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Anti-Corruption Commission Strategic Plan (2010 – 2014)

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ACC STRATEGIC PLAN 2010-2014

ANTI-CORRUPTION COMMISSION

Toll Free Line: 0800222888E-mail: [email protected]

Website: www.accnamibia.org

ACC HEADQUARTERS

12th FloorFrans Indongo GardensDr Frans Indongo StreetWindhoek

PO Box 23137Windhoek

Tel.: +264 61 370 600Fax: +264 61 300 952

ACC OSHAKATI OFFICE

The Palms Building 2nd FloorOshakati

PO Box 533Oshakati

Tel.: +264 65 222 150Fax: +264 65 222 154

ACC


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Foreword by the Director 1

Abbreviations 2

1. Executive Summary 21.1 Plan Objective 2

1.2 Plan Highlights 2

1.2.1 Vision and Mission 2

1.3 Activity Plan 3

1.3.1 Financial Plan 3

1.3.2 Personnel Plan 3

1.3.3 Key Assumptions 3

1.3.4 Critical Success Factors 4

1.3.5 Key Indicators 4

1.4 Conclusion 5

2. Introduction and Background 62.1 Purpose of the Plan 6

2.2 Linkage to High Level Initiatives 6

2.2.1 Linkage to Vision 2030 6

2.2.2 Linkage to NDP3 7

2.2.3 Linkage to De-centralisation 7

2.2.4 Linkage to the SWAPO Manifesto 7

2.2.5 Linkage to Millennium Development Goals 7

2.3 Strategic Issues 8

3. High Level Statements 103.1 Commission’s Mandate 10

3.2 Vision 10

3.3 Mission 10

3.4 Core Values 10

4. Strategic Themes and Objectives 114.1 Strategic Themes 11

4.2 Strategic Objectives 12

4.2.1 List of strategic objectives 12

Table of Contents


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5. The ACC Balanced Scorecard 145.1 The ACC Strategy Map 14

ACC Scorecard 16

6. Organisational Intervention 216.1 Key Assumptions 21

6.2 Critical Success Factors 21

6.3 Financial Plan (Strategic Budget) 21

6.4 Conclusion 21

Appendix A – Situational Analysis 22Stakeholders 22

Key Stakeholders 22

Stakeholder Expectations 24

SWOT Analysis 25

SWOT Analysis Table 26

Appendix B - Glossary 29

Table of Figures

Figure 1 - Corruption Cases Reported 4

Figure 2 - Transparency International Corruption Perception Index 5

Figure 3 - Strategy Map 15


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The Anti-Corruption

Commission (ACC) is

mandated by the Anti-

Corruption Act, 2003

(Act No 8 of 2003),

to investigate corrupt

practices, to prevent

corrupt practices and to

educate the public on

the dangerous effects of

corruption and enlisting

their support.

In order for the Commission to successfully carry out its mandate

as assigned by the Act, there is a need to provide for the framework

which guides the Commission in executing its mandate for a

certain period. Thus the Strategic Plan sets out the key strategies,

activities and resources necessary to effectively fight corruption in

the country.

We are certainly all in agreement that there is no more time for

armchair rhetoric activism that characterized the past years. Today,

it is even universally acknowledged that the fight against corruption

is a reality and it is the responsibility of us all. The question is no

longer whether corruption is harmful to the economy or not.

It is a proven fact that corruption is an impediment to socio-economic

development. The Commission has the noble task to spearhead

and promote good governance, but the ultimate responsibility to

fight corruption lies with all of us as a nation. If corruption is left

unchecked, it may lead to displacement of public interests by few

individuals. Corruption and maladministration are inconsistent

with rule of law, transparency, responsiveness, accountability,

equity, effectiveness and efficiency which are the underpinning

characteristics of good governance.

Foreword by the Director

I wish to thank the Office of the Prime Minister especially the

Department Public Service Management for working with us in

developing this Strategic Plan. I also wish to thank the consultant

appointed by the Office of the Prime Minister, Mr Tom Mukaiwa

of Sperrgebiet Consulting Services, for the role he played in

developing the Strategic Plan. I also recognize the valuable

technical and material contribution by the United Nations Democracy

Fund (UNDEF) to the Commission through the United Nations

Development Programme (UNDP). The UNDEF funding paid for

a project manager, Mr Fenwick Kamanga who has assisted the

Commission with the development of the Strategic Plan. Equally,

I express my profound gratitude to my staff for tirelessly working

with the officials from the Office of the Prime Minister in developing

the Strategic Plan. I also thank all stakeholders who made their

input during the workshop which resulted in the finalization of the

Strategic Plan.

Finally, preventing and fighting corruption is every Namibian’s

responsibility. Let us then all in earnest join in the fight against

corruption.

Paulus Kalomho Noa

Director: Anti-Corruption Commission

Paulus Kalomho Noa


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ACC Anti-Corruption Commission

NDP3 National Development Plan 3

NGO Non-Governmental Organisation

SWAPO South West Africa People’s Organisation

Abbreviations

This Strategic Plan pertains to Namibia’s vision of having a

corruption free society in which all citizens have equal and fair

access to opportunities and resources. This Strategic Plan embodies

the mandate of the Anti-Corruption Commission as articulated in the

Anti-Corruption Act, 2003 (Act No. 8 of 2003) to fight and prevent

corruption in Namibia.

This Strategic Plan is a medium term plan with a span of five years

extending from the year 2010 up to and inclusive of the year 2014.

1.1 Plan Objective

This Strategic Plan articulates and sets out the key strategies,

activities and resources necessary to effectively fight corruption in

Namibia in the next five years (2010 to 2014), in pursuance of the

Commission’s mandate and strategic goal of creating a society that

is virtually corruption free.

1. Executive Summary

1.2 Plan Highlights

1.2.1 Vision and mission

The Anti-Corruption Commission is committed to becoming

a World Class Anti-Corruption Commission by the end of the

Strategic Plan period. In pursuance of this commitment, the

Commission’s vision is:

“To be a world class Anti-Corruption Commission”

While the mission is:

“To fight corruption in Namibia through effective

law enforcement and preventative measures in a

professional manner for the good of society”.


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1.3 Activity Plan

There are a total of 19 initiatives identified in this Strategic Plan

to be executed in order to achieve the strategic goals. These

initiatives aim to build the institutional capacity of the Commission,

both in terms of material and human capital resources, to enable it

to carry out its mandate and functions effectively. The 19 initiatives

also aim to improve the institution’s image, harmonise relations with

other institutions such as the Police, Interpol, the Public Service

Commission, the Prosecutor-General’s office, the Auditor-General’s

office, the Ombudsman’s office, Civil Society, etc. The activities

also aim to initiate and propose new legislation and amendments to

existing legislation that will improve the legal framework and further

enhance the Commission’s ability to fight corruption.

1.3.1 Financial Plan

Over the next five years the ACC will require approximately

N$133 million in order to execute the initiatives in this

Strategic Plan which will transform it into a world class Anti-

Corruption Commission. The N$133 million is made up of two

components, (a) the normal budgetary allocation for the ACC

annual activities and (b) additional amounts called for by the

transformational initiatives contained in this Strategic Plan.

1.3.1.1 New ACC Offices

The bulk of the funds raised over the next five years

will go towards building the institutional capacity of

the Commission with N$25 million being spent on

new premises. N$20 Million will be utilized in setting

up new Anti-Corruption Commission headquarters

while about N$5 Million will be utilized to lease

offices in regions outside the Khomas region. This

will improve the Commission’s coverage and result

in improved service delivery.

1.3.1.2 Information Management

As information management is a critical component

of the Commission’s work, a significant investment

of about N$7 million will go towards setting up

an approved, robust and efficient information

management system.

