ANTI-CORRUPTION COMMISSION STRATEGIC PLAN 2017-2022

16 August2017

Table of Contents

ABBREVIATIONS

FOREWORD BY THE DIRECTOR-GENERAL

ACKNOWLEDGEMENT BY PERMANENT SECRETARY

EXECUTIVE SUMMARY

STRATEGIC PLAN TERMINOLOGIES

1.INTRODUCTION

2.HIGH LEVEL STATEMENTS

2.1 The Mandate

2.2 The Vision

2.3 The Mission

2.4The Core Values

3.ENVIRONMENTAL SCANNING (SWOT & PESTEL)

4.STRATEGIC ISSUES

5.Strategic Themes/Pillars and Strategic Objectives per Pillar

6.STRATEGIC PLAN MATRIX 2017-2022

7. RISK ASSESSMENT

8.CRITICAL SUCCESS FACTORS

9.ANNEXURE

STAKEHOLDER ANALYSIS MATRIX

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

FOREWORDBY 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 corruptionin 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

ThisStrategic 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 Agreementsin 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 todefine 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/Projectsare 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

2.3 The Mission

2.4The 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 Commission’s 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

ACC STRATEGIC PLAN 2017-2022

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 corruptionwas 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 legislationto 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