ipoa - strategic plan, 2014-2018 - final - 05 06 2014 · 2017. 4. 6. · kpf kenya police force...

Guarding Public Interest in Policing i

2014 – 2018

STRATEGICPLAN

JUNE 2014

IPOA Strategic Plan 2014 – 2018ii

Vision

A robust civilian accountability mechanism that promotes public trust and confi dence in the National Police Service.

Mission To conduct impartial and independent investigations, inspections,

audits and monitoring of the National Police Service to prevent impunity and enhance professionalism in the interest of the public.

Motto

Guarding public interest in policing.

Guarding Public Interest in Policing iii

STRATEGIC PLAN2014 – 2018

June 2014

IPOA Strategic Plan 2014 – 2018iv

The IPOA BoardStanding from left to right: Tom Kagwe, Rose Bala, Njeri Onyango and Grace Madoka.Sitting from left to right: Jedidah Ntoyai (Vice Chair), Vincent Kiptoo, Fatuma Saman and Macharia Njeru (Board Chair)

A participatory discussion facilitated by Board Member Fatuma Saman during the Strategic Plan working retreat in Nanyuki.

Guarding Public Interest in Policing v

TABLE OF CONTENTS

List of Abbreviations and Acronyms .............................................................................. 7Statement by Chairman of the Board .............................................................................. 9Acknowledgments ..........................................................................................................11Executive Summary .........................................................................................................12

1.0 IPOA Background .......................................................................................................... .......121.1 Summary of the Strategic Plan ........................................................................................121.2 Vision, Mission, Motto and Values .................................................................................121.3 Programme Strategy .............................................................................................................131.4 Strategic Choices ...................................................................................................................141.5 Alignment .............................................................................................................................. 15

2.0 THE STRATEGIC PLAN .......................................................................................... 162.1 Structure of the Plan ............................................................................................................. 16

2.2 SECTION 1: INTRODUCTION ................................................................................ 162.2.1 Background .......................................................................................................................... 162.2.2 Strategic Planning Process .................................................................................................. 17

2.3 SECTION 2: SITUATION ANALYSIS ....................................................................... 192.3.1 PEST Analysis ........................................................................................................................ 192.3.2 Analysis of Strengths and Opportunities and Strategic Implications ............................ 222.3.3 Stakeholders Analysis ......................................................................................................... 24

2.4 SECTION 3: STRATEGIC DIRECTION ................................................................. 282.4.9 Compassion .......................................................................................................................... 29

2.5 STRATEGIC OPPORTUNITIES .............................................................................. 29

2.6 STRATEGIC OUTCOMES ..................................................................................... 292.6.1 Outcome 1: Compliance by police to human rights standards .................................... 302.6.2 Outcome 2: Restored public confi dence and trust in police ...................................... 302.6.5 Outcome 5: A model institution on policing oversight in Africa ............................... 31

2.7 STRATEGIES ......................................................................................................... 312.7.1 Mandated Functions .......................................................................................................... 31

2.8 PROGRAMME STRATEGY ..................................................................................... 32

2.9 STRATEGIES TO ACHIEVE OUTPUTS .................................................................... 332.9.1 Organization Development Strategy .................................................................................. 332.9.3 ICT Strategy ........................................................................................................................... 342.9.4 Resource Mobilization Strategy ............................................................................................. 352.9.5 Stakeholder Engagement Strategy .................................................................................... 35

IPOA Strategic Plan 2014 – 2018vi

2.9.6 Communication Strategy ..................................................................................................... 362.9.7 Mainstreaming Human Rights, Diversity and Ethical Behavior ....................................... 37

2.10 SECTION 4: IMPLEMENTATION FOCUS ............................................................. 382.10.1 Critical Success Factors ...................................................................................................... 382.10.2 Assumptions, Risks and Mitigation .................................................................................... 39

2.11 SECTION 5: TRACKING PROGRESS – MONITORING & EVALUATION ............. 432.11.1 Distinction between monitoring and evaluation ............................................................. 432.11.3 Monitoring of IPOA Programmes ...................................................................................... 442.11.4 Starting with Change ......................................................................................................... 442.11.5 Methodologies ..................................................................................................................... 44

3.0 APPENDICES ..................................................................................................... 463.1 APPENDIX A: RESULTS-BASED FRAMEWORK ............................................................ 463.2 APPENDIX B: SUMMARY OPERATIONAL PLAN ............................................................... 523.3 APPENDIX C: ANNUAL RESOURCE REQUIREMENTS .................................................... 623.4 APPENDIX D: ORGANIZATIONAL STRUCTURE ............................................................... 67

7

LIST OF ABBREVIATIONS AND ACRONYMSACHPR African Charter on Human and Peoples’ Rights

ADR Alternative Dispute Resolution

ANPPCAN African Network for the Prevention and Protection against Child Abuse and Neglect

APCOF African Policing Civilian Oversight Forum

APF Administration Police Force

AU African Union

CAJ Commission for the Administration of Justice

CPAs County Policing Authorities

CPCs Community Policing Committees

CSOs Civil Society Organizations

EAC East African Community

EACC Ethics and Anti-Corruption Commission

FIDA Federation of Women Lawyers in Kenya

GJLOS Governance, Justice Law and Order Sector

IAU Internal Affairs Unit

ICJ- Kenya International Commission of Jurists-Kenya Section

ICT Information Communication and Technology

IMLU Independent Medico-Legal Unit

IPCM Integrated Public Complaints Mechanism

IPOA Independent Policing Oversight Authority

KEPSA Kenya Private Sector Alliance

KHRC Kenya Human Rights Commission

KMA Kenya Medical Association

KNCHR Kenya National Commission on Human Rights

KPF Kenya Police Force

NGEC National Gender and Equality Commission

NGOs Non-Governmental Organizations

NIS National Intelligence Service

NPS National Police Service

NPSC National Police Service Commission

ODPP Offi ce of the Director of Public Prosecutions

Guarding Public Interest in Policing

IPOA Strategic Plan 2014 – 20188

ODPP Offi ce of Director of Public Prosecutions

OMCT World Organization Against Torture

PMS Performance Management System

PPOA Public Procurement Oversight Authority

PWLD Persons Living with Disabilities

PRWG Police Reforms Working Group

SIG Special Interest Groups

SUPKEM Supreme Council of Kenya Muslims

UK United Kingdom

UNDP United Nations Development Programme

UNICEF United Nations Children’s Fund

UNODC United Nations Offi ce on Drugs and Crime

USA United States of America

WPA Witness Protection Agency

Guarding Public Interest in Policing 9

STATEMENT BY CHAIRMAN OF THE BOARDIt gives me great pleasure and pride, on behalf of the Board, Management and staff, to present IPOA’s inaugural four-year Strategic Plan, 2014-2018. Indeed, this will be the Authority’s blueprint during the four-year strategic planning period. The purpose of this Strategic Plan is to articulate IPOA’s vision, mission, core values, motto, and strategic objectives that will inform and guide the Authority’s activities during the next four years. The Plan has been carefully developed with the understanding that implementation of IPOA’s mandate will be central in realization of the ongoing police reforms in Kenya. This places the Authority in a very strategic position of providing civilian oversight over the work of the Police.

The Authority acknowledges the Jubilee Manifesto of aiming at keeping Kenya safe and secure. Accordingly, the Manifesto recognizes IPOA’s central role in policing oversight. It is for this reason that the Jubilee Government has undertaken to strengthen the Authority to provide independent capacity to investigate instances of police misconduct, and refer cases to the Offi ce of Director of Public Prosecutions. The Authority is pleased with the Government’s expression of this commitment.

The objectives of the Authority are to: a) hold the Police accountable to the public in the performance their functions; b) give effect to the provision of Article 244 of the Constitution that the Police shall strive for professionalism and discipline and shall promote and practice transparency and accountability; and c) ensure independent oversight of the handling of complaints by the National Police Service (NPS). It is for this reason that IPOA Board has initiated the development of the Strategic Plan to provide strategic direction towards attainment of these objectives. Through the implementation of the Plan, IPOA will be at the forefront in realizing gains made so far through the Constitution, giving rise to the establishment of the Authority through an Act of Parliament No. 35 of 2011.

This Strategic Plan highlights several strategies that IPOA intends to adopt to implement its mandate and functions, and achieve desired outputs during the four-year planning period. These strategies include: organizational development, performance management, ICT, resource mobilization, stakeholder engagement, communication and outreach, mainstreaming human rights, diversity and ethical behavior, and mainstreaming gender. These strategies will improve IPOA’s impact and effectiveness in the ongoing police reform agenda in the country. The strategies will also entrench the relevance of policing oversight in Kenya.

For successful implementation of the Plan, the Authority will focus on several critical success factors; performance management, strategic leadership, strategic partnerships, increased public awareness, and mobilization of suffi cient resources. Some of the key outcomes expected from this Plan include compliance by police with human rights standards, restored confi dence and trust in Police, improved detention facilities and Police premises, a functional Internal Affairs Unit, and establishing IPOA as a model institution in civilian policing oversight in Africa, and


beyond. As part of institutional building, the Authority has recruited highly experienced and qualifi ed staff who will facilitate the realization of the targeted outputs and outcomes. The Board steadfastly committed to ensuring full implementation of the Plan during its life, and to provide staff with the necessary tooling and equipment to carry out their duties and responsibilities. The Board will continue to provide strategic direction in the implementation of the Plan, and work closely with staff and all stakeholders. Even as the Authority plans to roll out the Plan in July 2014, it continues to face the challenge of insuffi cient funding. The Authority hopes that the Government and Parliament will continue providing it with increased and adequate resources during the next four years and thereafter so that the strategies herein will be realized, and thus its mandate as outlined in IPOA Act.

I note with appreciation that this Plan has been developed through a highly consultative and extensive process involving IPOA Board, management, staff, public and private stakeholders, civil society organizations and several development partners. It thus incorporates invaluable input from all the stakeholders. The Authority hopes that the implementation of the Plan will meet the expectations of all stakeholders, and indeed the Kenyan public that is the ultimate benefi ciary of establishment of IPOA.

I would like to convey my gratitude and appreciation to my fellow Board members for their strong commitment, sacrifi ce, dedication, and contribution towards the development of this Plan. During this process, the Board has demonstrated unity of purpose and unwavering support towards the implementation of this Plan. I would also like to thank Management and staff for their contribution and working long hours to ensure that this Plan was developed and completed on time.

The successful development and launch of this Plan has greatly been through the efforts and support of our development partners and stakeholders. On behalf of the Board, I would like to express our deepest thanks and appreciation to the UNODC, and in particular, the governments of Sweden, the United States of America, United Kingdom for the great amount of support extended to IPOA towards the development and launch of this Plan.

May God bless you all!

MACHARIA NJERU

Chairperson,

Independent Policing Oversight Authority


ACKNOWLEDGMENTSThe IPOA staff would like to acknowledge our development partners, stakeholders, the Kenyan Government and Consultants who have walked this journey of developing and fi nalization of this Strategic Plan. We would like to sincerely thank Helena Kithinji for facilitating the generation of this Plan, and ensuring that the context and content met the expectations of the Board and Management. We would also like to thank Dr. Mutuma Ruteere for working together with Helena towards the completion of the Plan, and ensuring that Human Rights issues were comprehensively captured in the document.

Additionally, we would like to express our gratitude to Tonita Murray for providing support in the area of Gender Mainstreaming, which she passionately ensured was prominently incorporated in the Plan. We would also like to convey our thanks and appreciation to Dr. Hirbod Aminlari and his supportive team at UNODC. We are thankful that the preparation and launch of this Plan has largely been supported by UNODC. We will remain grateful to UNODC for generously supporting IPOA in this initiative.

The Staff would like to recognize the Board Chairman, Mr. Macharia Njeru, for his commitment and guidance within the Board during the planning, development and production of the Plan. IPOA Board members are also acknowledged for their commitment and contribution towards the preparation of this Plan, and for taking a lead in the process. Further, we would like to acknowledge the support rendered by Mr. Tom Kagwe in reviewing the draft of the Plan and for providing quality assurance that included editorial review.

We would also like to recognize the efforts and commitment of Mr. Maina Njoroge who was acting CEO for tirelessly working closely with the Consultants in the development and coordination process of this Plan, and for providing invaluable editorial support and fi nal production of the document. Management and staff deserve special recognition and appreciation for their commitment, and for working an extra mile in ensuring that the Consultant was provided with all the background information and necessary materials. We are indeed pleased by the hard work, diligence and exemplary performance demonstrated by management and staff towards this initiative. Finally, special thanks to Gladys Some and her Committee for the well-coordinated preparation and organization of the launch of the Plan.

JOEL MABONGA

Chief Executive Offi cer,

Independent Policing Oversight Authority


EXECUTIVE SUMMARY1.0 IPOA Background

The Independent Policing Oversight Authority (hereinafter as IPOA or the Authority) was created through an Act of Parliament, No. 35 of 2011. IPOA was a response to the country’s long history of serious violations of human rights and fundamental freedoms by the then Kenya Police Force (KPF) and the Administrative Police Force (APF), which were created under the repealed Caps 84 and 85 respectively, but are now under the National Police Service – NPS Act, No. 11A of 2012.

IPOA’s creation was part of the legal and policy agenda for transformation of the NPS into an effi cient and accountable service, capable of providing and ensuring security for all Kenyans whilst observing the highest standards of professionalism and respect for the constitutionally guaranteed fundamental freedoms and rights for all, especially the principles set forth in Articles 238, 239 and 244 of the Constitution of Kenya (2010).

From the foregoing, the objectives of IPOA are: a) to hold the police accountable to the public in the performance of their functions; b) to give effect to the provision of Article 244 of the Constitution that NPS shall strive for professionalism and discipline and shall promote and practice transparency and accountability; and to ensure independent oversight of handling complaints by the NPS.

1.1 Summary of the Strategic Plan

This Strategic Plan covers four (4) Financial Years (FY), July 2014 to June 2018. In the process leading to this Strategic Plan, IPOA involved several critical stakeholders, conducted internal and external analysis of its strengths and threats, and further, analyzed the political, economic, social and technological (PEST) factors that will contribute to the delivery of the Authority’s mandate.

The main benefi ciaries of this Strategic Plan are the people of Kenya: victims and survivors of police actions and general population that will be well served by the NPS. IPOA works directly with the citizens (both the public as well as members of the NPS) when it receives their complaints and conducts investigations, inspections, and monitoring of NPS activities and operations. Key stakeholders, such as the NPS and the National Police Service Commission (NPSC) will also benefi t from IPOA’s ability to carry out its mandate and provide thoughtful and recommendations for implementation.

1.2 Vision, Mission, Motto and Values

This Strategic Plan is being ushered with a Vision of establishing a ‘robust civilian accountability mechanism that promotes public trust and confi dence in the National Police Service’. To realize this Vision, the Board and Staff shall strive to achieve the Mission of ‘conducting impartial and independent investigations, inspections, audits and monitoring of the National Police Service’


to prevent impunity and enhance professionalism in the interest of the public’.

The Authority, guided by the mantra of common good, has developed the Motto of ‘Guarding Public Interest in Policing’. With this Motto, the Authority settled on fi ve (5) values, in accordance with the Constitution. These Values are:

1) Transparency and Accountability: The Authority shall be open to all, frank and honest in all communications, transactions and operations;

2) Integrity: IPOA shall maintain honest practices when carrying out its mandate at all times;

3) Independence and Impartiality: The Authority shall remain free from outside infl uence and interference when it comes to the implementation of its mandate;

4) Respect for Diversity: IPOA shall uphold that every citizen and community, particularly those that have been historically disadvantaged, will have equal opportunities and protection as per the Constitution; and

5) Compassion: The Authority shall deal with victims and survivors of police brutality and unfairness and thus the Board and staff are expected to demonstrate empathy.

1.3 Programme Strategy

IPOA’s mandate is very wide. Most of the Authority’s work will stem from, or lead, conducting investigations on police misconduct, carrying out inspections of police premises, monitoring police operations, auditing, reviewing the Internal Affairs Unit (IAU), providing policing guidance through policy proposals through the Cabinet Secretary, and such other mandate areas. In so doing, IPOA will develop a Programme Strategy based on:

1) Development and Documentation of IPOA Standards: These standards will be developed for various mandate areas such as investigations, inspections, monitoring and complaints management among others. These standards will then be disseminated and strictly adhered to by IPOA Board and staff so as to develop the Authority’s professional capacity to hold police to account.

2) Investing in Continuous Learning: The Authority’s constitutive Act has obligated IPOA Board to ensure that all staff members are adequately trained to carry out the above functions, and particularly so in human rights and fundamental freedoms. Therefore, this Strategic Plan clearly geared towards improving Board and staff capacity as well as institutional strengthening.

3) Developing and Enforcing Recommendations: Most of the Authority’s powers lie in making and disseminating practical and constructive recommendations to the various stakeholders such as the NPS, NPSC, or even other State organs, to help improve policing standards in the country. The Authority will invest not just in making these recommendations but also making appropriate follow up, which as per the constitutive Act, it may apply to courts of law for enforcement of any of its


recommendations.

4) Focused and Systematic Partnership: The IPOA Act provides that the Authority shall cooperate with other institutions on issues of police oversight, including State organs. Therefore, the Authority shall seek partnerships with other State agencies and non-State actors to not only assist IPOA to deliver on its mandate, but also to ensure cross-learning, accountability as well as raising the professional standards of policing in Kenya.

5) Participatory Research: The Authority will invest in research to determine policing priorities, standards and directions in Kenya. IPOA will use both the research fi ndings and recommendations to enhance the overall performance and contribution to the civilian policing initiatives.

1.4 Strategic Choices

To realize the above programmatic strategies, the Authority shall seek to equip the Board and staff to higher standards through:

a) Organizational Development: IPOA shall strive to attract, recruit and retain highly qualifi ed and motivated staff who will ensure that the Authority is able to effectively execute its mandate in a professional manner. Elements of the strategy will include good human resource practices and policy; revised organogram and job descriptions; management and leadership development and staff welfare initiatives.

b) Performance Management: The Authority will ensure that envisioned performance results are achieved and Kenyans get value for money. IPOA will develop and implement a results-based Performance Management System (PMS) during the fi rst year (2014/15) of this Strategic Plan.

c) Information, Communication and Technology (ICT): IPOA will automate all processes such as: i) investigations of all deaths and serious injuries caused by the police while on duty or as a result of police action; ii) receipt and investigation of complaints from both members of the public as well as from police offi cers; iii) investigation of misconduct and making recommendations for disciplinary action or prosecution; iv) monitoring of police operations that affect the public; and v) inspecting police premises and detention facilities among other mandate areas.

d) Mainstreaming Human Rights, Diversity and Ethical Practice: IPOA will mainstream human rights in all its plans, including operational plans, processes and activities. The capacity of its entire staff on human rights will be strengthened through trainings, cross-learning, and through individual actions within the Board and staff. Diversity of all groups (citizens and communities) and exercising high levels of integrity remain a focus for IPOA. Additionally, the provisions of the Constitution are the main tenets guiding the Authority’s work.

e) Mainstreaming Gender: The Strategic Plan applies to and equally benefi ts both men


and women. Consequently, IPOA will remain particularly sensitive to the needs and aspirations of women in delivering outputs and achieving outcomes. The action plans of all Directorates and Units will ensure that the gender aspects of this Strategic Plan are mainstreamed throughout all IPOA processes, from planning and budgeting to staff acquisition, capacity development, and career advancement.

f) Resource Mobilization: This applies to fi nancial resources, where the Authority shall continuously strive and seek the National Assembly to adequately support and fund the operations of the Authority. Second, when applied to human resources, the Authority shall seek appropriate talent that will enable it to deliver on its functions.

g) Stakeholder Engagement: This is key since the Authority must reach out to the Kenyan public, the police, the media, State and non-State organs and all those who are labeled as benefi ciaries of IPOA’s work. In the spirit of public participation, the Authority shall strive to engage all its stakeholders in its activities and programmes.

