development, and can own this document not only during implementation, but also from its development phases. It remains the responsibility of the Heads of Directorates/Divisions to ensure that the content of this Strategic Plan is inculcated into their organisation culture and climate on a day-to-day basis. This should form the basis of the MICT’s service commitment to the Namibian nation and beyond. Each MICT staff, regardless of position, should be acquainted with what is expected of them in furtherance of the MICT mandate. The onus lies on the MICT Management to drive this as a vehicle towards becoming ‘a catalyst for an informed and inclusive ICT smart Namibia’. This plan will be further cascaded into Annual Plans and eventually individual Performance Agreements that will hold us accountable to the public as public servants. In order to effectively implement the Performance Management System, we need to introduce aspects of change management, coaching and mentoring into the workplace. I would like to sincerely thank the MICT Strategy Committee for facilitating the development of this Strategic Plan, the hard work and dedication of the MICT Management is indeed inspiring, that together we will fulfil the Ministry’s mandate. With expert guidance from the CoreElite team, we have managed to carve our destiny, determine the path we will take to deliver, and so we vow to remain accountable during this journey. All this would not be possible, without the continuous guidance, faith and support that the Ministry of ICT enjoys from its Top Management. 5 Ministry of Information and Communication Technology STRATEGIC PLAN 2017 - 22