would then
ensure compliance to the Performance Management System (PMS).
The crux of the RTC‟s expressed need is to ensure aligned strategic leadership that (1)
understands the strategic planning process, methodology and its implications, (2)
comprehends the importance of cross functional alignment and strategic focus
(interdependencies) to (3) ensure that the vision is achieved.
The RTC appointed Visions Consulting in August 2008 to facilitate the development of
its 2008/9-2012/13 Strategic Plan by reviewing and aligning the five (5) year strategic
plan to the required Model which would enable the RTC to cascade it to relevant
Management Plans and individual performance agreement levels.
The main strategic consultative workshops facilitated were:
a) The Situational Analysis Workshop, Development of High Level Statements
and defining the RTC Strategy Map (1): 7 – 10 October 2008.
b) The Strategic Planning Workshop: Strategy Map and RTC Scorecard
Metrics (2): 18 – 19 November 2008.
c) Continuous Consultations to agree on the relevant Scorecard elements (3):
October – November 2008.
The RTC defined its high level statements, developed strategic themes and corporate
objectives as well as the Strategy Map and Organisational Scorecard.
The strategic performance indicators, targets, accountabilities and resource
requirements were identified during the highly participative Strategic Planning
Workshops.
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1.2 The Purpose of a Strategic Plan and the Balanced
Scorecard Methodology
A new approach to strategic management was developed in the early 1990's by Drs.
Robert Kaplan (Harvard Business School) and David Norton. They named this
system the 'Balanced Scorecard'. Recognising some of the weaknesses and
vagueness of previous management approaches, the balanced scorecard approach
provides a clear prescription as to what organisations should measure in order to
'balance' all the perspectives.
The Balanced Scorecard is a management system (not only a measurement
system) that enables organisations to clarify their vision and strategy and translate
them into action. It provides feedback around both the internal business processes
and external outcomes in order to continuously improve strategic performance and
results. When fully deployed, the Balanced Scorecard transforms strategic planning
from an academic exercise into the nerve centre of an organisation.
Kaplan and Norton describe the innovation of the Balanced Scorecard as
follows:
"The Balanced Scorecard retains traditional financial measures. But financial measures tell
the story of past events, an adequate story for industrial age companies for which
investments in long-term capabilities and customer relationships were not critical for
success. These financial measures are inadequate, however, for guiding and evaluating the
journey that information age companies must make to create future value through
investment in customers, suppliers, employees, processes, technology, and innovation."
The Balanced Scorecard suggests that we view the organisation from four
perspectives, and to develop metrics, collect data and analyse it relative to each of
these perspectives:
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The Balanced Scorecard and Measurement-Based Management
The Balanced Scorecard methodology builds on some key concepts of previous
management ideas such as Total Quality Management (TQM), including customer-
defined quality, continuous improvement, employee empowerment, and - primarily -
measurement-based management and feedback.
The Balanced Scorecard incorporates feedback around internal business process
outputs, as in TQM, but also adds a feedback loop around the outcomes of business
strategies. This creates a "double-loop feedback" process in the Balanced
Scorecard.
You can't improve what you can't measure. So metrics must be developed
based on the priorities of the strategic plan, which provides the key business drivers
and criteria for metrics that managers most desire to watch. Processes are then
designed to collect information relevant to these metrics and reduce it to numerical
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form for storage, display, and analysis. Decision makers examine the outcomes of
various measured processes and strategies and track the results to guide the
company and provide feedback.
So the value of metrics is in their ability to provide a factual basis for
defining:
Strategic feedback to show the present status of the organisation from
many perspectives for decision makers.
Diagnostic feedback into various processes to guide improvements on a
continuous basis.
Trends in performance over time as the metrics are tracked.
Feedback around the measurement methods themselves, and which
metrics should be tracked.
Quantitative inputs to forecasting methods and models for decision
support systems.
The goal of making measurements is to permit managers to see their organisation
more clearly - from many perspectives - and hence to make wiser long-term
decisions.
A major consideration in performance improvement involves the creation and use of
performance measures or indicators. Performance measures or indicators are
measurable characteristics of products, services, processes, and operations the
organisation uses to track and improve performance. The measures or indicators
should be selected to best represent the factors that lead to improved customer,
operational, and financial performance. A comprehensive set of measures or
indicators tied to customer and/or organisation performance requirements
represents a clear basis for aligning all activities with the company's goals. Through
the analysis of data from the tracking processes, the measures or indicators
themselves may be evaluated and changed to better support such goals.
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1.3 The Linkage to the High Level Initiatives
The “Strategy Diamond” as shown in the figure hereunder, as described in the
GRN PMS Module 3, depicts the strategic planning process from strategic
leadership to the functional teams, step by step. The first eight stages comprise
the strategic planning process and the last two strategy execution.
Strategy DiamondStrategy Diamond
The organisational strategy is developed in stages 1 to 7. Unit management
plans are developed in stage 8 (cascaded from the strategic plan) which clearly
states the roles of the group and individuals in performing specific duties and
projects within specific timeframes and budgets. In this way the individual is
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linked to the vision and can clearly see his/her contribution to the corporate
vision realisation.
In stages 9 and 10 the strategy/management plans are executed and
progress/performance regularly measured, evaluated and verified with a
feedback loop towards Continuous Improvement (CI).
Vision 2030
National Development
Plans (NDPs)
Medium Term Plans
(MTPs/MTEF/PEMP)
Performance
Management System
(PMS)
Service Delivery
Improvement Initiatives
(SDIIs)
Human Resources
Information
Management System (HRIMS)
Strategic Plans
Management Plans
Performance
Agreements
Personal
Development Plans
Performance
Assessments
Performance
Recognition
PUBLIC SERVICE
REFORM
INITIATIVES (PSRIs)
Organisation &
Establishments
Human Resources Plans
Personnel Administrative
Measures
Post Profiles
Job Evaluation & Grading
Human Resources
Development Plans
De
se
ntr
ali
sat
ion
National
Sectoral
Office/Ministry/Agency
Unit to Individual
Employees
Delivery &
Mgt
Processes
& Systems
Citizens Societal
Impact
Guide
e-Hand-book
Employee
Satisfaction
Survey
Strategic
Generic
Programmes
Common
Assessment
Framework
(CAF)
e-Gover-
nance
Customer
Service
Charters
Service
Directory
Customer
Satisfaction
Survey
Customer
Feedback
System
Charter
for the Public Service in Africa
PEMP
African
Governance
Inventory
(AGI)
The RTC aligned their Strategic Planning Process and substantive content to the
strategic intent of the High Level Statements of Namibia: Vision 2030 and NDP3.
Hence, the premise is that the RTC will directly contribute to the achievement of
Vision 2030 and NDP3.
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The NDP3 formulation is based on the country‟s long-term aspirations under Vision 2030 and
also takes into account the SWAPO Party Manifesto with its commitment to (i) peace, (ii)
unity, (iii) security, (iv) economic growth, (v) sustainable development and (vi) prosperity
with equity and social justice, which were also drawn from Vision 2030.
