corporate plan - 30.07.12 1 -...
TRANSCRIPT
1
CORPORATE PLAN 2013 - 2018
SELF-RESPECT & HUMAN DECENCY
2
Table of Contents FORWARD BY MINISTER OF COMMUNITY DEVELOPMENT& YOUTH…………...................................Page 3 OVERVIEW OF NATIONAL CENSORSHIP BOARD…………………………….........................………Page 4-5 NATIONAL CENSORSHIP BOARD PERSPECTIVE FROM THE CHIEF CENSOR....................................…Page 6-7 LEADERSHIP STRUCTURE……………………………………………………………...................….… Page 8 STAFF OF THE NATIONAL CENSORSHIP OFFICE………………………………...............................….Page 9 FUNCTIONAL PERSPECTIVE…………………………………………………………..........................…Page 10-11 ORGANISATION CHART……………………………………………………………...........................…Page 12 MISSION, VISION AND VALUES…………………………………………………..........................…... Page 13
• OUR MISSION
• OUR VISION
• OUR VALUES CORE OBJECTIVES…………………………………………………………………….................………Page 14 NATIONAL CENSORSHIP BOARD OBJECTIVES………………………………….........….....................…Page 15-17 FUTURE DEVELOPMENT ISSUES………………………………………………….............…......................Page 17-20
• OUR PEOPLE
• KEY ACTIVITIES
• RESOURCE REQUIREMENTS
• STAKEHOLDERS
• FUTURE VISION
APPENDICES STRATEGIC PLANS
• CORE OBJECTIVES
• GANTT CHART
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5
I acknowledge the great work put into the development of this plan and ask all relevant
stakeholders, partners and civil societies to work together in the implementation of this
Corporate Plan 2013 – 2018.
Joe Kanekane
Chairman
Censorship Board of PNG
State
The co
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ate Plan
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7
Leadership Structure
National Censorship Board
Senior Management Team
Chief Censor
Programme Development Review & Research
Committee
Provincial Committee
Partners & Civil Societies
Minister
National Advisory Committee
Finance & Audit Committee
Staff
Some of
Func
The Ch
Censor
Govern
The Ch
Ministe
EXEC
The Ex
suppor
The Ex
Directo
OPER The Op
Deputy The di
delega
Board’
of the
the hardworki
ctional P
hief Censo
rship Offic
nment.
hief Censo
er for Comm
CUTIVE M
xecutive M
rtto the Ce
xecutive M
ors and sup
RATIONS
perations a
y Chief Ce
vision is re
ating, and
s medium
Nationa
ng staff memb
Perspec
or is respon
e in ensur
or reports t
munity Dev
MANAG
Manageme
ensorship B
Manageme
pport staff.
S AND E
and Enforc
nsor.
esponsible
monitorin
m to long
al Cens
bers of the Nat
ctive
nsible for t
ring that it
to the Cen
velopment
GEMENT
ent provid
oard.
ent consist
ENFORC
ement div
e for prov
ng the imp
term Strat
sorship O
tional Censorsh
the day to
t meets its
nsorship Bo
t.
T TEAM
es day to
ts of the C
CEMENT
vision is hea
iding supp
plementati
tegic Plan
Office
hip Office
o day ma
s legal ma
oard of Pa
o dayoper
Chief Cen
T DIVISIO
aded by a
port to th
ion of the
s. It collab
anagemen
andate as
apua New
rational an
nsor, Depu
ON
Director w
he Board
policy gu
borates w
t of the N
directed
Guinea a
nd manag
uty Chief C
who report
by coord
uidelines a
with partne
8
National
by the
and the
gement
Censor,
s to the
inating,
and the
ers and
9
stakeholders in advocating and promoting healthy mind and promoting human
decency and self-respect for the people of Papua New Guinea.
It represents the Board in working closely with relevant authorities in the fight against
the influx and infiltrations of indecent and harmful materials and information into
Papua New Guinea. The Division is also responsible for carrying out awareness for
compliance and where necessary enforcement for breach of Censorship Policy and
Legislation.
STRATEGIC POLICY COORDINATION DIVISION The Strategic Policy Coordination division is headed by a Director who reports to the
Deputy Chief Censor.
It is responsible for providing support to the Board by leading the formulation and
development, monitoring and reviewing of policy guidelines on censorship in Papua
New Guinea. The Division carries out research and reports on the impact of mass
media on the spiritual, cultural, moral and ethical fabric of society.
The Division is also responsible for analyzing, evaluating and advising on the policy
impact of the program on censorship. It also collates statistical data and disburses
information on the impact of mass media. It also strategizes options for policy advice
for the medium to long term plans, formulatesbudget strategies and evaluate
implementation performance.
It is also responsible for production of annual sector reports, submissions to the
Executive Government on legislative and policy changes, and other periodic reports
and publications.
LOGISTIC AND SUPPORT SERVICES DIVISION The Logistic and Support Services Division is headed by a Director who reports to the
Deputy Chief Censor.
The Division is responsible for supporting the Board by providing effective and
efficient administrative support services to technical divisions towards meeting board
objectives.
The Division is also responsible for the provision of vital corporate services in
Information Technology and Communication System, Financial Management and
Accounting, Human Resource Management including training and development
and Administrative and Logistic support to the technical divisions.
10
11
Mission, Vision and Values
Our Mission National Censorship Board creates an environment that protects our people from
indecent information and materials to promote a high moral and ethical society in
Papua New Guinea.
Our Vision The National Censorship Board is committed to ensure that the Spiritual, Cultural and
Social Values are improved through protecting and informing communities about bad
effects of all forms of mass media and public communication.
Our Values Statement
Commitment
We are committed to maintaining the tradition of self-respect and human
decency and maintain the team work and partnership for prosperity.
Professionalism
We are committed to develop our human capital to be professionally trained
and benchmark to international best practices.
Service
We provide high standard of service to the government, community, industry and
commerce, external stakeholders, with the aim of reducing harmful effects of
publications and communication mediums.
Integrity
We are honest, transparent and accountable in what we do.
Ethics
We ensure good moral and work ethics are maintained at all times within our
practices.
Gender Equality
We recognise gender and equal participation in National Censorship Board.
12
Core Objectives
1. Regulate and enforce the industry against all forms of harmful effects and influences
through communication medium on every individual in Papua New Guinea.
2. Provide quality information and strategy to take advantage of emerging global
trends and technology in censorship including dissemination of indecent material
and information through the communication medium.
3. Establish and maintain effective dialogue and communication with stakeholders
and partners in both the industry and community at large.
4. Develop regulations and systems regarding standards on industry practices
including classification, labelling and filtering.
5. Advocate quality awareness and education to all people about the effects that
indecent materials and information can have on the future of our society.
6. Establish national and provincial advisory committees involving churches, civil
societies and development partners.
7. Promote, encourage high moral and ethical behaviour, respect and observe good
traditional and cultural values of our people.
8. Undertake an organisation review in order to determine the appropriate size and to
improve the capacity of NCB to effectively discharge its roles and responsibilities.
9. Formulate and implement effective policies, regulations, internal systems, processes
and procedures to achieve high performance for National Censorship Board.
