ethics and anti-corruption commission strategic plan (2013
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ETHICS AND ANTI-CORRUPTION COMMISSION STRATEGIC PLAN (2013-2018)
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OUR CORE VALUES: Integrity Professionalism Fidelity to the law Courage Team work Innovation
ETHICS AND ANTI-CORRUPTION COMMISSION
STRATEGIC PLAN (2013-2018)
ETHICS AND ANTI-CORRUPTION COMMISSION STRATEGIC PLAN (2013-2018)
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OUR VISION: A Corruption free Kenyan Society that upholds integrity and the rule of law
MISSION STATEMENT
OUR MANDATE
To combat and prevent corruption and economic crime in Kenya through law enforcement, preventive measures, public education and promotion of standards and
practices of integrity, ethics and anti-corruption.
OUR VISION
A Corruption free Kenyan Society that upholds integrity and the rule of law
OUR MISSION
To promote integrity and combat corruption through law enforcement, prevention and education.
OUR CORE VALUES
Integrity
Professionalism
Fidelity to the law
Courage
Team work
Innovation
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MEMBERS OF THE ETHICS AND ANTI-CORRUPTION COMMISSION
Irene C. Keino, MBS
Vice Chairperson
Mumo Matemu, MBS
Commission Chairperson
Prof. Jane K. Onsongo, PhD
Commissioner
Halakhe D. Waqo, ACIArb
Commission Secretary/ Chief Executive Officer
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TABLE OF CONTENTS
MISSION STATEMENT .......................................................................................... II
MEMBERS OF THE ETHICS AND ANTI-CORRUPTION COMMISSION ................. III
TABLE OF CONTENTS .......................................................................................... IV
LIST OF TABLES ................................................................................................... VII
LIST OF FIGURES ................................................................................................ VII
ACRONYMS .......................................................................................................VIII
FOREWORD ......................................................................................................... Ix
PREFACE .............................................................................................................. xI
ExECUTIVE SUMMARY ..................................................................................... xIII
CHAPTER 1
INTRODUCTION ...................................................................................................11.1 Background .................................................................................................1
1.2 Mandate and Functions of EACC ................................................................2
1.3 Rationale for the strategic plan 2013-2018 ...............................................3
1.4 The formulation process of the strategic plan (2013-2018) .....................4
1.5 Structure of the strategic plan (2013-2018) ..............................................6
CHAPTER 2
THE NATIONAL DEVELOPMENT AGENDA .............................................................72.1 Background .................................................................................................7
2.2 The Constitution of Kenya, 2010 .................................................................7
2.3 Kenya’s Development Agenda- Vision 2030 .................................................8
2.3.1 The Economic Pillar ...................................................................................... 8
2.3.2 The Social Pillar ............................................................................................ 8
2.3.3 The Political Pillar ........................................................................................ 9
2.4 The role of the Commission in Kenya’s Development Agenda ....................9
2.4.1 Role of the Commission in the Medium Term Plan 2013-2017 .................. 10
2.4.2 EACC County-Specific Priority Interventions ............................................... 11
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CHAPTER 3
REVIEW OF THE STRATEGIC PLAN 2009-2013 .....................................................133.1 Background ...............................................................................................13
3.2 Achievements .............................................................................................13
3.2.1 To enhance the legal framework and undertake investigations and Asset
Recovery .................................................................................................... 14
3.2.2 To reduce the prevalence of corruption and economic crime .................... 16
3.2.3 To enhance the Capacity of the Commission to deliver on its mandate .... 26
3.4 Key Success Factors ...................................................................................26
3.5 Challenges and constraints faced during Plan implementation ............27
3.5.1 Transitional Challenges .............................................................................. 27
3.5.2 Policy and Legal Framework ...................................................................... 28
3.5.3 Slow Judicial Process and Adverse Court Decisions ................................... 28
3.5.4 Inadequate Capacity .................................................................................. 29
3.6 Proposed Remedies to the Challenges and Constraints Faced ................29
3.7 Lessons Learnt ...........................................................................................30
CHAPTER 4
ENVIRONMENTAL SCAN OF THE EACC ...............................................................314.1 Background ...............................................................................................31
4.2 Strengths, Weaknesses, Opportunities and Threats (SWOT) Analysis .....31
4.3 PESTLE Analysis ..........................................................................................32
4.4 Key Stakeholder Analysis ..........................................................................34
4.5 Risk Analysis and Mitigation ....................................................................39
4.5.1 Scope of risks analysis and Mitigation ....................................................... 39
CHAPTER 5
STRATEGIC MODEL .............................................................................................405.1 Background ...............................................................................................40
5.2 Vision and Mission Statements .................................................................40
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5.3 Core Values ................................................................................................40
5.4 Strategic Goals..........................................................................................41
5.5 Strategic issues ..........................................................................................41
5.6 Strategic Themes and Strategic Objectives ..............................................41
CHAPTER 6
INSTITUTIONAL FRAMEWORK FOR STRATEGY IMPLEMENTATION ..................456.1 Background ...............................................................................................45
6.2 Plan Implementation Structure ...............................................................45
6.3 Staff Establishment Levels ........................................................................56
6.4 Resource Mobilization ..............................................................................57
6.4.1 Projected Financial Resource Requirements .............................................. 57
6.4.2 Financing Gap Analysis .............................................................................. 58
6.5 Funding Sources ........................................................................................58
6.5.1 MTEF Budget allocations ........................................................................... 58
6.5.2 Development Partners Support ................................................................. 58
CHAPTER 7
MONITORING AND EVALUATION .......................................................................597.1 Background ...............................................................................................59
7.2 Data Collection, Processing and Analysis ................................................59
7.3 Reporting ..................................................................................................59
7.4 Communication and Dissemination of Reports .......................................59
7.5 Linking M & E to Performance Management ...........................................60
7.6 Performance Indicators ...........................................................................60
APPENDICES ........................................................................................................62
Appendix 1: EACC Organizational Structure ............................................62
Appendix 2: EACC Strategic Plan 2013 – 2018 Implementation Matrix ..........64
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LIST OF TABLES
Table 1: Objectives and Strategies of the Strategic Plan 2009-2013..............................13
Table 2: Status of Investigations and case handled in the period under
review.............................................................................................................15
Table 3: Assets traced and value of cases disrupted ....................................................15
Table 4: Strategic Partnerships Developed.....................................................................18
Table 5: Summary of Education and Awareness Programmes......................................21
Table 6: County Based Outreaches conducted............................................................. 22
Table 7: SWOT - Internal and External Environment Factors.........................................31
Table 8: Political, Economic, Socio-cultural, Technological, Legal and Environmental (PESTLE) Analysis............................................................................................32
Table 9: Key Stakeholder Analysis..................................................................................35
Table 10: Type of risk, Risk anticipated and mitigation Measures.................................39
Table 11: Strategic themes and Strategic Objectives.....................................................42
Table12: Strategies and Activities..................................................................................42
Table 13: Responsibility for Strategic objectives Implementation.................................47
Table 14: Staff Establishment of the Secretariat............................................................56
Table 15: Projected Resource Requirements.................................................................57
Table 16: Financial Gap Analysis....................................................................................58
Table 17: Activity and Performance Indicators..............................................................61
LIST OF FIGURES
Figure 1: Pillars of Kenya’s Development Framework......................................................8
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ACRONYMS
ACECA Anti-Corruption and Economic Crimes Act AUCPCC African Union Convention on Preventing and Combating Corruption BORAQS Board of Architects and Quantity Surveyors EACC Ethics and Anti-Corruption Commission FDI Foreign Direct InvestmentsFIDA Federation of women lawyers FPE Free Primary Education GDP Gross Domestic ProductGDP Gross Domestic ProductGIZ Gesellschaft für Internationale ZusammenarbeitICJ International Commission of Jurists ICT Information Communication TechnologyKACA Kenya Anti-Corruption Authority KACC Kenya Anti-Corruption Commission KEPSHA Kenya Primary School Heads Association KESSHA Kenya Secondary School Heads Association KICD Kenya Institute of Curriculum Development KISE Kenya Institute of Special Education KNAP Kenya National Association of Parents KNEC Kenya National Examination Council KSG Kenya School of Government LSK Law Society of Kenya MDAs Ministries Departments AgenciesMDGs Millennium Development Goal MoE Ministry of Education MTEF Medium Term Expenditure FrameMTP Medium Term Plan NACC National Aids Control Council NACP National Anti-Corruption PlanNARC National Rainbow Coalition NIS National Intelligence Services OAG Office of the Auditor General PESTLE Political Economic, Social, Technological and Environmental POEA Public Officer Ethics Act PR Public Relations RBM Results Based Management SWOT Strengths, Weaknesses, Opportunities and Threats UNCAC United Nations Convention against CorruptionUNODC United Nation Office on Drugs and Crime
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FOREWORD
It is my pleasure to present the Ethics and Anti-Corruption Commission (EACC) Strategic Plan for the period 2013 – 2018. EACC is the successor institution of the defunct Kenya Anti-Corruption Commission (KACC) whose second Strategic Plan for the period
2009-2013 was the precursor for this first Strategic Plan of EACC. The development of this Plan has taken into account the expanded mandate of EACC under the Constitution of Kenya, 2010, Anti-Corruption and Economic Crimes Act, Ethics and Anti-Corruption Commission Act, Leadership and Integrity Act amongst other key legislations. The Plan is also aligned to the Kenya Vision 2030 and the 2ndMedium Term Plan 2013–2017 both being government blue prints guiding the development process in Kenya.
The Commission considers the Plan as its accountability statement to the people of Kenya on the strategies that it desires to implement in the execution of the mandate bestowed upon us by the people of Kenya. The broad objective of the Plan is to spell out the Commission’s strategic direction and focus in combating and preventing corruption and in the promotion of ethics in the period 2013- 2018. In developing this Plan, the Commission took cognizance of the new avenues that could be exploited by corrupt individuals to perpetuate corruption. Key among them is the recent discovery of natural resources in different parts of the country including oil, coal and a significantly large underground water aquifer; as well as the implementation of devolution in Kenya through which massive resources have been channeled to the grassroot levels.
I am glad to report that the implementation of the 2nd KACC Strategic Plan which covered the period 2009 - 2013 recorded notable success and wish to commend the Management and Staff of the Commission and all the stakeholders for this achievement. From the Commission’s Annual Reports and research findings, it is clear that the country is making positive developments in the fight against corruption despite the various challenges that inhibit the war. It is noteworthy that through investigation of corruption, disruption and prevention of corrupt conduct, public education, and recovery of corruptly acquired assets, targeted results have been achieved. EACC will therefore refine these measures during the implementation of this Strategic Plan.
Our Vision is “A Corruption free Kenyan Society that upholds integrity and the rule of law” and our Mission is “To promote integrity and combat corruption through law enforcement, prevention and education”.
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In pursuit of this important Vision and Mission, we shall endeavor to uphold and adhere to our core values of Integrity, Professionalism and Fidelity to the law, Courage, Teamwork and Innovation in the discharge of our mandate.
This Strategic Plan comes at a time when Kenyans are increasingly clamoring for change in the way public affairs are managed. It is therefore a tool of great significance that will enable Kenya realize her vision 2030 as well as the ideals and values embedded in the Constitution of Kenya, 2010. For this to be achieved, the Commission will work with all Kenyans and stakeholders in the promotion of good governance and the rule of law. This will be in recognition of the fact that the fight against corruption is collective. I therefore call upon all Kenyans and Stakeholders to individually and collectively make a conscious decision not to participate in, or tolerate corruption in all its facets. We should all discharge our roles in the transformation of Kenya through the successful implementation of this Strategic Plan.
God Bless Kenya
Mumo Matemu, MBSChairpersonEthics and Anti-Corruption Commission
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PREFACE
The EACC Strategic Plan (2013-2018) is anchored on the Country’s government development blue prints: the Kenya Vision 2030, the Constitution, the 2nd Medium Term Plan (2013-2017), sectoral and thematic blue prints geared towards
promoting socio-economic and political development in the country. The Plan draws from the provisions of Chapter 6 of the Constitution of Kenya 2010, the Ethics and Anti-Corruption Commission Act (EACCA), No. 22 of 2011, the Leadership and Integrity Act (LIA), No 19 of 2012 and other laws related to anti-corruption, ethics and governance.
Preparation of this Strategic Plan involved extensive stakeholder participation and consultation. Internally, we conducted three workshops: inception; technical; and high level all providing an opportunity for Staff, Management and Commissioners to fully participate. Thereafter, the Plan was subjected to external stakeholder review and validation within the framework of the Kenya Leadership Integrity Forum, which brings together 14 sectors drawn from the executive, legislature, judiciary, watchdog and enforcement agencies, private sector, civil society, faith based sector, media and labor among others who are involved in the implementation of the National Anti-Corruption Plan (NACP). Our key development partners also participated in the process.
The degree of engagement in the process, and, the quality of contribution ensured that the Plan embedded the interests and focus of all stakeholders in preventing and combating corruption thus generating the necessary ownership and commitment in its implementation. The Plan therefore provides a robust trajectory for the realization of the Vision of a corruption free Kenyan society that upholds integrity and the rule of law.
In the Plan period, the Commission will pursue five strategic objectives, namely:
a) To reduce prevalence of corruption and unethical conduct;b) To establish, maintain and strengthen partnerships and networks against corruption
and unethical practices;c) To promote ethics and good governance;d) To mobilize resources for effective and efficient service delivery; and,e) To strengthen the policy and legal framework. As we embark on the important journey of implementing the Strategic Plan and deliver on the above strategic objectives, we can only rely on the support, goodwill, dedication and commitment of all our stakeholders to ensure that we succeed. We shall also
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ensure that the Commission has a full complement of competent, multi-disciplinary, multi-skilled and talented team of officers to ensure effective implementation of the Commission mandate. The Commission will also seek to enhance its visibility and presence in all parts of the country to ensure that services are closer to the people.
I wish to sincerely thank GIZ, UNODC and Richard E. Messick, Esq. and all those who took part in our consultative fora and provided valuable insights, experiences and ideas that helped shape the strategic direction and focus of the Commission for the next five years. I appreciate the role of officers from the Ethics and Anti-Corruption Commission
who made significant contributions in the development of this Plan. They include: Abdi
Mohamed, Charles Rasugu , Collins Aluda, Daniel Wamweru, David Too, Enock Otiko,
Eric Ngumbi , Gideon Rukaria, Hassan Khalid, Humphrey Mahiva, Jackson Mue, James
Olola, Janet Bett, John Lolkoloi, Josphat Ndwiga, Josphine Makhokha, Julius N Muraya,
Karsis Yiapan, Lucy Kinuthia, Michael Mubea, Michael Babu, Michael Nteere, Nancy
Namenge, Naomi Monari, Olga Sewe, Paul Kimalu, Sophia Muturi , Sophia Mwai , Stella
P. Mbelle, Vincent Okong’o and Willis Wasala. Lastly, I recognize and appreciate other
members of staff, individuals and organizations not listed herein but whose contribution
was invaluable in formulating this Strategic Plan.
Halakhe D. Waqo, ACIArbCommission Secretary/Chief Executive OfficerEthics and Anti-Corruption Commission
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ExECUTIVE SUMMARY
The EACC Strategic Plan provides a road map to combat corruption and economic crime in Kenya through law enforcement, prevention, public education and promotion of sound ethical standards and practices for the period 2013 to 2018.
The Plan provides a new strategic direction for the Commission, taking into account the Constitution of Kenya, 2010; the Ethics and Anti-Corruption Commission Act, 2011; the Leadership and Integrity Act, 2012; the 2nd Medium Term Plan (MTP II; 2013-2017) for Kenya Vision 2030, and, the transition from KACC to EACC with a broader mandate.
A participatory, consultative and all-inclusive process that entailed taking on board internal and external stakeholder views was adapted in developing this plan. Consultative meetings were held with the Commissioners, Management and staff of the Commission, thus ensuring views and experiences of both internal and external stakeholders were incorporated.
The formulation process entailed a comprehensive review of the KACC Strategic Plan (2009-2013) to identify achievements, gaps in implementation, challenges experienced and the lessons learnt; a summary is provided in the Plan. Second, a review of the operating environment and a situational analysis of the Commission focusing on the policy, legal and institutional framework were undertaken taking cognizance of the national priority goals set out in the Constitution, Kenya Vision 2030 and the MTP II.
The Strategic model of the Commission focusing on a review of the Commission’s Vision, Mission and Core values to reflect the new mandate was formulated. The Commission identified the following mandate, vision, mission and core values that depict our resolve to fight corruption:
a. Our Mandate To combat and prevent corruption and economic crime in Kenya through law enforcement, preventive measures, public education and promotion of standards and practices of integrity, ethics and anti-corruption.
b. Our Vision A Corruption free Kenyan Society that upholds integrity and the rule of law.
c. Our Mission To promote integrity and combat corruption through law enforcement, prevention and education.
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d. Our Core ValuesIntegrity, Professionalism, Fidelity to the law, Courage, Teamwork and Innovation.
In order to efficiently deliver on its expanded mandate, the Commission identified the following strategic goals, themes and objectives:
Strategic goals:a. To foster a culture of integrity and intolerance to corrupt practices;b. To prevent and combat corruption, economic crime and unethical conduct;
and,c. To trace, recover and restitute corruptly acquired public assets.
Strategic themes:a. Corruption Reductionb. Institutionalize ethics and good governance c. Enabling institutional and regulatory framework
Strategic objectives:a) To reduce prevalence of corruption and unethical conduct;b) To establish, maintain and strengthen partnerships and networks against corruption
and unethical practices;c) To promote ethics and good governance;d) To mobilize resources for effective and efficient service delivery; and, e) To strengthen the policy and legal framework.
For each of the strategic objectives, there are a set of strategies and activities that will translate the mandate and mission into action.
For successful implementation of the Strategic Plan, an implementation and coordination framework was developed. The framework details how the planned outputs and outcomes will be achieved, highlighting the financial and other requirements for Plan implementation. Following the enactment of the EACC Act of 2011 and the transition from KACC to EACC, a new Commission structure was developed in line with the new dispensation and expanded mandate. The new structure as stipulated in the Act includes the Commission, Commission’s Secretary and the Secretariat. The new structure is appended to this Plan.
A Monitoring & Evaluation (M&E) and reporting framework is embedded in the Strategic Plan to facilitate tracking of progress and evaluating results. The Strategic Plan
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will undergo a mid and end term evaluation. The Commission will adopt a Performance Management and Appraisal system with clear targets and systems for tracking implementation, achievements and providing feedback on a regular basis.
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chapter 1
INTRODUCTION
1.1 Background
Corruption remains a major challenge facing many nations in the world. Kenya is not an exception. In recognition of the problem of corruption and to ameliorate its adverse effects, the government has over the years pursued reforms geared
towards improving and strengthening governance, fighting corruption and economic crime, improving service delivery, and accelerating economic growth and poverty reduction. Key anti-corruption reforms include enactment of laws and setting up institutions for fighting corruption and improving ethics, integrity and governance.
Whereas efforts to fight corruption in Kenya date back to the pre-independence era when the Prevention of Corruption Ordinance was enacted in 1956, the last 10 years or so have witnessed significant developments in the anti-corruption war. In 2003, Parliament enacted the Anti-Corruption and Economic Crimes Act, 2003 (No. 3 of 2003) (ACECA), and Public Officer Ethics Act, 2003 (No. 4 of 2003). The Anti-Corruption and Economic Crimes Act created a legal framework for prevention, investigation and punishment of corruption, economic crime and related offences. It also established the Kenya Anti-Corruption Commission (KACC) and Special Magistrates to deal with corruption cases. Later in the same year, Kenya signed the African Union Convention on Preventing and Combating Corruption (AUCPCC) in July 2003 and in August 2003, Kenya was the first country to sign and ratify the United Nations Convention Against Corruption (UNCAC) in August 2003 in Merida Mexico.
In August 2010, Kenya promulgated a new Constitution which sought to, among other key reforms, strengthen governance, enhance democracy and the rule of law, promote transparency and accountability, ensure separation of powers between the organs of government and introduce a devolved system of governance. The Constitution of Kenya, 2010, ushered in a major paradigm shift in the governance of the nation by providing for national values and principles of governance (Article 10), leadership and integrity (Chapter 6) and principles of public service (Article 232). These provisions are geared towards addressing the deep-seated problem of poor governance and the culture of impunity and corruption that have stifled national development and progress. More importantly, the Constitution provides a strong anchor for the fight against corruption as outlined in Chapter 6.
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The Ethics and Anti-Corruption Commission (EACC) Act, 2011 and the Leadership and Integrity Act, 2012 were enacted pursuant to the provisions of Chapter 6 of the Constitution. The EACC Act provides the institutional framework for fighting corruption by establishing the Commission under section 3 of the Act while the Leadership and Integrity Act 2012 provides for a general leadership and integrity code which sets out the moral and ethical requirements for persons entrusted with public office.
1.2 Mandate and Functions of EACC
1.2.1 Mandate
The mandate of the Commission is derived from the provisions of Articles 79 and 252 of the Constitution, The Ethics and Anti-Corruption Commission Act, 2011, and the Leadership and Integrity Act, 2012. Parliament enacted the Ethics and Anti-Corruption Commission Act, 2011 and Leadership and Integrity Act, 2012 to provide, inter alia, for the functions and powers of the Commission as well as its critical place in the implementation of Chapter Six of the Constitution. The Acts are being implemented alongside the Anti-Corruption and Economics Crimes Act (ACECA) of 2003.The mandate of the EACC is to combat corruption and economic crime in Kenya through law enforcement, prevention, public education and promotion of ethical standards and practices.
1.2.2 Functions
The functions of the Commission are:i) To ensure compliance with and enforcement of Chapter Six of the Constitutionii) To investigate and recommend to the Director of Public Prosecutions the
prosecution of any acts of corruption, economic crime, unethical conduct or violation of codes of ethics or other matter prescribed in law;
iii) To trace and institute court proceedings towards preservation and recovery of corruptly acquired assets or payment of compensation;
iv) To institute proceedings for forfeiture of unexplained assets;v) To conduct conciliation, mediation and negotiation;vi) To facilitate development of a code of ethics for state officers and public
officers; vii) To oversee enforcement of codes of ethics for state and public officers;viii) To conduct public education and awareness on anti-corruption and ethical
issues;ix) To provide advisory services on ethics and integrity;x) To collaborate and cooperate with state, public officers and other stakeholders
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to promote ethics and anti-corruption initiatives;xi) To develop and promote standards and best practices in ethics and anti-
corruption programmes; and,xii) To monitor the practices and procedures of public bodies to detect corruption
and secure revision of methods of work.
1.3 Rationale for the Strategic Plan 2013-2018
First, the Constitution of Kenya (2010), the Ethics and Anti-Corruption Commission Act, 2011 and the Leadership and Integrity Act, 2012 have expanded the mandate of the Commission beyond the one initially provided for by the Anti-Corruption and Economic Crimes Act 2003
as indicated in part 1.2 above. This calls for a review and re-definition of the Commission’s mission statement, strategic direction and focus and to realign its structure and programmatic focus with the new and expanded mandate. Secondly, the Commission’s activities and programs were guided by the KACC Strategic Plan (2009 – 2013) that ended in June 2013, therefore calling for the mapping of a new strategic direction for the Commission.
In summary, the implementation of the Plan was affected by four major developments that directly impacted its delivery:
i) Promulgation of the Constitution of Kenya 2010;ii) Enactment of the Ethics and Anti-Corruption Commission Act, 2011 and the
Leadership and Integrity Act, 2012;iii) The start of a new planning cycle for the Government that saw the formulation
of the 2nd Medium Term Plan (MTP II) (2013-2017) for Kenya Vision 2030; and, iv) The transition from KACC to EACC with a broader mandate.
Strategic planning is therefore fundamental in order to take into account the above developments and bring on board the lessons learnt in the last five years so as to avoid failures encountered and minimize risks faced while ensuring timely and efficient utilization of resources. Strategies articulated in this Plan are designed to impact positively on the long-term performance of EACC and to facilitate the realization of a corruption free Kenyan society founded on integrity and the rule of law.
1.4 The formulation Process of the Strategic Plan (2013-2018)
The first aspect of the formulation process entailed a comprehensive review of the KACC Strategic Plan (2009-13) to identify and ascertain actual outputs, outcomes and results achieved by implementing the planned activities. The review also identified gaps
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in implementation, the challenges and constraints experienced and the lessons learnt and best practices to implement in the next plan period. The main output of this review is a separate end term evaluation report. However, highlights of key achievements are summarized in this Plan.
The formulation process also involved the review of the operating environment and a situational analysis of the Commission focusing on the policy, legal and institutional framework were undertaken taking cognizance of the national priority goals set out in the Constitution, Kenya Vision 2030 and the MTP II.
A participatory process that entailed taking on board internal and external stakeholder views was adapted in developing this Plan. Consultative meetings were held with the Commissioners, Management and staff of the Commission, thus ensuring views and experiences of internal stakeholders were incorporated. To this end, the commission held an Inception Workshop on 14th March 2013. The objective of the inception workshop was to appraise the staff on strategic planning principles, discuss the data collection tool, and generally, get staff- buy in for the strategic planning process.
EACC Vice Chairperson Ms. Irene Keino, Commissioner (Prof.) Jane Onsongo, Commission Secretary/CEO, Mr. Halakhe Waqo and Staff of the Commission during the Strategic Planning Inception Workshop at KICC on 14th March
Thereafter, Consultative meetings were held with respective Departments to discuss their submissions gathered in the Strategic planning data collection tool. This was followed by a Technical Retreat on 22nd July 2013. The specific objectives of the Retreat were to further interrogate the Departmental submissions; align Departmental submission to strategic planning principles; and, improve the draft document for sharing with Staff, Management and Commissioners.
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EACC Staff during a Technical Retreat on the Strategic Plan Development at the Kenya Integrity Forum Secretariat offices along Ngong Road on 22nd July 2013.
Comments and views gathered were integrated and the draft presented in the High level workshop held on 4th September 2013. The objectives of this workshop were to: review, discuss and agree on the strategic model of the Commission, including the mandate, Vision, Mission, Core values, Strategic goals, Objectives and strategies; receive and discuss the structure and staffing of the Commission as proposed in the Job Evaluation Report; facilitate the mapping and costing of the activities outlined in the Draft Plan; and, refine and finalize the Draft Strategic Plan for submission to the Commission for adoption.
EACC Chairperson, Mr. Mumo Matemu , Vice Chairperson, Ms Irene Keino, Commission Secretary/CEO Mr. Halakhe Waqo , Mr. Opimbi Osore of GIZ and staff of the Commission posing for a group photo during the High Level Workshop on EACC Strategic Plan Preparation at the KCB Leadership Center in Karen on 4th September 2013.
