ANTI-CORRUPTION COMMISSION STRATEGIC PLAN 2017-2022

16 August 2017

Table of ContentsABBREVIATIONS3FOREWORD BY THE DIRECTOR-GENERAL4ACKNOWLEDGEMENT BY PERMANENT SECRETARY6EXECUTIVE SUMMARY7STRATEGIC PLAN TERMINOLOGIES81.INTRODUCTION92.HIGH LEVEL STATEMENTS102.1 The Mandate102.2 The Vision102.3 The Mission102.4The Core Values113.ENVIRONMENTAL SCANNING (SWOT & PESTEL)114.STRATEGIC ISSUES15.Strategic Themes/Pillars and Strategic Objectives per Pillar36.STRATEGIC PLAN MATRIX 2017-202247. RISK ASSESSMENT68.CRITICAL SUCCESS FACTORS79.ANNEXURE9STAKEHOLDER ANALYSIS MATRIX9

ABBREVIATIONS

ACC:Anti-Corruption Commission

DG:Director-General

DIP:Directorate Investigation and Prosecution

DO:Desired Outcome

DPECP:Directorate Public Education & Corruption Prevention

EDRMS:Electronic Documents and Records Management System

KPIKey Performance Indicator

MTEF:Medium-term Expenditure Framework

NDP5:National Development Plan 5

NACS:National Anti-Corruption Strategy

NACSCNational Anti-Corruption Steering Committee

NIPAM:Namibia Institute of Public Administration & Management

O/M/As:Offices/Ministries/Agencies

PEs:Public Enterprises

PG:Prosecutor-General

PS:Permanent Secretary

PMS:Performance Management System

FOREWORD BY THE DIRECTOR-GENERAL

The Anti-Corruption Commission (ACC) managed to reach significant milestones during the last ten years of its existence. The ACC has been firmly established as the leading institution to fight corruption in Namibia. Programmes to prevent and fight corruption have been developed and are being implemented. The ACC sensitised Namibians on the dangers of corruption and has managed to galvanize national support for anti-corruption efforts. In the last year of the implementation of the Strategic Plan 2013 2017, the ACC succeeded in bringing national anti-corruption programmes under one umbrella the National Anti-Corruption Strategy and Action Plan. The Strategy brings all stakeholders under one roof to promote accountability and transparency, resulting in having a coordinated programme to promote governance.

Since the ACC operates in a dynamic environment the challenges facing the ACC keep evolving. Perpetrators of corruption continue to discover new ways of evading detection. The ACC needs to be ahead of the methods used by criminals in order to win the fight against corrupt elements in society. The regulatory framework must also be adapted to respond to the evolving environment. The techniques, tools and the communication technology that the ACC deploys should be adapted to address the challenges brought about by a changing environment. The ACC also needs to continuously re-evaluate and upscale the skills of staff members in order to deal with the emerging challenges in the fight against corruption.

The vision is to have a corrupt-free Namibia. Consequently, the first objective is to reduce corruption. The second objective is to enhance stakeholder engagement and coordinate the inputs of various stakeholders on anti-corruption efforts. The ACC shall galvanise support from all sectors of society to actively participate in the implementation of the National Anti-Corruption Strategy.

In order to remain relevant in the changing world, the ACC has decided to focus efforts on strengthening its internal capacity to enable the Commission to fully execute its mandate. During the next five years, the ACC shall utilise the strong foundation laid to adapt the Commission to the changing needs. In addition, the ACC shall re-examine internal systems and procedures and sharpen them to effectively and efficiently respond to the demands. The ACC shall also review the organizational structure and align it to this five year strategy to ensure effective execution of its mandate. The ACC shall further invest in human resources to ensure that skills and attitude remain fit for the job.

The implementation of the Strategic Plan requires a changed mindset, which sees opportunities and possibilities for improvement. Furthermore, the job at hand can only be successfully completed through teamwork. Everyone can and must contribute to the fight against corruption. Hence this Strategic Plan calls for effective implementation and continuous evaluation.

