national cohesion and integration commission …

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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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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CHAPTER 1

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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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CHAPTER 2

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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


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


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


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


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


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


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.

19


CHAPTER 3

20


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


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


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


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


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


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


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


Tabl

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28


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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


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

.

30


CHAPTER 4

31


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


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


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:

34


35


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


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


• 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 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


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


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


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


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


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


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


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


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


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


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


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


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


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


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


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


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


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


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


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


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


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


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


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


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


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


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


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

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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

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vil

serv

ice

at

natio

nal l

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ernm

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Min

istr

ies

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ease

d in

clus

ivit

y in

st

affin

g

% o

f co

mpl

ying

go

vern

men

t D

epar

tmen

ts

PS

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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


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


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

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Gov

ernm

ent

s SA

GAs

Dev

elop

and

im

plem

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n ac

cred

itatio

n sy

stem

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com

plia

nce

by

publ

ic

inst

itutio

ns

All p

ublic

es

tabl

ishm

ent

s

Incr

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vers

ity

and

incl

usiv

ity

in

publ

ic

sect

or

empl

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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

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tabl

ishm

ent

s

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tiona

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go

vern

me

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GAs

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dits

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dist

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go

vern

men

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rvic

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blis

h a

base

line

of th

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strib

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cial

pr

ovis

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vern

men

t

All

gove

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ent

Min

istr

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f ex

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mitt

ee

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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


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

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at

affe

ct e

thni

c an

d re

ligio

us

rela

tions

in

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Uni

vers

ities

An

es

tabl

ish

ed

rese

rvoi

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re

sear

ch

guid

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mat

eria

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on

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sion

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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

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fin

anci

al &

te

chni

cal

assi

stan

ce

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edib

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sour

ce o

f re

fere

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on

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M

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Rese

arch

th

e im

pact

of

de

cent

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uni

vers

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on

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tegr

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n

Uni

vers

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In

crea

sed

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enes

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ro

le

of

high

er

educ

atio

No.

of

reco

mm

enda

tions

Re

sear

ch

Inst

itutio

ns

69


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

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inis

try

of In

terio

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Rese

arch

on

the

ingr

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nts

of

intr

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co

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Ke

nya

Com

mun

ity

grou

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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

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long

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l of

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Os

70


Stra

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bjec

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St

rate

gy

Acti

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Ta

rget

G

roup

O

utco

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Indi

cato

r Yr

1

Yr

2 Yr

3

Yr

4 Yr

5

Part

ners

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g Ke

nyan

s ba

sed

on

poin

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f co

nver

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para

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rule

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d re

gula

tions

on

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Vario

us

coun

trie

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ocum

enta

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on

the

use

of

legi

slat

ion

in

regu

latin

g ster

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pes

No. o

f re

com

men

datio

ns

LS

K Ke

nya

natio

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coun

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n la

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pact

of

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in

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No

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com

men

dat

ions

mad

e

Pr

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Und

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p

Gen

eral

pu

blic

In

crea

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the

No. o

f pol

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reco

mm

enda

tions

CS

Os

71


Stra

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St

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Acti

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rget

G

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Indi

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Yr

2 Yr

3

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4 Yr

5

Part

ners

betw

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nam

es

of p

lace

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d et

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lenc

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psyc

holo

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mes

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curr

ence

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No. o

f co

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appe

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ernm

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ic

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min

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gr

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No. o

f pol

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reco

mm

enda

tions

CS

Os

Xeno

phob

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Ke

nya:

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ors,

Is

sues

and

In

terv

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ns

Gen

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pu

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entif

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of

stra

tegi

es

to

miti

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xe

noph

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c te

nden

cie

s in

Ke

nya

No. o

f pol

icy

reco

mm

enda

tions

72


Stra

tegi

c O

bjec

tive

St

rate

gy

Acti

vity

Ta

rget

G

roup

O

utco

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Indi

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Part

ners

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nce

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com

pete

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of

NC

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to

effe

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date

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pous

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the

Nati

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Co

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and

Inte

grat

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Ac

t (2

008)

in

pu

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Cons

titu

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prov

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edia

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Civi

l so

ciet

y

73


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


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


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


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


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


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


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


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


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


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


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.

84


CHAPTER 5

85


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


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.

87


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


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


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


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


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


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

93


CHAPTER 6

94


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


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


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


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


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


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


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


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


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


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


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


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


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


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


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


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


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


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


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


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

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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


KR

A St

rate

gic

Obj

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ve

Stra

tegi

c In

terv

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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

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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

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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

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Recr

uit q

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pers

onne

l

5,00

0,00

0

Und

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ke

perf

orm

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m

anag

emen

t th

roug

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rfor

man

ce

cont

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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


KR

A St

rate

gic

Obj

ecti

ve

Stra

tegi

c In

terv

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ons

Acti

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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


KR

A St

rate

gic

Obj

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ve

Stra

tegi

c In

terv

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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,

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Enha

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the

fina

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acit

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the

Com

mis

sion

Org

aniz

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bby

mee

tings

w

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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

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elop

a

Reso

urce

M

obili

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n an

d m

anag

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t str

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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

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mm

un

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mm

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mm

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no

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Inte

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118


national cohesion and integration commission …

Documents