strategic plan 2013-2017 - kenya law...

Strategic Plan2013-2017

National Council for Law Reporting

Address of Principal Office And Contacts: Ack Garden Annexe, 5th Flr., 1st Ngong Avenue, Ngong Road P.O. Box 10443 GPO 00100, Nairobi – KenyaTel: +254 20 271 2767, 20 271 9231, 718 799 464

website : www.kenyalaw.org

: [email protected]

: @mykenyalaw

: Kenya Law Reports

: www.youtube.com/kenyalawreports

Strategic Plan 2013-17

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THE NATIONAL COUNCIL FOR LAW REPORTING

STRATEGIC PLAN

2013-2017


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Acronyms and Abbreviations iiiThe Promise vThe Approach viThe Leadership viiThe Profile ixThe Process xiThe Details 1

1. Introduction 1

1.1. Background Information 1 1.2 Mandate 1 1.3 Core Functions 2 1.4 Milestones/Key Achievements 2 1.5 Rationale for the Strategic Plan and Benefits 3 1.6 Key Focus Areas 4

2 Linkage of Kenya Law’s Mandate to the National Development Agenda 5

2.1 Kenya’s Development Challenges that Affect Kenya Law’s Operations 5 2.2 Kenya’s Development Agenda 5 2.3 Role of Kenya Law In Contributing towards the Kenya Development Agenda 5 2.4 Alignment of Kenya Law’s Mandate to the Constitution 6 2.5 Alignment of Kenya Law’s Mandates to the Judiciary Transformation Framework 6 2.6 Alignment of Kenya Law’s Mandate to other National and Regional Policy Documents and Statutes 7

3 Situation Analysis 8

3.1 GAP Analysis 8 3.2 SWOT Analysis 9 3.3 P-Pestel Analysis 10 3.3.1 Policy Framework 10 3.3.2 Political Factors 11 3.3.3 Economic Factors 11 3.3.4 Social Factors 12 3.3.5 Technological Factors 12 3.3.6 Environmental Factors 12 3.3.7 Legal Factors 13 3.4 Risk Analysis 13 3.5 Stakeholder Analysis 17 3.6 Lessons Learnt 23 3.6.1 Interdepartmental Communication 23 3.6.2 Importance Of Teamwork 23 3.6.3 Creation Of Service Level Agreements (SLAS) 23

Table of Contents


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3.6.4 Use Of Appropriate Technologies 23 3.6.5 Capacity Building 23 3.6.6 Importance Of Effective Leadership 23 3.6.7 Importance Of Succession Planning 24 3.7 Key Success Factors 24

4. Strategic Model 25

4.1 Vision 25 4.2 Mission 25 4.3 Core Values 26 4.4 Strategic Themes/Key Result Areas (Kras) 26 4.5 Key Result Areas, Strategic Issues, Objectives, Strategies and Activities 27

5. Co-Ordination Framework And Implementation of the Strategic Plan 32

5.1 Strategic Plan Implementation Approaches 32 5.1.1 Phasing and Sequencing 32 5.1.2 Quick Wins 32 5.1.3 The Performance Management Framework 32 5.1.4 Implementation Management Structure 32 5.1.5 Implementation Framework 32 5.2 Organizational Structure 33 5.3 Mandates of the Departments 36 5.3.1 Law Reporting Department 36 5.3.2 Laws of Kenya Department 36 5.3.3 Research and Development Department 36 5.3.4 Information and Communications Technology (ICT) Department 37 5.3.5 Human Resources and Administration Department 37 5.3.6 Finance Department 38 5.3.7 Sales Marketing and Communications Department 39 5.3.8 Strategy, Quality Assurance and Performance Evaluation Department 39