1. Equality & Social
Welfare
Reduced inequality in social welfare
A society imbued with culture, tradition & morality
Gender equality
2. Peace and Political
Stability
Enhanced & sustained participatory democracy
Strengthened rule of law & social justice
Territorial integrity
3. Productive &
Competitive HRs & Institutions
Adequate supply of a qualified, productive &
competitive labour force
4. Competitive Economy through macro-economy
Equality in income distribution
Increased and sustainable economic growth
Increased employment
Increased smart partnerships
5. Competitive economy through Infrastructure Highly developed & reliable infrastructure
6. Quality of Life Affordable & quality healthcare
Reduced spread of HIV/AIDS & mitigation of effects
Eradication of extreme poverty & hunger
7. Sustainable Utilisation of NRs
Optimal & sustainable utilisation of renewable &
non-renewable resources
8. Environmental
Sustainability Environmental sustainability
9. Knowledge Based & Technology Drive Nation Innovative & productive usage of ICT
10. Regional & Global
Stability & Integration
Promoted regional integration
Strengthened international partnerships for
development
Contribution to regional & global peace & political
stability
NDP3 KRAs and Goals
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The NDP3 formulation also takes into account the Millennium Declaration with a focus
on (i) development, (ii) governance, (iii) peace, (iv) security and (v) human rights.
By 2015 all UN member states, including Namibia, have pledged to:
Eradicate extreme poverty and hunger
Achieve universal primary education
Promote gender equality and empower women
Reduce child mortality
Improve maternal health
Combat HIV/AIDS, malaria and other diseases
Ensure environmental sustainability
Develop a global partnership for development.
The Theme for NDP3 as defined by the National Planning Commission is:
“Accelerating Economic Growth through Deepening Rural Development”
The RTC realised – with special reference to Vision 2030, NDP3, the SWAPO Manifesto
and the Millennium Development Goals - that to “provide affordable, sustainable
municipal and development services through effective management and sound
governance in the interest of our stakeholders”, is aligned to the strategic intent of
Vision 2030.
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2. RTC HIGH LEVEL STATEMENTS
The following RTC High Level Statements were defined during the highly consultative
and participatory Strategic Planning Workshops with the Councillors and
Stakeholders:
Rundu Town Council
Local Authorities Act (Act 23 of 1992), as amended.
The municipal services rendered by the Town Council as required by the law are:
• Provision of water
• Provision of serviced land
• Provision of electricity
• Sewerage and water drainage system
• Provision and maintenance of roads and sidewalks
• Local economic development
• Public open spaces, sport fields and cemeteries
• Vehicle registration and licensing
• Public transport services
• Housing schemes
• Solid waste management
• And any other responsibilities directly related to the town
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Our Mission:
We provide affordable, sustainable municipal
and development services through effective
management and sound governance in the
interest of our stakeholders.
Our Vision:
A city of diverse opportunities and a
centre of socio-economic excellence.
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Our Core Values:
• Integrity
We uphold the highest ethical standards
and are always honest and fair in everything we do.
• TransparencyWe are in the service of our stakeholders
and therefore we will openly share all relevant information with all concerned.
• EquityWe treat all people the same irrespective of the many things that make us different from
one another.
• DedicationWe are committed to serve the interests of the RTC and always deliver on our
performance promises.
• InnovationWe are in the pursuit of excellence in everything we do and therefore we are
committed to continuous improvement.
• ProfessionalismWe will uphold our Code of Ethics at all
times in the best interest of all our
stakeholders.
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Our Code of Ethics:
Excellent Service Delivery:
Assuring stakeholders of Council‟s dedication to manage the town to the advantage of residents, in
accordance with the sound principles entrenched in the Local Authorities Act, 1992.
Professionalism:
Managing the town and infrastructure by maintaining clear standards and measures, rendering prompt
action, personal attention, professional services and the continuous improvement of excellence.
Efficiency:
Assuring stakeholders that Council will utilise resources and procure services in a most optimal way to
ensure that the town effectively provides for the needs of all residents and stakeholders.
Safety:
Adhering to and enforcing required standards and measures to promote a safe and crime free town for
residents and stakeholders.
Transparency:
Adhering to ethical standards and legal requirements in all the operations of the Town Council, the
Council shall be honest, fair, open and equitable in whatever it does.
Social Responsibility:
Conducting our business and including procuring service with due consideration to our social
responsibility and in line with the pertinent Government policies regarding the Namibian socio-
economic environment.
Communication:
Open and frank communication within the Council and with all stakeholders on issues that may affect
them.
Environmental Awareness:
Incorporating in our town‟s development, economic evaluation, together with our subsequent
operational activities an environmental impact assessment, complying with the requirements of any
regulations to cause the least possible disruption of the environment and promotion of measures to
ensure environment sustainability.
Capacity Building:
Ensuring that Council acquires and retains qualified, competent and committed human resources
capable of securing stakeholders trust relevant to the management of the town‟s affairs.
Page 25 January 24, 2010
Strategic Plan 2008/2009 – 2012/2013 Rundu Town Council
3. STRATEGIC THEMES AND OBJECTIVES
3.1 Strategic Issues and Themes
The strategic challenges / issues that emerged from the Situational Analysis (refer
to Annexure A) were captured in the Scorecard Perspectives hereunder:
Str
ate
gic
Iss
ues
Stakeholder Perspective
We have a weak reputation and need to address it.
Our corporate image needs enhancement.
We need to develop strategies to provide better customer care.
We need to improve our communication and relationship with our stakeholders.
We need to recognise all our interest groups.
We need to strengthen our strategic alliances.
Our focus should be on exceptional service delivery.
Financial Perspective
Our collection of revenue / dues need urgent attention.
We need to increase our sources of funds – increase revenue / tax base.
Special ef fort should be made to attract investors by creating a conductive investment climate.
Participatory budgetory processes should be embraced and implemented.
We need to ensure prudent f inancial management.
Internal Business Perspective
We should improve our operational processes and provision of municipal services.
Provision of Land
New Civic Complex Needed
Physical Inf rastructure Development
Outdated Equipment
Poor Utilities
Need to develop and implement policies, procedures, manuals and guidelines
We need to strengthen our decision making processes.
We need to strengthen governance and management approaches.
We need to become more ef f icient in our processes and tacit routines.
We need to manage our contractual relationships better.
Upgrade ICT
Learning & Growth Perspective
We need to develop the trust-relationship between staf f members.
We need to multi-skill our staf f to be f lexible.
The motivational levels and general attitude of staf f is very low. We need to address this as a matter
of priority.
Our organisational structure does not allow us to execute our mandate.
We need to have Team Building.
Staf f needs development in ef fective interpersonal skills.
Staf f are not suf f iciently experienced and lack specialised skills.
Signif icant ef forts should be made to develop the competencies of our staf f.