Whilst the ACC is ready and committed to fulfill the objectives of this Strategic Plan, the successful implementation thereof will depend on well-coordinated interventions within and among the law-enforcement agencies, Parliament and the general public.

I call on all readers of this Strategic Plan to join us and be participants in this noble fight against corruption in order to address the challenge of high corruption prevalence perception in the country, thus ensuring that Namibia is the most transparent and accountable nation in Africa .

Mr Paulus K Noa

Director-General

ACKNOWLEDGEMENT BY PERMANENT SECRETARY

This Strategic Plan is an instrument that defines the contribution of the ACC to Vision 2030 and the Fifth National Development Plan. Through this Strategic Plan, the Director-General of the ACC communicates the vision and the direction of the institution in pursuit of the national objectives. It is also a means through which the Director-General will execute the mandate of the institution. In this task, the Director-General will be assisted by management and staff. Management and staff have been involved in the development of this plan and they have a stake in the successful implementation thereof. I thank all staff members for their participation in the development of this guiding tool. I further express gratitude to NIPAM for their guidance, facilitation and encouragement in the development of the plan. I make a call to all staff members of the ACC to make this plan a guiding tool in their daily endeavours.

Hannu Shipena

Permanent Secretary

EXECUTIVE SUMMARY

This Strategic Plan sets the strategy or direction, the future desired outcomes and the core purposes that drives the operations of the Anti-Corruption Commission (ACC). It further sets out what to measure in order to establish if and how the ACC achieves the desired outcomes and the standards and levels of performance. It indicates resources to be utilised to implement the chosen strategy. In addition, it highlights the behaviour that the customers and stakeholders can expect from ACC employees.

This Strategic Plan informs the planning framework for the Medium Term Plans and the Annual Plans as projects and activities are derived from it to inform budgets and actions.

From the Strategic Plan, an Annual Plan is developed that indicates the outputs for one year. The Annual Plan forms the basis for the development of Performance Agreements in which each staff member at different levels commits to a specific set of outputs for the year. Quarterly/annual individual and organizational performance reviews are synchronized as organizational performance is driven by individual performance.

Through the above processes, individual performance can be measured. If applied, monitored and evaluated correctly and consistently, it can be a valuable tool to ensure improved service delivery.

This Strategic Plan is a key element in reward management. The framework and philosophy that underpins performance in human resources management requires a holistic approach that starts with the organization, progresses to the individual and back to the organization.

The Strategic Plan forms the basis for the management of the ACC. It is a public document through which customers and stakeholders can hold the employees of this organization accountable for their actions and behaviour.

STRATEGIC PLAN TERMINOLOGIES

A matrix for the Strategic Plan was developed to ensure that there is a clear direction and successful implementation of strategy. The following terminologies are used in the matrix:

Strategic Objective is the statement of the desired result.

NDP5 DO means desired outcome which is the expected end result at the end of National Development Plan 5.

Key Performance Indicators is simply a measure of performance. It answers the question How success in achieving the strategy will be measured and tracked. It helps the ACC to define and evaluate its success towards the implementation of the programmes in terms of behavioural change in society.

Targets simply indicate the desired result of a performance measure. Targets indicate the level of performance or rate of improvement needed or required. There is a strong correlation of an orientation towards the future objective. They are established by month, quarter, half-year, year. Targets aim to keep the ACC focused on achieving the set Strategic Objectives.

Programme/Projects are means by which the ACC achieves the strategic objectives. They drive strategic performance. They should be at a high level and strategic in nature and should avoid business as usual syndrome. Programmes are long term in nature and will comprise projects which are short term. They should bring about change in service delivery in the ACC.

Budget is estimate costs for the programmes. Resource allocations (budgets) should be aligned, so as to ensure the achievement of maximum results with minimum resources. The focus should be on strategic outcomes/customer benefits/impacts as defined in the Strategic Plan.

