strategic plan 2009 - 2013 · 2011-02-18 · strategic plan 2009-2013 vii foreword t his strategic...
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KENYA NATIONAL COMMISSION ON
HUMAN RIGHTS
STRATEGIC PLAN 2009 - 2013
Kenya National Commission on Human Rights
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TABLE OF CONTENTS
CHAPTER ONE........................................................................................................................... 11.0 THE KENYA NATIONAL COMMISSION ON HUMAN RIGHTS........................................................ 1 1.1 Background.................................................................................................................... 1 1.2 Mandate........................................................................................................................ 1 1.3Functions....................................................................................................................... 1
CHAPTER TWO.......................................................................................................................... 32.0 KENYA’S DEVELOPMENT CHALLENGES: GLOBAL, REGIONAL AND NATIONAL............................ 3 2.1TheGlobal,National,LocalTrendsandFrameworks.................................................... 3 2.1.1GlobalChallenges.......................................................................................... 3 2.1.2 Corporate Governance.................................................................................. 3 2.1.3RegionalChallenges...................................................................................... 4 2.2TheHumanRightsSituationinKenya............................................................................ 4 2.2.1ProgressMade............................................................................................... 4 2.2.2TheCoreProblemsBeingAddressed............................................................ 4
CHAPTER THREE........................................................................................................................ 73.0 KENYA’S DEVELOPMENT AGENDA: THE VISION 2030 AND THE MDGS...................................... 7 3.1 Background.................................................................................................................... 7 3.2TheEconomicPillar........................................................................................................ 7 3.3 The Social Pillar.............................................................................................................. 7 3.4ThePoliticalPillar........................................................................................................... 7 3.5Conclusion..................................................................................................................... 8
CHAPTER FOUR......................................................................................................................... 94.0THECOMMISSION’SROLEINTHEKENYADEVELOPMENTAGENDA........................................... 9 4.1LinkingtheMandateoftheCommissiontoVision2030............................................... 9 4.2RoleoftheCommissionintheMediumTermPlan2008-2013..................................... 9 4.3ProgrammesandProjects............................................................................................. 9 4.4CommissionsCoreProgrammes.................................................................................... 11
CHAPTER FIVE........................................................................................................................... 125.0 SITUATION ANALYSIS AND LESSONS LEARNT............................................................................. 12 5.1LessonsLearntfromReviewof2003-2008StrategicPlan..............................................12 5.2Challenges..................................................................................................................... 12 5.3LessonsLearnt............................................................................................................... 13
CHAPTER SIX............................................................................................................................. 146.0SWOTANALYSIS.......................................................................................................................... 14 6.1ExternalEnvironment.................................................................................................... 14 6.1.1TheOpportunities......................................................................................... 14 6.1.2TheThreats................................................................................................... 14 6.2InternalEnvironment.................................................................................................... 14 6.2.1Strengths....................................................................................................... 15 6.2.2Weaknesses................................................................................................... 15 6.2.3StakeholderAnalysis..................................................................................... 15
CHAPTER SEVEN......................................................................................................................... 167.0 STRATEGIC MODEL....................................................................................................................... 16 7.1StrategicIssuesandPriorities.........................................................................................16 7.2TheStrategicDirection................................................................................................... 16 VISION...................................................................................................................... 16 MISSION................................................................................................................... 16 CORE VALUES........................................................................................................... 16
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7.3GoalsandObjectives......................................................................................................17 7.4TheKeyResultAreas...................................................................................................... 18
CHAPTER EIGHT.......................................................................................................................... 318.0IMPLEMENTATIONOFTHEPLAN.................................................................................................31 8.1ProgrammingApproaches..............................................................................................31 8.1.1TheHumanRights-BasedApproachtoProgramming(HRBA)........................31 8.1.2GenderMainstreaming...................................................................................32 8.1.3StrategicPartnershipandAllianceBuilding....................................................32 8.2HumanResourceManagement......................................................................................33 8.3ChangeManagement..................................................................................................... 33 8.4OrganizationalStructure.................................................................................................34 Organogram.............................................................................................................35
CHAPTER NINE........................................................................................................................... 369.0RESOURCEFLOWS.......................................................................................................................36 9.1FinancialManagement...................................................................................................36 9.2Assumptions,RisksandMitigatingMeasures...............................................................36 9.2.1.KeyAssumptions............................................................................................37 9.2.2MainRisks.......................................................................................................37 9.2.3.RiskManagement..........................................................................................37 9.3.AccountabilityforMitigationMeasures........................................................................ 37
CHAPTER TEN............................................................................................................................. 3810.0MONITORING,EVALUATION(M&E)ANDREPORTING..............................................................38 10.1PurposeofM&E............................................................................................................38 10.2KeyAudiences...............................................................................................................38 10.3TheResultBase.............................................................................................................38 10.4Monitoring....................................................................................................................38 10.5Evaluation.....................................................................................................................38 10.6Reporting......................................................................................................................39 10.7RolesandResponsibilities.............................................................................................39
APPENDICES.......................................................................................................................................40ANNEX1:AnnualWorkPlanandBudget2009-2010........................................................................40ANNEX2:StakeholderAnalysis...........................................................................................................56
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ABBREVI ATIONS AND ACRONYMS
CBO Community Based OrganizationsCDF Constituency Development FundCIPEV Commission on Investigation of Post Election Violence or Waki CommissionCSOs Civil Society OrganizationsECOSOC Economic, Social and Cultural RightsFBOs Faith Based OrganizationsGJLOS Governance, Justice, Law and Order Sector Reform ProgrammeGoK Government of KenyaHRBA Human Rights Based Approach to DevelopmentHRE Human Rights EducationICT Information, Communication Technology IEC Information, Education and Communication IDPs Internally Displaced Persons INGO International Non-Governmental OrganizationsIREC Independent Electoral Review Commission (Kriegler Commission)KACC Kenya Anti-Corruption CommissionKNCHR Kenya National Commission on Human RightsKRA Kenya Result AreasLATF Local Authorities Transfer Fund LNGO Local Non-Governmental OrganizationsLSK Law Society of Kenya MER Monitoring, Evaluation and ReportingMDAs Ministries, Departments and AgenciesMDGs Millenium Development GoalsM&E Monitoring and EvaluationMIS Management Information SystemMoJNCCA Ministry of Justice, National Cohesion and Constitutional AffairsMoU Memorandum of UnderstandingMTP Medium Term PlanNALEAP National Legal Aid and Awareness ProgrammeNGOs Non-Governmental OrganisationsNHRIs National Human Rights InstitutionsOHCHR OfficeoftheHighCommissionerforHumanRightsOVIs ObjectivelyVerifiableIndicatorsPC Performance ContractingPCSC Public Complaints Steering CommitteePLWHA Persons Living With HIV/AIDSPM&E Participatory Monotoring and EvaluationPWD Persons With DisabilityRBM Result Based Management RBA Rights Based ApproachesSMART Specific,Measurable,Achieveable,ReliableandTimely
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ACKNOWLEDGEMENTS
The Kenya National Commission on Human Rights (KNCHR) wishes to acknowledge and most sincerely thank all those who were involved in the process of the development of this Strategic
Plan.
Secondly, we sincerely thank all those who in one way or another helped in conceptualization, development and drafting of this Strategic Plan. We especially wish to acknowledge MoJNCCA throughtheGovernance,Justice,LawandOrderSector(GJLOS)ReformProgrammeforthefinancialsupport in the development process and CIDA for providing funds for publication and launch of the Strategic Plan. We wish to appreciate the technical support from Consultancy Development Africa (CDA) in guiding the process in the initial stages and Mr. Situma Mwichabe whose guidance led to thefinalizationoftheprocess.
We finally appreciate the staff and commissioners whose commitment and teamworkmade theprocess a success.
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The Kenya National Commission on Human Rights (KNCHR) adopted a very consultative and participatory process in development of this Strategic
Plan with input from all stakeholders from within the Commission and outside partners. This approach has increased the ownership of the document by the commission. The completion of this Strategic Plan is an important milestone for the commission at large in moving toward realization of its mandate.
The development process commenced with constitution of an internal technical working committee to spearhead the process.
The steps taken in development of the Strategic Plan included the following; review of the first Strategic Plan for the period 2004-2009 and other relevant documents to tease out past experiences, challenges faced and lessons learnt; analysis of the strengths, weaknesses, opportunities and threats (SWOT) of the Commission to identify strengths and weaknesses and look for opportunities to enhance the growth of the Commission. It further included consultative meetings with various stakeholders to solicit their inputs and participation.
The Commission believe that the process is as important as the outcome.
The purpose of the strategic direction for this plan is manifold. First is to give strategic direction to the Commission for its operations over the next four years spelling out how resources; human, financial and material should be utilized in the most effective and efficient manner to realize the KNCHR Vision, Mission and Mandate. Second the Strategic Plan will provide a framework for resource mobilization from Government, Development Partners and the corporate sector in order for the Commission to achieve its strategic goals. Third is to provide an arsenal of mechanisms to be used to direct the operationalization process, assist the Commission organize its delivery process and track performance through regular monitoring, evaluation and reporting processes.
The Strategic Plan 2009-2013 will be operationalised through Annual Operational Plans guided by the four key result areas. A clear monitoring, evaluation and reporting mechanism with clear inputs, outputs, outcomes and impact indicators has been developed. Finally, a pre-implementation evaluation for bench-marking will be carried out followed by a mid-term evaluation and post-evaluation at the end of the strategic period.
In the process of developing the Strategic Plan 2009-2013, there has been changes and shift of emphasis on programming work. Different strategies of change management models will be adopted to implement this new programmatic direction with full participation of Commissioners and Staff. Staff training and development through formal training outside the Commission, coaching and mentoring processes will be an integral part of managing this change and also to implement this Strategic Plan over the next four years. Specific skills gaps which exist in areas such as monitoring and evaluation, report writing, fund-raising and Information Communication Technology(ICT) skills will be provided as an essential input to the realization of the Commission’s goal.
Over the four years of the Strategic Plan period, strategic partnerships building, formation of alliances and linkages with like-minded actors will be the main vehicle through which the plan will be delivered to enhance protection and promotion of human rights in Kenya. A stronger link will be built with the parent ministry, Ministry of Justice, National Cohesion and Constitutional Affairs(MoJNCCA) and other government ministries and departments to mainstream human rights in their programming work aimed at realizing Vision 2030. More concerted efforts will be put in building stronger and complementary linkages with strategic government agencies and parliament to enhance the overall effectiveness of the Commission and to attract more funding for realization of this plan.
Finally, I thank all Commissioners and staff members for the job well done. I am grateful to all stakeholders who supported the process to the end. However, the challenge ahead for all of us is to ensure the delivery of this plan so as to improve on the protection and promotion of human rights across the country.
Mohamed Konso Hallo,COMMISSION SECRETARY/ CHIEF EXECUTIVE OFFICER
PREFACE
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FOREWORD
This Strategic Plan is the second one since the establishment of The Kenya National Commission on Human Rights (KNCHR) in
2003. The first Strategic Plan 2004-2009 did an excellent job of laying a firm foundation for the Commission as the foremost public agency in the promotion and protection of human rights in Kenya. The first 9 Commissioners and subsequent Commissioners together with staff steered the Commission to greater heights making it one of the most vocal and outstanding defender of rights. It also distinguished itself in speaking out and carrying work on issues of governance that have a direct bearing on the rights of Kenyans. Indeed, one of the core values most understood and jealously guarded by all at the Commission is that of independence, which enables the Commission to act in the best interest of citizens as opposed to being beholden to external influences and agendas such as government, private companies, political parties, non-governmental organizations or activists. In its endeavor to speak out and deal with issues of national concern, the Commission has not always found sympathy with various parties, indeed there still exist confusion on the part of the public and even some government agencies on the identity of the Commission with some assuming that it is a Non Governmental Organization(NGO).
In the Strategic Plan period 2009-2013, the Commission intends to make clearer its mandate to the Kenyan public, and engage more constructively with key government agencies as well as parliament and Civil Society Organizations(CSOs) to ensure greater enjoyment and realization of rights for all people in Kenya.
As a body created by a statute in compliance with the United Nations developed Paris Principles on National Human Rights Institutions, KNCHR is expected to play both a watchdog and advisory role to the state with regard to the promotion and protection of human rights. The creation of a national institution by the state is a significant and concrete step toward the realization of rights by citizens. While embracing its role as a watchdog, the Commission from its inception has always understood and believed that progress towards making Kenya a human rights state is a collective effort and in this regard expects that the state as the primary duty bearer ought to provide leadership and facilitation through resources and a conducive environment.
The Commission also expects that the civil society will play a complementary role with the Commission in terms of interventions that promote and protect rights including monitoring government performance. On its part, the private sector must commit to promoting social justice and equity, while faith based organizations must continue to mobilize the conscience of citizens individually and corporately to nurture and practice those values and practices that support a culture of respect of and protection of the rights of all.
The media in Kenya has to a large extent played a commendable role in promoting human rights standards and principles through bold and forthright reporting, thereby expanding the democratic space and providing opportunity for citizens and journalists to air varied views and opinions on issues of governance. We expect that during the Strategic Plan period the Commission will deepen and expand strategic partnerships with all likeminded stakeholders to enhance the realization of rights particularly the most vulnerable citizens.
Of great significance is the context within which this Strategic Plan has been developed; no doubt Kenyans have debated and struggled for governance, constitutional and institutional changes for decades with some significant successes here and there such as the return to pluralism. Indeed, our
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first Strategic Plan was developed during a very euphoric phase of our evolution as a nation. With the replacement of the independence liberation party KANU as the ruling party and the new ruling party NARC heavily populated with erstwhile opposition members, human rights activists and reform advocates it was not a wonder that Kenyans were rated some of the most optimistic persons in the world. Clearly the dream and desire that Kenya becomes a human rights state seemed achievable even if on the long-term. However the events leading to the handling of the constitutional process which had been inherited from the KANU government and particularly the disastrous consequences of the referendum process in 2005 which required citizens to answer yes or no to a whole document whose various contents could not elicit a single endorsement or rejection resulted in a deeply divided and polarized nation.
Subsequently, the post-2007 election violence could easily be described as an overflow of the pent up frustrations of Kenyans finding an outlet. The massive violence that occurred bared Kenya’s underbelly. The happenings in Kenya were particularly painful to the Commission as it had previously monitored by-elections as well as the referendum and had consistently warned against the prevalence of violence as well as hate speech and other stereotyping of communities as part and parcel of our electoral processes. To this end, the Commission spearheaded the development of a bill on Hate Speech; it also facilitated visits for members of the 9th parliament to Rwanda to learn first hand what impact hate speech and negative ethnicity can have on a country. Additionally, the Commission in its political accountability work monitored the misuse of government resources by the incumbent to the detriment of the opposition.
To its credit and in line with its mandate, the Commission rose to the occasion and was part of the body of Kenyans who joined in calling for peace, justice and an end to the violence. At great and serious risk to its members, the Commission took the unprecedented decision to deploy all staff and Commissioners to document and investigate the massive violations as they were unfolding. Again to date, the Commission is the only permanent public body that has released a report on its findings on the PEV. Indeed the Commission shared a great deal of its information and resources with the Commission of Inquiry into the Post Election Violence (CIPEV) as well as making a presentation before the Kriegler Commission.
As we embark on this strategic period, I have no doubt that in spite of the various challenges that the KNCHR together with its partners the most critical being its gallant and committed staff face, it will continue to deliver on its mandate and more significantly that it will reach more Kenyans with its services.
Florence Simbiri-JaokoCHAIRPERSON, KNCHR
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EXECUTIVE SUMMARY
The Kenya National Commission on Human Rights (KNCHR) is an independent National Human Rights Institution(NHRI) established under the Kenya National Commission on Human Rights Act, 2002 with the
mandate of promotion and protection of human rights in Kenya. The Commission is established in accordance with the United Nations approved Paris Principles and was operationalised in July 2003 with the appointment of the first nine Commissioners.
This is the second Strategic Plan of the Commission since its inception. In developing this current Strategic Plan, the commission has taken into account lessons learnt in the previous Strategic Plan 2004-2009. To enhance effective and efficient implementation of the Strategic Plan, the Commission has developed an organizational structure that will enhance synergy, collaboration and management of information effectively within programmatic work and at policy level.
The Commission has in the past adopted a human rights-based approach to programming and seeks to strengthen the same in the new plan. Under this approach all the Commission’s progammes will be focused on realization of all rights that accrue to individuals by virtue of being human. The Commission’s programmes will include the Human Rights–Based Approach (HRBA) principles as the foundation for its interventions. These principles are: Universality and Indivisibility, Equality and Non-discrimination; Participation and Inclusion, Accountability and Respect for the Rule of Law and Sustainability. The Commission will also use Gender Mainstreaming strategy to infuse and or integrate gender within all its programmes and activities.
The National Commission has been successful in many respects over the last six years. Some of the results achieved include the following: The strategic conceptualization of human rights in their interdependences led to the focus of all
generations of Rights. The Commission led the way in making the recognition of all Rights as equal. The Commission has made progress in creating mutually reinforcing relationships with CSOs and has
strong linkages with many national organizations. In addition, the Commission’s relationships with the Ministries, Departments and Agencies (MDAs) of GJLOS have resulted in greater appreciation of the Commission’s work over time.
There is a sustained effort to serve the poor and the marginalized in all its interventions. For example the Malindi Public Inquiry on Human Rights Violations, reports on Behaving Badly and Living Large series that have focused on profiling the wastage of public resources.
The Government of Kenya(GoK) has been undertaking a series of reforms aimed at enhancing quality, efficiency and transparency in service delivery by public sector institutions. Among the key reforms is the Results Based Management (RBM) generally and Performance Contracting (PC) in particular, which have Strategic Planning as the main point of reference. As indicated in the “General Guidance and Direction for Negotiating the 2007/08 Performance Contracts,” the “Strategic Plan is the cornerstone for the design and development of a performance contract” in public sector institutions.
Kenya faces numerous challenges including global trends such as the current financial and economic crisis; the growing protectionism within the corporate governance spheres of developed countries; regional geopolitics from the failed state in Somalia to the internal wars in Ethiopia and Sudan that infringes on Kenyan security among others.
At the national level, the human rights situation has been in the balancing act. There has been progress in protection and respect of human rights in the recent past including; increase in awareness among the general public on human rights; establishment and implementation of various institutions such as the, KNCHR, the Public Complaints Standing Committee, the National Legal Aid and Awareness Programme(NALEAP), as well as the Kenya Anti-Corruption Commission (KACC) and significant progress in signing and ratification of international treaties and conventions as well as regular reporting on its treaty obligations. At the same time there are still human rights problems that have to be surmounted including poverty and inequality, historical injustices, impunity and negative ethnicity.
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There are opportunities through Kenya’s current development framework, Vision 2030 which aims at transforming Kenya into a newly industrialized middle-income country providing a high quality life to all its citizens by the year 2030. This will be achieved through three pillars namely: political, social and economic pillars. Underpinning these pillars are the key principles of equitable social development, people centeredness, accountable and democratic leadership which resonates well with the human rights approach to development. The contribution of the Commission to Vision 2030 and the Medium Term Plan (MTP) will be made by focusing its activities on monitoring compliance to human rights standards in the implementation of the MTP, including the extent to which economic, social and cultural rights are respected as part of our contribution to poverty reduction, as well as through capacity building for public officers, non-state actors and citizens on their responsibilities for human rights. The Commission will also focus on more specific initiatives especially in the social and political pillars that relate to enhancing equality; security sector reform; and adherence to the rule of law and access to justice; achievement of Millennium Development Goals (MDGs); constitutional, legal and institutional reforms among other key initiatives spelt out in the Agenda 4 of the National Accord.
Our key stakeholders include individuals, groups, communities, companies and government institutions whose actions in one way or the other affect our enjoyment of human rights in the country. They are also affected directly and indirectly by the actions of the National Commission due to mutual interaction, claimants and those that the Commission depends on for the full realization of its mission.
The current strategic direction focuses on the following thematic areas guided by the Vision, Mission and Goal of the Commission:
Our Vision A nationally and globally respected public institution providing leadership in human rights. Our Mission To enhance the protection and promotion of human rights in Kenya through strategic programming and partnerships.
Our Goal To increase respect for and greater enjoyment of fundamental human rights in Kenya.
Immediate Objectives are: Promote greater adherence to the rule of law, Advocate for increased compliance and adherence to human rights principles and standards Enhance protection of human rights through investigation, redress and referrals. Promote human rights through public education
Key Result Areas (KRAs) are: Reduced systemic human rights violations, Increased application of human rights principles and standards in implementation of Agenda 4 of the
National Accord Increased knowledge and practice on human rights principles and standards in public and private spheres,
and Organizational growth and development
These Key Result Areas will be realized through a four year action plan that will cost over Kshs. 1,751,596,056. In the first financial year (2009/2010), the Commission will need about Kshs. 366,784,000. In order to effectively monitor the implementation progress as well as evaluate the results and impacts; the Commission has put in place a Monitoring, Evaluation and Reporting(MER) Framework which clearly spells out the purpose for undertaking M&E; the key audiences of the information flow (both vertically and horizontally); the use of the result chain (outputs, outcomes, impacts) and their indicators as the tools for measuring results. A format for reporting progress and impact evaluations has been agreed upon. There is also a clear division of responsibilities with staff, senior management, Commissioners and stakeholders.
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CHAPTER ONE
ABOUT KENYA NATIONAL COMMISSION ON HUMAN RIGHTS
The Kenya National Commission on Human Rights (KNCHR) is an independent National Human Rights Institution(NHRI) established by an Act of Parliament. Its core mandate is to further the
protection and promotion of human rights in Kenya. Many countries in the world have similar bodies which are created as a strategy towards the better protection and promotion of human rights.
1.1 BackgroundKNCHR became operational in 2003. It succeeded the Standing Committee on Human Rights established in 1996 through presidential decree, and which lacked in independence.
The Commission consists of nine Commissioners and the Secretariat. The Commissioners are nominated by the National Assembly and appointed by the President. They are engaged on a full time basis. Commissioners enjoy statutory security of tenure. They elect the Chairperson and Vice Chairperson from amongst themselves. While the tenure for Commissioners is five years, the initial appointments were staggered over three, four, and five years to give the National Commission continuity.
The Secretariat is composed of the Secretary, who is appointed by the Commissioners and serves as the Chief Executive Officer, and members of staff.