1.3.1.3 Public Awareness Campaigns

Just short of one million (N$732,000) will be spent

on increasing the public’s awareness on corruption.

This money will be spent on public education and

public surveys over the five year period.

1.3.2 Personnel Plan

The Commission will develop a comprehensive staff

development programme in the first year of this Strategic

Plan. It will put in place incentives and create a good

employee climate resulting in low staff turnover. The

current staff complement provides for 49 staff members

while the strength is only 36. The vacant positions will be

filled by means of an aggressive search for human talent.

The recruitment drive is expected to cost in the vicinity of

N$60,000 over a five year period.

1.3.2.1 Performance Management Plan

In order to effectively monitor organizational and

individual performance, the Balanced Score Card

has been adopted as the vehicle for managing and

implementing this strategy.

1.3.3 Key Assumptions

This Strategic Plan is based on the following key

assumptions:

• A politically stable Namibia in which peace and

security persist.

• An economically stable environment in which

no major recession occurs which could fester

corruption.


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0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

YR2010 YR2011 YR2012 YR2013 YR2014

Unfounded

Submitted

Corruption Cases Reported

1.3.4 Critical Success Factors

The two main critical success factors are:

• Successful procurement of the required funding to

carry out the initiatives in this Strategic Plan.

• Continued positive political will by the Government

and other stakeholders towards the Anti-Corruption

Commission.

1.3.5 Key Indicators

There are three main indicators to gauge the effectiveness of

this Strategic Plan. The three key measures are:

• Percentage of unfounded/unsubstantiated corruption

cases investigated /pre-investigated. We should see

a decrease in unfounded cases.

• Percentage of corruption cases investigated and

submitted for prosecution. We should see an

increase in this.

• Increase in the Transparency International

Corruption Perception Index.

The first two will indicate an increase in the level of awareness of

what conduct constitutes a corrupt practice and consequently there

will be fewer unfounded allegations of corruption. Conversely, a large

percentage of all reported cases will prove to be valid cases. The two

scenarios appear as two divergent lines in the graph below.

Figure 1 - Corruption Cases Reported (below)


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0

1

2

3

4

5

6

7

8

9

YR2010 YR2011 YR2012 YR2013 YR2014

Inde

x

Transparency International Corruption Perception Index

The third measure comes from the BHAG (Big Hairy Audacious

Goal) which the Commission aims to achieve.

The goal is to achieve a rating of 7 from the current 4 by the end

of the year 2014. After that it is expected that to reach a rating of 8

will be much harder and will therefore require a span of at least two

years, realizable only in 2016 or even later as one is approaching

near perfection, or zero corruption.

1.4 Conclusion

This Strategic Plan is realizable subject to the assumptions above.

In the plan horizon, as a result of the Commission’s strategic

and operational initiatives, there will be a significant reduction in

the level of corruption in Namibia. Through the public education

initiatives, there is going to be a greater awareness in general as to

what conduct constitutes a corrupt practice. The campaign against

Figure 2 - Transparency International Corruption Perception Index (below)

corruption by means of public information dissemination initiatives,

media coverage, etc will result in a new culture in Namibia which will

increasingly be intolerant of corruption and more inclined to adopt

the core values of honesty, integrity, transparency and fairness.

Since corruption has been proved to be the greatest inhibiting factor

to national development and poverty reduction, the successful

execution of this Strategic Plan will result in improved economic

performance of the nation.


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In 2003 the Anti-Corruption Act was passed by Parliament. The

purpose was to combat what was perceived as growing corruption

in the country.

The Anti-Corruption Commission is a relatively young institution as

it became operational only as from 1 February 2006. This Strategic

Plan is part of a holistic approach by the Government of Namibia to

create a nation that is prosperous, industrialized and characterized

by peace, harmony and political stability as articulated in Vision

2030. The eradication of corruption is a key thrust towards realizing

the objectives of both Vision 2030 and NDP3.

Studies in several countries and by the World Bank Anti-

Corruption Resource Centre have culminated in a realisation

that it is every nation’s urgent imperative to fight corruption

because of its devastating negative effects on society. Corruption

has been demonstrated to retard and even reverse economic

growth and development. This together with its consequent ills of

poverty and social decay threatens a nation’s political and social

stability. Corruption kills free trade and competition, breeds other

social maladies such as cartels, organised crime, hyper inflation,

unproductivity, unprofessionalism to name but just a few.

Namibia, cognisant of the fact that corruption holds the potential for

ultimately destroying the nation, places high priority on the activities

and successes of the ACC.

2.1 Purpose of the Plan

This Strategic Plan sets out the key strategies, activities and

resources necessary to effectively fight corruption in Namibia in

pursuance of the Commission’s mandate and strategic goal of

creating a corruption free society. By executing this Plan, over

the next five years, the Namibian Anti-Corruption Commission will

significantly increase its capability to fight corruption in Namibia.

By the end of the Strategic Plan period, the Commission will be

2. Introduction and Background

amongst the best and most effective Anti-Corruption Commissions

in the sub-region and the world. By the year 2012, Namibia will

be rated at least 7 on the Transparency International Corruption

Perception Index. Currently Namibia is rated 4. A corruption free

society would be rated 10.

2.2 Linkage to High Level Initiatives

Robert Williams and Alan Doig writing for the World Bank

Anti-Corruption Resource Centre cite corruption as one of the

greatest inhibitors of economic development in any nation. The

Commission’s success in reducing corruption directly contributes

to the economic well-being of Namibia by increasing investor

confidence and promoting healthy competition which leads to a

vibrant and prosperous economy.

2.2.1 Linkage to Vision 2030

Of the eight objectives of Vision 2030 objectives (ii) and

(iii) form the foundation for the very existence of the Anti-

Corruption Commission and make this Strategic Plan not

only aligned to Vision 2030, but altogether imperative for

the realisation of Vision 2030 itself. The two Vision 2030

objectives read as follows:

• ”Create and consolidate a legimate, effective and

democratic political system (under the constitution),

and an equitable, tolerant and free society, that

is characterised by equitable and sustainable

development and effective institutions which

guarantee peace and political security.”

• “Develop a diversified, competent and highly

productive human resources and institutions, fully

utilising human potential, and achieving efficient

and effective delivery of customer focused services

which are competitive not only nationally but also

regionally and internationally.”


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And in dealing with Democratic Governance in section 6.7,

Vision 2030, states one of its strategies as follows:

• “Creating an enabling environment against social/

political conflict and corruption”.

2.2.2 Linkage to NDP3

NDP3 contains the following reference to corruption and

states as its goal the creation of a corruption free society:

“Sub-Sector Goal 2: A society free of corruption.

Sub-Sector Goal Indicators, Baselines and Targets

Indicators Baselines Targets

Corruption Perception Index 4.1 in 2006 5.1 by 2011/12

Sub-Sector Goal Strategies

• Promote integrity and social education against

corruption

• Mobilise communities and civic organisations in

combating corruption

• Strengthen capacity of Anti-Corruption institutions

……………………………………………………………………

……………………………………………………………………”.

2.2.3 Linkage to De-centralisation

It is the objective of this Strategic Plan to open ACC offices

in other regions. Even though the offices will not have

autonomy, but will be regulated and governed centrally from

Windhoek, they will improve the ACC’s service delivery to

the community. The opening of ACC offices in the regions is

synergistic with the de-centralisation programme embarked

on a few years ago by the Government of Namibia.