6. Financial Resources 40

6.1 Projected Sources of Finance 40 6.2 Projected Financial Resource Requirements 40 6.3 Projected Cash Inflows 41

7. Monitoring, Evaluation and Reporting 42

7.1 At the Council Level 42 7.2 At Management Level 42 7.2.1 Management Control Function 43 7.2.2 Strategic Control Mechanism 43 7.3 Indicators for National Monitoring of the Performance of Kenya Law 44 7.4 Indicators for Internal Monitoring of the Performance of Kenya Law 44


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BSC Balanced ScorecardCLE Council for Legal EducationCS Customer ServiceFAQs Frequently Asked QuestionsFLSTAP Financial & Legal Sector Technical Assistance ProjectFY Financial YearGJLOS Governance, Justice, Law and Order SectorGOK Government of KenyaHODs Heads of DepartmentHR Human ResourceHRMIS Human Resource Management Information SystemIAS International Accounting StandardsICT Information and Communications TechnologyIFRS International Financial Reporting StandardsILO International Labour OrganizationIPSAS International Public Sector Accounting StandardsISO International Standards OrganizationJTF Judiciary Transformation FrameworkKENYA LAW National Council for Law ReportingKLR Kenya Law ReportsKRA Key Result AreaKShs Kenya ShillingsLOK Laws of KenyaLSK Law Society of KenyaM&E Monitoring and EvaluationMDGs Millennium Development GoalsMED Monitoring and Evaluation DirectorateMoU Memorandum of UnderstandingMTEF Medium Term Expenditure FrameworkMTP Medium Term PlanNCAJ National Commission for the Administration of JusticeNIMES National Integrated Monitoring and Evaluation SystemPAS Performance Appraisal SystemPPD Public Procurement and DisposalSAGA Semi Autonomous Government AgencySMS Short Message ServiceSWOT Strength Weaknesses Opportunities and ThreatsTNA Training Needs AssessmentUSAID United States Agency for International Development

Acronyms and Abbreviations


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Weaved through the pages of this Strategic Plan is a bold promise that we, Kenya Law, are making. Understanding our role as the agency through which Kenya’s robust, indigenous, patriotic and

progressive jurisprudence will be monitored, reported and also packaged as a product for export to other jurisdictions, and acknowledging our social justice obligation to provide public legal information that is open and accessible, we will be the gold standard by which law reporting and access to public legal information is measured. The people of Kenya, from whom

our mandate is derived, the letter and spirit of the Constitution of Kenya, 2010 and the Judiciary Transformation Framework requires nothing less of us.

The essence of our renewed sense of obligation is captured in our new slogan “Where Legal Information is Public Knowledge”. We have come to an enlightened understanding of our mandate and make a commitment to not merely be a provider of public legal information but the people’s fountain of knowledge and understanding of the law for the promotion of the rule of law and the advancement of a civilized society.

We have renewed our minds and rededicated ourselves to the national values and principles of public service set out in the

Constitution of Kenya, 2010 and we have re-engineered our systems and processes to exceed the expectations the people, the Judiciary, our partners and our stakeholders. The essence of this renewal is expressed in a new brand identity - KENYA LAW – and more elaborately set out within the pages of this Strategic Plan. If we fall short of this promise at any time between 2013 and 2017, then this Plan will have come to naught.

Dr. Willy M. Mutunga, D.Jur, S.C., E.G.H.Chief Justice President, Supreme Court of KenyaCHAIRMAN OF THE COUNCIL OF KENYA LAW

The Promise


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This Strategic Plan is informed by the hopes and aspirations of the people of Kenya, the letter and spirit of the Constitution of Kenya, 2010; the strategic direction of the Kenya Vision 2030, the Judiciary

Transformation Framework, 2012-2016 and last but not least, the promise and commitment of the Council and Staff of Kenya Law.

This plan is our operational blueprint for the next five years. It is our roadmap to realizing our mandate of monitoring and reporting on the development of jurisprudence and our vision of “Accessible Public Legal Information towards

an Enlightened Society”. Having documented our successes and challenges from the preceding Strategic Plan, and having distilled the lessons learnt, we have mapped the evolved operating environment and re-aligned not only our vision but also our strategic approach.