13
National Censorship Board Objectives The National Censorship Board will pursue the following core objectives as a strategy to
accomplish its Vision 2018.
For 2013 to 2018 the following objectives will be the central focus for the Board and support
staff of the NCB. The success of the NCB needs to be measured against the implementation
and embedding of these objectives over the period of this Corporate Plan. Achievement of
these broad objectives will raise the skills and competency of a range of persons both within
NCB and external stakeholders and partners around censorship issues. Skills development and
capacity building across the country is an important objective to ensure that long term
knowledge and technical skills exist in sufficient quantity and calibre at all levels of relevant
government agencies including NCB stakeholders and partners.
1. Regulate and enforce the industry against all forms of harmful effects and influences
through communication medium on every individual in Papua New Guinea.
A clear mandate for the NCB is to regulate and enforce against all forms of
communication medium to minimise and in the long run eradicate dissemination of
harmful effects and influence of indecent materials and information. This entails
ensuring that responsible public and private sector organisations are accountable
and are in compliance with established regulations.Proposed initiatives in this area
include the development of standardised instruments such as the review of the
Censorship Act, Regulations, classification, labelling, filtering systems and consumer
guides.In order to ensure that the NCB is meeting world best practice in inspection
and enforcement operations, increase and continuous funding for research in
global censorship is required.
Limited awareness and enforcement of censorship regulations including
compliance monitoring has been undertaken to date. The extent to which this has
been conducted will be improved and afforded given greater resources. Skilling of
staff in this area requires the development or acquisition of specialist skills not
currently held by NCB staff. The NCB will seek to develop partnering arrangements
with international agencies, national, provincial and local level governments to
ensure the appropriate flow of information occurs between itself and other
stakeholders and partners. The NCB seeks to improve current behaviours and
practices through greater awareness, education,trainingand effective dialogue to
ensure compliance.
2. Provide quality information and strategy to take advantage of emerging global
trends and technology in censorship including dissemination of indecent materials
and information through the communication medium.
NCB must keep abreast of emerging global trends in technology through
comprehensive research and information gathering on legislative framework
relating to censorship. It must also inform itself on the methods of classifications,
labelling and filtering of harmful information and materials employed by the global
community through classified and general research. Development of strategies and
dissemination of quality censorship information to various levels of government
agencies and stakeholders will ensure a uniform and standardised practice in
monitoring, reporting and enforcements.
14
3. Establish and maintain effective dialogue and communication with stakeholders
and partners in both the industry and community at large.
Develop a comprehensive communication and information dissemination strategy
and establish dialogue with the industry and the general public in order to curb and
minimise filtration and dissemination of harmful materials and information.
4. Develop regulations and systems regarding standards on industry practices
including classification, labelling and filtering.
Review existing legislation, and establish appropriate regulations and standards to
be fully adhered to by the industry in all aspects of classification, labelling and
filtering systems and to observe common decency and conduct in the way
businesses are conducted through the communication medium. Prevailing
legislation and regulations must be enforceable to counter breach of harmful
materials and information being disseminated.
5. Advocate quality awareness and education to all people about the effects that
indecent materials and information can have on the future of our society.
Launch major education and awareness campaigns targeting at all strata of the
society on a continuous basis employing every available communication medium
about the harmful effect of indecent materials and information to the society.
6. Establish national and provincial advisory committees involving churches, civil
societies and development partners.
Develop and maintain a strong network partnership with the national and provincial
committees involving churches, schools, civil societies, communities, social groups
and development partners to ensure that NCB polices, programs and activities are
sustainably achieved with continuous improvement.
7. Promote, encourage high moral and ethical behaviour, respect and observe good
traditional and cultural values of our people.
Create greater awareness to promote high moral and ethical behaviour and
respect for good traditional and cultural values in homes, schools and all strata of
the society through all NCB awareness, education and training programs.
8. Undertake an organisation review in order to determine the appropriate size and to
improve the capacity of NCB to effectively discharge its roles and responsibilities.
Undertake a comprehensive review of NCB including its Legislation, Charter,
Mandate, and regulations including the size and capacity to effectively deliver on
its mandated role and responsibilities. This will entail conducting a detail
organisational and functional review to ensure a proper outcome.
9. Formulate and implement effective policies, regulations, internal systems, processes
and procedures to achieve high performance for National Censorship Board.
Emerging out of objective number eight (8), a set of regulations, policies,
procedures, systems and processes will be identified and developed to effectively
and efficiently manage the functions of NCB to achieve superior performance.
15
Future Development Issues May (PNGIPA) Workshop and the subsequent June (Gateway) Workshop identified several key
development areas which are not fully captured in the nine (9) Core Objectives stated in this
Corporate Plan.
The following five (5) areas discusses serious capacity building issues emerging out of these two
workshops that needs to be reflected in the Strategies for the implementation of the
Corporate Plan.
Our People
Respect for people and the empowerment of individuals are important principles that are
practised within the NCB. Our people have to be committed to ensuring value for money
outcomes are achieved for the Independent State of Papua New Guinea. To achieve this
goal and the objectives outlined in this document the NCB will invest in the identification of skill
gaps, training solutions and development opportunities.
The awarenesslevel within the National Government Agencies, Provinces, District and Local
Level Governments around censorship issues requires a major investment of resources to
ensure a growing realisation is adopted within NCB and PNG. Failure to increase
awareness,knowledge and skills to effectively tacklecensorshipissues will resultin increased
social problems which erodes away the fabric of society.
Our commitment to people is also focused on those external to the organisation with
responsibility for all those involved in censorship issues. Whilst resources for skill development at
a national level are at times constrained, at a provincial and local level these become even
less available. It is incumbent upon the NCB to raise the potential and capacity of those
persons involved in enforcement of regulations and awareness programmes. A noticeable
increase in capacity, skills and awareness across the country as envisaged in this document
will require a major investment of time, commitment and financial resources.
An outcome from the corporate and strategic planning workshop that was held in June 2012
was the recognition that the numbers of staff within the NCB does not match the operational
requirements. While a functional review will determine the full extent to which internal
responsibilities can be allocated there is a clear need for specific positions to cover identified
areas of deficiencies.
To achieve our objectives:
• Greater support will be targeted towards provincial andlocal level governments in skills
development and awareness whilst maintaining continued support for National
Departments and Agencies and other stakeholders;
• The frequency of training within provincial and district communities will increase yearly
with an emphasis on building skills, and greater vigilance and awareness overtime;
• Develop new competencies within internal staff and equip them with the tools
necessary to carry out their tasks;
• Maintain an ethical approach to our tasks while adhering to the laws and regulations
governing public servants.
16
Key Activities There were a number of activities associated with identification of Core Objectives that were
reviewed by the National Censorship Board in the June, 2012 workshop. The Board was
satisfied that these would assist in meeting the Objectives identified. The Board also reviewed
the subsequent activities identified by the Chief Censor and found to be acceptable. A list of
Core Objectives and activities has been reproduced in Appendix A. Included in the Appendix
are the proposed duration of these activities along with output indicators, timeframes,
resources requirements and critical assumptions.
