STRATEGIC INSIGHTS

FORWARD

We use business solutions to make a positive impact on the world we live in. As a registered for-profit company we generate economic and social by solving problems in society.

 

The choice to create a business that matches problems to opportunities and opportunities to problems is born out of the ideology that the world's biggest problems are indeed the markets biggest opportunities. 

 

We see a clear relationship and systems between people, government and the private sector and the opportunity to create shared value through deliberate blended value perspectives. It remains within our best present and future interest to create this symbiosis for our collective present and future ambitions.

 

Inadvertently this integrated behaviour and deliberate systems co-creation and design through social enterprise, will amongst others spurn the sustainability of the various impact investments we are making. 

 

There are serious generational consequences to non-inclusive, past focused and uncoordinated National interventions. Our agenda is to focus on The Basic Needs Space and key themes to provide as many of our compromised and vulnerable communities with access, opportunity and ownership to solving problems through social enterprise. 

In the same breathe our interventions are strictly guided by (1) Revitalising private sectors perspective in the CSR space for true grassroots intervention and impact, (2) The co-creation of delivering these investments with our ecosystem of stakeholders and (3) Driving relevant capacity building in communities to protect and sustain these investments, (4) with Government maintaining our interventions from legislative to extension services. 

 

The power of love for our society versus the love of power, is a permanent perspective required in all sectors. Profits and the equitable advancement of our people must co-exist on a shared value basis.

 

Re-visioning and re-engineering the well-being of communities using social enterprise and entrepreneurship models through our business  to rebuild the values of humanity inadvertently spurn healthy people, communities, region's, countries and eventually a world.

 

We are a game-changer that seeks to be a part of and drive this narrative. This perspective we have outlined is one we welcome  and open up conversation point for all sectors of society to join. It must never end.

P E O P L E  +  P R I V A T E  +  

P U B L I C  +  P A R T N E R S H I P S

PROBLEM STATEMENT

The Corporate Social Responsibility space, development efforts, its ecosystem and players  in Namibia are largely un-coordinated and at best mis-aligned with the needs of all players involved. 

We largely lack coherent sectoral synergy to guide development efforts in a cumulative manner and fall short of the ability to squarely harness the value of the investments made across the sectors.

The six sectors of society as outlined by us namely, Government sector, Public sector, Private sector, Community sector, Development sector and Political sector all similarly have csr, development efforts, roles. budgets and programmes aimed at beneficiaries and communities. 

Beneficiaries of these efforts are largely under-represented in having a voice at the table, nor do they have their needs collectively qualified and quantified. Their needs are not coordinated for efficient, effective and sustainable impact. 

Citizens can be a large productive part of the solution. There lacks a participation mechanism to promote citizen driven ideation and execution in order to also contribute to the challenges they themselves face. This inclusive empowerment is a key requirement. Further to, the community lacks clear access, opportunity and ownership in the total value chain of these opportunities created for their benefit.

Government, for all its noble efforts, should no longer be expected to solely meet and sustain the basic needs of its citizens alone. Our businesses all exist off the society we generate profits from. Thus it is in our collective best interest to co-develop and advance the agenda of quality of life for our citizens through cutting edge inclusive business practices.

Solutions ecosystem We require there to be solutions, incentives for solutions and an active development sector synergising to meet the needs of our society through a vibrant.

We have a common antagonist that can be defeated. Our ability to thrive depends on our collective attitude and willingness to permanent our co-operation and resources.

STRATEGIC ISSUES

SECTOR CORDINATION

Poor sanitation coordination amongst LMs (4.0) (unclear SH roles & responsibilities) (WATSAN Forum not yet functioning properly) (Poor knowledge sharing / knowledge management) 2. No proper sanitation baseline data (3.3) 3. Uncoordinated funding mechanisms (3.5) 4. No proper Water/San/Health/Housing synergy (3.5

5. Legislation & regulations not in place, harmonised & communicated (3.7) (Clear guidelines / procedures not in place & communicated) 6. No proper coordination with & amongst regional/local structures (3.7) (Central, RC & LA Strategic Plans not coordinated – duplications/gaps) 7. Performance Mgt (MERRIL) system & structures not in place (3.8) 8. Standard tariffs & national subsidy system not in place (3.2) 9. No approved set of technical options with standards (3.5)

CONSTRUCTION & PD

Poor leadership commitment & support – for funding & action (3.5) 2. Staff & Sanitation Skills shortages (3.8) 3. Shortage of equipment, offices, vehicles (3.8) 4. Insufficient funding (3.8) 5. Inappropriate DWSSC & LM structures (3.7) 6. Political interference / directives (3.8)

CENTRAL  CAPACITY

Poor leadership commitment & support – for funding & action (3.5) 2. Staff & Sanitation Skills shortages (3.8) 3. Shortage of equipment, offices, vehicles (3.8) 4. Insufficient funding (3.8) 5. Inappropriate DWSSC & LM structures (3.7) 6. Political interference / directives (3.8)

REGIONAL/LOCAL CAPACITY

1. Poor leadership commitment & support – for action / funds(3.8) 2. Staff & Sanitation Skills shortages (3.8) 3. Shortage of equipment, offices, vehicles (3.8) 4. Urbanisation / Influx – expanding informal areas (4.0) 5. Shortage/unavailability of water / long distances (3.2) 6. Insufficient funding (4.0) 7. Decentralisation uncertainties (3.2)

COMMUNITY & EDUCATION

No proper community participation & buy-in in problem definition & solution development (3.5) (No standard approach in community participation (PHAST, CLTS, etc.) (2.7) 2. Limited number of pilot projects with clear evaluation criteria (3.0) 3. High costs (Capital, O & M) and low affordability levels, making accessibility difficult; No proper standard subsidy system (3.8) 4. Limited application of skills in project initiation, planning, execution, controlling and close-out (Project Management) (2.8) 5. Limited use of local resources (Human, Natural, Physical) and job creation (incl. PPPs) (2.7)

OUTCOME (SOCIAL & ECONOMIC)

Poor leadership commitment & support – for funding & action (3.5) 2. Staff & Sanitation Skills shortages (3.8) 3. Shortage of equipment, offices, vehicles (3.8) 4. Insufficient funding (3.8) 5. Inappropriate DWSSC & LM structures (3.7) 6. Political interference / directives (3.8)

COMMUNITY INVOLVEMENT

1. No proper integrated IEC materials in mother tongue (3.3) 2. No proper integrated /health/water/san/housing training (3.7) 3. No clear understanding of tech options (3.5) 4. Perception of sanitation; Cultural barriers (3.2) 5. Many houses in built in flooded areas (3.2) 6. No proper contractor training - limited construction capacity (1.3) 7. Limited knowledge on policies, procedures, enforcement (2.5) 8. No proper training in O&M and Performance Mgt (3.2) 9. Media involvement in IEC (4.0)*

ENFORCEMENT & PERFORMANCE MANAGEMENT

Poor leadership commitment & support – for funding & action (3.5) 2. Staff & Sanitation Skills shortages (3.8) 3. Shortage of equipment, offices, vehicles (3.8) 4. Insufficient funding (3.8) 5. Inappropriate DWSSC & LM structures (3.7) 6. Political interference / directives (3.8)