Pocket Book

Republic of Namibia
Being a Public Servant in Namibia

The Pocket Guide
Second Edition
1
© 2010 Public Service of the Republic of Namibia
All rights reserved. No part of this book may be reproduced in

any form, by photocopy, microfilm, retrieval system, or any other
means, without the prior permission of the copyright holder.
Compiled by the Efficiency and Charter Unit, Office of the

Prime Minister
Editor: Sandie Fitchat
Illustrations and layout design: Asser Karita
Layout: The Word Factory
Printed by John Meinert Printing
Published by the Public Service of the Republic of Namibia

C/O Efficiency and Charter Unit
Office of the Prime Minister
Private Bag 13338
Windhoek
Tel. (+264-61) 287-9111
ISBN 978-99945-0-001-7
2
Contents
Acknowledgements................................................................. 9
How to use this Pocket Guide............................................... 10
Foreword..................................................................................12
Executive summary................................................................ 14
List of abbreviations............................................................... 16
List of icons............................................................................. 16
PART 1: Delivering a service 17
What is a Public Service?................................................18

What is a public servant?................................................20
Customer service...........................................................21
Unprofessional behaviour............................................ 24
Ethics..............................................................................26
Unethical behaviour...................................................... 27
PART 2: Government structure 29
The Executive.................................................................32
Offices............................................................................ 34
Ministries........................................................................ 36
Agencies......................................................................... 61
The Legislature...............................................................63
The National Assembly.................................................. 63
The National Council..................................................... 65
The Judiciary...................................................................66
The Supreme Court....................................................... 66
The High Courts............................................................. 67
The Lower Courts........................................................... 67
The Judicial Service Commission.................................. 68
The Magistrates’ Commission...................................... 68
Other important institutions..........................................69
The Public Service Commission.................................... 69
The Office of the Ombudsman.................................... 71
The Electoral Commission of Namibia......................... 72
3
The Anti-corruption Commission............................73
The State-owned Enterprise Governance
Council...................................................................... 74
The Namibia Institute for Public Administration
and Management.................................................... 76
PART 3: Public Service reform and development...... 79
Vision 2030...............................................................80
Background...............................................................80
Rationale...................................................................80
Coordination.............................................................81
Formulation...............................................................81
Creating awareness..................................................82
Implementation........................................................83
Strategic planning and management......................84
Medium-term Expenditure Framework....................86
Public Service Charters.............................................88
African Charter on the Values and Principles
of Public Service and the Administration...............88
The Public Service Charter of the Republic
of Namibia................................................................89
Customer Service Charters......................................90
Performance Management System.........................90
Human Resources
Information Management System...........................92
Business Process Re-engineering Model.................93
Electronic Documents and Records
Management System...............................................94
Decentralisation.......................................................96
What is decentralisation?........................................96
Framework................................................................98
Aims...........................................................................98
Progress.....................................................................99
PART 4: Conditions of employment........................101
Appointment.......................................................... 102
4
Appointment in an acting capacity................................103
Probation........................................................................ 103
Termination of service................................................... 104
Transfer .......................................................................... 104
Promotion....................................................................... 106
Daily Subsistence Allowance......................................... 106
Official transport............................................................ 106
Misconduct..................................................................... 108
Grievances.......................................................................113
Social security benefits...................................................114
Social Security Act, 1994 (No. 34 of 1994).......................114
Union membership.........................................................116
Persons with disabilities..................................................118
Gender issues.................................................................119
PART 5: Service benefits..........................................121
Remuneration................................................................ 122
Pension .......................................................................... 123
Purpose............................................................................ 123
Membership.................................................................... 124
Contributions................................................................... 124
Retirement.......................................................................124
Pension benefits at retirement age............................... 124
Retirement benefits upon continued ill
health/disability............................................................... 125
Benefit when retiring before the age of 60.................. 125
Benefit to your spouse upon
your death after retirement............................................ 125
Benefit to your spouse upon your death
while you are still in service............................................ 126
Funeral benefits............................................................... 126
Medical aid..................................................................... 127
Housing.......................................................................... 127
Official housing............................................................... 128
Rent allowance................................................................ 128
Homeowner’s scheme................................................... 129
Housing allowance......................................................... 129
Transport allowance....................................................... 130
5
Service bonus........................................................ 130
Leave of absence.................................................. 130
Vacation leave.........................................................131
Sick leave.................................................................131
Compassionate leave.............................................132
Study leave..............................................................132
Leave to attend external meetings and/or
functions.................................................................134
Special sick leave for injury on duty......................134
Leave for sport purposes.......................................135.
Leave as a result of arrest and detention.............135
Leave gratuity..........................................................135
Maternity leave.......................................................136
Unauthorised absence from duty.........................136
PART 6: Developing human resources.............137
Why are training and development necessary?.....138
Types of training and development.......................138
Who is responsible for training and
development?.........................................................139
Public Service training programmes......................140
External programmes............................................. 141
Namibia Institute for Public Administration
and Management...................................................143
PART 7: Information and communications

technology.............................................................. 145
What is ICT? ................................................... 146

ICT in the Public Service........................................ 147
Policy on Information Technology.......................147
Intranet/Internet Gateway....................................149
E-governance Policy..............................................150
ICT services for public servants............................. 152
ICT training .........................................................152
Internet at home...................................................152
6
Policies on ICT use......................................................153
Acceptable Use Policy on IT Resources..................... 153
Network Security Rules and Regulations................... 154
PART 8: Financial matters..................................... 155
Types of taxes and their function................................ 156

The regulatory environment....................................... 158
The Budget Cycle........................................................160
Prepare macroeconomic framework......................... 160
Determine resource envelope/
obtain budget information......................................... 160
Determine budget ceilings......................................... 160
Finalise budget documents........................................ 161
Execute the Budget..................................................... 162
Hints and tips ................................................... 163
General Do’s .........................................................164

General Don’ts .........................................................166
Manual filing Do’s and Don’ts....................................168
Electronic filing Do’s and Don’ts.................................169
blic of Namibia 147
Notes ....................................................171
7
8
Acknowledgements
The Office of the Prime Minister would like to thank the Offices,
Ministries and Agencies for their input and the Efficiency and Charter
Unit for coordinating the review of the second edition of Being a
Public Servant in Namibia: The Pocket Guide. The publication was
made possible with development support from the Africa Capacity-
building Foundation (ACBF).
9
How to use this
Pocket Guide
If you are a currently serving member of the Public Service or are

already well informed of its workings, this Pocket Guide may contain
a few items that are new to you or that may refresh your memory.
As a new member of the Public Service, you now own this handy
guide to the way our Government works. It will help you to –
• learn about the high standard of service and behaviour
expected of you
• get to know the Public Service in general
• see how it functions
• find out what benefits you will receive in return for good
service
• improve your access to information about the Public Service,
and
• strengthen the process of delivering effective and efficient
services to the public.
Every new public servant will undergo an induction course, using

this Pocket Guide as a useful tool. Other courses are available as
advanced training, taking some of the aspects dealt with in this Guide
a little further.
The comprehensive electronic version of the Public Service

Handbook, from which the information for this pocket version
was taken, can be found on the website of the Government
of the Republic of Namibia ü and on the Intranet, that is, the
Public Service Information Online.
10
The website ü button that appears in this Pocket Guide shows you
where more information on a topic is available on the Internet (the
Government website, http://www.grnnet.gov.na).
The logo button (Together we can make a difference) shows

you where more information is available on the Intranet, namely the
Public Service Information Online, http://www.eservice.net.local.
Please do go and explore these websites!
The information in this Pocket Guide was correct at the time of going
to print. In the case of outdated information, please consult the
e-Handbook available on the Public Service Information Online.
11
Foreword
Rt Hon. Nahas Angula
In the past few years, the Public Service of Namibia has introduced
Public Service Charters to address professionalism and ethical
behaviour in the Public Service. Charters set out the standards of
service that users can expect from the various Offices, Ministries and
Agencies (O/M/As) of Government. In this way, Charters contribute
to good governance.
Furthermore, to ensure all public servants have concise information

on areas such as Government structure, Public Service reform,
conditions of employment, service benefits, human resource
development, information and communications technology, and
finance, the Office of the Prime Minister has issued this updated
Second Edition of Being a Public Servant in Namibia: The Pocket
Guide. Having this information in a handy guide will empower public
servants to carry out their duties, and so strengthen professionalism
and ethics in the Public Service.
12
I urge all Permanent Secretaries/Accounting Officers to ensure that
each of their staff members has a copy of this booklet. This will
help them to render the specific service they offer in a courteous,
friendly, timely, impartial, and accessible manner. Only then can we
be confident of an efficient, effective, professional, and accountable
Public Service.
Nahas Angula, MP
Prime Minister
13
Executive summary
Mr Frans Kapofi
With increased globalisation and the resultant changes, the Public

Service of Namibia also needs to change and should not remain
static. Government activities need to become more focused, which
has meant reorganising some Offices, Ministries and Agencies
(O/M/As), including the creation of new O/M/As. These changes aim
to enhance Government’s ability to deliver efficient and effective
services to the public.
The principles underlying the various Public Service Charters remain

the pillars upholding a professional and ethical Public Service.
These principles guide the Public Service as it continues to reform
itself in order to improve service delivery and focus on outcomes.
Reforms reflected in this publication include strategic planning and
management, business process re-engineering, and the electronic
management of documents and records. All Public Service reforms
aim at improved efficiency, effectiveness and accountability in pursuit
of Vision 2030.
14
Other new developments with regard to conditions of employment
and service benefits have also been incorporated into the Second
Edition of this Pocket Guide. These developments will equip both
in-service and newly employed public servants with the required
information about most aspects of the Public Service. Other ongoing
developments that impact on the staff rules, regulations, circulars
and legislation related to human resources are available on the
Intranet via Public Service Information Online (http://www.eservice.
net.local ), which is accessible to all public servants.
Another key development in the Public Service is the establishment

of the Namibia Institute for Public Administration and Management
(NIPAM). NIPAM will respond comprehensively in an integrated
and professional approach to the capacity-building needs of the
Namibian Public Service. NIPAM will also act as a catalyst in terms of
evolving a new culture of public service by way of training. NIPAM’s
Policy Framework, which has been approved by Cabinet, calls for
capacity management and professional competencies development,
and for inculcating among public servants a sense of the purpose,
values and traditions of public service in order to effectively serve the
people of Namibia.
Government is committed to using information and communication

technology as a means to ensure sufficient and effective service
delivery to all citizens. For this reason, the Government will continue
to implement the e-Governance Policy, and efforts are being
undertaken to put public service online, thus making service available
to the public 24 hours, 7 days a week.
We are all expected to redouble our efforts to make sure that efficient,
effective and accountable services are provided to everyone in the
country. Therefore, I urge all public servants to familiarise themselves
and internalise the content of this publication.
Frans Kapofi
Secretary to Cabinet
15
List of
abbreviations
DHRD Directorate of Human Resource Development

DPSITM Department of Public Service Information
Technology Management
ERDMS Electronic Records and Documents Management
System
GIPF Government Institutions Pension Fund
HOSSM Home Owner’s Scheme for Staff Members
ICT information and communication technology
IT information technology
NDP National Development Plan
NIPAM Namibia Institute of Public Administration and
Management
O/M/A Office/Ministry/Agency
PSC Public Service Commission
PSSR Public Service Staff Rules
s/he she or he
List of icons
This symbol means that there is a link between the Pocket

Guide and the Public Service Information Online (http://www.
eservice.net.local), where you will find more information.
 Telephone number
 Website address
16
PART 1
Delivering a service
♦ What is a Public Service?
♦ What is a public servant?
♦ Customer service
♦ Ethics
17
What is a
Public Service?
Human beings are social beings. Since early times, they have formed
groups in which they lived and worked. The larger the group and the
more different their members, the more obvious it became that some
needs were common to everyone in the group, and that these needs
could be met effectively by a central body. Various political systems
and forms of government throughout the centuries have tested how
such a body could function, what products and services it could offer,
and how far it needed to become involved in the community’s daily
life.
In today’s world, a central body like this forms the administrative arm
of the political system of a country, and is called the Public Service.
By way of the Public Service, all kinds of economic development,
social progress and educational upliftment for the nation can become
a reality. These essential administrative activities include –
• putting the necessary laws in place
• making the community a safe place to live in by establishing
a police force, prison services and a defence force
• giving citizens basic health and medical care
• creating a framework in which education and training can
take place, and
• building roads, railways and airports, so that the economy
can be developed.
Of course, any Public Service needs money to achieve all these goals –
and this is where paying our taxes comes in. Revenue that is collected
from various taxes is used to develop and maintain the organisational
and physical infrastructure needed to deliver the important services
mentioned above.
18
The private sector, on the other hand, delivers goods and services
that are not always essential. Also, their goal is to make a profit. In
this sector, supply and demand determines how much a product or
service costs. You, as a buyer, can then choose whether or not to
spend your money on those goods or services.
What exactly is the Public Service of the Republic of Namibia?

What does the law say?
“… a Public Service for the Republic of Namibia … shall be

impartial and professional in its effective and efficient service
to the Government in policy formulation and evaluation and in
the prompt execution of Government policy and directives so
as to serve the people of the Republic of Namibia and promote
their welfare and lawful interests”.
(Public Service Act, 1995 [No. 13 of 1995], Part I, section 2)
HEALTH
Education
LAND
Housing
ROADS
LAND
Safety
19
What is a
public servant?
Clearly, a public servant is someone

who serves the public. But what does
that mean, exactly?
The public is made up of –

• all the country’s citizens, and
• anyone else who lives in the
country,
while being a public servant broadly

means –
• any person who works for
any part of the central,
regional or local
Government, or for a
parastatal.
A parastatal is an
organisation that is established
by law as a company or corporation;
managed along business lines, similar to a
commercial organisation, but in which government has a majority
or controlling interest, and where government directly subsidises
the social services: therefore not self-financed – a long-term
arrangement (How to outsource, 1998:23).
In the Namibian context, the title public servant refers to any

person employed in any Office, Ministry or Agency (O/M/A) of the
Public Service of the Republic of Namibia. For the sake of simplicity
in this Pocket Guide, the term public servant includes civil servant,
employee, and staff member, although the latter terms differ
slightly in meaning from each other.
20
Employee refers to an individual, other than an independent
contractor, who works for another person and who receives,
or is entitled to receive, remuneration for that work, or in any
manner assists in carrying on or conducting the business of an
employer (Labour Act, 2007 (No. 11 of 2007).
Staff member means any person employed in a post on or

additional to the establishment as contemplated in section 4
of the Public Service Act, 1995 (No. 13 of 1995), and includes
the Secretary to the Cabinet and the Secretary to the President.
Very importantly, as a public servant you are neutral in respect of the

Government of the day. This means that, no matter what political
party won the general elections, you will serve the public without fear
or favour and you are responsible for executing all the policies of the
Government of the day.
Customer service
As you know, you have been employed to serve the public – your
‘customer’. Every member of the public you serve pays for your
service by means of his/her taxes, e.g. income tax and value-added
tax (VAT) (see Part 8).
As a public servant, you are part of a Government O/M/A that offers a

service to the public. Because the public demands and pays for your
service, every customer you serve – directly or indirectly – is entitled
to service that is –
• polite and helpful
• without discrimination of any kind
• professional and competent (that is, you are able to do your
job properly), and
• open (that is, you will offer him/her any information they
have a right to know).
21
What is openness, as practised in the
Public Service?
Openness refers to giving information on how public

services are managed, what specific services cost, and
how they perform (“Public Service Charter Principles”;
OPM 1997).
In being open, you need to strike a balance between

confidentiality and transparency. These definitions may
help:
confidential
secret, trusted with secret matters
transparent
easily seen through, obvious, easily understood,
open
To give an example of confidential information, think

about the President deciding to appoint new Ministers.
Even though you may know exactly who the new
Ministers are going to be, you must treat the information
as secret. The public is not permitted to have this
confidential information before the President gives his/
her permission to release it.
An example of how the Public Service must be

transparent is in the way that it conducts the nation’s
finances. There may be nothing strange or hidden about
this, and every member of the public has the right to
know exactly what his/her tax money was used for.
An easy way to decide whether information is confidential

is to know whether the public has a Constitutional or
other legal right to have that information.
22
You have three main
customers to serve:
• The public (Namibian
Public Servant
Politician
citizens, tourists,
and visiting business
GOVERN-
MENT
persons)
• Your colleagues in the
Public Service, and
• Political office-bearers,
who will need your
services from time to
time.
As a newly employed public servant, you have the right to be trained

in customer care. This training could be offered by the Namibia
Institute of Public Administration and Management (NIPAM) (see Part 6).
The importance of customer care in the Public Service has resulted in

the development of certain charters. (A charter describes, in writing,
the services offered and the standards thereof an O/MA aims to
achieve). Namibia has developed the Public Service Charter, which is
in line with the African Charter on the Values and Principles of Public
Service and the Administration (African Charter). These Charters
have formed the basis of developing several individual Customer
Service Charters for each Government O/M/A in Namibia (see Part
3). Make sure you are aware of what these Charters say, and that you
have your own copy of the Customer Service Charter for your O/M/A
if it has already developed one. In this way, you will know exactly what
standards are expected of you, and you can strive to meet – and even
exceed – those standards.
For example, the Namibian Public Service Charter identifies

general principles that guide us in delivering service to the Namibian
public. The purpose of the African Charter, on the other hand, is to
create a system of rules and standards that all public servants across
Africa are proud to uphold.
23
Unprofessional
behaviour
Just like in the business world, if your customers do not receive the
quality service they are paying for, they have the right to complain.
Where do they go?
Before that question is answered, you need to remember that part

of your duty is to make the public aware that most O/M/As have
developed Customer Service Charter brochures or booklets for
themselves. These Charters, as you now know, contain the services
that each O/M/A renders, the standards each O/M/A strive to meet,
how to complain if the public is dissatisfied with the service rendered
and what the O/M/As expect from the public to ensure that a service
can be delivered. Please make sure the Charters are placed at points
where any member of the public can pick them up and read them.
Hello,
Sweetie!
24
DIR
EC
TO
R
Let us get back to the question of where the public goes to complain.
Each O/M/A has a Media Liaison Officer or a designated officer, who
is the main contact between each O/M/A and the public. A member
of the public would contact this person to report the problem s/he
had experienced. The person could fill in the complaint form that
appears at the back of some of the Customer Service Charters. The
person could also follow the complaint procedure as set out in some
of the Customer Service Charters.
If s/he is not satisfied with the answer given by the O/M/A concerned,
the matter can be taken up with the Permanent Secretary of the
Office or Ministry, or the Accounting Officer of the Agency. If all else
fails, the complainant can report the problem to the Office of the
Ombudsman (see Part 2).
But what should you do if you see a colleague acting unprofessionally

