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Joint Context Analysis
Namibia
Joint Context Analysis Namibia 2
Table of Content
Table of Content .......................................................................................................................................................... 2
Abbreviations ............................................................................................................................................................... 5
Executive Summary ..................................................................................................................................................... 6
A. Introduction ......................................................................................................................................................... 8
1 Description of the JCA-process, the participation of the ANGs, the involvement of the local partners and
eventually other participating partners ............................................................................................................................................. 10
1.1 Description of the JCA-process ........................................................................................................................................ 10
1.2 Participation of the ANGs ................................................................................................................................................... 10
1.3 Involvement of local partners (and local offices) ...................................................................................................... 10
1.4 The involvement of other local actors (Belgian government, International Non-Governmental
Organization (INGOs), EU …) ............................................................................................................................................................ 11
1.5 Disclaimer of neutrality ....................................................................................................................................................... 11
B. Programs, projects that were implemented .................................................................................................. 12
2 Mapping of programs, projects, synergy-projects and partnerships that were implemented by the NGAs
during the last 5 years in Namibia ...................................................................................................................................................... 12
2.1 Table with programs and projects .................................................................................................................................. 12
2.2 Synergy Programs ................................................................................................................................................................. 13
2.3 Partnerships in collaboration with governments ...................................................................................................... 13
2.4 Links with JCAs in neighboring countries .................................................................................................................... 13
2.5 Assessment of synergy ........................................................................................................................................................ 13
C. Current situation, civil society and authorities ............................................................................................. 14
3 Analyses of the political, economic, social and environmental situation .................................................................. 14
3.1 Analyses of the political situation ................................................................................................................................... 14
3.2 Analyses of the social-economic situation .................................................................................................................. 15
3.2.1 Decent work ........................................................................................................................................................................ 15
3.2.2 Environmental situation ...................................................................................................................................................... 17
3.3 Analyses of the themes of intervention ........................................................................................................................ 17
3.3.1 Health .................................................................................................................................................................................... 17
3.3.2 Water and Sanitation ...................................................................................................................................................... 18
3.3.3 Local Governance ............................................................................................................................................................. 19
4 Description of the local civil society, the decentralized authorities and the governmental institutions, and
their most important financial partners ............................................................................................................................................ 20
4.1 Description of the local civil society and their most important financial partners ...................................... 20
Joint Context Analysis Namibia 3
4.1.1 Health .................................................................................................................................................................................... 21
4.1.2 Water and Sanitation ...................................................................................................................................................... 21
4.1.3 Local Governance ............................................................................................................................................................. 21
4.2 Description of the decentralized authorities and the governmental institutions, and their most
important financial partners ............................................................................................................................................................. 22
4.2.1 Health .................................................................................................................................................................................... 23
4.2.2 Water and sanitation ....................................................................................................................................................... 23
4.2.3 Local Governance ............................................................................................................................................................. 23
5 Analyses of the local civil society, the decentralized authorities and the governmental institutions, and
the strategies that are being considered to strengthen their positions .............................................................................. 25
5.1 Analyses of the local civil society, and the strategies that are being considered to strengthen their
positions ................................................................................................................................................................................................... 25
5.1.1 Analyses ................................................................................................................................................................................ 25
5.1.2 Strategies to strengthen their position .................................................................................................................... 26
5.2 Analyses of the health sector and the strategies that are being considered to strengthen their
positions ................................................................................................................................................................................................... 26
5.2.1 Civil society ......................................................................................................................................................................... 26
5.2.2 Public ..................................................................................................................................................................................... 27
5.3 Analyses of Water and Sanitation sector and the strategies that are being considered to strengthen
their positions ......................................................................................................................................................................................... 28
5.3.1 Civil society ......................................................................................................................................................................... 28
5.3.2 Decentralized authorities & public institutions in local governance ........................................................... 28
5.4 Analyses of Local Governance sector and the strategies that are being considered to strengthen
their positions ......................................................................................................................................................................................... 29
5.4.1 Analysis of local civil society in local governance ................................................................................................ 29
5.4.2 Analysis of decentralized authorities & public institutions in local governance ..................................... 29
5.4.3 Sector SWOT ...................................................................................................................................................................... 30
5.4.4 Strategies to strengthen the local governance sector ....................................................................................... 31
D. Actors and partners ........................................................................................................................................... 32
6 Identification of relevant development actors ..................................................................................................................... 32
6.1 Relevant actors related to health .................................................................................................................................... 32
6.1.1 Civil Society ......................................................................................................................................................................... 32
6.1.2 Authorities ........................................................................................................................................................................... 32
6.2 Relevant actors related to water and sanitation ....................................................................................................... 33
6.2.1 Civil society ......................................................................................................................................................................... 33
6.2.2 Authorities ........................................................................................................................................................................... 33
6.3 Relevant actors related to local governance .............................................................................................................. 34
Joint Context Analysis Namibia 4
6.3.1 Civil society ......................................................................................................................................................................... 34
6.3.2 Authorities ........................................................................................................................................................................... 34
7 Identification of the type of potential partners per Actor of Non-governmental Cooperations (ANGCs) .. 34
7.1 General ....................................................................................................................................................................................... 34
7.2 Per sector .................................................................................................................................................................................. 34
7.2.1 Health .................................................................................................................................................................................... 34
7.2.2 Water and sanitation ....................................................................................................................................................... 35
7.2.3 Local Governance ............................................................................................................................................................. 35
E. Future sectors ..................................................................................................................................................... 36
8 Identification of future sectors per ANGC, taking into consideration the relevant actors ................................. 36
8.1 Overview: future sectors and relevant actors ............................................................................................................. 36
8.2 Strategies of change for the ANGCs .............................................................................................................................. 37
8.2.1 Rode Kruis-Vlaanderen .................................................................................................................................................. 37
8.2.2 Local Governance ............................................................................................................................................................. 38
9 Analyses of the risks and opportunities per sector ............................................................................................................ 39
9.1 Sector Health ........................................................................................................................................................................... 39
9.2 Sector Water and Sanitation ............................................................................................................................................. 39
9.3 Local Governance .................................................................................................................................................................. 40
F. Opportunities for synergy and complementarity......................................................................................... 41
10 Analyses of the opportunities and added value for synergy and complementarity between ANGs, and
with the Belgian bilateral program and other organizations ................................................................................................... 41
Joint Context Analysis Namibia 5
Abbreviations
ACR Association of Regional Councils
AIDS Acquired immunodeficiency syndrome
ALAN Association of Local Authorities of Namibia
ANC Antenatal Care
ANGC Actor of Non-governmental Cooperation
BRC-F Belgian Red Cross-Flanders
CBO Community Based Organization
CEBaP Centre for Evidence Based Practice
CS Civil Society
CSFN Civil Society Foundation of Namibia
CSO Civil Society Organisation
DGD Directorate General Development Cooperation and Humanitarian Support
GCA Gemeenschappelijke Contextanalyse
HIV Human Immunodeficiency Virus
HPDG Health Development Partners Group
ILO International Labour Organization
INGO International Non-Governmental Organization
JCA Joint Context Analysis
MDG Millennium Development Goals
MDR-TB Multi-drug-resistant tuberculosis
MoHSS Ministry of Health and Social Services
MRLGHRD Ministry of Regional and Local Government, Housing and Rural Development
NCebALAO Namibia Local Administrator’s Organization
NANASO Namibia National Aids Support Organization
NCD Noncommunicable disease
NCSSP Namibia Civil Society Support Programme
NHAG Namibia Housing Action Group
NGA Non-Governmental actor
NUNW The National Union for Namibian Workers
PEPFAR President’s Emergency Plan for AIDS Relief
PPP Public-Private Partnership
RKV Rode Kruis-Vlaanderen
SDG’s Sustainable Development Goals
STI Science, Technology and Innovation
SWAPO South West Africa People’s Organization
TB Tuberculosis
VVSG Vereniging van Vlaamse Steden en Gemeenten
(Organization of Flemish Cities and Municipalities )
WASH Water, Sanitation and Hygiene
WUC World Urban Campaign
XFR-TB Extensively drug-resistant tuberculosis
Joint Context Analysis Namibia 6
Executive Summary
§1. Twee niet-Gouvernementele Actoren (NGA’s) waren actief betrokken bij de Gemeenschappelijke
Contextanalyse (GCA) van Namibië: Rode Kruis-Vlaanderen Internationaal en de Vereniging van Vlaamse Steden
en Gemeenten (VVSG). De huidige en toekomstige interventies van de betrokken NGA’s situeren zich in de
volgende 3 thema’s: 1) gezondheid, 2) water en sanitatie en 3) lokaal bestuur. Transversale thema’s zoals gender,
jongeren en “waardig werk” zijn in deze thema’s ingebed. Aan de hand van een grondige literatuurstudie op basis
van zowel wetenschappelijke artikels, rapporten van de Verenigde Naties en andere internationale instanties, als
interne documenten van de NGA’s werd de basis van deze contextanalyse gelegd. Het document werd verfijnd en
afgewerkt aan de hand van intern overleg en regelmatige terugkoppeling tussen de twee betrokken actoren in
deze contextanalyse. Het uiteindelijke resultaat schetst de politieke en socio-economische situatie van Namibië.
Voorts worden de drie geselecteerde ontwikkelingsdomeinen in dit document toegelicht in hun lokale situatie, en
wordt de rol en de capaciteit van zowel de overheid als de civiele maatschappij hierin geduid. Ten slotte worden
de laatste hoofdstukken gewijd aan een scan van verschillende actoren met betrekking tot toekomstige
interventies. Bovendien wordt overzichtelijk weergegeven hoe de verschillende actoren elkaars interventies
zouden kunnen gaan versterken door middel van synergie en complementariteit.
§2. Namibië heeft als middeninkomensland vrij veel succes gehad sinds de onafhankelijkheid van Zuid-Afrika
in 1990. De presidentiële- en parlementsverkiezingen van 2009 en 2015 bevestigden de dominantie van het South
West Africa People’s Organization, dat meer dan 75% van de stemmen won. Sinds maart 2015 is Hage Geingob
aan de macht als president. Namibië heeft een gezond economisch management, goed bestuur, burgerlijke
vrijheid en respect voor de mensenrechten. Het land heeft bij zijn onafhankelijkheid een goed functionerende
infrastructuur geërfd, een markteconomie, natuurlijke rijkdommen en een sterke administratie. Het erfde echter
ook een systeem met extreme economische en sociale ongelijkheid, waardoor er in Namibië een sterke
dualistische samenleving bestaat. De armoede is groot en de werkloosheid is extreem hoog. Namibië staat op de
128ste plaats gerangschikt op de lijst van 188 landen van het 2012 Human Development Report. Namibië heeft
wel al significante vooruitgang geboekt in het aanpakken van de vele ontwikkelingsuitdagingen, waarbij toegang
tot basisonderwijs, basisgezondheidszorg en toegang tot veilig water zijn toegenomen. Namibië staat overigens
vrij ver op het gebied van de bescherming van het milieu.
