10 Special Focus: NDP5 Monday, July 17 2017 | NEW ERA NDP5: Focus on human capital development ocial Transformation: Part 1 Staff Reporter Windhoek The Fifth National Development Plan (NDP5), which was recently launched by President Geingob, is the 5th NDP in the series of seven National Development Plans that are to implement and achieve the objectives and aspirations of Namibia’s long-term vision, Vision 2030. NDP5 is the third five-year implementation vehicle towards Vision 2030 and will be implemented from the financial year 2017/18 up until 2021/22. The NDP5 framework is organised around four interconnected pillars based on the principles of sustainable development, namely economic progression; social transformation; environmental sustainability; and good governance. These pillars are aligned with Namibia’s commitment to eradicate poverty and inequality as outlined in Vision 2030, the Harambee Prosperity Plan (2016), and the Swapo Party Manifesto (2014). Additionally, the pillars support the global and continental development frameworks to which Namibia is committed. These include Agenda 2030, Sustainable Development Goals (SDGs), The Paris Agreement (CoP21), African Union (AU) Agenda 2063 and SADC Regional Indicative Strategic Development Plan (RISDP). Within these contexts, Namibia commits itself to enhancing growth and economic diversification while addressing challenges that include a high degree of regulation and a mismatch between the skill levels in Namibia’s work force and the skills demanded by the labour market. NDP5 identifies five game changers that will move Namibia from a reactive, input-based economy towards a proactive, high performing economy. The game changers are: to increase investment in infrastructure development; increase productivity in agriculture, especially for smallholder farmers; invest in quality technical skills development; improve value addition in natural resources; achieve industrial development through local procurement. Harnessing The Demographic Dividends The Namibian population is currently undergoing a demographic transition. The population has grown from 1.4 million in 1990 to 2.2 million in 2016 and is projected to increase to 3.5 million by 2030. The current growth rate of population is 1.2 percent per annum, declining from 2.6 percent in 2001. The fertility rate in Namibia has fallen from an average of 6.1 children per woman in 1991 to 3.6 in 2011. The changing demographics mean that Namibia’s population, which was once dominated by children, is now dominated by young adults of working age. This “excess” labour force can be a tremendous asset for economic growth if the workers are skilled and the economy is able to generate adequate quality jobs for them. However, a demographic dividend is not automatic. It requires conscious investment in education, housing and health. Thus, during NDP5 there is a need to: Accelerate demographic transition through investments that facilitate rapid fertility decline, enhance child survival, and improve education and general empowerment of women; Enhance investment in basic and high-level education to develop a well-educated, skilled, and Course Name Duration Dates Installation, Storage, and Compute With 5 days 14 -18 August 2017 Windows Server 2016 Networking With Windows Server 2016 5 days 04-08 September 2017 Identity With Windows Server 2016 5 days 18-27 September 2017 Enquiries Ms Francina Kashaka T: +264 61 207 2236, F: +264 61 207 9236, E: email@example.com Terms and conditions apply. 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CED CENTRE FOR ENTERPRISE DEVELOPMENT An art to train, a lifetime to gain. innovative labour force; Increase investment in the health sector to nurture a healthy and productive labour force; Implement sound economic reforms and develop necessary infrastructure to accelerate economic growth and job creation for the rapidly expanding labour force; Enhance good governance, accountability and performance management to ensure efficient delivery of public services, minimize wastage of public resources and curb corruption. Namibia’s demographic dividend can be leveraged in the areas of infrastructure development, manufacturing, agriculture, fisheries, tourism and mining. These sectors require skilled labour, which may be drawn from the large youthful population that is currently facing high rates of unemployment and poverty. It is important to note that in the absence of economic opportunity, a large youth population characterised by poverty and unemployment can result in social unrest and an uptick in crime. Therefore, the demographic dividend can cut both ways. Human Capital Development The focus areas for NDP5 are social protection, early childhood development, basic education, technical vocational education and training, and higher education. Social Protection Namibia’s growing economy has created economic opportunities and improved the living standards of many. However, social protection in particular social safety net plays a well-recognized redistributive role. In Namibia, social safety nets have expanded remarkably, with over 400,000 beneficiaries. Without social protection, such as social grants, poverty levels in Namibia