1.5 Alignment

The Strategic Plan (2014-2018) is aligned to existing administrative, regulatory, policy and legal environments, which include: the Supreme Constitution of Kenya; relevant Acts of Parliament; relevant institutional regulations and subsidiary legislation; international, regional and national human rights instruments; IPOA’s core values; new and open organizational culture; current leadership and management styles in organizations, including treating people as a critical resource; and fi nally, but not least, the Kenya’s Vision 2030 Development Blueprint and the Jubilee Manifesto.

The IPOA Board and Management during the four-day Strategic Plan working retreat in Nanyuki.Standing: Gladys Some-Mwangi, Col. James Chemiati, Rhoda Wairioko, Rose Bala, Consultant, Fernando Wangila, Njeri Waithaka, James Olola, Janice Sang’, Irene Muasya, Vincent Kiptoo, Hared Hassan, Maina Njoroge, Matias Adasa and Vicky Ocharo. Sitting: Njeri Onyango, Fatuma Ali Saman, Tom Kagwe, Jedidah Ntoyai, Macharia Njeru (Board Chair) and Grace Madoka


2.0 THE STRATEGIC PLAN2.1 Structure of the PlanThe Strategic Plan contains eight Sections and four (4) Appendices. Section 1 provides an in-depth historical background and also narrates the strategic planning process. Section 2 contains the situational analysis, that is, of the political, social, cultural, economic and technological environments (PEST) in which IPOA operates and a summary of strengths, opportunities and strategic implications for the Plan. Section 3 contains the Authority’s strategic direction: that is, the Vision, Mission and values, the impact, outcomes, outputs and the strategies to be employed.

Section 4 is on the direction towards implementing the Plan, as well as the challenges and risks that may face IPOA during the planning period. The Section also articulates strategic alignment to various legal, policy, regulatory and administrative frameworks. Section 5 contains the Monitoring and Evaluation (M&E) framework and processes. And fi nally, a list of appendices that include: the Results-based Framework as Appendix A; summary Operational Plan (2014/15) as Appendix B; and Appendix C which projects fi nancial resources required to implement the Plan. Appendix D outlines the current IPOA’s organizational structure.

2.2 SECTION 1: INTRODUCTION

2.2.1 Background

The Independent Policing Oversight Authority (hereinafter, the Authority or IPOA) was created as a response to the Kenya’s long history of serious violations of human rights by the various policing agencies in the country. These abuses took shape in the form of excessive use of force, misuse of fi rearms, unlawful killings and torture, among other violations. Secondly, IPOA was also established due to the failure of the internal disciplinary mechanisms by the police themselves, to adequately investigate and ensure effective accountability for these unlawful actions by the police.

IPOA’s creation is hence a product of many public policy deliberations and proposals on security, especially how to tackle violence and serious human rights violations by law enforcement offi cers. As far back as 1990s, reports by local and international human rights institutions had consistently pointed out the violations as well as the failures of the police in themselves, to hold each other accountable for abuses.

Further, between 2003 and 2007, the Governance, Justice, Law and Order Sector Reforms (GJLOS) Programme, implemented under the auspices of the Ministry of Justice and Constitutional Affairs, had underlined the centrality of accountability amongst the police, and also within other frameworks.

To illustrate, after the Post-Election Violence in 2007/08, the Commission of Inquiry on the Post-Election Violence (CIPEV) noted that to restore faith in the police, there was “a real need for police oversight by an independent body, outside the police, with the legislative power and


authority to investigate complaints against the police and police conduct.”

Subsequently, in February 2009, the United Nations Special Rapporteur on Extra Judicial, Arbitrary or Summary Executions made his visit to Kenya and also echoed the recommendation of the CIPEV on the need for the establishment of an independent police oversight body. Later that year, the National Task Force on Police Reforms (Ransley Task Force), the most comprehensive offi cial study and reform framework on police reforms in Kenya, concluded that it was “convinced that a dedicated Independent Policing Oversight Authority was necessary in Kenya.”

A year later, the Constitution of Kenya (2010) was promulgated, which ushered in new principles and values of governance in Kenya, including for the security sector organs. Indeed, the Constitution laid the legal basis for accountability of security institutions, by providing for strong protection on, and observance of, fundamental freedoms and human rights as well for civilian oversight over all security institutions in Kenya.

The policing agencies, the Kenya Police Force (KPF) and Administration Police Force (APF), were not exempt and through the constitutive Act, IPOA was established with three main objectives:

a) To hold the police accountable to the public in the performance of their functions; b) To give effect to the provision of Article 244 of the Constitution that the police shall

strive for professionalism and discipline and shall promote and practice transparency and accountability; and

c) To ensure independent oversight of the handling of complaints by the National Police Service (NPS).

The Authority was created as part of the overall strategy of transforming the police into an effi cient and accountable service, capable of providing and ensuring security for all Kenyans while observing the highest standards of professionalism and respect for the constitutionally guaranteed fundamental freedoms and human rights for all. By providing oversight on the actions and conduct of the police, IPOA is tasked to enforce both the constitutional provisions on accountability of this particular security organ as well as the realization of the objectives of the NPS, as spelt out in the National Police Service Act.

2.2.2 Strategic Planning Process

The Strategic Plan for the IPOA covers a four-year period 2014 – 2018, which in government Financial Years (FY) covers 2014/15, 2015/16, 2016/17 and 2017/18.

The Plan was prepared through a highly participatory process. The Authority held a four-day working retreat, during which the Board (with the assistance of a Consultant) led the Management team through various exercises and brainstorming discussions. Prior to the retreat, the Consultant had perused through a number of background documents provided by the Board and also conducted feedback sessions with staff, partners, development partners as well as engagements with Board members.


During the retreat and consultative meetings, the processes included: a) analyzing the political, economic, social, technological environments; b) assessing the strengths, opportunities, aspirations and results; c) outlining the Vision, Mission, core values and motto; d) mapping stakeholders through power/infl uence marking and developing strategies to implement the Plan; e) developing modalities for implementing, monitoring and evaluating the Plan among other variables. The phases of the planning process is summarized in Box 1 here below.

Box 1: Phases in the Development of the Strategic Plan

Phase 1: Mobilization/InceptionDuring this phase, the Consultant held discussions with IPOA Board and the acting CEO, and reviewed various policy documents. The Consultant also developed, presented and fi nalized the inception report.

Phase 2: Review (External and Internal)Staff members completed a questionnaire that the Consultant analyzed and used it as an input into the strategic planning workshop. The Consultant also held two workshops with staff members. In addition, the Consultant facilitated planning meetings and consultations with Board members.

Phase 3: Vision - Strategy – Implementation – ResultsIn this phase IPOA staff and the Board developed the vision, mission, values and results, and indicators of success. They also identifi ed encumbering factors that pose a challenge in attaining the stated results and proposed strategies that will overcome these challenges.

Phase 3: Operational Plan 2014-2015The Consultants facilitated a workshop with the Board to determine strategic priorities and milestones for 2014/15 fi nancial year. The Management, with the assistance of the Consultant, developed the annual operational plan.

Phase 4: Drafting the Strategic PlanBased on the outputs of the strategic planning workshop the consultants prepared the draft strategic plan.

Phase 5: Stakeholder Validation and Pre-Launch Testing/ConsultationsThe summary of the plan was presented to key stakeholders on 16th April 2014. The stakeholders gave invaluable feedback that was incorporated in the fi nal Strategic Plan. The Consultant conducted additional interviews where necessary.

Phase 6: The Completion and LaunchThe Strategic Plan was then completed and set for launch during the 2014 - 2015 fi nancial year.


2.3 SECTION 2: SITUATION ANALYSIS

2.3.1 PEST Analysis

Table 2.1 below provides a summary of important political, economic, social, cultural and technological factors and trends at the international, regional, national and local levels that may have a signifi cant effect on IPOA’s operations during the four-year planning period.

Table 2.1: PEST for IPOA

Political Factors Strategic Implications for the IPOA• Constitution of Kenya (2010)

and subsequent legislation that gives IPOA an elaborate legal mandate and guarantees its independence and autonomy

• Existing international and regional conventions and treaties

• Use the political will to lobby for greater resources for IPOA

• Use the legal mandate to infl uence the NPS and NPSC

• IPOA has to remain independent of all infl uences (public, private or such agencies be they local, national regional or international) and remain highly professional in order to be able to infl uence signifi cantly the positive transformation of NPS

• Threat of terrorism by fundamentalists

• State counter-terrorism measures

• Counter-terrorist strategies may lead to violations or perceived violations of human rights and increased number of complaints.

• Public pressure may be put on IPOA not to conduct investigations during such times.

• Independence of decision making (Section 34 of the IPOA Act provides that IPOA does not answer to police or any other institution in the performance of its functions)

• The Authority shall observe the principle of impartiality and rules of natural justice in the exercise of its powers and the performance of its functions.

• Every State and public offi cer or institution shall accord the Authority such assistance and protection as may be necessary to ensure its independence, impartiality, dignity and effectiveness.

• No person or body may interfere with the decision making, functioning or operations of the Authority.

• Parliament shall ensure that the Authority is adequately funded for it to be effective and effi cient in the performance of its mandate.


• East African Community

• Regional cooperation

• IPOA will use high interest of other countries in the region and establish itself as a model organization in East Africa.

• IPOA will cooperate closely and establish partnership with the Independent Police Investigative Directorate (IPID) in South Africa.

• Devolution and existence of County governments

• The law requires for IPOA to devolve to counties

• IPOA will develop a plan for decentralizing access to its services by public and police at the Counties.

• Taking into account resources’ limitations, the Authority will explore many options such as setting up County-cluster offi ces, Integrated Public Complaints Mechanism (IPCM) for referral of complaints, and explore modalities of installing toll free lines;

• Forging partnerships with other agencies particularly civil society and faith-based organizations and using county complaints offi ces at county headquarters

• Continuous ethical practice in accordance with Chapter 6 of the Constitution

• IPOA will ensure that every Board member, Staff, consultants, suppliers and other partners meet and abide by the requirements of Chapter 6 of the Constitution, 2010.

• There will be zero-tolerance to any corruption or inappropriate practices within the authority.

Economic Strategic Implications for IPOA• Goodwill from international

community and regional partners;

• Financial support by international bodies/partners

• IPOA will be partnering with regional and international bodies in skills and technology transfer

• IPOA will accept fi nancial and technical assistance from development partners for well-planned and targeted interventions in capacity development.

• Reduced external support due to global economic decline and aid fatigue

• IPOA will ensure that it receives external assistance only for thoughtful interventions and monitor the achievement of stated results on continuous basis.

• IPOA’s principle is always to get “value for money”.


• Goodwill from Parliamentary Committees: (Administration and National Security and Budget and Appropriations) to ensure IPOA has suffi cient annual budgetary allocations;

• Cooperation with other government agencies , such as the Salaries and Remuneration Commission (SRC), which may impact on IPOA’s operations;

• Good relationship with the media

• Maintain and strengthen relationship with the National Assembly.

• Focus on achieving the stated results, document successes and disseminate them to all stakeholders.

• Use the media for visibility and to enhance public image

• Manage stakeholders relationships and partnerships with government agencies

• Persistent poverty and inequality particularly in marginalized regions of Kenya where human rights violations may be high

• Lobbying with County leadership (aiming at increased budgetary support at County levels)

• Strengthen partnerships with civil society and faith- based organizations that are conveniently able to reach poor communities at the grassroots.

Social Strategic Implications for IPOA• Support from international

human right bodies and civil society support

• IPOA can benchmark and exchange ‘good practices’

• Culture within Kenya is laced with impunity – hence the need for a paradigm shift through change process/awareness

• Infl uence NPS through concise and practical recommendations

• Lobby for strengthened curriculum for police training on behavioral changes

• Existence of transitional justice mechanisms and Alternative Dispute Resolutions (ADR).

• Strengthen partnerships and networks with organizations dealing with transitional justice and ADR for joint planning and review.

• Community mistrust of police • Demystify mind-set of local community on how they relate with NPS through civic education

• Create open communication channels via talk shows through local radio networks


• Negative ethnicity and polarization

• Ensure that constitutional provisions on recruitment into NPS are strictly followed to refl ect the broader ethnic and gender diversity.

Technological Strategic Implications for IPOA• Availability of technology

(software and hardware);

• ICT is also a priority focus for Kenya government;

• Mobile and Internet technology is available in most urban and some rural areas

• IPOA believes that ICT is the basis for high quality, effective and effi cient service delivery.

• All the operational systems once tested manually will be automated.

• ICT will be the foundation on which IPOA will build its professionalism and achieve desired outcomes and outputs.

• Community radio and other media

• IPOA will use media at the local, national and regional levels to explain its mandate and services.

• Technology not always gender-friendly or disability-friendly and accessible

• Technology still not available with many marginalized groups.

• Encourage and coordinate special interventions to increase the capacity of women and the disabled in the use of technology

• Develop and manage partnerships and networks with community and Faith-Based Organizations (FBOs) to reach the marginalized and underprivileged groups.

2.3.2 Analysis of Strengths and Opportunities and Strategic Implications

Table 2.2: Strengths, Opportunities and Strategic Implications

Strength/ Opportunity Strategic Implication

• Robust legal framework for IPOA’s mandate, including independence

• Use the legal mandate to achieve the targeted results.

• Existence of work plans and planning culture within IPOA

• Implement a performance management system for all organisational units and individual employees based on the strategic and operational plans.


• Policies and systems being developed

• Finalise and implement operational policies and systems during 2014/15 Operational Year.

• Fairly a new institution

• Currently, visibility is low

• Being a fairly new institution, IPOA is starting on a clean slate.

• Come up with an outreach strategy and engage stakeholders to enhance its visibility.

• Strategic leadership from the Board

• Board and the Chair have a strategic vision for the institution and the drive to realise it.

• Goodwill from most stakeholders (Kenyans, development partners, civil society, private sector)

• Use this goodwill to form strategic alliances and mobilise additional resources.

• Open organisational culture with emphasis on performance, results, mutual respect, drive, open communication and trust.

• Decision making processes that are consultative and participative.

• Nurture an open organisational culture to become a model organisation in the region.

• Invest in team-building and continuous learning and development.

Part of IPOA management during the four-day Strategic Plan working retreat


• Adequate capacity and commitment from staff and the Board.

• Board Members have professional calibre and are very committed to IPOA.

• The members are also very diverse in their skills and highly qualifi ed.

• Management positions are occupied by very qualifi ed and competent staff.

• Board members, committees and Staff all operate with the IPOA mandate in mind.

• The workforce is newly formed, young, with a mixed set of skills and highly qualifi ed.

• Develop and implement ‘good practices’ human resources management policies.

• Acquire and retain talented people.

• Nurture excellent performance, talent and give full support to Board members and staff.

• Encourage and reward creativity, hard-work and innovation.

2.3.3 Stakeholders Analysis

In undertaking this process, IPOA was very cognizant that it has many stakeholders in the private, public and voluntary sectors at the local, county, national, regional and international levels. While the Authority plans to maintain relationships with all stakeholders, the Authority is in particular interested in two categories of partners:

a) Organizations and individuals that have high infl uence in terms of IPOA’s success and are also very interested to collaborate with the Authority; and

b) Organizations and individuals that have high infl uence in terms of IPOA’s success but have shown little interest in collaboration with the Authority.

For the fi rst category of stakeholders, IPOA will strengthen and institutionalize the partnership; the Authority will always seek to harvest the existing goodwill and match the same with tangible results. For the second group, with little interest and motivation to work with IPOA, the Authority will fi rst examine the reason for this lack of interest and come up with appropriate strategies to create and strengthen the motivation.

The reasons for lack of interest may be diverse as the stakeholders, for instance, may not be fully aware of IPOA’s mandate. In such cases, the Authority will provide knowledge and awareness.


In other cases, these institutions may mistrust and/or consider IPOA as just another public institution. In such a case, the Authority will continuously correct the misconception through professional and objective undertakings aimed at cultivating public trust and confi dence.

The ultimate benefi ciaries of IPOA are Kenyans, victims and survivors of Police actions and the general population that will be well served by the National Police Service. The Authority works directly with the citizens when it receives their complaints and subsequently conducts investigations. Key stakeholders, such as the NPS and the NPSC will benefi t from the Authority’s mandate on policing, especially investigating incidences of misconduct, and providing invaluable, credible and practical recommendations for their implementation.

Under the current legislation, IPOA is mandated to hold the police to account under Article 244 of the Constitution as well as Sections 5 & 6 of the IPOA Act, and various provisions of the NPS Act and the NPSC Act. Partnership arrangements will be put into place in order to ensure that there is an increased understanding amongst public institutions, and especially the three institutions. Dialogue amongst public bodies needs to be of very high quality. In particular, effective communication amongst ‘the triad’ (IPOA, NPS and NPSC) will be vital for the Authority to carry out its mandate and functions.

Further, there are various stakeholders, especially within the Civil Society Organizations (CSOs) and the private sector, which have an interest in security and professional policing that can provide assistance when it comes to establishment and sustenance of police oversight. This is why they need to be engaged in police oversight, as seen in various jurisdictions across the world, for the notion to become a reality.


Table 2.3: Stakeholders’ Analysis

Stake Organisations Proposed Strategies and Responsibilities

High interest and high infl uence

• Development partners (UK, US, Sweden, UNODC, APCOF)

• Police Reforms Working Group - PRWG (CSOs, such as IMLU, KHRC, ICJ-Kenya)

• Usalama (Safety) Forum• Kenya’s private sector (Kenya Private

Sector Alliance (KEPSA) and Kenya Association of Manufacturers (KAM)

• Mainstream media (print and electronic plus community radios)

• Social media (important and growing)

• Continue working closely with these organisations.

• Develop in consultation with each organisation engagement strategy that will be implemented and monitored.

Such engagement will be the responsibility of the Board and the Chief Executive Offi cer (CEO).

• NPSC (Commissioners and staff)• NPS, (especially Offi ce of the Inspector

General, Internal Affairs Unit, County Commanders)

• National Intelligence Service (NIS) has indirect but signifi cant infl uence, including the Offi ce of the Director General and Complaints Board

• Offi ce of the Director of Public Prosecution (ODPP)

• Ministry of Interior and Coordination of National Government

• National Assembly – House Departmental Committees on Administration & National Security and the Budget and Appropriations

• These are the most signifi cant stakeholders.