§3. De economie van Namibië is nauw verbonden met die van Zuid-Afrika. De economie is sterk afhankelijk
van de ontginning en verwerking van mineralen voor de export. De mijnindustrie is goed voor 8% van het BNP en
zorgt vooral voor 50% van de inkomsten in buitenlandse valuta. Het relatief hoog BNP verbergt echter het enorm
onevenwicht in de verdeling van de rijkdom. Namibië heeft een Gini coëfficiënt van 0,5971, één van de hoogste
van de wereld. De meeste mensen zijn actief in landbouw, en de overheid is de grootste werkgever van het land.
De informele sector blijft groot in Namibië. Voor meer dan 40% van de huishoudens is overlevingslandbouw, een
sociale lening of een ander inkomen buiten de formele sector hun bron van inkomsten. De armoede is het grootst
in de noordelijke regio’s waar 67% van de bevolking van het land woont. Deze regio’s hebben de laagste
menselijke ontwikkelingsindexen in het hele land, terwijl ze ook gevoelig zijn voor de jaarlijkse natuurrampen zoals
overstromingen, droogte en branden.
§4. Met betrekking tot gezondheid erkende de overheid van Namibië in 2013 dat gezondheid een
fundamenteel mensenrecht is en ze zich willen toeleggen om gezondheidszorg voor iedereen in Namibië
toegankelijk te maken. De grootste uitdaging van het land ligt in het bestrijden van HIV/AIDS. Schattingen van
UNAIDS (2013) wezen uit dat 14,3% van de bevolking tussen 15 en 49 jaar HIV positief is, wat een van de hoogste
Joint Context Analysis Namibia 7
prevalenties in de wereld is. In 2012 was 40% van de sterfgevallen hier dan ook aan te wijten. Verder vormt ook
tuberculose een grote uitdaging, des te meer aangezien 60% van de tuberculosepatiënten ook HIV positief test.
Algemeen gesproken is de kwaliteit van de gezondheidscentra goed, maar deze is niet steeds toegankelijk voor
de armere bevolking. Slechts 1 op 5 huishoudens woont op slechts 15 minuten wandelen van een
gezondheidscentrum met een grote discrepantie tussen ruraal en verstedelijkt gebied. Voor rurale gebieden
woont 4 op 5 gezinnen op minstens 114 minuten wandelen van medische hulp. Om deze reden is het verspreiden
van eerstehulpkennis essentieel. Ook het voorzien van veilige bloedtransfusie is essentieel in het Namibische
gezondheidssysteem.
§5. De Namibische overheid heeft reeds enkele jaren WASH (water, sanitatie en hygiëne) hoog op de agenda
staan, zoals men duidelijk kan zien in de formulering van de water and sanitation strategy, het nationale
gezondheidsbeleid, de 2010-2015 sanitatiestrategie, de Nationale Actieplannen (NDP4 en Vision 2030). Het vierde
interim-rapport van de Milleniumdoelstellingen (2013) rapporteerde positief: de doelstellingen betreffende
huishoudens met toegang tot veilig drinkwater zijn bereikt; 90% van de gezinnen in de rurale gebieden zijn in
staat drinkbaar water te gebruiken (doelstelling van 87%). Desondanks blijft het aantal gezinnen met toegang tot
basis sanitatie beperkt tot 57% in de stedelijke context en 17% in de rurale context (respectievelijke doelstellingen
van 98% en 65%). De slechte hygiënische praktijken hebben een belangrijke invloed op de gezondheid van de
bevolking, vooral bij kinderen en andere kwetsbare groepen. In Namibië is 23% van de sterfgevallen van kinderen
onder de vijf jaar te wijten aan diarree. Zonder aanzienlijke verbetering in WASH zullen deze resultaten blijven
bestaan en mogelijk zelfs toenemen.
§6. Lokale besturen krijgen geleidelijk aan meer verantwoordelijkheden, het proces van decentralisatie komt
op gang. Door samenwerkingen met lokale besturen uit België en lokale besturen uit Namibië wordt sterk ingezet
op bestuurskrachtversterking. Dit gebeurt door de uitwisseling van ervaringen, kennis en expertise over
verschillende beleidsdomeinen heen. Dergelijke samenwerkingen zorgen voor projecten en beleidsinsteken die
vertaald worden op lokaal niveau en op maat van de desbetreffende stad. Deze samenwerkingen kunnen zich
situeren op verschillende beleidsdomeinen zoals economie, met daarbinnen tewerkstelling, en milieu.
§7. Aan de hand van overleg tussen de betrokken Belgische actoren en in samenspraak met lokale actoren,
werden een aantal concrete mogelijkheden voor samenwerking geïdentificeerd. Zo kan het delen van
methodologische en conceptuele expertise (vb. het Centrum voor ‘Evidence-based’ onderzoek (CebaP) van Rode
Kruis-Vlaanderen) de werking van andere NGA’s versterken. Verder kan ook het delen van inhoudelijke kennis (vb.
WASH; beleidskennis omtrent gender, milieu, jeugd, etc.; eerste hulp) bijdragen in de verdere samenwerking
tussen de NGA’s. Op vlak van organisatie kunnen de verschillende actoren beter gebruik maken van elkaars
operationele netwerken om begunstigden te bereiken (bijv. het gebruiken van de Rode Kruisnetwerken om
sensibiliseringscampagnes meer bereik te even). In de mate dat deze intenties omgezet worden in concrete acties
- met steeds voldoende oog voor synergie met de andere strategische actoren aanwezig in de Namibië - zal de
impact van zowel complementariteit als synergie groeien. Er moet echter geduid worden dat het beperkte aantal
actoren binnen deze context analyse de mogelijkheden tot synergiën beperkt.
Joint Context Analysis Namibia 8
A. Introduction
This Joint Context Analysis JCA) of Namibia leans on the law on Belgian Development Cooperation (19/03/2013
altered by the law of 09/01/2014) art 2- 6°/7 and the Royal Decree of April 24th 2014, art 14 § 1 & 2.
This Joint Context Analysis aims at a high-quality analysis by Belgian non-governmental actors (NGAs) of the
context in Namibia. This joint effort is guided by the schedule as determined by the Royal Decree. This document
is thus a presentation of the local context and the resulting opportunities for synergy and complementarity. This
document is not a presentation of specific programs, projects or other initiatives.
The text of the JCA is meant to reflect the exchanges among organisations about their point of view from a
technical and operational perspective. Specific viewpoints, based on the information in this context analysis, are
only binding whenever it’s explicitly referred to as an organisation’s viewpoint, hence they are no shared points
of view for all participating organisations. Moreover, the information that is cited cannot be considered as a
political or ideological judgments of the organisations.
This document should primarily be seen as an opportunity to identify possible ways of cooperation,
complementarity and synergy among Belgian NGAs active in Namibia. If this document will be approved by the
Directorate General Development Cooperation and Humanitarian Support (DGD), this JCA will be a reference for:
The programs that will be submitted to DGD, in which each specific objective will need to demonstrate
how it takes into account at least one JCA;
A report on the implementation of the, in this document identified, opportunities for complementarity
and synergy, to be submitted in 2019;
The allocation of DGD funding related to synergy initiatives.
This JCA is an initiative of the 2 Belgian NGAs that foresee the possibility to plan intervention(s) in Namibia in the
coming 10 years. These are the following:
Name of NGA Contact person Address of NGA
Rode Kruis-Vlaanderen (RKV)
(lead agency)
Toon Wets Motstraat 40
2800 Mechelen
Koepelorganisatie van de
Vlaamse gemeentebesturen en
OCMW’s (VVSG)
Mieke Vandoorne
Paviljoenstraat 9
1030 Brussel
Joint Context Analysis Namibia 9
For the regional thematic JCA, following organizations collaborated:
Name of NGA Contact person Address of NGA
Wereldsolidariteit-Solidarité
Mondiale (WSM)
Tatien Musabyiamana Haachtsesteensweg 579
1030 Brussel
IFSI-ISVI Laurent.Atsou Hoogstraat 42
1000 Brussel
IEOI-IIAV Karin Debroey Haachtsesteensweg 579
1030 Brussel
FOS Ann Verbeke Grasmarkt 105 bus 46
1000 Brussel
BIS/MSI Maresa Le Roux Boudewijnlaan 8
1000 Brussel
Solidarité Socialiste Véronique Wemaere Rue Coenraets 68
1060 Brussel
Joint Context Analysis Namibia 10
1 Description of the JCA-process, the participation of the ANGs, the involvement of the local
partners and eventually other participating partners
1.1 Description of the JCA-process
This documented has been drafted by RKV Internationaal with direct input from VVSG and WSM. The realization
of this document is based on the Vademecum established by 11.11.11, approved as reference document for the
layout of this JCA.
We also refer to the ONGS that participate in the regional/continental JCA Decent Work of Central, East and
Southern Africa, which are: WSM (lead), IEOI-IIAV, IFSI-ISVI, BIS-MSI, FOS, Solidarité Socialiste.
1.2 Participation of the ANGs
This JCA is a joined effort of the 3 organization mentioned above. Since none of the 2 participatory organizations
have a current permanent presence in Namibia, no local meetings or theme-based working groups were
organized.
One important exception is Decent Work, as one of the three priority themes. It refers to the International Labour
Organization (ILO) Decent Work Agenda, which has four strategic objectives: first of all work should be productive
and freely chosen, secondly, international labour laws should be respected, thirdly, there should be access to social
protection with, lastly, workers that are heard through social dialogue. For the common context analysis of
(country) with regard to this theme, we kindly refer to the thematic JCA Central, East and Southern Africa.
To assure the link between the thematic JCA and country JCA, one representative of the NGA of the JCA Decent
Work (Katrien Beirinckx – WSM) was contact person for this JCA during the process. The thematic analysis was
held from an international and regional vision on the theme, but the intervention areas presented, the type of
partner organizations and their needs regarding capacity building indicate that support at national level is
possible. NGA’s that have proven knowledge of the country were involved in elaborating this thematic JCA.
In chapter 3 of this JCA, Decent Work is included as theme of the analysis of the social situation. In this way the
JCA Namibia and the thematic JCA Decent Work are, thus, complementary and need to be read at the same time.
Together they form one complete analysis of a country.
The NGAs have contributed information based on their existing analyses and own programs. This information was
subsequently integrated into this document by the lead.
1.3 Involvement of local partners (and local offices)
The active involvement of local partners was limited to the inclusion of analyses as provided by the local
government of Eenhana, local partner of VVSG. The involvement of the local partner of the lead, Rode Kruis-
Vlaanderen, was indirectly, through their involvement in the creation of earlier recent context analyses, here used
as reference documents.