The Commission is not subject to the authority or control of any person or authority in the performance of its functions. It values and strongly safeguards its independence. The Commission sets its own priorities, and determines how to use the resources allocated to it. It hires and manages its own staff. At the cabinet level, the Commission is placed under the Ministry of Justice and Constitutional Affairs. The formal relationship and interaction between the Commission and the Minister is mediated by the Act.
The Commission is required to submit its annual estimates of expenditure to the Minister for approval. Its annual and special report is presented to the President and the National Assembly through the Minister. The Commission may make regulations in the nature of subsidiary legislation with the approval of the Minister.
1.2 MandateThe Commission plays two key broad mandates. Firstly, it acts as a watch-dog over the Government in the area of human rights. Secondly, it plays a key leadership role in moving the country toward a human rights state.
1.3 FunctionsThe functions of the KNCHR are set out in Section 16 of the Act. These are: To investigate, on its own initiative or upon a complaint made, the violation of any human
rights; To visit prisons and other places of detention or related facilities to assess and inspect the
conditions under which inmates are held; To inform and educate the public about human rights for the purposes of enhancing respect for
human rights;
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To recommend to Parliament effective measures to promote human rights; To formulate, implement and oversee programmes intended to inculcate citizens’ awareness of
their civic responsibilities and appreciation of their rights and obligations; To act as the Chief Government agent in ensuring the Government’s compliance with its
obligations under international and regional treaties and conventions on human rights; To encourage the efforts of, and cooperate with other institutions working in the field of human
rights for the purposes of promoting and protecting human rights; and To perform such other functions as the Commission may consider necessary for the promotion
and protection of human rights.
The Commission has the powers of a Court under section 19(1) to: Issue summons or other orders requiring the attendance of any person before it, and the
production of any document or record relevant to any investigation by the Commission; Question any person in respect of any subject matter under investigation by the Commission;
and Require any person to disclose any information within such person’s knowledge relevant to any
investigation by the Commission.
The Commission has powers under Section 19 (2)of the Act to provide remedies where there is a human rights violation, including: The release of any unlawfully detained or restricted person; The payment of compensation; and Any other lawful remedy or redress.
When carrying out investigations, the Commission can: Summon and enforce the attendance of any person for examination Require the production of any document; and Subject to the Official Secrets Act, requisition any public records or copy from any public
servant.
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CHAPTER TWOKENYA’S DEVELOPMENT CHALLENGES: GLOBAL, REGIONAL
AND NATIONAL
2.1 The Global, National, Local Trends and Frameworks.
Kenya is faced with a number of challenges at the international, regional and national levels as acknowledged in the Vision 2030 which the Commission has taken account of in drafting this
strategic responses.
2.1.1 Global ChallengesThe current global financial and economic crisis will undoubtedly impact negatively on the realization of economic and social rights in the country as a result of decreased revenues from exports and the tourism sector, a decline in remittances from the diaspora as well as declines in foreign investment and aid. Analysts forecast that pledges to developing countries like Kenya to achieve the Millennium Development Goals(MDGs) are unlikely to be met1 .
Other external shocks such as the trend of increasing food prices (which are predicted to persist for a number of years2 ) though likely to benefit farmers, are likely to adversely affect the livelihoods of the urban poor who largely depend on markets for food supplies. In an already food deficit country, this will certainly complicate the situation of food security touching off consequences that will affect the human rights situation adversely.
The international focus on security and terrorism is likely to be sustained into the foreseeable future. The war on terror raises three major human rights concerns as governments justify repressive policies to counter, manage, pre-empt terrorist threats- torture, extra-ordinary renditions, arbitrary detentions and denial of a fair trial. Kenyans are painfully aware that the threat of terrorism is real having experienced two major terrorist attacks where hundreds of innocent citizens were either killed or seriously injured. The challenge for the Commission then becomes one of striking a balance between human rights protection and security, and being vigilant so that measures taken do not infringe on the right to due process and liberty of person.
2.1.2 Corporate Governance.An important facet of the global economic crisis relates to corporate conduct and market regulation. In the recent past, governments in Europe, Japan and the US have had to step in to stabilize markets as a way of insulating the global economic system from collapse and also to insulate citizens from the adverse effects of the economic forces and actors.
Globally, governments will likely become more protectionists, something experts have cautioned against, but also more likely to lower human rights standards for business. The latter is a key concern for the commission as foreign investors may put pressure on the Kenya government which is all keen to welcome new investors. The Commission will therefore enhance its monitoring capacity while also working with business and relevant government agencies to build their capacity for delivering on human rights.
1Institute of Development Studies. The Impact of the Global Financial Crisis-The Impact in Kenya. Nov 2008. 2Time Feb 27, 2008.The Worlds Growing Food-Price Crisis, by Vivienne Waly.
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2.1.3 Regional Challenges.The geopolitics of the Horn of Africa and the East and Central African regions generates unique political, economic, social and humanitarian dynamics that affect the situation of human rights in all these countries in various ways. The Somali statelessness, the war in Sudan, state building challenges in Southern Sudan, tensions between Ethiopia and Eritrea and more recent Somali- pirate attacks will remain key issues of concern in the foreseeable future in terms of their potential for impacting Kenya’s security, trade and refugee movements.
Encouraging though are the on-going regional integration efforts which offer enormous opportunities for the realization of economic and social rights for Kenyans. For example they provide opportunities to meet the challenge of food security through exploiting the diversity in the region. A united East African Federation also has the potential to considerably reduce the impact of the negative ethnicity that currently afflicts Kenya. Greater regional integration will however come with challenges and complexity in issues of land and labour.
2.2 The Human Rights Situation in Kenya.
2.2.1 Progress MadeSome of the progress that has been made in relation to human rights in the last six years include the following: Increase in awareness among the general public on human rights thus increase in the use of
rights language. Establishment and implementation of various institutions such as the KNCHR, the Public
Complaints Standing Committee, the National Legal Aid and Awareness Programme(NALEAP), as well as the Kenya Anti-Corruption Commission(KACC).
The development of the Vision 2030 includes aspects of economic, social and cultural rights thus there have been improved profiling of human rights issues.
Significant progress in signing and ratifying of international treaties and conventions as well as regular reporting on Kenya,s treaty obligations.
2.2.2 The Core Problems Being Addressed.
a) Poverty and InequalityPoverty and inequality continue to be some of the key human rights challenges that the country faces. Even though overall poverty in the country declined from 52.2% to about 46% between 1997 and 2005/06, disturbing regional disparities persist - poverty incidence (measured by the headcount index) varied from 10.7% in Kajiado North to 96.9 % in Turkana Central constituency3. The KNCHR will therefore have to engage these twin concerns creatively to address the root causes recognizing that they are crucial in achieving the MDGs.
The violence that followed the disputed December 2007 Presidential elections brought to the fore unresolved fundamental challenges that the country continues to face. The KNCHR report ‘On the Brink of the Precipice: A Human Right Account of Kenya’s Post Election Violence’, as well as those of the Independent Review Commission on Elections (IREC) and the Commission of Inquiry into Post Election Violence (CIPEV) provide pointers to the challenges which Kenya needs to boldly confront. The Commission will be at the center of all these issues.
3 Kenya National Bureau of Statistics- Constituency Report on Well-being in Kenya
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b) Historical InjusticesUnresolved historical injustices are a major grievance issue in Kenya. Many of the injustices are associated with land and have their roots in colonialism. The colonial government alienated most of the agriculturally productive land particularly in Rift Valley and Central Provinces for settler agriculture thereby generating a large number of squatters. Settlement schemes ostensibly established to deal with landlessness appear to have worsened the problem as land did not necessarily revert to those who had lost it.
The land question is at the center of the contradictions between citizenship rights and indigenous discourses in the multi-ethnic parts of the country. Whereas the Kenyan constitution recognizes the rights of every citizen to live and own property anywhere in the country, it coexists with the social political reality that membership to an ethnic community grants access to certain rights, particularly with regard to land ownership.
Where civic rights have opened the doors for acquisition of land, they have often come into collision with the rights granted by ethnic citizenship. Failure by successive governments to decisively resolve the land question means that the issue will remain on the human rights agenda into the foreseeable future.
c) ImpunityImpunity has taken root in many spheres of public life undermining the democratic pillar of respect for the rule of law. In many ways impunity has sent the dangerous message to Kenyans that there are no consequences for breaking the law.
The deployment of political violence during elections is not new. Following the restoration of multi-party politics in early 1990s, violence broke out in the Rift Valley targeting communities perceived to be opposition supporters. It left an estimated 1500 Kenyans dead and about 300,000 displaced by the time it abated in 19944. The violence recurred during and after the 1997 elections this time spreading to the Coast Province. Investigations by a Parliamentary Select Committee (The Kiliku Committee) and a Judicial Commission of Inquiry (Akiwumi Commission) as well as those by civil society groups identified senior politicians who perpetrated the violence- to date none has been prosecuted or punished.
Similar examples of impunity can be cited with regard to grand corruption- the country is yet to witness the key perpetrators of mega- scandals being brought to book. The same applies to political assassinations where families of victims have not had closure as the cases were not resolved.
Addressing impunity in all its manifestations will require political commitment and leadership and citizens’ determination. The Commission’s will continue holding accountable those responsible for undermining the respect for the rule of law while also working with relevant institutions to build their capacity to deliver on their human rights responsibilities.
d) Negative Ethnicity Kenya’s ethnic diversity should be celebrated. Instead, by giving rise to ethnic-based5 discrimination it has become one of the challenges the country must confront. Ethnic polarization has been worsened by political entrepreneurs who mobilize by playing on ethnic related grievances and insecurities.
4Africa Watch, Divide and Rule (1993) 5Ethnic group refers to the various tribes in Kenya while negative ethnicity refers to the practice of discrimination against another based on their tribe
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Based on past experience, many view the ascendancy of their own ethnic kin to the presidency as the best assurance of access to rights especially economic ones. Efforts to counter ethnic jingoism will be a key area of focus by the Commission.
e) Constitutional and Institutional Reforms The need for comprehensive reform of the Kenyan Constitution will no doubt remain in the radar of the human rights movement in Kenya. Following the near collapse of the state in early 2008 and the subsequent formation of a coalition government, consensus on a new constitutional dispensation seems likely. Some key issues needing urgent attention are the bill of rights, the winner take-all election system, constituency sizes and boundaries and the equitable allocation of resources and public sector jobs.
Kenya also faces a crisis of confidence in its key institutions of governance. The independence, professionalism and credibility of institutions such as the Electoral Commission, the Judiciary, the Police and the Office of the Attorney General has been seriously questioned following their perceived complicity in repression and other acts of denial of human rights. Corruption, thought to be rife in these institutions, has also put to doubt their efficient functioning. The impending reforms of these institutions will therefore remain central to the Commission’s work.
f) InsecurityInsecurity continues to be a major human rights concern. Increased militarization of society and organized crime with militias such as Mungiki, Taliban, Chinkororo and Sabaot Land Defence Forces (SDLF) among others have regrettably build capacity to unleash widespread violence against society. Cases of mob violence or mob justice have also been on the rise while state response to such criminality has severely undermined the right to life. Threats to human rights defenders have also increased. The human rights movement and the KNCHR in particular will have to face this challenge of advocating for the security of citizens while also demanding the effective management of criminality.
g) Citizenship EducationIn one of the most indicting findings by IREC following the post election violence, the chair, Justice Kreigler pointed out that while the Electoral Commission mismanaged the election process, Kenyans themselves were no better. In what IREC calls ‘wider responsibility’ they found that “…though the ECK is primarily responsible for the flaws in the 2007 general elections, Kenyan society has long condoned, if not actively connived at, perversion of the electoral process”. This clearly points at the lack of internalization of responsible citizenship on the part of Kenyans. For human rights to be respected and sustained, both duty bearers and claim holders must bear their responsibilities. The KNCHR will focus more strongly on human rights education with a view to building citizens’ knowledge and capacity for claiming and respecting rights.
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CHAPTER THREE
KENYA’S DEVELOPMENT AGENDA: THE VISION 2030 AND THE MDGs
3.1 Background
Over the years, Kenya’s development agenda has, albeit with mixed successes, aimed largely at reducing poverty and its debilitating consequences while also building a strong economy.
Currently the country’s new development blueprint dubbed Vision 2030 aims at transforming Kenya into a newly industrializing ‘middle-income country providing a high quality of life to all its citizens by the year 2030”. Importantly too, the Vision 2030 plan is also expected to pay attention to MDGs which pay particular attention to elimination of extreme poverty; universal primary education; gender equality, reduction in child mortality; improvement in maternal health; lower HIV/AIDS and major disease incidence; environmental sustainability; and better partnerships with international development partners.
The Vision 2030 is to be achieved through consistent Medium Term Plans (MTP) 5-year development plans starting with the 2008-2012 period. These plans are anchored on the economic, social and political pillars each of which identifies crucial flagship ‘projects’ which are expected to ‘set pace for vessels behind them.’
Underpinning these pillars are the key principles of equitable social development, people centeredness, accountable and democratic leadership which resonates well with the human rights approach to development.
3.2 The Economic Pillar.The economic pillar is expected to sustain the economic growth at 10% p.a. for the next 25 years. To achieve this current macro-economic stability must be maintained and bottle necks such as low savings to GDP ratio, poor infrastructure and high energy costs must be dealt with among other critical problems. Sectors to be given priority include; tourism, agriculture, trade, manufacturing industry and the financial sector 3.3 The Social Pillar.As a basis of transformation of our society, this pillar aims at investing in the people of Kenya by maintaining a just and cohesive society that enjoys equitable social development in a clean and secure environment with hope for future generations. Key sectors of emphasis include; education, health, environment, housing, gender youth and vulnerable groups, equity and poverty elimination and science and technology innovation.
3.4 The Political Pillar. This pillar envisions “a democratic political system that is issue-based, people-centered, result oriented and accountable to the public’. It expects to realize a system that reflects the aspirations and expectations of its people; one that promotes national cohesion and promotes leadership that is accountable to the people of Kenya. To achieve this, strategic areas of focus will be on fostering the rule of law applicable to human rights -respectable state, institutionalization of issue based electoral and political processes, achieving democracy and public service delivery, transparency and accountability and pursuing the establishment of security for all persons, peace building and conflict management.
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3.5 Human Rights CommitmentMajor concerns and issues of human rights are included in the Vision 2030 in specific priority areas such as achievement of MDGs as well as in broad statements such as the avowal to making Kenya a ‘rights respecting state’. Importantly too, the strategic initiatives identified across all the economic, social and political pillars of Vision 2030 suggest, albeit indirectly in some instances, the commitment to the principles of human rights-based approach to development which include policy and operational actions that aim at ensuring that economic and political governance, political conduct, investment, resource allocation, delivery of services, and generally the management of all public affairs will adhere to the principles of accountability, non-discrimination, participation and empowerment.
It is therefore clear that with its mandate of facilitating the protection and promotion of human rights in Kenya, KNCHR will have an important role to play in enhancing the realization of the Medium Term Plans as well as the eventual goals of Vision 2030 as will be demonstrated in the next chapter.
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CHAPTER FOUR
THE COMMISSION’S ROLE IN THE KENYA DEVELOPMENT AGENDA
4.1 Linking the Mandate of the Commission to Vision 2030
The Vision 2030 being the country’s new development blue print that aims at transforming Kenya into a newly industrializing, middle income country providing a high quality life to all citizens by
the year 2030 will be at the centre stage of the Commission’s programming. The Commission will do this by ensuring respects of human rights of all and paying attention to both outcome and processes.
4.2 Role of the Commission in the Medium Term Plan 2008-2012The Commission has the statutory mandate of acting as the chief advisor of government on matters relating to compliance to international and regional human rights conventions. The Commission is also responsible for the following: facilitating the protection and promotion of human rights through various initiatives such as human rights education to the public as well as other actors, investigating complaints of violations of human rights, issuing of human rights compliance advisories and recommendations to state and non-state actors, monitoring and issuing special and annual state of human rights report upon which government bodies should act, undertaking advocacy around various human rights themes, profiling economic, social and cultural rights among others.
Consequently, the contribution of the Commission to the Vision 2030 and the MTP will be made on the basis of its mandate. Actions will be focused on monitoring compliance to human rights standards in the implementation of the MTP, including the extent to which economic, social and cultural rights are respected as part of the Commission’s contribution to poverty reduction, as well as through capacity building for public officers, non-state actors and citizens on their responsibilities for human rights.
The Commission will also focus on more specific initiatives especially in the social and political pillars that relate to enhancing equality; security sector reform; and adherence to the rule of law and access to justice; achievement of MDGs; constitutional, legal and institutional reforms among other key initiatives spelt out in Agenda 4 of the National Accord.
4.3 Programmes and ProjectsThe Commission will organize its programmatic interventions around four strategic objectives namely: Promoting greater adherence to the rule of law; Advocating for increased compliance and adherence to human rights principles and standards ; Enhance protection of human rights through investigation, redress and referrals; and Promote human rights through public education.
Flagship Projects for 2009-2013.The projects within the Commission for this period will be derived from the Key Result Areas identified below: Reduced systemic human rights violations; Increased application of human rights principles and standards in legal and governance
reforms; Increased knowledge and practice on human rights principles and standards in public and private
spheres; and Organizational growth and development.
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Ongoing projects will be re-oriented in line with the Key Result Areas taking into consideration on-going initiatives relating to the implementation of Agenda 4 of the National Accord and the flagship projects under the political pillar which include constitutional initiative, judicial and legal reforms, the security and policing reform initiative, and building a culture of voluntary compliance with the norms spelt out in Vision 2030.
The following will be the key areas of focus for the Commission.
a) Constitutional and Legal Reform: The Commission will undertake activities aimed at contributing to the securing of human rights aspects in the constitution as well as reviewing and developing advisories on reforms in the security and justice sectors.
b) Human Rights Education: Capacity building for state obligations and non-state actors on their responsibility for human rights as well as general human rights education on human rights principles and standards will be undertaken to ensure that both duty bearers and claim holders recognize their particular responsibilities and act accordingly. This is a critical part of the Commission’s work given the various reform initiatives that will be going on during this Medium Term Plan (MTP) period–the truth justice and reconciliation process, constitutional reform, national census, Universal Peer Review, elections related reforms among others.
c) Adoption of Human Rights Standards by State and Non State Actors: The Commission recognizes that enhancing the protection, promotion and fulfillment of human rights is a multi-stakeholder responsibility. Consequently, key institutions will be identified for review and encouragement to embrace human rights standards and practices.
d) Redress for Human Rights Violations: The Commission has statutory powers to determine and provide redress on cases of human rights violations heard through its Complaints Hearing Panels. Cases with a potential to develop human rights jurisprudence and settle systemic violations will be investigated and effective redress recommended. Through related initiatives, institutions prone to human rights complicity such as the police, some corporate actors, will be encouraged and assisted to develop effective redress mechanisms to enable increased number of Kenyans to receive timely redress at the point of violation.
e) Partnerships: The Commission will seek to form partnerships with likeminded public and private organizations including CSOs as a strategy to deliver on its mandate. The Commission will work to integrate human rights principles, values and standards into the workings of all institutions established under agenda 4. It will further work through thematic partners established both at the national and regional levels.
f) Ensuring State Compliance with Human Rights Obligations: To ensure that Kenyans access more protections for their human rights, the Commission will continue to do reviews and advisories to government with the aim of ensuring that state obligations spelt out in new human rights instruments are understood and domesticated.
g) Increased Protection of Economic, Social and Cultural Rights: The Commission recognizes that poverty is the source of most debilitating challenges to the realization of these rights. Consequently initiatives will be undertaken to ensure that these rights are infused in various sectoral policies and laws while also monitoring the state provisioning of such rights and providing advisories. Public education of these rights will also be undertaken to increase their recognition as rights that citizens can and should demand from government.
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h)Addressing Inequality and Discrimination: An underlying commitment across all the flagship projects during this MTP is the need for ensuring that inequality-regional, group and, gender-is reduced. A key grievance during the period leading up to the post election violence was that the government had been discriminatory in the way public resources were shared, how representation of the various groups was reflected in the electoral system as well as in public appointments. Non-discrimination is a foundational principle of human rights. The Commission will therefore support the flagship goal of reducing inequality by identifying systems and practices both in the public and private spheres that contribute to exclusion and discrimination and profile the extreme forms of discrimination with a view to ensuring that official actions are taken.
i) Other National Commission Programmes: Besides the above initiatives that specifically support the various flagship projects, the Commission will undertake other work that relates to dealing with emerging issues of human rights that might call for urgent action and response. Such might arise from the operationalization of the MTP in the areas such as displacements arising out of the flagship projects under the economic pillar, for example the construction of resort cities, roads, and housing.
Other areas of focus relate to the strengthening of the capacity of the Commission to deliver its mandate effectively, that include enhancing its reach across the country, fundraising and attracting and sustaining a competent human resource base.
4.4 Commissions Core ProgrammesThe core programme areas over the next four years period cover the following: Complaints and Investigation Redress Reforms and Accountability Research and Compliance Public Education and Training Regional Outreach and Partnership Building Economic Social Cultural Rights(ECOSOC) Public Affairs and Communication Human Resource Administration Procurement Finance Efficiency Monitoring
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CHAPTER FIVE
SITUATION ANALYSIS AND LESSONS LEARNT
5.1 Lessons learnt from review of 2003-2008 Strategic Plan
In the six years of its operations the Commission achieved the following: Provided legal advice and other support concerning human rights violations. Investigated various human rights complaints with recommendations for redress. Notable
were the investigations of the 2007 post elections violence, inquiries into Malindi salt mines, investigations of the extra judicial killings among others.
Trained and built the capacity of public officers on human rights. Promoted accountability in the use of public resources and in the electoral process. Profiled corruption as a human rights issue. Provided support to the MoJNCCA in preparing the country report under various regional and
international human rights instruments that the country has ratified. Contributed towards the review and development of bills such as the Media Bill, the Prohibition
of Hate Speech and bills on constitutional and electoral reforms. Published various reports and position papers on topical human rights challenges, which have
been used to push for reforms in sectors and areas such as the constitutional review process, penal reform, the right to education, health, food as well as citizenship issues.
Provided leadership in infusion of human rights principles in business. Profiled the use of cultural institutions and structures in the protection and promotions of
rights. Commenced the process of development of National Action Plan on Human Rights.