– acting in a way that goes against the principles of the African
Charter, the Namibian Public Service Charter, or the Customer Service
Charters? In these cases, you have the responsibility to talk to your
colleague about it. If s/he still acts in a way that goes against the
Charters, you can discuss it with his/her supervisor.
25
Ethics
Ethics can be defined as a bundle of rules or standards accepted

by a group of people, and according to which the group judges the
rightness or wrongness of how its members behave.
Ethics in our Public Service are based on rules and standards that
spell out what is right and wrong (that is, moral) in official work, in
the special context of our own political, economic, technological and
social environment. So as a public servant, the public will judge the
way you behave in terms of those ethics, that is, how you apply those
moral standards in your official work.
Besides the various Charters, you are also guided in your work by the
Public Service Code of Conduct – the official set of rules of
behaviour you need to follow in performing your official duties. The
Code of Conduct forms part of the Public Service Staff Rules (PSSR E.X/
II), and looks at things like –
• your general responsibilities as a public servant
• your involvement in political activities
• what to do if there is a conflict of interest between your duty
as a public servant and some other matter
• how to use Government money, property, goods and
services
• managing official information
• making statements about official matters
• accepting gifts or benefits
• work outside the Public Service
• official hours of attendance at work
• dressing in a professional and suitable way
• discrimination, and
• harassment of any kind.
26
Unethical behaviour
What will you do when you see a colleague acting in a way that is not
in line with the Public Service Code of Conduct? It is also part of your
duty to know what activities are seen as morally wrong – and to report
any wrongdoing to your superiors.
A corrupt public servant is someone who uses public money or

property for his or her own personal use. For example, why not
quickly use your Government vehicle to do some shopping? Why not
quickly photocopy that recipe book for yourself? The answer to these
questions should always be “No” – because the car (or the computer,
the photocopier, the pencil, etc.) belongs to the government and not
to you personally.
GRN 1150
27
If you act in a way that goes against the Code of Conduct, you may
be found guilty of misconduct. If so, disciplinary action will be taken
against you under section 25 of the Public Service Act, 1995 (No. 13
of 1995) .
If you lack professional ethics in your work, you will lose respect from
the public and your colleagues – not to mention losing self-respect.
Unethical activities can also lead to prison.
28
PART 2
Government structure
♦ The Executive
♦ The Legislature
♦ The Judiciary
♦ Other important institutions
29
 http://www.grnnet.gov.na
The Government of the Republic of Namibia is divided

into Central, Regional and Local Government.
Although the main emphasis in this text will
be on Central Government, a short
explanation of Regional and
Local Government will be given
as well. Legislature Executive
As you know, each of Namibia’s

13 administrative Regions has its
own Regional Council. Together,
these make up the Regional
Government network. The 13
Regions are Caprivi, Erongo,
Hardap, Karas, Kavango, Khomas,
Kunene, Ohangwena, Omaheke,
Omusati, Oshana, Oshikoto, and
Otjozondjupa.
In the Local Government set-up,

representatives on municipalities,
town councils and village councils
service cities, towns, villages and
settlement areas.
By means of the Local and Regional

Government network, every citizen in the
nation, no matter how far they live from the
Central Government in the capital city, can
make their voice heard.
The Namibian Central Government is divided into

three State organs by means of which the country is administered:
• the Executive
• the Legislature, and
• the Judiciary.
30
Each organ of State has a specific function to perform, and it is
assisted in that function by the other organs. For example, the
Executive branch of Government is made up of the President
and other members of the Cabinet. The Executive has the power
and responsibility to initiate and execute – with the President’s
agreement – any laws that have been brought into existence
by the legislative (law-making) branch of Government,
namely the Legislature.
Judiciary
The Legislature (Parliament) is made up of the
National Assembly and the National Council. These
two Chambers, as they are known, are responsible for
creating, evaluating, and passing laws.
Once the Legislature has passed a law, the Executive

organ of Government executes it, that is, the law is
put into practice.
The Judiciary then has the responsibility of judging

whether citizens live within those laws, and deals with
them accordingly in the courts of law.
In addition to these three organs of State, some

institutions were created to offer specific support to
Government, but they are not part of the Executive,
Legislature or Judiciary. These support institutions
are –
• the Judicial Service Commission
• the Public Service Commission
• the Office of the Ombudsman
• the Electoral Commission of Namibia
• the Anti-corruption Commission
• the Stated-owned Enterprise Governance Council, and
• the Namibia Institute for Public Administration and
Management.
31
The Executive
The Executive branch of Government – which includes all the various

Government Offices, Ministries and Agencies – sees to it that all laws
passed by the National Assembly and Council are carried out.
The President of the Republic of Namibia heads the Executive, and s/

he is assisted by the Cabinet. The Cabinet consists of –
• the President (who chairs the Cabinet meetings)
• the Prime Minister
• the Deputy Prime Minister, and
• all the Ministers.
Other members that serve on the Cabinet, such as the Director-

General of the National Planning Commission and the Attorney-
General, are not ordinary members of Cabinet: they are only invited
to Cabinet meetings when required. Together, the Cabinet executes
national policies, guided by the Constitution and Acts of
Parliament.
The Prime Minister is the Chief Advisor to the President and the
overall coordinator of the Government Offices (such as the Office
of the President), Ministries (such as the Ministry of Home Affairs),
and Agencies (such as the National Planning Commission). Ministers
direct, coordinate and supervise/oversee different activities in their
respective Ministries, and explain these actions to the National
Assembly as well as to the public.
Other useful places to visit or contact for information on the

Government and the laws of the country are –
• the Parliament Library, and
• the National Archives.
What follows in the next few pages is a list of Government institutions.

They are all responsible for carrying out the administrative functions
32
of the Government. For each Office, Ministry or Agency (O/M/A), a
short background is given on its role in the country’s administration,
after which a list of its main line functions is given. However, because
all these institutions have support sections that deal amongst with
personnel, finance and information technology such information has
been left out.
What is the difference between a

Government Office, Ministry and
Agency?
Although a person on the level of Permanent Secretary
heads each of these institutions, they differ in size and level
of responsibility. For example, the Office of the President
and the Office of the Prime Minister are the highest
level of Government institution in the country because
they are headed by the President and the Prime Minister,
respectively.
A Ministry is the largest of the three types of Government

institution. It differs from high Offices because it is headed
by a Minister. Each Minister is responsible for reporting on
his/her Ministry’s business to Parliament.
An Agency performs a specific function and is headed by

political office-bearer other than a Minister. Some of the
Agencies are also called Offices, e.g. Office of the Auditor-
General. However for the purpose of the Government
structure, such Offices are seen as Agencies.
33
Offices
Office of the President
 061 270 7111
 http://www.op.gov.na
The Office of the President is the highest and most important Office
in the country. It provides all the necessary support to the Head of
State in the carrying out of all his/her national responsibilities.
The Office of the President consists of the following:

• President’s Private Office
• Directorate of Founding President Support Services
• Cabinet Secretariat
• State House and Administration, and
• Department of Economic Policy Advisory Services.
The following Agencies are part of and report to the Office of the
President:
• National Planning Commission  061 283 4111
• Namibia Central Intelligence Services,  061 225 942
and
• Office of the Auditor-General.  061 237 443
STATE HOUSE
REPUBLIC OF NAMIBIA
34
Office of the Prime Minister
 061 287 9111
 http://www.opm.gov.na
The Prime Minister, as the leader of Government business in

Parliament, coordinates the work of the Cabinet and advises and
assists the President in executing Government functions. The Prime
Minister is also responsible for the overall management of the Public
Service.
The Office of the Prime Minister consists of the following:

• Bureau
• Deputy Prime Minister’s Office
• Department of Public Service Commission Secretariat
• Department of Public Service Management
• Department of Public Service Information Technology
Management
• Directorate of Disaster Risk Management
• Efficiency and Charter Unit
• State-owned Enterprise Governance Council Secretariat
• Namibia Institute of Public Administration and Management,
and
• Disability Unit.
35
Ministries
Ministry of Agriculture,
Water and Forestry
 061 208 7111

 http://www.mawf.gov.na
This Ministry focuses its efforts on promoting, developing, managing

and the use of agricultural, water and forest resources.
The Ministry oversees all Government policies and operations in

regard to agricultural, water and forest resources to ensure that the
policies are properly implemented and their objectives achieved.
The Ministry consists of the following:

• Department of Agriculture, and
• Department of Water Affairs and Forestry.
36
Ministry of Defence
 061 204 9111

 http://www.mod.gov.na
The Ministry of Defence is responsible for operating a cost-effective,

professional and highly mobile national defence system that will
safeguard Namibia’s territory, inhabitants, and national interests and
contribute to national development and world peace. The Ministry
also provides support to Civil Authority and community if requested.
The Ministry of Defence is co-located with the Namibian Defence

Force Headquarters and consists of the following:
• Directorate of Operations and Training
• Directorate of Logistics
• Directorate of Defence Intelligence
• Directorate of Defence Health Services
• Directorate of Construction and Maintenance
• Defence Procurement, Research and Development Division,
and
• Central Staff Division.
37
Ministry of Education
 061 208 3111

 http://www.mec.gov.na
http://www.etsip.na
The vision of this Ministry is to have a learning nation with an excellent

education and training system for improved quality of life. The
Ministry provides education and training for national development.

• Schools/Formal Education
• Department of Lifelong Learning
• Department of Tertiary Education, Science and Technology
• 13 Head Office Directorates, and
• 13 Regional Directorates of Education.
EDUCATION
Our Future
THE WAY
AHEAD
38
Ministry of Environment and Tourism
 061 284 2111

 http://www.met.gov.na
The mission of this Ministry is to –

• rehabilitate and maintain ecological processes and life
support systems
• conserve biological diversity, and
• ensure that renewable life processes are sustainable for
both the present and the future generations.

• Directorate of Environmental Affairs
• Directorate of Tourism
• Directorate of Parks and Wildlife Management, and
• Directorate of Scientific Services.
39
Ministry of Finance
 061 209 9111

 http://www.mof.gov.na
The objectives of the Ministry of Finance are to –

• make sure equal socio-economic development is sustained
• develop the best possible way of collecting revenue from
the public
• ensure that the way Government money is spent delivers
results and value for money
• manage public assets and liabilities, and
• make sure staff and other resources are effectively
managed.

• Department of State Accounts
• Department of Revenue Management, and
• Directorate of Economic Policy and Advisory Services.
40
Ministry of Fisheries and Marine Resources
 061 205 3911

 http://www.mfmr.gov.na
This Ministry –
• promotes aquaculture development in Namibia by
helping community and subsistence farmers get access to
fingerlings and by providing extension services to small-
scale fish farmers
• makes sure all sea animals and plants are used and
conserved in the best possible way
• makes sure all sea resources are managed well by limiting
the catch allowed for certain species of fish, granting fishing
rights prudently, and giving quotas
• ensures Namibians become more active in fisheries, and
• makes sure everyone follows the law by monitoring and
controlling all fishing activities in Namibian waters (the
Exclusive Economic Zone, or EEZ), including any illegal,
unregulated or unreported fishing in the EEZ.
Quota means the part of the total allowable catch which may
be harvested by a holder of a right or a group of holders of
a right in respect of a given marine resource, and which is
allocated under section 39 of the Marine Resources Act, 2000
(No. 27 of 2000).
41
TAC refers to the total allowable catch set by the Minister to
limit the quantity which may be harvested in respect of any
resource in a given period.

• Directorate of Resource Management
• Directorate of Operations
• Directorate of Policy, Planning, and Economics, and
• Directorate of Aquaculture.
The Ministry is also responsible for the following parastatals:

• Namibian Maritime and Fisheries Institute (NAMFI):
Responsible for training in the maritime field
• Fisheries Observer Agency (FOA): Responsible for providing
the Ministry with scientific data collection, commercial
sampling, and observatory services
• Namibian Fish Promotion Trust: Responsible for promoting
fish to national consumers, and
• National Fishing Corporation of Namibia Ltd: Responsible for
fishing, processing and selling fish and fish products.
42
Ministry of Foreign Affairs
 061 282 9111

 http://www.mfa.gov.na
The main objectives of this Ministry are as follows:

• To promote and protect Namibia’s sovereignty as a state,
integrity as a territory, security as a nation, and the well-
being of society
• To make Namibia more prosperous through economic
growth and sustainable development
• To promote international peace and security, regional
cooperation and South–South cooperation
• To promote the policy of non-alignment
• To protect the welfare of Namibian citizens abroad, and
• To provide professional and appropriate services to the
Government, private institutions and the country and all its
people.

• Department of Bilateral Affairs
• Department of Multilateral Affairs
• Department of Protocol and Consular Affairs
• Directorate of Treaties and Agreements
• Directorate of Information and Research, and
• 26 Foreign Missions and 2 Consulates.
43
Ministry of Gender Equality
and Child Welfare
 061 283 3111
 http://www.mgecw.gov.na
The mandate of this Ministry is, firstly, to make sure men and
women are treated equally and benefit from equal socio-economic
development, and secondly, to look after the well-being of children.
The main objectives of the Ministry are to –

• improve the status of women and girls
• promote equal development services for the community
that are easily available
• make sure children are cared for and protected, and
• make sure all these services are delivered efficiently and
effectively.

• Directorate of Gender Equality
• Directorate of Community and Integrated Early Childhood
Development, and
• Directorate of Child Welfare Services.
44
Ministry of Health and Social Services
 061 203 9111

 http://www.healthnet.org.na
The Ministry of Health and Social Services is responsible for –

• overseeing and regulating the public, private and non-
governmental sectors
• providing quality health and social services, and
• making sure that these services are available to everyone
equally, are affordable, and are sustainable.

• Department of Health and Social Welfare Policy
• Department of Regional Health and Social Welfare Services,
and
• Department of Policy Development and Resource
Management.
45
Ministry of Home Affairs and Immigration
REPUBLIC OF
NAMIBIA
PASSPORT
 061 292 9111

 http://www.mha.gov.na
This Ministry is responsible for –

• administering national documents such as Identity
Documents (IDs) and passports to Namibian citizens
• managing the national population register
• the administration of documents for foreign nationals, such
as visitors’ visas and temporary residence permits, and
• dealing with matters relating to refugees.
The Ministry is also responsible for issuing IDs, birth and death
certificates, marriage certificates, passports, work permits, residence
permits, permanent residence permits, citizenship, and visas.

• Directorate of Immigration and Border Controls
• Directorate of Population Services, and
• Directorate of Refugee Administration.
46
Ministry of Information
and Communication Technology
 061 283 9111

 http://www.mict.gov.na
This Ministry is responsible for laying the foundation for using and
developing information and communications technology (ICT) in a
faster way, and for coordinating the management of information.
The mission of the Ministry is to –

• develop and promote ICT growth to become the main pillar
of economic development in Namibia
• offer an information service that is timely, coordinated, and
effective, and
• promote helpful discussion on socio-economic
development and democracy, with a view to making
Namibia a more informed and knowledgeable society.

• Directorate of Communication
• Directorate of Print Media Affairs, and
• Directorate of Audiovisual Media, Copyright and Regional
Offices.
47
Ministry of Justice
 061 280 5111

 http://www.moj.gov.na
The mission of this Ministry is to provide quality judicial and legal

services. Its vision is to be a model of accessible and timeous justice
for all – irrespective of colour, race, ethnic origin, sex, religion, creed,
or social or economic status.

• Directorate of Court Services
• Directorate of Legal Aid
• Directorate of Legislative Drafting
• Directorate of Law Reform
• Directorate of Office of the Ombudsman
• Directorate of Master of the High Court
• Directorate of Registrar of the Supreme and High Courts
• Directorate of Legal Advice
• Directorate of Minister and Attorney-General’s Support
Services
• Directorate of Civil Litigation
• Directorate
of Public
Prosecutions,
and
• Directorate of
Legal Services.
48
Ministry of Labour and Social Welfare
 061 206 6111

 http://www.mol.gov.na
The core functions of this Ministry are to ensure –

• labour peace
• social justice
• equality in employment
• social protection for all, and
• the enforcement of fair labour practices.
In this way, the Ministry aims to provide sustainable protection to

every member of society, offer continued discussion of labour and
welfare matters in society, and tripartism (cooperation between all
three parties in labour: the Government, the labour unions, and all
employers).
To ensure a stable, yet vibrant, labour market, the Ministry is the

custodian of the national labour market information system, through
which employment creation and poverty reduction is facilitated.
The Government has passed comprehensive labour legislation that

provides for workers’ and employers’ rights and obligations, and
their occupational health and safety, and it institutionalises tripartism
in the labour sector. As a member of the International Labour
Organisation (ILO) conventions, as well as a number of other high-
priority conventions.
Tripartite statutory bodies under the Ministry of Labour and Social

Welfare are –
• the Labour Advisory Council, and
• the Social Security Commission.
49
Other than these statutory bodies, the Ministry consists of –
• the Employment Equity Commission
• the Office of the Labour Commissioner
• the Directorate of Social Welfare
• the Directorate of Labour Services
• the Directorate of Labour Market Services, and
• the International Relations and Advice Division.
50
Ministry of Lands and Resettlement
 061 296 9111

The Ministry of Lands and Resettlement is the main agent in land

planning and administration. Therefore, this Ministry is responsible
for rendering services to close the gap in respect of land ownership,
as well as in resettling previously disadvantaged Namibians on
the land bought by the Government. The Ministry’s mission is to
prudently administer Namibia’s land policy by following reforms
that help to make land and land services affordable and available to
all citizens. The Ministry also sees to it that land is used responsibly
and efficiently, so that all stakeholders in land in Namibia can share
sustainable benefits from it.