It is worth noting that RKV, elected the lead of this JCA as being the only NGA who had a local office in Namibia,
closed it delegation in Namibia in April 2015. As such, none of the participating NGA’s have an actual in-country
presence in Namibia.
Joint Context Analysis Namibia 11
1.4 The involvement of other local actors (Belgian government, International Non-Governmental
Organization (INGOs), EU …)
As Namibia has no representation of Belgian Government or BTC, there was no possibility of making contact with
these institutions. The European Union drafted the EU roadmap for Civil Society for Namibia. Input from this
Roadmap was incorporated in this common context analysis and can be found in the subsequent chapters.
1.5 Disclaimer of neutrality
The text of the JCA is meant to reflect the exchanges among organizations about their point of view from a
technical and operational perspective.
Specific viewpoints, based on the information in this context analysis, are only binding whenever it’s explicitly
referred to as an organization’s viewpoint, hence they are no shared points of view for all participating
organizations.
Moreover, the information that is cited cannot be considered as a political or ideological judgments of the
organizations.
Joint Context Analysis Namibia 12
B. Programs, projects that were
implemented
2 Mapping of programs, projects, synergy-projects and partnerships that were implemented by
the NGAs during the last 5 years in Namibia
2.1 Table with programs and projects
Name of
NGA
Project -
Programme Start End Title
Main domain of
Intervention Partner
RKV Program 2011 2013
Improve the general health
conditions of the target
population; increase the
number of First Aid-trained
people; and improvement of
the management capacities of
the partner.
Health Namibia Red Cross
Society
RKV Program 2014 2015
To prevent and limit Water,
Sanitation and Hygiene
(WASH)-related diseases and
mortality, and improving the
capacities of the Namibian Red
Cross Society to administer
First Aid to vulnerable
communities.
Health Namibia Red Cross
Society
VVSG Convenant1 2012 2013
Within the city link Harelbeke –
Eenhana, the city to city
cooperation wants to
strengthen both local
governances due to cooperate
on policy fields (f.e.
environment; local and social
economy, tourism,…) and
facilitating projects (f.e:
cooperation youth red cross
Eenhana & youth red cross
Harelbeke; mailproject with
secondary schools, solar
energy,…)
Local Governance
Harelbeke &
Eenhana Town
Council
1 Convenant with the Flemish government and Flemish impuls
Joint Context Analysis Namibia 13
VVSG Impuls
program2 2014 2019
Within the city link Harelbeke –
Eenhana, the city to city
cooperation wants to
strengthen both local
governances due to cooperate
on policy fields (f.e.
environment; local and social
economy, tourism,…) and
facilitating projects (f.e:
cooperation youth red cross
Eenhana & youth red cross
Harelbeke; mailproject with
secondary schools, solar
energy,…)
Local Governance
Harelbeke &
Eenhana Town
Council
2.2 Synergy Programs
So far, no synergy programs between Belgian NGAs were set up in Namibia.
2.3 Partnerships in collaboration with governments
No partnerships or collaborations between Belgian NGAs, INGOs or governmental organizations were set up.
2.4 Links with JCAs in neighboring countries
In complementary addition to this JCA, a JCA “Decent work” on East, Central and South Africa was drafted. Both
JCAs are to be read.
2.5 Assessment of synergy
Due to the limited amount of active NGAs in Namibia and their specific fields of implementation, there are no
synergy opportunities apparent at present.
2 Impuls program with the Flemish government and Flemish impuls
Joint Context Analysis Namibia 14
C. Current situation, civil society and
authorities
3 Analyses of the political, economic, social and environmental situation
3.1 Analyses of the political situation
Since its independence from South Africa in 1990, Namibia’s political landscape experienced a peaceful transition
from white minority rule to a parliamentary democracy. The political landscape has been dominated by the South
West Africa People’s Organization (SWAPO), an organization rooted in the independence struggle from South
Africa, founded back in 1960 by Andimba Toivo ya Toivo and Sam Nujoma, now considered the Founding Fathers
of independent Namibia.
The political dominance has been recently confirmed by landslide parliamentary and presidential elections: in 2009
SWAPO gained 75% of the votes, marking the start of President Hikikepunye Pohamba’s second and last term in
office. In November 2014, 86% of the votes went to SWAPO, leaving only 19 of the 96 seats in the general assembly
to opposition parties, enabling Pohamba’s successor and former Prime Minister Hage Geingob to form a new
majority ruled cabinet, assuming office on 21 March 2015, for a five-year term as Namibia’s third President.
Illustrative for this political dominance is that major opposition voices often come from within the party movement
itself, as was the case in the most recent political campaign preceding the November elections, when Job
Amupanda, spokesperson for the SWAPO Youth League, became the face of the civil society movement
“Affirmative Repositioning”, demanding attention for the highly sensitive topic of land reforms.
With its independence, Namibia inherited well organized and healthy political institutions with a well-functioning
infrastructure and good governance. In connection to Human Rights – Namibia is considered a democratic country
with freedom of speech where civil society organizations are governmentally supported. More specifically for
children’s rights, “Namibia has adopted a number of international human right instruments that strengthen and
extend the rights base for children. Primary among these is the CRC, which in its 54 articles and two Optional
Protocols, commits the country to internationally defined standards of rights for children”.3 Specific plans of
actions to improve the well-being of children are framed in Vision 2030, through the elaboration of a National
plan of action on Orphans and Other Vulnerable Children. In 2015 the Ministry of Gender Equality and Child
Welfare was created as a lead agency for activities devoted to children and the equality of woman in Namibia.4
Corruption is reported as a wide-spread problem within Namibia. “The country's public procurement sector is
particularly susceptible to corruption due to the monopoly of state-owned companies (parastatals). The Anti-
Corruption Act is Namibia's primary anti-corruption law, covering passive bribery, active bribery, attempted
corruption, extortion and bribing a foreign public official. A range of legislation covers other corruption offences;
however, despite a strong framework for curbing corruption, enforcement of the legislation is inconsistent. Gifts
and facilitation payments given or received as an inducement for an act are illegal under the Anti-Corruption Act,
3 Unicef Namibia (n.d.). Namibia’s Children. Retrieved from http://www.unicef.org/namibia/children.html on 20/06/2015. 4 Ibid.
Joint Context Analysis Namibia 15
and there are few reports of gifts being expected. However, facilitation payments are common, particularly in the
customs sector.”5 The governmental agency enforcing the anti-corruption act is the anti-corruption commission.6
3.2 Analyses of the social-economic situation
Namibia is considered an upper middle income country and has been heralded as one of the strongest emerging
economies in Africa and the World. In a 2013 article, Bloomberg ranked Namibia on a 13th place in the list of
emerging countries, as the first African country, ahead of other emerging economies such as South Africa, Brazil
and the Philippines.7
The economy of Namibia is closely connected to the economy of South-Africa, and strongly depended on the
mining industry, good for 8% of the GDP and 50% of the income of foreign currency. Other major income sectors
are agriculture, manufacturing and tourism. The latter will be further elaborated in section 3.4.3. Most people are
active in agriculture, and the government is the biggest employer.
Namibia takes the 127th place in the 2014 Human Development Report, indicating Medium Human Development,
thanking this place primordially to major developments in developmental areas such as education, basic health
care and access to safe water.8
However, the figures and indications documenting strong economic development cloud the strong income
inequality, which was equally inherited at Namibia’s independence. This is best illustrated by a gini-coefficient of
61,3, putting the income inequality as the 4th highest in the world.9 Poverty is widespread and unemployment is
as high as 28,1%, with youth (18-34) rates up to 39,2%, according to the Namibia Labour Force Survey Report
2014, released by the Namibia Statistics Agency.
The informal sector continues to play a strong role in Namibia. For over 40% of the households survival agriculture,
a social loan or other source outside of the formal economical sector forms their sources of income. Poverty
remains highest in the northern regions, where 67% of the population lives. The areas, holding the lowest human
development index of the country are prone to floods, droughts and fires.10
3.2.1 Decent work
Namibia has signed most of the international convention and has the necessaries laws in place. But precarious
workers and women lack the knowledge about these regulations. E.g. domestic workers are disadvantaged
because they are not aware of their rights.
Youth unemployment is a key problem due to general labour market reforms. Many youth who failed to get formal
employment are now in the informal sector.
5 Business Anti-Corruption Portal (n.d.). Business Corruption in Namibia. Retrieved from http://www.business-anti-
corruption.com/country-profiles/sub-saharan-africa/namibia/snapshot.aspx on 07/05/2015. 6 Anti-corruption Commission Namibia. (n.d.). Retrieved from http://www.accnamibia.org. on 07/05/2015. 7 Bloomberg (n.d.). The top 20 emerging markets. Retrieved from www.bloomberg.com/slideshow/2013-01-30/the-top-20-
emerging-markets.html on 07/05/2015. 8 World Bank (n.d.). Namibia overview. Retrieved from http://www.worldbank.org/en/country/namibia/overview. on
07/05/2015. 9 World Bank (n.d.). Retrieved from http://data.worldbank.org/indicator/SI.POV.GINI?page=1on 05/05/2015. 10 World Bank (n.d.). Namibia overview. Retrieved from http://www.worldbank.org/en/country/namibia/overview. on
07/05/2015.
Joint Context Analysis Namibia 16
Environmental policies linked to poor economic policies fail to create decent jobs, while trade unions believe that
environmental policies can promote economic growth and decent green jobs.
Domestic workers are not included in the social protection schemes by their employers.
Since 1994, a Social Security Act provides for the payment of maternity and sick leave benefits, and also covers
death benefits. It has also provisions for the old age pension and has a development fund to support training
schemes disadvantaged and unemployed people. But this scheme is contributory, hence selective as it doesn’t
include precarious workers. Workers in the informal sector have no access to social protection.
In Namibia, more than 90% of household workers work without contract and 25% of them work seven days a
week. Paid vacation remains for many an idle dream. Wages of household workers can vary much, from € 10 to €
60 per month, and it is exceptional that overtime is paid. The new minimum wage for domestic workers was
introduced in April 2015, some of the employers who were paying more have threatened to reduce the wage to
the new minimum wage.
Only 30% is affiliated to social security and the vast majority have no access to social protection. Domestic workers
are particularly vulnerable to the whims and desires of their employer and there are many complaints about verbal,
physical and sexual violence by the employer.
For unions, a huge challenge is to unite, organize and represent domestic workers, who live and work separated
from the outside world since they are employed in the private sphere. However, we see good examples, such as
in South Africa (SADSAWU) and Namibia (NDAWU), where domestic workers still try to organize themselves in
creative ways and successfully stand up for their rights and for the ratification of the Convention 189.
