NATIONAL COHESION AND INTEGRATION COMMISSION
JULY 2015 – JUNE 2020JULY 2015 – JUNE 2020
STRATEGIC PLAN
Consolidating the Foundations for a Cohesive Nation within a Devolved System of Governance
Consolidating the Foundations of a Cohesive Nation within a Devolved
System of Governance
STRATEGIC PLAN
JULY 2015 – JUNE 2020
Vision
A Peaceful, Cohesive, United and Integrated Kenyan Society
Mission
Facilitate the elimination of all forms of ethnic discrimination and proactively promote tolerance, understanding, acceptance of diversity, peaceful
coexistence and unity.
Core Values
Professionalism, Integrity, Affirmative action for the marginalised and the minorities, Inclusivity and
Respect for Diversity
© National Cohesion and Integration Commission, April 2015
Published by National Cohesion and Integration Commission (NCIC) KMA Centre 6th Floor Mara Road -Upperhill P.O. Box 7055-00100 Nairobi.
Email: [email protected]
Website: www.cohesion.co.ke
ISBN No.: 978-9966-044-04-4
All rights reserved.
NCIC Publication No 2/2015
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Strategic Plan July 2015 – June 2020
© National Cohesion and Integration Commission, April 2015
Published by National Cohesion and Integration Commission (NCIC) KMA Centre 6th Floor Mara Road -Upperhill P.O. Box 7055-00100 Nairobi.
Email: [email protected]
Website: www.cohesion.co.ke
ISBN No.: 978-9966-044-04-4
All rights reserved.
NCIC Publication No 2/2015
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Strategic Plan July 2015 – June 2020
FOREWORD The launch of the National Cohesion and Integration Commission (NCIC) 2015-2020 Strategic Plan (SP) is an important milestone in our journey to spur national cohesion and integration in Kenya. As the NCIC, we are committed to providing a shared vision and laying a solid foundation for social cohesion and nationhood.
Titled ‘Consolidating the Foundations for a Cohesive Nation within a Devolved System of Governance’, this plan could not have come at a better time. The plan is a substantial step forward in better positioning the NCIC to prevent, mitigate and resolve ethnic, religious, and racial conflicts in Kenya today, as well as help create a cohesive and integrated Kenyan society within the current constitutional dispensation. A culmination of a year-long effort and hard work of many individuals, this plan is a useful instrument that will assist us to share our goals, actions and partnerships needed to achieve these goals and all of the other critical elements required to efficiently, responsively and effectively achieve our mandate. The plan succeeds the 2010-2013 Strategic Plan and the Strategic Direction Paper 2014/2015 that have guided the Commission’s work since inception. As the NCIC, we are committed to promoting national unity in cultural diversity. This plan provides us with the parameters to ensure compliance with policies and legislations that eliminate exclusion of minorities, discrimination on the basis of ethnicity, race, religion, as well promote social cohesion and support the commitment of all citizens towards the development of the spirit of nationhood and patriotism. It also provides a roadmap for addressing the current challenges and realities that obstruct cohesion and integration in the country. The Constitution of Kenya 2010, the National Cohesion and Integration (NCI) Act No 12 of 2008, Vision 2030 and a number of government policies and programs provide avenues for promoting national unity, inclusion and tolerance for diversity to mitigate ethnic divisions whose origins go back to pre-colonial times. The explicit articulation of values and principles of governance such as patriotism, national unity, sharing and devolution of power, participation of the people, human dignity, social justice, inclusiveness, good governance, integrity, transparency, accountability, and sustainable development, for instance, illustrate the urgency with which the country must address cohesion and integration challenges as a matter of priority.
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In view of this, the promotion of national values and identity is a key pillar of the NCIC 2015-2020 Strategic Direction and a hallmark of our work for the next five years. This pillar presents a strategic shift in the Commission’s work, cognizant of the primary role that education plays in creating a cohesive society; and the need to inculcate national values and identity at the formative and the highly impressionable stage of life through formal and non-formal educational institutions. The Commission has also prioritized national healing and reconciliation ahead of the 2017 General Elections. County governments are key partners in this endeavour. While de-centralization of government to the counties provided a radical exit from Kenya’s past by restoring the power to the people to make their own decisions and manage their own affairs for local development, devolution presents new challenges and opportunities for cohesion and integration. The sole purpose of devolution was to achieve inclusivity, and fair distribution of political and economic resources across the country as well as enable minority and marginalised communities negotiate for equitable access to political and economic resources unhindered. However, devolution where not managed appropriately, is a key trigger of ethnic, racial and religious conflict in Kenya. Unequal distribution of resources, exclusion of minorities, boundary conflicts, political incitement, regional identities, devolved clanism/nepotism, structural challenges, ethnic balkanization and lack of accurate and adequate information are among a myriad of challenges that obstruct cohesion and integration efforts in our counties. This will progressively lead to both inter and intra-communal mistrust, tension, disillusionment and subsequent conflicts. With the emerging challenges of radicalization and gang culture in the country ahead of the 2017 General Elections, there is need for concrete actions to address the challenges faced by Kenyan youth to reduce their vulnerability to manipulation by politicians, criminal gangs and terrorist groups. Lack of economic opportunities and limited social integration are some of the push factors that promote exploitation of the youths. Amidst these emerging challenges, we are keen on creating a vivid link between economic justice and peace programs that target the youth as well as encourage the use of ‘soft’ approaches to complement government efforts in addressing violent extremism. Electoral processes in Kenya have been marred with inter-ethnic violence implicating both the state and political elites from the dominant ethnic groups. Considering that since the 1990s, intra-state conflicts account for up to 94% of conflicts around the world, reducing the impact of identity politics has increasingly become critical to peace building in Kenya as well. As a Commission, in this road map, we are committed to taking leadership in delivering peaceful General Elections in 2017. Additionally, with the discovery of oil and other natural resources, new dimensions of
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conflict are beginning to emerge. The Commission is committed to ensuring that natural resources are equitably shared thereby contributing to public welfare. A plan such as this acts as a living, and dynamic partnership between the Commission and various stakeholders. The challenge for us all now lies in continuing to work together to ensure that these goals are met. As a Commission, we have set very high expectations on performance. The achievement of the ambitious targets in this plan will thus require sacrifice, self-discipline, determination, commitment, focus, integrity, smart work and a good dose of faith. I am confident that we as a team, have what it takes to make this noble idea work in an effective and sustainable manner. My clarion call is for each one of us, individually and collectively to rededicate ourselves to the realization of goals set in this plan, which are critical building blocks to the grand objective of achieving cohesion and integration in Kenya.
Hon. Francis Ole Kaparo, EGH, SS, COMMISSION CHAIRMAN
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MESSAGE FROM THE COMMISSION SECRETARY The Commission values lessons learnt in the implementation of its inaugural Strategic Plan. This experience has provided ground for new strategic thinking, relevant to the expectations of the Constitution of Kenya 2010 as well as the new governance structure provided for in the new Strategic Plan 2015 - 2020.
No doubt the new political order and governance structure provides practical channels for enhancing inter-community harmony in the country. However, devolution has also been seen as a possible source of conflict and social disintegration. It is on this background coupled with the need to anchor national unity in the aspirations of Kenyans that this strategic plan is premised. This Strategic Plan is therefore an embodiment of contributions from Kenyans and other stakeholders who have provided means and ideas to guide the Commission for the next five years. On our part, we shall ensure that the objectives spelt out in this Strategic Plan are not only realised, but also become progressive pillars upon which current and future national cohesion efforts are anchored. We thank all our external stakeholders who contributed to the development of this Strategic Plan in various ways. Last but not least, to all our staff whose dedication ensured the delivery of this coherent five-year plan, we say thank you.
Hassan S. Mohamed, OGW COMMISSION SECRETARY
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Table of Contents FOREWORD .................................................................................... ii MESSAGE FROM THE COMMISSION SECRETARY ........................... v Table of Contents ........................................................................... vi List of Tables ................................................................................ viii List of Figures ................................................................................ ix Executive Summary........................................................................ xi CHAPTER 1 ..................................................................................... 1 INTRODUCTION .............................................................................. 2 1.1 Background ........................................................................... 2 1.2 Mandate of the Commission ................................................... 3 1.3 Rationale for the Strategic Plan ............................................... 4 1.4 Methodology for Developing the Plan ...................................... 7 1.5 Organization of the Plan ......................................................... 8 CHAPTER 2 ..................................................................................... 9 REVIEW OF THE STRATEGIC PLAN (2010-2013) AND THE STRATEGIC DIRECTION (2014 – 2015) ............................................................. 10 2.1 Introduction ......................................................................... 10 2.2 Strategic Objectives ................................................................. 10 2.2 Achievements ....................................................................... 10 2.3 Challenges and Lessons Learnt ............................................. 17 SITUATIONAL ANALYSIS ............................................................... 20 CHAPTER 3 ................................................................................... 19 3.1 Introduction ......................................................................... 20 3.2 External Factors ...................................................................... 20 3.2.1 Political Context ............................................................. 20 3.2.2 Social-Cultural Structures in Kenya................................ 21 3.2.3 Legal Scenarios/ Responses ........................................... 21 3.2.4 Economic Issues ................................................................... 22 3.3 Internal Factors to the Commission ...................................... 22 3.4 Factors Entrenching Negative Ethnicity in Kenya .................. 24 3.4.1 Unequal Distribution of Resources .................................. 24 3.4.2 Skewed Service Delivery ................................................. 24 3.4.3 Mistrust between Ethnic Communities ............................ 24 3.4.4 Divisive Political Culture................................................. 25 3.4.5 Inadequate and Slow implementation of the Constitution and Supporting Legislations ................................................................. 25 3.5 Stakeholder Analysis ............................................................ 25 CHAPTER 4 ................................................................................... 30 FUTURE STRATEGY ...................................................................... 31 4.1 Strategic Direction ................................................................... 31 4.2 Mandate .............................................................................. 31 4.3 Mission ................................................................................ 31 4.4 Vision..................................................................................... 31 4.5 Core Values ............................................................................. 32 4.6 Strategic Pillars ....................................................................... 32 4.6.1 Strategic Pillars .............................................................. 32 4.7 Key Elements for the Implementation of the Strategy ................ 83
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CHAPTER 5 ................................................................................... 84 MONITORING, APPRAISAL AND MODIFICATION (MAM) FOR CHANGE MANAGEMENT OF THE STRATEGIC PLAN..................................... 84 5.1 Introduction ............................................................................ 85 5.1.1 Programmatic Approach ........................................................ 85 5.1.2 Requisite Financial Resources Approach ................................ 85 5.1.3 Technical Capacity Approach ................................................ 86 5.1.4 Approach to MAM for Change Management ............................ 86 5.2 Risk and Mitigation .............................................................. 87 CHAPTER 6 ................................................................................... 93 STRATEGY IMPLEMENTATION AND RESOURCE REQUIREMENTS . 94 6.1 Introduction ......................................................................... 94 6.2 Staffing ................................................................................ 94 6.3 Critical Success Factors ....................................................... 95 6.4 Budget Estimates ................................................................. 95 APPENDIX ONE: ORGANISATIONAL STRUCTURE FOR NATIONAL COHESION AND INTEGRATION ......................................................126
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List of Tables Table 1: Summary of SWOT Analysis .................................................................. 22
Table 2: Stakeholder Analysis................................................................................ 27
Table 3: Strategic Pillars and Key Result Areas ................................................. 35
Table 4: Implementation Matrix .............................................................................. 39
Table 5: Risk Probability Domain ........................................................................... 89
Table 6: Monitoring and Evaluation Framework for the Key Result Areas... 90
Table 7: NCIC Summary Budget Estimates Per Key Result Area (July 2015 – June 2020) ............................................................................................................... 97
Table 8: Projected Funding Flow for the Period 2015 - 2020 ........................... 99
Table 9: NCIC Detailed Budget Estimates (July 2015 – June 2020) .............. 99
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List of Figures Figure 1: NCIC Commissioners and Senior Staff in a Strategic Planning Consultation Meeting .................................................................................................. 7
Figure 2: NCIC Commissioners in the Kenyan Embassy at Kigali, Rwanda where they acquired lessons in Reconciliation and Conflict Transformation....................................................................................................................................... 15
Figure 3: Chief Justice Hon. Willy Mutunga, NCIC Chairman and Commissioners Launch the Report on the Status of Cohesion in Kenya ....... 33
Figure 4: 2015 – 2020 Strategic Direction Summary ..........................................34
Figure 5: NCIC Commissioners and Staff during an induction workshop in Malindi ......................................................................................................................... 95
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Abbreviations
ADR Alternative Dispute Resolution
CAK Communication Authority of Kenya
CBO Community Based Organisation
CID Criminal Investigation Department
CSO Civil Society Organisations
DPP Director of Public Prosecutions
FBO Faith Based Organisation
GIZ Geselleschaft Fur Internationale Zusammenarbeit
GSU General Service Unit
IEBC Independent Electoral and Boundaries Commission
KICD Kenya Institute of Curriculum Development
KNDR Kenya National Dialogue and Reconciliation
MAM Monitoring, Appraisal and Modification
MCK Media Council of Kenya
MOE Ministry of Education
NCI Act National Cohesion and Integration Act, No. 12 of 2008
NCIC National Cohesion and Integration Commission
NGO Non-Governmental Organisation
NSC National Steering Committee on Peace Building and Conflict Management
NSRG National Stakeholders’ Reference Group
PeaceNetK Peace and Development Network Trust Kenya
PESTEL Political, Environmental, Social, Technological, Economic and Legal
SWOT Strengths, Weakness, Opportunities and Threats
UNDP United National Development Programme
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Executive Summary This Strategic Plan 2015 – 2020 defines a five-year strategic period following NCIC’s inaugural strategic Plan 2010 – 2013 and its Strategic Direction Paper 2014-2015. By highlighting the consolidation of foundations for a cohesive nation within a devolved system of governance, the Plan clearly elaborates the strategic bearing of the Commission based on the Commission’s mandate as set out in the NCI Act, 2008. This Strategic Plan adopted a participatory approach, encompassing wide consultations with both internal and external stakeholders i.e. staff, government agencies and departments, non-state actors, media, development partners and the private sector. Brainstorming, document reviews, interviewing and stakeholder consultations all culminated into the main strategies that will guide the Commission for five years. The Strategic Plan flagged out the key components as including: Mission Facilitate the elimination of all forms of ethnic discrimination and proactively promote tolerance, understanding and acceptance of diversity, peaceful coexistence and unity. Vision A peaceful, Cohesive, United and Integrated Kenyan Society Core Values Professionalism, Integrity, Affirmative Action for the Marginalised and the Minorities, Inclusivity and Respect for Diversity The Plan highlighted some of the milestones that the Commission achieved in its previous strategic period and identified crucial stakeholders who will enhance and support its work. The Plan identified the following key strategic pillars to guide its work, key results areas and strategic objectives: Strategic Pillars: Key Result Area 1: A national culture and value system that upholds and inspires a Kenyan identity Strategic Objective 1: Build and strengthen the capacity of institutions and the public in fostering national identity and values in accordance to Article 10, Article 232 and relevant sections of Article 73 of the Constitution Approaches:
• Civic engagement (petitions, public diplomacy, meetings) • Awareness creation and sensitization
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• Public education and outreach • Identity status report(s) • Training(s)
Key Result Area 2: Transformative institutions, communities and structures that effectively employ peace building, reconciliation and integration mechanisms towards national cohesion Strategic Objective 2: Promote national peace building, reconciliation, cohesion and integration among the different ethnic, racial and religious groups of Kenya Approaches
• Thematic and symbiotic partnership(s) • Interfaith discourse(s) • Community organization/consensus building • Dispute Resolution Mechanisms (including Alternative Dispute
Resolution (ADR)) Key Result Area 3: Practices and structures that provide equal opportunity for all Kenyans irrespective of their political, ethnic, religious, national and racial orientation Strategic Objective 3: To develop enforcement mechanisms to ensure compliance with constitutional provisions, legislations and standards that promote cohesion and integration Approaches
• Legal and policy dialogue • Investigations, enforcement and compliance • Public complaints processing systems and effective referral system • Litigation
Key Result Area 4: Research programmes, studies and audits that address conflicts and inequality using empirical, scientific and verifiable methods and disseminate the same. Strategic Objective 4: Undertake research and studies on any issue relating to cohesion and integration for program and academic purposes; and make recommendations to the Government Approaches
• Audits • Thematic researches • Compliance profiling of government agencies • Mapping • Rapid Assessments • Policy Briefs • Advisories • Participatory Action Research • Fact finding
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Key Result Area 5: A Commission that is visible, responsive, active, functional and effective in constantly delivering its mandate. Strategic Objective 5: Enhance the competence of NCIC to effectively discharge its mandate as espoused in the National Cohesion and Integration Act (2008) in pursuance to the Constitution of Kenya (2010) particularly Article 10, 232 and relevant sections of Article 73. Approaches
• Functional Governance (commissioners) • Staff appraisal and capacity building • Acquisition of modern technology and skills development • Strategic development and review(s) • Risk management (Audits) • Effective systems and structures in place
The Strategic Plan will guide the activities of the Commission but will remain dynamic and flexible to accommodate the emerging issues in the context of cohesion and integration.
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INTRODUCTION
1.1 Background The National Cohesion and Integration Commission (NCIC) was established by the National Cohesion and Integration (NCI) Act, No. 12 of 2008, enacted after the unfortunate events of the 2007 Post-Election Violence (PEV). The desire to establish NCIC was in recognition of the need for a national institution to rally Kenyans towards national identity and values, mitigate ethno-political competition and ethnically motivated violence, eliminate discrimination on ethnic, racial and religious basis, and promote national reconciliation and healing.
Fundamentally, NCIC, since inception in 2009, embodies the hopes of Kenyans from different walks of life, irrespective of their religion, ethnicity or political affiliation. It has a functional relevance to invest the strengths of Kenyan diversity in a way that enhances national appreciation through strategies that promote patriotism and nation building.
NCIC endeavours to uphold the rights of people to contribute in the political, ideological and cultural practice of their choice, while seeking to diminish retrogressive tendencies that undermine the very existence of different ethnic groups. The Commission pursues these objectives by examining the factors that promote discrimination and marginalisation with a view to devise sustainable mitigation(s). Primarily, NCIC puts in place strategies that nurture a national identity of the Kenyan people, while providing systemic conciliation structures that spur communities towards unity in diversity, national identity and values.
NCIC acknowledges that Kenya is composed of diverse ethnic groups that desire to make objective contributions on all matters of governance and leadership notwithstanding their different cultural practices. The Commission envisages a society in which all persons are respected; a society that embraces laws, policies and practices that promote tolerance for diversity, non-discrimination and equality of opportunities amongst all Kenyans. It foresees the establishment of institutions that are regulated by systems and structures that appreciate ethnic diversity as espoused in the Constitution of Kenya (2010).
Therefore, NCIC anticipates the development of symbiotic/thematic partnerships with propensity to promote reconciliation amongst Kenyans, with a view to generating non-violent conflict transformation measures. The Commission acknowledges that cohesion building is a responsibility
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of all Kenyans. In view of this, the Commission places a lot of value on the role played by the private sector as well as the civil society, and submits to offer and generate leadership and relationships, which answer to the aspirations of Kenyans in developing cohesion building schemes that enhance sustainable peace and development.
In order to fulfil the expectations of Kenyans for a cohesive society and to actualize the mandate of NCIC as stated in the NCI Act 2008, there is need to re-orient strategies that were set in 2010 with the realities of 2015, given the introduction of a new Constitution and a system of devolved governance. In this regard, NCIC reviewed the Strategic Plan 2010 - 2013 and the Strategic Direction Paper 2014/2015 in order to generate sustainable approaches that work to enjoin Kenyans in developing a well-knit nation with adherence to national values as stated in Article 10 of the Constitution. However, prominent in this new approach is the emphasis that NCIC remains credible, visible and legitimate in the eyes of Kenyans who, on the other hand, are duty bound to provide goodwill.
1.2 Mandate of the Commission NCIC exists to facilitate and promote equality of opportunity, good relations, harmony and peaceful co-existence between persons of the different ethnic, racial and religious communities of Kenya, and to advise the Government on all aspects thereof.
In order that this is actualised, the Commission facilitates processes and policies that encourage elimination of all forms of ethnic discrimination irrespective of background, social circle, race and ideological belief(s), and by so doing, enhances the capacity for Kenyans to appreciate diversity.
The Commission denotes the importance of Kenyans being mobilised, sensitised, trained and educated about non-violent conflict resolution processes as well as peace building initiatives that appreciate human dignity. In this regard, the NCIC signifies the efforts to:
(i) Foster a general understanding of the concepts of national cohesion and integration in reference to the Constitution of Kenya (2010);
(ii) Address causes of ethnic discrimination, negative ethnicity, perceptions of discrimination, unequal distribution of resources and opportunities;
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(iii) Unify and integrate Kenyans into a cohesive society guided by national values and the principles of governance contained in Article 10 of the Constitution;
(iv) Foster equity and social justice by building on, or complementing other on-going national processes aimed at addressing nationhood, national cohesion and integration;
(v) Establish and promote principles, standards and best practices that should guide the process of national cohesion and integration, and reconciliation;
(vi) Provide a schedule of roles for various stakeholders in the operationalisation of the national cohesion and integration process, and establish how these stakeholders can be mobilised to play their roles effectively;
(vii) Provide an organisational framework for the implementation of the policy’s strategic objectives; and
(viii) Provide a framework for mainstreaming national cohesion and integration into national development programmes, projects and activities including infusing cohesion principles into laws and policies as stipulated in the NCI Act.
1.3 Rationale for the Strategic Plan The supremacy of the Constitution of Kenya remains pronounced as an all-time significant pillar upon which cohesion and integration is anchored in the country. The emphasis on national unity founded in the national values Article 10 demands that NCIC continues furthering the ideals espoused in the National Accord and Reconciliation Agreement of 2008. Further, the importance of national cohesion and integration in Kenya cannot be overemphasised. The NCI Act under review to be aligned to the Constitution, advances strategies promoting meaningful relationships between Kenyans. NCIC therefore stands out as the legitimate authority to guide Kenyans in achieving national unity through development of sustainable cohesion building schemes.
NCIC finds relevance and strength in consolidating gains made since its inception in 2008. These successes cannot be demonstrated better than the execution of a non-violent referendum on the Constitution in 2010 and the General Election of 4th March 2013. NCIC through the Uwiano Platform, the Road to Cohesion Initiative and the Kenya Kwanza Campaign, just to mention a few, demonstrates that Kenyans value cohesiveness and have capacity to accommodate diverse opinions as well as find resonance in handling differences by use of non-violent means. NCIC wishes to build on the goodwill and support of Kenyans who have shown confidence and respect for structures and systems that uphold the
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rule of law, and especially a public service that appreciates principles of cohesion as well as integration.
Historical perspectives indicate that recurrent ethnic conflicts are a manifestation of perceived marginalisation by supposed rival communities. Unfortunately, these perspectives are made more appealing by the debate between small and big communities, as well as political representation that is informed by such assumptions. This has threatened cohesion even in counties where ethnic diversity is limited. NCIC is alive to the dynamics that have entrenched negative ethnic practices, including nepotism, patronage, impunity and discrimination are rife. In view of this, the Commission finds thematic relevance in strategies that aim at policy, attitude and practice change towards an integrated and cohesive Kenyan society.
There has been an increase in the number of militia and vigilante groups in the recent past. Groups at the Coast, North Eastern and the Rift Valley among other areas, continue to threaten the fragile ethnic relationships communities have constructed since 2008. While it is easy to dismiss these groups as violent individuals who may be manipulated by political elites, they could also be a representation of marginalised constituencies with religious and ethnic roots, violently struggling to communicate their “perceived woes”.
Although the new governance systems (county governments) are meant to enhance service delivery and construct leadership that ordinary people can easily interact with, there is high possibility that the same institutions can entrench negative ethnicity and ethnic discrimination.
With the emerging challenges of radicalization and gang culture in the country ahead of the 2017 General Elections, there is need for concrete actions to address the challenges faced by Kenyan youth to reduce their vulnerability to manipulation by politicians, criminal gangs and terrorist groups. Lack of economic opportunities and limited social integration are some of the push factors that promote exploitation of the youth for chaos and armed violence in Kenya. Alive to these emerging challenges, the Commission is keen on creating a vivid link between economic justice and peace programs that target the youth as well as encouraging the use of ‘soft’ approaches to complement government efforts to address violent extremism.
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Such an approach would deploy dialogue and reconciliation to dissuade individuals or groups from mobilizing towards violence and mitigate recruitment, support, facilitation or engagement in ideologically motivated terrorism as part of preventive and long term measures. Such an approach is informed by the United Nations Global Counter Terrorism Strategy which acknowledges non-coercive means, especially dialogue and reconciliation methodologies in fighting terrorism, separate from, and additional to suppressive and coercive action that may involve the use of force. However, for the efforts to fight terrorism to be successful, the use of force must be complimented with efforts that aim at preventing radicalization, intervening on behalf of individuals who have radicalized, and reintegrating into society those young offenders who are in prison, have served their term, or are returning from conflict zones—of course with rigorous criteria for vetting and monitoring by relevant institutions.
In this Strategic Plan, the Commission popularizes the use of ‘soft’ approaches to address violent extremism. The program will also prioritize the implementation of the TJRC report to address historical injustices that are an obstacle to the realization of national values and identity.