As a result of the efforts above, the Commission has been successful in delivery of the following outcomes: Strategic conceptualization of human rights in their interdependences led to the focus of all
generations of rights. The Commission has led the way in making the recognition of all rights as equal.
Reinforced relationships with civil society and the media resulting in positive profiling. Enhanced relationships with the Ministries, Departments and Agencies (MDAs) of Governance
Justice Law and Order Sector Reform (GJLOS) that has resulted in greater appreciation of the Commission’s mandate.
Undertook sustained effort to serve the poor and the marginalized in all its interventions. For example the Malindi Public Inquiry on Human Rights Violations, reports on Behaving Badly and Living Large series that have focused on profiling the wastage of public resources.
Profiled corruption as a human right issue in Kenya.
5.2 Challenges The Commission however still faces the challenge of physical accessibility across the country. The Commission has three offices located in Nairobi, Wajir and Kitale; the desired expansion across the country is constrained by limited resources. The challenges encountered are below: The Commission has not fully exploited its quasi-judicial mandate with very few cases being
brought before the Complaints Hearing Panel. This is because the Commission did not from the onset internalize how powerful the panel could be and therefore there has not been sustained effort in preparing cases to bring before it.
The Commission has failed to make itself more accessible to the people of Kenya through additional regional offices. Although this can be attributed to insufficient resources, this continues to present a major challenge to the Commission.
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Implementation of only 40% of the GJLOS work plan was an indication that the Commission is overly ambitious in deciding what it should do or not do6.
Failure to recruit the appropriate staffing levels as projected in the last Strategic Plan leading to insufficient numbers to implement the planned work by the Commission.
Because a broad mandate is required by the Paris Principles, this resulted in over-ambitious work planning thus stretching the available capacity of the Commission and resulting in unsustainable interventions.
Some of the government departments have not appreciated the interventions by the Commission. For example, the sour relationship with the police has not improved over the years.
5.3 Lessons LearntAs part of the Strategic Plan development process, a review of the previous plan was undertaken and the following gaps and lessons are identified: The Commission had largely underestimated on its capacity to deliver on the plan. Over the
past plan period, human and financial resources required to deliver the planned outputs were inadequate with the implications being that these have to be factored in this new planning process.
Physical accessibility to the Commission to all Kenyans has been a challenge in the sense that the Commission has only three offices located in Nairobi, Wajir and Kitale. The new Strategic Plan has taken a deliberate effort to redress this through various outreach strategies and programmes that will see establishment of three new regional offices.
The various programmes of the Commission have been seen to work independently of one another so that there is lack of clarity on how they contribute to the realization of the Commission goals. This has necessitated a shift in the structure of the Commission as reflected in the new plan.
There was a clear weakness in the monitoring and evaluation framework of the Commission, including weak follow through of activities once implemented to assess impact. This will be redressed through the creation of monitoring and evaluation department to direct the Commission.
The work of the Commission in the past six years placed a higher emphasis on civil and political rights with minimal focus on economic, social and cultural rights as well as group rights. Given the high poverty and inequality environment that has been identified as a key national challenge, greater emphasis will be placed on work around realization of economic, social and cultural rights.
The vision of the previous Strategic Plan focused outside the institution. The vision of the new Strategic Plan focuses on KNCHR as an institution.
Core values were not internalized by both staff and Commissioners. Efforts will be made to inculcate core values.
The previous plan lacked SMART (Specific, Measurable, Achievable, and Timely) objectives. Each of the programmes will now have SMART objectives with measurable indicators.
The lessons learnt have influenced the objectives, strategies and/or activities of this Strategic Plan 2009-2013.
6Kenya: Governance, Justice, Law and Order Sector Programme; Kenya National Commission on Human Rights Case Study – Draft Report, Submitted to the fourth joint review meeting
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CHAPTER SIX
SWOT ANALYSIS6.1 External Environment.
The external analysis looked at the environment in which the Commission operates to determine how it will impact on its ability to achieve its vision and mission. During the preparation of
this Strategic Plan, the external impacts were examined ranging from the global, regional to local platforms. The following are the opportunities and threats identified.
6.1.1 The Opportunities. The Kenya National Dialogue and Reconciliation mediated by the Panel of Eminent African
Personalities presents the platform for the Commission to make thematic interventions on key human rights issues
Government initiatives that arose out of the Post election Violence, such as the constitutional reform, the Report of the Independent Review Commission on Elections (The Kriegler Commission) and the Commission of Inquiry into Post-Election Violence (The Waki Commission) as well as the Commission’s own report ‘On the Brink of the Precipice: A Human Rights Account of the Post-2007 Election Violence’ highlight challenges that will need to be addressed.
The Kenya Vision 2030 is pro-human rights thus the Commission is making a significant contribution to Kenya’s development agenda.
In the Coalition Government opposing parties can act as checks and balances against each other.
Advance in technology may open doors on how the Commission can deliver its advocacy, human rights education and social mobilization.
MoJNCCA’s strategic plan provides an opportunity for partnership with the Commission to implement our mandate and have structured engagement. For example Key Result Area No. 4, Fulfillment, respect, promotion and promotion and protection of human rights in Kenya, No. 6, increased access to justice, No. 7, Review of inappropriate and inadequate laws, No. 8, National cohesion and reconciliation.
6.1.2 The Threats Weak implementation of Government initiatives may lead to fresh eruption of violence. There is heightened feeling of ethnic exclusivity. There is lack of faith in institutions that may lead to breakdown of the state. Threats of collapse of the coalition government. Failure to implement the Kenya National Dialogue and Reconciliation on schedule could create
tensions that could result in violence, disunity among the coalition partners etc. Insufficient funding to the Commission could lead to failure to implement the Commission’s
mandate 6.2 Internal EnvironmentThe internal situation analysis evaluated the competencies within the Commission to determine whether it had the requisite capability to achieve its objectives, realize its Vision and Mission. In this regard the analysis focused on its management systems, technical capacity, the number and expertise of its staff, its finances as well as other pertinent factors.
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6.2.1 Strengths.The following strengths were identified: Wide mandate that allows for innovation. Strong statutory framework providing for the Commission’s independence. Independence, credibility and legitimacy. Well qualified multidisciplinary cadre of Commissioners, technical and support staff. Regional and international recognition that has led to the Commission hosting the Secretariat of
African National Human Rights Institutions. Support from the Government and development partners.
6.2.2 Weaknesses.The weaknesses that were identified are: Limited physical accessibility of the commission, which only has 3 offices nationally. Weak internal control systems (Finance, Procurement & Human Resources). Unclear definition of programmatic roles between Commissioners and the Secretariat. Weak programme planning, coordination, and monitoring and evaluation frameworks. Weak information management systems. Inadequate number of staff. Low staff retention. Mandate of the Commission not well understood Weak financial management.
6.2.3 Stakeholder Analysis. In line with the Strategic Plan, KNCHR’s key stakeholders include individuals, groups, communities, companies and government institutions whose actions in one way or the other affect the enjoyments of human rights in the country. It also includes those affected directly or indirectly by the actions of the KNCHR due to mutual interaction, claimants and those that the commission depends on for the full realization of its mission.
Primary stakeholders include direct clients of Commission’s services such State policy organs, development practitioners, minorities and individual complainants.
Secondary stakeholders comprise of groups who are interested in the promotion of human rights in Kenya such as the Judiciary and NGOs.
Tertiary stakeholders include those organizations that collectively provide us with an enabling environment for the Commission to work. They include the parent ministry (MoJNCCA), GJLOS Development Partners and others.
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CHAPTER SEVEN
STRATEGIC MODEL
7.1 Strategic Issues and Priorities
The Government of Kenya has been undertaking a series of reforms aimed at enhancing quality, efficiency and transparency in service delivery by public sector institutions. Among the key
reforms is the Results Based Management (RBM) generally and Performance Contracting (PC) in particular, which have Strategic Planning as the main point of reference. As indicated in the “General Guidance and Direction for Negotiating the 2007/08 Performance Contracts” the “Strategic Plan is the cornerstone for the design and development of a performance contract” in public sector institutions.
7.2 The Strategic Direction
VISIONA nationally and globally respected public institution providing leadership in Human Rights.
MISSIONTo enhance the protection and promotion of human rights in Kenya through strategic programming and partnerships
CORE VALUESThe Commission bases its core values on the internationally recognised principles of universality; inalienability; indivisibility; interdependent, and interrelatedness of human rights and the promotion of the rule of law.
The Commission will foster and uphold the following core values;
Independence : The Paris Principles provide for the independence of the Commission. For the last six years of its presence, the Commission demonstrated substantive independence without external or undue influence from various actors. This still remains of extreme importance to the Commission as it would make more effective its fairness and impartiality in advising and also as a watch dog on human rights issues (the role of strengthening duty-bearers to fulfill their obligations, and of empowering right-holders to claim their rights).
Integrity – This includes humility, transparency, accountability and professionalism. The Commission is fully accountable to all stakeholders, from its members of staff to the public, government, civil society and development partners. The Commission will be guided by transparency and professionalism which is enhanced by a competent and results-focused team with a strong work ethic; a team that is committed to human rights principles, including the principle of gender equality, and that is guided by internationally accepted human rights instruments.
Inclusiveness – In line with the principles of non-discrimination and equality of individuals, the Commission recognizes that the involvement of all stakeholders in the running of its policy and other key strategic decisions, and will strive to include all stakeholders.
Tolerance- This value is a key aspect of governance. Therefore, within the Commission and in relation to its programmes, a spirit of tolerance that encourages willingness to accommodate or allow for differences in beliefs, be they political, religious or ideological, behavioral, customary, will be encouraged.
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Accessibility- This value implies a people-centered Commission with an open door policy at its location and premises to ensure that its services are accessible to all. It also implies a Commission which stands for the greater public good, with services and facilities within reach by paying special attention to vulnerable groups in particular women, children and persons with disability. Being accessible, the Commission will maintain a solid and visible presence to ensure direct interaction with members of public through outreach programmes to empower the greater public with human rights information. Also the staff and commissioners are available to all categories of society and citizens through various channels of communications.
7.3 Goals and ObjectivesOverall GoalThe Commission’s ultimate goal is to increase respect for and greater enjoyment of fundamental human rights in Kenya. In order for the commission to monitor whether or not the goal is being met, the following set of indicators will be used: Percentage decrease in incidences of human rights violations. Number of institutions undertaking the Rights Based Approach(RBA) . The percentage of people in Kenya aware and demanding their rights. Number of legal and governance reforms informed by international/regional human rights
instruments.
Immediate ObjectivesThe commission will endeavor to realize the following objectives within the four year planning period: To promote greater adherence to the rule of law. To advocate for increased compliance and adherence to human rights principles and standards. To enhance protection of human rights through investigations, redress and referrals. To promote human rights through public education.
The KNCHR will focus on the following four Key Result Areas (KRAs) as a means of realizing the objectives (and hence overall goal and mission): Reduced systemic human rights violations. Increased application of human rights principles and standards in implementation of Agenda 4
of the National Accord. Increased knowledge and practice on human rights; and human rights principles and standards
in public and private spheres. Organizational growth and development.
The detailed results to be realized are summarized in the result chain table below.
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7.3
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39
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of i
nstit
utio
ns
refo
rmed
Num
ber o
f cas
es
miti
gate
d ag
ains
t or
deal
t with
aga
inst
H
R p
erpe
trato
rs.
D
uty-
bear
ers
who
are
re
spon
sive
to
the
need
s of t
he
right
s- h
olde
rs
Num
ber o
f in
stitu
tions
app
lyin
g th
e H
R st
anda
rds
and
prin
cipl
es
Gre
ater
resp
ect
and
adhe
renc
e to
la
ws a
nd h
uman
rig
hts s
tand
ards
by
non
- sta
te
acto
rs
No.
of n
on- s
tate
ac
tors
ado
ptin
g H
R
prin
cipl
es.
% le
vel o
f pos
itive
re
ports
from
righ
ts
hold
ers o
n n
on st
ate
agen
cies
act
ions
Bui
ld a
nd e
nhan
ce
the
capa
city
of
targ
eted
non
-sta
te
acto
rs in
RB
A.
Incr
ease
d kn
owle
dge
of
non
-sta
te
acto
rs o
n H
R
prin
cipl
es a
nd
stan
dard
s
No.
of n
on-s
tate
ac
tors
trai
ned.
Kenya National Commission on Human Rights
20
40
OBJ
ECTI
VE
OU
TCO
ME
IND
ICA
TORS
ST
RATE
GIE
S O
UTP
UTS
IN
DIC
ATO
RS
INPU
TS
Gre
ater
resp
ect
for l
aws a
nd H
R
stan
dard
s by
all
peop
le in
Ken
ya
% o
f peo
ple
repo
rting
pos
itive
ly
on re
spec
t of l
aws
and
appl
icat
ion
of
HR
stan
dard
s.
Enha
nce
the
capa
city
of s
tate
and
no
n-st
ate
acto
rs to
ed
ucat
e m
embe
rs o
f th
e pu
blic
on
HR
pr
inci
ples
and
re
spec
t for
the
rule
of
law
.
Incr
ease
d ca
paci
ty o
f ta
rget
ed st
ate
and
non
–sta
te
acto
rs
Enha
nced
know
ledg
e on
ru
le o
f law
and
H
R st
anda
rds.
No.
of i
nstit
utio
ns
enga
ged
in p
ublic
ed
ucat
ion
on ru
le o
f la
w a
nd H
R
stan
dard
s
No.
of p
eopl
e tra
ined
on
the
rule
of l
aws
and
HR
prin
cipl
es
Strategic Plan 2009-2013
21
41
7.3.
2 K
EY
RE
SUL
T A
RE
A T
WO
: IN
CR
EA
SED
APP
LIC
ATI
ON
OF
HU
MA
N R
IGH
TS P
RIN
CIP
LES
AN
D
STA
ND
AR
DS
IN T
HE
IMPL
EM
EN
TATI
ON
OF
AG
EN
DA
4 O
F T
HE
NA
TIO
NA
L A
CC
OR
D
OB
JEC
TIV
E
OU
TC
OM
E
IND
ICA
TO
RS
STR
AT
EG
IES
OU
TPU
TS
IND
ICA
TO
RS
INPU
TS
Enga
ge, s
ensi
tize
and
mon
itor
com
plia
nce
of
HR
prin
cipl
es in
ag
enda
4.
Age
nda
4 ite
ms t
hat
have
ado
pted
H
Rpr
inci
ples
&
stan
dard
s.
HR
Kno
wle
dge
and
adhe
renc
e to
H
Rpr
inci
ples
&
stan
dard
sin
crea
sed.
No.
age
nda
4 is
sues
ado
ptin
g H
R p
rinci
ples
.
Leve
l of H
R
know
ledg
e.
To m
ains
tream
H
R p
rinci
ples
an
d st
anda
rds
in th
e im
plem
enta
tion
of a
gend
a 4
of
the
Nat
iona
l A
ccor
d.
Gre
ater
ap
plic
atio
n of
H
R st
anda
rds i
n th
eim
plem
enta
tion
of A
gend
a 4
(Con
stitu
tiona
l ,
inst
itutio
nal a
nd
lega
l ref
orm
; La
nd re
form
; Po
verty
, in
equi
ty a
nd
regi
onal
imba
lanc
es; u
n-em
ploy
men
t am
ong
the
yout
h;
cons
olid
atio
n of
na
tiona
lco
hesi
on a
nd
unity
; &
trans
pare
ncy,
ac
coun
tabi
lity
and
impu
nity
).
.
No.
of a
gend
a 4
issu
es
infu
sing
HR
stan
dard
s an
d pr
inci
ples
.
% le
vel o
f peo
ple
appr
ecia
ting
the
appl
icat
ion
of th
e ru
le
of la
w, r
espe
ct fo
r H
uman
Rig
hts a
nd
acce
ss to
soci
al ju
stic
e.
% o
f peo
ple
appr
ecia
ting
the
equi
tabl
e di
strib
utio
n of
reso
urce
s in
a tra
nspa
rent
man
ner.
% o
f peo
ple
appr
ecia
ting
the
prin
cipl
e of
nat
iona
l co
hesi
on a
nd p
eace
ful
co-e
xist
ence
.
% o
f ID
Ps re
settl
ed.
Mon
itorin
gpu
blic
expe
nditu
reto
war
ds p
over
ty
redu
ctio
n in
re
latio
n to
acc
ess
to re
sour
ces b
y ex
clud
edvu
lner
able
grou
ps.
Fair
allo
catio
n of
re
sour
ces i
n th
e bu
dget
ing
cycl
es to
id
entif
ied
vuln
erab
legr
oups
(HIV
, yo
uth,
ch
ildre
n,m
inor
ities
,w
omen
, ID
Ps).
Fund
s allo
cate
d an
d ut
ilize
d by
the
vuln
erab
le g
roup
s
Skill
s
Fund
s
Equi
pmen
t /
Mat
eria
ls
Proc
esse
s
Kenya National Commission on Human Rights
22
42
OB
JEC
TIV
E
OU
TC
OM
E
IND
ICA
TO
RS
STR
AT
EG
IES
OU
TPU
TS
IND
ICA
TO
RS
INPU
TS
Red
uctio
n of
H
R v
iola
tions
by
stat
e ag
enci
es
Bui
ldin
g of
st
rate
gic
partn
ersh
ips a
nd
incr
easi
ngca
paci
ty o
n H
R
at re
gion
al le
vels
to
incr
ease
en
gage
men
t in
agen
da 4
issu
es.
Partn
ersh
ips
form
ed.
Incr
ease
d kn
owle
dge
and
awar
enes
s on
HR
in a
gend
a 4. A
ctiv
epa
rtici
patio
nof
peo
ple
in
impl
emen
tati
on o
f age
nda
4.
No.
of
partn
ersh
ips
form
ed
Leve
l of H
R
know
ledg
e
% o
f peo
ple
parti
cipa
ting.
Ado
ptio
n of
an
ti -
disc
rimin
atio
n
law
s and
po
licie
s
Adv
ocat
e fo
r eq
uity
, equ
ality
, an
d no
n –
disc
rimin
atio
n in
pu
blic
and
pr
ivat
e sp
here
s.
Ado
ptio
n of
an
ti-di
scrim
inat
ion
law
s, po
licie
s and
pr
actic
es.
No.
of
antid
iscr
imin
atio
n la
ws,
polic
ies a
nd
prac
tices
ado
pted
.
Strategic Plan 2009-2013
23
43
7.3.
3 K
EY
RE
SUL
T A
RE
A T
HR
EE
: IN
CR
EA
SED
KN
OW
LED
GE
AN
D P
RA
CTI
CE
OF
HU
MA
N R
IGH
TS
PRIN
CIP
LES
AN
D S
TAN
DA
RD
S IN
PU
BLI
C A
ND
PR
IVA
TE S
PHE
RE
S
OB
JEC
TIV
E
OU
TC
OM
E
IND
ICA
TO
RS
STR
AT
EG
IES
OU
TPU
TS
IND
ICA
TO
RS
INPU
TS
Bui
ld c
apac
ity o
f ta
rget
ed n
on st
ate
acto
rs (t
arge
ted
CSO
s, FB
Os,
indi
vidu
als)
on
RB
A.
Enha
nced
know
ledg
e an
d sk
ills o
f non
st
ate
acto
rs
real
ized
No.
and
type
s of
cap
acity
un
derta
ken
To p
rom
ote
acco
unta
bilit
yam
ong
duty
bea
rers
an
d in
crea
se th
e ca
paci
ty o
f the
pu
blic
to
clai
m
thei
r rig
hts
Incr
ease
d ca
paci
ty o
f the
pu
blic
to
clai
m
thei
r hum
an
right
s
% in
crea
se in
kn
owle
dge
leve
l of
HR
prin
cipl
es
and
stan
dard
s
Dev
elop
men
t and
di
ssem
inat
ion
of
IEC
mat
eria
ls fo
r pu
blic
edu
catio
n
IEC
mat
eria
ls
deve
lope
d an
d di
ssem
inat
ed to
pu
blic
No.
& ty
pe o
f IE
C m
ater
ial
deve
lope
d an
d
diss
emin
ated
Fund
s
Skill
s
Equi
pmen
t /
Mat
eria
ls
Proc
esse
s
num
ber o
f cas
es
lodg
ed to
pub
lic
inst
itutio
ns w
ith
man
date
s to
redr
ess
HR
vi
olat
ions
(KN
CH
R,
OM
BU
DSM
AN
, PS
C e
tc)
Enha
nced
real
izat
ion
of
econ
omic
, soc
ial
and
cultu
ral r
ight
s (E
CO
SOC
)
ECO
SOC
righ
ts
infu
sed
in
polic
y an
d le
gisl
atio
n
Cap
acity
bu
ildin
g fo
r EC
OSO
Cun
derta
ken
Kenya National Commission on Human Rights
24
44
OB
JEC
TIV
E
OU
TC
OM
E
IND
ICA
TO
RS
STR
AT
EG
IES
OU
TPU
TS
IND
ICA
TO
RS
INPU
TS
Leve
l of
prog
ress
ive
reco
gniti
on o
f EC
OSO
C ri
ghts
in
law
s and
po
licie
s.
No.
of p
olic
ies
and
law
s in
fusi
ngEC
OSO
Crig
hts.
No.
of n
on –
st
ate
acto
rs
train
ed.
Leve
l of d
uty
bear
ers
resp
onsi
ve to
tra
nspa
renc
y an
d ac
coun
tabi
lity
Bui
ld c
apac
ity o
f ta
rget
ed st
ate
acto
rs o
n R
BA
Incr
ease
d kn
owle
dge
of
publ
ic o
ffic
ers
on R
BA
No.
of p
ublic
of
ficer
spa
rtici
patin
g in
R
BA
cap
acity
bu
ildin
g.
Ta
rget
ed c
apac
ity
build
ing
and
advo
cacy
in
serv
ice
deliv
ery
in
ECO
SOC
.
Cap
acity
bu
ildin
g on
EC
OSO
C ri
ghts
un
derta
ken.