Namibia is characterized by huge disparities between urban and rural areas, between the white and the black
population, and among the small group of newly rich and the rest of the population. Although the country's
economy grew 4.6% during 2001-2009, the unemployment rate rose from 20.2% (2000) to 37.6% (2008). This is
indicative for a country with an ‘enclave economy’. The formal economy represents 26% of the working population,
while the remaining 74% is trying to earn her living in the informal sector. Unemployment in rural areas has risen
to almost 65% of the active population.
More than one in four families lives in poverty. There exists a growing unrest among workers - such as in the
neighboring countries – as a result of rising inflation in food and transport prices. The National Union for Namibian
Workers (NUNW) summarizes the cause of the unrest as follows: "The 21 years of economic growth have not
resulted in growth of wealth for the greater number of our people. Overtime, workers want to have what is right
fully theirs, a share in the country's wealth ".
The neo-liberal policies stimulate the extraction of minerals, but laws on preserving the environment are weak,
and there is little knowledge about these laws among affected communities.
In the field of social dialogue, there is a Labour Advisory Council that brings together government, trade unions
and employers. This structure is not effective as it is too rigid and as it has only an advisory role.
Joint Context Analysis Namibia 17
3.2.2 Environmental situation
Environmental protection has been high on the government agenda, as evidenced in the extensive legal and
institutional framework through which the environment receives attention: 11
The protection of the environment is not only a concern, but a constitutional issue in Namibia. According to Article
1(6) of the Namibian Constitution, the latter is the law above all laws. Therefore, all legislations ought to be
consistent with the provisions of the Constitution.
The Constitution lays the foundation for all policies and legislation in Namibia and contains three key
environmental clauses relevant to sustainable use of natural resources. Article 100 of the Constitution vests all
natural resources in the State, unless otherwise legally owned. Thus, unless legal ownership to natural resources
in a specific locality is proven, such natural resources are owned by the State; the provision implies thus that
natural resources can be legally owned as private property.
Article 95 (l) stipulates that the state shall actively promote and maintain the welfare of the people by adopting
policies which include the: “maintenance of ecosystems, essential ecological processes and biological diversity of
Namibia and utilization of living natural resources on a sustainable basis for the benefits of all Namibians.” With
this particular Article, Namibia is obliged to protect its environment and to promote a sustainable use of its natural
resources.
Government has established the Ministry of Environment and Tourism in order to handle all matters related to
Environment and Tourism since the two are interlinked. As a result, Eighteen (18) Environment Protection related
policies have been adopted and enacted by Government. These ranges from Community Based tourism, water
protection, environment impact assessment, agriculture, energy, minerals, seeds, wetlands, drought and many
others.
Under the Ministry, the following additional organizations and watchdogs have been created:
Namibia Wildlife Resorts
Environment Commission
Nature Conservation Police Unit (under the Namibian Police)
NACOBTA (Community Based tourism)
3.3 Analyses of the themes of intervention
3.3.1 Health
As stated in the 2013 Namibia Demographic and Health Survey 2013, “the government of Namibia recognized
that health is a fundamental human right, and it is committed to achieving health for all Namibians”. The Ministry
of Health and Social Services (MoHSS) therefore carries the responsibility to support the health and well-being of
all people by putting in place legislation that helps provide health care for all and social assistance to the country’s
most vulnerable groups.12
“Vision 2030”, Namibia’s development program described the goals in terms of health as to “ensure a healthy,
food-secured and breastfeeding nation,in which all preventable, infectious and parasitic diseases are under secure
control, and in which people enjoy a high standard of living, with access to quality education, health and other
vital services, in an atmosphere of sustainable population growth and development”.13
Namibia’s main challenge when it comes to health is Human Immunodeficiency Virus (HIV) /Acquired
immunodeficiency syndrome (AIDS). In 2013, UNAIDS estimated the prevalence of HIV at 14,3% for adults aged
15 to 49, ranking Namibia as one the countries with the highest prevalence rate in the world.14 In 2012, 40% of
11 German International Cooperation (n.d.). Environmental Law and Policy in Namibia. Retrieved from
http://www.environment-namibia.net/constitution.html on 15/05/2015. 12 Republic of Namibia (September 2014). Namibia Demographic and Health Survey 2013 (pp. 3). Retrieved from
https://dhsprogram.com/pubs/pdf/FR298/FR298.pdf on 14/05/2015. 13 Government of Namibia (n.d.). Vision 2030 Overview. Retrieved from http://www.gov.na/vision-2030 on 14/05/2015. 14 UNAIDS (n.d.). Namibia. Retrieved from. http://www.unaids.org/en/regionscountries/countries/namibia on 15/05/2015.
Joint Context Analysis Namibia 18
Namibia’s death were caused by HIV/AIDS.15 In addition to HIV/AIDs, tuberculosis (TB) remains a serious problem
in Namibia, a country with one of the highest case notification rates in the world. The problem is compounded by
the HIV epidemic because 60% of TB patients also test positive for HIV. 16
Namibia has an estimated 343 hospitals and 1150 health care centers. Generally speaking, the quality of the
centers is good, but not always accessible for the poorer part of the population. There are 598 doctors (0,3 per
1000 inhabitants) and 6200 gynecologists and nurses (3 per 1000 inhabitants) – though most of these are
concentrated in the capital Windhoek. Only 1 in 5 households lives within 15 minutes walking distance of a health
care facility, of course including a strong difference between rural and urban areas. In rural areas, 4 in 5 households
live at a distance of minimum of 114 minutes from medical care.17
The importance of First Aid as a key mitigating factor increases due to the limited access to primary health care
especially since Namibia is prone for natural disasters such as floods or drought, significantly influencing the
availability of health care (unreachable health centers, supply problems). The usefulness of First Aid as an
intervention to contribute to the reduction of mortality and morbidity due to injury or sudden illness has been
demonstrated and scientifically proven in many ways. Also the World Bank acknowledges the usefulness of First
Aid: the training of lay persons to respond to medical emergencies is a cost-efficient and profitable intervention
to reduce the effect of illness and injuries in Sub-Sahara Africa.18
Ensuring an adequate and safe blood supply is also an essential part of the Namibia health care system. Blood
transfusion is indispensable in lifesaving health care and improves the health of millions. Blood transfusion is
regularly used in cases of surgery, trauma, gastrointestinal bleeding and childbirth to replace major blood losses.
Cancer patients also often require blood transfusions. Blood donor recruitment in Namibia is regulated by the
government body Blood Transfusion Service.
Summarizing the key challenges for health, the WHO Country Strategy highlights19:
Health systems: severe institutional capacity gaps; duplication of structures, systems and functions; inadequate
organization development; human resources shortages and lack of retention policies.
Communicable and non-communicable diseases: high prevalence of HIV/AIDS and TB remain major challenges;
as well as the emergency of Multi-drug resistant tuberculosis (MDR-TB) and Extensively drug-resistant tuberculosis
(XFR-TB). Noncommunicable diseases (NCDs) are becoming major public health problems.
Maternal, newborn, child and adolescent health: Maternal mortality ratio is on the increase despite high Antenatal
Care (ANC) attendance and high rate of delivery at health facilities. Teenage pregnancy and HIV/AIDS among
young people is a challenge. Malnutrition is high and under-five mortality rate is not decreasing at a fast enough
face. Only 69% of children aged 2-23 months are fully immunized.
Environmental health: a number of emergencies have been experiences: flood, droughts and disease outbreaks.
There are gaps in response capacities between regional and local level.
3.3.2 Water and Sanitation
The Namibian government has emphasized the importance of water and sanitation programs, as lined out in the
water and sanitation strategy20 and the national action plans NDP4 and Vision 2030. All place a crucial interest in
water and sanitation when discussing reaching the millennium goals, and highlight the importance of extra efforts
15 WHO (2012). Country Profile Namibia 2012. Retrieved from http://www.who.int/countries/nam/en/. 16 WHO (n.d.) Country Strategy 2010-2015, Retrieved from
http://www.who.int/countryfocus/cooperation_strategy/ccs_nam_en.pdf, pp. 9 on 25/05/2015 17 MoHSS (2008). Health and Social Services Review 2008. Retrieved from
http://www.africanhealthleadership.org/wpc/uploads/MOHSSHealthReview1.pdf. 18 WHO (2006). Disease control priorities in developing countries, second edition, retrieved from
http://www.who.int/management/referralhospitals.pdf 19 WHO (n.d.) Country Strategy 2010-2015, Retrieved from
http://www.who.int/countryfocus/cooperation_strategy/ccs_nam_en.pdf, pp. 12 on 25/05/2015. 20 Ministry of Agriculture, Water & Forestry (April 2009). Namibia National Sanitation Strategy 2010/11-2014/15. Retrieved
from http://www.mawf.gov.na/Documents/Sanitation%20strategy.pdf on 25/05/2015.
Joint Context Analysis Namibia 19
on this matter. The 4th interim Millennium Development Goals (MDG) report, published in 2013, reported, on a
positive note, that the targets for households with access to safe drinking water are reached, with 90% for rural
areas as opposed to a 87% target.21 However, the households with access to basic sanitation remain at 57% for
urban areas, and 17% for rural areas, well below the 2015 targets of 98% and 65% respectively.22 To reach the
abovementioned goal, estimations put the need for extra sanitation facilities at 150.000.
Following the recent setting up of Water and Sanitation Fora in almost all the regions of the country, dialogue
and coordination between central and local institutions is expected to improve. The Forum's main aim is
contributing to monitoring, review and harmonized implementation of national policies and strategies currently
in force, in particular the "Water Supply and Sanitation Policy-2008" and, more specifically, the "National Sanitation
Strategy 2007/08 - 2014/15", which is due to be renewed throughout 2015.
The government is also instrumental in outlining Water and Sanitation policies, such as the Water Act, the
Sanitation strategy, Water Supply and Sanitation Policy.23
3.3.3 Local Governance
The new Constitution of the Republic of Namibia of 1990 established a three-tier system of governance in Namibia
comprising of the central government, regional councils and local authorities.
The official Decentralisation Policy of Namibia was launched in 1998.24 It was preceded in 1992 by the passing of
the Regional Councils Act 1992 (Act 22 of 1992) and the Local Authority Councils Act (Act 23 of 1992), which
provided the legislative framework for the institutionalising of the decentralised government. The official
Decentralisation Policy of Namibia identifies functions to be decentralised and lays down the implementation
guidelines, resource strategies and the choice of the form of decentralisation.25
The local authorities of municipal councils, town councils and village councils were established by the Local
Authorities of 1992. They are responsible for governing the affairs of the local authorities. There are currently in
total 48 local authorities in Namibia26. The Minister responsible for regional and local government is currently
situated at the Ministry of Regional and Local Government, Housing and Rural Development (MRLGHRD)27.
The Republic of Namibia is a unitary state. Administratively, it is divided into three tiers, with separate spheres of
responsibility – central, regional and local. The central government consists of the President and the two Houses
of Parliament: the National Assembly and the National Council.