During the next five years, we will focus on four Key Result Areas namely:(i) Provision of public legal information(ii) Policy and Legal Framework(iii) Institutional Development(iv) Branding, Visibility and Corporate Image

The key elements of our new strategic approach is a shift in several paradigms: from providing legal information to creative and innovative use of information to generate and develop legal knowledge; from a legal publisher to a curator of a robust, indigenous, progressive and patriotic jurisprudence; from applying international best standards to being the standard by which law reporting and access to public legal information is measured; and from providing a public service to creating shared value for society and for our employees. The other key element is the repositioning of our brand identity. While legally we remain ‘the National Council for Law Reporting’, we are glad to be known and addressed by you simply as ‘KENYA LAW’.

Long’et TererAG. CEO

The Approach


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The Leadership

Dr. Willy M. Mutunga, D. Jur., SC, EGH - Chief Justice, President of the Supreme Court of Kenya/Chairman

The Hon Lady Justice R. Nambuye,Judge of the Court of Appeal of Kenya

The Hon Lady Justice Lydia Achode, Judge of the High Court of Kenya

Prof. Githu Muigai, Attorney General

Prof. Annie Patricia G. Kameri-Mbote, SC. Dean, School of Law, University of Nairobi

Ms. Christine Agimba, Snr. Deputy Solicitor General, State Law Office


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Ms. Eva Githinji, Snr. Printer, Representing Government Printer

Ms. Florence Mwangangi, Representing LSK

Mr. Evans Monari, Representing LSK

Mr. Long’et Terer Ag CEO

1. Ms Anne Amadi - Chief Registrar of the Judiciary of Kenya2. Mr. Joash Dache - Chief Executive Officer, Kenya Law Reform Commission3. Ms. Flora Mutua - Senior Management Analyst, Directorate of Public Service Management4. Ms. Consolata Munga alternate to Mr. Jeremiah Nyegenye - Clerk of the Senate5. Mr. Samuel Njoroge alternate to Mr. Justin Bundi - Clerk of the National Assembly

Co-opted Members


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Brand Name: Kenya Law

Legal Name: The National Council for Law Reporting

Organization type: State Corporation

Parent Act: The National Council for Law Reporting Act, Act No. 11 of 1994.

Parent Institution: The Judiciary

Organizational Structure: Leadership – A Council of non-executive Members Chaired by The Hon. The Chief Justice.

Management: A Secretariat managed by a Chief Executive/Editor

Mandate

i. To monitor and report on the development of Kenyan jurisprudence through the publication of the Kenya Law Reports;

ii. To revise, consolidate and publish the Laws of Kenya; and

iii. To undertake such other related publications and perform such other functions as may be conferred by law.

Vision

“Accessible Public Legal Information towards an Enlightened Society”

Mission

“To Provide Universal Access to Kenya’s Public Legal Information by Monitoring and Reporting on the Development of Jurisprudence for the Promotion of the Rule of Law”

Core Values

• Professionalism • Integrity• Transparency and Accountability • Reliability • Innovation

• Citizen/Customer Focus

Creating Shared Value Statement

Cognizant of our obligation in the advancement of society, we will care for the wellbeing of one another and of the environment and we will align our processes, services and products with the attainment of positive social outcomes.

The Profile


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Creativity and Innovation Statement

A creative and innovative application of progressive ideas in developing new legal knowledge and improving organizational efficiency

Quality Statement

Applying the highest professional standards in our processes, products and services, we will set the benchmarks for and share the best practices in law reporting, law revision and organizational excellence in Kenya and beyond.

Address of Principal Office and Contacts:

ACK Garden Annexe, 5th Flr., 1st Ngong Avenue, Ngong Road

P.O. Box 10443 GPO 00100, NAIROBI – KENYA

Tel +254 20 271 2767

+254 20 271 9231

+254 718 799 464

Website : www.kenyalaw.org Email : [email protected] Twitter : @MyKenyaLaw Facebook : Kenya Law Reports Youtube : www.youtube.com/kenyalawreports


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The ProcessOverview: Strategic Planning provides the framework through which organizations align themselves effectively to their operational environments. The development of Parastatal Strategic Plans is part of the wider public-sector reforms introduced by the Government in the year 2003 to facilitate sustainable and efficient utilization of public resources in the delivery of core services and attainment of national development goals.