Our conditions of service should be more competitive.
We do not have a spirit of innovation, which should be created and harnessed.
Strategic Plan 2008/2009 – 2012/2013 Rundu Town Council
3.2 Strategy Map (indicating objectives linked to themes):
The Strategy Map was developed by analysing the Situational Analysis Outcomes,
defining Strategic Themes and by defining objectives – aligned to NDP3 - that the RTC
would either have control over or would be able to influence in its strategic quest to
achieve its mandate and strategic destination.
RM7:Improve Staff
Competencies.
RM6: Recruit & Retainthe Right People inthe Right Positions
RM12:Develop a Performance Driven Culture
RM3: Enhance RevenueCollection / Recovery
SC1: ProvideAffordable & Innovative Services to our Customers
MD6: Improve Asset
Management
SC6:Improved Sustainability of
Development Projects
RM1: Securing of Sufficient Funds
Theme 3: Stakeholder / Customer Care
Theme 2: Municipal and DevelopmentServices Management
A city of diverse opportunities and a
centre of socio-economic excellence.
Theme 1: Resource Management
We provide affordable, sustainable municipal and development services through effective management and sound
governance in the interest of our stakeholders
RM4: EnhanceFinancial
Management
RM9: Improve & Maintain
Advanced ICT
SC5:Improved StakeholderRelations &
Support
RM2:Increase Sources of Funds
SC3: Improve Stakeholder
Consultation &Communication
RM5: Improve Conditions of Employment
MD4: DevelopCivic Complex
MD3: Develop Suitable
Infrastructure
MD5: Develop
Erven
MD7: Strengthen Corporate
Governance
RM10: Improve Labour Relations
Management
SC4:Improved Customer Care &Value Addition
A city of diverse
opportunities and a
centre of socio-economic
excellence.
MD2: ImproveDaily Operation of
Administration
RM8:Improve &Maintain Employee
Wellness.
SC2: ImproveCommunity
Wellness
RM11: Develop &Maintain Equitable
Workforce
MD1: ImproveSafety, Health &
Environment
Our Core Values are:IntegrityWe uphold the highest ethical
standards and are always honest
and fair in everything we do.
TransparencyWe are in the service of our
stakeholders and therefore we will
openly share all relevant information
with all concerned.
Equity
We treat all people the same
irrespective of the many things that
make us different from one another.
Dedication
We are committed to serve the
interests of the RTC and always
deliver on our performance
promises.
Innovation
We are in the pursuit of excellence
in everything we do and therefore we
are committed to continuous improvement.
Professionalism
We will uphold our Code of Ethics at
all times in the best interest of all our stakeholders.
Page 26
Page 27 January 24, 2010
Strategic Plan 2008/2009 – 2012/2013 Rundu Town Council
4. THE ORGANISATIONAL SCORECARD
4.1 Measures
A measure is a performance metric that will reflect progress against an objective.
The measure and its target should be regarded as part of the objective, making it
measurable. A measure is an agreed indicator to be used to determine progress
made, or the lack thereof, towards achieving each objective. A measure must be
quantifiable to track progress. To develop meaningful measures, one has to
understand desired inputs and the processes that are used to produce outputs
and eventually outcomes. Leading measures are predictors of future performance
and lagging measures are outcomes. Measures are used by organisations to
measure individual staff member, Unit and overall organisational performance.
Objectives and their Measures need to be SMART(A):
Each objective should therefore have at least one measure, but preferably not
more than three (to prevent complexity). Each measure should have a unit of
measurement and a target. Measures could be classified in terms of: Time
Specific: Measures should be expressed in clear and specific terms, indicating/measuring
specific actions required in the individual job;
Measurable: Measures should be quantifiable to a large extent, that is based on
behaviour that can be observed and documented and is job-related;
Agreed to: Measures should be based on genuine prior two-way consultation;
Realistic: Measures should be realistically achievable; giving the team member a
significant degree of control over achievement of the measure; considering the realities of
the work environment;
Timely: Measures should have an appropriate time frame; relevant information should be
collected „as it happens‟ or within a short time afterwards;
Aligned: Individual measures need to be directly linked to objectives and performance
indicators; they need to reflect the values; they need to be linked to other HR-related
functions (e.g. training and reward).
Page 28 January 24, 2010
Strategic Plan 2008/2009 – 2012/2013 Rundu Town Council
(date/duration/frequency), Cost (N$), Quality (Satisfaction index or %) and/or
Quantity (number or %) - TCQQ.
4.2 Targets and Benchmarking
A target is a quantifiable standard for each measure. Performance targets are the
expected levels or standards of performance to be reached within specific
timeframes for each objective. Targets help the organisation to monitor progress
towards objectives and communicate expectations for departments and the
organisation.
Targets have to be challenging and be raised over time, but to remain achievable.
Initially targets may be estimated guesses, but over time these targets have to
conform to best practices by comparing what are the benchmark targets in the
industry. Industry refers to similar types of services offered by others in the region
or globally.
Benchmarking is a systematic, deliberate and thorough search for best practices
that would lead to performance improvement when adapted in your organisation.
The benchmarking process is therefore a systematic learning process to close the
performance gap. It involves planning, data collection, analysis and design,
implementation, monitoring and adjustment.
It provides measures and targets as tools to identify inefficiencies and to improve
business processes. The appropriateness of benchmarks should be reviewed in the
performance verification process.
Page 29 January 24, 2010
Strategic Plan 2008/2009 – 2012/2013 Rundu Town Council
4.3 Initiatives & Resources
How do we achieve our targets for each measure? – Through initiatives
or projects.
Initiatives are where the action is.
The BSC links the strategic objectives with initiatives or projects. In this
way resource allocation is based on the strategy.
Initiatives are defined as current and future activities or projects the RTC
is engaged in to help ensure it meets or exceeds its performance targets.
Initiatives drive strategic performance. Initiatives are not ends in
themselves, but means by which the RTC will achieve its defined strategic
objectives. Through the initiatives the RTC will reach its targets and
achieve its objectives.
But initiatives require resources: financial, human and structural.
These normally need to be managed by means of project management
principles, tools and techniques. It is therefore important to measure
initiative progress through project management tools and techniques.
The various strategic initiatives are listed in the RTC Scorecard.
Note that a detailed project plan has to be developed for each initiative
before implementation. Based on these project plans, an Initiative
Statement has to be developed for each project, summarising the key
project features to be monitored and measured on a regular basis, as part
of the BSC.
Page 30 January 24, 2010
Strategic Plan 2008/2009 – 2012/2013 Rundu Town Council
4.4 Cascading the Organisational Scorecard
„Cascading‟ refers to a series of stages in which each operates the next in turn
(Collins Concise Dictionary: 2001). In the BSC context this means that the
Organisational BSC is the primary and most important foundational stage in the
strategic planning process. All relevant themes, objectives, measures, targets,
initiatives and resources (responsible people and budgets) for the RTC are
identified within the process of assimilating the Organisational BSC.