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Finally, as part of the all-inclusive process, the fair draft was subjected to a stakeholder’s validation workshop organized at Kenya Leadership Integrity Forum (KLIF) on 9th October 2013, and the views and contributions from the stakeholders incorporated in the draft. The stakeholders’ forum at KLIF brought together representatives from all the fourteen sectors under KLIF. This draft was further reviewed by a consultant, Commissioners, Management and staff prior to the final printing.
1.5 Structure of the Strategic Plan 2013-2018The Strategic Plan document is structured into eight chapters:
(i) Chapter one gives the background information about EACC, mandate and functions.
(ii) Chapter two presents Kenya’s Development Agenda under the Kenya Vision 2030 and the role of EACC in realizing the Vision priorities.
(iii) Chapter three reviews the 2009–2013 Strategic Plan and highlights success factors, challenges and lessons learnt.
(iv) Chapter four presents the Environmental Scan covering internal and external environment (PESTLE, SWOT and Stakeholder Analysis) and Risk Analysis and Mitigation.
(v) Chapter five presents the Strategic Model covering Vision, Mission, Core Values and Strategic Goals. The strategic themes, issues, objectives and strategies are also presented in this chapter.
(vi) Chapter six documents the Institutional Framework-the Structure and the Resource requirements for implementing the strategic plan.
(vii) Chapter seven provides the Monitoring, Evaluation and Reporting framework.
The implementation matrix to the strategic plan is appended.
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chapter 2
THE NATIONAL DEVELOPMENT AGENDA
2.1 Background
This Chapter presents the national development agenda as guided by the coun-try’s development blue prints - the Kenya Vision 2030; the Constitution of Kenya 2010; the 2nd Medium Term Plan (MTP II) 2013-2017 whose theme is ’Transform-
ing Kenya: Pathway to devolution, socio-economic development, equity and national unity’; Medium Term Expenditure Framework (MTEF) process 2013-2017 and other government development blue prints and policy documents that are aimed at steering growth and development in the country.
2.2 The Constitution of Kenya, 2010
The Constitution seeks to address the deep-seated problem of poor governance and the culture of impunity and corruption that have stifled national development and progress. Article 10 of the Constitution provides the national values and principles of governance, Chapter six sets the benchmarks for leadership and integrity for state and public officers, and, Article 232 provides for the values and principles of public ser-vice. The EACC thus draws its mandate from Chapter 6 the Constitution of Kenya, 2010, which states under Article 79 that ‘”Parliament shall enact legislation to establish an independent ethics and anti-corruption commission, which shall be and have the sta-tus and powers of a commission under Chapter Fifteen, for purposes of ensuring com-pliance with, and enforcement of, the provisions of this Chapter”’Pursuant to Article 79 of the Constitution, Parliament enacted the Ethics and Anti-Cor-ruption Commission Act, No. 22 of 2011 (EACC Act), which, establishes the EACC to execute the mandate of ensuring compliance with, and enforcement of, the provisions of Chapter Six. The Constitution thus provides the anchorage for the Commission to implement its mandate and insulates it from the vagaries of the political environment and intermittent threats for disbandment.
2.3 Kenya’s Development Agenda- Vision 2030The Kenya Vision 2030 is the country’s long term development blue-print that marks the country’s development path till the year 2030. It aims at transforming the country into a newly industrialized, “Middle income country providing a high quality life to all
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citizens by the year 2030”. The Vision also aims at creating a cohesive, equitable and just society based on democratic principles and issue-based politics grounded on our rich and diverse cultures and traditions. It spells out actions that will be taken to achieve the goals. The Vision is anchored on three pillars: Economic, Social and Political as presented in Figure 1.
Figure 1: Pillars of Kenya’s Development Framework
Overarching vision
A globally competitive and prosperous nation with a
high quality of life by 2030
Economic
To maintain a sustained economic growth of 10% per year over the next 25
years
Social
A just and cohesive society enjoying equitable social
development in a clean and secure environment
Political
An issue – based, people – centered, result-oriented,
and accountable democratic political system
Vision
Vision
Strategy
Plans and Implementation
2.3.1 The Economic Pillar
The Economic pillar aims to achieve an average economic growth rate of 10 per cent per annum and sustaining the same till 2030, in order to generate more resources to meet the Millennium Development Goal (MDGs) targets and Vision 2030 goals. Under the Economic Pillar, six sectors, namely, tourism; agriculture; manufacturing; wholesale and retail trade; business process outsourcing; and financial services are identified to deliver the 10 per cent economic growth rate per annum.
2.3.2 The Social Pillar
The Social Pillar seeks to create a just, cohesive and equitable social development in a clean and secure environment. This is to be achieved through focusing on eight key social
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sectors, namely education and training; health; water and sanitation; environment; housing and urbanization; gender; youth and vulnerable groups. Special considerations are also given to Kenyans with various disabilities and marginalized communities.
2.3.3 The Political Pillar
The Political Pillar aims to realize an issue-based, people-centered, result-oriented and accountable democratic political system. The transformation of the country’s political governance system will cut across seven strategic thrusts. These are: rule of law; electoral and political processes; democracy and public participation; transparency and accountability; public administration and service delivery; security, peace building and conflict management and national reconciliation and recovery. One of the challenges identified under this pillar, and which the Commission has to play a lead role in tackling, is persistent corruption and weak governance. Others closely related to this are Public Service Reforms; enhanced security; and deepening of governance reforms.
His Excellency Hon. Uhuru Kenyatta, C.G.H., President and Commander- In-Chief of the Defense Forces of the Republic of Kenya; His Excellency Hon. William Ruto Deputy President, Cabinet Secretaries and other Senior Government and Private Sector leaders attending the National Leadership and Integrity Conference held at Kenya School of Monetary Studies, Nairobi, 12th June 2013
2.4 The Role of the Commission in Kenya’s Development AgendaUnder the Political Pillar, the Leadership, Ethics and Integrity Programme is one of the core flagship programs in the MTP II which is identified as a key result area that is critical in transforming Kenya’s national governance system. It is multi-sectoral and transformative in nature and will have significant impact on the social and economic
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life of citizens. This Programme therefore seeks to strengthen the legislative, policy and institutional framework for ethics and integrity for the country. Under the MTP II, the key priorities for the ethics and integrity sub-sector include:
i) Reviewing and strengthening the legislative, policy and institutional framework for ethics and integrity in the country;
ii) Strengthening the capacity of the ethics and anti-corruption agencies to promote leadership, ethics and integrity;
iii) Enhancing investigative and preventive capacity of EACC and granting the Commission prosecutorial powers as is happening in other jurisdictions;
iv) Enhancing asset tracing and asset recovery;v) Establishing effective accountability mechanisms; vi) Education, sensitization and awareness on corruption, integrity and ethical
issues; vii) Mainstreaming preventive measures against corruption; viii) Promoting standards and best practices in ethics and integrity for state and
public officers; ix) Promoting targeted and integrated research, x) Monitoring and evaluating governance, ethics, anti-corruption and integrity
policies, strategies and programmes; xi) Enhancing mechanism for the filing, analysis and access to wealth
declarations of public officers;xii) Developing National Ethics and Integrity Policy; xiii) Developing and operationalizing a leadership and integrity training and
education Programme, and establishing leadership and integrity institute; xiv) Development of whistleblower protection legislation;xv) Enacting necessary legislation that ensures Kenyan companies found guilty
of corrupt practices are held liable and have their assets frozen by the courts; and,
xvi) Introducing an automatic freeze of assets of anyone indicted on corruption charges with appropriate judicial approval.
2.4.1 Role of the Commission in the Medium Term Plan 2013-2017In the plan period, the EACC, in collaboration with other stakeholders, will implement programmes and activities that will seek to fulfil the priorities set out in the MTP II. The focus in the plan period will be mainly on the following:
i) Strengthening the legislative, policy and institutional framework for ethics and integrity; including development and review of laws to strengthen the legal, policy and institutional framework, development of the national ethics and anti-corruption policy, and expanding the capacity of EACC for the promotion and enforcement of ethics and integrity;
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ii) Strengthening of the institutional capacity of the Commission to deliver on its mandate, by enhancing investigation, asset tracing, asset recovery, prevention, education and ethics programs so as to deliver services efficiently and effectively to all Kenyans. This includes full operationalization, transformation and modernisation of the EACC into a people-centred and result-oriented institution;
iii) Mainstreaming preventive measures against corruption and promoting standards and best practices in ethics and integrity for state and public officers at the county and national levels;
iv) Promotion of Results Based Management (RBM) in public service through mainstreaming of corruption prevention strategies in RBM and Performance Contracting.
i) Carrying out education, training, sensitization and awareness on corruption, integrity and ethical issues in all communities, institutions and organised groups at the national and county level. This includes development and implementation of a leadership and integrity training and education programme (under the Leadership and Integrity Act, 2012);
v) Promoting targeted and integrated research, monitoring and evaluation on governance, ethics, anti-corruption and integrity policies, strategies and programmes;
vi) Enhancement of partnerships, coalitions and collaboration with all stakeholders in combating and preventing corruption and unethical practices, with a clear focus on inter-agency cooperation and co-ordination within the public sector and forging partnerships with non-state actors (private sector, civil society, professionals, academia, the faiths based organisations etc) in the promotion of ethics and integrity and the fight against corruption;
vii) Strengthening the national integrity system through review and implementation of the National Anti-Corruption Plan (NACP);
viii) Support for enhancement of the mechanism for the filing, analysis and access to financial declarations of public officers; and
ix) Support the enactment of whistle-blower protection legislation, promotion of regional mechanisms for preventing and combating corruption, and review of the implementation of international anti-corruption instruments, specifically the United Nations Convention against Corruption.
2.4.2 EACC County-Specific Priority InterventionsIn line with Article 6 of the Constitution on Devolution and Access to services which, inter alia, require state organs to ensure reasonable access to its services in all parts of the Republic, and in line with priorities set out in the MTP II, the Commission will implement the following programmes in the counties in the Plan period:
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i) Monitor the practices and procedures of public bodies to detect corrupt practices and to secure the revision of methods of work or procedures that may be conducive to corrupt practices in the county governments;
ii) Develop and promote standards and best practices in integrity and ethics in county public services;
iii) Develop and enforce Leadership and Integrity Codes for state officers in all public entities;
iv) Collaborate with other state organs and agencies in prevention of corruption in the county systems of service delivery;
v) Provide advisory services to all public entities on prevention of corruption; vi) Raise public awareness on ethical issues and educating the public on the
dangers of corruption and enlist public support in combating corruption;vii) Monitor implementation of and adherence to the principles of governance
related to transparency and accountability, leadership and integrity, and public service as set out in Articles 10, 73 and 232 respectively of the Constitution of Kenya 2010;
viii) Undertake corruption and ethical risk mapping in counties; andix) Undertake clearance and social audit of public office holders.
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chapter 3
REVIEW OF THE STRATEGIC PLAN 2009-2013
3.1 Background
This chapter highlights KACC’s key achievements in the period of its 2nd Strategic Plan (2009-2013) based on the end term review of the Plan. The review focused on actual performance against each stated strategic objectives and strategies.
The key success factors, challenges encountered and lessons learned are also present-ed. The findings of the end term review informed the process of deriving strategic is-sues for this Strategic Plan.
3.2 AchievementsThe KACC Strategic Plan 2009-2013 identified three strategic objectives with a set of seventeen strategies for implementation by the four Directorates of the Commission, namely; Preventive Services, Investigation and Asset Tracing, Legal Services and Asset Recovery, and Finance and Administration. The strategic objectives and strategies are as presented in Table 1 below:
Table 1: Objectives and Strategies of the Strategic Plan 2009-2013
Objectives Strategies
To enhance the legal framework and undertake investigations and Asset Recovery
i) Facilitate the strengthening of Legal Frameworkii) Improve on intelligence gathering mechanismsiii) Enhance investigations, asset tracing and recoveryiv) Integrate technology in intelligence and investigationsv) Facilitate the formulation of guidelines for asset recovery
To reduce the prevalence of corruption and eco-nomic crime
i) Enhance capacity for corruption prevention in public, private and civil society sectors
ii) Intensify Anti-corruption public education, training and awarenessiii) Institutionalize a monitoring and evaluation system iv) Promote targeted and integrated research on corruption and
governancev) Promote ethics, integrity and corruption intolerance in public,
private and civil society sectorsvi) Strengthen partnership, coalitions and networks against corruptionvii) Strengthen policies, systems, procedures and practices of work in
public institutions (MDAs)
To strengthen the capac-ity of the Commission to deliver on its mandate
i) Enhance the Human resource capacity of the Commissionii) Enhance the financial Resources of the Commissioniii) Enhance and Optimize the physical infrastructure of the Commissioniv) Expanding National Presence and Coveragev) Improve the corporate image and brand of the commission
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A summary of the achievements of the Commission which are reported against the respective strategies objective is presented.
3.2.1 To enhance the legal framework and undertake investigations and Asset Recovery
i. Facilitate the strengthening of Legal FrameworkThe enactment of the Mutual Legal Assistance Act significantly strengthened the anti-corruption legislative framework, facilitating cross border investigations and leading to an increased level of mutual legal assistance sought from foreign jurisdictions. This resulted in higher gains in investigations, asset tracing and recovery. In addition, the ACECA was amended to align it with the Constitution through the Statute Law (Miscellaneous Amendments) Act of 2012. The other key achievements and developments in enhancing anti-corruption legal framework included:
Recommendations made towards amendment of the Public Procurement and Disposal Act and Regulations, Evidence Act and Penal Code.
Full domestication of all conventions and treaties ratified by Kenya vide Article 2(6) of the Constitution, 2010. Related to the fight against corruption are the UNCAC and AUCPCC.
GAP analysis of Kenya’s domestication of the UNCAC, which helped identify areas that had not been implemented and/or domesticated. A report titled ‘Kenya: UN Convention against Corruption Gap Analysis Report and Implementation Plan’ was published in 2009 and widely disseminated.
It is noteworthy that the Leadership and Integrity Act, 2012 was amended through Statute Law (Miscellaneous Amendments) Act 2012, resulting in adverse outcomes for the Commission; the power initially vested on EACC to vet aspirants for political and appointive office was removed. This continues to affect the Commission’s mandate of ensuring compliance with and enforcement of Chapter 6 of the Constitution.
ii. Enhance investigations, asset tracing and recoveryIn the period under review, a total of 533 completed investigations cases were forwarded to the Director of Public Prosecutions (DPP) with recommendations for action. These cases included grand corruption where public property and revenue worth billions of Kenya Shillings was involved. Others were: Cases pending under investigations- 4353; Reports under intelligence Developmen-2939; Files for prosecution-293; and Recommendation to prosecute accepted- 250, as detailed in Table 2.
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Table 2: Status of Investigations and Cases handled in the period under review
Sourced from EACC Annual Reports for the Periods as indicated
FY 2009/10 FY 2010/11 FY 2011/12 FY 2012/13 Total
Completed investigations 107 134 236 56 533
Cases under investigations 236 620 1809 1688 4353
Cases referred to other agencies for investigations
130 25 26 111 292
Reports under intelligence develop-ment
595 1369 410 565 2939
Files for prosecution 79 113 73 28 293
Recommendation to prosecute ac-cepted
75 95 54 26 250
The estimated value of assets traced stood at over nineteen billion shillings (Kshs. 19,614,693,091.00) while the values of disrupted corruption cases in the offing in terms of averted losses was over sixty billion shillings (Kshs. 60,132,800,000). Table 3 provides details of assets traced and value of cases disrupted during the period under review.
Table 3: Assets traced and value of cases disrupted
Financial Year Assets traced (Kshs)
Disruptions/Averted loss (Kshs)
Reference
2009/2010 2,336,483,091 14,700,000 2009/2010 Annual Report
2010/2011 771,710,000 3,893,400,000 2010/2011 Annual Report
2011/2012 126,500,000 1,208,200,000 2011/2012 Annual Report
2012/2013 16,380,000,000 55,016,500,000 2012/2013 draft annual report
Total 19,614,693,091 60,132,800,000
During the same period, assets valued at approximately over two billion shillings (Kes 2, 349, 391,262.00) were recovered through legal processes.
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Demolition of the Safari Club Hotel built on a road reserve in Shanzu, Mombasa on 27th June 2013.
3.2.2 To reduce the prevalence of corruption and economic crimei. Strengthen policies, systems, procedures and practices of work in public
institutions (MDAS)
The objective of undertaking systems reviews or examinations is to identify opportunities and avenues for corrupt practices in the systems, policies, procedures and practices in various functional areas of organizations and to make recommendations on how to seal the identified loopholes. Successful reviews were done in the following 12 institutions/ areas:
The disbursement and utilization of Free Primary Education (FPE), October 2012 – March, 2013;
Payroll Management System of the Judiciary, September – October, 2012;Kenya Institute of Curriculum Development, June 2012 – September,2012;The National Cereals and Produce Board, April 2011 – August 2011;Kenyatta University – Advisory, March – July, 2011;Assessment of the Tender Process of the NSSF Integrated ICT Infrastructure,
March 2011;Nairobi City Water and Sewerage Company, August 2010-November, 2010;National Aids Control Council (NACC), May – August, 2010;Service delivery systems, policies, procedures and practices of Provincial
General and District Hospitals, October – December, 2009;Procurement and Financial Management in Provincial General and District
Hospitals, October – December, 2009;Environmental Impact Assessments and Audit systems, policies, procedures
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and practices of National Environment Management Authority (NEMA), November – December, 2009; and
The Disbursement and Utilization of Local Authority Transfer Fund (LATF), February – April, 2009.
ii. Enhance capacity for corruption prevention in public institutions
The Programme is designed for public sector institutions based on the Public Service Integrity Programme (PSIP) with the twin objectives of building the capacity of public institutions to institutionalize strategies for corruption prevention; and bringing about attitude and behavioral change among public officials on corruption and unethical behavior. The achievements were as follows:
Executive Management (Corruption Prevention Committee Members) training: The Programme aimed at enlisting the support of the CEOs and management in spearheading the fight against corruption at the institutional level, provide an overview of responsibilities and role of management in that regard. A total of 2986 members of Corruption Prevention Committee and managers from both private and public institutions were trained under this programme.
Training of Integrity Assurance Officers: The programme focuses on developing a pool of skilled officers in public sector institutions to support management on corruption risk assessment. The target group is middle level managers. The officers once trained are expected to provide technical support and advice to their respective institutions on: mainstreaming anti- corruption strategies; development of governance documents; and support Corruption Prevention Committees.The commission trained 2521 Integrity Assurance Officers (IAOs) from 540 public sector organisations.
iii. Strengthen partnership, coalitions and networks against corruption
The strategy aims at enlisting stakeholders in the war against corruption. The strategic focus is to pursue collaborations that complement the mandate of the Commission. The Commission in collaboration with its partners initiated various reforms in both the public and private sector.
Among other reform initiatives under partnerships: the Commission developed Code of ethics for business in Kenya under the auspices of Kenya Private Sector Alliance (KEPSA) through Memorandum of Understanding (MoU); formulated the Code of ethics for fourteen (14) professional associations in the country under the
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Association of Professional Societies of East Africa (APSEA); undertook capacity building of technical officers in public sector to support management in corruption risk assessment and management. In collaboration with public procurement Oversight Authority (PPOA), the Commission reviewed the standard tender documents for public sector procurement. Under performance contracting, the Commission developed governance instruments for public sector institutions; vetted public sector managers and also set up and operationalized Corruption Prevention Committee (CPCs) in all public sector institutions. In the period under review, 14 strategic partnerships were developed as shown in Table 4:
Table 4: Strategic Partnerships Developed
Performance Contracting Department (Ministry of Planning and Devolution and Planning)
Kenya Institute of Supplies Management
Kenya Bureau of Standards Institute of Quantity of Surveyors of Kenya
Association of professional societies in Eastern
KESAP (Kenya Society of Agricultural Professionals
Kenya Private Sector Alliance Kenya Metrological Society
Kenya Association of Manufactures Insurance Institute of Kenya
Ministry of Environment, Water & Natu-ral Resources
Kenya Institute of Bankers
Kenya Forest services Public procurement Oversight Authority ( PPOA)
In addition, the Kenya Leadership Integrity Forum (KLIF)- which brings together 14 sectors comprising the executive, judiciary, legislature, watchdog agencies, enforcement agencies, EACC, education, professionals, labour, private sector, civil society, faith based institutions and the media in implementing the NACP- undertook various activities aimed at enhancing strategic partnerships in combating corruption and economic crime in the period under review. Key among the achievements includes:
The National Leadership and Integrity Conference on June 12, 2013 held at the Kenya School of Monetary Studies and graced by His Excellency, the President of the Republic of Kenya Hon. Uhuru Kenyatta and His Excellency, the Deputy President Hon. William Ruto. The objective of the conference was to discuss the current and emerging governance issues in the country.
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His Excellency Hon. Uhuru Kenyatta, C.G.H., President and Commander- In-Chief of the Defense Forces of the Republic of Kenya addressing delegates During the National Leadership and Integrity Conference, 12Th June 2013
A series of Annual Integrity Review Conferences held successfully in 2009 and 2010. The conferences brought together stakeholders to receive the implementation progress reports of the NACP from the fourteen KLIF sectors. In addition, an Integrity Review Workshop for KLIF members was conducted from 2nd to 4th May, 2012 in Mombasa to discuss and finalize the NACP implementation progress reports 2010-2011.
Commemoration of the International Anti-Corruption Day every December of each year. The commemoration brought together all the partners in the fight against corruption around the country. In the period under review, the commemorations were done as follows:
o 7th December 2012 at Dedan Kimathi Grounds in Nyeri.o 9th December 2011 at Kenyatta Grounds Kisumu.
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o 9th December 2010 at Tononoka Grounds Mombasa. o 9th December 2009 at Kenyatta International Conference Center and an
exhibition at the KenCom Bus Stage area in Nairobi.
International Anti-Corruption Day Commemoration procession along Nyeri street in 2012
The Commission hosted 12 Regional Integrity Review Forums in Kisii, Kakamega, Nakuru, Kitale Kitui, Kabarnet, Kajiado, Nanyuki, Muranga, Machakos, Kirinyaga and Kilifi. The NACP Coordinating Committee resolved to hold regional integrity review forums in line with the Constitution and the devolution agenda. These forums enabled KIF stakeholders to share progress in implementation of the NACP and engage the public on corruption issues including creating awareness on the constitutional provisions on leadership and integrity.
Conducted an Assessment of Sectors’ Performance in the implementation of the NACP to review the implementation of the Plan by all sectors. The Report detailed performance of the 14 sectors in implementing the Plan. The Assessment also ranked the sectors and the Commission was ranked as the best performing in the implementation of the Plan. The Report was published and disseminated.
Published in January 2012 the NACP Monitoring and Evaluation Framework Report developed through a consultative process involving the 14 sectors of the NACP. The Framework guides the sectors in monitoring implementation of the Plan. It also equipped NACP stakeholders with accurate and timely data on the progress and performance in the implementation of the Plan.
Monitored Sectors’ implementation of the NACP through regular NACP National Coordinating Committee meetings and sector meetings.
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i. Intensify Anti-corruption public education, training and awareness
Public Education and Awareness: Public education and awareness programs sought to create an informed public on the dangers of corruption and unethical conduct and to enlist and foster public support in the fight against corruption. The basic tenet of public awareness and education is to increase their knowledge and to impart positive attitudes and behaviors. The Commission reached the public through a number of methods and channels, including regional outreach clinics to create awareness, media engagement and propagation of anti-corruption messages and content, education and training through workshops and seminars, music and drama festivals, and development and dissemination of Information, Education Communication (IEC) materials among others. Highlights of the education and awareness programmes undertaken are summarized in Table 5.
Table 5: Summary of Education and Awareness Programmes
Electronic Media Print Media Corporate Branding
Developed 54 fifteen (15) minute radio programmes and aired 27 through radio;
Assorted Curriculum Support materials for Primary schools were developed;
Produced 5,000 Polo shirts for Outreach programmes and 1,500 Polo shirts for Integrity Clubs;
Developed 100 radio spots, aired 40 on radio;
Assorted brochures and booklets
Produced and disseminated 5,000 Caps
Developed 30 Television infomercials and 10 filmlets
1 Bible Study Guide Produced assorted banners.
Produced and aired one documentary
800,000 assorted IEC materials disseminated
Developed a Jihad Maadili DVD for Muslim faithful
Six (6) Contra Vision Messages developed and ready for dissemination
Developed 15 fifteen-minute Radio scripts of the Bible Study Guide- Integrity: A Weapon against Corruption
International Anti-Corruption Day Newspaper supplement
Over 15 million Kenyans reached by the messages in the various media
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Students who won in the anti-corruption category held in Kakamega, 2012
Regional Anti-Corruption Outreach Clinics: Regional Outreach Clinics were conducted in 17 counties, some more than once as in various dates shown in Table 6 In addition, 180 Community Based Anti-Corruption Monitors (CBAMs) were trained.
Table 6: County Based Outreaches Conducted
2009 2010 2012 2013• Trans-Nzoia (29th
November – 2nd
December 2009)
• Uasin Gishu (3rd – 5th
December 2009)
• Kisumu (6th-8th
December 2009)
• Kitui (29th March – 3rd April 2010
• Machakos (22nd – 27th March
2010)
• Mombasa (6th – 9th September
2010)
• Kisii (10th – 11th October 2010
• Migori (12th October 2010)
• Kakamega (13th October 2010
• Nairobi (Langata – 18th October
2010, Kasarani – 19th October
2010, Dagoretti – 21st October
2010, and the Great Nairobi Anti-
Corruption Walk from Integrity
Centre to KICC on 22nd October
2010).
• Kisumu (14th – 15th October
2010))
• Embu (27th
February –
2nd March
2012)
• Nakuru
(8th – 12th
October
2012)
• Uasin-Gishu (28th
January – 1st
February 2013)
• Kericho (4th – 8th
February 2013)
• Makueni (20th –
24th May 2013)
• Marsabit (27th –
31st May 2013)
• Isiolo (3rd – 7th June
2013)
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Regional Outreach Clinic in Embu , 2012
School Outreach Clinics: Since the inception of Integrity Clubs, the Commission
has visited 175 schools and colleges in fourteen Counties reaching 70,481
students and members of teaching and non-teaching staff in Kenya’s schools.