2.2.4 Linkage to the SWAPO Manifesto

The Government of Namibia duly elected in free and fair

elections is elected on the basis of the ruling Party’s strategic

programs articulated in their Manifesto. The Manifesto

essentially contains the Party’s plan relating to the critical

issues of nation building and economic development. In the

SWAPO Manifesto of 2004 under the title ‘Good Governance’

on pages 11 and 12, there is clear and unequivocal position

taken with respect to corruption. Concluding the section on

good governance the Manifesto states:

“To enhance accountability, the SWAPO PARTY

Government has now laid the framework for countering

corruption and a law has already been enacted to counter

this destructive trait.”

Thus this Strategic Plan aimed at transforming the

Commission into a world class Anti-Corruption Commission

is solidly in line with the intended objectives of the SWAPO

ruling party with regard to the eradication of corruption.

2.2.5 Linkage to Millennium Development Goals

The first of the eight Millennium Development Goals stated

thus:

“Eradicate extreme poverty and hunger”.

As stated above, the report by Robert Williams and Alan Doig

writing for the World Bank Anti-Corruption Resource Centre

asserts that corruption has been shown to be the greatest

inhibitors of economic development. Corruption’s natural

consequence is the increase rather than the decrease of

poverty. To eradicate poverty and hunger as aspired to in

the first Millennium Development Goal necessarily dictates

the pursuance and eventual existence of a near corruption

free society.

This five year Strategic Plan is aligned to these high level

national objectives thus ensuring not only synergy with

other national initiatives, but also fostering optimization of

Namibian resources engaged in the creation of a prosperous

Namibia.


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2.3 Strategic Issues

In the situational and stakeholder analysis below, specific strategic

issues being faced by the Anti-Corruption Commission have been

identified and form the basis for the development of this Strategic

Plan. By effectively addressing the strategic issues described

therein, the Commission will achieve its mission of creating a

corruption free Namibia. The strategic issues for the Anti-Corruption

Commission are as follows:

Inadequate legislation and national policies

Whilst the Anti-Corruption Act is clear as to what the mandate

and powers of the Commission are, there are some aspects of

the legislation that would need strengthening. There is need for

amendments to certain existing laws and for provision of new laws

which enhances and complements the fight against corruption.

There is also need for a nationwide policy on corruption that

permeates the whole public service as well as the private sector.

Inadequate investigative capacity

This is both in terms of infrastructural resources as well as

operational systems.

Poor governance in external institutions

Ultimately, corruption remains a governance issue. If there is good

governance in public as well as private institutions, there will be a

resultant decline in corruption. The ACC therefore seeks to promote

and facilitate the enhancement of good governance in external

institutions.

Poor public awareness of what constitutes a corrupt practice

As in several other countries, the public does tend to misconstrue

what constitutes corruption. Consequently there are often unrealistic

or even outright misguided expectations as to what the ACC can

and should deliver.

External communication

To mitigate against issues such as poor public awareness of what

conduct constitutes a corrupt practice, good communication with

external stakeholders is cardinal to the effective performance of

the ACC.

General perception of the ACC

There is a need to create an attitude of confidence and trust in the

eyes of the public towards the Commission. It is sometimes the

view of the public that the Commission lacks the clout to carry out its

duties. In some quarters, the Commission may be even construed

as a political instrument for special interest groups or parties.

Insufficient Funding

To increase the funding to levels where the Commission can put in

place the necessary infrastructure and human resources to enable

it to effectively fight corruption.

Centralised office

To decentralize the operations of the Commission to give it better

coverage of the country thus making it easier for the public to

access the services of the Commission.

Organisational/institutional capacity

The Anti-Corruption Commission is beset by inadequate capacity,

not just in terms of funding, but also in other dimensions as well.

The Commission does not have a full complement of staff and

has been unable to fill some posts for some time. The information

and communication infrastructure is in its infancy and does not

adequately address the information management needs of the

Commission. The offices are not specifically tailored for the

Commission and are in most instances inadequate or inappropriate

for the specific functional requirements of the organisation.

Public and media perception of the ACC

The media and the public tend to have inadequate comprehension

of the mandate and role of the Anti-Corruption Commission. The

inaccurate perceptions and consequently unrealistic expectations

pose a threat for the very existence of the Commission.

Relations with other agencies and institutions

The Commission needs to interact with several agencies and

institutions whose work has a direct or indirect bearing on the

Commission’s work. The Namibian Police, the Prosecutor General’s

office, the Auditor General’s office, the Ombudsman’s office, Interpol,

Civil Society, et cetera, all carry on activities which have a bearing

on the work of the Commission. In some instances it is imperative


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that there be close co-operation between the Commission and

some institutions such as the Police or the Auditor-General.

Professional rivalry

External professional rivalry can result in organizational paralysis.

Initiatives can be frustrated into staleness in the pursuit of self-

interest and self-image. Some organizations may feel threatened

or feel that their position and influence has been usurped by the

Commission and may not have the commitment towards the need

to interact and work with the Commission.

Bureaucratic procedures

Bureaucracy in the public sector in general often impedes issues

that require urgent and rapid response and action. A need exists

to revise some existing procedures to both simplify them and make

them faster.

Internal and external communication

Internally there is a need for regular formalized cross-section, cross-

directorate communication. Ad hoc communication occurs between

some sections/departments often on a need-to-know basis. In

order to have a shared vision and mission, Plan Do Review (PDR)

meetings will be instituted as part of this Strategic Plan. Externally,

the Commission needs to keep the public and other stakeholders

regularly and formally informed in the form of briefs, reports and

newsletters. To obtain feedback, questionnaires, public surveys,

customer satisfaction surveys will be instituted and performed on

a regular basis.

Corruption prevention

It is required to increase the focus and activities aimed at preventing

corruption as opposed to investigating and applying punitive

measures for corrupt practices after the fact. While there is a high

level of development that has taken place in investigation and

prosecution processes, prevention needs to take centre stage

and form the primary method of eradicating corruption. Long term,

prevention will be less costly and more sustainable.

Security

The security of Anti-Corruption Commission personnel needs to be

formalized and implemented in such a manner that their safety is

assured during the execution of their duties. It is imperative to effect

security measures which include after hours as well as it is probable

that they could become targets of perpetrators of corruption and

organized crime. Likewise the security of whistle-blowers need

to reach levels where whistle-blowers feel safe to report corrupt

practices. Downstream the Commission requires safe houses and

formal witness protection programmes. The offices of the Anti-

Corruption Commission while remaining accessible to the public

require security measures and infrastructure implemented, such as

video monitoring and recording, and electronic access control. The

security of files and information is critical and proper safe storage

and retrieval systems need to be put in place. Computer based

files and information likewise needs to be secured and storage and

retrieval of electronic data needs to be subject to formalized security

procedures and systems.

Information management

Apart from security considerations for information alluded to above,

information management in general is a critical issue. Information,

whether the information is in a hard copy, electronic form or

embedded in human capital, needs to be managed effectively so

that it is readily accessible and easily usable. Good information

management will enhance the Commission’s agility and lead to

improved service delivery.


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3.1 Commission’s Mandate

The Anti-Corruption Commission’s mandate is clearly articulated in

the Anti-Corruption Act, 2003, as follows:

• To investigate allegations of corrupt practices

• To educate the public on the evils of corruption

• To prevent corruption

In pursuance of this mandate, the Commission has defined itself

and determined what its mission and vision is.

3.2 Vision

“To be a world class Anti-Corruption Commission”.

3.3 Mission

“To fight corruption in Namibia through effective law

enforcement and preventative measures in a professional

manner for the good of society.”

3.4 Core Values

In the execution of its duties and functions the Commission has

adopted the following core values:

Integrity

We, the Commission, shall act with integrity and adhere to high

ethical standards. This is the most important core value of the

Commission as the core function of the Commission is to uproot

unethical conduct (corruption) in society.

