PEEPA STRATEGIC PLAN

2011 - 2016





Page | 2

Foreword

The development of PEEPAs Strategic Plan comes
against the backdrop of an economic crisis that resulted
in major political and socio-economic problems the world
over. Botswana did not escape the impact of the global
financial crisis that manifested itself since the last quarter
of 2008. The Government needed to come up with
solutions to deal with the aftermath of the economic
meltdown and had to focus its attention on economic
reforms such as privatisation.

The PEEPA Strategic Plan for 2011/12 2015/16 therefore is a result of an intensive
review process within the organisation and consultation with stakeholders. It also builds
on the experience gained from the past strategic plans. I wish to express my
appreciation to the PEEPA team for the progress achieved to date. Gratitude is also due
to the Directors of PEEPA and the Ministry of Finance and Development Planning for
providing the much needed guidance and support during the development of this plan.
The Strategic Plan is aimed at amongst others, contributing towards the achievement of
the objectives of the Vision 2016 pillar of Botswana being a prosperous, productive and
innovative nation.

The Strategic Plan introduces a major shift in activities and practices across the
organisation to focus on interventions with potential for high impact which can be
completed during the plan period. This plan also allows PEEPA to prioritise its activities
and to monitor these on a monthly, quarterly and yearly basis. It is important to note that
the work and responsibility of the organisation includes advising Government on the
strategies for privatisation as well as implementing approved transactions; as defined in
the Privatisation Policy of 2000 and the revised mandate of June 2010. PEEPA will also
continue to monitor and evaluate the performance of PEs as well as promoting good
corporate governance in PEs. All these work streams were accorded due attention in the
development of this Strategic Plan.

I therefore appeal to all role players and stakeholders to embrace this strategic plan and
work with PEEPA towards the realisation of its objectives. I look forward to witnessing
the implementation of this strategic plan, especially its contribution to the improvement of
the lives of all Batswana as envisaged in the Privatisation Policy of 2000.



_______________________________________
Chief Executive Officer

Page | 3

Acronyms

AGCs Attorney Generals Chambers
BCTWF Best Company To Work For
BEAC Botswana Economic Advisory Council
BOCCIM Botswana Confederation of Commerce Industry and Manpower
BOCONGO Botswana Council of Non-Governmental Organisations
BTC Botswana Telecommunications Corporation
BSC Balanced Score Card
DCEC Directorate on Corruption and Economic Crime
DRC Divestiture Reference Committee
DPSM Directorate of Public Service Management
EDMS Electronic Documents Management System
GEMVAS Government Employees Motor Vehicle and Residential Property Advance Scheme
MFDP Ministry of Finance and Development Planning
MLHA Ministry of Labour and Home Affairs
MOA Memorandum of Agreement
MOU Memorandum of Understanding
NDB National Development Bank
NDP National Development Plan
NGO Non-Governmental Organisation
NSO National Strategy Office
PE Public Entity
PEEPA Public Enterprises Evaluation and Privatisation Agency
PIMS Privatisation Information Management System
PMP Privatisation Master Plan
PPADB Public Procurement and Assets Disposal Board
SLA Service Level Agreement
SWOT Strengths, Weaknesses, Opportunities and Threats
TOR Terms of Reference