Members of the school communities have been sensitized on anti-corruption
measures, ethics, integrity, and good character development. Other key outputs
include:
o Integrity Club Leaders and Patrons County Forums which were organized
and brought together 202 Club leaders from schools in Kwale, Mombasa,
and Kisumu. The Commission was able to monitor the progress of the clubs
and enlist their commitment and support in the fight against corruption.
o Sensitization/Outreach programmes were conducted in the following
tertiary institutions: Gusii Institute of Technology, Murang’a Teacher
Training College, Zetech College, Kenya Methodist University, Jaramogi
Oginga Odinga University, University of Nairobi, Meru University, and
Kenyatta University. An anti-corruption seminar was held from 3rd June – 5th
June 2013 for Deans of University students resolved to mainstream ethics
and integrity in the Universities by supporting the Movement.
o Manual for the Establishment of Integrity Clubs in Institutions of Learning
in Kenya developed, published, launched and still in dissemination.
v. Promote ethics, integrity and corruption intolerance in public, private and civil
society sectors
Developed Leadership and Integrity Course Curriculum in partnership with
other agencies, among them: the National Intelligence Services (NIS), Office of
the Auditor General (OAG) and Kenya School of Government (KSG). The Course
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Curriculum is aimed at mainstreaming ethics, integrity and good governance
through training of public servants.
Partnership with Stakeholders:
o One Curriculum Developers training workshop held. The Commission
trained 120 Curriculum Developers who comprised officers from Kenya
Institute of Curriculum Development (KICD), Kenya Institute of Special
Education (KISE), Kenya National Examination Council (KNEC) and Ministry
of Education (MoE).
o The Commission trained at the Kenya Primary School Heads Association
(KEPSHA) and Kenya Secondary School Heads Association (KESSHA)
conferences; and at Regional Kenya National Association of Parents (KNAP).
o Two regional School Managers workshop were held and a total of 400
managers trained.
o Trained Professional groups in collaboration with their affiliate umbrella
institutions among them, Federation of women lawyers (FIDA) Kenya,
Law Society of Kenya (LSK), Board of Architects and Quantity Surveyors
(BORAQS).
o Faith Sector Anti-Corruption Programme: The fight against corruption
requires a multifaceted approach and to this end, the Commission has
been working with Faith Based Organizations in fostering zero tolerance to
corruption in Nakuru, Nyanza and Eldoret.
vi. Enhance capacity for corruption prevention in public, private and civil society
sectors
The Commission honored requests by 250 organizations for training on
corruption prevention.
Created public awareness on the importance of Wealth Declaration during the
n Regional Integrity Review Forums organized within the auspices of the KIF.
vii. Promote targeted and integrated research on corruption and governance
The overall objective of Surveys undertaken is to assess levels of corruption
and national and county levels, and, monitor the progress in the fight against
corruption and promotion of ethics in the country over time. The surveys also
aimed at identifying a baseline on corruption and ethics indicators. These
indicators serve as benchmarks for monitoring and evaluating effectiveness
of interventions of EACC programmes. In executing this strategy, the following
were done:
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Conducted the National Enterprise Survey 2009, National Corruption Perception
Survey 2010, National Corruption Perception Survey 2011, National Survey on
Corruption & Ethics, 2012 and Baseline Survey on Ethics and Corruption 2012.
Conducted thematic studies focusing on in-depth analysis and assessment of
policy, legal, regulatory and institutional frameworks in the targeted areas and
sectors to identify arenas of corruption, loopholes and hotspots in order to
propose anti-corruption policies and strategies. The following sector specific
in-depth analysis and thematic studies on corruption were undertaken:
o Public Health Care Delivery (2010);
o Water and Sanitation Sector (2011);
o The Judicial Sector (2012); and,
o The Land Sector (2013).
viii. Institutionalize a monitoring and evaluation system
Monitoring and evaluation served to assess progress in the implementation of the Plan,
evaluate results and identify problems, challenges, constraints and lessons for improving
design, development, resource allocation and implementation of programmes. In the
period under review, evaluations were conducted on:
The National Penetration of IEC Materials designed for public education and
awareness on the dangers of corruption in 2012. A report of the evaluation
was developed.
The Integrity Assurance Officer (IAO) training programme also in 2012 so as
to assess its impact on corruption prevention in public bodies. A report of the
evaluation was developed.
Quarterly monitoring of Commission programmes under the strategic plan was
undertaken and an end–term review of the Strategic Plan 2009-2013 done, whose
highlights are presented herein.
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OUR VISION: A Corruption free Kenyan Society that upholds integrity and the rule of law
3.2.3 To enhance the Capacity of the Commission to deliver on its mandate
In the period under review, the Commission facilitated capacity building of staff in
various courses, these included: Anti- Money laundering; Forensic investigation;
Good governance; Information communication technology; Integrity testing;
Transport logistics; Management and leadership; Procurement; Project planning and
management; Public policy analysis; Monitoring & Evaluation; Research methodology
Records management, Report writing and presentation, among other relevant trainings.
The commission opened up five regional offices in Mombasa, Kisumu, Eldoret, Nyeri
and Garissa.
The Vice Chairperson of the Commission, Ms. Irene C. Keino, Commissioner (Prof.) Jane K. Onsongo and the Deputy CEO of the Commission, Mr. Michael Mubea flagging off an outreach caravan in Uasin – Gishu County which also marked the opening of the Eldoret Regional Office on 1st February 2013.
3.4 Key Success FactorsThe key success factors in the implementation of the Strategic Plan include:
i. Conducive constitutional, legislative, policy and institutional framework• Promulgation of the Constitution of Kenya 2010 entrenched the fight against
corruption in the Constitution by creating EACC as a constitutional body under Chapter 15 and pursuant to Article 79 of the Constitution. The Constitution sets very high standards for leadership, integrity and ethics through its own provisions and enabling statutes.
• Institutional reforms embedded in the Constitution creating robust and strong institutions crucial in the fight against corruption and unethical conduct, key among them, the EACC, Judiciary and Office of the Director of Public Prosecutions.
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OUR CORE VALUES: Integrity Professionalism Fidelity to the law Courage Team work Innovation
• Other reform measures in the governance, justice, law and order sector that have enhanced transparency and accountability in the public sector thus propelling the Commission’s work.
ii. Effective stakeholder participation and support • Cooperation from key stakeholders within the KIF framework, public institutions,
citizens, private sector, civil society partnership and the media supported the Commission’s mandate through advocacy, awareness and implementation of the national anti-corruption plan. This enhanced awareness on corruption and ethical behavior.
• Effective strategic leadership and management within the Commission led to effective programme development and implementation across the Commission through recruitment of competent, multi-skilled and dedicated pool of staff and allocation of resources for implementation of the Plan. This contributed immensely to the successful execution of programmes.
• The continued financial support by the Government of Kenya for anti-corruption programmes ensured implementation of planned programmes.
3.5 Challenges and constraints faced during Plan implementation During the implementation period, the Commission was faced with various challenges including constraints on its human resource capacity, challenges associated with the transition to EACC, inadequate financial resources to fully support the designed programmes, inadequate presence in all regions of Kenya and a slow adjudication of some its cases before court.
3.5.1 Transitional ChallengesThe challenge of transition continued to affect operations of the Commission. Despite approval by Parliament and appointment by the President, the Chairperson and members of the Commission were not able to take Oath of Office and assume office immediately due to a court case challenging the appointment of the Commission Chairperson.
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OUR VISION: A Corruption free Kenyan Society that upholds integrity and the rule of law
EACC Chairperson, Mr. Mumo Matemu taking Oath of Office at the Supreme Court Building on 5th August 2013.
3.5.2 Policy and Legal FrameworkIn the absence of a national anti-corruption policy to guide the fight against corruption, the efforts in the fight against corruption by EACC and other relevant institutions remain uncoordinated and varied. This has affected investigation and asset recovery by EACC particularly in areas which require an integrated approach among all institutions which may be involved in the matter. Thereby, EACC’s capacity to deliver on its mandate is affected.
In addition, most of the enacted anti-corruption laws such as the Ethics and Anti-Corruption Commission Act, 2011 and the Leadership and Integrity Act, 2012 are weak, suggesting a lack of political will in the fight against corruption and unethical conduct in the country. These laws need to be strengthened to support implementation of chapter 6 of the constitution and bolster the fight against corruption.
3.5.3 Slow Judicial Process and Adverse Court DecisionsDespite the on-going reforms taking place in the Judiciary, the judicial process and the adjudication of cases is still slow. EACC was affected by adverse judicial decisions which stopped investigations or prosecution of cases. EACC will work with the Judiciary and the Office of the Director of Public Prosecutions (ODPP) to speed the disposition of corruption cases.
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OUR CORE VALUES: Integrity Professionalism Fidelity to the law Courage Team work Innovation
3.5.4 Inadequate CapacityAs EACC started to expand its services countrywide, it faced acute shortage of human resources. In addition, high staff turnover was experienced due to the uncertainty associated with transition that led to outward movement to other more competitive employers. Other internal factors that may have affected EACC’s delivery on its mandate include: Lack of an integrated M&E framework to ensure effective monitoring and
evaluation of programmes.Inadequate regional presence affected programme penetration as the
Commission has offices in only five regions, namely Mombasa, Kisumu, Eldoret, Garissa and Nyeri.
3.6 Proposed Remedies to the Challenges and Constraints Faced
i) Strengthen the anti-corruption policy and legal framework Development of national ethics and anti-corruption policy should be concluded in this Plan period to facilitate a national strategic direction on the fight against corruption and promotion of ethics and integrity in the country. In addition, various laws such as the Ethics and Anti-Corruption Commission Act, 2011, and the Leadership and Integrity Act, 2012, will need to be amended to support the fight, especially in strengthening the enforcement mechanism for Chapter 6 of the Constitution and support the fight at the county level. In addition, the Commission will need to intensify lobbying for prosecutorial powers to enable it deal with corruption cases efficiently and effectively.
ii) Strengthen the Institutional frameworkTo enable the Commission expand its services and have countrywide presence in tandem with the devolved system of governance, EACC will require appropriate human resource capacity, financial resources and supportive infrastructure. The just concluded job evaluation will facilitate strengthening the Commission’s institutional capacity and guide the regional expansion programme. In addition, the Commission will need to set up a robust M&E framework and re-brand and build its image through improved professional integrity.
iii) Strengthen partnerships and coalitions
Partnerships and coalitions are crucial in the fight against corruption. The Commission will need to expand its partnership base and deepen the already existing partnerships. The key activities should include development of a Partnerships Policy; working within the KIF framework and enhancing partnerships in the public sector through Performance Contracting.
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OUR VISION: A Corruption free Kenyan Society that upholds integrity and the rule of law
3.7 Lessons Learnt
i. Stakeholder participation.
Participation of key stakeholders in the formulation and implementation of the Strategic Plan, as well as internal teamwork and synergy is crucial to the success of the Plan. Participation and consultation enhances ownership of and commitment to the Strategic Plan.
ii. A robust Monitoring and Evaluation framework
An effective M&E system is necessary in tracking progress and evaluating results thus facilitating the identification of successes and best practices for replication; implementation gaps; key challenges and barriers; and lessons for organizational learning and growth.
iii. Adequate capacity
Competent, motivated and dedicated staff is crucial for the successful implementation of the Plan. The Commission must value and retain its human resources for improved performance, organizational stability and institutional memory. In addition, adequate staff numbers must be maintained through periodic recruitment and selection of staff to cope with the workload.
iv. Prevention and Disruption measures
Prevention and disruption are more affective proactive measures to fight corruption in a less costly and sustainable manner. The Commission will invest resources in these two approaches to avoid the pitfalls of long and protracted investigation and litigation of corruption cases.
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OUR CORE VALUES: Integrity Professionalism Fidelity to the law Courage Team work Innovation
chapter 4
ENVIRONMENTAL SCAN
4.1 Background
A comprehensive and thorough analysis of the EACC’s operating environment as it is at the moment and how it may develop in the future was undertaken. This entailed an internal and external scan through identification of the Commission’s
strengths, weaknesses, opportunities and threats (SWOT). In addition, an analysis of the Political, Economic, Socio-cultural, Technological, Legal and Environmental (PESTLE) factors that affect the Commission’s operations was done. This is important in identifying strategic issues and formulating strategic model (vision, mission, strategic goals, objectives, strategies and activities). An analysis of key stakeholders was also done.
4.2 Strengths, Weaknesses, Opportunities and Threats (SWOT) Analysis
The SWOT analysis identified the key internal (strengths and weaknesses) and external (opportunities and threats) factors affecting the Commission operations. Table 7 presents the SWOT analysis of the Commission, showing areas that need improvement and change, areas that can be exploited for better implementation of the Commission’s mandate and the threats that must be minimized so that the trajectory for execution of the mandate remains robust.
Table 7: SWOT - Internal and External Environment Factors
Strengths Weaknesses
• Full time Commissioners providing
strategic and policy direction;
• Qualified, competent and dedicated
members of staff.
• Availability of ICT.
• Established regional offices.
• High staff turnover.
• Lack of opportunity for career progression.
• Lack of a relevant institutional Policy.
• Inadequate synergy among directorates and
departments.
• Inadequate mechanisms to clear up case
backlog.
• Inadequate communication strategy.
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Opportunities Threats
• EACC entrenchment in constitution
• Commitment of the government to fund the
Commission.
• Partnerships with state and non-state actors.
• Devolved system of Government.
• Vibrant media, ICTs and watchdog
institutions.
• Public sector reforms.
• Lack of a National Ethics and Anti-Corruption
Policy.
• Inadequate legal framework.
• Changing trends and complexities of
corruption.
• Lack of partnership policy
• Politicization of the fight against corruption.
• Negative ethnicity in the country.
• Insecurity of Commissions staff
4.3 PESTLE Analysis
The Commission carried out an environmental scan to identify the macro environmental issues that affect its operations and delivery of its mandate. A proper appreciation and understanding of these issues and their possible or likely effect helps in setting the strategic direction and focus of the Commission and defining strategies to cope with and adapt to the changes and realities in the operating environment and to ensure that it remains relevant, effective, visible and impactful in preventing and combating corruption and economic crimes as well promoting ethics and integrity in Kenya. Table 8 presents the PESTLE analysis.
Table 8: Political, Economic, Socio-cultural, Technological, Legal and Environmental (PESTLE) Analysis
Category Issues Effect
Political • Weak supportive legislation • Weak parliamentary oversight
mechanism • Lack of ethical and integrity-
based political leadership• Weak implementation of
electoral laws • Nepotism, tribal and party-bias
in the fight against corruption, • Politicizing and interference of
pending EACC investigations through press statements
• Intimidation of investigators• Entrenched negative ethnicity• Delay in the full constitution
of the Commission lasting for nearly two years.
• Culture of impunity is promoted• Negative public perception• Unwillingness to provide sufficient
legislative powers to the commission.• Resistance to the fight against corruption• No prosecutorial powers• Weak legal framework• Devolved corruption networks• Operational challenges to the smooth
running of the Commission• Inactive oversight parliamentary role allows
loop holes for mega corruption • Bad and highly corrupt leaders who have
no regard for ethical and integrity-based decision making
• Weakened anti-corruption war that breeds impunity
• Insecurity• Negative public support and wrong
perception
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OUR CORE VALUES: Integrity Professionalism Fidelity to the law Courage Team work Innovation
Category Issues Effect
Economic • Global and national recession• Unemployment• Poor remuneration • High inflation• Lack of donor support• Poverty • High disposal income from illicit
sources • Entry of contraband and coun-
terfeit goods through Porous borders
• People may be prone to extortion • High susceptibility to corrupt practices • Inadequate funding• Increased crime rate, anarchy, revolts• Limited Programme implementation • Loss of staff to other sectors• Increased corruption levels
Social • Public acceptability of corrupt practices
• Gratification of ill- gotten wealth – culture
• Culture of dependency• Entrenched culture of corrup-
tion• Culture of mistrust and suspi-
cion • Low level of formal education
• Impunity and corruption networks • Tolerance of corrupt culture• Increase in bribery.• Poor role modeling • Unwarranted defending of the wrong doers • Unfairness and denial of justice• Erosion of social values
Technological Advancement
• Increasing cyber-crime incidents
• Lack of a forensic Laboratory • Computerization of
government management systems
• Existence of technological advancement and e-corruption e.g. mobile money transactions
• Outdated ICT equipment• Growth in use of social media
and fast changing techniques• Innovative corruption cartels
• Continuous need for proactivity in prevention strategies to deal with rapid technological advancements.
• Opens new frontiers of corruption• Loss of vital data and information• Poor detection of corruption • Increased speed in corrupt activities
Legal • Constitutional references• Existence of various legal
instruments e.g. ACECA, PPDA, EACCA, and the Leadership and Integrity Act
• No clear legal outline on role of media in the Anti-corruption communication strategies.
• Inadequate Anti-Corruption courts
• Anti-Corruption courts deal with other matters
• Slow judicial process
• Delay of cases/frustrations• Impunity• Lack of synergy, innovation, experience
sharing, legal mutual assistance etc in the fight against corruption
• Weak legal framework• Legal challenge on what can be
communicated on cases under investigations or in court.
• Loss of goodwill to fight corruption
Environment • Fear by members of the public• Lack of confidence in ability of
the Commission• Culture of impunity
• Apathy resulting from fear• Reluctance to report incidences of corrup-
tion• Corrupt conduct spirals out of control
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OUR VISION: A Corruption free Kenyan Society that upholds integrity and the rule of law
4.4 Key Stakeholder Analysis
As the Commission engages various strategies in the fight against corruption and unethical behavior, it is crucial to know who the Commission stakeholders are, what their influence is, their importance and impact to the Commission operations. Stakeholder analysis helps in developing a good understanding of the stakeholders, their roles and interests, and the relationships needed to enhance and optimize stakeholder engagement and participation in implementing the Commission’s mandate and achieving the Commission strategic goals and objectives. Table 9 presents the stakeholder analysis.
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OUR CORE VALUES: Integrity Professionalism Fidelity to the law Courage Team work Innovation
Tabl
e 9:
Key
Sta
keho
lder
Ana
lysi
s
Stak
ehol
ders
Role
s/
Resp
onsi
biliti
es
Com
para
tive
adv
an-
tage
Targ
etW
hat t
hey
can
do fo
r EA
CC?
Wha
t can
EA
CC d
o fo
r st
akeh
olde
rs?
The
Nati
onal
Po
lice
Serv
ice
•Enf
orce
men
t of
all
law
s an
d re
gula
tions
•Nati
onal
pr
esen
cePu
blic
•Col
labo
rativ
e ne
twor
king
an
d pa
rtne
rshi
p•C
olla
bora
te, n
etw
ork
and
part
ner
with
NPS
Nati
onal
an
d Co
unty
G
over
nmen
t,
Min
istr
ies,
D
epar
tmen
ts
and
Age
ncie
s
•Sup
port
pol
icy
deve
l-op
men
t in
the
fight
ag
ains
t cor
rupti
on•P
artn
ersh
ip in
the
exec
ution
of g
over
n-m
ent p
olic
ies
and
man
date
•Pro
vide
reso
urce
s
•Cou
ntry
-wid
e in
fra-
stru
ctur
e•W
ork
join
tly to
ex
ecut
e go
vern
-m
ent p
olic
ies
as
anch
ored
in th
e co
nstit
ution
•Som
e ar
e an
chor
ed
in th
e co
nstit
ution
•The
Pub
lic•A
ll go
vern
men
t min
-is
trie
s an
d de
part
-m
ents
•Pro
visi
on a
nd m
onito
ring
use
of
reso
urce
s•P
artn
ersh
ips
to e
nhan
ce g
ov-
ernm
ent s
yste
ms
and
polic
ies
to p
reve
nt a
nd fi
ght a
gain
st
corr
uptio
n •E
nhan
ce g
over
nanc
e sy
stem
s an
d re
form
s•M
ains
trea
min
g co
rrup
tion
prev
entio
n st
rate
gies
in th
eir
syst
ems
•Dev
elop
ing
appr
opri
ate
cultu
re,
that
dis
cour
ages
cor
rupti
on.
•Rep
ort c
orru
ption
•Des
ign
corr
uptio
n pr
even
tion
Prog
ram
me,
cap
acity
bui
ldin
g an
d pr
ovid
e ad
viso
ry s
ervi
ces
•Enh
ance
Par
tner
ship
s
Judi
ciar
y•A
djud
icati
on o
f cas
es•I
ndep
ende
nt
arbi
ter
•pub
lic•E
xped
itiou
s di
spos
al o
f cor
rup-
tion
case
s•E
xped
itiou
s ad
judi
catio
n of
cor
-ru
ption
cas
es.
•Iss
uanc
e of
ord
ers
to fa
cilit
ate
inve
stiga
tions
.
•Und
erta
ke th
orou
gh in
vesti
-ga
tions
and
ser
ve th
e co
urt
thro
ugh
com
pete
nt p
rese
nta-
tion
of w
itnes
ses/
evid
ence
•Sen
sitiz
ation
on
Anti
-Cor
rupti
on
law
s.
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OUR VISION: A Corruption free Kenyan Society that upholds integrity and the rule of law
Stak
ehol
ders
Role
s/
Resp
onsi
biliti
es
Com
para
tive
adv
an-
tage
Targ
etW
hat t
hey
can
do fo
r EA
CC?
Wha
t can
EA
CC d
o fo
r st
akeh
olde
rs?
Dire
ctor
of
Publ
ic P
rose
cu-
tions
•Pro
secu
tion
of c
rim
i-
nal c
ases
•Adv
ice
on in
vesti
ga-
tions
•Pro
secu
tion
of
corr
uptio
n an
d ec
o-
nom
ic re
late
d ca
ses
•Ind
epen
denc
e,
pros
ecut
oria
l exp
e-
rien
ce a
nd c
ompe
-
tenc
e
•Suc
cess
ful p
rose
cu-
tion
•Adv
ise
on in
vesti
gatio
ns a
nd
expe
dite
pro
secu
tion
of c
orru
p-
tion
case
s
•Exp
editi
ous
and
Succ
essf
ul
pros
ecuti
on
•Und
erta
ke th
orou
gh in
vesti
-
gatio
ns a
nd p
repa
re q
ualit
y
repo
rts;
•Und
erta
ke th
orou
gh in
vesti
ga-
tions
•Hol
ding
pre
tria
l con
fere
nces
•Wat
chin
g br
ief.
Parl
iam
ent
•Ena
cting
anti
–co
r-
rupti
on le
gisl
ation
•Ind
epen
denc
e an
d
influ
ence
•Rel
evan
t and
robu
st
legi
slati
on
•Pol
itica
l sup
port
, goo
dwill
and
com
mitm
ent
•Obj
ectiv
e sc
rutin
y of
EAC
C
stat
utor
y re
port
s
•Edu
cate
and
trai
n M
Ps o
n an
ti-
corr
uptio
n st
rate
gies
, rep
ort
and
acco
unt a
ppro
pria
tely
for
our
man
date
•Pro
vide
acc
urat
e st
atut
ory
repo
rts
Stat
e La
w O
f-
fice
•Tab
le E
ACC
Qua
rter
ly
Repo
rts
in P
arlia
-
men
t
•Sup
port
legi
slati
ve
amen
dmen
ts th
at a
f-
fect
EAC
C m
anda
te.
•Pro
secu
tion
and
draft
ing
the
law
s
•Anc
hore
d in
the
cons
tituti
on
•Str
engt
hen
the
lega
l and
insti
tutio
nal
fram
ewor
k
•Int
rodu
ce a
nd s
uppo
rt le
gal
refo
rms
that
enh
ance
EAC
C
man
date
•Exp
editi
ous
pros
ecuti
on o
f
case
s
•Inv
olve
them
in o
ur s
take
hold
-
ers’
wor
ksho
ps.
•Pro
pose
rele
vant
/nec
essa
ry
amen
dmen
ts
•Com
plim
enta
ry a
t Mac
ro le
vel
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OUR CORE VALUES: Integrity Professionalism Fidelity to the law Courage Team work Innovation
Stak
ehol
ders
Role
s/
Resp
onsi
biliti
es
Com
para
tive
adv
an-
tage
Targ
etW
hat t
hey
can
do fo
r EA
CC?
Wha
t can
EA
CC d
o fo
r st
akeh
olde
rs?
Priv
ate
Sect
ors
•Par
tner
ship
s an
d sp
ur e
cono
mic
gr
owth
and
sup
port
•Str
eam
line
good
cor
-po
rate
gov
erna
nce
•Pro
vide
fina
ncia
l su
ppor
t and
inno
-va
tive
idea
s as
wel
l as
par
tner
ship
s
•Exp
ertis
e
•Inc
reas
ed c
olla
bo-
ratio
n in
the
fight
ag
ains
t cor
rupti
on
•Pro
vide
fina
ncia
l sup
port
, in
nova
tive
idea
s, a
nd n
urtu
re
part
ners
hips
•Red
uce
prev
alen
ce o
f cor
rup-
tion
in th
e pr
ivat
e se
ctor
•Cap
acity
bui
ldin
g fo
r th
e pr
ivat
e se
ctor
pla
yers
•Par
tner
ship
De
velo
pm
en
t Pa
rtne
rs/
Do-
nors
•Pro
vide
tech
nica
l an
d fin
anci
al a
s-si
stan
ce a
nd c
reat
e an
ti-co
rrup
tion
awar
enes
s an
d m
onito
ring
•Pro
vide
Res
ourc
es
to fi
ght a
gain
st c
or-
rupti
on
•Int
erna
tiona
l rec
og-
nitio
n
•EAC
C st
aff
•Sta
keho
lder
s
•Pro
vide
reso
urce
s to
figh
t ag
ains
t cor
rupti
on•P
artn
ersh
ips
The
Publ
ic
•Hol
d le
ader
s ac
-co
unta
ble
and
have
in
divi
dual
role
in th
e fig
ht a
gain
st c
orru
p-tio
n
•Ass
ist t
he C
omm
is-
sion
in th
e fig
ht
agai
nst c
orru
ption
by
repo
rting
cor
-ru
pt c
ases
, ele
ct
lead
ers
of in
tegr
ity,
and
refu
se b
ribe
ry
amon
g ot
hers
•All
•Ass
ist t
he C
omm
issi
on in
the
fight
aga
inst
cor
rupti
on b
y re
porti
ng c
orru
pt c
ases
, ele
ct
lead
ers
of in
tegr
ity, a
nd re
fuse
br
iber
y am
ong
othe
rs
•Em
pow
er th
em th
roug
h ed
uca-
tion
to b
ecom
e co
mm
unity
ba
sed
anti-
corr
uptio
n m
onito
rs
The
Med
ia
•Edu
cate
the
publ
ic
•Wid
e co
vera
ge a
nti-
corr
uptio
n tr
aini
ng
and
advo
cacy
•All
•Wid
e co
vera
ge a
nti-c
orru
ption
tr
aini
ng a
nd a
dvoc
acy
•Par
tner
ship
s
An
ti-C
orr
up
-tio
n A
ssoc
ia-
tions
•For
ge c
oaliti
ons
re-
gion
ally
and
glo
bally
•Str
ong
linka
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OUR VISION: A Corruption free Kenyan Society that upholds integrity and the rule of law
Stak
ehol
ders
Role
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OUR CORE VALUES: Integrity Professionalism Fidelity to the law Courage Team work Innovation
4.5 Risk Analysis and Mitigation
4.5.1 Scope of risks analysis and Mitigation
The environment in which the Commission has been and continues to operate remains challenging and uneven. The implementation of this plan is prone to various risks among them; organizational; financial; strategic and technological. The Table 10 presents the type of risk, risk anticipated and the mitigation measures.
