Office of the President Annual Plan 2012/2013

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1 Office of the President Annual Plan 2012/2013 1

2 2 Office of the President Annual Plan 2012/2013

3 Table of Contents ABBREVIATIONS INTRODUCTION HIGH LEVEL STATEMENTS Mandate Mission Vision Core Values STRATEGIC THEMES STRATEGIC OBJECTIVES OFFICE OF THE MINISTER OF PRESIDENTIAL AFFAIRS Roles and functions Strategic Objectives Office of the Minister of Presidential Affairs: Annual Plan Matrix: 2012/ DEPARTMENT: CABINET SECRETARIAT, POLICY ANALYSIS AND COORDINATION Roles and Functions Core Functions Non-Core Functions Strategic Objectives Department: Cabinet Secretariat, Policy Analysis and Coordination: Annual Plan Matrix: 2012/ PRIVATE OFFICE Roles and functions Strategic Objectives Private Office: Annual Plan Matrix: 2012/ DIRECTORATE: FORMER PRESIDENTS SUPPORT SERVICES Roles and functions Strategic Objectives Directorate: Former Presidents Support Annual Plan Matrix: 2012/ DEPARTMENT: EXECUTIVE POLICY SERVICES AND MEDIA LIAISON Roles and functions Strategic Objectives Department: Executive Policy and Media Liaison DEPARTMENT: STATE HOUSE AND ADMINISTRATION Roles and Functions Strategic objectives Department: State House and Administration: Annual Plan: 2012/

4 ABBREVIATIONS AIDS CLOs CS HIV ICT O/M/As IT MoF OPM Acquired Immune Deficiency Syndrome Cabinet Liaison Officers Cabinet Secretariat Human Immune Deficiency Virus Information Communication Technology Offices, Ministries and Agencies Information Technology Ministry of Finance Office of the Prime Minister HRAC Human Resources Advisory Committee KPI Key Performance Indicators PAs PDP PS SLA SWOT TNAT TORs Performance Agreements Personal Development Plan Permanent Secretary Service Level Agreement Strengths, Weaknesses, Opportunities and Threats Training Needs Analysis Team Terms of References 4

5 1. INTRODUCTION The Office of the President developed its five year Strategic Plan for the period 2010/2015. The Strategic Plan spells out the Office s Mandate, Vision, Mission and Core Values. It also highlights the strategic objectives and targets that the Office of the President intends achieving over a period of five years as well as the initiatives it will embark upon in order to achieve the set objectives. It further pins out the resources necessary to successfully execute the strategy. In order to implement the Strategic Plan, the Office of the President engaged the services of the Consultancy Division within the Office of the Prime Minister to facilitate its annual planning workshop held from September The purpose of the workshop was to review the progress made in implementing the first year (2010/2011) of the Strategic Plan and cascade its strategic plan to the Annual Plans for 2011/2012 and 2012/2013 financial years. This Annual Plan is a product of a consultative and participatory planning process and was developed with collective inputs from the management and staff members of the Office of the President. The annual plan serves as a reporting and monitoring tool in that on quarterly basis; each department is required to report on the implementation status of what was planned to be achieved. This annual plan contains the high level statements, strategic themes and objectives from the strategic plan. It also covers each department s core functions and annual contributions towards the attainment of the set organisational strategic objectives as tabulated in matrixes illustrating outputs and quarterly targets to be accomplished in the 2012/2013 financial year. The matrxes also include the action steps to be carried out as well as the estimated cost required in order to achieve set outputs. 5

6 2. HIGH LEVEL STATEMENTS Through the strategic planning process, the Office of the President formulated the high level statements such as the Mandate, Vision, Mission and Core Values. The high level statements are as follows: 2.1 Mandate A Mandate is the power that is officially given to a group of people to carry out the function. And it specifies the functions and responsibilities toward the satisfaction of customer/stakeholders needs. To render administrative, political and support services to the President. 2.2 Mission A mission statement defines the nature and core purpose of the Office of the President and it is based on its mandate. To provide efficient and effective support to the President and Cabinet in the management and implementation of the national and strategic development agenda. 2.3 Vision A vision is a statement that describes what an institution strives and aspires to become in the future. The Office of the President strives: To become an organization of excellence in service delivery. 2.4 Core Values In executing its functions and dealing with stakeholders, the Office of the President will be guided by the following core values: Integrity: We conduct business with honesty, trust and fairness Transparency: We believe in accurately reporting the relevant activities of the Office of the President. Accountability: We will own up to our actions as public servants, report accurately on what is said and done. Teamwork: We learn from each other and collaborate within and across departments to achieve the mission of the Office of the President and meet the needs of stakeholders. Confidentiality: We are conscious of the sensitive and confidential nature of many aspects of our work and believe in maintaining commensurate levels of confidentiality in respect of information that we deal with in the course of our work. Professionalism: We believe in doing our work in a way that upholds the integrity and good reputation of the Office of the President, ensuring equal and fair treatment. 6