3. High Level Statements

Accountability

We, the Commission, are accountable for our actions, in particular

with regard to the use of the Commission’s resources and the

execution of its functions.

Courage

We, the Commission, shall display courage in performing of our

functions.

Transparency

The Commission will avail its stakeholders with information in a

fair, impartial, open and honest manner unless the withholding

of information is necessary for the protection of witnesses, the

safeguarding of confidentiality or ensuring security.

Excellence

To become a world class Anti-Corruption Commission, the

Commission will deliver its services and perform its functions with

efficiency and effectiveness.

Fidelity to the law

The Commission itself being a law enforcement agency shall, at all

times, act within the strict letter of the law.

Fairness and Impartiality

The Commission shall at all times remain impartial, apolitical and

fair, serving all equally irrespective of political affiliation, social

standing, religion or gender.

The above core values aim to increase confidence in the

Commission by the public and other stakeholders.


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4.1 Strategic Themes

The strategic issues facing the Commission can be grouped into

four broad categories or themes. These strategic themes form the

underpinning context and underlying tapestry for the initiatives that

will lead to the goal of creating a corrupt-free or near corrupt-free

society in Namibia and transforming the Commission into a world

class organisation.

(1) Law Enforcement on Corruption

This is one of the major activities of the Commission. Whilst

the mandate of the Commission does enable it to perform

several critical functions in the fight against corruption, the

legislation, as it stands today, falls short in some aspects.

In some instances, functions have to be performed by other

institutions and/or agencies to the detriment of the operations

of the Commission. Strengthening the legal framework is

cardinal to the effective and successful performance of the

Commission. An all encompassing National Anti-Corruption

Policy would greatly enhance the Commission’s operations.

To effectively fulfil the mandate with respect to investigating

allegations of corrupt practices, the Commission needs to

address the issues of inadequate legislation and inadequate

investigative capacity.

This theme addresses the following two strategic issues:

• Inadequate legislation, especially with respect to

creating an optimised and enabling environment with

respect to investigation and any requisite attendant

powers that may enhance intelligence gathering and

case management.

• Inadequate investigative capacity, both in terms

of infrastructural resources as well as operational

systems.

4. Strategic Themes and Objectives

This theme is linked to the following strategic objectives:

• Improve legal framework

• Develop and implement intelligence gathering

systems

• Improve the case management system

• Strengthen the complaint management system

(2) Corruption Prevention

Exposing corruption after the fact and applying such punitive

measures as are prescribed by the law is one way of fighting

corruption. Preventing corruption is, however, a much more

effective way of dealing with corruption. In the long run,

prevention is less costly for the Commission as well as for

the economy. We need to be proactive as opposed to being

reactive in the fight against corruption.

This theme addresses the following strategic issues:

• Weak governance in external institutions

• Poor public awareness of what conduct constitutes a

corrupt practice

• Bureaucratic procedures

• Negative public perception of the Anti-Corruption

Commission (lack of confidence and apathy)

• Limited external communication

The strategic objectives related to this theme are:

• Promote and implement corruption inhibiting

systems, procedures and practices

• Develop and implement corruption prevention

programmes with targeted institutions

• Increase public awareness on corruption

• Initiate the development of a National Anti-Corruption

Strategy

• Improve Institutional Image


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(3) Stakeholder Relations

In the performance of its functions, the Commission has

to interact and work with other institutions such as the

Police, Interpol, the Public Service Commission, the

Prosecutor-General’s office, the Auditor-General’s office,

the Ombudsman’s office, Civil Society etc. It is imperative

that relations with other institutions are harmonized in

order not encumber the Commission’s work due to poor

co-operation, professional rivalry or outright resistance from

other organizations. Furthermore, to be able to successfully

perform its functions, the Commission has to have a good

reputation. It should be seen as a credible, fair, impartial,

effective and well governed body. In the absence of such an

image, the public will not seek recourse to the Commission

and there will be fewer or no corruption cases reported.

This theme addresses the following strategic issues:

• General perception of the ACC

• Relations with other agencies and institutions

• Professional rivalry

• External communication

The strategic objectives linked or related to this theme are:

• Improve external communications

• Improve institutional image

• Improve relations with other institutions

• Improve information management

(4) Institutional Capacity

To perform its functions effectively, the Commission has to

have sufficient material and human resources.

This theme will address the following strategic issues:

• Organisational capacity

• Additional funding – to increase the funding to

levels where the Commission can put in place the

necessary infrastructure and other resources to

enable it to effectively fight corruption.

• Centralised office – to decentralize the operations

of the Commission to give it better coverage of the

country thus making it easier for the public to access

the services of the Commission.

• Security – to effect both infrastructural security,

information security, personnel security and witness

security (witness protection programme).

• Inadequate information management capacity

The strategic objectives related to this theme are as follows:

• Review and align organisational structure to

strategy

• Improve skills for all employees

• Enhance service delivery by opening offices in other

regions

• Develop and implement appropriate internal policies

and procedures

• Enhance internal and external communications

• Improve employee climate

• Improve employee wellness

• Diversify revenue base

• Increase funding

• Ensure proper management of funds

• Enhance organisational security

4.2 Strategic Objectives

The strategic issues and strategic themes translate into 21

actionable strategic objectives. These strategic objectives form

the basis of this Strategic Plan. By successfully achieving each of

these objectives, the vision of being a world class Anti-Corruption

Commission and the mission of eradicating corruption from Namibia

will be realized.

4.2.1 List of strategic objectives

[C1]. Improve legal framework

[C2]. Promote and implement corruption inhibiting

systems, procedures and practices


12


13

[C3]. Facilitate the development and implementation of

corruption prevention programmes with targeted

institutions

[C4]. Increase public awareness on corruption

[C5]. Propose the development of a National Anti-

Corruption Strategy

[C6]. Improve institutional image

[C7]. Improve external communications

[C8]. Acquire new headquarters and establish offices in

other regions

[IP1]. Develop and implement intelligence gathering

capability

[IP2]. Improve case management

[IP3]. Improve corruption report centre

[IP4]. Develop and implement appropriate internal policies

and procedures

[IP5]. Improve information management

[L1]. Review and align organisational structure to

strategy

[L2]. Improve skills of all employees

[L3]. Improve employee climate

[L4]. Improve employee wellness

[L5]. Enhance internal communications

[F1]. Diversify revenue base

[F2]. Increase funding

[F3]. Ensure proper management of funds


14


15

To ensure success in the execution of this Strategic Plan, the balanced scorecard will be the instrument employed in managing, controlling

and monitoring the strategic project. Correctly implemented and cascaded down, the Balanced Scorecard will enable the Anti-Corruption

Commission to realize it’s Big Hairy Audacious Goal (BHAG).

5.1 The ACC Strategy Map

The Strategy Map depicted in Figure 3 below embodies all the key elements of this Strategic Plan and summarises the overall strategy.

Because the Commission is not a revenue generating body, the financial perspective is placed at the bottom of the Strategy Map. In the

Commission’s context, the financial input from the Government and donors drives the learning and growth perspective which in turn drives the

internal business process perspective which in turn drives the customer perspective.

5. The ACC Balanced Scorecard


14


15

Fig

ure

3 -

Str

ate

gy

Ma

p


16


17

Ant

i-Cor

rupt

ion

Com

mis

sion

PER

SPO

BJE

CTI

VEM

EASU

RE

BA

SEYR

10YR

11YR

12YR

13YR

14IN

ITIA

TIVE

RES

P U

NIT

CO

STCustomer/Stakeholder

[C1.