Electoral processes in Kenya have been marred with inter-ethnic violence implicating both the state and political elites from the dominant ethnic groups. Considering that since the 1990s, intra-state conflicts account for up to 94% of conflicts around the world, reducing the impact of identity politics has increasingly become critical to peace building in Kenya as well. In this road map, NCIC prioritizes initiatives that would deliver peaceful General Elections in 2017. Additionally, with the discovery of oil and other natural resources, new dimensions of conflict are beginning to emerge. The Commission is committed to supporting strategies that prevent, mitigate and resolve resource-based conflicts to ensure that resources are equitably shared and contribute to communal and public good. This Strategic Plan therefore consolidates the gains made in the past and appreciates the dynamism that exists in the current operational context. The achievements of the Commission in the past provide solid grounding and impetus for investing more in the diversity of the Kenyan people to enhance cohesion and integration for purposes of nation building. The emerging challenges provide an opportunity for constructing an integrated citizenry with a sense of belonging as members of one nation engaged in a common enterprise, facing shared challenges and opportunities.
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1.4 Methodology for Developing the Plan The development of the Strategic Plan employed a participatory and inclusive approach for stakeholder buy-in, ownership and inclusion. A strategic planning committee comprising of the Heads of Departments, Senior Staff and Commissioners steered the process. A conceptual framework was developed and an action plan outlining the steps and timetable to be followed was prepared, discussed and agreed upon. Some of the stakeholders consulted in the process included the government, civil society, development partners, media and private sector actors among others.
The key stages in the development of this Strategic Plan included the following: (i) Relevant literature that comprised of the previous Strategic Plan (2010-2013), several policies and legal documents, as well as reports and programme documents were reviewed; (ii) Stakeholders provided pertinent information through interviews and focused group discussions that were held based on information generated from literature review; (iii) An external and internal organisational analysis through the Strengths, Weakness, Opportunities and Threats (SWOT), and Political, Economic, Social, Technological, Environmental and Legal (PESTEL) techniques were deployed to ascertain the relevance and timeliness of the Commission in relation to the realities faced by Kenyans.
Figure 1: NCIC Commissioners and Senior Staff in a Strategic Planning Consultation Meeting
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1.5 Organization of the Plan The Strategic Plan comprises of six sections. Section One focuses on the organisational background and the rationale for the development of the Strategic Plan. Section Two reviews the previous Strategic Plan, and flags out the achievements attained by the Commission in the period 2010-2015. Section Three examines the external and internal environment within which the Commission delivers its programmes and how this affects such delivery. Section Four provides the future strategy for the next five years, while Section Five provides for the monitoring, appraisal and modification of the Strategic Plan. Finally, Section Six unveils the strategic means by which this plan of action will be driven.
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REVIEW OF THE STRATEGIC PLAN (2010-2013) AND THE STRATEGIC DIRECTION (2014 – 2015)
2.1 Introduction The previous Strategic Plan covered the period 2010 to 2013. Its completion coincided with the termination of the first Commissioners’ terms in September 2013. The secretariat then developed an annual strategic direction paper to guide programs implementation in the 2014/2015 prior to the appointment of new commissioners. This strategic paper was developed following an appraisal of the implementation of the Strategic Plan 2010-2013. Aside from the changing operational environment, the strategic direction paper 2014/2015 borrowed heavily on the strategic objectives of the previous strategic period and the reviewed strategic direction.
2.2 Strategic Objectives The previous Strategic Plan and paper flagged out six key areas for implementation in 2010-2013. These included:
a) Increased knowledge and transformational practice on national reconciliation, cohesion and integration.
b) Elimination of all forms ethnic, religious and racial discrimination in Kenya.
c) Strengthening good governance in the implementation of the new Constitution through emphasis on equitable access to public resources.
d) Promoting research and monitor the status and trends of national peace and stability, and advise relevant state agencies.
e) Facilitating the operationalisation of laws, policies and practices that counter ethnic, race and religious tensions; and
f) NCIC - organisational growth and development. 2.2 Achievements Since its inception, the NCIC has made significant contributions towards building a cohesive and integrated Kenyan society. Some of the key achievements are captured below.
1. Making the Education Sector Responsive to National Cohesion i) Co-curricular Activities such as Drama and Music festivals Actors in the education sector (students and teachers of different backgrounds and religious orientations) are progressively being incorporated in advancing national cohesion and integration through co-
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curricular activities like sports, music and drama festivals. In this regard, NCIC in partnership with the Ministry of Education Science and Technology (MoEST) trained 230 drama teachers in 2012, out of which 131 were sponsored to a week’s training in Rwanda, whose aim was to expose the teachers to the themes and principles related to cohesion and integration, peace building and reconciliation. The study visit also gave the teachers a practical exposure on the dangers of negative ethnicity and influenced the mainstreaming of National Cohesion agenda in subsequent drama festivals besides giving NCIC a platform to conduct advocacy on national cohesion and integration. ii) The Education Curriculum The Commission has emphasized the importance of education in the achievement of long term cohesion and integration among Kenyan communities. In 2012, the Commission trained 150 curriculum developers from the Kenya Institute of Curriculum Development (KICD) on how to infuse cohesion and integration issues in the education curriculum for primary and secondary schools. As a result, the Commission engaged with MoEST in 2013 advocating for the review of the curriculum. In 2014, the government announced that the educational curriculum will be reformed to keep pace with the new constitutional dispensation and the dynamic operational context. The book christened ‘Mainstreaming National Cohesion and Integration in Kenya’s Educational Curriculum’ (NCIC, 2014) resulting from the assessment of how cohesion and integration principles can be incorporated into the school curriculum is one of the key references of the Kenya Institute of Curriculum Development during the curriculum reform process and the Commission is also been made a key stakeholder in the process. iii) Enhancing Peaceful Co-existence through Amani (Peace) Clubs The Commission has been spearheading the establishment and strengthening of Amani clubs geared towards promoting peace and reconciliation and appreciating diversity. Since August 2014, the Commission in partnership with MoEST have built the capacity of 400 teachers in Ten counties, namely; Kitui, Isiolo, Uasin Gishu, Nakuru, Mombasa, Kwale, Migori, Kisumu, Embu and Nairobi on the establishment of Amani clubs, resulting to the establishment of Amani Clubs in over 1000 primary and secondary schools. These Clubs have enabled students to embrace peace building practices within their institutions, mitigate institutional conflicts through dialogue,
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reconciliation and mediation mechanisms, as well as improve the relationships between the schools and the community, due to volunteerism.
2. A Peaceful Vote in the 2010 Referendum and the 2013 General Election
Through consistent, constructive and interactive advocacy platforms, NCIC was able to infuse the urgency for Kenyans to engage in non-violent political processes among other development initiatives. Key to this realisation was the peaceful 2010 Constitutional referendum and the General Election of March 2013. The Commission also monitored the referendum rallies which led to the identification of three perpetrators of hate speech namely Wilfred Machage, Fred Kapondi and Christine Nyagithe Miller who were subsequently charged and prosecuted. This had a tremendous deterrence effect to would-be hate speech mongers which aided in having a peaceful vote.
3. Increasing Ethnic Representation in Local Governance through Negotiated Democracy principle
Considering that devolved governance was a new idea and had never been tested, the Commission foresaw the challenges that were likely to affect diverse community interests. It therefore initiated processes that emphasised devolved governance as a tool for cohesion, specifically in counties that are cosmopolitan. In these regions, the Commission congregated different ethnic groups to discuss leadership based on “negotiated democracy and pre-determined allocation” of positions in the devolved structure of county governments. The outcome of county leadership in Migori, Bungoma and Trans Nzoia are some of the manifestations that increasingly scaled down effects and incidents of ethnic violence.
4. Reduction of Hate Speech perpetration Post-election violence of 2007-2008 foregrounded the effects of hate speech. Although incitement to violence or disobedience of the Law was cited as a crime in the Penal Code (Cap 63), the NCI Act of 2008 provided for the prosecution of hate speech mongers under Sec 13 and Sec 62 in hate speech and the offence of ethnic and racial contempt respectively. The Commission developed media guidelines and sensitized the media on conflict sensitive reporting. As a result, the media embraced peace
13
Strategic Plan July 2015 – June 2020
journalism and exercised conflict-sensitive reporting when covering news and stories on politician’s pronouncements and violent conflict amongst ethnic groups. The Commission established a free toll reporting number (15666) to gather information from the public on issues of hate speech. During the election period, NCIC received approximately 1500 messages. Though none of the messages resulted to prosecution as preliminary investigations carried out did not meet the threshold for prosecution, the platform however provided ground for early warning, for reporting cases of hate speech and ethnic contempt. NCIC in partnership with CCK and mobile service providers including Safaricom and Airtel developed guidelines on undesirable bulk political content/messages. NCIC reviewed these messages to ensure no inciteful messages were circulated to the public. NCIC developed a police training manual on enforcing law on hate speech, which was used to train over 400 police investigators, prosecutors, training of trainers at the Kiganjo police training college, CID Training School, Administration Police Training School, and the GSU Training School. In addition, the Commission held a judges and magistrates colloquium with an aim of sharpening their understanding of hate speech as a crime and expose the social economic challenges it poses to the development of the country. The commission in partnership with the National Police Service and with the support of donors also trained and equipped over 320 police officers and 107 social cohesion monitors with voice recording gadgets and deployed them in all the 47 Counties for purposes of monitoring political rallies and social gatherings. The role of the social cohesion monitors was to observe the community with the aim of identifying and reporting any issues that may undermine national cohesion. On the other hand, the police were equipped with the capacity to identify, investigate and prosecute the offences of hate speech and ethnic contempt.
5. Infusing Cohesion and Integration Principles in Draft Bills NCIC has worked with legislators to infuse cohesion and integration principles into the review and formulation of Bills and policies. The Commission has directly and/or indirectly participated in various task forces, namely: the Task Force on the Policy, Legislation and Institutional
14
Strategic Plan July 2015 – June 2020
Framework for the National Values System for Kenya, the Task Force on Devolved Government, the Task Force on the Re-Alignment of the Education Sector to the Constitution, the Committee on the Development of National Cohesion and Integration Policy, and the Task Force on Citizenship and Related Provisions of the Constitution.
6. Social Media Monitoring The borderline between free expression and hate speech, more so in social media which cuts across jurisdictions and brings into play different and at times conflicting regulatory provisions, poses a real challenge to enforcers of hate speech laws. In order to address the challenge and threat posed by social media users, the Commission set up a cyber-crime unit to monitor social media with a view of identifying and prosecuting persons found breaching the provisions of the NCI Act as far as hate speech was concerned. Currently there are over six cases in court of hate speech mongers identified by the proactive measures put into place by the Commission. These include among others, the Robert Alai, Allan Wadi and Moses Kuria cases. One of the challenges the Commission encounters includes the use of pseudonyms, which makes it difficult to identify culprits. NCIC in partnership with the Media Counsel of Kenya organised a workshop for bloggers from the media fraternity to encourage them to engage on issue based discussions rather than divisive and inciteful discussions during and after the emotive electoral process.
7. Resolved, Mitigated and Transformed Ethnic and Sectarian Conflict through Mediation, Facilitated Dialogue & Reconciliation
Through its work among communities the Commission applied and advocated for the application of alternative conflict resolution mechanisms to resolve communal issues. As a result there is increased recognition and appreciation of the use of these mechanisms among communities. Specifically, the Commission undertook mediation in several ethnic conflicts including the conflict between the Agikuyu and Kalenjin in Nakuru County, the conflict between the Bajun and Kikuyu communities in Lamu County, the conflict between the Wardei and the Orma communities in Tana River County, the conflict between the Luo and the Kuria communities in Migori County and the conflict between the Borana and Gabra communities in Marsabit County.
15
Strategic Plan July 2015 – June 2020
Some of the mediation processes culminated into social contracts and peace agreements which were signed between communities to ensure peaceful coexistence. These included the Kalenjin - Kikuyu peace agreement in Nakuru County, the Turkana - Samburu peace agreement in Baragoi, Samburu County, and the Borana - Gabra peace agreement in Marsabit County just to mention but a few.
Figure 2: NCIC Commissioners in the Kenyan Embassy at Kigali, Rwanda where they acquired lessons in Reconciliation and Conflict Transformation
8. Increased capacity for peace building and approaches to reconciliation in the sector
Through partnership with local, international non-governmental organizations and UN agencies, the Commission has trained more than four hundred key personnel from state and non-state actors including media in conflict transformation and reconciliation. This has consolidated
16
Strategic Plan July 2015 – June 2020
a significant national pool of peace builders and cohesion champions whose knowledge and skills can be tapped into as and when need arises.
9. Policy Influence Within the period between August 2012 and November 2013, the Commission developed and published policy briefs with transitional justice themes. These included:
• Reconciling Kenya: Opportunities for constructing a peaceful and socially cohesive nation;
• The Kenyan Elections within a Reconciliation Framework; • Gender and Reconciliation in the New Kenya: Equality at the
Heart; • Reparative Justice in Kenya: Building Blocks for a Victim- centred
Framework and • Towards National Dialogue, Healing and Reconciliation in
Kenya. These policy briefs were shared with policy makers with the aim of influencing governmental decisions during policy formulation and development of legislation. For example in 2015, the President in the state of the nation address announced the establishment of the Restorative Justice Fund of 10 billion shillings over a period of three years following recommendations from the Briefs over a similar initiative.
10. Increased Awareness about Cohesion and Integration in Kenya
The Commission undertook sensitization and training programs on cohesion and integration targeting the general public as well state and non-state actors. These programs raised levels of awareness on cohesion and integration and increased buy-in amongst stakeholders across the country resulting to increased awareness among the Kenyan populace on programs and activities related to cohesion. The populace has also been eager to engage the Commission in matters discrimination as is vivid through the invites and enquiries the Commission receives. Moreover, the number of people visiting the Commission website has grown from an average of 60 people per month when the site was published in March 2012 to 200 per month in June 2015. Higher streams are experienced around election time as in January to March 2013, the site was visited by an average of 1,200 people per month.
17
Strategic Plan July 2015 – June 2020
2.3 Challenges and Lessons Learnt a) Inadequate legal and policy environment: Although the Constitution provides for the NCI Act of 2008 with a clear mandate, its leadership has been hampered by legal and policy hurdles that consistently create delays as the integrated referral system in place is not as responsive to the expectations of Kenyans. There is need to establish an amiable environment so that the provisions of the NCI Act can be mainstreamed in most public and private sectors. This way, cohesion and integration can be mainstreamed into Kenya’s socio-economic and political structures.
The revision of the NCI Act remains an available option for strengthening the legal mechanisms to operationalise the process of making national cohesion and integration into the day-to-day practice of the public service as reflected in performance contracting approaches.
b) Elaborate Mandate and Definition: Although the NCI Act is quite clear on what the Commission must deliver, its mandate is very broad, requiring the need to have resources in place that can optimally allow for the execution of its obligation as stated in the NCI Act. Secondly, there is need to initiate processes that appreciate the roles of other Commissions as well as sector players in strategising on the best ways in which national integration and cohesion can be realised. Key to this is putting in place strategies to position NCIC as a leader in the sector through a visibility plan that originates from branding to marketing of the Commission as a cohesion and integration organisation. This will systematically diminish the “hate speech” label it has acquired.
c) Inter-dependent Implementation Powers: While NCIC undertook its mandate to the letter as stated in section 25 of the NCI Act, there was stagnation in actualising some of the intentions emanating from absence of a functional and comprehensive referral mechanism. In this regard, there is need for NCIC to provide requisite leadership in a functional comprehensive referral platform that generates a well regulated system for handling cases or matters that are outside its mandate.
d) Weak Inter Agency Cooperation: NCIC appreciates the immediacy of inter-agency cooperation across various government departments and the synergy that such partnerships can create in facilitating the mainstreaming of cohesion and integration in socio-economic sectors. There is an urgent need to strengthen the inter-agency platform and develop a strategic framework that can guide the working relationship
18
Strategic Plan July 2015 – June 2020
between and across departments/agencies in ascertaining the status of cohesion. The presence of a weak inter-agency framework that does not fully support growth of cohesion and integration schemes has tended to blunt the impact of NCIC’s work. The lesson is to put in place actions and plans that transform NCIC into an organisation with capacity to provide proactive measures that stifle negative ethnicity and advance national unity.
e) Ad Hoc Strategic Partnerships: NCIC appreciates weaknesses and acknowledges the power of strategic networking. It notes that realising optimum financial and technical state requires relationships with other public institutions, civil society organisations, media and development partners, among others. In this regard, the Commission endeavours to establish formalised, strategic and guided partnerships that factor in the role of the media, civil society, donor agencies and private sector in scaling up the effectiveness of the Commission’s work. The creation of an appropriate environment that invites Kenyans of all walks of life to participate in the national building requires deliberate symbiotic partnerships that must remain a pillar to reconciliation, integration and cohesion in the country.
f) Weak Information Sharing Channels: NCIC acknowledges the importance of an informed society in addressing issues of reconciliation, integration and cohesion, but decries lack of adequate channels to provide appropriate information to the public. There is need to undertake baseline studies on a number of thematic issues on ethnic discrimination in order for Kenyans to engage in discussions/dialogue that enhance national cohesion. This process of documenting and archiving can aid in the monitoring and evaluating of programmes that enhance national cohesion.
20
Strategic Plan July 2015 – June 2020
SITUATIONAL ANALYSIS
3.1 Introduction This chapter presents a situational analysis of external and internal environment within which the Commission operates.
3.2 External Factors Cohesion in any given society is only achievable upon stability in all spheres that include economic, social and political, among others. While communities of different backgrounds, religious orientations and nationalities may aspire to live in harmony, there are factors that may cause social instability. Being alive to these factors will help the Commission to overcome hindrances, thus deliver on its mandate. This section examines such factors, both external and internal, that affect the working of the Commission.
3.2.1 Political Context Kenya boasts of a progressive Constitution and some functional systems which ensure the rule of law. Among several legislations ensuring a cohesive and unified country is the National Cohesion and Integration Act, 2008. Additionally, the government and politicians have demonstrated substantial political goodwill for the work of the Commission.
Nevertheless, there are various challenges in the political sphere that the Commission needs to surmount in order to fulfil its mandate. This includes the perception that communities closer to power have more access to resources, a situation which makes some Kenyans feel disenfranchised. Similarly, ethnic mobilization and polarization in political participation is enhanced via popular political practice where political players mobilize ethnicities in voting blocks in search of political supremacy. This approach to handling socio-political and economic affairs has been a contributing factor to electoral violence.
The Constitution has provided for a devolved system of government where county governments are supposed to contribute towards peaceful coexistence in the County. However, devolution has also presented impediments to cohesion as demonstrated by increased tribalism in the sharing of resources among other factors that threaten national cohesion and integration.
21
Strategic Plan July 2015 – June 2020
3.2.2 Social-Cultural Structures in Kenya The colonial government’s administrative structures tended to be divisive with regard to distribution of resources and services. The successive post-independent regimes’ development policies failed to remedy the social-cultural inequalities. As a result, there is need to reverse this dire situation.
3.2.3 Legal Scenarios/ Responses The current legal environment seems supportive to cohesion and integration. The Constitution of Kenya 2010 dissuades any form of discrimination against all Kenyans in its Bill of Rights, and therefore provides the Commission with a legal weapon to execute its mandate as stipulated in the NCI Act. Article 10 of the Constitution describes the essence and value of patriotism, giving benchmarks upon which progress in this direction can be measured. The foundation espoused by the Constitution anchors this country on a path that detests negative ethnicity, stereotyping, nepotisms, patronage, favouritism and violence of any kind, which informs the premise upon which cohesion has been made one of the major pillars in achieving vision 2030.
The National Cohesion and Integration Act (2008) defines cohesion in all its manifestation particularly outlining the specific areas that enhance equity and equality of opportunity amongst Kenyans. The Act must however be re-aligned to the Constitution to address any contradictions/inconsistencies. Further, there is the National Cohesion and Integration Sessional paper that supports interventions and provides the Commission with clear areas of focus, hence prioritised approach towards nation building. It is this spirit and commitment that has realized the enactment of the Political Parties Act (2012) and the Media and Information Act (2007) among other legislations, as processes and structures that would help Kenya grow into a country with vibrant democratic structures. In addition, the County Government Act (2012) stipulates that employment by County governments should ensure diversity.
In essence, the Commission rides on the goodwill of these legal structures and will provide unparalleled leadership in designing and implementing schemes which increasingly entrench national identity and unity in the mindset of Kenyans.
22
Strategic Plan July 2015 – June 2020
3.2.4 Economic Issues Kenya being a developing country experiences economic challenges including unemployment, high poverty levels, poor infrastructure, unconducive business environment and persistent conflicts related to land ownership. This economic environment has rendered many youths idle and open to manipulation to violence in support of political/ religious ideologies.
The emerging extractive industry is a potential source of conflict with regard to local communities entitlement to the resources.
In order to achieve its mandate, NCIC must focus on a variety of potential drivers of conflicts including the emotive land issues. The National Land Commission Act requires the National Land Commission to encourage the use of traditional means of dispute resolution to resolve land conflicts. This is an opportunity for partnership to tackle this impeding problem.
3.3 Internal Factors to the Commission This section focuses on the internal environment of the Commission. Using SWOT approach, the strengths, weaknesses, opportunities and threats to the Commission are presented in Table 1.
Table 1: Summary of SWOT Analysis
i) Strengths• The Commission has provided
leadership in generating processes, systems and structures that have spearheaded campaign for national unity and peaceful co-existence amongst all Kenyans of different ethnicities and race.
• The legal mandate enshrined in the NCI Act, the Constitution of Kenya 2010 and the Sessional Paper on National Cohesion and Integration
• The Commission has a compartmentalised approach to undertaking various thematic issues through thematic
ii) Weaknesses• The Commission has not decentralized to
the counties and this may affect service delivery.
• Financial resources that are not optimal to the mandate of the Commission.
• Skeletal staff may be insufficient to respond to the current and emerging needs of cohesion and integration in Kenya.
• Weak monitoring and appraisal system • Limited understanding of the Commission’s
mandate coupled with high expectations from the society
• A wanting organizational structure with inadequate provision for all organizational functions
• Lack of requisite policies, guidelines and systems
23
Strategic Plan July 2015 – June 2020
committees. This enhances teamwork or organisational culture that is based on professionalism.
• The Commission has a committed leadership (Commissioners) that is inspired to drive the cohesion agenda in the country
• The Commission has committed and professional staff with skills and expertise to deliver cohesion and integration strategies/services.
• The Commission has invested in relevant partnerships that can advance cohesion in the country.
iii) Opportunities• The Constitution of Kenya 2010
(the preamble and Articles 1, 10, 27, 56, 59, 174, 205 and 232 among others)
• Vision 2030• NCI Policy• MTP II (Medium Term Plan)• Linkages, partnerships and
functional referral mechanisms• Technological advancements• Government restructuring and
repositioning • New leadership of the
Commission• Qualified and motivated staff• Substantial political goodwill• Public goodwill and support• Increased visibility of the
Commission in the media • Review of the NCI Act• Goodwill and support from
development partners
iv) Threats• Community suspicion, lack of trust and
animosity that emanates from real and perceived the perspectives of marginalisation And disenfranchisement
• Slow implementation of the few initiatives that enhance national cohesion and integration.
• Devolution increases perceived and real exclusion of clans, marginalized and religious groups in the County Government structures, opportunities, development andinequitable distribution of county resources
• Impunity and feelings of superiority by the politically correct members of society, which deflates public/community goodwill.
• Irresponsible use of the social media due to lack of regulatory guidelines to governbehaviour on cyberspace
• Emergence of other identities including cross-border, newer tribal definitions and clannism.
• Continued ethnic mobilization and polarization by political leaders and elites
24
Strategic Plan July 2015 – June 2020
3.4 Factors Entrenching Negative Ethnicity in Kenya NCIC, in consultation with stakeholders, has identified a number of issues that greatly bedevil national cohesion in Kenya. The issues mentioned below are the base upon which strategic objectives have been developed. They provide general focus areas of intervention for the next five years. It must be noted that the issues are regarded through the lenses of ethnic discrimination, which hinders national cohesion and integration.
3.4.1 Unequal Distribution of Resources It is recognised at the Commission that prior to April 2013, Kenya had fundamental governance and leadership structures anchored on centralized system of government. However, this aspect of governance has been changed by the Constitution, which has provided foundation for devolved governance, in which authority and decision making are anchored on county governments that must work in consultation with the National government. While this may scale down the “feeling of marginalisation” among communities that have had less access to instruments of power, there is fear that devolution may entrench corruption, nepotism, unprofessionalism and skewed resource distribution as well as opportunities, thus suffocating service delivery.
3.4.2 Skewed Service Delivery NCIC acknowledges that poor and inadequate service delivery disempowers people and denies them fundamental and basic human rights. Increasingly, this has led to poor and low access to education, leading to high levels of illiteracy among certain communities. It has also led to poor access to health care, water and sanitation; poor infrastructural development, including roads, transport and other primary means of communication; and inability to participate in important national agendas. In summary, service delivery has remained skewed in favour of some areas. As a consequence, this has bred animosity, enmity and jealousy between various communities in the country.
3.4.3 Mistrust between Ethnic Communities In recognition of the over 40 ethnic communities domiciled in Kenya, the NCIC decries the depth of negative ethnicity that has gripped the country, with special reference to the political heritage that emphasises tribal
25
Strategic Plan July 2015 – June 2020
mobilisation as an opportunity to access power. This has caused political, economic and social marginalisation of minority ethnic communities, and has manifested in discrimination in accessing public resources, services and employment as well as increased suspicion, mistrust and tension among Kenyans. On another level, emergence of chiefdoms and so-called tribal ‘kings’ or ‘patrons’ who present themselves as protectors of their community interests has entrenched “hate speech” promoted through both print and electronic media.
3.4.4 Divisive Political Culture Since 1963 the country has pursued destructive and divisive political strategies that organize around ethnic blocs thereby curtailing the emergence of a Kenyan nation. Consequently, Kenya has experienced erosion of societal values and perpetuation of negative ethnicity. This has translated to patronised political processes, high levels of impunity and protectionist strategies that subjugate the law rather than endorse it. The Commission is therefore working towards a paradigm shift in which the political environment is characterised by statesmanship, issue-based politics, patriotism, national unity, integrity, inclusivity and professionalism especially in appointment to public offices at all levels of government.