The regional sphere is made up of Regional Councils. Each of the regional councils runs one region, which are
thirteen in total: Caprivi, Erongo, Hardap, Karas, Khomas, Kunene, Ohangwena, Okavango, Omaheke, Omusati,
Oshana, Oshikoto and Otjozondjupa.28 Regional Councils have powers under the Regional Councils Act of 1992,
which established a regional council in each region. They can, among other things, advise the President and central
government on matters relating to the region. The political head of a region is the governor, who is elected from
among the councillors.29
21 Idib. 22 UNDP (September 2013). Namibia 2013, Millennium Development Goals, Interim Progress Report N°4 (pp. 83). Retrieved
from http://www.na.undp.org/content/dam/namibia/docs/MDGsReports/undp_na_MDGs%20Report%20%2024Sept13.pdf
on 25/05/2015. 23 Ministry of Agriculture, Water & Forestry (n.d.). Policies and regulations. Retrieved from
http://www.mawf.gov.na/policies.html on 27/05/2015. 24 CLGF (n.d.). Local Government System in Namibia. Retrieved from
http://www.clgf.org.uk/userfiles/1/files/Namibia%20local%20government%20profile%202011-12.pdf on 27/05/2015. 25 Ibid 26 ALAN (n.d.). Retrieved from http://www.alan.org.na/ on 27/05/2015. 27 Formerly situated at the Ministry of Regional and Local Government and Housing. In 2005 the Ministry was allocated the
responsibility for rural development, thus forming the Ministry of Regional and Local Government, Housing and Rural
Development. 28 CLGF (1990). Local Government System in Namibia, Constitution of the Republic of Namibia. Article 102 (1). 29 CLGF (1992). Local Government System in Namibia, Regional Councils. Act No. 22 of 1992, Section 28.
Joint Context Analysis Namibia 20
The local authorities are established in urban areas, and the regions cover the rural areas. The regional councils
are presently responsible for specified service delivery in rural areas, while the local authorities are responsible for
service delivery in urban areas. Currently the only service provision responsibility of the regional councils specified
in the Regional Councils Act is the provision of basic services in areas where settlements are proclaimed, but no
local authorities are established. This responsibility applied to only four regions in 2006.
There are four types of local government:
1) Municipal Councils Part I
2) Municipal Councils Part II
3) Town Councils
4) Village Councils
There is no upper or lower tier in Namibian local government. The 13 Regional Councils run the regions. Municipal,
Town and Village Councils are not sub-ordinate to them.
The municipal councils are the most autonomous local authorities of the local authority categories. Under the
Local Authorities Act of 1992, the Minister responsible for regional and local government may further classify the
municipalities into two types: Part I municipalities and Part II
municipalities.30 Currently there are three Part I municipalities (Windhoek, Walvis Bay and Swakopmund), 15 Part
II municipalities, and in total 30 towns and villages in Namibia.
Part I municipalities generally have a solid financial basis and considerable autonomy with regard to the
determination of property tax and obtaining loans under the provisions of the Local Authorities Act. Part II
municipalities have a more fragile financial basis and are subject to control exercised by the Ministry of Regional
and Local Government, Housing and Rural Development. Most of the town councils cannot balance their budgets
without substantial transfers from the central government or donors, and their financial autonomy, in general, is
limited.
In Namibia local authorities are responsible for the provision, operation and maintenance of a wide range of
municipal infrastructures and services. The decentralisation of key public services, such as education and health,
to local authorities as planned in the decentralisation policy of Namibia has progressed slowly.
4 Description of the local civil society, the decentralized authorities and the governmental
institutions, and their most important financial partners
4.1 Description of the local civil society and their most important financial partners
Since its independence, civil society in Namibia has developed to a vibrant network of grass-roots community
based organizations (CBOs) and civil society organizations (CSOs) aimed at service delivery or advocacy. Data
collection by the Namibia Institute for Democracy for the purpose of compiling a Guide to Civil Society in Namibia
(2nd edition) in 2012 found 568 active CSOs in Namibia, which are segregated by sectors as follows: Health &
HIV/AIDS (47%), Natural Resources Management (14%), Training & Education (12%), Rural and Urban
Development (11%), Gender (6%), Economic & Social Justice (5%), Democracy, Governance & Human rights (5%).31
CSOs are widely supported by government, based on “the realization that the Government cannot do it alone and
that local and/or sectoral association and organization can lead to essential development gains”32. Numerous
umbrella organizations also exist, either general or sector-based, but the two mains ones, aimed at strengthening
civil societies contribution to sustainable development and socio-economic justice are considered:
- NANGOF Trust is the main civil society voice with Government, coordinating and strengthening the civil
society advocacy agenda on key national issues.
30 Local Authorities Act No. 23 of 1992, Section 3. 31 EU Country Roadmap for Engagement with Civil Society 2014 – 2017. Final Report 2015, p. 6. 32 Government of the Republic of Namibia Civic Organizations Partnership Policy, December 2005, p. 2.
Joint Context Analysis Namibia 21
- The Civil Society Foundation of Namibia (CSFN) is a trust that will generate, manage and disburse grants
from a variety of donors for the benefit of civil society organizations, having a particular focus on
grassroots organizations based outside the capital region.33
Both organizations are supported, since January 2012, by the Namibia Civil Society Support Program (NCSSP),
funded by the European Union, the most important financial partner.34 Other delegations aiming engaging in
partnerships with CSOs are the delegations of Finland, Spain, Germany, the UK and France.35 Concerns have arisen
on the sustainability of CSOs, as some donors have phased out assistance to Namibia.36
4.1.1 Health
Primary focus of most CSOs active in Namibia in the Health sector is on HIV/AIDS, malaria, tuberculosis,
reproductive health and ‘Science, Technology and Innovation’ (STI) related causes. In fact, the greatest increase of
CSOs between 1994 and 2012 has been mainly due to the increasing prevalence of HIV/AIDs and the resultant
increase in donor funding in this sector.37 “In 2009, as beneficiaries of former US President Bush’s President’s
Emergency Plan for AIDS Relief (PEPFAR) between 2010/11 and 2015/16 and the Global Fund grants, Namibian
CSOs were able to extend their activities, also leading to a number of new CSOs being formed. CSO’s outside the
health sector are trying to connect their projects to the topic HIV/AIDS in order to get funding.”38
Umbrella organization ‘Namibia National Aids Support Organization’ (NANASO) acts as main platform/network
for CSOs in the health field.39 To improve information sharing, coordination and collaboration between health
development partners (donors, CSOs and government) and to collectively address critical roadblocks, WHO
initiated, in 2011, the Health Development Partners Group (HPDG).40
The Namibia Red Cross Society is a recognized Official Auxiliary to the Government in Humanitarian Aid.41
4.1.2 Water and Sanitation
Few CSOs focus exclusively on water and sanitation. Coordination is strongly driven by Government: in 2009 the
Water Supply and Sanitation Coordination Forum was established by the Directorate of Water Supply and
Sanitation Coordination in the Ministry of Agriculture, Water and Forestry. The Forum is a representative body
that provides a platform for dialogue to all stakeholders in the Water and Sanitation sector, including government
ministries, development partners and CSOs.
Associated CSOs are the Namibian Red Cross Society, Shack Dwellers Federation of Namibia, Namibia Housing
Action Group (NHAG) and the Desert Research Foundation of Namibia,42
4.1.3 Local Governance
In Namibia, local government has a strong bond with CSOs since participation of citizens and civil society is
obligatory for several steps in the decision-making process at local level. The Council plays an important role in
this, as a forum for reporting on policy decisions and their implementation. The local authorities are making
strategical plans which are reviewed annually.
33 Civil Society Foundation of Namibia (n.d.). Mission Statement. Retrieved from http://csfnam.org/About-Us/Vision-and-
Mission on 25/05/2015. 34 http://www.eeas.europa.eu/delegations/namibia/eu_namibia/civil_society_dialogue/index_en.htm on 25/05/2015. 35 EEAS (n.d.). EU Country Roadmap for Engagement with Civil Society 2014 – 2017. Final Report 2015, p. 27-28. 36 Ibid., p. 10. 37 Ibid., p. 7. 38 Ibid, p. 15 39 NANASO (n.d.). Help us combat AIDS in Namibia. Retrieved from www.nanaso.org on 29/05/2015. 40 WHO (n.d.). Analytical summary. Retrieved from
http://www.aho.afro.who.int/profiles_information/index.php/Namibia:Analytical_summary_-
_Partnerships_for_health_development?lang=en on 28/03/2015. 41 The Namibia Red Cross Society (n.d.). Retrieved from http://www.redcross.org.na/ on 25/05/2015. 42 Ministry of Agriculture, water and Forestry. Minutes of the National Water and Sanitation Sector Coordination forum of
28/01/2015.
Joint Context Analysis Namibia 22
4.2 Description of the decentralized authorities and the governmental institutions, and their most
important financial partners
The Republic of Namibia is a unitary state. Administratively, it is divided into three tiers, with separate spheres of
responsibility – central, regional and local. The central government consists of the President and the two Houses
of Parliament: the National Assembly and the National Council.
The regional sphere is made up of Regional Councils. Each of the regional councils runs one region, which are
thirteen in total: Caprivi, Erongo, Hardap, Karas, Khomas, Kunene, Ohangwena, Okavango, Omaheke, Omusati,
Oshana, Oshikoto and Otjozondjupa.43 Regional Councils have powers under the Regional Councils Act of 1992,
which established a regional council in each region. They can, among other things, advise the President and central
government on matters relating to the region. The political head of a region is the governor, who is elected from
among the councillors.44
The regions are divided into constituencies for electoral purposes. Each constituency elects one member to the
regional council using a first-past-the-post electoral system45. The term of office of the regional council members
is six years46. The regional councils elect from amongst their members two persons as members of the National
Council47.
The local authorities are established in urban areas, and the regions cover the rural areas. The regional councils
are presently responsible for specified service delivery in rural areas, while the local authorities are responsible for
service delivery in urban areas. Currently the only service provision responsibility of the regional councils specified
in the Regional Councils Act is the provision of basic services in areas where settlements are proclaimed, but no
local authorities are established. This responsibility applied to only four regions in 2006.