7 3. STRATEGIC THEMES Strategic themes are focus areas in which an institution must excel or perform excellently in order to achieve its mission and vision. The five themes for the Office of the President are: Capacity Building Institutional Image Resource management and financial control Information management Interactions with O/M/A/s 4. STRATEGIC OBJECTIVES Objectives are specific results that an institution seeks to achieve in pursuing its mission. The strategic objectives for the Office of the President are as follows: C1 C2 C3 C4 IP1 IP2 IP3 IP4 IP5 IP6 LG1 LG2 LG3 LG4 LG5 F1 F2 F3 Strengthen provision of political, economic, legal and administrative support to the President Improve responsiveness and information sharing with O/M/A/s Improve service delivery to the Cabinet Enhance positive image of the Office of the President Improve Information management Ensure safety and security of official documents and records Monitor and evaluate implementation of cabinet decisions by O/M/A/s Stream and improve service delivery processes to Cabinet and its Standing Committees Ensure timely delivery of Cabinet documents Ensure timely implementation of Cabinet decisions pertinent to the Office of the President Review and align Organisational Structure to Strategy Review the current positions and implement re-grading for specialized positions and ensure specialized skills are in place Implement enhanced employee recognition, appraisal and reward system Improve Employee Wellness and climate Create skilled and competent workforce/ capacity building Improve budget management Strengthen governance and financial control Mobilize resources to implement OP projects and programmes 7

8 5. OFFICE OF THE MINISTER OF PRESIDENTIAL AFFAIRS 5.1 Roles and functions Rendering administrative and technical support services to the President to ensure smooth and effective management of the Private Office and Executive responsibilities. Handle correspondences of the President. Attend official functions inside and outside the country. Conduct research and analysis of existing and new policies. Draft speeches for the President. Prepare executive summaries for the President. Table bills emanating from the Office of the President. Table statutory reports emanating from the Office of the President in Parliament. Respond to Parliamentary questions related to the Office of the President. Prepare Cabinet submissions emanating from the Office of the President. Perform ceremonial functions as per the invitation from the public and private sectors 5.2 Strategic Objectives C2 Strengthen provision of political, economic and administrative support to the President. C4 Enhance positive image of the Office of the President. L5 Create skilled and competent workforce. P7 Improve service delivery. 8

9 5.3 Office of the Minister of Presidential Affairs: Annual Plan Matrix: 2012/2013 COST (N$) Deliverables/outputs KPI Targets Action Steps Responsible Strategic Objective Q1 Q2 Q3 Q4 Base Personal Enforce compliance with established standards. Number of days taken to compile Summaries, Reports and Minutes Summaries, Reports and minutes of meetings provided on time C2 Strengthen provision of political, economic, and administrative support to the President Personal 98% 98% 98% 98% 98% Oversee processing correspondence in with established standards. % correspondences processed on time Correspondences processed on time Personal Oversee research, drafting, editing of speeches, No of days taken to complete statements Statements completed on time Personal 98% 98% 98% 98% 98% Ensure Update Daily Engagement Programme with each new event. % of Daily Engagement Programmes Updated Minister s Daily Programme managed effectively 9

10 Deliverables/outputs KPI Targets Action Steps Responsible Mechanism to ensure that Presidential appointments are kept, implemented Capacity building plan operationalized % of completion of the Mechanism % of staff trained PMS implemented % progress made Base Q1 Q2 Q3 Q4 98% 98% 98% 98% 98% Supervise the implementation of Mechanism 20% 40% 60% 80% 100% identify training needs of staff members 100% 100% 100% 100% 100% Develop Directorate s Annual Plan 100% 100% 100% 100% 100% Develop Performance Agreements (PAs) and Personal Development Plans (PDP) with staff members Personal Personal Personal Personal 100% 100% 100% 100% 100% Sign PAs Personal 100% 100% 100% 100% 100% Conduct reviews Personal 100% 100% 100% 100% 100% Conduct Annual Appraisals and Report 100% 100% 100% 100% 100% Submit Report to Human Resources Personal Personal COST (N$) 10 Strategic Objective C4: Enhance positive image of the Office of the President. L5 Create skilled and competent workforce P7 Improve service delivery