Examples of these supporting activities include:
• Reviewing the censorship legislation, regulations and guidelines to ensure improved
controls;
• Conducting organisational and functional review of the NCB;
• Development and rollout of National and Provincial Advisory Committees;
• Development of client surveys;
• Development of censorship benchmarks;
• Assessment of PNG systems against international standards;
• Greater focus on enforcement and compliance and audit of the censorship function;
There are 15 staff to handle the current operational and administrative requirements under the
present structure. This staffs requires specific training and development opportunities to equip
them to handle the technical requirements of their roles. A detailed analysis will be conducted
with the aid of a planned functional review. It is envisaged that over the life of the proposed
Strategic Statement concluding in 2018 that expertise will move from NCB to Provincial and
Local Level Governments. Over a longer timeframe it is envisaged that censorship staff will
exist in all provinces.
In order to support a continued and sustainable approach to professional development and
the raising of the skill levels and awareness within PNG,approaches have been made to
various international institutions and universities concerned with censorship for purposes of
research and benchmarking to international best practices. This initiative would ensure that
international standing would exist and remain viable.
Resource Requirements The Board has developed a vision and guiding strategies for the National Censorship Office for
2013 to 2018. The Board requires the NCB to become the leading censorship organisation
within the South Pacific charged with specific responsibility for education and creating greater
awareness on the negative and harmful effects and its influences to every individual in Papua
New Guinea from communication mediums. A major review of progress to monitor whether
the priorities and objectives are being achieved is planned for 2014. This evaluation phase will
determine whether the outcomes being sought to be delivered through this strategy are being
achieved. The review phase will also determine whether it would be necessary toreview the
current Act and to make it more relevant for today’s society and future.
The NCB is aware that the demand and weight of responsibility placed upon it to protect the
society from all harmful effects and influences by communication mediumsis massive. At this
17
time it is felt that censorship should be further decentralised, as insufficient skills, knowledge
and awareness exist within relevant National, Provincial and Local Level Governments. The
Board does recognise that there are capabilities and resource gaps within the Provinces and
Local Level Governments and has undertaken to improve networking partnership with all
provincial and district communities to ensure greater awareness, vigilance and skills
developmentto carryout censorship in these communities.
There will be a greater emphasis on skill development and the transfer of knowledge to the
provinces over the life of the Corporate Vision.The NCB will need to be provided with resources
to achieve this outcome. It is important for the NCB to develop sustainable skills and
continuous improvement with its people. To ensure this, NCB has given high priority on
continuing education and training for its people.
Stakeholders Due to the nature of its role the NCB has an extensive range of relationships with a number of
stakeholders both internal to government and externally. External parties include churches,
civil societies and development partners. It is our commitment to achieve value formoney
outcomes that determines the type of relationships that we hold with stakeholders.
• Our success will only come from commitment and engagementwith relevant national
government agencies, provincial, local level governments and other stake holders and
development partners.
• Client agencies and partnersneed to trust and utilise the capability and services of the
NCB.
• Engagement and information sharing is critical
• Development partners and international governments and agencies will enhance our
success and foster continued working relationship with relevant international agencies.
The NCB commits to:
• Engaging with stakeholders and partners in a frank and open dialogue;
• Valuing the contribution of all parties to improving our overall performance and service
focus;
• Working openly and honestly with all stakeholders and partners, while respecting the
need to protect confidential information and releasing that information in a timely and
accurate manner as required;
• Effectively utilize donor aid funding through the Departments of National Planning and
Monitoring and Treasury.
Future Vision The business and social environment that we operate in is changing rapidly and the skills and
expertise required are increasingly becoming more complex and diverse. This is particularly so
in the communication industry where technology changes that affect our lives are changing
18
by the minute. It is almost impossible to regulate bad influences emerging out of these rapid
changes which affect our society. Our vision is one where all levels of government operate in
unison with strong network partners to sustain the policies and objective of NCB to make our
society more safe from the harmful effects of indecent materials and information spewed
through the communication medium.
Our vision for the future also involves a staged process of transition from the current
strengthening of the NCB to the position where greater autonomy for financial decision
making can be made at an organisational level. Around 2015 sufficient capability will exist
within each region through our efforts as outlined in our strategies stated in this document.
These strategies will include specific initiatives directed at thenational and sub-national levels.
To support this vision there is a need to initially strengthen knowledge and skills within the NCB
to ensure a consistent message is disseminatedthroughout all communities. Inconsistency
around censorship will be eliminated through development of policies and standards and the
transfer of knowledge and skills.This will initiate reforms that need to be built on and
embedded in standards and practices in classification, labelling and filtration.
NCB already has its own legislation however this legislation will be subject to review and may
require extensive consultation and support from all stakeholders.
Appendices
i
Core
Ob
ject
ives
Ap
pend
ix A
Ob
ject
ive 1
Reg
ula
te a
nd e
nforc
e t
he ind
ustr
y a
ga
inst
all
form
s of
harm
ful eff
ect
s a
nd inf
luenc
es
thro
ugh
com
mun
ica
tion
med
ium
on
eve
ry ind
ivid
ual in
Pa
pua
New
Gui
nea
.
Str
ate
gie
s
Ou
tpu
ts/In
dic
ato
rs
Sta
rt D
ate
C
om
ple
tio
n
Date
By W
ho
m
Bu
dg
et
(Kin
a e
stim
ate
s
00
0)
Cri
tic
al
Ass
um
pti
on
s
1.1
Ensure
that re
gula
tory
and enfo
rcem
ent
me
cha
nis
ms a
re w
ell
de
ve
lope
d
1. (I
nspe
ctio
ns)
Co
mp
liance
of re
gula
tions b
y the
ind
ustr
y
2.E
nfo
rcem
en
t of re
gula
tions
Se
pte
mb
er
20
12
Dece
mbe
r 201
2
Dir
ecto
r –
E
nfo
rcem
ent &
D
irecto
r P
olic
y
25
0
50
0
Industr
y to b
ecom
e fully
co
mp
liance
to
Ce
nsors
hip
B
oa
rd leg
isla
tio
n
1.2
Revie
w e
xis
ting
leg
isla
tio
n to
en
su
re
that it is r
ele
vant to
to
day a
nd into
the
futu
re
1. D
raft
le
gis
latio
n c
lea
red
by
Bo
ard
2. L
eg
isla
tio
n e
nd
ors
ed
by
NE
C
3. L
eg
isla
tio
n p
asse
d b
y
Parlia
ment
Se
pte
mb
er
20
12
Septe
mber
2013
Directo
r P
olic
y
Ch
ief C
enso
r
Min
iste
r
50
0
50
10
0
- E
ndors
em
ent by B
oard
- C
arr
ies full
su
pport
of th
e
NE
C
- C
arr
ies full
su
pport
of th
e
Parlia
ment
!
Ob
ject
ive 2
Pro
vid
e q
ualit
y i
nform
ation
and
str
ate
gy t
o t
ake
ad
vant
ag
e o
f em
erg
ing
glo
ba
l tr
end
s a
nd t
ech
nolo
gy i
n ce
nsors
hip
incl
udin
g d
isse
min
ation
of
ind
ece
nt m
ate
ria
l a
nd inf
orm
ation
thro
ugh
the c
om
mun
ica
tion
med
ium
.