However, the purpose of strategic planning is to turn strategy into action.
Therefore, it is essential to allocate each and every identified objective, measure
and initiative to a relevant and appropriate functional unit within the RTC. For
instance: the responsibility for Training / Capacity Building normally vests in the
hands of the human resources function. Hence, the staff member related training
objective within the Learning & Growth Perspective within the Organisational BSC
will now be cascaded to the human resources functional Scorecard. Similarly all
objectives, measures and initiatives relevant to specific functional units will now be
allocated to the respective units cascaded from the Organisational BSC. This
translates into a scenario whereby the sum total of all unit scorecards will equate
to the RTC Organisational Scorecard.
It is also important to note that the process of cascading relevant Organisational
BSC objectives to relevant departments are effected in close consultation with the
respective management cadre in order to ensure buy-in and commitment. It also
raises the awareness amongst the various leaders of the importance of their units‟
contribution towards achieving the organisational objectives of the RTC.
Therefore, the cascaded unit scorecards clearly define who are responsible for
specific objectives, measures, targets and initiatives relevant to that unit as well as
defines the financial resources approved for each initiative. The unit heads retains
the primary responsibility and accountability for ensuring that all identified
responsible team members within his/her unit actually reports and achieves his/her
Page 31 January 24, 2010
Strategic Plan 2008/2009 – 2012/2013 Rundu Town Council
defined action plans. These action plans clearly defines the reporting requirements
for each initiative as well as the metrics.
The Chief Executive Officer will on a monthly basis expect all unit heads to report
on their unit‟s progress in achieving the objectives as identified in the
Organisational BSC, cascaded to unit level. This effectively means that the overall
Organisational BSC can only be achieved through effective and efficient functional
departmental performance.
4.5 The Organisational Scorecard Outcome
The scorecard hereunder captures the RTC Organisational Scorecard Outcomes:
Objectives; Measures; Targets; Accountabilities and Resource Requirements. The
RTC Organisational Scorecard together with the Strategy Map constitutes the
synoptic RTC Strategy. The RTC Strategy Map is indicated in the next figure
followed by the Organisational Scorecard.
Page 32 January 24, 2010
Strategic Plan 2008/2009 – 2012/2013 Rundu Town Council
RM7:Improve Staff
Competencies.
RM6: Recruit & Retainthe Right People inthe Right Positions
RM12:Develop a Performance Driven Culture
RM3: Enhance RevenueCollection / Recovery
SC1: ProvideAffordable & Innovative Services to our Customers
MD6: Improve Asset
Management
SC6:Improved Sustainability of
Development Projects
RM1: Securing of Sufficient Funds
Theme 3: Stakeholder / Customer Care
Theme 2: Municipal and DevelopmentServices Management
A city of diverse opportunities and a
centre of socio-economic excellence.
Theme 1: Resource Management
We provide affordable, sustainable municipal and development services through effective management and sound
governance in the interest of our stakeholders
RM4: EnhanceFinancial
Management
RM9: Improve & Maintain
Advanced ICT
SC5:Improved StakeholderRelations &
Support
RM2:Increase Sources of Funds
SC3: Improve Stakeholder
Consultation &Communication
RM5: Improve Conditions of Employment
MD4: DevelopCivic Complex
MD3: Develop Suitable
Infrastructure
MD5: Develop
Erven
MD7: Strengthen Corporate
Governance
RM10: Improve Labour Relations
Management
SC4:Improved Customer Care &Value Addition
A city of diverse
opportunities and a
centre of socio-economic
excellence.
MD2: ImproveDaily Operation of
Administration
RM8:Improve &Maintain Employee
Wellness.
SC2: ImproveCommunity
Wellness
RM11: Develop &Maintain Equitable
Workforce
MD1: ImproveSafety, Health &
Environment
Our Core Values are:IntegrityWe uphold the highest ethical
standards and are always honest
and fair in everything we do.
TransparencyWe are in the service of our
stakeholders and therefore we will
openly share all relevant information
with all concerned.
Equity
We treat all people the same
irrespective of the many things that
make us different from one another.
Dedication
We are committed to serve the
interests of the RTC and always
deliver on our performance
promises.
Innovation
We are in the pursuit of excellence
in everything we do and therefore we
are committed to continuous improvement.
Professionalism
We will uphold our Code of Ethics at
all times in the best interest of all our stakeholders.
Strategic Plan 2008/2009 – 2012/2013 Rundu Town Council
BaselineYear 1-
2008/2009
Year 2 -
2009/2010
Year 3 -
2010/2011
Year 4 -
2011/2012
Year 5 -
2012/2013Year 1: Initiatives / Programmes Responsible
Year 1-
2008/2009
Year 2 -
2009/2010
Year 3 -
2010/2011
Year 4 -
2011/2012
Year 5 -
2012/2013
35%100% secured
for Y2.
100%
secured for
Y3
100% secured
for Y4
100% secured
for Y5
100% secured
for Y6RM1.1 Finance 0.00 0.00 0.00 0.00 0.00
No Baseline 4 2 2 2 2RM2.3 Cemetary; RM2.4 Survey on Quality,
Types and Sourcing of SandFinance 0.00 150,000.00 100,000.00 50,000.00 50,000.00
No Baseline 30% 10% 10% 10% 10%RM2.4 Focused Marketing & Communication
StrategyIPTS 90,000.00 120,000.00 126,000.00 127,000.00 128,000.00
120 days 120 days 90days 90days 60days 30days RM3.1 & 3.3 Hire and Train Staff HR & Finance 0.00 0.00 0.00 0.00 0.00
70% 95% 95% 95% 95% 95% RM4.1 & RM4.2 Finance 100,000.00 150,000.00 160,000.00 170,000.00 100,000.00
Customer
Satisfaction
Survey Process
has
commenced.
Approved by
Council.
Conduct the
Survey, Analyse
( establish
baseline % ),
Disseminate and
Action
Improvement
Plan.
Baseline +
10%Year 2 +10% Year 3 + 10% Year 4+ 10%
SC4.1 Develop and Conduct Customer Care
& Value Addition (Service Standards and
Response Times).
CSEPA 0.00 50,000.00 50,000.00 50,000.00 50,000.00
Poor
Relationship
with
Stakeholders.