• Department of Land Management, and
• Department of Land Reform and Resettlement.
51
Ministry of Mines and Energy
 061 284 8111

 http://www.mme.gov.na
This Ministry acts as the custodian (guardian) of Namibia’s rich

endowment of mineral and energy resources. It also serves to create
an environment in which the mineral and energy sectors can prosper.
The function of the Ministry is to make sure Namibia’s mineral,

geological and energy resources are developed and used sustainably
to the best advantage of the country and her citizens.

• Directorate of Diamond Affairs
• Directorate of Energy
• Directorate of Geological Survey of Namibia, and
• Directorate of Mines.
52
Ministry of Regional and Local
Government, Housing and Rural Development
 061 297 5111
TI
USA
OSHIKOTO
KAVANGO CAPRIVI
OM
 http://www.mrlgh.gov.na KUNE
N E
PA
ZO NDJU
OTJO
The Ministry of Regional and Local ERONGO

OM
AH
EK
E
Government, Housing and Rural KH

OM
A S
AP
Development has the role of HARD
coordinating and spearheading KARA

S
the decentralisation process.
The Ministry consists of the

following:
• Directorate of Decentralisation Coordination
• Directorate of Regional and Local Government and
Traditional Authorities Coordination
• Directorate of Housing, Habitat, Planning and Technical
Services Coordination, and
• Directorate of Rural Development Coordination.
The objective of the Decentralisation Coordination Directorate is to

ensure that a decentralised system of governance is implemented
effectively and efficiently. This is done by providing direction to
management, coordination, consulting, training, and research.
The remaining three Directorates support the decentralisation

process. Such support takes the following form:
• Facilitating the establishment and development of effective
and efficient regional and local government and traditional
authorities that bring Government closer to the people and
make it capable of delivering services to the satisfaction of
all communities, and
• Providing support to regional and local authorities to ensure
the effective and efficient provision of shelter to low-income
groups and to improve the social and living conditions of
the community.
53
Ministry of Safety and Security
 061 284 6111

 http://www.nampol.gov.na
 http://www.mpcs.gov.na
This Ministry ensures Namibia’s internal security. This includes

maintaining law and order, and providing safe custody for offenders,
as well as rehabilitating them and integrating them back into society.

• Department of Namibian Police, and
• Department of Namibian Prison Services.
54
Ministry of Trade
and Industry
 061 283 7111

 http://www.mti.gov.na
This Ministry aims to be a catalyst for speedy, equal and sustainable

economic growth through investment, industrialisation, and trade.
The Ministry’s main objectives include the following:

• Developing suitable policies and laws for conducting
business in Namibia
• Trade
• Investment
• Promoting and encouraging sustainable economic growth
with equality, and
• Promoting and encouraging formerly disadvantaged
Regions, communities and individuals to take part in the
economy in a meaningful way.

• Namibia Investment Centre
• Department of Trade and Commerce, and
• Directorate of Industrial Development.
55
Ministry of Veterans Affairs
 061 296 3000

The main objectives of this Ministry, which was set up in 2006, are
to –
• register all veterans of the liberation struggle and their
dependants
• promote the welfare, well-being, and integration of veterans
and their dependants into the mainstream of social and
economic life in Namibia, and
• record the history of the liberation struggle, which brought
about the independence of the Republic of Namibia.

• Directorate of Policy, Heritage and Social Affairs, and
• Directorate of Planning and Development.
56
Ministry of Works and Transport
 061 208 8111

 http://www.mwtc.gov.na
The Ministry’s main objectives are to –

• develop policies and laws for the works and transport sector
• ensure that infrastructure is developed, all transport facilities
are maintained, and that all other State assets are managed
properly
• protect the interest of the public by creating and maintaining
transport systems that are adequate and will last long, and
• ensure that a financially sound transportation industry
is created, which includes promoting the interest of all
transport suppliers.
The Ministry is responsible for –

• policies and laws that ensure a safe environment
• developing and maintaining infrastructure in the areas of
works, transport and meteorological services
• managing all State assets, operations and contracts to
ensure that the State’s property is accounted for and in
good order
• delivering an efficient service to the public, to other
Government O/M/As, and to internal clients, and
• regulating and setting performance targets for State-
owned enterprises that fall under the Ministry of Works and
Transport. These are the following:
• Namibia Airports Company
• Namibia Ports Authority (Namport)
• Roads Authority
• Roads Contractor Company
• Motor Vehicle Accident Fund, and
• TransNamib.
57
• Department of Government Air Transport Services
• Department of Transport, and
• Department of Works.
58
Ministry of Youth, National Service,
Sport and Culture
 061 270 6111

 http://www.mynssc.gov.na
This Ministry is responsible for –

• developing and empowering the youth, and
• promoting sport, culture and the arts.
The Ministry’s mission is to empower and develop the youth, and

promote sport, the arts and culture through the efficient and effective
provision of services. The Ministry’s vision is to be a vibrant and
dynamic organisation excelling in service delivery realising the full
potential of the youth, the arts, culture and sport in nation-building.

• Directorate of Youth
• Directorate of National Youth Service
• Directorate of National Heritage and Culture
• Directorate of Arts, and
• Directorate of Sport.
59
Office of the Attorney-General
 061 281 2243

The Attorney-General serves as the most important legal adviser

to the Government. The Attorney-General is appointed by an Act
of Parliament. S/he is one of two Chief Law Enforcement Officers
in the Public Service. (The other one is the Prosecutor-General.)
The Attorney-General is assisted by –

• the Directorate of Legal Advice, and
• the Directorate of Civil Litigation.
Prosecutor-General
 061 374 200 / 374 201

The Prosecutor-General is the prosecuting authority of the

State. This means that s/he prosecutes (makes a case against
someone) in the name of the Republic of Namibia in criminal
proceedings in all courts in Namibia. The Prosecutor-General
also defends and institutes appeals in criminal cases in the High
Courts and the Supreme Court.
Government Attorney
 061 281 2451

The Government Attorney handles cases on behalf of O/M/

As, the Master of the High Court, statutory commissions such
as the Electoral Commission of Namibia and the Magistrates’
Commission, and boards such as the Tender Board of Namibia.
The Government Attorney is also responsible for defending the
Government in civil cases.
60
Agencies
Auditor-General
 061 285 8000
 http://www.oag.gov.na
The Office of the Auditor-General audits (examines) the financial

statements of central Government Ministries, Government funds,
Government boards, statutory bodies, municipalities, regional
councils, town councils and village councils. This means that every
financial transaction involving Government money is checked for
correctness, for being within the law, and for being used for the
purpose that the National Assembly intended.
The Office of the Auditor-General also carries out Performance Audits,

which examine the way in which public resources – such as public
money – are used.
The Auditor-General needs to report the results of all audits to

the National Assembly. These audits are gone through carefully
by the Assembly’s Standing Committee on Public Accounts. The
Committee then reports to the Assembly on its findings, and makes
recommendations to improve financial management, controls and
the use of public resources.
61
As mentioned elsewhere in this booklet, the Office of the Auditor-
General is an Agency of the Office of the President.
The Office of the Auditor-General consists of –

• the Directorate of Financial Audit, and
• the Directorate of Financial (Statutory) Reforms, Performance
Audit and Research and Development.
National Planning Commission
 061 283 4111

 http://www.npc.gov.na
As mentioned earlier, the National Planning Commission (NPC)

falls under the Office of the President as one of its Agencies. The
NPC identifies and plans the priorities and direction of national
development. The NPC also undertakes, designs, implements
and monitors development plans, projects and programmes, and
makes sure they are in line with national development goals and
objectives. The aim of these tasks is to make sure Namibia enjoys
sustainable economic growth, equity, social harmony, and balanced
development.
The NPC consists of the following:

• Central Bureau of Statistics
• Directorate of Development Cooperation, and
• Directorate of Development Planning.
62
The Legislature
The Legislature (Parliament) has the power, with the President’s

agreement, to pass laws in the best interest of Namibia. The
Legislature also creates a space for participatory democracy to take
place, in line with the Constitution of the Republic of Namibia.
The Legislature is a bicameral Parliament. That is, it consists of two

Houses: the National Assembly and the National Council.
The National Assembly
 061 288 9111

 http://www.parliament.gov.na
Members of the National Assembly are elected for a term of 5 years.

The National Assembly consists of 78 members: 72 members elected
by the people, and 6 members appointed by the President by virtue of
their special expertise, status, skills or experience. These six members
have no voting rights in the National Assembly. The 72 members are
elected on a proportional representation basis (an electoral system in
which a party gains seats in proportion to the number of votes cast
for that party).
63
The vision of the National Assembly is to be a legislative chamber
that is truly representative and highly regarded; is citizen-friendly;
and that practises Parliamentary democracy in the best interest of all
Namibians.
As the principal legislative house, the mission of the National

Assembly is to –
• initiate, pass and amend laws
• establish national priorities based on citizens’ needs
• consider and approve Government budgets and proposals,
and
• regularly appraise Government’s execution of activities.
The mandate of the National Assembly is to –

• debate, vote on, pass or reject proposed laws (known as
Bills) when they are tabled in the House
• hold public hearings to get citizens’ views on Bills or issues
that the House or its Committees are considering
• debate and approve Government spending, regulate
taxation, consider budgets prepared by various Government
O/M/As, and pass relevant laws
• approve bilateral and international agreements entered into
by the Government
• receive reports on the activities of government O/M/As and
parastatals
• debate issues and advise the President on matters which the
Constitution has authorised him/her to deal with, and
• scrutinise the activities of Government O/M/As.
The National Assembly is supported by a Secretariat in carrying out its

duties. This Secretariat consists of the following:
• Office of the Speaker
• Directorate of Table Office
• Directorate of Legal Services
• Directorate of Committee Services
• Directorate of Library and Computer Services (Common
Services), and
• Research, Publication and Editorial Services Division.
64
The National Council
 061 202 8000

 http://www.parliament.gov.na
The National Council is the House of Review of the bicameral

Parliament of Namibia. The National Council comprises 26
elected members, made up of two Councillors drawn from
each of Namibia’s 13 Regions. Regional Councillors are
elected from constituencies by way of the first-past-the-post
(winner-takes-all) system (In this electoral system, a candidate
or a party is selected by getting a simple majority.) Each of the
13 Regional Councils elects two of its members to serve on the
National Council. National Councillors are elected for a term of
six years. The National Council and National Assembly support
each other’s duties and functions.
The National Council –

• considers and reviews all Bills that the National
Assembly refers to it
• submits reports and recommendations to the
National Assembly on Bills it has considered, and
• recommends matters of regional concern to the
National Assembly to consider.
The National Council is supported by the Secretariat in carrying

out its duties. This Secretariat consists of the following:
• Directorate Chairperson’s Office
• Directorate Specialised Services
• the Directorate of General and Information Services,
and
• the Directorate of Legal Services.
65
The Judiciary
The Judiciary is the third branch of Government. The Judiciary needs

to ensure that every citizen lives within the law, and that anyone that
breaks the law is brought to justice. The Judiciary consists of –
• the Supreme Court
• the High Court, and
• the Lower Courts.
The Courts are independent. This means they are subject only to the
Constitution and other laws. In other words, –
• no member of Cabinet (which includes the President, the
Prime Minister and all the Ministers)
• no member of the Legislature (Parliament, i.e. the National
Assembly and National Council), or
• any other person
is allowed to interfere with a judge or any other judicial officer while
they perform their work.
The Supreme Court

 061 279 900
 http://www.superiorcourts.org.na
The highest court in Namibia is the Supreme Court. The President

appoints a Chief Justice as the head of this Court, as well as
other Supreme Court Judges to assist the Chief Justice. In these
appointments, the President considers recommendations made by
the Judicial Service Commission. The Supreme Court is located in
Windhoek.
66
The High Courts
 061 292 1111

 http://www.superiorcourts.org.na
The second highest Court in Namibia is the High Court. The Judge-
President heads this Court, and High Court Judges assist him/her. The
Judge-President as well as all Judges of the High Court are appointed
by the President on the recommendation of the Judicial Service
Commission. The High Court of Namibia is situated in Windhoek, with
a second seat in Oshakati.
The Lower Courts
 061 280 5292

The Lower Courts (Magistrates’ Courts) are found in all the major
towns in Namibia. There are 35 permanent Magistrates’ Courts in
the country at present. A Magistrate usually heads a Lower Court
(which is why it is also called a Magistrate’s Court). If there is no
Magistrate, an Assistant Magistrate is appointed to postpone cases
until a Magistrate can be appointed.
67
The Judicial Service Commission
 061 224-364
In terms of our Constitution, this Commission makes recommendations
to the President when the following appointments are made:
• Supreme Court Judges
• High Court Judges
• the Attorney-General, and
• the Prosecutor-General.
The Magistrates’ Commission

 061 280 5331
The Magistrates’ Commission was set up in line with the Magistrates
Act, 2003 (No. 3 of 2003) to deal with matters that relate to the
appointment and conditions of service of Magistrates.
68
Other
important institutions
The Public Service Commission
 061 287 3037

 http://www.opm.gov.na
Article 112 of the Constitution provides for setting up a Public Service

Commission (PSC). In terms of the Constitution, the PSC needs to be
an independent and impartial body. It is accountable to the National
Assembly.
The PSC consists of a Chairperson and no fewer than three but

no more than six other persons nominated by the President and
appointed by the National Assembly by resolution.
A member of the PSC is entitled to serve for a period of five years

unless s/he is lawfully removed for good and sufficient reasons
in terms of the Constitution and procedures prescribed by Act of
Parliament. Every member of the PSC is eligible for reappointment.
The President may, in consultation with the Cabinet and on the PSC’s
recommendation, –
• set up any office in the Public Service not otherwise provided
for by any other law
• appoint any person to such office, and
• determine the length of time that the appointed person will
serve, as well as the terms and conditions of his/her service.
The functions of the Commission are defined by an Act of Parliament.

These functions include the power to advise the President and
Government on –
69
• appointing suitable, qualified persons to specified categories
of employment in the Public Service, taking gender balance
into account
• exercising enough disciplinary control over all appointed
persons to make sure personnel policy is administered fairly
• determining the remuneration and retirement benefits of all
appointed persons
• all other matters which by law relate to the Public Service
• performing all functions assigned to it by Act of Parliament
• advising the President on the identity, availability and
suitability of persons to be appointed by the President to
offices in terms of the Constitution or any other law.
The PSC also makes recommendations on the following:

• Directives, practices and systems created to give effect to
both personal issues (issues dealing with individuals, e.g.
their appointment) and non-personal issues (issues about
policies, processes and systems) in personnel administration
• Deviations from these directives, practices and systems,
depending on each individual case, and
• Appointment of the Auditor-General, the Governor and
Deputy Governor of the Central Bank, and high-ranking
officials such as Permanent Secretaries.
70
The Office of the Ombudsman
 061 207 3111

 http://www.ombudsman.org.na
The Ombudsman is an independent body and is subject only to

the Constitution and the law. The Ombudsman Act, 1990 (No. 7 of
1990) defines and describes the powers, duties and function of the
Ombudsman.
The Ombudsman is appointed by the President on recommendation

of the Judicial Service Commission. Once a year, the Ombudsman
reports to Parliament on the Office’s activities.
The function of the Ombudsman is to receive and investigate

complaints relating to poor administration, the environment, and
violations of human rights. Complaints about corruption are referred
to the Anti-corruption Commission.
The Ombudsman’s jurisdiction is limited to elected or appointed

officials or employees of any organ of central or local Government,
as well as parastatals. The only exception is when it comes to human
rights: no one is excluded from the Ombudsman’s jurisdiction in
cases of human rights violations.
71
The Electoral Commission of Namibia
 061 220 337

 http://www.ecn.gov.na
The Electoral Commission of Namibia (ECN) is the only body that is

allowed to direct, supervise and control the holding of Presidential,
National Assembly, Regional Council and Local Authority elections
in Namibia.
The ECN’s other duties include registering voters and political parties,
as well as maintaining a national voters’ register, and a register of
local authorities.
The ECN consists of the following:

• Office of the Director of Elections, and
• Directorate of Operations.
72
The Anti-corruption Commission
 061 370 600

 0800 222 888 (Toll-free line)
 http://www.accnamibia.org
The Anti-corruption Commission (ACC) is an independent and

impartial body. The ACC is responsible for –
• investigating allegations of corrupt practices
• educating the public on the evil and dangers of corruption,
and
• preventing corruption from happening.
The primary purpose of ACC is to combat and prevent corruption by –

• receiving or initiating and investigating allegations of corrupt
practices
• consulting, cooperating and exchanging information with
appropriate bodies or authorities
• educating the public and sending out information on the
evil and dangers of corruption, and
• encouraging and getting public confidence and support in
combating corruption.
The ACC consists of the following:

• Directorate of Investigation and Prosecution, and
• Directorate of Public Education and Corruption Prevention.
The ACC’s headquarters is in Windhoek. It also has a regional office

in Oshakati.
73
The State-owned Enterprise
Governance Council
 061 254 636

 http://www.cga.com.na
The SOEGC was established by the State-owned Enterprises
Governance Act, 2006 (No. 2 of 2006). The SOEGC is responsible for –
• laying down generally accepted standards of how to run
a business as well as good practices for State-owned
enterprises
• developing policies on how State-owned enterprises should
do their work, including policy on human resources, assets
and finance
• setting out ways to measure and evaluate the performance
of State-owned enterprises, and developing suitable ways to
check their performance
• laying down rules –
• in agreements between the portfolio Minister and the
board of a State-owned enterprise on how the enterprise
should be run
• in agreements between the portfolio Minister and the
individual members of a board and its chief executive
officer and other senior management staff on how they
are to perform in their jobs
• on the salaries and benefits to be paid to board
members, chief executive officers and other senior
management staff of State-owned enterprises, and
• on the benefits of employees of State-owned enterprises
generally
• determining the number of members to be appointed to
the boards of State-owned enterprises, and advising the
portfolio Minister on the appointment of such members
74
• giving the portfolio Minister its comments on the annual
budget of a State-owned enterprise submitted to that
Minister for approval and provided to the SOEGC for its
information and comment
• helping with providing training and development
programmes on corporate governance and efficient
management for the board members and management of
State-owned enterprises
• considering submissions made by State-owned enterprises
on how profits will be distributed each year and what
dividends will be declared
• if Cabinet identifies the State-owned enterprise has to be
restructured, submitting to Cabinet for decision a proposed
restructuring plan that the SOEGC has prepared and
approved, and
• classifying Stated-owned enterprises into the following
categories:
• Regulatory enterprises
• Service-rendering enterprises
• Economic and productive enterprises, and
• General enterprises.
75
The Namibia Institute for Public
Administration and Management
 061 287 2020

 http://www.nipam.gov.na
In order for Namibia’s National Development Plans (NDPs)
and, ultimately, Vision 2030 to be achieved, public sector staff
members need to develop the competencies they need to play a
transformational role towards realising that vision.
The Namibia Institute of Public Administration and Management

(NIPAM) is a key Government initiative to fulfil this commitment.
NIPAM will respond to the capacity-building needs of Namibia’s
unified Public Service in a comprehensive way, and by taking an
integrated and professional approach to meeting those needs. It will
also help to bring about a new culture of service in the Public Service,
and a new training system for public servants in Namibia.
76
The NIPAM Policy Framework, approved by Cabinet, calls for capacity
management and professional competencies development and
to inculcate among public servants a sense of purpose, values and
traditions of public service to effectively serve the people of Namibia.
NIPAM’s own vision is to become a world-class institution in catalysing

governance reforms in Namibia by bringing together knowledge,
technology and people. NIPAM seeks to achieve this by transforming
the Public Service in Namibia through building management and staff
competencies and providing organisation development support and
consulting services.
NIPAM campus is a state of the art training facility located at Erf 27, in
Olympia at the corner of Frank Fredericks Drive and Paul Nash Street.
The campus consists of lecture halls equipped with audio visual and
video conferencing facilities, library and documentation centre,
computer and media laboratory, administrative offices, an open-air
amphitheatre and a cafeteria.
77
78
PART 3:
Public Service reform
and development
♦ Vision 2030
♦ Strategic planning and management
♦ Medium-term Expenditure Framework
♦ Public Service Charters
♦ Performance Management System
♦ Human Resources Information Management System
♦ Business Process Re-engineering Model
♦ Electronic Documents and Records Management System
♦ Decentralisation
79
Vision 2030
Background
 061 283 4196 / 283 4225
The stimulus for formulating a vision for Namibia emanated from

the wise counsel of His Excellency the Founding President, Dr Sam
Nujoma, in his maiden statement in January 1998. He called on the
Cabinet, in the interest of the Government and the people, to be clear
“about where we are, where we want to go from here, and over what
time frame”. He further urged the Cabinet to discuss the vision for
improving the quality of life of the Namibian people to that of their
counterparts in the developed world.
Rationale
After Independence in 1990,
n
tio
ion
iat
uc
cil
red
t
Namibia implemented a three-
en
on
Trade
c h
alt
tm
rty
Re
es
He
ion
Inv Industrialisat
ve
year Transitional Development lity

Po
ua
Natural
resource Eq
ent
Plan and two five-year National
s
loym
ation
Educ Emp
Development Plans (NDPs).

for a
ll
However, these short- and

medium-term NDPs tended
to address immediate needs
and missed a long-term vision
towards which each plan would
be working. This resulted in a
desire to formulate a long-term
strategy – in the form of Vision
2030. Vision 2030, therefore,
fills the gap of a broad, unifying
framework that defines clearly
where we are today as a nation,
where we want to be, how to get
there, and over what time frame.
80
Coordination
The process of formulating a shared national vision for Namibia was
spearheaded by the National Planning Commission and took place
between 1999 and 2004 when Vision 2030 was officially launched. At
the top of the organisation structure for management of this vision
was the national core team. This team of experts in various fields was
supported by a national committee, a steering committee, and the
National Planning Commission.
Formulation
The Vision 2030 formulation process was based on a careful analysis
and review of Namibia’s past and current experience in development
and its natural, material and financial resources as well as its
cultural, regional and international context. The following sources of
information formed the basis for the vision formulation process:
• A report on the views of opinion leaders on Vision 2030,
conducted by the National Planning Commission in April
2000
• A Decade of Peace, Democracy and Prosperity, 1990-2000,
published by the Office of the Prime Minister in 2000
• National aspirations and strategies, as expressed at regional
consultations in August 2001, and
• Reports of multidisciplinary research on Vision 2030, put
together by the Steering Committee for Vision 2030 in May
2001.
Based on these extensive consultations and analyses of the country’s

socio-economic development, eight broad issues were developed:
• Inequalities and social welfare
• Peace and political stability
• Human resources and institutional capacity-building
• Macroeconomic issues
• Population, health and development
• Natural resources and environment
• Knowledge, information and technology, and
• External environment.
81
In the Vision document, these issues are addressed through
eight objectives and 20 corresponding strategies. The Vision 2030
strategies pivot on sustainable development, as can be seen in the
official Vision 2030 Statement:
A prosperous and industrialised Namibia, developed by her human

resources, enjoying peace, harmony and political stability.
Creating awareness
A key element in the vision formulation process was that it needed

to be a shared vision, developed through national discussions.
Because a vision that is not shared may be socially and politically
unacceptable to the nation, as a tool for social dialogue and as part of
good governance, the vision process involved as many major social
groups at national and regional level as possible. Public awareness in
the formulation of Vision 2030 was conducted as follows:
• The vision management team called a Media Conference in
May 2001 at which all and sundry were invited to be part of
the process.
• In August 2001, the project management undertook a
sensitisation mission to all 13 Regions of the country and
collected information on people’s aspirations for their own
future as well as that of their families and the country, through
workshops for community and organisation representatives.
• A National Aspirations Conference was held for one week,
in Windhoek, from 20 to 24 May 2002. It attracted a broad
spectrum of members of society that included private and
public bodies, and organisations and agencies representing
the various interest groups in the country. The Conference
served as a public forum for designing the appropriate vision
and strategies for achieving it.
• The vision team implemented a media programme designed
to publicise aspects of the visioning process. This was done
through radio, television and print media, and encouraged
public participation. These promotional activities will
continue until the vision implementation phase begins.
82
Following the National Aspirations Conference, the national core
team, in collaboration with a team of experts, consolidated all the
available information to produce the first draft of Vision 2030.
Implementation
The implementation of Vision 2030 began with NDP2, and has been
included right through to NDP7. Namibia is currently implementing
NDP3, which spans the five-year period from 2007/8 to 2011/2. Each
of these NDPs is systematically linked to the eight objectives of Vision
2030, so that results can be systematically monitored and evaluated.
NDP3 has a set of national and sectoral objectives with corresponding
programme outcomes and outputs to make it easy to track progress
in the implementation process.
83
Strategic planning
and management
Namibia’s Vision 2030 provides the long-term development framework

for the country to be a prosperous and industrialised nation by the
year 2030, developed by the people who live here, and enjoying
peace, harmony and political stability. NDPs and Strategic Plans are
the main way in which the vision can be translated into action and
in which progress can be made towards realising the vision by 2030.
Government introduced strategic planning and management

across the Public Service in 2005 as a tool to enhance efficiency,
effectiveness and value for money. Strategic plans are the building
blocks for implementing the Performance Management System
(PMS) across the Public Service. For this purpose, each O/M/A needs
to set up a five-year Strategic Plan. The strategic management process
consists of three phases, namely –
• strategic planning
• strategy implementation, and
• strategy monitoring and evaluation.
The strategic planning phase includes –

• developing an O/M/A’s vision and mission
• identifying its external opportunities and threats and its
internal strengths and weaknesses
• setting long-term objectives
• developing (coming up) with various strategies, and
• choosing particular strategies to pursue.
The product of this process is a five-year Strategic Plan.
84
In strategy implementation (an annual planning process),
employees and managers are meant to put the chosen strategies
into action. Strategy implementation requires an O/M/A to identify its
annual outputs, devise policies, motivate its employees, and allocate
enough resources so that the chosen strategies can be executed.
Implementing strategy includes –
• developing a culture in which strategic planning and
implementation is supported
• creating an effective organisational structure
• preparing budgets
• developing and utilising information systems, and
• linking employee salaries to how the organisation performs
as a whole.
Strategy monitoring and evaluation is the final stage in strategic

management. Some basic activities such as measuring performance
and taking corrective action for part of monitoring and evaluating
whether the Strategic Plan is being successfully implemented.
For further information, please contact the Directorate of

Management Services, Department of Public Service Management,
Office of the Prime Minister.
85
Medium-term
Expenditure Framework
 061 209 2916
The National Budget is an estimate of revenue and expenditure put

forward by the Finance Minister. The Budget shows exactly how much
money will be needed for specific purposes, and how Government
will raise it, for example, through taxes, loans or grants. The Medium-
term Expenditure Framework underpins how the National Budget is
formulated. The objective is to produce a system that allows for better
decision-making about public expenditure by –
• setting it within a strong, medium-term economic and public
revenue framework
• improved financial management, by being able to predict
available resources more accurately using three-year budget
ceilings, and
• placing a greater emphasis on outputs and the achievement
of Namibia’s developmental objectives.
His Excellency the Founding President, in his “State of the Nation

Address” on 4 April 2001, summed up the objective of this Programme
as being –
“… [to shift] the Budgetary Process away from a focus on input needs
and towards allocations based on what we get for our money. To
change the budgetary debate from how many millions of dollars
each Ministry should get; and more towards the benefits that will
accrue to our citizens as a result of outcome-focused resource
allocation decisions. I regard this process as a crucial component in
the development of our Nation”.
Thus, the Medium-term Expenditure Framework has shifted the

budgetary process away from being a funding activity once a year,
based on what each O/M/A believed it needed, and moved it towards
86
each O/M/A making a presentation on how it is going to use its funds
(as defined by Cabinet through three-year expenditure ceilings) over
the three-year period. Depending on –
• the impact the expenditure will have (based on data from the
Performance and Effectiveness Management Programme)
• policy priorities, and
• the availability of funds,
the expenditure can be evaluated and compared with other bids for
funds in terms of its merit, i.e. whether it is more worthy of spending
public money on than other bids are.
If an O/M/A bids for additional funds above the three-year ceiling, it

will need to show how such extra expenditure will affect its specific
outcomes.
For further information, please contact the Department of State

Accounts in the Ministry of Finance.
This money you’re

asking for: how
exactly is it going to
improve things for
the average citizen?
87
Public Service Charters
African Charter
on the Values and Principles of
Pubilc Service and the Administration
On 5 February 2001, Ministers of Civil Service throughout Africa held

their Third Biennial Pan-African Conference in Windhoek. At that
Conference the Ministers agreed that, as part of the unity of African
countries, all Public Services in Africa should work in harmony with
a special Charter. (You will remember that a charter describes, in
writing, the services offered and the standards thereof an O/MA aims
to achieve.) This was the Charter for the Public Service in Africa, which
was adopted as a framework within which all the Public Services
on the continent could work towards the same goals of service
excellence. The Charter for the Public Service in Africa has since been
amended and is now referred to as the African Charter on the
Values and Principles of Public Service and the Administration.
All African countries that signed the African Charter are expected to
respect the basic universal principles of the Public Service, that is,
that laws exist, that they are well known, and that they are easy to
understand and easy for everyone to use.
The Charter highlights the following:

• The principles which States agree to keep to when they
implement the Charter
• The duties that are linked to administering a Public Service
• The rules of conduct that bind Public Service employees
• The rights of Public Service employees
• The management and development of everyone who works
for the Public Service, and
• How States should implement the Charter and monitor its
implementation.
88
The Public Service Charter
of the Republic of Namibia
In 1997, President Nujoma launched the General Principles of the

Public Service Charter. These Principles, which guide the way every
public servant works, are as follows:
• Standards (setting, checking and publishing clear standards
of service that the customer can reasonably expect)
• Information (providing information about public services
in a straightforward and open way that can be easily
understood
• Courtesy and helpfulness (providing a polite and helpful
service to customers who have a right to such a service, run
by public servants who can be identified by a name badge)
• Consultation and choice (making sure that the customer
is consulted and communicated with regularly, and giving
him/her a choice wherever possible)
• Accountability (providing details of how everyone performs
according to set targets, and identifying who is responsible
for reaching those targets)
• Openness (letting the customer know how public services
are managed, how much they cost, and how well they are
being delivered)
• Non-discrimination (ensuring that services are available and
offered equally to all customers)
• Quality of service (informing customers what to do if they
have a complaint, and providing them with an apology,
full explanation and early correction if a mistake has been
made), and
• Value for money (providing efficient and economical public
services within the limits of what can be afforded with public
money).
Copies of the Namibian Public Service Charter can be requested from

the Efficiency and Charter Unit in the Office of the Prime Minister.
89
Customer Service Charters
Quite a number of O/M/As have

developed Customer Service Charters.
These documents set out the
specific standards of service each
O/M/A promises to deliver to their
customers. These Charters draw on Republic of Namibia
Ministry of Education
the nine General Principles of the Public
Service Charter (see above).
Each Customer Service Charter highlights – ibia

Nam
c of inance
• what services are offered by the CHARTER
ubli
Rep tr y of F
is
Min
O/M/A concerned
• what standards of service each O/M/A CHAR
T ER
aims to meet, and
• what O/M/As expect from the public to
ensure that service standards can be met as
promised in the Customer Service Charter in
question.
Customer Service Charters also explain who the customer should

speak to if s/he wishes to compliment or complain about the standard
of service rendered by the O/M/A concerned.
Performance
Management System
In 1996 a Wages and Salaries Commission (WASCOM) evaluated all

aspects of payments made to public servants. One of the changes
90
the Commission recommended was to introduce a system that could
appraise (evaluate) each public servant’s performance in his/her job.
This recommendation was implemented through the introduction
of the Performance Appraisal System in 1997. However, Cabinet
suspended the Performance Appraisal System in April 1998 because
there were problems with the way it had been put into practice.
There is still a need to evaluate public servants’ individual performance.

So, in 2001, the Performance Management System (PMS) Project was
born. This Project aims to develop principles that would show how to
manage and evaluate the performance of every single public servant
and create a framework within which each O/M/A can evaluate its
own staff performance. This is so that the O/M/A can reach its own
strategic objectives and, ultimately, national goals. Rolling out the
PMS to all O/M/As means that they each have to develop a five-year
Strategic Plan. Annual plans will be developed from these, which will
help in setting specific targets each year, and how performance will
be measured. The PMS was piloted (started and tested) in November
2009 in six O/M/As.
More information on the PMS can be got from the Performance

Management Unit (PMU) in the Office of the Prime Minister.
MANAGEMENT
MEETING
AGENDA
91
Human Resources
Information Management System
The computerised Human Resources Information Management

System aims at providing Government with information about all
public servants for planning and drawing up statistics. For example,
the system has already captured the following information about you
for your employment profile:
• Your name
• Your position
• The date you took up (assumed) your duties
• Your qualifications
• Your previous work experience
• Any courses you have attended, and
• Your gender.
The key players of the Human Resources Information Management

System are –
• the Directorate of Human Resource Management
• the Department of Public Service Information Technology
Management in the Office of the Prime Minister, and
• O/M/As.
For more information, please contact the Directorate of Human

Resources Management in the Office of the Prime Minister.
92
Business Process
Re-engineering Model
In order to improve service delivery, the Public Service uses the

Business Process Re-engineering Model to streamline the way O/M/
As do business. This is done with a view to have a Public Service
that is efficient, effective and accountable, in order to realise Vision
2030. The Office of the Prime Minister drives business process re-
engineering in the Public Service.
The initiative started with the training and team-building sessions

for Ministers (November 2005), Deputy Ministers (May 2006), and
Permanent Secretaries/Accounting Officers (July 2006). As a result,
five Ministries were selected to pilot (test) business process re-
engineering. Three of these Ministries are now implementing the
approved recommendations in order to improve efficiency in service
delivery.
More than 50 service areas across the Public Service have been
identified for business re-engineering.
For more information on this, please contact the Office of the Prime
Minister.
93
Electronic
Documents and Records
Management System
The EDRMS is a trusted digital repository for all Government paper

and electronic records.
The purpose of the Electronic Documents and Records Management

