PEEPA Corporate Strategic Plan - 2011to2016.pdf

8/10/2019 PEEPA Corporate Strategic Plan - 2011to2016.pdf

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PEEPA STRATEGIC PLAN

2011 - 2016


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Foreword

The development of PEEPAs Strategic Plan comes

against the backdrop of an economic crisis that resulted

in major political and socio-economic problems the world

over.Botswana did not escape the impact of the global

financial crisis that manifested itself since the last quarter

of 2008. The Government needed to come up with

solutions to deal with the aftermath of the economic

meltdown and had to focus its attention on economic

reforms such as privatisation.

The PEEPA Strategic Plan for 2011/12 2015/16 therefore is a result of an intensive

review process within the organisation and consultation with stakeholders. It also builds

on the experience gained from the past strategic plans. I wish to express myappreciation to the PEEPA team for the progress achieved to date. Gratitude is also due

to the Directors of PEEPA and the Ministry of Finance and Development Planning for

providing the much needed guidance and support during the development of this plan.

The Strategic Plan is aimed at amongst others, contributing towards the achievement of

the objectives of the Vision 2016 pillar of Botswana being a prosperous, productive and

innovative nation.

The Strategic Plan introduces a major shift in activities and practices across the

organisation to focus on interventions with potential for high impact which can be

completed during the plan period. This plan also allows PEEPA to prioritise its activities

and to monitor these on a monthly, quarterly and yearly basis. It is important to note that

the work and responsibility of the organisation includes advising Government on the

strategies for privatisation as well as implementing approved transactions; as defined in

the Privatisation Policy of 2000 and the revised mandate of June 2010. PEEPA will also

continue to monitor and evaluate the performance of PEs as well as promoting good

corporate governance in PEs. All these work streams were accorded due attention in the

development of this Strategic Plan.

I therefore appeal to all role players and stakeholders to embrace this strategic plan and

work with PEEPA towards the realisation of its objectives. I look forward to witnessing

the implementation of this strategic plan, especially its contribution to the improvement ofthe lives of all Batswana as envisaged in the Privatisation Policy of 2000.

_______________________________________

Chief Executive Officer


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Acronyms

AGCs Attorney Generals ChambersBCTWF Best Company To Work For

BEAC Botswana Economic Advisory Council

BOCCIM Botswana Confederation of Commerce Industry and Manpower

BOCONGO Botswana Council of Non-Governmental Organisations

BTC Botswana Telecommunications Corporation

BSC Balanced Score Card

DCEC Directorate on Corruption and Economic Crime

DRC Divestiture Reference CommitteeDPSM Directorate of Public Service Management

EDMS Electronic Documents Management System

GEMVAS Government Employees Motor Vehicle and Residential Property Advance Scheme

MFDP Ministry of Finance and Development Planning

MLHA Ministry of Labour and Home Affairs

MOA Memorandum of Agreement

MOU Memorandum of Understanding

NDB National Development BankNDP National Development Plan

NGO Non-Governmental Organisation

NSO National Strategy Office

PE Public Entity

PEEPA Public Enterprises Evaluation and Privatisation Agency

PIMS Privatisation Information Management System

PMP Privatisation Master Plan

PPADB Public Procurement and Assets Disposal BoardSLA Service Level Agreement

SWOT Strengths, Weaknesses, Opportunities and Threats

TOR Terms of Reference


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Table of Contents

FOREWORD ................................................................................................................... 2

ACRONYMS ................................................................................................................... 3TABLE OF CONTENTS .................................................................................................. 4

LIST OF FIGURES .......................................................................................................... 5

LIST OF TABLES ........................................................................................................... 5

1. INTRODUCTION .................................................................................................. 6

2. STRATEGIC FOUNDATIONS .............................................................................. 9

2.1 Vision.................................................................................................................... 9

2.2 Mission ................................................................................................................. 9

2.3 Values .................................................................................................................. 93. THE PEEPA MANDATE ..................................................................................... 10

3.1 Roles and Responsibilities of Key Stakeholders in the Privatisation process ...... 11

4. REVIEW OF THE PAST STRATEGIC PLAN (2007/08 2010/11) .................... 13

4.1 Strategic Objectives ............................................................................................ 13

4.2 Results of the past Strategic Plan ....................................................................... 13

4.2.1 Customer/StakeholderSatisfaction......................................................... 13

4.2.2 FinancialCost Effective service provision............................................... 14

4.2.3 Internal ProcessesProcess Efficiency.................................................... 14

4.2.4 Learning & GrowthPerformance Excellence.......................................... 144.3 Lessons learnt from the previous strategic plan period ....................................... 15