1. INTRODUCTION

1.1Introduction

The Performance Management System (PMS) is a Public Service Reform Initiative aimed at transforming the Public Service into a performance driven organization at all levels. The initiative is aimed at improving the delivery of services to the public and foster operational efficiency within the Public Service. Central to the PMS reform initiative is the development and implementation of the Strategic Plans across the Public Service.

1.2The purpose of a Strategic Plan and linkage to the High Level Initiatives

The purpose of this Strategic Plan is to drive the Anti-Corruption Commission to live up to its mandate and achieve its Vision. It sets clear strategic objectives and allows the ACC to manage performance. It forms a basis for Performance Agreements at individual/staff level thereby translating a strategy into desired action by all actors in the ACC. In addition, a Strategic Plan integrates and unifies the ACC around a shared vision and guides decisions in the allocation of scarce resources.

This Strategic Plan is informed by the NDP5 Pillar: Good Governance. Through combating corruption and promoting transparency, this plan contributes to efforts to realise the NDP5 goal of making Namibia the most transparent and accountable nation in Africa by the year 2022.

1.3The Synopsis of the review of the previous Strategic Plan

The first ACC Strategic Plan 2013-2017 came to an end on 31 March 2017. It focused on the development of policies, legislation and infrastructure.

Overall the performance of the ACC in two of the five key performance indicators exceeded the targets set during the Strategic Plan 2013-2017. These indicators are the improvement of Namibia rating on Transparency International Corruption Index under the Strategic Objective: Reduce Corruption in Namibia and improved financial and administrative management. Furthermore, the ACC recorded major achievements with regard to the implementation of the projects. The ACC performed below the set targets with regard to the following key performance indicators: cases resolved timeously (within three months), progress made towards implementation of the National Anti-Corruption Strategy and the review of the organizational structure.

The key challenges encountered in the implementation of the Strategic Plan include: the misalignment between the key performance indicators in the Strategic Plan and that of the Annual Plans. The key performance indicators were also not clearly defined which made it challenging to measure the achievements. The budget constraints due to adverse economic climate facing Namibia contributed to the slow implementation rate of the anti-corruption programmes.

2. HIGH LEVEL STATEMENTS

The mandate and the high level statements of the ACC are reflected as follows:

2.1 The Mandate

The Anti- Corruption Act, 2003 (Act No. 8 of 2003) mandates the Commission to:

Receive or initiate and investigate allegations of corrupt practices;

Educate the public on the evils of corruption; and

Prevent corruption.

2.2 The Vision

Vision

A corrupt-free Namibia

2.3 The Mission

Mission

To lead the fight against corruption in Namibia through effective law enforcement and preventative measures for the good of society.

2.4 The Core Values

Core Values

Descriptions

Integrity

We shall act with integrity and adhere to high ethical standards

Accountability

We are accountable for our actions, in particular with regard to the use of the Commissions resources and the execution of its functions.

Transparency

We shall avail our stakeholders with information in a fair, impartial, open and honest manner.

Fairness and Impartiality

We shall at all times remain impartial, apolitical and fair, serving all equally irrespective of political affiliation, social standing, religion or gender.

Excellence

We shall deliver our services and perform our functions efficiently and effectively.

3. ENVIRONMENTAL SCANNING (SWOT & PESTEL)

The strengths, weaknesses, opportunities and threats (SWOT) identified by the ACC staff members are reflected in the table below. The identified issues are prioritized in terms of their significance and impact on the ACC Strategic Plan 2017-2022.