Page | 4

Table of Contents

FOREWORD ................................................................................................................... 2
ACRONYMS ................................................................................................................... 3
TABLE OF CONTENTS .................................................................................................. 4
LIST OF FIGURES .......................................................................................................... 5
LIST OF TABLES ........................................................................................................... 5
1. INTRODUCTION .................................................................................................. 6
2. STRATEGIC FOUNDATIONS .............................................................................. 9
2.1 Vision.................................................................................................................... 9
2.2 Mission ................................................................................................................. 9
2.3 Values .................................................................................................................. 9
3. THE PEEPA MANDATE ..................................................................................... 10
3.1 Roles and Responsibilities of Key Stakeholders in the Privatisation process ...... 11
4. REVIEW OF THE PAST STRATEGIC PLAN (2007/08 2010/11) .................... 13
4.1 Strategic Objectives ............................................................................................ 13
4.2 Results of the past Strategic Plan ....................................................................... 13
4.2.1 Customer/Stakeholder Satisfaction......................................................... 13
4.2.2 Financial Cost Effective service provision ............................................... 14
4.2.3 Internal Processes Process Efficiency .................................................... 14
4.2.4 Learning & Growth Performance Excellence .......................................... 14
4.3 Lessons learnt from the previous strategic plan period ....................................... 15
5. SWOT ANALYSIS .............................................................................................. 16
6. STRATEGY ........................................................................................................ 17
6.1 Strategic Issues .................................................................................................. 17
6.2 Strategic Themes................................................................................................ 18
6.3 Strategic Objectives and Initiatives ..................................................................... 18
6.4 The Corporate Strategy Map .............................................................................. 23
APPENDICIES .............................................................................................................. 24
Appendix A: The Privatisation Implementation Process A Systems View ................. 24
Appendix B: The Privatisation Implementation Process - Detail .................................. 25
Appendix C: The Privatisation Implementation Process Stakeholder Matrix ............. 26
Appendix D: The 5-Year Privatisation Implementation Plan ........................................ 27


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List of Figures

Figure 1: The Corporate Strategy Map .......................................................................... 23
Figure 2: The Privatisation Implementation Process A systems view .......................... 24
Figure 3: The Privatisation Implementation Process Detail ......................................... 25
Figure 4: The Privatisation Implementation Process Stakeholder Matrix .................... 26

List of Tables

Table 1: Corporate Core Values ...................................................................................... 9
Table 2: Key Stakeholders in the Privatisation Implementation Process ........................ 12
Table 3: SWOT Analysis Matrix ..................................................................................... 16
Table 4: Strategic Theme 1 Objectives, Measures and Initiatives .................................. 19
Table 5: Strategic Theme 2 Objectives, Measures and Initiatives .................................. 20
Table 6: Strategic Theme 3 Objectives, Measures and Initiatives .................................. 21
Table 7: Strategic Theme 4 Objectives, Measures and Initiatives .................................. 22
Table 8: Strategic Objective 1 Programme .................................................................... 27
Table 9: Strategic Objective 2 Programme .................................................................... 27
Table 10: Strategic Objective 3 Programme .................................................................. 28
Table 11: Strategic Objective 4 Programme .................................................................. 28
Table 12: Strategic Objective 5 Programme .................................................................. 29
Table 13: Strategic Objectives 6 & 7 Programme .......................................................... 29
Table 14: Strategic Objectives 8 & 9 Programme .......................................................... 29


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1. INTRODUCTION

Following the adoption of the Privatisation Policy in 2000 and the Privatisation
Master Plan of 2005 by Government, PEEPA released its first Strategic Plan
covering the period 2006/07 to 2008/09, which was subsequently reviewed to a
plan covering the period 2007/08 to 2010/11. The past plans comprised the
vision, mission, mandate and key programmes of the organisation for the
respective periods, intended to actualise the Privatisation Master Plan. During the
past two Strategic Plan periods, PEEPAs role was to advise Government on all
matters of Privatisation as well as to evaluate and monitor the performance of
Public Entities (PEs) to ensure efficiency in service delivery and the promotion of
good corporate governance.

The formative years of PEEPA mainly focused on the identification of the
fundamental structural, regulatory, administrative and legislative adjustments that
needed to be made for the effective delivery of the privatisation programme. Thus
internally, PEEPAs primary focus was to build a highly skilled and competent
organisation with proper processes, procedures and documentation systems. In
spite of the global economic recession which resulted in limited funds in
Government, some progress has been achieved, albeit with major challenges.
The other focus area was the building of a highly skilled human capital because it
was realised that to a greater extent, the success or failure of implementing the
Privatisation Programme centres on the capability and capacity of PEEPAs
human resource.