11 6. DEPARTMENT: CABINET SECRETARIAT, POLICY ANALYSIS AND COORDINATION 6.1 Roles and Functions The Department Cabinet Secretariat, Policy Analysis and Coordination is the technical and administrative arm of Cabinet, and its core functions are as follows: Core Functions Provision of efficient professional, technical and administrative support to Cabinet, Cabinet Standing Committees and Ad Hoc Cabinet Committees created by Cabinet from time to time; Monitoring and evaluation of the implementation of Cabinet Decisions, especially key policy issues; Analysis of policy issues being addressed by Cabinet and its Committees; Preparation of the executive summary of Cabinet memoranda for the President and the Prime Minister; Coordination of inter-ministerial activities; Preparation of Cabinet meetings and Cabinet Committee meetings; Scrutinizing and analyzing incoming Cabinet Memoranda to ensure compliance with the Cabinet Handbook; Servicing and recording of Cabinet proceedings, mainly the decisions, and processing and dispatching of action letters; Management and safe-keeping of Cabinet documents/ records; and Carrying out any other task as assigned by the Cabinet Non-Core Functions Provision of Administrative Leadership and support to the Public Service; Coordination of the work of the National Emergency Management Committee, chaired by the Secretary to Cabinet. Coordination of National events. 6.2 Strategic Objectives C1. Improve service delivery to Cabinet P2. Monitor and Evaluate Implementation of Cabinet Decisions P4. Ensure timely delivery of Cabinet documents P5. Improve service delivery to Cabinet Committees P6. Ensure Safety and Security of Cabinet documents L5. Create Skilled and Competent Workforce P7. Enhance inter-ministerial coordination 11

12 6.3 Department: Cabinet Secretariat, Policy Analysis and Coordination: Annual Plan Matrix: 2012/2013 Strategic Objective C1.Improve service delivery to Cabinet Deliverables/ outputs Cabinet Service Charter operationalised KPI Targets Action Steps Responsible Base Q1 Q2 Q3 Q4 % progress made 0 25% 35% 55% 75% Submit Cabinet Service Charter to Secretary to Cabinet Dept: CSPAC COST (N$) Launch the CSC Distribute to Stakeholders Monitor the compliance to the CSC Dept: CSPAC Dept: CSPAC N$50, P2.Monitor and Evaluate Implementation of Cabinet Decisions Feedback Report submitted to Cabinet for approval % of progress made 0 50% 100% 50% 100% Prepare and Dispatch Schedules of Cabinet Decisions to O/M/As Dept: CSPAC N$140, Number of Reports Compiled Collate and evaluate the information received from O/M/ As Dept: CSPAC Undertake Familiarization visits to selected projects Dept: CSPAC 12

13 Strategic Objective P4. Ensure timely delivery of Cabinet documents P5. Improve service delivery to Cabinet Committees Deliverables/ outputs Service Level Agreements implemented All key/major policy initiatives are consired by Cabinet Committees KPI Targets Action Steps Responsible Base Q1 Q2 Q3 Q4 Compile draft Implementation feedback report to Secretary to Cabinet Dept: CSPAC COST (N$) Prepare Agenda Memorandum to Cabinet Dept: CSPAC Number of SLAs signed Facilitate the signing process Dept: CSPAC N$ % of documents delivered as per set standards 60 75% 85% 95% 99% Monitor compliance to the Service Level Agreements Dept: CSPAC N$ Percentage of Policy matters discussed and approved/ endorsed by Cabinet Committee 30% 50% 75% 85% 95% Schedule for Cabinet Committee meetings implemented. Dept: CSPAC N$