CODE

ANALYSIS AREA

NO

SPECIFICATION AND DESCRIPTION

SIGNIFICANCE

IMPACT

PRIORITY

L

M

H

L

M

H

(1-3)

1

Strengths

1.1

Qualified, competent and dedicated staff

1

1.2

Adequate and efficient utilization of resources

1

1.3

Political will to fight corruption

1

1.4

Management support in executing the mandates

1

1.5

Flexible reporting system of alleged corrupt practices

1

1.6

Physical infrastructures (Regional offices)

1

1.7

Integrated case management system (GoCase)

1

1.8

Statutory body entrenched by Constitution

1

1.9

Thorough investigations

1

1.10

ACC has laid a strong foundation for sustainable programs in the fight against corruption

1

1.11

Operational autonomy

2

1.12

Strong internal controls in place

2

2

Weaknesses

2.1

Inadequate legislation, powers and autonomy processes

1

2.2

Lack of specialized skills (on going tailor made training, Risk management, corruption prevention skills/tools).

1

2.3

Inadequate organizational structure (e.g. No positions for prosecution, corruption prevention staff, lawyers {legal Advisor} and intelligence gathering personnel in the ACC structure) and lack of opportunity for career progression

1

2.4

Implementation of incentives to retain staff in specialised areas

1

2.5

Bureaucratic processes

1

2.6

Lack of corporate communication strategy

1

2.7

Inadequate budget

1

2.8

Lack of provision in the Anti-Corruption Act for prevention officers to be issued with authority cards.

1

3

Opportunities

3.1

Political will and conducive environment (e.g. ACC budget approval by Parliament)

1

3.2

Rolling out of National Anti-Corruption Strategy

1

3.3

Establishment of Special Court for corruption cases

1

3.4

Government Training Policy and study assistance

1

3.5

New whistle blower Bill, vibrant media and other watchdogs

1

3.6

Discovery of practices/systems prone to corruption during investigations

1

3.7

Public support for ACC to stop corruption

1

3.8

Opportunity to strengthen relationship with third parties

1

3.9

Good relationship with external stakeholders.

1

3.10

Willingness from external partners to fund ACC programs (UNDP, Hans Seidel Foundation and UNODC)

1

3.11

Willingness by stakeholders for ACC to be involved in the public procurement processes

1

3.12

Willingness to strengthen coverage of ethical issues in NIPAM curriculum

1

3.13

Improvement in governance through Public Sector reforms (e.g. declaration of assets and staff rules)

2

3.14

Exchange programs with other Commissions depending on the availability of resources

(Has an opportunity to become an organization that can help improve the service delivery and development of Namibia)

2

4

Threats

4.1

Negative and wrong public perception about ACC

1

4.2

Budgetary restrictions due to economic downturn and environmental factors(drought)

1

4.3

Loss of trust in the ACC

1

4.4

Lack of application of the Anti-Corruption Act provisions by the judiciary (Prosecutors and Presiding Officers not conversant with the AC Act)

1

4.5

Inexperienced Prosecutors

dealing with complex corruption cases

1

4.6

Increase in number of un- cooperative witnesses due to fear of providing affidavits and testifying in court

1

4.7

Non-adherence of ACC staff to the law and core values is a threat to the image and reputation of the ACC

1

The table below presents a consolidated analysis on the external environment in relation to the mandate and mission of the ACC.

Sit. Dimension

Situation

Nature

Est. Level of Impact

Priority

(-)

(+)

M

H

1

Political

Peace, stability and tranquility

1

1.2 Political will to fight corruption

1

2

Economic

2.1 Current economic downturn leading to decreased financial resources

1

2.2 Unequal distribution of wealth

1

3 Social

3.1 Gratification of ill-gotten wealth

1

3.2 Poverty and unemployment

1

3.3 Tribalism, racism and favouritism

2

4

Technology

4.1 Ever changing technological environment complicating investigations.

1

4.2 Access to information (e.g. social media)

1

4.3 Limited internet coverage in remote areas

1

5

Legal

5.1 Slow judicial process

1

5.2 Slow process in dealing with cross-border cases

1

5.3 Lack of legislation on the interception of communication on corruption related matters

1

5.4 Whistle blower bill

1

5.5 Public Procurement Act

1

6

Environment

6.1 Natural disasters (e.g. flood and fire can destroy evidence, reduce accessibility to remote areas and results in budget cut)

1

4. STRATEGIC ISSUES

Based on the situational analysis, the ACC identified strategic issues and pillars that are deemed critical for the successful execution of the ACC mandate in the next five years. The identified strategic issues and pillars are as follows:

STRATEGIC ISSUES

STRATEGIC PILLARS

Enhancing the understanding of the public with respect to the detrimental effect of corruption on development. The Corruption Perception Survey 2016 revealed that only 6% of the survey respondents thought that corruption was the most important developmental challenge facing the country.