This Strategic Plan, 2011/12 to 2015/16 is intended to give future direction and
thus redefine the path for PEEPA. The plan presents the objectives and
initiatives aimed at allowing PEEPA to realise its vision of being a leader in the
transformation of Botswana towards a private sector led economy. The
achievement of PEEPAs vision will specifically contribute to the Vision 2016

Page | 7

pillar of making Botswana a prosperous, productive and innovative nation. In
addition it will contribute to the Key Result Area of Sustainable Economic Growth
as defined in NDP 10. The implementation of this Strategic Plan occurs at a time
when the mandate of PEEPA has been enhanced to include implementing the
decisions made by Government on privatisation. Thus the primary focus areas of
PEEPA during the Strategic Plan period will be:

i. Consolidation and completion of all approved transactions.

ii. Enhanced Performance Monitoring and Evaluation of PEs as a
means of ensuring effective shareholder oversight.

iii. Targeted Divestiture to ensure implementation of transactions that
have a likelihood of success and greater impact.

iv. Effective outsourcing of non-core public services to achieve
improved service delivery in the public sector.

v. Facilitation of Commercialisation, Rationalisation and Restructuring
of Public Entities to achieve productivity and efficiencies in the
public service.

vi. Capacity Building in both PEs and Government to ensure
sustainable benefits of privatisation.

vii. Increased Stakeholder Management to build strategic partnerships
that will ensure successful implementation and advocacy for
privatisation.




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The Strategic Plan document comprises the following core sections:

i. The strategic foundations that include the vision; mission and values.

ii. The mandate of PEEPA, which includes key role players involved in
the privatisation implementation process.

iii. The situation analysis comprising details of the review of the
performance against the past Strategic Plan (2007/08 2010/11) and
the SWOT analysis.

iv. The strategy, which comprises the strategic issues; the strategic focus
areas including the strategic themes; strategic objectives and the key
strategic initiatives.

v. Key performance measures for each objective, which are intended to
facilitate the monitoring and evaluation of PEEPAs performance.
Organisational and individual performance management will be
facilitated by the use of the Balanced Score Card System.



















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2. STRATEGIC FOUNDATIONS
The following have been identified as foundations for this strategic plan:
2.1 Vision
To be the leader in the transformation of Botswana towards a private sector led
economy.
2.2 Mission
To provide quality advice and effectively implement the privatisation programme,
and monitor the performance of Public Entities to ensure efficient service
delivery.
2.3 Values
The core values espoused by employees and directors of PEEPA, individually
and collectively in pursuance of PEEPAs mission are:

Value Principles and Behaviours
Accountability We take responsibility for our actions and decisions
Innovation
We generate creative ideas to be at the cutting edge in all our
activities
Passion We perform all our activities with enthusiasm and conviction
Integrity
We observe the highest ethical standards and treat all
stakeholders with respect
Quality Service
We provide superior services for customer and stakeholder
satisfaction
Teamwork
We achieve common goals through mutual respect, openness,
recognition and flexibility

Table 1: Corporate Core Values

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3. THE PEEPA MANDATE

The mandate of PEEPA, as originally set out in the Privatisation Policy of 2000, is
to advocate for and advise Government on privatisation and related reforms. This
advisory role however, has not produced the desired impact of delivering on the
ideals of the Privatisation Policy. In recognition of this, Government took a
decision to review the roles and responsibilities of the key stakeholders involved
in the implementation of privatisation and directed through the Presidential Cab
16(B)/2010 (of 3
rd
June 2010) that PEEPA should take on the added
responsibility for the implementation of the privatisation decisions that are made
by the Cabinet.

PEEPAs mandate therefore covers the responsibility to; advise Government on
the strategies for privatisation as well as implementation of privatisation, which
includes commercialisation, restructuring, outsourcing and divesture interventions
for the effectiveness and efficiency of PEs and Ministries. PEEPA is also
responsible for the monitoring and evaluation of the performance of PEs as well
as promoting good corporate governance in PEs. More specifically, PEEPA is
responsible for:

i. Offering advice on privatisation and developing strategies and
implementation plans for Cabinet approval;
ii. Implementing Cabinet decisions on the privatisation of a particular public
entity or service;
iii. Managing the roll out of Governments outsourcing programme;
iv. Undertaking sector reform studies linked to privatisation, as funded by line
ministries;

Page | 11

v. Assisting Government in setting performance targets for public entities;
vi. Reviewing objectives of existing PEs and set objectives for PEs to be
commercialised and/or corporatized;
vii. Monitoring the performance of PEs in meeting their objectives and targets;
viii. Advise Government on the appointment of directors to serve on PE boards
and monitor their performance;
ix. Developing and executing a public education programme
x. Serving as Secretariat to the Divestiture Reference Committee.

