Full report LR.pdf - DLIST Benguela

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NACOMA Project – Preparation PhaseAnalysis of the Institutional Capacity in the Namib Coast Regional CouncilsPlanning thus does not belong to government only; while government is mandated to leadthe process and make sure that it does happen, development planning should be viewedas a process of government planning with the people. It is, therefore, necessary toexamine if such structures exist in government so it can play this very important role.Regional Councils are relatively new structures and still evolving. However, there arevery promising signs that the machinery to affect planning with multiple partners is beingput in place. The <strong>report</strong> Capacity Assessment of Regional Councils in Namibia 22proposes the following organizational structure for the Directorate – Planning andDevelopment Services:Figure 2: Organisational Structure of Directorate - Planning and Development ServicesDirectorate – Planning and Development ServicesDivision – Planning Division – Rural Services Division – DevelopmentSub-Division –Economic PlanningSub-Division – RuralWaterSub-Division –SettlementsSub-Division –CommunityDevelopmentSub-Division –EnvironmentalResource ManagementSub-Division – Town &Regional PlanningSub-Division – MgtInformationSub-Division – Lands,Resettlement &RehabilitationSub-Division –Sub-Division – CapitalDevelopment ProjectsSub-Division –ContractsSub-Division –Technical ServicesSub-Division – HousingSub-Division –Population PlanningCurrently, the Directorate of Planning and Development Services as well as its Planning,Rural Services (with its three sub-divisions) and Development Divisions are establishedcomponents within the institutional structures of Regional Councils – represented by allthe boxes that are not coloured. All the sub-divisions (coloured) under the Planning and22 MRLGH, 2000.19
NACOMA Project – Preparation PhaseAnalysis of the Institutional Capacity in the Namib Coast Regional CouncilsDevelopment Divisions are components that were proposed by the 2000 MRLGH study.While the incumbent Economic and Development Planners could operate from theproposed Economic Planning Sub-Division (blue box), the proposed EnvironmentalResources Management Sub-Division (pink box) appears to be most suitable for theintegration of the proposed ‘Environmental Planner’ portfolio. Equally importantly, thereexists also a Sub-Division for Community Development and it is clearly this Sub-Division that can play a major role in making sure that communities and the broadersociety at large is involved in regional planning.4.5 CONCLUSIONS AND RELEVANCE FOR THE NACOMA PROJECT4.5.1 General ConclusionsThe country’s development-planning framework is clear in terms of what it aims toaccomplish. It is also clear that planning at regional level is pivotal both in terms ofproviding the necessary input ‘upstream’ into planning, and at the same time ensuringthat the ‘downstream’ needs, realities and aspirations of the people are accuratelyreflected and taken into account in the planning processes. However, the environmentaldimension has been almost totally absent in planning except for some general statementsin the Regional Development Plans that give the impression that they have been ‘cut andpasted’ from one document to another. Amongst many other reasons for this, the linkagesbetween the Regional Councils and the relevant line ministries (in this case the MET) arerelatively weak – an impediment that undermines planning activities and processes.Further, the environmental management function is neither clearly defined nor clearlydeveloped or co-ordinated at the regional level. While much emphasis has been place onthe environmental dimension of planning it will be a serious mistake to address this issuein isolation from the community dimension in planning; after all, the two go hand inhand, and the regional level ‘downstream’ to the local level is where the two can bereconciled under the auspices of the RDP.4.5.2 Relevance to the NACOMA projectIt appears that the legal framework for decentralised planning is in place – at least inprinciple and enshrined in policy and the Act. The importance of incorporating theenvironment element into planning is also realised. However, the following impedimentsexist:4.5.2.1 The Regional Councils’ organogram provides for the Directorate of Planning andDevelopment Services, which in turn provide for the Planning Sub-Division where the‘Environmental Planner’ needs to be located. However, while these structures are only inthe conceptual stage at present and recruitment taken place, they at least exist and puttingthem in place and enabling them can be a focal point for NACOMA intervention.4.5.2.2 Incorporating environmental planning and management into the regionaldevelopment planning system posses a pertinent challenge to regional and centralgovernment authorities. The provision of sufficient legal substance to the regionaldevelopment planning system – for increased decision-making powers to RegionalCouncil - is another distinct challenge that needs an appropriate policy intervention.20
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