Social Transformation

Denouncing the gratification of people with ill-gotten wealth

Improving cooperation with other stakeholders, public officials and the general public with regard to investigations

Increasing public awareness in order to minimize negative public perception and loss of trust in the ACC since the institution is perceived to focus on small fish.

Integrating corruption and ethics in the curriculum and training programmes of the Ministry of Education, Namibia Institute of Public Administration & Management (NIPAM) and other institutions.

Reviewing existing legislation to make the operations of the Anti-Corruption Commission effective.

Institutional Capacity

Institutional Capacity

Devising attraction and retention incentives to retain staff in specialized areas

Providing adequate budget to implement the Strategy

Engaging other relevant institutions in order to address issues of bureaucracy experienced in the judicial processes including cross- border investigations through innovation, creativity and re-engineering in the service delivery.

Engaging other institutions in order to strengthen their capacity to deal with complex corruption cases thus strengthening the capacity of the ACC in the execution of its mandate.

Building capacity in specialised areas such as forensic investigation, risk management and corruption prevention.

Enhancing the use of Information & Communication Technology such as ACC website and social media in the execution of the ACC mandate.

Continuing institutional capacity building in order to have a responsive organisational structure that makes provision for legal, prosecutorial, intelligence gathering and corruption prevention positions.

Enhancing organisational coordination and communication within and between units

5. Strategic Themes/Pillars and Strategic Objectives per Pillar

5.1Pillars

Based on the SWOT and PESTLE Analysis, the ACC identified strategic issues and pillars that are deemed critical for the successful execution of the ACC mandate in the next five years. The identified pillars are as follows:

Social Transformation

Institutional Capacity

5.2Strategic Objectives per Theme/Pillar and their definition

PILLAR

STRATEGIC OBJECTIVE

Social Transformation

This entails enhancing the understanding of the public with respect to the detrimental effects of corruption on development as well as the need to denounce the gratification of people with ill-gotten wealth

Reduce corruption in Namibia

Enhance stakeholder engagement and coordination

Institutional Capacity

This entails enhancing organizational management and coordination with stakeholders to lead the fight against corruption

Enhance organisational performance

Ensure regulatory framework

Final Draft 25 April 2017

ACC Strategic Plan 2017 to 2022

ACC STRATEGIC PLAN 2017-2022

ACC Strategic Plan 2017 to 2022

6. STRATEGIC PLAN MATRIX 2017-2022

Final Draft 25 April 2017

7. RISK ASSESSMENT

Risk Title

Risk Description

Who is to be affected

Strategic Objective

Risk Assessment: (moderate, high, low)

Mitigation strategy to prevent the possible risks

Responsible Person/Unit

Funding

Inadequate budget provision to implement most critical programmes/projects

The ACC internal operations and services

-Reduce corruption in Namibia

-Enhance organisational performance

High

High

-Continuously monitor & prioritize budget spending in critical areas

-Implement the cost cutting measures initiatives to curb excessive spending

PS

All Heads of Units

Confidence of society in ACC

Successful implementation of the Strategic Plan depends on sustained will to fight corruption, especially high corruption cases that has the potential to lead to diversion of developmental resources and poor service delivery

The ACC integrity and the public trust in the system

Reduce corruption in Namibia

High

Continuously engage the public on the ACC mandate and operations and consider their inputs

Office of the Director-General

PS

All Heads of Units

Capacity to execute the mandate

Inadequate organizational structure and limited skills

The services provided to the public will be affected

Enhance organisational performance

High

-Conduct a skills audit

-Revise the organizational structure

PS

All Heads of Units

Stakeholder coordination

Inadequate support to stakeholders

Stakeholders

Enhance stakeholder coordination

High

-Clarify roles

PS

All Heads of Units

8.CRITICAL SUCCESS FACTORS

The implementation strategy for the Strategic Plan 2017 2022 encompasses critical factors that must be attended to for the strategy to succeed. Failure to attend to these critical success factors timeously might result in the achievement of the set targets being compromised.

