Office of the President Strategic Plan 2013 - 2017
1 Office of the President Strategic Plan 2013/2017
TABLE OF CONTENTS
FOREWORD...............................................................................................3 ACKNOWLEDGEMENT...............................................................................4 ABBREVIATIONS.......................................................................................5 DEFINITIONS OF KEY TERMS...............................................................6 - 7 1. INTRODUCTION 1.1 Introduction and Background............................................................................8 1.2 Purpose of Strategic Plan.................................................................................9
2. HIGH LEVEL STATEMENTS 2.1 Mandate............................................................................................................10 2.2 Mission Statement.............................................................................................10 2.3 Vision Statement...............................................................................................10 2.4 Core Values.......................................................................................................10 2.5 Operational Values..........................................................................................11 3. STRATEGIC OBJECTIVES AND ISSUES.................................................12 4. STRATEGIC THEMES AND OBJECTIVES...............................................13 5. OP STRATEGY MATRIX.......................................................................14 6. STAKEHOLDER ANALYSIS...................................................................15 7. CRITICAL SUCCESS FACTORS..............................................................16
2 Office of the President Strategic Plan 2013/2017
FOREWORD
The Strategic Planning approach, as a management tool has been embraced across the civil service and is being implemented in all Offices, Ministries, Agencies and Regional Councils. Furthermore, there is a realization that in order to ensure effective implementation of Strategic Plans, it is important that all Government Offices, Ministries, Agencies and Regional Councils align their Strategic Plans to the National Development Plans (NDPs). It is for this reason that the 2010-2015 Strategic Plan of the Office of the President was developed taking into account the objectives of Vision 2030, Third National Development Plan (NDP3), 2009 SWAPO Party Election Manifesto and the Millennium Development Goals. These guiding documents represent the national thrust for development and the improvement of the living conditions of the Namibian people. For our Office, they are the foundation on which we can further build in order to be an institution of excellence in our work and interactions. Following the development of the Fourth National Development Plan (NDP4), the Office of the President in consultation with the Office of the Prime Minister and the National Planning Commission re-aligned the Strategic Plan of the Office of the President to ensure that the strategic objectives of the Office are aligned to the desired outcomes of NDP4. As such, the Strategic Plan of the Office was reviewed and re-aligned not only to run concurrently with NDP4, but also to accommodate and take account of this national development framework. The new Plan runs from 2013 to 2017. The Office of the President places strong emphasis on capacity building to equip our staff members with the necessary skills and competencies so that they can effectively implement our Strategic Plan. We believe that a committed, dedicated, skilled and knowledgeable staff component is critical to the success of the Office in achieving its strategic objectives and indeed its Mission and Vision. I call upon all stakeholders, the Management and staff in the Office of the President to work together for the successful implementation of this Plan and thereby achieve the desired outcomes for our country and her people.
Dr. Albert Kawana, MP MINISTER OF PRESIDENTIAL AFFAIRS AND ATTORNEY GENERAL
3 Office of the President Strategic Plan 2013/2017
ACKNOWLEDGEMENT
After the implementation period of NDP3 came to an end in 2013, Government Offices, Ministries and Agencies and Regional Councils were obliged to review their Strategic Plans to ensure that they effectively contribute to the achievement of NDP4 objectives. The Office of the President carried out a review exercise of its 2010 – 2015 Strategic Plan. The primary objective of this review was to align the Plan to the Fourth National Development Plan (NDP4) and to take into account the main national development initiatives and priorities. This exercise was successfully conducted from 4 – 8 March 2013. In order to ensure ownership of the Plan, we have involved everyone in leadership positions from sections upwards. The Plan was further cascaded down to cover each and every staff member. It is, therefore, important that in order to ensure the effective implementation of the Plan, all efforts must be geared towards inculcating the core values of the Office in each and every staff member. This will require intensive intervention in the areas of change management, coaching and mentoring. I am happy to note that some interventions have already been employed and are yielding positive results. I take this opportunity to express my gratitude to the Office of the Prime Minister and the National Planning Commission for their expert input during this process. Similarly, I wish to extend my appreciation to the Management and staff in the Office of the President for their dedication and commitment during the review process of this important document. I count on the continued involvement and diligence of every staff member in the full implementation of our Strategy Plan.