• The achievement of targeted outcomes is to a signifi cant extent with these organisations.

• IPOA will however develop, implement and monitor engagement strategies that produce results.

• The Authority will therefore assess its success to the extent by which it can infl uence both the NPSC and NPS.

The responsibility for engagement with these State organs will lie within the Board and CEO.

• Witness Protection Agency (WPA)• Ethics and Anti-Corruption Commission

(EACC)• Kenya National Commission on Human

Rights (KNCHR)• Offi ce of the Attorney General and

Department of Justice• Judiciary• National Gender and Equality

Commission (NGEC)• Commission for the Administration of

Justice (CAJ)

• Continue working closely with these organisations.

• Develop, in consultation with each organisation, an engagement strategy that will be implemented, evaluated and monitored.

The responsibility for such engagement will lie with the Board and CEO


Stake Organisations Proposed Strategies and Responsibilities

High infl uence but moderate or low interest

• Kenya Medical Association (KMA) • Medical Practitioners and Dentists Board

(especially, pathologists)• Faith based organizations (Supkem,

NCCK, Kenya Conference of Catholic Bishops, Hindu)

• Special interest groups (children and persons with disabilities, through ANPPCAN, CRADLE and the National Council for PLWD, respectively)

• FIDA and other organisations dealing with Sexual and Gender-based Violence (SGBV) and women’s rights

• United Nations organizations such as UNICEF, UN Women, UNDP

• Amnesty International and other international human rights NGOs such as Human Rights Watch, OMCT (both international and regional offi ces)

• African Union (AU), African Commission on Human And Peoples Rights (ACPHR)

• EAC relevant bodies e.g. committee against torture and corruption

UN special Rapporteurs mechanisms: against xenophobia and racism, arbitrary and summary executions and other freedoms

• Initiate contacts with these organisations.

• Develop in consultation with each organisation engagement strategy that will be implemented and monitored.

The responsibility for such engagement will lie with the Board and CEO.

• National Treasury• Controller of Budget• Kenya National Audit Offi ce (KENAO)• National Assembly – Budget and

Appropriations Committee• Ministry of Devolution and Planning• Salaries and Remuneration Commission

(SRC)• Public Procurement Oversight Authority

(PPOA)• County governments (County Policing

Authorities - CPAs, Community Policing Committees- CPCs and also Governors)

• Offi ce of the National Coroner’s Service

• Continue working closely with those organisations.

• Develop, in consultation with each organisation, an engagement strategy that will be implemented and monitored.

The responsibility for such engagement will lie with the Board and CEO


2.4 SECTION 3: STRATEGIC DIRECTIONAfter a series of deliberations, the Authority agreed that the Strategic Direction shall be towards, and defi ned by, the following pillars:

2.4.1 Vision A robust civilian accountability mechanism that promotes public trust and confi dence in the National Police Service.

2.4.2 Mission To conduct impartial and independent investigations, inspections, audits and monitoring of the National Police Service to prevent impunity and enhance professionalism in the interest of the public.

2.4.3 Motto Guarding public interest in policing.

2.4.4 Core Values 1. Transparency and Accountability 2. Integrity 3. Independence and Impartiality 4. Respect for Diversity 5. Compassion

2.4.5 Transparency and Accountability Being an oversight body, it is an expectation by the Kenyan public and all stakeholders that the Authority’s activities will be open. The Authority is expected to be responsible for all its actions while executing its mandate. This means that IPOA must be easy to understand, be open to all, frank and honest in all communications, transactions and operations. Additionally, the Authority must remain responsible for actions taken and be able to explain, clarify and justify its actions.

2.4.6 Integrity Without holding ourselves to the highest standards of integrity it is impossible for us to ensure the integrity of the National Police Service (NPS). This is why we must maintain honest practices when carrying out our mandate at all times. We must maintain good character, principles, morals, decency, sincerity and truthfulness in an effort to ensure that the same is being upheld by the police.

2.4.7 Impartiality We are an independent body, and must be seen that we are free from outside or external infl uence and interference when it comes to the implementation of our mandate. When carrying out our mandate we must also ensure it is carried out with complete and utter fairness. Therefore, we should never be biased or prejudiced, but instead be fair and just.

2.4.8 Respect for Diversity We shall integrate respect for diversity into all aspects of the Authority’s operations. We believe that every citizen and community, particularly those that were historically disadvantaged, will have equal opportunities and protection as per the Constitution of Kenya, 2010 in relation to


the rights of all persons in Kenya. We shall also ensure that staff members and our suppliers of goods and services refl ect the Kenyan diversity in terms of gender, ethnicity, age, religion and that Special Interest Groups (SIG) such as Persons Living with Disabilities (PLWD) are included and given a fair opportunity.

2.4.9 Compassion In our operations, we shall deal with victims and survivors of excessive force and brutality. Further, we shall deal with police offi cers who have been treated very unfairly by the system. As such, we are expected to demonstrate a great capacity for compassion while communicating and interacting with our clientele and hence have empathy.

2.5 STRATEGIC OPPORTUNITIES

During the four-year planning period, IPOA will focus on the following identifi ed strategic issues:

1) Develop and implement a Performance Management System (PMS), including policies and systems to support talent development, merit-based promotions, and also how to the results-based system guides our actions.

2) Mobilize fi nancial resources: while the funding for the core activities will come from the National Treasury, IPOA will look for funding and technical assistance for specifi ed interventions such as capacity strengthening, awareness creation and systems development from development partners.

3) Work towards gaining the trust and support of Kenyan public and key partners: Kenyans are normally apprehensive with a new, especially because of the tax burden, but also, due to lack of performance by some public institutions.

4) Operate and navigate through an uncertain and challenging security environment, which is tainted with impunity, unmet expectations by Kenyans towards the security agencies. There have also been inconsistencies in the security sector during terror threats and various forms of crime.

5) Attract, hire and retain high caliber staff with the right qualifi cations, experiences, skills and talent to enable the Plan, and the wide mandate of the Authority, to be fully implemented. The Authority will continue to apply initiatives that will motivate staff, enhancing individual performance and productivity.

2.6 STRATEGIC OUTCOMES During the strategic planning period, the Authority wishes to achieve the following outcomes:

1) Compliance by police to human rights standards;

2) Restored public confi dence and trust in police;

3) Improved detention facilities and police premises;


4) A functional Internal Affairs Unit (IAU); and

5) A model institution on policing oversight in Africa.

Each of the above outcomes has several outputs which are enumerated in Appendix A, which also outlines indicators, means of verifi cation and assumptions.

2.6.1 Outcome 1: Compliance by police to human rights standards The Constitution of Kenya (2010) has provided for, and guaranteed, elaborate protection and observance of fundamental freedoms and human rights that the police are expected to comply with. As stated in this Plan, IPOA was established to give effect to these constitutional provisions by promoting police accountability and oversight in handling of complaints as well as the promotion of professionalism and discipline within the police service.

2.6.2 Outcome 2: Restored public confi dence and trust in police Public confi dence in the police has historically been low among most Kenyans. According to the perception of many Kenyans the police do not serve all Kenyans, but only small elite that have power and wealth. They have also historically been perceived as corrupt and as a force rather than a service.

Adequate and effective investigations of complaints on police actions, by IPOA or even IAU, is key to restoration of trust and confi dence in the police as a service that can protect citizen rights as enshrined in the Constitution.

Public confi dence and trust in the police is an outcome of police professionalism, which in turn is supported by community policing approaches, which are used by modern, professional police services. With community policing, police, community members and community agencies work together on issues of concern to the community. This is also a great opportunity for women in communities since it gives them a voice and they are often actively involved in police-community initiatives.

Professionalism and community policing are key to public confi dence in the police and converting the police from a force to a service. IPOA has a responsibility in its Act for enhancing professionalism in the service. This outcome could be considered as an impact of IPOA’s activities.

2.6.3 Outcome 3: Improved detention facilities and police premises The Constitution of Kenya (2010) has clearly spelt out the rights of arrested and detained persons. Certain fundamental rights and standards must be extended to those detained and places of detention must conform to the constitutional standards. IPOA seeks to contribute to the realization of these standards as well as police accountability and professionalism by regular inspections of detention facilities and police premises.

2.6.4 Outcome 4: A functional IAU Proper and effective conduct of investigations on complaints by the police themselves on police misconduct is central to the restoration of public confi dence in the police as well inculcating


professionalism in the service. An effective and effi cient IAU within the police is key to this, and IPOA will support its establishment and operationalization and monitor its operations. A functional IAU will also allow the Authority to focus on its other mandated functions, and hence not to be overwhelmed dealing with numerous complaints by the public and the police.

2.6.5 Outcome 5: A model institution on policing oversight in AfricaIPOA seeks to emerge as a model institution on policing oversight in Africa by setting high and sustained standards of professionalism, integrity and accountability in its work. This outcome will infl uence, or stem from, the achievement of above four outcomes. A model and credible policing oversight authority is likely to have a signifi cant infl uence, or domino effect as it were, on the behavioral changes amongst the NPS, terms and conditions of police, changes in the detention facilities, capacity of the NPS and NPSC to deal with complaints and increasing public trust and confi dence in the police.

2.7 STRATEGIES

2.7.1 Mandated FunctionsAs per the IPOA Act, the above outcomes will be achieved from the day-to-day functions that the Authority is tasked to deliver on. These are:

a) Investigate any complaints related to disciplinary or criminal offenses committed by any member of the NPS, whether on its own motion or on receipt of a complaint, and make recommendations to the relevant authorities, including recommendations for prosecution, compensation, internal disciplinary action or any other appropriate relief, and shall make public the response received to these recommendations;

b) Receive and investigate complaints by members of the NPS;

c) Monitor and investigate policing operations affecting members of the public;

d) Monitor, review and audit investigations and actions taken by the IAU of the NPS in response to complaints against the police and keep a record of all such complaints regardless of where they have been fi rst reported and what action has been taken;

e) Conduct inspections of police premises, including detention facilities under the control of the NPS;

f) Co-operate with other institutions on issues of police oversight, including other State organs in relation to services offered by them;

g) Review the patterns of police misconduct and the functioning of the internal disciplinary process;

h) Present any information it deems appropriate to an inquest conducted by a court of law;

i) Take all reasonable steps to facilitate access to the Authority’s services for the public;


j) Subject to the Constitution and the laws related to freedom of information, publish fi ndings of its investigations, monitoring, reviews and audits as it sees fi t, including by means of the electronic or printed media;

k) Make recommendations to the Service or any State organ;

l) Report on all its functions under this Act or any written law; and

m) Perform such other functions as may be necessary for promoting the objectives for which the Authority is established.

2.8 PROGRAMME STRATEGY

It is clearly evident, from the foregoing, that IPOA’s mandate is very wide. Most of the Authority’s work will be derived from, or lead to, for all above functions. The Programme Strategy will include:

1) Development and Documentation of IPOA Standards: The standards will be developed for various mandate areas such as investigations, inspections, monitoring and complaints-handling among others. The standards will then be disseminated and strictly adhered to by the Board and staff so as to ensure Authority’s professional capacity to hold police to account.

2) Investing in Continuous Learning: The Authority’s constitutive Act has obligated the Board to ensure that all employees are adequately trained to carry out the above functions, and particularly so in human rights and fundamental freedoms. Therefore, this Strategic Plan clearly is aimed at improving and strengthening Board and staff capacity.

3) Developing and Enforcing Recommendations: Most of the Authority’s powers lie in making and disseminating practical and constructive recommendations to the various stakeholders such as the NPS, NPSC, and other State organs, to help improve policing standards in the country. The Authority will invest not just in making these recommendations, but also making conducting appropriate follow up, which as per the Act, IPOA may apply to courts of law for enforcement of any of its recommendations.

4) Focused and Systematic Partnership: The IPOA Act provides that the Authority shall cooperate with other institutions on issues of police oversight, including State organs. Therefore, the Authority shall seek partnerships with other State and non-State to not only assist IPOA to deliver on its mandate, but also to ensure cross-learning, accountability, and also raising the professional standards of policing in Kenya.

5) Participatory Research: The Authority will dedicate suffi cient resources in research to determine policing priorities, standards and directions in Kenya. IPOA will use both the research fi ndings and recommendations to enhance the performance and contribution to the overall policing initiatives.


2.9 STRATEGIES TO ACHIEVE OUTPUTSIn order to achieve the above targeted outcomes, IPOA will make the following strategic choices:

2.9.1 Organization Development Strategy The Authority will strive to have a highly qualifi ed, experienced and motivated employees, who will ensure that IPOA is able to carry out its mandate in a professional manner. In order to maintain a highly motivated staff compliment, the following initiatives will be undertaken:

a) Develop and implement a human resource management policy and procedures that will search for talent, attract and retain qualifi ed staff and focus on performance and staff development through appropriate training.

b) Implement ‘good practices’ career management system that will fully recognize employees’ technical and managerial competencies, and skills.

c) Improve promotional opportunities both vertically and horizontally.

d) Establish and implement a staff welfare policy.

e) Establish a motivation and retention strategy.

f) Foster multi-skilling rotational approach to staff development.

g) Foster respect for diversity in the workplace

The effi ciency and productivity of the organization can further be increased through institutional capacity building. During this Strategic Plan, IPOA will:

a) Revise the organogram to align it with the mandate;

b) Revise job description and job titles;

c) Adopt a management and individual training development scheme;

d) Embrace safe and secure technology and training Staff on its use;

e) Develop and implement a security framework for all stakeholders;

f) Develop leaders from across the gender, ethnic, among other diversities; and fi nally,

g) Develop and apply ‘good practices’ in human rights, gender equality and inclusion of SIG.

2.9.2 Performance Management Strategy IPOA’s performance management system will not just about annual reviews, but a critical tool for implementing the Strategic Plan. During times of scarce resources and heightened awareness on the need for Kenyans to get value for money, the Authority will ensure high performance and optimal utilization of available resources to achieve targeted results (outcomes and outputs) in terms of quantity and quality. IPOA will, therefore, develop and implement a result-based


performance management system during the fi rst Operational Plan, 2014/15.

2.9.3 ICT Strategy IPOA will, during the four-year strategic planning period, fully implement its ICT Strategy. The Authority will automate all its operational processes ranging from investigations of all deaths and serious injuries caused by a police offi cer on duty or as a result of police action, to the receipt and investigation of complaints from both members of the public as well as from police offi cers, investigations of misconduct and recommendations for disciplinary action or prosecution, monitoring of police operations that affect the public to inspection of police premises and detention facilities.

IPOA’s vision for entrenching the use of a modern ICT platform in achieving its mandate will be premised on the following pillars:

a) Online systems of receiving/collecting complaints data via website, email, social media, mobile phones, and letters. All complaints will tracked and followed up, with the initiation of a possible investigation, and the creation of cases and resulting case folders, allowing for full audit trail of action progress on each case folder item, along with backup and archiving functions.

b) Online systems allowing for electronic workfl ows that will capture each step of the mandated processes, from the collection of the complainants’ data through various recording modalities, to the escalation of the cases to the investigation and prosecution stages, as relevant to each case.

c) Online systems integrated with comprehensive analysis and reporting tools with the ability to analyse statistical trends and collate data for general public information and performance reports submissions.

d) Online systems allowing for the case folder to be securely submitted to the ODPP for further action.

e) Secure ICT hardware infrastructure capable of independently hosting all IPOA systems.

f) Comprehensive business continuity and disaster recovery environments capable of ensuring data integrity, confi dentiality and security.

g) Distributed ICT infrastructure providing support to a number of County-cluster offi ces throughout Kenya with the possibility to quickly and cost-effectively deploy new Authority offi ces in counties to support permanent physical IPOA presence, as and when required.

h) Continuously enhanced ICT capacity and long-term sustainability of all IPOA online systems and related infrastructure.

i) Effective ICT trainings, e-learning, twinning and continuous attention to nurture and develop a strong ICT culture throughout the organization work force.


2.9.4 Resource Mobilization Strategy Both fi nancial and human resources are key for IPOA to execute its mandate and functions, and indeed implement the 4-year Strategic Plan. This is why it is so critical to identify the necessary sources of funding, engage the relevant government agencies and ensure that available resources are utilized effectively and effi ciently. Strategies identifi ed in mapping out sources of funding are: a) developing an ethical fundraising policy; and b) developing priorities for IPOA funding.

By engaging the National Treasury and Parliament, the Authority will look forward to getting additional funding that will be of great help towards achieving its objectives, and realization of the Strategic Plan. Strategies to be employed will aim at securing more funding through regular discussions with National Assembly Departmental Committees on Administration National Security and that of Budget and Appropriations. Further, within the executive arm of government, IPOA will continuously engage the National Treasury and the Ministry of Interior and Coordination of National Government for continued support and cooperation.

The Authority, shall ensure that the resources are utilized in an effective and effi cient way not only increasing donor and public trust, but ensuring that all funds received are used towards objectives aligned with the mandate. To this end, the following will be undertaken:

a) Developing and implementation of a fi nancial policy manual;

b) Conducting regular audits to ensure compliance with stewardship; and

c) Monitoring and evaluating departmental budgets and adjusting plans accordingly towards priority areas.

2.9.5 Stakeholder Engagement Strategy Kenyans’ interest in police reforms and the implementation of the Constitution has been very high. Their expectations of the new constitution were equally high and hence an overwhelming support during the referendum. It is, however, challenging to ensure that this interest continues to be upheld by all key stakeholders. This requires IPOA to undertake the following:

a) Develop and implement a communication strategy so that information provided to, and received from, all stakeholders is comprehensive, relevant, accurate, appropriate, timely, and disseminated quickly.

b) Develop and manage a data-base for existing and potential partners at the county, national, regional and international levels.

c) Provide technical assistance to stakeholders such as local communities and faith-based organizations in setting up and managing public participation and mutual accountability structures such as annual joint reviews, publishing progress reports, regular briefi ng of important stakeholders, providing avenues for receiving and handling complaints.

d) Benchmark with ‘good practices’ where County Policing Authorities (CPAs) and Community Policing Committees (CPCs) are being set up or operating optimally. IPOA


will endeavor to document and share the success stories for replication in other areas.

e) Increase the capacity of IPOA to engage with all key stakeholders.

f) Encourage and facilitate quiet diplomacy and joint meetings on important issues.

g) Develop and implement a media strategy as part of reaching out to members of the public and also the police, as well as increasing public visibility across the country.

h) Create a mechanism (that includes a feedback system) for ensuring a smooth fl ow and processing of information coming from stakeholders.

i) Establish a call center (hot line and toll free numbers).

Further, IPOA will continuously map its stakeholders, do a SWOT analysis of the same, clearly assessing the roles and responsibilities and fi nally, sign appropriate Memoranda of Understanding (MOUs) or cooperation agreements with relevant stakeholders, as the case may be.