] Im

prov

e le

gal

fram

ewor

k

[M1.

] Num

ber o

f pol

icy

docu

men

ts

prod

uced

/pro

pose

d

1

11

1[K

1.] R

evie

w

and

prop

ose

amen

dmen

ts

to e

xist

ing

legi

slat

ion

Offi

ce o

f th

e D

irect

or

/ Dep

uty

Dire

ctor

N$

250,

000

[M2.

] Num

ber o

f pro

pose

d dr

aft b

ills

1

11

1

[M3.

] Num

ber o

f dra

ft bi

lls s

ubm

itted

to

Parli

amen

t

1

11

1

[C2]

. Pro

mot

e an

d im

plem

ent c

orru

ptio

n in

hibi

ting

syst

ems,

pr

oced

ures

and

pra

ctic

es

M4]

. Num

ber o

f ins

titut

iona

l sys

tem

s,

proc

edur

es a

nd p

ract

ices

exa

min

ed0

13

57

9[K

2.] I

dent

ify

and

exam

ine

syst

ems,

pr

oced

ures

an

d pr

actic

es

whi

ch a

re p

rone

or

vul

nera

ble

to c

orru

pt

prac

tices

and

pr

opos

e re

form

m

easu

res

Educ

atio

n an

d C

orru

ptio

n Pr

even

tion

Dire

ctor

ate

N$

1,00

0,00

0

[M5]

. Num

ber o

f pro

pose

d re

form

s a

nd

mea

sure

s0

24

68

10

[M6]

. Red

uced

cor

rupt

ion

(thro

ugh

TI-C

PI, W

orld

Ban

k, I

brah

im A

frica

n G

over

nanc

e an

d ot

her s

urve

ys)

4.1

4.5

55.

56

6.5

[C3]

. Fac

ilitat

e th

e de

velo

pmen

t and

im

plem

enta

tion

of c

orru

ptio

n pr

even

tion

prog

ram

mes

with

ta

rget

ed in

stitu

tions

[M7]

. Num

ber o

f ins

titut

ions

with

sp

ecifi

c an

ti-co

rrupt

ion

prog

ram

mes

an

d po

licie

s de

velo

ped

and

impl

emen

ted

01

35

79

K3].

Con

duct

a

base

line

and

pe

riodi

c su

rvey

s on

cor

rupt

ion

N$

750,

000

[M8]

. Num

ber o

f ins

titut

ions

with

sp

ecifi

c an

ti-co

rrupt

ion

prog

ram

mes

an

d po

licie

s de

velo

ped

and

impl

emen

ted

[K4]

. Ass

ist

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itutio

ns in

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ping

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rrupt

ion

prev

entio

n pr

ogra

mm

es

and

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ies

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0

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se p

ublic

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aren

ess

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age

of v

alid

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rupt

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ca

ses

repo

rted

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0.5

0.6

0.7

0.8

0.9

[K5]

. Pro

duce

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xecu

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s pr

ogra

mm

e

[M10

]. Pe

rcen

tage

of c

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ct re

spon

ses

in th

e su

rvey

s0

0.5

0.6

0.7

0.8

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[K6]

. Con

duct

su

rvey

s[M

11].

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ber o

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mot

iona

l act

iviti

es

exec

uted

1015

2025

3035

AC

C S

co

rec

ard


16


17

Ant

i-Cor

rupt

ion

Com

mis

sion

PER

SPO

BJE

CTI

VEM

EASU

RE

BA

SEYR

10YR

11YR

12YR

13YR

14IN

ITIA

TIVE

RES

P U

NIT

CO

STCustomer/Stakeholder (Continued)

[C5.

] Pro

pose

the

deve

lopm

ent o

f the

N

atio

nal A

nti-C

orru

ptio

n St

rate

gy (N

ACS)

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.] Su

bmis

sion

of p

ropo

sed

Nat

iona

l Ant

i-Cor

rupt

ion

Stra

tegy

to

Cab

inet

00

11

11

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t pra

ctic

es

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evel

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g an

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rrupt

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stra

tegi

es

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ce o

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irect

or

/ Dep

uty

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ctor

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000

K8].

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ft an

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bmit

reco

mm

enda

tion

to

cabi

net

[C6]

. Im

prov

e in

stitu

tiona

l im

age

[M13

]. Pe

rcen

tage

of p

ositi

ve m

edia

co

vera

ge55

%60

%65

%70

%75

%[K

9]. I

mpr

ove

med

ia

rela

tions

N$

43,0

00

[M14

]. Pe

rcen

tage

of p

ositi

ve

stak

ehol

der f

eedb

ack

from

sur

veys

60%

65%

70%

75%

80%

[K10

]. C

ondu

ct

surv

eys

N$

195,

000

[M15

]. Pe

rcen

tage

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orru

ptio

n ca

ses

inve

stig

ated

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for

pros

ecut

ion

60%

65%

70%

75%

80%

[M16

]. N

umbe

r of c

onfli

ct in

cide

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1210

86

42

N$

10,0

00

[M17

]. Ti

me

take

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ays)

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rovi

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ceiv

e re

ques

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ice

3024

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]. D

evel

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ervi

ce

char

ter

N$

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00

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mun

icat

ions

[M18

]. N

umbe

r of p

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ia

rele

ases

1224

3648

60

[K14

]. Pr

epar

e an

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sue

pres

s re

leas

es

N$

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00

[M19

]. N

umbe

r of p

ublic

/med

ia

brie

fings

/inte

rvie

ws

8016

024

032

040

0N

$ 12

,000

[M20

]. D

ecre

ase

in n

umbe

r of

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ests

for a

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clar

ifica

tion

4020

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0N

$ 12

,000

[C8]

. Ac

quire

new

HQ

an

d es

tabl

ish

offic

es in

ot

her r

egio

ns[M

21].

Num

ber o

f offi

ces

coun

tryw

ide

12

22

33

[K15

]. Ac

quire

new

pr

emis

esN

$ 25

,640

,000


18


19

Ant

i-Cor

rupt

ion

Com

mis

sion

PER

SPO

BJE

CTI

VEM

EASU

RE

BA

SEYR

10YR

11YR

12YR

13YR

14IN

ITIA

TIVE

RES

P U

NIT

CO

STInternal Business Processes

[I1].

Dev

elop

and

impl

emen

t in

tellig

ence

gat

herin

g ca

pabi

lity

[M22

]. N

umbe

r of

oper

atio

nal

inte

lligen

ce g

athe

ring

syst

ems

01

23

45

[K16

]. D

evel

op,

acqu

ire a

nd m

anag

e in

tellig

ence

sys

tem

s an

d eq

uipm

ent

Inve

stig

atio

ns

and

Pros

ecut

ions

D

irect

orat

e

N$

2,00

0,00

0

[I2].

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ove

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m

anag

emen

t

[M23

]. C

ase

man

agem

ent s

yste

m

fully

ope

ratio

nal

60%

70%

80%

90%

95%

100%

[K17

]. Id

entif

y, p

rocu

re

and

inst

all a

Cas

e M

anag

emen

t Sys

tem

Offi

ce o

f th

e D

irect

or

/ Dep

uty

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ctor

N$

7,00

0,00

0

[M24

]. R

educ

tion

in c

ases

refe

rred

back

for f

urth

er a

ctio

n or

inve

stig

atio

n50

%40

%30

%20

%15

%10

%[K

18].

Red

uce

case

load

and

con

duct

th

orou

gh in

vest

igat

ions

Inve

stig

atio

ns

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ecut

ions

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irect

orat

e

N$

300,

000

[I3].