Samuel /Gôagoseb PERMANENT SECRETARY
4 Office of the President Strategic Plan 2013/2017
ABREVIATIONS
AP
Annual Plan
ASEP
Annual Sectoral Execution Plan
BPR
Business Process Re-engineering
CFS
Critical Success Factors
DO
Desired Outcome
DPSM
Department of Public Service Management
HIV/AIDS
Human Immuno Deficiency Virus/Acquired Immuno Deficiency Syndrome
HR
Human Resource
HRD
Human Resource Development
ICT
Information Communication Technology
KPI
Key Performance Indicator
LM
Line Manager
M&E
Monitoring and Evaluation
MOF
Ministry of Finance
MTEF
Medium Term Expenditure Framework
NDP
National Development Plan
NGO’s
Non-governmental Organisations
NPC
National Planning Commission
OMAs
Offices, Ministries, Agencies
OPM
Office of Prime Minister
PA
Performance Agreement
PMS
Performance Management System
PS
Permanent Secretary
RC
Regional Council
SP
Strategic Plan
US
Under Secretary
VFM
Value for Money
5 Office of the President Strategic Plan 2013/2017
DEFINITIONS OF KEY TERMS Benchmarking
Business Process Re-engineering
A systematic, deliberate and thorough search for best practices that would lead to performance improvement when adapted into your organisation. It is a systematic learning process to close the performance gap. It involves planning, data collection, analysis and design, implementation, monitoring and adjustment.
Is the analysis and design of workflows and processes within an organization.
Cascade
A series of interventions through which an organisational aspect/concept (such as an objective) is passed from the higher to lower levels (to units) in a manner applied to each level, ensuring buy-in and resulting in aligned thinking and effort throughout the organisation.
Information Systems
Interrelated components working together to collect, process, store, and disseminate information to support decision making, coordination, control, analysis, and visualisation in an organisation.
Initiative
current and future activities, projects and programmes the organisation is engaged in to help ensure it meets or exceeds its performance targets. Initiatives drive strategic performance. Initiatives are not ends in them selves, but means by which the organisation achieves its strategic objectives.
Key Performance Indicators (Measures(s) These refer to the objective and not the initiatives; KPIs are the agreed upon measure(s) in terms of time, cost, quality or quantity (TCQQ) used to determine effective performance and achievement of the objective. KPIs make objectives ‘SMART’
Specific, Measurable, Achievable, Realistic and Time-bound. ‘KPIs with their targets are used to assess achievement, indicate progress, or the lack thereof, towards achieving the objective.
Mission
The mission statement defines the nature and core purpose of the organisation and is based on its mandate as expressed in specific legislation.
Objective
A specific (definable), concrete (measurable), short-term statement of a desired result, condition or accomplishment towards the achievement of strategic and management plans.
Outcome
The consequence, effect, impact and/or payoff(s) of achieving specific objectives/results, especially where direct effect is extremely difficult to measure.
Outputs
The services delivered or products produced.
6 Office of the President Strategic Plan 2013/2017
Performance Target
The target for each KPI can be expressed in different units, e.g. percentage, N$, number, frequency and date (sometimes referred to as TCQQ – Time, Cost, Quality and Quantity); the target is an agreed quantifiable performance level or change in level to be attained by a specific date and often based on bench marking.
Project Management
The application of knowledge, skills, tools and techniques to project activities in order to meet or exceed stakeholder needs and expectations from a project.
Programme Management
A combination or grouping of related projects, together achieving a common objective or theme.
Strategy
Strategy starts with the present and moves the organisation to the future. Strategy asks three questions: “Where are we now?” (by analysing our internal and external environment); “Where do we want to go?” (whe our preferred destination in say 5 years?); “How do we want to get there?” (our roadmap). Strategy represents the broad priorities adopted by the organisation in recognition of its operating environment and in pursuit of its mission.
Strategic Plan
The document capturing the strategic critical issues and strategies towards attaining the organisational purpose and direction as developed by the organisation.
Strategic Planning
A process through which an organisation determines its strategic direction by setting clear objectives, including high level statements (vision, mission, core values) on a long term basis.
Structure
The systematic grouping and coordination of a variety of functions, tasks, hierarchies and resources (human, physical, financial and information) through an analysis of the work required in a way that all management, supervisors and staff members have a clear understanding of their duties and how they work effectively together towards the organisational vision, mission and objectives.