After stakeholders have been identifi ed, assessed and ranked there will be need to initiate and establish strategic alliances with agencies that will assist the Authority in accomplishing its mandate and strategic objectives. This will be accomplished through regular stakeholder meetings; joint policy development forums; peer review programs; county outreach programs; and defi nitely, invitations to IPOA events.

The two IPOA’s crucial stakeholders are the NPS and NPSC. The Board will ensure that the Authority initiates the development or review of communication protocols and mechanisms so that the role of each partner in such engagement is clearly defi ned. Within NPS, IPOA will also develop clear engagement modalities and procedures with the IAU.

2.9.6 Communication Strategy During the strategic planning period, IPOA will fi nalize and implement the communication strategy. This will include:

a) Generation of IPOA brand identity:

• Undertake a health brand survey

• Organize public open day forum / forums

• Undertake above & below the line outreach activities

• Corporate logos

• Circulate Service Charter

• Develop simplifi ed version of IPOA communication materials

b) Develop a dynamic media relationship with IPOA:

• Service level agreement with media fi rms


• Media monitoring & reporting

• Media & customer care training to staff

• Ensure budget allocation is in place

c) Create and enhance awareness of IPOA’s existence to the wider public:

• Target key groups for communication, such as women, PLWD and other SIG, CSOs. students, farmers, and small business entrepreneurs,

• Develop key IPOA messages for communication

• Organize open day events in Counties including road clinics on handling complaints

• Corporate Social Responsibility (CSR) activities

• Human Rights initiative participation

d) Monitor and review IPOA communication and brand strategy:

• Develop audit and research tools

• Survey to assess performance

• Follow up on recommendations

2.9.7 Mainstreaming Human Rights, Diversity and Ethical Behavior The Constitution makes it mandatory for every state organ to “observe, respect, protect, promote and fulfi ll the rights and fundamental freedoms in the Bill of Rights”. IPOA will mainstream human rights in all its plans, including operational plans, processes and activities. The capacity of IPOA’s entire staff on human rights will be strengthened through training. The Authority will ensure that the protocols for its complaints, investigations, inspections, security, and human resources refl ect human rights standards. Human rights mainstreaming considerations in this Strategic Plan will be incorporated in the handling of complaints, in the inspection of police and detention facilities and in the performance evaluation of staff.

IPOA will also be sensitive to needs of SIGs such as people with disabilities, juveniles and children, minorities and people living with HIV/AIDS. Indicators for the attention of IPOA for human rights, diversity will be at both outcome and output levels. Diversity of all groups (citizens and communities from various manifestations be they ethnic, religion, social status, political persuasion or conscience) and exercising high levels of integrity remain a focus for IPOA. The provisions of the Constitution are the main tenets guiding the Authority’s work; as clearly demonstrated by IPOA’s values.

2.9.8 Mainstreaming Gender The Strategic Plan applies equally to men and women. However, IPOA will be particularly sensitive to the needs and aspirations of women (both internally and with stakeholders such as the NPS and members of the public) in delivering outputs and achieving outcomes. The


Authority’s templates on complaints, monitoring, inspections and investigation will include criteria to assess police practices in responding to female victims and providing services such as gender desks at the police stations and involvement of women in the community. The Authority will also examine police training curricula for gender content, the information police receive on gender matters and the information that they provide to the public.

IPOA will further monitor how women are treated in police detention facilities, keep gender disaggregated statistics for planning, monitoring and evaluation purposes, and work closely with the IAU to improve NPS observance to gender mainstreaming. In striving to become a model oversight institution, IPOA will create a robust internal system of gender mainstreaming that is monitored and regularly evaluated. Actions of all units within IPOA will appreciate the aspects of this Strategic Plan, so that gender mainstreaming is done throughout all IPOA activities from planning and budgeting to staff acquisition, capacity development, and career advancement.

2.10 SECTION 4: IMPLEMENTATION FOCUS

2.10.1 Critical Success Factors

For successful implementation of the Plan, IPOA will focus on the following crucial challenges:

1. Performance Management: Introduce a results-based framework, which will include regular assessment of performance at all levels, for all departments including the Board, and for every position within the organizational structure. In order to make a signifi cant contribution to the transformed professional NPS, IPOA will strive for the highest standards in complaints handling, investigations, monitoring and reporting. IPOA will develop research proposals and recommendations for policy and practice change, upholding and defending the rule of law, and utilize the legal mandate through persuasion and dialogue to address and reform the criminal justice system. Indicators of performance will therefore be both quantitative and qualitative, assess the results and the process and look at the four perspective of performance evaluation: internal effectiveness and effi ciency, value for money, people and customer orientation.

2. Strategic Leadership. IPOA’s Board and management will continuously scan the external environment and develop and implement strategic interventions that can make a difference in achieving targeted results. The Authority’s leadership will continue to be based on consensus and shared decision making. IPOA will fully embrace ethical governance standards with high levels of professionalism, practice of stewardship and upholding its core values. Leadership strengthening and development will be conducted at all levels.

3. Strategic Partnerships. The Authority will pay attention to establishing and sustaining crucial partnerships. In most cases, IPOA can only infl uence desired outcomes. Its main focus will be on infl uencing the two key institutions: the NPS and the NPSC. The Authority’s strategic partnerships with other State organs, County governments, CSOs, FBOs and the private sector will be essential. During this Strategic Plan, IPOA will sign MoUs and cooperation agreements with key stakeholders, partner in the creation of awareness among the public


and police, and work with these partners to improve the public’s access to IPOA’s services.

4. Increased Awareness. Delivery of quality service is dependent upon a positive public perception of IPOA. If people develop trust and confi dence in IPOA, they will use its services. The challenge of favorable public image of IPOA has a direct effect on the achievement of its Vision and Mission. The Authority will conduct periodic independent surveys to assess its performance, as perceived by the public and other partners or stakeholders. The Authority will also improve external communication with the public and other stakeholders.

5. Adequate Resources: This will be mainly from the National Treasury, in line with National Assembly Committees’ recommendations, where both the executive and legislative arms of government need to allocate IPOA adequate resources to fulfi ll the mandate for which the Authority was established. Further, other sources through development partners, guided by the development and implementation of ethical resource mobilization strategy, would also be an avenue for seeking additional funding, either in technical support, capacity building or even monetary grants.

2.10.2 Assumptions, Risks and Mitigation

After a thorough analysis of the strategic choices and strategies above, IPOA did a risk analysis; the risks that the Authority faces, now and in the future, in achieving what is set out in this Strategic Plan; ways of preventing exposure; and fi nally, how to mitigate those risks. Table 4.1 summarizes major risks facing the Authority, suggestions for prevention and remedial actions.


Tabl

e 4.

1: R

isk

Ana

lysi

s

Risk

and

Its

Impo

rtan

cePr

even

tive

Mea

sure

sM

itiga

ting

Mea

sure

s

Inad

equa

te fu

ndin

g: H

igh

– Fu

ndin

g is

crit

ical

for I

POA

to c

arry

out

its

man

date

• En

sure

exc

elle

nt fi

nanc

ial p

lann

ing

• D

evel

op a

nd im

plem

ent r

esou

rce

mob

ilisa

tion

stra

tegy

• Pr

opos

als

for f

undi

ng to

or f

rom

dev

elop

men

t pa

rtner

s

• A

sust

aine

d fi n

anci

ng s

trate

gy w

ith

the

Nat

iona

l Tre

asur

y an

d th

e re

leva

nt

parli

amen

tary

com

mitt

ees

• Pr

iorit

ise

proj

ects

that

are

mos

t crit

ical

• Ra

tiona

lise

expe

nditu

re –

allo

catin

g re

sour

ces

to p

riorit

y ar

eas

with

hig

h im

pact

• D

evel

op a

nd im

plem

ent d

iver

se s

ourc

es o

f fu

ndin

g

• Pe

rform

at h

igh

leve

ls a

s to

be

able

to a

ttrac

t fu

ndin

g

Secu

rity

thre

ats

to B

oard

an

d st

aff:

Hig

h – t

akin

g in

to

acco

unt t

he A

utho

rity’s

m

anda

te

• A

dopt

and

ope

ratio

nalis

e th

e se

curit

y po

licy

and

secu

rity

man

ual

• C

arry

out

thor

ough

risk

s’ as

sess

men

ts fo

r Bo

ard

and

staf

f

• Re

gula

r tra

inin

g of

sta

ff on

sec

urity

mat

ters

• Es

tabl

ish

a se

curit

y co

mm

ittee

to re

gula

rly

revi

ew th

e se

curit

y si

tuat

ion

and

give

feed

back

to

the

Boar

d an

d st

aff

• Es

tabl

ish

Hot

line

for B

oard

and

sta

ff to

cal

l for

ba

ckup

whe

n in

dis

tress

• In

stal

l pan

ic b

utto

ns w

ithin

the

offi c

e

• U

se th

e pr

ovis

ion

of th

e A

ct to

ens

ure

pers

onal

saf

ety

and

secu

rity

• D

eal w

ith th

e se

curit

y si

tuat

ions

as

they

aris

e us

ing

exis

ting

mec

hani

sms

and

reso

urce

s

Info

rmat

ion

secu

rity

thre

ats

or b

reac

h of

info

rmat

ion

secu

rity:

Hig

h - s

ince

IPO

A de

als

with

ver

y se

nsiti

ve

info

rmat

ion

whi

ch w

ould

be

dang

erou

s if

it le

aks

• Ve

t sta

ff (b

efor

e an

d du

ring

empl

oym

ent)

• M

ake

staf

f sig

n C

ode

of E

thic

s in

clud

ing

confi

den

tialit

y cl

ause

/dec

lara

tion

• En

sure

all

data

is b

acke

d up

at a

sec

ure

site

• En

sure

that

bot

h th

e in

tern

et a

nd e

-mai

l se

rver

s ar

e ho

sted

with

in IP

OA

prem

ises

• En

sure

a b

usin

ess

cont

inui

ty p

lan

• H

avin

g m

ultip

le le

vels

of s

ecur

ity

• Po

ssib

ility

of e

stab

lishi

ng o

ff-sh

ore

serv

ers

• Tr

ain

staf

f on

hand

ling

and

stor

ing

data

and

in

form

atio

n


Non

-coo

pera

tion

from

key

st

akeh

olde

rs (N

PS, O

DPP

, re

leva

nt P

arlia

men

tary

C

omm

ittee

s): T

his

coul

d be

hig

h de

pend

ing

on

envi

ronm

enta

l fac

tors

• D

evel

op a

nd im

plem

ent a

sta

keho

lder

s’ en

gage

men

t stra

tegy

• D

evel

op a

nd im

plem

ent a

com

mun

icat

ion

and

outre

ach

stra

tegy

• In

volv

e th

e Bo

ard

in m

anag

ing

rela

tions

hips

w

ith k

ey s

take

hold

ers

• Si

gn M

OU

s w

ith re

leva

nt s

take

hold

ers

2.10

.3

Stra

tegi

c A

lignm

ent

Tabl

e 5:

Str

ateg

ic A

lignm

ent

Elem

ent

Stra

tegi

c O

ppor

tuni

ty

The

Con

stitu

tion

of K

enya

201

0, re

leva

nt A

cts

of P

arlia

men

t, in

tern

atio

nal,

regi

onal

and

nat

iona

l hum

an ri

ghts

in

stru

men

ts, a

nd o

ther

nat

iona

l pol

icie

s, in

clud

ing

Visi

on

2030

and

Jub

ilee

Man

ifest

o

• Th

e St

rate

gic

Plan

is a

ligne

d to

the

exis

ting

lega

l, po

licy,

regu

lato

ry a

nd a

dmin

istra

tive

envi

ronm

ents

.

IPO

A co

re v

alue

s: in

tegr

ity, t

rans

pare

ncy

and

acco

unta

bilit

y, in

tegr

ity, i

mpa

rtial

ity, d

iver

sity

and

com

pass

ion

• Th

e co

re v

alue

s ar

e sh

ared

and

tran

slat

ed in

to p

olic

ies

and

prac

tices

. The

re is

ade

quat

e al

ignm

ent b

etw

een

stat

ed v

alue

s an

d th

e m

ode

of o

pera

tions

.

Resu

lts-b

ased

Man

agem

ent

• IP

OA

will

intro

duce

resu

lts-b

ased

man

agem

ent a

t all

leve

ls

with

in th

e 20

14/1

5 O

pera

tiona

l Pla

n.

Polic

ies,

Syst

ems

and

Prac

tices

• IP

OA’

s sy

stem

is fe

d by

sub

syst

ems

or fu

nctio

nal a

reas

. The

su

bsys

tem

s ar

e ro

bust

but

requ

ire in

crem

enta

l stre

ngth

enin

g ov

er th

e st

rate

gic

plan

ning

per

iod.

The

sub

syst

ems

incl

ude:

th

e Bo

ard,

CEO

, and

Dire

ctor

s of

var

ious

dire

ctor

ates

• Fu

nctio

nal a

reas

incl

ude:

Hum

an R

esou

rce;

Fin

ance

; Pr

ocur

emen

t; C

omm

unic

atio

n &

Out

reac

h; C

ompl

aint

s M

anag

emen

t; In

spec

tion

& M

onito

ring;

Inve

stig

atio

ns; R

isk

& A

udit;

Pro

cure

men

t; IC

T; L

egal

Ser

vice

s, A

dmin

istra

tion/

trans

port,

and

Sec

urity


Man

agem

ent a

nd L

eade

rshi

p St

yles

• Th

e m

anag

emen

t sty

le is

ver

y co

nsul

tativ

e. T

here

see

ms

to

be a

hig

h ca

paci

ty fo

r mod

ern

man

agem

ent a

nd le

ader

ship

pr

actic

es w

ithin

IPO

A.

Peop

le•

IPO

A ha

s a

mul

ti-sk

illed

sta

ff co

mpl

imen

t with

bes

t ski

lls in

th

e m

arke

t. St

aff m

embe

rs w

ere

recr

uite

d fro

m c

ivil

soci

ety,

Gov

ernm

ent’s

lega

l fra

tern

ity, P

olic

e, p

ublic

and

priv

ate

sect

ors.

• C

apac

ity fo

r too

ls o

r equ

ipm

ent,

offi c

e sp

ace,

faci

litie

s su

ch

as th

e fo

rens

ic L

ab, a

dequ

acy

of n

eces

sary

equ

ipm

ent,

com

pute

rs, v

ehic

les,

and

offi c

e sp

ace

will

be

requ

ired

as th

e A

utho

rity

expa

nds

thro

ugh

devo

lvin

g of

its

func

tions

in th

e C

ount

ies.

• H

uman

cap

ital c

apac

ity –

optim

al s

taffi

ng le

vel.

• C

apac

ity d

evel

opm

ent t

hrou

gh tr

aini

ng, w

orks

hops

, sem

inar

s, co

achi

ng, m

ento

ring

etc.

Org

aniz

atio

nal c

ultu

re•

The

orga

niza

tiona

l cul

ture

is fu

lly c

ondu

cive

to th

e Pl

an’s

impl

emen

tatio

n. E

mph

asis

is, h

owev

er, p

lace

d on

team

wor

k an

d op

en c

omm

unic

atio

n. F

orum

s fo

r lea

rnin

g ar

e en

cour

aged

. Em

phas

is w

ill o

n pe

rform

ance

and

resu

lts.


2.11 SECTION 5: TRACKING PROGRESS – MONITORING & EVALUATION The Monitoring and Evaluation (M&E) system adopts a Results-Based Management (RBM) approach. In this approach, focus is on results and not activities. It emphasizes on what has been achieved rather than what was done.

The system will make a distinction between three sets of operating concepts: distinction between monitoring and evaluation; difference between monitoring change from monitoring process; and monitoring of IPOA’s programmes as opposed to monitoring the Authority as an institution.

2.11.1 Distinction between monitoring and evaluation Monitoring is an ongoing process and will be based on the following thinking: IPOA and partners will develop clear agreements and mechanisms on how monitoring will be done. Monitoring of the Authority’s work and programmes, based on qualitative and quantitative agreed on indicators, will be done by a variety of means that include:

a) Management and coordination meetings;

b) Progress reports;

c) Performance review workshops and peer reviews;

d) Offi cers through agreed upon monitoring system; and

e) IPOA’s M&E Offi cer.

Monitoring reports will be provided to show the results that have [or have not] been achieved and will be done monthly and/or quarterly.

Evaluation is rather different from monitoring. Evaluation has two distinctive questions: did we do things right or did we do the right things. The fi rst question is a matter of fact and involves an assessment of performance: given what was set out to be done and of course how well it was done. The second question is broader and more speculative in nature: given what is now known, how might the programme could have been done differently by the Authority?

2.11.2 Process and change monitoring The M&E system at IPOA will distinguish between monitoring and reporting on process versus results (read, change or outcome). More specifi cally, it will distinguish between process and change indicators. Process indicators will describe the important processes that contribute to the result or outcome. Where the outcome indicators suggest performance is below par, process indicators can be used diagnostically to explore the reasons and deriving recommendations for improvement of performance.


2.11.3 Monitoring of IPOA Programmes The system will separate programme monitoring from the monitoring of institutional development. IPOA will closely monitor the achievement of its outputs for its functions of: investigations; inspection and monitoring; and complaints’ handling. Simultaneously, the Authority will monitor the effectiveness and effi ciency of critical functions such as ICT, communication and outreach, risk and audit, fi nance, administration, procurement, security and human resource management. It will be imperative to know how IPOA structures are responding to programme challenges. In addition to the critical functions, other areas will also be monitored for compliance and support of important constitutional underpinnings, legal and policy reforms and principles such as human rights, diversity and gender mainstreaming.

2.11.4 Starting with Change This system is built on the principle of reverse-engineering. This principle is about working with the end in mind. It is about engineering from the end and working backwards from the change objective to the activities. Once the change objective (the ‘what’) is identifi ed, the ‘how’ (approach/methodology/activities) of achieving it is then put in place. This is critical because many programmes begin with the activities hoping that they will cumulatively add up to some desired good.

In designing this programme, the question IPOA will ask: ‘what do we want to change?’ After answering this question, then the Authority moves on to ask: ‘how shall we change it?’ Once the ‘what’ and the ‘how’ are identifi ed, and then the activities/approaches to achieve the outcome are rolled out and subjected to three tests. The three tests that IPOA will use in evaluating the progress will be:

1. The suffi ciency test. Are the outputs and activities suffi cient to attain the desired outcomes? If not, IPOA will have to identify additional outputs and activities, and resources for those.

2. The relevance test. Are all the outputs and activities relevant? In the situation of scarce and limited resources IPOA cannot afford to be involved in activities that do not signifi cantly contribute to the achievement of outcomes.

3. The bankability test. How bankable are the activities in terms of providing ‘value for money’ and ‘returns on investment’? This test also speaks to the question of effi ciency, and in particular, whether resources are being applied to the most deserving cases at the ‘best price’.