Impr

ove

the

corru

ptio

n re

port

cent

re

[M25

]. R

epor

t Cen

tre fu

lly o

pera

tiona

l50

%75

%85

%95

%10

0%10

0%[K

19].

Esta

blis

h ta

ilor-

mad

e R

epor

t Cen

tres

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stig

atio

ns

and

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ecut

ions

D

irect

orat

e

N$

60,0

00

[M26

]. D

ecre

ase

in p

erce

ntag

e of

in

corre

ct r

epor

t ref

erra

ls20

%15

%10

%5%

2%1%

[K20

]. Tr

ain

Rep

ort

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tre O

ffice

rsN

$ 10

,000

[I4].

Dev

elop

and

impl

emen

t ap

prop

riate

inte

rnal

pol

icie

s an

d pr

oced

ures

[M27

]. N

umbe

r of

dev

elop

ed a

nd

impl

emen

ted

inte

rnal

pol

icie

s an

d pr

oced

ures

55

55

5[K

21].

Impl

emen

t in

tern

al p

olic

ies

and

proc

edur

esH

RN

$ 0

[I5].

Impr

ove

info

rmat

ion

man

agem

ent

[M28

]. Ex

iste

nce

of a

stru

ctur

ed a

nd

appr

oved

sto

rage

and

filin

g sy

stem

0.3

0.4

0.6

0.8

0.9

1[K

22].

Impl

emen

t ap

prov

ed fi

lling

syst

emAu

xilia

ry

Serv

ices

N$

75,0

00

[M29

]. Ti

me

take

n to

retri

eve

requ

ired

info

rmat

ion

(min

utes

)28

8020

1010

1010

[K23

]. D

esig

n a

web

site

IT

N$

75,0

00

[M30

]. N

umbe

r of r

elev

ant e

xter

nal

com

pute

rised

info

rmat

ion

syst

ems

acce

ssib

le2

23

44

5

[K24

]. Im

plem

ent

acce

ss to

ext

erna

l sy

stem

s (IM

S, P

MS

, N

ATIS

etc

.)

N$

1,00

0,00

0

[M31

]. Se

curit

y of

info

rmat

ion

(Num

ber o

f sec

urity

bre

ache

s,

viru

ses,

una

utho

rised

exp

osur

e)12

080

4020

12[K

25].

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ure

IT

secu

rity

syst

ems

N$

3,00

0,00

0


18


19

Ant

i-Cor

rupt

ion

Com

mis

sion

PER

SPO

BJE

CTI

VEM

EASU

RE

BA

SEYR

10YR

11YR

12YR

13YR

14IN

ITIA

TIVE

RES

P U

NIT

CO

STLearning and growth

[L1]

. R

evie

w a

nd a

lign

Org

Stru

ctur

e to

stra

tegy

[M32

]. R

evis

ed O

rgan

isat

iona

l St

ruct

ure

0.5

11

11

1[K

26].

Prod

uce

Org

anis

atio

nal

stru

ctur

e

HR

N$

60,0

00

[M33

]. St

reng

th v

ersu

s C

ompl

emen

t71

.88%

100%

100%

100%

100%

100%

[K27

]. Pe

rform

re

crui

tmen

t pro

cess

[L2]

. Im

prov

e sk

ills fo

r all

empl

oyee

s

[M34

]. Ex

iste

nce

of a

dev

elop

men

t fra

mew

ork/

prog

ram

me

25%

100%

100%

100%

100%

100%

[K28

]. D

evel

op

form

al d

evel

opm

ent

fram

ewor

k /

prog

ram

me

N$

1,00

0,00

0[M

35].

Perc

enta

ge o

f sta

ff tra

ined

45%

45%

50%

60%

80%

100%

[K29

]. Pr

epar

e an

d ex

ecut

e st

aff t

rain

ing

prog

ram

mes

[M36

]. Pe

rcen

tage

of b

udge

t spe

nt

on s

kills

dev

elop

men

t4.

10%

4.10

%5.

10%

6.10

%7.

10%

10%

[K30

]. Pr

ocur

e tra

inin

g fu

ndin

g an

d in

crea

se

train

ing

budg

ets

Offi

ce o

f the

D

irect

or /

Dep

uty

Dire

ctor

[L3]

. Im

prov

e em

ploy

ee

clim

ate

[M37

]. N

umbe

r of s

taff

surv

eys

01

23

45

[K31

]. Pe

rform

sta

ff su

rvey

s

HR

[M38

]. St

aff t

urno

ver

0%2.

25%

3.25

%4.

25%

5.25

%6.

25%

[K32

]. En

gage

m

otiv

atio

nal s

peak

ers

N$

100,

000

[M39

]. N

umbe

r of c

ompl

aint

s an

d di

scip

linar

y ca

ses

00

00

00

[K33

]. C

reat

e in

cent

ive

sche

me

[L4]

. Im

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e em

ploy

ee

wel

lnes

s

[M40

]. N

umbe

r of d

ays

of

abse

ntee

ism

00

00

00

[K34

]. D

evel

op a

n em

ploy

ee w

elln

ess

prog

ram

me

N$

250,

000

[M41

]. N

umbe

r of d

ays

of s

ick

leav

e12

1110

98

7

[L5]

. En

hanc

e in

tern

al

com

mun

icat

ions

[M42

]. N

umbe

r and

regu

larit

y of

st

aff s

urve

ys1

23

45

[K35

]. Pe

rform

sta

ff su

rvey

sN

$ 10

0,00

0

[M43

]. N

umbe

r and

regu

larit

y of

ge

nera

l sta

ff m

eetin

gs10

2030

4050

[K36

]. D

evel

op a

nd

impl

emen

t int

erna

l co

mm

unic

atio

ns

polic

y an

d s

trate

gy


20


21

Ant

i-Cor

rupt

ion

Com

mis

sion

PER

SPO

BJE

CTI

VEM

EASU

RE

BA

SEYR

10YR

11YR

12YR

13YR

14IN

ITIA

TIVE

RES

P U

NIT

CO

STLearning and growth

(Continued)

[L5]

. En

hanc

e in

tern

al

com

mun

icat

ions

[M44

]. N

umbe

r and

regu

larit

y of

de

partm

enta

l mee

tings

4080

120

160

200

[K36

]. D

evel

op a

nd

impl

emen

t int

erna

l co

mm

unic

atio

ns

polic

y an

d s

trate

gy

HR

Ant

i-Cor

rupt

ion

Com

mis

sion

PER

SPO

BJE

CTI

VEM

EASU

RE

BA

SEYR

10YR

11YR

12YR

13YR

14IN

ITIA

TIVE

RES

P U

NIT

CO

ST

Financial

[F1]

. D

iver

sify

R

even

ue B

ase

[M45

]. Pe

rcen

tage

of

bud

get r

ecei

ved

from

don

ors

8.76

%10

.76%

12.7

6%14

.76%

16.7

6%18

.76%

[K37

]. M

otiv

ate

and

appl

y fo

r don

or

fund

ing

Offi

ce o

f th

e D

irect

or

/ Dep

uty

Dire

ctor

N$

50,0

00

[F2]

. In

crea

se

Fund

ing

[M46

]. In

crea

se in

am

ount

rais

edN

$12,

333,

000

N$1

3,56

6,30

0N

$16,

957,

875

N$2

1,19

7,34

4N

$26,

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N$3

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0,85

0

[F3]

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sure

pr

oper

m

anag

emen

t of

fund

s

[M47

]. R

atin

g by

Au

dito

r-Gen

eral

’s

offic

eG

reen

Gre

enG

reen

Gre

enG

reen

[K38

]. C

ompl

y w

ith

finan

cial

di

rect

ives

Fina

nce


20


21

As alluded to earlier, this Strategic Plan formulates the activities

and identifies the resources required to effectively fight corruption

in Namibia in fulfilment of the Commission’s mandate as well as

achievement of the strategic goal of creating a corrupt-free or nearly-

corrupt-free society. This Strategic Plan provides a clear road map

for the next five years to be used in achieving the Commission’s

mission and attaining its vision.