5. SWOT ANALYSIS .............................................................................................. 16

6. STRATEGY ........................................................................................................ 17

6.1 Strategic Issues .................................................................................................. 17

6.2 Strategic Themes................................................................................................ 18

6.3 Strategic Objectives and Initiatives ..................................................................... 18

6.4 The Corporate Strategy Map .............................................................................. 23

APPENDICIES .............................................................................................................. 24

Appendix A: The Privatisation Implementation ProcessA Systems View ................. 24

Appendix B: The Privatisation Implementation Process - Detail .................................. 25

Appendix C: The Privatisation Implementation ProcessStakeholder Matrix ............. 26

Appendix D: The 5-Year Privatisation Implementation Plan ........................................ 27


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List of Figures

Figure 1: The Corporate Strategy Map .......................................................................... 23

Figure 2: The Privatisation Implementation ProcessA systems view .......................... 24

Figure 3: The Privatisation Implementation ProcessDetail ......................................... 25

Figure 4: The Privatisation Implementation ProcessStakeholder Matrix .................... 26

List of Tables

Table 1: Corporate Core Values ...................................................................................... 9

Table 2: Key Stakeholders in the Privatisation Implementation Process ........................ 12

Table 3: SWOT Analysis Matrix ..................................................................................... 16

Table 4: Strategic Theme 1 Objectives, Measures and Initiatives .................................. 19




Table 8: Strategic Objective 1 Programme .................................................................... 27

Table 9: Strategic Objective 2 Programme .................................................................... 27

Table 10: Strategic Objective 3 Programme .................................................................. 28



Table 13: Strategic Objectives 6 & 7 Programme .......................................................... 29

Table 14: Strategic Objectives 8 & 9 Programme .......................................................... 29


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1. INTRODUCTION

Following the adoption of the Privatisation Policy in 2000 and the Privatisation

Master Plan of 2005 by Government, PEEPA released its first Strategic Plan

covering the period 2006/07 to 2008/09, which was subsequently reviewed to a

plan covering the period 2007/08 to 2010/11. The past plans comprised the

vision, mission, mandate and key programmes of the organisation for the

respective periods, intended to actualise the Privatisation Master Plan. During the

past two Strategic Plan periods, PEEPAs role was to advise Government on all

matters of Privatisation as well as to evaluate and monitor the performance of

Public Entities (PEs) to ensure efficiency in service delivery and the promotion of

good corporate governance.

The formative years of PEEPA mainly focused on the identification of the

fundamental structural, regulatory, administrative and legislative adjustments that

needed to be made for the effective delivery of the privatisation programme. Thus

internally, PEEPAs primary focus was to build a highly skilled and competent

organisation with proper processes, procedures and documentation systems. In

spite of the global economic recession which resulted in limited funds in

Government, some progress has been achieved, albeit with major challenges.

The other focus area was the building of a highly skilled human capital because it

was realised that to a greater extent, the success or failure of implementing the

Privatisation Programme centres on the capability and capacity of PEEPAs

human resource.

This Strategic Plan, 2011/12 to 2015/16 is intended to give future direction and

thus redefine the path for PEEPA. The plan presents the objectives and

initiatives aimed at allowing PEEPA to realise its vision of being a leader in the

transformation of Botswana towards a private sector led economy. The

achievement of PEEPAs vision will specifically contribute to the Vision 2016


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pillar of making Botswana a prosperous, productive and innovative nation. In

addition it will contribute to the Key Result Area of Sustainable Economic Growth

as defined in NDP 10. The implementation of this Strategic Plan occurs at a time

when the mandate of PEEPA has been enhanced to include implementing the

decisions made by Government on privatisation. Thus the primary focus areas of

PEEPA during the Strategic Plan period will be:

i. Consolidation and completion of all approved transactions.

ii. Enhanced Performance Monitoring and Evaluation of PEs as a

means of ensuring effective shareholder oversight.

iii. Targeted Divestiture to ensure implementation of transactions that

have a likelihood of success and greater impact.

iv. Effective outsourcing of non-core public services to achieve

improved service delivery in the public sector.

v. Facilitation of Commercialisation, Rationalisation and Restructuring

of Public Entities to achieve productivity and efficiencies in the

public service.

vi. Capacity Building in both PEs and Government to ensure

sustainable benefits of privatisation.

vii. Increased Stakeholder Management to build strategic partnerships

that will ensure successful implementation and advocacy for

privatisation.