3.1 Roles and Responsibilities of Key Stakeholders
in the Privatisation process

The privatisation implementation process in Botswana (see Appendix A, B and C)
requires the participation of a number of stakeholders. Table 2 below shows a list
of key stakeholders in the privatisation implementation process as well as their
roles and responsibilities as spelt out in the Presidential Directive Cab
16(B)/2010 (of 3
rd
June 2010) and the Privatisation Master Plan.

Stakeholder Roles and Responsibilities
Cabinet and
Parliament
Responsible for approval of the Privatisation Master Plan.
Approval of sector policies and legislative changes.
Approval of enterprise divestiture strategies and plans.
Approval of outcomes of privatisation bidding process prior to
closing major privatisation transactions.
Ministry of Finance
and Development
Planning (MFDP)
Presentation of policy, legislative reforms, privatisation strategies
and implementation plans to Cabinet.
Regular progress reporting to Cabinet and Parliament on
privatisation transactions.

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Regular reporting to Cabinet and Parliament on the impact of
privatisation on the economy.
Chairmanship of the Divestiture Reference Committee.
Sector Ministries
Sector policies and legal reform, including regulation and service
delivery.
Financing studies and transactions relating to privatisation of
enterprises belonging to them.
Identification of functions for private sector participation and
possible outsourcing and inclusion of those into the Governments
Priority Outsourcing Programme and also seeking Cabinet
approval.
Divestiture Reference
Committee (DRC)
A technical working committee responsible for providing advice
and acting as a Board on all privatisation matters and reporting to
MFDP.
Approve Terms of Reference and oversee sector studies relating
to privatisation.
It is consists of MFDP, PEEPA, Relevant Sector Ministry, AGs,
MLHA, DPSM, DCEC, NSO, BOCCIM and Workers Unions.
Attorney General
(AG)
Advise Government on legal issues pertaining to privatisation.
Vetting of share sale and purchase agreements.
Drafting legislation required to facilitate implementation of
privatisation.
Public Procurement
and Asset Disposal
Board (PPADB)
Regulates and approves the sale by Government of its assets as
well as the procurement of goods and services, including the sale
of shares by Government and the procurement of services under
the outsourcing programme.

Table 2: Key Stakeholders in the Privatisation Implementation Process





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4. REVIEW OF THE PAST STRATEGIC PLAN
(2007/08 2010/11)

4.1 Strategic Objectives
This strategic plan was built in part on the experience of the past strategic plan.
The analysis of the past plan therefore provides the lessons to be learnt from its
implementation. The review of the 2007/08 to 2010/11 strategic plan is based on
the analysis of the past performance along the four perspectives of a Balanced
Scorecard, and the associated initiatives implemented under those perspectives.
4.2 Results of the past Strategic Plan
4.2.1 Customer/Stakeholder Satisfaction
PEEPA has been able to implement most of the strategic initiatives that were
identified in the past plan aimed at ensuring stakeholder satisfaction. Some of the
significant achievements are as follows:

i. Development and submission of privatisation strategies for Government
consideration GEMVAS, BTC and NDB.
ii. The approval and implementation of the BTC privatisation.
iii. Development of the Public Services Outsourcing Programme.
iv. Development of the PPP Policy and its implementation framework.
v. Development of a strategy for the rationalisation of certain Parastatals and
undertaking the implementation.
vi. A number of capacity building initiatives were carried out which include
contract management training, board effectiveness and corporate
governance training.
vii. Development and adoption of a Communication Strategy; to facilitate
awareness creation and stakeholder buy-in.

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4.2.2 Financial Cost Effective service provision

On the financial perspective, PEEPA was able to achieve its objective of cost
containment by operating within its budgets and minimising variances. However,
the objective of cost recovery was not achieved since revenue from advisory
services was not significant because most of the services were provided to either
government ministries or other public entities which also obtain their funding from
government.
4.2.3 Internal Processes Process Efficiency

One of PEEPAs objectives during the past strategic plan period was to ensure
efficient internal processes. The key processes that support the delivery of the
stakeholder and customer results were enhanced. The Enterprise Risk
Management framework was also developed and implemented. A knowledge
management portal known as the Electronic Document Management System
(EDMS) was developed along with the implementation of phase 1 of the
Privatisation Information Management System (PIMS).