The table below summarises the functions and powers of the local authorities as provided by the Local Authorities
Act:
Powers of Local Authorities in terms of the Local Authorities Act48:
All local authorities Towns and municipalities
(plus villages with the Minister’s
consent)
Only municipalities
(plus villages and towns with the
Minister’s consent)
Water supply
Cemeteries
Sewerage and drainage
Streets and public places
Markets
Refuse disposal
Pounds
Bands and orchestras
Beautification of local areas
Promotion of tourism
Power to accept donations
from sources inside Namibia
Power to buy and sell land
and buildings
Power to set fees for services
provided
Supply electricity and gas
Dipping tanks
Ambulance services
Fire brigades
Construct and maintain
community buildings and
structures
Power to buy and sell
property other than land and
buildings
Public transport
Quarries
Housing schemes
Museums and libraries
Abattoirs
Aerodromes
Plant nurseries
Parking areas
Railway sidings
Traffic services
Bursaries
Storage of perishable goods
(goods which may spoil)
Power to confer honours for
services to community
43 CLGF: Local Government System in Namibia (sine anno); Constitution of the Republic of Namibia, 1990, Article 102 (1). 44 CLGF: Local Government System in Namibia (sine anno; Regional Councils Act No. 22 of 1992, Section 28). 45 Constitution of the Republic of Namibia, 1990, Article 106 (1–3). 46 Regional Authorities Act No. 22 of 1992, Section 7 (1). 47 Regional Authorities Act No. 22 of 1992, Section 26. 48 Table adapted by Kuusi 2009 from Ministry of Regional and Local Government, Housing and Rural Development 2008b, 9.
Joint Context Analysis Namibia 23
Power to operate farms on
town lands
Power to enter into joint
business ventures
Power to privatise functions and
services
4.2.1 Health
The health system in Namibia is organized according the administratively division: the 13 Regional Health
Directorates oversee service delivery in 34 health districts. The role of each district is to ensure efficient and
effective implementation of regionally directed programmes and projects. Public health services are provided
through 30 public district hospitals, 44 health centers, and 269 clinics. Because of the vastness of the country, the
sparse distribution of the population, and the lack of access to permanent health facilities in some communities,
outreach (mobile clinic) services are provided at about 1,150 outreach points across the country. Three
intermediate hospitals (Oshakati Hospital in Oshana, Rundu Hospital in Kavango, and Katutura Hospital in Khomas)
and the national referral hospital (Windhoek Central Hospital) provide support to the district hospitals.49
4.2.2 Water and sanitation
The local authorities play a crucial part in the provision of water and sanitation service to the population. Especially
in the North, local municipalities have made efforts in extending the piped water systems to extended villages,
with support from ministries such as Ministry of Agriculture, Water and Forestry and/or Ministry of Regional and
Local Government, Housing and Rural Development. Local government officials are the main stakeholders for
project implementations, as they ensure alignment of different projects and relevance towards the governmental
policies and proposed implementation methodologies.
4.2.3 Local Governance
The powers, duties and functions of the local authority councils are described in the Local Authorities Act of 1992.
Local authorities deliver services in urban areas, while the regional councils are responsible for specified service
delivery in rural areas50. However, the framework for service delivery in Namibia is being reformed.
The members of the municipal, town and village councils are elected on party lists at a general election. The term
of office of the local authority councillors is five years.51 The Local Authorities Act provides that a municipal council
shall consist of not less than seven and not more than 15 members. Similarly a town council shall consists of such
number of members as may be determined by the Minister in the notice establishing the town, but not less than
seven and not more than 12 members.52 The Minister has the power to increase or decrease the number of
members of a municipal council or town council53.
The members of councils elect a mayor and a deputy mayor from amongst themselves to be the chairperson and
vice-chairperson of the council.54
The Local Authorities Act prescribes that each municipal and town council must elect a management committee
from among the councillors of the council. The mayor and deputy-mayor are ex officio members of the
management committee.55 The powers, duties and functions of the management committee include, among other
things, to deliberate on local authority affairs and make recommendations on policy to the full council, prepare
for the approval of the local authority council the estimates and supplementary estimates of revenue and
49 Namibia Demographic and Health Survey, p. 3. 50 Fjeldstad et al. 2005, 6; Regional Councils Act No. 22 of 1992, Section 28. 51 Local Authorities Act No. 23 of 1992, Sections 6 (2), 8; CLGF: The Local Government System in Namibia (sine anno). 52 Local Authorities Act No. 23 of 1992, Section 6 (1). 53 Local Authorities Act No. 23 of 1992, Section 4 (1)(d). 54 Local Authorities Act No. 23 of 1992, Sections 11 (1), 12. 55 Local Authorities Act No. 23 of 1992, Section 21.
Joint Context Analysis Namibia 24
expenditure of the local authority council, and to ensure that the decisions of the local authority council are carried
out56.
Local authority staff is recruited by the respective local councils, which retain the powers also to discipline and
dismiss staff. No staff is deployed from central government to local government institutions.57
Only Chief Executive Officers are required by law. These are referred to as Chief Regional Officers in the Regional
Councils, town clerks in the Town Councils and village secretaries in the villages. In towns and municipalities, the
town clerk acts as the head of the administration and typically has a number of heads of departments reporting
to him or her. The number of departmental heads depends on the size of the local authority.58
The table below summarises the functions and powers of the local authorities as provided by the Local Authorities
Act.
Powers of Local Authorities in terms of the Local Authorities Act59 :
All local authorities Towns and municipalities
(plus villages with the Minister’s
consent)
Only municipalities
(plus villages and towns with
the Minister’s consent)
Water supply
Cemeteries
Sewerage and drainage
Streets and public places
Markets
Refuse disposal
Pounds
Bands and orchestras
Beautification of local areas
Promotion of tourism
Power to accept donations
from sources inside Namibia
Power to buy and sell land
and buildings
Power to set fees for services
provided
Power to operate farms on
town lands
Supply electricity and gas
Dipping tanks
Ambulance services
Fire brigades
Construct and maintain
community buildings and
structures
Power to buy and sell
property other than land and
buildings
Public transport
Quarries
Housing schemes
Museums and libraries
Abattoirs
Aerodromes
Plant nurseries
Parking areas
Railway sidings
Traffic services
Bursaries
Storage of perishable goods
(goods which may spoil)
Power to confer honours for
services to community
Power to enter into joint
business ventures
Power to privatise functions
and services
The local authorities’ own source revenues in Namibia consist mainly of different kinds of rates, charges and fees,
and revenue from letting and selling immovable property such as land.
Part I municipalities generally have a solid financial basis and considerable autonomy with regard to the
determination of property tax and obtaining loans under the provisions of the Local Authorities Act. Part II
municipalities have a more fragile financial basis and are subject to control exercised by the Ministry of Regional
and Local Government, Housing and Rural Development with respect to setting property rates and obtaining
credit facilities. Most of the town councils cannot balance their budgets without substantial financial transfers from
the central government or donors. Their financial autonomy is limited as the intergovernmental transfers are
56 Local Authorities Act No. 23 of 1992, Section 26. 57 CLGF: Local Government System in Namibia (n.d.). 58 Ibid. 59 Table adapted by Kuusi 2009 from Ministry of Regional and Local Government, Housing and Rural Development 2008b, 9.
Joint Context Analysis Namibia 25
allocated on ad hoc basis, and the approval of the Minister responsible for regional and local government is
required for expenditures paid from the funds of the intergovernmental transfers.
At the moment the trend is that the local authorities are pushed towards financial self-sufficiency to obtain a more
autonomous status. The Government of Namibia has started to develop a system of recurrent and development
grants to local authorities in recent years.
5 Analyses of the local civil society, the decentralized authorities and the governmental institutions,
and the strategies that are being considered to strengthen their positions
5.1 Analyses of the local civil society, and the strategies that are being considered to strengthen their
positions
5.1.1 Analyses
The total amount of CSO is considered impressive, considering the relatively small population of 2.4 million people,
though it should equally be noted that of the approximately 570 CSOs, many are very small, operate only
perfunctorily or are inactive. In a survey undertaken by the CSFN in 2014 with a sample of 394 CSOs, 85% presorted
that they work in just one or two regions and 4% reported that they work in 12 or more regions. In additional,
with regard the employment of full-time staff, just 3% have more than 19 staff and only a further 9% have 10 or
more staff.60 Many CSOs are considered one-person organizations.
In addition to raising question on their activeness, the 2009 NANGOF Trust CSO Baseline study also highlighted
that “CSOs see themselves stronger in delivering services to their target group in partnership with sectoral
ministries. They are less strong when it comes to involving their target groups in defining the programs to be
delivered, or in evaluating the impact of these programs.[…] The focus on service delivery is prevalent in all the
sectors with comparatively few CSOs conducting advocacy work on policy issues.”61 Reason for this context, where
CSOs tend to work hand in hand with governmental actors on development service delivery, largely foregoing
critical policy analysis, may have originated with a general shortage of skills immediately after independence in
1990, where skilled people from all sectors were committed to join forces to build the new Namibian state –
though it has been noted how a new generation of CSO leaders has emerged through, conducing a more critical
approach.62
The EU Country Roadmap for engagement with Civil Society further summarizes several threats or faced difficulties
for CSOs, creating a distinction between internal constraints and external environmental factors:63
- Internal constraints: weakness in financial management, dependence upon external sources of financing,
brain-drain from CSOs to public and/or private sectors (partially due to lower salaries and benefits
compared to government), lack of a clear mission of mandate, shallow capacity, short supply of
management skills, weak Civil Society (CS) interest aggregation, lack of clarity regarding accountability,
poor understanding of the role of governing boards, constraints on lobbying activities (due to
dependence on foreign aid) and competition between CSOs.
- External environmental factors: suspicion and mistrust from government (with noticeable instanced of co-
opting critical voices), sensitivity to criticism (government mostly considers criticism from CSOs, especially
on human rights issues, to be politically unpalatable), proportional representation, lack of donor co-
ordination and limited access to external resources other than donor funding, absence of access to
information legislation.
60 EU Country Roadmap for Engagement with Civil Society 2014 – 2017. Final Report 2015, p. 7. 61 Ibid., p. 8. 62 Ibid. 63 The following paragraph is based on EU Country Roadmap for Engagement with Civil Society, p. 15-16; 17-18.
Joint Context Analysis Namibia 26
5.1.2 Strategies to strengthen their position
In connection to the above highlighted weaknesses, the EU’s main focus to strengthen CSOs in Namibia is based
on 3 pillars:64
1. Creating an enabling environment for CSOs, by ensuring the legal framework (and it’s correct
implementation) guarantees freedom of association and expression.
2. Meaningful participation in policy development by CSOs, by facilitating mutual government and CSO
consultations, as well as active and performing umbrella organizations.
3. Strengthened capacity of CSOs, through capacity building of CSOs, and strive towards harmonized and
sustained donor funding (through diverse funding channels).
5.2 Analyses of the health sector and the strategies that are being considered to strengthen their
positions
5.2.1 Civil society
64 Ibid., p. 37-38.
Actor (sub)type Common strengths
of this type/group of
organizations
Common
weaknesses of this
type/group of
organizations
Strategies to strengthen positions
NGOs Easy access to local
communities
Better understanding
of local contexts
Quick and flexible
response mechanism
Access to
marginalized and
underserved areas
Well placed for
awareness raising and
advocacy (health
promotion).
Lack of program
sustainability (also
due to external
funding
dependence)
Limited presence
due to Namibia’s
position as middle
income country
Highly depended
on key staff – often
one man
organizations
High number of
CSOs, though
limited active ones.