3.4.5 Inadequate and Slow implementation of the Constitution and Supporting Legislations There are new policies in key sectors, which aim at reducing conflicts. Some of these include policies on land, education, employment, gender, youth and minority interests, amongst others. In addition to recognising the relevance of these policies, NCIC must identify the ethnic and discriminatory undertones they carry along, in order to decrease marginalisation.
Despite having many laws, policies, concepts and strategies that promote aspects of cohesion and integration, there is too little emphasis on their implementation. This is due to several factors including planning; scarce resources; unclear roles; competition among various partners; political interference and inadequate understanding of the existing opportunities and gaps.
3.5 Stakeholder Analysis Although NCIC is required to take a lead role in all aspects of cohesion and integration, this endeavour has been hindered by a number of factors
26
Strategic Plan July 2015 – June 2020
as mentioned in section 2.3 of this Strategic Plan. In the NCI Act, it is expressively indicated that NCIC’s major role is to promote and facilitate, which in context defines the urgency for working with other state and non-state actors, people and institutions alike, as a prerogative towards national cohesion and integration. It is upon such a resolve and concern that this Strategic Plan finds prudence in articulating the different roles played by Civil Society Organisations (CSOs), Private Sector and Public Institutions as well as Citizens at large in a way that defines cohesion in comprehensive terms.
27
Strategic Plan July 2015 – June 2020
Tabl
e 2:
Sta
keho
lder
Ana
lysi
s
Who
NC
IC E
xpec
tati
ons
Stak
ehol
der’s
Exp
ecta
tion
M
inis
try
of
Inte
rior
an
d Co
ordi
nati
on
of
Nati
onal
G
over
nmen
t
-Pro
visi
on o
f enf
orce
men
t offi
cers
-L
inka
ge b
etw
een
the
com
mis
sion
, th
e ca
bine
t an
d th
e pa
rlia
men
t -F
acili
tate
acc
ess
to fi
nanc
ial s
uppo
rt
-Fac
ilita
te th
e en
actm
ent o
f pol
icie
s th
at a
re r
espo
nsiv
e to
co
hesi
on a
nd in
tegr
atio
n
Shar
e in
form
atio
n on
Com
mis
sion
’s w
ork
Issu
e ad
viso
ries
Impl
emen
t the
NCI
Act
Min
istr
y of
D
evol
utio
n an
d Pl
anni
ng
-Sha
re in
form
atio
n -C
olla
bora
te in
pro
ject
impl
emen
tatio
n Sh
are
info
rmat
ion
on C
omm
issi
on’s
wor
k
Atto
rney
Gen
eral
-A
ssis
t in
the
revi
ew o
f leg
isla
tion
that
has
impl
icat
ions
on
cohe
sion
and
inte
grat
ion
-Fol
low
up
on t
he i
mpl
emen
tatio
n of
rec
omm
enda
tions
fr
om N
CIC
by
Gov
ernm
ent a
genc
ies
-O
ffer
lega
l adv
ice
Subm
it al
l re
com
men
datio
ns
and
advi
sorie
s to
gov
ernm
ent
DPP
-P
rose
cute
refe
rred
cas
es u
nder
the
NCI A
ct a
nd a
ny o
ther
re
leva
nt la
w
-Ini
tiate
inve
stig
atio
ns
-Offe
r te
chni
cal a
ssis
tanc
e
Mon
itor,
in
vest
igat
e an
d ap
preh
end
viol
ator
s of
the
law
C
onsi
der
all
othe
r re
med
ies
avai
labl
e un
der
the
law
Na
tion
al P
olic
e Se
rvic
e -S
econ
d of
ficer
s to
the
Com
mis
sion
-E
nfor
ce th
e N
CI A
ct
-Offe
r te
chni
cal a
ssis
tanc
e
Mon
itor,
in
vest
igat
e an
d ap
preh
end
viol
ator
s of
the
law
C
onsi
der
all
othe
r re
med
ies
avai
labl
e un
der
the
law
K
ICD
(K
enya
Ins
titu
te o
f Cu
rric
ulum
Dev
elop
men
t)
-mai
nstr
eam
coh
esio
n an
d in
tegr
atio
n pr
inci
ples
in
the
curr
icul
um
-col
labo
rate
in p
rogr
am a
ctiv
ities
-o
ffer
tech
nica
l ass
ista
nce
Shar
e in
form
atio
n on
Com
mis
sion
wor
k
Min
istr
y of
Edu
cati
on
- m
ains
trea
m c
ohes
ion
and
inte
grat
ion
prin
cipl
es i
n th
e ed
ucat
ion
sect
or
-col
labo
rate
in p
rogr
am a
ctiv
ities
-o
ffer
tech
nica
l ass
ista
nce
Shar
e in
form
atio
n on
Com
mis
sion
wor
k
28
Strategic Plan July 2015 – June 2020
Parl
iam
ent
-Ena
ct la
ws
that
pro
mot
e co
hesi
on a
nd in
tegr
atio
n -A
lloca
te a
dequ
ate
fund
ing
for
cohe
sion
and
int
egra
tion
prog
ram
mes
Prov
ide
accu
rate
sta
tuto
ry r
epor
ts
Educ
ate
and
sens
itize
par
liam
enta
rian
s on
co
hesi
on a
nd in
tegr
atio
n m
atte
rs
Cons
titu
tion
al
Com
mis
sion
s an
d In
depe
nden
t O
ffice
s
-Mak
e re
ferr
als
-Sha
re in
form
atio
n on
thei
r w
ork
-Col
labo
rate
in p
rogr
amm
e ac
tiviti
es
-pro
vide
tech
nica
l ass
ista
nce
Mak
e re
ferr
als
Shar
e in
form
atio
n on
thei
r w
ork
Col
labo
rate
in p
rogr
amm
e ac
tiviti
es
Obs
erve
the
law
in o
ur o
pera
tions
Co
unty
Gov
ernm
ents
-S
ubm
it An
nual
rep
orts
on
natio
nal v
alue
s an
d co
hesi
on
-Em
brac
e in
clus
ivity
an
d di
vers
ity
in
coun
ty
publ
ic
serv
ice
recr
uitm
ent
-Allo
cate
reso
urce
s eq
uita
bly
-Dev
elop
law
s, p
olic
ies
and
prog
ram
mes
tha
t pr
omot
e co
hesi
on a
nd in
tegr
atio
n
Prov
ide
tech
nica
l sup
port
G
ive
advi
sorie
s Sh
are
info
rmat
ion
Civi
l Soc
iety
O
rgan
isat
ions
/ CB
Os/
In
terf
aith
-Adv
ocac
y - L
obby
ing
-Sup
port
NC
IC w
ork
at th
e gr
assr
oots
-W
atch
dog
role
-D
isse
min
ate
info
rmat
ion
-P
rovi
de fe
edba
ck
Prov
ide
tech
nica
l sup
port
Sh
are
info
rmat
ion
Priv
ate
Sect
or
-Sup
port
coh
esio
n pr
ogra
mm
es
-Pro
vide
feed
back
-E
mbr
ace
and
prom
ote
non-
disc
rim
inat
ory
prac
tices
Prov
ide
tech
nica
l sup
port
Sh
are
info
rmat
ion
Univ
ersi
ties
-U
nder
take
rese
arch
on
cohe
sion
and
inte
grat
ion
-Ini
tiate
co
re
cour
ses
on
cohe
sion
, in
tegr
atio
n an
d na
tiona
l val
ues
-Par
tner
in p
rogr
amm
e ac
tiviti
es
Prov
ide
tech
nica
l sup
port
Sh
are
info
rmat
ion
Polit
ical
Par
ties
-o
bser
ve th
e na
tiona
l out
look
in m
embe
rshi
p
-pro
mot
e to
lera
nce
to d
iver
gent
vie
ws
and
opin
ions
-in
tern
aliz
e de
moc
racy
and
obs
erve
the
rule
of l
aw
Offe
r te
chni
cal a
ssis
tanc
e Sh
are
info
rmat
ion
on
the
stat
us
of
cohe
sion
Se
nsiti
ze t
hem
on
the
law
s of
coh
esio
n an
d in
tegr
atio
n Be
impa
rtia
l
29
Strategic Plan July 2015 – June 2020
Gen
eral
Pub
lic
-Be
tole
rant
to d
iver
gent
vie
ws
and
opin
ions
-S
how
goo
dwill
and
sup
port
to th
e Co
mm
issi
on’s
wor
k -C
eleb
rate
and
app
reci
ate
dive
rsity
-S
hare
info
rmat
ion
-Lod
ge re
leva
nt c
ompl
aint
s
Shar
e in
form
atio
n on
th
e st
atus
of
co
hesi
on
Sens
itize
the
m o
n th
e la
ws
of c
ohes
ion
and
inte
grat
ion
Be im
part
ial,
effe
ctiv
e an
d vi
bran
t M
edia
-C
over
age
of c
ohes
ion
and
inte
grat
ion
issu
es
-Und
erta
ke b
alan
ced
and
conf
lict s
ensi
tive
repo
rtin
g -C
olla
bora
te in
pro
gram
me
activ
ities
Reac
t tim
ely
to c
ohes
ion
and
inte
grat
ion
issu
es
Shar
e in
form
atio
n
Sens
itize
the
m o
n th
e la
ws
of c
ohes
ion
and
inte
grat
ion
Be im
part
ial,
effe
ctiv
e an
d vi
bran
t Na
tion
al
publ
ic
inst
itut
ions
-S
ubm
it An
nual
eth
nic
and
dive
rsity
aud
its
-Em
brac
e in
clus
ivity
an
d di
vers
ity
in
coun
ty
publ
ic
serv
ice
recr
uitm
ent
-Allo
cate
reso
urce
s eq
uita
bly
-Dev
elop
law
s, p
olic
ies
and
prog
ram
mes
tha
t pr
omot
e co
hesi
on a
nd in
tegr
atio
n
Prov
ide
tech
nica
l sup
port
G
ive
advi
sorie
s Sh
are
info
rmat
ion
Dev
elop
men
t Pa
rtne
rs
-Pro
vide
fin
anci
al
and
tech
nica
l su
ppor
t to
co
hesi
on
prog
ram
mes
-P
rovi
de fe
edba
ck
-Em
brac
e an
d pr
omot
e no
n-di
scri
min
ator
y pr
actic
es
Shar
e in
form
atio
n
Subm
it re
port
s on
coh
esio
n pr
ogra
mm
es
NB:
The
gove
rnm
ent,
repr
esen
ted
by d
iffer
ent
min
istri
es,
play
s a
mor
e el
abor
ate
role
in t
erm
s of
the
par
tner
ship
th
at c
an e
nhan
ce c
ohes
ion
and
inte
grat
ion.
Key
is t
he s
ensi
tisat
ion
of c
omm
uniti
es o
n co
hesi
on a
nd in
tegr
atio
n.
Seco
nd is
the
pro
visi
on o
f an
env
ironm
ent
(pol
itica
l, le
gal,
socia
l and
eco
nom
ic) t
hat
supp
orts
effe
ctiv
enes
s of
the
Co
mm
issi
on, a
nd la
stly
, pro
vidi
ng o
ppor
tuni
ties
for
lear
ning
, res
ourc
e al
loca
tion
and
harm
onis
atio
n of
wor
king
s of
se
vera
l oth
er c
omm
issi
ons
to re
duce
are
as o
f dup
licat
ion
and
max
imis
e on
use
of r
esou
rces
.
31
Strategic Plan July 2015 – June 2020
FUTURE STRATEGY
4.1 Strategic Direction This strategy acknowledges that the Kenyan nation has witnessed establishment of relevant institutions as advanced by the Kenya National Dialogue and Reconciliation Act of 2008, particularly Agenda IV of the reconciliation process. This has been capped by the promulgation of the Constitution of Kenya (2010), which promotes and protects human rights in a socio-political environment of goodwill from citizens, government, civil society organizations, private sector and development partners. Building on the NCIC successes since its inception, NCIC intends to consolidate the gains made so far and generate long-term initiatives and mechanisms aimed at creating a national identity based on a culture whose fountain is the national values (Article 10 of the Constitution, Article 232 and relevant sections of Article 43) that advance tenets of reconciliation, integration and cohesion.
In this Strategic Plan, the Commission commits to provide leadership and mentorship, and champion one nation ideology through a strategic path defining critical areas of focus for the five years. This section therefore lays out the strategic direction that NCIC undertakes to implement.
This strategic direction underscores the significance of the Commission in propagating national unity through strategies that actualize national cohesion and integration in Kenya. It takes into consideration other players in nation building who provide support to NCIC in delivering on its mandate.
4.2 Mandate NCIC is mandated to promote facilitate and promote equality of opportunity, good relations, harmony and peaceful co-existence between persons of the different ethnic, religious and racial communities of Kenya, and to advise the Government on all aspects thereof.
4.3 Mission Facilitate the elimination of all forms of ethnic discrimination and proactively promote tolerance, understanding and acceptance of diversity, peaceful coexistence and unity.
4.4 Vision A peaceful, cohesive, united and integrated Kenyan society
32
Strategic Plan July 2015 – June 2020
4.5 Core Values a) Professionalism (Objectivity to professionally address issues of
discrimination on any ground including ethnicity, race, colour, religion and social origin)
b) Integrity (Accountability and transparency)
c) Affirmative action for the marginalised and the minorities (NCIC appreciates that vulnerable groups are faced by more challenges, and therefore affirms to generate policies and strategies that enhance their dignity and promote equal opportunities)
d) Inclusivity (The Commission commits to treat people from all walks of life resident in Kenya with fairness)
e) Respect for Diversity (The Commission acknowledges that our national strength lies in our diversity and therefore recognises, respects and appreciates the uniqueness of individuals as well as communities while undertaking to deliver on its mandate).
4.6 Strategic Pillars This Strategic Plan is anchored on the following five pillars as described below:
4.6.1 Strategic Pillars i. National Identity and Values: The Commission underpins the
need to have a Kenyan culture that is founded on the tenets provided by the national values as stated in Article 10 of the Constitution. These include patriotism, national unity, sharing and devolution of power, the rule of law, democracy and participation of the people, human dignity, equity, social justice, inclusiveness, equality, human rights, non-discrimination and protection of the marginalized, good governance, integrity, transparency and accountability and sustainable development.
ii. Peacebuilding, Reconciliation and Integration: NCIC acknowledges that conflicts are a part of humanity and societal development. The Commission commits to proactive and peaceful resolution of conflicts, positive coexistence, strengthened capacities for inter-communal reconciliation and positive management of conflicts geared to build a cohesive and integrated nation.
iii. Policy and Legal Frameworks: The need to improve the current policy and legal environment in order to achieve ethical practices in county and national leadership structures.
33
Strategic Plan July 2015 – June 2020
iv. Research and Knowledge Management: The need to improve the current knowledge base through empirical, scientific and verifiable findings that support and sustain national cohesion and integration.
v. Organizational Development: The Commission endeavours to uphold an organisation that is endowed with financial resources, skills, expertise and technical know-how relevant to sustainably address factors and practices that threaten national cohesion and integration.
Figure 3: Chief Justice Hon. Willy Mutunga, NCIC Chairman and Commissioners Launch the Report on the Status of Cohesion in Kenya
The direction within this strategic period can be summarized as follows:
35
Strategic Plan July 2015 – June 2020
Stra
tegi
c Pi
llars
, Key
Res
ult
Area
s an
d O
bjec
tive
s
Tabl
e 3:
Str
ateg
ic P
illar
s an
d K
ey R
esul
t Ar
eas
Stra
tegi
c Pi
llar
KR
A O
bjec
tive
Na
tion
al I
dent
ity
and
valu
es
A na
tiona
l cul
ture
and
val
ue s
yste
m t
hat
upho
lds
and
insp
ires
a K
enya
n Id
entit
y
Bui
ld a
nd s
tren
gthe
n th
e ca
paci
ty o
f in
stitu
tions
an
d th
e pu
blic
in
fost
erin
g na
tiona
l id
entit
y an
d va
lues
in a
ccor
danc
e to
Art
icle
10,
Art
icle
232
and
re
leva
nt s
ectio
ns o
f Art
icle
73
of th
e C
onst
itutio
n Pe
aceb
uild
ing,
R
econ
cilia
tion
and
In
tegr
atio
n
Tran
sfor
mat
ive
Inst
itutio
ns,
com
mun
ities
an
d st
ruct
ures
th
at
effe
ctiv
ely
empl
oy
peac
e bu
ildin
g,
reco
ncili
atio
n an
d in
tegr
atio
n m
echa
nism
s to
war
ds n
atio
nal c
ohes
ion
Prom
ote
natio
nal
peac
e bu
ildin
g,
reco
ncili
atio
n,
cohe
sion
an
d in
tegr
atio
n am
ong
the
diffe
rent
et
hnic
, rac
ial a
nd r
elig
ious
gro
ups
of K
enya
Polic
y an
d Le
gal
Fram
ewor
ks
Prac
tices
an
d st
ruct
ures
th
at
prov
ide
equa
l op
port
unity
fo
r al
l Ke
nyan
s ir
resp
ectiv
e of
th
eir
polit
ical
, et
hnic
, re
ligio
us, n
atio
nal a
nd r
acia
l orie
ntat
ion.
To
deve
lop
enfo
rcem
ent
mec
hani
sms
to
ensu
re
com
plia
nce
with
co
nstit
utio
nal
prov
isio
ns,
and
othe
r le
gisl
atio
ns
rela
ting
to
cohe
sion
an
d in
tegr
atio
n
Res
earc
h an
d K
now
ledg
e M
anag
emen
t
Rese
arch
pr
ogra
mm
es,
stud
ies
and
audi
ts
that
ad
dres
s co
nflic
ts
and
ineq
ualit
y us
ing
empi
rica
l, sc
ient
ific
and
veri
fiabl
e m
etho
ds a
nd d
isse
min
ate
the
sam
e.
Und
erta
ke r
esea
rch
and
stud
ies
on a
ny is
sue
that
th
reat
ens
natio
nal
cohe
sion
and
int
egra
tion
and
mak
e re
com
men
datio
ns t
o th
e G
over
nmen
t an
d re
leva
nt p
artie
s as
man
date
d by
Sec
tion
25 o
f th
e N
CI A
ct, 2
008.
O
rgan
izat
iona
l D
evel
opm
ent
A C
omm
issi
on t
hat
is v
isib
le, r
espo
nsiv
e,
activ
e,
func
tiona
l an
d ef
fect
ive
in
cons
tant
ly d
eliv
erin
g its
man
date
.
Enha
nce
the
com
pete
nce
of
NCI
C
to
effe
ctiv
ely
disc
harg
e its
man
date
as
espo
used
in t
he N
atio
nal
Coh
esio
n an
d In
tegr
atio
n Ac
t (2
008)
in p
ursu
ance
to
the
Con
stitu
tion
of K
enya
(20
10)
part
icul
arly
Ar
ticle
10,
232
and
rel
evan
t sec
tions
of A
rtic
le 7
3.
36
Strategic Plan July 2015 – June 2020
4.5.1 Key Result Area 1: A national culture and value system that uphold and inspire a Kenyan Identity
Strategic Objective 1: Build and strengthen the capacity of institutions and the public in fostering national identity and values
The purpose is to open and make available constructive interaction spaces between and among communities of different orientations in building a Kenyan identity and entrench a value system and practices in accordance with Article 10, 232 and relevant sections of Article 73 of the Constitution.
Approaches:
• Civic engagement (petitions, public diplomacy, meetings)
• Awareness creation and sensitization
• Public Education and Outreach
• Identity status report(s)
• Training(s)
4.5.2 Key Result Area 2: Transformative institutions, communities and structures that effectively employ peacebuilding, reconciliation and integration mechanisms towards national cohesion
Strategic Objective 2: Promote national peace building, reconciliation, cohesion and integration among the different ethnic, racial and religious groups of Kenya The aim is to facilitate peacebuilding, reconciliation and integration practices that are sustainable both at local and national level.
Approaches
• Thematic and symbiotic partnership(s) • Dialogues e.g. Interfaith discourse(s) • Consensus building and grievance redress mechanisms • Dispute Resolution Mechanisms (including ADR) • Advisories • Psychosocial support • Policy briefs
37
Strategic Plan July 2015 – June 2020
• Conflict Early Warning and Early Response • Fact finding
4.5.3 Key Result Area 3: Practices and structures that provide equal opportunity for all Kenyans irrespective of their political, ethnic, religious, national and racial orientation.
Strategic Objective 3: To develop enforcement mechanisms to ensure compliance with constitutional provisions, and other legislations relating to national cohesion and integration
Approaches
• Legal and policy dialogue
• Investigations, enforcement and compliance
• Public complaints processing systems and effective referral system
• Litigations
4.5.4 Key Result Area 4: Research programmes, studies and audits that address conflicts and inequality using empirical, scientific and verifiable methods and disseminate the same. Strategic Objective 4: Undertake research and studies on any issue that threatens national cohesion and integration and make recommendations to the Government and relevant parties as mandated by Section 25 of the NCI Act, 2008.
Approaches
• Audits • Thematic researches • Compliance profiling of government agencies • Mapping • Rapid Assessments • Fact Finding • Policy Briefs • Stakeholder engagement • Participatory action research for conflict transformation
4.5.5: Key Result Area 5: A Commission that is visible, prompt, responsive, impartial, functional and effective in constantly delivering its mandate.
38
Strategic Plan July 2015 – June 2020
Strategic Objective 5: To enhance the competence of NCIC in effectively discharging its mandate as espoused in the National Cohesion and Integration Act (2008) in pursuance to the Constitution of Kenya (2010) and particularly Article 10, 232 and the relevant section of Article 73.
Approaches
• Functional Governance arm (Commissioners)
• Establishment of NCIC County offices
• Staff capacity development and appraisals
• Staff appraisal and capacity building
• Acquisition of modern technology and skills development
• Strategic development and review(s)
• Managing Risk (Audits)Risk mitigation strategies
39
Strategic Plan July 2015 – June 2020
Tabl
e 4:
Impl
emen
tati
on M
atri
x
Stra
tegi
c O
bjec
tive
St
rate
gy
Acti
vity
Ta
rget
Gr
oup
Out
com
e In
dica
tor
Yr
1 Yr
2
Yr
3 Yr
4
Yr
5 Pa
rtne
rs
Build
and
st
reng
the
n th
e ca
paci
ty
of
inst
itut
ions
and
th
e pu
blic
to
fost
er
nati
onal
id
enti
ty
and
valu
es
Prom
ote
cult
ural
ev
ents
acr
oss
the
coun
try
Supp
ort a
nd
part
icip
ate
com
mun
ity a
nd
inst
itutio
nal
cultu
ral e
vent
s an
d fe
stiv
als
The
Publ
ic
Com
mun
itie
s Lear
ning
in
stitu
tions
Incr
ease
d in
ter-
ethn
ic
inte
ract
ions
No. o
f cu
ltura
l ev
ents
and
fe
stiv
als
supp
orte
d
Co
unty
G
over
nme
nts
Min
istr
y of
Cul
ture
an
d Sp
orts
Na
tiona
l M
useu
ms
of K
enya
Prom
ote
cele
brat
ion
of n
atio
nal
and
inte
rnat
iona
l da
ys to
en
hanc
e na
tion
al
unit
y,
cohe
sion
and
in
tegr
atio
n
Part
icip
ate
and
cele
brat
e Na
tiona
l and
In
tern
atio
nal
Day
s w
ith
sign
ifica
nce
to
Natio
nal
Cohe
sion
Gen
eral
pu
blic
En
hanc
ed pa
rtic
ipat
ion
by
the
publ
ic in
ce
lebr
ati
ng
natio
nal
days
In
crea
sed
awar
enes
s on
pe
acef
ul
No. o
f in
tern
atio
nal
and
Natio
nal
days
ce
lebr
ated
No
. of p
eopl
e su
ppor
ted
to
part
icip
ate
No
. of I
EC
mat
eria
ls
diss
emin
ate
d
G
over
nme
nt
min
istr
ies
and
agen
cies
M
edia
M
inis
try
of In
terio
r an
d Co
ordi
nati
on o
f Na
tiona
l G
over
nme
40
Strategic Plan July 2015 – June 2020
Stra
tegi
c O
bjec
tive
St
rate
gy
Acti
vity
Ta
rget
G
roup
O
utco
me
Indi
cato
r Yr
1
Yr
2 Yr
3
Yr
4 Yr
5
Part
ners
co-
exis
tenc
e an
d co
hesi
on
nt
CSO
s
Mai
nstr
eam
co
hesi
on a
nd
inte
grat
ion
in
inst
itut
ions
of
lear
ning
Bui
ld th
e ca
paci
ty o
f te
ache
rs a
nd
educ
atio
n
stak
ehol
ders
on
the
esta
blis
hmen
t of
Aman
i Clu
bs
and
mon
itor
thei
r im
plem
enta
tion
Teac
hers
St
uden
ts
Educ
atio
n M
anag
ers
Incr
ease
d aw
aren
ess
on
peac
eful
co
-ex
iste
nce
and
cohe
sion
No.
of
teac
hers
and
ed
ucat
ion
stak
ehol
ders
tr
aine
d.