100% 100% 100% 100% 100%SC5.1 & SC5.2 Establish an Institutional
Forum / CommitteesCSEPA 20,000.00 20,000.00 20,000.00 20,000.00 20,000.00
Donor Funded
Project60% 70% 80% 90% 100% SC6.2 Establish Committee IPTS 0.00 5,500,000.00 6,000,000.00 7,000,000.00 8,000,000.00
Establish 60% 10% 10% 10% 10% SC1.1 & SC1.2 (All) CSEPA 160,000.00 100,000.00 120,000.00 140,000.00 160,000.00
No Baseline 20% 40% 60% 80% 100%SC1.3 Outsource Refuse Removal; SC1.4
Establishment of the Recycling PlantIPTS 2,300,000.00 4,400,000.00 5,000,000.00 5,600,000.00 6,200,000.00
Establish SC2.1 - SC2.3 CSEPA 0.00 0.00 0.00 0.00 0.00
3 2 4 6 8 12
SC3.3 Mayor's Annual and Quarterly
Reviews; SC3.2 Conduct Quarterly Public
Meetings and Workshops
CSEPA 10,000.00 10,000.00 10,000.00 10,000.00 10,000.00
Established
Policy100% 100% 100% 100% 100% MD1.1-MD1.5; Acquire 1 Truck and 2 Skips IPTS 0.00 750,000.00 225,000.00 225,000.00 225,000.00
Resource Estimates / Budgets
% Compliance to Approved Budget
Improved Health IndexSC2: Improve Community Wellness
% Decrease in Complaints: Year-on-YearSC1.1: Public Meetings, Newsletters SC1.2
Upgrade Website
% Achievement on New Innovative Solutions
Programmes according to Overall Project
Plan
Number of Stakeholder Engagements
% Compliance to SHE Policy
SC1.3 Waste Management: Refuse
Collection / Control; SC1.4 Establish
Recycling Plant
Cu
sto
mer
Fin
an
cia
l
% Increase in funds due to additional
revenue streams implemented.
Number of new Revenue Streams Identified
and Implemented (Year-on-Year)RM2: Increase Sources of Funds
Objectives: KRA Measurements: PI
SC6: Improved Sustainability of
Development Projects
Achievement on Stakeholder Engagement
Strategy
Achievement on Annual Customer Service
Survey / Report
% Achievement on Development Projects
SC4.1 Conduct Annual Customer Satisfaction
Survey; SC4.2 Analyse Outcomes and
Develop Improvement Plans; SC4.3 Provide
feedback to customers on improvements;
SC4.4 Implement Suggestion Boxes and
Continuous Customer Feedback
Mechanisms; SC4.5 Investigate the
establishment of a Call Centre.
RM1.1 Business Development Case
Programme
RM2.1 Identify Potential New Revenue
Streams and Explore;
Targets
RM3: Enhance Revenue Collection /
Recovery
RUNDU TOWN COUNCIL SCORECARD
SC1: Provide Affordable and
Innovative Services to our Customers
RM1: Securing of Sufficient Funds
RM4: Enhance Financial Management
Improve Turnaround Times
SC4: Improved Customer Care and
Value Addition
MD1.1 Implement SHE Policy; MD1.2
Accreditation on Relevant ISO Standards;
MD1.3 Public Toilets Established and linked
to sewerage system; MD1.4 Implement
Public Health Awareness Programme; MD1.5
Establish a Dumb-Site in Location.
SC2.1 Manage HIV/AIDS Programme; SC2.2
Establish Employee Wellness Policy; SC2.3
Conduct Health Inspections
MD1: Improve Safety, Health and
Environment
SC3: Improve Stakeholder
Consultation and Communication
SC3.1 Develop Annual Stakeholder
Engagement Programme; SC3.2 Develop
Feedback Strategy
Initiatives / Programs
RM4.1 Monthly Management Reporting;
RM4.2 Develop and Implement Financial
Policies
SC6.1 Development Project Proposal
SC5: Improved Stakeholder Relations
and Support
Funds Secured for Strategic Projects
RM2.2 Develop Focused Marketing Strategy
RM3.1 Define appropriate billing protocol;
RM3.2 Establishment of Debt Recovery
Section
SC5.1 Prepare an Annual Stakeholder
Engagement Programme and Implement
In
tern
al
Pro
cesses -
>
Page 33
Page 34 January 24, 2010
Strategic Plan 2008/2009 – 2012/2013 Rundu Town Council
No BaselineEstablish
Baseline
Zero Non
Compliance
Zero Non-
Compliance
Zero Non-
Compliance
Zero Non-
ComplianceMD2.1 CEO 0.00 5,000.00 5,000.00 5,000.00 5,000.00
Site Identified
Project Plan
completed
i.t.o.needs
Obtain
Sufficient
Funding of
Plans
Costing
according to
Plans.
Construction
(85%
completed)
100%
(structure
completed)
MD4.1 CEO 10,000.00 1,000,000.00 45,000,000.00
100% 100% 100% 100% 100%
50% 100% 100% 100% 100%
No Baseline 5-7% 5-7% 5-7% 5-7% 5-7% RM5.2 Develop an Incentive Scheme DH: HR 0.00 30,000.00 40,000.00 50,000.00 60,000.00
No BaselineEstablish
Baseline70% 75% 80% 85%
RM6.2 Align Structure to Strategy; RM6.3
Develop a Recruitment and Selection Policy
and Procedure; RM6.4 Develop a Staff
Retention Policy
DH: HR 200,000.00 100,000.00 20,000.00 20,000.00 20,000.00
No BaselineEstablish
Baseline70% 75% 80% 85%
RM6.8 Facilitate 1st Staff Satisfaction Survey;
RM6.9 Develop Improvement Plans for each
Department.
DH: HR 0.00 40,000.00 50,000.00 60,000.00 70,000.00
N/APDP's
Developed80% 80% 80% 80%
RM7.2 Develop Competency Profiles; RM7.3
Deveop Detailed Training Matrix,
consolidated from PDP's.
DH: HR 120,000.00 120,000.00 50,000.00 50,000.00 50,000.00
No Baseline 100% 100% 100% 100% 100% RM8.1 & RM8.2 DH: HR 0.00 60,000.00 100,000.00 100,000.00 100,000.00
95% Healthy
Workplace5% 7% 10% 15% 20% RM8.4 - RM8.7 DH: HR 0.00 0.00 0.00 0.00 0.00
100% (6 PC's)
10% of Staff
with Internet
Connectivity
100% Printer
Coverage
100% Relevant
Software
Installed
100% Website
Functioning &
Updated
RM9.3 Procurement of PC's Accountant CC&P 0.00 100,000.00 100,000.00 100,000.00 30,000.00
85% 90% 95% 98% 98%RM9.4 Develop Systems Contingency Plans,
eg. Power backup plans.DH: HR 0.00 70,000.00 80,000.00 90,000.00 100,000.00
RM10.2 Review Disciplinary Code &
Procedure; DH: HR 0.00 60,000.00 0.00 0.00 0.00
RM10.3 Review Collective Bargaining
Agreement; RM10.3 Review Person RatesDH: HR 0.00 60,000.00 0.00 0.00 0.00
Certificate of
Compliance in
Place
100% 100% 100% 100% 100% RM11.1 DH: HR 0.00 0.00 0.00 0.00 0.00
No Baseline 100% 100% 100% 100% 100% RM12.1 & RM12.2 DH: HR 0.00 0.00 0.00 0.00 0.00
No BaselineStrategic Plan
Completed
Management
Plan
Completed,
Job Profiles
All Staff Have
Performance
Agreements
1st
Assessments;
Performance
Verification
70% of Staff to
have a "Solid"
Performance
Rating
RM12.2 Complete Strategic Plan and obtain
approval.DH: HR 0.00 90,000.00 50,000.00 50,000.00 50,000.00
MD3: Develop Suitable Infrastructure
Finance
L
ea
rnin
g -
>
% Staff Turnover RM5.1 Review Conditions of Employment
Achievement on Performance Management
System Milestones
RM12.3 Develop a Detailed Performance
Management System Plan
100%
MD4: Develop Civic Complex
100%
% Compliance to Policies & Procedures
MD5: Develop Erven
MD6: Improve Asset Management
Achievement on Civic Complex Project
Milestones
Compliance Register
% Compliance to Financial & Management
Reporting
% Internal Audit Compliance
MD2.1 Draw up a legal register and audit
current practices to register; MD2.2 Develop
improvement plan and address shortcomings
by way of relevant policies and procedures.