System (EDRMS) is to make sure the Public Service has a system of
making and keeping its records in a way that is -
• risk-free, and
• set up in a way that can be sustained (kept going), and
• in line with various laws.
The Office of the Prime Minister is responsible for implementing

the EDRMS across all O/M/As through its EDRMS Project Office. To
know what is needed to implement the EDRMS in your O/M/A, please
contact the EDRMS Project Office.
Three key users benefit from the EDRMS. These are employees
(public servants), the O/M/As themselves, and the stakeholders
(the general public).
E-OFFICE
94
The benefits of the EDRMS are as follows:
• Public servants will experience quicker and more
convenient service. It will be easier to find and get hold of
information they need, which in turn will make allow them to
work more effectively and efficiently from an administration
point of view. A good EDRMS will also make sure that
evidence is kept safe, and that decision-makers can be
properly informed.
• O/M/As can rest assured that unstructured data (like
e-mails, documents and spreadsheets) can be stored and
managed safely and systematically. O/M/As will become
more efficient because the way the organisations work can
be improved and made predictable. There will also be less of
a risk of records being lost and of an O/M/A being exposed
to legal liability. In addition, O/M/As will benefit from being
able to integrate core business (computer) applications with
EDRMS. This will improve the way records are captured, and
will help to make sure all the O/M/A’s obligations in terms of
the law are met, and that it keeps in line with legal standards.
• The general public can be assured of a Pubilc Service
that is accountable for its actions and is transparent in its
administration. Customer service will also be improved with
a good EDRMS. And finally, the public will have evidence that
public records in electronic form are authentic (real), they
have integrity (are whole, consistent and not corrupted), and
are reliable (can be trusted).
Another benefit of using the EDRMS is that, once all data are captured
electronically, such data can be accessed remotely (from somewhere
else) at any time of night or day, whereas a paper record can only be
accessed where its is physically stored.
Here are some of the ways that the EDRMS is used:

• Records are filed according to a system approved by the
National Archives
• The length of time that a record has to be kept for is
automatically managed
95
• The system can automatically provide access and security
contrl for records that are classified as Top Secret, Secret,
Confidential or Unclassified
• Documents can be looked at, printed, read and copied
directly from the system
• It is easy to search for a record
• Every record has an audit trail (it can easily be traced by an
auditor checking up on the system), and
• Users can file e-mails as official electronic records as well.
Decentralisation
What is decentralisation?
In Namibia, decentralisation is defined as the transfer of political-

financial, administrative and decision-making powers from central
Government to subnational government bodies in a unitary state.
Subnational government in the Namibian context refers to Regional
Councils and Local Authorities.
Regional Councils and Local Authorities give political leadership

to, manage, and execute the mandates of, regional and local
government structures. Each of these bodies consists of elected
political leaders and appointed administrative staff.
Namibia has adopted a two-step approach to implement

decentralisation. These are the Delegation Phase, and the Devolution
Phase.
In the Delegation Phase, delegated functions are performed

by Regional Councils and Local Authorities, who act as agents for
96
the central Government. The staff who perform these delegated
functions are seconded to and under the supervision of the Regional
Council or Local Authority in question. The decentralising Line Ministry
continues to budget for those functions, and transfers the funds
needed for them to the Regional Council or Local Authority each
month. During this phase, the decentralising Line Ministry continues
to be accountable for all the delegated functions, and the Permanent
Secretary remains the Accounting Officer for those functions as well.
The Devolution Phase is the final step in decentralisation. In this

phase, functions are completely transferred to the Regional Council
or Local Authority, together with the staff they need, and the movable
assets like office furniture and computers. The Regional Council
or Local Authority in question then budgets for each transferred
function in its own accounting books, and the Chief Regional Officer
of the Regional Council or the Chief Executive Officer of the Local
Authority becomes the Accounting Officer for that function. In the
Devolution Phase, the role of the decentralising Line Ministry changes
from executing policy to making policy, setting national standards,
monitoring and evaluation, capacity-building, and training.
The legislative and policy framework for decentralisation is made up

of the following:
• The Namibian Constitution
• Regional Councils Act, 1992 (No. 22 of 1992), as amended
• Local Authorities Act, 1992 (No. 23 of 1992), as amended
• Decentralisation Enabling Act, 2000 (No. 33 of 2000)
• Trust Fund for Regional Development and Equity Provisions
Act, 2000 (No. 22 of 2000)
• Decentralisation Policy, 1997, and
• Relevant sector laws and policies governing the functions
being decentralised.
97
Framework
The Minister of Regional and Local Government, Housing and

Rural Development carries overall responsibility for coordinating
decentralisation, with direct operational and technical responsibility
lying with the Directorate of Decentralisation Coordination.
A blueprint plan shows how the delegated or devolved functions are

placed within a Regional Council or Local Authority structure.
There is also a Decentralisation Policy Implementation Committee.

This Committee is headed by the Secretary to Cabinet and is
composed of the Permanent Secretaries of decentralising Ministries.
The Committee oversees and safeguards decentralisation. Each
decentralising Ministry also has a focal person and a task force to
drive the Ministry’s decentralisation action plan.
Five important areas are focused on in the coordination process. They

are as follows:
• Creating an environment that will ease the process of
decentralisation
• Getting the decentralising Ministry ready to delegate or
devolve some of its functions
• Getting the Regional Councils and Local Authorities ready for
their new functions
• Communication, and
• Mobilising the political will.
Aims
The aims of decentralisation are to –

• ensure economic, cultural and socio-economic development
by providing people at grass roots the opportunity to
take part in their own decision-making and, thus, extend
democracy
98
• give Regional Councils and Local Authorities discretionary
powers to plan, budget and implement in response to local
needs within the framework of a unitary State
• extend, enhance and guarantee participatory democracy
• ensure and safeguard rapid sustainable development
• transfer power to Regional Councils and Local Authorities
based on national ideas and values, and
• improve the capacity of Regional Councils and Local
Authorities to plan, implement, manage and monitor service
delivery for their constituents.
Progress
The Decentralisation Policy identifies 28 functions that can be

decentralised to Regional Councils and Local Authorities. These 28
functions are the basic services that directly affect communities on
a daily basis.
So far, 12 Ministries have shown they are ready to have some of their
functions decentralised. Three functions – maintenance, and primary
and secondary education – have already been delegated to Regional
Councils. The Line Ministries involved have transferred the staff
and resources to Regional Councils to perform the three functions
on their behalf. The other ten Ministries are at different stages of
decentralising.
For more detailed information on the progress made, contact the

Directorate of Decentralisation Coordination within the Ministry of
Regional and Local Government, Housing and Rural Development.
For additional information on decentralisation reform, see the
website http://www.decentralisation.gov.na.
99
100
PART 4
Conditions of
employment
♦ Appointment
♦ Probation
♦ Termination of service
♦ Transfer
♦ Promotion
♦ Daily Subsistence Allowance
♦ Use of official transport
♦ Misconduct
♦ Grievances
♦ Social Security benefits
♦ Union membership
♦ Persons with disabilities
♦ Gender issues
101
Appointment
(PSSR Part B)
The general provisions for appointment in the Public Service are found
in various chapters in Part B of the Public Service Staff Rules. In this
part of the Guide there is information on how a person is appointed
in the Public Service, starting with the selection and recruitment
policy. This is followed by information on the documents needed
for appointment, and how salaries, probation and other matters are
determined.
There is also a document known as a Personnel Administration

Measure (PAM) for each job category or career in the Public Service.
Amongst other things, it gives a short description of the job content;
what you need to be appointed; what functional level, grade and
salary scale it is in; what higher qualifications are recognised for it;
and what additional allowances or benefits go along with it.
When a position in the Public Service becomes vacant, it is either

advertised internally (within the Public Service) or externally (in
the newspapers). All vacancies are also available on the E-service
website. If a person meets the requirements for the vacant
position, s/he needs to fill out an application form, and attach
certified copies of their highest academic qualification and Namibian
identity document or passport. Applicants also need to complete a
Health Questionnaire and include this with their applications. These
forms are available at the Human Resource Offices in each O/M/A, as
well as on the E-service website.
Once all the applications have been received, those that are shortlisted
are invited for an interview. If the post being advertised is an entry
post, the Human Resource Office in the O/M/A concerned will act
on its own authority to fill that post. If the post being advertised is a
promotion post, the choice of the O/M/A is submitted to the Public
Service Commission for its recommendation before the person can
be appointed. There are many kinds of appointments, for example,
temporary, part-time, permanent, contract, or occasional. Each type of
appointment has its own special conditions.
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Appointment in an acting capacity
While a suitable person is being looked for to appoint in the vacant
post, a staff member from within the O/M/A may be appointed
temporarily to act in that post (see section 21 of the Public Service
Act , PMS Circular No. 2 of 1996, and PMS Circular No 1 of
2003 ).
A Permanent Secretary may approve the appointment and payment

of an acting allowance if the person is acting in a post that is in his/
her direct line of promotion. If this is not the case, a proposal about
the person to act in that position needs to be submitted to the Under
Secretary: Public Service Management in the Office of the Prime
Minister. Also remember the following:
• Acting appointments need to be in writing and should show
how long the period of acting will be
• The Public Service Act gives a maximum time of 12 calendar
months for any acting appointment, and
• Applications after the fact (that is, after you have already
been appointed to the position) are not encouraged.
Probation
(PSSR B.V)
How will the Public Service know you

are really the right person for the job?
Well, one way of finding out is to have
each new public servant undergo
a 12-month probation (evaluation)
period. During this time, your progress
is evaluated every three months. If your
progress is satisfactory, your probation
is confirmed. If your progress is not
satisfactory, your probation may be
extended for up to 12 months, or your
service may be terminated (brought to
an end).
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Termination of service
(PSSR E.XI)
Your services will be terminated if/when –

• you resign of your own free will
• you reach the retirement age of 60 or wish to retire early,
which may be done at any time from the age of 55
• your retirement becomes necessary as a result of continued
ill health
• your post is no longer needed, which may happen when, for
example, the Public Service as a whole, an O/M/A or just an
organisational component is restructured
• you are asked to leave because you are inefficient, unfit for
the work, or not capable of carrying out your duties
• you are found guilty of misconduct
• you are away from your place of work without authorisation
for a continuous period of more than 30 days, or
• you die.
These are some of the more common reasons for terminating

someone’s service. Each reason for termination has its own set of
rules and procedures.
Transfer
(PSSR E.V)
Section 23(1) of the Public Service Act states the following:
“Any staff member may, subject to the provisions of section 5(1) of

the Public Service Act, 1995, when the interest of the Public Service
so requires, be transferred, with or without retention of rank, from
the post or employment held by him or her to any other post or
employment in the same or any other office, ministry or agency,
whether or not such other post or employment is of a lower or higher
grade, or whether such post or employment is in or outside the
Republic of Namibia …”
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If you are transferred, you will be compensated for all reasonable
expenses that you incur if they are related to your transfer. These
expenses may include –
• moving your household furniture and effects to your new
duty station (place of work)
• connection costs for water and electricity at your new home
• re-registration of your motor vehicle when moving from one
town to another within Namibia
• accommodation and meals during the transitional period,
and
• buying new school uniforms for your children if they now
have to go to a new school.
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Promotion
After the Performance Appraisal System (see Part 3, “Performance

Management System”) was suspended, no formal, institutionalised
way to measure a public servant’s performance exists. Higher vacant
posts are filled though open competition, meaning that vacancies
are advertised (internally and/or externally) and if you meet the
requirements, you may apply.
Normally, performance measurements are used as a basis for

promotion. A Project Team is working on a Performance Management
System and is rolling it out in a number of pilot O/M/As.
Daily Subsistence Allowance
(PSSR D.III)
If you travel away from your duty station (place of work) on official
business, your O/M/A will compensate you for all your travel,
accommodation and meal expenses. This payment is called a Daily
Subsistence Allowance.
Official transport
Official transport
(PSSR D.VIII/I)
As a public servant, you may need to travel in order to do your official

duties. Official transport is available for this purpose, but it is very
strictly controlled. You first need to have proper authority (and a valid
driver’s licence) to make use of official transport. Such authority can
only be granted by the Permanent Secretary or his/her delegate.
Unauthorised use of official transport is a serious offence.
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If you are in Management, the general rule is that you are not allowed
to use official transport because you already participate in the Motor
Vehicle Finance Scheme. The purpose of this Scheme is to help you
to buy a vehicle that suits the environment you work in, and which
should then be used for all your official travel.
Control and economy are keywords when it comes to official travel

and transport.
All official journeys need to be approved by the Accounting Officer

(or his/her delegate) in your O/M/A. It is the Accounting Officer’s
responsibility to ensure that any official journey is actually necessary
and in the interest of your O/M/A.
If you need to travel on official duty, take the following steps:

• Try to use the available public transport if you possibly can.
• If public transport is not available or is impractical to use, you
will need to use a Government vehicle. You will then ask the
Government Garage in the Ministry of Works and Transport
to make a suitable vehicle available for your use. This vehicle
may only be used for the purpose, length of time, and part
of the journey that is related to your official duty.
• If there is no public transport and no Government vehicle
available, you will need to make the next best and most
economical transport arrangements for yourself. Ensure
that you have authorisation to do so beforehand and get
permission to charge the costs to Government.
Public servants who receive a motor vehicle allowance in terms of the

Staff Rules are not permitted to use official transport except in very
special cases, authorised by the Permanent Secretary.
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Misconduct
(PSSR E.X/I and PSM Circular No. 3 of 2002)
You will be charged with misconduct if you act in an unsuitable way or

if your standard of work is not what it needs to be. However, before
any formal disciplinary action is taken, you and your supervisor should
discuss what caused the problem, and try to solve it together.
The following table lists some types of offence (wrongdoing or an

illegal act), and shows what action might be taken in the case of each
one. Note that a first written warning is valid for six months, a second
written warning for nine months, and a final written warning for 12
months.
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Types of offences
and possible action to be taken
Major offences Action
Theft (stealing any Government

property, from a pencil to a car)
Fraud (changing the amount or

the name of the recipient on a If you are suspected
Government cheque by dishonest of having committed
means) any of these major
offences, you
Bribery (persuading someone will immediately
to act illegally or dishonestly in be charged with
your favour by paying them, misconduct.
etc.; bribery could also mean If you are caught red-
accepting money or a gift, etc., handed with stolen
to act dishonestly or illegally in goods or are suspected
someone else’s favour) of any other criminal
offence, your actions
Driving an official vehicle under will be reported to
the influence of alcohol the Police and to the
Auditor-General.
Being in possession of
Government property without
authorisation
Intimidation (to frighten someone

so that you can influence them to
do what you want)

Falsification of records/
documents (for example,
submitting false certificates with
your job application)
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Types of offences and possible action to be taken
Serious offences Action

Striking illegally (taking part in a
• If you commit such
strike that is not in line with the
an offence for the fist
labour law with regard to strikes)
time, you will receive
your first written
Misusing Government property
warning.
for private purposes (using an
• If you commit a
official car to do shopping)
similar or the same
offence for a second
Being under the influence of
time after you
alcohol or drugs while on duty
already received a
(unless the drugs involved are
written warning for
prescribed by a doctor)
committing such
an offence, you will
Repeated unauthorised
receive a final written
absences (regularly being away
warning.
from your work station without
• If you repeat the
authorisation)
offence for a third
time after receiving
Driving official vehicles without
a first and second
authority
written warning, you
will be charged with
Sleeping on duty
misconduct.
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Types of offences and possible action to be taken
Minor offences Action
Poor time control (regularly

coming late for work, regularly • After committing one
missing target dates to hand of these offences for
in work, and so on) the first time, you will
receive your first verbal
Improper conduct (using warning.
swear words while dealing
with a customer) • If you repeat the first
offence or commit a
Carelessness (not being similar one, you will
careful in your work) receive your first written
warning.
Not dressed in a clean, decent
or tidy manner • If you repeat the same
offence for the third
Not reporting for overtime, time or commit a similar
after agreeing in writing that one, you will receive
you would your final written
warning.
• If you repeat the

same offence for the
fourth time or commit
a similar one after
having received a final
written warning for
such offences, you
will be charged with
misconduct.
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For more information on, amongst other things, how charges are
made, when a public servant can be suspended from duty (stopped
from working for a while), how disciplinary committees work, how a
disciplinary inquiry works, or what is seen as appropriate disciplinary
action, see the Public Service Staff Rules.
It is important to stress that any disciplinary inquiry needs to be fair.