Strategic Theme (Strategic Focus Area)
A theme, a priority or focus area, a high level objective or cluster of related objectives, sometimes called a goal. Typically themes are formed around broad service areas.
Values
Values determine the way things get done in the organisation. Values are time less guiding principles, deeply held beliefs within the organisation and demon strated through the day-to-day behaviours of all employees. The organisation’s values make an open proclamation about how it expects everyone to behave.
Vision
The vision is the attractive and desirable picture of the future organisation, in say 5 or 10 years time, in terms of its likely physical appearance, location, size, image, products/services/activities, customers, processes, performance, staffing, capacities, etc. Vision translates mission into something really meaningful. 7 Office of the President Strategic Plan 2013/2017
1. INTRODUCTION & BACKGROUND
The Presid Presidency id dency y was establishe established ed in terms of C Chapter hapt pter 5 of the Namibian Constitut Constitution u ion and ut d de deri erive ves itits ts mandate mand ndat nd atee fr at ffrom om Artic cle 32 off tthe he e ssaid aiid Chap a pter.r.. As such chh a ooffi ffice ce ooff th tthe e Pres Pr resid essiid den den ent nt iss derives Article Chapter. ann of President c ea cr e tteed w wi ith the he rresponsibility eesspo onnssibility to provi ide ea dm d ministra ative and le ega gal su gal uppo ppor ort to tthe he PPresident. he rreeside sid si de ent n. created with provide administrative legal support The O OP P fi finnalized nalized ed d the the formulation formula ation off itits ts St Stra ate tegi g c Pl gi lan a w hich iss ai a ime med a o tr on trib ibuttinng to ibut to tthe he e The Strategic Plan which aimed att ccontributing achievvem men entt of o N DP4 DP 4 an and d Vision 2030 and d th he m ma anagement of thee ad dmiini nist stra st ratititive ra v ffunctions ve unnct ctio ions io ons achievement NDP4 the management administrative he eO ffifificcce e to p rovi ro vide eff ffec ectitive v ssupport ve uppo up port ort sservices ervi er vice cess to the Preside entt a nd C a inet ab e. off the Offi provide effective President and Cabinet. need arose se tto o al alig ignn and ha harmon oniz izee th the cu curr rren entt st stra rate tegi gicc pl plan an ooff th thee OP w itithh ND NDP4 P4 tto o The ne align harmonize current strategic with accelerate the implementation of the high level goals and ensure desired outcomes. The new strategic plan will also fulfill the institution’s mandate through the Performance Management System (PMS), a Public Service Reform Initiative aimed at transforming the Public Service into a performance driven organization at all levels in order to improve service delivery to the public and foster operational efficiency within the Public Service. This will in turn result in effectively achieving National Development Plans (NDPs) and Vision 2030 goals respectively. The second reason for developing a new strategic plan, is to develop Vision and Mission Statements, core values, strategic themes and objectives that coincide and link the operational planning with NDP4. The timeframe for this plan is four years running concurrently with the remaining period of NDP4. The new plan outlines responsibilities to determine how the strategic objectives will be achieved and who will be responsible for carrying them out. Together with the Strategic Plan an Annual Plan for the Financial Year 2013/14 is developed to execute the targets set in year one of the Strategic Plan. Once the Strategic Plan is accepted, annual operational plans for each of the next three years will be developed to regularly monitor and evaluate the implementation of the Strategic Plan in order to enhance ongoing activities and operations.
1.2 Purpose of the Strategic Plan
8 Office of the President Strategic Plan 2013/2017
A Strategic Plan provides the strategic direction towards performance improvement through actions to carry out the organization’s Mandate and achieve its Vision. A Strategic Plan is the foundation for PMS. It sets clear strategic objectives and allows the organization to manage performance in order to achieve them. It forms a basis for PAs at individual level thereby translating a strategy into desired action by the entire organization. In addition, a Strategic Plan integrates and unifies an organization around a shared vision and guides decisions in the allocation of scarce resources. The methodology followed to develop the OP’s Strategic Plan was based on the Public Service Strategic Planning Framework that has been facilitated by the OPM to guide the process of developing strategic plans across the entire Public Service. With the implementation of NDP4, it was necessary to adjust the framework to clearly indicate the linkage. This is not only done for improving productivity and enhancing efficiency in the OP but also for the effective implementation of the Performance Management System. Through strategic planning in the Office of the President, the following questions could be answered: WHY does the Office exist? Clarified the reason for existence through its MANDATE, VISION and MISSION (High level Statements) and therefore defining where the Office is going. WHAT needs to be done? Developed the strategy, programmes and projects to realize the High Level Statements. HOW to get there? Identified the processes to be carried out and distinguish priority actions from non-priority actions; WHO should do the job? Identified the responsible Departments, Directorates and Units to take responsibility through allocating objectives, resources to and programmes (strategies); WHEN should results be delivered? Defining the timeframes for delivering the required outputs.