4.2.4 Learning & Growth Performance Excellence

Measures aimed at attracting and retaining highly productive and competent staff
were undertaken, and now PEEPA has a balanced team in place. This was
achieved in spite of some significant staff turnover during the strategic plan
period.






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4.3 Lessons learnt from the previous strategic plan
period

Experiences over the past strategic plan have provided key lessons that have
been taken into consideration in the preparation of the PEEPA Strategic Plan for
2011/12 2015/16.

i. Certain privatisation enablers are outside PEEPAs control and they
influence the quality of deliverables as well as the project timelines.

ii. Privatisation is not easy to sell especially in an environment within which
there has been no compelling pressure on the public sector to create
space for private sector participation.

iii. Building of strong stakeholder relationships has to be coupled with
carefully targeted capacity building efforts in order to create better
understanding and capability to ensure successful implementation of
privatisation projects.

iv. There is need to recognise that privatisation is a political process in as
much as it is a commercial and economic process. This is true at the
sector, institutional and facility levels. These considerations directly affect
the ability of policymakers and managers (technocrats) to develop and
implement necessary reforms. Therefore policymakers and managers in
the privatisation landscape must have the capacity to deal with these
dynamics.



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5. SWOT ANALYSIS
A SWOT analysis was carried out to obtain a deeper understanding of the internal
and external realities for PEEPA. This information provides the building blocks of the
future direction of PEEPA. The key findings of the SWOT analysis are presented
below:
Strengths Weaknesses
Passionate; Educated workforce
Privatisation Policy is an initiative of the
Government, not forced by Structural
Adjustment Programmes.
Understanding of the mandate

Limited stakeholder engagement
PEEPA is not visible and does not have a
strong brand and identity
Inadequate communication

Opportunities Threats
Governments focus on growing the private
sector
Privatisation is a strategy to transform
Botswana economy
Fiscal landscape giving impetus to
privatisation
Demand for skills for managing
privatisation processes
The risk of closure for lack of impact
Pockets of corruption in the country
Negative perception about business climate
and competitiveness of Botswana and
about privatisation
Resistance from labour movements
Inadequate political will and support for the
implementation of privatisation
Inadequate capacity within the private
sector

Table 3: SWOT Analysis Matrix





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6. Strategy

6.1 Strategic Issues

The strategic issues are salient factors emanating from the analysis of the past
performance, as well as the SWOT and Stakeholder analysis. The analysis has
demonstrated that to be successful, PEEPA should be able to tackle a number of
factors with boldness and resilience. As such, PEEPA will devise strategies to
effectively tackle those factors within its control and work around those outside its
control. The key strategic issues that must be tackled through this strategic plan
include amongst others:

i. Limited success in privatisation over the past ten years
ii. Limited success in marketing PEEPA and privatisation as a public
sector reform initiative
iii. Stakeholder engagement
iv. Accountability for the delivery of privatisation
v. Insufficient funding to support the privatisation programme
vi. Leadership political and national recognition and support for
privatisation
vii. Legislative and regulatory framework for privatisation


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6.2 Strategic Themes

The strategic themes or goals define the organisations focus and efforts towards
success. Themes stipulate outcomes and outputs. These themes are informed by
the situation analysis and identified strategic issues. The objectives of the Vision
2016 pillars of a prosperous, productive and innovative nation, as well as that of
an open, democratic and accountable nation have been considered in
developing the strategic themes.
The following are the key strategic themes for PEEPA during the 2011/12
2015/16 Strategic Plan:

i. Effective and efficient delivery of public services
ii. Improved operational excellence
iii. Increased employee performance excellence
iv. Financial sustainability

6.3 Strategic Objectives and Initiatives

Strategic Theme 1: Effective and efficient delivery of public services

Issue: The public service continues to dominantly operate in commercial
activities even where there is private sector capacity. This is despite the
objectives of the privatisation policy, to withdraw from commercial activities
which no longer need to be undertaken by the public sector. It is imperative to
improve the efficiency of the public services through increased private sector
participation and to enable government to focus on issues of policy and
regulation.