2.11.5 Methodologies The Authority will rely on the following methodologies, used for M&E, to measure success of this Strategic Plan, including its mandate. In chronological order, these are:

a) Develop, disseminate and implement standardized templates for all IPOA’s functions;

b) Monthly directorate reviews of progress achieved and lessons learnt;


c) Quarterly directorate progress reports with analysis of trends;

d) Bi-annual directorates’ meetings to check progress under the leadership of the M&E Offi cer at IPOA who with other appropriate staff will ensure that Performance Reports are compiled and disseminated to the National Assembly and other statutory offi ces;

e) Regular or periodic monitoring and analyzing relevant external sources of data such as media reports from international human rights organizations, reports from the government and its agencies;

f) Annual staff survey on job satisfaction, leadership and management performance and work environment; and fi nally,

g) Annual review with external facilitator to analyze past performance for re-strategizing and operational planning for the subsequent fi nancial year.


3.1

APP

END

IX A

: RES

ULT

S-BA

SED

FRA

MEW

ORK

Out

com

e 1:

Com

plia

nce

by p

olic

e w

ith h

uman

righ

ts s

tand

ards

In

dica

tors

of O

utco

me:

•

Cas

es o

f Pol

ice

mis

cond

uct

• N

umbe

r of P

olic

e pr

osec

utio

ns•

Rate

of i

mpl

emen

tatio

n of

reco

mm

enda

tions

mad

e to

NPS

C a

nd N

PS

Out

puts

Indi

cato

rsSo

urce

s of

Dat

a an

d M

eans

of V

erifi

catio

nRi

sks

and

Ass

ump-

tions

Con

tribu

tion

into

pol

ice

train

ing

curr

icul

um

mad

e an

d fo

llow

ed u

p

Mon

itorin

g of

pol

ice

oper

atio

ns c

ondu

cted

, re

com

men

datio

ns m

ade,

dis

sem

inat

ed a

nd

follo

wed

up

Aud

its a

nd re

view

s of

IAU

con

duct

ed a

nd

resu

lts d

isse

min

ated

Evid

ence

-bas

ed in

vest

igat

ion

repo

rts w

ith

prac

tical

reco

mm

enda

tions

and

pro

posa

ls

for p

olic

y an

d pr

actic

e ch

ange

s de

velo

ped,

di

ssem

inat

ed a

nd fo

llow

ed u

p

Reco

mm

enda

tions

for d

isci

plin

ary

actio

ns

to N

PSC

dev

elop

ed, d

isse

min

ated

and

fo

llow

ed u

p

Reco

mm

enda

tions

sub

mitt

ed to

OD

PP fo

r cr

imin

al p

rose

cutio

ns a

nd fo

llow

ed u

p

Num

ber o

f pro

posa

ls m

ade

Num

ber o

f mee

tings

hel

d w

ith P

olic

e on

cur

ricul

um

Inve

stig

atio

ns, i

nspe

ctio

n,

mon

itorin

g an

d co

mpl

aint

s ha

ndlin

g th

at m

eet I

POA

stan

dard

s an

d pr

oced

ures

Num

ber o

f sta

keho

lder

s re

ache

d in

di

ssem

inat

ion

of re

ports

Num

ber1

of o

pera

tions

mon

itore

d

Num

ber o

f rec

omm

enda

tions

mad

e,

base

d on

evi

denc

e fro

m re

sear

ch

and

subm

itted

to P

olic

e

Num

ber o

f con

sulta

tive

mee

tings

/di

scus

sion

s

Polic

e cu

rric

ulum

Min

utes

of m

eetin

gs

IPO

A’s

prog

ress

repo

rts

Perfo

rman

ce R

epor

ts

Rese

arch

stu

dies

Ope

ratio

nal p

roce

dure

s m

anua

ls

IPO

A st

anda

rds

Aud

it an

d Re

view

repo

rts

Min

utes

of j

oint

mee

tings

IPO

A A

nnua

l Rep

orts

Inad

equa

te in

tere

st b

y Po

lice

Redu

ced

reso

urce

s fo

r IP

OA’

s op

erat

ions

Polic

e w

ill b

e re

cept

ive

to d

iscu

ssio

n of

re

com

men

datio

ns

IAU

con

stitu

ted

as p

er

the

law

, res

ourc

ed a

nd

staf

fed

Ava

ilabi

lity

of a

dequ

ate

reso

urce

s


Out

puts

Indi

cato

rsSo

urce

s of

Dat

a an

d M

eans

of V

erifi

catio

nRi

sks

and

Ass

umpt

ions

Com

plai

nts

by P

olic

e an

d pu

blic

ana

lyse

d,

reco

mm

enda

tions

mad

e an

d fo

rwar

ded

for r

elev

ant a

ctio

ns

Inve

stig

atio

ns in

to d

eath

s an

d se

rious

in

jurie

s co

nduc

ted

and

reco

mm

enda

tions

m

ade,

dis

sem

inat

ed a

nd fo

llow

ed u

p

Incr

ease

d ac

cess

to IP

OA’

s se

rvic

es

Polic

e hu

man

righ

ts p

ract

ices

for w

omen

, ch

ildre

n an

d ot

her S

IG ro

utin

ely

mon

i-to

red,

reco

mm

enda

tions

pro

vide

d to

the

NPS

and

pub

licly

repo

rted.

Hum

an R

ight

s st

anda

rds

for w

omen

, ch

ildre

n an

d ot

her S

IG d

evel

oped

and

di

ssem

inat

ed

Num

ber o

f aud

its2

cond

ucte

d

Num

ber o

f rep

orts

sub

mitt

ed to

IA

U

Num

ber o

f joi

nt fo

llow

up

mee

t-in

gs

Num

ber o

f inv

estig

atio

ns ta

rget

ing

wom

en a

nd S

IG

Gen

der,

dive

rsity

, hum

an ri

ghts

, et

hica

l beh

avio

ur m

ains

tream

ed in

al

l IPO

A’s

repo

rts


Out

com

e 2:

Res

tore

d pu

blic

con

fi den

ce a

nd tr

ust i

nto

Polic

eIn

dica

tors

of O

utco

me:

• Le

vel o

f pub

lic c

onfi d

ence

in P

olic

e by

men

, wom

en, m

embe

rs o

f SIG

• N

umbe

r of p

rose

cutio

ns o

pene

d an

d co

nclu

ded

• N

umbe

r of P

olic

e offi c

ers

disc

iplin

ed

Out

puts

Indi

cato

rsSo

urce

s of

Dat

a an

d M

eans

of V

erifi

catio

nRi

sks

and

Ass

ump-

tions

Inve

stig

atio

ns o

f com

plai

nts

cond

ucte

d

Publ

ic s

ensi

tized

on

the

role

of t

he P

olic

e

Initi

ativ

es fo

r stre

ngth

enin

g IA

U’s

oper

atio

ns

deve

lope

d an

d sh

ared

Reco

mm

enda

tions

on

incr

easi

ng p

ublic

trus

t an

d co

nfi d

ence

dev

elop

ed a

nd s

hare

d

Con

tinuo

us fo

llow

up

on re

com

men

datio

ns

cond

ucte

d

Incr

ease

d un

ders

tand

ing

of IP

OA’

s m

anda

te

and

func

tions

by

the

publ

ic

Polic

e tra

inin

g cu

rric

ulum

and

pub

lic

rela

tions

com

pone

nt m

onito

red

Reco

mm

enda

tions

on

inte

rven

tions

on

polic

e cu

lture

cha

nge

mon

itore

d

Num

ber a

nd q

ualit

y of

com

plai

nts

hand

led

Num

ber a

nd q

ualit

y of

out

reac

h m

essa

ges

Num

ber a

nd q

ualit

y of

initi

ativ

es fo

r st

reng

then

ing

IAU

Num

ber a

nd q

ualit

y of

follo

w u

p

Gen

der,

dive

rsity

, hum

an ri

ghts

, et

hica

l beh

avio

ur m

ains

tream

ed in

al

l IPO

A’s

repo

rts to

the

IAU

Min

utes

of m

eetin

gs

IPO

A’s

prog

ress

repo

rts

Repo

rts

Rese

arch

stu

dies

Ope

ratio

nal p

roce

dure

s m

anua

ls

IPO

A st

anda

rds

Aud

it an

d Re

view

repo

rts

Min

utes

of j

oint

mee

tings

IPO

A A

nnua

l Rep

orts

Inad

equa

te in

tere

st b

y Po

lice

Redu

ced

reso

urce

s fo

r IP

OA’

s op

erat

ions

Polic

e w

ill b

e ap

proa

chab

le

to d

iscu

ssio

n of

re

com

men

datio

ns

IAU

con

stitu

ted

as p

er

the

law

, res

ourc

ed a

nd

staf

fed

Out

com

e 3:

Impr

oved

det

entio

n fa

cilit

ies

and

Polic

e pr

emis

es


Indi

cato

rs o

f Out

com

e

• N

umbe

r of d

eten

tion

faci

litie

s an

d Po

lice

prem

ises

impr

oved

• N

umbe

r of d

eten

tion

faci

litie

s m

eetin

g in

tern

atio

nal s

tand

ards

in te

rms

of g

ende

r, ch

ildre

n, ju

veni

le•

Num

ber o

f Pol

ice

prem

ises

mee

ting

inte

rnat

iona

l sta

ndar

ds in

term

s of

gen

der,

child

ren,

juve

nile

, peo

ple

with

dis

abili

ties

Out

puts

Indi

cato

rsSo

urce

s of

Dat

a an

d M

eans

of V

erifi

catio

nRi

sks

and

Ass

ump-

tions

Insp

ectio

n re

ports

pre

pare

d an

d di

ssem

inat

ed

Reco

mm

enda

tions

on

insp

ectio

ns s

ubm

itted

to

the

NPS

and

follo

wed

up

Stak

ehol

ders

on

polic

e ov

ersi

ght e

ngag

ed

Stan

dard

s on

pol

ice

prem

ises

and

det

entio

n fa

cilit

ies

deve

lope

d an

d di

ssem

inat

ed

Insp

ectio

n to

ol a

nd p

olic

y fra

mew

ork

deve

lope

d an

d di

ssem

inat

ed

Reco

mm

enda

tion

on s

epar

ate

faci

litie

s fo

r det

entio

n of

wom

en a

nd c

hild

ren

deve

lope

d, d

isse

min

ated

and

follo

wed

up.

Num

ber o

f pro

posa

ls m

ade

Num

ber o

f mee

tings

hel

d w

ith P

olic

e on

det

entio

n pr

emis

es

Num

ber o

f ins

pect

ion

cond

ucte

d

Insp

ectio

n an

d m

onito

ring

mee

t IP

OA

stan

dard

s an

d pr

oced

ures

Num

ber o

f sta

keho

lder

s re

ache

d in

di

ssem

inat

ion

of re

ports

Num

ber o

f ope

ratio

ns m

onito

red

Num

ber o

f rec

omm

enda

tions

de

velo

ped

base

d on

evi

denc

e fro

m

rese

arch

and

sub

mitt

ed to

Pol

ice

Num

ber o

f con

sulta

tive

mee

tings

/di

scus

sion

s

Num

ber o

f joi

nt fo

llow

up

mee

tings

Gen

der,

dive

rsity

, hum

an ri

ghts

, et

hica

l beh

avio

ur m

ains

tream

ed in

al

l IPO

A’s

repo

rts

Min

utes

of m

eetin

gs

IPO

A’s

prog

ress

repo

rts

Repo

rts

Rese

arch

stu

dies

Ope

ratio

nal p

roce

dure

s m

anua

ls

IPO

A st

anda

rds

Aud

it an

d Re

view

repo

rts

Min

utes

of j

oint

mee

tings

IPO

A A

nnua

l Rep

orts

Inad

equa

te in

tere

st b

y Po

lice

Redu

ced

reso

urce

s fo

r IP

OA’

s op

erat

ions

Polic

e w

ill b

e re

cept

ive

to d

iscu

ssio

n of

re

com

men

datio

ns

IAU

con

stitu

ted

as p

er

the

law

, res

ourc

ed a

nd

staf

fed

acco

rdin

gly

Ava

ilabi

lity

of a

dequ

ate

reso

urce

s


Out

com

e 4:

A F

unct

iona

l IA

UIn

dica

tors

for O

utco

me

• IA

U h

as o

wn

prem

ises

, ade

quat

e bu

dget

, ade

quat

e st

aff a

nd o

ther

reso

urce

s•

Ope

ratio

nal a

uton

omy

Out

puts

Indi

cato

rsSo

urce

s of

Dat

a an

d M

eans

of V

erifi

catio

nRi

sks

and

Ass

ump-

tions

IAU

set

up

as p

er th

e la

w fo

llow

ed u

p

Mec

hani

sm fo

r col

labo

ratio

n be

twee

n IP

OA

and

IAU

est

ablis

hed

and

man

aged

Cas

es re

porte

d/re

ferr

ed to

IAU

mon

itore

d,

audi

ted

and

revi

ewed

A fo

llow

up

mec

hani

sm o

f tak

ing

over

ca

ses

that

are

und

er IA

U’s

inve

stig

atio

ns

esta

blis

hed

and

man

aged

A m

echa

nism

of m

onito

ring

the

impl

emen

tatio

n of

IAU

’s re

com

men

datio

ns

set u

p

Dev

olut

ion

of IA

U m

onito

red

Syst

ems,

polic

ies,

prac

tices

, pr

oced

ures

, sta

ndar

ds th

at

are

cons

ider

ed g

ood

prac

tice

deve

lope

d an

d us

ed

Aw

aren

ess

and

perc

eptio

n of

IPO

A by

var

ious

sta

keho

lder

s

Refe

rral

and

oth

er m

echa

nism

s es

tabl

ishe

d an

d fu

nctio

ning

Gen

der,

dive

rsity

, hum

an ri

ghts

, et

hica

l beh

avio

ur m

ains

tream

ed

in a

ll IP

OA’

s ac

tiviti

es, s

yste

ms

and

prac

tices

Min

utes

of m

eetin

gs

IPO

A’s

prog

ress

repo

rts

Repo

rts

Rese

arch

stu

dies

Ope

ratio

nal p

roce

dure

s m

anua

ls

IPO

A st

anda

rds

Aud

it an

d Re

view

repo

rts

Min

utes

of j

oint

mee

tings

IPO

A A

nnua

l Rep

orts

Inad

equa

te in

tere

st b

y Po

lice

Redu

ced

reso

urce

s fo

r IP

OA’

s op

erat

ions

Polic

e w

ill b

e ac

cess

ible

to

dis

cuss

ion

of

reco

mm

enda

tions

IAU

con

stitu

ted

as p

er

the

law

, res

ourc

ed a

nd

staf

fed

in a

dequ

ate

num

bers

Ava

ilabi

lity

of a

dequ

ate

reso

urce

s

Out

com

e 5:

A m

odel

inst

itutio

n in

pol

icin

g ov

ersi

ght i

n A

fric

aIn

dica

tors

for O

utco

me

• N

atio

nal,

regi

onal

, con

tinen

tal a

nd in

tern

atio

nal r

ecog

nitio

n•

Inte

rnat

iona

l/con

tinen

tal b

ench

mar

king

• A

dopt

ion

of g

loba

l pra

ctic

es a

nd s

tand

ards

• Fu

ll im

plem

enta

tion

of m

anda

te a

reas


Out

puts

Indi

cato

rsSo

urce

s of

Dat

a an

d M

eans

of V

erifi

catio

nRi

sks

and

Ass

ump-

tions

Func

tiona

l int

erna

l stru

ctur

es fo

r rec

eivi

ng

com

plai

nts

from

pub

lic a

nd p

olic

e es

tabl

ishe

d an

d m

onito

red

Effe

ctiv

e sy

stem

s to

initi

ate

and

carr

y ou

t in

vest

igat

ions

of c

ompl

aint

s es

tabl

ishe

d

The

anal

ysis

of t

he in

vest

igat

ions

repo

rts a

nd

forw

ardi

ng o

f rec

omm

enda

tions

to re

leva

nt

auth

oriti

es e

xped

ited

A m

echa

nism

for c

olla

bora

tion

betw

een

IPO

A an

d IA

U e

stab

lishe

d an

d m

anag

ed

A m

echa

nism

for m

onito

ring,

aud

iting

and

re

view

ing

case

s re

porte

d to

IAU

est

ablis

hed

and

man

aged

A fo

llow

up

mec

hani

sms

to re

view

the

stat

us

of c

ases

with

IAU

est

ablis

hed

and

man

aged

A co

llabo

ratio

n m

echa

nism

with

oth

er

rele

vant

age

ncie

s es

tabl

ishe

d an

d m

anag

ed

A ro

bust

sys

tem

for i

nspe

ctio

n an

d m

onito

ring

of p

olic

e op

erat

ions

, det

entio

n fa

cilit

ies

and

polic

e pr

emis

es e

stab

lishe

d an

d m

anag

ed

Inte

rnat

iona

l sta

ndar

ds b

ench

mar

ked

and

good

pra

ctic

es a

dopt

ed

IPO

A’s

rese

arch

sys

tem

stre

ngth

ened

IPO

A’s

bran

d st

reng

then

ed

Exis

tenc

e of

man

uals

, sta

ndar

ds,

docu

men

ted

proc

edur

es

Feed

back

from

sta

keho

lder

s

Func

tiona

l mec

hani

sms

for

colla

bora

tion

Min

utes

of m

eetin

gs

IPO

A’s

prog

ress

repo

rts

Repo

rts

Rese

arch

stu

dies

Ope

ratio

nal p

roce

dure

s m

anua

ls

IPO

A st

anda

rds

Aud

it an

d Re

view

repo

rts

Min

utes

of j

oine

d m

eetin

gs

IPO

A A

nnua

l Rep

orts

Stak

ehol

ders

’ rep

orts

Inad

equa

te in

tere

st b

y Po

lice

Redu

ced

reso

urce

s fo

r IP

OA’