Str
ate
gie
s
Ou
tpu
ts/I
nd
ica
tors
S
tart
Da
te
Co
mp
leti
on
D
ate
By W
ho
m
Bu
dg
et
(Kin
a e
stim
ate
s
00
0)
Cri
tic
al
Ass
um
pti
on
s
2.1
Un
de
rtake
co
ntinu
ous
glo
bal re
searc
h o
f e
me
rgin
g g
lob
al tr
en
ds
in te
ch
no
log
y r
eg
ard
ing
censors
hip
of in
decent
ma
teri
als
and
1. N
CB
to k
eep a
bre
ast w
ith
late
st glo
bal tr
ends
2.
B
e w
ell
info
rmed
of
the
va
rio
us
meth
od
s
an
d
Se
pte
mb
er
20
12
Se
pte
mb
er
20
18
Directo
r P
olic
y &
D
irecto
r E
nfo
rcem
ent
15
00
15
00
- R
eadily
availa
ble
in
form
ation
an
d d
ata
base.
- R
ese
arc
h fu
nd
ing
a
na
lysis
.
ii
Str
ate
gie
s
Ou
tpu
ts/I
nd
ica
tors
S
tart
Da
te
Co
mp
leti
on
D
ate
By W
ho
m
Bu
dg
et
(Kin
a e
stim
ate
s
00
0)
Cri
tic
al
Ass
um
pti
on
s
info
rma
tion
tre
nds o
f d
isse
min
atio
n o
f in
dece
nt
ma
teri
als
a
nd
in
form
ation
!
Ob
ject
ive 3
Es
tab
lish
and
ma
inta
in e
ffect
ive d
ialo
gue
and
com
mun
ica
tion
with
sta
keho
lders
and
pa
rtne
rs i
n b
oth
the
ind
ustr
y a
nd
com
mun
ity a
t la
rge.
!
Str
ate
gie
s
Ou
tpu
ts/I
nd
ica
tors
S
tart
Da
te
Co
mp
leti
on
D
ate
By W
ho
m
Bu
dg
et
(Kin
a e
stim
ate
s
00
0)
Cri
tic
al
Ass
um
pti
on
s
3.1
E
sta
blis
h n
etw
ork
part
ners
with
pro
vin
cia
l a
nd
dis
tric
t co
mm
un
itie
s
1.
En
ter
into
mem
ora
nd
um
of
ag
ree
men
t w
ith
pro
vin
cia
l,
dis
tric
t a
nd
loca
l le
ve
l g
ove
rnm
en
ts to
re
gu
late
o
n c
en
so
rsh
ip
2
. C
ond
uct re
gula
r e
duca
tio
na
l an
d
aw
are
ne
ss p
rog
ram
mes
on late
st tr
ends
3. C
ond
uct tr
ain
ing
fo
r enfo
rcem
ent offic
ers
Se
pte
mb
er
20
12
A
nnually
Ju
ne
20
13
Dece
mbe
r 201
3
Annually
Ju
ne
20
18
Chie
f C
ensor
&
Dir
ecto
r P
olic
y
D
irecto
r P
olic
y &
D
irecto
r E
nfo
rcem
ent
D
irecto
r E
nfo
rcem
ent &
H
R
50
0
1
,00
0
2
,00
0
- F
ull
acce
pta
nce
by
part
ners
- R
each
ing
all
co
mm
un
itie
s
-
Up
gra
de
qu
alif
ica
tio
n,
kn
ow
led
ge
& s
kill
s.
3.2
Esta
blis
h n
etw
ork
part
ners
with
Ch
urc
hes, N
GO
s a
nd
C
ivil
Socie
ty g
roups
1.
En
ter
into
mem
ora
nd
um
of
ag
ree
men
t w
ith
Ch
urc
he
s,
NG
Os a
nd C
ivil
Socie
ty
gro
ups to r
egu
late
on
ce
nsors
hip
2.
Co
nd
uct re
gula
r e
duca
tio
na
l an
d
aw
are
ne
ss p
rog
ram
mes
on late
st tr
ends
3
. C
ond
uct tr
ain
ing
fo
r enfo
rcem
ent offic
ers
Se
pte
mb
er
20
12
Dece
mbe
r 201
3
Ch
ief C
enso
r
Directo
r P
olic
y &
D
irecto
r E
nfo
rcem
ent
500
- S
ignin
g o
f M
OS
by
pa
rtn
ers
.
iii
Str
ate
gie
s
Ou
tpu
ts/I
nd
ica
tors
S
tart
Da
te
Co
mp
leti
on
D
ate
By W
ho
m
Bu
dg
et
(Kin
a e
stim
ate
s
00
0)
Cri
tic
al
Ass
um
pti
on
s
3.3
Esta
blis
h e
ffective
dia
logu
e w
ith
th
e
co
mm
un
ica
tio
n in
dustr
y
on
cen
so
rsh
ip,
cla
ssific
atio
n, la
be
llin
g
and filt
ration o
f in
dece
nt m
ate
ria
ls a
nd
in
form
ation
1. C
onduct re
gula
r a
ware
ne
ss a
nd
ed
uca
tion
on the r
ole
of censors
hip
, cla
ssific
atio
n, la
be
llin
g a
nd
filtra
tion o
f in
decent
ma
teria
ls a
nd in
form
atio
n
2. C
onduct surv
ey o
n industr
y
co
mp
liance
Se
pte
mb
er
12
Se
pte
mb
er
20
15
Ch
ief C
enso
r
Dir
ecto
r E
nfo
rcem
ent
1,0
00
50
0
- R
each
ing
all
co
mm
un
itie
s
- Q
ua
lific
atio
n o
f is
su
ing
of
licence
Ob
ject
ive 4
D
eve
lop
re
gul
ations
a
nd sy
stem
s re
ga
rdin
g st
and
ard
s on
ind
ustr
y p
ract
ices
incl
udin
g cl
ass
ific
ation,
la
belli
ng a
nd
filteri
ng.
Str
ate
gie
s
Ou
tpu
ts/In
dic
ato
rs
Sta
rt D
ate
C
om
ple
tio
n
Date
By W
ho
m
Bu
dg
et
(Kin
a e
stim
ate
s
00
0)
Cri
tic
al
Ass
um
pti
on
s
4.1
Develo
p r
egula
tions,
syste
ms a
nd
sta
nda
rds
of cla
ssific
ation,
lab
elli
ng
an
d filt
erin
g
1. P
arlia
ment to
pass
accom
panyin
g
reg
ula
tio
ns fo
r th
e
Ce
nsors
hip
Act.
2. S
yste
ms to r
egula
te
ind
ustr
y c
om
plia
nce
. 3.