9 Office of the President Strategic Plan 2013/2017
2. HIGH LEVEL STATEMENTS
•
Article 27 of the Namibian Constitution under Head of State and Government states that, the President shall be the Head of State and of the Government and the Commander-in-Chief of the Defence Force.
•
The Executive Power of the Republic of Namibia shall vest in the President and the Cabinet.
•
Except as may be otherwise provided in the Constitution or by law, the President shall in the exercise of his/her functions be obliged to act in consultation with the Cabinet.
The Institution of Excellence in our work and interactions.
To provide effective and efficient support services to the President and Cabinet in order to achieve the National Strategic Development agenda.
1. Integrity We conduct business with honesty, trust and fairness.
2. Transparency We believe in accurate reporting of relevant activities of the Office of the President.
3. Accountability We will own up to our actions as public servants, and report accurately.
4. Teamwork We learn from each other and collaborate within and across departments to achieve the Mission of the Office and meet the needs of our stakeholders.
5. Confidentiality We maintain commensurate levels of confidentiality in respect of sensitive information that we deal with in the course of our work.
6. Innovation 10
We continuously explore opportunities and new ways of operation in order to maximize success.
Office of the President Strategic Plan 2013/2017
1. Courtesy and helpfulness Provide courteous and helpful services which suit the convenience of those who receive such services.
2. Consultation and choice Ensure that there are regular consultations and communication with those who use the services and interact with the Office, take their views into consideration and provide choices wherever possible.
3. Transparency Ensure disclosure on our activities in respect of public service delivery, management cost and performance of specific duties.
4. Accountability Provide details of performance against targets and identifying responsible officials.
5. Value for money Provide efficient public services within the allocated resources.
11 Office of the President Strategic Plan 2013/2017
3. STRATEGIC OBJECTIVES AND ISSUES Strategic Objectives
Strategic issues
1. Strengthen provision of political, economic, legal and administrative support to the President
• Inadequate involvement in the policy process
2. Enhance positive image of the Office of the President
• Lack of guidelines for maintaining a positive image of the Office of the President • Lack of a strategy for media interaction with the Office of the President • Lack of a tool to determine public reaction to President’s decisions
3. Streamline and improve service delivery processes to Cabinet and its Standing Committees
• The safekeeping of Cabinet Documents needs to be improved by acquiring an E-Records System for Cabinet Document and streamlining the record keeping of Cabinet Documents in O/M/As • Non-compliance by some Offices/Ministries and Agencies (O/M/As) to the provisions of the Cabinet Governance System • The Standardization of Cabinet Standing Committee procedures to that of Cabinet • The Cabinet Liaison System is not yet fully operationalized in O/M/As • Late delivery of Cabinet Decisions
4. Improve responsiveness and information sharing with O/M/As
• Inadequate internal/external coordination, consultation and communication
5. Ensure safety and security of official documents and records
• Leakage of confidential information
6. Monitor and evaluate implementation of Cabinet decisions by O/M/As
• Design & Sign Inter-Ministerial Service Level Agreements to address delays experienced in the submission of feedback report on the implementation of Cabinet decisions
7. Create an enabling environment and high performance culture
• • • • • • • • • • • • • • • •
12 Office of the President Strategic Plan 2013/2017
Employee wellness and employee climate need to be improved Lack of office space Inadequate ICT infrastructure and personnel Lack of a resource centre EDRMS not fully functional Capacity building Budgetary constraints Job security Align organizational structure to the strategic plan Cumbersome recruitment process Inability to attract and retain specialised skills Fleet management Data security Improve information management Improve budget management Mobilise resources to implement OP projects and programmes
4. STRATEGIC THEMES AND OBJECTIVES Theme No.
Strategic Themes
1.