s op

erat

ions

Polic

e w

ill b

e op

en

to d

iscu

ssio

n of

re

com

men

datio

ns

IAU

con

stitu

ted

as p

er

the

law

, res

ourc

ed a

nd

Staf

fed

Ava

ilabi

lity

of a

dequ

ate

reso

urce

s


3.2

APP

END

IX B

: SU

MM

ARY

OPE

RATI

ON

AL

PLA

NIN

DEPE

NDEN

T PO

LICI

NG O

VERS

IGHT

AUT

HORI

TYSU

MMAR

Y OP

ERAT

IONA

L PL

AN, F

Y 20

14/20

15OR

GANI

ZATI

ONAL

UNI

TMA

IN A

CTIV

ITIE

SOU

TPUT

STI

MELI

NETR

ACKI

NG P

ROGR

ESS

Qt1

Qt2

Qt3

Qt4

1.0CO

MPLA

INTS

1.0.1

Deve

lop, d

ocum

ent a

nd

imple

ment

stand

ards

and

proc

edur

es fo

r com

plaint

ha

ndlin

g, wi

th em

phas

is on

enha

ncing

comp

laint

hand

ling r

eceip

t acc

essib

ility

to ma

rgina

lized

area

s and

vu

lnera

ble gr

oups

• Co

mplai

nts ha

ndlin

g for

ums d

one

• Ca

ll sup

port

Centr

e esta

blish

ed

• Gu

idelin

es fo

r mon

itorin

g of c

ompla

ints

deve

loped

•

Profi

led re

port

on po

lice a

ttrac

ting m

ost

comp

laints

• Ac

cess

ibility

of of

fi ce b

y com

plaina

nts

• To

tal co

mplai

nt by

year

•

Time t

aken

to fi n

alize

a co

mplai

nt •

Conv

iction

rate

on co

mplai

nts re

ceive

d •

Month

ly me

eting

s on c

ase r

eview

•

Corre

spon

denc

es on

case

s rec

eived

•

Coun

sellin

g ses

sions

•

PTSD

profi

led on

victi

ms &

witn

ess

1.0.2

Rece

ive an

d pro

cess

co

mplai

nts ag

ainst

the po

lice

• Co

mplai

nts ag

ainst

the po

lice p

roce

ssed

/sc

reen

ed•

Preli

mina

ry inv

estig

ation

on co

mplai

nts do

ne

• Pr

ioritiz

ation

of ca

ses b

y Cas

e Inta

ke

Comm

ittee

• Co

mplai

nts ha

ndlin

g pro

cedu

res i

n plac

e •

Psyc

holog

ists i

n puts

adop

ted in

comp

laints

ma

nage

ment

proc

ess

• Me

dium

throu

gh w

hich c

ompla

ints w

as

lodge

d •

Comp

laints

hand

ling f

orum

s •

Func

tiona

l call

supp

ort C

entre

• Co

mplai

nts m

anua

ls dis

semi

nated

•

Repo

rt dis

semi

nated

1.0.3

Enga

ging p

artne

rs wh

o han

dle

comp

laints

again

st the

polic

e•

Identi

fi cati

on of

partn

ers

• MO

Us de

velop

ed

• St

ructu

red m

eetin

gs w

ith ke

y sou

rce

agen

cies f

or co

mplai

nts he

ld •

Minu

tes ci

rculat

ed

• Cl

ient r

eferra

l for m

ore p

sych

ologic

al tre

atmen

ts

• Qu

arter

ly me

eting

s with

ODP

P, KN

CHR,

CA

J, NG

EC &

IAU

1.0.4

Trac

king a

nd m

anag

emen

t of

comp

laints

reso

lution

s•

Upda

ted da

ta on

comp

laints

and fi

les

• Co

mplai

nts re

gistry

estab

lishe

d •

Integ

rated

Com

plaint

s Man

agem

ent S

ystem

es

tablis

hed a

nd fu

nctio

ning

• Im

prov

ed co

mplai

nts da

ta co

llecti

on an

d ca

se m

anag

emen

t tools

• Int

erac

tive C

MS in

the p

ublic

doma

in


1.0.5

Equip

ping &

oper

ation

alizin

g IP

OA co

unse

lling p

rogr

am•

Coun

sellin

g roo

m bu

dget

appr

oved

•

Purch

ased

coun

sellin

g roo

m fur

nitur

e &

fi tting

s •

Clien

t clin

ical h

istor

y in p

lace

• Ps

ycho

socia

l sup

port

& Co

unse

lling f

or

victim

s, wi

tness

es &

staff

prov

ided

• MO

Us w

ith pr

ofess

ionals

for p

sych

ologic

al re

ferra

l on s

pecia

l cas

es

• Bo

ard a

ppro

val o

n the

budg

et •

Numb

er of

victi

ms/w

itnes

ses c

ouns

eled

per c

ases

rece

ived

• Ps

ycho

socia

l Ass

essm

ent r

epor

ts on

cli

ents

• No

. of r

eferra

ls ma

de pe

r cas

es

rece

ived

• Su

ppor

t to co

mplai

nts, In

vesti

gatio

ns

and l

egal

teams

•

Psyc

hoso

cial e

duca

tion t

o staf

f 2.0

INVE

STIG

ATIO

NS2.0

.1En

sure

and c

ondu

ct ro

bust

inves

tigati

ons w

hich

demo

nstra

te ind

epen

denc

e in

the pr

oces

s and

fi ndin

gs

• Inv

estig

ators

traine

d [Hu

man r

ights,

co

nfi de

ntiali

ty, vi

ctimo

logy,

traum

a ma

nage

ment,

gen

der]

• Inv

estig

ation

s con

clude

d in t

ime

• Re

gular

inve

stiga

tion r

eview

s in p

lace

• Up

dated

fami

lies a

nd co

mplai

nants

who

are

involv

ed in

the i

nves

tigati

ve pr

oces

s.•

Cons

ultan

ts me

ntorsh

ip pr

ogra

m

• No

. of in

vesti

gatio

ns co

nclud

ed by

end

of ye

ar

• No

. of in

vesti

gatio

ns cl

osed

per

inves

tigato

r •

Train

ings b

y APC

OF &

FBI

to

inves

tigato

rs•

15 da

y rev

iew w

ith te

am

• 45

day r

eview

with

a dif

feren

t team

lea

der,

• 60

day r

eview

with

Hea

d of

Inves

tigati

ons

• Co

mplet

e 50%

of in

vesti

gatio

ns w

ithin

6 mo

nths o

f com

menc

emen

t2.0

.2Re

spon

ding t

o all k

nown

inc

idents

whe

re P

olice

conta

ct or

actio

n has

led t

o dea

th or

se

rious

injur

y.

• Ra

pid re

spon

se po

licy &

syste

m in

place

•

Rapid

resp

onse

team

s con

stitut

ed

• Co

nfl ict

of in

teres

t poli

cy in

plac

e •

Profi

led st

atisti

cs in

plac

e

• Po

licies

appr

oved

by B

oard

•

Distr

ibutio

n of in

vesti

gator

team

s per

co

unty

• Re

port

on ge

nder

stati

stics

of st

aff,

victim

s and

witn

esse

s dis

semi

nated

2.0

.3Ins

titutin

g con

sisten

cy an

d cla

rity in

comm

unica

tion a

nd

inves

tigati

ons p

roce

dure

s and

pr

actic

e

• Co

rresp

onde

nce t

empla

tes in

plac

e •

Mana

geme

nt of

witne

sses

polic

y dev

elope

d •

Inves

tigati

on C

ostin

g Mod

el de

velop

ed

• Da

tabas

e of p

re-q

ualifi

ed ve

nues

and

locati

ons i

n plac

e for

witn

ess s

tatem

ents

• Mo

dels

of en

gage

inde

pend

ent e

xper

ts in

place

• Re

port

on pa

ttern

s and

tren

ds fr

om

inves

tigati

ons d

ata de

velop

ed

• Pr

opos

al to

set u

p IPO

A for

ensic

labo

rator

y an

d exh

ibit h

andli

ng st

ore d

evelo

ped.

• St

anda

rdize

d inv

estig

ation

tools

&

repo

rts

• W

itnes

s poli

cy ap

prov

ed

• Co

st co

mpar

ison p

er in

vesti

gatio

n

• Inv

estig

ation

proto

cols

appr

oved

•

Wor

king r

elatio

ns w

ith pa

tholog

ists,

ballis

tics e

xper

ts•

Prop

osal

pres

ented

to B

oard

•

Exter

nal p

artne

rs en

gage

ment

in fun

ding &

capa

city b

uildin

g


2.0.4

Mech

anizi

ng m

easu

res t

owar

ds

inves

tigati

on se

rvice

devo

lution

co

untie

s

• Pr

opos

al for

IPOA

liaiso

n offi c

es lo

cated

in

ever

y Cou

nty

• Co

rresp

onde

nce

with

Coun

ty Go

vern

ments

/Go

vern

ors

• Pa

rtner

ships

estab

lishe

d

• Pr

opos

al pr

esen

ted to

the B

oard

•

MOUs

with

Cou

nties

•

Enga

geme

nt wi

th KN

HCR,

IJM

2.0.5

Unde

rtakin

g stak

ehold

er

enga

geme

nt in

servi

ce de

liver

y•

MOUs

with

key s

takeh

older

s in p

lace

• St

akeh

older

enga

geme

nt str

ategy

in pl

ace

• MO

Us w

ith O

DPP,

NPS.

• En

gage

ment

strate

gy ap

prov

ed

3.0IN

SPEC

TION

&

MONI

TORI

NG3.0

.1Co

nduc

ting s

ched

uled a

nd

impr

omptu

insp

ectio

ns of

polic

e pr

emise

s inc

luding

deten

tion

facilit

ies un

der t

he N

PS co

ntrol

• Ins

pecti

on pl

an &

budg

et in

place

• Ins

pecti

on co

mplet

ed in

polic

e stat

ions/

posts

/base

AP

camp

s •

Repo

rts ge

nera

ted an

d diss

emina

ted

• 35

insp

ectio

ns un

derta

ken

• Ins

pecti

on re

ports

diss

emina

ted

• Ph

otogr

aphs

arch

ived (

hous

ing,

deten

tion f

acilit

ies, p

olice

wor

king

envir

onme

nt, re

creati

onal

facilit

ies et

c.)

3.0.2

Cond

uctin

g ins

pecti

ons o

f NPS

tra

ining

insti

tution

s•

Objec

tive o

f the i

nspe

ction

deve

loped

•

Inspe

ction

cond

ucted

•

3 ins

pecti

ons d

one

• Re

port

disse

mina

ted

3.0.3

Cond

uctin

g foll

ow up

ins

pecti

ons

• Sa

mple

of the

follo

w up

area

s esta

blish

ed

• Fo

llow

sche

dule

deve

loped

•

Follo

w up

insp

ectio

n com

pleted

• 10

follo

w up

insp

ectio

n don

e •

Gaps

estab

lishe

d •

Repo

rts di

ssem

inated

3.0

.4Mo

nitor

ing po

lice o

pera

tions

du

ring

the by

- elec

tions

•

Corre

spon

denc

e with

IEBC

on pl

anne

d by-

electi

ons i

n the

coun

try•

By-e

lectio

n obs

erva

tion r

epor

t gen

erate

d •

Spec

ial fe

edba

ck to

NPS

on se

curity

ar

rang

emen

t

• Re

port

disse

mina

ted to

NPS

3.0.5

Cond

uctin

g visi

ts to

monit

or

polic

e ope

ratio

ns as

they

ex

ecute

crow

d con

trol

and m

anag

emen

t of r

iots,

demo

nstra

tion o

r pro

tests,

se

curity

oper

ation

s

• Br

ief fr

om th

e ope

ratio

nal c

omma

nder

after

the

oper

ation

obtai

ned

• Re

port

brief

on sp

ecifi c

oper

ation

• Br

ief in

forma

tion d

issem

inatio

n on t

he

oper

ation

3.0.6

Cond

uctin

g visi

ts to

monit

or

revie

w an

d eva

luate

functi

oning

of

the IA

U in

hand

ling m

atter

s re

ferre

d to i

t.

• Mi

nutes

with

IAU

staff

• Re

port

on IA

U op

erati

ons

• MO

U wi

th IA

U •

Repo

rt dis

semi

nated

to N

PS fo

r fur

ther

actio

n

3.0.7

Atten

ding C

PA an

d CPC

me

eting

s in c

ounti

es an

d int

erac

t with

mem

bers

of the

co

mmun

ity

• CP

A &

CPC

addr

ess b

ook d

evelo

ped

• Co

rresp

onde

nce w

ith th

e cou

nty go

vern

ment

and N

PS co

unty

comm

ande

rs on

CPA

&

CPC

• Mi

nutes

of jo

int m

eetin

gs at

coun

ty lev

el

• Mo

nitor

ing re

port

on C

PC &

CPA

dis

semi

nated


4.0LE

GAL

SERV

ICES

4.0.1

Enha

ncing

the

enfor

ceme

nt of

Polic

ing O

versi

ght L

aws

• IP

OA dr

aft re

gulat

ions r

eview

ed an

d fi n

al re

gulat

ions p

ublis

hed

• Pr

oced

ures

of ta

king o

ver o

f inter

nal P

olice

inv

estig

ation

s are

put in

plac

e•

Vario

us le

gal p

ositio

ns cl

arifi e

d•

Enha

nced

supp

ort fo

r inve

stiga

tions

and

pros

ecuti

on•

Comp

lianc

e with

the l

aw

• Pr

opos

ed am

endm

ents

to the

Act

forwa

rded

to th

e AG’

s Offi c

e•

Enha

nced

spee

d of c

learin

g cas

es•

Stan

dard

ized r

epor

ts an

d re

comm

enda

tion

•

4.0.2

Prov

iding

adeq

uate

repr

esen

tation

of IP

OA in

leg

al, ci

vil an

d crim

inal C

ourt

Proc

eedin

g

• De

velop

ed of

relev

ant p

leadin

gs fo

r fi lin

g in

cour

t in tim

e •

Actua

l repr

esen

tation

of IP

OA in

Cou

rt to

defen

d and

/or ar

ticula

te its

posit

ion•

Liaiso

n acti

vities

with

exter

nal a

genc

ies on

leg

al ma

tters

affec

ting t

he A

uthor

ity

• Dr

afted

sear

ch w

arra

nts, s

ummo

ns an

d re

lated

orde

rs for

use b

y Inv

estig

ators

• Ad

equa

te re

pres

entat

ion of

the

Autho

rity in

all le

gal a

nd re

lated

fora

• Be

tter r

elatio

ns w

ith ex

terna

l age

ncies

on

lega

l matt

ers a

ffecti

ng th

e auth

ority

•

Maxim

um co

mplia

nce w

ith IP

OA

reco

mmen

datio

ns•

Adhe

renc

e to o

ther le

gal a

pplic

ation

s for

the e

nforce

ment

of IP

OAS

reco

mmen

datio

ns4.0

.3Lo

bbyin

g re

levan

t insti

tution

s in

impr

oving

the p

olicin

g ove

rsigh

t sy

stem

• MO

U wi

th OD

PP an

d WPA

fi nali

zed a

nd

exec

uted b

y par

ties

• MO

U wi

th the

Crim

e res

earch

centr

e also

de

velop

ed•

Lobb

y acti

vities

for t

he en

actm

ent o

f the

Coro

ner’s

Act

• Be

tter u

nder

stand

ing of

IPOA

man

date

by st

akeh

older

s•

Estab

lishm

ent o

f a fu

ll tim

e Cor

oner

Se

rvice

• At

leas

t Fou

r reg

ional

confe

renc

e held

in

withi

n the

year

4.0

.4De

velop

ing a

Libr

ary &

Re

sour

ce C

entre

• Lib

rary

and R

esou

rce C

entre

Poli

cy in

plac

e •

Infor

matio

n nee

ds a

sses

smen

t rep

ort in

pla

ce

• Bu

dget

alloc

ation

estab

lishe

d •

Depa

rtmen

tal m

eetin

g minu

tes

• Inf

orma

tion &

mate

rials

proc

ured

•

Appr

oval

given

by th

e Boa

rd•

Fully

func

tionin

g res

ource

cente

r •

Liaiso

n with

rese

arch

unit t

owar

ds

equip

ping t

he ce

nter

5.0RI

SK &

AUD

IT5.0

.1De

velop

ing IP

OA E

nterp

rise

Risk

Man

agem

ent F

rame

work

• An

Insti

tution

al Ri

sk M

anag

emen

t Fr

amew

ork i

n plac

e•

Appr

oved

RMF

• Pr

ioritiz

ation

of ris

ks se

t

• Ri

sk M

anag

emen

t Fra

mewo

rk dis

semi

nated

5.0.2

Prov

iding

che

cks &

balan

ces

on IP

OA in

terna

l con

trol

mana

geme

nt sy

stem

• Co

ntrol

chec

ks

• Qu

arter

ly R

isk R

epor

ts •

Appr

oval

on op

erati

onal

contr

ols

• Co

ntrol

circu

lars /

mem

os

• Se

nsitiz

ation

of st

aff on

contr

ol me

asur

es

• Re

duce

d risk

expo

sure

5.0.3

Deve

loping

a ris

k bas

ed au

dit

plan

• Ide

ntifi e

d aud

it are

as

• Ap

prov

al of

audit

plan

•

Audit

prog

ramm

es in

plac

e

• Ad

here

nce t

o aud

it plan

sche

dule

• Me

eting

s held


5.0.4

Perfo

rming

risk

base

d aud

its

exer

cises

• Au

dits c

ondu

cted

• Au

dit no

tifi ca

tions

•

Audit

fi ndin

gs

• Au

dit qu

eries

addr

esse

d

• No

. of a

udits

comp

leted

• Fo

llow

up on

audit

quer

ies

• Po

licy r

ecom

mend

ation

s on a

udit

quer

ies6.0

HUMA

N RE

SOUR

CES

CAPI

TAL

6.0.1

Deve

loping

Hum

an R

esou

rces

Manu

al, P

olicie

s ,Pr

oced

ures

&

syste

m

• Po

licy d

ocum

ent a

ppro

val b

y Boa

rd•

Polic

y circ

ulated

to st

aff

• Ex

isting

polic

ies re

viewe

d •

Instal

led H

uman

Res

ource

s Man

agem

ent

Syste

m •

Train

ing N

eeds

Ass

essm

ent R

epor

t

• Re

duce

d HR

enqu

iries

• Co

mplia

nce t

o Lab

our la

ws

• Au

tomate

d ser

vices

(HR

data,

em

ploye

e deta

ils, s

elf-se

rvice

, Lea

ve

mana

geme

nt, pa

yroll,

traini

ng,

perfo

rman

ce m

anag

emen

t).

• No

. of e

mploy

ee tr

ained

6.0

.2Fa

cilita

ting

traini

ng &

care

er

deve

lopme

nt•

Staff

indu

ction

prog

ram

• Tr

aining

calen

dar/p

lan in

plac

e •

Succ

essio

n plan

s in p

lace

• Lo

gistic

s pro

vided

durin

g tra

ining

s

• Ce

rtifi ca

te of

atten

danc

e •

Train

ing bu

dget

appr

oved

•

Clea

r car

eer p

rogr

essio

n •

Staff

sens

itizati

on se

mina

r on

emer

ging

issue

e.g.

Drug

s & A

lcoho

l, dise

ases

etc

. 6.0

.3Co

ordin

ating

staf

f welf

are,

healt

h & w

ellne

ss•

Staff

welf

are p

olicy

guide

lines

imple

mente

d •

Staff

unde

rgoin

g cou

nsell

ing se

ssion

s •

Medic

al ins

uran

ce co

ver is

in pl

ace

• No

. of s

taff o

n self

-dev

elopm

ent p

rogr

am

• St

aff Tr

aining

on he

alth,

welln

ess

and s

tress

man

agem

ent p

lanne

d &

exec

uted

• En

trenc

h into

the p

olicy

fl exi

hour

s for

nu

rsing

moth

ers

• St

aff tr

aining

on w

ork l

ife ba

lance

6.0.4

Unde

rtakin

g staf

f rec

ruitm

ent

and e

nhan

ce st

aff en

gage

ment

and r

etenti

on

• Fil

led up

pend

ing an

d ide

ntifi e

d vac

ant

posit

ions

• Re

cruitm

ent p

roce

ss in

plac

e •

Prop

osal

on in

terna

l job a

dver

ts pr

esen

ted

• Re

ferra

l che

ck fo

r new

staff

comp

leted

•

Team

build

ing in

itiativ

es co

mpete

d •

Gene

ral S

taff M

eetin

gs•

Staff

feed

back

Tools

deve

loped

• Re

cruitm

ent p

roce

ss ap

prov

al by

Boa

rd•

100%

comp

lianc

e with

vettin

g too

l •

Team

build

ing re

port,

bette

r staf

f wor

king

relat

ionsh

ips•

Team

build

ing re

port,

bette

r staf

f wor

king

relat

ionsh

ips•

Minu

tes an

d rep

ort o

n staf

f mee

ting.