Imple
menta
tion
of
up
to
date
sta
ndard
s t
o m
onitor
ind
ustr
y
pra
ctice
s
on
cla
ssific
atio
n,
lab
elli
ng
an
d filt
erin
g
Se
pte
mb
er
20
12
Octo
be
r 2
01
2
Se
pte
mb
er
20
18
Ju
ly 2
013
Chie
f C
ensor
&
Dir
ecto
r P
olic
y
Dir
ecto
r e
nfo
rce
me
nt
Directo
r P
olic
y &
D
irecto
r e
nfo
rce
me
nt
Directo
r P
olic
y &
D
irecto
r E
nfo
rcem
ent
10,0
00 o
ver
five
sta
ges
- T
o b
e e
nd
ors
ed
by th
e
Board
& N
EC
& p
assed
by P
arlia
ment.
- W
ork
able
syste
m to b
e
put in
pla
ce.
- H
ave
an
effe
ctive
la
be
llin
g &
cla
ssific
ation
S
yste
m.
iv
O
bje
ctiv
e 5
Ad
voca
te q
ualit
y a
wa
rene
ss a
nd e
duc
ation
to a
ll p
eop
le a
bout
the
eff
ect
s th
at
ind
ece
nt m
ate
ria
ls a
nd i
nform
ation
can
have
on
the f
utur
e o
f our
soci
ety
.
Str
ate
gie
s
Ou
tpu
ts/In
dic
ato
rs
Sta
rt D
ate
C
om
ple
tio
n
Date
By W
ho
m
Bu
dg
et
(Kin
a e
stim
ate
s
000)
Cri
tic
al
Ass
um
pti
on
s
5.1
Cond
uct qualit
y
aw
are
ne
ss a
nd
e
duca
tio
n p
rog
ram
me
s
thro
ugh
ou
t a
ll com
munitie
s
1. R
ese
arc
h a
nd
mo
nitor
pe
op
le b
eh
avio
ur
on
th
e
consum
ption o
f in
decent
ma
teria
ls a
nd in
form
atio
n
Se
pte
mb
er
20
12
Se
pte
mb
er
20
18
Dir
ecto
r E
nfo
rcem
ent
Co
ve
red
unde
r th
e a
ware
ne
ss
bu
dge
t
Esta
blis
h b
eha
vio
ura
l pattern
s
Ob
ject
ive 6
E
sta
blis
h na
tiona
l a
nd p
rovi
ncia
l a
dvi
sory
com
mitte
es
invo
lvin
g c
hurc
hes,
civ
il so
cieties
and
deve
lop
ment
pa
rtne
rs.
Str
ate
gie
s
Ou
tpu
ts/In
dic
ato
rs
Sta
rt D
ate
C
om
ple
tio
n
Date
By W
ho
m
Bu
dg
et
(Kin
a e
stim
ate
s
00
0)
Cri
tic
al
Ass
um
pti
on
s
6.1
Esta
blis
h N
ational and
Pro
vin
cia
l A
dvis
ory
C
om
mitte
es o
n
ce
nsors
hip
to e
nsure
lo
ng term
susta
inabili
ty
1. M
ain
tain
regula
r and
effective d
ialo
gue w
ith
Na
tio
na
l a
nd
Pro
vin
cia
l A
dvis
ory
Com
mitte
es
Se
pte
mb
er
20
12
Se
pte
mb
er
20
18
Ch
ief C
enso
r &
D
irecto
r P
olic
y
Co
ve
red
unde
r th
e a
ware
ne
ss
budget.
Better
effective n
etw
ork
Ob
ject
ive 7
Pro
mote
, enc
our
ag
e h
igh
mora
l a
nd e
thic
al b
eha
viour
, re
spect
and
ob
serv
e g
ood
tra
ditio
nal a
nd c
ultu
ral va
lues
of
our
p
eop
le.
Str
ate
gie
s
Ou
tpu
ts/In
dic
ato
rs
Sta
rt D
ate
C
om
ple
tio
n
Date
By W
ho
m
Bu
dg
et
(Kin
a e
stim
ate
s
00
0)
Cri
tic
al
Ass
um
pti
on
s
7.1
Pro
mo
te a
nd
encoura
ge h
igh m
ora
l,
eth
ica
l, g
oo
d tra
ditio
na
l and c
ultura
l va
lues
1. D
evelo
p a
socie
ty that is
co
mm
itte
d to
hig
h m
ora
l a
nd
eth
ica
l be
ha
vio
ur
an
d
valu
es
Se
pte
mb
er
20
12
Se
pte
mb
er
20
13
Ch
ief C
enso
r,
Dir
ecto
r L
og
istic
& D
irecto
r P
olic
y
Co
ve
red
unde
r re
curr
ent budget
Genera
l im
pro
vem
ent in
m
ora
l an
d e
thic
al
sta
nda
rds in
socie
ty
v
Ob
ject
ive 8
U
ndert
ake
an
org
ani
sation
revi
ew
in
ord
er
to d
ete
rmin
e t
he a
pp
rop
ria
te s
ize a
nd t
o im
pro
ve t
he c
ap
aci
ty o
f N
CB t
o
eff
ect
ively
dis
cha
rge its
role
s a
nd r
esp
ons
ibili
ties.
Str
ate
gie
s
Ou
tpu
ts/In
dic
ato
rs
Sta
rt D
ate
C
om
ple
tio
n
Date
By W
ho
m
Bu
dg
et
(Kin
a e
stim
ate
s
00
0)
Cri
tic
al
Ass
um
pti
on
s
8.1
Institu
te c
apacity
bu
ildin
g, re
sou
rcin
g a
nd
auto
nom
y for
the
Na
tio
na
l C
enso
rsh
ip
Bo
ard
1. C
on
du
ct o
rga
nis
atio
na
l and functional re
vie
w to
esta
blis
h th
e a
pp
ropria
te
siz
e a
nd
job
gra
de
s to
attra
ct th
e b
est qualif
ied
an
d s
kill
ed
wo
rkfo
rce
.
2. O
bta
in B
oard
and S
CM
C
appro
val fo
r in
cre
ase in
esta
blis
hm
ent p
ositio
ns
an
d jo
b u
pg
rad
es.
3. N
CB
to h
ave fin
ancia
l auto
nom
y.
4. T
o e
nsure
all
NC
B
fun
ctio
ns a
re w
ell
reso
urc
es th
rou
gh
a
de
qu
ate
budg
eta
ry
appro
priations.
Se
pte
mb
er
20
12
Dece
mbe
r 201
2
Dir
ecto
r P
olic
y
&D
ire
cto
r lo
gis
tic
Serv
ices
1, 0
00
Bo
ard
ap
pro
va
l a
nd
bud
ge
t a
pp
ropria
tio
n fo
r th
e n
ew
str
uctu
re
vi
Ob
ject
ive 9
F
orm
ula
te a
nd i
mp
lem
ent
eff
ect
ive p
olic
ies,
reg
ula
tions
, in
tern
al
syst
em
s, p
roce
sses
and
pro
ced
ures
to a
chie
ve h
igh
perf
orm
anc
e f
or
Na
tiona
l C
ens
ors
hip
Boa
rd.