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The Strategic Plan document comprises the following core sections:

i. The strategic foundations that include the vision; mission and values.

ii. The mandate of PEEPA, which includes key role players involved in

the privatisation implementation process.

iii. The situation analysis comprising details of the review of the

performance against the past Strategic Plan (2007/08 2010/11) and

the SWOT analysis.

iv. The strategy, which comprises the strategic issues; the strategic focus

areas including the strategic themes; strategic objectives and the key

strategic initiatives.

v. Key performance measures for each objective, which are intended to

facilitate the monitoring and evaluation of PEEPAs performance.

Organisational and individual performance management will be

facilitated by the use of the Balanced Score Card System.


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3. THE PEEPA MANDATE

The mandate of PEEPA, as originally set out in the Privatisation Policy of 2000, is

to advocate for and advise Government on privatisation and related reforms. This

advisory role however, has not produced the desired impact of delivering on the

ideals of the Privatisation Policy. In recognition of this, Government took a

decision to review the roles and responsibilities of the key stakeholders involved

in the implementation of privatisation and directed through the Presidential Cab

16(B)/2010 (of 3rd June 2010) that PEEPA should take on the added

responsibility for the implementation of the privatisation decisions that are made

by the Cabinet.

PEEPAs mandate therefore covers the responsibility to; advise Government on

the strategies for privatisation as well as implementation of privatisation, which

includes commercialisation, restructuring, outsourcing and divesture interventions

for the effectiveness and efficiency of PEs and Ministries. PEEPA is also

responsible for the monitoring and evaluation of the performance of PEs as well

as promoting good corporate governance in PEs. More specifically, PEEPA is

responsible for:

i. Offering advice on privatisation and developing strategies and

implementation plans for Cabinet approval;

ii. Implementing Cabinet decisions on the privatisation of a particular public

entity or service;

iii. Managing the roll out of Governments outsourcing programme;

iv. Undertaking sector reform studies linked to privatisation, as funded by line

ministries;


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v. Assisting Government in setting performance targets for public entities;

vi. Reviewing objectives of existing PEs and set objectives for PEs to be

commercialised and/or corporatized;

vii. Monitoring the performance of PEs in meeting their objectives and targets;

viii. Advise Government on the appointment of directors to serve on PE boards

and monitor their performance;

ix. Developing and executing a public education programme

x. Serving as Secretariat to the Divestiture Reference Committee.

3.1 Roles and Responsibilities of Key Stakeholders

in the Privatisation process

The privatisation implementation process in Botswana (see Appendix A, B and C)

requires the participation of a number of stakeholders. Table 2 below shows a list

of key stakeholders in the privatisation implementation process as well as their

roles and responsibilities as spelt out in the Presidential Directive Cab

16(B)/2010 (of 3rdJune 2010) and the Privatisation Master Plan.

Stakeholder Roles and Responsibilities

Cabinet andParliament

Responsible for approval of the Privatisation Master Plan.

Approval of sector policies and legislative changes.

Approval of enterprise divestiture strategies and plans.

Approval of outcomes of privatisation bidding process prior to

closing major privatisation transactions.

Ministry of Financeand DevelopmentPlanning (MFDP)

Presentation of policy, legislative reforms, privatisation strategies

and implementation plans to Cabinet.

Regular progress reporting to Cabinet and Parliament on

privatisation transactions.


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Regular reporting to Cabinet and Parliament on the impact of

privatisation on the economy.

Chairmanship of the Divestiture Reference Committee.

Sector Ministries

Sector policies and legal reform, including regulation and service

delivery.

Financing studies and transactions relating to privatisation of

enterprises belonging to them.

Identification of functions for private sector participation and

possible outsourcing and inclusion of those into the Governments

Priority Outsourcing Programme and also seeking Cabinet

approval.

Divestiture ReferenceCommittee (DRC)

A technical working committee responsible for providing advice

and acting as a Board on all privatisation matters and reporting to

MFDP.

Approve Terms of Reference and oversee sector studies relating

to privatisation.

It is consists of MFDP, PEEPA, Relevant Sector Ministry, AGs,

MLHA, DPSM, DCEC, NSO, BOCCIM and Workers Unions.