Table 10: Type of risk, Risk anticipated and the Mitigation measures
Type Of Risk Risk anticipated Mitigation Measures
Strategic risk • Inadequate legal frame-work
• Lack of a national eth-ics and Anti-Corruption Policy
• Lobby to strengthen the anti-cor-ruption policy and legal framework
• Inadequate mechanisms to clear up case back log
• Facilitate staff development and increase the staff numbers
• Politicization of the fight against corruption
• Devolved corruption net-works
• Strengthen partners and coalitions • Sensitize the public on the rule of
law
• Weak Monitoring & eval-uation framework
• Develop and implement an inte-grated Monitoring & Evaluation system
Technological risks • Changing trends and complexities of corrup-tion
• Increasing cyber-crime incidents
• Use of inappropriate technology
• Computerization of gov-ernment systems
• Undertake continuous improve-ment of forensic investigators
• Modernize the commission ICT• Keep abreast with technological
advancements • Continuous need for proactivity in
prevention strategies to deal with rapid technological advancements
Financial risks • Inadequate funds • Poor absorption capacity
• Source for funds from develop-ment partners
• Proper planning and scheduling of activities
• Recruit more staff
Organizational risks • High staff turnover• Low staff morale • Inadequate synergy and
linkages among director-ates and departments
• Resistance to change
• Offer competitive terms of em-ployment
• Establish a succession Programme• Ensure equity and fairness in all
staff matters• Conduct change management
courses• Team building
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OUR VISION: A Corruption free Kenyan Society that upholds integrity and the rule of law
chapter 5
STRATEGIC MODEL
5.1 Background
This section defines EACC’s strategic direction and explains how it intends to accomplish and achieve its mandate. The Commission Mission, Vision statements, Strategic goals, objectives and strategies are also explained.
5.2 Vision and Mission StatementsThe Vision of the Commission is:‘A Corruption free Kenyan Society that upholds integrity and rule of law’.The Mission of the Commission is:‘To promote integrity and combat corruption through law enforcement, prevention and education’.
5.3 Core ValuesThe Commission’s core values are:
Integrity
Professionalism
Fidelity to the law
Courage
Team work
Acting in an honest, fair, accountable and transparent manner
Maintaining high standards of competence, efficiency, skills and ethics
Respecting and applying the law consistently and impartially
Enforcing the anti-corruption laws firmly and without fear or favour
Building corporate ideals to fully tap the rich and multi-skilled human resource base of the Commission to achieve our mandate
InnovationEmbracing change and continuous improvement
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5.4 Strategic GoalsThe Commission will pursue the following strategic goals during the Plan period
i) To foster a culture of integrity and intolerance to corrupt and unethical practices ii) To prevent and combat corruption, economic crime and unethical conduct iii) To trace, recover and restitute corruptly acquired public assets
5.5 Strategic issuesThe strategic issues that were identified during the planning process that affect the Commission in executing its mandate and achieving its goals and objectives are the following:
i) Widespread corruption and unethical conduct;ii) Inadequate partnerships and coalitions against corruption;iii) Inadequate monitoring and evaluation of Commission programmes;iv) Inadequate innovative approaches to address changing trends and
complexity of corruption;v) Lack of a national ethics and anti-corruption policy;vi) Systemic weaknesses and poor governance in public institutions; vii) Inadequate human, physical and financial capacity;viii) Inadequate legal and regulatory framework;ix) Insufficient corruption detection and disruption mechanism; x) Limited public engagement;xi) Limited Commission presence and services countrywide;xii) Inadequate adoption and use of ICTs; xiii) Backlog of cases and low clear-up rate of investigations;xiv) Ineffective communication of functions, programmes and achievements;xv) Absence of a policy on management and preservation of recovered assets;
and,xvi) Lack of a policy on vetting.
5.6 Strategic Themes and Strategic ObjectivesStrategic issues were analyzed and categorized into three strategic thematic areas, namely, Corruption reduction; Institutionalization of ethics and good governance; and Enabling institutional and regulatory framework. The thematic areas are the pillars of the strategic plan on which the strategic objectives, strategies and activities are based. The mapping of the strategic objectives on each of the pillars/themes is as shown in Table 11 and 12.
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Table 11: Strategic themes and Strategic Objectives
Strategic Themes Strategic Objectives
1. Corruption Reduction a) To reduce prevalence of corruption and unethical conduct b)To establish, maintain and strengthen partnerships and networks
against corruption and unethical practices
2. Institutionalization of ethics and good governance
a)Promote Ethics and good governance
3.Enabling institutional and regulatory framework
a)To mobilize resources for effective and efficient service deliveryb)To strengthen the policy and legal framework
Table12: Strategies and Activities
Strategic Objectives Strategies Key Activities
To reduce prevalence of corruption and unethical conduct
1. Support anti-corruption interventions through targeted research on corruption, ethics and governance related issues
1. Conduct corruption, ethics and governance studies
2. Enhance monitoring and evaluation of anti-corruption and ethics interventions
1. Develop and operationalize M & E framework2. Undertake strategic planning for the Commission
(2nd Strategic Plan 2018-2022)
3. Strengthen policies, systems, procedures and practices of work in institutions in order to seal corruption loopholes
1. Provide advisory services 2. Develop and promote standards in ethics and
integrity3. Monitor systems, policies, procedures and practices
of identified sectors and institutions. 4. Build capacity of monitored institutions to
implement recommendations provided5. Mainstream corruption prevention activities in
public and private institutions
4. Intensify education, training and awareness on anti-corruption and ethics
1. Mainstream anti-corruption and ethics content into the curriculum learning and training institutions
2. Develop and disseminate anti-corruption, ethics and integrity Information Education Communication(IEC) materials
3. Establish and operationalize leadership and integrity academy/institute
5. Enhance intelligence gathering mechanism
1. Expand networks for detection and disruption of corruption, economic crimes and unethical conduct
2. Integrate technology in intelligence gathering and investigation
3. Detect and disrupt corruption, economic crimes and unethical conduct
4. Conduct Integrity Tests
6. Intensify investigations of corruption and unethical conduct
1. Receive and analyze complaints/reports2. Enhance corruption Reporting 3. Undertake forensic investigations4. Undertake covert and sting operations5. Reduce backlog of cases6. Carry out comprehensive analysis of evidence and
make recommendations7. Provide legal advice and support in the course of
investigation8. Support the prosecution of cases
7. Enhance tracing and recovery of unexplained and corruptly acquired assets nationally and internationally
1. Trace corruptly acquired assets for recovery2. Preserve and recover unexplained and corruptly
acquired assets
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Strategic Objectives Strategies Key Activities
To establish, maintain and strengthen partnerships and networks against corruption and unethical practices
1. Enhance stakeholder participation in fighting corruption and unethical practices
1. Develop and implement the Kenya Integrity Plan (KIP)
2. Enlist the support of the public in the fight against corruption
2. Strengthen partnerships and coalitions against corruption and unethical practices
1. Create and maintain an effective collaboration with the media
2. Strengthen partnership networks 3. Develop robust resource mobilization strategies
with development partners (Capacity Building)
3. Forge strategic alliances to optimize investigative and preventive outcomes
1. Establish and maintain inter-agency collaborations and information sharing forum2. Create and maintain collaborations with regional and international anti-corruption bodies 3. Implement inter-agency reporting and referral system
Promote ethics and good gover-nance
1. Enhance Institutional Governance and Ethics
1. Develop and implement Regulations under the Leadership and Integrity Act, (LIA) 2012
2. Facilitate the development of code of ethics for state and public officers
3. Oversee the enforcement of codes of ethics for state and public officers
2. To Strengthen mechanisms for verifying the suitability of persons aspiring for state and public offices
1. Develop a mechanism for Clearance (vetting) and verification
2. Support the appointment process to public and state offices through verification
3. To promote ethics and good governance in private sector institutions
1. Support the private sector to conduct (Clearance) vetting during appointments
2. Support private sector to develop and enforce a code of conduct.
To mobilize resources for effective and efficient service delivery
1. Enhance the human resource capacity
1. Expand staff establishment2. Provide relevant staff training and Development 3. Provide competitive terms and conditions of service4. Develop and implement performance Management
and Appraisal System5. Build and sustain a positive organizational culture 6. Re-engineer Internship Programme
2. Enhance the physical infrastructure 1. Acquire office space2. Provide modern office equipment and fleet3. Establish a forensic laboratory
3. Enhance physical and personnel security
1. Install modern security Equipment2. Develop capacity for effective security management
4. Enhance supply chain management 1. Undertake periodic market surveys2. Monitor and evaluate supply chain management3 Coordinate preparation and implementation of an-
nual procurement plans.
5. Enhance financial capacity 1. Undertake planning and budgeting2. Mobilize financial resources3. Execute and monitor budget 4. Undertake financial control 5. Undertake financial reporting
6. Enhance and optimize ICT infrastructure
1. Acquire ICT equipment2. Modernize and expand ICT network3. Integrate ICT in operations4. Strengthen ICT security infrastructure5. Establish a Centralized Data Management Centre
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OUR VISION: A Corruption free Kenyan Society that upholds integrity and the rule of law
Strategic Objectives Strategies Key Activities
7.Improve the corporate image and brand
1. Rebrand and re-position the Commission2. Operationalize the media production Unit
8.Expand national presence and cover-age
1. Establish and operationalize regional offices2. Set up and operationalize mobile offices
9.Enhance institutional governance framework
1. Formulate and implement relevant institutional policies, procedures and guidelines (HR, records, finance and others)
2. Develop and implement a communication frame-work
To strengthen the policy and legal framework
Support the development and main-tenance of policy, legal and regulatory framework
1. Review existing anticorruption policy and legal framework
2. Support the domestication of international and regional anticorruption instruments
3. Formulate regulations against unethical conduct
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OUR CORE VALUES: Integrity Professionalism Fidelity to the law Courage Team work Innovation
chapter 6
INSTITUTIONAL FRAMEWORK FOR STRATEGY IMPLEMENTATION
6.1 Background
This section provides the framework that will enable the Commission execute its mandate along the identified objectives and strategies. The development of the Plan has factored in elements of performance management framework.
6.2 Plan Implementation StructureThe structure takes cognizance of Articles 6(3) and 252 and the provisions of Chapter 6 of the Constitution as well as the functions of the Commission as provided in the Leadership and Integrity Act of August 2012, the Ethics and Anti-Commission Act, No. 22 of 2011 and the Anti-Corruption and Economic Crimes Act, No. 3 of 2003. The structure of the commission is hierarchical in nature. The organizational chart or organogram of the Commission is provided in Appendix 1. It provides the Commission’s operations and management framework, defining reporting channels, authority and accountability levels and ensuring integration of operations and support services for optimal performance and service delivery.
i) Commission: Chairperson, Members and Committees EACC is a constitutional body established under section 3 of EACC Act pursuant to Article 79 of the Constitution. Under section 4 of the Act, the Commission consists of the Chairperson and two other members to serve on full time basis for a single term of six years. The Commission is empowered under section 11(6) to:
(a) assist the Commission in policy formulation and ensure that the Commission and its staff, including the Secretary perform their duties to the highest standards possible in accordance with the Act;
(b) give strategic direction to the Commission in the performance of its functions as stipulated in the Act;
(c) establish and maintain strategic linkages and partnerships with other stakeholders in the rule of law and other governance sectors;
(d) deal with reports, complaints of abuse of power; impropriety and other forms of misconduct on the part of the commission or its staff; and
(e) deal with reports of conduct amounting to maladministration, including but not limited to delay in the conduct of investigations and unreasonable invasion of privacy by the Commission or its staff.
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OUR VISION: A Corruption free Kenyan Society that upholds integrity and the rule of law
The Commission is expected to work through Committees so as to effectively discharge its functions1. In the execution of its duties, the Commission is empowered to co-opt other persons with requisite knowledge and skills necessary for its functions. However, such person(s) have no voting power. The number of committees depends on the functional structure of the Secretariat of the Commission.
ii) Commission Secretary/Chief Executive OfficerSection 16(1) of the EACC Act provides that the Commission shall, through an open, transparent and competitive recruitment process, and with the approval of the National Assembly, appoint a suitably qualified person to be the Secretary to the Commission. Section 16 (7) further provides that the Secretary shall be (a) the chief executive officer of the Commission; (b) the accounting officer of the Commission; and (c) responsible for:-
a) Carrying out the decisions of the Commission; b) Day-to-day administration and management of the affairs of the
Commission; c) Supervision of other employees of the Commission; andd) The performance of such other duties as may be assigned by the
Commission.
iii) Commission Secretariat Section 18(1) and (2) of the EACC Act provides that there shall be a Secretariat of the Commission, which shall comprise of (a) such professional, technical and administrative officers and support staff, as may be appointed by the Commission in the discharge of its functions under this Act. The Secretariat therefore provides professional, technical (operational) and necessary support services for the effective implementation of the Commission decisions and directives in the discharge of its mandate.The Secretariat is headed by a Secretary/Chief Executive Officer and assisted by two deputy secretaries, in charge technical services and corporate services. Currently, the Secretariat comprises eight directorates each headed by a Director as follows:
a) Technical Services:i. Investigations
ii. Legal Services iii. Preventive Services iv. Ethics & Leadership v. Field Services
b) Corporate Services: i. Human Resources and Administration ii. Finance and Planning
1 Section 14.(1:3) of the EACC Act.
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The Research & Transformation Directorate reports to the Secretary/CEO and Commissioners. Under each directorate are departments headed by Deputy Directors, and divisions headed by Assistant Directors. In addition, there are departments created under the Secretary/CEO’s office, namely, ICT, Kenya Leadership Integrity Forum, Supply Chain Management, Internal Audit and Corporate Communications.
The respective Directorates and Departments are expected to complement each other and build synergies towards the achievement of the set strategic objectives, and expected outputs and outcomes. Table 13 illustrates the responsible Departments for the delivery of the identified strategic objectives.
Table 13: Responsibility for Strategic objectives Implementation
To reduce prevalence of
and unethical conduct
-
through targeted research on
and governance related issues
and governance studies Research & Policy
Research & Transf
Enhance monitoring and
-
ethics
& E framework Research & Policy
Research &
Undertake strategic planning for the Commission (2nd EACC Strategic Plan 2018-2022)
Research & Policy
Research &
Strengthen policies, systems, procedures and
order to seal
loopholes
Provide advisory services
Develop and promote -
Monitor systems, policies,
Build capacity of monitored
provided
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Intensify
training and awareness on ethics and integrity
-and ethics content into the curriculum learning and
Training & Public Awareness
Develop and disseminate -
(IEC) materials
Training & Public Awareness
leadership and integrity
Training & Public Awareness
Enhance intelligence gathering mechanism
economic crimes and unethical conduct
Intelligence
Department ( IPD)
Intelligence &
Department
Integrate technology in intelligence gathering and
Intelligence
Department ( IPD)
Intelligence &
Department
economic crimes and unethical conduct
Intelligence
Department ( IPD)
Intelligence &
Department
Conduct Integrity Tests
Intelligence
Department ( IPD)
Intelligence &
Department
Intensify
unethical conduct
Receive and analyze complaints/reports
Report & Data Centre
Report & Data Centre
Report & Data Centre
Report & Data Centre
Undertake forensic
Forensic
Forensic
(
(
(
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Department Intelligence &
Department Reduce backlog of cases
Forensic
Department
Forensic
Intelligence &
Department Carry out comprehensive analysis of evidence and make
Evidence Analysis
Evidence Analysis
Provide legal advice and support in the course of
Evidence Analysis
Evidence Analysis
Asset Tracing Legal Services
cases Forensic
Department Evidence Analysis
Forensic
Intelligence &
Department Evidence Analysis
C
Asset Recovery
& Legal Support Enhance tracing and recovery of unexplained and corruptly acquired
Trace corruptly acquired assets for recovery
Forensic
Asset Recovery
Asset Tracing & preliminary
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OUR VISION: A Corruption free Kenyan Society that upholds integrity and the rule of law
and
Preserve and recover unexplained and corruptly acquired assets
Forensic
Asset Recovery
Asset Tracing & preliminary
To establish, maintain and strengthen partnerships and networks against
and unethical
Enhance stakeholder
unethical
Develop and implement the Kenya Integrity Plan (KIP)
Kenya Integrity Forum
Kenya Leadership & Integrity Forum
Enlist the support of the public
Kenya Integrity Forum
ETraining & Public Awareness Kenya Leadership & Integrity Forum
Strengthen partnerships and
unethical
Create and maintain an
media & protocol
Corporate
Strengthen partnership networks
Kenya Integrity Forum
Asset Recovery & Legal Support Kenya Leadership & Integrity Forum
Training & Public Awareness
Evidence Analysis
Develop robust resource
development partners (Capacity Building)
Budget & Planning
Budget & Planning
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Forge strategic alliances to
outcomes
Establish and maintain inter-
Forensic
Intelligence Pro Department Report & Data centre
Forensic
Intelligence &
Report & Data centre
Create and maintain
-
Public R Kenya Integrity Forum Legal Research &
Asset Recovery & Legal Support Kenya Leadership & Integrity Forum
Implement inter-agency
Report & Data Centre
Report & Data Centre
Promote ethics and good governance
Enhance
Governance and Ethics
Develop and implement
Leadership and Integrity Act, (LIA) 2012
Ethics & Leadership
Facilitate the development of code of ethics for state and public
Ethics & Leadership
Oversee the enforcement of codes of ethics for state and
Ethics, Monitoring & Enforcement
To Strengthen mechanisms for verifying the suitability of persons aspiring for state and
Develop a mechanism for
Report & Data Centre
Ethics, Monitoring & Enforcement
Support the appointment process to public and state
Report & Data Centre Intelligence Pro Department
Ethics, Monitoring & Enforcement
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To promote ethics and good governance in private sector
Support the private sector to conduct during appointments
Report & Data Centre Intelligence ProDepartment
Ethics, Monitoring & Enforcement
Support private sector to develop and enforce a code of conduct.
Report & Data Centre IPD
Ethics, Monitoring & Enforcement
To mobilize resources for
and
service delivery
Enhance the human resource capacity
Human Resources
Human Resources Management (HRM)
and Development
Human Resources
Human Resources Management (HRM)
Human Resources
Human Resources Management (HRM)
Develop and implement Human Resources
Human Resources Management (HRM)
performance Management and Appraisal System
Human Resources
Human Resources Management (HRM)
Human Resources
Human Resources Management (HRM)
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Re-engineer Internship Programme
Human Resources
Human Resources Management (HRM)
Enhance the physical infrastructure
Establish a forensic laboratory Forensic
Forensic
Enhance physical and personnel security
Install modern security Equipment
security management
Enhance supply chain management
Undertake periodic market surveys
Procurement Supply Chain Management
Monitor and evaluate supply chain management
Procurement Supply Chain Management
procurement plans.
Procurement Supply Chain Management
capacity Undertake planning and
Budget & Planning
Budget & Planning
Budget & Planning
Budget & Planning
Execute and monitor budget Budget & Planning
Budget & Planning
Undertake Finance & Accounts
Finance & Accounts
Finance & Accounts
Finance & Accounts
Enhance and Acquire IC
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infrastructure
equipment Technology Technology
Modernize and expand ICT network
Technology Technology
Technology Technology Strengthen ICT security infrastructure
Technology Technology Establish a Centralized Data Management Centre
Technology Technology Improve the corporate image and brand
Rebrand and re-Commission (PR)
Corporate
(PR) Corporate
presence and coverage
(PR)
Corporate
Enhance
governance framework
Formulate and implement
procedures and guidelines (HR,
Commission-Wide
Commission-Wide
Develop and implement a framework
Commission-Wide
Commission-Wide
To strengthen the policy
Support the development and maintenance of
policy and legal framework Legal Research &
Asset Recovery & Legal Support
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and legal framework
policy, legal and regulatory framework instrument
Legal Research &
Asset Recovery & Legal Support
unethical conduct Legal Research &
CiviAsset Recovery & Legal Support
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OUR VISION: A Corruption free Kenyan Society that upholds integrity and the rule of law
6.3 Staff Establishment Levels
The Commission will continue to grow and expand its human resource capacity through recruitment, training and development to meet the needs of operations, support services and service delivery countrywide. It will also put in place modern and sound human resource management frameworks – policies, rules, regulations, systems and practices that attract and retain qualified, competent, talented and well-motivated staff of high integrity.
The Commission Secretariat staff establishment is 384, including the eight (8) positions of Directors at level 3 thus increasing from the current 238 as shown in Table 14. The rest of the staff converted as appropriate based on the Job Evaluation report recommendations.
Table 14: Staff Establishment of the Secretariat
Grade Establishment In-post Variance
1 1 1 0
2 2 1 1
3 8 4 4
4 26 5 21
5 36 17 19
6 30 11 19
7 37 20 17
8 111 80 31
9 35 22 13
10 38 34 4
11 45 30 15
12 15 13 2
TOTOTAL 384 238 146
As proposed in the Job Evaluation Report adopted by the Commission on 3rd September 2013, the establishment will increase progressively from the medium to long term to reach 2633 as detailed below:
i) Headquarters - 742ii) Regional Offices - 348iii) County Offices - 1504
Total - 2633
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6.4 Resource Mobilization
The successful implementation of the Strategic Plan will depend on the resources mobilized and applied in terms of money, human capital, technology and organizational change in order to actualize the identified strategies in chapter 5. Resource mobilization will entail putting in place financing strategies based on the required resource envelop in order to avail requisite resources for Plan implementation.
6.4.1 Projected Financial Resource RequirementsThe projected resource requirement in financial terms is estimated to be Kshs.13.113 Billion for implementation of the Plan. The requirement for each strategic objective over the Plan period is as provided in Table 15.
Table 15: Projected Resource Requirements
S/No. Strategic Objective 2013 – 2018 (Kshs. Millions) Total2013/14 2014/15 2015/16 2016/17 2017/18
1. To reduce prevalence of corruption and unethical conduct
162.23 343.58 439.66 494.05 556.66 1996.18
2. To establish, maintain and strengthen partnerships and networks
54.95 93.95 100.85 107.85 117.45 475.05
3. Promote Ethics and good governance
12.05 19.00 19.7 21.8 22.4 95.4
4. To mobilize resources for effective and efficient service delivery
1366 2530.1 2200.6 2237.4 2207.9 10542
5. To strengthen the policy and legal framework
0.7 1.5 0.8 0.8 1.0 4.8
Total 1596.38 2988.13 2761.61 2861.9 2905.41 13113.43
ETHICS AND ANTI-CORRUPTION COMMISSION STRATEGIC PLAN (2013-2018)
58
OUR VISION: A Corruption free Kenyan Society that upholds integrity and the rule of law
The Implementation matrix in appendix 2 provides detailed breakdown of required funding for each plan activity.
6.4.2 Financing Gap Analysis
Table 16 shows a financing gap of Kshs.3.392 Billion in the implementation of the planned activities over the five year period. The commission will seek to plug the gap using various means such as requests for additional Medium Term Expenditure Framework (MTEF) allocations, donor support and enhanced efficiency and prudence in the use of available budgeted resources.
Table 16: Financial Gap Analysis
Financial Year Strategic Plan Projec-tions (Ksh. Millions )
MTEF Allocation(Ksh. Millions)
Financing Gap(Ksh. Millions)
2013/2014 1596.18 1099.00 497.00
2014/2015 2987.13 2210.00 777.00
2015/2016 2761.61 1967.00 795.00
2016/2017 2861.90 2164.00 698.00
2017/2018 2905.41 2280.00 625.00
Total 13112.23 9720.00 3392.00
6.5 Funding Sources
6.5.1 MTEF Budget allocationsDuring the plan period, it is expected that the Government will continue to support the Commission budget within the MTEF budget framework. The Commission will intensify lobbying the Government and the Legislature for enhanced resource allocation for the anti-corruption and ethics programme under the MTP II given that the Commission will need to expand its service to regions and the counties.
6.5.2 Development Partners SupportTo bridge the financing gap, the Commission will seek financial and technical support from development partners and other stakeholders. These include bilateral and multilateral assistance and donor round table forums for new and ongoing programmes.
ETHICS AND ANTI-CORRUPTION COMMISSION STRATEGIC PLAN (2013-2018)
59
OUR CORE VALUES: Integrity Professionalism Fidelity to the law Courage Team work Innovation
chapter 7
MONITORING AND EVALUATION
7.1 Background
Section 27(1) and (3)(e) of the EACC Act requires the Commission to report on the impact of its initiatives in the fight against corruption and unethical conduct. Therefore, this section explains how the Strategic Plan (2013-2018) will be
monitored and evaluated during and after implementation to gauge the extent of achievement of intended result. The evaluation will be carried out using relevance, efficiency, effectiveness, sustainability and impact measures. A mid-term and end-term review will also be carried out in addition to the regular monitoring and evaluation of programmes.
7.2 Data Collection, Processing and AnalysisData will be collected through secondary sources, field visits, workshops, Rapid Assessments, Surveys, in-depth investigations. Information on output indicators will be collected through quarterly meetings, regular Programme reports, and annual reports. Outcome indicators will be generated through periodic evaluations, mid-term evaluations, end-term evaluation and surveys. All collected data will be processed and analyzed by the relevant Department.
7.3 ReportingProgress reports will be prepared by respective Departments and consolidated into a Commission-wide Report. The various reports to be prepared will include:
i. Monthly reportsii. Quarterly Reports
iii. Annual Review Reportsiv. Mid-term Evaluation Reportsv. End-term Evaluation Report
7.4 Communication and Dissemination of ReportsTo ensure that Reports are widely disseminated to influence effective Programme management and policy making, an effective strategy through such forums as meetings, workshops, retreats, seminars and reviews will be used to share the findings and recommendations of the Reports. Other channels like newsletters, news release, press conferences, public debate and electronic (e-mail, social sites, websites) transmission will be used.