Str
ate
gie
s
Ou
tpu
ts/In
dic
ato
rs
Sta
rt D
ate
C
om
ple
tio
n
Date
By W
ho
m
Bu
dg
et
(Kin
a e
stim
ate
s
00
0)
Cri
tic
al
Ass
um
pti
on
s
9.1
De
ve
lop
in
tern
al
polic
ies, pro
cedure
s,
syste
ms a
nd
pro
cesse
s
to a
ch
ieve
hig
h
pe
rform
ance
1.
To
esta
blis
h p
erf
orm
ance
m
anagem
en
t syste
m a
nd
opera
tionalis
e.
2
. C
ond
uct tr
ain
ing
ne
ed
s
an
aly
sis
and
de
ve
lop
a
Tra
inin
g &
Deve
lop
me
nt
Pla
n
3
. E
nsure
pro
per
Record
s
Managem
en
t S
yste
m is
de
ve
lope
d a
nd
im
ple
men
ted.
4.
Develo
p o
pera
tional and
Hu
man
Resou
rce
P
olic
ies to c
om
ple
ment
the
Ge
nera
l O
rders
.
5.
Sele
ct and insta
ll an
appro
priate
IT
syste
m.
Se
pte
mb
er
20
12
Se
pte
mb
er
20
12
Ch
ief C
enso
r,
D
irecto
r L
og
istic
&
Dir
ecto
r P
olic
y
1,0
00
30
0
15
0
30
0
- B
oa
rd a
pp
rova
l a
nd
O
pera
tionalis
ed
-
Bo
ard
ap
pro
va
l a
nd
opera
tionalis
ed
-
De
ve
lop
an
d
opera
tionalis
ed
-
Bo
ard
en
dors
em
en
t
- P
roje
ct co
mp
letio
n a
nd
a
ssessm
en
t
vii
Re
fere
nce
Co
de
: O
B1
.1-0
1 in
dic
ate
s –
Ob
jective
nu
mb
er
1.S
tra
teg
y 1
- O
utp
ut
1
Refe
ren
ce
Co
de
Cri
tic
al
As
su
mp
tio
ns
R
isk
Ris
k M
an
ag
em
en
t S
tra
teg
y
OB
1.1
-O1 &
O2
Industr
y t
o b
ecom
e f
ull
com
plia
nt
to C
ensors
hip
B
oard
legis
lation.
Lack
of
industr
y
com
plia
nce
or
ign
ora
nce
of
leg
isla
tio
n.
NC
B t
o c
arr
y o
ut
legis
lation a
ware
ness c
am
paig
ns i
nitia
lly
and m
ain
tain
a p
erio
dic
public
aw
are
ness o
f in
dustr
y s
ou
nd
pra
ctice.
O
B1.2
-O1
E
ndors
em
en
t by
Censors
hip
Board
. M
ay n
ot
me
et
targ
et
due
to l
ack o
f te
chnic
al
expert
ise
or
tim
e
for
adeq
uate
researc
h.
N
CB
chart
out
a p
lan t
o c
ate
r fo
r a
ll n
ece
ssa
ry p
roce
sse
s t
o
ensure
dra
ft l
egis
lation p
repare
d a
nd
fu
lly a
ccepte
d b
y t
he
B
oard
.
OB
1.2
-O2
Legis
lation
carr
ies
full
support
of
the
Natio
na
l E
xecutive C
ouncil.
Dela
yed N
EC
endo
rsem
ent.
NC
B to
ensure
M
inis
ter
receiv
es com
pre
he
nsiv
e negative
im
pact
assessm
ent
on P
apua N
ew
Guin
ea.
Univ
ers
itie
s i
n
PN
G m
ay b
e consulted to
carr
y ou
t th
e re
searc
h fo
r th
e
impact
assessm
ent.
O
B1.2
-O3
Legis
lation
carr
ies
full
support
by P
arlia
ment.
D
ela
yed P
arl
iam
ent
endors
em
ent.
N
CB
to
ensure
all
necessary
in
form
ation,
pro
ce
sses and
resourc
es are
id
entified in
201
2 an
d m
anage
d clo
sely
to
m
eet
targ
et
tim
e
O
B2.1
-O1
R
eadily
availa
ble
in
form
ation a
nd
data
base.
N
CB
ado
pting
glo
bal
trends
that
may
not
be
PN
G
cultura
lly
an
d
sp
iritu
al se
nsitiv
e.
N
CB
to d
evelo
p p
olic
ies a
nd d
ata
ba
se t
hat
pro
mote
s P
NG
cultura
l and
spiritual
valu
es and
en
sure
all
sta
ff are
kept
abre
ast
of
glo
bal censors
hip
issues,
info
rmation a
nd t
rends.
O
B3.1
-O1
F
ull
accepta
nce
by
part
ners
.
Bre
ak-d
ow
n o
f net-
work
part
ners
hip
s a
nd o
bje
ctives a
t th
e
pro
vin
cia
l and d
istr
ict
com
munitie
s.
N
CB
to
pro
vid
e
consta
nt
support
, m
oto
ring,
evalu
ation,
repo
rtin
g o
f pro
gra
ms a
nd p
eri
od
ic i
mp
act
asse
ssm
en
ts a
t th
e
pro
vin
ce
s
and
dis
tric
ts.
Public
ise
impact
assessm
ent
repo
rts
to
pro
mote
pa
rtners
effort
s
and
guid
e
futu
re
str
ate
gie
s.
OB
3.1
-O2
R
eachin
g a
ll co
mm
un
itie
s.
Som
e c
om
munitie
s m
ay n
ot
be a
t par
with o
the
rs.
P
lan
to
ca
rry o
ut
ma
ss c
om
mu
nic
ation p
eriodic
ally
with c
ost
eff
icie
ncy.
viii
Re
fere
nce
Co
de
: O
B1
.1-0
1 in
dic
ate
s –
Ob
jective
nu
mb
er
1.S
tra
teg
y 1
- O
utp
ut
1
Refe
ren
ce
Co
de
Cri
tic
al
As
su
mp
tio
ns
R
isk
Ris
k M
an
ag
em
en
t S
tra
teg
y
OB
3.1
-O3
N
CB
sta
ff u
pgra
de o
f qualif
ication, skill
s a
nd
know
ledg
e.
In
dustr
y lack o
f com
plia
nce
esca
late
s.
P
repare
deta
iled p
lan t
o r
educe n
on
-com
plia
nce.
OB
3.2
-O1
,O2
&
O3
S
ign
ing
of
MO
As b
y
pa
rtn
ers
.
Bre
ak-d
ow
n o
f n
et-
wo
rk
pa
rtn
ers
hip
s a
nd
ob
jective
s w
ith
p
art
ne
rs.
N
CB
to
pro
vid
e c
on
sta
nt su
pp
ort
, m
oto
rin
g,
eva
lua
tio
n,
rep
ort
ing
of p
rog
ram
s a
nd
pe
rio
dic
im
pa
ct
assessm
en
ts.
Pu
blic
ise
im
pa
ct
assessm
en
t re
po
rts t
o p
rom
ote
pa
rtn
ers
e
ffo
rts a
nd
gu
ide
fu
ture
str
ate
gie
s.
O
B3
.3-O
1
Re
ach
ing
all
co
mm
un
itie
s.