Dependent on
governmental
accreditation for
the provision of
certain services.
Research funding possibilities within
government – i.e. act as agencies
implementing governmental services
Partnership/coordination/joint planning
with government
Strong alliance between non-governmental
organizations for more effective advocacy
with policy makers
Joint Context Analysis Namibia 27
5.2.2 Public
Namibia Red
Cross Society
(humanitarian
organization)
Strong mobilization
mechanism
Volunteers can
function as strong
role models in their
communities and this
beyond the
intervention
(sustainability)
Experience with
WASH, blood donor
recruitment, blood
transfusion services,
and first aid
Recognized by law as
‘auxiliary to the
government’
Limited technical
capacity of the
volunteers
Strong donor
dependence –
system of
volunteering often
shows to crumble
without a direct
project (and
financial) presence.
Strengthen an organizational process
focusing on the creation and maintenance
of community volunteers – outside of
implemented projects.
Capacity building of volunteers and staff
Actively promote donor diversification, with
special attention to in-country funds (both
governmental and non-governmental).
Community Based
Rehabilitation,
Hospitals
Can easily be
regulated by State
Can support the State
in establishing
standard protocols
and referral
mechanisms
Present an attractive
model for a public-
private partnership
Depend of very
technical skills
which are often not
available
Are not very aware
of NCDs
The existing service providers will be their
main entry points
Actor
(sub)type
Common strengths of this
type/group of organizations
Common weaknesses of
this type/group of
organizations
Strategies to strengthen
positions
Ministries /
Local
authorities
Good entry point for inter-
sectoral collaboration – strong
role as facilitator and assurer
alignment
Presence of national policy,
and consequent plan of actions
Lack of implementation
presence in more remote
areas.
Long delays in the
implementation of policies
Unattainable high
accreditation standards
relating to First Aid
trainers
Lobby for implementable
guidelines and rules
Aim for a role as service
provider in conjunction (and
aligning) with governmental
entities
Joint Context Analysis Namibia 28
5.3 Analyses of Water and Sanitation sector and the strategies that are being considered to strengthen
their positions
5.3.1 Civil society
5.3.2 Decentralized authorities & public institutions in local governance
Actor (sub)type Common strengths of this
type/group of organizations
Common weaknesses
of this type/group of
organizations
Strategies to strengthen
positions
NGOs Strong culture of sharing
programming/technical
improvements
Strong grass-roots presence
Limited NGOs present
Erratic and limited
resources (due to
presence of
governmental funds)
Donor diversification –
possibility of (local) NGOs
to act as implementers of
(direct) governmental
programs.
Namibia Red
Cross Society
(humanitarian
organization)
Strong mobilization mechanism
Volunteers can function as
strong role models in their
communities and this beyond
the intervention (sustainability)
Experience with WASH, more
specifically in the building of
latrines which are technically
considered decent
Recognized by law as ‘auxiliary
to the government’
Limited technical
capacity of the
volunteers
Strong donor
dependence – system of
volunteering often
shows to crumble
without a direct project
(and financial) presence.
Strengthen an
organizational process
focusing on the creation
and maintenance of
community volunteers –
outside of implemented
projects.
Capacity building of
volunteers and staff
Actively promote donor
diversification, with special
attention to in-country
funds (both governmental
and non-governmental).
Actor (sub)type Common strengths of this
type/group of organizations
Common weaknesses of
this type/group of
organizations
Strategies to strengthen
positions
Ministries / Local
government
Availability of funds
Strong role as leader of the
sectorial dialogue and
cooperation
Lack of implementation
presence in more remote
areas.
Lack of technical
resources, especially in
rural areas.
Lobby for implementable
guidelines and rules
Aim for a role as service
provider in conjunction
(and aligning) with
governmental entities
Joint Context Analysis Namibia 29
5.4 Analyses of Local Governance sector and the strategies that are being considered to strengthen
their positions
5.4.1 Analysis of local civil society in local governance
The decentralisation does not end at the level of locally elected officials. To make provision for the direct
involvement by the community, the government of Namibia has established the Statutory Development
Committees, which operate at regional and local levels and are focused on the region, the regional
constituencies, the local authority, village and settlement. Although each is composed differently, they are
constituted to involve elected members, traditional authorities and representatives from NGOs and CBOs. They
also accommodate different interest groups in the constituencies, ranging from the disabled, the youth and
women. Interest groups should all together come to make up at least 1/3 of the entire membership.
The Statutory Development Committees are responsible for identifying problems and needs of their specific
constituencies. Their specific functions include the coordination of planning and development within the
constituencies.
5.4.2 Analysis of decentralized authorities & public institutions in local governance
There is sufficient evidence, internationally and locally, to confirm the assertion that local government is a key
sphere of government without which service delivery, growth and development cannot be achieved. Local
governments are indeed responsible for the provision of housing, water, electricity, waste removal and other basic
services that have a big impact on the daily lives of the Namibian citizens. The vision of state and society working
together to advance the development of the country is centrally located in the local sphere of government.
The implementation of the decentralisation policy has been slow. It was envisaged that by 2002 the bulk of the
activities would have been decentralised to regional and local authorities. Unfortunately, this has not been the
case. Progress has been slow and halting since the decentralisation policy was launched and as yet, most of the
preparatory work is far from complete.65
The stated aim of the decentralisation in Namibia is to ensure economic, cultural and socio-economic
development, to provide people at grassroots level with the opportunity to participate in decision-making and to
extend democracy as a right based on National ideals and values.
The implementation of the decentralisation policy in Namibia aims to decentralise functions from the line
ministries to the regional councils and local authorities first by delegation, and ultimately by devolution of the
political and administrative responsibility of the service provision to the regional councils and local authorities.66
The Decentralisation Enabling Act No. 33 of 2000 is the most important legislation providing for the
decentralisation policy. The Decentralisation Enabling Act has overriding effect vis-à-vis sector legislation.67
The Namibia Vision 2030 published in 2004 and the National Development Plans II and III provide the overall
planning framework for the decentralisation process. The line ministries failure to prepare the processes needed
for decentralisation on time, mainly because of unwillingness within the ministries, is noted in the Namibia Vision
65 CLGF: Local Government System in Namibia (n.d.). 66 In general terms delegation refers to the transfer of responsibility for decision making and administration of public functions
from central government to semi-autonomous organisations, which are accountable on these functions to the central
government. Devolution is a more comprehensive type of decentralisation, and generally refers to the transfer of authority for
decision making, finance and management from central government to local authorities with corporate status and considerable
degree of autonomy from the central government. There are some features that are commonly present in devolution. For
example, the local authorities have authority to raise their own revenues and to acquire resources to perform public functions,
and have clearly recognised geographical boundaries over which they exercise authority. Kuusi 2009, 7-8; Also Ministry of
Regional and Local Government and Housing 1997. 67 Ekandjo, Jerry, Minister, Regional and Local Government, Housing and Rural Development 2008.
Joint Context Analysis Namibia 30
2030. The government has also acknowledged that the magnitude and complexity of the decentralisation process
has been grossly underestimated since the introduction of the decentralisation policy.68
5.4.3 Sector SWOT
STRENGTHS:
Close to citizens and civil society
Pioneer in the field of citizen participation
Democratic legitimacy
Deliver basic services
Pro-poor policy
Public participation IDP
Visionary leadership (also on gender)
Public-Private Partnerships (PPP’s)
WEAKNESSES:
Limited capacities
Limited resources and pore use of resources
Corruption & nepotism
Inappropriate cadre deployment
Small scale
Local government has limited
links/networks/cooperation with other government
levels or organizations
Local government is often paralyzed by politics
Weak service delivery
Poor infrastructure services
Land degradation
OPPORTUNITIES:
Increasing international recognition of local
government as a crucial government level for
development
Relative political stability and peace
Willingness for exchanges and training
PPP’s can be improved
Renewable energy
Spatial planning and land use will be improved
THREATS:
Global challenges (climate change, migration,
financial crisis, urbanization…)
Health epidemics such as HIV/TB
Large number of unskilled laborers
Threat of electricity shortages
Absence of a clear policy framework
Distrust between different levels of government
Local governments face regular political changes
Water shortages
68 Ministry of Regional and Local Government, Housing and Rural Development 2008b, 9–10, 12.
Joint Context Analysis Namibia 31
5.4.4 Strategies to strengthen the local governance sector
Enhance and support good local governance, including the development of strong local government
institutions, the development of efficient, appropriate public services and the strengthening of the role of
the democratic local authority as a catalyst of local development.
Support effective decentralization, in particular through capacity building, using the added value of the
local government association, Association of Local Authorities Namibia (ALAN) to ensure that the local
authority is fully respected and recognized by the other governments. ALAN can play a decisive role by
strengthening the administrative capacities of the local governments, sharing practical examples at
national level and lobbying for the transfer of resources and powers to local government.
Assisting in tackling urgent global challenges at a local level such as climate change, migration,
urbanization, fight against poverty, etc.
Localizing the sustainable development goals (SDG’s): integrating the SDG’s into local governance.
Possible strategies are:
o Capacity development through partnerships between municipalities in Namibia and Flanders,
relying on cooperation between colleagues, knowledge transfer and exchange, and promoting
integration of the SDG in local development planning and implementation;
o Partnerships for knowledge exchange between associations of local governments (e.g. VVSG-
ALAN)
Joint Context Analysis Namibia 32
D. Actors and partners
6 Identification of relevant development actors
6.1 Relevant actors related to health
6.1.1 Civil Society
Relevant actors civil society
Actor / actor type Importance Relation with NGA
Namibia Red Cross Society Very important Implementing partner of Belgian Red Cross-Flanders
(BRC-F): appropriation, leadership, implementation of
the project in the branch areas, social mobilization
(vulnerable) communities Very important Beneficiaries – subject of behaviour change
Research institutions Important Provide evidence based information to guide the
intervention
District Health executives Very important Beneficiaries
Civil society organisations,
such as NANASO
Important Important actors in promoting the public interest, and
in documenting performance
+ beneficiaries
6.1.2 Authorities
Relevant actors decentralised government and public institutions
Actor / actor type Importance Relation with NGA
Ministry of Health and Social
Services
Very Important Outlines and controls policies. Supervises strategies
and roles of stakeholders. Facilitates accreditation of
First Aid Teachers.
Ministry of Education, Arts
and Culture
Important Outlines the curriculum
Research institutions,
universities and schools of
higher education.
Very Important Provide locally produced evidence based information
to guide priority-setting and interventions, monitoring
and evaluation capacity, and policy advice
Ministry of Labour Important Registration of CSOs is needed when applying for
accreditation of First Aid Teachers.