National Development
Strategic Objectives Provide leadership for effective implementation of NDP4 (in persuance of Vision 2030) Strengthen provision of political, economic, legal and administrative support to the President
2.
Corporate Public Service
Enhance positive image of the Office of the President Monitor and evaluate the implementation of Cabinet Decisions Improve responsiveness and information sharing with O/M/As Ensure safety and security of Cabinet documents and records Build a high performance culture
3.
Organisational Capability
Ensure an enabling Environment
13 Office of the President Strategic Plan 2013/2017
14
Office of the President Strategic Plan 2013/2017
DO 1
DO 1
Ensure safety and security of Cabinet documents and records
Strengthen provision of political, economic, legal and administrative support to the President
DO 10
DO 10
NDP 4 Desired Outcome no
Improve responsiveness and information sharing with O/M/As
Monitor and evaluate the implementation of Cabinet Decisions
Strategic Objective (including NDP4 initiatives)
Enabling the President to carry out his constitutional mandate effectively
Rendering of professional and technical support to Cabinet and its Committees
3.5
Level of Satisfaction (1 - 5)
75%
4
10
2
Y1
75%
3.5
0
2
Base line
% of positive feedback (External)
% of positive feedback (Internal)
Level of satisfaction of Cabinet members on service delivered to Cabinet (scale: 1-5)
Enhance Intergovernmental coordination
Number of feedback implementation reports submitted to Cabinet
KPI
Number of O/M/As where the Cabinet Liaison Officers (CLO) System* is fully operationalized
Improve the Monitoring and evaluation of the implementation of Cabinet decisions
DO EXPLANATION
5. OP STRATEGY MATRIX
4
89%
80%
4.1
8
2
Y2
Targets
4.5
85%
90%
4.2
4
2
Y3
5
90%
100%
4.5
4
2
Y4
Protection of the National Constitution
Cabinet Administrative Support Management
Cabinet Administrative Support Management
Cabinet Administrative Support Management
Programme Operational
Development
Total Cost Estimate (N$’000)
Directorate EPSRML Private Office and Office of the Minister
Cabinet Secretariat
Cabinet Secretariat
Cabinet Secretariat
Responsible Unit
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Office of the President Strategic Plan 2013/2017
NDP 4 Desired Outcome no
DO 10
Strategic Objective (including NDP4 initiatives)
Provide leadership for effective implementation of NDP4
No. of pronouncements by the President
Number of Reports submitted
Number of Surveys conducted.
Facilitating the provision of quaterly feedback reports on the implementation of NDP4 to Permanent Secretaries/ Accounting officers meeting
Introduce measures to gauge public perception of the leadership provided by the Office of the President in the impl. of NDP4
KPI
Assist the Head of State to continuously articulate the need for timely implementation of NDP4
DO EXPLANATION Base line
1
4
24
Y1
1
4
24
Y2
Targets
1
4
24
Y3
1
4
24
Y4
Supervision and support services
Cabinet Administrative Support Management
Supervision and support services
Programme Operational
Development
Total Cost Estimate (N$’000)
Department Cabinet Secretariat, Policy Analysis & Coordination
Responsible Unit
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Office of the President Strategic Plan 2013/2017
DO 10
Enhance positive image of the OP
Ensure an enabling environment and high performance culture
NDP 4 Desired Outcome no
Strategic Objective (including NDP4 initiatives)
Put strategies, programes and measures in place to enhance the positive image of OP
DO EXPLANATION
0%
10
No of irregularities reported on
% of Performance agreements and Performance appraisals finalised
90%
% of funded vacancies filled
4
80%
% Budget execution rate
No of complaints
0
5
% of positive feedback
Number of interactions
KPI
Base line
100%
3
2
100%
100%
70%
5
Y1
100%
2
2
100%
100%
75%
5
Y2
Targets
100%
1
1
100%
100%
80%
5
Y3
100%
1
1
100%
100%
90%
5
Y4
Supervision and support services
Supervision and support services
Programme
N$200 000
Operational
N$3 000 000
Development
Total Cost Estimate (N$’000)
Department State House & Administration
Department Executive Policy Services, Research and Media Liaison
Responsible Unit
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Office of the President Strategic Plan 2013/2017
What do you expect from them Efficient and effective exemption of mandate by the President
What is the impact of your relation
Adherence to the code of conduct.