6.0.5

Institu

ting a

nd im

pleme

nting

pe

rform

ance

man

agem

ent

supp

orted

by a

rewa

rd sy

stem

for st

aff

• Ap

prov

ed st

anda

rd JD

s for

all p

ositio

ns•

Annu

al pe

rform

ance

appr

aisal

instru

ment

appr

oval

by B

oard

• Al

l line

man

ager

s/staf

f train

ed on

pe

rform

ance

man

agem

ent

• An

nual

Staff

Per

forma

nce A

ppra

isal R

epor

t.•

PIP

repo

rts de

signe

d •

Prob

ation

ary R

eview

Rep

ort

• Ap

prov

ed sa

lary p

rogr

essio

n stru

cture

• De

partm

ental

Awa

rd an

d Rec

ognit

ion

certifi

cate

• Em

ploye

e Awa

rd an

d Rec

ognit

ion C

ertifi

cate

• Di

scus

sed a

nd si

gned

JDs b

y all t

he

staff

• Bo

ard’s

perfo

rman

ce ev

aluati

on sy

stem

• Du

ly sig

ned P

IP R

epor

t•

Boar

d app

rova

l on r

ewar

d sys

tem

prop

osal


6.0.6

Stre

ngthe

n the

capa

city o

f staf

f in

gend

er an

d hum

an rig

hts•

Gend

er po

licy d

evelo

ped a

nd im

pleme

nted

• St

aff tr

ained

in hu

man r

ights

• Ge

nder

and d

iversi

ty ma

instre

amed

in al

l IP

OA’s

oper

ation

s7.0

COMM

UNIC

ATIO

N OU

TREA

CH7.0

.1De

signin

g, pr

inting

&

distrib

uting

Pub

licity

, Inf

orma

tion,

Educ

ation

&

Comm

unica

tion (

PIED

C)

mater

ials

• Flie

rs, B

roch

ures

, infor

matio

n kits

, fact

shee

ts, p

ull up

bann

ers i

n plac

e• E

lectro

nic, T

elesc

opic,

Pop

ups,

Tear

drop

s, str

eet a

nd B

ackd

rop w

all ba

nner

s, Bu

mper

/ do

or S

ticke

rs, et

c.) in

plac

e • D

oor id

entifi

catio

n plat

es in

plac

e

• Inc

reas

ed aw

aren

ess o

f IPOA

’s Co

rpor

ate Id

entity

and m

anda

te by

the

polic

e and

the p

ublic

s via

a sur

vey

• Com

munic

ation

stra

tegy i

mplem

ented

• B

udge

t allo

catio

n on c

ommu

nicati

on

mater

ials a

ppro

ved

7.0.2

Deve

loping

, des

igning

, pr

oduc

ing &

diss

emina

ting a

Co

rpor

ate S

ervic

e Cha

rter

• Ser

vice c

harte

r in pl

ace

• Ser

vice c

harte

r laun

ched

• Dist

ributi

on of

the s

ervic

e cha

rter

• Aud

its of

adhe

renc

e to t

he se

rvice

ch

arter

• S

ervic

e cha

rter o

n the

web

site,

with

key

stake

holde

rs &

the pu

blic

7.0.3

Nego

tiate

media

spac

e to

create

publi

c awa

rene

ss ab

out

IPOA

• IPO

A br

and c

ommu

nicati

on in

supe

rmar

kets,

hig

h tra

ffi c ar

eas e

tc. in

plac

e • S

pons

orsh

ip on

loca

l telev

ision

prog

ramm

es

adop

ted

• Med

ia Br

eakfa

st me

eting

s don

e • E

-Soc

ial m

edia

camp

aigns

susta

ined

• E-n

otice

boar

d acti

vated

/inter

activ

e

• IPO

A co

rpor

ate do

cume

ntary

• Med

ia ad

visor

ies• I

ncre

ased

publi

c awa

rene

ss of

IPOA

• MOU

s with

med

ia fi rm

s • I

POA

infor

matio

n clin

ics (

worsh

ip &

enter

tainm

ent s

pots)

• B

ulk S

MS ca

mpaig

ns an

d soc

ial m

edia

camp

aigns

and s

ite sp

onso

rships

• CSR

initia

tives

at IP

OA

7.0.4

Imple

menti

ng IP

OA

Comm

unica

tion &

Outr

each

Pr

ogra

mmes

• Join

t con

feren

ces w

ith th

e Nati

onal

Polic

e Se

rvice

comp

leted

• S

takeh

older

cons

ultati

ve fo

rums

done

with

• N

ewsle

tters,

annu

al re

ports

, stat

us re

ports

an

d etc.

diss

emina

ted to

resp

ectiv

e rec

ipien

t • P

artic

ipate

in pu

blic f

orum

s, sh

ows a

nd

Exhib

itions

• Cha

irman

, CEO

or IP

OA re

pres

entat

ives

pres

s rele

ase o

ppor

tunity

unde

rtake

n • T

raine

d staf

f on

Media

Han

dling

proc

edur

es

& cu

stome

r car

e

• No.

of ou

treac

h & tr

aining

wor

ksho

ps• N

o of s

takeh

older

For

ums f

or th

e Na

tiona

l Poli

ce S

ervic

e• I

ntera

ction

with

Hum

an R

ights,

Fait

h Ba

sed a

nd G

ende

r bas

ed gr

oups

, Et

hics f

rater

nity,

Medic

o-Le

gal, P

rivate

Se

ctor e

tc. i

• Info

rmati

on D

issem

inated

on tim

ely

basis

• E

xhibi

tion o

f IPOA

durin

g the

Ju

dicial

Ser

vice O

pen W

eek,

Nairo

bi Int

erna

tiona

l Sho

w et

c. • S

taff s

ensit

izatio

n on m

edia

& Cu

stome

r Se

rvice


BUSI

NESS

SER

VICE

S8.0

ICT

8.0.1

Deve

loping

& Im

pleme

nting

ICT

polic

ies an

d stan

dard

s •

Institu

tiona

lized

ICT

Stra

tegy,

polic

ies an

d sta

ndar

ds

• Ef

fi cien

t ICT

syste

ms in

plac

e •

Adop

tion o

f ICT

polic

ies &

stan

dard

s

• IC

T str

ategy

imple

mente

d •

ICT

issue

s red

uced

8.0.2

Prov

iding

qua

lity ne

twor

k inf

rastr

uctur

e for

staff

•

Air-C

ondit

ioned

envir

onme

nt for

serve

rs an

d eq

uipme

nt•

Equa

l ICT

equip

ment

utiliz

ation

per s

taff

• En

hanc

ed op

erati

ons

• Re

duce

d dow

ntime

on IC

T sy

stems

• St

aff ac

cess

to IC

T inf

rastr

uctur

e

8.0.3

Institu

ting

Busin

ess c

ontin

uity

and d

isaste

r rec

over

y me

chan

isms

• Se

cure

d info

rmati

on•

Secu

rity In

frastr

uctur

e in p

lace

• Se

curity

proc

edur

es in

plac

e•

Disa

ster r

ecov

ery P

olicy

in pl

ace

• Ap

prov

ed di

saste

r rec

over

y Poli

cy

8.0.4

Reinf

orcin

g netw

ork p

erim

eter

secu

rity vi

a fi re

wall

ing an

d int

rusio

n pre

venti

on

• En

hanc

ed se

curity

of IC

T re

sour

ces

• Se

curity

audit

repo

rt•

Case

s of IC

T se

curity

brea

ch

• Se

curity

audit

fi ndin

gs im

pleme

nted

9.0AD

MINI

STRA

TION

9.0.1

Form

ulatin

g & ex

ecuti

ng th

e tra

nspo

rt po

licy

• Bo

ard a

ppro

val p

olicy

•

Staff

inpu

ts inc

orpo

rated

•

Cost

mana

geme

nt •

Effi c

ient fl

eet

• Tr

ansp

ort M

anag

emen

t Sys

tem in

plac

e•

Comp

etent

and R

espo

nsibl

e driv

ers

9.0.2

Prov

iding

& al

locati

ng w

ork

statio

ns fo

r staf

f•

All s

taff a

lloca

ted w

ork s

pace

• Of

fi ce p

lan La

yout

appr

oved

• Im

prov

ed of

fi ce a

mbian

ce

9.0.3

Ensu

re a

healt

h and

safet

y wo

rk en

viron

ment

• Su

ppor

t staf

f able

to su

pplem

ent c

leanin

g of

prem

ises

• Be

tter c

leanin

g job

done

• Co

nduc

ive w

ork e

nviro

nmen

t

10.0

FINA

NCE

10.0.

1En

surin

g com

plian

ce w

ith

fi nan

cial re

gulat

ions a

nd

statut

ory r

equir

emen

ts

• Qu

arter

ly Re

ports

• Dr

aft F

inanc

ial S

tatem

ents

• Fin

ancia

l repo

rt dis

semi

nated

10.0.

2Ma

nagin

g the

Auth

ority

’s Fix

ed

Asse

ts •

Tagg

ing al

l the A

ssets

.•

Phys

ical c

ount

of all

the a

ssets

.•

Prov

ision

for d

epre

ciatio

n on a

ssets

• Fix

ed A

ssets

Reg

ister

• Up

datin

g of th

e Ass

et Re

gister

•

Asse

t valu

ation

exer

cise

10.0.

3Un

derta

king b

udge

t Pr

epar

ation

, Imple

menta

tion &

Co

ntrol

• Ap

prov

ed bu

dget

• Bu

dget

revis

ion

• Bu

dget

defen

ce

• Fu

nds a

lloca

tions

• On

line fi

nanc

ial O

pera

tions

• Pe

tty ca

sh m

anag

emen

t •

Oper

ation

al IF

MIS

10.0.

4En

surin

g qua

rterly

Exp

endit

ure

Retur

ns•

Boar

d app

rova

ls •

Subm

ission

of re

turns

• Ex

pend

iture

sche

dules

•

Cost

savin

g init

iative

s

• Qu

arter

ly re

ports

diss

emina

ted

• Me

mo on

cost

mana

geme

nt


11.0

RESE

ARCH

11.0.

1Ide

ntifyi

ng &

desig

ning I

POA

rese

arch

prog

ram

for th

e yea

r •

Them

atic a

reas

iden

tifi ed

•

Rese

arch

& fo

llow

up pl

ans a

ppro

ved

• Re

sear

ch bu

dget

appr

oved

•

Rese

arch

guide

line i

n plac

e

• Th

emati

c res

earch

mee

tings

•

Rese

arch

prop

osals

diss

emina

ted fo

r co

mmen

ts

11.0.

2Co

ordin

ating

and

unde

rtakin

g re

sear

ch ac

tivitie

s for

the

autho

rity

• Re

sear

ch in

strum

ents

in pla

ce•

Data

colle

cted

• Re

ports

gene

rated

•

Rese

arch

proje

ct ap

prov

ed

• Di

ssem

inatio

n of r

epor

t / lau

nch

• Po

licy r

ecom

mend

ation

s •

Refer

ence

mate

rials

11.0.

3De

velop

ing r

esea

rch ar

chive

for

the a

uthor

ity•

Infor

matio

n nee

d ass

essm

ent r

epor

t •

Budg

et all

ocati

on / a

ppro

vals

• La

yout

plans

appr

oved

•

Equip

ped r

esou

rce ce

nter

• Re

sour

ce ce

nter f

or re

feren

ce

• La

unch

of th

e res

ource

cente

r •

Refer

ence

mate

rial b

orro

wed

12.0

PLAN

NING

12.0.

1Re

viewi

ng P

lannin

g & po

licy

struc

tures

•

Plan

ning &

Poli

cy de

velop

ment

guide

line

• Da

tabas

e on a

ll IPO

A po

licies

& re

port

• Pl

annin

g Tem

plates

in pl

ace

• Po

licy m

eetin

gs

• Re

port

disse

mina

ted

12.0.

2Fa

cilita

ting

IPOA

proje

ct ma

nage

ment

proc

ess a

nd

repo

rting

• Qu

arter

ly Pr

oject

Sca

nning

rep

orts

• Qu

arter

ly fea

sibilit

y / se

nsitiv

ity an

alysis

• Pr

oject

mapp

ing pe

r pro

ject

• No

. of p

rojec

ts to

be un

derta

ken p

er

quar

ter

12.0.

3De

velop

ing a

coun

ty ex

pans

ion

mode

l for I

POA

servi

ce

acce

ssibi

lity

• Co

unty

focal

point

s for

servi

ce

estab

lishm

ent t

o be d

evolv

ed id

entifi

ed

• Vi

rtual

citize

n acc

ess p

oint p

lans i

n plac

e •

Roll o

ut pla

n app

rove

d •

Budg

et im

plica

tion e

stabli

shed

•

Rese

arch

fi ndin

gs

• Na

tiona

l outl

ook o

n ser

vice p

rovis

ion

• Re

giona

l offi c

es ea

rmar

ked

• Bo

ard a

ppro

val o

n cou

nty ro

ll out

• Pu

blic o

pinion

/ cou

nty go

vern

ment

13.0

PERF

ORMA

NCE

MONI

TORI

NG &

EV

ALUA

TION

13.0.

1Co

nduc

ting

works

hop t

o re

view

data

colle

ction

tools

and

Resu

lts fr

amew

ork

• W

orks

hop r

epor

t•

Train

ed st

aff on

perfo

rman

ce is

sues

•

Partic

ipant

list

• Mi

nutes

of th

e wor

ksho

p

13.0.

2Ve

rifying

rep

orted

resu

lts•

Verifi

catio

n rep

orts

• Mi

nutes

•

Repo

rt dis

semi

natio

ns

• Va

rianc

e esta

blish

ed

13.0.

3Co

nduc

ting

annu

al pe

rform

ance

revie

w wo

rksho

ps•

2 wor

ksho

ps co

nduc

ted

• W

orks

hop r

epor

ts•

Minu

tes of

the w

orks

hop

13.0.

4Ho

lding

con

sulta

tive s

essio

ns

with

the R

O on

cond

uctin

g fol

low up

surve

ys

• Co

nsult

ative

sess

ions c

ondu

cted

• Fin

dings

docu

mente

d•

Surve

ys re

ports

disc

usse

d

14.0

SECU

RITY

14.0.

1Co

nduc

ting a

n inc

eptio

n int

erna

l sec

urity

surve

illanc

e ch

eck w

ithin

IPOA

• Se

curity

Sur

veilla

nce R

epor

t•

Identi

fi ed s

ecur

ity an

d safe

ty de

fi cien

cies

and l

ooph

oles s

ealed

• No

. of p

hysic

al, te

chno

logica

l and

Pr

oced

ural

secu

rity m

easu

res e

valua

ted

• Re

port

disse

mina

tion t

o staf

f


14.0.

2En

surin

g &

prov

iding

secu

rity

and s

afety

for IP

OA m

embe

rs,

clien

ts, cu

stome

rs an

d othe

r sta

ke ho

lders

• Se

curity

& sa

fety a

ware

ness

train

ing an

d br

iefi ng

s und

ertak

en

• Pr

oced

ures

on pe

rsona

l sec

urity

circu

lated

•

Liaiso

n poin

t with

the p

olice

and s

ecur

ity

servi

ce pr

ovide

rs for

rapid

resp

onse

es

tablis

hed

• St

aff id

entifi

catio

n car

ds is

sued

•

Train

ed se

curity

guar

ds on

IPOA

busin

ess

• Im

pleme

ntatio

n of w

itnes

s man

agem

ent

polic

y •

Gene

ral s

ecur

ity aw

aren

ess f

or al

l me

mber

s•

Infor

med r

espo

nse t

o spe

cifi c

secu

rity

situa

tions

• Cu

stome

r sati

sfacti

on ex

perie

nce a

t the

secu

rity en

tranc

e 14

.0.3

Ensu

ring s

ecur

ity &

Safe

ty of

IPOA

prop

erty/

asse

ts•

Oper

ation

al CC

TV•

Contr

olled

mov

emen

t of e

quipm

ent v

ia au

thoriz

ation

in pl

ace

• Re

infor

ced w

indow

s and

door

s in c

ritica

l offi

ces a

nd st

ores

• Vi

sitor

s car

ds in

plac

e

• Ze

ro to

case

s of a

sset

theft

• Co

ntroll

ed vi

sitor

s mov

emen

t •

Quar

terly

repo

rt dis

semi

natio

n

15.0

PROC

UREM

ENT

15.0.

1Pr

epar

ing A

nnua

l Pro

cure

ment

Plan

• De

partm

ental

inpu

t on p

rocu

reme

nt ne

eds i

n pla

ce

• Pr

ocur

emen

t plan

appr

oved

by Te

nder

Co

mmitte

e•

Budg

et ov

er ru

ns an

alyse

d

• Ef

fi cien

t pro

cure

ment

plan

• Re

vise t

he an

nual

• Pr

ocur

emen

t plan

for 2

014/1

5•

Align

ment

of the

plan

with

appr

oved

bu

dgets

15

.0.2

Orga

nizing

preq

ualifi

catio

n ex

ercis

e, ten

der n

otice

s &

tende

r com

mitte

e mee

tings

• Aw

ard t

ende

rs•

Preq

ualifi

catio

n list

s app

rove

d by T

ende

r Co

mmitte

e•

Minu

tes of

tend

er co

mmitte

es

• Ma

jor de

alers

of go

ods,

works

and s

ervic

es

visite

d to o

btain

price

s•

Re-co

nstitu

ted/ap

point

ed of

comm

ittees

• Ad

vertis

e for

annu

al Te

nder

s if n

ot re

newe

d•

Adve

rtise p

requ

alifi c

ation

of su

pplie

rs an

d ser

vice p

rovid

ers 2

014/1

5 for

20

14/15

to 20

15/16

• Ap

prov

als &

revie

w of

tende

ring

proc

esse

s •

Marke

t sur

vey r

epor

t diss

emina

ted

• Op

erati

ng Te

nder

Com

mitte

e, Pr

ocur

emen

t Com

mitte

e, Te

nder

Pr

oces

sing C

ommi

ttee &

Disp

osal

Comm

ittee

15.0.

3Pr

oces

sing p

rocu

reme

nt re

quisi

tions

& in

tegra

tion

I-pro

cure

ment

into I

FMIS

sy

stem

• St

ructu

red p

rocu

reme

nt pr

oces

s in p

lace

• Re

quisi

tion F

orms

utiliz

ed

• Ap

prov

al giv

en

• On

line p

rocu

reme

nt op

erati

ons i

n plac

e

• Sp

eedy

proc

urem

ent p

roce

ss•

Train

ing of

staff

on e-

proc

urem

ent

15.0.

