Namibian-German Special Initiative

for community-driven development in specific regions

Project Implementation

Phase 1 Implementation

Phase 1, or the ‘fast track’ phase, which ran from June 2008 to July 2009, saw the implementation of 54 small projects at a total cost of some N$ 14 million (including VAT) of which N$ 12.6 million derived from German grant funds.

Phase 2 Implementation

After administrative delays in signing a second Financing Agreement to make the German Government’s grant funding fully available, and in auditing the Phase 1 projects, funding for Phase 2 was made available in April 2011. After tendering, Design and Supervision consultants were contracted and started work at the beginning of 2012.

Project implementation commenced in September 2012 with the start of 23 agricultural projects. Infrastructure construction projects started in early 2013 and are continuing. The Programme’s capacity building efforts have been on-going from the start and are focused on Project Management Committees and other stakeholders. Particular attention has been given to 25 community owned projects, not owned by a line ministry and for whom funds will have to be self-generated to ensure sustainable operations.

With the additional grant of EUR 11 million made available in June 2013 and given the prevailing exchange rates the Programme’s overall investment budget (specifically for projects) has increased from N$ 147 million to N$ 290 million (both figures excluding VAT), an increase of 98%.

Coming after the start of project implementation, the allocation of additional budgets to the existing projects presents an unusual management challenge demanding significant flexibility on the part of all involved. To maintain the integrity of the Programme’s participatory ethos, stakeholder consultations are required on priority needs. Infrastructure projects require new or expanded designs and bills of quantities etc. in order to cover the increased scope of works, the implementation contracts also had to be amended.

The general approach to allocating the additional funding can be summarised as follows:

  • Nearly all additional funds are being allocated to existing projects to enable them to meet the original project commitments. Only a few additional projects requests are being accommodated and these all benefit the San community.
  • Regional and Constituency budget allocations are based on the allocation formula developed in the NGSIP Feasibility Report of 2007.
  • Allocations to projects within Constituencies are being informed by a number of considerations including the priority needs as expressed by stakeholders and project sustainability considerations.
  • Essentially, funds are being committed to projects which are expected to be practically completed by September 2016, followed by a 12-months retention period.

The Projects

Phase 2 projects are divided into Lots and sub-Lots as follows:

Lot 1:  School, Youth and Sport Facilities and others – 41 projects in Kunene, Erongo, Otjozondjupa, Omaheke and Karas regions

Lot 2:  Multi-purpose Cultural Centres & Commercial Centre Projects - 20 projects in Kunene, Erongo, Omaheke, Hardap and Karas regions

Lot 3:  Agriculture Projects (livestock and gardens) - 32 projects in total, including Phase I

Lot 4:  Water Supply Projects - 115 in total, including Phase I

Lot 5:  Others: Latrines, Road, Fire Truck, School Computers, Bridge, Quarantine Camp

Lot 6:  Capacity Building Services

Capacity Building Services

Capacity building services focus on those infrastructure development projects that will not receive direct financial or other support from line ministry in future, and will therefore be managed and maintained by community structures or, in a few cases, local and regional authorities. This amounts to 25 projects, being mainly multi-purpose cultural centres, SME centres, youth centres, community halls, etc.

Activities included are:

(1) update business plans for the operations of the infrastructure projects being developed and the services to be provided;

(2) clarify systems, roles and practices with regard to the management, governance and ownership issues related to the projects; and

(3) develop management and technical skills of project management and staff needed to operate and maintain the physical infrastructure and the services being delivered.

Local non-governmental organisations have been contracted to provide such capacity building services. They are being supported by 17 community activators, selected by their communities, to provide communication, liaison and mobilization services.

In general, while infrastructure development activities are expected to last until September 2016, community capacity building activities will continue during the defects liability period.