14 Strategic Objective P6. Ensure Safety and Security of official documents and records Deliverables/ outputs Unauthorised access to Cabinet documents reduced KPI Targets Action Steps Responsible Base Q1 Q2 Q3 Q4 Formalise the referral of Cabinet Memos to relevant Cabinet Committees before Cabinet consideration, as per Cabinet Handbook Dept: CSPAC COST (N$) Formalise issuance of Action Letters and Records of Decisions Dept: CSPAC % of unauthorised access 1% 1% 1% 1% 0% Enforce a need-toknow principle Dept: CSPAC N$50, Arrange safety/ security training on handling of official documents for Staff Members and CLOs Dept: CSPAC 14

15 Strategic Objective L5. Create Skilled and Competent Workforce P7. Enhance inter- Governmental Coordination Deliverables/ outputs Leakages of Cabinet documents minimized Capacity Building Plan Implemented Inter-Ministerial Coordination strengthened KPI Targets Action Steps Responsible Base Q1 Q2 Q3 Q4 Documents to be left under lock and key % of leakages 1% 1% 1% 1% 1% Improve the delivery system of Cabinet documents to O/M/As Dept: CSPAC Dept: CSPAC COST (N$) Enforce compliance to the delivery system Dept: CSPAC Acquire 2X Customized Delivery Vans Dept: CSPAC N$ 400, % of Staff trained 0% 25% 30% 65% 85% Design/ Identify Training Programmes for staff members Dept: CSPAC N$200, Training or send staff members for training Assess return on training investment Dept: CSPAC Dept: CSPAC No. of Inter-ministerial Review Meetings Formalise Inter- Ministerial Review Meetings Directorate:IGC N$0 15

16 Strategic Objective Deliverables/ outputs Cabinet Liaison system developed KPI Targets Action Steps Responsible Base Q1 Q2 Q3 Q4 COST (N$) % of implementation of the decisions of the Management Meetings of Senior Civil Servants (Permanent Secretaries) 10% 30% 50% 75% 80% Implement the Inter-ministerial Service Agreements with O/M/As Directorate:IGC N$0 % of progress made 20% 50% 65% 70% 75% Implement capacity building programme for Cabinet Liaison Officers Directorate:IGC N$ % 50% 65% 70% 75% Implement the Cabinet Liaison System Directorate:CS N$0 16

17 7. PRIVATE OFFICE 7.1 Roles and functions Rendering administrative and technical support services to the President to ascertain the smooth and effective management of the President s Office and Executive responsibilities. Managing the Private Office of the President. Managing the President s programme and correspondences. Conduct research and analysis of existing and new policies. Editing draft speeches for the President. Prepare executive summaries for the President. 7.2 Strategic Objectives C2 Strengthen provision of political, economic, legal and administrative support to the President. C4 Enhance positive image of the Office of the President L5 Create skilled and competent workforce P7 Improve service delivery 17

18 18 COST (N$) 7.3 Private Office: Annual Plan Matrix: 2012/2013 Deliverables/outputs KPI Targets Action Steps Responsible Strategic Objective Q1 Q2 Q3 Q4 Base Executive Director Enforce compliance with established standards. Number of days taken to compile Summaries, Reports and Minutes Summaries, Reports and minutes of meetings submitted on time C2 Strengthen provision of political, economic and administrative support to the President Executive Director 98% 98% 98% 98% 98% Oversee processing correspondence in with established standards % correspondences processed on time Correspondences processed on time Executive Director Oversee research, drafting, editing of speeches, No of days taken to complete statements Statements completed on time Executive Director 98% 98% 98% 98% 98% Oversee the capturing of photographs and video images, oversee the storages and documentation of photos and video the President s engagements % of Daily Engagement captured and documented President s Daily Programme managed effectively

19 KPI Targets Action Steps Responsible Strategic Objective Deliverables/ outputs Q1 Q2 Q3 Q4 Base Executive Director 98% 98% 98% 98% 98% Supervise the implementation of Mechanism % of completion of the Mechanism Mechanism, to ensure that Presidential appointments are kept, implemented C4: Enhance positive image of the Office of the President. Executive Director Assess Return On Training Investment number of staff members trained Capacity building plan operationalized L5 Create skilled and competent workforce Executive Director 100% 100% 100% 100% 100% Develop Directorate s Annual Plan PMS implemented % progress made P7 Improve service delivery Executive Director 100% 100% 100% 100% 100% Develop Performance Agreements (PAs) and Personal Development Plans (PDP) with staff members 100% 100% 100% 100% 100% Sign PAs Executive Director Executive Director 100% 100% 100% 100% 100% Conduct reviews Executive Director 100% 100% 100% 100% 100% Conduct Annual Appraisals and Report Executive Director COST (N$) 100% 100% 100% 100% 100% Submit Report to Human Resources 19