No.
of
scho
ols
with
fu
nctio
nal
Aman
i Clu
bs
M
OES
T TS
C
Cou
nty
Gov
ernm
ent
s
Con
duct
C
ohes
ion
Clin
ics
in I
nstit
utio
ns
of L
earn
ing
Stud
ents
Te
ache
rs
Educ
atio
n M
anag
ers
Incr
ease
d aw
aren
ess
on
peac
eful
co
-ex
iste
nce
and
cohe
sion
am
ong
stud
ents
an
d te
ache
rs
No.
of
inst
itutio
ns
reac
hed
N
o. o
f st
uden
ts
and
teac
hers
re
ache
d
M
inis
try
of
Educ
atio
n, S
cien
ce
and
Tech
nolo
gy TS
C
CSO
s
Infu
se c
ohes
ion
Scho
ols
Incr
ease
d N
o. o
f too
ls
M
inis
try
41
Strategic Plan July 2015 – June 2020
Stra
tegi
c O
bjec
tive
St
rate
gy
Acti
vity
Ta
rget
G
roup
O
utco
me
Indi
cato
r Yr
1
Yr
2 Yr
3
Yr
4 Yr
5
Part
ners
and
inte
grat
ion
prin
cipl
es in
ed
ucat
iona
l re
sour
ces
and
tool
s
incl
usio
n of
di
vers
ity
in
lear
ning
m
ater
ials
or r
esou
rces
w
here
co
hesi
on
prin
cipl
es
have
bee
n in
fuse
d
of
Educ
atio
n KI
CD
CSO
s
Supp
ort a
nd
part
icip
ate
in th
e Na
tiona
l Mus
ic
Fest
ival
s
Stud
ents
Te
ache
rs
The
Publ
ic
Enha
nce
d visi
bilit
y an
d
unde
rsta
ndin
g of
th
e w
ork
of th
e Co
mm
iss
ion
No. o
f peo
ple
reac
hed
durin
g th
e fe
stiv
al.
No.
of
perf
orm
ance
s w
ith a
co
hesi
on
and
inte
grat
ion
them
e
M
OES
T Ke
nya
Natio
nal
Mus
ic
Fest
ival
Supp
ort a
nd
part
icip
ate
in th
e Na
tiona
l Dra
ma
Fest
ival
s
Stud
ents
; Te
ache
rs
The
Publ
ic
Incr
ease
d vi
sibi
lity
and
unde
rsta
ndin
g of
th
e w
ork
of th
e Co
mm
iss
ion
No. o
f peo
ple
reac
hed
durin
g th
e fe
stiv
al.
No.
perf
orm
ance
s w
ith a
co
hesi
on
and
M
OES
T Ke
nya
Natio
nal
Dra
ma
Fest
ival
42
Strategic Plan July 2015 – June 2020
Stra
tegi
c O
bjec
tive
St
rate
gy
Acti
vity
Ta
rget
G
roup
O
utco
me
Indi
cato
r Yr
1
Yr
2 Yr
3
Yr
4 Yr
5
Part
ners
inte
grat
ion
them
e
Supp
ort a
nd
part
icip
ate
in th
e Ke
nya
Scou
ts
Asso
ciat
ion
(KSA
) pr
ogra
mm
es a
nd
activ
ities
Scou
ts
Stud
ents
Te
ache
rs
The
Publ
ic
Incr
ease
d in
ter-
ethn
ic
inte
ract
ion
No. o
f peo
ple
reac
hed
durin
g th
e fe
stiv
al.
No.
perf
orm
ance
s w
ith a
co
hesi
on
and
inte
grat
ion
them
e
M
OES
T Ke
nya
Scou
ts
Asso
ciat
ion M
in. o
f D
evol
utio
n an
d Pl
anni
ng
Prom
ote
Exch
ange
pr
ogra
mm
es
acro
ss
dive
rse
grou
ps
Cond
uct f
ive
inte
r-et
hnic
ex
chan
ge v
isits
to
pro
mot
e pe
acef
ul
coex
iste
nce,
co
hesi
on a
nd
inte
grat
ion
Com
mun
ity
Mem
bers
; Co
mm
unity
le
ader
s;
Incr
ease
d aw
aren
ess
on
peac
eful
co
-ex
iste
nce
, res
pect
fo
r di
vers
ity
and
co
hesi
on
No. o
f ex
chan
ge
visi
ts
cond
ucte
d No
. of
com
mun
ity
mem
bers
en
gage
d in
th
e ex
chan
ge
visi
ts
Co
unty
G
over
nme
nts
CSO
s FB
Os
43
Strategic Plan July 2015 – June 2020
Stra
tegi
c O
bjec
tive
St
rate
gy
Acti
vity
Ta
rget
Gr
oup
Out
com
e In
dica
tor
Yr
1 Yr
2
Yr
3 Yr
4
Yr
5 Pa
rtne
rs
Prom
ote
and
faci
litat
e fiv
e en
trep
rene
uria
l in
itiat
ives
acr
oss
dive
rse
grou
ps
Gen
eral
pu
blic
En
hanc
ed
inte
r-et
hnic
go
al
setti
ng
No. o
f en
trep
rene
uria
l in
itiat
ives
un
dert
aken
No
. of e
thni
c gr
oups
en
gage
d
Co
unty
go
vern
me
nts
CSO
s FB
Os
Build
the
capa
city
of
the
com
mun
itie
s,
the
publ
ic
and
priv
ate
sect
ors
on
conf
lict
tran
sfor
mat
ion
, coh
esio
n an
d in
tegr
atio
n
Trai
ning
an
d se
nsiti
zatio
n of
se
lect
ed
grou
ps:
CSO
s,
MD
As
of
coun
ty
and
natio
nal
gove
rnm
ents
an
d th
e pr
ivat
e se
ctor
on
peac
e,
natio
nal
cohe
sion
an
d in
tegr
atio
n
Gen
eral
pu
blic
Ci
vil s
ocie
ty
Natio
nal a
nd
coun
ty
gove
rnm
ent
agen
cies
and
de
part
men
ts
Priv
ate
sect
or
Incr
ease
d kn
owle
dge
and
skill
s to
in
itiat
e an
d im
plem
ent
co
hesi
on
stra
tegi
es
No. o
f peo
ple
trai
ned
No
. of
in
stitu
tions
tr
aine
d
Co
unty
an
d Na
tiona
l G
over
nme
nt
KEPS
A Am
keni
W
aken
ya
CSO
s
Part
icip
ate
in
Agric
ultu
ral
Soci
ety
of K
enya
(A
SK) s
how
s
Gen
eral
Pu
blic
En
hanc
ed vi
sibi
lity
and
awar
enes
s of
th
e w
ork
of
No.
of
ASK
show
s at
tend
ed
No. o
f peo
ple
reac
hed
Ag
ricul
tur
al
Soci
ety
of K
enya
Co
unty
an
d Na
tiona
l G
over
nme
44
Strategic Plan July 2015 – June 2020
Stra
tegi
c O
bjec
tive
St
rate
gy
Acti
vity
Ta
rget
G
roup
O
utco
me
Indi
cato
r Yr
1
Yr
2 Yr
3
Yr
4 Yr
5
Part
ners
the
Com
mis
sio
n
nts
Prom
ote
the
Keny
a Kw
anza
ca
mpa
ign
in
colla
bora
tion
with
Ke
y st
akeh
olde
rs
Gen
eral
Pu
blic
In
crea
sed
visi
bilit
y an
d aw
aren
ess
amon
g th
e ci
tizen
ry
on
cohe
sion
an
d in
tegr
atio
n
No. o
f peo
ple
reac
hed
M
edia
Co
unty
an
d Na
tiona
l G
over
nme
nts
KEPS
A Am
keni
W
aken
ya
CSO
s Br
and
Keny
a Se
nsiti
ze
polit
ical
pa
rty
offic
e be
arer
s on
co
hesi
on
and
inte
grat
ion
prin
cipl
es
and
law
s
Polit
ical
pa
rty
offic
e be
arer
s Po
litic
ians
Incr
ease
d aw
aren
ess
on t
he
need
fo
r in
clus
ivit
y an
d di
vers
ity
in
com
posi
tion
of
po
litic
al
part
ies.
No.
of
cons
ulta
tive
fora
hel
d No
. of
offi
ce
bear
ers
sens
itize
d
Re
gist
rar
of P
oliti
cal
part
ies
Vario
us
polit
ical
pa
rtie
s in
th
e co
untr
y
Sens
itize
act
ors
Judg
es,
Incr
ease
d No
. of
Ju
dici
ary
45
Strategic Plan July 2015 – June 2020
Stra
tegi
c O
bjec
tive
St
rate
gy
Acti
vity
Ta
rget
G
roup
O
utco
me
Indi
cato
r Yr
1
Yr
2 Yr
3
Yr
4 Yr
5
Part
ners
in th
e cr
imin
al
just
ice
syst
em
on th
e of
fenc
es
unde
r th
e NC
I Ac
t
Mag
istr
ates
Pr
osec
utor
s kn
owle
dge
and
unde
rsta
ndin
g of
di
scrim
inat
ion
law
s an
d of
fenc
es
unde
r NC
I Act
Cons
ulta
tive
sym
posi
ums
held
with
Ju
dici
al
offic
ers
JTI
KNCH
R LS
K Ki
tuo
cha
Sher
ia,
NGEC
O
ffice
of
the
DPP
Sens
itiza
tion
on
the
use
of
the
guid
elin
e on
the
in
clus
ion
of
cohe
sion
an
d in
tegr
atio
n pr
inci
ples
in
to
legi
slat
ion
Spea
kers
an
d Cl
erks
of
th
e Co
unty
As
sem
blie
s Co
mm
ittee
s w
ithin
th
e na
tiona
l an
d co
unty
as
sem
bly
Incr
ease
d ca
paci
ty
to
mak
e la
ws
that
ar
e no
n-di
scrim
inat
ory
No.
of
guid
elin
es
diss
emin
ate
d
No.
of
trai
ning
s of
re
leva
nt
Natio
nal a
nd
Coun
ty
Asse
mbl
y Co
mm
ittee
m
embe
rs
and
draf
ters
he
ld
Na
tiona
l As
sem
bly,
Co
unty
As
sem
bly,
KL
RC
AG
Iden
tify
and
rew
ard
Co
hesi
on r
ole
mod
els
as a
gent
s
Gen
eral
Pu
blic
En
hanc
ed
shar
ed
valu
es
and
No. o
f co
hesi
on
cham
pion
s id
entif
ied
Co
unty
G
over
nme
nts
Cons
titut
i
46
Strategic Plan July 2015 – June 2020
Stra
tegi
c O
bjec
tive
St
rate
gy
Acti
vity
Ta
rget
G
roup
O
utco
me
Indi
cato
r Yr
1
Yr
2 Yr
3
Yr
4 Yr
5
Part
ners
of e
ffect
ive
tran
sfor
mat
ion
natio
nal
unity
am
ong
the
citiz
enry
and
rew
arde
d on
al
Com
mis
sion
s
Deve
lop
and
diss
emin
ate
IEC
mat
eria
ls o
n co
hesi
on a
nd
inte
grat
ion
Publ
ish
and
diss
emin
ate
IEC
mat
eria
ls to
pr
omot
e co
hesi
on,
natio
nal u
nity
an
d in
tegr
atio
n(Po
ste
rs, B
roch
ures
, Ba
nner
s, F
lyer
s,
Stic
kers
, Bo
okle
ts,
Repo
rts)
Gen
eral
pu
blic
En
hanc
ed vi
sibi
lity
and
aw
aren
ess
of th
e w
ork
of
the
Com
mis
sio
n
No. a
nd
type
s of
IEC
mat
eria
ls
deve
lope
d an
d di
ssem
inat
ed No
. of p
eopl
e re
ache
d
CS
Os
Cons
titut
ion
al
Com
mis
sion
s
Dev
elop
and
di
ssem
inat
e a
Cohe
sion
and
In
tegr
atio
n ha
ndbo
ok
Staf
f Th
e Pu
blic
H
arm
oni
zed
and
impr
oved
tr
aini
ng
A tr
aini
ng
man
ual
deve
lope
d an
d ad
opte
d
KI
CD
CSO
s Co
nstit
uti
onal
Co
mm
issi
ons
Des
ign,
dev
elop
an
d di
ssem
inat
e pu
blic
ity
mat
eria
ls to
Gen
eral
Pu
blic
En
hanc
ed vi
sibi
lity
and
No. a
nd
type
s of
Pu
blic
ity
mat
eria
ls
Pr
ivat
e Se
ctor
Co
unty
G
over
nme
47
Strategic Plan July 2015 – June 2020
Stra
tegi
c O
bjec
tive
St
rate
gy
Acti
vity
Ta
rget
G
roup
O
utco
me
Indi
cato
r Yr
1
Yr
2 Yr
3
Yr
4 Yr
5
Part
ners
prom
ote
cohe
sion
and
in
tegr
atio
n (T
-sh
irts,
Cap
s,
Pens
, Cal
enda
rs,
umbr
ella
s,
Dia
ries,
Bi
llboa
rds
etc.
)
awar
enes
s of
the
wor
k of
th
e Co
mm
iss
ion
deve
lope
d an
d di
ssem
inat
ed No
. of p
eopl
e re
ache
d
nts
Deve
lop
and
diss
emin
ate
med
ia
prog
ram
mes
to
pro
mot
e co
hesi
on a
nd
inte
grat
ion
Dev
elop
and
di
ssem
inat
e Ra
dio
prog
ram
s,
info
mer
cial
s, T
V pr
ogra
ms
and
a
Doc
umen
tary
on
cohe
sion
and
in
tegr
atio
n
Gen
eral
Pu
blic
En
hanc
ed vi
sibi
lity
and
aw
aren
ess
of
cohe
sion
an
d in
tegr
atio
n
No. a
nd N
o.
and
type
s of
pr
ogra
mm
es
deve
lope
d an
d di
ssem
inat
ed No
. of p
eopl
e re
ache
d
M
edia
CS
Os
FBO
s Co
mm
issi
ons
Dev
elop
and
di
ssem
inat
e pr
int m
essa
ges
and
adve
rtis
emen
ts
on c
ohes
ion
and
inte
grat
ion
Gen
eral
Pu
blic
En
hanc
ed vi
sibi
lity
and
aw
aren
ess
of
cohe
sion
an
d in
tegr
atio
n
No. a
nd N
o.
and
type
s of
pr
ogra
mm
es
deve
lope
d an
d di
ssem
inat
ed No
. of p
eopl
e re
ache
d
M
edia
48
Strategic Plan July 2015 – June 2020
Stra
tegi
c O
bjec
tive
St
rate
gy
Acti
vity
Ta
rget
G
roup
O
utco
me
Indi
cato
r Yr
1
Yr
2 Yr
3
Yr
4 Yr
5
Part
ners
Prom
ote
nati
onal
pe
ace
build
ing,
re
conc
ilia
tion
, co
hesi
on
and
inte
grat
ion
amon
g th
e di
ffere
nt
ethn
ic,
raci
al a
nd
relig
ious
gr
oups
of
Ken
ya
Prom
ote
stra
tegi
c pa
rtne
rshi
ps
and
colla
bora
tion
in
coh
esio
n bu
ildin
g
Und
erta
ke
regu
lar
mee
tings
w
ith
stak
ehol
ders
on
cohe
sion
bu
ildin
g
Staf
f C
omm
issi
oner
s Pa
rtne
rs
Enha
nce
d part
ners
hips
and
lin
kage
s
No.
of
mee
tings
he
ld
No.
of
part
ners
hips
es
tabl
ishe
d
M
edia
C
SOs
FBO
s C
ount
y G
over
nme
nts
Priv
ate
Sect
or
Dev
elop
gu
idel
ines
on
esta
blis
hing
and
su
sten
ance
of
part
ners
hips
Staf
f C
omm
issi
oner
s Pa
rtne
rs
Enha
nce
d part
ners
hips
and
lin
kage
s
Part
ners
hip
Gui
delin
es
deve
lope
d an
d ut
ilize
d
Al
l pa
rtne
rs
Prom
ote
inte
r an
d in
tra
ethn
ic
soci
o-ec
onom
ic
acti
viti
es
that
enh
ance
na
tion
al
cohe
sion
and
Supp
ort l
ocal
art
an
d ta
lent
that
pr
omot
es
cohe
sion
and
in
tegr
atio
n
Gen
eral
Pu
blic
En
hanc
ed ap
prec
iat
ion
of
natio
nal
valu
es
No.
of
initi
ativ
es o
n Ar
t and
ta
lent
N
o. o
f loc
al
artis
ts a
nd
tale
nted
in
divi
dual
s su
ppor
ted
M
edia
G
over
nme
nt
Agen
cies
49
Strategic Plan July 2015 – June 2020
Stra
tegi
c O
bjec
tive
St
rate
gy
Acti
vity
Ta
rget
G
roup
O
utco
me
Indi
cato
r Yr
1
Yr
2 Yr
3
Yr
4 Yr
5
Part
ners
inte
grat
ion
Cond
uct i
nter
co
mm
unity
sp
orts
to
urna
men
ts to
pr
omot
e pe
acef
ul
coex
iste
nce,
co
hesi
on a
nd
inte
grat
ion
Com
mun
ity
mem
bers
; Co
mm
unity
le
ader
s
Incr
ease
d aw
aren
ess
on
peac
eful
co
-ex
iste
nce
, res
pect
fo
r di
vers
ity
and
cohe
sion
No. o
f fo
otba
ll to
urna
men
ts
cond
ucte
d No
. of
peop
le
reac
hed
Co
unty
G
over
nme
nts
Min
istr
y of
cul
ture
an
d Sp
orts
Fo
otba
ll Ke
nya
Lim
ited
Dev
elop
and
im
plem
ent a
yo
uth
peac
e,
acco
unta
bilit
y an
d ec
onom
ic
just
ice
prog
ram
th
at li
nks
on-
goin
g yo
uth
empo
wer
men
t pr
ogra
ms
with
pe
ace
build
ing
prog
ram
s
Yout
hs
Esta
blis
hed
lin
kage
s be
twee
n th
e yo
uths
an
d ec
onom
ic
oppo
rtun
ities
A di
rect
ory
of a
ll so
cio-
econ
omic
op
port
uniti
es
for
the
yout
hs
No. o
f se
nsiti
zatio
n m
eetin
gs
with
the
yout
hs
No. o
f yo
uths
who
si
gn th
e ch
arte
r
CS
Os
Gov
ernm
ent
D
evel
opm
ent
part
ners
Pr
ivat
e se
ctor
50
Strategic Plan July 2015 – June 2020
Stra
tegi
c O
bjec
tive
St
rate
gy
Acti
vity
Ta
rget
G
roup
O
utco
me
Indi
cato
r Yr
1
Yr
2 Yr
3
Yr
4 Yr
5
Part
ners
Docu
men
t, fa
cilit
ate
and
prom
ote
the
use
of
ADR
mec
hani
sm
to
reso
lve
disp
utes
, bu
ild
peac
e an
d pr
omot
e re
conc
iliat
ion
Base
line
surv
ey
of
exis
ting
ADR
Mec
hani
sms
Indi
vidu
als,
Co
mm
uniti
es
Base
line
Surv
ey
Repo
rt
No.
of
prin
ted
copi
es
of
ADR
Repo
rt
U
nive
rsity
an
d re
sear
ch
inst
itutio
ns In
divi
dual
s Com
mun
itie
s Ad
voca
cy
and
sens
itiza
tion
foru
ms
with
the
go
vern
men
t an
d co
mm
unity
on
th
e us
e AD
R m
echa
nism
to
re
solv
e co
nflic
ts.
Indi
vidu
als,
Co
mm
uniti
es
Min
istr
ies,
D
epar
tmen
ts
and
Agen
cies
of
Co
unty
an
d Na
tiona
l G
over
nmen
t
Incr
ease
d kn
owle
dge,
aw
aren
ess
and
appr
ecia
tio
n of
AD
R M
echa
nis
m.
Stru
ctur
es
that
su
ppor
t AD
R m
echa
nis
m i
n th
e co
mm
uni
ties
No.
of
the
advo
cacy
an
d se
nsiti
zatio
n fo
rum
s/m
eetin
gs h
eld
Repo
rt
of
advo
cacy
w
orks
hops
an
d fo
rum
s A
com
mitt
ee
to l
ead
ADR
proc
esse
s
CS
Os
Coun
cil
of
elde
rs
Judi
ciar
y Co
mm
uni
ties
Min
istr
y of
inte
rior
Po
litic
al/
Relig
ious
Le
ader
s Co
unty
G
over
nme
nts
51
Strategic Plan July 2015 – June 2020
Stra
tegi
c O
bjec
tive
St
rate
gy
Acti
vity
Ta
rget
G
roup
O
utco
me
Indi
cato
r Yr
1
Yr
2 Yr
3
Yr
4 Yr
5
Part
ners
Man
uals
an
d H
andb
ooks
on
C
onfli
ct
Tran
sfor
mat
ion
and
Reco
ncili
atio
n
Fa
cilit
ate
intr
a an
d in
ter-
ethn
ic
peac
e bu
ildin
g an
d or
gani
c re
conc
iliat
ion
dial
ogue
s
Yout
h or
gani
zatio
ns,
C
ounc
il of
El
ders
, D
istr
ict
and
Cou
nty
Peac
e C
omm
ittee
s,
Med
ia,
Faith
-bas
ed
orga
niza
tion
s,
com
mun
ity
grou
ps
Enha
nce
d peac
eful
co
exis
ten
ce
and
harm
ony
in
the
com
mun
ity
No.
of
di
alog
ues
held
Re
port
of t
he
dial
ogue
fo
rum
s
C
ount
y an
d N
atio
nal
Gov
ernm
ent
C
SOs
FBO
s M
edia
52
Strategic Plan July 2015 – June 2020
Stra
tegi
c O
bjec
tive
St
rate
gy
Acti
vity
Ta
rget
G
roup
O
utco
me
Indi
cato
r Yr
1
Yr
2 Yr
3
Yr
4 Yr
5
Part
ners
Med
iate
dis
pute
s be
twee
n an
d am
ong
com
mun
ities
an
d in
stitu
tions
Com
mun
ity
grou
ps,
polit
ical
le
ader
s an
d re
ligio
us
lead
ers
Enha
nce
d peac
eful
co
exis
ten
ce
and
harm
ony
in
the
com
mun
ity
.
No.
of
med
iatio
n m
eetin
gs
held
Re
port
of t
he
med
iatio
n m
eetin
gs/f
orum
s co
nduc
ted
D
evel
opm
ent
Part
ners
, Re
ligio
us
Inst
itutio
ns,
Med
iatio
n pr
actit
ion
ers,
In
fluen
tial
Polit
ical
an
d co
mm
unit
y le
ader
s
Unde
rtak
e an
d/or
fa
cilit
ate
sym
posi
ums
or d
ebat
es in
le
arni
ng
inst
itut
ions
on
the
th
emes
of
conf
lict
tran
sfor
mat
ion
, re
conc
iliat
ion
and
Supp
ort
and
part
icip
ate
in
deba
tes
and
sym
posi
ums
Stud
ents
an
d
Dea
ns
of
stud
ents
, Te
achi
ng
staf
f
No
. of
de
bate
s an
d sy
mpo
sium
s he
ld
No.
of
inst
itutio
ns
reac
hed
No
. of
pa
rtic
ipan
ts
who
pa
rtic
ipat
ed
in
the
deba
tes
and
sym
posi
ums
Co
llege
s an
d U
nive
rsiti
es,
Dev
elop
men
t Pa
rtne
rs
and
Med
ia,
Com
mis
sion
fo
r H
ighe
r Ed
ucat
ion
53
Strategic Plan July 2015 – June 2020
Stra
tegi
c O
bjec
tive
St
rate
gy
Acti
vity
Ta
rget
Gr
oup
Out
com
e In
dica
tor
Yr
1 Yr
2
Yr
3 Yr
4
Yr
5 Pa
rtne
rs
dial
ogue
Prom
ote
appr
opri
ate
repa
rati
on
mec
hani
sms
for
the
vict
ims
of
ethn
ic
viol
ence
Set
up
and
coor
dina
te
a te
chni
cal
com
mitt
ee
to
stud
y th
e re
com
men
datio
ns
of
the
TJRC
Re
port
, de
velo
p an
im
plem
enta
tion
fram
ewor
k,
iden
tify
and
mob
ilize
re
sour
ces
requ
ired
for
impl
emen
tatio
n
Stra
tegi
c pa
rtne
rs
Key
inte
rven
tion
s to
en
sure
th
orou
gh
impl
eme
ntat
ion
of
the
TJRC
re
com
me
ndat
ions
on
eth
nic
rela
tions
in
Ken
ya
A w
ork
plan
of
in
terv
entio
ns
eman
atin
g fr
om
the
TJRC
Rep
ort
A fu
nctio
nal
tech
nica
l co
mm
ittee
CS
Os
Dev
elop
men
t pa
rtne
rs
Take
le
ader
ship
in
sp
earh
eadi
ng
impl
emen
tatio
n of
sa
tisfa
ctio
n an
d sy
mbo
lic
Gen
eral
Pu
blic
In
crea
sed
unde
rsta
ndin
g of
hi
stor
y an
d
No.
of
sym
bolic
re
para
tions
im
plem
ente
d
NM
K CS
Os
Gov
ernm
ent
54
Strategic Plan July 2015 – June 2020
Stra
tegi
c O
bjec
tive
St
rate
gy
Acti
vity
Ta
rget
G
roup
O
utco
me
Indi
cato
r Yr
1
Yr
2 Yr
3
Yr
4 Yr
5
Part
ners
repa
ratio
n in
clud
ing
apol
ogie
s,
mon
umen
ts,
mem
oria
ls
and
rem
embr
ance
enha
nced
cl
osur
e to
hi
stor
ical
in
just
ices
Cap
acity
bu
ildin
g on
m
emor
ializ
atio
n,
reco
ncili
atio
n an
d he
alin
g
Gen
eral
Pu
blic
In
crea
sed
know
ledg
e on
re
conc
ilia
tion
stra
tegi
es
No.
of
tr
aine
d co
mm
unity
m
embe
rs
N
MK
CSO
s G
over
nme
nt
Org
aniz
e an
d pa
rtic
ipat
e in
tr
aum
a an
d ps
ycho
soci
al
supp
ort
of
the
vict
ims
of v
iole
nt
conf
lict
Vict
ims
of
viol
ent
conf
licts
Appr
ecia
tio
n an
d he
alin
g of
the
vict
ims
of
viol
ent
conf
lict
for
NC
IC
No.
