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Strategic Plan 2008/2009 – 2012/2013 Rundu Town Council

Rundu Town Council

Strategic Plan 2008/09 – 2012/2013

NOVEMBER 2008

January 24, 2010


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

January 24, 2010


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

January 24, 2010


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

January 24, 2010


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

January 24, 2010


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.

January 24, 2010


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

January 24, 2010


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.

January 24, 2010


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.

January 24, 2010


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.

January 24, 2010


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


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.

January 24, 2010


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.

January 24, 2010


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:

January 24, 2010


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

January 24, 2010


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.

January 24, 2010


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

January 24, 2010


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

Pocket

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.

January 24, 2010


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

January 24, 2010


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.

January 24, 2010


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

January 24, 2010


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.

January 24, 2010


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.

January 24, 2010


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.

January 24, 2010


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.


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



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.

January 24, 2010


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).

January 24, 2010


(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.

January 24, 2010


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.

January 24, 2010


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

January 24, 2010


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.

January 24, 2010


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



Theme 3: Stakeholder / Customer Care

Theme 2: Municipal and DevelopmentServices Management



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


Consultation &Communication

RM5: Improve Conditions of Employment

MD4: DevelopCivic Complex

MD3: Develop Suitable

Infrastructure

MD5: Develop

Erven

MD7: Strengthen Corporate

Governance


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.


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


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


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


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 -

>

January 24, 2010


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


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


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


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


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;

January 24, 2010


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.

January 24, 2010


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, . . .

January 24, 2010


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.

January 24, 2010


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.

January 24, 2010


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

January 24, 2010


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:

January 24, 2010


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

January 24, 2010


[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?

January 24, 2010


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).

January 24, 2010


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

January 24, 2010


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.

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