Acc
ount
abili
tyan
dtra
nspa
renc
y in
se
rvic
e de
liver
y st
reng
then
ed
No.
of
inst
itutio
nspa
rtici
patin
g in
EC
OSO
C
No.
of p
ublic
in
stitu
tions
with
im
prov
ed
serv
ice
deliv
ery
Fund
sEn
hanc
edtra
nspa
renc
y an
dac
coun
tabi
lity
amon
gst d
uty
bear
ers
M
ains
tream
RB
A
in ta
rget
ed p
ublic
or
gani
zatio
ns
Hum
an R
ight
s pr
inci
ples
and
st
anda
rds
infu
sed
inpu
blic
Num
ber o
f pu
blic
inst
itutio
nsin
tegr
atin
gR
BA
in th
eir
Strategic Plan 2009-2013
25
45
OB
JEC
TIV
E
OU
TC
OM
E
IND
ICA
TO
RS
STR
AT
EG
IES
OU
TPU
TS
IND
ICA
TO
RS
INPU
TS
inst
itutio
nal
oper
atio
nal
plan
s
plan
s.
Net
wor
ks a
nd
partn
ersh
ips i
n R
BA
esta
blis
hed
No.
of n
etw
orks
an
d pa
rtner
ship
s en
gage
d.
Esta
blis
hing
and
st
reng
then
ing
linka
ges w
ith
natio
nal,
regi
onal
an
d in
tern
atio
nal
partn
ers a
nd
stak
ehol
ders
Link
ages
with
pa
rtner
s and
st
akeh
olde
rses
tabl
ishe
d an
d st
reng
then
ed
Join
t ini
tiativ
es
actio
n fo
r hi
gher
syne
rgy
No.
of
Partn
ersh
ips
esta
blis
hed
and
stre
ngth
ened
No.
of j
oint
in
itiat
ives
.
To p
rom
ote
com
plia
nce
with
hu
man
righ
ts
oblig
atio
ns b
y th
e st
ate.
Incr
ease
d ra
tific
atio
n an
d do
mes
ticat
ion
of in
tern
atio
nal
and
regi
onal
H
R tr
eatie
s and
st
anda
rds.
No.
of
dom
estic
ated
HR
tre
atie
s and
st
anda
rds.
Adv
isor
ies o
n ne
w
HR
inst
rum
ents
Adv
ocat
e fo
r do
mes
ticat
ion
of
ratif
ied
HR
tre
atie
s and
st
anda
rds
Enga
ge w
ith
regi
onal
and
in
tern
atio
nal H
R
bodi
es
New
law
s and
po
licie
s ena
cted
w
hich
are
co
mpl
iant
with
H
R p
rinci
ples
an
d st
anda
rds.
No.
of l
aws
inte
grat
ing
HR
pr
inci
ples
.
HR
Kno
wle
dge
and
prac
tices
ob
tain
ed
No.
of l
aws a
nd
polic
ies
form
ulat
ed a
nd
enac
ted
and
oper
atio
nalis
ed.
Leve
l of
know
ledg
eob
tain
ed.
Kenya National Commission on Human Rights
26
46
OB
JEC
TIV
E
OU
TC
OM
E
IND
ICA
TO
RS
STR
AT
EG
IES
OU
TPU
TS
IND
ICA
TO
RS
INPU
TS
To e
mpo
wer
vu
lner
able
gro
ups
to c
laim
thei
r rig
hts
(ID
Ps, m
inor
ities
, ge
nder
, PLW
HA
, ch
ildre
n, P
WD
s yo
uth,
sexu
al
min
oriti
es)
Enha
nced
incl
usio
n an
d pa
rtici
patio
n of
th
e vu
lner
able
gr
oups
to c
laim
th
eir r
ight
s
No.
and
type
of
vuln
erab
legr
oups
targ
eted
an
d em
pow
ered
.
Lobb
y fo
r re
cogn
ition
of t
he
right
s of t
he
vuln
erab
le
Bui
ld c
apac
ity o
n th
e un
ders
tand
ing
of th
e rig
hts o
f the
vu
lner
able
.
Red
ress
on
the
right
s of t
he
vuln
erab
le.
Polic
ies a
nd
legi
slat
ion
for
the
prot
ectio
n of
vul
nera
ble
revi
ewed
and
de
velo
ped.
IDPS
rese
ttled
an
dco
mpe
nsat
ed.
Unf
avor
ably
tre
ated
cate
gorie
s of
min
oriti
esco
mpe
nsat
ed
Kno
wle
dge
leve
l inc
reas
ed
to c
laim
thei
r rig
hts.
Fair
treat
men
t, eq
ualit
y an
d no
n-di
scrim
inat
ion
achi
eved
Strategic Plan 2009-2013
27
47
OB
JEC
TIV
E
OU
TC
OM
E
IND
ICA
TO
RS
STR
AT
EG
IES
OU
TPU
TS
IND
ICA
TO
RS
INPU
TS
Gen
der
mai
nstre
amin
g in
al
l pro
gram
mes
Com
mis
sion
pr
ogra
mm
esin
tegr
ate
gend
er
mai
nstre
amin
g.
Leve
l of g
ende
r se
nsiti
vity
in
prog
ram
min
gw
ork
Mai
nstre
amin
g R
BA
in
prog
ram
mes
Com
mis
sion
pr
ogra
mm
esin
tegr
atin
gR
BA
Leve
l of
inte
grat
ion
in
prog
ram
mes
Kenya National Commission on Human Rights
28
50
7.3.
4 K
EY
RE
SUL
T A
RE
A F
OU
R: O
RG
AN
IZA
TIO
NA
L G
RO
WTH
AN
D D
EV
ELO
PME
NT.
OB
JEC
TIV
E
OU
TC
OM
E
IND
ICA
TO
RS
STR
AT
EG
IES
OU
TPU
TS
IND
ICA
TO
RS
INPU
TS
Incr
easi
ng th
e nu
mbe
r of s
taff
to
optim
al le
vel (
62
addi
tiona
l sta
ff).
Suff
icie
nt st
aff
recr
uite
dN
umbe
r of s
taff
re
crui
ted
Num
ber a
nd
qual
ity o
f Sta
ff
attra
cted
,re
crui
ted
and
reta
ined
.
Impr
ovin
g th
e w
orki
ngen
viro
nmen
t; an
d te
rms a
nd c
ondi
tions
fo
r Com
mis
sion
ers
and
Staf
f.
An
enab
ling
wor
king
envi
ronm
ent
for
Com
mis
sion
ers a
nd S
taff
es
tabl
ishe
dFe
edba
ck fr
om
Com
mis
sion
ers
and
Staf
f
Num
ber o
f sta
ff
and
com
mis
sion
ers
train
ed o
n ke
y re
quis
ite sk
ills
iden
tifie
d.
To st
reng
then
the
impl
emen
tatio
n ca
paci
ty o
f C
omm
issi
oner
s an
d St
aff.
Enha
nced
capa
city
of t
he
com
mis
sion
to
deliv
er o
n its
m
anda
te.
Effe
ctiv
e an
d ef
ficie
ntin
stitu
tion.
% o
f pla
nned
ac
tiviti
esim
plem
ente
d.
No.
of s
taff
re
crui
ted.
No.
of r
equi
site
sk
ills (
Fund
ra
isin
g, M
&E,
IT
, RB
A, G
ende
r m
ains
tream
ing,
C
omm
unic
atio
n,
inve
stig
atio
ns,
HR
, HIV
, Le
ader
ship
, tea
m
wor
k).
Leve
l of p
eopl
e ap
prec
iatin
g th
e co
mm
issi
ons’
in
terv
entio
ns o
n H
R is
sues
.
Impr
ovin
g st
aff
impl
emen
tatio
n sk
ills.
Impl
emen
tatio
n an
d ov
ersi
ght
skill
s im
prov
ed
Type
s of t
rain
ings
co
nduc
ted.
Fund
s
Skill
s
Equi
pmen
t / m
ater
ials
Proc
esse
s
Strategic Plan 2009-2013
29
OB
JEC
TIV
E
OU
TC
OM
E
IND
ICA
TO
RS
STR
AT
EG
IES
OU
TPU
TS
IND
ICA
TO
RS
INPU
TS
Prov
idin
g le
ader
ship
in to
pica
l an
d em
ergi
ng
hum
an ri
ghts
issu
es
Dev
elop
ing/
Rev
iew
ing
inte
rnal
con
trol
syst
ems (
hum
an
reso
urce
,pr
ocur
emen
t and
fin
ance
man
uals
; as
sets
regi
ster
.
Vis
ible
lead
ersh
ippr
ovid
ed in
em
ergi
ng H
R
issu
es
Inte
rnal
con
trol
syst
ems
deve
lope
d/re
view
ed
No.
of i
ssue
s ad
dres
sed
No.
of s
yste
ms
deve
lop/
revi
ewed
Esta
blis
hing
a
mon
itorin
g,
eval
uatio
n an
d re
porti
ng sy
stem
Mon
itorin
g an
d ev
alua
tion
syst
em
esta
blis
hed
and
oper
atio
nalis
ed
Func
tiona
l M&
E
Fund
s
Fund
s ( fo
r co
nsul
tanc
y,va
lidat
ion
foru
ms)
Kenya National Commission on Human Rights
30
OB
JEC
TIV
E
OU
TC
OM
E
IND
ICA
TO
RS
STR
AT
EG
IES
OU
TPU
TS
IND
ICA
TO
RS
INPU
TS
Add
ition
al3
regi
onal
off
ices
to
a to
tal o
f 5
Bra
ndin
g/pr
omot
iona
lpr
ogra
mm
esco
nduc
ted
Num
ber o
f reg
iona
l of
fices
est
ablis
hed
No.
of p
rom
otio
nal
prog
ram
mes
cond
ucte
d
Stre
ngth
reso
urce
m
obili
zatio
n fo
r co
mm
issi
on
Ade
quat
efin
anci
alre
sour
ces
mob
ilize
d
Leve
l of r
esou
rces
m
obili
zed
Con
sulta
tive
Mee
ting
Esta
blis
ha
com
mis
sion
ow
ned
an o
pera
tiona
l bas
e.
Com
mis
sion
-ow
ned
base
(h
ead
offic
e).
Esta
blis
hed
head
of
fice.
Strategic Plan 2009-2013
31
CHAPTER EIGHT
IMPLEMENTATION OF THE PLAN
8.1 Programming Approaches
The Commission will use the approaches below in delivering its mandate in this plan.
8.1.1 The Human Rights-Based Approach to Programming (HRBA)The Commission has in the past adopted a human rights-based approach to programming and seeks to strengthen the same in this new plan. Under this approach all the Commission’s progammes will be focused on realization of all rights that accrue to individuals by virtue of being human. A human right-based approach to development programming is one that systematically applies the values, principles and standards contained in international, regional and national human rights law to all aspects, both substantive and procedural, of development process. The Commission’s programmes will include the human rights-based approach (HRBA) principles as the foundation for its interventions. These principles are; Universality and Indivisibility, Equality and Non-discrimination; Participation and Inclusion, Accountability and Respect of the Rule of Law.
The Rights-Based Approach (RBA) will require the Commission to play a vital role in working with national partners to improve public policy development to realize all the rights. The Commission in using this approach will ensure respect of human rights in all the phases of programme processes. These processes include situation assessment and analysis, programme design, implementation and management and monitoring and evaluation.
The Commission will adopt the strategies below: Apply international and regional human rights values, principles and standards and goals at all
stages of programming. It will translate people’s needs into rights, and recognize the human person as the active subject and claim holder.
Use participatory approach in the choice of and development and implementation of intervention strategies.
Mainstream human rights principles in all programme interventions. Undertake the results-based programme monitoring and evaluation with clear indicators on
both the process and the outcome. Through training will undertake capacity development of both rights-holders and duty bearers. Through partnership building will adopt a strategy to build partnerships with stakeholders in
both planning and implementation of programmes.
The Commission hopes to achieve the benefits below through application of HRBA: Better analyzed and more focused strategic interventions with focus on good programming
practices. Rights holders will be recognized as beneficiaries and empowered to claim their rights. Duty bearers will be identified with clear accountabilities. Enhanced ownership by the stakeholders. Stronger networks and partnerships will be built. More democratic and sustainable programming with emphasis on transparency and
accountability in decision making and prticipation and results based-programming system will be strengthened.
Equal attention will be given to the process as well as the results. Limited resources available will be concentrated on the poor, marginalized or most
vulnerable.
Kenya National Commission on Human Rights
32
8.1.2 Gender MainstreamingThe Commission recognizes the desirability of finding effective ways of integrating gender-responsive actions into its activities. The Commission understands that gender inequalities can contribute to poverty and reduce human well-being. The Commission will, in its work aimed at fulfilling its mandate diagnose the gender related barriers that inhibit the realization of human rights in Kenya. The Commission will use the Gender Mainstreaming strategy to infuse and integrate gender within all its activities and programmes. Mainstreaming is a strategy or process of assessing the implications to women and men of any planned action, including legislation, policies or programmes in any area and at all levels. It is a strategy for making women’s as well as men’s concerns and experiences an integral dimension of the design, implementation, monitoring and evaluation of policies and programmes in all political, economic and societal spheres so that they both benefit equally and inequality is not perpetuated.
The Commission will integrate gender in its activities by adhering to the following: Ensuring that gender mainstreaming is facilitated in all its interventions as a cross-cutting issue.
This will be done through engagement of focal person(s) with technical expertise to guide the process.
Paying keen attention to gender equality and ensuring that gender is integrated into the organizations’ situation analysis, planning, performance, personnel, policy, monitoring and assessment, thereby giving the content and direction of these practices at institutional level.
Using gender mainstreaming as a strategy to make the concerns and experiences of both men and women, an integral dimension of the design, implementation and monitoring of all its activities.
Ensuring that women and men benefit equitably from planned activities and that gender equality pervades all intervention.
Providing tools and training in gender awareness, gender analysis and gender planning to staff.
Including gender specific activities in its work plans Developing gender sensitive indicators to measure changes in relations between men and
women in the designed interventions aimed at achieving gender equality.
8.1.3 Strategic Partnership and Alliance BuildingThe Commission will improve on its accessibility to the public through establishment of regional offices and an outreach and networking strategy with other key actors and stakeholders at all levels in the country. Over the next four years, the National Commission plans to grow its regional office base from two to five offices by June 2013. The three regional offices will be established in three regions that will be based on a needs assessment to be undertaken at such time of establishment. On strategic partnership and alliance building, the Commission will endeavor to strengthen its linkages and alliances with civil society organizations including International Non-governmental Organizations(INGOs), Local Non-governmental Organizations (LNGOs), Faith-Based Organizations (FBOs), Community Based Organizations (CBOs) trade unions and private sector. To this end, we anticipate to work with a total of 25-30 strategic partners across the country.
Planned Achievements Establishment of three regional offices. Building strategic partnership and alliance with a total of 25-30 strategic partners in the whole
country on key thematic issues. Establish a network or forum to protect and promote human rights.
Strategic Plan 2009-2013
33
Carry out joint initiatives on issues of key importance in areas such as constitutional review, institutional reforms and transitional justice to ensure that Kenya moves towards a human rights respecting society.
8.2 Human Resource Management.Effective human resource management is critical for the realization of any organization’s vision, mission and goals. The ability of the Commission to develop the necessary technical and human resources capacity to address its past weaknesses as well as its threats and to meet the growing demands for human rights in the face of rapid socio-political changes will be greatly dependent on a sound organization structure and requisite staffing. In this regard, the management of the Commission will over the plan period seek to achieve the following: Optimal utilization of the human resource throughout the organisation, as a basis for efficiently
and effectively attaining set objectives. Ensure Commission has tandem capacity for the growing scope and geographical coverage for
ruman rights issues in the region. To attract, develop and retain the optimal human resource base. Increase public awareness of the diverse Commission services through enhanced advocacy and
communication strategies. Building Information and Communication Technology (ICT) capacity.
To achieve these aims, the following measures will be implemented, among others: Developing a human resource strategy for the organization. A Performance Management system that promotes accountability through clear separation of
powers and responsibilities and which explains one’s job, communicates expectations, observes and documents behavior and provides frequent formal feedback.
Deliberate efforts will be made to enhance the team spirit and thereby promotion interdepartmental consultations.
There will be timely communication and dissemination of all Human Resource policies and any new issues to all staff.
While the above changes are expected to lead to higher staff morale in the Commission, a more fundamental goal of our human resources management policy will be to attract and retain persons with appropriate skills and competences that will ensure that we have the professional, technical and management capabilities necessary for us to achieve the Commission’s operational and development objectives.
8.3 Change Management.The Commission has embarked on acquisition of the critical skills in the areas of Rights Based Approaches, coordination and networking, legal and redress, research, communication, public relations, resource mobilization, organizational development, M&E, report writing, resource mobilization among others.
The Commission is also rationalizing and re-orienting the current projects and departments in light of emergent key result areas and themes. Every project continued must fit into these key result areas. A policy decision has been taken on the governance versus implementation synergy in implementation of programmes. The Monitoring and Evaluation data protocol will be under the control of Commissioners.
Kenya National Commission on Human Rights
34
Cur
rent
st
affin
g le
vel
2009
staf
f to
be
recr
uite
d in
20
09-2
010
Year
200
9-20
10.
Tot
al st
aff
Staf
f to
be
recr
uite
d in
20
10-2
011
Year
20
10-
2011
Tota
l st
aff
Staf
f to
be
recr
uite
d in
20
11-2
012
Year
20
11-
2012
Tota
l sta
ff
Staf
f to
be
recr
uite
d in
20
12-2
013
Year
201
2-20
13
Tota
l sta
ff
4930
7917
9610
106
511
1
The
tabl
e be
low
show
s the
gro
wth
of s
taff
in th
e ne
xt fo
ur y
ears
of t
he S
trate
gic
Plan
:-
Strategic Plan 2009-2013
35
Org
anog
ram
CO
MM
ISSI
ON
ER
S
CH
AIR
PER
SON
DE
PUT
Y S
EC
RE
TAR
Y: P
RO
GR
AM
ME
S
Research and Compliance Department
Equality and Non discrimination Program
Policy and Legislation Program
Treaty Body Monitoring Program
Security Sector Reforms Program
Transitional Justice Program
Peace building and National Integration Program
Human Rights Education and Training Program
Regional Offices
Outreach Program
Complaints and InvestigationsProgram
Redress Program
Judicial and Penal Reforms Program
Cultural Institutions
Library
Economic and Social Rights Department
Reforms and accountabilityDepartment
Public Education and Training Department
Legal Services Department
Regional Outreach Department
Human Resource and Administration Department
Procurement Department
Finance Department
Public Affairs and Communication Department
Efficiency Monitoring
SEC
RE
TAR
Y
Kenya National Commission on Human Rights
36
CHAPTER NINE
RESOURCE FLOWS 9.1 Financial Management
Over the last six years since its inception, the Commission has faced serious financial challenges. For effective delivery of service, the Commission will lobby the Government to significantly
increase budgetary allocation both in recurrent and development expenditure and also support programmatic work. To mitigate challenges faced by the Commission in basket funding, the Commission will diversify its fundraising strategy which includes lobbying for direct transfer of donor funds and financing of the Commission’s operating expenses for programmatic work.
Proposed financing model for the Strategic Plan is that Government meets on average 50 percent of the Commission’s overall expenditure. The other fifty per cent should be financed by the development partners. The preferred model of donor funding would be direct transfer to the Commission’s account given that the Commission has had serious challenges with the basket funding. The development partners will be called upon to assist in financing the organization’s operating expenses in order to achieve efficiency.
SOURCES OF FUNDS IN KSHS
The budget is expected to grow at the rate of 10%, 15% and 12% in 2010/2011, 2011/2012, 2012/2013 financial years respectively.
Direct/Indirect OverheadThe Direct/Indirect Overhead costs include hiring additional 50 staff members over the Strategic plan period as per the envisaged establishment at a total cost of KShs. 99 million, Compensation of employees at KShs. 490 million, building the identity of the commission at 47 million, rent at KShs. 91 million, regional outreach at KShs. 20 million, capacity building at KShs. 116 million and other administrative costs at KShs. 85 million.
9.2 Assumptions, Risks and Mitigating MeasuresSuccess in achieving the envisaged objectives of the plan will only be realized if the prevailing and anticipated conditions in the internal and external environment (i.e. assumptions) hold. The plans success will also be determined by potential unforeseen factors and events, which if they occur, will threaten the degree to which the planned activities can be undertaken (risks). Whereas these factors and events can happen, it is generally assumed that they will not occur at levels that can fatally undermine the plans implementation.
The following are the assumptions and risks for implementation of KNCHR activities over the plan period:-
Source of Funds 2009/2010 2010/2011 2011/2012 2012/2013GOK 210,470,400 242,040,960 278,347,104 320,099,170Donors 156,313,600 161,360,640 185,564,736 197,399,446Total 366,784,000 403,401,600 463,911,840 517,498,616
PROJECTED EXPENDITURE PATTERN OVER THE NEXT FOUR YEARSDevelopment/Programme 165,178,000 201,795,600 232,846,827 210,279,891Direct/indirect overhead 201,606,000 201,606,000 231,065,013 307,218,725Total 366,784,000 403,401,600 463,911,840 517,498,616
Strategic Plan 2009-2013
37
9.2.1. Key AssumptionsIt is assumed that:
(a) Financial and human resources required for the implementation of this Strategic Plan will be availed (by both the government and development Partners).
(b) The government and other key stakeholders shall continue to seek and respond to recommendations and policy and other advice relating to the advancement of human rights from KNCHR.
(c) The necessary legislation in support of human rights, especially those seeking to entrench democratic processes in Kenya’s governance systems will be expeditiously passed.
(d) The existing technical capacity at KNCHR will be maintained and strengthened. (e) KNCHR as a human rights organization will continue adhering to the Paris Principles and that
the Government will continue to subscribe to and domesticate other international and regional conventions that support human rights.
9.2.2 Main RisksRisk is a measure of future uncertainties that are likely to face KNCHR in achieving its performance goals within the available resources and time frame. They include the following:
(a) Management failures such as inability to develop an organizational structure that responds to identified needs and internal resistance to change.
(b) Inadequate financial resources.(c) Lack of goodwill to push the reform agenda. (d) Threats to human rights defenders.
9.2.3. Risk Management The Commission will strive to continuously identify and respond to risks through planning and implementing appropriate risk mitigation measures.
Effective risk management depends on early identification and analyses of risks, early implementation of corrective actions and continuous monitoring and reassessment. For this reason the Commission will establish and strengthen an Internal Audit as well as a Monitoring and Evaluation Unit as fundamental functions in achieving its goals and objectives. These units will undertake following key activities on a continuous basis: Risk Identification. Risk Analysis. Risk Mitigation Planning. Risk Mitigation Plan Implementation. Risk Tracking.
