- Namibian Constitution Article 95
- National Land Policy of 1998
- National Resettlement Policy of 2001
- Commercial (agricultural) Land Reform Act, 1995 (Act No. 6 of 1995)
- Communal Land Reform Act, 2002 (Act No. 5 of 2002)
- Deeds Registries Act, 1937 (Act No. 47 of 1937)
- The Registration of Deeds in Rehoboth Act, 1976 (Act No. 93 of 1976)
- Land Survey Act, 1993 (Act No. 33 of 1993)
- Sectional Title Act, 1971 (Act No. 61 of 1971)
The Ministry of Land Reform is one of the government institutions that is taking a lead in working towards fulfilling their mandate through the Public Service Reform Initiative's, Performance Management Systems which is intended to transform the Public Service into a performance driven organisation at all levels, central and sub-national levels.
The reform initiative is aimed at improving service delivery to the public and foster operational efficiency within the Public Service. This will result in effectively achieving the Vision 2030, the National Development Plan 5 (NDP5), SWAPO Party Election Manifesto, Harambee Prosperity Plan (HPP) and Performance Management System (PMS) Philosophy Goals respectively as follows:
- Vision 2030: MLR has a pivatol role to play in poverty alleviation, especially the rural areas, due to its ability to provide people with the means to end a living from land, whether through farming, agricultural production or off-far, employment schemes.
- National Development Plan 5 (NPD5): MLR tries to address social inequality in a number of economic activities, which is also visible in land redistribution and ownership.
- 2014 SWAPO Party Election Manifesto: Under Social Justice on page 41, the Party recommits itself to redistributive land reform (through the state acquisition) to acquire farm land according to the willing seller-willing buyer principle to resettle landless Namibians, and AALS administered by AgriBank.
- Harambee Prosperity Plan (HPP): The Land Bill will be promulgated in order to expedite the land reform in an orderly manner and government will continue to allocate resources to MLR to acquire land and resettle landless Namibians.
- Perform Management System (PMS) Philosophy: The PMS will be implemented via Management Plans/Annual Plans right down to the level at which staff members will enter into a Performance Agreement with his/her supervisor. This Performances Agreement will form the basis for a personal developlment plan, performance assessment as well as an ongoing feedback and verification process.
The Strategic Planning is also aimed at creating favourable environment for a focussed and aligned translation of strategy into action. In this way, it can help the Ministry and its staff to:
- Think strategically and develop effective strategies;
- Clarify policies, regulations and service provision and;
- Do more with less, build team expertise and organisational performance.
Purpose of the Strategic Plan
A Strategic Plan is a very crucial document, which drives the organisation to live up to its mandate and achieve its Vision and Mission. A Strategic Plan serves as the foundation for the Performance Management Systemn (PMS). It sets clear strategic objectives and allows an organisation manage performance. It forms a basis for Performance Agreements (PA) at individual/staff level and thereby translates the strategy into desired action by the entire Ministry. In addition, this Strategic Plan integrates and unifies the Ministry around a shared vision and guides decision making concerning the in allocation of scarce resources.
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To achieve the above mentioned Vision and Mission Statements, the Ministry of Lands Reform needs to abide by the following timeless guiding principles, which are the deeply held beliefs within the Ministry of Land Reform to be demonstrated through the day-to-day behavior of all staff members whilst implementation the Strategic Plan.
|Customer Centric||We place our customers/stakeholders at the center of our efforts, focusing on customer/stakeholder satisfaction within the Mandate.|
|Integrity||We will adhere to moral values and ethical principles by exhibiting the quality of an intuitive sense of honesty and truthfulness in regard to the motivations for our actions.|
|Fairness||We will serve our community, customer and stakeholders with uniformity of rule application and interpretation and make decisions that are free from any bias or dishonesty.|
|Transparency||We will carry out our activities in an open and most acceptable manner without jeopardizing the MLR’s strategic interests.|
|Accountability||We will acknowledge and take responsibility for our actions, decisions and policies including the administration, governance and implementation within the scope of the mandate of the MLR and encompassing the obligation to report, explain and be answerable for resulting consequences.|
|Professionalism||We will Exercise high levels of professionalism in or work and use the most appropriate skills and competencies, continually seeking opportunities to improve through innovative approaches. We will work collaboratively towards our common goal of serving the customers/stakeholders regardless of individual roles or functions and apply the same ethos with our stakeholders. We will share our knowledge of the best practices with colleagues at all levels to enhance the quality of our services.|
|Adaptiveness||We will change Unconstructive or disruptive behavior to accept and more constructive behavior for the realization of our Vision.|
|Innovative||We will be creative in response to issues that impact on our business.|