If someone is dismissed (fired), it is usually because s/he was found
guilty when the process to determine misconduct was applied. A
dismissal is usually seen as fair if it was done for the following reasons:
• Not doing your work or refusing to do your work
• Being absent without permission for reasons other than
illness or other valid cases
• Being extremely careless in your work, to the extent that
your carelessness amounts to gross negligence
• Being seriously incompetent (incapable of doing your work)
• Refusing to carry out work-related orders
• Repeatedly being late
• Being dishonest in your work environment
• Being disloyal to the State (e.g. when you leak confidential
information to the newspapers)
• Being under the influence of alcohol or drugs at work
• Assaulting someone while at work
• Gross insubordination or insolence (being obviously
disobedient, rebellious or insulting)
• Sexually harassing someone (annoying someone repeatedly
in a sexual or sex-related way), and
• Gross (very obvious) abuse of authority.
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Grievances
(PSSR J.I/III)
Sometimes, we have a grievance – a cause for complaint – in our

jobs, but instead of trying to work out the cause of the grievance in
our own work environment or office, we look for help elsewhere.
If you have a grievance, the Public Service Staff Rules set out how you
go about making your complaint heard, the time frame that you need
to work in, and the level to which you can take your case. You may
not need to go that far, however: a Human Resource Practitioner can
often act as a facilitator and coach to settle a grievance.
The basic procedure of lodging a grievance is as follows:

• If you are dissatisfied or discontented with something
official that has or has not been done, the first place to go
with your grievance is your supervisor. Your supervisor is
responsible for finding out the cause of your complaint, and
for doing everything in his/her power to solve the problem.
If s/he cannot solve your problem because it is not within
his/her power or ability to do so, your supervisor needs to
inform you about this within five working days of receiving
your complaint. You will also then need to be informed of
your right to appeal to a higher authority.
• If your supervisor cannot deal with your grievance, s/
he should refer you to the Human Resource Practitioner
or another competent public servant designated by the
Permanent Secretary to deal with the issue. Within ten
working days of the Human Resource Practitioner or other
official receiving your complaint, s/he has to have dealt
with it. If your complaint cannot be addressed adequately
at this level, you may make a written representation to your
Permanent Secretary. This written representation needs to
include the following:
° your name and job designation (position)
° full details of the reasons for your dissatisfaction
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° what steps have already been taken, and
° statements of any other people, if any, who support
your complaint.
• Within ten days of having received your written
representation, the Permanent Secretary submits it, along
with whatever comments, explanations, statements or
evidence s/he would like to add, to the Under Secretary of
the Public Service Commission Secretariat. The entire matter
is then thoroughly investigated. Ultimately, it may end with
Cabinet making a decision on it, on the recommendation of
the Public Service Commission.
Social security benefits
Social Security Act, 1994 (No. 34 of 1994)
The Social Security Commission manages a social security fund, which

aims at social upliftment (helping people). From this fund you can be
paid certain amounts of money –
• for loss of income as a result of unpaid sick leave
• for loss of income as a result of unpaid leave for maternity
purposes, and
• for loss of income upon your death.
In order to receive these benefits, you need to be registered with

the Social Security Commission as an employee, and pay a monthly
membership fee. Your share is deducted (subtracted) from your
monthly salary.
All membership fees are calculated at 0.9% of each member’s basic

salary. If you earn more than N$6,000 a month, your membership fee
will not be more than N$54.00 per month.
You will only be able to claim from the Social Security Fund benefits
once you have been a member for six months.
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The current benefits, from which income tax will be deducted, are
the following:
• Women on maternity leave can claim 100% of their monthly
salary, to a maximum of N$6,000 a month. This means that
you will continue to receive your salary up to a maximum
of N$6,000 a month – even if your monthly salary is higher
than that.
• If you need to claim sick leave benefits, you can only do so
if you have used up all the sick leave benefits due to you
under your employment contract. The sick leave benefit
amounts to 75% of your basic salary, to a maximum basic
salary of N$6,000 a month, for the first six months. For the
next 18 months after that, you will get 60% of your basic
salary – again, up to a maximum basic salary of N$6,000 a
month.
• If you die, become permanently disabled, or retire while
being a member of the fund, an amount of N$3,500 will
be paid to you or your surviving family. (It is important to
know that these benefits are payable in addition to any
benefits you may receive as a member of the Government
Institutions Pension Fund).
The Social Security Commission also plans to introduce a National

Pension Fund, a National Medical Benefit Fund, and a Development
Fund.
For more information on the Social Security Act, see .
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Union membership
As a public servant, you are free to join any union of your choice.
These include the following:
• Namibia National Teachers’ Union (NANTU)
• Teachers’ Union of Namibia (TUN)
• Namibia Public Workers’ Union (NAPWU) , or
• Public Service Union of Namibia (PSUN).
NANTU and NAPWU are recognised as the exclusive bargaining

agents for teachers and public servants, respectively. Being an
exclusive bargaining agent means that such a union is the only
one recognised by Government as having the authority to act on
your behalf in wage negotiations and other matters that affect you.
However, this does not prevent you from joining any other union if
you so wish.
The recognition agreements for NANTU or NAPWU remains in force

for an unlimited time, unless –
“• It is cancelled by mutual agreement between the parties

• It is replaced by a new agreement mutually agreed to by the
parties
• The percentage of employees represented by the Union falls
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below 50% plus 1 for a continuous period of 6 months in any
calendar year, or
• An order is issued by the Labour Court[,] in terms of which the
recognition of the Union as the exclusive bargaining agent is
withdrawn”.
(Recognition agreement between the Government of the Republic of

Namibia and NAPWU, signed on 18 July 1997 ;
Recognition agreement between the Government of the Republic of
Namibia and NANTU, signed on 2 October 1995 ).
A union that has been recognised as an exclusive bargaining agent

may negotiate the following on your behalf, whether you are a
member of that union or not:
• Basic pay
• Service benefits such as –
° housing
° leave
° medical aid
° pension, and
• Retrenchment procedures.
In line with the Namibian Constitution, as a public servant you have

the right to strike. However, if you take part in an illegal strike (one that
does not follow the law), you will be charged with having committed
a major offence.
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Persons with
disabilities
If you have a disability, you can rest assured that the Government
is sensitive to your needs and will make your working environment
better suited for your needs. The Government will not exercise any
disability discrimination against you. This means it will not make –
“any distinction, exclusion or restriction on the basis of disability which

has the purpose or effect of impairing or nullifying the recognition,
enjoyment or exercise, on an equal basis with others, of all human
rights and fundamental freedoms in the political, economic, social,
cultural, civil or any other field. It includes all forms of discrimination,
including denial of reasonable accommodation” (United Nations
Convention on Persons with Disability).
Only positive disability discrimination is allowed in line with the

Affirmative Action (Employment) Act, 1998 (No. 29 of 1998). Disability
equality and equity should always be considered because they are
human rights, developmental and cross-cutting issues.
The Public Service promises to reasonably accommodate people

with disabilities. This means the Government will make sure that “the
necessary and appropriate modification and adjustment not imposing
disproportionate or undue burden, where needed in a particular
case, to ensure to persons with disabilities, the enjoyment or exercise
on equal basis with others of all human rights and fundamental
freedom” (United Nations Convention on Persons with Disability,
2008). Put more simply, the Government will, within reason, make the
working environment for a person with a disability as comfortable as
possible. O/M/As also have to give people with disabilities access to
Braille and sign language services, for example.
A Disability Unit in the Office of the Prime Minister mainstreams,

oversees the coordination of, and raises awareness about disability
issues in the Public Service. O/M/As are required to mainstream
disability issues in their policies, laws, strategies, programmes, and
activities so that persons with disability are assured of being included
already when a project is planned.
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Gender issues
Equality between women and men is a human rights and social

justice issue. Women’s rights are human rights.
Gender equality means that women and men are given equal
opportunities and equal participation in everything that relates to
the Public Service. This includes training, promotion, and decision-
making. The Government will continue to remove whatever prevents
women from participating, contributing and benefiting fully from all
economic, social, cultural, and political decision-making.
The Government has also made sure that gender issues are
mainstreamed into all laws, policies and programmes. In this way,
the practical and strategic needs of men and women – as well as
boys and girls – can be met, and Namibian society can develop in a
sustainable way.
119
120
PART 5:
Service benefits
♦ Remuneration
♦ Pension
♦ Retirement
♦ Medical aid
♦ Housing
♦ Transport allowance
♦ Service bonus
♦ Leave of absence
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Remuneration
Remuneration is the payment you receive for your work. It

includes –
• your basic salary
• a rent allowance or housing subsidy for non-Management
staff
• a housing allowance or housing benefit for Management
staff and professionals such as doctors and dentists
• a transport allowance for non-Management staff
• a motor vehicle allowance for Management staff and
professionals such as doctors and dentists
• overtime payment, and
• any other remunerative allowances (such as an allowance
for acting in a more senior position than your own).
You may receive to compensate you for expenses that you carry on
behalf of an O/M/A, such as travel, accommodation and food that you
pay for while you are away on official duty. This type of compensation
is not seen as part of your remuneration. You incur such expenses
on behalf of the Government, so they have to be paid back to you.
Public servants who are employed on a full-time basis are paid

on the last working day of each month. The only exceptions
are teachers and police officers. If you work for the Ministry of
Education as a teacher, or for the Ministry of Safety and Security
as part of the Namibian Police, you will be paid your salary on the
20th of every month.
Public servants are paid according to one of five grading structures.

Each of these has been developed based on the unique features and
requirements of the group to which it applies, as follows:
• the Unified Grading Structure (which applies to all public
servants except teachers and members of the police, the
prison service, and defence services)
• the Teaching Grading Structure
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• the Police Grading Structure
• the Prisons Grading Structure, and
• the Defence Grading Structure.
Although Management staff are graded on the Unified Grading

Structure, their remuneration is slightly different in some ways. For
example, they receive a motor vehicle allowance (PSSR D.VIII/I)
and housing allowance (PSSR D.VII/V ). Similarly,
professionals such as doctors and dentists on specific functional
levels receive remuneration packages that include a motor vehicle
allowance.
It is very important to remember that you are not permitted to spend

more than 30% in total of your remuneration on housing instalments,
pension contributions, and insurance premiums, if these payments
are being deducted automatically from your pay each month.
Pension
Purpose
If you work in the Public Service until you turn 60 years old, you will
be retired and you will no longer receive a salary. Under certain
conditions, you may also retire at or after the age of 55. As a member
of the Government Institutions Pension Fund (GIPF) , however,
you will have made monthly pension contributions to the GIPF
throughout your working life in the Public Service. From the end
of the very next month after you retire, therefore, you will begin to
receive a monthly pension from the GIPF. (You will also be able to
receive up to one third of your benefit in cash if you so wish.) This
pension will be paid to you until you die. Your pension also helps to
support your surviving spouse. Up till five years after your death, your
surviving spouse will be guaranteed to receive 50% of the pension
you were entitled to at the time of your death.
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Membership
Membership of the GIPF is compulsory. That means every public
servant automatically becomes a member of the GIPF from the first
day of his/her appointment. If you have been appointed on contract,
your contract will provide for a gratuity to be paid to you. Because
contract employees cannot become members of the GIPF and need
to make their own retirement arrangements, this gratuity is a way of
helping the person secure his/her retirement future.
Contributions
As a member of the GIPF, you will contribute 7% and the Government
16% of your basic pay towards your pension. This means that for every
N$1 that you pay towards your pension, the Government pays N$2.20.
Pension contributions are deducted (taken) from your salary once a
month.
Retirement
Pension benefits
at retirement age
(GIPF Rules, par. 3.1)
When you retire at the age of 60, you

will receive a monthly pension until your
death. In terms of the Rules, you will
receive a pension as from the first day of
the month following your retirement. This
pension is calculated as 2.4% of your final
salary, multiplied by the number of years
of pensionable service you have given.
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Retirement benefits upon
continued ill health/disability
(GIPF Rules, par. 3.3 and 3.4)
If the Public Service Commission recommends it, you might be

permitted to retire as a result of continued ill health. This means that
your services will be terminated before you reach retirement age.
The retirement benefit in this case is, depending on the illness, a
disability benefit of 75% of your pensionable salary on the date of
your retirement, or a pension.
Benefit when retiring

before the age of 60
If you choose early retirement, that is, you

retire at or after the age of 55, your pension
benefit is calculated as if you were retiring
at 60, but then it is reduced by 0.25% for
every month you retire early.
Benefit to your spouse

upon your death
after retirement
If you die as a GIPF pensioner, for five years after

your death your spouse (husband or wife) is
guaranteed to receive 50% of the monthly pension
you were receiving at the time of your death.
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Benefit to your spouse upon your
death while you are still in service
If you should die before you retire from the Public Service, for the rest
of your spouse’s natural life s/he will receive –
• a lump sum of twice the annual pensionable salary you
were receiving at the time of your death, and
• a monthly pension of 40% of that annual pensionable
salary.
Dependant children (up to a maximum of three) will each receive 10%

of that annual pensionable salary.
Funeral benefits
GIPF Rules, par. 5)
As a member of the GIPF, you are entitled to the following funeral

benefits:
• If you die before retirement age, an amount of N$5,000

will be paid to your spouse.
• The death of your spouse N$5,000
• The death of any of your children over the age of 1 year
N$1,000
• The death of any of your children under the age of 1 year,
including a stillborn child N$ 500
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Medical aid
(PSSR D.IX)
As a public servant, you may choose to become a member of the

Public Service Medical Aid Scheme. That is, membership is voluntary.
This Scheme will help you to pay for your medical and hospital
expenses.
If you would like to become a member, ask your Human Resource

Practitioner for an application form. Membership fees are N$60 per
month for a member, and N$30 per month for every dependant
registered under a member’s name. Your Personnel Office will
answer any other questions you may have about the Scheme.
Housing
You can be helped with your housing needs in a number of ways,

depending on certain issues.
• You may be allocated official accommodation, that is, a
Government-owned house or flat (if you apply, and if such
housing is available). The Ministry of Works and Transport
will take off the cost of this accommodation from your salary.
• You may be given a rent allowance that will help you meet
the costs of renting a private house or flat
• You may want to buy your own home by participating in the
Home Owners’ Scheme for Staff Members (HOSSM), which
means you will get a monthly subsidy towards paying off a
home loan.
• If you are in Management, you will receive a housing
allowance as part of your Management remuneration
package.
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Official housing
The Government owns a number of housing units that it allocates

to public servants. They fall within either of two categories, namely
assigned or non-assigned official accommodation.
Assigned official accommodation
(PSSR D.VII/I)
Depending on your job in an O/M/A, you may be required to stay

in Government accommodation. In these cases, a housing unit is
attached to the post you occupy because –
• you may have to work in a very remote place
• your job might require it (e.g. you are a police officer and you
are obliged to stay on the premises of the police station), or
• it is a condition of service for that position (e.g. you are a
Magistrate and are, therefore, entitled to an official house).
Because living in assigned Government accommodation is seen as

a condition of service, the Public Service Commission has laid down
policy guidelines and rates that apply to such housing.
Non-assigned official accommodation
The Ministry of Works and Transport administers a number of
housing units that are available to all public servants who have not
participated in the HOSSM. You can find out about the policy on such
accommodation from the above Ministry, and submit your application
for housing to them through your Human Resource Office.
Rent allowance
(PSSR D.VII/III)
If you do not own your own house or flat and you have to rent
accommodation, you can apply for a rent allowance. Your Human
Resource Office will help you apply for this allowance, and will answer
any questions you may have about the requirements and rates that apply.
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Homeowner’s scheme
(PSSR D.VII/IV and D.VII/V)
Once your probation has been confirmed and if you are a Namibian
citizen, you can apply for participation in the Home Owner’s Scheme
for Staff Members (HOSSM). The HOSSM was implemented to assist
public servants as far as possible in buying their own homes. The
HOSSM does this in two ways:
• Financial institutions like building societies and banks
normally ask for a 20% cash deposit towards the buying
price of a housing unit. In the case of a public servant buying
a home, the Ministry of Finance provides a guarantee for
that 20%. This means that the financial institution will give
a public servant a loan for 100% of the buying price for the
property – provided, of course, that the maximum allowable
amount you may obtain under the HOSSM is not exceeded.
• The Registrar of Deeds then records the transfer of
ownership of the property concerned into your name, and
registers the fact that the financial institution has a claim on
that property until your home loan is paid off. At this stage,
which is when your home loan repayments begin, you will
get a Government subsidy to help with your repayments.
The amount of your subsidy will depend on the loan amount
and how much interest you will have to pay on your home
loan over 20 years. This combined benefit arguably makes
the HOSSM the best housing scheme in the country.
It is important to note that the Management cadre in the Public

Service do not qualify for participation in the HOSSM. Instead, they
receive a housing benefit in the form of an allowance.
Housing allowance
(PSSR D.VII/VI)
The housing allowance is monetary assistance with accommodation-

related expenses for Management staff.
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Transport allowance
(PSSR D.VIII/II)
A transport allowance is paid to non-Management staff to assist with

the cost of travelling from your home to your place of work.
Service bonus
(PSSR D.X)
All staff members are entitled to receive a bonus – a so-called 13th

cheque – payable at the end of their birthday month. In your first year
of service, you will receive a pro-rata amount according to the number
of months you have been in service. If you start work in October, for
example, and your birthday is in December, you will receive a pro rata
bonus equal to one-quarter (three months = one-quarter of a year) of
your monthly salary.
Leave of absence
Leave is a condition of service that allows a public servant to be off

duty for approved and recognised reasons and circumstances. It is
very important to know that, as a public servant, you are only allowed
to be absent from work if you have been authorised to take leave.
In other words, you need to get approval before you go on any kind
of leave.
In the context of taking leave, day means “working day”, so weekends

and public holidays are excluded from that meaning.
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Vacation leave
(PSSR D.I/II)
All public servants (excluding those who are employed at educational

and training institutions that close completely when instruction is
stopped for a while, e.g. during school holidays) are entitled to 25
days fully-paid vacation leave a year. This is also referred to as annual
leave. Annual leave must be taken not later than four months
after the end of the leave cycle concerned. You are not allowed to
accumulate (build up) more than 60 days of vacation leave, meaning
that you have to use that leave.
Public servants working at educational and training institutions (e.g.

schools and hostels) get ten days vacation leave with full pay each
year. These days are given in addition to school holidays, which
cannot be accrued (saved up).
Sick leave
(PSSR D.I/III)
Every public servant that is paid according to the Unified Grading

Structure has 132 days sick leave, fully paid, and 132 days sick leave
at half-pay, in a sick-leave cycle of three years. (A cycle is three years
long. The current cycle began on 1 January 2010, so the next one will
begin on 1 January 2013.)
If you are employed at a school or other educational or training

institution that closes completely when instruction is suspended
(stopped for a while), e.g. during school holidays, you will receive
87 days sick leave with full pay, and 87 days sick leave with half-pay.
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If you take sick leave for longer than three days at a time, you need
to bring in a medical certificate. Also, if you take sick leave on a Friday
or a Monday, or before or after a public holiday, you need to bring
in a medical certificate in support of your sick leave claim. The only
exception to this will be if the Permanent Secretary of your O/M/A
authorises this requirement to be set aside in your case.
You are only allowed to take a maximum of ten days sick leave without a
medical certificate, whether that leave is fully paid or at half-pay, within
the space of a year starting 1 January and ending 31 December. In all
cases, however, the Permanent Secretary has the right to request a
medical certificate.
Compassionate leave
(PSSR D.I/VI)
If someone in your family falls seriously ill or dies, you might be

granted compassionate leave to a maximum of 10 days a year. You
will need to bring in a medical certificate for compassionate leave
in the case of illness, and an oath or affirmation for compassionate
leave in the case of death.
If you are employed at an educational or training institution that

closes completely when instruction is suspended (stopped for a
while), e.g. during school holidays, you will be entitled to five days
compassionate leave each year.
Study leave
Accumulative study leave