ETHICS AND ANTI-CORRUPTION COMMISSION STRATEGIC PLAN (2013-2018)
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OUR VISION: A Corruption free Kenyan Society that upholds integrity and the rule of law
7.5 Linking M & E to Performance ManagementTo ensure sustainability, a culture of performance management to cover all staff irrespective of levels will be adapted. This will enable all staff to appreciate their linkage and contributions to the implementation of the Strategic Plan and the attainment of the overall objectives of the Commission.
To this end, the Commission will adopt a performance management system that embraces annual performance appraisal, with clear targets and systems for tracking implementation, achievements and providing feedback on a monthly, quarterly and annual basis for learning and improvement. Performance reports will be submitted to the Commission for review and feedback.
In addition to performance targets, the Commission will put in place service delivery charters which will inform clients and customers the services offered by the Commission, the times within which they are offered and the responsibilities of the clients and customers to facilitate efficient and effective service delivery. The service delivery charters will be displayed clearly at the service delivery points.
7.6 Performance Indicators These indicators measure change. They are a measure of the extent to which an institution has achieved its objectives and the longer term goal. Indicators of impact/outcome relate to institutions’ objectives.
The following are the impact/outcome indicators as derived from the Commission’s goal:
i. Level of corruption in the country (corruption prevalence rate, indices)ii. Level of awareness on corruption and ethicsiii. Extent of compliance to the Lawiv. Level of confidence of members of public in the Commission
ETHICS AND ANTI-CORRUPTION COMMISSION STRATEGIC PLAN (2013-2018)
61
OUR CORE VALUES: Integrity Professionalism Fidelity to the law Courage Team work Innovation
Table 17: Activity and Performance Indicators
Activity Key Performance Indicators Sources of data
1. To ensure compliance
with Chapter Six of the
Constitution
•Number of suitability reports issued •EACC Data base
•Survey on vetted
staff
2. Investigation into
corruption offences; and
recommending to DPP for
prosecution;
•%. of completed investigations to
cases reported in a year (clearance rate)
•%. of completed investigations to
total cases reported overtime (Backlog
clearance rate)
•Quarterly reports
•Annual reports
•Assessments
3. Public property tracing,
recovery and/or protection;
•(Asset recovery rate) proportion of
value of recovered asset to total value
of traced assets
•Proportion of value of assets
recovered to total value of assets traced
overtime (Backlog recovery rate)
•Quarterly reports
•Annual reports
•Assessments
4. Monitoring the practices
and procedures of public
bodies to detect corruption
and secure revision of
methods of work.
•Number of institutions examined
•Number of follow ups undertaken
•Quarterly reports
•Annual reports
•Assessments
5. Public Education and
awareness creation on
corruption and ethical
issues;
•Number of institutions sensitized M&E reports
6. Advisory services on ethics
and corruption;
•The proportion of advisories made to
those requested
Advisory
reports
MOUs
7. Partnerships with state and
public officers to promote
ethics and integrity;
•No. of partnerships established •Reports on breach of
code of ethics
8. Developing and overseeing
enforcement of codes of
conduct for state and public
officers;
•% of institutions that have developed
codes of conduct
•Inventory of code of
conduct
9. Investigating and
recommending prosecution
for violation of codes of
conduct.
•%. of completed investigations to
cases reported in a year (clearance rate)
•% of completed investigations to
total cases reported overtime (Backlog
clearance rate)
•Quarterly reports
•Annual reports
ETHICS AND ANTI-CORRUPTION COMMISSION STRATEGIC PLAN (2013-2018)
62
OUR VISION: A Corruption free Kenyan Society that upholds integrity and the rule of law
App
endi
ces
Ape
ndix
1 E
ACC
Org
aniz
ation
al S
truc
ture Co
mm
issi
oner
s
Secr
etar
y/CE
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etar
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l Ser
vice
s
Dep
uty
Secr
etar
y/
Corp
orat
e Se
rvic
es
Serv
ices
Le
gal
Serv
ices
Fi
nanc
e &
Pl
anni
ng
HR
& A
dm
Ethi
cs a
nd
Lead
ersh
ip
I&O
R&
DFI
CC
ICT
IA
CL,A
R&
LS
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ev
B&P
F&A
KLIF
HRM
Adm
A
RO
RM&
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T
SCM
ETPA
EM
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IntC
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Dat
a
Repo
rt
Sec
Pub
AS
SR
For
FL
FI
PI
AT
LS
CL&
AR
Reco
rds
Gen
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AT&
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C&L
D&
A
IC/V
TPM
RWB
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Trm
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R&A
M&
E
ETHICS AND ANTI-CORRUPTION COMMISSION STRATEGIC PLAN (2013-2018)
63
OUR CORE VALUES: Integrity Professionalism Fidelity to the law Courage Team work Innovation
KEY
Acc AccountsAdmin AdministrationAR Asset RecoveryARO All Regional OfficesAS Advisory ServicesAT Asset TracingAT&PI Asset Tracing and Preliminary InvestigationsB&P Budget and PlanningCC Corporate Communication C&L Codes & LeadershipCL&AR Civil Litigation and Asset RecoveryCL, AR&LS Civil Litigation, Asset Recovery & Legal SupportD&A Disclosures & AdvisoriesE&LD Ethics and Leadership DevelopmentEA Evidence AnalysisEEC Ethics, Enforcement & ComplianceEME Ethics Monitoring and EnforcementET&PA Education Training and Public AwarenessF&A Finance and AccountsF&C Forfeiture and CompensationF&P Finance and PlanningFI Forensic InvestigationsFL Forensic LaboratoryFor FormalGen Adm General AdministrationHR&Adm Human Resource and AdministrationHRM Human Resource ManagementI&O Intelligence & OperationsIAs Intelligence AnalysisIA Internal AuditICT Information Communication TechnologyIC/V Integrity Clearance/VettingIntC Intelligence CollectionKLIF Kenya Leadership Integrity ForumLS Legal SupportM&E Monitoring & EvaluationMgt ManagementOp OperationsP&A Policy & AdvocacyPI Preliminary InvestigationPrev PreventionPub PublicR&A Research & AnalysisR&D Report & DataRHRA Resourcing & Human Resource AdministrationRM&E Research, Monitoring & EvaluationR&T Reforms & TransformationRWB Relations, Welfare & BenefitsSCM Supply Chain ManagementSec SectoralSR Systems ReviewS&TS Surveillance & Technical ServicesTPM Training & Performance ManagementTrm Transformation
ETHICS AND ANTI-CORRUPTION COMMISSION STRATEGIC PLAN (2013-2018)
64
OUR VISION: A Corruption free Kenyan Society that upholds integrity and the rule of law A
ppen
dix
2
EACC
Str
ateg
ic P
lan
2013
– 2
018
Impl
emen
tati
on M
atri
x
St
rate
gic
Obj
ecti
ve 1
: To
redu
ce p
reva
lenc
e of
cor
rupti
on a
nd u
neth
ical
con
duct
Stra
tegi
esKe
y A
ctivi
ties
Acti
viti
esO
utpu
t Ta
rget
Resp
onsi
ble
Dep
artm
ent (
s)
Perf
orm
ance
in
dica
tor
Tim
e
fram
e
Expe
cted
bud
get (
Kshs
. Mill
ion)
2013
/14
2014
/15
2015
/16
2016
/17
2017
/18
Stre
ngth
en
polic
ies,
sy
stem
s,
proc
edur
es
and
prac
tices
of
wor
k in
in
stitu
tions
in
orde
r to
sea
l co
rrup
tion
loop
hole
s
Prov
ide
advi
sory
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rvic
es
Prov
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advi
ce o
n sy
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s ar
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on
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vesti
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2018
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epor
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even
tion
No.
of s
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ms
revi
ews
unde
r-ta
ken
2013
-20
181.
63.
65.
16.
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Und
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ke c
ompl
ianc
e as
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men
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Mai
nstr
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cor
rup-
tion
prev
entio
n ac
-tiv
ities
in p
ublic
and
pr
ivat
e in
stitu
tions
Dev
elop
and
impl
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ent a
nti-c
orru
ption
po
licie
s, b
est p
racti
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and
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dard
s in
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As
and
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ties
No.
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lope
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plem
ente
d
2013
-18
0.2
0.5
0.5
0.5
0.5
ETHICS AND ANTI-CORRUPTION COMMISSION STRATEGIC PLAN (2013-2018)
65
OUR CORE VALUES: Integrity Professionalism Fidelity to the law Courage Team work Innovation A
ppen
dix
2
EACC
Str
ateg
ic P
lan
2013
– 2
018
Impl
emen
tati
on M
atri
x
St
rate
gic
Obj
ecti
ve 1
: To
redu
ce p
reva
lenc
e of
cor
rupti
on a
nd u
neth
ical
con
duct
Stra
tegi
esKe
y A
ctivi
ties
Acti
viti
esO
utpu
t Ta
rget
Resp
onsi
ble
Dep
artm
ent (
s)
Perf
orm
ance
in
dica
tor
Tim
e
fram
e
Expe
cted
bud
get (
Kshs
. Mill
ion)
2013
/14
2014
/15
2015
/16
2016
/17
2017
/18
Stre
ngth
en
polic
ies,
sy
stem
s,
proc
edur
es
and
prac
tices
of
wor
k in
in
stitu
tions
in
orde
r to
sea
l co
rrup
tion
loop
hole
s
Prov
ide
advi
sory
se
rvic
es
Prov
ide
advi
ce o
n sy
stem
s ar
isin
g fr
om
inve
stiga
tions
on
targ
eted
ope
ratio
nal
area
(s)
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orie
s an
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lyFo
rens
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vesti
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iefs
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2018
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1
Und
erta
ke a
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smen
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c un
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port
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ally
Prev
entio
n N
o of
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13-
2018
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Dev
elop
and
pro
-m
ote
stan
dard
s in
et
hics
and
inte
grity
Dev
elop
and
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es
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d M
DA
s
Prev
entio
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o. o
f gui
de-
lines
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elop
ed20
13-
2018
0.5
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1.2
Mon
itor
syst
ems,
po
licie
s, p
roce
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es o
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entifi
ed s
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Und
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ke s
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Syst
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epor
tsPr
even
tion
No.
of s
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ms
revi
ews
unde
r-ta
ken
2013
-20
181.
63.
65.
16.
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9
Und
erta
ke c
ompl
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ed in
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rtPr
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Build
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No.
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00.
20.
40.
40.
4
Mai
nstr
eam
cor
rup-
tion
prev
entio
n ac
-tiv
ities
in p
ublic
and
pr
ivat
e in
stitu
tions
Dev
elop
and
impl
e-m
ent a
nti-c
orru
ption
po
licie
s, b
est p
racti
ces
and
stan
dard
s in
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As
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ties
No.
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Prev
entio
nRe
form
s &
Tra
nsfo
r-m
ation
No.
of p
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ies
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lope
d an
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plem
ente
d
No.
of b
est
prac
tices
and
st
anda
rds
deve
lope
d an
d im
plem
ente
d
2013
-18
0.2
0.5
0.5
0.5
0.5
Stra
tegi
esKe
y A
ctivi
ties
Acti
viti
esO
utpu
t Ta
rget
Resp
onsi
ble
Dep
artm
ent (
s)
Perf
orm
ance
in
dica
tor
Tim
e
fram
e
Expe
cted
bud
get (
Kshs
. Mill
ion)
2013
/14
2014
/15
2015
/16
2016
/17
2017
/18
ETHICS AND ANTI-CORRUPTION COMMISSION STRATEGIC PLAN (2013-2018)
66
OUR VISION: A Corruption free Kenyan Society that upholds integrity and the rule of law
Stra
tegi
esKe
y A
ctivi
ties
Acti
viti
esO
utpu
t Ta
rget
Resp
onsi
ble
Dep
artm
ent (
s)
Perf
orm
ance
in
dica
tor
Tim
e
fram
e
Expe
cted
bud
get (
Kshs
. Mill
ion)
2013
/14
2014
/15
2015
/16
2016
/17
2017
/18
Inte
nsify
ed
ucati
on,
trai
ning
and
aw
aren
ess
on a
nti-
corr
uptio
n an
d et
hics
Mai
nstr
eam
anti
-co
rrup
tion
and
ethi
cs
cont
ent i
nto
lear
ning
an
d tr
aini
ng in
stitu
-tio
ns
Und
erta
ke s
choo
l ba
sed
prog
ram
mes
N
o. o
f in
stitu
tions
of
lear
ning
Educ
ation
, Tra
inin
g &
Pub
lic A
war
enes
sN
o. o
f int
egri
ty
club
pat
rons
tr
aine
dN
o. o
f sch
ool
man
ager
s tr
aine
dN
o. o
f cur
-ri
culu
m s
uppo
rt
mat
eria
l dis
-se
min
ated
2013
-18
2022
2528
Trai
n co
unty
edu
catio
n m
anag
ers
No.
of c
ounti
es
Educ
ation
, Tra
inin
g &
Pub
lic A
war
enes
sN
o. o
f cou
nty
dire
ctor
s se
n-si
tized
2013
-20
181.
72.
02.
22.
52.
7
Spon
sors
hip
of a
ntico
r-ru
ption
cat
egor
y in
na
tiona
l mus
ic a
nd
dram
a fe
stiva
ls
No.
of I
nstit
u-tio
ns p
artic
ipat
-in
g
Educ
ation
, Tra
inin
g &
Pub
lic A
war
enes
sN
o. o
f par
tici-
pant
s se
nsiti
zed
duri
ng m
usic
an
d dr
ama
festi
vals
2013
-20
181.
01.
21.
31.
51.
8
Trai
ning
of u
nive
rsity
st
uden
t lea
ders
and
in
tegr
ity c
lub
mov
e-m
ent l
eade
rs
No
of u
nive
rsi-
ties
Educ
ation
, Tra
inin
g &
Pub
lic A
war
enes
sN
o. o
f stu
dent
s tr
aine
d20
13-
2018
1.7
2.0
2.2
2.5
2.7
Dev
elop
and
di
ssem
inat
e an
ti-co
rrup
tion,
eth
ics
and
inte
grity
Info
r-m
ation
Edu
catio
n Co
mm
unic
ation
(IEC)
m
ater
ials
Dev
elop
IEC
mat
eria
ls30
type
s of
IEC
mat
eria
ls d
evel
-op
ed a
nnua
lly
Educ
ation
, Tra
inin
g &
Pub
lic A
war
enes
sPu
blic
Rel
ation
No.
and
type
s of
IEC
mat
eria
ls
publ
ishe
d an
d di
ssem
inat
ed
2013
-20
180
100
150
170
200
Esta
blis
h an
d op
era-
tiona
lize
lead
ersh
ip
and
inte
grity
aca
d-em
y/in
stitu
te
Trai
n pu
blic
and
sta
te
office
rs
25 w
orks
hops
Educ
ation
, Tra
inin
g &
Pub
lic A
war
enes
sN
o. o
f pub
lic
and
stat
e of
-fic
ers
trai
ned
2013
-20
180
1010
1010
Sens
itiza
tion
on E
thic
s an
d le
ader
ship
N
o. o
f Ins
titu-
tions
Ed
ucati
on, T
rain
ing
& P
ublic
Aw
aren
ess
No
of o
ffice
rs
trai
ned
2013
-20
180.
41.
53
33.
5
App
renti
cesh
ip a
nd
Trai
ning
for
EACC
sta
ff
Ann
ual S
taff
tr
aine
e pl
ans
All
new
sta
ff
Anti
- Cor
rup-
tion
& E
thic
s cu
rric
ulum
HR
All
App
rove
d an
nual
sta
ff
trai
nee
plan
sA
ll ne
w o
ffice
rs
Trai
ned
as
Anti
- cor
rupti
on
agen
tsN
o. o
f pr
ogra
mm
es
offer
ed
Curr
icul
um
deve
lope
dN
o. o
f Sta
ff
on re
fres
her
Prog
ram
me
2013
-20
180.
510
1515
10
Dev
elop
men
t of l
ead-
ersh
ip a
nd in
tegr
ity
trai
ning
man
ual
Fina
lize
the
lead
ersh
ip &
in
tegr
ity c
ur-
ricu
lum
Educ
ation
, Tra
inin
g &
Pub
lic A
war
e-ne
ssEt
hics
and
Le
ader
ship
Curr
icul
um
adop
ted
2013
-20
180.
51.
54.
55
5
Cond
uct w
orks
hops
an
d tr
aini
ngs
for
vari
ous
prof
essi
onal
so
cieti
es s
uch
as L
SK
Hol
d te
n w
ork-
shop
s Le
gal
Num
ber
of
wor
ksho
ps h
eld
2013
-20
182
2.2
2.2
2.4
2.6
ETHICS AND ANTI-CORRUPTION COMMISSION STRATEGIC PLAN (2013-2018)
67
OUR CORE VALUES: Integrity Professionalism Fidelity to the law Courage Team work Innovation
Stra
tegi
esKe
y A
ctivi
ties
Acti
viti
esO
utpu
t Ta
rget
Resp
onsi
ble
Dep
artm
ent (
s)
Perf
orm
ance
in
dica
tor
Tim
e
fram
e
Expe
cted
bud
get (
Kshs
. Mill
ion)
2013
/14
2014
/15
2015
/16
2016
/17
2017
/18
Inte
nsify
ed
ucati
on,
trai
ning
and
aw
aren
ess
on a
nti-
corr
uptio
n an
d et
hics
Mai
nstr
eam
anti
-co
rrup
tion
and
ethi
cs
cont
ent i
nto
lear
ning
an
d tr
aini
ng in
stitu
-tio
ns
Und
erta
ke s
choo
l ba
sed
prog
ram
mes
N
o. o
f in
stitu
tions
of
lear
ning
Educ
ation
, Tra
inin
g &
Pub
lic A
war
enes
sN
o. o
f int
egri
ty
club
pat
rons
tr
aine
dN
o. o
f sch
ool
man
ager
s tr
aine
dN
o. o
f cur
-ri
culu
m s
uppo
rt
mat
eria
l dis
-se
min
ated
2013
-18
2022
2528
Trai
n co
unty
edu
catio
n m
anag
ers
No.
of c
ounti
es
Educ
ation
, Tra
inin
g &
Pub
lic A
war
enes
sN
o. o
f cou
nty
dire
ctor
s se
n-si
tized
2013
-20
181.
72.
02.
22.
52.
7
Spon
sors
hip
of a
ntico
r-ru
ption
cat
egor
y in
na
tiona
l mus
ic a
nd
dram
a fe
stiva
ls
No.
of I
nstit
u-tio
ns p
artic
ipat
-in
g
Educ
ation
, Tra
inin
g &
Pub
lic A
war
enes
sN
o. o
f par
tici-
pant
s se
nsiti
zed
duri
ng m
usic
an
d dr
ama
festi
vals
2013
-20
181.
01.
21.
31.
51.
8
Trai
ning
of u
nive
rsity
st
uden
t lea
ders
and
in
tegr
ity c
lub
mov
e-m
ent l
eade
rs
No
of u
nive
rsi-
ties
Educ
ation
, Tra
inin
g &
Pub
lic A
war
enes
sN
o. o
f stu
dent
s tr
aine
d20
13-
2018
1.7
2.0
2.2
2.5
2.7
Dev
elop
and
di
ssem
inat
e an
ti-co
rrup
tion,
eth
ics
and
inte
grity
Info
r-m
ation
Edu
catio
n Co
mm
unic
ation
(IEC)
m
ater
ials
Dev
elop
IEC
mat
eria
ls30
type
s of
IEC
mat
eria
ls d
evel
-op
ed a
nnua
lly
Educ
ation
, Tra
inin
g &
Pub
lic A
war
enes
sPu
blic
Rel
ation
No.
and
type
s of
IEC
mat
eria
ls
publ
ishe
d an
d di
ssem
inat
ed
2013
-20
180
100
150
170
200
Esta
blis
h an
d op
era-
tiona
lize
lead
ersh
ip
and
inte
grity
aca
d-em
y/in
stitu
te
Trai
n pu
blic
and
sta
te
office
rs
25 w
orks
hops
Educ
ation
, Tra
inin
g &
Pub
lic A
war
enes
sN
o. o
f pub
lic
and
stat
e of
-fic
ers
trai
ned
2013
-20
180
1010
1010
Sens
itiza
tion
on E
thic
s an
d le
ader
ship
N
o. o
f Ins
titu-
tions
Ed
ucati
on, T
rain
ing
& P
ublic
Aw
aren
ess
No
of o
ffice
rs
trai
ned
2013
-20
180.
41.
53
33.
5
App
renti
cesh
ip a
nd
Trai
ning
for
EACC
sta
ff
Ann
ual S
taff
tr
aine
e pl
ans
All
new
sta
ff
Anti
- Cor
rup-
tion
& E
thic
s cu
rric
ulum
HR
All
App
rove
d an
nual
sta
ff
trai
nee
plan
sA
ll ne
w o
ffice
rs
Trai
ned
as
Anti
- cor
rupti
on
agen
tsN
o. o
f pr
ogra
mm
es
offer
ed
Curr
icul
um
deve
lope
dN
o. o
f Sta
ff
on re
fres
her
Prog
ram
me
2013
-20
180.
510
1515
10
Dev
elop
men
t of l
ead-
ersh
ip a
nd in
tegr
ity
trai
ning
man
ual
Fina
lize
the
lead
ersh
ip &
in
tegr
ity c
ur-
ricu
lum
Educ
ation
, Tra
inin
g &
Pub
lic A
war
e-ne
ssEt
hics
and
Le
ader
ship
Curr
icul
um
adop
ted
2013
-20
180.
51.
54.
55
5
Cond
uct w
orks
hops
an
d tr
aini
ngs
for
vari
ous
prof
essi
onal
so
cieti
es s
uch
as L
SK
Hol
d te
n w
ork-
shop
s Le
gal
Num
ber
of
wor
ksho
ps h
eld
2013
-20
182
2.2
2.2
2.4
2.6
Stra
tegi
esKe
y A
ctivi
ties
Acti
viti
esO
utpu
t Ta
rget
Resp
onsi
ble
Dep
artm
ent (
s)
Perf
orm
ance
in
dica
tor
Tim
e
fram
e
Expe
cted
bud
get (
Kshs
. Mill
ion)
2013
/14
2014
/15
2015
/16
2016
/17
2017
/18
ETHICS AND ANTI-CORRUPTION COMMISSION STRATEGIC PLAN (2013-2018)
68
OUR VISION: A Corruption free Kenyan Society that upholds integrity and the rule of law
Stra
tegi
esKe
y A
ctivi
ties
Acti
viti
esO
utpu
t Ta
rget
Resp
onsi
ble
Dep
artm
ent (
s)
Perf
orm
ance
in
dica
tor
Tim
e
fram
e
Expe
cted
bud
get (
Kshs
. Mill
ion)
2013
/14
2014
/15
2015
/16
2016
/17
2017
/18
Enha
nce
inte
llige
nce
gath
erin
g m
echa
nism
Expa
nd n
etw
orks
for
dete
ction
and
dis
rup-
tion
of c
orru
ption
, ec
onom
ic c
rim
es a
nd
unet
hica
l con
duct
Enga
ge s
take
hold
ers
to d
etec
t and
dis
rupt
co
rrup
tion,
eco
nom
ic
crim
es a
nd u
neth
ical
co
nduc
t.
Net
wor
ks
expa
nded
by
20%
Inte
llige
nces
&
oper
ation
sA
ctive
net
wor
ks
2013
-20
180
00
00
Inte
grat
e te
chno
logy
in
inte
llige
nce
gath
er-
ing
and
inve
stiga
tion
(sec
urity
equ
ipm
ent)
Acq
uire
app
ropr
iate
te
chno
logy
Equi
pmen
t ac
quire
d In
telli
genc
e &
op
erati
ons
Equi
pmen
t uti
lized
20
13-
2018
1517
1921
23
Enha
nce
inte
grati
on o
f te
chno
logy
in in
vesti
-ga
tions
and
ope
ratio
ns
Tech
nolo
gy
utiliz
ed
Inte
llige
nce
&
oper
ation
sN
o. o
f cov
ert
actio
ns s
up-
port
ed
2013
-20
180
00
00
Prov
ide
tech
nica
l ser
-vi
ces
to in
vesti
gato
rsN
o. o
f op-
erati
ons
and
Cove
rt a
ction
s
supp
orte
d an
-nu
ally
Inte
llige
nce
&
oper
ation
sTe
chni
cal s
er-
vice
s pr
ovid
ed20
13-
2018
57.
510
12.5
15
Det
ect a
nd d
isru
pt
corr
uptio
n, e
cono
mic
cr
imes
and
une
thic
al
cond
uct
Ope
ratio
naliz
e a
dete
c-tio
n an
d di
srup
tion
syst
em
12 P
roac
tive
inve
stiga
tions
24 in
telli
genc
e pr
obes
on
non
– pu
rsua
ble
com
plai
nts
an-
nual
ly
Inte
llige
nce
&
oper
ation
sVa
lue
of p
ublic
fu
nds
save
d th
roug
h pr
oac-
tive
mea
sure
s.
Inte
llige
nce
prob
es
cond
ucte
d on
no
n –
purs
uabl
e co
mpl
aint
s
2013
-20
1835
5060
7080
Cond
uct I
nteg
rity
Te
sts
Enha
nce
Inte
grity
Te
sting
120
Test
s an
-nu
ally
Inte
llige
nce
&
oper
ation
sN
umbe
r of t
ests
co
nduc
ted
2013
-20
180.
81.
01.
21.
52.