Exchange of information, Co-operation and transparency Feedback on their perception on the Office of the President
Effective exchange of relevant information
Timely access to relevant programmes and statements delivered by the Office of the President
Support and co-operation, transparency and good governance
Access to Information on issues of public interest
Efficient service delivery and exchange of relevant information
Civil Society Organisations
General Public
Private Sector
Effective policy response
Relevant and timely responses to public needs
Proper coordination of services
Timely dissemination of accurate information
Effective coordination of services
Co-operation and timely responses Efficient and effective service delivery Professionalism
Media
§ §
Co-operation and unambiguous communication of requests.
Adequate facilities and infrastructure Enhanced interdepartmental coordination and communication Skills development
Prompt feedback and timely information
§
§
§
Efficient and effective support services to Leadership and guidance carry out his mandate
What are their need(s) and expectation(s)
O/M/As
Staff Members
President
Name of stakeholder
6. STAKEHOLDER ANALYSIS Ranking
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Office of the President Strategic Plan 2013/2017
Provide access to vaccine preventable diseases at affordable rate and find way on how eligible countries benefit from reduced prices Provide funding for the awareness creation, testing and treatment of cervical cancer.
Advocacy of Women and Children Issues
Advocacy of Sexual and Health rights
Advocacy to access vaccines by eligible countries
Namibia to show commitment to and create awareness and reduce the spread cervical and among women.
Convene high level meetings of First ladies in order to share experiences
Ministry of Gender Equality and child Welfare
IPPF
GAVI Alliance
World Bank
Research and Development (RAND)
Traditional, Community and religious Leaders
Reduced cases of maternal deaths
What is the impact of your relation
Increased capacity for technical advisory to First Ladies Increased male Involvement, positive living and reduced cases of new infections. Introduction of special projects and programmes to benefit the communities
Well informed public on social issues
Convey messages of First Ladies to their subordinates and to encourage male involvement in PMTCT programmes. Funding of specially designed projects and programmes Funding of awareness and campaigns and empowerment projects of the First lady
First lady to address them from time to time on socio-economic and health issues
Advocacy and partnership on social issues
Advocacy on social issues
UN Agencies
Business Community
Increased Awareness on Cervical Cancer
Increased awareness on cervical cancer
Reduced cases of sexual and health issues
To provide training workshop for capacity building for technical Advisers to First Ladies
Build more Clinics and provide SHR Services in Namibia
Pay Namibia’s membership fee to OAFLA and effective advocacy programmes on AFL Peace Mission. women and children’s issues
Provide supplementary additional funds for Advocacy
Maternal and health agenda to promulgated
Ministry of Health and Social Services
What do you expect from them
What are their need(s) and expectation(s)
Name of stakeholder
Ranking
7.
CRITICAL SUCCESS FACTORS
Critical Success Factors (CSFs) are those essential areas of activities in which an organisation must perform well in order to ensure the successful execution of its strategy. It is essential that the OP carefully manage the following factors to achieve success in the implementation of programmes and projects: CRITICAL SUCCESS FACTORS
DESCRIPTION
Leadership
Get senior management involvement right from the start. Have a committed leadership team that is able to motivate and inspire all staff members to have the desire and commitment necessary to execute the plan successfully.
2.
Communication
Regularly and effectively communicate the strategic intent, actions plans and progress to all staff members and stakeholders to ensure that the Strategic Plan is well understood. This will also ensure that everybody knows what is expected from them and how they can contribute to the successful implementation of the Strategic Plan.
3.
Budget
Make sufficient budget provision to support all programmes and projects in the plan.
4.
Measurement and Reporting
Consistently measure, monitor and report the implementation of the strategy on a regular basis in order to know the status of the strategy at all times and if need be take necessary corrective actions.
5.
Operationalise Strategy
Have the discipline and skills needed to implement the strategy successfully. Make strategy a regular agenda item on all management meetings.
1.
19 Office of the President Strategic Plan 2013/2017
NOTES
PRODUCED BY: OFFICE OF THE PRESIDENT DEPARTMENT: EXECUTIVE POLICY SERVICES, RESEARCH & MEDIA LIAISON CONTRIBUTIONS BY: ALL DEPARTMENTS
20 Office of the President Strategic Plan 2013/2017
DESIGN & LAYOUT : IMAGE WETU PROMOTIONS CC.