Attorney General(AG)

Advise Government on legal issues pertaining to privatisation.

Vetting of share sale and purchase agreements.

Drafting legislation required to facilitate implementation of

privatisation.

Public Procurementand Asset Disposal

Board (PPADB)

Regulates and approves the sale by Government of its assets as

well as the procurement of goods and services, including the sale

of shares by Government and the procurement of services under

the outsourcing programme.

Table 2: Key Stakeholders in the Privatisation Implementation Process


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4. REVIEW OF THE PAST STRATEGIC PLAN

(2007/082010/11)

4.1 Strategic Objectives

This strategic plan was built in part on the experience of the past strategic plan.

The analysis of the past plan therefore provides the lessons to be learnt from its

implementation. The review of the 2007/08 to 2010/11 strategic plan is based on

the analysis of the past performance along the four perspectives of a Balanced

Scorecard, and the associated initiatives implemented under those perspectives.

4.2 Results of the past Strategic Plan

4.2.1 Customer/StakeholderSatisfaction

PEEPA has been able to implement most of the strategic initiatives that were

identified in the past plan aimed at ensuring stakeholder satisfaction. Some of the

significant achievements are as follows:

i. Development and submission of privatisation strategies for Government

considerationGEMVAS, BTC and NDB.

ii. The approval and implementation of the BTC privatisation.

iii. Development of the Public Services Outsourcing Programme.

iv. Development of the PPP Policy and its implementation framework.

v. Development of a strategy for the rationalisation of certain Parastatals and

undertaking the implementation.

vi. A number of capacity building initiatives were carried out which include

contract management training, board effectiveness and corporate

governance training.

vii. Development and adoption of a Communication Strategy; to facilitate

awareness creation and stakeholder buy-in.


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4.2.2 FinancialCost Effective service provision

On the financial perspective, PEEPA was able to achieve its objective of cost

containment by operating within its budgets and minimising variances. However,the objective of cost recovery was not achieved since revenue from advisory

services was not significant because most of the services were provided to either

government ministries or other public entities which also obtain their funding from

government.

4.2.3 Internal ProcessesProcess Efficiency

One of PEEPAsobjectives during the past strategic plan period was to ensure

efficient internal processes. The key processes that support the delivery of the

stakeholder and customer results were enhanced. The Enterprise Risk

Management framework was also developed and implemented. A knowledge

management portal known as the Electronic Document Management System

(EDMS) was developed along with the implementation of phase 1 of the

Privatisation Information Management System (PIMS).

4.2.4 Learning & GrowthPerformance Excellence

Measures aimed at attracting and retaining highly productive and competent staff

were undertaken, and now PEEPA has a balanced team in place. This was

achieved in spite of some significant staff turnover during the strategic plan

period.


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4.3 Lessons learnt from the previous strategic plan

period

Experiences over the past strategic plan have provided key lessons that have

been taken into consideration in the preparation of the PEEPA Strategic Plan for

2011/122015/16.

i. Certain privatisation enablers are outside PEEPAs control and they

influence the quality of deliverables as well as the project timelines.

ii. Privatisation is not easy to sell especially in an environment within which

there has been no compelling pressure on the public sector to create

space for private sector participation.

iii. Building of strong stakeholder relationships has to be coupled with

carefully targeted capacity building efforts in order to create better

understanding and capability to ensure successful implementation of

privatisation projects.

iv. There is need to recognise that privatisation is a political process in as

much as it is a commercial and economic process. This is true at the

sector, institutional and facility levels. These considerations directly affect

the ability of policymakers and managers (technocrats) to develop and

implement necessary reforms. Therefore policymakers and managers in

the privatisation landscape must have the capacity to deal with these

dynamics.


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5. SWOT ANALYSIS

A SWOT analysis was carried out to obtain a deeper understanding of the internal

and external realities for PEEPA. This information provides the building blocks of thefuture direction of PEEPA. The key findings of the SWOT analysis are presented

below:

Strengths Weaknesses

Passionate; Educated workforce

Privatisation Policy is an initiative of the

Government, not forced by Structural

Adjustment Programmes.