could have been 35 percent and severe poverty could have been 22 percent, compared to 29 percent and 15 percent in 2009/10, respectively. In 2015, social grants accounted for about 5.4 percent of total expenditure and about 2.2 percent of GDP indicating limited fiscal space to expand it further. During NDP 4, Namibia reduced extreme poverty rate from 15 percent in 2010 to 11 percent in 2015. Despite this, a substantial segment of the population remains extremely poor. Inequality is still prevalent, currently estimated at 0.57 (in terms of Gini-coefficient). Although 72 percent of the potential workforce is employed, only 14 percent of the total population earns more than the domestic worker minimum wage of N,353. Pervasive poverty, income inequality and dependency threaten family community cohesion and political stability. Desired outcome By 2022, the proportion of severely poor individuals will have dropped from 11 percent in 2016 to 5 percent. Challenges There is a fragmented social protection system, which presents difficulties in the implementation of social protection policies and programmes. The absence of a national social protection policy and implementation framework has contributed to inefficiency in the system. Social protection programmes thus need to be result-based and be able to graduate poor people out of poverty into sustainable livelihoods. Other social protection challenges include: Exclusion and limited coverage of some poor and vulnerable people by the existing social grants; lack of integrated database on beneficiaries of the social grants and other social assistance; lack of access to media, such as TV or radio; lack of access to basic services which make it difficult for poor and low-income citizens to participate in the economy; lack of access to energy, water and other basic infrastructure. The poor in rural areas are often lacking the most basic features of modern life, without which it is difficult to remain in good health, develop complex skills and create home-based businesses. There is also a lack of access to quality education and training opportunities. These deprivations make it much harder for individuals to acquire skills valued by the labour market through which they can lift themselves out of poverty. Early Childhood Development To get the maximum return, investment in human capital should start in the early years of life. Early childhood is a critical developmental window when a child’s disabilities can be identified and treated to avoid further problems. Early Childhood Development encompasses all aspects of children’s development, including cognitive, social, emotional and physical abilities. In 2015, 13 percent of children aged 0-4 years were enrolled in ECD programmes. According to the 2011 National Population and Housing Census only 13 percent of children aged 0-4 years were enrolled in ECD programmes. Children in urban areas (19 percent) were more likely to receive ECD services than children in rural areas (9.8 percent). Desired outcome By 2022, Namibian children aged 0-8 will have a secure an educational foundation through access to ECD services. Challenges There is limited investment in ECD, which leads to low access to ECD centres; poor academic outcomes and outputs, and poor return to education. Lack of birth certificates due to absent mother/ fathers also affects access to ECD. Furthermore, the system is fragmented with 5-8 year olds managed by Ministry of Education Arts and Culture (MoEAC), 0-4 by Ministry of Gender Equality and Child Welfare (MGECW), while nutrition and parenting is managed by Ministry of Health and Social Service (MoHSS), which leads to duplication of efforts.
Monday, July 17 2017 | NEW ERA Inside BUSINESS 11 NSFAF employees sign performance agreements Staff Reporter Windhoek The Namibia Students Financial Assistance Fund (NSFAF) has a performance management system in place, implemented for the first time in April 2014 and the first performance agreements for the entire leadership team (executive and middle management) was signed in June 2014. The first performance appraisals were done in December 2014. Since then, final performance appraisals have been conducted in February each year. In tandem with President Hage Geingob’s call for improved performance and service delivery, all executives rolled out the agreements within their respective departments with the aim of creating consistency in terms of what is required of them and their direct reports. This cascading approach was finalised on June 30 and all employees entered into performance agreements with NSFAF effective July 1. This arrangement is in line with the NSFAF philosophy of “pay-for-performance”. Over the years employees at all levels underwent performance management training aimed at sensitising them to the importance of performance agreements and what role they play in helping the Fund achieve its mandate and strategic objectives. These performance awareness initiatives are ongoing. With the implementation of the performance management system there is no doubt that the Fund will achieve its strategic objectives of providing financial assistance to all eligible Namibians, optimising the loan book and improving