(PSSR D.I/IX)
As a public servant, you are entitled to 12 days a year accumulative
leave to study. These 12 days accrue at a rate of 1 day for every
completed month of service. Study leave can be taken when, for
example, you need to write exams, attend a course or carry out
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preparatory work for a course or exam, as long as the course of study
is in the interests of the Public Service.
When you have been in service for ten years, you would have accrued
120 days study leave – and could apply to attend a four-month course
of study.
There is no limit on the number of days that can be accumulated for

study purposes. However, accrued study leave is not paid out if your
service is terminated for any reason.
50/50 study leave

(PSSR D.I/XI)
For every day vacation and/or study leave you have accrued, you will
be granted one day’s special leave with full pay for study purposes.
So, for example, if you have three weeks’ vacation leave accrued,
you may apply for three weeks’ special leave for study purposes. To
take advantage of this type of special leave, you need to enter into
a written agreement with your O/M/A for the period of special leave
you would like to take for study purposes.
You can also take special leave for study purposes if you are a
Namibian citizen who would like to study full-time in a field that is in
the interest of the Public Service. During such full-time studies, you
will be paid your full salary and benefits. If you would like to take
advantage of this type of leave, you need to apply for it. Your leave
will be granted if it is recommended by the Public Service Commission
and approved by the Prime Minister. Such study cannot be to qualify
you for entry to a specific job.
Attendance of part-time courses

(PSSR D.I/X)
If you are studying part-time and would like to attend lectures during
working hours, this can also be arranged. You could make use of your
study leave on the basis of one day’s study leave for every eight hours
of absence from work. It is important to know that this option is not
available for those interested in full-time studies.
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Leave to attend
external meetings
and/or functions
(PSSR D.XVIII/6 and PSM Circular No. 20 of 1998)
Some public servants are appointed to serve in their personal

capacities on statutory bodies, committees, corporations or other
organisations outside the Public Service. For example, you may be an
elected Local Authority Councillor. Usually, such a person will receive
remuneration of some kind from that appointment, e.g. s/he will be
paid for serving as an elected Local Authority Councillor.
If you fall into this category, you need to take vacation leave for
all the periods of service that you render (give) to such a body,
committee, corporation, etc. during your prescribed working hours
in the Public Service. For example, for every eight hours spent away
from your normal job as a public servant, one day of vacation leave
will be deducted (subtracted) from your total days of leave. This
deducted day’s leave might be paid or unpaid, depending on the
case concerned.
Special sick leave

for injury on duty
(PSSR D.I/IV, D.XIII and PSM Circular No. 19 of 1997)
If you are injured (hurt) while on duty, in a way that is not because of
serious and/or wilful misconduct on your part, you might be granted
special sick leave for the time you are not able to work. This special
sick leave is not deducted (subtracted) from your normal sick leave.
All cases of injury or death on duty need to be reported to the Social

Security Commission in terms of the Employees’ Compensation Act,
1941 (No. 30 of 1941).
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Leave for sport purposes
(PSSR D.I/V)
Special leave with full pay with a maximum of 20 days a year may be
granted to a public servant for the following, among others:
• an approved sports tour
• approved training
• acting as a referee at national or international sporting
events, and
• representing Namibia in an individual sport or as a member
of a team sport.
Leave as a result of
arrest and detention
(PSSR D.I/V)
A public servant who has been arrested and detained and/or who
has to appear in court on a criminal charge could be granted special
leave with full pay for the time s/he is detained, but only if s/he was
acquitted (found not guilty of the charge by a court of law) or the
charge was withdrawn by a court of law.
Leave gratuity
(PSSR D.I/II)
A gratuity is money paid for vacation leave to your credit.
If you terminate your service, e.g. resign, retire, die or are retrenched,
the vacation leave you have accumulated but not used will be paid
out in cash to you, up to a maximum of 85 days. (However, there
are special provisions for leave you have accumulated before 1
September 1996.)
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Maternity leave OFFICE
(PSSR D.I/VIII)
Maternity leave is unpaid

leave that women in the Public
Service may take. Maternity
leave is usually taken four
weeks before the expected
day of your baby’s birth, and
eight weeks after its birth.
As a female member of the

Social Security Fund, you will be
entitled to apply for social security benefits during these 12 weeks of
unpaid maternity leave. More information on this can be obtained
from the Social Security Commission (see also Part 4 in this Guide
under “Social security benefits”).
Unauthorised absence from duty

(PSSR D.I/I)
It is not always possible to get SHEBEEN ANYTI

permission to be absent from ME
work, e.g. you might wake up

feeling sick one morning, or have
an emergency that needs your
immediate attention. In such
cases, you need to telephone your
supervisor as early as possible on
the day that you will not be at work.
If you do not inform your

supervisor of your absence or planned absence, and if you do not
get the necessary permission to stay away from work, your absence
will be seen as not having been authorised. In such a case you will be
given leave without pay for the time you were not at work.
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PART 6:
Developing
human resources
♦ Why are training and development necessary?
♦ Types of training and development
♦ Who is responsible for training and development?
♦ Types of training offered in the Public Service
♦ Public Service training programmes
♦ External programmes
♦ Namibia Institute for Public Administration and
Management
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Why are training and
development necessary?
You need training and development so that you are well informed and
have the necessary skills and competencies to work effectively. As a
public servant, you are responsible for rendering efficient services
to the people of Namibia. Training and development, therefore,
will enable you not only to be well informed but also functionally
effective (do your job well). The Human Resource Development
Policy Framework is an important document to refer to for training
and development. The Policy Framework is reviewed from time to
time to keep in touch with the changing needs of the Public Service.
Types of training
and development
There are two types of training and development: non-qualifying

and qualifying.
Some examples of non-qualifying training and development are –

• in-house induction and orientation training
• functional training, which aims to give you the skills you
need to be able to do your job well
• administrative training, such as communication skills and
customer service, and
• management and leadership development programmes.
When you join the Public Service, you will first undergo some
compulsory in-house induction and orientation training before you
can take part in other training and development programmes. The
in-house induction training will take place within six months after you
have started work. After that, you will undergo a foundation course
at the Namibia Institute for Public Administration and Management
(NIPAM). This course will focus on building a shared spirit, shared
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standards of behaviour, and shared points of view that are connected
to public service in Namibia.
Qualifying training and development programmes refer to any

form of training and development that will result in a recognised
qualification such as a Doctor’s, Master’s or Bachelor’s Degree; a
Diploma; or a Certificate.
Who is responsible for training

and development?
Permanent Secretaries, Managers, Human Resource Development

Practitioners, individual staff members, and NIPAM are responsible
for training and development interventions in the Public Service.
Permanent Secretaries are accountable for the overall training,

development and utilisation of staff. They are also responsible for
creating and implementing a training and development strategy,
human resource development planning, ensuring that enough funds
are given to training and development, and creating a culture of
learning in an O/M/A.
Managers are responsible for identifying what their staff members

need in terms of training and competency (abilities and skills needed
to do their jobs). Managers and staff will together find ways to address
these needs when they draw up a Performance Agreement and when
the staff member’s performance is measured.
The duties of a Human Resource Development Practitioner

include conducting non-managerial administrative training, such as
in-house induction and orientation, which all new employees should
go through. The Human Resource Development Practitioner is also
responsible for conducting identified Strategic Generic Programmes
for staff. The Directorate of Human Resources Development in the
Department of Public Service Management helps to organise these
Programmes.
139
Individual staff members have the responsibility to commit to
continuous training and development by actively taking part in
drawing up their Personal Development Plans and putting them into
practice. These courses include generic training such as the Training
of Trainers’ and Instructors’ Courses.
The Centre for Public Service Training at the University of Namibia,

amongst other service providers, caters for top-level management
training from Deputy Director to Permanent Secretary.
The Directorate of Human Resource Development in

the Office of the Prime Minister plays a major policy role
in establishing human resource development norms and
standards for the Public Service. The Directorate oversees,
plans for, and monitors the overall human resource
development strategy across the Public Service. It also
develops and maintains proper plans and records of training
and development interventions that are needed within the
Public Service. Another service it provides is to offer advice
in implementing human resource development policies,
and making sure all O/M/As follow those policies.
Public Service
training programmes
If you would like to attend one of these courses, you need to apply to
attend the course in question. Application forms are attached to the
training programme or are available from the Training Officer or the
Personnel Officer in your O/M/A. In consultation with your Supervisor
and yourself, the Training/Personnel Officer has the responsibility
140
of finding out whether your chosen training course meets your
development and training needs.
Once your Supervisor has approved your attendance on the course, your
application will be forwarded as an official nomination from your O/M/A.
The nomination will then be forwarded to the DHRD for final approval.
Please note that both your Training/Personnel Officer and your

Supervisor need to support your application to attend a training course.
Without their agreement and signature, your application will not be
processed. Because each course has a minimum and maximum number
of participants, it is important that your nomination is submitted early
enough to secure your place. If your nomination has been accepted
and processed by the Training Officer responsible for presenting the
course at the DHRD, he or she will notify the Training/Personnel Officer
at your O/M/A. This Officer will then inform you of the outcome of
your application.
Courses have also been scheduled to meet the needs of public

servants working outside Windhoek. If you are one of them, your
application will be given preference if the course you have chosen is
to be presented in your Region. Once the Training Officer/Personnel
Officer confirms your attendance on your chosen training course, your
O/M/A becomes responsible for the cost of your accommodation, food
and travel expenses.
External programmes
If you would like to apply or be nominated to attend a course

being offered outside the Public Service, your request needs to be
in the form of a submission. The type of course has to fit in with
your O/M/A’s Training Plan. Your submission needs to have the
recommendation of the Training Committee, after which it needs the
Permanent Secretary’s approval.
141
Your submission will then take the following route:
• It needs the support and signature of both your immediate
supervisor and the head of your section.
• Your O/M/A’s Training Officer/Human Resource Practitioner
has to support and acknowledge your attendance of the
training course. Without this support and without these
signatures, your submission will not be processed.
• Before your submission is recommended, the Training
Officer/Human Resource Practitioner needs to be satisfied
that the Public Service or NIPAM does not offer similar
courses.
• The Ministerial Training Committee will look at your
application carefully. For example, the Committee will
consider if the course will improve your ability to perform
better and improve your administration skills in the work
you do. The Committee will then either recommend or not
recommend your application, depending on your O/M/A’s
needs as well as your own.
• If the Ministerial Training Committee recommends your
submission, the Permanent Secretary in your O/M/A needs
to sign it, whether it is offered within or outside Namibia.
• The Training/Personnel Officer in the O/M/A will then submit
your submission to the DHRD for final approval. The DHRD
then has to ensure that such training is not available from
within the Public Service or from local agencies. This means
that training courses offered locally are given precedence to
(considered first, before) courses offered outside Namibia.
Although there are exceptions to this rule, courses offered
in other countries under bilateral agreements (agreements
between two Governments) are carefully reviewed by the
DHRD. In this regard, the DHRD will forward your submission
to the Ministry of Foreign Affairs for placement.
• If your attendance at a specific course has not been approved
as set out above and you nevertheless attend the course,
you will be held personally liable for any costs you incur.
Please contact the Training Officer or Human Resource Practitioner

coordinating training and development in your O/M/A for additional
information and assistance.
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Namibia Institute for
Public Administration
and Management
There are a number of new developments in the Public Service

affecting capacity-building and training in the public sector. For
example, the training policy of 1990 was revised, and the Namibia
Institute for Public Administration and Management (NIPAM) was
set up. NIPAM’s Policy Framework calls for managing capacity,
developing professional skills, and inculcating (make something a
habit by ongoing teaching) a sense of purpose, values and traditions
of public service among all Public Service staff to effectively serve the
people of Namibia.
NIPAM aims to become a world-class institution in bringing about

governance reforms in Namibia. It will do this by bringing together
knowledge, technology and people. NIPAM wants to transform the
Public Service by building the skills of management and staff, and by
offering services to support organisation development.
PERSONNEL
MANAGEMENT
TRAINING
PURPOSE
SALARY
LEAVE
143
NIPAM has many functions. The main ones are as follows:
• NIPAM emphasises continuous training and retraining,
leading to lifelong learning.
• The strategy and content of training is strongly supported
by operations research on decision-making, service delivery,
and best practices. The findings from this research will feed
into the training programmes that exist and into developing
new training products and services.
• NIPAM will be responsible for coordinating capacity-building
and training in O/M/As, Regional Councils, and Local
Authorities, to make sure the same high quality of training is
given everywhere.
• NIPAM also evaluates capacity, that is, it investigates
performance problems, identifies areas of improvement,
and provides a systematic way to address these gaps
through capacity-building and training.
The framework for public sector capacity-building provides for

continuous learning and development from the point of entry into
the public service till exit.
New entrants into the Public Service will be oriented at institutional

level, followed by a Foundation Programme to build basic
competencies. This will be followed by professional Management
Development Programmes for Middle and Senior Managers.
Key features of NIPAM’s training programmes include the following:

• They are practical, academically sound, and emphasise
building on and improving job knowledge, skills, and
attitudes towards performance
• The approach and methods used are learner-centred
• Training programmes are based on research, case studies
and best practices
• Trainees are assessed and given feedback
• Certificates of Competence will be awarded to participants
who have successfully met the requirements of the
programmes, and
• Selected specialised courses presented in cooperation with
international training and higher education institutions.
144
PART 7:
Information and
communications
technology
♦ What is ICT?
♦ ICT in the Public Service
♦ ICT services for public servants
♦ Policies on ICT use
145
What is ICT?
ICT is an abbreviation for information and communications

technology. ICT describes the method used to capture, process,
store and distribute information electronically. This is done by
communication devices (hardware) and/or applications (software).
ICT products and innovations change the way that individuals and
organisations use computers, connect, communicate, and make
sense of the world. ICT combines information technology (IT) like
computers and computer programs with telecommunications (e.g.
cell phones) and data networking technologies into new solutions
that shape the future.
COMPUTER
TRAINING
146
ICT in the Public Service
Effective use of ICT is the future for any nation with a vision to benefit
from the world economy and the networks that connect everyone.
Policy on
Information Technology
The Public Service Policy on Information Technology ensures that the

computerisation of the entire Public Service is properly coordinated.
The main objectives of this Policy are as follows:
• To develop a framework so that O/M/As can implement
their own networked systems, and still be able to share
information amongst each other.
• To develop a telecommunications infrastructure that will
make networking among O/M/As easier. In this way, data
(information) can be shared efficiently.
• To create a Public Service that is computer-literate and has
enough information technologists that are well motivated to
serve its information needs. The Policy also proposes that
anyone who joins the Public Service has to be computer-
literate.
• To make suitable arrangements like the Cabinet Committee
on Information Technology that will encourage and stimulate
the effective development of Government information
systems.
• To make sure ICT is used effectively so that it can make O/M/
As more competitive about being productive.
• To set up Units of Excellence where software can be tested,
and where trends and advances on ICT outside Namibia
can be monitored so that they can be effectively adapted
to Namibia, and
• To make sure data, software and hardware within O/M/
As are secure (safe). This includes things like anti-virus
protection and safe data storage.
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But a framework to set up backup and data-recovery systems still
needs to be developed and instituted.
The Policy consists of seven major modules:

• Institutional Arrangement
• Open Cooperative Information System Architecture
• Development of ICT Infrastructure
• Security Standards
• Information Technology Personnel Administration
• Acquisition of Hardware, Software and Services, and
• Human Resource Development.
The Institutional Arrangement Module calls for the following to

be set up:
• A Cabinet Committee on Information Technology, which will
oversee all policy objectives and goals for ICT in the Public
Service
• A Public Service Committee on Information Technology,
which will find ways to increase the use of IT for efficient
decision-making, service delivery, and other management
processes in the Public Service
• A Department of Public Service Information Technology
Management (DPSITM), to serve as the technical arm for
the Cabinet Committee on Information Technology. The
DPSITM is dedicated to keeping the Public Service up-to-date
with the latest ICT in order to have a faster and smoother
flow of data and information within the Government. This is
achieved by means of four support services, namely –
° training, by means of which public servants become
computer-literate and perform their duties more
efficiently
° technical support, which is your ‘One-Stop Shop’ for
any technical help you need on your computer
° system development, where relevant systems are
developed and maintained
° web and database hosting, which offers all the
Internet services you will need, and
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• Ministerial Information Technology Units, to coordinate ICT
activities in the O/M/As in line with the Public Service Policy
on Information Technology.
The Open Cooperative Information System Architecture

Module sets out guidelines to ensure that O/M/As share data,
information and communication systems easily among themselves.
The Development of ICT Infrastructure Module recognises that

the backbone of IT is a network with media that can transmit data and
information far and near at reasonable speed and cost. This Module
outlines strategies to develop such a network and media with the
help of Telecom Namibia Ltd.
The Security Standards Module outlines strategies to ensure

that data, information, software and hardware are secure, and to
guarantee the integrity (wholeness) and safekeeping of information.
The Information Technology Personnel Administration Module

deals with policies that guide the responsibilities and behaviour of IT
professionals in the Public Service.
The Acquisition of Hardware, Software and Services Module

gives guidelines to ensure that the Public Service receives only up-to-
date, high-quality equipment, software and services.
The Human Resource Development Module develops guidelines

and strategies for recruiting, training, and retaining a team of
motivated IT professionals in the Public Service.
Intranet/Internet Gateway
The Public Service Intranet/Internet Gateway is a multi-level network

that links all computers in the various O/M/As and serves as the
backbone of communication in the Public Service at one level: the
Public Service Intranet. At another level, the Gateway links all
the Public Service communication systems to the World Wide Web –
the Internet. 
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E-governance Policy
Government showed its commitment to ICT usage with its