9.3. Accountability for Mitigation MeasuresKNCHR will establish a Risk Management System for reducing to tolerable levels, the impact of risks in achieving its objectives in terms of quantity, quality, cost, and time. The key components of the proposed Risk Management System are:-
(a) A risk management policy to guide the operationalisation of the system in the organization. (b) A Risk Management Committee composed of all Heads of Department and chaired by the
Commission Secretary. The Committee's main responsibility will be to consider and adopt risk management measures.
(c) A Risk Management Coordinator (RMC) to harmonize and oversee the risk management activities in all Departments. These activities include risk identification; risk assessment; as well as the development and implementation of appropriate mitigation measures. Another critical activity for the RMC will be the development of early warning indicators for risks.
Kenya National Commission on Human Rights
38
CHAPTER TEN
MONITORING, EVALUATION AND REPORTING (MER)
10.1 Purpose of M&E The Monitoring, Evaluation and Reporting plan will help the Commission in: Tracking implementation progress internally. Gauging whether objectives are being achieved efficiently, effectively and their impact on the
vulnerable. Fostering public, partner (donor) and political co-operation with the National Commission. Promoting organizational learning and encouraging adaptive management approaches. Enabling Commission celebrate best practices and success.
10.2 Key AudiencesThe Commission’s audiences for purposes of information will include: Internal stakeholders (Secretariat staff and Commissioners). External stakeholders. Community (vulnerable and marginalized groups). Government (Ministries of Justice National Cohesion and Constitutional Affairs; Water and
Irrigation; Education; Agriculture, Planning and Health) Agencies and Departments. Development Partners. The Commission will determine from time to time what information each audience needs; and
why and when they need it. The information will be in form of progress, annual and evaluation reports.
10.3 The Result BaseThe basis for our result measurement will be the four levels of results (inputs, outputs, outcomes and impacts) for each of the four Key Result Areas that are detailed in section 4.3 and summarized in the Logical framework.These results chains will therefore form the source of our result based monitoring and evaluation system. The implementation matrix in Annex 1 will form the basis of what is planned against which progress will be measured.
10.4 MonitoringThe result chain indicators (i.e. input, output, outcome and impact) in the log frame will form primary monitoring tool. The Commission will monitor input and output indicators monthly and quarterly. At the end of the year, attempts will be made to monitor initial outcome indicators. This will enable the Commission to begin building the possible effects and impacts within the second and third year.
During monitoring, data collection methods will include questionnaires, interviews (which may be structured; semi- structured unstructured), observations, case studies, dairies and critical incidences. All the methods will apply depending on the circumstances for instance dairies for complaints.
10.5 EvaluationThe Commission will undertake three types of evaluations. Formative evaluation will take place at the beginning of the programme in the concept or design
stage. It helps define realistic goals, objectives and strategies. Process evaluation will take place once activities are stated and will focus on tracking efficiency
of a given programme. Mid-term evaluations are such examples. Effectiveness evaluations (impact and final evaluations) will take place toward the end of the
programme and will be focused on what results have been achieved; what short-term effects have
Strategic Plan 2009-2013
39
been observed as a result of the programme effort; what the outcomes mean. Does programme make a contribution toward larger development impact?
The learning agenda will be centered on: Whether the strategy was relevant and appropriate to the identified needs. Whether the project design was logical and coherent. What difference did the operation make to the lives of the beneficiaries and how long will the
benefits last?
In a nutshell, the evaluations will focus on both results and process.
10.6 ReportingThe Commission will use two basic formats for reporting which are Quarterly and Annual reports.
The Commission shall use the following tools for reporting: Oral presentations. Written progress reports. Written performance or evaluation reports. Informal discussions. Press or media releases. Brochures. Occasional policy and positions papers. Quarterly report to the president. Status of Human Rights reports. Statutory reports.
10.7 Roles and Responsibilities1. Staff will be the responsible for the following:
(a) Formulation of work plans(b) Development of instruments for collection of information.(c) Data collection and field monitoring(d) Assessment of the progress (e) Preparation of progress reports(f) Maintenance of data bases (manual, digital or online).
2. Senior Management Team (Commission Secretary & Heads of Departments) will be responsible for:(a) Participation in evaluation, reflection and review meetings(b) Receive, consider and act on M&E reports by providing policy direction(c) Maintenance of main database port (computerized; preferably on line).(d) Organization of review meetings and external evaluations.(e) Organization of a common data base with same MIS but with different levels of access.(f) Presentation of progress report.
3. The Commissioners will: (a) Participate in key planning meetings and in major evaluations.(b) Receive, approve and give policy direction on the M&E reports.(c) Undertake field/site validation visits through an M&E sub-committee for objectiveness.
4. Stakeholders (customers) and partners will review, consider and give feedback and advice on the Commission’s reports; and also participate in the participatory, monitoring and evaluation (PM&E) process.
Kenya National Commission on Human Rights
40
OU
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IND
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Strategic Plan 2009-2013
41
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MA
IN A
CT
IVIT
Y
IND
ICA
TO
RS
SU
B- A
CT
IVIT
Y
Key
Act
ivity
K
ey A
ctiv
ity
Q1
Q2
Q3
Q4
TO
TA
L C
OST
S
UB
-A
CT
IVIT
Y K
EY
R
ESO
UR
CE
INPU
TS
UN
IT C
OST
R
ESO
UR
CE
V
OL
UM
E
CO
MPL
AIN
TS
&
INV
EST
IGA
TIO
N
Gre
ater
resp
ect f
or L
aws &
H
uman
Rig
hts S
tand
ards
. D
uty
bear
er w
ho is
re
spon
sive
to th
e ne
eds o
f the
rig
hts h
olde
rs.
Con
duct
Pub
lic
Inqu
iries
on
repr
oduc
tive
heal
th
and
disc
rimin
atio
n
Des
ktop
rese
arch
, med
ia
publ
icity
.
2
,000
,000
1
2
,000
,000
Eng
agin
g ex
perts
and
a
rapp
orte
urs f
or th
e 8
regi
onal
he
arin
gs
Exp
ert
cons
ulta
ncy
fees
160
,000
3
480
,000
Rap
porte
urs
cons
ulta
ncy
fees
120
,000
2
240
,000
Tran
spor
t an
d ac
com
odat
ion
flig
hts f
or 9
pe
ople
1
35,0
00
4
5
40,0
00
Veh
icle
hire
90
,000
4
360
,000
T
rans
port
reim
burs
emen
t
50
,000
8
400
,000
Acc
omod
atio
n
270
,000
8
2
,160
,000
P
ublic
atio
n an
d di
ssem
inat
ion
5
00
1,0
00
5
00,0
00
500
com
plai
nts p
roce
ssed
S
cree
ning
&
proc
essi
ng o
f hum
an
right
s com
plai
nts
Doc
umen
ting
of h
uman
rig
hts c
ompl
aint
s
Inte
rnal
-
-
-
Hum
an ri
ghts
in
vest
igat
ion
in th
e fie
ld.
Con
duct
field
inve
stig
atio
nm
issi
ons
and
prep
are
repo
rto f
findi
ngs a
nd re
com
men
datio
ns
Acc
omod
atio
n m
eals
tran
spor
t co
mm
unic
atio
nst
atio
nary
3
00,0
00
6
1,8
00,0
00
Prep
arat
ion
ofqu
arte
rlyst
atut
ory
repo
rts In
tern
al
Inte
rven
tion
of H
R v
iola
tion
Rap
id re
spon
se,
docu
men
tatio
n &
di
ssem
inat
ion
of fi
ndin
gs
Acc
omod
atio
n,
car h
ire, f
uel,
Mea
ls, a
irtim
e
4
00,0
00
16
6,4
00,0
00
Doc
umen
tatio
n an
d re
dres
s In
tern
al
Hum
an R
ight
D
efen
ders
1,0
00,0
00
1
1,0
00,0
00
Han
sad
2,0
00,0
00
1
2,0
00,0
00
Sub
-tot
al
3
0,98
0,00
0
Pag
e 2
of 1
6K
NC
HR
Wor
kpla
n 20
09/1
0
Kenya National Commission on Human Rights
42
OU
TC
OM
E
TA
RG
ET
OU
TPU
T
MA
IN A
CT
IVIT
Y
IND
ICA
TO
RS
SU
B- A
CT
IVIT
Y
Key
Act
ivity
K
ey A
ctiv
ity
Q1
Q2
Q3
Q4
TO
TA
L C
OST
S
UB
-A
CT
IVIT
Y K
EY
R
ESO
UR
CE
INPU
TS
UN
IT C
OST
R
ESO
UR
CE
V
OL
UM
E
RE
FOR
MS
&
AC
CO
UN
TA
BIL
ITY
Incr
ease
d kn
owle
dge
of
hum
an ri
ghts
by
duty
bea
rers
&
righ
ts h
olde
rs
3 c
ampa
igns
(S
ecur
ity se
ctor
, Ju
dici
al re
form
s &
TJR
C) t
o be
co
nduc
ted.
Con
duct
pub
lic fo
rum
s, m
edia
adv
ocac
y &
mee
ting
with
stak
e ho
lder
s
Hire
of w
/sho
p ve
nue,
trav
ellin
g al
low
ance
,re
sour
ce p
erso
ns,
airti
me,
hire
LC
D,
stat
ione
ries,
rapp
orte
ur, p
rint
& a
udio
adv
erts
.
1,0
00,0
00
3
3,0
00,0
00
Dut
y be
arer
s app
reci
atin
g th
eim
porta
nce
of se
rvic
e ch
arte
r. In
stitu
tiona
l ref
orm
s un
derta
ken
base
d on
Hum
an
Rig
hts P
rinci
ples
.
3 p
ublic
w/s
hops
to
crea
te a
war
enes
s to
the
publ
ic o
n th
e im
porta
nce
of
inst
itutio
nal r
efor
ms
agen
da &
thei
r re
com
men
datio
ns
No.
of i
nstit
utio
ns
with
serv
ice
char
ters
in
tegr
atin
g hu
man
rig
hts p
rinci
ples
&
stan
dard
s. N
umbe
r of
inst
itutio
ns
refo
rmed
Iden
tific
atio
n &
invi
tatio
n of
ta
rget
per
sons
H
ire o
f w/s
hop
venu
e, tr
avel
ling
allo
wan
ce,
reso
urce
per
sons
, ai
rtim
e, h
ire L
CD
, st
atio
nerie
s,ra
ppor
teur
.
8
00,0
00
3
2,4
00,0
00
3 c
ampa
igns
for
inst
itutio
nal r
efor
ms
agen
da to
be
codu
cted
.
Num
ber o
f ca
mpa
igns
cond
ucte
d
Con
duct
pub
lic fo
rum
s &
mee
ting
with
stak
e ho
lder
s H
ire o
f w/s
hop
venu
e, c
ar h
ire,
reso
urce
per
sons
, ai
rtim
e, h
ire L
CD
, st
atio
nerie
s,ra
ppor
teur
.
3
50,0
00
3
1,0
50,0
00
Inst
itutio
ns re
form
un
derta
ken
base
d on
Hum
an
Rig
hts p
rinci
ples
.
4 b
reak
fast
mee
tings
w
ith k
ey
stak
ehol
ders
for t
he
impl
emen
tatio
n of
re
com
men
datio
ns b
y Po
lice,
Judi
ciar
y et
c.
Num
ber o
f mee
tings
he
ld Id
entif
icat
ion
& in
vita
tion
of
targ
et p
erso
ns
Hire
of w
/sho
p ve
nue,
car
hire
, re
sour
ce p
erso
ns,
airti
me,
hire
LC
D,
stat
ione
ries,
rapp
orte
ur.
2
50,0
00
4
1,0
00,0
00
Rev
iew
of i
nqui
ry
repo
rt R
evie
w, r
epor
t writ
ing,
prin
ting,
pub
licat
ion
&
diss
emin
atio
n of
the
repo
rt.
Con
sulta
nt,
prin
ting,
publ
icat
ion
and
dise
mm
inat
ion
2,0
00,0
00
1
2,0
00,0
00
Med
ia a
dvoc
acy
on
orga
nize
d cr
ime
&
hum
an ri
ghts
Dev
elop
men
t of I
EC
mat
eria
ls W
orks
hops
, ro
und
tabl
es a
nd
IEC
mat
eria
l
1,5
00,0
00
1
1,5
00,0
00
INC
RE
ASE
D A
PPL
ICA
TIO
N O
F H
R P
RIN
CIP
LE
SS A
ND
ST
AN
DA
RD
S IN
TH
E IM
PLE
ME
NT
AT
ION
OF
AG
EN
DA
4 O
F T
HE
NA
TIO
NA
L A
CC
OR
D
Pag
e 3
of 1
6K
NC
HR
Wor
kpla
n 20
09/1
0
Strategic Plan 2009-2013
43
OU
TC
OM
E
TA
RG
ET
OU
TPU
T
MA
IN A
CT
IVIT
Y
IND
ICA
TO
RS
SU
B- A
CT
IVIT
Y
Key
Act
ivity
K
ey A
ctiv
ity
Q1
Q2
Q3
Q4
TO
TA
L C
OST
S
UB
-A
CT
IVIT
Y K
EY
R
ESO
UR
CE
INPU
TS
UN
IT C
OST
R
ESO
UR
CE
V
OL
UM
E
Acq
uisi
tion
of ra
dio
&
tele
visi
on sp
ot
Cre
atio
n of
m
essa
ges f
or
Rad
io &
te
levi
sion
spot
s an
d pr
ocur
emen
t of
spac
e.
4
00,0
00
5
2,0
00,0
00
New
spap
er a
dver
ts
New
spap
er
adve
rts
500
,000
2
1
,000
,000
Stre
ngth
ened
lega
l and
in
stitu
tiona
l fra
mew
ork
for
law
enf
orce
men
t ins
titut
ions
Pop
ular
izat
ion
of
Polic
e an
d Pe
nal t
ask
forc
esre
com
men
datio
ns
Num
ber
ofdi
ssem
inat
ion
foru
ms
held
Dev
elop
apo
pula
rver
sion
ofth
ere
cem
men
datio
ns
500
,000
1
500
,000
Med
iaC
ampa
ign,
stak
ehol
ders
mee
ting
and
w/s
hops
1,0
00,0
00
1
1,0
00,0
00
Com
mun
icat
ion
stra
tegy
2,0
00,0
00
1
2,0
00,0
00
Mon
itorin
gof
the
impl
emen
tatio
nof
task
forc
es re
cem
men
datio
ns
500
,000
1
500
,000
Sche
dule
dan
dun
-sch
edul
edin
spec
tions
ofpr
ison
s,po
lice
stat
ions
,an
dot
her
plac
eso f
dete
ntio
n
acc
omod
atio
n,
mea
ls, t
rans
port,
co
mm
unic
atio
n,st
atio
nary
1
50,0
00
5
7
50,0
00
Inno
vativ
eid
eas
ofw
orki
ngar
ound
pris
ons
5
00,0
00
1
5
00,0
00
Rep
ort p
rintin
g
500
,000
1
500
,000
C
ondu
ctfie
ldin
vest
igat
ion
mis
sion
san
dpr
epar
ere
port
o ffin
ding
s and
reco
mm
enda
tions
acc
omod
atio
n m
eals
tran
spor
t co
mm
unic
atio
nst
atio
nary
1
00,0
00
6
6
00,0
00
Und
erta
kead
voca
cyfo
rim
plem
enta
tion
o fre
com
men
datio
nsof
the
task
forc
eon
pol
ice
and
pris
on re
form
acc
omod
atio
n m
eals
tran
spor
t co
mm
unic
atio
nst
atio
nary
and
re
imbu
rsem
ents
2
00,0
00
8
1,6
00,0
00
Supp
ortt
olo
call
evel
cour
tus
ers
com
mitt
eem
eetin
gsin
Nai
robi
,N
orth
Rift
and
Not
hern
Ken
yaC
ourts
lum
psum
for
faci
ltatio
n an
d ra
ppor
tuer
fees
; ve
nue
acco
mod
atio
nm
eals
tran
spor
t co
mm
unic
atio
nst
atio
nary
and
re
imbu
rsem
ents
2
00,0
00
3
6
00,0
00
Inve
stig
atio
nin
toal
lege
dvi
olat
ions
o fhu
man
righ
ts in
pris
ons
Stre
ngth
en c
oord
inat
ion
ofcr
imin
alju
stic
eag
enci
es
Pag
e 4
of 1
6K
NC
HR
Wor
kpla
n 20
09/1
0
Kenya National Commission on Human Rights
44
OU
TC
OM
E
TA
RG
ET
OU
TPU
T
MA
IN A
CT
IVIT
Y
IND
ICA
TO
RS
SU
B- A
CT
IVIT
Y
Key
Act
ivity
K
ey A
ctiv
ity
Q1
Q2
Q3
Q4
TO
TA
L C
OST
S
UB
-A
CT
IVIT
Y K
EY
R
ESO
UR
CE
INPU
TS
UN
IT C
OST
R
ESO
UR
CE
V
OL
UM
E
Nat
iona
lco
nfer
ence
for
law
enfo
rcem
ent
inst
itutio
nsfo
rex
perie
nce
shar
ing.
lum
psum
for
faci
ltatio
n an
d ra
ppor
tuer
fees
; ve
nue
acco
mod
atio
nm
eals
tran
spor
t co
mm
unic
atio
nst
atio
nary
and
re
imbu
rsem
ents
6
00,0
00
1
6
00,0
00
Parti
cipa
tion
inR
egio
nal
and
Inte
rnat
iona
l Con
fere
nces
Parti
cipa
tion
in
train
ing
for a
to
ensu
re in
fusi
on o
f hu
man
righ
ts in
Pu
blic
pol
icie
s
Parti
cipa
tion
inna
tiona
lre
gion
alan
din
tern
atio
nal
foru
mso
npe
nal r
efor
m
Atte
ndre
gion
alan
din
tern
atio
nal
conf
eren
ces
and
train
ings
onpe
nal r
efor
m
lum
psum
for
faci
ltatio
n an
d ra
ppor
tuer
fees
venu
eac
com
odat
ion
5
00,0
00
2
1,0
00,0
00
Ado
ptio
n of
Hum
an R
ight
s Pr
inci
ples
and
stan
dard
s
Eng
agem
ent w
ith
targ
eted
age
nda
4 ite
ms
Num
ber o
f age
nda
4 ite
ms e
ngag
ed w
ith
Con
stitu
tion-
Publ
iced
ucat
ion
on
refe
rend
um,D
raft
cons
titut
ion,
mon
itorin
g ha
teb
spee
ch
Pub
licat
ion,
IEC
m
ater
ials
, rad
io, T
V,
regi
onal
out
reac
h
6
00,0
00
5
3,0
00,0
00
Lan
d po
licy-
Lobb
ying
for
adop
tion
of la
nd p
olic
y,
Rou
nd ta
ble
with
Pa
rliam
ente
rians
,
1,5
00,0
00
1
1,5
00,0
00
Bui
dlin
g in
tern
al c
apac
ity
and
enga
gem
ent w
ith
Nat
iona
l Coh
esio
n C
omm
issi
on
1,0
00,0
00
1
1,0
00,0
00
Ass
essm
ent o
f G
over
nmen
tin
terv
entio
n in
re
gion
alim
bala
nces
and
in
equa
lity
Mon
itorin
g ho
w G
over
nmen
t is
add
ress
ing
issu
es o
f ed
ucat
ion
( rel
ates
to a
nnua
l st
ate
of h
uman
righ
ts)
1,0
00,0
00
1
1,0
00,0
00
Dev
elop
men
t of p
olic
y br
iefs
In
tern
al
Gre
ater
app
licat
ion
of
Hum
an R
ight
s sta
ndar
ds
in th
e im
plem
enta
tion
of
Age
nda
4 (
Con
stitu
tiona
l,in
stitu
tiona
l and
lega
l re
form
; lan
d re
form
; Po
verty
, ine
quity
and
re
gion
al im
bala
nces
; un
empl
oym
ent a
mon
g th
e yo
uth;
con
solid
atio
n of
nat
iona
l coh
esio
n an
d un
ity; t
rans
pare
ncy,
ac
coun
tabi
lity
and
impu
nity
Pag
e 5
of 1
6K
NC
HR
Wor
kpla
n 20
09/1
0
Strategic Plan 2009-2013
45
OU
TC
OM
E
TA
RG
ET
OU
TPU
T
MA
IN A
CT
IVIT
Y
IND
ICA
TO
RS
SU
B- A
CT
IVIT
Y
Key
Act
ivity
K
ey A
ctiv
ity
Q1
Q2
Q3
Q4
TO
TA
L C
OST
S
UB
-A
CT
IVIT
Y K
EY
R
ESO
UR
CE
INPU
TS
UN
IT C
OST
R
ESO
UR
CE
V
OL
UM
E
num
ber o
f pa
rtner
ship
s P
rodu
ctio
n of
doc
umen
tary
M
edia
1
,000
,000
3
3
,000
,000
Red
uctio
n of
Hum
an
Rig
hts v
iola
tions
by
stat
e ag
enci
es
Non
-sta
te a
ctor
s eng
aged
E
ngag
e w
ith C
SOs
and
FBO
s wor
king
on
Age
nda
4
Num
ber o
f pa
rtner
ship
s for
med
M
edia
Adv
ocac
y (p
rint)
ineq
uity
and
regi
onal
im
bala
nces
and
nat
iona
l co
hesi
on
trav
el,
acco
mm
odat
ion
and
reim
burs
emen
ts
8
00,0
00
4
3,2
00,0
00
Pub
lic e
duca
tion
Pub
lic se
nsiti
zatio
n an
d pa
rtici
patio
n in
A
gend
a 4
Pub
lic e
duca
tion
serie
s con
duct
ed
Con
duct
8 re
gion
al T
V
show
s on
Age
nda
4
2
,000
,000
8
16,
000,
000
Sub
-Tot
al
5
2,80
0,00
0
EC
OSO
C
EC
OSO
C r
ight
s inf
used
in
polic
y an
d le
gisl
atio
n e
nhan
ced
real
isat
ion
of e
cono
mic
soci
al
and
cultu
ral r
ight
s (E
CO
SOC
) thr
ough
m
onito
ring
proc
ess.