of
vi
ctim
s w
ho
rece
ived
ps
ycho
-so
cial
su
ppor
t
Vi
ctim
s N
etw
orks
, IC
TJ
Gov
ernm
ent
Ag
enci
es
C
ondu
ct a
stu
dy
to
esta
blis
h th
e tr
ends
of
ra
dica
lizat
ion
to
info
rm
a re
habi
litat
ion
and
rein
tegr
atio
n po
licy
Gen
eral
Pu
blic
Ra
dica
lized
yo
uths
A Re
port
on
ra
dica
liza
tion
and
its e
xten
t in
Ken
ya
No.
of
polic
y re
com
men
datio
ns
C
ounc
il of
Im
ams
of
Keny
a
SUPK
EM
CSO
s D
evel
opm
ent
part
ners
AT
PU
55
Strategic Plan July 2015 – June 2020
Stra
tegi
c O
bjec
tive
St
rate
gy
Acti
vity
Ta
rget
G
roup
O
utco
me
Indi
cato
r Yr
1
Yr
2 Yr
3
Yr
4 Yr
5
Part
ners
NIS
Dev
elop
a p
orta
l on
re
port
ing
radi
caliz
atio
n an
d ha
te s
peec
h
Gen
eral
Pu
blic
A co
mm
uni
ty th
at
unde
rsta
nds
the
nega
tive
effe
cts
of
radi
caliz
atio
n an
d ha
te
spee
ch
No.
of
repo
rts
subm
itted
iH
ub
Secu
rity
agen
cies
CS
Os
Des
ign,
an
d de
velo
p a
rein
tegr
atio
n an
d re
habi
litat
ion
polic
y
In
clus
ion
of
NCIC
in
th
e Ta
sk
Forc
e on
Co
mba
ting
Vi
olen
t Ex
trem
ism
No
of
advo
cacy
an
d lo
bby
mee
tings
for
th
e ad
optio
n of
the
polic
y
No. o
f peo
ple
sens
itize
d ag
ains
t ra
dica
lizat
ion
G
over
nme
nt
Agen
cies
CS
Os
Esta
blis
h an
ea
rly
war
ning
an
d re
spon
se
mec
hani
sm
on
Gen
eral
Pu
blic
En
hanc
ed pr
even
tion
of A
No.
of e
arly
w
arni
ng
mes
sage
s re
ceiv
ed
56
Strategic Plan July 2015 – June 2020
Stra
tegi
c O
bjec
tive
St
rate
gy
Acti
vity
Ta
rget
G
roup
O
utco
me
Indi
cato
r Yr
1
Yr
2 Yr
3
Yr
4 Yr
5
Part
ners
radi
caliz
atio
n ra
dica
liza
tion
amon
g yo
uths
Ad
voca
te
and
supp
ort
a na
tiona
l po
licy
on r
epar
atio
ns
Gen
eral
Pu
blic
In
crea
sed
unde
rsta
ndin
g an
d ap
prec
iat
ion
of
psyc
ho-
soci
al
mec
hani
sm
s fo
r he
alin
g
Dra
ft Re
para
tion
Polic
y
Vi
ctim
s Ne
twor
ks,
ICTJ
M
inis
try
of
Dev
olut
ion ID
Ps
Natio
nal
Stee
ring
com
mitt
ee
Pr
omot
e ea
rly
war
ning
and
ea
rly
resp
onse
m
echa
nism
s to
av
oid
esca
lati
on o
f co
nflic
t in
to
viol
ence
Supp
ort
cohe
sion
an
d co
nflic
t m
onito
rs
via
Emer
genc
y Re
spon
se F
und
DPC
S, C
SIC,
co
mm
unity
m
embe
rs
Coor
dina
ted
repo
rtin
g an
d re
spon
se
mec
hani
sm
to
co
nflic
ts
Verif
ied
and
actio
nabl
e
No. o
f em
erge
ncy
resp
onse
s su
ppor
t
Repo
rt o
f the
m
eetin
gs/f
orum
s he
ld
NS
C,
Dev
elop
men
t pa
rtne
rs,
Offi
ce
of
the
Coun
ty
Com
mis
sion
ers,
Co
unty
G
over
nme
nt
57
Strategic Plan July 2015 – June 2020
Stra
tegi
c O
bjec
tive
St
rate
gy
Acti
vity
Ta
rget
G
roup
O
utco
me
Indi
cato
r Yr
1
Yr
2 Yr
3
Yr
4 Yr
5
Part
ners
info
rmat
ion
fo
r ef
fect
ive
and
effic
ient
re
spon
se
Tim
ely
proc
essi
ng
of E
RF
requ
ests
Fa
cilit
ate
the
cons
truc
tio
n an
d re
form
ati
on
of
a le
gal
and
polic
y en
viro
nmen
t th
at
prom
otes
na
tion
al
cohe
sion
an
d in
tegr
atio
n.
Mon
itor
ing
publ
ic s
pace
s fo
r de
tect
ion
of
hate
sp
eech
an
d et
hnic
co
ntem
pt
Mon
itor
polit
ical
ra
llies
/ele
ctor
al
proc
ess
for
dete
ctio
n of
hat
e sp
eech
an
d et
hnic
con
tem
pt
Sta
ff Na
tiona
l se
curit
y ag
enci
es
Com
mun
ity
mem
bers
Incr
ease
d m
onito
ring
of
the
elec
tora
l pr
oces
s In
crea
sed
caut
ion
by
polit
ical
el
ites
whi
le
mak
ing
polit
ical
ut
tera
nce
s Incr
ease
d aw
aren
es
No.
of s
taff,
se
curit
y ag
ents
, co
mm
unity
m
embe
rs
and
polit
icia
ns
trai
ned
No.
of
equi
pmen
t pr
ocur
ed
and
dist
ribut
ed
No o
f ra
llies
m
onito
red
No.
of
reco
rdin
gs o
f
Na
tiona
l Po
lice
Serv
ice,
Na
tiona
l In
telli
genc
e Se
rvic
e NG
Os,
CB
Os,
Po
litic
al
part
ies
58
Strategic Plan July 2015 – June 2020
Stra
tegi
c O
bjec
tive
St
rate
gy
Acti
vity
Ta
rget
G
roup
O
utco
me
Indi
cato
r Yr
1
Yr
2 Yr
3
Yr
4 Yr
5
Part
ners
s of
en
forc
emen
t of
NC
I Act
polit
ical
ra
llies
Mon
itor
soci
al
gath
erin
gs
for
dete
ctio
n of
hat
e sp
eech
an
d et
hnic
con
tem
pt
Polit
icia
ns,
Publ
ic
opin
ion
lead
ers,
Re
ligio
us
lead
ers,
G
ener
al
Publ
ic
Incr
ease
d ca
utio
n by
co
mm
uni
ty
mem
bers
w
hile
de
liver
ing
publ
ic
spee
ches
In
crea
sed
awar
enes
s of
en
forc
emen
t of
NC
I Act
No.
of s
ocia
l ga
ther
ings
m
onito
red
Ci
vil
soci
ety
Natio
nal
Polic
e Se
rvic
e,
Natio
nal
Inte
llige
nce
Serv
ice
NGO
s,
CBO
s,
Polit
ical
pa
rtie
s
Mon
itor
mai
nstr
eam
and
so
cial
med
ia f
or
dete
ctio
n of
hat
e sp
eech
an
d et
hnic
co
ntem
pt
and
Gen
eral
Pu
blic
Bl
ogge
rs
A so
cial
m
edia
m
onito
ring
pol
icy
deve
lope
d Enha
nce
d
No.
of
diss
emin
atio
n m
eetin
gs
Leve
l of
te
chno
logi
cal ad
vanc
emen
t in
m
edia
M
inis
try
of
Info
rmat
ion Co
mm
uni
catio
n Au
thor
ity
of K
enya
59
Strategic Plan July 2015 – June 2020
Stra
tegi
c O
bjec
tive
St
rate
gy
Acti
vity
Ta
rget
G
roup
O
utco
me
Indi
cato
r Yr
1
Yr
2 Yr
3
Yr
4 Yr
5
Part
ners
capa
city
of
th
e Co
mm
iss
ion
to
mon
itor,
m
ains
tre
am
and
soci
al
med
ia
Impr
oved
co
-or
dina
tion
in
soci
al
med
ia
mon
itori
ng
mon
itorin
g Ih
ub,
Cybe
r-Cr
ime
Uni
t M
edia
Co
unci
l of
Ke
nya
Unde
rtak
e in
vest
igat
ion
s on
eth
nic
or r
acia
l di
scri
min
atio
n co
mpl
aint
s in
a t
imel
y an
d ex
pedi
tiou
s m
anne
r an
d m
ake
Build
the
tech
nica
l co
mpe
tenc
ies
of
the
Com
mis
sion
to
man
age
the
com
plai
nts
proc
essi
ng a
nd
hand
ling
mec
hani
sm
NCIC
Sta
ff
Com
mis
sion
ers
Enha
nce
d se
rvic
e de
liver
y
No. o
f sta
ff an
d co
mm
issi
one
rs tr
aine
d
Na
tiona
l Po
lice
Serv
ice,
In
stitu
te
of
Arbi
trat
ors D
irect
orat
e of
Cr
imin
al
Inve
stig
ati
60
Strategic Plan July 2015 – June 2020
Stra
tegi
c O
bjec
tive
St
rate
gy
Acti
vity
Ta
rget
G
roup
O
utco
me
Indi
cato
r Yr
1
Yr
2 Yr
3
Yr
4 Yr
5
Part
ners
reco
mm
enda
tio
ns t
o re
leva
nt
auth
orit
y on
th
e re
med
ial
mea
sure
s
ons
Trai
ning
Sc
hool
Pu
blic
ize
the
com
plai
nts
repo
rtin
g pr
oced
ures
in
the
com
mun
ities
Gen
eral
Pu
blic
En
hanc
ed re
port
ing
on
viol
atio
ns
on N
CI
Act a
nd
rela
ted
legi
slat
ion
No. o
f co
mpl
aint
s m
ade
to th
e Co
mm
issi
on
Na
tiona
l an
d Co
unty
G
over
nme
nts
Dev
elop
rul
es
and
regu
latio
ns
for
com
plai
nts
proc
essi
ng
Gen
eral
Pu
blic
Im
prov
ed
effic
ienc
y in
co
mpl
ain
ts
proc
essi
ng
Rule
s an
d re
gula
tions
de
velo
ped
CA
J KN
HRC
LS
K
Dev
elop
re
gula
tions
, ru
les
and
proc
edur
e fo
r se
tting
up
a tr
ibun
al to
hea
r an
d de
term
ine
Gen
eral
Pu
blic
Ef
fect
ive
and
expe
ditio
us
reso
lutio
n of
co
mpl
ain
No. o
f co
mpl
aint
s he
ard
and
dete
rmin
ed
LS
K Ju
dici
ary
DPP
KN
CHR
NGEC
61
Strategic Plan July 2015 – June 2020
Stra
tegi
c O
bjec
tive
St
rate
gy
Acti
vity
Ta
rget
G
roup
O
utco
me
Indi
cato
r Yr
1
Yr
2 Yr
3
Yr
4 Yr
5
Part
ners
com
plai
nts
ts
Esta
blis
h an
d m
aint
ain
regi
onal
co
mpl
aint
s de
sks
Gen
eral
Pu
blic
NC
IC S
taff
Enha
nce
d capa
city
of
the
Com
mis
sio
n to
re
ceiv
e an
d pr
oces
s co
mpl
ain
ts
No. o
f re
gion
al
com
plai
nts
desk
s es
tabl
ishe
d %
incr
ease
in
sub
mitt
ed
com
plai
nts
No
. of s
taff
trai
ned
No o
f eq
uipm
ent
purc
hase
d
H
udum
a Ke
nya
Unde
rtak
e cy
berc
rim
e in
vest
igat
ion
s
Iden
tify
and
inve
stig
ate
viol
atio
ns o
f the
NC
I Act
and
re
leva
nt la
ws
in
cybe
rspa
ce
Gen
eral
Pu
blic
Re
duce
d in
cide
nce
s of
vi
olat
ions
of
NCI
Ac
t and
re
leva
nt
law
s.
No. o
f vi
olat
ors
iden
tifie
d.
No. o
f file
s in
vest
igat
ed
No. o
f file
s fo
rwar
ded
to
the
DPP
for
pros
ecut
ions
an
d ot
her
Na
tiona
l Po
lice
Serv
ice
Dire
ctor
of
Pub
lic
Pros
ecut
ions
62
Strategic Plan July 2015 – June 2020
Stra
tegi
c O
bjec
tive
St
rate
gy
Acti
vity
Ta
rget
G
roup
O
utco
me
Indi
cato
r Yr
1
Yr
2 Yr
3
Yr
4 Yr
5
Part
ners
rele
vant
in
terv
entio
ns
Esta
blis
h a
Cybe
r Cr
ime
Uni
t
NCIC
Sta
ff En
hanc
ed ca
paci
ty
of th
e Co
mm
iss
ion
to
proc
ess
com
plai
nts
on
soci
al
med
ia
No. o
f of
ficer
s re
crui
ted
and
equi
pped
Na
tiona
l Po
lice
Serv
ice
Priv
ate
sect
or
Deve
lop
rule
s,
regu
lati
ons
and
guid
elin
es t
o op
erat
iona
lize
the
NCI A
ct
and
othe
r re
leva
nt la
ws
Dev
elop
crit
eria
fo
r de
cidi
ng
whe
ther
any
pu
blic
offi
ce o
r of
ficer
has
co
mm
itted
act
s of
dis
crim
inat
ion
on th
e gr
ound
of
ethn
icity
or
race
Gen
eral
Pu
blic
In
crea
sed
redu
ctio
n of
di
scrim
inat
ion
inci
dent
s
A cr
iteria
de
velo
ped
and
utili
zed
No. o
f m
eetin
gs
and
wor
ksho
ps
held
Co
mm
issi
ons
Cent
ral
Org
aniz
ati
on o
f Tr
ade
Uni
ons
Com
para
tive
anal
ysis
on
the
pena
lties
to b
e
Gen
eral
Pu
blic
In
crea
sed
know
ledg
e on
the
Natu
re a
nd
No. o
f pe
nalti
es
IC
J Ju
dici
ary
KNCH
R
63
Strategic Plan July 2015 – June 2020
Stra
tegi
c O
bjec
tive
St
rate
gy
Acti
vity
Ta
rget
G
roup
O
utco
me
Indi
cato
r Yr
1
Yr
2 Yr
3
Yr
4 Yr
5
Part
ners
impo
sed
on a
ny
pers
on fo
r an
y br
each
of t
he
prov
isio
ns o
f the
Co
nstit
utio
n or
of
any
law
de
alin
g w
ith
ethn
icity
pena
lties
ag
ains
t di
scrim
inat
ion
pres
crib
ed
No. o
f co
untr
ies’
law
s co
nsid
ered
Q
ualit
y of
gu
idel
ines
de
velo
ped
NCLR
M
ains
trea
mi
ng
cohe
sion
an
d in
tegr
atio
n in
al
l na
tion
al a
nd
coun
ty
legi
slat
ions
Und
erta
ke
and
faci
litat
e th
e re
view
of
na
tiona
l an
d co
unty
le
gisl
atio
n an
d ad
min
istr
ativ
e ac
ts
rela
ting
to
or
havi
ng
impl
icat
ions
fo
r et
hnic
or
ra
ce
rela
tions
an
d eq
ual
oppo
rtun
ities
Atto
rney
G
ener
al;
Gen
eral
Pu
blic
; M
embe
rs
of
Coun
ty
Asse
mbl
y,
Mem
bers
of
Pa
rliam
ent
Law
s an
d ad
min
istr
ativ
e ac
ts
that
ar
e no
n-di
scrim
inat
ory
and
are
sens
itive
to
th
e pr
omot
ion
of
dive
rsity
No.
of
law
s re
view
ed
Chec
klis
t de
velo
ped
Chec
klis
t di
ssem
inat
ed
to c
ount
y an
d na
tiona
l as
sem
blie
s.
No.
of
mee
tings
he
ld
to
revi
ew
law
s an
d ad
min
istr
ati
ve a
cts
LS
K KL
RC
Natio
nal
Asse
mbl
y,
Coun
ty
Asse
mbl
ies AG
Co
hesi
on
and
Equa
l op
port
uni
ty
Com
mitt
ee Ju
stic
e an
d Le
gal
Affa
irs
Com
mitt
ee
64
Strategic Plan July 2015 – June 2020
Stra
tegi
c O
bjec
tive
St
rate
gy
Acti
vity
Ta
rget
G
roup
O
utco
me
Indi
cato
r Yr
1
Yr
2 Yr
3
Yr
4 Yr
5
Part
ners
Enga
ge in
pub
lic
educ
atio
n an
d ca
mpa
igns
fo
r le
gisl
atio
n su
ppor
ting
equa
lity
and
non-
disc
rimin
atio
n
Gen
eral
Pu
blic
Q
ualit
y co
unty
an
d na
tiona
l la
ws
No.
of
foru
ms
held
No
. of
ad
min
istr
ati
ve
acts
pa
ssed
LS
K KL
RC
Natio
nal
Asse
mbl
y Co
unty
As
sem
blie
s AG
Cohe
sion
an
d Eq
ual
Opp
ortu
nity
Co
mm
itte
e Just
ice
and
Lega
l Af
fairs
Co
mm
itte
e
Inst
itute
pu
blic
in
tere
st
legi
slat
ion
to
have
an
y re
trog
ress
ive
law
s at
co
unty
an
d na
tiona
l le
vel
repe
aled
on
the
basi
s th
at
Natio
nal
Asse
mbl
y Co
unty
As
sem
blie
s
Law
s th
at
enha
nce
non-
disc
rimin
atio
n an
d in
clus
ion
No.
of c
ases
fil
ed,
hear
d an
d co
nclu
ded
LS
K AG
65
Strategic Plan July 2015 – June 2020
Stra
tegi
c O
bjec
tive
St
rate
gy
Acti
vity
Ta
rget
Gr
oup
Out
com
e In
dica
tor
Yr
1 Yr
2
Yr
3 Yr
4
Yr
5 Pa
rtne
rs
they
ar
e un
cons
titut
iona
l
Unde
rtak
e rese
arch
an
d st
udie
s on
any
is
sue
rela
ting
to
eth
nic
affa
irs
and
mak
e re
com
me
ndat
ions
to
the
Go
vern
men
t
Unde
rtak
e au
dits
of
empl
oyee
s in
pu
blic
es
tabl
ishm
ents
Und
erta
ke
ethn
ic a
nd
dive
rsity
aud
its
of th
e ci
vil
serv
ice
at
natio
nal l
evel
Gov
ernm
ent
Min
istr
ies
Incr
ease
d in
clus
ivit
y in
st
affin
g
% o
f co
mpl
ying
go
vern
men
t D
epar
tmen
ts
PS
C Pa
rliam
enta
ry
Serv
ice
Com
mis
sion
Ju
dici
al
Serv
ice
Com
mis
sion
Re
sear
ch
inst
itutio
ns
Und
erta
ke
ethn
ic a
nd
dive
rsity
aud
its
of th
e 47
cou
nty
gove
rnm
ents
47 c
ount
ies
Incr
ease
d fe
elin
gs
of
belo
ngin
g to
the
Coun
ty
No. o
f m
inor
ity
grou
ps
incl
uded
in
coun
ty
publ
ic
O
ffice
of
the
Gov
erno
r Co
unty
pu
blic
se
rvic
e
66
Strategic Plan July 2015 – June 2020
Stra
tegi
c O
bjec
tive
St
rate
gy
Acti
vity
Ta
rget
G
roup
O
utco
me
Indi
cato
r Yr
1
Yr
2 Yr
3
Yr
4 Yr
5
Part
ners
serv
ice
% o
f hig
hest
et
hnic
re
pres
enta
tion
in c
ount
y em
ploy
men
t
boar
d Co
unty
as
sem
bly
serv
ice
boar
d
Und
erta
ke
ethn
ic a
nd
dive
rsity
aud
its
of s
tate
co
rpor
atio
ns
All
para
stat
als
Incr
ease
d re
pres
ent
atio
n of
m
inor
ity
grou
ps in
pu
blic
se
rvic
e em
ploy
men
t
Qua
lity
of
publ
ishe
d re
port
Re
sear
ch
Inst
itutio
ns
SAG
As
Und
erta
ke
ethn
ic a
nd
dive
rsity
aud
its
of E
duca
tiona
l In
stitu
tions
and
O
ppor
tuni
ties
Uni
vers
ities
Pr
imar
y an
d Se
cond
ary
Scho
ols
HEL
B M
OFA
M
OES
T
Incr
ease
d eq
ualit
y of
acc
ess
to
educ
atio
nal
oppo
rtun
ities
to
mem
bers
of
all
ethn
ic
grou
ps
% in
crea
se
in th
e re
pres
enta
tion
of
min
ority
gr
oups
in
educ
atio
nal
inst
itutio
ns/
oppo
rtun
itie
s
G
over
nme
nt
Inst
itutio
ns
Esta
blis
h an
d Al
l pub
lic
Fast
er,
No. o
f dat
a
Natio
nal
67
Strategic Plan July 2015 – June 2020
Stra
tegi
c O
bjec
tive
St
rate
gy
Acti
vity
Ta
rget
G
roup
O
utco
me
Indi
cato
r Yr
1
Yr
2 Yr
3
Yr
4 Yr
5
Part
ners
prom
ote
the
use
of a
n on
line
ethn
ic a
uditi
ng
syst
em b
y al
l pu
blic
in
stitu
tions
esta
blis
hme
nts
accu
rate
an
d ef
ficie
nt
ethn
ic
audi
ting
proc
ess
sets
su
bmitt
ed
thro
ugh
the
onlin
e sy
stem
No
. of p
ublic
es
tabl
ishm
ent
s in
duct
ed
on th
e us
e of
th
e on
line
syst
em
and
Coun
ty
Gov
ernm
ent
s SA
GAs
Dev
elop
and
im
plem
ent a
n ac
cred
itatio
n sy
stem
for
com
plia
nce
by
publ
ic
inst
itutio
ns
All p
ublic
es
tabl
ishm
ent
s
Incr
ease
d di
vers
ity
and
incl
usiv
ity
in
publ
ic
sect
or
empl
oym
ent
No. o
f pub
lic
esta
blis
hme
nts
awar
ded
% o
f im
prov
emen
t in
ethn
ic
repr
esen
tati
on a
mon
g pu
blic
es
tabl
ishm
ent
s
Na
tiona
l an
d co
unty
go
vern
me
nts
SA
GAs
Unde
rtak
e au
dits
of
dist
ribu
tion
of
go
vern
men
t se
rvic
es a
nd
Esta
blis
h a
base
line
of th
e di
strib
utio
n of
so
cial
pr
ovis
ioni
ng b
y go
vern
men
t
All
gove
rnm
ent
Min
istr
ies
Chie
f ex
ecut
ive
com
mitt
ee
Incr
ease
d aw
aren
ess
on
ethn
ic
equi
tabl
e di
strib
uti
No. o
f pol
icy
reco
mm
enda
tions
mad
e
Re
sear
ch
Inst
itutio
ns
68
Strategic Plan July 2015 – June 2020
Stra
tegi
c O
bjec
tive
St
rate
gy
Acti
vity
Ta
rget
G
roup
O
utco
me
Indi
cato
r Yr
1
Yr
2 Yr
3
Yr
4 Yr
5
Part
ners
faci
litie
s at
th
e co
unty
an
d na
tion
al
leve
ls
(dis
aggr
egat
ed
by c
ount
y an
d na
tiona
lly)
mem
bers
on
of
publ
ic
reso
urce
s
Impr
ove
the
qual
ity
of
cohe
sion
and
in
tegr
atio
n re
sear
ch in
th
e co
untr
y
Prom
ote
acad
emic
re
sear
ch o
n as
pect
s th
at
affe
ct e
thni
c an
d re
ligio
us
rela
tions
in
Keny
a
Uni
vers
ities
An
es
tabl
ish
ed
rese
rvoi
r of
re
sear
ch
guid
elin
es
and
mat
eria
ls
on
cohe
sion
an
d in
tegr
atio
n
No. a
nd
qual
ity o
f re
sear
ch
outp
uts
on
cohe
sion
an
d in
tegr
atio
n Q
ualit
y of
fin
anci
al &
te
chni
cal
assi
stan
ce
offe
red
A cr
edib
le
sour
ce o
f re
fere
nces
on
coh
esio
n
M
OES
T
Rese
arch
th
e im
pact
of
de
cent
raliz
atio
n of
uni
vers
ities
on
cohe
sion
an
d in
tegr
atio
n
Uni
vers
ities
In
crea
sed
awar
enes
s on
the
ro
le
of
high
er
educ
atio
No.
of
reco
mm
enda
tions
Re
sear
ch
Inst
itutio
ns
69
Strategic Plan July 2015 – June 2020
Stra
tegi
c O
bjec
tive
St
rate
gy
Acti
vity
Ta
rget
Gr
oup
Out
com
e In
dica
tor
Yr
1 Yr
2
Yr
3 Yr
4
Yr
5 Pa
rtne
rs
n in
na
tiona
l un
ity
Inqu
iry
and
docu
men
tati
on
Esta
blis
h th
e st
atus
of
cohe
sion
in
Keny
a (c
ohes
ion
inde
x)
Gen
eral
Pu
blic
G
over
nmen
t M
inis
trie
s
Doc
umen
tatio
n of
fin
ding
s
No. o
f pol
icy
reco
mm
enda
tions
Re
sear
ch
Inst
itutio
ns
Esta
blis
h a
crite
ria fo
r de
finiti
on o
f et
hnic
ity a
nd
cate
goriz
atio
n of
et
hnic
co
mm
uniti
es
and
indi
vidu
als
in K
enya
Gen
eral
Pu
blic
Esta
blis
hed
nu
mbe
r of
eth
nic
grou
ps in
Ke
nya
A lis
t of
ethn
ic
grou
ps in
Ke
nya
KN
BS
DPM
M
inis
try
of
Dev
olut
ion M
inis
try
of In
terio
r
Rese
arch
on
the
ingr
edie
nts
of
intr
a-et
hnic
co
hesi
on in
Ke
nya
Com
mun
ity
grou
ps
Enha
nce
d unde
rsta
ndin
g of
in
-gro
up
cohe
sion
.