MD2: Improve Daily Operation of
Administration
RM6: Recruit and Retain the Right
People in the Right Positions
% of Core / Critical Positions Filled
RM5: Improve Conditions of
Employment
RM6.5 Conduct Annual Staff Satisfaction
Survey, RM6.6 Develop Annual Improvement
Plans following the Survey to address issues;
RM6.7 Monitor Improvement and Report
Quarterly
2km roads; 5km
water; 2km
electricity; 600m
sewerage.
2km roads;
5km water;
2km
electricity;
600m
sewerage.
Ratio Between scheduled and un-scheduled
maintenance.
RM6.1 Conduct and HR Audit to Determine
Core Positions according to mandate; RM6.2
Conduct a Job Description Review
Staff Satisfaction Index
100%
Asset Register
Developed
RM12: Develop a Performance Driven
Culture
% Achievement on Annual Strategic Plan
Metrics
RM12.1 Develop Annual Realistic
Management Plans, monitor and control;
RM12.2 Proactive Programme to source
Strategic Initiative / Project Funds
% Achievement on Annual Employee
Wellness & Hiv/AIDS Programme
% Decrease in Absenteeism (Year-on-Year)
RM8.1 Develop EW Policy; RM8.2 Develop
HIV/AIDS Policy (prevalence tests); RM8.3
Develop Annual EW / HIV/AIDS Programme
and Implement
RM8.4 Establish the reasons behind
absenteeism and classify into categories
related to employee wellness; RM8.5 Analyse
and interpret the statistics monthly; RM8.6
Report monthly and RM8.7 Develop
employee assistance programme.
10% 16%
RM9.1 Develop ICT Master Upgrading and
Maintenance Plan
RM10.1 Review Regulatory Framework
RM9: Improve and Maintain Advanced
ICT
RM11: Develop and Maintain
Equitable Workforce
% System Availability and Uptime RM9.2 Capacity Building of Staff in ICT
RM8: Improve and Maintain Employee
Wellness
RM11.1 Develop and manage Annual
Employment Equity Programme
RM10: Improve Labour Relations
Management
% Achievement on Annual Affirmative Action
/ Employment Equity Targets
RM7.1 Develop Personal Development Plans
for all Staff
% Decrease in Labour Cases (Year-on-Year) 0% 8% 27%
% Compliance to Personal Development
Plans (PDP's)RM7: Improve Staff Competencies
25%
% Achievement on ICT Improvement Plan
Achievement on Annual Infrastructure
Improvement Plan Milestones
Baseline Project
Plan in Daft
2km tar roads;
5km water-; 2km
electricity-; 600m
sewerage
extentions.
2km roads;
5km water;
2km
electricity;
600m
sewerage.
2km roads;
5km water;
2km electricity;
600m
sewerage.
10,000,000.00 11,000,000.00 12,100,000.00
MD4.1 Develop Detailed Project Plan for the
Civic Complex and Manage According to
Project Management Principles to achieve
annual milestones.
MD6.4 Review Maintenance Structure and
Processes
MD6.1 Annual Stock Taking; MD6.2 Maintain
Asset Register; MD6.3 RTC Maintenance
Plan; MD6.4 Property Register / Valuation
Roll
13,310,000.00 14,641,000.00
250,000.00 750,000.00 1,000,000.00 1,250,000.00
2km tar roads; 5km water-; 2km electricity-;
600m sewerage extentions.
10km tar roads; 25km water-; 10km electricity-
; 3000m sewerage extentions.IPTS
Low: 200;
Medium: 100;
High: 100;
Industrial: 20;
Business: 100;
Agriculture: 1
MD5.1 Survey Project MD5.2 Service the Erven CSEPANumber of New Erven Developed per
Category per Annum
Low: 200;
Medium: 100;
High: 100;
Industrial: 20;
Business: 100;
Agriculture: 1
Low: 200;
Medium: 100;
High: 100;
Industrial: 20;
Business:
100;
Agriculture: 1
MD7.1 Align Management Reporting
templates to include Scorecard metrics,
corporate governance standards, e.g. King II
Report; MD7.2 Annual Refresher Corporate
Governance Refresher Training for Council;
MD7.3 Review all Policies & Procedures
according to Standards; MD7.4 Arrange
Annual Independent Audit
MD7.1 & MD7.4 CEO
0.00 0.00
30,000.00
0.00 0.00
20,000.00
MD6.1-MD6.3 0.00
13,030,000.00 24,265,000.00 70,196,000.00 28,277,000.00 31,379,000.00
In
tern
al
Pro
ces
se
s -
>
40,000.00 50,000.00 60,000.00MD7: Strengthen Corporate
GovernanceNo Baseline 100% 100%
Low Level of
Computer
Literacy
0.00
Low: 200;
Medium: 100;
High: 100;
Industrial: 20;
Business: 100;
Agriculture: 1
Low: 200;
Medium: 100;
High: 100;
Industrial: 20;
Business: 100;
Agriculture: 1
Strategic Plan 2008/2009 – 2012/2013 Rundu Town Council
5. Critical Success Factors (CSF’s)
The Balanced Scorecard Collaborative determined the following during
international research conducted on Fortune 1000 companies, inter alia:
95% of a typical workforce does not understand its organisation’s strategy.
90% of organisations fail to execute their strategies successfully.
86% of executive teams spend less than one hour per month discussing strategy.
70% of organisations do not link middle management incentives to strategy.
60% of organisations do not link strategy to budgeting.
What can the RTC do to ensure success with the implementation of its strategy /
BSC? CSF’s for successful BSC implementation are presented below for regular
consideration:
1. The Strategic Plan‟s success hinges on the ability of leadership to influence
their followers to willingly travel on the journey of implementing the strategic
objectives. Leadership should lead by example and ensure that the strategic
plan is monitored, reported on and achieved going forward. This means
that leadership should passionately believe in the vision and strategic
objectives of the RTC and have the ability to ensure strategy execution through
daily strategic thinking.