0
ETHICS AND ANTI-CORRUPTION COMMISSION STRATEGIC PLAN (2013-2018)
69
OUR CORE VALUES: Integrity Professionalism Fidelity to the law Courage Team work Innovation
Stra
tegi
esKe
y A
ctivi
ties
Acti
viti
esO
utpu
t Ta
rget
Resp
onsi
ble
Dep
artm
ent (
s)
Perf
orm
ance
in
dica
tor
Tim
e
fram
e
Expe
cted
bud
get (
Kshs
. Mill
ion)
2013
/14
2014
/15
2015
/16
2016
/17
2017
/18
Inte
nsify
in
vesti
gatio
ns
on c
orru
ption
an
d un
ethi
cal
cond
uct
Rece
ive
and
anal
yze
com
plai
nts/
repo
rts
Proc
ess
repo
rts
and
Com
plai
nts
No.
of r
epor
ts
and
com
plai
nts
proc
esse
d
Repo
rts
and
Dat
a Ce
ntre
Re
port
s su
bmit-
ted
to re
leva
nt
Dep
artm
ents
an
d ag
enci
es
for
furt
her
actio
n
2013
-20
182
88
88
Enha
nce
corr
uptio
n re
porti
ngD
evel
op a
cen
tral
in
tegr
ated
sys
tem
for
repo
rting
Cent
ral i
nte-
grat
ed s
yste
m
esta
blis
hed
Repo
rt C
entr
eCe
ntra
lized
sys
-te
m d
evel
oped
2013
-20
181
1.2
1.3
1.5
1.7
Und
erta
ke p
relim
i-na
ry in
vesti
gatio
nsCa
rry
out p
relim
inar
y in
vesti
gatio
ns24
pre
limin
ary
inve
stiga
tions
Ass
et T
raci
ng &
Pr
elim
inar
y In
vesti
-ga
tions
No.
of p
relim
i-na
ry in
vesti
ga-
tions
2013
-20
1820
3040
5060
Und
erta
ke fo
rens
ic
inve
stiga
tions
Carr
y ou
t inv
estig
a-tio
ns
72 fi
les
annu
ally
Fore
nsic
72 fi
les
co
mpl
eted
an
d Pr
esen
ted
to e
vide
nce
anal
ysis
2013
-20
18
Supp
ort t
he p
rose
cu-
tion
of c
ases
Com
plet
ed in
-ve
stiga
tion
files
au
dite
d an
d se
nt to
DPP
Fore
nsic
sN
umbe
r of
file
s au
dite
d an
d su
bmitt
ed to
D
PP
2013
-20
183.
54.
04.
55.
05.
5
Supp
ort p
rose
cutio
n of
cr
imin
al &
civ
il ca
ses
100%
resp
onse
s on
cri
min
al a
nd
civi
l cas
es
Ass
et T
raci
ng &
Pr
elim
inar
y In
vesti
-ga
tions
No.
of c
rim
inal
an
d ci
vil c
ases
su
ppor
ted
2013
-20
18
Carr
y ou
t cov
ert a
nd
sting
ope
ratio
nsEn
hanc
e co
vert
and
sti
ng o
pera
tions
100
sting
s an
-nu
ally
Ope
ratio
nsN
umbe
r of
tr
aps/
sting
s co
nduc
ted
2013
-20
180.
81.
62.
02.
42.
8
Redu
ce b
ackl
og o
f ca
ses
Enha
nce
mec
hani
sms
for
clea
ring
bac
klog
of
case
s.
Num
ber
of c
ase
back
log
clea
red
Fore
nsic
20%
cle
ar u
p ra
te a
nnua
lly
2013
-20
184
56
78
Clea
r 20
bac
k-lo
g as
set t
raci
ng
case
s an
nual
ly
Ass
et T
raci
ng &
Pr
elim
inar
y In
vesti
-ga
tions
No.
of b
ackl
og
asse
t tra
cing
ca
ses
clea
red
2013
-20
18
Enha
nce
mec
hani
sms
for
clea
ring
bac
klog
of
cas
es d
isch
arge
d un
der
secti
on 8
7(a)
of
the
CPC
30%
of b
ackl
og
clea
red
Ope
ratio
ns
Mec
hani
sms
for
clea
ring
bac
klog
en
hanc
ed
2013
-20
181.
84.
53.
02.
01.
5
Insti
tute
civ
il pr
ocee
d-in
gs fo
r re
cove
ry o
f co
mpl
eted
ass
et tr
ac-
ing
files
Insti
tute
reco
v-er
y pr
ocee
ding
s in
75%
of P
end-
ing
conc
lude
d as
set t
raci
ng
files
Civi
l Liti
gatio
nsN
o. o
f rec
over
y su
its o
f pen
ding
as
set r
ecov
ery
files
insti
tute
d
2013
-20
182
2.2
2.4
2.6
2.8
ETHICS AND ANTI-CORRUPTION COMMISSION STRATEGIC PLAN (2013-2018)
70
OUR VISION: A Corruption free Kenyan Society that upholds integrity and the rule of law
Stra
tegi
esKe
y A
ctivi
ties
Acti
viti
esO
utpu
t Ta
rget
Resp
onsi
ble
Dep
artm
ent (
s)
Perf
orm
ance
in
dica
tor
Tim
e
fram
e
Expe
cted
bud
get (
Kshs
. Mill
ion)
2013
/14
2014
/15
2015
/16
2016
/17
2017
/18
Cond
uct n
egoti
ation
s,
med
iatio
ns a
nd c
onci
li-ati
ons
Cond
uct
nego
tiatio
ns,
med
iatio
ns a
nd
conc
iliati
ons
in
10%
of p
endi
ng
asse
t tra
cing
ca
ses
Civi
l liti
gatio
nEv
iden
ce A
naly
sis
No.
of
ne-
gotia
tions
, m
edia
tions
and
co
ncili
ation
s
cond
ucte
d
2013
-20
180.
30.
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50.
60.
7
Carr
y ou
t com
pre-
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ysis
of
evid
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and
mak
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men
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lyze
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denc
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d m
ake
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opri
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d co
nclu
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inve
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files
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lyze
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Evid
ence
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lysi
sN
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f file
s in
con
clud
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inve
stiga
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an
alyz
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2013
-20
180.
60.
620.
70.
80.
9
Prov
ide
lega
l adv
ice
and
supp
ort i
n th
e co
urse
of
inve
stiga
-tio
n
Prov
ide
Lega
l opi
nion
s10
0% o
f leg
al
opin
ions
re-
ques
ts s
ough
t
Civi
l Liti
gatio
n,
Ass
et R
ecov
ery
and
Lega
l Sup
port
Evid
ence
Ana
lysi
s
No.
of l
egal
op
inio
ns p
ro-
vide
d
2013
-20
180.
20.
20.
20.
20.
2
Prep
are
appl
icati
ons
for
inve
stiga
tive
war
-ra
nts
100%
pre
para
-tio
n of
inve
sti-
gativ
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arra
nts
requ
este
d
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l Liti
gatio
n,
Ass
et R
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ery
and
Lega
l Sup
port
Evid
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Ana
lysi
s
No.
of a
pplic
a-tio
ns fo
r in
vesti
-ga
tive
war
rant
s ob
tain
ed
2013
-20
180.
40.
40.
40.
40.
4
Obt
ain
pres
erva
tory
or
ders
100%
of
requ
ests
for
pres
erva
tory
or
ders
mad
e
Civi
l Liti
gatio
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Ass
et R
ecov
ery
and
Lega
l Sup
port
No.
of a
p-pl
icati
ons
for
pres
erva
tory
or
ders
2013
-20
180.
50.
50.
70.
70.
7
Def
end
cour
t acti
ons
aim
ed a
t fru
stra
ting
inve
stiga
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or-
rupt
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duct
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lude
at
leas
t 75%
of
case
s fil
ed
Civi
l Liti
gatio
n,
Ass
et R
ecov
ery
and
Lega
l Sup
port
No.
of c
ases
de
fend
ed
2013
-20
180.
50.
60.
70.
80.
9
Supp
ort t
he p
rose
cu-
tion
of c
ases
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nce
audi
t and
su
bmis
sion
of i
nves
ti-ga
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PP
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plet
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inve
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ited
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ratio
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bmitt
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PP
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5
Hol
d pr
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ial c
onfe
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ces
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d pr
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conf
eren
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in
iden
tified
cor
-ru
ption
cas
es
Evid
ence
Ana
lysi
sN
o of
pre
tria
l co
nfer
ence
at-
tend
ed a
nd
conc
lude
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20.1
3-20
180.
50.
50.
60.
70.
7
Wat
ch b
rief
in c
ases
in
the
Anti
- Cor
rupti
on
Cour
ts
Wat
ch b
rief
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tified
cor
-ru
ption
cas
es
Evid
ence
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lysi
sN
o of
wat
chin
g br
ief c
ase
atten
-da
nt
2013
-20
180.
20.
20.
20.
30.
4
ETHICS AND ANTI-CORRUPTION COMMISSION STRATEGIC PLAN (2013-2018)
71
OUR CORE VALUES: Integrity Professionalism Fidelity to the law Courage Team work Innovation
Stra
tegi
esKe
y A
ctivi
ties
Acti
viti
esO
utpu
t Ta
rget
Resp
onsi
ble
Dep
artm
ent (
s)
Perf
orm
ance
in
dica
tor
Tim
e
fram
e
Expe
cted
bud
get (
Kshs
. Mill
ion)
2013
/14
2014
/15
2015
/16
2016
/17
2017
/18
Cond
uct n
egoti
ation
s,
med
iatio
ns a
nd c
onci
li-ati
ons
Cond
uct
nego
tiatio
ns,
med
iatio
ns a
nd
conc
iliati
ons
in
10%
of p
endi
ng
asse
t tra
cing
ca
ses
Civi
l liti
gatio
nEv
iden
ce A
naly
sis
No.
of
ne-
gotia
tions
, m
edia
tions
and
co
ncili
ation
s
cond
ucte
d
2013
-20
180.
30.
40.
50.
60.
7
Carr
y ou
t com
pre-
hens
ive
anal
ysis
of
evid
ence
and
mak
e re
com
men
datio
ns
Ana
lyze
evi
denc
e an
d m
ake
appr
opri
ate
reco
mm
enda
tions
in
conc
lude
d in
vesti
ga-
tions
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pen
ding
an
d co
nclu
ded
inve
stiga
tion
files
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lyze
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Evid
ence
Ana
lysi
sN
o. o
f file
s in
con
clud
ed
inve
stiga
tions
an
alyz
ed
2013
-20
180.
60.
620.
70.
80.
9
Prov
ide
lega
l adv
ice
and
supp
ort i
n th
e co
urse
of
inve
stiga
-tio
n
Prov
ide
Lega
l opi
nion
s10
0% o
f leg
al
opin
ions
re-
ques
ts s
ough
t
Civi
l Liti
gatio
n,
Ass
et R
ecov
ery
and
Lega
l Sup
port
Evid
ence
Ana
lysi
s
No.
of l
egal
op
inio
ns p
ro-
vide
d
2013
-20
180.
20.
20.
20.
20.
2
Prep
are
appl
icati
ons
for
inve
stiga
tive
war
-ra
nts
100%
pre
para
-tio
n of
inve
sti-
gativ
e w
arra
nts
requ
este
d
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l Liti
gatio
n,
Ass
et R
ecov
ery
and
Lega
l Sup
port
Evid
ence
Ana
lysi
s
No.
of a
pplic
a-tio
ns fo
r in
vesti
-ga
tive
war
rant
s ob
tain
ed
2013
-20
180.
40.
40.
40.
40.
4
Obt
ain
pres
erva
tory
or
ders
100%
of
requ
ests
for
pres
erva
tory
or
ders
mad
e
Civi
l Liti
gatio
n,
Ass
et R
ecov
ery
and
Lega
l Sup
port
No.
of a
p-pl
icati
ons
for
pres
erva
tory
or
ders
2013
-20
180.
50.
50.
70.
70.
7
Def
end
cour
t acti
ons
aim
ed a
t fru
stra
ting
inve
stiga
tion
of c
or-
rupt
con
duct
Conc
lude
at
leas
t 75%
of
case
s fil
ed
Civi
l Liti
gatio
n,
Ass
et R
ecov
ery
and
Lega
l Sup
port
No.
of c
ases
de
fend
ed
2013
-20
180.
50.
60.
70.
80.
9
Supp
ort t
he p
rose
cu-
tion
of c
ases
Enha
nce
audi
t and
su
bmis
sion
of i
nves
ti-ga
tion
files
to D
PP
100%
Com
plet
-ed
inve
stiga
tion
files
aud
ited
and
sent
to D
PP
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ratio
nsN
o. o
f file
s au
dite
d an
d su
bmitt
ed to
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PP
20.1
3-20
183.
54.
04.
55.
05.
5
Hol
d pr
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ial c
onfe
r-en
ces
Atten
d pr
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al
conf
eren
ces
in
iden
tified
cor
-ru
ption
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es
Evid
ence
Ana
lysi
sN
o of
pre
tria
l co
nfer
ence
at-
tend
ed a
nd
conc
lude
d
20.1
3-20
180.
50.
50.
60.
70.
7
Wat
ch b
rief
in c
ases
in
the
Anti
- Cor
rupti
on
Cour
ts
Wat
ch b
rief
in
iden
tified
cor
-ru
ption
cas
es
Evid
ence
Ana
lysi
sN
o of
wat
chin
g br
ief c
ase
atten
-da
nt
2013
-20
180.
20.
20.
20.
30.
4
Stra
tegi
esKe
y A
ctivi
ties
Acti
viti
esO
utpu
t Ta
rget
Resp
onsi
ble
Dep
artm
ent (
s)
Perf
or-
man
ce
indi
cato
r
Tim
e
fram
e
Expe
cted
bud
get (
Kshs
. Mill
ion)
2013
/14
2014
/15
2015
/16
2016
/17
2017
/18
ETHICS AND ANTI-CORRUPTION COMMISSION STRATEGIC PLAN (2013-2018)
72
OUR VISION: A Corruption free Kenyan Society that upholds integrity and the rule of law
Stra
tegi
esKe
y A
ctivi
ties
Acti
viti
esO
utpu
t Tar
get
Resp
onsi
ble
Dep
artm
ent (
s)
Perf
or-
man
ce
indi
cato
r
Tim
e
fram
e
Expe
cted
bud
get (
Kshs
. Mill
ion)
2013
/14
2014
/15
2015
/16
2016
/17
2017
/18
Supp
ort
anti-
corr
uptio
n in
terv
entio
ns
thro
ugh
tar-
gete
d re
sear
ch
on c
orru
ption
, et
hics
and
gov
-er
nanc
e re
late
d is
sues
Cond
uct c
orru
ption
, et
hics
and
gov
er-
nanc
e st
udie
s
Cond
uct N
ation
al
Surv
ey o
n Co
rrup
-tio
n an
d Et
hics
1 N
ation
al S
urve
y on
Cor
rupti
on a
nd
ethi
cs
Rese
arch
, Mon
itor-
ing
& E
valu
ation
A B
asel
ine
Su
rvey
2013
-20
1410
--
-12
Und
erta
ke N
ation
al
Serv
ice
deliv
ery
Surv
eys
1 N
ation
al S
ervi
ce
Del
iver
y Su
rvey
an
nual
ly
Rese
arch
, Mon
itor-
ing
& E
valu
ation
No.
of N
ation
al
Serv
ice
Del
iver
y Su
rvey
s
2014
-20
18-
88.
59.
010
.0
Und
erta
ke th
emat
-ic
/sec
tora
l stu
dies
on
cor
rupti
on a
nd
ethi
cs
1 Th
emati
c st
udy
annu
ally
Re
sear
ch, M
onito
r-in
g &
Eva
luati
onN
o. o
f the
-m
atic
stud
ies
2013
-20
183
3.2
3.5
3.7
4.0
Enha
nce
mon
itori
ng a
nd
eval
uatio
n of
an
ti-co
rrup
tion
and
ethi
cs
inte
rven
tions
Dev
elop
and
op
erati
onal
ize
M&
E fr
amew
ork
Und
erta
ke ta
rget
ed
prog
ram
eva
luati
on
2Pro
gram
eva
lu-
ation
s/ A
sses
s-m
ents
ann
ually
Rese
arch
, Mon
itor-
ing
& E
valu
ation
Num
ber
of
eval
uatio
n re
port
s
2014
-20
180
33
34
Und
erta
ke Q
uar-
terl
y m
onito
ring
of
the
Stra
tegi
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an
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rter
ly m
oni-
tori
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port
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sear
ch, M
onito
r-in
g &
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luati
onN
umbe
r of
qu
arte
rly
mon
i-to
ring
repo
rts
2013
-20
180.
10.
20.
20.
30
Cond
uct M
id-t
erm
an
d en
d te
rm
revi
ews
of th
e st
rate
gic
plan
Mid
-ter
m R
evie
w
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rtRe
sear
ch, M
onito
r-in
g &
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luati
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id-t
erm
Re-
view
Rep
ort
2015
-20
160
05.
00
7.0
End-
term
revi
ew
Repo
rt
Rese
arch
, Mon
itor-
ing
& E
valu
ation
End-
Ter
m R
e-vi
ew R
epor
t 20
17-
2018
00
00
1.5
Und
erta
ke s
trat
egic
pl
anni
ng fo
r th
e Co
mm
issi
on (2
nd
Stra
tegi
c Pl
an
(201
8-20
22)
Dev
elop
a n
ew
stra
tegi
c pl
an (2
nd)
Stra
tegi
c Pl
an
(201
8-20
22)
Stra
tegi
c pl
an
2018
-202
2Re
sear
ch, M
onito
r-in
g &
Eva
luati
onSt
rate
gic
plan
2017
-20
180
00
010
ETHICS AND ANTI-CORRUPTION COMMISSION STRATEGIC PLAN (2013-2018)
73
OUR CORE VALUES: Integrity Professionalism Fidelity to the law Courage Team work Innovation
Stra
tegi
esKe
y A
ctivi
ties
Acti
viti
esO
utpu
t Tar
get
Resp
onsi
ble
Dep
artm
ent (
s)
Perf
or-
man
ce
indi
cato
r
Tim
e
fram
e
Expe
cted
bud
get (
Kshs
. Mill
ion)
2013
/14
2014
/15
2015
/16
2016
/17
2017
/18
Enha
nce
trac
ing
and
reco
very
of
unex
plai
ned
and
corr
uptly
ac
quire
d as
sets
na
tiona
lly a
nd
inte
rnati
onal
ly
Trac
e co
rrup
tly
acqu
ired
asse
ts fo
r re
cove
ry
Prep
are
Mut
ual
lega
l Ass
ista
nce
Re-
ques
ts
100%
of r
eque
sts
for
MLA
s pr
e-pa
red
Civi
l Liti
gatio
n,
Ass
et R
ecov
ery
&
Lega
l Sup
port
No.
of M
LAs
prep
ared
22.
53
3.5
4
Inve
stiga
tion
& a
s-se
t tra
cing
40 in
vesti
gatio
n &
ass
et tr
acin
g an
nual
ly
Ass
et T
raci
ng &
Pr
elim
inar
y In
vesti
-ga
tions
Estim
ated
val
ue
of tr
aces
at
Kshs
. 6 b
illio
n an
nual
ly
2013
-20
186
912
1520
Pres
erve
and
reco
v-er
une
xpla
ined
and
co
rrup
tly a
cqui
red
asse
t
File
app
licati
ons
for
orde
rs to
pre
serv
e un
expl
aine
d an
d co
rrup
tly a
cqui
red
asse
ts
100%
of r
eque
sts
for
pres
erva
tory
or
ders
app
lied
for
and
pros
ecut
ed
Civi
l Liti
gatio
n,
Ass
et R
ecov
ery
&
Lega
l Sup
port
Ass
et T
raci
ng &
Pr
elim
inar
y In
vesti
-ga
tions
No.
of p
rese
r-va
tory
app
lica-
tion
mad
e
2013
-20
180.
30.
40.
50.
60.
7
File
and
pro
secu
te
suits
for
reco
very
of
une
xpla
ined
and
co
rrup
tly a
cqui
red
asse
ts
Reco
ver
Ksh
1 bi
llion
wor
th o
f co
rrup
tly a
cqui
red
asse
ts w
orth
an-
nual
ly
Civi
l Liti
gatio
n, A
s-se
t Rec
over
y an
d Le
gal S
uppo
rtA
sset
Tra
cing
&
Prel
imin
ary
Inve
sti-
gatio
ns
Valu
e of
co
rrup
tly
acqu
ired
asse
ts
reco
vere
d
2013
-20
180.
70.
80.
91
1.1
Purs
ue n
egoti
a-tio
ns, m
edia
tions
an
d co
ncili
ation
s
Reco
ver
at le
ast
10%
of c
orru
ptly
ac
quire
d as
sets
th
roug
h ne
gotia
-tio
ns, m
edia
tions
an
d co
ncili
ation
s
Civi
l Liti
gatio
n,
Ass
et R
ecov
ery
&
Lega
l Sup
port
Ass
et T
raci
ng &
Pr
elim
inar
y In
vesti
-ga
tions
No.
of
ne-
gotia
tions
, m
edia
tions
and
co
ncili
ation
s
cond
ucte
d
2013
-20
180.
30.
40.
50.
60.
7
Tota
l1
62
.23
34
3.5
84
39
.66
49
4.0
55
56
.66
ETHICS AND ANTI-CORRUPTION COMMISSION STRATEGIC PLAN (2013-2018)
74
OUR VISION: A Corruption free Kenyan Society that upholds integrity and the rule of law
Stra
tegi
c O
bjec
tive
2To
est
ablis
h, m
aint
ain
and
stre
ngth
en p
artn
ersh
ips
and
netw
orks
aga
inst
corr
upti
on a
nd u
neth
ical
pra
ctice
s
Stra
tegi
esK
ey A
c-ti
viti
esA
ctiv
itie
sO
utp
ut
Targ
et
Res
pon
-si
ble
De-
part
men
t
Per
form
ance
in
dica
tor
Tim
e
fram
e
Expe
cted
bu
dget
(K
shs
Mill
ion
)
20
13
/14
20
14
/15
20
15
/16
20
16
/17
20
17
/18
Enha
nce
stak
e-ho
lder
par
ticip
a-tio
n in
figh
ting
corr
uptio
n an
d un
ethi
cal
prac
tices
Impl
emen
-ta
tion
of
the
Keny
a In
tegr
ity
Plan
(KIP
)
Dev
elop
men
t of
the
Keny
a In
tegr
ity P
lan
(KIP
)
KIP
deve
lope
dKe
nya
Lead
ersh
ip
and
Inte
grity
Fo
rum
KIP
deve
lope
d 20
13-
2018
5.75
0.25
0.25
0.25
0.25
KIP
prog
ress
im
plem
enta
-tio
n re
port
s Pu
blic
ation
No.
of r
epor
tsKe
nya
Lead
ersh
ip
and
Inte
grity
Fo
rum
Repo
rts
publ
ishe
d20
13-
2018
0.6
0.8
11.
21.
4
KIP
wor
ksho
pN
o. o
f wor
ksho
psKe
nya
Lead
ersh
ip
and
Inte
grity
Fo
rum
Wor
ksho
p re
port
2013
-20
182.
83
33
3
Enlis
t the
su
ppor
t of
the
publ
ic
in th
e fig
ht
agai
nst c
or-
rupti
on
Trai
n CB
AM
’S20
CIB
AM
s a
n-nu
ally
Educ
ation
, Tr
aini
ng &
Pu
blic
Aw
are-
ness
No.
of C
BAM
’S
trai
ned
2013
-20
180
0.5
0.5
0.5
0.5
Cond
uct
Regi
onal
ou
trea
ch
prog
ram
mes
4 ou
trea
ch p
ro-
gram
mes
Ann
ually
Educ
ation
, Tr
aini
ng &
Pu
blic
Aw
are-
ness
Leve
ls o
f aw
are-
ness
20
13-
2018
515
1515
.516
Cond
uct
med
ia a
nti-
corr
uptio
n an
d et
hics
pr
ogra
mm
es
No.
of m
edia
le
d ou
trea
ches
co
nduc
ted
No.
of a
nti-c
or-
rupti
on a
nd e
th-
ics
prog
ram
mes
ai
red
Educ
ation
, Tr
aini
ng &
Pu
blic
Aw
are-
ness
Leve
ls o
f aw
are-
ness
cre
ated
20
13-
2018
23
45
6
Cond
uct t
rade
fa
irs s
how
s an
d ex
hibi
-tio
ns
No.
of t
rade
fairs
pa
rtici
pate
dEd
ucati
on,
Trai
ning
&
Publ
ic A
war
e-ne
ss
Leve
ls o
f aw
are-
ness
cre
ated
No.
of m
embe
rs
of th
e pu
blic
se
nsiti
zed
2013
-20
182
44.
55
5.5
Cond
uct f
aith
ba
sed
trai
ning
Tr
ain
prof
es-
sion
als
10 fa
ith b
ased
bo
dies
ann
ually
10 p
rofe
ssio
nal
bodi
es a
nnua
lly
Educ
ation
, Tr
aini
ng &
Pu
blic
Aw
are-
ness
Leve
ls o
f aw
are-
ness
cre
ated
20
13-
2018
11.
51.
51.
51.
5
Sens
itiza
tion
on w
ealth
de
clar
ation
4 se
nsiti
zatio
ns
Educ
ation
, Tr
aini
ng &
Pu
blic
Aw
are-
ness
Ethi
cs &
Lea
d-er
ship
Aw
aren
ess
leve
lsN
o. o
f pub
lic o
f-fic
ers
sens
itize
d
2013
-20
181
33
44
Trai
n co
unty
ex
ecuti
ves
on
anti-
cor
-ru
ption
and
et
hics
47 c
ounti
es a
n-nu
ally
Ed
ucati
on,
Trai
ning
&
Publ
ic A
war
e-ne
ss
No.
of c
ount
y ex
ecuti
ves
trai
ned
Leve
ls o
f aw
are-
ness
cre
ated
Leve
ls o
f cor
-ru
ption
in th
e co
untie
s
2013
-20
1810
2025
2530
ETHICS AND ANTI-CORRUPTION COMMISSION STRATEGIC PLAN (2013-2018)
75
OUR CORE VALUES: Integrity Professionalism Fidelity to the law Courage Team work Innovation
Stra
tegi
c O
bjec
tive
2To
est
ablis
h, m
aint
ain
and
stre
ngth
en p
artn
ersh
ips
and
netw
orks
aga
inst
corr
upti
on a
nd u
neth
ical
pra
ctice
s
Stra
tegi
esK
ey A
c-ti
viti
esA
ctiv
itie
sO
utp
ut
Targ
et
Res
pon
-si
ble
De-
part
men
t
Per
form
ance
in
dica
tor
Tim
e
fram
e
Expe
cted
bu
dget
(K
shs
Mill
ion
)
20
13
/14
20
14
/15
20
15
/16
20
16
/17
20
17
/18
Enha
nce
stak
e-ho
lder
par
ticip
a-tio
n in
figh
ting
corr
uptio
n an
d un
ethi
cal
prac
tices
Impl
emen
-ta
tion
of
the
Keny
a In
tegr
ity
Plan
(KIP
)
Dev
elop
men
t of
the
Keny
a In
tegr
ity P
lan
(KIP
)
KIP
deve
lope
dKe
nya
Lead
ersh
ip
and
Inte
grity
Fo
rum
KIP
deve
lope
d 20
13-
2018
5.75
0.25
0.25
0.25
0.25
KIP
prog
ress
im
plem
enta
-tio
n re
port
s Pu
blic
ation
No.
of r
epor
tsKe
nya
Lead
ersh
ip
and
Inte
grity
Fo
rum
Repo
rts
publ
ishe
d20
13-
2018
0.6
0.8
11.