No. o
f pol
icy
reco
mm
enda
tions
CS
Os
The
crea
tion
of a
Ke
nyan
Cul
ture
G
ener
al
publ
ic
Incr
ease
d be
long
ing
Leve
l of
Iden
tity
CB
Os
70
Strategic Plan July 2015 – June 2020
Stra
tegi
c O
bjec
tive
St
rate
gy
Acti
vity
Ta
rget
G
roup
O
utco
me
Indi
cato
r Yr
1
Yr
2 Yr
3
Yr
4 Yr
5
Part
ners
amon
g Ke
nyan
s ba
sed
on
poin
ts o
f co
nver
genc
e
Inde
x
Com
para
tive
stud
y of
the
rule
s an
d re
gula
tions
on
ster
eoty
ping
Vario
us
coun
trie
s D
ocum
enta
tion
on
the
use
of
legi
slat
ion
in
regu
latin
g ster
eoty
pes
No. o
f re
com
men
datio
ns
LS
K Ke
nya
natio
nal
coun
cil o
n la
w
repo
rtin
g KN
HRC
A ra
pid
asse
ssm
ent o
n th
e im
pact
of
econ
omic
in
just
ices
on
peac
e ac
coun
tabi
lity
amon
g th
e yo
uths
Yout
hs
No
. of P
olic
y Re
com
men
dat
ions
mad
e
Pr
ivat
e Se
ctor
G
over
nme
nt
Agen
cies
Und
erta
ke a
st
udy
on th
e re
latio
nshi
p
Gen
eral
pu
blic
In
crea
sed
awar
enes
s on
the
No. o
f pol
icy
reco
mm
enda
tions
CS
Os
71
Strategic Plan July 2015 – June 2020
Stra
tegi
c O
bjec
tive
St
rate
gy
Acti
vity
Ta
rget
G
roup
O
utco
me
Indi
cato
r Yr
1
Yr
2 Yr
3
Yr
4 Yr
5
Part
ners
betw
een
nam
es
of p
lace
s an
d et
hnic
vio
lenc
e
psyc
holo
gica
l ef
fect
s of
na
mes
M
appi
ng o
f ac
tors
, is
sues
and
re
lati
onsh
ips
in c
ohes
ion
build
ing
Und
erta
ke
nega
tive
ethn
icity
hot
spot
m
appi
ng in
the
coun
try
Gen
eral
pu
blic
Id
entif
ica
tion
of
hot s
pots
w
ith
syst
emic
oc
curr
ence
of
ethn
ic
conf
lict
No. o
f co
untie
s m
appe
d
CS
Os
Gov
ernm
ent
D
epar
tme
nts
D
iver
sity
M
anag
emen
t of
Ethn
ic
Min
oriti
es in
Ke
nya
Gen
eral
pu
blic
Id
entif
ica
tion
of
ethn
ic
min
ority
gr
oups
No. o
f pol
icy
reco
mm
enda
tions
CS
Os
Xeno
phob
ia in
Ke
nya:
Act
ors,
Is
sues
and
In
terv
entio
ns
Gen
eral
pu
blic
Id
entif
ica
tion
of
stra
tegi
es
to
miti
gate
xe
noph
obi
c te
nden
cie
s in
Ke
nya
No. o
f pol
icy
reco
mm
enda
tions
72
Strategic Plan July 2015 – June 2020
Stra
tegi
c O
bjec
tive
St
rate
gy
Acti
vity
Ta
rget
G
roup
O
utco
me
Indi
cato
r Yr
1
Yr
2 Yr
3
Yr
4 Yr
5
Part
ners
Enha
nce
the
com
pete
nce
of
NC
IC
to
effe
ctiv
ely di
scha
rge
its
man
date
as
es
pous
ed
in
the
Nati
onal
Co
hesi
on
and
Inte
grat
ion
Ac
t (2
008)
in
pu
rsua
nce
to
the
Cons
titu
tio
n of
K
enya
(2
010)
Stre
ngth
en
Com
mun
icat
ion
and
K
now
ledg
e M
anag
emen
t
Dev
elop
and
im
plem
ent a
co
mm
unic
atio
n st
rate
gy a
nd
polic
y
Gen
eral
Pu
blic
Im
prov
ed
com
mun
ica
tion
and
awar
enes
s crea
tion
A fu
nctio
nal
com
mun
icat
ion
str
ateg
y an
d po
licy
deve
lope
d an
d ut
ilize
d
M
edia
CS
Os
Set u
p an
in
tran
et to
fa
cilit
ate
inte
rnal
co
mm
unic
atio
n
NCIC
sta
ff Re
duce
d de
lays
in
deci
sion
m
akin
g
No. o
f sta
ff us
ing
the
intr
anet
Pr
ivat
e se
ctor
Trai
ning
on
vide
o do
cum
enta
tion
and
new
med
ia
tool
s
NCIC
Sta
ff M
ore
effe
ctiv
e di
ssem
inat
ion
of
NCIC
fin
ding
s an
d po
licy
stat
emen
ts
No o
f do
cum
enta
ries
rel
ease
d
Pr
ivat
e se
ctor
Stoc
k an
d m
aint
ain
the
publ
ic r
esou
rce
cent
re
Uni
vers
ity
stud
ents
Ac
adem
ia
Gen
eral
pu
blic
A m
ore
acce
ssib
le re
sour
ce
cent
re
No. o
f peo
ple
visi
ting
the
reso
urce
ce
ntre
No
. of
mat
eria
ls
adde
d in
to
ID
RC
Civi
l so
ciet
y
73
Strategic Plan July 2015 – June 2020
Stra
tegi
c O
bjec
tive
St
rate
gy
Acti
vity
Ta
rget
Gr
oup
Out
com
e In
dica
tor
Yr
1 Yr
2
Yr
3 Yr
4
Yr
5 Pa
rtne
rs
the
reso
urce
ce
ntre
Dis
sem
inat
e in
form
atio
n an
d en
gage
the
publ
ic th
roug
h th
e so
cial
med
ia
plat
form
s (F
aceb
ook,
Tw
itter
, Web
site
, In
stag
ram
etc
.)
The
Publ
ic
Impr
oved
co
mm
uni
catio
n,
visi
bilit
y an
d aw
aren
ess cr
eatio
n.
Func
tiona
l an
d in
tera
ctiv
e so
cial
med
ia
plat
form
s No
. of p
eopl
e re
ache
d
M
edia
CS
O,s
FB
O,s
Co
unty
G
over
nme
nts
Priv
ate
Sect
or
Re
bran
d th
e Co
mm
issi
on
Gen
eral
Pu
blic
En
hanc
ed vi
sibi
lity
and
awar
enes
s of
the
wor
k of
th
e Co
mm
iss
ion
No. a
nd
type
s of
pu
blic
ity
mat
eria
ls
deve
lope
d an
d di
ssem
inat
ed
M
edia
G
over
nme
nt
Agen
cies
Stra
tegi
c Pl
anni
ng,
Mon
itor
ing
and
Eval
uati
on
Dev
elop
an
orga
niza
tiona
l st
rate
gic
dire
ctio
n
All s
taff
Enha
nce
d im
pact
of
co
mm
issi
on
activ
ities
Qua
lity
of
wor
k pl
ans
deve
lope
d
Al
l NCI
C pa
rtne
rs
74
Strategic Plan July 2015 – June 2020
Stra
tegi
c O
bjec
tive
St
rate
gy
Acti
vity
Ta
rget
G
roup
O
utco
me
Indi
cato
r Yr
1
Yr
2 Yr
3
Yr
4 Yr
5
Part
ners
Und
erta
ke m
id-
term
rev
iew
s Al
l sta
ff En
hanc
ed ef
ficie
ncy
of th
e Co
mm
iss
ion’
s w
ork
Doc
umen
tati
on o
f a m
id-
term
st
rate
gic
plan
del
iver
y pa
th
Al
l NCI
C Pa
rtne
rs
Esta
blis
h a
mon
itorin
g,
eval
uatio
n an
d re
port
ing
mec
hani
sm fo
r co
hesi
on, a
nd
peac
e bu
ildin
g at
th
e Na
tiona
l and
Co
unty
leve
ls
Publ
ic
All s
taff
Gre
ater
ef
fect
iven
ess
and
acco
unta
bilit
y by
th
e Co
mm
iss
ion
No. o
f M&
E re
port
s Le
vel o
f co
ordi
natio
n am
ong
com
mis
sion
de
part
men
ts
Al
l pa
rtne
rs
publ
ic
Dev
elop
qu
arte
rly
polic
y br
iefs
on
mat
ters
im
pact
ing
on
ethn
ic r
elat
ions
Polic
y m
aker
s En
hanc
ed
role
of
the
Com
mis
sio
n in
the
coun
try’
s ag
enda
se
tting
No. o
f si
mpl
ified
an
d el
abor
ate
polic
y re
com
men
datio
ns
Co
unty
an
d na
tiona
l go
vern
me
nt
Dev
elop
a s
tatu
s re
port
on
the
impl
emen
tatio
n of
NCI
C
Natio
nal a
nd
coun
ty
gove
rnm
ents
Co
mm
issi
on
Gov
ernm
ent
inst
itutio
ns w
ith
No. o
f re
com
men
datio
ns
adop
ted
Re
sear
ch
Inst
itutio
ns
75
Strategic Plan July 2015 – June 2020
Stra
tegi
c O
bjec
tive
St
rate
gy
Acti
vity
Ta
rget
Gr
oup
Out
com
e In
dica
tor
Yr
1 Yr
2
Yr
3 Yr
4
Yr
5 Pa
rtne
rs
reco
mm
enda
tion
s, p
ublic
ise
and
follo
w u
p w
ith
stak
ehol
ders
to
exec
ute
the
non-
impl
emen
ted
reco
mm
enda
tion
s
s an
d in
depe
nden
t of
fices
cohe
sion
bu
ildin
g ap
proa
ches
No. o
f m
eetin
gs
held
No
. of p
olic
y re
com
men
datio
ns
adop
ted
Faci
litat
e th
e de
velo
pmen
t an
d im
plem
enta
tion
of
fu
ncti
onal
or
gani
zati
onal
sy
stem
s (p
olic
ies,
re
gula
tion
s an
d gu
idel
ines
) an
d st
ruct
ures
Dev
elop
an
d m
aint
ain
ICT
secu
rity
infr
astr
uctu
re
and
syst
ems
NCIC
Sta
ff In
crea
sed
secu
rity
and
effic
ienc
y in
in
tern
al
and
exte
rnal
co
mm
uni
catio
ns
An
ICT
polic
y No
. of
eq
uipm
ent
purc
hase
d No
. of
so
ftwar
es
inst
alle
d A
rede
sign
ed
and
inte
ract
ive
web
site
G
over
nme
nt
agen
cies
Dev
elop
an
d im
plem
ent
an
inte
rnal
Tr
ansp
ort p
olic
y
Staf
f In
crea
sed
safe
ty
of
user
s of
Co
mm
iss
ion
vehi
cles
%
redu
ctio
n in
tr
ansp
ort
cost
s an
d ve
hicl
e m
aint
enan
ce
No.
of
acci
dent
s af
fect
ing
76
Strategic Plan July 2015 – June 2020
Stra
tegi
c O
bjec
tive
St
rate
gy
Acti
vity
Ta
rget
G
roup
O
utco
me
Indi
cato
r Yr
1
Yr
2 Yr
3
Yr
4 Yr
5
Part
ners
com
mis
sion
ve
hicl
es
Dev
elop
an
d im
plem
ent
an
inte
rnsh
ip p
olic
y
Com
mis
sion
Im
prov
ed
capa
city
an
d sk
ills
tran
sfer
to
inte
rns
An
inte
rnsh
ip
polic
y ad
opte
d an
d op
erat
iona
l In
duct
ion
mee
tings
w
ith in
tern
s
Dev
elop
an
d di
ssem
inat
e an
in
tern
al
serv
ice
char
ter
NCIC
Sta
ff Co
mm
issi
oner
s
Impr
oved
co
mm
uni
catio
n an
d se
rvic
e de
liver
y
A fu
nctio
nal
char
ter
deve
lope
d an
d ut
ilize
d
Dev
elop
an
in
tegr
ated
fin
anci
al
man
agem
ent
syst
em
Staf
f
No.
of
Inte
rnal
fin
anci
al
polic
ies
and
proc
edur
es
Dev
elop
an
d im
plem
ent
an
inte
rnal
cod
e of
co
nduc
t
NCIC
sta
ff En
hanc
ed ob
serv
ance
of
et
hics
an
d
A co
de
of
cond
uct
adop
ted
EA
CC
77
Strategic Plan July 2015 – June 2020
Stra
tegi
c O
bjec
tive
St
rate
gy
Acti
vity
Ta
rget
G
roup
O
utco
me
Indi
cato
r Yr
1
Yr
2 Yr
3
Yr
4 Yr
5
Part
ners
inte
grity
by
th
e w
orkf
orc
e D
evel
op
and
impl
emen
t an
in
tern
al E
qual
ity
and
dive
rsity
po
licy
Staf
f In
crea
sed
prod
uctiv
ity b
y th
e em
ploy
ees
An
equa
lity
and
dive
rsity
po
licy
adop
ted
D
evel
opm
ent
part
ners
Dev
elop
too
ls t
o en
hanc
e th
e pr
ocur
emen
t pr
oces
s
NCIC
Sta
ff Im
prov
ed
effic
ienc
y an
d ef
fect
iven
ess
in th
e su
pply
ch
ain
man
age
men
t of
th
e Co
mm
iss
ion
A Proc
urem
ent
Man
ual
No.
of
Annu
al
proc
urem
ent
plan
s in
the
st
rate
gic
perio
d No
. of
su
pplie
r/
cont
ract
or
appr
aisa
ls
No.
of
mar
ket
surv
ey
repo
rts
PP
OA,
KI
SM
78
Strategic Plan July 2015 – June 2020
Stra
tegi
c O
bjec
tive
St
rate
gy
Acti
vity
Ta
rget
G
roup
O
utco
me
Indi
cato
r Yr
1
Yr
2 Yr
3
Yr
4 Yr
5
Part
ners
Stre
ngth
en
hum
an
reso
urce
ca
paci
ty a
nd
serv
ice
deliv
ery
Supp
ort
staf
f an
d co
mm
issi
oner
s to
un
dert
ake
trai
ning
NCIC
Sta
ff
En
hanc
ed
clar
ity
in
the
Com
mis
sio
n’s
polic
y di
rect
ion
and
grea
ter
staf
f pe
rfor
ma
nce
No.
of
staf
f an
d co
mm
issi
one
rs tr
aine
d
KS
G
ESAM
I Cr
edib
le
trai
ning
in
stitu
tion
s
Recr
uit
qual
ified
pe
rson
nel
Qua
lifie
d ap
plic
ants
In
crea
sed
effic
ient
an
d ef
fect
ive
serv
ice
deliv
ery
No.
of
pers
onne
l re
crui
ted
No.
of
inte
rvie
ws
done
Re
crui
tme
nt
agen
cies
M
edia
H
ouse
s U
nder
take
pe
rfor
man
ce
man
agem
ent
thro
ugh
perf
orm
ance
co
ntra
ctin
g, s
taff
sens
itiza
tion
and
mon
itorin
g
NCIC
sta
ff In
crea
sed
oper
atio
nal
ef
ficie
ncy
No.
of
perf
orm
ance
ap
prai
sal
mee
tings
per
ye
ar
G
over
nme
nt
Agen
cies
79
Strategic Plan July 2015 – June 2020
Stra
tegi
c O
bjec
tive
St
rate
gy
Acti
vity
Ta
rget
Gr
oup
Out
com
e In
dica
tor
Yr
1 Yr
2
Yr
3 Yr
4
Yr
5 Pa
rtne
rs
Indu
ctio
n of
sta
ff on
go
vern
men
t gu
idel
ines
and
In
tern
al
and
exte
rnal
lo
bby
mee
tings
w
ith
trea
sury
NCIC
sta
ff In
crea
sed
staf
f pr
oduc
tivity
No.
of
be
nefit
s en
dow
ed
to
staf
f
Na
tiona
l G
over
nme
nt
Offe
r co
mpe
titiv
e te
rms
of s
ervi
ce
with
a
care
er
prog
ress
ion
plan
NCIC
Sta
ff A Co
mm
iss
ion
that
at
trac
ts
and
reta
ins
com
pete
nt pe
rson
nel
%
redu
ctio
n of
st
aff
turn
over
A
revi
ewed
sa
lary
st
ruct
ure
and
staf
f be
nefit
s
SR
C
Sala
ries
and
emol
umen
ts
NCIC
Sta
ff A m
otiv
ate
d st
aff
Tim
ely
natu
re
of
paym
ents
M
inis
try
of
Trea
sury
Med
ical
in
sura
nce
NCIC
Sta
ff &
Co
mm
issi
oner
s
Cond
uciv
e w
ork
envi
ronm
ent
free
of ri
sk
Num
ber
of
staf
f un
der
insu
ranc
e
Pr
ivat
e co
mpa
nie
s
80
Strategic Plan July 2015 – June 2020
Stra
tegi
c O
bjec
tive
St
rate
gy
Acti
vity
Ta
rget
Gr
oup
Out
com
e In
dica
tor
Yr
1 Yr
2
Yr
3 Yr
4
Yr
5 Pa
rtne
rs
Recr
uitm
ent
NCIC
Sta
ff A Co
mm
iss
ion
with
en
hanc
ed
hum
an
reso
urce
ca
paci
ty
Num
ber
of
staf
f re
crui
ted
Pu
blic
Se
rvic
e Co
mm
issi
on
Enha
nce
corp
orat
e go
vern
ance
an
d ri
sk
man
agem
ent
wit
hin
the
Com
mis
sion
Trai
n Co
mm
issi
oner
s an
d st
aff
on
Corp
orat
e G
over
nanc
e an
d Ri
sk
Man
agem
ent
NCIC
Sta
ff Co
mm
issi
oner
s
A com
mis
sion
w
ith
focu
sed
and
resp
onsi
ve pr
ogra
mm
es
A fr
amew
ork
on c
orpo
rate
go
vern
ance
an
d a
Risk
m
anag
emen
t Co
mm
ittee
in
pla
ce
G
over
nme
nt
depa
rtm
ent
s
Cond
uct
a ris
k an
alys
is
and
deve
lop
an
exte
rnal
as
sess
men
t of
th
e ris
k m
anag
emen
t an
d au
dit p
olic
y
NCIC
Pa
rtne
rs
A com
mis
sion
w
ith
appr
opri
ate
resp
onse
s to
em
ergi
ng
chal
leng
es
A ris
k m
anag
emen
t co
mm
ittee
Ri
sk
miti
gatio
n pl
an
Re
sear
ch
inst
itutio
ns Au
dit
firm
s
81
Strategic Plan July 2015 – June 2020
Stra
tegi
c O
bjec
tive
St
rate
gy
Acti
vity
Ta
rget
Gr
oup
Out
com
e In
dica
tor
Yr
1 Yr
2
Yr
3 Yr
4
Yr
5 Pa
rtne
rs
Enha
nce
offic
e er
gono
mic
s
Acqu
ire
addi
tiona
l of
fice
spac
e (re
nt)
Com
mis
sion
Co
nduc
ive
wor
king
en
viro
nmen
t th
at
prom
otes
pr
oduc
tivity
New
of
fice
prem
ises
/ Ad
ditio
nal
offic
e sp
ace
Pu
blic
W
orks
D
epar
tme
nt
Purc
hase
ow
n of
fice
prem
ises
/ ac
quire
(re
nt)
addi
tiona
l of
fice
spac
e
Com
mis
sion
Co
nduc
ive
wor
king
en
viro
nmen
t th
at
prom
otes
pr
oduc
tivity
New
of
fice
prem
ises
/ Ad
ditio
nal
offic
e sp
ace
Pu
blic
W
orks
D
epar
tme
nt
Esta
blis
h ei
ght
regi
onal
of
fices
to
en
hanc
e na
tionw
ide
pres
ence
an
d co
vera
ge
Com
mis
sion
In
crea
sed
pres
ence
of
th
e Co
mm
iss
ion
in th
e co
untr
y
No.
of
regi
onal
of
fices
es
tabl
ishe
d
M
inis
try
of
Dev
olut
ion
Set
up
a tig
ht
secu
rity
syst
em
in th
e of
fice
Com
mis
sion
A
safe
an
d se
cure
w
orki
ng
envi
ronm
ent
An
auto
mat
ed
offic
e ac
cess
sy
stem
Pr
ivat
e se
ctor
82
Strategic Plan July 2015 – June 2020
Stra
tegi
c O
bjec
tive
St
rate
gy
Acti
vity
Ta
rget
Gr
oup
Out
com
e In
dica
tor
Yr
1 Yr
2
Yr
3 Yr
4
Yr
5 Pa
rtne
rs
Enha
nce
the
finan
cial
ca
paci
ty
of
the
Com
mis
sion
Org
aniz
e lo
bby
mee
tings
w
ith
Gov
ernm
ent
to
incr
ease
bu
dget
ary
allo
catio
n
Gov
ernm
ent
A finan
cial
ly
stab
le
Com
mis
sio
n
%
incr
ease
of
go
vern
men
t su
ppor
t
Pa
rliam
enta
ry
com
mitt
ees Tr
easu
ry
Min
iste
rial
Budg
et
Com
mitt
ee
Advo
cate
fo
r do
nor
fund
ing
with
de
velo
pmen
t pa
rtne
rs
Dev
elop
men
t pa
rtne
rs
A vi
bran
t do
nor
fund
ed
prog
ram
me
No o
f don
ors
enga
ged
D
onor
Ag
enci
es
Dev
elop
a
Reso
urce
M
obili
zatio
n an
d m
anag
emen
t st
rate
gy
Gov
ernm
ent
Dev
elop
men
t Ac
tors
Enha
nce
d inde
pend
ence
and
su
stai
nabi
lity
of
the
Com
mis
sio
n
A Re
sour
ce
Mob
iliza
tion
polic
y an
d pl
an
Pr
ivat
e
83
Strategic Plan July 2015 – June 2020
4.7 Key Elements for the Implementation of the Strategy
The key elements that will facilitate the smooth execution of the strategy include, but are not limited to:
a) Governance- The provision of targeted oversight and setting of the higher level agenda and strategic goals.
b) Human Resource- The Commission needs optimal human resources with the requisite capacity to facilitate the technical delivery of services and the outreach function that is key in steering national cohesion and integration.
c) Communication- Communication underscores the efficiency and effectiveness with which the Commission implements its activities.
d) Solid and Predictable Financial Base- The national government needs to invest more in the Commission for purposes of providing leadership in building a united nation and a common national identity and agenda.
e) Investment in Modern Technology- Technology to provide it with a robust platform to reach out and execute its mandate.
f) Comprehensive Implementation Plan- Guide internal processes and reviews for purposes of collecting and collating evidence, lessons learnt and tracing the impact chain of the Commission.
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Strategic Plan July 2015 – June 2020
MONITORING, APPRAISAL AND MODIFICATION (MAM) FOR CHANGE MANAGEMENT OF THE STRATEGIC PLAN
5.1 Introduction The Monitoring, Appraisal and Modification (MAM) plan for change management for this strategy has a progressive approach, which is anchored on three pillars and emphasises leadership on programmatic design, requisite financial resources and the relevant technical capacity. The tripartite team will include heads of departments and Commissioners who hold relevant capacities in the different thematic areas stated in the Strategic Plan.
5.1.1 Programmatic Approach The Strategic Plan is conceptualised in a way that programmes and projects are in tandem with the objectives and the general policy direction of the Commission. The implementation matrix/plan presents the Commission with a clear results framework, which has elaborated performance indicators regarding the Strategic Plan. Besides re-aligning and designing programmes to the boundaries set by the Strategic Plan, programme staff shall adhere to quarterly reviews which must involve the full Commission. The programmatic approach requires that leadership is given by the relevant committees with constant reference to all commissioners.
In addition, monthly reflection meetings on a set date between senior management and Commissioners are key to the implementation strategy since the work of the Commission is not only dynamic but also has complex emerging issues.
5.1.2 Requisite Financial Resources Approach The implementation matrix has outlined activities that address each objective and provides a framework upon which financial resources can be sought. Leadership shall be provided by the Finance and Administration Committee and chairs of all other committees in mobilising, planning and allocating resources in a way that enhances the relevance of the Commission. The financial resource team must be able to develop a resource mobilisation strategy that provides three key pillars;
a) Comprehensive database for potential and current donors, stating their area of interest, expertise and preference;
86
Strategic Plan July 2015 – June 2020
b) Possible areas of thematic focus in terms of priority in accordance with the Commission’s mandate; and
c) Possible financial distribution/redistribution or allocation plan that translates the ideals within the Strategic Plan.
All these areas must be reviewed after every three months (quarterly).
5.1.3 Technical Capacity Approach As stated, the implementation matrix has developed activities that call for certain technical skills and expertise. In order that the objectives are actualised, the MAM plan recognises the need for the Commission to attract, retain and progress appropriate human resources. The technical capacity team, which should be led by a Commission Secretary with capacity in organisational development, will be tasked in putting in place three key pillars that promote technical growth at the Commission, including and not limited to;
a) Staff development plan, which must entail talent recognition and enhance work environment;
b) Staff progression and remuneration plan that advises on salaries, promotion, training and redeployment that not only attract quality but has strength to retain; and
c) General organisational policies that anchor operations at the Commission in a solid and flexible framework.