20 8. DIRECTORATE: FORMER PRESIDENTS SUPPORT SERVICES 8.1 Roles and functions Rendering administrative and technical support services to Former Presidents to ascertain the smooth and effective management of the Office of Former Presidents. Handle correspondences in the Office of the Former President. Conduct research and analysis of existing and new policies. Draft speeches for the Former President. Prepare executive summaries for the Former President. Render Press and Media Liaison services to the Former President. Attend official functions inside and outside the country. Carry out other functions as indicated in the Retirement Plan, and the Sam Nujoma Foundation. 8.2 Strategic Objectives C2 Strengthen provision of political, economic, and administrative support to the Former President(s). C4 Enhance positive image of the Office of Former President(s). L5 Create skilled and competent workforce P7 Improve service delivery 20

21 8.3 Directorate: Former Presidents Support Annual Plan Matrix: 2012/2013 KPI Targets Action Steps Responsible Base Q1 Q2 Q3 Q4 COST (N$) Strategic Objective Deliverables/ outputs Senior Special 98% 98% 98% 98% 98% Facilitate implementation of Mechanism % of implementation of the Mechanism Mechanism to ensure timely completion of statements implemented C2 Strengthen provision of political, economic and administrative support to the Founding President Senior Special Enforce compliance with established standards. Number of days taken to compile Summaries, Reports and Minutes Summaries, Reports and minutes of meetings submitted on time Senior Special 98% 98% 98% 98% 98% Process correspondence in with established standards % correspondences processed on time Correspondences processed on time Senior Special 98% 98% 98% 98% 98% Oversee research, Drafting and Editing of Statements. % of statements finalised on time Statements finalised on time 21

22 Deliverables/ outputs Communication and Marketing Tools to enhance the image of the Office of the President developed Framework for Interaction with the Media implemented Capacity building plan operationalized KPI Targets Action Steps Responsible Base Q1 Q2 Q3 Q4 Number of Tools developed Develop and produce communication tools Senior Special % of Implementation of Framework 98% 98% 98% 98% 98% Implement the Framework Senior Special % number of staff trained Assess Return on Training Investment Senior Special COST (N$) 22 Strategic Objective C4: Enhance positive image of the Office of the President. L5 Create skilled and competent workforce

23 8.3 Directorate: Former Presidents Support Annual Plan Matrix: 2012/2013 Strategic Objective Deliverables/ P7 Improve service delivery outputs PMS implemented % progress made KPI Targets Action Steps Responsible Base Q1 Q2 Q3 Q4 100% 100% 100% 100% 100% Develop Directorate s Annual Plan Senior Special Develop Performance Agreements (PAs) and Personal Development Plans (PDPs) with staff members Senior Special Sign PAs Senior Special Conduct Reviews Senior Special Conduct Annual Appraisals and Report Submit Report to Human Resources Senior Special Senior Special COST (N$) 23

24 9. DEPARTMENT: EXECUTIVE POLICY SERVICES, RESEARCH AND MEDIA LIAISON 9.1 Roles and functions Rendering administrative and technical support services to the President to ascertain the smooth and effective management of the Private Office and Executive responsibilities. Handle correspondences of the President. Conduct research and analysis of existing and new policies. Draft speeches for the President. Prepare executive summaries for the President. Render Press and Media Liaison services. Publish State House Annual Report and Newsletter. Administer Office of the President Website. Coordinate public visits to State House. 9.2 Strategic Objectives C2 Strengthen provision of political, economic, legal and administrative support to the President C4 Enhance positive image of the Office of the President. L5 Create skilled and competent workforce. P7 Improve service delivery. 24

