Full report LR.pdf - DLIST Benguela

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NACOMA Project – Preparation PhaseAnalysis of the Institutional Capacity in the Namib Coast Regional Councils• Administrative level, e.g. CRO’s, whom would find more detailed training useful –including basic environmental planning/ management training and project managementto build technical competency. Deputy Directors and senior staff in line ministriescould be accommodated at this level.• Operational level, e.g. Economic/ Development/ Environmental Planners.Comprehensive/ detailed training will be required – including project management,ICZM and BCP. This level is applicable for all relevant Supervisors and operationalstaff in line ministries.• Study visits/ tours to South Africa and possibly also Tanzania should be undertaken ona “lessons learned” basis as those countries can help Namibia avoid certain pitfalls.• Introduce role players to plans other than the RDP as well as the later has its limitationsin terms of what it can do for ICD and BCP. Eventually all good plans can find a placein the spatial planning for the coastal areas.• Basic environmental training courses should be provided to all the relevant staff at thecoastal Regional Councils as well as line ministries - regularly.Pertaining to the interval of capacity-building initiatives/ programmes:• Short training courses (about a week duration) – this could be in-house or away fromwork (although the former is preferred). Workshops and seminars are suitable optionsfor this type of training.• Longer-term training courses, which include studies at recommended tertiaryinstitutions.• Due to their appropriate skills and competencies, the MET staff and the‘Environmental Planner’ could provide certain short-courses to staff within lineministries and Regional Councils. However, they would requiring some trainingthemselves – if not in terms of aspects of the environment then at least in terms ofgovernance and physical planning - which could be provided by external institutions/consultants.Targets: A well-structured training programme, which forms part of an overall regionaldevelopment management plan, can be developed at the start of the projectimplementation period. Strengthening existing synergies among relevant stakeholdersand institutions will consolidate this intervention.Activity 3.3. Recruiting and training “Environmental Planner” in the Regional Councils• Incumbent should possess strong training skills to create overall awareness and exposepeople (via practical training) to fundamental issues and practices based on ICZM,BCP and ICD.• Training (transfer of skills and knowledge) should be hands-on and in-house-orientedto optimise institutional resources and for better outcomes.• Collection of relevant information (via research) and establishment of a database(mainly environmental issues) need to form an integral part of the incumbent’s jobdescription.• The incumbent should be responsible for the interactive linkage/ networking betweenthe line ministries (particularly the MET) and the Regional Councils as well as withrelevant research, academic, private and public institutions, NGO’s, etc and37
NACOMA Project – Preparation PhaseAnalysis of the Institutional Capacity in the Namib Coast Regional Councilsdissemination of information to the relevant stakeholders (including communities, e.g.CDC, SDC, LADC). Some type of a co-ordination function is, thus, required to ensurethat communication flows freely and unrestricted.• Due to cross-sectoral nature of the position, a high degree of independence is requiredto ensure direct/ timely linkages with sectoral institutions are established – however,although incumbent could account directly to the Planning Director, he/she shouldhave direct links to the MET.• In terms of the hierarchy, the ‘Environmental Planner’s’ position should be above thelevel of Economic/ Development Planners and below that of the Planning Director.Primary functions (of the division/ incumbent) should be: (a) capacity-building, (b)communication/ awareness raising – targeting teachers, pupils, journalist, etc., (c)research and development, and (d) establishment and maintenance of database.Provision should also be made for programmes that prepare, translate and distributetraining materials.Activity 3.4. Preparing Coastal Profiles of the region through a participatory process andbased on information from NALISActivity 3.5. Drafting of RDPs from Environmental and Development Planers, based oninformation from NALIS and through a participatory processActivity 3.6. Assisting in the selection, implementation and aftercare of targetedinvestment projects for biodiversity conservation in the regionSub-Component 4Strengthening the financial base of Regional CouncilsActivity 4.1. Reviewing financial resources required to maintain the system and budgetfor them• Develop capacity to plan, budget and spend wisely.• If the funding criteria and budget allocations (from central government) becomes moretransparent and consistent, budget planning could improve considerably.• An accelerated decentralisation process could reduce the precarious financial situationin Regional Councils• Regional Councils should be allowed to identify alternative sources of funding toreduce sole reliance of central government funding – which is inadequate. [Note: theAct prohibits this.]• Benefits of sound environmental planning and benefits in terms of ecological services,or passing criteria (such as reviewing EIAs) can be translated into revenue for RegionalCouncils that can be linked to addressing the financial needs of the “environmentalunits” – in order words there should be an investigation on how to make soundenvironmental management pay for itself (or at least partly so).Reduce reliance on central government funding• Seek alternative funding sources that are legitimate.38
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