5.1.4 Approach to MAM for Change Management The Commission will adopt a quarterly internal review mechanism in which all programme staff and commissioners report, critique and learn lessons from programme implementation. This review meeting also evaluates and adopts the activities planned for the subsequent quarter. The strategy appreciates involvement of all staff members and all commissioners to ensure ownership. However, the Commission has an opportunity to choose whether these processes require moderation and assistance from an external professional. The strategy further demands that the Commission seeks services of an independent mind/professional at the time of undertaking the mid and end term reviews so as to minimise bias.
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Strategic Plan July 2015 – June 2020
5.2 Risk and Mitigation There is an evident need to develop comprehensive internal policies and internal safeguards to anchor and enhance the organisational culture of the Commission on clear professional pillars that boost not only effectiveness and efficiency, but also streamline operations to realise its mandate. This will include communication, procurement, financial management, programme design, development and implementation.
i. The Commission should endeavour to develop an elaborate communication strategy that clearly indicates the chain and culture upon which communication will follow and flow internally and externally. The strategy must be able to identify the different publics and design appropriate messaging in a way that increases ownership of the objectives of the commission by the larger Kenyan public, but also bend backwards to carry the aspirations of the internal public and project it out as a united front.
ii. In tandem with the anticipation and projections of this Strategic Plan, the Commission should develop, design and execute programmes that exhibit long term reconciliation and cohesion with an aim of increasing national values, national identity and a sense of belonging to Kenya.
iii. Time is ripe for the Commission to undertake a deliberate ISO Certification process that will anchor its branding on an organisational culture which espouses ethical management practices, professionalism, quality and timely standards, efficient programme delivery and competence. This will make the Commission an epicentre of coordination on matters of reconciliation, integration and cohesion towards sustainable national level peace.
iv. The Commission, with a view to scaling down possible violent conflicts, should establish a national pool of mediators and conciliators who can undertake community mediation and reconciliation. In addition, the Commission should lobby for the establishment of Community Alternative Dispute Resolution (CADR) Committees at the national and local levels; cascading to the village level. This will provide a platform and linkages to the mainstream judicial ADR system as provided in Article 159 of the Constitution of Kenya, 2010.
88
Strategic Plan July 2015 – June 2020
v. The Commission, in the spirit of anchoring its work in the Kenyan people, should advocate and spearhead the establishment of a National Stakeholders’ Reference Group (NSRG) that will appraise issues of the cohesion, integration and reconciliation in the country as a secretariat for the working groups in the sector for purposes of elevating its clout with peers, and also to participate directly in setting the national integration and cohesion agenda.
vi. A sustainable Media Advocacy, Outreach and Partnership Plan for the Commission will help in the definition of parameters upon which integration, reconciliation and cohesion issues are dealt with. In this plan, the Commission should be able to dictate its own agenda rather than adopt goals determined by external players. The elements that make up the bulk of its work must be brought out in such a way that they are not misrepresented and emphasis laid on the wrong elements.
The Risk Domain framework below illustrates the risk possibilities that the Commission faces in the course of its service delivery and some further mitigation strategies that it will engage in during this strategic period.
89
Strategic Plan July 2015 – June 2020
Tabl
e 5:
Ris
k Pr
obab
ility
Dom
ain
R
isk
Like
lihoo
d of
Ris
k M
itig
atio
n St
rate
gy
Ope
rati
onal
R
isks
In
adeq
uate
Sta
ff H
igh
Esta
blis
h an
ef
fect
ive
recr
uitm
ent
proc
ess
Lim
ited
pres
ence
in m
any
part
s of
the
Cou
ntry
H
igh
Esta
blis
h re
gion
al o
ffice
s
Stra
tegi
c R
isks
U
nres
olve
d/ in
trac
tabl
e co
nflic
ts
Hig
h Em
brac
e an
d pr
omot
e th
e us
e of
AD
R m
echa
nism
s in
re
solv
ing
intr
acta
ble
conf
licts
Wea
k N
CI A
ct
Hig
h R
evie
w th
e N
CI A
ct
Lack
of g
oodw
ill b
y th
e po
litic
al c
lass
as
wel
l as
the
citiz
ens
Hig
h C
onsi
sten
t sta
keho
lder
eng
agem
ent
Fina
ncia
l R
isks
Li
mite
d Fu
ndin
g H
igh
Div
ersi
fy r
esou
rce
base
Ove
rrel
ianc
e on
one
don
or
Med
ium
D
iver
sify
res
ourc
e ba
se
Tech
nolo
gica
l R
isks
La
ck o
f co
nstr
uctiv
e re
gula
tory
mec
hani
sms
of
enga
gem
ent o
n cy
ber
spac
e H
igh
Dev
elop
an
d en
forc
e re
gula
tions
of
en
gage
men
t on
cy
ber
spac
e in
pa
rtne
rshi
p w
ith r
elev
ant a
genc
ies
Lack
of
re
quis
ite
capa
city
, eq
uipm
ent
and
softw
are
to m
onito
r so
cial
med
ia
Hig
h R
ecru
it cy
berc
rim
e an
alys
ts,
purc
hase
eq
uipm
ent a
nd s
oftw
are
90
Strategic Plan July 2015 – June 2020
Tabl
e 6:
Mon
itor
ing
and
Eval
uati
on F
ram
ewor
k fo
r th
e K
ey R
esul
t Ar
eas
Res
ults
(KR
A)
Perf
orm
ance
In
dica
tors
Ba
selin
e D
ata
Perf
orm
ance
Ta
rget
s Pe
r Ye
ar
Dat
a So
urce
Im
plem
enta
tion
R
espo
nsib
ility
15
/16
16
/17
17
/18
18
/19
19
/20
Im
pact
A
Peac
eful
, U
nite
d,
Har
mon
ious
an
d In
tegr
ated
K
enya
n So
ciet
y
Leve
l of
na
tiona
l co
hesi
on
56.4
%
(Nat
iona
l So
cial
Co
hesi
on
Inde
x)
58%
60
%
65%
70
%
75%
So
cial
C
ohes
ion
Inde
x R
epor
ts
Com
mis
sion
Se
cret
ary
KR
A 1
A na
tion
al c
ultu
re
and
valu
e sy
stem
th
at
upho
lds
and
insp
ires
a K
enya
n Id
enti
ty
%
Ken
yans
w
ho
valu
e na
tiona
l id
entit
y an
d th
e va
lue
syst
em
as
espo
used
in
th
e C
onst
itutio
n (Id
entit
y co
mpo
nent
of
co
hesi
on in
dex)
72.7
%
(Iden
tity
Inde
x)
74%
76
%
79%
81
%
84%
So
cial
C
ohes
ion
Inde
x R
epor
t Af
ro
baro
met
er
Surv
ey
Civ
ic
Educ
atio
n an
d Ad
voca
cy
Dep
artm
ent
KR
A 2
Tran
sfor
mat
ive
Inst
itut
ions
, co
mm
unit
ies
and
stru
ctur
es
that
ef
fect
ivel
y em
ploy
pe
ace
build
ing,
re
conc
iliat
ion
and
inte
grat
ion
Ran
k of
Ken
ya i
n th
e G
loba
l Pe
ace
Inde
x to
ind
icat
e th
e in
crea
sed
leve
l of p
eace
133
(Ken
ya’s
ra
nk
in
the
GPI
, 20
15)
130
128
126
123
120
Glo
bal
Peac
e In
dex
Rec
onci
liatio
n an
d In
tegr
atio
n D
epar
tmen
t
91
Strategic Plan July 2015 – June 2020
Res
ults
(KR
A)
Perf
orm
ance
In
dica
tors
Ba
selin
e D
ata
Perf
orm
ance
Ta
rget
s Pe
r Ye
ar
Dat
a So
urce
Im
plem
enta
tion
R
espo
nsib
ility
15
/16
16
/17
17
/18
18
/19
19
/20
m
echa
nism
s to
war
ds
nati
onal
co
hesi
on
KR
A 3
Prac
tice
s an
d st
ruct
ures
th
at
prov
ide
equa
l op
port
unit
y fo
r al
l K
enya
ns
irre
spec
tive
of
th
eir
polit
ical
, et
hnic
, re
ligio
us,
nati
onal
an
d ra
cial
ori
enta
tion
.
Leve
l of
co
mpl
ianc
e of
pu
blic
in
stitu
tions
to
po
licie
s an
d la
ws
on
ethn
ic
repr
esen
tatio
n in
K
enya
35%
(M
ean
of
com
plia
nce
by
na
tiona
l go
vern
me
nt,
2011
; Un
iver
siti
es,
2012
an
d Co
unty
G
over
nmen
ts,
2014
)
40%
45
%
50%
55
%
60%
Et
hnic
Aud
it R
epor
ts
Com
plai
nts,
Le
gal
and
Inve
stig
atio
ns
Dep
artm
ent
KR
A 4
Res
earc
h pr
ogra
mm
es,
stud
ies
and
audi
ts
that
ad
dres
s co
nflic
ts
and
ineq
ualit
y us
ing
empi
rica
l, sc
ient
ific
and
Num
ber
of p
olic
y pr
opos
als
adop
ted
to
impr
ove
ethn
ic
rela
tions
11
3 3
6 4
4 M
edia
N
CIC
R
epor
ts
Res
earc
h,
Polic
y an
d Pl
anni
ng
Dep
artm
ent
92
Strategic Plan July 2015 – June 2020
Res
ults
(KR
A)
Perf
orm
ance
In
dica
tors
Ba
selin
e D
ata
Perf
orm
ance
Ta
rget
s Pe
r Ye
ar
Dat
a So
urce
Im
plem
enta
tion
R
espo
nsib
ility
15
/16
16
/17
17
/18
18
/19
19
/20
ve
rifia
ble
met
hods
an
d di
ssem
inat
e th
e sa
me
KR
A 6
A C
omm
issi
on
that
is
vi
sibl
e,
resp
onsi
ve,
acti
ve,
func
tion
al
and
effe
ctiv
e in
co
nsta
ntly
de
liver
ing
its
man
date
.
No.
of
of
fices
es
tabl
ishe
d in
the
re
gion
s to
ena
ble
incr
ease
in
ac
cess
to
N
CIC
se
rvic
es
0 1
1 1
1 1
NC
IC
Rep
orts
M
edia
R
epor
ts
Fina
nce
and
Adm
inis
trat
ion
Dep
artm
ent
94
Strategic Plan July 2015 – June 2020
STRATEGY IMPLEMENTATION AND RESOURCE REQUIREMENTS
6.1 Introduction In previous strategic periods, the Commission has not received adequate financial support from the Government to effectively carry out its mandate. Consequently, programmatic as well as thematic support was sought from the development partners.
The Strategic Plan (July 2015- June 2020) appreciates that current assets have depreciated and may call for replacement. Therefore there is need to acquire other properties to advance the objectives of the Commission. Either way, the Commission expects that asset management will attract more resources in terms of maintenance and new acquisitions.
Additionally, this Strategic Plan has emphasised the need for speed, accuracy and visibility. This calls for acquisition of modern technology and equipment that are responsive to the three aforementioned areas. These concerns require more resources. Therefore, the new approach in realising the goals of the Commission demands composite resource foundation(s).
6.2 Staffing This Strategic Plan emphasises the need to attract, retain and evolve quality personnel. With a current staff capacity of forty-eight, the Commission still experiences major gaps in its staffing with lapse in capacities like cybercrime analysts among others. It is thus critical for the Commission to put in place key competencies.
In recognizing the challenges faced by the Commission as an employer and the expectations of its employees, this Strategic Plan emphasizes the development of a staff development plan and a resource mobilisation strategy that responds to the diverse organisational needs. More specifically, the staffing plan should be able to attract, develop and retain technical skills and interpersonal (soft) abilities that holistically advance cohesion as well as integration. In responding to the need for representing Kenya, the Commission must incorporate in the staff development plan, a provision that addresses integration.
In respect to this, the Commission has revamped its organogram with additional expertise to include cybercrime specialists, cohesion monitors, investigators, monitoring and evaluation specialists, risk and risk mitigation experts and cluster cohesion coordinators among others. In
95
Strategic Plan July 2015 – June 2020
addition, it also seeks to enhance access by the citizens to its services through establishment of regional offices.
Figure 4: NCIC Commissioners and Staff during an induction workshop in Malindi
6.3 Critical Success Factors • Adequate financial and human resources
• Focused leadership
• Effective strategic partnerships
6.4 Budget Estimates The Strategic Plan appreciates support from the Government and the development partners. The Strategic Plan, through the various Monitoring teams (see section 5.0), will put in place structures that deliberately appeal for technical and financial support from these two parties. However, it is also acknowledged that symbiotic partnerships and thematic networks will provide in-kind support, which may subsidise mainstream financial as well as technical capacities in generating an environment that increases relevance of the Commission. Key to the partnerships is the development of a viable referral system, which aims at reducing responsibilities that can be addressed by appropriate
96
Strategic Plan July 2015 – June 2020
institutions like the State Law Office, National Police Service, and the Judiciary among others, while reaching out to non-conventional funding sources to raise resources to complement the direct funding from the central government. This may include partnerships on specific activities/events with county governments.
The estimated budget under this Strategic Plan is Four Billion, One Hundred and Fifty Two Million, Four Hundred and Nine Thousand, Three Hundred and Twenty Two shillings (KES 4,152,409,322). The detailed estimates are as follows in Tables 7, 8 and 9 below.
97
Strategic Plan July 2015 – June 2020
Tabl
e 7:
NCI
C Su
mm
ary
Budg
et E
stim
ates
Per
Key
Res
ult
Area
(Jul
y 20
15 –
Jun
e 20
20)
PILL
AR
KR
A Bu
dget
in K
ES p
er y
ear
Tota
l Am
ount
(K
ES)
15/1
6 16
/17
17/1
8 18
/19
19/2
0
Nat
iona
l Id
entit
y an
d va
lues
A na
tiona
l cu
lture
and
va
lue
syst
em
that
uph
olds
an
d in
spir
es a
Ke
nyan
Id
entit
y
103,
000,
000
119,
000,
000
151,
000,
000
124,
000,
000
74,0
00,0
00
571,
000,
000
Peac
ebui
ldin
g,
Reco
ncili
atio
n an
d In
tegr
atio
n
Tran
sfor
mat
ive
Inst
itutio
ns,
com
mun
ities
an
d st
ruct
ures
th
at e
ffect
ivel
y em
ploy
pea
ce
build
ing,
re
conc
iliat
ion
and
inte
grat
ion
mec
hani
sms
tow
ards
na
tiona
l co
hesi
on
94,5
00,0
00
89,5
00,0
00
93,0
00,0
00
77,0
00,0
00
81,0
00,0
00
435,
000,
000
Polic
y an
d Le
gal
Prac
tices
an
d st
ruct
ures
53
,500
,000
59
,500
,000
50
,000
,000
50
,000
,000
30
,000
,000
24
3,00
0,00
0
98
Strategic Plan July 2015 – June 2020
Fram
ewor
ks
that
pr
ovid
e eq
ual
oppo
rtun
ity
for
all
Keny
ans
irre
spec
tive
of
thei
r po
litic
al,
ethn
ic,
relig
ious
, na
tiona
l an
d ra
cial
or
ient
atio
n.
Rese
arch
and
kn
owle
dge
man
agem
ent
Incr
ease
d kn
owle
dge
on
cohe
sion
an
d in
tegr
atio
n
44,5
00,0
00
43,5
00,0
00
38,5
00,0
00
35,0
00,0
00
55,5
00,0
00
217,
000,
000
Org
aniz
atio
nal
Dev
elop
men
t A
Com
mis
sion
th
at i
s vi
sibl
e,
resp
onsi
ve,
activ
e,
func
tiona
l and
ef
fect
ive
in
cons
tant
ly
deliv
erin
g its
m
anda
te
358,
820,
612
413,
720,
612
456,
592,
673
694,
618,
941
762,
656,
485
2,68
6,40
9,32
2
TOTA
L 64
4,32
0,61
2 72
5,22
0,61
2 78
9,09
2,67
3 98
0,61
8,94
1 1,
013,
156,
485
4,15
2,40
9,32
2
99
Strategic Plan July 2015 – June 2020
Tabl
e 8:
Pro
ject
ed F
undi
ng F
low
for
the
Peri
od 2
015
- 202
0
SOUR
CE O
F FU
NDS
2015
/16
2016
/17
2017
/18
2018
/19
2019
/20
TOTA
L
G
oK
51
5,45
6,48
9.60
58
0,17
6,48
9.60
63
1,27
4,13
8.40
78
4,49
5,15
2.80
81
0,52
5,18
8.00
3,
321,
927,
458.
00
D
evel
opm
ent
Part
ners
12
8,86
4,12
2.40
14
5,04
4,12
2.40
15
7,81
8,53
4.60
19
6,12
3,78
8.20
20
2,63
1,29
7.00
83
0,48
1,86
4.60
To
tal P
er
year
64
4,32
0,61
2.00
72
5,22
0,61
2.00
78
9,09
2,67
3.00
98
0,61
8,94
1.00
1,
013,
156,
485.
00
4,15
2,40
9,32
2.00
Tabl
e 9:
NCI
C De
taile
d Bu
dget
Est
imat
es (J
uly
2015
– J
une
2020
)
KR
A St
rate
gic
Obj
ecti
ve
Stra
tegi
c In
terv
enti
ons
Acti
vity
Yr
1
Yr
2 Yr
3
Yr
4 Yr
5
Budg
et
A na
tion
al
cult
ure
and
valu
e sy
stem
th
at
upho
lds
and
insp
ires
a
Ken
yan
Iden
tity
Build
and
st
reng
then
th
e ca
paci
ty
of
inst
itut
ions
an
d th
e pu
blic
to
fost
er
nati
onal
id
enti
ty a
nd
valu
es
Prom
ote
cult
ural
ev
ents
acr
oss
the
coun
try
Supp
ort a
nd p
artic
ipat
e co
mm
unity
and
in
stitu
tiona
l cul
tura
l eve
nts
and
fest
ival
s
30
,000
,000
Prom
ote
cele
brat
ion
of n
atio
nal a
nd
inte
rnat
iona
l day
s to
enh
ance
nat
iona
l un
ity,
coh
esio
n an
d in
tegr
atio
n
Part
icip
ate
and
cele
brat
e Na
tiona
l and
Inte
rnat
iona
l D
ays
with
sig
nific
ance
to
Natio
nal C
ohes
ion
30
,000
,000
Mai
nstr
eam
co
hesi
on a
nd
inte
grat
ion
in
inst
itut
ions
of
Build
the
capa
city
of
teac
hers
and
edu
catio
n
stak
ehol
ders
on
the
esta
blis
hmen
t of A
man
i
40
,000
,000
100
Strategic Plan July 2015 – June 2020
KR
A St
rate
gic
Obj
ecti
ve
Stra
tegi
c In
terv
enti
ons
Acti
vity
Yr
1
Yr
2 Yr
3
Yr
4 Yr
5
Budg
et
lear
ning
Club
s an
d m
onito
r th
eir
impl
emen
tatio
n Co
nduc
t Coh
esio
n Cl
inic
s in
Ins
titut
ions
of L
earn
ing
30,0
00,0
00
Infu
se c
ohes
ion
and
inte
grat
ion
prin
cipl
es in
ed
ucat
iona
l res
ourc
es a
nd
tool
s
6,
000,
000
Supp
ort a
nd p
artic
ipat
e in
th
e Na
tiona
l Mus
ic
Fest
ival
s
7,
500,
000
Supp
ort a
nd p
artic
ipat
e in
th
e Na
tiona
l Dra
ma
Fest
ival
s
7,
500,
000
Supp
ort a
nd p
artic
ipat
e in
th
e Ke
nya
Scou
ts
Asso
ciat
ion
(KSA
) pr
ogra
mm
es a
nd a
ctiv
ities
50
,000
,000
Prom
ote
Exch
ange
pr
ogra
mm
es a
cros
s
dive
rse
grou
ps
Cond
uct f
ive
inte
r-et
hnic
ex
chan
ge v
isits
to p
rom
ote
peac
eful
coe
xist
ence
, co
hesi
on a
nd in
tegr
atio
n
9,
000,
000
Prom
ote
and
faci
litat
e fiv
e en
trep
rene
uria
l ini
tiativ
es
acro
ss d
iver
se g
roup
s
9,
000,
000
Build
the
cap
acit
y Tr
aini
ng
and
sens
itiza
tion
35
,000
,000
101
Strategic Plan July 2015 – June 2020
KR
A St
rate
gic
Obj
ecti
ve
Stra
tegi
c In
terv
enti
ons
Acti
vity
Yr
1
Yr
2 Yr
3
Yr
4 Yr
5
Budg
et
of t
he c
omm
unit
ies,
th
e pu
blic
and
pr
ivat
e se
ctor
s on
co
nflic
t tr
ansf
orm
atio
n,
cohe
sion
and
in
tegr
atio
n
of s
elec
ted
grou
ps:
CSO
s,
MD
As
of
coun
ty
and
natio
nal
gove
rnm
ents
an
d th
e pr
ivat
e se
ctor
on
peac
e,
natio
nal
cohe
sion
an
d in
tegr
atio
n Pa
rtic
ipat
e in
Ag
ricul
tura
l So
ciet
y of
Ke
nya
(ASK
) sh
ows
15
,000
,000
Prom
ote
the
Keny
a Kw
anza
ca
mpa
ign
in
colla
bora
tion
with
Key
sta
keho
lder
s
10
,000
,000
Iden
tify
and
rew
ard
Cohe
sion
ro
le
mod
els
as
agen
ts
of
effe
ctiv
e tr
ansf
orm
atio
n
9,
000,
000
Sens
itize
po
litic
al
part
y of
fice
bear
ers
on c
ohes
ion
and
inte
grat
ion
prin
cipl
es
and
law
s
20
,000
,000
Sens
itize
act
ors
in th
e cr
imin
al ju
stic
e sy
stem
on
the
offe
nces
und
er th
e NC
I Ac
t
7,
000,
000
Sens
itiza
tion
on t
he u
se o
f th
e gu
idel
ine
on
the
incl
usio
n of
coh
esio
n an
d in
tegr
atio
n pr
inci
ples
in
to
18
,000
,000
102
Strategic Plan July 2015 – June 2020
KR
A St
rate
gic
Obj
ecti
ve
Stra
tegi
c In
terv
enti
ons
Acti
vity
Yr
1
Yr
2 Yr
3
Yr
4 Yr
5
Budg
et
legi
slat
ion
D
evel
op a
nd
diss
emin
ate
IEC
mat
eria
ls o
n co
hesi
on a
nd
inte
grat
ion
Publ
ish
and
diss
emin
ate
IEC
mat
eria
ls to
pro
mot
e co
hesi
on, n
atio
nal u
nity
an
d in
tegr
atio
n(Po
ster
s,
Bro
chur
es, B
anne
rs,
Flye
rs, S
ticke
rs, B
ookl
ets,
Re
port
s)
50
,000
,000
Dev
elop
and
dis
sem
inat
e a
Coh
esio
n an
d In
tegr
atio
n ha
ndbo
ok
3,
000,
000
Des
ign,
dev
elop
and
di
ssem
inat
e pu
blic
ity
mat
eria
ls to
pro
mot
e co
hesi
on a
nd in
tegr
atio
n (T
-shi
rts,
Cap
s, P
ens,
C
alen
dars
, um
brel
las,
D
iari
es, B
illbo
ards
etc
.)
60
,000
,000
Dev
elop
and
di
ssem
inat
e m
edia
pr
ogra
mm
es t
o pr
omot
e co
hesi
on
and
inte
grat
ion
Dev
elop
and
dis
sem
inat
e Ra
dio
prog
ram
s,
info
mer
cial
s, T
V pr
ogra
ms
and
a D
ocum
enta
ry o
n co
hesi
on a
nd in
tegr
atio
n
10
0,00
0,00
0
Dev
elop
and
dis
sem
inat
e pr
int m
essa
ges
and
adve
rtis
emen
ts o
n co
hesi
on
and
inte
grat
ion
25
,000
,000
103
Strategic Plan July 2015 – June 2020
KR
A St
rate
gic
Obj
ecti
ve
Stra
tegi
c In
terv
enti
ons
Acti
vity
Yr
1
Yr
2 Yr
3
Yr
4 Yr
5
Budg
et
Tran
sfor
mat
ive
Inst
itut
ions
, co
mm
unit
ies
and
stru
ctur
es
that
ef
fect
ivel
y em
ploy
pe
ace
build
ing,
re
conc
ilia
tion
and
in
tegr
atio
n mec
hani
sm
s to
war
ds
nati
onal
co
hesi
on
Prom
ote
nati
onal
re
conc
iliat
ion,
Pea
ce
Build
ing,
Co
hesi
on a
nd
inte
grat
ion
amon
g th
e di
ffere
nt
ethn
ic, r
acia
l an
d re
ligio
us
grou
ps o
f K
enya
th
roug
h aw
aren
ess
crea
tion
and
ot
her
reco
ncili
atio
n ap
proa
ches
Prom
ote
stra
tegi
c pa
rtne
rshi
ps a
nd
colla
bora
tion
in
cohe
sion
bui
ldin
g
Und
erta
ke r
egul
ar m
eetin
gs
with
sta
keho
lder
s on
co
hesi
on b
uild
ing
5,
000,
000
Dev
elop
gui
delin
es o
n es
tabl
ishi
ng a
nd
sust
enan
ce o
f par
tner
ship
s
1,
000,
000
Prom
ote
inte
r an
d in
tra
ethn
ic s
ocio
-ec
onom
ic a
ctiv
itie
s th
at e
nhan
ce
nati
onal
coh
esio
n an
d in
tegr
atio
n
Supp
ort l
ocal
art
and
tale
nt
that
pro
mot
es c
ohes
ion
and
inte
grat
ion
20
,000
,000
Con
duct
inte
r co
mm
unity
sp
orts
tour
nam
ents
to
prom
ote
peac
eful
co
exis
tenc
e, c
ohes
ion
and
inte
grat
ion
20
,000
,000
Dev
elop
and
impl
emen
t a
yout
h pe
ace,
acc
ount
abili
ty
and
econ
omic
just
ice
prog
ram
that
link
s on
-goi
ng
yout
h em
pow
erm
ent
prog
ram
s w
ith p
eace
bu
ildin
g pr
ogra
ms
10
,000
,000
Doc
umen
t, f
acili
tate
an
d pr
omot
e th
e us
e of
AD
R m
echa
nism
Bas
elin
e su
rvey
of
exis
ting
ADR
Mec
hani
sms
5,
000,
000
104
Strategic Plan July 2015 – June 2020
KR
A St
rate
gic
Obj
ecti
ve
Stra
tegi
c In
terv
enti
ons
Acti
vity
Yr
1
Yr
2 Yr
3
Yr
4 Yr
5
Budg
et
to r
esol
ve d
ispu
tes,
bu
ild
peac
e an
d pr
omot
e re
conc
iliat
ion
Advo
cacy
and
sen
sitiz
atio
n fo
rum
s w
ith
the
gove
rnm
ent
and
com
mun
ity o
n th
e us
e AD
R
mec
hani
sm
to
reso
lve
conf
licts
.