Understanding of the mandate

Limited stakeholder engagement

PEEPA is not visible and does not have a

strong brand and identity

Inadequate communication

Opportunities Threats

Governments focus on growing the private

sector

Privatisation is a strategy to transform

Botswana economy

Fiscal landscape giving impetus to

privatisation

Demand for skills for managingprivatisation processes

The risk of closure for lack of impact

Pockets of corruption in the country

Negative perception about business climate

and competitiveness of Botswana and

about privatisation

Resistance from labour movements

Inadequate political will and support for the

implementation of privatisation

Inadequate capacity within the private

sector

Table 3: SWOT Analysis Matrix


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6.Strategy

6.1 Strategic Issues

The strategic issues are salient factors emanating from the analysis of the past

performance, as well as the SWOT and Stakeholder analysis. The analysis has

demonstrated that to be successful, PEEPA should be able to tackle a number of

factors with boldness and resilience. As such, PEEPA will devise strategies to

effectively tackle those factors within its control and work around those outside its

control. The key strategic issues that must be tackled through this strategic plan

include amongst others:

i. Limited success in privatisation over the past ten years

ii. Limited success in marketing PEEPA and privatisation as a public

sector reform initiative

iii. Stakeholder engagement

iv. Accountability for the delivery of privatisation

v. Insufficient funding to support the privatisation programme

vi. Leadership political and national recognition and support for

privatisation

vii. Legislative and regulatory framework for privatisation


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6.2 Strategic Themes

The strategic themes or goals define the organisation sfocus and efforts towards

success. Themes stipulate outcomes and outputs. These themes are informed by

the situation analysis and identified strategic issues. The objectives of the Vision

2016 pillars of a prosperous, productive and innovative nation, as well as that of

an open, democratic and accountable nation have been considered in

developing the strategic themes.

The following are the key strategic themes for PEEPA during the 2011/12

2015/16 Strategic Plan:

i. Effective and efficient delivery of public services

ii. Improved operational excellence

iii. Increased employee performance excellence

iv. Financial sustainability

6.3 Strategic Objectives and Initiatives

Strategic Theme 1: Effective and efficient delivery of public services

Issue: The public service continues to dominantly operate in commercial

activities even where there is private sector capacity. This is despite the

objectives of the privatisation policy, to withdraw from commercial activities

which no longer need to be undertaken by the public sector. It is imperative to

improve the efficiency of the public services through increased private sector

participation and to enable government to focus on issues of policy and

regulation.


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Strategic Theme (Goal) 1: Effective and efficient delivery of public services

StrategicObjective

Measures Targets Strategic Initiatives2011/12 2012/13 2013/14 2014/15 2015/16

To increase

private sector

participation in

the delivery of

public services

% Efficiencygains in the

Public Service

due to

Privatisation

0% 1% 2% 3% 5%1. Develop and implement the

Divestiture Programme

2. Develop and implement the

Public Services Outsourcing

Programme (PSOP)

3. Implement approved

Commercialisation and

Restructuring Programme

4. Carry out Private SectorParticipation studies and

Institutional/Regulatory

framework restructuring

% BWP

Value/Equity

Transferred to

the Private

Sector

50% 58% 65% 75% 80%

% NetEmployment

Change due to

Privatisation

0% 0% 1% 1.2% 1.5%

To facilitate the

increase in Public

Enterprises

productivity and

shareholder

oversight

% Uptake of

Advice 65% 70% 75% 80% 80%

5. Develop and Implement the

Public Enterprises

Governance and Capacity

Building programme

To improve

PEEPAs Image &

Relationships

% PEEPA

Image and

Relationships

Index rating

55% 60% 63% 65% 65%6. Review and implement the

Communications Strategy

Table 4: Strategic Theme 1 Objectives, Measures and Initiatives


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Strategic Theme 2: Improved operational excellence

Issue:PEEPAs vision is to be a leader. The drivers of a leadership position

vary, but generally innovation; efficient processes, leadership and managementare the most important. This vision necessitates that there should be new

strategies to facilitate implementation throughout the privatisation process

(Appendix A and B).

Strategic Theme (Goal) 2: Improved operational excellence

StrategicObjective


To effectively

implement the

privatisation

programme

% Rate of

Programme

Implementation

75% 80% 83% 85% 85%

1. Develop and Implement the

Business Process

Improvement programme

2. Review and implement the

Information and Knowledge

Management programme

To strengthen

PEEPA Corporate

governance

% Corporate

Governance

Effectiveness

Rating

65% 70% 75% 75% 75%

3. Review and implement the

internal Corporate

Governance and Risk

Management programme



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Strategic Theme 3: Increased employee performance excellence

Issue: Over the past 10 years PEEPA has had challenges in implementing its

programmes, some of which could be attributed to its human and informationresources capacity. During this strategic plan period it is important to effectively

implement the privatisation programme, thus there is need to excel in managing

the human capital, knowledge capital management and engagement processes.