num
ber o
f pol
icie
san
d la
ws i
nfus
ing
ECO
SOC
righ
ts
Mon
itorin
g of
real
izat
ion
of
right
s to
wat
er
Boo
klet
, co
nsul
tatio
n,va
lidat
ion
w/s
hop,
publ
icat
ion
and
diss
emin
atio
nof
HR
boo
klet
2,2
00,0
00
1
2,2
00,0
00
Hea
lth
Con
veni
ng o
f se
lect
ed E
CO
SOC
is
sues
Com
plet
ion
of th
e re
prod
uctiv
e br
iefin
g pa
per,
redu
ctio
n of
mat
erna
l dea
th,
conv
enin
g st
akeh
olde
rs o
n m
ater
nal d
eath
con
sulta
tive
foru
m
1
,000
,000
1
1
,000
,000
Bus
ines
s and
H
uman
Rig
hts f
orum
E
stab
lishi
ng p
artn
ersh
ips o
n bu
sine
ss a
nd H
R, c
onve
ning
in
vest
ors
8
00,0
00
1
8
00,0
00
Laun
chin
g an
d di
ssem
inat
ion
of G
row
ing
old
repo
rt
500
,000
1
500
,000
Cul
tura
l Rig
hts
Inst
itutio
ns P
ublic
atio
n an
d D
isse
min
atio
n of
Nya
nza
cultu
ral r
epor
t
1,5
00,0
00
1
1,5
00,0
00
Bas
elin
e su
rvey
on
cultu
ral
inst
itutio
ns a
nd H
R
con
sulta
nts,
mee
ting
key
com
mun
ity g
roup
s
5
00,0
00
4
2,0
00,0
00
INC
RE
ASE
D K
NO
WL
ED
GE
AN
D P
RA
CT
ICE
ON
HU
MA
N R
IGH
TS
STA
ND
AR
DS
IN P
UB
LIC
AN
D P
RIV
AT
E S
PHE
RE
S
Pag
e 6
of 1
6K
NC
HR
Wor
kpla
n 20
09/1
0
Kenya National Commission on Human Rights
46
OU
TC
OM
E
TA
RG
ET
OU
TPU
T
MA
IN A
CT
IVIT
Y
IND
ICA
TO
RS
SU
B- A
CT
IVIT
Y
Key
Act
ivity
K
ey A
ctiv
ity
Q1
Q2
Q3
Q4
TO
TA
L C
OST
S
UB
-A
CT
IVIT
Y K
EY
R
ESO
UR
CE
INPU
TS
UN
IT C
OST
R
ESO
UR
CE
V
OL
UM
E
Dev
elop
HR
in
dica
tors
in V
isio
n 20
30 fr
amew
ork
Infu
sing
HR
in V
isio
n 20
30,
infu
sing
HR
in p
erfo
rman
ce
cont
ract
ing
with
Pub
lic
Sect
or R
efor
m S
ecre
taria
t
stak
ehol
der
mee
tings
1
00,0
00
1
1
00,0
00
Par
ticip
atio
n in
Evi
ctio
n G
uide
lines
pre
para
tion
Inte
rnal
-
-
-
cap
acity
bui
ldin
g fo
r EC
OSO
C u
nder
take
n B
uild
ing
Cap
acity
of
non
-sta
te a
ctor
s th
roug
h tra
inin
gs
num
ber o
f non
stat
e ac
tors
trai
ned
faci
litat
ors
and
rapp
otue
r
40
,000
4
160
,000
cap
acity
bui
ldin
g on
de
volv
ed fu
nds a
nd
acco
unta
bilit
y
lum
psum
for
prin
ting
4
50,0
00
1
4
50,0
00
repr
intin
g a
nd
diss
erm
inat
ion
of in
form
atio
n on
dev
olve
d fu
nds
mee
ting
cost
s
1
50,0
00
1
1
50,0
00
dev
elop
men
t of a
bud
get
track
ing
tool
M
obili
zatio
n;
trave
l;ac
com
odat
ion
and
reim
burs
emen
ts
4
00,0
00
2
8
00,0
00
2 st
ake
hold
ers v
alid
atio
n w
ork
shop
on
budg
et tr
acki
ng
tool
lum
psum
for
stat
ione
ry,
com
mun
icat
ion/
equi
pmen
t
15,0
00
2
30,0
00
Mob
iliza
tion;
tra
vel;
acco
mod
atio
n an
d re
imbu
rsem
ents
4
00,0
00
3
1,2
00,0
00
3 tr
aini
ng w
orks
hops
on
use
of b
udge
t tra
ckin
g to
ol o
n de
volv
ed fu
nds
lum
psum
for
stat
ione
ry,
com
mun
icat
ion/
equi
pmen
t
15,0
00
3
45,0
00
Lum
psum
D
eveo
ping
IEC
m
ater
ial,
4
00,0
00
1
4
00,0
00
enh
ance
d tra
nspa
ranc
y an
d ac
coun
tabi
lity
amon
gst d
uty
bear
ers
incr
ease
d kn
owle
dge
of
publ
ic o
ffic
ers o
n R
BA
bui
ld c
apac
ity o
f ta
rget
ed st
ate
acto
rs
on R
BA
num
ber o
f pub
lic
offic
ers p
artic
ipat
ing
in R
BA
cap
acity
bu
ildin
g
IEC
mat
eria
ls
Mob
iliza
tion;
tra
vel;
acco
mod
atio
n an
d re
imbu
rsem
ents
5
00,0
00
3
1,5
00,0
00
Dev
elop
trai
ning
man
ual o
n rig
ht b
ased
app
roac
h
500
,000
1
500
,000
Pag
e 7
of 1
6K
NC
HR
Wor
kpla
n 20
09/1
0
Strategic Plan 2009-2013
47
OU
TC
OM
E
TA
RG
ET
OU
TPU
T
MA
IN A
CT
IVIT
Y
IND
ICA
TO
RS
SU
B- A
CT
IVIT
Y
Key
Act
ivity
K
ey A
ctiv
ity
Q1
Q2
Q3
Q4
TO
TA
L C
OST
S
UB
-A
CT
IVIT
Y K
EY
R
ESO
UR
CE
INPU
TS
UN
IT C
OST
R
ESO
UR
CE
V
OL
UM
E
cap
acity
bui
ldin
g fo
r EC
OSO
C u
nder
take
n ta
rget
ed c
apac
ity
build
ing
and
advo
casy
in se
rvic
e de
liver
y in
EC
OSO
C n
umbe
r of
inst
itutio
nspa
rtici
patin
g in
EC
OSO
C
3 tr
aini
ng w
orks
hops
on
hum
an ri
ghts
bas
ed a
ppro
ach
Mob
iliza
tion;
tra
vel;
acco
mod
atio
n an
d re
imbu
rsem
ents
5
00,0
00
3
1,5
00,0
00
con
sulta
tive
mee
tings
with
id
entif
ied
loca
l, re
gion
al a
nd
inte
rnat
iona
l par
tner
s
-
Par
ticip
atio
n/
Prep
arat
ion
of
Evic
tion
guid
elin
es
with
Min
istry
Sup
port
the
proc
ess o
f ID
P re
loca
tion
proc
ess
Inte
rnal
-don
e un
der T
JRC
150
,000
3
450
,000
Map
ping
of I
DP
to T
JRC
In
tern
al
-
-
Par
ticip
atio
n in
pre
para
tion
of e
vict
ion
guid
elin
es
Inte
rnal
-
-
Tra
in th
e ta
sk fo
rce
on In
tern
atio
nal
evic
tion
stan
dard
s
Hol
d co
nsul
tativ
e m
eetin
gs
Mee
tings
500
,000
1
500
,000
Tra
in ta
sk fo
rce
mem
bers
c
onsu
ltant
,ven
ue
8
00,0
00
1
8
00,0
00
Mon
itor I
DP
issu
es
mea
l allo
wan
ce,
acco
mod
atio
n,tra
nspo
rt
4
50,0
00
1
4
50,0
00
Pro
mot
e an
d pr
ofili
ng h
uman
rig
hts o
f th
e m
inor
ity,
mag
inal
ized
and
the
vuln
erab
le
Sha
re a
nd im
plem
ent t
he
reco
mm
enda
tions
of t
he
Saro
va re
port
-
Con
sulta
tion
with
par
tner
s w
orki
ng o
n re
sour
ce b
ased
co
nflic
t ( c
attle
rast
ling)
5
00,0
00
2
1,0
00,0
00
HIV
and
AID
S- 2
TO
T on
H
IV a
nd A
IDS
for c
ivil
soci
ety
and
heal
th b
ased
or
gani
zatio
ns
8
00,0
00
2
1,6
00,0
00
Tra
inin
g on
shad
ow
repo
rting
on
diss
abili
ty
conv
entio
n-co
nsul
tativ
efo
rum
tow
ards
dom
estic
atio
n
ven
ue, m
eals
and
ac
com
odat
ion
8
00,0
00
2
1,6
00,0
00
Fol
low
up
on th
e re
gion
al
w/s
hop
reco
mm
enda
tion
on
Indi
genu
os P
eopl
e R
ight
s
1,0
00,0
00
1
1,0
00,0
00
Pag
e 8
of 1
6K
NC
HR
Wor
kpla
n 20
09/1
0
Kenya National Commission on Human Rights
48
OU
TC
OM
E
TA
RG
ET
OU
TPU
T
MA
IN A
CT
IVIT
Y
IND
ICA
TO
RS
SU
B- A
CT
IVIT
Y
Key
Act
ivity
K
ey A
ctiv
ity
Q1
Q2
Q3
Q4
TO
TA
L C
OST
S
UB
-A
CT
IVIT
Y K
EY
R
ESO
UR
CE
INPU
TS
UN
IT C
OST
R
ESO
UR
CE
V
OL
UM
E
Dis
sem
inat
ion
of
ECO
SOC
conc
ludi
ngob
serv
atio
ns
Qua
rterly
feed
back
In
tern
al
-
-
Sub
tota
l
22,
235,
000
RE
GIO
NA
L
OU
TR
EA
CH
Reg
iona
l cam
paig
ns
on T
JRC
& Ju
dici
al
refo
rms
Hire
of w
/sho
p ve
nue,
trav
ellin
g al
low
ance
,m
obili
zers
,ai
rtim
e, h
ire L
CD
, st
atio
nerie
s,ra
ppor
teur
, car
hi
re, f
uel p
rint &
au
dio
adve
rts.
1,0
00,0
00
2
2,0
00,0
00
Con
duct
pub
lic fo
rum
s, m
edia
adv
ocac
y &
mee
ting
with
stak
e ho
lder
s M
appi
ng a
cros
s the
8
prov
ince
s to
fost
er
stra
tegi
c pa
rtner
ship
on
adh
eran
ce to
H
uman
Rig
hts
Iden
tific
atio
n of
regi
onal
fo
cal p
oint
org
aniz
atio
ns &
ha
ving
stak
ehol
ders
mee
ting
in a
ll th
e 8
prov
ince
s.
Hire
of w
/sho
p ve
nue,
trav
ellin
g al
low
ance
,ai
rtim
e, h
ire L
CD
, st
atio
nerie
s,ra
ppor
teur
, car
hi
re, f
uel.
5
00,0
00
8
4,0
00,0
00
Reg
ular
con
sulta
tive
foru
ms
Hol
ding
key
stak
ehol
der's
m
eetin
gs in
all
the
8 pr
ovin
ces.
Hire
of w
/sho
p ve
nue,
trav
ellin
g al
low
ance
,ai
rtim
e, h
ire L
CD
, st
atio
nerie
s,ra
ppor
teur
, car
hi
re, f
uel.
2
00,0
00
8
1,6
00,0
00
EN
HA
NC
E C
APA
CIT
Y O
F T
HE
CO
MM
ISSI
ON
TO
EFF
EC
TIV
EL
Y D
EL
IVE
R IT
S M
AN
DA
TE Pag
e 9
of 1
6K
NC
HR
Wor
kpla
n 20
09/1
0
Strategic Plan 2009-2013
49
OU
TC
OM
E
TA
RG
ET
OU
TPU
T
MA
IN A
CT
IVIT
Y
IND
ICA
TO
RS
SU
B- A
CT
IVIT
Y
Key
Act
ivity
K
ey A
ctiv
ity
Q1
Q2
Q3
Q4
TO
TA
L C
OST
S
UB
-A
CT
IVIT
Y K
EY
R
ESO
UR
CE
INPU
TS
UN
IT C
OST
R
ESO
UR
CE
V
OL
UM
E
Gre
ater
resp
ct &
adh
eran
ce
to L
aws &
h/ri
ghts
st
anda
rds b
y no
n st
ate
agen
cies
.
Non
stat
e ac
tors
com
mitm
ent
& p
rogr
essi
ve p
ract
ise
to
Hum
an R
ight
s Prin
cipl
es &
St
anda
rds.
3 h
uman
righ
ts
train
ing
& c
apac
ity
build
ing
w/s
hops
, TO
T's i
n C
SO, C
BO
on
pro
mot
ing
resp
ect
for t
he ru
le o
f Law
&
Hum
an R
ight
s St
anda
rds
No.
of p
artn
ersh
ips
& n
etw
orks
es
tabl
ishe
d &
op
erat
iona
lised
.
Con
duct
12
w/s
hops
for
TOT'
s in
FBO
& C
SO
Hire
of w
/sho
p ve
nue,
trav
ellin
g al
low
ance
,re
sour
ce p
erso
ns,
airti
me,
hire
LC
D,
stat
ione
ries,
rapp
orte
ur,
bind
ing
&
diss
emin
atin
gre
port.
8
00,0
00
3
2,4
00,0
00
Incr
ease
d en
joym
ent o
f H
uman
Rig
hts b
y al
l peo
ple
in K
enya
.
Incr
ease
d nu
mbe
r of
mem
bers
of t
he p
ublic
cl
aim
ing
thei
r rig
hts.
8 p
ublic
aw
aren
ess
foru
ms t
o pr
omot
e re
spec
t for
the
rule
of
Law
& H
uman
R
ight
s Sta
ndar
ds
Incr
ease
d pe
rcen
tage
of
citiz
ens c
laim
ing
thei
r rig
hts b
y 1%
Hum
an R
ight
s Clin
ics &
Ed
ucat
ion
Mob
ilize
rs, h
ire
of v
enue
, car
hire
, ac
com
mod
atio
n,m
eals
8
00,0
00
8
6,4
00,0
00
Dev
elop
regi
onal
st
rate
gy o
n H
R
Inte
rnal
Sub
tota
l
16,
400,
000
RE
SEA
RC
H &
C
OM
PLIA
NC
E
Gre
ater
resp
ect a
nd
enfo
rcem
ent o
f Hum
an
Rig
hts S
tand
ards
by
Stat
e A
genc
ies.
Leg
isla
tions
& p
olic
ies t
hat
are
com
plia
nt w
ith H
uman
R
ight
s Sta
ndar
ds &
Pr
inci
ples
form
ulat
ed.
Rev
iew
of 3
key
le
gisl
atio
ns N
umbe
r of b
ills &
po
licie
s rev
iew
ed
Con
duct
w/s
hops
. R
esea
rch
assi
stan
ts,
cons
ulta
nt,
acco
mod
atio
n,ai
rtim
e, m
eetin
g ve
nues
, airt
icke
ts,
car h
ire
1,0
00,0
00
5
5,0
00,0
00
Pro
vide
supp
ort i
n re
view
of o
ther
bill
s, po
licie
s and
le
gisl
atio
n
Pro
vide
supp
ort i
n re
view
of
othe
r bill
s, po
licie
s and
le
gisl
atio
n
Inte
rnal
Sta
keho
lder
con
sulta
tions
on
prop
osed
bill
s and
pol
icie
s W
orks
hop
foru
m
2
50,0
00
3
7
50,0
00
Pub
licat
ion
of P
olic
y br
iefs
P
rintin
g
200
900
180
,000
Dis
sem
inat
ion
thro
ugh
med
ia
Sup
plem
ents
350
,000
2
700
,000
INC
RE
ASE
D A
PPL
ICA
TIO
N O
F H
R P
RIN
CIP
LE
S A
ND
ST
AN
DA
RD
S IN
TH
E IM
PLE
ME
NT
AT
ION
OF
AG
EN
DA
4 O
F T
HE
NA
TIO
NA
L A
CC
OR
D
Pag
e 10
of 1
6K
NC
HR
Wor
kpla
n 20
09/1
0
Kenya National Commission on Human Rights
50
OU
TC
OM
E
TA
RG
ET
OU
TPU
T
MA
IN A
CT
IVIT
Y
IND
ICA
TO
RS
SU
B- A
CT
IVIT
Y
Key
Act
ivity
K
ey A
ctiv
ity
Q1
Q2
Q3
Q4
TO
TA
L C
OST
S
UB
-A
CT
IVIT
Y K
EY
R
ESO
UR
CE
INPU
TS
UN
IT C
OST
R
ESO
UR
CE
V
OL
UM
E
Pre
sent
atio
n of
re
com
men
datio
ns to
rele
vant
Pa
rliam
enta
ry c
omm
ittee
s
Mee
tings
(P
arlia
men
tbu
ildin
gs)
-
Mon
itorin
g an
d do
cum
entin
g ex
tent
of i
mpl
emen
tatio
n of
pr
opos
als m
ade
Inte
rnal
-
Impr
ove
acce
ss to
fu
ndam
enta
l Hum
an R
ight
s fo
r the
OV
C
*R
evie
w th
e C
hild
ren'
s Act
to
addr
ess H
uman
R
ight
s iss
ues
affe
ctin
g th
e O
VC
Num
ber o
f bill
s &
polic
ies r
evie
wed
&
oper
atio
nalis
ed
Con
veni
ng st
ake
hold
ers t
o re
view
Chi
ldre
n's A
ct
W/s
hop
venu
e,
airti
me,
7
00,0
00
1
7
00,0
00
Rev
iew
s, do
cum
enta
tion,
bu
ildin
g su
ppor
t with
pa
rliam
ente
rians
etc
Inte
rnal
Ado
ptio
n of
ant
i di
scrim
inat
ion
law
s and
po
licie
s
ado
ptio
n of
ant
i di
scrim
inat
ion
law
s and
po
licie
s
adv
ocat
e fo
r equ
ity
equa
lity
and
non
disc
rimin
atio
n in
pu
blic
and
priv
ate
sphe
res
num
ber o
f ant
i di
scrim
iona
tion
law
s an
d pr
actic
e
revi
ew a
nd p
ublis
h an
ti di
scrim
inat
ion
law
s c
onsu
ltant
s
1
,000
,000
3
3
,000
,000
Fin
aliz
e an
tidis
crim
inat
ion
stra
tegy
repo
rt an
d pu
blis
h th
e re
port
Fin
aliz
e re
port
Res
earc
h as
sist
ants
4
00,0
00
1
4
00,0
00
Pee
r rev
iew
/val
idat
ion
2
00,0
00
1
2
00,0
00
Pub
lish
repo
rt
800
,000
1
800
,000
La
unch
ing
and
diss
emin
atio
n re
port
4
00,0
00
1
4
00,0
00
Fin
aliz
e de
velo
pmen
t of N
AP
polic
y
Par
ticip
ate
in N
AP
valid
atio
n w
/sho
p
800
,000
1
800
,000
Bre
akfa
st fo
rum
with
re
leva
nt p
arlia
men
tary
co
mm
ittee
s to
final
ize
NA
P po
licy
5
00,0
00
1
5
00,0
00
Pre
sent
atio
n of
pol
icy
to
Gov
ernm
ent m
inis
tries
500
,000
1
500
,000
Ann
ual H
uman
R
ight
s Jou
rnal
N
guzo
za
Hak
i
Val
idat
ion
w/s
hop
8
00,0
00
1
8
00,0
00
Pee
r rev
iew
of d
raft
repo
rt
200
,000
1
200
,000
P
ublic
atio
n of
repo
rt
1
,000
2
,000
2
,000
,000
p
eres
enta
tion
of re
port
to
vario
us st
akeh
olde
rs
2
50,0
00
5
1,2
50,0
00
con
sulta
nts
2
00,0
00
1
2
00,0
00
Pag
e 11
of 1
6K
NC
HR
Wor
kpla
n 20
09/1
0
Strategic Plan 2009-2013
51
OU
TC
OM
E
TA
RG
ET
OU
TPU
T
MA
IN A
CT
IVIT
Y
IND
ICA
TO
RS
SU
B- A
CT
IVIT
Y
Key
Act
ivity
K
ey A
ctiv
ity
Q1
Q2
Q3
Q4
TO
TA
L C
OST
S
UB
-A
CT
IVIT
Y K
EY
R
ESO
UR
CE
INPU
TS
UN
IT C
OST
R
ESO
UR
CE
V
OL
UM
E
Fin
aliz
e st
udy
on
stat
eles
snes
s L
aunc
h an
d di
ssem
inat
e re
port
2 w
/sho
ps
7
00,0
00
2
1,4
00,0
00
Thi
rd st
ate
of H
uman
R
ight
s rep
ort
Pre
para
tion
of th
e 3r
d st
ate
of H
uman
Rig
hts r
epor
t T
hird
stat
e of
hu
man
righ
ts re
port
prep
ared
and
pr
esen
ted
to th
e M
inis
ter o
f Jus
tice
Des
k an
d fie
ld re
sear
ch a
nd
repo
rt co
mpi
latio
n
200
,000
5
1
,000
,000
Rep
ort v
alid
atio
n w
orks
hop
2
00,0
00
1
2
00,0
00
Pub
licat
ion
of re
port
pub
licat
ion
6
00
2,0
00
1,2
00,0
00
Pub
lic L
aunc
h an
d di
ssem
inat
ion
of re
port
foru
m
2
00,0
00
1
2
00,0
00
Stre
ngth
en e
ngag
emen
t w
ith w
ith re
gion
al a
nd
inte
rnat
iona
l hum
an ri
ghts
m
echa
nism
s
Wor
ksho
p to
lobb
y ra
tific
atio
n of
the
optio
nal p
roto
col
wor
ksho
p he
ld a
nd
w/s
hop
repo
rt pr
oduc
ed
Con
duct
w/s
hop
with
key
st
akeh
olde
rs fo
r pro
filin
g an
d lo
bbyi
ng ra
tific
atio
n of
the
othe
r opt
iona
l pro
toco
l
wor
ksho
p
800
,000
1
800
,000
Cap
acity
bui
ldin
g w
/sho
p to
war
ds
prep
arat
ion
of a
sh
adow
repo
rt on
C
RPD
wor
ksho
p he
ld a
nd
w/s
hop
repo
rt pr
oduc
ed
Con
duct
one
wor
ksho
p w
ith
key
stak
ehol
ders
on
shad
ow
repo
rting
on
CR
PD
wor
ksho
p
800
,000
1
800
,000
Inte
ract
ion
with
inte
rnat
iona
l hu
man
righ
ts b
odie
s thr
ough
pa
rtici
patio
n in
the
mee
ting
ofth
e U
N H
uman
Rig
hts
Cou
ncil
on re
view
of t
he U
PRre
port
trav
el a
nd
acco
mod
atio
n
500
,000
2
1
,000
,000
Mon
itorin
g ex
tent
of
reco
mm
enda
tions
on
the
UPR
In
tern
al
Res
ourc
e C
entre
m
ater
ial a
nd
subs
crip
tion
1,0
00,0
00
1,0
00,0
00
Sub
tota
l
25,
980,
000
PU
BL
IC E
DU
CA
TIO
N
& T
RA
ININ
G
Kno
wle
ageb
le c
itize
nry
clai
min
g th
eir h
uman
righ
ts E
nhan
ced
know
ledg
e an
d sk
ills o
f non
stat
e ac
tors
re
alis
ed
Tar
get r
ight
s bas
ed
train
ing
of tr
aine
rs
and
capa
city
bu
ildin
g
Num
ber a
nd ty
pe o
f tra
inin
gs u
nder
take
nC
ondu
cted
RB
A tr
aini
ngs f
or
non-
stat
e ac
tors
C
onsu
ltant
/Fac
ilit
ator
1
00,0
00
2
2
00,0
00
INC
RE
ASE
D K
NO
WL
ED
GE
ON
HR
PR
INC
IPL
ES
AN
D S
TA
ND
AR
DS
IN P
UB
LIC
AN
D P
RIV
AT
E S
PHE
RE
S
Pag
e 12
of 1
6K
NC
HR
Wor
kpla
n 20
09/1
0
Kenya National Commission on Human Rights
52
OU
TC
OM
E
TA
RG
ET
OU
TPU
T
MA
IN A
CT
IVIT
Y
IND
ICA
TO
RS
SU
B- A
CT
IVIT
Y
Key
Act
ivity
K
ey A
ctiv
ity
Q1
Q2
Q3
Q4
TO
TA
L C
OST
S
UB
-A
CT
IVIT
Y K
EY
R
ESO
UR
CE
INPU
TS
UN
IT C
OST
R
ESO
UR
CE
V
OL
UM
E
Wor
ksho
ps o
n R
BA
's T
rans
port
( Fl
ight
s)
136
,000
2
272
,000
Tra
nspo
rt (V
ehic
le)
-
Tax
i
18
,000
2
36
,000
T
rans
port
Rei
mbu
rsem
ent
-
Con
fere
nce
Pack
age
1,0
00,0
00
2
2,0
00,0
00
Sta
tione
ry
30,0
00
2
60,0
00
Hire
of
Equi
pmen
t
15
,000
2
30
,000
Rev
iew
, rep
rintin
g an
d de
velo
pmen
t of
addi
tiona
l tra
inin
g m
ater
ial (
IEC
)
Num
ber o
f mat
eria
l re
view
ed, r
eprin
ted
and
deve
lope
d
Con
sulta
nt
(Man
ual)
1
50,0
00
2
3
00,0
00
Dev
elop
men
t of I
EC m
ater
ial
Pub
licat
ion
(300
pi
eces
)
600
,000
2
1
,200
,000
IEC
mat
eria
ls
5
00,0
00
2
1,0
00,0
00
Kno
wle
ageb
le c
itize
nry
clai
min
g th
eir h
uman
righ
ts
Aw
aren
ess r
aisi
ng
Num
ber o
f pub
lic
foru
ms u
nder
take
n P
ublic
foru
ms
Hire
of v
enue
100
,000
1
100
,000
Pub
lic fo
rum
s M
obili
zatio
n fe
e
60
,000
1
60
,000
Med
ia sp
ots
6
00,0
00
1
6
00,0
00
Veh
icle
s & F
uel
1
00,0
00
1
1
00,0
00
Acc
omod
atio
n an
d m
eals
1
,000
,000
1
1
,000
,000
Num
ber o
f IEC
m
ater
ials
dev
elop
ed
Dev
elop
men
t of I
EC
mat
eria
ls P
oste
rs (5
,000
pi
eces
)
125
,000
1
125
,000
IEC
mat
eria
ls
5
00,0
00
1
5
00,0
00
Enh
ance
d tra
nspa
renc
y an
d ac
cout
abili
ty a
mon
gst
bear
ers
Foc
used
en
gage
men
t with
st
akeh
olde
rs
Num
ber o
f co
nsul
tativ
e fo
rum
s un
derta
ken
Con
sulta
tive
foru
ms
Hire
of v
enue
20
,000
2
40
,000
Tra
nspo
rt (V
ehic
le)
1
50,0
00
2
3
00,0
00
Acc
omod
atio
n an
d m
eals
300
,000
2
600
,000
Tra
nspo
rt R
eim
burs
emen
t
80
,000
2
160
,000
Inte
rnal
mee
tings
-
2
-
Enh
ance
d tra
nspa
renc
y an
d ac
cout
abili
ty a
mon
gst
bear
ers
Con
duct
adv
ocac
y an
d lo
byin
g ac
tiviti
es
Tar
gette
d ad
voca
cy
and
lobb
ying
S
urve
y C
onsu
ltanc
y fo
r su
rvey
2,0
00,0
00
1
2,0
00,0
00
Pag
e 13
of 1
6K
NC
HR
Wor
kpla
n 20
09/1
0
Strategic Plan 2009-2013
53
OU
TC
OM
E
TA
RG
ET
OU
TPU
T
MA
IN A
CT
IVIT
Y
IND
ICA
TO
RS
SU
B- A
CT
IVIT
Y
Key
Act
ivity
K
ey A
ctiv
ity
Q1
Q2
Q3
Q4
TO
TA
L C
OST
S
UB
-A
CT
IVIT
Y K
EY
R
ESO
UR
CE
INPU
TS
UN
IT C
OST
R
ESO
UR
CE
V
OL
UM
E
Pub
licat
ion
of
surv
ey re
sults
(1
,000
cop
ies)
5
00,0
00
1
5
00,0
00
Gre
ater
Res
pect
&
Adh
eran
ce to
Law
s &
Hum
an R
ight
s Sta
ndar
ds b
y St
ate
Act
ors
Mor
e aw
aren
ess &
un
ders
tand
ing
of im
puni
ty.