2. Understanding and buy-in of the BSC by management;
It is of critical importance that management and eventually all staff understand the
principles, methodology and technical concepts of the BSC. It is therefore strongly
recommended that management (i) first understands the strategic plan content and
then (ii) to communicate it to all staff and progressively to (iii) all relevant and
appropriate stakeholders.
3. Sufficient budget to support identified strategic initiatives;
4. Dedicated and passionate staff and time for the capturing and updating the
corporate and unit scorecards;
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5. Effective and efficient communication of the strategy and BSC to all
stakeholders;
6. Regular measuring/monitoring of all initiatives and measures;
7. Updating of the BSC when needed (objectives, measures, targets, initiatives,
responsibilities, etc.);
The Strategic Plan should be a “living document” and hence it should be a daily
management tool. This Strategic Plan constitutes the first version, however, the plan
should be reviewed continuously – especially the Scorecard – and then archived as
version 2, version 3, and so forth.
8. Including/integrating the BSC in the agenda of every management meeting;
9. Regular reporting (preferably monthly) of corporate and unit performance;
It is strongly recommended that all the RTC management reports are aligned to the
BSC methodology so that management can report on the strategic imperatives for
which they are accountable.
10.Supporting information system to support the management of the BSC;
11. Continuous Verification of the alignment between the performance
agreements, unit scorecards and the corporate BSC.
The BSC alters the way in which an organisation does it business. The BSC should
be valued and used as the core document making and keeping it a strategy
focussed organisation. These CSF‟s should be considered to ensure the BSC
benefits are being realised.
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Strategic Plan 2008/2009 – 2012/2013 Rundu Town Council
Annexure A
The RTC Situational Analysis
A Situational Analysis is the process of finding a strategic fit between external
opportunities and internal strengths while working around external threats and
internal weaknesses.
External Analysis
Questions to be answered in external analysis normally include:
1. Who are our (key) stakeholders? What do they expect from us? How can they
influence us? Are their needs increasingly being satisfied?
2. What kind of product/service attributes do our customers want?
3. What are the changes, trends, discontinuities in our external environment –
macro or industry?
4. What are the specific forces / drivers of change, impacting / influencing the
RTC? What control/influence do we have over these?
5. What are the main strategic issues, according to our mandate?
External Assessment: Marketplace, competitor’s, social trends, technology, regulatory environment, economic cycles .
Internal Assessment: Organisational assets, resources, people, culture, systems, partnerships, suppliers, . . .
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The methods used in analysing the external environment included a
combination of:
a) Stakeholder Analysis (needs and impacts)
b) Macro Environment/PESTLE Analysis (Forces, trends & impacts)
Stakeholder Needs and Impacts
The Customer and Stakeholder should form the core focus of a strategy.
A key stakeholder is defined as any person, group or organisation (locally,
regionally, internationally) who has an investment, share or interest in our
organisation and who may significantly influence the success of our organisation (B
Marr).
Paul Dinsmore defines stakeholders as people or parties who are positively or
negatively affected by the activities or results/outputs/outcomes of your projects
or programmes; they stand to win or lose; they have a claim or vested interest in
your business.
Remember Mr Pareto: 20% of stakeholders contribute to 80% of your success.
Hence, the challenge for the RTC was to identify the 20% of critical strategic
objectives which would result in an 80% strategic outcome for the RTC in terms of
its vision.
In today‟s interconnected business environment, various stakeholders can be very
powerful with clearly identifiable needs. These needs should be understood and
considered in developing a strategy. They generally want our
services/products/information fast, right, cheap and easy.
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The main stakeholder categories are normally:
1. Customers
2. Employees
3. Partners
4. Other Stakeholders
5. Investors, Donors
6. Suppliers, intermediaries - dealers, distributors, wholesalers, retailers
7. Regulators, Legislators
8. Activists, Interest / Pressure Groups
9. Media
10. Communities, incl. the internet community
The table below is a representation that attempts to illustrate the groups of
stakeholders for the RTC. Some stakeholders can appear as both partners and clients.
The table below highlights the key stakeholder categories.
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Strategic Plan 2008/2009 – 2012/2013 Rundu Town Council
RUNDU TOWN COUNCIL
Stakeholder Analysis
STAKEHOLDER WHAT ARE THEIR NEEDS? THIS IMPLIES HOW WE SHOULD RESPOND TO THESE NEEDS.
1. Customers Business Community Residents Investors Tourists Institutions (e.g. Schools and Religious Groups) Tourists (visitors) Informal Sector: Shack Dwellers, Build Together Formal Sector: NCCI, NHE, Government Ministries.
Good Infrastructure Quality (Basic and Infrastructure) Service: Land, Housing, Water, Electricity, Roads, Buildings, Sanitation, Recreation Centre, Refuse Removal, Land Services (surveying, etc.) Attraction and Amusement Peace & Crime Free Environment
2. Staff Members Town Council Employees
Staff Development Conducive Working Environment Job Security Health & Safety Incentives Recognition Better Conditions of Service / Employment (e.g. Accommodation, Salary, Transport) Fringe Benefits
3. Strategic Partners MRLGHRD NORED NAMWATER ALAN Roads Authority Line Ministries Shack Dwellers Federation Shebeen Association Namibian Bus & Taxi Association Lux Development & Nieuwegheim Political Parties
Fulfilment of mandate entrusted Good infrastructure Cooperation Information Sharing Employment Creation Poverty Reduction Good Relationship
4. Investors / Donors / Suppliers LUX Development Nieuwegheim Local Business, e.g. Real Estate Developers International Business Communities NGO‟s
Guarantee Security Return on Investments Quality Service Delivery Political Stability Land, Proper Municipal Services
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5. Suppliers: Roads Authority NORED NAMWATER Telecom GRN Stores Retailers Recyclers (e.g. Plastic)
Timely Payment of Invoices Services & Land
6. Regulators, Legislators MRLGHR National Assembly Council Kavango Regional Council Councillors Parliamenterians All Ministries
Comply with relevant and appropriate statutes, policies and regulations. Implementation of Directives Harmony Information / Reporting
7. Activists, Interest / Pressure Groups NAPWU, NANTU, ACC, NBC, Community, Political Parties, NCCI, Youth Groups, Residents, NGO‟s, SBO‟s
Recognition & Collective Bargaining Good Governance Transparency Inclusion Their needs to be addressed. Better Service Delivery.