Strategic Theme 3 (Goal): Increased employee performance excellence

StrategicObjective


To increase

employee

productivity

% Employee

Productivity

Index

75% 80% 85% 90% 90%

Review and implement theOrganisational Development

and Human Capacity Building

programme:

a) Performance Management

b) Organisational

Transformation and redesign

c) Staff welfare and productivity

incentive scheme

To create an

environment

for a high

quality work

life

% Employee

Engagement

index rating

(e.g. from

BCTWF)

65% 70% 75% 75% 80%



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Strategic Theme 4: Financial Sustainability

Issue: The PEEPA operational and capital budget has suffered major cuts for

the last three years thus affectingthe organisations

ability to carry out some of itsvalue-adding activities. The organisation also has no other means to fund the

operations outside government subventions.

Strategic Theme 4 (Goal): Financial Sustainability

StrategicObjective


To broaden the

financial

resource Base

% Increase in

Funding2% 5% 10% 15% 20%

Review and implement the

Financial and Physical Resources

Management programme:

a)

Review of the PEEPA

funding model

b)

Development and

implementation of cost

containment and recovery

strategies

To improve cost

efficiency

% Variance to

Budget+/- 5% +/- 5% +/- 5% +/- 5% +/- 5%



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6.4 The Corporate Strategy Map

Figure 1: The Corporate Strategy Map


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APPENDICIES

Appendix A: The Privatisation Implementation ProcessA Systems View

Figure 2: The Privatisation Implementation Process A systems view


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Appendix B: The Privatisation Implementation Process - Detail

Figure 3: The Privatisation Implementation Process Detail


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Appendix C: The Privatisation Implementation ProcessStakeholder Matrix

Figure 4: The Privatisation Implementation Process Stakeholder Matrix


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Appendix D: The 5-Year Strategy Implementation Plan

StrategicObjective

StrategicInitiative

(Programme)Project(s)

ProjectCode

Client /Sponsor

StartDate

EndDate

ANNUAL COST ESTIMATES (BWP)

2011/12 2012/13 2013/14 2014/15 2015/16 TOTAL

To increase

private sector

participation

in the delivery

of public

services

Public Services

Outsourcing

Programme

Strategic Initiative Cost Estimate

Privatisation and

Restructuring

Programme


Table 8: Strategic Objective 1 Programme

StrategicObjective

StrategicInitiative


ProjectCode

Client /Sponsor

StartDate

EndDate


2011/12 2012/13 2013/14 2014/15 2015/16 TOTAL

To facilitate the

transformation

of PEs into

productive

organisations

PE Governance and

Capacity Building

Programme




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StrategicObjective

StrategicInitiative


ProjectCode

Client /Sponsor

StartDate

EndDate


2011/12 2012/13 2013/14 2014/15 2015/16 TOTAL

To improve

PEEPAs image

and

relationships

Communications

and Public

Education

Programme



StrategicObjective

StrategicInitiative


ProjectCode

Client /Sponsor

StartDate

EndDate


2011/12 2012/13 2013/14 2014/15 2015/16 TOTAL

To effectively

implement theprivatisation

programme

Business Process

Improvement

Programme


Information and

Knowledge

Management




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StrategicObjective

StrategicInitiative


ProjectCode

Client /Sponsor

StartDate

EndDate


2011/12 2012/13 2013/14 2014/15 2015/16 TOTAL

To strengthen

PEEPAs

corporate

governance

Internal Corporate

Governance and

Legal Services

Programme



StrategicObjective

StrategicInitiative


ProjectCode

Client /Sponsor

StartDate

EndDate


2011/12 2012/13 2013/14 2014/15 2015/16 TOTAL

To create an

environment

for a high

quality work life

Human Capacity

Building and

Management

Programme


Table 13: Strategic Objectives 6 & 7 Programme

StrategicObjective

StrategicInitiative(Programme)

Project(s) ProjectCode

Client /Sponsor

StartDate

EndDate


2011/12 2012/13 2013/14 2014/15 2015/16 TOTAL

To broaden the

financial

resource base

Corporate

Administration and

Physical Resources

Management

ProgrammeStrategic Initiative Cost Estimate

Table 14: Strategic Objectives 8 & 9 Programme


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