Incr
ease
d m
embe
rs o
f the
pu
blic
cla
imin
g th
eir r
ight
s
3 T
rain
ings
(2 T
OTs
tra
inin
gs &
1 fo
r po
licy
mak
ers i
n th
e lin
e M
inis
tries
)
Incr
easd
num
ber o
f pe
ople
trai
ned
on th
e ru
le o
f Law
&
Hum
an R
ight
s St
anda
rds
Hol
d 3
w/s
hops
with
targ
eted
pa
rtici
pant
s-Se
curit
y se
ctor
, ci
vil s
ocie
ty &
line
Min
istri
es
Hire
of w
/sho
p ve
nue,
trav
ellin
g al
low
ance
,re
sour
ce p
erso
ns,
airti
me,
hire
LC
D,
stat
ione
ries,
rapp
orte
ur,
prin
ting,
bind
ing
& d
isse
min
atin
g re
port.
8
00,0
00
3
2,4
00,0
00
Incr
esed
cap
acity
of t
arge
ted
Stat
e &
Non
Sta
te a
ctor
s to
educ
ate
the
publ
ic
4 h
uman
righ
ts
train
ing
& c
apac
ity
build
ing
w/s
hops
for
stat
e ag
enci
es o
n pr
omot
ing
resp
ect
for t
he ru
le o
f Law
&
Hum
an R
ight
s St
anda
rds
No.
of i
nstit
utio
ns
enga
ged
in p
ublic
ed
ucat
ion
on ru
le o
f La
w &
hum
an ri
ghts
. N
o. o
f peo
ple
train
ed
on th
e ru
le o
f Law
&
Hum
an R
ight
s Pr
inci
ples
Con
duct
12
w/s
hops
for
publ
ic o
ffic
ers,
stat
e se
curit
y ag
ents
& p
rison
s
Hire
of w
/sho
p ve
nue,
trav
ellin
g al
low
ance
,re
sour
ce p
erso
ns,
airti
me,
hire
LC
D,
stat
ione
ries,
rapp
orte
ur,
bind
ing
&
diss
emin
atin
gre
port.
8
00,0
00
4
3,2
00,0
00
1
6,78
3,00
0 S
ub-t
otal
OR
GA
NIZ
AT
ION
AL
G
RO
WT
H A
ND
D
EV
EL
OPM
EN
T
Enh
ance
d ca
paci
ty o
f the
co
mm
issi
on to
del
iver
on
its
man
date
Suf
ficie
nt st
aff r
ecru
ited
recr
uitm
ent o
f 10
com
pete
nt st
aff
Num
ber o
f sta
ff
recr
uite
d fu
nds,
skill
s lu
mps
um
10
1
8,77
5,13
2
An
enab
ling
wor
king
en
viro
nmen
t for
co
mm
issi
oner
s and
staf
f es
tabl
ishm
ent
Cap
acity
bui
ldin
g fo
r com
mis
sine
rs
and
staf
f
Num
ber a
nd q
ualit
y of
staf
f attr
acte
d,
recr
uite
d an
d re
tain
ed
equ
ipm
ent,
mat
eria
ls a
nd
proc
esse
s
var
ious
21,
265,
000
Fee
dbac
k fr
om
com
mis
sion
ers a
nd
staf
f E
mpl
oyee
rem
uner
atio
n M
otiv
ated
staf
f F
unds
1
,509
,004
61
92,
049,
219
EN
HA
NC
E C
APA
CIT
Y O
F T
HE
CO
MM
ISSI
ON
TO
EFF
EC
TIV
EL
Y D
EL
IVE
R IT
S M
AN
DA
TE Pag
e 14
of 1
6K
NC
HR
Wor
kpla
n 20
09/1
0
Kenya National Commission on Human Rights
54
OU
TC
OM
E
TA
RG
ET
OU
TPU
T
MA
IN A
CT
IVIT
Y
IND
ICA
TO
RS
SU
B- A
CT
IVIT
Y
Key
Act
ivity
K
ey A
ctiv
ity
Q1
Q2
Q3
Q4
TO
TA
L C
OST
S
UB
-A
CT
IVIT
Y K
EY
R
ESO
UR
CE
INPU
TS
UN
IT C
OST
R
ESO
UR
CE
V
OL
UM
E
Eff
ectiv
e an
d ef
ficie
nt
inst
itutio
n Im
plem
enta
tion
and
over
sigh
t ski
lls im
prov
ed
Sta
ff tr
aini
ng
Num
ber o
f sta
ff a
nd
com
mis
sion
ers t
o be
tra
ined
on
key
requ
site
skill
s id
entif
ied
trai
ning
nee
ds a
sses
smen
t (R
BA
, Gen
der,
HR
, fa
cilit
atio
n, H
IV,
Man
agem
ent,
lead
ersh
ip,
med
ia re
latio
ns)
team
bui
ldin
gs,
wor
ksho
ps,
cons
ulta
nts
7
50,0
00
8
6,0
00,0
00
Vis
ible
lead
ersh
ip p
rovi
ded
in e
mer
ging
hum
an ri
ghts
is
sues
Num
ber o
f iss
ues
addr
esse
d fo
rmat
ion
and
stre
ngth
enin
g of
lin
kage
s with
pa
rtner
s and
st
akeh
olde
rs
hol
ding
of c
onsu
ltativ
e fo
rum
s, m
eetin
gs
wor
ksho
ps,
trave
ls,
acco
mod
atio
ns,
mea
l allo
wan
ce
2
50,0
00
4
1,0
00,0
00
Inte
rnal
con
trol s
yste
ms
deve
lope
d/re
view
ed e
nhan
cing
the
prof
ile o
f the
co
mm
issi
on's
hum
an
reso
urce
,pr
ocur
emen
t and
fin
ance
man
ual
Num
ber o
f sys
tem
s de
velo
ped/
revi
ewed
trai
ning
on
proc
urem
ent,
revi
ew o
f pro
cure
men
t, hu
man
reso
urce
and
fina
nce
man
uals
, tra
in o
f non
fin
anci
al m
anag
er
1,0
00,0
00
3
3,0
00,0
00
Mon
itorin
g an
d ev
alua
tion
syst
em d
evel
oped
and
op
erat
iona
lised
est
ablis
hing
and
ME
& E
Sys
tem
F
unct
iona
l M&
E
Con
sulta
ncy
and
train
ing
mee
tings
lu
mps
um
var
ious
2
,000
,000
Bra
ndin
g/pr
omot
iona
l pr
ogra
mm
es c
ondu
cted
b
uild
ing
iden
tity
of
the
com
mis
sion
N
umbe
r of
prom
otio
nal
prog
ram
mes
cond
ucte
d
hold
ing
hum
an ri
ghts
aw
ards
P
ress
adv
erts
480
,000
6
2
,880
,000
Aw
ards
Din
ner t
o re
cogn
ise
the
win
ners
A
war
ds D
inne
r
900
,000
1
900
,000
Air
ticke
ts fo
r chi
ef g
uest
s an
d tra
nspo
rt to
faci
litat
e ve
rific
atio
ns /r
esea
rch
mis
sion
s
Lis
t of n
omin
ees
and
gues
ts
3
00,0
00
1
3
00,0
00
Acc
omod
atio
n fo
r res
earc
h te
ams
Acc
omod
atio
n lu
mps
um
1
50,0
00
Out
reac
h ac
tiviti
es a
nd
acco
unta
bilit
y fo
rum
s D
esig
n,la
yout
of
acco
unta
bilit
ybo
okle
ts,p
ress
adve
rts,
mob
iliza
tion,
trave
l and
ac
com
odat
ion
lum
psum
1
3
,000
,000
Pro
duct
ion
of b
roch
ures
, fli
ers a
nd T
-shi
rts
Des
ign,
layo
ut a
ndpr
intin
g of
var
ious
IE
C m
ater
ials
1
50,0
00
4
6
00,0
00
Med
ia re
latio
ns
Ele
ctro
nic
and
Prin
tA
dver
ts,P
ullo
uts
5
00,0
00
4
2,0
00,0
00
Pag
e 15
of 1
6K
NC
HR
Wor
kpla
n 20
09/1
0
Strategic Plan 2009-2013
55
OU
TC
OM
E
TA
RG
ET
OU
TPU
T
MA
IN A
CT
IVIT
Y
IND
ICA
TO
RS
SU
B- A
CT
IVIT
Y
Key
Act
ivity
K
ey A
ctiv
ity
Q1
Q2
Q3
Q4
TO
TA
L C
OST
S
UB
-A
CT
IVIT
Y K
EY
R
ESO
UR
CE
INPU
TS
UN
IT C
OST
R
ESO
UR
CE
V
OL
UM
E
Adq
uate
fina
ncia
l res
ourc
es
mob
ilise
d R
esou
rce
mob
iliza
tion
Lev
el o
f res
ourc
es
mob
ilise
d F
und
Rai
sing
Pr
opos
al w
ritin
g ,
mee
tings
.
50
,000
4
200
,000
Off
ice
spac
e A
dequ
ate
wor
king
sp
ace
for
Com
mis
sion
er a
nd
staf
f.
Set
tlem
ent o
f ren
t F
unds
1
,640
,467
12
19,
685,
600
Pro
gram
me
supp
ort
Sup
port
to th
e pr
ogra
mm
e F
unds
lu
mps
um
var
ious
18,
265,
181
Inc
reas
ed re
gion
al re
ach
of
the
Com
mis
sion
Hol
ding
Out
reac
h A
ctiv
ities
Enh
ance
d C
omm
issi
on p
rofil
e H
uman
Rig
hts
Clin
ics,
wor
ksho
ps e
tc
lum
psum
v
ario
us
4,7
58,5
36
Inte
rnat
iona
l tra
vel
1,8
77,3
32
1,8
77,3
32
Cor
pora
te S
ocia
l R
espo
nsib
ility
1,0
00,0
00
1,0
00,0
00
Par
tner
ship
1
,000
,000
1
,000
,000
P
rofe
ssio
nal f
ees
1,0
00,0
00
1,0
00,0
00
Sub
-tot
al
20
1,60
6,00
0
GR
AN
D T
OT
AL
366,
784,
000
Pag
e 16
of 1
6K
NC
HR
Wor
kpla
n 20
09/1
0
Kenya National Commission on Human Rights
56
AN
NE
X 2
: ST
AK
EH
OL
DE
R A
NA
LY
SIS.
St
akeh
olde
rFu
nctio
ns
KN
CH
R’s
co
llabo
ratio
n w
ith
the
orga
niza
tion
(s)
Stak
ehol
ders
Exp
ecta
tions
W
hat t
he K
NC
HR
nee
ds to
do
with
in th
e Pl
an p
erio
d
Civ
il So
ciet
y O
rgan
izat
ions
(C
SOs)
Ther
e is
a w
ide
arra
y of
ci
vil s
ocie
ty
orga
niza
tions
org
aniz
ed
on h
uman
righ
ts is
sues
. C
ivil
soci
ety
orga
niza
tions
are
in
volv
ed in
pro
mot
ion
and
prot
ectio
n of
hum
an
right
s. Th
ey a
lso
play
a
cruc
ial a
dvoc
acy
and
wat
chdo
g ro
le.
The
Com
mis
sion
is
man
date
d by
its
sta
tute
to
‘enc
oura
ge
the
effo
rts
of
othe
r in
stitu
tions
w
orki
ng i
n th
e fie
ld o
f hu
man
rig
hts
and
co-
oper
ate
with
su
ch
othe
r in
stitu
tions
fo
r th
e pu
rpos
e of
pro
mot
ing
and
prot
ectin
g hu
man
rig
hts
in
Ken
ya’.
Th
e C
omm
issi
on
will
co
llabo
rate
with
civ
il so
ciet
y or
gani
zatio
n in
de
finin
g an
d ar
ticul
atin
g th
e co
untry
’s h
uman
rig
hts
agen
da,
join
t pr
ogra
mm
e pa
rtner
ship
s, an
d jo
int
advo
cacy
in
itiat
ives
on
is
sues
of
co
mm
on in
tere
st.
To b
e ac
cess
ible
to
all
Ken
yans
es
peci
ally
the
mos
t vul
nera
ble.
To
ope
n re
gion
al o
ffic
es i
n al
l re
gion
s of
the
coun
try a
nd m
ake
enga
gem
ents
with
CSO
s ou
tsid
e N
airo
bi.
To f
orm
par
tner
ship
s an
d fin
d fo
cal p
oint
s with
CSO
s, FB
Os.
To u
tiliz
e its
sta
tuto
ry m
anda
te
thro
ugh
the
Hea
ring
Pane
ls t
o so
lve
mos
t of
the
hum
an r
ight
s ab
uses
.To
hav
e a
clea
r en
try p
oint
with
al
l cr
itica
l go
vern
men
t de
partm
ents
to
de
al
with
em
ergi
ng n
atio
nal i
ssue
s. Th
e C
omm
issi
on’s
w
ork
on
Terr
oris
m s
houl
d ha
ve g
uidi
ng
prin
cipl
es
inst
ead
of
bein
g re
activ
e.To
und
erta
ke s
cien
tific
Res
earc
h in
the
rese
arch
and
inve
stig
atio
n w
ork
unde
rtake
n.
Put
in p
lace
cle
ar M
onito
ring
and
Eval
uatio
n to
ols
to c
aptu
re
impl
anta
tion
and
follo
w u
p of
all
the
com
mis
sion
’s a
ctiv
ities
i.e
. M
OPA
see
med
to h
ave
died
off
w
ith
the
depa
rture
of
th
e co
mm
issi
oner
w
ho
was
in
-ch
arge
.G
o be
yond
the
rele
ase
of re
ports
an
d pu
rsue
the
pros
ecut
ion
of th
e pe
rpet
rato
rs.
To w
ork
as a
team
to e
nhan
ce it
s cr
edib
ility
.
KN
CH
R
will
de
sign
ate
a fo
cal
poin
t w
ithin
th
e C
omm
issi
on r
espo
nsib
le f
or
enha
ncin
g co
llabo
ratio
n an
d pa
rtner
ship
s w
ith
civi
l so
ciet
y.
Ther
e w
ill
be
annu
al
cons
ulta
tive
foru
ms
with
ci
vil s
ocie
ty o
rgan
izat
ions
.
Strategic Plan 2009-2013
57
Stak
ehol
der
Func
tions
K
NC
HR
’s
colla
bora
tion
with
th
e or
gani
zatio
n (s
) St
ao
keh
lder
s Exp
ecta
tions
W
hat t
he K
NC
HR
nee
ds to
do
with
in th
e Pl
an p
erio
d
Be
mor
e pr
oact
ive
as o
ppos
ed to
be
ing
mer
ely
reac
tive.
M
ake
atte
mpt
s to
add
ress
bot
h ci
vil
and
polit
ical
rig
hts
and
econ
omic
, so
cial
an
d cu
ltura
l rig
hts.
Not
to
be s
een
to b
e co
mpe
ting
with
CSO
s in
term
s of
act
iviti
es
and
Don
or re
sour
ces.
Priv
ate
Sect
or
The
priv
ate
sect
or p
lays
a
criti
cal
role
bo
th
dire
ctly
and
indi
rect
ly in
th
e pr
omot
ion
of h
uman
rig
hts.
The
priv
ate
sect
or
thro
ugh
its lo
bby
grou
ps
can
be
a so
urce
of
la
bour
-rel
ated
hu
man
rig
hts
viol
atio
ns.
The
sect
or
advo
cate
s fo
r go
od g
over
nanc
e in
the
co
untry
.
The
Com
mis
sion
th
roug
h its
bu
sine
ss
and
hum
an ri
ghts
initi
ativ
e se
eks
to h
ave
com
pani
es
adop
t pr
actic
es
and
proc
esse
s th
at
prom
ote
hum
an ri
ghts
.
Lead
ersh
ip
in
Prom
otio
n an
d pr
otec
tion
of h
uman
righ
ts.