Through diligent execution of the Commission’s mandate the

Commission will, in the next five years, combat corruption by

strengthening corruption prevention through public educational

and informative processes and initiatives, by reducing corruption

through such punitive measures as are provided for by the Anti-

Corruption Act, 2003, and by enhancing corruption detection

through improved external communication channels with the public

and other stakeholders

6.1 Key Assumptions

This Strategic Plan is based on the following key assumptions:

• A politically stable Namibia in which peace and security

persist

• Continued political and stakeholder support for the role and

mandate of the Anti-Corruption Commission

• An economically stable environment in which no major

recession occurs which could fester corruption

• A constant inflation rate of no more than 10% per annum

6.2 Critical Success Factors

The three main critical success factors are:

• Successful procurement of the required funding to carry out

the initiatives in this Strategic Plan

• Continued positive political will by the Government and other

stakeholders towards the Anti-Corruption Commission

• Recruitment and retention of appropriately skilled personnel

6. Organisational Intervention

The third measure comes from the BHAG (Big Hairy Audacious

Goal) which the Commission aims to achieve. The goal is to achieve

a rating of 7 from the current 4 by the end of the year 2014. After that

it is expected that to reach a rating of 8 will be much harder and will

require a span of at least two years, realizable only in 2016 or even

later as one is approaching near perfection, or zero corruption.

6.3 Financial Plan (Strategic Budget)

Over the next five years the ACC will require about N$33 Million

in order to execute the initiatives in this Strategic Plan, which will

transform it into a World Class Anti-Corruption Commission and

greatly reduce the levels of corruption in Namibia.

6.4 Conclusion

By executing this Strategic Plan and using the Balanced Score

Card as a strategy management and implementation framework,

it is feasible that, by the year 2014, the Namibian Anti-Corruption

Commission will be rated one of the best Anti-Corruption

Commissions in the region and in the world. As a general outcome

of the successful implementation of this Strategic Plan, Namibia

will have attained a rating of 7 on the Transparency International

Corruption Perception Index with a significant reduction in the level

of corruption in Namibia. Through the public education initiatives,

there is going to be a greater awareness in general as to what

constitutes corrupt practices. The campaign against corruption

by means of public information dissemination initiatives, media

coverage, et cetera, will result in a new culture in Namibia which will

increasingly be intolerant of corruption and more inclined to adopt

the core values of honesty, integrity, transparency and fairness.

Since corruption is a great inhibitor of economic development and

poverty reduction, the successful implementation of this plan will

result in improved national economic performance, boost investor

confidence and increase Direct Foreign Investment (FDI) to the

benefit of the Namibian society.


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There is no society in which there isn’t a certain amount of

corruption, and Namibia is no exception. However, if left unchecked,

corruption can be so instilled in society that it paralyses a nation and

destroys all the values and ethics necessary for good governance

and economic prosperity.

Stakeholders

The Anti-Corruption Commission is mandated to fight corruption and

several stakeholders have expectations as to what the Commission

Appendix ASituational Analysis

should achieve. Stakeholders comprise those bodies or individuals

who directly or indirectly contribute money or other resources to the

Anti-Corruption Commission, those who receive services or benefits

from the Anti-Corruption Commission, those who stand to gain or

lose something if corruption was reduced in Namibia.

Key Stakeholders

The following have been identified as the key stakeholders:

Depicted above are the participants in the ACC Strategic Plan Stakeholders Workshop held during August 2008


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• Youth

The youth of today are tomorrow’s leaders. They are the future of

the country and therefore a very important stakeholder. The youth

are unfortunately very vulnerable to corruption and very often the

victims of corruption. It is therefore in their interest to actively

participate in anti-corruption programmes that will ensure a corrupt-

free Namibia with socio economic stability and growth.

• General Public

The general public is by far the most important stakeholder. Not

only do the public pay taxes and thereby contribute to the existence

of the Commission, but they also stand to gain the most when

corruption is reduced or eradicated. A World Bank Study highlighted

corruption as the single factor that most frustrates economic

Depicted are ACC Youth Stakeholders that participated in an ACC Youth Integrity Awareness Campaign

development and perpetuates and increases poverty.

• ACC Staff Members

An organization is only as good as the people in it. The members of

staff are critical stakeholders as the very fate of the Anti-Corruption

lies in their hands based on how well and how successful they are in

performing their functions.

• Public Service

It is generally the case that corruption cases involve public officials

on account of them exercising certain civic powers related to

the issuing of documents such as licences and permits and the

allocation of tenders, etc. For this reason the public service is an

important stakeholder for the Anti-Corruption Commission.


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• Business Community

The business community stands to gain much from a corruption

free environment. Positive competition with attendant improvement

in the economy in general is enhanced. Honest business men

everywhere aspire for a free and fair business environment.

• National Assembly

As the authority to which the Anti-Corruption Commission

is accountable, it has an interest in the performance of the

Commission.

• Civil Society

Though not elected, civil society, NGO’s and other agencies are often

forefront in the promotion of good governance, democracy, poverty

alleviation, capacity building, training and human development.

They stand to benefit from a corrupt-free society.

• Donor Agencies

They stand to lose money in a society that is riddled with corruption.

The intended recipients may never receive the money or benefits as

corruption could easily divert the funds and/or goods and services

to serve the selfish interests of the corrupt.

• Foreign Investors

Corruption forms a formidable barrier for foreign investments. Not

only is it too costly to acquire the requisite legal paper work or

licensing to be able to do business in a corrupt country. Very often

corrupt officials will require equity which they front with someone

else, a friend or relative. All these go to sabotage true economic

development and negatively affect the final return on investment.

Stakeholders Expectations

The following are some of the expectations of the key stakeholders

of the Anti-Corruption Commission:

• General Public

The general public as key stakeholder expects to see the Anti-

Corruption Commission effectively:

- curbing corruption;

- investigating offenders irrespective of social or

political standing;

- educating the public on corrupt practices and the

evils thereof;

- disseminating information and providing continuous

updates and feedback;

- guarantee anonymity and protection of informers.

• ACC Staff Members

They expect a conducive working environment, inclusive of

management support; training; fairness; job security; incentives;

development and growth.

• Public Service

They expect consistent, objective and fair investigations as well

as accountability and appropriate and timeous feedback and

information.

• Business Community

They wish for and expect a corruption free business environment

which will stimulate fair competition and stimulate economic growth.

• National Assembly

As the authority to which the Anti-Corruption Commission reports,

the National Assembly expects successful service delivery, a

reduction in corruption, regular feedback and reports.

• Civil Society

Like the public, civil society expects the Anti-Corruption Commission.


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to effectively fight corruption, they expect to see investigations and

convictions of all offenders irrespective of social or political standing,

they expect public education on corrupt practices and the evils

thereof, and they expect dissemination of information, updates and

continuous feedback.

• Donor Agencies

They have the same expectations as the business community and

civil society, but in addition expect value for money; accountability

(especially financial accountability); good governance and delivery

within donor ACC agreements.

• Foreign Investors

They wish for and expect a corruption free business environment in

which they can safely invest and realise returns.

SWOT Analysis

To meet these stakeholder expectations and to carry out the

Commission’s mandate, this Strategic Plan and its strategies

and activities clearly articulate precisely what needs to be done,

attempts to determine what the cost will be and also defines exactly

the accountability internal and external for the initiatives that will

culminate in a corruption free Namibia.