21.
4
KIP
wor
ksho
pN
o. o
f wor
ksho
psKe
nya
Lead
ersh
ip
and
Inte
grity
Fo
rum
Wor
ksho
p re
port
2013
-20
182.
83
33
3
Enlis
t the
su
ppor
t of
the
publ
ic
in th
e fig
ht
agai
nst c
or-
rupti
on
Trai
n CB
AM
’S20
CIB
AM
s a
n-nu
ally
Educ
ation
, Tr
aini
ng &
Pu
blic
Aw
are-
ness
No.
of C
BAM
’S
trai
ned
2013
-20
180
0.5
0.5
0.5
0.5
Cond
uct
Regi
onal
ou
trea
ch
prog
ram
mes
4 ou
trea
ch p
ro-
gram
mes
Ann
ually
Educ
ation
, Tr
aini
ng &
Pu
blic
Aw
are-
ness
Leve
ls o
f aw
are-
ness
20
13-
2018
515
1515
.516
Cond
uct
med
ia a
nti-
corr
uptio
n an
d et
hics
pr
ogra
mm
es
No.
of m
edia
le
d ou
trea
ches
co
nduc
ted
No.
of a
nti-c
or-
rupti
on a
nd e
th-
ics
prog
ram
mes
ai
red
Educ
ation
, Tr
aini
ng &
Pu
blic
Aw
are-
ness
Leve
ls o
f aw
are-
ness
cre
ated
20
13-
2018
23
45
6
Cond
uct t
rade
fa
irs s
how
s an
d ex
hibi
-tio
ns
No.
of t
rade
fairs
pa
rtici
pate
dEd
ucati
on,
Trai
ning
&
Publ
ic A
war
e-ne
ss
Leve
ls o
f aw
are-
ness
cre
ated
No.
of m
embe
rs
of th
e pu
blic
se
nsiti
zed
2013
-20
182
44.
55
5.5
Cond
uct f
aith
ba
sed
trai
ning
Tr
ain
prof
es-
sion
als
10 fa
ith b
ased
bo
dies
ann
ually
10 p
rofe
ssio
nal
bodi
es a
nnua
lly
Educ
ation
, Tr
aini
ng &
Pu
blic
Aw
are-
ness
Leve
ls o
f aw
are-
ness
cre
ated
20
13-
2018
11.
51.
51.
51.
5
Sens
itiza
tion
on w
ealth
de
clar
ation
4 se
nsiti
zatio
ns
Educ
ation
, Tr
aini
ng &
Pu
blic
Aw
are-
ness
Ethi
cs &
Lea
d-er
ship
Aw
aren
ess
leve
lsN
o. o
f pub
lic o
f-fic
ers
sens
itize
d
2013
-20
181
33
44
Trai
n co
unty
ex
ecuti
ves
on
anti-
cor
-ru
ption
and
et
hics
47 c
ounti
es a
n-nu
ally
Ed
ucati
on,
Trai
ning
&
Publ
ic A
war
e-ne
ss
No.
of c
ount
y ex
ecuti
ves
trai
ned
Leve
ls o
f aw
are-
ness
cre
ated
Leve
ls o
f cor
-ru
ption
in th
e co
untie
s
2013
-20
1810
2025
2530
Stra
tegi
esK
ey A
c-ti
viti
esA
ctiv
itie
sO
utp
ut
Targ
et
Res
pon
-si
ble
Dep
art-
men
t
Per
for-
man
ce
indi
cato
r
Tim
e
fram
e
Expe
cted
bu
dget
(K
shs
Mill
ion
)
20
13
/14
20
14
/15
20
15
/16
20
16
/17
20
17
/18
ETHICS AND ANTI-CORRUPTION COMMISSION STRATEGIC PLAN (2013-2018)
76
OUR VISION: A Corruption free Kenyan Society that upholds integrity and the rule of law
Stra
tegi
esK
ey A
c-ti
viti
esA
ctiv
itie
sO
utp
ut
Targ
et
Res
pon
-si
ble
De-
part
men
t
Per
form
ance
in
dica
tor
Tim
e
fram
e
Expe
cted
bu
dget
(K
shs
Mill
ion
)
20
13
/14
20
14
/15
20
15
/16
20
16
/17
20
17
/18
To s
tren
gthe
n pa
rtne
rshi
p an
d co
aliti
on a
gain
st
corr
uptio
n an
d un
ethi
cal
prac
tices
Crea
te a
nd
mai
ntai
n an
effe
ctive
co
llabo
ra-
tion
with
the
med
ia
Sens
itiza
tion
of M
edia
ow
ners
No.
of w
orks
hops
Co
rpor
ate
Com
mun
ica-
tion
Med
ia p
erso
nnel
se
nsiti
zed
2013
-20
181
23
3.5
4
Stre
ngth
en
part
ners
hip
netw
orks
Hol
d w
ork-
shop
s an
d se
min
ars
with
st
akeh
olde
rs
in c
rim
inal
jus-
tices
sys
tem
No.
of s
take
hold
-er
wor
ksho
ps a
nd
sem
inar
s he
ld
Evid
ence
A
naly
sis
No.
of p
artic
ipan
t se
nsiti
zed
2.4
33.
44
4
Coor
dina
ting
the
deve
lop-
men
t and
im
plem
enta
-tio
n of
inte
g-ri
ty p
acts
No.
of p
acts
Et
hics
& L
ead-
ersh
ipPa
cts
deve
lope
d0.
51
1.5
22.
5
Dev
elop
ro
bust
re
sour
ce
mob
iliza
tion
stra
tegi
es
with
de-
velo
pmen
t pa
rtne
rs
(Cap
acity
Bu
ildin
g)
Dev
elop
rel-
evan
t pro
pos-
als
to s
olic
it fo
r ad
ditio
nal
finan
cial
re-
sour
ces
from
pr
ospe
ctive
fin
ance
rs
Fund
ing
prop
os-
als
deve
lope
dBu
dget
&
Plan
ning
N
o of
pro
posa
ls
deve
lope
d20
13-
2018
22
22
2
Lobb
y N
ation
al
Trea
sury
and
Pa
rlia
men
t fo
r ad
ditio
nal
fund
ing.
Gov
ernm
ent
and
Parl
iam
ent
lobb
ied
Budg
et &
Pl
anni
ngA
mou
nt o
f fina
n-ci
al re
sour
ces
avai
led
by N
a-tio
nal T
reas
ury
2013
-20
180
00
00
Lobb
y Bi
late
ral a
nd
Mul
tilat
eral
D
evel
opm
ent
part
ner
for
mor
e fu
ndin
g
No.
of D
onor
s lo
bbie
dBu
dget
&
plan
ning
Am
ount
of fi
nan-
cial
reso
urce
s av
aile
d by
don
ors
No.
of d
onor
ro
undt
able
mee
t-in
gs/f
orum
s h
eld
2013
-20
180
00
00
ETHICS AND ANTI-CORRUPTION COMMISSION STRATEGIC PLAN (2013-2018)
77
OUR CORE VALUES: Integrity Professionalism Fidelity to the law Courage Team work Innovation
Stra
tegi
esK
ey A
c-ti
viti
esA
ctiv
itie
sO
utp
ut
Targ
et
Res
pon
-si
ble
De-
part
men
t
Per
form
ance
in
dica
tor
Tim
e
fram
e
Expe
cted
bu
dget
(K
shs
Mill
ion
)
20
13
/14
20
14
/15
20
15
/16
20
16
/17
20
17
/18
To s
tren
gthe
n pa
rtne
rshi
p an
d co
aliti
on a
gain
st
corr
uptio
n an
d un
ethi
cal
prac
tices
Crea
te a
nd
mai
ntai
n an
effe
ctive
co
llabo
ra-
tion
with
the
med
ia
Sens
itiza
tion
of M
edia
ow
ners
No.
of w
orks
hops
Co
rpor
ate
Com
mun
ica-
tion
Med
ia p
erso
nnel
se
nsiti
zed
2013
-20
181
23
3.5
4
Stre
ngth
en
part
ners
hip
netw
orks
Hol
d w
ork-
shop
s an
d se
min
ars
with
st
akeh
olde
rs
in c
rim
inal
jus-
tices
sys
tem
No.
of s
take
hold
-er
wor
ksho
ps a
nd
sem
inar
s he
ld
Evid
ence
A
naly
sis
No.
of p
artic
ipan
t se
nsiti
zed
2.4
33.
44
4
Coor
dina
ting
the
deve
lop-
men
t and
im
plem
enta
-tio
n of
inte
g-ri
ty p
acts
No.
of p
acts
Et
hics
& L
ead-
ersh
ipPa
cts
deve
lope
d0.
51
1.5
22.
5
Dev
elop
ro
bust
re
sour
ce
mob
iliza
tion
stra
tegi
es
with
de-
velo
pmen
t pa
rtne
rs
(Cap
acity
Bu
ildin
g)
Dev
elop
rel-
evan
t pro
pos-
als
to s
olic
it fo
r ad
ditio
nal
finan
cial
re-
sour
ces
from
pr
ospe
ctive
fin
ance
rs
Fund
ing
prop
os-
als
deve
lope
dBu
dget
&
Plan
ning
N
o of
pro
posa
ls
deve
lope
d20
13-
2018
22
22
2
Lobb
y N
ation
al
Trea
sury
and
Pa
rlia
men
t fo
r ad
ditio
nal
fund
ing.
Gov
ernm
ent
and
Parl
iam
ent
lobb
ied
Budg
et &
Pl
anni
ngA
mou
nt o
f fina
n-ci
al re
sour
ces
avai
led
by N
a-tio
nal T
reas
ury
2013
-20
180
00
00
Lobb
y Bi
late
ral a
nd
Mul
tilat
eral
D
evel
opm
ent
part
ner
for
mor
e fu
ndin
g
No.
of D
onor
s lo
bbie
dBu
dget
&
plan
ning
Am
ount
of fi
nan-
cial
reso
urce
s av
aile
d by
don
ors
No.
of d
onor
ro
undt
able
mee
t-in
gs/f
orum
s h
eld
2013
-20
180
00
00
Stra
tegi
esK
ey A
c-ti
viti
esA
ctiv
itie
sO
utp
ut
Targ
et
Res
pon
-si
ble
De-
part
men
t
Per
form
ance
in
dica
tor
Tim
e
fram
e
Expe
cted
bu
dget
(K
shs
Mill
ion
)
20
13
/14
20
14
/15
20
15
/16
20
16
/17
20
17
/18
Forg
e st
rate
gic
allia
nces
to
optim
ize
inve
stiga
tive
and
prev
entiv
e ou
tcom
es
Esta
blis
h an
d m
aint
ain
inte
r-ag
ency
co
llabo
ra-
tions
and
in
form
ation
sh
arin
g fo
rum
Coun
ty
lead
ersh
ip
and
inte
grity
fo
rum
s
10 fo
rum
s a
n-nu
ally
Keny
a Le
ader
ship
an
d In
tegr
ity
Foru
m
Coun
ty fo
r a
held
2013
-12
084.
76.
56
8.3
10.1
Nati
onal
anti
-co
rrup
tion
wee
ks a
t Co
unty
leve
ls
No.
of C
ounti
es
cove
red
Keny
a Le
ader
ship
an
d In
tegr
ity
Foru
m
Nati
onal
Anti
-Co
rrup
tion
Wee
ks
held
2013
-20
18
Parti
cipa
te in
th
e re
view
of
Impl
emen
-ta
tion
of
inte
rnati
onal
an
d re
gion
al
inst
rum
ents
on
cor
rupti
on
and
unet
hica
l pr
actic
es
Impl
emen
tatio
n of
all
the
requ
ire-
men
ts u
nder
U
NCA
C,
AUCP
CC &
EAC
pr
otoc
ol o
n co
r-ru
ption
rev
iew
ed
Lega
l Ser
vice
sRe
view
of U
NCA
C,
AUCP
CC&
EAC
pr
otoc
ol
Leve
l of C
ompl
i-an
ce
2013
-20
184.
810
.87.
86.
04.
0
Inte
rnati
onal
an
ti-co
rrup
-tio
n co
m-
mem
orati
on
Parti
cipa
te a
nd
orga
nize
Inte
rna-
tiona
l day
Keny
a Le
ader
ship
an
d In
tegr
ity
Foru
m
All
Inte
rnal
day
com
-m
emor
ated
2013
-20
182.
43.
13.
64.
14.
7
ETHICS AND ANTI-CORRUPTION COMMISSION STRATEGIC PLAN (2013-2018)
78
OUR VISION: A Corruption free Kenyan Society that upholds integrity and the rule of law
Stra
tegi
esK
ey A
c-ti
viti
esA
ctiv
itie
sO
utp
ut
Targ
et
Res
pon
-si
ble
Dep
art-
men
t
Per
form
ance
in
dica
tor
Tim
e
fram
e
Expe
cted
bu
dget
(K
shs
Mill
ion
)
20
13
/14
20
14
/15
20
15
/16
20
16
/17
20
17
/18
Crea
te a
nd
mai
ntai
n co
llabo
ra-
tions
with
re
gion
al a
nd
inte
rnati
onal
an
ti-co
rrup
-tio
n bo
dies
Parti
cipa
te in
re
gion
al a
nd
inte
rnati
onal
an
ti-co
rrup
-tio
n fo
rum
s
Platf
orm
s fo
r Be
nchm
arki
ng o
n an
ti-co
rrup
tion
good
pra
ctice
s es
tabl
ishe
d (M
LA,
Ass
et re
cove
ry,
extr
aditi
on e
tc)
ALL
Net
wor
ks c
reat
ed
2013
-20
182
4.5
5.8
78
Impl
emen
t in
ter-
agen
cy
info
rma-
tion
and
inte
llige
nce
shar
ing
mec
hani
sm
Atten
ded
info
rmati
on
and
inte
llige
nce
shar
ing
foru
ms
4 In
form
ation
an
d In
telli
genc
e fo
rum
s
Inte
llige
nce
&
Ope
ratio
nsIn
form
ation
an
d in
telli
genc
e sh
ared
and
ac
quire
d
2013
-20
185
1010
1010
Tota
l5
4.9
59
3.9
51
00
.85
10
7.8
51
17
.45
ETHICS AND ANTI-CORRUPTION COMMISSION STRATEGIC PLAN (2013-2018)
79
OUR CORE VALUES: Integrity Professionalism Fidelity to the law Courage Team work Innovation
Stra
tegi
c O
bjec
tive
3Pr
omot
e et
hics
and
goo
d go
vern
ance
Stra
tegi
esKe
y A
ctivi
-ti
esA
ctivi
ties
Out
put T
arge
tRe
spon
sibl
e
Dep
artm
ent (
s)
Perf
or-
man
ce
indi
cato
r
Tim
e
fram
e
Expe
cted
bud
get (
Ksh
Mill
ion)
2013
/14
2014
/15
2015
/16
2016
/17
2017
/18
Enha
nce
Insti
tu-
tiona
l Gov
erna
nce
and
Ethi
cs
Dev
elop
and
im
plem
ent
Regu
la-
tions
und
er
Lead
ersh
ip &
In
tegr
ity A
ct
(LIA
)201
2
Form
ulati
on
and
diss
emin
a-tio
n of
the
Regu
latio
ns
No.
of S
ensi
tiza-
tions
No.
of d
isse
mi-
natio
ns
Ethi
cs &
Lea
ders
hip
Lega
l Ser
vice
s
Gaz
ette-
men
t of t
he
LIA
201
2 Re
gula
tions
Leve
l of
awar
enes
s of
LIA
201
2
2013
-20
142.
04.
04.
74.
85.
4
Faci
litat
e th
e de
velo
p of
co
de o
f eth
ics
for
stat
e an
d pu
blic
offi
cers
App
rova
l for
Co
des
of E
thic
s fo
r st
ate
and
publ
ic o
ffice
r
No
of C
odes
de
velo
ped
No
of C
odes
ap
prov
ed
Ethi
cs &
Lea
ders
hip
Code
s im
ple-
men
ted
Leve
l of
com
plia
nce
with
LIA
20
12
2013
-20
181
1.5
2.5
34
Dev
elop
of
code
of e
thic
s fo
r EA
CC
App
rove
d Co
des
Ethi
cs &
Lea
ders
hip
Hum
an R
esou
rce
Lega
l Ser
vice
s
Leve
l of
impl
emen
-ta
tion
of th
e co
de
Ado
ption
of
the
code
2013
-20
141
10
01
Prov
ide
advi
so-
ries
on
ethi
cal
issu
es
No.
of a
dvis
orie
s Et
hics
& L
eade
rshi
p
Lega
l Ser
vice
s
Ado
ption
of
advi
sori
es
Leve
l of
com
plia
nce
2013
-20
180
00
0
Und
erta
ke
asse
ssm
ents
to
veri
fy c
ompl
i-an
ce w
ith
Code
s
No
of a
sses
s-m
ent r
epor
tsEt
hics
& L
eade
rshi
p D
evel
opm
ent
Leve
l of
impl
emen
-ta
tion
2014
-20
180
0.5
.05
11
ETHICS AND ANTI-CORRUPTION COMMISSION STRATEGIC PLAN (2013-2018)
80
OUR VISION: A Corruption free Kenyan Society that upholds integrity and the rule of law
Stra
tegi
esKe
y A
ctivi
-ti
esA
ctivi
ties
Out
put T
arge
tRe
spon
sibl
e
Dep
artm
ent (
s)
Perf
or-
man
ce
indi
cato
r
Tim
e
fram
e
Expe
cted
bud
get (
Ksh
Mill
ion)
2013
/14
2014
/15
2015
/16
2016
/17
2017
/18
Ove
rsee
the
enfo
rcem
ent
of c
odes
of
ethi
cs fo
r st
ate
and
publ
ic o
ffice
rs
Und
erta
ke
inve
stiga
tion
on e
thic
al
brea
ches
No.
of i
nves
tiga-
tions
und
erta
ken
No.
of c
ases
for-
war
ded
to D
PP
No.
of s
ancti
ons
/ re
com
men
da-
tions
to p
ublic
en
tities
Ethi
cs &
Enf
orce
-m
ent
Leve
l of
com
plia
nce
with
LIA
20
12
2013
-20
182.
55
55
5
Mon
itor
open
ing
and
man
agem
ent
of c
onfli
ct o
f in
tere
st, g
ift
decl
arati
ons
and
regi
ster
s an
d fo
reig
n ba
nk a
ccou
nts
No.
of r
egis
ters
op
ened
No.
of d
ecla
ra-
tions
mad
e
No.
of a
pplic
a-tio
ns/s
ubm
is-
sion
s
Ethi
cs a
nd L
eade
r-sh
ipLe
vel o
f Co
mpl
ianc
e20
13-
2018
01
1.5
22
Enfo
rce
the
forf
eitu
re o
f im
-pr
oper
ben
efits
or
com
pens
a-tio
n by
sta
te
office
rs
No.
of i
nves
tiga-
tions
No.
of fi
les
to
DPP
No.
of
adju
dica
-tio
ns
Lega
l Ser
vice
sIn
vesti
gatio
nsLe
vel o
f co
mpl
ianc
e to
LIA
201
2
2013
-20
182.
55
55
5
To S
tren
gthe
n m
echa
nism
s fo
r ve
rify
ing
the
suit-
abili
ty o
f per
sons
as
piri
ng fo
r st
ate
and
publ
ic o
ffice
s
Dev
elop
a
mec
hani
sm
for
Clea
ranc
e (v
etting
) and
ve
rific
ation
Dev
elop
an
inte
grat
ed
data
base
Dat
abas
e es
tab-
lishe
dRe
port
& D
ata
Cent
re
Ethi
cs &
Lea
ders
hip
Esta
blis
hed
Dat
abas
e20
13-
2018
2.0
0.5
0.5
00
Supp
ort t
he
appo
intm
ent
proc
ess
to
publ
ic a
nd
stat
e offi
ces
thro
ugh
veri
-fic
ation
Dev
elop
Cle
ar-
ance
(vetti
ng)
fram
ewor
k
Vetti
ng fr
ame-
wor
k de
velo
ped
No.
of c
lear
ance
sN
o. o
f cau
tions
Ethi
cs &
Lea
ders
hip
A
dopti
on o
f cl
eara
nce
(vetti
ng)
fram
ewor
k
Leve
l of
com
plia
nce
2013
-20
140.
51
13
1
ETHICS AND ANTI-CORRUPTION COMMISSION STRATEGIC PLAN (2013-2018)
81
OUR CORE VALUES: Integrity Professionalism Fidelity to the law Courage Team work Innovation
Stra
tegi
esKe
y A
ctivi
-ti
esA
ctivi
ties
Out
put T
arge
tRe
spon
sibl
e
Dep
artm
ent (
s)
Perf
or-
man
ce
indi
cato
r
Tim
e
fram
e
Expe
cted
bud
get (
Ksh
Mill
ion)
2013
/14
2014
/15
2015
/16
2016
/17
2017
/18
To p
rom
ote
ethi
cs
and
good
gov
er-
nanc
e in
pri
vate
se
ctor
insti
tutio
ns
Supp
ort t
he
priv
ate
sect
or
to c
ondu
ct
Clea
ranc
e (v
etting
)du
ring
ap-
poin
tmen
ts
Und
erta
ke
clea
ranc
es
(Vetti
ng)
No.
of c
lear
ance
sN
o. o
f cau
tions
Repo
rt &
Dat
a Ce
ntre
Ethi
cs &
Lea
ders
hip
Ado
ption
of
Clea
ranc
e re
port
s
2013
-20
180.
50.
50.
50.
50.
5
Supp
ort
priv
ate
sect
or
to d
evel
op
and
impl
e-m
ent c
ode
of
cond
uct.
Faci
litat
e D
e-ve
lopm
ent a
nd
Revi
ew o
f cod
es
of C
ondu
ct
and
ethi
cs fo
r pr
ivat
e se
ctor
No.
of c
odes
de
velo
ped
and
impl
emen
ted
Ethi
cs &
Lea
ders
hip
No.
of
Code
s of
Co
nduc
t ad
opte
d.
Leve
l of
impl
emen
-ta
tion
2013
-20
180.
50.
50.
50.
50.
5
Tota
l12
.519
.019
.721
.822
.4
ETHICS AND ANTI-CORRUPTION COMMISSION STRATEGIC PLAN (2013-2018)
82
OUR VISION: A Corruption free Kenyan Society that upholds integrity and the rule of law
Stra
tegi
c O
bjec
tive
4: T
o m
obili
ze re
sour
ces
for
effec
tive
and
effi
cien
t se
rvic
e de
liver
y
Stra
tegi
esKe
y A
ctivi
ties
Acti
viti
esO
utpu
t Tar
get
Resp
onsi
ble
Dep
artm
ent
Perf
orm
ance
indi
ca-
tor
Tim
e-fr
ame
Expe
cted
bud
get (
Ksh
Mill
ion)
2013
/14
2014
/15
2015
/16
2016
/17
2017
/18
Enha
nce
the
hum
an
reso
urce
ca
paci
ty
Expa
nd s
taff
es
tabl
ishm
ent
Revi
ew th
e cu
rren
t st
aff e
stab
lish-
men
t
Revi
ew R
epor
t Re
crui
t 20%
ad
ditio
nal s
taff
an
nual
ly
Hum
an
Reso
urce
sA
ppro
ved
staff
est
ab-
lishm
ent
App
rove
d Re
crui
t pl
ans
Add
ition
al S
taff
re
crui
ted
145
150.
20
00
Prov
ide
rele
vant
sta
ff
trai
ning
and
de
velo
pmen
t
Und
erta
ke s
taff
tr
aini
ng a
s pe
r tr
aini
ng n
eeds
as
sess
men
t
TNA
repo
rtA
nnua
l tra
inin
g &
Dev
elop
men
t pl
ans
Trai
n 40
% o
f es
tabl
ishm
ent
annu
ally
ALL
Hum
an
Reso
urce
s
App
rove
d TN
A re
port
Impl
emen
ted
TNA
pl
ans
No.
of S
taff
trai
ned
2013
-20
1820
6070
8090
Dev
elop
men
tor-
ship
Pro
gram
me
Ann
ual m
en-
tors
hip
plan
de
velo
ped
Hum
an
Reso
urce
sPr
ogra
mm
e im
ple-
men
ted
No.
of s
taff
men
tore
d
2013
-20
182
22
22
Incr
ease
mem
ber-
ship
to p
rofe
s-si
onal
bod
ies
Enlis
t add
ition
al
10%
sta
ff to
pro
-fe
ssio
nal b
odie
s N
o. o
f pro
fes-
sion
al b
odie
s affi
liate
d to
by
EACC
Hum
an
Reso
urce
sN
umbe
r of
add
ition
al
staff
enl
iste
d to
pro
-fe
ssio
nal b
odie
s N
ew p
rofe
ssio
nal
bodi
es id
entifi
ed
2013
-20
182
22
22
Prov
ide
com
-pe
titive
term
s an
d co
nditi
on
of s
ervi
ce
Impl
emen
t the
Job
Eval
uatio
n Re
port
Re
view
ed te
rms
and
cond
ition
s of
ser
vice
Hum
an
Reso
urce
sBe
tter
term
s an
d co
nditi
on o
f ser
vice
Incr
ease
d st
aff re
ten-
tion
leve
l
2013
-20
1867
571
775
379
080
0
Impl
emen
t sta
ff
mor
tgag
e an
d ca
r sc
hem
es
Mor
tgag
e sc
hem
eCa
r lo
an s
chem
e
Hum
an
Reso
urce
sO
pera
tiona
lize
the
mor
tgag
e an
d ca
r lo
an s
chem
e
2013
-20
1510
020
030
050
060
0
ETHICS AND ANTI-CORRUPTION COMMISSION STRATEGIC PLAN (2013-2018)
83
OUR CORE VALUES: Integrity Professionalism Fidelity to the law Courage Team work Innovation
Stra
tegi
esKe
y A
ctivi
ties
Acti
viti
esO
utpu
t Tar
get
Resp
onsi
ble
Dep
artm
ent
Perf
orm
ance
indi
ca-
tor
Tim
e-fr
ame
Expe
cted
bud
get (
Ksh
Mill
ion)
2013
/14
2014
/15
2015
/16
2016
/17
2017
/18
Dev
elop
and
im
plem
ent
perf
orm
ance
M
anag
emen
t Sy
stem
Impl
emen
t a p
er-
form
ance
man
age-
men
t sys
tem
Perf
orm
ance
M
anag
emen
t Re
view
repo
rt
Hum
an
Reso
urce
sA
ppro
ved
new
per
-fo
rman
ce m
anag
e-m
ent s
yste
mA
ppra
isal
and
per
for-
man
ce R
epor
ts
2013
-20
180.