In
form
atio
n o
ve
rlo
ad
.
De
sig
n s
imp
le,
eff
ective
an
d p
ow
erf
ul m
ass
co
mm
un
ica
tio
n d
rivin
g a
t str
en
gth
en
ing
th
e m
ora
l fa
bri
c
of
so
cie
ty.
O
B3
.3-O
2
Qu
alif
ica
tio
n o
f is
su
ing
o
f lic
en
ce
.
Un
lice
nse
d o
pe
rato
rs s
pir
alli
ng
o
ut
of
co
ntr
ol.
N
CB
to
se
t u
p a
syste
m o
f lic
ense
da
tab
ase
. P
eri
od
ica
lly
pu
blis
h o
pe
rato
rs’ lis
tin
gs t
o p
rom
ote
in
du
str
y c
om
pe
titio
n
an
d p
rom
pt
inve
stig
atio
n in
to p
erp
etr
ato
rs.
O
B4
.1-O
1
To
b
e
en
do
rse
d
by
Bo
ard
, N
EC
a
nd
p
asse
d b
y P
arl
iam
en
t.
T
ime
sch
ed
ule
no
t m
et.
NC
B t
o e
nsu
re a
ll n
ecessa
ry i
nfo
rma
tio
n,
pro
cesse
s a
nd
reso
urc
es are
id
en
tifie
d a
nd
m
an
ag
ed
w
ith
in e
stim
ate
d
tim
e f
ram
e.
O
B4
.1-O
2
Wo
rka
ble
syste
m
be
p
ut
in p
lace
.
De
ficie
ncie
s in
syste
m.
E
nsu
re
a
tria
llin
g
pe
rio
d
in
the
p
roce
ss
to
ga
ug
e
we
akn
ess o
f syste
m a
nd
ma
ke
im
pro
ve
me
nts
be
fore
fin
al
imp
lem
en
tatio
n in
20
13
.
OB
4.1
-O3
H
ave
a
n
eff
ective
la
be
llin
g &
cla
ssific
atio
n
syste
m.
O
ut
da
ted
sta
nd
ard
s
an
d
inco
nsis
ten
t m
on
ito
rin
g o
f in
du
str
y
pra
ctice
s.
P
lan
fo
r la
be
llin
g &
cla
ssific
atio
n s
tan
da
rds r
evie
ws a
nd
u
pd
ate
s a
nd
b
uild
m
on
ito
rin
g o
f in
du
str
y p
ractice
s in
to
an
nu
al w
ork
pla
ns .
OB
5.1
-O1
E
sta
blis
h
be
ha
vio
ura
l p
att
ern
s.
P
oo
r re
se
arc
h t
ha
t d
oes n
ot
giv
e a
g
oo
d
rep
rese
nta
tio
n
of
targ
et
gro
up
s a
nd
en
vir
on
me
nt.
Id
en
tify
re
se
arc
h
pa
ram
ete
rs,
targ
et
gro
up
s
an
d
en
vir
on
me
nt
at
diffe
ren
t p
oin
ts o
f a
wa
ren
ess p
rog
ram
s.
ix
Re
fere
nce
Co
de
: O
B1
.1-0
1 in
dic
ate
s –
Ob
jective
nu
mb
er
1.S
tra
teg
y 1
- O
utp
ut
1
Refe
ren
ce
Co
de
Cri
tic
al
As
su
mp
tio
ns
R
isk
Ris
k M
an
ag
em
en
t S
tra
teg
y
OB
6.1
-O1
Better
effective n
etw
ork
. B
reak-d
ow
n o
f n
et-
work
pa
rtn
ers
hip
s
an
d o
bje
ctives w
ith
part
ners
.
NC
B
to
pro
vid
e
con
sta
nt
supp
ort
, m
oto
ring,
evalu
ation,
rep
ort
ing o
f pro
gra
ms a
nd
pe
riod
ic i
mp
act
asse
ssm
en
ts a
t th
e
pro
vin
ces a
nd
dis
tric
ts.
Pub
licis
e im
pact
assessm
ent
report
s t
o
pro
mo
te p
art
ne
rs e
ffo
rts a
nd
gu
ide
fu
ture
str
ate
gie
s.
O
B7.1
-O1
Genera
l im
pro
vem
en
t in
m
ora
l a
nd
e
thic
al
sta
nda
rds in
socie
ty.
Se
rio
us
Bre
ak-d
ow
n
in
mo
ral
and
eth
ica
l sta
nda
rds in
socie
ty.
D
esig
n s
imp
le, e
ffe
ctive
an
d p
ow
erf
ul m
essa
ge
s for
va
rio
us
targ
et gro
ups a
nd e
ngage a
wid
e v
ariety
of com
munic
ation
str
ate
gie
s.
OB
8.1
-O1
,O2,O
3
& O
4
Bo
ard
a
ppro
va
l an
d
budget
appro
priation
fo
r th
e n
ew
str
uctu
re.
NC
B c
annot fu
lly r
ealis
e the s
et goals
a
nd
ob
jectives in
th
is c
orp
ora
te p
lan
.
NC
B t
o e
nsure
all
critica
l p
rocess a
re i
de
ntifie
d a
nd m
an
age
d
clo
sely
to a
chie
ve the o
utp
uts
.
OB
9.1
-O1
Board
appro
val and
opera
tionalis
e
Pe
rfo
rma
nce
M
anagem
en
t S
yste
m.
NC
B d
ivis
iona
l a
nd
sta
ff p
erf
orm
ance
e
va
lua
tio
ns is b
ase
less a
nd
bia
se
d.
S
et
up t
he s
yste
m a
nd p
olic
y i
n e
arly 2
013 w
ithin
govern
ment
ap
pro
ve
d p
olic
ies a
nd
th
e G
en
era
l O
rders
.Div
isio
na
l m
an
age
rs
se
t u
p a
nn
ua
l p
erf
orm
ance ta
rge
ts fo
r d
ivis
ions a
nd
sta
ff.
OB
9.1
-O2
Board
appro
val of
Tra
inin
g N
eed
s A
na
lysis
and D
evelo
pm
ent P
lan.
Tra
inin
g a
nd
de
ve
lop
me
nt u
nd
ert
ake
b
eco
mes g
uess w
ork
and
is
irre
levant.
U
nde
rtake
the
Tra
inin
g N
ee
ds A
na
lysis
an
d t
he
Deve
lop
me
nt
Pla
n in 2
013 a
nd im
ple
men
t.
OB
9.1
-O3
De
ve
lop
ed
an
d
op
era
tio
na
lise
Reco
rds
Managem
en
t S
yste
m.
Ina
ccu
rate
re
cord
s
cann
ot
allo
w
pro
pe
r m
onito
rin
g
of
NC
B
an
d
industr
y a
ctivitie
s.
S
et
a
sim
ple
, e
ffe
ctive
a
nd
se
cu
re
record
s
ma
na
ge
me
nt
syste
m.
O
B9
.1-0
4
Bo
ard
en
dors
em
en
t o
f H
R
Polic
ies to c
om
ple
ment
Ge
nera
l O
rders
.