Policy, management and staff support: This Strategic Plan is an instrument that defines the contribution of the Anti-Corruption Commission to Vision 2030 and the Fifth National Development Plan. It is a tool and an instrument for the Director-General to communicate the vision and the direction of the institution in pursuit of the national objectives. It is also a means through which the Director-General will execute the mandate of the institution. The Director-General will be assisted by management and staff in the implementation of this plan. It is crucial that the organizational annual plans are aligned to the Strategic Plan and that the individual performance agreements at all levels are derived from the annual plans.

Capacitating the organisation to execute the mandate: The strategic planning process identified the need for a staff skills audit to examine if the qualifications, experience and skills of staff are still relevant to the task at hand and whether the ACC is sufficiently staffed to attend to all facets of its mandate. Concomitant with the skills audit the organizational structure must be reviewed with a view to aligning it to the strategy and to clarifying organizational and individual reporting lines. Pursuant to the skills audit, a comprehensive training programme should be developed and implemented. The skills audit and the organizational structure review should be scheduled in the first year of the implementation of the Strategic Plan to ensure that the organisation is adequately capacitated to execute its mandate right from the beginning. As part of the capacity development initiative, it is of crucial importance that an organisational renewal exercise be embarked upon consisting of a continuous team building process and interventions to instil shared organizational values and to create a common organizational culture.

Financial resources: The total operational budget for the programmes and projects of the ACC for the next five years is N$13,731,000. This figure excludes personnel expenditure, travel and subsistence allowance and general office support related costs. The budget for the first three years of the ACC Strategic Plan is as per the Medium Term Expenditure Framework (MTEF) for the financial years: 2017/18, 2018/19 and 2019/20. Furthermore, funds to carry out the National Corruption Perception Survey have not been provided for in the Medium Term Expenditure Framework 2017/18 to 2019/20 and have still to be secured.

The ACC will carry out a costing exercise of all projects in the Strategic Plan in order to determine the actual funding that will be required. Prior to implementation, the ACC will produce a properly costed five-year budget. Funding shortfalls (if any) will be discussed with the Ministry of Finance. The successful implementation of this Plan depends on a proper and adequate funding of the identified interventions.

In as much as efforts will be made to achieve more with the little financial resources available, a concerted effort should be undertaken right at the beginning to ensure that the ACC is provided with adequate funds to implement the strategy and successfully execute its mandate in the next five years. The actual budget for this plan will be drawn up once the projects have been costed.

9.ANNEXURESTAKEHOLDER ANALYSIS MATRIX

In determining the issues facing the ACC, key stakeholders were identified and consulted in the form of interviews and/or questionnaires. The ACC Situational Analysis took into consideration the input of both the ACC staff members and that of the stakeholders.

The needs and expectations of the ACC and that of its stakeholders are reflected on the table below.

KEY STAKEHOLDERS

SPECIFIED

THEIR NEED(S) AND EXPECTATION(S) OF STAKEHOLDERS FROM ACC

WHAT DOES ACC EXPECT FROM THE STAKEHOLDERS?

WHAT IS THE IMPACT OF YOUR RELATION?

[footnoteRef:1]RANKING [1: 1 extremely important, 2 fairly important and 3 important]

(1-3)

1. Offices/Ministries/

Agencies

Office of the Prime Minister

Timely submission of requests.

Familiarisation and understanding of relevant staff rules and procedures.