51
10
0
Build
and
su
stai
n a
robu
st
orga
niza
tiona
l cu
lture
Revi
ew p
rint
and
di
stri
bute
HR
Man
uals
Revi
ewed
HR
Man
uals
pri
nted
an
d di
stri
bute
d to
sta
ff
Hum
an
Reso
urce
sN
umbe
r of
HR
man
uals
pri
nted
and
di
stri
bute
d to
sta
ff.
2013
-20
180.
50.
50.
50.
50.
5
Impl
emen
t Tea
m
Build
ing
Acti
vitie
s U
nder
take
4
team
-bui
ldin
g ev
ents
Ann
ually
Hum
an
Reso
urce
sN
umbe
r of
Tea
m
build
ing
activ
ities
un
dert
aken
2013
-20
184
1414
.515
15
Und
erta
ke A
nnua
l cu
lture
cha
nge
prog
ram
s
Impl
emen
t 2
Cultu
re c
hang
e pr
ogra
ms
Hum
an
Reso
urce
sN
umbe
r of
cul
ture
ch
ange
pro
gram
s un
dert
aken
2013
-20
180
99.
510
10.5
Re-e
ngin
eer
Inte
rnsh
ip
Prog
ram
me
Dev
elop
inte
rnsh
ip
Polic
yIn
tern
ship
pol
icy
in p
lace
Hum
an
Reso
urce
s In
tern
ship
pol
icy
2113
-20
140.
2-
--
-
Prep
are
annu
al
inte
rnsh
ip
plan
sA
nnua
l int
ern-
ship
pla
ns
Hum
an
Reso
urce
sA
ppro
ved
inte
rnsh
ip
plan
s 20
13-
2018
00
00
0
Impl
emen
t ann
ual
inte
rnsh
ip p
lans
En
gage
15
in-
tern
s A
nnua
lly
Hum
an
Reso
urce
sN
umbe
r of
inte
rns
enga
ged
2013
-20
183
33
33
ETHICS AND ANTI-CORRUPTION COMMISSION STRATEGIC PLAN (2013-2018)
84
OUR VISION: A Corruption free Kenyan Society that upholds integrity and the rule of law
Stra
tegi
esKe
y A
ctivi
ties
Acti
viti
esO
utpu
t Tar
get
Resp
onsi
ble
Dep
artm
ent
Perf
orm
ance
indi
ca-
tor
Tim
e-fr
ame
Expe
cted
bud
get (
Ksh
Mill
ion)
2013
/14
2014
/15
2015
/16
2016
/17
2017
/18
Enha
nce
the
phys
ical
in-
fras
truc
ture
Acq
uisi
tion
of
office
spa
ceA
cqui
sitio
n of
pr
emis
es
Prem
ises
pro
-cu
red
Regi
onal
offi
ces
Adm
inis
tra-
tionS
uppl
y Ch
ain
Man
-ag
emen
t
Prem
ises
pro
cure
dRe
gion
al
2013
-20
1820
060
030
020
010
0
Faci
lities
and
O
ffice
equ
ip-
men
t man
age-
men
t
Proc
ure
Equi
p-m
ent a
nd fu
rni-
ture
Equi
pmen
t
Furn
iture
Adm
inis
tra-
tion
Supp
ly
Chai
n
Budg
et &
Pl
anni
ng
Equi
pmen
t and
furn
i-tu
re P
rocu
red
2013
-20
1820
3030
2020
Proc
ure
Vehi
cle
No.
of V
ehic
les
Adm
inis
tra-
tion
Sup
ain
M
anag
e-m
ent
Budg
et &
Pl
anni
ng
Vehi
cles
pro
cure
d 20
13-
2018
5010
050
3020
Ensu
re s
afe
cust
ody
of C
om-
mis
sion
’s a
sset
s &
re
cove
ry
Upd
ate
asse
t re
gist
er/i
nven
-to
ry
Adm
inis
tra-
tion
Safe
cus
tody
Com
mis
-si
on’s
ass
ets
2013
-20
180
00
00
Esta
blis
h a
fore
nsic
labo
ra-
tory
Acq
uire
tool
s/
tech
nolo
gy
Tool
s/ T
echn
ol-
ogy
Adm
inis
tra-
tion
Supp
ly
Chai
n M
an-
agem
ent
Inve
stiga
-tio
nsIC
T
Tool
s/ te
chno
logy
pr
ocur
ed a
nd u
tiliz
ed
2013
-20
1820
5010
010
050
Enha
nce
phys
ical
and
pe
rson
nel
secu
rity
Inst
all m
oder
n se
curi
ty E
quip
-m
ent
Proc
ure
secu
rity
eq
uipm
ent
Equi
pmen
tSe
curi
ty
Budg
etSe
curi
ty e
quip
men
t in
stal
led
2013
-20
185
2030
3020
ETHICS AND ANTI-CORRUPTION COMMISSION STRATEGIC PLAN (2013-2018)
85
OUR CORE VALUES: Integrity Professionalism Fidelity to the law Courage Team work Innovation
Stra
tegi
esKe
y A
ctivi
ties
Acti
viti
esO
utpu
t Tar
get
Resp
onsi
ble
Dep
artm
ent
Perf
orm
ance
indi
ca-
tor
Tim
e-fr
ame
Expe
cted
bud
get (
Ksh
Mill
ion)
2013
/14
2014
/15
2015
/16
2016
/17
2017
/18
Enha
nce
supp
ly c
hain
m
anag
emen
t
Und
erta
ke
peri
odic
mar
ket
surv
eys
Mar
ket S
urve
y Su
rvey
Rep
ort
Supp
ly
Chai
n M
an-
agem
ent
Up
to-d
ate
mar
ket
inte
llige
nce
2013
-20
180.
50.
50.
50.
50.
5
Mon
itor
and
eval
uate
sup
ply
chai
n m
anag
e-m
ent
Und
erta
ke e
valu
a-tio
ns o
f the
sup
ply
chai
n
End-
use
r an
d su
pplie
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tisfa
c-tio
n su
rvey
an
nual
ly
Supp
ly
Chai
n M
an-
agem
ent
Leve
l of e
ffici
ency
an
d sa
tisfa
ction
2013
-20
180.
30.
30.
30.
30.
3
Coor
dina
te
prep
arati
on o
f an
nual
pro
cure
-m
ent p
lans
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emen
t the
Pr
ocur
emen
t An-
nual
pla
n
Cons
olid
ated
Pr
ocur
emen
t an
nual
pla
n
Supp
ly
Chai
n M
an-
agem
ent
Leve
l of i
mpl
emen
ta-
tion
of th
e Pr
ocur
e-m
ent p
lan
2013
-20
180
00
00
Enha
nce
finan
cial
ca
paci
ty
Und
erta
ke
finan
cial
pl
anni
ng a
nd
budg
eting
Form
ulat
e an
d im
plem
ent t
he
budg
eting
pro
cess
Budg
et E
sti-
mat
es p
repa
red
Supp
lem
enta
ry
budg
et e
stim
ates
pr
epar
edCa
paci
ty o
f de
part
men
ts to
pr
epar
e bu
dget
en
hanc
ed
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et &
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anni
ngA
nnua
l Bud
get e
sti-
mat
es fo
r al
l yea
rsSu
pple
men
tary
bu
dget
esti
mat
es fo
r al
l yea
rsN
umbe
r of
Bud
get
Mon
itori
ng re
port
s
2013
-20
181
11
11
Mob
ilize
fina
n-ci
al re
sour
ces
Dev
elop
rele
vant
pr
opos
als
to s
olic
it fo
r ad
ditio
nal fi
-na
ncia
l res
ourc
es
from
pro
spec
tive
finan
cers
( Nati
onal
tr
easu
ry, B
ilate
ral
and
Mul
tilat
eral
D
evel
opm
ent
part
ner
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ing
prop
os-
als
deve
lope
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dget
&
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ning
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pro
posa
ls
deve
lope
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mou
nt o
f fina
ncia
l re
sour
ces
avai
led
by
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onal
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asur
yN
o. o
f don
ors
lobb
ied
Am
ount
of fi
nanc
ial
reso
urce
s av
aile
d by
do
nors
2013
-20
182
22
22
Revi
ew fi
nan-
cial
con
trol
A
uditi
ngBu
dget
mon
itori
ng
and
repo
rting
12 A
udit
repo
rt
annu
ally
Fina
nce
and
Acc
ount
sIn
tern
al
Aud
it
Aud
it Re
port
sPu
blic
exp
endi
ture
re
view
and
qua
rter
ly
mon
itori
ng re
port
s
2013
-20
184
55
55
Budg
et m
onito
ring
an
d re
porti
ng12
Mon
thly
ex
pend
iture
re
turn
s
Budg
et &
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anni
ngPu
blic
exp
endi
ture
re
view
and
qua
rter
ly
mon
itori
ng re
port
s
2013
-20
18
Und
erta
ke
finan
cial
re
porti
ng
Prep
arati
on o
f fin
anci
al s
tate
-m
ents
Fina
ncia
l sta
te-
men
t for
eac
h FY
Fina
nce
and
Acc
ount
sPu
blis
hed
and
publ
iciz
ed A
udite
d A
ccou
nts
2013
-20
180.
51
11
1
ETHICS AND ANTI-CORRUPTION COMMISSION STRATEGIC PLAN (2013-2018)
86
OUR VISION: A Corruption free Kenyan Society that upholds integrity and the rule of law
Stra
tegi
esKe
y A
ctivi
ties
Acti
viti
esO
utpu
t Tar
get
Resp
onsi
ble
Dep
artm
ent
Perf
orm
ance
indi
ca-
tor
Tim
e-fr
ame
Expe
cted
bud
get (
Ksh
Mill
ion)
2013
/14
2014
/15
2015
/16
2016
/17
2017
/18
Enha
nce
and
optim
ize
ICT
infr
astr
uc-
ture
Acq
uire
ICT
equi
pmen
tPr
ocur
e de
skto
ps,
-lapt
ops,
per
sona
l di
gita
l ass
ista
nce,
100
desk
tops
, 30
lapt
ops
and
20 P
DA
ICT
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pmen
t pro
cure
d20
13-
2018
1620
2020
20
Mod
erni
ze a
nd
expa
nd IC
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twor
ks
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nd c
onne
c-tiv
ityIn
stal
l LA
N &
W
AN
ICT
LAN
& W
AN
inst
alle
d20
13-
2018
35
55
5
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less
con
-ne
ctivi
tyA
ctiva
te w
irele
ssIC
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otsp
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stab
lishe
d20
13-
2018
0.5
31.
51.
51.
5
Inte
rnet
sub
scri
p-tio
nPr
ocur
e su
b-sc
ripti
onIC
TIn
tern
et a
vaila
bilit
y20
13-
2018
1.6
33
33
Inte
grat
e IC
T in
op
erati
ons
Acq
uire
app
ropr
i-at
e En
terp
rise
Re
sour
ce P
rogr
am
(ERP
)
Proc
ure
ERP
for
coop
erat
e se
rvic
es
ICT
Use
r D
epar
t-m
ents
ERP
proc
ured
2013
-20
180.
58
101
1
Inte
grat
e IC
T in
op
erati
ons
Acq
uire
app
ropr
i-at
e En
terp
rise
Re
sour
ce P
rogr
am
(ERP
)
Proc
ure
ERP
for
coop
erat
e se
rvic
es
ICT
Use
r D
epar
t-m
ents
ERP
proc
ured
2013
-20
180.
58
101
1
Acq
uire
spe
cial
-iz
ed a
pplic
ation
s D
evel
op a
n M
&E
syst
emRe
sear
ch,
Mon
itori
ng
& E
valu
ation
Com
pute
rize
d M
&E
Syst
em
2013
-20
180.
540
510
5
Com
pute
r Fo
ren-
sic
tool
kit
ICT
Fore
nsic
Inte
llige
nce
& O
pera
-tio
ns
Com
pute
r Fo
rens
ic
tool
kit p
rocu
red
2013
-20
181
105
11
ETHICS AND ANTI-CORRUPTION COMMISSION STRATEGIC PLAN (2013-2018)
87
OUR CORE VALUES: Integrity Professionalism Fidelity to the law Courage Team work Innovation
Stra
tegi
esKe
y A
ctivi
ties
Acti
viti
esO
utpu
t Tar
get
Resp
onsi
ble
Dep
artm
ent
Perf
orm
ance
indi
ca-
tor
Tim
e-fr
ame
Expe
cted
bud
get (
Ksh
Mill
ion)
2013
/14
2014
/15
2015
/16
2016
/17
2017
/18
Aud
io T
rans
crip
-tio
n So
ftw
are
ICT
Fore
nsic
Inte
llige
nce
& O
pera
-tio
ns
Aud
io T
rans
crip
tion
soft
war
e pr
ocur
ed
2013
-20
181
20.
50.
50.
5
Fina
ncia
l Dat
a A
naly
sis
Soft
-w
are
ICT
Fore
nsic
Inte
llige
nce
& O
pera
-tio
ns
Fina
ncia
l Dat
a A
naly
-si
s So
ftw
are
proc
ured
20
13-
2018
0.5
32
0.5
0.5
Doc
umen
t &
Wor
kflow
m
anag
emen
t in
form
ation
sy
stem
ICT
Prev
entio
nO
pera
tiona
lized
D
ocum
ent &
Wor
k-flo
w m
anag
emen
t in
form
ation
sys
tem
2013
-20
185
100
5025
25
IPCR
M
ICT
Repo
rt
&D
ata
Cent
re
2013
-20
181.
62.
43.
24.
04.
8
Stre
ngth
en IC
T se
curi
ty in
fra-
stru
ctur
e
Acq
uire
mod
ern
firew
alls
Fire
wal
ls
acqu
ired
and
inst
alle
d
ICT
Fire
wal
ls in
stal
led
2013
-20
185
1010
712
Esta
blis
h a
Cen-
tral
ized
Dat
a M
anag
emen
t Ce
ntre
Set u
p a
cent
ral
data
Cen
tre
Dat
a Ce
ntre
se
t up
ICT
Use
r de
part
-m
ent
Dat
a Ce
ntre
set
up
and
oper
ation
al20
13-
2018
150
2010
10
ETHICS AND ANTI-CORRUPTION COMMISSION STRATEGIC PLAN (2013-2018)
88
OUR VISION: A Corruption free Kenyan Society that upholds integrity and the rule of law
Stra
tegi
esKe
y A
ctivi
ties
Acti
viti
esO
utpu
t Tar
get
Resp
onsi
ble
Dep
artm
ent
Perf
orm
ance
indi
ca-
tor
Tim
e-fr
ame
Expe
cted
bud
get (
Ksh
Mill
ion)
2013
/14
2014
/15
2015
/16
2016
/17
2017
/18
Enha
nce
the
corp
orat
e im
age
and
bran
d
1. R
e-br
and
and
repo
-si
tion
the
Com
mis
-si
on
Proc
ure
a co
nsul
-ta
ntTh
e Co
mm
issi
on
rebr
ande
dCo
rpor
ate
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mun
ica-
tions
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tive
imag
e an
d or
gani
zatio
nal c
ultu
re20
13-
2018
0.5
5030
2010
Proc
ure
prom
o-tio
nal b
rand
ed
mat
eria
l
Prom
otion
mat
e-ri
als
proc
ured
Corp
orat
e Co
mm
unic
a-tio
ns
No.
of p
rom
otion
al
bran
ded
mat
eria
ls
proc
ured
2013
-20
185
1520
2530
Step
up
publ
icity
of
the
Com
mis
sion
No.
of p
ublic
-ity
pro
gram
mes
un
dert
aken
N
o. o
f fol
low
ers
on s
ocia
l med
ia
Corp
orat
e Co
mm
unic
a-tio
ns
Confi
denc
e le
vels
in
the
com
mis
sion
Le
vel o
f fol
low
ers/
ac
tivity
on
soci
al
med
ia
2013
-20
1810
5075
7575
Faci
litat
e co
rpo-
rate
gue
sts
No.
of e
vent
s fa
cilit
ated
Corp
orat
e Co
mm
unic
a-tio
ns
Leve
l of c
usto
mer
sa
tisfa
ction
2013
-20
18
Und
erta
ke
Corp
orat
e So
cial
Re
spon
sibi
lity
(CSR
)
No.
of C
SRs
Corp
orat
e Co
mm
unic
a-tio
ns
No.
of C
SRs
2013
-20
18
Ope
ratio
naliz
e th
e m
edia
pro
-du
ction
uni
t
Form
ulat
e an
d di
s-se
min
ate
com
mis
-si
on n
ewsl
etter
Hal
f yea
rly
new
s-le
tter
Co
rpor
ate
Com
mun
ica-
tions
All
No.
of m
edia
item
s pr
oduc
ed20
13-
2018
03
45
6
Prod
uce
peri
-od
ic in
fom
erci
als,
te
stim
onia
ls,
docu
men
tari
es
and
inte
rvie
ws
for
both
T.V
and
Rad
io
Conti
nuou
s vi
s-ib
ility
Corp
orat
e Co
mm
unic
a-tio
ns
2013
-20
186
2021
2325
ETHICS AND ANTI-CORRUPTION COMMISSION STRATEGIC PLAN (2013-2018)
89
OUR CORE VALUES: Integrity Professionalism Fidelity to the law Courage Team work Innovation
Stra
tegi
esKe
y A
ctivi
ties
Acti
viti
esO
utpu
t Tar
get
Resp
onsi
ble
Dep
artm
ent
Perf
orm
ance
indi
ca-
tor
Tim
e-fr
ame
Expe
cted
bud
get (
Ksh
Mill
ion)
2013
/14
2014
/15
2015
/16
2016
/17
2017
/18
Expa
nd
natio
nal
pres
ence
and
co
vera
ge
Esta
blis
h an
d op
erati
onal
ize
regi
onal
offi
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Ope
ratio
naliz
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e id
entifi
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gion
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office
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No.
of r
egio
nal
office
s es
tab-
lishe
d
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orat
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nsSu
pply
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ain
Man
-ag
emen
t Bu
dget
and
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anni
ng
Ope
ratio
nal r
egio
nal
office
s20
13-
2018
5050
5050
50
Set u
p an
d op
erati
onal
ize
mob
ile o
ffice
s
Acq
uire
mob
ile
office
car
avan
Cara
van
Repo
rt
Cent
erEd
ucati
on,
Trai
ning
&
Pub
lic
Aw
aren
ess
2 ca
rava
ns20
13-
2018
020
2010
5
Enha
nce
insti
tutio
nal
gove
rnan
ce
fram
ewor
k
Form
ulat
e an
d im
plem
ent
rele
vant
insti
tu-
tiona
l pol
icie
s,
proc
edur
es a
nd
guid
elin
es
Dev
elop
pol
icy
on
Clea
ranc
e/ve
tting
Polic
ies
deve
l-op
edO
pera
tions
(R
& D
C)
Polic
y A
dapt
ed a
nd
impl
emen
ted
2013
-20
150
10
00
Dev
elop
a p
olic
y fr
amew
ork
for
cond
uctin
g co
ncili
-ati
on, m
edia
tion
and
nego
tiatio
n
Polic
y fr
ame-
wor
k de
velo
ped
Civi
l Liti
ga-
tion,
Ass
et
Reco
very
an
d Le
gal
Supp
ort
Evid
ence
A
naly
sis
Dev
elop
men
t and
im
plem
enta
tion
of
a Po
licy
fram
ewor
k co
ncili
ation
, med
ia-
tion
and
nego
tiatio
n
2013
-20
150
0.5
00
Dev
elop
and
im-
plem
ent a
pol
icy
on in
form
ation
m
anag
emen
t
Info
rmati
on
man
agem
ent
deve
lope
d an
d be
ing
impl
e-m
ente
d
Refo
rms
&
Tran
sfor
ma-
tion
ICT
Use
r D
epar
t-m
ents
Polic
y A
dapt
ed a
nd
impl
emen
ted
2013
-20
18-
2022
1010
ETHICS AND ANTI-CORRUPTION COMMISSION STRATEGIC PLAN (2013-2018)
90
OUR VISION: A Corruption free Kenyan Society that upholds integrity and the rule of law
Stra
tegi
esKe
y A
ctivi
ties
Acti
viti
esO
utpu
t Tar
get
Resp
onsi
ble
Dep
artm
ent
Perf
orm
ance
indi
ca-
tor
Tim
e
fram
e
Expe
cted
bud
get (
Ksh
Mill
ion)
2013
/14
2014
/15
2015
/16
2016
/17
2017
/18
Dev
elop
and
im
plem
ent s
ecu-
rity
pol
icy
Secu
rity
pol
icy
Adm
inis
tra-
tion
Polic
y A
dapt
ed a
nd
impl
emen
ted
2013
-20
140.
20
00
0
Dev
elop
and
im
plem
ent s
uppl
y ch
ain
man
age-
men
t pol
icy
and
proc
edur
e m
anua
l
Supp
ly c
hain
m
anag
emen
t po
licy
and
proc
e-du
re m
anua
l
Supp
ly
Chai
n M
an-
agem
ent
Polic
y A
dapt
ed a
nd
impl
emen
ted
2013
-20
150
0.2
00
0
Form
ulat
e an
d im
plem
ent O
n-Bo
ardi
ng p
olic
y
On-
Boar
ding
po
licy
Hum
an
Reso
urce
sA
ll
Polic
y A
dapt
ed a
nd
impl
emen
ted
2013
-20
140.
53.
5
Revi
ew in
tern
ship
po
licy
Revi
ewed
inte
rn-
ship
pol
icy
Hum
an
Reso
urce
sA
ppro
ved
inte
rnsh
ip
Prog
ram
me
2014
-20
150
00
00
Dev
elop
and
im
plem
ent a
par
t-ne
rshi
p po
licy
for
the
Com
mis
sion
part
ners
hip
polic
yCo
rpor
ate
Com
mun
ica-
tions
All
Polic
y A
dapt
ed a
nd
impl
emen
ted
2013
-20
140
2.0
0.3
0.5
0.7
Dev
elop
and
Im
plem
ent a
Ris
k M
anag
emen
t Fr
amew
ork
ERM
dev
elop
ed
Inte
rnal
A
udit
Esta
blis
hed
and
impl
emen
ted
RMF/
ERM
2013
-20
150
2.5
0.1
0.1
0.1
Form
ulat
e an
d im
plem
ent a
Re-
gion
al E
xpan
sion
an
d D
evol
ution
Po
licy
Expa
nsio
n po
licy
All
Polic
y A
dapt
ed a
nd
impl
emen
ted
2013
-20
140
5.0
60.0
70.0
90.0
Form
ulat
e fa
-ci
lities
, flee
t and
offi
ce e
quip
men
t m
anag
emen
t po
licy
Faci
lities
, flee
t an
d offi
ce e
quip
-m
ent m
anag
e-m
ent
polic
y
Fina
nce
&
Plan
ning
Adm
inis
tra-
tion
Polic
y A
dapt
ed a
nd
impl
emen
ted
2013
-20
150.
10
00
0
ETHICS AND ANTI-CORRUPTION COMMISSION STRATEGIC PLAN (2013-2018)
91
OUR CORE VALUES: Integrity Professionalism Fidelity to the law Courage Team work Innovation
Stra
tegi
esKe
y A
ctivi
ties
Acti
viti
esO
utpu
t Tar
get
Resp
onsi
ble
Dep
artm
ent
Perf
orm
ance
indi
ca-
tor
Tim
e
fram
e
Expe
cted
bud
get (
Ksh
Mill
ion)
2013
/14
2014
/15
2015
/16
2016
/17
2017
/18
Dev
elop
and
im
plem
ent a
co
mm
unic
ation
fr
amew
ork
Revi
ew a
nd
impl
emen
t cur
rent
Cu
stom
er S
ervi
ce
Char
ter
docu
men
t
Cust
omer
Se
rvic
e Ch
arte
r am
ende
d an
im
plem
ente
d
Corp
orat
e Co
mm
unic
a-tio
ns A
LL
Char
ter
amen
ded
Num
ber
of s
taff
tr
aine
d
2013
-20
140
30
00
Fina
lize
and
Impl
e-m
ent t
he M
edia
Po
licy
Med
ia P
olic
yCo
rpor
ate
Com
mun
ica-
tions
A
LL
No.
of m
edia
eng
age-
men
tsVi
sibi
lity
of E
ACC
2013
-20
140
50.0
55.0
60.0
70.0
Tota
l13
6625
30.1
2200
.622
37.4
2207
.9
ETHICS AND ANTI-CORRUPTION COMMISSION STRATEGIC PLAN (2013-2018)
92
OUR VISION: A Corruption free Kenyan Society that upholds integrity and the rule of law
Stra
tegi
c O
bjec
tive
5To
str
engt
hen
the
polic
y an
d le
gal f
ram
ewor
k
Stra
tegi
esKe
y A
ctivi
ties
Acti
viti
esO
utpu
t Tar
get
Resp
onsi
ble
Dep
artm
ent
Perf
orm
ance
indi
ca-
tor
Tim
efr
ame
Expe
cted
bud
get (
Kshs
Mill
ion)
2013
/14
2014
/15
2015
/16
2016
/17
2017
/18
Supp
ort t
he
deve
lop-
men
t and
m
aint
enan
ce
of p
olic
y, le
gal
and
regu
lato
ry
fram
ewor
k
To re
view
exi
sting
an
ticor
rupti
onpo
licy
and
lega
l fra
mew
ork
Stud
y ex
ist-
ing
law
s on
an
ti-co
rrup
tion
and
ethi
cs a
nd
iden
tify
area
s fo
r re
view
Revi
ew a
ll an
ti-co
rrup
-tio
n le
gisl
ation
Civi
l Liti
ga-
tion,
Ass
et
Reco
very
an
d Le
gal
Supp
ort
Num
ber
of a
nti-
corr
uptio
n le
gisl
ation
re
view
edN
umbe
r of
reco
m-
men
datio
ns fo
r re
view
and
am
end-
men
ts m
ade
Num
ber
of m
eetin
gs
held
( Lo
bby)
with
st
akeh
olde
rs in
law
re
view
2013
-20
180.
50.
50.
80.
81
Lobb
y fo
r th
e fin
aliz
ation
of
he N
ation
al E
thic
s an
d nti
-cor
rupti
on
Polic
y
Nati
onal
Eth
ics
and
anti-
corr
uptio
n po
licy
Rese
arch
&
Tran
sfor
ma-
tion
Nati
onal
eth
ics
and
anti-
corr
uptio
n Po
licy
adap
ted
and
impl
emen
ted
2013
-15
0.2
10
00
Tota
l0
.71
.50
.80
.81
.0
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