Police Low importance Cooperation on the ground in case of an accident
and/or big public event
Press, media Low importance Tool for mass communication
Joint Context Analysis Namibia 33
6.2 Relevant actors related to water and sanitation
6.2.1 Civil society
Relevant actors civil society
Actor / actor type Importance Relation with NGA
Namibia Red Cross Society Very important Implementing partner of BRC-F: appropriation,
leadership, implementation of the project in the branch
areas, social mobilization
(Vulnerable) communities :
Local CBO and NGO
Health communities
Village development
committees
World Urbain Campaigns
(WUC’s)
Very important Beneficiaries – subject of behaviour change :
appropriation, social mobilization, contribution to the
realization of the project, resistance
School communities
Teachers, pupils, parents
Very important Beneficiaries – subject of behaviour change.
Research institutions Important Provide evidence based information to guide the
intervention
Press, media Low importance Tool for mass communication
6.2.2 Authorities
Relevant actors decentralised government and public institutions
Actor / actor type Importance Relation with NGA
Ministry of Agriculture,
Water and Forestry:
Department of Water Supply
and Sanitation.
Important Outlines and controls policies, strategies and roles of
all the stakeholders in the WATSAN sector, including
the WATSAN coordination forum.
Ministry of Education,
schools
Important Responsible for hygiene promotion and sanitation in
schools
Local government, Ministry
of Regional and Local
government, Housing and
Rural Development.
Important Legitimize and support the intervention at grassroots
level, coordination, population statistics,
complementary investments, conflict regulation
District leaders Important Technical Input, supervision, assistance in maintenance,
dispute settlement
Joint Context Analysis Namibia 34
6.3 Relevant actors related to local governance
6.3.1 Civil society
Relevant actors civil society
Actor / actor type Importance Relation with NGA
NGO’s and CSO’s Very important No direct partners yet.
6.3.2 Authorities
Relevant actors decentralised government and public institutions
Actor / actor type Importance Relation with NGA
Local Governments Very important Direct partnerships
ALAN Very Important Direct partnerships
Association of Regional
Councils (ACR)
Important Direct partnerships
Namibia Local
Administrators’ Organization
(NALAO)
Important Direct partnerships
7 Identification of the type of potential partners per Actor of Non-governmental Cooperations
(ANGCs)
7.1 General
Both active participating NGA’s in this JCA are limited in their choices of partners:
- For RKV, one of the principles of the Red Cross is that our partners are always the local Red Cross and Red
Crescent Societies (in his role as auxiliary of the public authorities) and that we work within the
coordination mechanisms as agreed within the RC/RC Movement. One of these principles is that the local
partner itself defines its implementing partner. As Red Cross we are certainly willing to look into
possibilities of synergies and cooperation with other NGA’s but within the context as described above and
in accordance with the Fundamental Principles of the RC/RC.
- For VSSG, their partner cooperations focuses on intercity cooperation – local governments cooperating
with local governmental partners in Namibia.
This will be reflected in the below identifications of potential partners per sector.
7.2 Per sector
7.2.1 Health
Types of potential CSO partners in Namibia for Belgian NGAs
Namibia Red Cross Society Rode Kruis-Vlaanderen
Higher education institutions Rode Kruis-Vlaanderen
Research institutions Rode Kruis-Vlaanderen
Types of potential government partners in Namibia for Belgian NGAs
Ministry of Health and Social Services Rode Kruis-Vlaanderen
Joint Context Analysis Namibia 35
7.2.2 Water and sanitation
Types of potential CSO partners in Namibia for Belgian NGAs
Namibia Red Cross Society Rode Kruis-Vlaanderen
Types of potential government partners in Namibia for Belgian NGAs
Ministry of Agriculture, Water and Forestry Rode Kruis-Vlaanderen
7.2.3 Local Governance
Types of potential CSO partners in Namibia for Belgian NGAs
N/A
Types of potential government partners in Namibia for Belgian NGAs
Local Governments VVSG
Joint Context Analysis Namibia 36
E. Future sectors
8 Identification of future sectors per ANGC, taking into consideration the relevant actors
8.1 Overview: future sectors and relevant actors
Sectors per ANGC and their relevant partners
ANGs Sector Relevant actors
Rode Kruis-
Vlaanderen
Health (includes Water &
Sanitation, Humanitarian aid,
First Aid, Blood, Evidence Based
Practice)
- Namibian Red Cross Society
- (Vulnerable) communities
- Research institutions/universities
- District Health executives
- Civil society organisations, such as Health Systems
Trust, TAC, etc.
- Ministry of Health
- Provincial Department of Health.
- School communities
- Ministry of Agriculture, Water and Forestry.
VVSG Local Governance (social & local
economy, environment)
- Local governments
- ALAN
- ARC
- NALAO
- School communities
- Research institutions/universities
- MRLGHRD
Joint Context Analysis Namibia 37
8.2 Strategies of change for the ANGCs
8.2.1 Rode Kruis-Vlaanderen69
The main beneficiaries for RKV Internationaal are local Red Cross/Red Crescent Societies and the most vulnerable
people of Namibia.
69 This paragraph was prepared in the context of the JCA South-Africa.
Improved well-
being of the most
vulnerable
Target group
is sensitized
on
development
education
International
humanitarian
law is spread
Improved self-
reliance by
protecting
livelihood and
saving lives
Improved health
Peace
Improved social
inclusion
Services for
Tracing and
and family
reunion are
provided
Interventions are
evidence based
Improve disaster
response
capacity of Red
Cross South
Africa
Strengthened
capacity of SA
Red Cross in
(1) First Aid
education
(2) Water and
sanitation
(3) Blood supply
Improved
disaster
response
capacity of
South African
Red Cross
Society
Emergency
response and
rehabilitation
assistance
provided
Output level Outcome level Impact level
Joint Context Analysis Namibia 38
8.2.2 Local Governance
VVSG is the organization of Flemish Cities and Municipalities and supports Flemish municipalities in their
development support. VVSG International offers trainings to civil servants, municipal councilors and
others working on development aid. The organization also publishes information and ideas in this field and
supports town twining between Flemish municipalities and municipalities in the global South. The main
beneficiaries for VVSG are inhabitants of local municipalities.
Good local
Governance
Effective
decentralisation
Improved and
sustainable life
conditions
Tackling global
challenges at local
level
Improve disaster
response
capacity of Red
Cross South
Africa
Local
Governments
strengthened
Output level Outcome level Impact level
Joint Context Analysis Namibia 39
9 Analyses of the risks and opportunities per sector
9.1 Sector Health
Health
Opportunities Risks
Political stability creates a reliable and safe
climate for development.
Middle income country indicates a demand
and market for payable first aid services and
trainings
Presence of a clear governmental guidelines
and policies (Vision 2030) on the
improvement of access of the population to
health services
Overall good quality of health centers
Existence of a recognized independent blood
transfusion center, responsible for assurance
Large-scale natural disaster disrupts project
activities (or their feasibility/relevance).
Lack of external funding due to Namibia’s
situation as a upper middle income country
Donor and CSO focus on HIV/AIDS epidemic,
leaving little attention for general health care
Proximity of public health care for rural
population
9.2 Sector Water and Sanitation
Water and Sanitation
Opportunities Risks
Political stability creates a reliable and safe
climate for development.
Vivid governmental policy dialogue, with
requested and valued inputs from
stakeholders and non-governmental actors,
in different relevant fora.
Availability of governmental funds for the
provision of water supply
Large-scale natural disaster disrupts project
activities (or their feasibility/relevance).
Lack of external funding due to Namibia’s
situation as a upper middle income country
Severe drought and/or floods
Temporarily humanitarian interventions relating
to drought/floods, lacking sustainable long term
planning, often disrupting participatory project
methodologies
Scattered villages and housing makes it very
impractical and expensive to provide safe water
sources – resulting in a very unfavorable cost per
beneficiary ratio.
Cultural or psychological barriers to behavioral
change within the domain of hygiene and
sanitation
Joint Context Analysis Namibia 40
9.3 Local Governance
Local Governance
Opportunities Risks
Increasing international recognition of local
government as a crucial government level for
development
Local governance as incipient local
democratic structures
‘Integrated Development Planning’ as
participation opportunity to local governance
Sustainable development goals as a
supportive framework for local governance
agendas
ALAN: constitutionally recognized
ALAN: networking & advocacy for common
interest
Relative political stability and peace in
Namibia
NALAO serves a platform for exchanging
ideas, experiences and knowledge
Corruption
No democratic representation (elite
representation)
Political appointment of staff
Incapable staff (due to political appointments)
Staff turnover due to changing politics
Insufficient financial resources covering the
decentralization of competences
Conflicts of competencies between different
government levels
Re-centralization of competencies
Size of municipalities: difficult to cover big
territories for public service delivery
Loss of capacity of local government due to
tendency to outsource planning, executive &
monitoring tasks
Joint Context Analysis Namibia 41
F. Opportunities for synergy and
complementarity
10 Analyses of the opportunities and added value for synergy and complementarity between
ANGs, and with the Belgian bilateral program and other organizations
Opportunities of synergy and complementarity
In this chapter possible synergies and complementarity are specified between ANGS, with Belgian governmental
cooperation and other organizations (e.g. international NGO’s).
As stated in chapter 2.5, due to the specific implementation context of the active NGA’s, options for synergy and
complementarity are limited.
For local governance the main topic is city to city cooperation. Due to this cooperation, a lot of experience and
knowledge are exchanged and cooperation with local stakeholders from Namibia and Belgium are growing.
Nevertheless, efforts can be made, especially on information sharing:
Sector Between Belgian NGAs and/or with INGOs
General RKV can provide scientifically substantiated information, advice and support for programs of
other partners active in health, specifically in the field of first aid, guideline development,
blood supply, disaster preparedness and water, sanitation and hygiene. The Reference Centre
for Evidence Based Practice (CEBaP) of Belgian Red Cross-Flanders seeks to assist and inspire
organizations to use evidence-based methods in their work.
Through the local network of volunteers, RKV can reach almost every community (last mile) –
opportunities for sensitization without renouncing the principles.
Health In the field of First Aid: RKV can support different organizations/persons (local, staff NGO…) in
offering first aid courses. RKV can look into opportunities for advocacy to promote first aid
(via partners active in education …).
Water and
Sanitation
Through its connections in stakeholder fora, RKV will be in a position to inform other NGA
(for instance VSSG) on geographical water and sanitation needs, and recommend possible
intervention partners.
Local
governance
Within a city to city cooperation, a lot of experience and knowledge can be exchanged on
different policy fields (LED, environment, Youth…). Next to this, cooperation with local actors
from Belgium and Namibia can work together on different themes; e.g. schools, Red Cross
departments…). It is important to explore possibilities for win-win scenarios with all possible
local actors in Namibia (local governments, national governments, universities, NGA’s…).
Because Namibia is a vast country, options for geographical cooperation and focus among
Belgian NGA’s could be interesting.
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