Commitment from key users.

Use of ACC registry for all official correspondence.

Acquisition of necessary infrastructure for easy access to the Electronic Documents Records Management System (EDRMS).

Support to the successful implementation of the National Anti-Corruption Strategy

Reduced turnaround time for submissions e.g. (temporary appointments).

Awareness within ACC on the importance of EDRMS.

Continuous mutual cooperation

Effective implementation of ACC programs

1

2.

National Assembly

Speedy investigation

Proper collection of evidence in order not to compromise the case

Political will

Support

Understanding of ACC mandate

Continued existence and success of ACC.

1

Office of the Prosecutor General (PG)

Conduct timeous and thorough investigation of cases

Accurate decisions on cases

Interaction with Prosecutor General (PG) at prosecution and investigation stage

Accessibility

Successful prosecution

Speedy conclusion of cases

1

Law Enforcement: Namibian Police and City Police

Fairness and impartiality

Proper and thorough investigations

Cooperation

Exchange of Intelligence

Clearly defined policy and guidelines for the investigation of offences prescribed under the Anti-Corruption Act, 2003 (Act No. 8 of 2003).

Joint investigations

Sharing of resources

Assistance

Cooperation

Interaction

Understanding of ACC mandate

Speedy feedback

Enhanced cooperation and improved service delivery

1

Judiciary

Thorough investigations

Avoidance of premature arrests

Speedy handling of cases

Impartiality

Understanding of corruption offences

Appropriate sentences for deterrence

Speedy service delivery and improved ACC image

1

Ministry of Education, Arts & Culture

Transparency and continuous collaboration with stakeholders and use of technology in executing the mandate.

Information required for the integration of corruption themes and topics in the curriculum.

Support to the curriculum review and development. Continuous training for Ministry of Education staff members on corruption.

Support to the ACC in the implementation of the behavioural change programs among the learners and the youth

Continuous prevention efforts and behavioural change among the youth.

1

Ministry of Finance

Optimal and efficient use of resource allocated in order for ACC to fulfil its mandate.

Timely submission of tender requests and submissions.

Speedy response on submissions referred back by Tender Board within timeframe (2 weeks).

Timely communication.

Timeous feedback on requests.

Guidance with regard to system changes.

Fairness in awarding of tenders.

Speedy release of tender documents after meetings

ACC enabled to carry out its mandate.

2

Ministry of Works and Transport

Curbing of the misuse of state funds and assets.

Implemented control measures on misuse of GRN vehicles and fuel.

Adherence to regular scheduled service and maintenance of vehicles.

Speedy process in renewal of vehicle license, repair and services of vehicles.

Timely distribution of debit acceptances for payment.

Road worthy vehicles.

ACC enabled to carry out its mandate.

2

Office of the Auditor General

Submission of correct statements on time.

Fair and transparent audit process.

Continuous consultation on the D12 circular of 2016

Improved governance and ACC image.

2

3. Civil Society & Development Partners

United Nations Development Programme,

NIPAM and

Council of Churches in Namibia

Public Sector Curriculum development

Training material development

Collaboration between the ACC and Investigation and Prosecution

Strengthened awareness activities with church leaders.

Support to the ACC with the implementation of a National Anti-Corruption Strategy

Partnership with the ACC to develop and implement ethics training for staff of OMAs and Public Enterprises (PEs), Political Office Bearers, Local Authorities and Regional Councils.

Partnership with the ACC in the dissemination of information on corruption- related issues.

Integration of corruption themes into the Christian Education Curriculum

Enhance integrity in the Public Sector and society

1

4. Information providers in criminal investigations

Third parties and entities that provide data and information to the Directorate: Investigation & Prosecution

Clearly defined summonses

Courtesy (-no threats to witnesses)

Cooperation

Adequate consultation before court cases

Understanding that information for long periods of times places strain on provider

Cooperation

Prioritisation

Speedy feedback

Good interaction

Speedy and thorough investigation

1

5. General Public

Whistle blowers, complainants and witnesses

Witness and whistle blower protection

Protection of identity of whistle-blower

Regular feedback on progress of cases

If used as witness, introduction as a witness to the prosecutor.