recovery and process efficiency, ensuring financial sustainability and good governance, as well as investing in staff, as set out in the NSFAF Strategic Plan for 2017 to 2020. At NSFAF, performance management and appraisal are based on a rational process, leading to largely unbiased and objective judgments about how well employees have performed and how they should be rewarded, recognised and developed. Performance management is the foundation for NSFAF’s effectiveness and employs techniques that communicate performance expectations, provide ongoing feedback, coaching and encourage employees to deliver excellent results. VACANCY Agricultural Business Development AGRIBUSDEV is an equal opportunity employer that manage Green Scheme Irrigation Projects in Namibia. AGRIBUSDEV invites applications from suitably qualified applicants to fill the following position: Position: Workshop Technician Job Grade: C3 Duty Station: Ndonga Linena Green Scheme Project Full information available on our website: www.agribusdev.org.na/ under vacancies Enquiries: Mr Junias Mweya @ 061 424817 Closing Date: 31 July 2017 Funky Lab shutdown due to objection over liquor licence Strauss Lunyangwe Windhoek Funky Lab Social Café, co owned by Thomas Nakasole and Big Brother 8 winner Dillish Matheus, was temporarily shut down on June 13, when Maerua Mall’s body corporate objected to the establishment obtaining a liquor licence. It is alleged the objection to the liquor licence came as a result of unruly behaviour in and around the popular establishment. The social hangout was on an initial trial run and was thus operating on a temporary permit to verify whether the Funky Lab brand was still viable since shutting down in late 2000. The popular spot, situated on the ground floor at 31 Maerua Mall, opened it’s doors in May after relocating from Klein Windhoek to the old Mug ‘n Bean premises at the mall. The café started attracting new and old clientele, as word about the new hang out spread fast. The new and improved café found themselves in a bit of a sticky situation, though, as Funky Lab’s media consultant, Wat Abraham, explained. He said: “Not all our papers were in order as our licence was taking longer than expected [to be processed]. The restaurant was doing well, so we had to properly evaluate how we wanted to present our business to our clients.” Co-owner Thomas Nakasole pointed out that business was going well but that the Maerua Mall corporate body legally objected to the social café’s liquor licence. Nakashole noted that a hearing on August 3 will determine whether they will obtain Photo: Emmency Nuukala Smashed… The damaged door of the Funky Lab Social Café, which has been temporarily closed. their licence. “We’re in a situation where we have 50 staff members at the moment without any income, service providers not being paid and charity programmes that have been put on hold till this matter is solved,” he said while maintaining that they still are still contractually bound to pay the monthly rental fee of N,000 to the owners. Nakashole explained there is a misconception that Funky Lab is a club, which is not the case, saying it is “a social café” MARKET OVERVIEW where revellers are not required to pay a fee to enter. Meals are served from the morning till late in the afternoon, with under 18s not allowed to enter from a certain hour, thus making it a social café. Nakasole maintained that they have strict security that does not allow anyone to enter or leave the premises with alcohol. A representative of the Maerua Mall Body corporate said they were not prepared to comment as the matter is before the court. Money Market Change Latest Selected NSX Stock 3 months 0.00% 7.34% Symbol Stock Name Spot % Move 6 months 0.00% 7.83% CGP CAPRICORN INVESTMENT GROUP 1800 8.18% 9 months 0.00% 7.98% NBS NAMIBIA BREWERIES LTD 3350 0.00% 12 months 0.00% 8.18% BVN BIDVEST NAMIBIA LTD 787 0.00% Bonds Change Latest FNB FNB NAMIBIA HOLDINGS LTD 4709 0.00% GC17 (R203 : 7.28%) -0.06% 7.95% ORY ORYX PROPERTIES LTD 2071 0.00% GC18 (R204 : 7.4%) -0.08% 8.31% NAM NAMIBIAN ASSET MANAGEMENT 72 0.00% GC21 (R208 : 7.64%) -0.11% 8.46% NHL NICTUS NAMIBIA 200 0.00% GC24 (R186 : 8.64%) -0.11% 9.86% BMN BANNERMAN RESOURCES LTD 27 -3.57% GC27 (R186 : 8.64%) -0.11% 10.25% DYL DEEP YELLOW LTD 271 2.65% GC30 (R2030 : 9.17%) -0.11% 10.84% SILP STIMULUS INVESTMENT LTD-PREF 12129 0.00% GC32 (R213 : 9.25%) -0.11% 10.96% FSY FORSYS METALS CORP 134 0.00% GC35 (R209 : 9.52%) -0.10% 10.95% TUC TRUSTCO GROUP HOLDINGS LTD 429 0.00% Commodities %Change Latest B2G B2GOLD CORP 3452 -2.38% Gold 1.03% $ 1,230.12 Platinum 1.34% $ 917.93 Copper 0.00% $ 5,876.00 Brent Crude 0.46% $ 48.00 Main Indices %Change Latest NSX (Delayed) -0.03% 1048.44 JSE All Share 0.00% 53,303.52 SP500 0.19% 2,447.83 FTSE 100 -0.12% 7,404.37 Hangseng 0.16% 26,389.23 DAX -0.06% 12,633.39 JSE Sectors %Change Latest Financials 0.21% 14,910.30 Resources 0.12% 32,213.96 Industrials -0.15% 72,358.51 Forex %Change Latest N$/US dollar -1.41% 13.0248 N$/Pound -0.89% 16.9444 N$/Euro -0.90% 14.9233 US dollar/ Euro 0.53% 1.1458 Namibia Monthly Data Latest Previous Namibia Inflation (Jun 17) 6.1 6.3 Bank Prime 10.75 10.75 BoN Repo Rate 7.00 7.00 14-Jul-17