Hu
man
Resou
rce
ma
tte
rs a
nd
p
roce
du
res n
ot a
dd
resse
d a
nd
aff
ect
ove
rall
org
an
isa
tio
na
l p
rodu
ctivity.
D
evelo
p
polic
y
in
ea
rly
2013
within
govern
ment
appro
ved
po
licie
s
an
d
the
G
en
era
l O
rde
rs
an
d
ca
rry
out
ind
uction
pro
gra
ms for
all
NC
B s
taff.
OB
9.1
-O5
IT s
yste
ms a
re in
sta
lled
and a
ssessed
. C
ensors
hip
is
su
es
bro
ugh
t o
n
by
tech
no
log
y
ad
va
nce
men
t a
nd
th
e
virtu
al a
ren
a is n
ot a
ddre
sse
d.
U
nde
rtake
pro
pe
r re
se
arc
h a
nd
id
en
tify
ap
pro
pria
te IT
syste
ms
for
filte
rin
g a
nd
su
rve
illa
nce.
IDT
ask N
am
eD
ura
tion
Sta
rtF
inis
h1
RE
GU
LA
TE
AN
D E
NF
OR
CE
TH
E IN
DU
ST
RY
129 d
ays
SE
PT
2012
FE
B 2
013
2E
nsure
that re
gula
tory
and e
nfo
rcem
ent m
echanis
ms
are
well d
evelo
ped.
86 d
ays
SE
PT
2012
DE
C 2
012
3R
evie
w e
xis
ting legis
lation to e
nsure
that it is r
ele
vant
to today a
nd into
the futu
re129 d
ays
SE
PT
2012
FE
B 2
013
4IN
FO
RM
AT
ION
ST
RA
TE
GY
ON
GL
OB
AL
TE
CH
NO
LO
GY
TR
EN
DS
1566 d
ays
SE
PT
2012
SE
PT
2018
5U
ndert
ake c
ontinuous g
lobal re
searc
h o
f em
erg
ing
glo
bal tr
ends in technolo
gy r
egard
ing c
ensors
hip
of
indecent m
ate
rials
and infr
om
ation
1566 d
ays
SE
PT
2012
SE
PT
2018
6D
EV
EL
OP
EF
FE
CT
IVE
PA
RT
NE
RS
HIP
WIT
H
ST
AK
EH
OL
DE
RS
784 d
ays?
SE
PT
2012
SE
PT
2015
7E
sta
blish n
etw
ork
part
ners
with P
rovin
cia
l and D
istr
ict
Com
munitie
s347 d
ays
SE
PT
2012
DE
C 2
013
8E
sta
blish n
etw
ork
part
ners
with C
hurc
hes, N
GO
's a
nd
Civ
il S
ocie
ties
347 d
ays?
SE
PT
2012
DE
C 2
013
9C
ensors
hip
cla
ssific
ation, la
bellin
g a
nd filte
ring o
n the
Industr
y784 d
ays?
SE
PT
2012
SE
PT
2015
10
DE
VE
LO
P S
TA
ND
AR
DS
FO
R IN
DU
ST
RY
PR
AC
TIC
E1566 d
ays?
SE
PT
2012
SE
PT
2018
11
Develo
p r
egula
tions, syste
ms a
nd s
tandard
s o
fcla
ssific
ation, la
bellin
g a
nd filte
ring.
1566 d
ays?
SE
PT
2012
SE
PT
2018
12
AW
AR
EN
ES
S A
ND
ED
UC
AT
ION
PR
OG
RA
MS
1566 d
ays?
SE
PT
2012
SE
PT
2018
13
Conduct quality
aw
are
ness a
nd e
ducation p
rogra
ms
thro
ughout all c
om
munitie
s1566 d
ays?
SE
PT
2012
SE
PT
2018
14
NA
TIO
NA
L A
ND
PR
OV
INC
IAL
AD
VIS
OR
Y C
OM
MIT
TE
ES
262 d
ays?
SE
PT
2012
SE
PT
2013
15
Esta
blish N
ational and P
rovin
cia
l advis
ory
Com
mitte
es
on C
ensors
hip
to e
nsure
long term
susta
inability
262 d
ays?
SE
PT
2012
SE
PT
2013
16
PR
OM
OT
E A
ND
EN
CO
UR
AG
E H
IGH
MO
RA
L A
ND
ET
HIC
AL
BE
HA
VIO
UR
1566 d
ays?
SE
PT
2012
SE
PT
2018
17
Pro
mote
and e
ncoura
ge h
igh m
ora
l, e
thic
al, tra
ditio
nal
and c
ultura
l valu
es
1566 d
ays?
SE
PT
2012
SE
PT
2018
18
CA
PA
CIT
Y B
UIL
DIN
G262 d
ays?
SE
PT
2012
SE
PT
2013
19
Institu
te c
apacity b
uildin
g, re
sourc
ing a
nd fin
ancia
lauto
nom
y262 d
ays?
SE
PT
2012
SE
PT
2013
20
INT
ER
NA
L P
OL
ICIE
S A
ND
PR
OC
ED
UR
ES
262 d
ays?
SE
PT
2012
SE
PT
2013
21
Develo
p inte
rnal policie
s, pro
cedure
s, syste
ms a
nd
pro
cesses to a
chie
ve h
igh p
erf
orm
ance
262 d
ays?
SE
PT
2012
SE
PT
2013
Dir
ecto
r E
nfo
rcem
en
t
Dir
ecto
r P
olicy,C
hie
f C
en
so
r,M
inis
ter
Dir
ecto
r P
olicy,D
irecto
r E
nfo
rce
Dir
ecto
r P
olicy,C
hie
f C
en
so
r
Dir
ecto
r E
nfo
rcem
en
t,C
hie
f C
en
so
r,D
irecto
r P
olicy
Ch
ief
Cen
so
r,D
irecto
r E
nfo
rcem
en
t
Ch
ief
Cen
so
r,D
irecto
r P
olicy a
n
Dir
ecto
r E
nfo
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en
t
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ief
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so
r,D
irecto
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olicy
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ief
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so
r,D
irecto
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olicy
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ief
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so
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irecto
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olicy
Ch
ief
Cen
so
r,D
irecto
r P
olicy,D
irecto
r L
og
isti
cs S
erv
ices
2011
2012
2013
2014
2015
2016
2017
2018
2019
2020
2021
2022
2023
Task
Pro
gre
ss
Milesto
ne
Sum
mary
Rolled U
p T
ask
Rolled U
p M
ilesto
ne
Rolled U
p P
rogre
ss
Split
Exte
rnal T
asks
Pro
ject S
um
mary
Gro
up B
y S
um
mary
Deadline
Pro
ject: S
trate
gic
Pla
n 2012 -
Nation
aD
ate
: W
ed 1
5/0
8/1
2
Re
fere
nce
Co
de
: O
B1
.1-0
1 in
dic
ate
s –
Ob
jective
nu
mb
er
1.S
tra
teg
y 1
- O
utp
ut 1
x
Str
ate
gic
Pla
ns
G
AN
TT C
HA
RT