8. Media Electronic & Print: NBC NAMPA Informante
Reliable and Accurate Information Transparency
9. Communities, incl. the internet community Residents Women Organisations Telecom, IWAY, Yahoo, Sparks,
Sufficient and improved services. Conducive Environment Continuous Information Safety
10. Other? Shebeen Association Nabta
Fitness Certificate Good Infrastructure
PESTLE Analysis
The PESTLE Analysis reveals the following key issues, which translates into
opportunities to leverage off or threats to mitigate:
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RTC PESTLE ANALYSIS - MACRO-ENVIRONMENTAL INFLUENCES
[P] POLITICAL/SOCIO FACTORS IMPLICATIONS OPPORTUNITY THREAT
Peace and Political Stability Certainty X
Able to do business without
fear. x
[E] - ECONOMIC FACTORS IMPLICATIONS OPPORTUNITY THREAT
International Market Unstable X Prices of Goods & Services are
Affected Buying power is eroded X
Inflation
Interest Rate Hikes, Prices
for essential commodities
increase. X
Fuel Increase
Affect Prices of
Commodities and Standard
of Living X
Unemployment / Poverty Poor Standard of Living X [S] - SOCIO-CULTURAL
FACTORS IMPLICATIONS OPPORTUNITY THREAT
Traditional Authority vs. Regional
Authority
Resistance, Customary
Laws X
HIV/AIDS, Alcohol & Drug Abuse
Death Rates Increases,
High HIV/AIDS Infection
rate, Directly Impact
Productivity X
Ethnic Composition Instability X
Outbreak of Diseases Impact on Budget X
[T] - TECHNOLOGICAL FACTORS IMPLICATIONS OPPORTUNITY THREAT
IT Advancement Financial Burden X
Computer & Internet
Reduce Work Load, Bridges
distance and Time,
Synergy, Improved
Communication Networks X
Infrastructure Upgrading Enhance Trade X
Lack of Developed Facilities
Low Technological
Advancement X
[L] - LEGAL / GRN FACTORS IMPLICATIONS OPPORTUNITY THREAT
Laws, LA Reform Framework for Operation X
Policies / Restrictuve Legislation Economy Affected X
Cabinet Reshuffles & Directives
Improvement of Service
Delivery. X
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[E] - ENVIRONMENTAL
FACTORS IMPLICATIONS OPPORTUNITY THREAT
Move ponds from the river. Duress X
Air Polution / Rain
Sickness & General Health
Hazard X
Sanitation Health Hazard X Deforestation, Climate Change:
Drought, Floods, Global Warming Urban Migration X
Kavango River Sustainable Water X
Internal Analysis
Questions normally asked in Internal Analysis, that we posed to ourselves,
included:
To what extent are our objectives & initiatives contributing to our vision?
Is our overall performance improving? Are we continually innovating and
improving?
Are there deviations between planned and actual performance? How many of
our projects are over time and/or budget?
Do we have the right staff, skills and attitude? How high are the employee
satisfaction levels?
To what extent is our culture contributing to high performance?
How is our leadership?
How good is our internal communication & coordination?
To what extent is our structure facilitating strategy implementation?
How good is our image?
How accurate and complete are our records? How good are our systems?
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Strategic Plan 2008/2009 – 2012/2013 Rundu Town Council
The method used in analysing the internal environment of the RTC was a
Resources Stock Analysis. All key resources are normally grouped under these five
categories. The codes used for each type of resource are shown in the Resource
Analysis Outcome for the RTC below. The outcomes translate in either strengths (those
things that we are supposed to do well, and we are doing it well) or weaknesses
(those things that we are supposed to do well, and we are NOT doing it well).
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RUNDU TOWN COUNCIL RESOURCE ANALYSIS
Tangible Resources: Intangible Resources:
Physical Resources (P), Human Resources (H) Monetary Resources (M) Relational Resources (R) Structural Resources (S)
VVeerryy
WWeeaakk WWeeaakk SSuuffffiicciieenntt SSttrroonngg VVeerryy
SSttrroonngg
MM11 BBuuddggeett ((OOppeerraattiioonnaall)) XX MM22 Industry Investments (ROI) X MM33 Incentives (I)/ Remuneration (R) I R PP11 PPhhyyssiiccaall IInnffrraassttrruuccttuurree:: PPrrooppeerrttyy,, BBuuiillddiinnggss,, LLooccaattiioonn,, OOffffiiccee
DDeessiiggnn XX
PP22 IInnffoorrmmaattiioonn aanndd CCoommmmuunniiccaattiioonn TTeecchhnnoollooggyy ((IICCTT))
IInnffrraassttrruuccttuurree ((HH//SS)) SS//HH
PP33 OOffffiiccee TToooollss,, EEqquuiippmmeenntt,, MMaacchhiinneess XX PP44 UUttiilliittiieess ((WWaatteerr && EElleeccttrriicciittyy)) XX HH11 GGeenneerraall EEdduuccaattiioonnaall LLeevveellss ((SSeeccoonnddaarryy)) XX HH22 SSppeecciiaalliisstt SSkkiillllss && KKnnooww--hhooww ((TTeerrttiiaarryy && PPrrooffeessssiioonnaall)) XX HH33 EExxppeerriieennccee ((RReelleevvaanntt IInndduussttrryy EExxppeerriieennccee)) XX HH44 AAttttiittuuddeess && MMoottiivvaattiioonn ((AA&&MM)) AA//MM HH55 FFlleexxiibbiilliittyy && CCoommmmiittmmeenntt ((FF&&CC)) FF//CC HH66 AA SSppiirriitt ooff IInnnnoovvaattiioonn XX RR11 RReellaattiioonnsshhiippss wwiitthh CCuussttoommeerrss ((RReettaaiill,, AArrcchhiitteecctt,, CCoonnttrraaccttoorrss)) XX RR22 RReellaattiioonnsshhiippss wwiitthh SSuupppplliieerrss XX RR33 CCoonnttrraaccttuuaall RReellaattiioonnsshhiippss ((SSLLAA‟‟ss,, eettcc..)) XX RR44 RReeppuuttaattiioonn ((RR)),, IImmaaggee ((II)) XX RR55 TTrruusstt XX RR88 SSttrraatteeggiicc AAlllliiaanncceess // PPaarrttnneerrsshhiippss XX SS11 PPrroocceesssseess,, TTaacciitt RRoouuttiinneess XX SS22 CCooddiiffiieedd IInnffoorrmmaattiioonn aanndd KKnnoowwlleeddggee,, MMaannuuaallss XX SS33 OOrrggaanniissaattiioonnaall SSttrruuccttuurree ttoo eexxeeccuuttee SSttrraatteeggyy XX SS44 GGoovveerrnnaannccee ((GG)) && MMaannaaggeemmeenntt ((MM)) AApppprrooaacchheess MM GG SS55 OOrrggaanniissaattiioonnaall CCuullttuurree XX SS66 IInntteerrppeerrssoonnaall RReellaattiioonnsshhiippss XX SS77 TTeeaammwwoorrkk –– OOnnee IIddeennttiiffyy XX SS88 DDeecciissiioonn MMaakkiinngg PPrroocceesssseess XX
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The Situational Analysis outcomes as described in this document served as one of the
primary source documents for developing the Strategic Themes, Strategy Map and five
(5) year Strategic Scorecard of the RTC.