Tran
spar
ency
and
acc
ount
abili
ty
Gui
danc
e an
d tra
inin
g in
hum
an
right
s an
d th
e rig
hts
–bas
ed
appr
oach
to p
rogr
amm
ing
Ther
e w
ill
be
perio
dic
cons
ulta
tive
foru
ms
with
the
pr
ivat
e se
ctor
on
issu
es o
f m
utua
l con
cern
.
Med
iaTh
e m
edia
pl
ays
a cr
itica
l ro
le
in
the
prom
otio
n an
d pr
otec
tion
of h
uman
rig
hts
in m
any
way
s. Th
e m
edia
is
a
sour
ce o
f in
form
atio
n on
hu
man
rig
hts
viol
atio
ns
that
ha
ve
take
n pl
ace.
Th
e m
edia
is
a so
urce
th
at e
duca
tes
the
publ
ic
on
hum
an
right
s. Th
e m
edia
is a
lso
a w
atch
dog
The
Com
mis
sion
w
ill
have
pe
riodi
c fo
rmal
en
gage
men
ts w
ith t
he m
edia
to
disc
uss
topi
cal
hum
an
right
s an
d go
vern
ance
is
sues
. Th
e C
omm
issi
on w
ill w
ork
with
the
med
ia i
n its
ed
ucat
iona
l and
wat
chdo
g ro
les.
Proa
ctiv
e en
gage
men
t as
op
pose
d to
reac
tive.
To
focu
s on
som
e to
pica
l hum
an
right
s is
sues
an
d sc
ale
up
com
mis
sion
ing
of d
ocum
enta
ries
on th
em.
To
set
clea
r ag
enda
fo
r th
e vi
sibi
lity
of th
e C
omm
issi
on a
nd
have
form
al e
ngag
emen
ts.
Scal
e up
hum
an ri
ghts
edu
catio
n to
the
mem
bers
of p
ublic
.
Perio
dic
form
al c
onsu
ltatio
ns
with
the
med
ia.
87
Kenya National Commission on Human Rights
58
Stak
ehol
der
Func
tions
K
NC
HR
’s
colla
bora
tion
with
th
e or
gani
zatio
n (s
) St
akeh
olde
rs E
xpec
tatio
ns
Wha
t the
KN
CH
R n
eeds
to
do w
ithin
the
Plan
per
iod
of th
e pu
blic
on
issu
es o
f pu
blic
in
tere
st,
hum
an
right
s, an
d go
od
gove
rnan
ce.
Ken
ya h
as
a ve
ry
vibr
ant
hum
an
right
s cul
ture
.
The
polic
e (A
dmin
istra
tion
Polic
e an
d R
egul
ar
Polic
e)
The
Ken
ya P
olic
e ha
s a
resp
onsi
bilit
y to
: m
aint
ain
law
and
ord
er;
pres
erve
pe
ace;
pr
otec
t lif
e an
d pr
oper
ty;
prev
ent a
nd d
etec
t crim
e;
appr
ehen
d of
fend
ers;
and
en
forc
e al
l la
ws
and
regu
latio
ns w
ith w
hich
it
is c
harg
ed.
The
serv
ice
also
ha
s a
com
plai
nts
depa
rtmen
t w
here
co
mpl
aint
s aga
inst
pol
ice
offic
ers c
an b
e lo
dged
Inve
stig
atin
g co
mpl
aint
s of
hu
man
rig
hts
viol
atio
ns
by
the
polic
e;
incr
easi
ng
unde
rsta
ndin
g of
hum
an r
ight
s am
ong
polic
e of
ficer
s; c
atal
yzin
g re
form
s in
the
pol
ice
forc
e;
visi
ts a
nd in
spec
tions
of p
olic
e st
atio
ns.
Com
plim
enta
ry
role
in
in
vest
igat
ing
hum
an
right
s vi
olat
ions
. C
onsu
ltativ
e pr
oces
s an
d en
gage
men
t whe
n co
mpl
aint
s on
vi
olat
ions
of
hum
an r
ight
s ar
e re
ceiv
ed.
Not
to b
e al
way
s co
ndem
ned
by
the
Com
mis
sion
with
out
bein
g gi
ven
a he
arin
g.
Rev
iew
ing
the
Com
mis
sion
’s
stra
tegy
of
enga
gem
ent
with
th
e po
lice
for
grea
ter
effe
ctiv
enes
s.
Col
labo
ratio
n w
ith th
e Po
lice
Ove
rsig
ht B
oard
est
ablis
hed
in
2008
.
Coo
rdin
ated
st
rate
gy w
ith c
ivil
soci
ety
on
polic
e re
form
s.
Ken
ya P
rison
s Pr
ovid
ing
safe
cus
tody
, re
form
and
reh
abili
tatio
n of
pris
oner
s.
Inve
stig
atin
g co
mpl
aint
s of
hu
man
rig
hts
viol
atio
ns i
n pr
ison
s; e
duca
ting
pris
on o
ffic
ers
on t
heir
right
s; v
isiti
ng a
nd i
nspe
ctin
g pr
ison
s;
advo
cacy
for p
enal
refo
rm.
Giv
e gu
idan
ce a
nd d
irect
ion
in
hum
an ri
ghts
mat
ters
. V
isit
and
insp
ect
plac
es
of
dete
ntio
n.
Enga
ge a
nd tr
ain
them
in h
uman
rig
hts s
tand
ards
and
prin
cipl
es.
Perio
dic
cons
ulta
tive
mee
tings
with
pris
ons.
Min
istry
of
Ju
stic
e,N
atio
nal
Coh
esio
n an
d C
onst
itutio
nal
Aff
airs
Cre
ated
in
20
03
to
form
ulat
e le
gal
and
adm
inis
tratio
n of
jus
tice
polic
ies
to
fost
er
cons
titut
iona
l go
vern
ance
an
d an
ef
fect
ive
lega
l an
d
Col
labo
ratin
g in
th
e pr
oces
s to
war
ds
form
ulat
ion
of
a N
atio
nal
Act
ion
Plan
on
H
uman
Rig
hts.
The
Com
mis
sion
als
o pa
rtner
s w
ith t
he m
inis
try i
n m
atte
rs r
elat
ed t
o tre
aty
mon
itorin
g by
pla
ying
an
advi
sory
role
.
To
take
a
lead
ersh
ip
role
in
en
hanc
ing
real
izat
ion
of h
uman
rig
hts.
To a
dvic
e th
e go
vern
men
t on
do
mes
ticat
ion
and
impl
emen
tatio
n of
al
l hu
man
rig
hts
inst
rum
ents
(inte
rnat
iona
l an
d re
gion
al)
Perio
dic
sche
dule
d co
nsul
tativ
e m
eetin
gs.
88
Strategic Plan 2009-2013
59
Stak
ehol
der
Func
tions
K
NC
HR
’s
colla
bora
tion
with
th
e or
gani
zatio
n (s
) St
ao
keh
lder
s Exp
ecta
tions
W
hat t
he K
NC
HR
nee
ds to
do
with
in th
e Pl
an p
erio
d
89
(MoJ
NC
CA
) ju
dici
al sy
stem
in K
enya
. Th
e M
inis
try
wor
ks
arou
nd
the
follo
win
g th
emes
:
C
apac
ity
build
ing;
enh
ance
eth
ics
and
inte
grity
; pr
omot
ion
of g
ood
gove
rnan
ce a
nd
hum
an r
ight
s; r
efor
m o
f le
gal
educ
atio
n;
revi
ew
of
the
cons
titut
ion;
in
crea
sed
acce
ss
to
just
ice;
re
view
of
ou
tdat
ed la
ws
To fa
cilit
ate
build
ing
capa
city
of
gove
rnm
ent o
ffic
ers o
n m
ains
tream
ing
hum
an ri
ghts
into
th
eir r
espe
ctiv
e m
anda
tes.
Stat
e La
w
Off
ice
(SLO
) M
anda
ted
to a
dvis
e th
e G
over
nmen
t on
all
lega
l m
atte
rs f
or p
urpo
ses
of
faci
litat
ing
and
mon
itorin
g th
e ru
le
of
law
; pr
otec
tion
of
free
dom
s;
dem
ocra
cy
and
effic
ient
del
iver
y of
le
gal s
ervi
ces.
The
Com
mis
sion
par
tner
s w
ith t
he A
ttorn
ey
Gen
eral
’s o
ffic
e by
ref
errin
g co
mpl
aint
s to
the
va
rious
dep
artm
ents
in
the
Stat
e La
w O
ffic
e w
hich
rece
ive
com
plai
nts.
The
Com
mis
sion
als
o pa
rtner
s w
ith t
he S
tate
La
w O
ffic
e in
m
atte
rs
rela
ted
to
legi
slat
ive
enac
tmen
t.
Com
plim
enta
ry r
ole
in h
andl
ing
com
plai
nts.
Con
tinuo
us
enga
gem
ent
on
impl
emen
tatio
n of
the
reg
iona
l an
d in
tern
atio
nal t
reat
ies.
To
stre
ngth
en
thei
r le
gisl
ativ
e pr
oces
s by
inc
lusi
on o
f hu
man
rig
hts.
Info
rmat
ion
shar
ing.
Ther
e is
nee
d to
par
tner
mor
e w
ith th
e St
ate
Law
Off
ice,
to
ensu
re th
at th
e C
omm
issi
on’s
w
ork
is sm
ooth
ly ra
n.
Oth
er
Gov
ernm
ent
min
istri
es
and
depa
rtmen
ts
Dev
elop
men
t of
po
licy
and
serv
ice
deliv
ery.
Pa
rtner
ship
s on
spec
ific
issu
es re
latin
g to
hum
an
right
s. G
ive
lead
ersh
ip in
hum
an r
ight
s is
sues
.G
ive
cons
truct
ive
criti
cism
and
fe
edba
ck
Des
igna
tion
of f
ocal
poi
nts
with
in
the
Com
mis
sion
to
co
ordi
nate
par
tner
ship
s w
ith
key
min
istri
es.
Publ
ic
Com
plai
nts
The
Publ
ic C
ompl
aint
s St
andi
ng C
omm
ittee
is a
Th
e C
omm
issi
on r
efer
s so
me
com
plai
nts
to i
t. Si
mila
rly, t
he P
CSC
has
refe
rred
mat
ters
falli
ng
Com
plim
enta
ry r
ole
in h
andl
ing
publ
ic
com
plai
nts
as
rega
rds
Perio
dic
cons
ulta
tive
Kenya National Commission on Human Rights
60
Stak
ehol
der
Func
tions
K
NC
HR
’s
colla
bora
tion
with
th
e or
gani
zatio
n (s
) St
akeh
olde
rs E
xpec
tatio
ns
Wha
t the
KN
CH
R n
eeds
to
do w
ithin
the
Plan
per
iod
Stan
ding
C
omm
ittee
(P
CSC
)
Publ
ic b
ody
esta
blis
hed
in 2
007.
The
PC
SC is
m
anda
ted
to re
ceiv
ing
com
plai
nts o
f m
alad
min
istra
tion;
en
quire
into
alle
gatio
ns
of m
alad
min
istra
tion;
m
anag
emen
t, re
solu
tion
and
prev
entio
n of
pub
lic
com
plai
nts;
ove
rsig
ht
role
to a
ll pu
blic
in
stitu
tions
in re
spec
t to
mal
adm
inis
tratio
n.
with
in th
e C
omm
issi
on’s
man
date
to it
. vi
olat
ions
of h
uman
righ
ts.
Cap
acity
bu
ildin
g in
hu
man
rig
hts
and
right
s-ba
sed
appr
oach
to
pro
gram
min
g.
mee
tings
with
the
PCSC
.
Stre
ngth
enin
g co
llabo
ratio
n to
elim
inat
e du
plic
atio
n, o
ver
laps
, and
cro
ss re
ferr
als.
Dev
elop
men
t pa
rtner
s Th
ey p
rovi
de fu
ndin
g /re
sour
ces f
or
impl
emen
tatio
n of
hu
man
righ
ts a
ctiv
ities
.
Giv
e te
chni
cal s
uppo
rt in
hu
man
righ
ts
prog
ram
min
g
Goo
d pa
rtner
ship
s in
prog
ram
min
g Ti
mel
y de
liver
y of
th
e se
t ob
ject
ives
. Tr
ansp
aren
cy a
nd a
ccou
ntab
ility
Im
plem
ent
man
date
th
roug
h rig
hts-
bas
ed a
ppro
ache
s.
Gen
der
Com
mis
sion
Es
tabl
ishe
d by
an
Act
of
Parli
amen
t in
2003
to
coor
dina
te, i
mpl
emen
t an
d fa
cilit
ate
gend
er
mai
nstre
amin
g in
na
tiona
l dev
elop
men
t an
d to
adv
ice
the
Gov
ernm
ent o
n al
l as
pect
s the
reof
.
The
stra
tegi
c ob
ject
ives
of
the
Com
mis
sion
are
The
Com
mis
sion
ha
s co
llabo
rate
d w
ith
the
Gen
der C
omm
issi
on in
the
Wise
Up
to W
omen
’s
Lead
ersh
ip c
ampa
ign.
The
Gen
der
Com
mis
sion
has
a b
road
man
date
bu
t its
wor
k is
ham
pere
d by
inad
equa
te fu
ndin
g.
Ther
e is
nee
d to
stre
ngth
en l
inka
ges
with
the
C
omm
issi
on
to
enab
le
achi
evem
ent
of
its
man
date
sinc
e ge
nder
is a
hum
an ri
ghts
con
cern
.
To c
ompl
emen
t th
eir
stra
tegi
es
by g
ivin
g le
ader
ship
in
hum
an
right
s mat
ters
. To
tra
in t
hem
in
hum
an r
ight
s an
d rig
hts-
base
d ap
proa
ch
to
prog
ram
min
g
Perio
dic
cons
ulta
tions
on
is
sues
of m
utua
l int
eres
t.
90
Strategic Plan 2009-2013
61
Stak
ehol
der
Func
tions
K
NC
HR
’s
colla
bora
tion
with
th
e or
gani
zatio
n (s
) St
akeh
olde
rs E
xpec
tatio
ns
Wha
t the
KN
CH
R n
eeds
to
do w
ithin
the
Plan
per
iod
polic
y fo
rmul
atio
n an
d le
gal r
efor
ms;
adv
ocac
y on
gen
der p
arity
and
ge
nder
issu
es;
partn
ersh
ip a
nd li
nkag
es;
reso
urce
mob
iliza
tion;
in
vest
igat
ion
on g
ende
r ba
sed
viol
atio
ns;
inst
itutio
nal c
apac
ity
build
ing
and
gend
er
rese
arch
.
Law
Soc
iety
of
Ken
ya
The
Law
Soc
iety
of
Ken
ya h
as a
n ex
tens
ive
and
long
-sta
ndin
g m
anda
te to
adv
ise
and
assi
st m
embe
rs o
f the
le
gal p
rofe
ssio
n, th
e go
vern
men
t and
the
publ
ic in
all
mat
ters
re
latin
g to
the
law
and
ad
min
istra
tion
of ju
stic
e in
Ken
ya. T
he L
aw
Soci
ety
of K
enya
has
, am
ong
othe
rs, a
spec
ific
stat
utor
y m
anda
te to
pr
otec
t and
ass
ist t
he
publ
ic in
Ken
ya in
all
mat
ters
touc
hing
, an
cilla
ry o
r inc
iden
tal t
o th
e la
w.
The
Com
mis
sion
m
ainl
y re
fers
co
mpl
aint
s ag
ains
t adv
ocat
es to
the
LSK
.
Ther
e is
nee
d to
par
tner
with
the
LSK
in te
rms
of C
ontin
uing
Leg
al E
duca
tion
for
prac
ticin
g la
wye
rs (
CLE
) t
o en
sure
und
erst
andi
ng o
f th
e C
omm
issi
on’s
man
date
by
advo
cate
s. Th
ere
is
also
nee
d to
par
tner
in c
onst
itutio
nal c
ases
file
d by
the
soci
ety.
Act
ivel
y vo
lunt
eer
hum
an r
ight
s to
pics
to b
e in
clud
ed C
LE.
To p
artic
ipat
e in
CLE
thr
ough
gi
ving
hu
man
rig
hts
train
ings
an
d le
ctur
es.
To
activ
ely
enga
ge
in
partn
ersh
ip w
ith th
em to
file
and
pr
ofile
con
stitu
tiona
l cas
es.
Perio
dic
cons
ulta
tions
on
is
sues
of m
utua
l int
eres
t.
Oth
er
Prof
essi
onal
U
nder
taki
ng d
iffer
ent
initi
ativ
es th
at p
rom
ote
Con
sulta
tions
and
par
tner
ship
s C
apac
ity
Bui
ldin
g in
H
uman
rig
hts p
rinci
ples
and
stan
dard
s. Pr
omot
e go
od
gove
rnan
ce
To
form
ne
twor
ks
and
partn
ersh
ips.
91
Kenya National Commission on Human Rights
62
Stak
ehol
der
Func
tions
K
NC
HR
’s
colla
bora
tion
with
th
e or
gani
zatio
n (s
) St
akeh
olde
rs E
xpec
tatio
ns
Wha
t the
KN
CH
R n
eeds
to
do w
ithin
the
Plan
per
iod
Bod
ies
good
gov
erna
nce
thro
ugh
trans
pare
ncy
and
acco
unta
bilit
y.To
sp
eak
out
on
key
hum
an
right
s vio
latio
ns b
y th
e St
ate.
Ju
dici
ary
Form
al d
ispu
te
settl
emen
t in
crim
inal
an
d ci
vil m
atte
rs;
adm
inis
tratio
n of
just
ice;
an
d
diss
emin
atio
n of
leg
al
info
rmat
ion
The
Com
mis
sion
re
fers
co
mpl
aint
s to
th
e Ju
dici
ary.
In
addi
tion,
the
Com
mis
sion
, thr
ough
th
e H
RE
prog
ram
me
wor
ks o
n bu
ildin
g th
e ca
paci
ty o
f th
e in
stitu
tion
in m
atte
rs r
elat
ed t
o hu
man
righ
ts.
Ther
e is
nee
d to
bui
ld u
p on
the
wor
k do
ne b
y th
e C
omm
issi
on
so
far
by
mon
itorin
g th
e ju
dici
ary
in t
erm
s of
app
lyin
g hu
man
rig
hts
know
ledg
e in
thei
r wor
k.
To
stren
gthe
n th
e re
latio
nshi
p th
roug
h pa
rtici
pato
ry
enga
gem
ent
and
train
ing
on
hum
an ri
ghts
issu
es.
Not
to a
ppea
r to
usur
p po
wer
s of
th
e co
urts
bu
t to
co
mpl
emen
t ea
ch o
ther
.
Perio
dic
cons
ulta
tions
w
ith
the
judi
ciar
y.
Parli
amen
t - P
ass b
ills i
nto
Act
s of
Parli
amen
t
- Pas
sing
con
stitu
tiona
l am
endm
ents
- Ove
rsig
ht o
ver t
he
Min
istri
es a
nd o
ther
pu
blic
inst
itutio
ns
- App
rova
l of n
omin
ees
to k
ey p
ositi
ons i
n va
rious
stat
utor
y bo
dies
- App
rova
l of r
egul
atio
ns
- App
rova
l of t
he
natio
nal b
udge
t
Partn
ersh
ip w
ith t
he p
arlia
men
tary
com
mitt
ees
that
de
al
with
th
e di
ffer
ent
them
atic
is
sues
re
leva
nt to
hum
an ri
ghts
.
To s
ubm
it tim
ely
repo
rts re
leas
ed fo
r di
scus
sion
and
adop
tion.
A
ctiv
e en
gage
men
t w
ith
the
Com
mitt
ees
of t
he h
ouse
on
topi
cal
hum
an ri
ghts
mat
ters
rele
vant
to e
ach
com
mitt
ee.
To
be
train
ed
in
right
s-ba
sed
appr
oach
to p
rogr
amm
ing.
G
ive
them
gui
danc
e on
hum
an ri
ghts
in
clus
ion
and
impl
icat
ions
of
al
l le
gisl
atio
ns th
at c
ome
befo
re th
em
Des
igna
ting
a pa
rliam
enta
ry
liais
on o
ffic
er a
nd p
erio
dic
cons
ulta
tions
w
ith
parli
amen
tary
de
partm
enta
l co
mm
ittee
s.
92
Strategic Plan 2009-2013
63
93
Stak
ehol
der
Func
tions
K
NC
HR
’s
colla
bora
tion
with
th
e or
gani
zatio
n (s
) St
akeh
olde
rs E
xpec
tatio
ns
Wha
t the
KN
CH
R n
eeds
to
do w
ithin
the
Plan
per
iod
- Con
side
ratio
n of
re
ports
from
wat
chdo
g ag
enci
es.
Gen
eral
Pub
lic
Are
the
clie
nts
and
will
ap
pear
so
met
imes
as
cl
aim
hol
ders
and
som
e ot
her
times
as
du
ty
bear
ers.
The
Com
mis
sion
w
orks
on
be
half
of
the
mem
bers
of p
ublic
Ti
mel
y in
terv
entio
n in
th
eir
com
plai
nts.
Effe
ctiv
e se
rvic
e de
liver
y.
To re
ceiv
e tra
inin
g an
d kn
owle
dge
in
hum
an ri
ghts
. A
ct o
n be
half
of th
e m
ost v
ulne
rabl
e an
d m
argi
naliz
ed in
the
com
mun
ity.
Prov
ide
regu
lar
upda
tes
on
the
hum
an ri
ghts
situ
atio
n in
Ken
ya.
Giv
e po
licy
and
lega
l di
rect
ions
on
the
curr
ent d
ebat
es in
the
coun
try in
re
spec
t of h
uman
righ
ts.
Targ
eted
con
sulta
tive
foru
ms
Com
mis
sion
St
aff
Impl
emen
tatio
n of
th
e se
t ob
ject
ives
th
roug
h va
rious
pro
gram
mes
.
Del
iver
y of
ser
vice
s as
stip
ulat
ed i
n va
rious
te
rms o
f eng
agem
ent.
Supp
ort
and
polic
y di
rect
ion
in
impl
emen
tatio
n of
the
prog
ram
mes
. C
apac
ity b
uild
ing
Cre
ate
cond
uciv
e w
orki
ng
envi
ronm
ent
Und
erta
king
in
stitu
tiona
l bu
ildin
g w
ith so
und
man
agem
ent p
olic
ies.
Parti
cipa
tory
en
gage
men
t in
man
agem
ent a
nd p
olic
y de
velo
pmen
t. R
egul
ar u
pdat
es.