4Re

portin

g to P

ublic

Pr

ocur

emen

t Ove

rsigh

t Au

thority

(PPO

A) on

quar

terly

basis

• Pe

riodic

corre

spon

denc

e with

PPO

A on

proc

urem

ent a

ctivit

ies in

line w

ith

proc

urem

ent la

w•

Quar

terly

repo

rts de

velop

ed

• St

aff tr

aining

/ sen

sitiza

tion o

n PPO

A law

•

Quar

terly

repo

rts di

ssem

inated


15.0.

5Sy

stema

tic pl

annin

g on

dispo

sal o

f Stor

es, E

quipm

ent

and s

tores

• Pr

oced

ure f

or di

spos

al in

place

•

Exer

cise o

n Ide

ntifi c

ation

of ite

ms fo

r dis

posa

l insti

tuted

•

Minu

tes fr

om D

ispos

al co

mmitte

e

• Di

spos

al pla

n for

unse

rvice

able,

ob

solet

e or s

urplu

s stor

es ap

prov

ed•

Actua

l disp

osal

unde

rtake

n •

Disp

osal

repo

rt dis

semi

nated

15.0.

6Un

derta

king p

eriod

ic sto

cktak

ing on

the a

uthor

ity’s

store

s item

s

• Ac

cura

te sto

ck le

vels

and a

t usa

ble co

nditio

n es

tablis

hed

• Es

tablis

hed d

eman

d patt

erns

on st

ock

• Ve

rifi ca

tion o

f all s

tocke

d item

s on

quan

tities

and c

ondit

ions i

n eac

h qu

arter

• Re

port

disse

mina

tion

IPOA Strategic Plan 2014/15 – 2017/1862

3.3

APP

END

IX C

: AN

NU

AL

RESO

URC

E RE

QU

IREM

ENTS

IND

EPEN

DEN

T PO

LIC

ING

OVE

RSIG

HT

AU

THO

RITY

(IPO

A)

Budg

et V

ote

215

in K

enya

Shi

lling

s

Sub

-Item

D

escr

iptio

n B

udge

t Est

i-m

ate

2014

-15

Bud

get E

sti-

mat

e 20

15-1

6 B

udge

t Est

i-m

ate

2016

-17

Bud

get E

sti-

mat

e 20

17-1

8

211

0100

B

asic

Sal

arie

s - P

erm

anen

t Em

ploy

ees

170

,000

,000

175

,000

,000

1

80,0

00,0

00

190

,000

,000

211

0101

B

asic

Sal

arie

s - P

erm

anen

t Em

ploy

ees

17

0,00

0,00

0

1

75,0

00,0

00

180

,000

,000

19

0,00

0,00

0

211

0100

B

asic

Sal

arie

s - B

oard

Mem

bers

3

8,00

0,00

0 39

,000

,000

40

,000

,000

40

,000

,000

211

0114

B

asic

Sal

arie

s - B

oard

Mem

bers

38

,000

,000

39,0

00,0

00

40

,000

,000

40

,000

,000

2210

200

Com

mun

icat

ion,

Sup

plie

s an

d Se

rvic

es 6

,105

,000

6,

665,

500

7

,262

,050

7,

798,

255

2210

201

Tele

phon

e, T

elex

, Fac

sim

ile a

nd M

obile

Pho

ne

Serv

ices

2

,805

,000

3,

085,

500

3

,394

,050

3

,733

,455

2210

202

Inte

rnet

Con

nect

ions

2,5

00,0

00

2,7

00,0

00

2

,900

,000

3,

000,

000

2210

203

Cou

rier a

nd P

osta

l Ser

vice

s

800

,000

880,

000

968

,000

1,

064,

800

2210

300

Dom

estic

Tra

vel a

nd S

ubsi

sten

ce, a

nd O

ther

Tr

ansp

orta

tion

Cost

s14

,293

,250

16

,437

,238

1

8,90

2,82

3 21

,738

,247

2210

301

Trav

el C

osts

(airl

ines

, bus

, rai

lway

, mile

age

allo

wan

c-es

, etc

.)

4

,706

,000

5,

411,

900

6

,223

,685

7

,157

,238

2210

302

Acc

omm

odat

ion

- Dom

estic

Tra

vel

5,3

50,0

00

6,15

2,50

0

7,0

75,3

75

8,1

36,6

81

2210

303

Dai

ly S

ubsi

sten

ce A

llow

ance

4

,050

,250

4,

657,

788

5

,356

,456

6

,159

,924

2210

307

Pass

age

and

Tran

sfer

Exp

ense

s

187

,000

215,

050

247

,308

2

84,4

04

2210

400

Fore

ign

Trav

el a

nd S

ubsi

sten

ce, a

nd o

ther

tran

s-po

rtat

ion

cost

s5,

450,

000

5,99

5,00

0

6,5

94,5

00

7,25

3,95

0

2210

401

Trav

el C

osts

(airl

ines

, bus

, rai

lway

, etc

.)

1

,100

,000

1,

210,

000

1

,331

,000

1,

464,

100

2210

402

Acc

omm

odat

ion

1,5

50,0

00

1,70

5,00

0

1,8

75,5

00

2,0

63,0

50

2210

403

Dai

ly S

ubsi

sten

ce A

llow

ance

1

,500

,000

1

,650

,000

1,8

15,0

00

1,99

6,50

0


2210

404

Sund

ry It

ems

(e.g

. airp

ort t

ax, t

axis

, etc

…)

1,3

00,0

00

1,4

30,0

00

1

,573

,000

1,

730,

300

2210

500

Prin

ting,

Adv

ertis

ing

and

Info

rmat

ion

Supp

lies

and

Serv

ices

20,5

16,9

00

22,

568,

590

24,

825,

449

27,3

07,9

94

2210

502

Publ

ishi

ng a

nd P

rintin

g Se

rvic

es

1

,700

,000

1

,870

,000

2,0

57,0

00

2,26

2,70

0

2210

503

Subs

crip

tions

to N

ewsp

aper

s, M

agaz

ines

and

Per

i-od

ical

s

816

,900

89

8,59

0

9

88,4

49

1,0

87,2

94

2210

504

Adv

ertis

ing,

Aw

aren

ess

and

Publ

icity

Cam

paig

ns

13

,000

,000

1

4,30

0,00

0

15,7

30,0

00

17,3

03,0

00

2210

505

Trad

e Sh

ows

and

Exhi

bitio

ns

5

,000

,000

5,

500,

000

6

,050

,000

6

,655

,000

2210

600

Rent

als

of P

rodu

ced

Ass

ets

29,

500,

000

32,

900,

000

34,3

00,0

00

36,

500,

000

2210

603

Rent

s an

d Ra

tes

- Non

-Res

iden

tial

29,0

00,0

00

31,

900,

000

33

,000

,000

35

,000

,000

2210

604

Hire

of T

rans

port

5

00,0

00

1,00

0,00

0

1,3

00,0

00

1,50

0,00

0

2210

700

Trai

ning

Exp

ense

s

1

5,84

0,00

0 1

7,42

4,00

0 1

9,16

6,40

0 21

,083

,040

2210

701

Trav

el A

llow

ance

5,7

00,0

00

8,4

70,0

00

9

,317

,000

10

,248

,700

2210

703

Prod

uctio

n an

d Pr

intin

g of

Tra

inin

g M

ater

ials

1,0

00,0

00

1,1

00,0

00

1

,210

,000

1

,331

,000

2210

704

Hire

of T

rain

ing

Faci

litie

s an

d Eq

uipm

ent

5,3

40,0

00

3,6

74,0

00

4

,041

,400

4

,445

,540

2210

708

Trai

ner A

llow

ance

1,4

00,0

00

1,5

40,0

00

1

,694

,000

1,

863,

400

2210

710

Acc

omm

odat

ion

Allo

wan

ce

2

,400

,000

2

,640

,000

2,9

04,0

00

3,19

4,40

0

2210

800

Hos

pita

lity

Supp

lies

and

Serv

ices

7,8

30,0

00

8,5

88,0

00

9

,421

,800

10

,338

,980

2210

801

Cat

erin

g Se

rvic

es (r

ecep

tions

), A

ccom

mod

atio

n,

Gift

s, Fo

od a

nd D

rinks

4

,030

,000

4

,433

,000

4,8

76,3

00

5,3

63,9

30

2210

802

Boar

ds, C

omm

ittee

s, C

onfe

renc

es a

nd S

emin

ars

3,5

50,0

00

3,9

05,0

00

4

,295

,500

4

,725

,050

221

0808

P

urch

ase

of C

offi n

s/Fu

nera

l Exp

ense

s

250

,000

2

50,0

00

250

,000

25

0,00

0

221

0900

In

sura

nce

Cost

s

18,

300,

000

19,

415,

000

21

,356

,500

23

,492

,150

221

0901

G

roup

Per

sona

l Ins

uran

ce

3,4

00,0

00

3,7

40,0

00

4

,114

,000

4,

525,

400

221

0904

M

otor

Veh

icle

Insu

ranc

e

200

,000

1

10,0

00

121

,000

1

33,1

00


221

0906

In

sura

nce

for B

oard

Mem

bers

8

,000

,000

8

,800

,000

9,6

80,0

00

10,6

48,0

00

221

0907

In

sura

nce

for

Cas

h

200

,000

1

65,0

00

181

,500

19

9,65

0

221

0910

M

edic

al In

sura

nce

6,5

00,0

00

6,6

00,0

00

7

,260

,000

7,

986,

000

221

1000

S

peci

aliz

ed M

ater

ials

and

Sup

plie

s

2

,000

,000

2

,500

,000

2,4

00,0

00

2,3

00,0

00

221

1001

S

uppl

ies

for B

road

cast

ing

and

Info

rmat

ion

serv

ices

2

,000

,000

2

,500

,000

2,4

00,0

00

2,3

00,0

00

221

1100

O

ffi ce

and

Gen

eral

Sup

plie

s &

Ser

vice

s

10,2

24,7

50

11,

027,

225

12,1

29,9

48

13,3

42,9

42

221

1101

G

ener

al O

ffi ce

Sup

plie

s(W

ater

dis

pens

er, s

cann

er,

Shre

dder

, pap

er, p

enci

ls, f

orm

s, sm

all o

ffi ce

eqp

t, et

c)

3,3

70,0

00

5,9

07,0

00

6

,497

,700

7,

147,

470

221

1102

S

uppl

ies

and

Acc

esso

ries

for C

ompu

ters

& P

rinte

rs

4,1

54,7

50

4,5

70,2

25

5

,027

,248

5,

529,

972

221

1103

S

anita

ry a

nd C

lean

ing

Mat

eria

ls, S

uppl

ies

and

Serv

ices

2

,700

,000

5

50,0

00

605

,000

66

5,50

0

221

1200

F

uel O

il an

d Lu

bric

ants

3,0

00,0

00

3,20

0,00

0

3,4

00,0

00

3,50

0,00

0

221

1201

R

efi n

ed F

uels

and

Lub

rican

ts fo

r Tra

nspo

rt

3

,000

,000

3,

200,

000

3

,400

,000

3,

500,

000

2211

300

Oth

er O

pera

ting

Expe

nses

18

,305

,000

2

0,28

5,50

0 22

,062

,000

2

3,30

1,20

0

2211

305

Con

tract

ed g

uard

s an

d se

rvic

es

2,5

00,0

00

2,7

50,0

00

3

,025

,000

3

,327

,500

221

1306

M

embe

rshi

p fe

es, d

ues

& S

ubsc

riptio

ns to

pro

fes-

sion

al

6

05,0

00

665,

500

670

,000

68

0,00

0

2211

310

Con

tract

ed P

rofe

ssio

nal S

ervi

ces

4,5

00,0

00

4,7

00,0

00

4

,900

,000

5,

000,

000

2211

312

Con

fi den

tial e

xpen

ditu

re

2

,700

,000

2

,970

,000

3,2

67,0

00

3,59

3,70

0

2211

318

Witn

ess

Expe

nses

5

,000

,000

6

,000

,000

7,0

00,0

00

7,5

00,0

00

2211

321

Park

ing

Cha

rges

3,0

00,0

00

3,20

0,00

0

3,2

00,0

00

3,20

0,00

0

222

0100

R

outin

e M

aint

enan

ce -

Vehi

cle

and

Oth

er T

rans

-po

rt E

quip

men

t

2

,000

,000

2,

300,

000

2

,500

,000

3,

000,

000

222

0101

M

aint

enan

ce E

xpen

ses-

M/V

ehic

les

2,0

00,0

00

2,3

00,0

00

2

,500

,000

3,

000,

000

222

0200

R

outin

e M

aint

enan

ce -O

ther

Ass

ets

2

,900

,000

2,

520,

000

2

,573

,000

3,

030,

300


2220

202

Mai

nten

ance

of O

ffi ce

Fur

nitu

re &

Equ

ipm

ent

2

00,0

00

250

,000

1

21,0

00

133,

100

2220

205

Mai

nten

ance

of B

uild

ings

& S

tatio

ns-N

on-R

esid

en-

tial

1,2

00,0

00

1,32

0,00

0

1,4

52,0

00

1,59

7,20

0

2220

210

Mai

nten

ance

of c

ompu

ters

/Sof

twar

e an

d ne

twor

ks

1,5

00,0

00

950,

000

1

,000

,000

1

,300

,000

3110

300

Ref

urbi

shm

ent o

f Bu

ildin

gs

1

,500

,000

1

,100

,000

1,2

10,0

00

1,33

1,00

0

3110

301

Ref

urbi

shm

ent o

f Non

Res

iden

tial B

uild

ings

1

,500

,000

1,

100,

000

1

,210

,000

1,

331,

000

3110

700

Pur

chas

e of

Mot

or V

ehic

les

and

othe

r tra

nspo

r-ta

tion

equi

pmen

t

35,

000,

000

40,0

00,0

00

30

,000

,000

40

,000

,000

3110

701

Purc

hase

of M

otor

Veh

icle

s

35

,000

,000

40

,000

,000

30,0

00,0

00

40,

000,

000

3111

000

Pur

chas

e of

Offi

ce F

urni

ture

and

Gen

eral

Equ

ip-

men

t 1

6,50

0,75

0 1

9,55

0,82

5 2

0,75

5,90

8 2

2,68

1,49

8

3111

001

Purc

hase

of O

ffi ce

Fur

nitu

re a

nd F

ittin

gs

1

,000

,000

1,

000,

000

1

,000

,000

1,

000,

000

3111

002

Purc

hase

of C

ompu

ters

, Prin

ters

and

Oth

er E

quip

11,9

00,7

50

13,

090,

825

14

,399

,908

1

5,83

9,89

8

3111

003

Purc

hase

of A

ir-co

nditi

oner

s, Fa

ns a

nd H

eatin

g A

pplia

nces

5

00,0

00

750,

000

605

,000

66

5,50

0

3111

004

Purc

hase

of E

xcha

nges

& o

ther

Equ

ip

- 95

0,00

0

1,0

00,0

00

1,05

0,00

0

311

1005

P

urch

ase

of P

hoto

copi

ers

1,2

00,0

00

1,32

0,00

0

1,4

52,0

00

1,59

7,20

0

311

1006

P

urch

ase

of C

ash

Boxe

s

- 3

50,0

00

-

-

3111

009

Pur

chas

e of

Oth

er O

ffi ce

Equ

ip. e

.g. L

CD

pro

ject

or,

Cam

era

1,9

00,0

00

2,09

0,00

0

2,2

99,0

00

2,52

8,90

0

3111

100

Pur

chas

e of

Spe

cial

ized

Pla

nt, E

quip

& m

achi

n-er

y 7

,990

,000

8

,789

,000

9,6

67,9

00

10,

634,

690

3111

108

Purc

hase

of

Secu

rity

Equi

pmen

t

5

,100

,000

5,

610,

000

6

,171

,000

6,

788,

100

3111

111

Purc

hase

of I

CT

Net

wor

king

and

Com

m. E

quip

1,0

00,0

00

1,10

0,00

0

1,2

10,0

00

1,33

1,00

0

3111

112

Pur

chas

e of

Sof

twar

e

1

,890

,000

2,

079,

000

2

,286

,900

2,

515,

590


311

1400

R

esea

rch,

Fea

sibi

lity

Stud

ies,

Proj

ect P

repa

ratio

n an

d D

esig

n

4,0

00,0

00

5,0

00,0

00

4

,000

,000

4,

400,

000

311

1403

R

esea

rch

4

,000

,000

5

,000

,000

4,0

00,0

00

4,40

0,00

0

429

,255

,650

4

60,2

65,8

78

472,

528,

277

513

,034

,246

To

tal B

udge

tary

Req

uire

men

t for

4-Y

ear S

trate

gic

Plan

ning

Per

iod

1

,875

,084

,051


3.4

APP

END

IX D

: ORG

AN

IZAT

ION

AL

STRU

CTU

RE

Bo

ard

CE

O/

Secr

etar

y

Dir

ecto

rIn

vest

igat

ions

Hea

d o

fIn

vest

igat

ions

Seni

or

Inve

stig

ato

r

Inve

stig

ato

r

Dir

ecto

rIn

spec

tio

ns &

Mo

nito

ring

Mo

nito

ring

Off

icer

Insp

ecti

on

Off

icer

Dir

ecto

rC

om

pla

ints

&Le

gal

Hea

d o

fC

om

pla

ints

Co

mp

lain

tsM

anag

emen

tO

ffic

er

Co

unse

lling

Psy

cho

log

ist

Hea

do

f Le

gal

Leg

alO

ffic

er

Dir

ecto

rB

usin

ess

Serv

ices

Hea

d o

fFi

nanc

e &

Ad

min

.

Chi

efA

cco

unta

nt

Fina

nce

Off

icer

Acc

oun

tsA

ssis

tant

Ad

min

istr

atio

nO

ffic

er

Sup

po

rtSt

aff

Dri

vers

Hea

d o

f IC

T

Syst

ems

Ad

min

istr

ato

rD

atab

ase

Ad

min

istr

ato

rHea

d o

fSe

curi

tyH

ead

of

Pro

cure

men

t

Pro

cure

men

t O

ffic

er

Pro

cure

men

t A

ssis

tant

Dir

ecto

rSt

rate

gy

&R

esea

rch

Hea

d o

fSt

rate

gy

&R

esea

rch

Res

earc

hO

ffic

erP

lann

ing

Off

icer

M&

EO

ffic

er

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d o

f C

om

m&

Out

reac

h

Sr. C

om

mO

ffic

er

Co

mm

.O

ffic

er

Rec

epti

oni

st

Hea

d o

f H

uman

Cap

ital

Sr.

HR

Off

icer

HR

Off

icer

Hea

d o

f R

isk/

Aud

it

Aud

itA

ssis

tant

1st Ngong Avenue,ACK Garden Annex, 2nd/3rd floor P. O. Box 23035 00100 Nairobi, Kenya Email: [email protected]: +254 20 490 6000Website: www.ipoa.go.ke

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