E-governance Policy for the Namibian Public Service. The aim of
e-governance is to support and simplify administration, service
delivery and interaction between different parties, including among
O/M/As, citizens and businesses. This support is offered electronically,
and aims to improve public service delivery at local and national level.
The objectives of the E-governance Policy are as follows:

• To provide Namibian citizens with access to information
about political processes, Government services, and the
choices available to them 24 hours a day, 7 days a week
(24/7)
• To allow Namibian citizens to change from being passive
receivers of information to being active participants in
governance. This will be done by –
• informing citizens of all essential issues
• getting citizens’ views and representing them in all
forums where public opinion is necessary, and
• giving citizens the necessary information to vote and
encouraging them to do so
• Meeting the public’s needs and expectations in a satisfactory
way by making it easier for them to interact with the
Government, and by providing services based on the
public’s preferred choices
• Providing speedy, transparent, accountable, efficient
and effective processes for performing Government
administration activities, and
• Bringing the rural areas and other marginalised sectors
into the mainstream, while increasing public confidence in
online service delivery.
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The roles and responsibilities of the key implementers of the
E-governance Policy are as follows:
• Cabinet: E-governance in Namibia needs to be driven by

the Cabinet itself. This will make it easy for resources to
be identified and directives regarding e-governance to
be issued and implemented forthwith. In this regard, the
Cabinet Committee on Public Service will be responsible for
driving e-governance matters on behalf of Cabinet.
• Office of the Prime Minister: The DPSITM advises the

Prime Minister when it comes to implementing ICT and
e-governance. This includes advice on formulating all the
necessary policies, standard and guidelines.
• E-governance Coordinating Committee: This Committee

comprises representatives from all O/M/As, major
Government institutions, and selected stakeholders. The
Committee assists and advises the Office of the Prime
Minister in evaluating policies, standards and procedures in
judging progress; in identifying problems and suggesting
the way forward; and in drawing up action plans. Committee
members are also responsible for the implementation of
E-governance in their own respective government O/M/As.
• E-governance Implementation Committees: Each O/M/A

has to set up an E-governance Implementation Committee.
This Committee reports regularly to the Office of the Prime
Minister on progress made by the O/M/A in implementing
e-governance policy and projects. Such Committees are also
responsible for coming up with e-governance strategies.
151
ICT services
for public servants
There are two types of ICT services rendered to Public Service

employees, namely ICT training, and Internet at home.
ICT training
You can enrol for ICT training by following these steps:

• Ask your supervisor for the ICT training programme (available
from an O/M/A Training Officer)
• Select a training course
• Ask your O/M/A Training Officer to help you register for the
course
• Wait for the DPSITM in the Office of the Prime Minister to
confirm you can attend the course, and
• Confirm that you will attend the course.
The ICT courses offered are as follows:

• Word processing, Spreadsheets, Presentations, Internet and
E-mail
• Database development
• Web development, and
• Operating systems and networking essentials.
These courses are offered at Fundamental, Intermediate and

Advanced levels.
Internet at home
Call the DPSITM at (061) 205 6203 for an application form and other
information you need in order to set up an Internet connection at
your home for private use.
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Policies on ICT use
ICT use in the Public Service is governed by the Acceptable Use Policy
on IT Resources and the Network Security Rules.
Acceptable Use Policy

on IT Resources
The objectives of this Policy are to –

• To ensure that the use of resources are for the benefit of
government
• IT resources are to be used productively
• Disruptions to government activities because of
inappropriate use of IT resources are avoided, and
• The government community is informed about
confidentiality, privacy and acceptable use of IT resources as
defined in this policy.
Overall, the Acceptable Use Policy on information technology

Resources aims to ensure that the Public Service Intranet and
Internet resources are not misused or abused. The Policy also aims
to make all users of ICT resources in the Public Service aware of their
responsibilities. For more information, visit http://www.eservice.net.
local.
153
Network Security
Rules and Regulations
There are many risks involved with linking the Public Service Intranet to
the Internet as a whole. The Network Security Rules and Regulations
therefore aim at ensuring that the Intranet/Internet Gateway is safe
from such risks. For this reason, the following preventative measures
are taken in the Public Service:
• Measures against human risks
• Measures against natural risks
• Measures on safeguarding
• Measures on control of staff
• Measures on staff security
• Measures to ensure software is secure
• Measures to ensure the network is secure
• Measures to ensure data is secure, and
• Measures to ensure access to the network is controlled.
For more information, visit http://www.eservice.net.local.
154
PART 8:
Financial matters
♦ Types of taxes and their function

♦ The regulatory environment
♦ The Budget Cycle
155
Types of taxes
and their function
The State and all its organs (Judiciary, Legislature, Executive), whether
in central, regional or local Government, are funded through various
forms of taxes, levies, donations, grants and loans. The following are
just a few examples of some of the sources of taxation:
• Personal income tax: payable by every citizen who earns an
income above a certain level each year
• Tax on business profits and company taxes
• Value-added tax (VAT): payable on all goods, services and
imports; currently the general rate is 15%
• Customs duties (and VAT) on imported goods: payable on all
goods brought into the country, whether by rail, road or air
• Income tax on interest received on an investment, a pension
pay-out or a cash payment one receives on resigning from a
job (but not in all cases)
• Property and land tax: payable on property and land, and
• Licence fees: payable e.g. for the use of public roads, the
sale of liquor, fishing and gambling.
Ministry of Finance Building
156
Tax rates can be changed by the State from time to time. Major
taxes are paid into the State Revenue Fund. The Ministry of Finance
administers this Fund on behalf of the entire Government. Money
from this Fund is allocated to development projects and other
priorities identified by the Government of the day. These priorities are
evident from the various O/M/As created, each of which is intended
to satisfy a specific public need.
Every year the Minister of Finance presents a National Budget to the

National Assembly. This Budget shows what the financial needs of
each O/M/A are for the year ahead. The O/M/As, in turn, will have
given through this information to the Ministry of Finance well before
the time, so that the National Budget can be properly planned before
being presented.
The Budget is then debated in Parliament. For example, each Minister

needs to explain why s/he has set aside certain amounts of money
for specific projects. Depending on the Minister’s explanation, there
may be more discussion until all the Members of Parliament are
satisfied that the public money s/he has asked for will be used to
achieve national objectives.
This process of openly discussing how public money is to be used is

very important in a democratic country. The debates ensure that the
money obtained from the country’s citizens will be used responsibly
and for the most urgent needs.
Once all the O/M/As’ budgets have been defended in this way,
a vote is taken to either accept or reject the National Budget as a
whole. If it is accepted, the President signs it and it becomes an Act of
Parliament (it is called the Appropriation Act for that financial year).
Only now can the money actually be spent.
However, the money given to an O/M/A cannot simply be spent as it

pleases. Various laws and rules guide how State money is employed,
so that there is no misuse or abuse of these funds.
157
The regulatory environment
The financial activities of the Government of Namibia are guided and

regulated by three major legal instruments, namely –
• the State Finance Act, 1991 (No. 31 of 1991)
• Treasury Instructions, and
• the Tender Board Act, 1996 (No. 16 of 1996), and
• the Tender Board Regulations.
The State Finance Act deals with the powers and duties of the Minister
of Finance, the Auditor-General, the Treasury, and Accounting
Officers. The Act also guides O/M/As in executing financial activities.
The Treasury Instructions support the State Finance Act. These

Instructions describe, in detail, the powers and duties of Accounting
Officers, the Department of State Accounts, the Accountant-
General and Financial Advisors of O/M/As, and provide step-by-step
instructions on how to carry out particular financial activities such as
the purchasing of equipment.
The Tender Board Act and the Tender Board Regulations provide
guidelines on how to buy (procure) goods and services, and how to
dispose of Government property such as land and buildings.
If you, as a public servant, wish to spend public money, you would

need to take the following steps:
• If the goods or services to be bought cost more than
N$10,000, they should be put out to tender. Such a request
goes to the Tender Board. The Tender Board asks the public
to make written offers to supply the goods or do certain
work for a fixed price. In this way, the best offer can be
chosen from all the tenders received.
• If the goods or services to be bought cost less than N$10,000,
your O/M/A can deal with the procurement.
• Check that the goods or services to be bought are provided
for in your O/M/A’s budget.
158
• Get three quotations from suppliers of the goods or services
in question; the lowest quotation will not necessarily be
selected.
• Complete a requisition form and obtain confirmation that
the necessary funds are available.
• Forward the requisition to the Ministerial Economising
Committee in your O/M/A. All the main Divisions within
each O/M/A are usually represented on this Committee.
• Once the Economising Committee approves your request,
an official order is issued to the chosen supplier of the
goods or services.
• Once the chosen supplier has delivered the goods or
services, they invoice the O/M/A for payment.
Certain goods or services may be needed for a year or more. In such

cases, a contract needs to be concluded with the supplier. Usually,
such goods and services would cost more than N$10,000, so a tender
would be put out for an annual contract.
The Tender Board also has the power to exempt an O/M/A from
having to follow the Tender Board Regulations. For example, if certain
goods or services are needed urgently, putting out a tender first
might take too long. In such a case, the O/M/A itself is empowered
to take the decision to select the best supplier.
159
The Budget Cycle
Prepare macroeconomic framework

(Time frame: About two months)
• Obtain comments from Bank of Namibia, National Planning

Commission and the Presidential Economic Advisory Council
• Present macroeconomic framework to Cabinet
• Request endorsements of fiscal targets
• Submit draft to the Department of State Accounts
Determine resource envelope/

obtain budget information
(Time frame: About one month)
Issue circular to O/M/As requesting –

• estimates of tax and non-tax revenue, as well as grants/
donations in cash, for both the medium term and the
current financial year
• O/M/As provide the Ministry of Finance with forms for Year
1 (next financial year); any additional requests should also
be submitted
• budget information for Year 2
• budget proposals for Year 3
Determine budget ceilings

(Time frame: About two months)
• Review all budget requests and prepare for the National

Budget hearing
• Analyse, review and compile additional requests from O/M/
As (National Planning Commission)
160
• Issue invitations to O/M/As for National Budget hearings
(National Planning Commission, for Development Budget)
• Budget hearings
• Compile final budget scenario based on information from
the following sources:
• Macroeconomic framework
• Fiscal targets
• Resource envelope
• National debt/statutory payments
• Arrange Treasury Cabinet Committee meeting in
consultation with Minister of Finance
• Submit summarised Budgetary Framework and Medium-
term Expenditure Framework to Minister for presentation to
the Treasury Cabinet Committee
• Submit summarised Budgetary Framework as revised by
the Treasury Cabinet Committee, as well as the Medium-
term Expenditure Framework to the Minister of Finance for
presentation to Cabinet
• Issue Treasury Circular to O/M/As with final medium-term
ceilings request adjusted documents
Finalise budget documents

(Time frame: About three months)
• Issue letter to National Planning Commission requesting

breakdown for Development Budget
• Compile National Budget, Medium-term Expenditure
Framework and budget speech
• Submit National Budget, Medium-term Expenditure
Framework and budget speech to the Bank of Namibia and
the National Planning Commission for comment
• Finalise budget book
• Finalise MTEF
• Finalise National Budget speech
• Print documents
• Table the National Budget
• Enact and gazette the Appropriation Act
161
Execute the Budget
• O/M/As implement the Budget

• O/M/As monitor and control expenditure in terms of the
State Finance Act
162
Hints and tips
♦ General Do’s
♦ General Don’ts
♦ Manual fling Do’s and Don’ts
♦ Electronic filing Do’s and Don’ts
163
As you probably know, you can do many simple but effective things
to set a standard of professionalism in your work. Here are a few
pointers in that direction, as well as some other general tips.
General Do’s
• Do sign in and out of the attendance register every day.

• Do wear your name-tag for easy identification.
• Do answer the phone within three rings.
Ph ILL
on
B
e
• Do offer assistance politely on the phone or in person.

• Do return the call if you were out when someone phoned
you.
• Do pay for the private calls you make on the office phone.
• Do report sexual harassment to Gender Focal Points.
• Do make backups of all important computer documents.
• Do keep a copy of all personnel documents such as leave
forms, probation reports, as well as subsistence and travel
(S&T) requisitions you hand in to the Personnel Office.
164
• Do hand in all outstanding documents on personnel
matters to the Human Resource Practitioner as well as your
supervisor, as the case may be.
• Do inform your supervisor where you will be if you have to
leave the office.
• Do be open to change.
• Do be patient with bureaucracy, but try to improve it

wherever you can.
• Do remember to get permission for doing any private work
after hours.
• Do report it to your supervisor if you have doubts about
the lawfulness of an official order, and suggest that it be
discussed at a higher level – and follow it up if you get no
response.
• Do keep your valuable belongings out of sight.
• Do assist new colleagues by showing them where the
important facilities are (like the photocopier, the toilets, and
the fire escape).
165
• Do lock your office
when you leave.
• Do transfer your
phone to a colleague
or the switchboard
when you’re out of
the office.
• Do visit the e-service
web-site every day.
• Do report disability
discrimination to
Disability Focal
Persons.
General Don’ts
COM
PU
GAM TER
ES
PLAY
NOW
!
• Don’t discriminate against anyone living with HIV/AIDS.

• Don’t discriminate against persons with disabilities.
• Don’t abuse Government property and resources (like
vehicles, the photocopier, the telephone, or the Internet).
• Don’t use Government time for your private business
(reading the newspaper, playing computer games).
166
• Don’t abuse your official position for private benefit.
• Don’t come in late or leave early: the official working hours
for staff members working in Government offices are 08:00
to 13:00, and 14:00 to 17:00.
• Don’t disregard Public Service information.
• Don’t gossip about your colleagues.
• Don’t smoke in the office.
• Don’t leave strange people alone in your office.
FILING
DATES
• Don’t allow your private life to have a negative effect on

your performance at work.
• Don’t make a habit of bringing your children to the office
during working hours.
• Don’t leave the lights on if you are the last one to leave the
office.
• Don’t discriminate against your customers or colleagues
on the basis of their race, colour, gender, disability, sexual
orientation, religion, or choice of political affiliation.
167
Manual filing
Do’s and Don’ts
• Do give a file number to every original document you

receive in the mail.
• Do make a copy of it for yourself.
• Do send the original on to the Registry for filing.
• Do send the Registry a copy of all official documents you
produce on your computer.
• Don’t ever take out an original document from a Registry
file.
• Don’t make any changes (additions or deletions) to the
filing system without the consent of the officer in charge
of archives.
• Don’t dispose of or transfer records without following the
guidelines approved by the National Archives.
• Do contact the National Archives in the Ministry of
Education for help or further information.
168
Electronic filing
Do’s and Don’ts
• Do use the e-office filing system to file all official e-mail

messages received or sent while carrying out official
business.
• Do scan all paper records, convert them into PDF files, and
upload them into the e-office filing system.
• Do search the e-office filing system to find the record you
need.
• Don’t let anyone else know your password.
• Do send your application for filing to your Records Approver.
• Do use the correct folder to file a specific request or record
• Do contact the Electronic Documents and Records
Management System Project Office in the Office of the
Prime Minister for support and more information about the
electronic filing system.
169
170
Notes
171

172

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Republic of Namibia

Being a Public Servant in Namibia

All rights reserved. No part of this book may be reproduced in

Compiled by the Efficiency and Charter Unit, Office of the

Printed by John Meinert Printing

Published by the Public Service of the Republic of Namibia

PART 1: Delivering a service 17

What is a Public Service?................................................18

PART 2: Government structure 29

PART 3: Public Service reform and development...... 79

PART 4: Conditions of employment........................101

PART 5: Service benefits..........................................121

PART 7: Information and communications

What is ICT? ................................................... 146

PART 8: Financial matters..................................... 155

Types of taxes and their function................................ 156

Hints and tips ................................................... 163

General Do’s .........................................................164

If you are a currently serving member of the Public Service or are

Every new public servant will undergo an induction course, using

The comprehensive electronic version of the Public Service

The logo button (Together we can make a difference) shows

Please do go and explore these websites!

Rt Hon. Nahas Angula

Furthermore, to ensure all public servants have concise information

With increased globalisation and the resultant changes, the Public

The principles underlying the various Public Service Charters remain

Another key development in the Public Service is the establishment

Government is committed to using information and communication

DHRD Directorate of Human Resource Development

This symbol means that there is a link between the Pocket

What exactly is the Public Service of the Republic of Namibia?

“… a Public Service for the Republic of Namibia … shall be

(Public Service Act, 1995 [No. 13 of 1995], Part I, section 2)

Clearly, a public servant is someone

The public is made up of –

while being a public servant broadly

In the Namibian context, the title public servant refers to any

Staff member means any person employed in a post on or

Very importantly, as a public servant you are neutral in respect of the

As a public servant, you are part of a Government O/M/A that offers a

Openness refers to giving information on how public

In being open, you need to strike a balance between

To give an example of confidential information, think

An example of how the Public Service must be

An easy way to decide whether information is confidential

As a newly employed public servant, you have the right to be trained

The importance of customer care in the Public Service has resulted in

For example, the Namibian Public Service Charter identifies

Before that question is answered, you need to remember that part

But what should you do if you see a colleague acting unprofessionally

Ethics can be defined as a bundle of rules or standards accepted

A corrupt public servant is someone who uses public money or

The Government of the Republic of Namibia is divided

As you know, each of Namibia’s

In the Local Government set-up,

By means of the Local and Regional

The Namibian Central Government is divided into

Once the Legislature has passed a law, the Executive

The Judiciary then has the responsibility of judging

In addition to these three organs of State, some

The Executive branch of Government – which includes all the various