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Strategic Theme (Goal) 1: Effective and efficient delivery of public services
Strategic
Objective
Measures
Targets
Strategic Initiatives
2011/12 2012/13 2013/14 2014/15 2015/16
To increase
private sector
participation in
the delivery of
public services
% Efficiency
gains in the
Public Service
due to
Privatisation
0% 1% 2% 3% 5%
1. Develop and implement the
Divestiture Programme

2. Develop and implement the
Public Services Outsourcing
Programme (PSOP)

3. Implement approved
Commercialisation and
Restructuring Programme

4. Carry out Private Sector
Participation studies and
Institutional/Regulatory
framework restructuring
% BWP
Value/Equity
Transferred to
the Private
Sector
50% 58% 65% 75% 80%
% Net
Employment
Change due to
Privatisation
0% 0% 1% 1.2% 1.5%
To facilitate the
increase in Public
Enterprises
productivity and
shareholder
oversight
% Uptake of
Advice

65% 70% 75% 80% 80%


5. Develop and Implement the
Public Enterprises
Governance and Capacity
Building programme

To improve
PEEPAs Image &
Relationships
% PEEPA
Image and
Relationships
Index rating
55% 60% 63% 65% 65%
6. Review and implement the
Communications Strategy


Table 4: Strategic Theme 1 Objectives, Measures and Initiatives






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Strategic Theme 2: Improved operational excellence

Issue: PEEPAs vision is to be a leader. The drivers of a leadership position
vary, but generally innovation; efficient processes, leadership and management
are the most important. This vision necessitates that there should be new
strategies to facilitate implementation throughout the privatisation process
(Appendix A and B).

Strategic Theme (Goal) 2: Improved operational excellence
Strategic
Objective
Measures
Targets
Strategic Initiatives
2011/12 2012/13 2013/14 2014/15 2015/16
To effectively
implement the
privatisation
programme
% Rate of
Programme
Implementation
75% 80% 83% 85% 85%
1. Develop and Implement the
Business Process
Improvement programme

2. Review and implement the
Information and Knowledge
Management programme
To strengthen
PEEPA Corporate
governance
% Corporate
Governance
Effectiveness
Rating
65% 70% 75% 75% 75%



3. Review and implement the
internal Corporate
Governance and Risk
Management programme

Table 5: Strategic Theme 2 Objectives, Measures and Initiatives










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Strategic Theme 3: Increased employee performance excellence

Issue: Over the past 10 years PEEPA has had challenges in implementing its
programmes, some of which could be attributed to its human and information
resources capacity. During this strategic plan period it is important to effectively
implement the privatisation programme, thus there is need to excel in managing
the human capital, knowledge capital management and engagement processes.

Strategic Theme 3 (Goal): Increased employee performance excellence
Strategic
Objective
Measures
Targets
Strategic Initiatives
2011/12 2012/13 2013/14 2014/15 2015/16
To increase
employee
productivity
% Employee
Productivity
Index
75% 80% 85% 90% 90%
Review and implement the
Organisational Development
and Human Capacity Building
programme:

a) Performance Management

b) Organisational
Transformation and redesign

c) Staff welfare and productivity
incentive scheme

To create an
environment
for a high
quality work
life
% Employee
Engagement
index rating
(e.g. from
BCTWF)
65% 70% 75% 75% 80%

Table 6: Strategic Theme 3 Objectives, Measures and Initiatives










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Strategic Theme 4: Financial Sustainability

Issue: The PEEPA operational and capital budget has suffered major cuts for
the last three years thus affecting the organisations ability to carry out some of its
value-adding activities. The organisation also has no other means to fund the
operations outside government subventions.