An assessment of the Commission’s present capabilities (situational

analysis) resulted in a focused understanding of exactly how to go

about fulfilling the Commission’s mandate in the next five years.

The situational analysis of the Commission reveals several issues

which this Strategic Plan addresses. The SWOT analysis identifies

5 strengths, 13 weaknesses, 8 opportunities and 7 threats. The full

SWOT Analysis is presented in tabular form below.

The political will in the fight against corruption is displayed by the attendance and participation by the current and former Head of State and other leaders in major ACC awareness raising events such as the Commemoration of the International Day

against Corruption at the UN Plaza in Katutura during December 2007.


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Strengths

On the positive side, there is self-evident proof of strong political

commitment from Government to fight corruption, a supportive

management within the Commission, capable, experienced and

committed staff and a clearly defined legal framework and mandate.

Weaknesses

The main feature of the SWOT analysis is that it highlights the

Commission’s need for increasing the Commission’s material and

human resources. Still in its formative years, the Commission

requires more appropriate offices and facilities which would for

instance enable it to implement an effective witness protection

programme. In the arena of human capital, there are 36 staff

members as opposed to the required 49.

Opportunities

There are several opportunities which will be leveraged during the

execution of this plan. The key ones are:

• Intolerance of corruption by the public and their willingness to

report corrupt practices

• High expectations from the public

• Government and external partners willingness to provide

funding

• Training opportunities offered and funded by external

partners

The full list of opportunities appears in Appendix B below.

Threats

By far the biggest threat is misrepresentation of facts by the

media coupled to unrealistic expectations from the public due to

misunderstanding of the role and mandate of the Commission.

Other milder threats exist such as potential politicisation of the

Commission (the Commission could be perceived as a tool for some

political interest groups).

The strategic baseline for the organization, calculated from the four

quadrants of the SWOT analysis is minus 21. The calculation and its

significance are detailed in Appendix B below.

This Strategic Plan leverages the strengths and opportunities while

mitigating against the weaknesses and threats.

Anti-Corruption Commission

SITUATIONAL ANALYSIS (SWOT)

I. Strengths

Agree Neither agree nor disagree

Disagree

1. Existence of strong political commitment from Government 1

2. Supportive management 1

3. We have capable, experienced and committed staff 1

4. Culturally diversified staff 1

5. Clearly defined legal framework and mandate 1

Total number of ticks 5

SWOT Analysis Table


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II. Weaknesses

Agree Neither agree nor disagree

Disagree

1. Poor public relations and limited public education on corrupt practices 1

2. Lack of regular meetings at organisational level 1

3. Inadequate ICT infrastructure and systems to effectively support ACC - information requirements 1

4. Centralised office 1

5. Limited written guiding policies and procedures 1

6. Poor internal communication and information dissemination 1

7. Inadequate staffing and skills in some sectors 1

8. Inappropriate organisational structure 1

9. Inappropriate offices and infrastructure for the special needs of the ACC 1

10. Absence of a national anti-corruption strategy 1

11. Poor relations with other law enforcement agencies 1

12. Insufficient logistical and financial resources 1

13. Inadequate legislation and national policies 1


III. Opportunities

Yes Maybe No

1. Relationships built with other institutions and law enforcement agencies 1

2. Intolerance of corruption by the public and their willingness to report corrupt practices 1

3. Media interest and support 1

4. Political will to fight corruption 1

5. High expectations from the public 1

6. Government and external partners willingness to provide funding 1

7. Training opportunities offered and funded by external partners 1

8. ACC is a new agency with no historical baggage and can adopt best practices 1



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IV. Threats

Yes Maybe No

1. Misrepresentations of facts by the media 1

2. Unrealistic expectations from the public due to misunderstanding of the role and mandate of the ACC

1

3. Politicisation of the ACC (perceived as a tool for some political interest groups) 1

4. No assurance of continued political commitment 1

5. Bureaucratic procedures (slow feedback / responses from stakeholders) 1

6. Security issues (staff, into, data, whistle-blowers, infrastructure etc.) 1

7. Professional rivalry (Institutional rivalry) 1


Anti-Corruption Commission

STRATEGIC BASELINE

DATE July 2008

Strengths 15

Weaknesses 39

Opportunities 24

Threats 21

Strengths + Opportunities 39

Threats + Weaknesses 60

Strategic Baseline -21


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The following words and expressions used in this document are

defined as follows:

BHAG

The acronym stands for “Big Hairy Audacious Goal”. It is a big

stretch target for the organization as a whole to aim for. It has the

value of acting as an overall corporate performance measure as

to how successfully the organization is achieving its short, medium

and long term objectives.

Vision

A vision is an articulation of a desired inspirational final state of the

organization. It describes the organization as it should be when all

things are going well and according to plan. For example a soccer

team’s vision might be “To be the top team in the premier league

characterized by good discipline and excellent sportsmanship”.

Mission

A mission is an articulation of the purpose of the existence of the

organization. In the example above the team’s mission might be

to win the premier cup for five consecutive years. A mission is

something we do, will do or will achieve as opposed to a vision

which is what we will become and the values and attributes that will

define us.

Appendix BGlossary

Strategic Baseline

The strategic baseline is simply a number arrived at by adding

the weighted responses to the strengths and opportunities and

subtracting the sum of the weighted responses of the weaknesses

and threats. By doing a SWOT analysis at a later stage, after

interventions and strategic initiatives have been performed, a new

strategic baseline will result indicating the progress made by the

organization.

Strategic Initiatives

The strategic initiatives are actions, projects and /or interventions

to be undertaken by an organization in order to achieve its strategic

goals.

Strategic Issues

The strategic issues are those issues that impact on our ability

to become the organization we have articulated in our vision and

mission.

Strategic Objectives

Are desired outcomes/goals whose final consequence will be

the achievement of our articulated vision and mission. Strategic

objectives are pursued at the highest level of an organization and

concern the whole organization and tend to have longer time scales

than operational objectives.


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Strategic Themes

Strategic themes are sets of issues grouped into generic operational

areas where they can be addressed or resolved. For example a

theme like “building institutional capacity” is pertinent to several

strategic issues such as insufficient infrastructure, unskilled

personnel, et cetera.

Strategy

As used in the context of this document, Strategy is the determination

of the basic long term goals and objectives of an organization, and

the adoption of courses of action and the allocation of resources

necessary for carrying out these goals in order to close the gap

between where the organization is now and where it aims to be in

the future as articulated in the vision and mission.

SWOT Analysis

The acronym SWOT stands for “Strengths”, “Weaknesses”,

“Opportunities” and “Threats” Strengths and Weaknesses form

part of internal analysis while Opportunities and Threats form part

of external analysis. The SWOT analysis is used to describe the

organization as it exists today. Correctly done, the SWOT analysis

can give a good idea of where an organization is and what needs

to be done to achieve its goals. In this document the ticks against

each question are weighted, added and used to calculate a strategic

baseline.


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ACC STRATEGIC PLAN 2010-2014

ANTI-CORRUPTION COMMISSION

Toll Free Line: 0800222888E-mail: [email protected]

Website: www.accnamibia.org

ACC HEADQUARTERS

12th FloorFrans Indongo GardensDr Frans Indongo StreetWindhoek

PO Box 23137Windhoek

Tel.: +264 61 370 600Fax: +264 61 300 952

ACC OSHAKATI OFFICE

The Palms Building 2nd FloorOshakati

PO Box 533Oshakati

Tel.: +264 65 222 150Fax: +264 65 222 154

ACC

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