10
,000
,000
Faci
litat
e in
tra
and
inte
r-et
hnic
pea
ce b
uild
ing
and
orga
nic
reco
ncili
atio
n di
alog
ues
10
0,00
0,00
0
Med
iate
di
sput
es
betw
een
and
amon
g co
mm
uniti
es
and
inst
itutio
ns
50
,000
,000
Unde
rtak
e an
d/or
fa
cilit
ate
sym
posi
ums
or
deba
tes
in le
arni
ng
inst
itut
ions
on
the
them
es o
f co
nflic
t tr
ansf
orm
atio
n,
reco
ncili
atio
n an
d di
alog
ue
Supp
ort
and
part
icip
ate
in
deba
tes
and
sym
posi
ums
30
,000
,000
105
Strategic Plan July 2015 – June 2020
KR
A St
rate
gic
Obj
ecti
ve
Stra
tegi
c In
terv
enti
ons
Acti
vity
Yr
1
Yr
2 Yr
3
Yr
4 Yr
5
Budg
et
Prom
ote
appr
opri
ate
repa
rati
on
mec
hani
sms
for
the
vict
ims
of e
thni
c vi
olen
ce
Set
up
and
coor
dina
te
a te
chni
cal
com
mitt
ee
to
stud
y th
e re
com
men
datio
ns
of th
e TJ
RC R
epor
t, de
velo
p an
im
plem
enta
tion
fram
ewor
k,
iden
tify
and
mob
ilize
res
ourc
es r
equi
red
for
impl
emen
tatio
n
11
,000
,000
Take
le
ader
ship
in
sp
earh
eadi
ng
impl
emen
tatio
n of
sa
tisfa
ctio
n an
d sy
mbo
lic
repa
ratio
n in
clud
ing
apol
ogie
s,
mon
umen
ts,
mem
oria
ls
and
rem
embr
ance
60
,000
,000
Capa
city
bu
ildin
g on
m
emor
ializ
atio
n,
reco
ncili
atio
n an
d he
alin
g
10
,000
,000
Org
aniz
e an
d pa
rtic
ipat
e in
tr
aum
a an
d ps
ycho
soci
al
supp
ort
of
the
vict
ims
of
viol
ent c
onfli
ct
30
,000
,000
Cond
uct
a st
udy
to
esta
blis
h th
e tr
ends
of
20,0
00,0
00
106
Strategic Plan July 2015 – June 2020
KR
A St
rate
gic
Obj
ecti
ve
Stra
tegi
c In
terv
enti
ons
Acti
vity
Yr
1
Yr
2 Yr
3
Yr
4 Yr
5
Budg
et
radi
caliz
atio
n to
in
form
a
reha
bilit
atio
n an
d re
inte
grat
ion
polic
y D
evel
op
a po
rtal
on
re
port
ing
radi
caliz
atio
n an
d ha
te s
peec
h
5,
000,
000
Des
ign,
an
d de
velo
p a
rein
tegr
atio
n an
d re
habi
litat
ion
polic
y
5,
000,
000
Esta
blis
h an
ear
ly w
arni
ng
and
resp
onse
m
echa
nism
on
rad
ical
izat
ion
10
,000
,000
Advo
cate
an
d su
ppor
t a
natio
nal
polic
y on
re
para
tions
3,
000,
000
Pr
omot
e ea
rly
war
ning
an
d ea
rly
resp
onse
m
echa
nism
s to
av
oid
esca
lati
on o
f co
nflic
t in
to
viol
ence
Supp
ort
cohe
sion
an
d co
nflic
t m
onito
rs
via
Emer
genc
y Re
spon
se F
und
30
,000
,000
Prac
tice
s an
d st
ruct
ures
th
at
To
deve
lop
enfo
rcem
ent
mec
hani
sms
to
ensu
re
Mon
itor
ing
publ
ic
spac
es f
or d
etec
tion
of
hat
e sp
eech
and
et
hnic
con
tem
pt
Mon
itor
polit
ical
ra
llies
/ele
ctor
al p
roce
ss f
or
dete
ctio
n of
ha
te
spee
ch
and
ethn
ic c
onte
mpt
70
,000
,000
107
Strategic Plan July 2015 – June 2020
KR
A St
rate
gic
Obj
ecti
ve
Stra
tegi
c In
terv
enti
ons
Acti
vity
Yr
1
Yr
2 Yr
3
Yr
4 Yr
5
Budg
et
prov
ide
equa
l op
port
uni
ty
for
all
Ken
yans
ir
resp
ecti
ve o
f th
eir
polit
ical
, et
hnic
, re
ligio
us,
nati
onal
an
d ra
cial
or
ient
atio
n.
com
plia
nce
wit
h co
nsti
tuti
ona
l pr
ovis
ions
, an
d ot
her
legi
slat
ions
re
lati
ng
to
cohe
sion
and
in
tegr
atio
n
Mon
itor
soci
al
gath
erin
gs
for
dete
ctio
n of
hat
e sp
eech
an
d et
hnic
con
tem
pt
10
,000
,000
Mon
itor
mai
nstr
eam
an
d so
cial
med
ia fo
r de
tect
ion
of
hate
sp
eech
an
d et
hnic
co
ntem
pt a
nd
70
,000
,000
Unde
rtak
e in
vest
igat
ions
on
ethn
ic o
r ra
cial
di
scri
min
atio
n co
mpl
aint
s in
a
tim
ely
and
expe
diti
ous
man
ner
and
mak
e re
com
men
dati
ons
to
rele
vant
aut
hori
ty
on t
he r
emed
ial
mea
sure
s
Build
the
tech
nica
l co
mpe
tenc
ies
of th
e Co
mm
issi
on to
man
age
the
com
plai
nts
proc
essi
ng a
nd
hand
ling
mec
hani
sm
5,
000,
000
Publ
iciz
e th
e co
mpl
aint
s re
port
ing
proc
edur
es in
the
com
mun
ities
10
,000
,000
Dev
elop
rul
es a
nd
regu
latio
ns fo
r co
mpl
aint
s pr
oces
sing
5,
000,
000
Dev
elop
reg
ulat
ions
, rul
es
and
proc
edur
e fo
r se
tting
up
a tr
ibun
al to
hea
r and
de
term
ine
com
plai
nts
3,
000,
000
Esta
blis
h an
d m
aint
ain
regi
onal
com
plai
nts
desk
s
6,00
0,00
0
108
Strategic Plan July 2015 – June 2020
KR
A St
rate
gic
Obj
ecti
ve
Stra
tegi
c In
terv
enti
ons
Acti
vity
Yr
1
Yr
2 Yr
3
Yr
4 Yr
5
Budg
et
Unde
rtak
e cy
berc
rim
e in
vest
igat
ions
Iden
tify
and
inve
stig
ate
viol
atio
ns o
f the
NCI
Act
an
d re
leva
nt la
ws
in
cybe
rspa
ce
15
,000
,000
Esta
blis
h a
Cybe
r Crim
e U
nit
5,
000,
000
Deve
lop
rule
s,
regu
lati
ons
and
guid
elin
es t
o op
erat
iona
lize
the
NCI A
ct a
nd o
ther
re
leva
nt la
ws
Dev
elop
crit
eria
for d
ecid
ing
whe
ther
any
pub
lic o
ffice
or
offic
er h
as c
omm
itted
act
s of
dis
crim
inat
ion
on th
e gr
ound
of e
thni
city
or r
ace
8,
000,
000
Com
para
tive
anal
ysis
on
the
pena
lties
to b
e im
pose
d on
any
per
son
for a
ny
brea
ch o
f the
pro
visi
ons
of
the
Cons
titut
ion
or o
f any
la
w d
ealin
g w
ith e
thni
city
5,
000,
000
M
ains
trea
min
g co
hesi
on
and
inte
grat
ion
in
all
nati
onal
and
cou
nty
legi
slat
ions
Und
erta
ke a
nd fa
cilit
ate
the
revi
ew
of
natio
nal
and
coun
ty
legi
slat
ion
and
adm
inis
trat
ive
acts
rel
atin
g to
or
ha
ving
im
plic
atio
ns
for
ethn
ic o
r ra
ce r
elat
ions
an
d eq
ual o
ppor
tuni
ties
16
,000
,000
109
Strategic Plan July 2015 – June 2020
KRA
St
rate
gic
Obj
ecti
ve
Stra
tegi
c In
terv
enti
ons
Acti
vity
Yr
1
Yr
2 Yr
3
Yr
4 Yr
5
Budg
et
Enga
ge i
n pu
blic
edu
catio
n an
d ca
mpa
igns
fo
r le
gisl
atio
n su
ppor
ting
equa
lity
and
non-
disc
rimin
atio
n
5,
000,
000
Inst
itute
pu
blic
in
tere
st
legi
slat
ion
to
have
an
y re
trog
ress
ive
law
s at
cou
nty
and
natio
nal
leve
l re
peal
ed
on t
he b
asis
tha
t th
ey a
re
unco
nstit
utio
nal
10
,000
,000
Incr
ease
d kn
owle
dge
on
cohe
sion
an
d in
tegr
atio
n
Unde
rtak
e re
sear
ch a
nd
stud
ies
on
any
issu
e re
lati
ng to
et
hnic
affa
irs
and
mak
e re
com
men
dat
ions
to
the
Gove
rnm
ent
Unde
rtak
e au
dits
of
empl
oyee
s in
pub
lic
esta
blis
hmen
ts
Und
erta
ke e
thni
c an
d di
vers
ity a
udits
of t
he c
ivil
serv
ice
at n
atio
nal l
evel
6,
000,
000
Und
erta
ke e
thni
c an
d di
vers
ity a
udits
of t
he 4
7 co
unty
gov
ernm
ents
10
,000
,000
Und
erta
ke e
thni
c an
d di
vers
ity a
udits
of s
tate
co
rpor
atio
ns
5,
000,
000
Und
erta
ke e
thni
c an
d di
vers
ity a
udits
of
Educ
atio
nal I
nstit
utio
ns
and
Opp
ortu
nitie
s
10
,000
,000
Esta
blis
h an
d pr
omot
e th
e us
e of
an
onlin
e et
hnic
au
ditin
g sy
stem
by
all
20
,000
,000
110
Strategic Plan July 2015 – June 2020
KR
A St
rate
gic
Obj
ecti
ve
Stra
tegi
c In
terv
enti
ons
Acti
vity
Yr
1
Yr
2 Yr
3
Yr
4 Yr
5
Budg
et
publ
ic in
stitu
tions
D
evel
op a
nd im
plem
ent a
n ac
cred
itatio
n sy
stem
for
com
plia
nce
by p
ublic
in
stitu
tions
9,
000,
000
Unde
rtak
e au
dits
of
dist
ribu
tion
of
gove
rnm
ent
serv
ices
an
d fa
cilit
ies
at t
he
coun
ty a
nd n
atio
nal
leve
ls
Esta
blis
h a
base
line
of th
e di
strib
utio
n of
soc
ial
prov
isio
ning
by
gove
rnm
ent
(dis
aggr
egat
ed b
y co
unty
an
d na
tiona
lly)
10
,000
,000
Impr
ove
the
qual
ity
of c
ohes
ion
and
inte
grat
ion
rese
arch
in t
he
coun
try
Prom
ote
acad
emic
res
earc
h on
asp
ects
that
affe
ct
ethn
ic a
nd r
elig
ious
re
latio
ns in
Ken
ya
7,
000,
000
Rese
arch
th
e im
pact
of
de
cent
raliz
atio
n of
un
iver
sitie
s on
co
hesi
on
and
inte
grat
ion
6,
000,
000
Inqu
iry
and
docu
men
tati
on
Esta
blis
h th
e st
atus
of
cohe
sion
in K
enya
(c
ohes
ion
inde
x)
50
,000
,000
Esta
blis
h a
crite
ria fo
r de
finiti
on o
f eth
nici
ty a
nd
cate
goriz
atio
n of
eth
nic
com
mun
ities
and
20
,000
,000
111
Strategic Plan July 2015 – June 2020
KR
A St
rate
gic
Obj
ecti
ve
Stra
tegi
c In
terv
enti
ons
Acti
vity
Yr
1
Yr
2 Yr
3
Yr
4 Yr
5
Budg
et
indi
vidu
als
in K
enya
Re
sear
ch o
n th
e in
gred
ient
s of
intr
a-et
hnic
coh
esio
n in
Ke
nya
9,
000,
000
The
crea
tion
of a
Ken
yan
Cul
ture
6,00
0,00
0
Com
para
tive
stud
y of
the
rule
s an
d re
gula
tions
on
ster
eoty
ping
9,
000,
000
A ra
pid
asse
ssm
ent o
n th
e im
pact
of e
cono
mic
in
just
ices
on
peac
e ac
coun
tabi
lity
amon
g th
e yo
uths
5,
000,
000
Und
erta
ke a
stu
dy o
n th
e re
latio
nshi
p be
twee
n na
mes
of
pla
ces
and
ethn
ic
viol
ence
7,
000,
000
Map
ping
of a
ctor
s,
issu
es a
nd
rela
tion
ship
s in
co
hesi
on b
uild
ing
Und
erta
ke n
egat
ive
ethn
icity
hot
spot
map
ping
in
the
coun
try
10
,000
,000
Div
ersi
ty M
anag
emen
t of
Ethn
ic M
inor
ities
in K
enya
8,00
0,00
0
Xeno
phob
ia in
Ken
ya:
Acto
rs, I
ssue
s an
d In
terv
entio
ns
10
,000
,000
A En
hanc
e th
e St
reng
then
D
evel
op a
nd im
plem
ent a
5,00
0,00
0
112
Strategic Plan July 2015 – June 2020
KR
A St
rate
gic
Obj
ecti
ve
Stra
tegi
c In
terv
enti
ons
Acti
vity
Yr
1
Yr
2 Yr
3
Yr
4 Yr
5
Budg
et
Com
mis
sion
tha
t is
vi
sibl
e,
resp
onsi
ve,
acti
ve,
func
tion
al
and
effe
ctiv
e in
co
nsta
ntly
de
liver
ing
its
man
date
com
pete
nce
of
NCIC
to
ef
fect
ivel
y di
scha
rge
its
man
date
as
es
pous
ed
in
the
Nati
onal
Co
hesi
on a
nd
Inte
grat
ion
Act
(200
8) i
n pu
rsua
nce
to
the
Cons
titu
tion
of
K
enya
(2
010)
Com
mun
icat
ion
and
Kno
wle
dge
Man
agem
ent
com
mun
icat
ion
stra
tegy
an
d po
licy
Set u
p an
intr
anet
to
faci
litat
e in
tern
al
com
mun
icat
ion
2,
000,
000
Trai
ning
on
vide
o do
cum
enta
tion
and
new
m
edia
tool
s
1,
500,
000
Stoc
k an
d m
aint
ain
the
publ
ic r
esou
rce
cent
re
3,
000,
000
Dis
sem
inat
e in
form
atio
n an
d en
gage
the
publ
ic
thro
ugh
the
soci
al m
edia
pl
atfo
rms
(Fac
eboo
k,
Twitt
er, W
ebsi
te, I
nsta
gram
et
c.)
1,
000,
000
Rebr
and
the
Com
mis
sion
10,0
00,0
00
Stra
tegi
c Pl
anni
ng,
Mon
itor
ing
and
Eval
uati
on
Dev
elop
an
orga
niza
tiona
l st
rate
gic
dire
ctio
n
10,0
00,0
00
Und
erta
ke m
id-t
erm
re
view
s
3,00
0,00
0
Esta
blis
h a
mon
itorin
g,
eval
uatio
n an
d re
port
ing
mec
hani
sm fo
r co
hesi
on,
and
peac
e bu
ildin
g at
the
Natio
nal a
nd C
ount
y le
vels
12
,000
,000
113
Strategic Plan July 2015 – June 2020
KR
A St
rate
gic
Obj
ecti
ve
Stra
tegi
c In
terv
enti
ons
Acti
vity
Yr
1
Yr
2 Yr
3
Yr
4 Yr
5
Budg
et
Dev
elop
qua
rter
ly
polic
y br
iefs
on
mat
ters
im
pact
ing
on e
thni
c re
latio
ns
7,
500,
000
Dev
elop
a s
tatu
s re
port
on
the
impl
emen
tatio
n of
NCI
C
reco
mm
enda
tions
, pub
licis
e an
d fo
llow
up
with
st
akeh
olde
rs to
exe
cute
the
non-
impl
emen
ted
reco
mm
enda
tions
7,
500,
000
Faci
litat
e th
e de
velo
pmen
t an
d im
plem
enta
tion
of
func
tion
al
orga
niza
tion
al
syst
ems
(pol
icie
s,
regu
lati
ons
and
guid
elin
es) a
nd
stru
ctur
es
Dev
elop
and
mai
ntai
n IC
T se
curi
ty i
nfra
stru
ctur
e an
d sy
stem
s
50
,000
,000
Dev
elop
and
im
plem
ent
an
inte
rnal
Tra
nspo
rt p
olic
y
5,00
0,00
0
Dev
elop
and
im
plem
ent
an
inte
rnsh
ip p
olic
y
2,00
0,00
0
Dev
elop
an
d di
ssem
inat
e an
inte
rnal
ser
vice
cha
rter
5,00
0,00
0
Dev
elop
an
in
tegr
ated
fin
anci
al
man
agem
ent
syst
em
60
,000
,000
114
Strategic Plan July 2015 – June 2020
KR
A St
rate
gic
Obj
ecti
ve
Stra
tegi
c In
terv
enti
ons
Acti
vity
Yr
1
Yr
2 Yr
3
Yr
4 Yr
5
Budg
et
Dev
elop
and
im
plem
ent
an
inte
rnal
cod
e of
con
duct
3,00
0,00
0
Dev
elop
and
im
plem
ent
an
inte
rnal
Eq
ualit
y an
d di
vers
ity p
olic
y
1,
000,
000
Dev
elop
to
ols
to
enha
nce
the
proc
urem
ent p
roce
ss
6,
000,
000
Stre
ngth
en
hum
an
reso
urce
ca
paci
ty
and
serv
ice
deliv
ery
Supp
ort
staf
f an
d co
mm
issi
oner
s to
un
dert
ake
trai
ning
45
,000
,000
Recr
uit q
ualif
ied
pers
onne
l
5,00
0,00
0
Und
erta
ke
perf
orm
ance
m
anag
emen
t th
roug
h pe
rfor
man
ce
cont
ract
ing,
st
aff
sens
itiza
tion
and
mon
itori
ng
8,
000,
000
Offe
r Co
mpe
titiv
e te
rms
of
serv
ice
with
a
care
er
prog
ress
ion
plan
4,
500,
000
Prom
ote
ethi
cal
and
prof
essi
onal
con
duct
10,0
00,0
00
115
Strategic Plan July 2015 – June 2020
KR
A St
rate
gic
Obj
ecti
ve
Stra
tegi
c In
terv
enti
ons
Acti
vity
Yr
1
Yr
2 Yr
3
Yr
4 Yr
5
Budg
et
Indu
ctio
n of
st
aff
on
gove
rnm
ent g
uide
lines
and
In
tern
al a
nd e
xter
nal
lobb
y m
eetin
gs w
ith tr
easu
ry
2,
500,
000
Sala
ries
and
emol
umen
ts
82
4,82
0,60
0
Med
ical
Insu
ranc
e
133,
948,
800
Recu
rren
t exp
endi
ture
809,
085,
000
Enha
nce
corp
orat
e go
vern
ance
and
ris
k m
anag
emen
t w
ithi
n th
e Co
mm
issi
on
Trai
n Co
mm
issi
oner
s an
d st
aff
on
Corp
orat
e G
over
nanc
e an
d Ri
sk
Man
agem
ent
50
,000
,000
Cond
uct
a ris
k an
alys
is
and
deve
lop
an
exte
rnal
as
sess
men
t of
th
e ris
k m
anag
emen
t an
d au
dit
polic
y
49
,000
,000
Enha
nce
offi
ce
ergo
nom
ics
Acqu
ire
addi
tiona
l of
fice
spac
e (re
nt)
15
8,18
4,77
2
Purc
hase
ow
n of
fice
prem
ises
358,
000,
000
Esta
blis
h th
ree
regi
onal
of
fices
to
en
hanc
e na
tionw
ide
pres
ence
an
d co
vera
ge
36
,000
,000
116
Strategic Plan July 2015 – June 2020
KR
A St
rate
gic
Obj
ecti
ve
Stra
tegi
c In
terv
enti
ons
Acti
vity
Yr
1
Yr
2 Yr
3
Yr
4 Yr
5
Budg
et
Set
up
a tig
ht
secu
rity
sy
stem
in th
e of
fice
6,
000,
000
Enha
nce
the
fina
ncia
l cap
acit
y of
the
Com
mis
sion
Org
aniz
e lo
bby
mee
tings
w
ith
Gov
ernm
ent
to
incr
ease
bu
dget
ary
allo
catio
n
13
,500
,000
Advo
cate
for
don
or f
undi
ng
with
dev
elop
men
t par
tner
s
9,00
0,00
0
Dev
elop
a
Reso
urce
M
obili
zatio
n an
d m
anag
emen
t str
ateg
y
6,
000,
000
TOTA
L
4,15
2,40
9,3
22
117
Strategic Plan July 2015 – June 2020 A
pp
en
dix
II
PR
OP
OS
ED
OR
GA
NIS
AT
ION
AL
ST
RU
CT
UR
E F
OR
NA
TIO
NA
L C
OH
ES
ION
AN
D I
NT
EG
RA
TIO
N
LE
VE
L
NC
IC 1
NC
IC 2
NC
IC 3
NC
IC 4
NC
IC 5
L
egal
NC
IC
6
NC
IC 7
/8
CO
MM
ISS
ION
ER
S
SE
CR
ET
AR
Y
Dep
uty
CE
O -
Pro
gra
ms
Dep
uty
CE
O F
inan
ce,
HR
M &
Ad
min
istr
atio
n
Dir
ecto
r
Rec
on
cili
ati
on
& I
nte
gra
tion
Dir
ecto
r
Co
mp
lain
ts,
Legal
&
En
forc
Dir
ecto
r
Res
earc
h,p
oli
y
and
pla
nn
ing
Dir
ecto
r
HR
M
& A
dm
in
Dir
ecto
r
Fin
ance
&
Acco
un
ts
Man
ager
Rec
on
cili
at
i&in
tegra
ti
on
Man
ager
C
om
pla
ints
En
forc
emen
t
Man
ager
Res
earc
h
and
po
licy
Ad
min
Man
ager
Su
pp
ly
Ch
ain
Man
age
r
Acco
un
t
sMan
ag
er
M&
E
Man
ager
En
forc
em
en
t &
com
pla
ints
Ass
t
Legal
Ass
t R
esea
rch
.
Ass
t
M&
E
Off
icer
Rec
. an
d
inte
gra
tion
Ass
t
Su
pp
ly
Chain
Off
ice
Su
pp
l
y
Chain
Ass
t
Sen
ior
Cle
rica
l
Off
icer
Man
ager
Inte
rnal
Au
dit
HR
Ass
ist
Rec
on
cila
t
ion
.an
d
inte
gra
tio
n
Leg
al
Off
icer
R
esea
rch
,
po
licy
and
Pla
nn
ing
En
forc
em
e
nt
Off
icer
Off
ice
Ass
t D
river
s
I/II
/Sn
r
Man
ager
legal
Acco
un
ts
Cle
rk
ICT
Man
ager
ICT
Ass
ist
Ad
min
Ass
ist
Cle
rica
l
Off
icer
s
Civ
ic
Ed
uca
tio
n &
Ad
v
HR
Man
a
ger
Co
mm
un
i
cati
on
s
off
icer
Ad
min
Off
icer
H
R
Off
icer
Co
mm
un
ic
atio
ns
Ass
t
Accou
nta
nt
Man
ager
Co
mm
&
Kn
ow
le
Dir
ecto
r
Co
mm
&K
no
wle
dge
Mn
g
ICT
Off
ic
er
Rec
ord
s Mn
gtO
ffic
er
Dir
ecto
r
Civ
ic
Ed
uca
tion
&
Ad
o
Man
ager
Civ
ic
Ed
uca
tion
&M
ng
Civ
ic
Ed
uca
tio
n &
Ad
oca
cy
Inte
rnal
Au
dit
or