Strategic Theme 4 (Goal): Financial Sustainability
Strategic
Objective
Measures
Targets
Strategic Initiatives
2011/12 2012/13 2013/14 2014/15 2015/16
To broaden the
financial
resource Base
% Increase in
Funding
2% 5% 10% 15% 20%
Review and implement the
Financial and Physical Resources
Management programme:

a) Review of the PEEPA
funding model

b) Development and
implementation of cost
containment and recovery
strategies
To improve cost
efficiency
% Variance to
Budget
+/- 5% +/- 5% +/- 5% +/- 5% +/- 5%

Table 7: Strategic Theme 4 Objectives, Measures and Initiatives











6.4 The Corporate Strategy Map



Figure 1: The Corporate Strategy Map

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APPENDICIES
Appendix A: The Privatisation Implementation Process A Systems View


Figure 2: The Privatisation Implementation Process A systems view

Page | 25

Appendix B: The Privatisation Implementation Process - Detail


Figure 3: The Privatisation Implementation Process Detail


Page | 26

Appendix C: The Privatisation Implementation Process Stakeholder Matrix



Figure 4: The Privatisation Implementation Process Stakeholder Matrix

Page | 27

Appendix D: The 5-Year Strategy Implementation Plan

Strategic
Objective
Strategic
Initiative
(Programme)
Project(s)
Project
Code
Client /
Sponsor
Start
Date
End
Date
ANNUAL COST ESTIMATES (BWP)
2011/12 2012/13 2013/14 2014/15 2015/16 TOTAL
To increase
private sector
participation
in the delivery
of public
services
Public Services
Outsourcing
Programme







Strategic Initiative Cost Estimate
Privatisation and
Restructuring
Programme







Strategic Initiative Cost Estimate

Table 8: Strategic Objective 1 Programme


Strategic
Objective
Strategic
Initiative
(Programme)
Project(s)
Project
Code
Client /
Sponsor
Start
Date
End
Date
ANNUAL COST ESTIMATES (BWP)
2011/12 2012/13 2013/14 2014/15 2015/16 TOTAL
To facilitate the
transformation
of PEs into
productive
organisations
PE Governance and
Capacity Building
Programme








Strategic Initiative Cost Estimate

Table 9: Strategic Objective 2 Programme



Page | 28

Strategic
Objective
Strategic
Initiative
(Programme)
Project(s)
Project
Code
Client /
Sponsor
Start
Date
End
Date
ANNUAL COST ESTIMATES (BWP)
2011/12 2012/13 2013/14 2014/15 2015/16 TOTAL
To improve
PEEPAs image
and
relationships
Communications
and Public
Education
Programme










Strategic Initiative Cost Estimate

Table 10: Strategic Objective 3 Programme


Strategic
Objective
Strategic
Initiative
(Programme)
Project(s)
Project
Code
Client /
Sponsor
Start
Date
End
Date
ANNUAL COST ESTIMATES (BWP)
2011/12 2012/13 2013/14 2014/15 2015/16 TOTAL
To effectively
implement the
privatisation
programme
Business Process
Improvement
Programme







Strategic Initiative Cost Estimate
Information and
Knowledge
Management








Strategic Initiative Cost Estimate

Table 11: Strategic Objective 4 Programme



Page | 29

Strategic
Objective
Strategic
Initiative
(Programme)
Project(s)
Project
Code
Client /
Sponsor
Start
Date
End
Date
ANNUAL COST ESTIMATES (BWP)
2011/12 2012/13 2013/14 2014/15 2015/16 TOTAL
To strengthen
PEEPAs
corporate
governance
Internal Corporate
Governance and
Legal Services
Programme






Strategic Initiative Cost Estimate

Table 12: Strategic Objective 5 Programme


Strategic
Objective
Strategic
Initiative
(Programme)
Project(s)
Project
Code
Client /
Sponsor
Start
Date
End
Date
ANNUAL COST ESTIMATES (BWP)
2011/12 2012/13 2013/14 2014/15 2015/16 TOTAL
To create an
environment
for a high
quality work life
Human Capacity
Building and
Management
Programme







Strategic Initiative Cost Estimate

Table 13: Strategic Objectives 6 & 7 Programme


Strategic
Objective
Strategic
Initiative
(Programme)
Project(s)
Project
Code
Client /
Sponsor
Start
Date
End
Date
ANNUAL COST ESTIMATES (BWP)
2011/12 2012/13 2013/14 2014/15 2015/16 TOTAL
To broaden the
financial
resource base
Corporate
Administration and
Physical Resources
Management
Programme





Strategic Initiative Cost Estimate

Table 14: Strategic Objectives 8 & 9 Programme