25 9.3 Department: Executive Policy and Media Liaison COST (N$) KPI Targets Action Steps Responsible Strategic Objective Deliverables/ outputs Q1 Q2 Q3 Q4 Base Director Speech Writing 98% 98% 98% 98% 98% Enforce and monitor compliance with the provisions of the Mechanism. % of implementation achieved Mechanism implemented Director Speech Writing Enforce and monitor compliance with established standards. Number of days taken to compile Summaries, Reports and Minutes Summaries, Reports and minutes of meetings provided on time Director Speech Writing 98% 98% 98% 98% 98% Process correspondence in with established standards % correspondences not processed on time Correspondences processed on time C2 Strengthen provision of political, economic, legal and administrative support to the President Director Speech Writing and Research 98% 98% 98% 98% 98% Do research, draft and edit statements. % of Statements completed on time Statements completed on time 25

26 KPI Targets Action Steps Responsible Base Q1 Q2 Q3 Q4 % of Website availability and usage 99% 99% 99% 99% 99% Maintain and ensure availability the Office Website Division Media Liaison Number of Tools developed Develop Communication Tools Division Media Liaison % of Implementation of Framework 98% 98% 98% 98% 98% Implement the Framework Division Media Liaison % of engagements captured and documented 98% 98% 98% 98% 98% Oversee the capturing of photographs and video images. Oversee the storage and documentation of photos and videos of the President s engagements Division Media Liaison COST (N$) 26 Strategic Objective Deliverables/ outputs Website Maintained/available with 99% uptime C4: Enhance positive image of the Office of the President. Communication and Marketing Tools to enhance the image of the Office of the President developed Framework for Interaction with the Media implemented Presidential engagements captured and documented

27 COST (N$) KPI Targets Action Steps Responsible Base Q1 Q2 Q3 Q4 Strategic Objective Deliverables/ outputs Director Speech Writing and Media Liaison Asses return on training investment % number of staff trained Capacity building plan operationized L5 Create skilled and competent workforce Director Speech Writing and Media Liaison PMS implemented % progress made 100% 100% 100% 100% 100% Develop Directorate s Annual Plan P7 Improve service delivery Director Speech Writing and Media Liaison Develop Performance Agreements (PAs) and Personal Development Plans (PDP) with Staff members Sign PAs Director Speech Writing and Media Liaison Conduct Reviews Director Speech Writing and Media Liaison Director Speech Writing and Media Liaison Conduct Annual Appraisal and Report Director Speech Writing and Media Liaison Submit Report to Human Resources 27

28 10. DEPARTMENT: STATE HOUSE AND ADMINISTRATION 10.1 Roles and Functions The Department State House and Administration is to provide services in support of the operations of the Office of the President including, budgeting, accounting, human resources management and organizational procedures implementation. It also provides logistical materials and equipment, transport services, record management, secretariat function, Information Technology, Auxiliary, Maintenance and Households services Strategic objectives C1 Strengthen provision of administrative support to the President and Founding President C2 Improve responsiveness and information sharing with O/M/As C3 Improve service delivery C4 Enhance positive image of the Office of the President P1 Improve Information management P2 Ensure safety and security of official documents and records L2 Review and align Organizational Structure to Strategy L4 Improve employee Wellness and Climate L5 Capacity building F1 Improve budget management F2 Strengthen financial control 28

29 10.3 Department: State House and Administration: Annual Plan: 2012/2013 COST (N$) Deliverables/outputs KPI Targets Action Steps Responsible Base Q1 Q2 Q3 Q4 Strategic Objective No. of reports Compile reports Division: General Admin service delivery report for the President, Founding President and the First Lady maintained (C2) Strengthen provision of administrative support to the President Identify suppliers Division: General Send company profiles for vetting No. strategic points and offices sound proofed Strategic points and managerial offices are sound proofed. Issue order to the successful company Evaluate the work done Division: Maintenance Monitor and control all infrastructure regularly No. of repairs/ maintenance Good standard of infrastructure maintained Continue inspections and report default items/buildings Division : Household No. of complaints Continue to plan and organize events Maintain good relation with service providers High standard services during official functions and ceremonial events maintained Provide effective service during events 29

30 Department: State House and Administration: Annual Plan: 2012/2013 Deliverables/outputs KPI Targets Action Steps Responsible COST (N$) Q1 Q2 Q3 Q4 Strategic Objective Base Continue with post mortem meetings after each event Division: Ceremonial and Motorcade No. of complaints Continue with inspection, repairs and services on vehicles Provision of effective transport services to the President and Founding President maintained Continue to report on expenses and to provide excellent transport services Division: General No. of complaints Continue with proper recording and acquiring of stock regularly Provision of adequate logistic maintained Division : Household 0% 100% 100% 100% 100% Assign a staff member to monitor and evaluate progress % adherence to agreement Interministerial service level agreements monitored and reviewed (C3) Improve responsiveness and information sharing with O/M/As. Report findings on quarterly basis Divisions: General, Ceremonial and Motorcade Continue training of staff members 0% 100% 100% 100% 100% % of progress made Effective and efficient service delivery maintained (C4) Enhance positive image of the Office of the President Division Household services Provide effective service during events