ACC not to clear people publicly

Reference of all cases to PG for a decision whether to prosecute or not

Speedy investigations

Whistle blower or informant fees

Fair treatment of accused persons or suspects

Cooperation

Provision of accurate information

Understanding of ACC mandate

Improved reporting of alleged corrupt practices

1

6. Media

Editors Forum

Familiarisation of the roles and mandate of the ACC to the public through media interviews

Openness in the flow of information in a timely manner.

Partnership with the ACC to disseminate information on corruption

Factual but balanced reporting and adherence to media ethics

Improved awareness on corruption and the image of ACC.

1

Y1

(2017/18)

Y2

(2018/19)

Y3

(2019/20)

Y4

(2020/21)

Y5

(2021/22)

Operational Developmental

Transparency International

Corruption Perception Index

% Increased scoreIncremental52%55%58%61%64%67%Prevention of

corruption

Examining Systems,

Practices and

Procedures

2 000 000 DPECP

Ethics Material

Development

500 000 DPECP

Public Education on

Corruption

1 580 000 DPECP

National Corruption

Perception Survey

2 200 000 DPECP

% of cases resolved within

12 months (applicable to a

financial year period)

Cases are resolved when a

case is submitted to PG for

a decision or closed as

unfounded/unsubstantiated

or referred without a request

for feedback

Incremental63%67%71%75%79%83%

% in reduction of backlog of

ongoing investigation

Clearance of cases older

than 12 months (

Backlogged case defined as

a case older than 12 months

Decremental64%54%44%34%24%14%

Implementation of Anti-

Corruption Strategy

3 000 000 DPECP & DIP

Corporate

Communication

500 000 Division

Administration

% staff satisfactionThe satisfaction of staff

members in terms of

organisational leadership,

work environment and staff

well being

Incremental70%80%90%100%100%Staff SurveyDivision

Administration

% compliance with OAG

statutory requirements

The compliance of budget

execution in accordance with

all OAG requirements

Absolute98%98%98%98%98%Financial

Management

Budget and Internal

Audit

Permanent

Secretary

% key services accessible

on line

The service of ICT which is

easily accessible

Incremental305080100100ICT LeverageICT Infrastructure

Division

Administration

4. Ensure

regulatory

framework

% compliance to all

frameworks

The compliance to all

statutory frameworks in

place

Absolute

100100100100100

Legislation

Frameworks

Amendment of the Anti-

Corruption Act, 2003 (Act

No. 3 of 2003)

345 000

Director-General

Total:13 731 000 0.0

KPI Type

Absolute

Incremental

Decremental

Absolute [-]

Performance

Management

Performance

Improvement

400 000

Permanent

Secretary

2. Enhance

stakeholder

engagement and

coordination

1. Reduce

Corruption in

Namibia

Public awareness

% increased positive public

perception of ACC based on

survey

Citizens' perception of ACC

effectiveness

Incremental42%

60%

ANTI-CORRUPTION COMMISSION

STRATEGIC PLAN (2017/18 - 2021/22)

Targets

ProgrammeProject

Budget

Responsible Unit

Planning Matrix

Desired

Outcome

Strategic Objective

Key Performance Indicator

(KPI)

Indicator Definition

Indicator

Type

Baseline

Investigations3 206 000

DIP

Investigation and

Prosecution

0%80%85%90%95%

Measure progress of

implementation of the

National Anti-Corruption

Strategy by all stakeholders

% implementation of the

National Anti-Corruption

Strategy

100%

By 2022,

Namibia is

the most

transparent

and

accountable

nation in

Africa

National Anti-

Corruption

Strategy

% strategy executionThe execution of all yearly

targets

100%

Absolute100%100%3. Enhance

organisational

performance