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.
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 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 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
7. RISK ASSESSMENT Risk Title Risk Description Who is to be affected Strategic Objective Risk Assessment: (moderate, high, low) Mitigation strategy to prevent the possible risks Responsible Person/Unit Funding Inadequate budget provision to implement most critical programmes/projects The ACC internal operations and services -Reduce corruption in Namibia -Enhance organisational performance High High -Continuously monitor & prioritize budget spending in critical areas -Implement the cost cutting measures initiatives to curb excessive spending PS All Heads of Units Confidence of society in ACC Successful implementation of the Strategic Plan depends on sustained will to fight corruption, especially high corruption cases that has the potential to lead to diversion of developmental resources and poor service delivery The ACC integrity and the public trust in the system Reduce corruption in Namibia High Continuously engage the public on the ACC mandate and operations and consider their inputs Office of the PS All Heads of Units Capacity to execute the mandate Inadequate organizational structure and limited skills The services provided to the public will be affected Enhance organisational performance High -Conduct a skills audit -Revise the organizational structure PS All Heads of Units Stakeholder coordination Inadequate support to stakeholders Stakeholders Enhance stakeholder coordination High -Clarify roles PS All Heads of Units
9. ANNEXURE STAKEHOLDER ANALYSIS MATRIX In determining the issues facing the ACC, key stakeholders were identified and consulted in the form of interviews and/or questionnaires. The ACC Situational Analysis took into consideration the input of both the ACC staff members and that of the stakeholders. The needs and expectations of the ACC and that of its stakeholders are reflected on the table below. KEY STAKEHOLDERS SPECIFIED THEIR NEED(S) AND EXPECTATION(S) OF STAKEHOLDERS FROM ACC WHAT DOES ACC EXPECT FROM THE STAKEHOLDERS? WHAT IS THE IMPACT OF YOUR RELATION? RANKING (1-3) Offices/Ministries/ Agencies Office of the Prime Minister Timely submission of requests. Familiarisation and understanding of relevant staff rules and procedures. Commitment from key users. Use of ACC registry for all official correspondence. Acquisition of necessary infrastructure for easy access to the Electronic Documents Records Management System (EDRMS). Support to the successful implementation of the National Anti-Corruption Strategy Reduced turnaround time for submissions e.g. (temporary appointments). Awareness within ACC on the importance of EDRMS. Continuous mutual cooperation Effective implementation of ACC programs 1 National Assembly Speedy investigation Proper collection of evidence in order not to compromise the case Political will Support Understanding of ACC mandate Continued existence and success of ACC. 1 Office of the Prosecutor General (PG) Conduct timeous and thorough investigation of cases Accurate decisions on cases Interaction with Prosecutor General (PG) at prosecution and investigation stage Accessibility Successful prosecution Speedy conclusion of cases 1 Law Enforcement: Namibian Police and City Police Fairness and impartiality Proper and thorough investigations Cooperation Exchange of Intelligence Assistance Cooperation Interaction Understanding of ACC mandate Enhanced cooperation and improved service delivery 1
Clearly defined policy and guidelines for the investigation of offences prescribed under the Anti-Corruption Act, 2003 (Act No. 8 of 2003). Joint investigations Sharing of resources Speedy feedback Judiciary Thorough investigations Avoidance of premature arrests Speedy handling of cases Impartiality Understanding of corruption offences Appropriate sentences for deterrence Speedy service delivery and improved ACC image 1 Ministry of Education, Arts & Culture Transparency and continuous collaboration with stakeholders and use of technology in executing the mandate. Information required for the integration of corruption themes and topics in the curriculum. Support to the curriculum review and development. Continuous training for Ministry of Education staff members on corruption. Support to the ACC in the implementation of the behavioural change programs among the learners and the youth Continuous prevention efforts and behavioural change among the youth. 1 Ministry of Finance Optimal and efficient use of resource allocated in order for ACC to fulfil its mandate. Timely submission of tender requests and submissions. Speedy response on submissions referred back by Tender Board within timeframe (2 weeks). Timely communication. Timeous feedback on requests. Guidance with regard to system changes. Fairness in awarding of tenders. Speedy release of tender documents after meetings ACC enabled to carry out its mandate. 2 Ministry of Works and Transport Curbing of the misuse of state funds and assets. Implemented control measures on misuse of GRN vehicles and fuel. Adherence to regular scheduled service and maintenance of vehicles. Speedy process in renewal of vehicle license, repair and services of vehicles. Timely distribution of debit acceptances for payment. Road worthy vehicles. ACC enabled to carry out its mandate. 2 Office of the Auditor Submission of correct statements on time. Fair and transparent audit process. Continuous consultation on the D12 circular of 2016 Improved governance and ACC image. 2
Civil Society & Development Partners United Nations Development Programme, NIPAM and Council of Churches in Namibia Public Sector Curriculum development Training material development Collaboration between the ACC and Investigation and Prosecution Strengthened awareness activities with church leaders. Support to the ACC with the implementation of a National Anti-Corruption Strategy Partnership with the ACC to develop and implement ethics training for staff of OMAs and Public Enterprises (PEs), Political Office Bearers, Local Authorities and Regional Councils. Partnership with the ACC in the dissemination of information on corruption- related issues. Integration of corruption themes into the Christian Education Curriculum Enhance integrity in the Public Sector and society 1 Information providers in criminal investigations Third parties and entities that provide data and information to the Directorate: Investigation & Prosecution Clearly defined summonses Courtesy (-no threats to witnesses) Cooperation Adequate consultation before court cases Understanding that information for long periods of times places strain on provider Cooperation Prioritisation Speedy feedback Good interaction Speedy and thorough investigation 1 General Public Whistle blowers, complainants and witnesses Witness and whistle blower protection Protection of identity of whistle-blower Regular feedback on progress of cases If used as witness, introduction as a witness to the prosecutor. ACC not to “clear” people publicly Reference of all cases to PG for a decision whether to prosecute or not Speedy investigations Whistle blower or informant fees Fair treatment of accused persons or suspects Cooperation Provision of accurate information Understanding of ACC mandate Improved reporting of alleged corrupt practices 1 Media Editors Forum Familiarisation of the roles and mandate of the ACC to the public through media interviews Partnership with the ACC to disseminate information on corruption Improved awareness on 1