31 Deliverables/outputs KPI Targets Action Steps Responsible COST (N$) Base Q1 Q2 Q3 Q4 Maintain good standard at all office infrastructure Maintain control of office fleet and drivers Divisions: Household and Maintenance Division : Ceremonial and Motorcade PMS maintained % on review of permformance Internal Audit reports submitted No audit reports submitted 100% 100% 100% 100% 100% Identify cases not performing to recommend for possible corrective actions Prepare and submit audit reports to PS Develop Annual plan Directorate State House and General Subdiivision Internal Auit PMS implemented % of progress made 0% 50% 50% 50% 100% Sign perforamnce agreement Conduct quarterly review Conduct end of year appraisal Strategic Objective Central filling system improved % of progress made 100% 30% 50% 70% 100% Conduct mini workshops on guides of filling system Directorate State House & General Division General (P3) Improve Information management 31

32 Deliverables/outputs KPI Targets Action Steps Responsible Base Q1 Q2 Q3 Q4 Enforce filing system guide Proper information dissemination maintained % of information disseminated 100% 100% 100% 100% 100% Hold regular meetings with stakeholders concerned Division General Ensure timeously dissemination of information Internal Audit Annual report information submitted No of internal audit annual report information submitted Submit internal audit annual report information Subdivision Internal Audit Proper control mechanism for Document movement implemented % of mechanism implemented 0% 70% 85% 90% 100% Enforce implementation Monitor and evaluate implementation Division: General Back-up server acquired and updated % of server updating 0% 30% 60% 80% 100% Continue updating of server Division General COST (N$) Strategic Objective (P6) Ensure safety and security of official documents and records

33 Strategic Objective (L2 Review and align Org Structure to Strategy (L4) Improve employee Wellness and Climate Deliverables/ outputs Strategy/ structure alignment matrix reviewed Workplace programme implemented Staff wellness centre constructed KPI Targets Action Steps Responsible % of progress made on alignment Base Q1 Q2 Q3 Q4 0% 25% 50% 75% 100% Identify key positions to be abolished or added to the establishment through PSC Division: General No. of sessions conducted % of progress made on construction Filling of new vacancies Launch workplace program Sensitise staff members about all workplace programs Appoint counsellors Report monthly on cases attended Recommend serious cases for professional counselling Division: General 0% 30% 50% 75% 100% Invite Tenders Division: Adjudicate tender General Handover of the site Complete construction of the centre Acquire wellness centre equipment COST (N$)

34 Strategic Objective Deliverables/ outputs Feasibility studies on additional offices conducted (L5) Capacity building Skilled and competent workforce created (F1) Improve budget management (F2) Strengthen governance and financial control Good control measures and reporting systems maintained Unqualified Auditor general s report maintained Manual and e- asset register maintained Proper internal control mechanisms put in place KPI Targets Action Steps Responsible Base Q1 Q2 Q3 Q4 % of progress made on feasibility studies 0% 10% 30% 70% 100% Consult Ministry of Works and Transport for the appointment of consultants Arrange Budget Allocation for additional offices 2013/2014 Division: General No. of staff trained % of control measures maintained Implement training programs as identified through NIPAM and other service providers Monitor and evaluate training programs 100% 100% 100% 100% 100% Comply fully within the regulatory framework Division: General Division: General % of reporting measures maintained % of control measures on stock % of progress made on control mechanisms 100% 100% 100% 100% 100% Attend regularly to findings and recommendations of internal & external audit reports & correspondences 100% 100% 100% 100% 100% Comply fully within the regulatory framework Evaluate effectiveness of internal control measures Division: General Subdivision Internal Audit COST (N$)

35 35

36 Republic of Namibia Office of the President P/Bag 13339, Windhoek Tel: +264 (61) Fax: +264 (61) Website: 36 Design & Layout: Image Wetu Promotions

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