The Kenya Law Strategic Plan 2009-2012 was aligned to the First Medium-Term Plan 2008-2012 of the Kenya Vision 2030. Since then, fundamental changes have taken place in Kenya Law’s operational environment. In turn, Kenya Law has reviewed the Strategic Plan 2009-2012 to provide a basis for the development of this Plan.

The Plan will help Kenya Law position itself strategically in its operational environment by aligning itself effectively to the changes taking place in that environment. This will enable it to effectively discharge its mandate, enhance its performance, meet the expectations of its diverse stakeholder segments and align its programmes and activities to the overall national development agenda. This plan is aligned with the Constitution of Kenya, 2010; the Kenya Vision 2030 and the Judiciary Transformation Framework 2012-2016.

The Plan has been developed through a participatory process involving the Council of Kenya Law, the management, members of staff and stakeholders. The participatory approach has been useful in developing a new strategic direction and in enriching the programmes, projects and other initiatives proposed in the Plan.

Key Achievements and Challenges faced: The Plan has recognized the key achievements of Kenya Law during the preceding Strategic Plan period as well as the major challenges faced. Details are given in Chapter 1.

Gap Analysis and Lessons Learnt: The Plan has determined the divergence between what was planned and what was achieved during the preceding Strategic Plan period, and the lessons learnt, that will now inform future planning. Details are provided in Chapter 3.

Alignment to Operating Environment/Strategic Fit: While building on the recent positive developments, the Plan recognizes that Kenya Law operates in an ever-changing environment influenced by external and internal socio-economic, legal and political factors, which directly and indirectly impact on its operations. The achievement of the Plan’s objectives will largely depend on how Kenya Law enhances its’ internal strengths, exploits the existing opportunities, manages the weaknesses , while controlling those factors that pose a threat to the achievement of planned programmes and activities. The SWOT analysis is outlined in Chapter 3.The P-PESTEL, Risk and Stakeholder Analyses are also presented in this Chapter, as well as the Key Success Factors.

The Strategic Direction: During the Plan period, Kenya Law will focus on four key result areas (KRAs). These strategic themes are (i) Provision of Public Legal Information (ii) Policy and Legal Framework; (iii) Institutional Development; (iv) Branding, visibility and corporate image.


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Arising from the above strategic themes and the strategic issues that need to be addressed in each thematic area, Kenya Law will pursue the following Strategic Objectives, namely:

1. To enhance the modalities of generating and disseminating public legal information;

2. To review and develop appropriate policies, guidelines and legislation for achieving institutional mandates;

3. To enhance the capacity of the institution to discharge its mandate through provision and management of human, infrastructural and ICT resources;

4. To create an institutional brand that enhances the visibility of the products and services of the organization.

Plan Implementation: Clear strategies and detailed activities have been developed to help in achieving each of the Strategic Objectives. The implementation of the proposed strategies will enhance the institutional capacity of Kenya Law to enable it build synergies to mitigate both external and internal challenges. In particular, the Implementation Matrix provides the actual framework through which the Strategic Objectives will be achieved during the Plan period. Through their operations, Kenya Law’s departments will translate the strategic goals into reality by developing and implementing departmental Plans which are aligned to the corporate Strategic Plan.

Budget and Cost Estimates: For all the activities to be undertaken during the Plan period, cost estimates have been outlined. These will be financed by both internally generated funds and support from partners, while cost saving measures will be implemented to further strengthen Kenya Law’s financial resource base. The Plan acknowledges that the ability of Kenya Law to implement its programmes depends on the availability of adequate funding. In the event that the available financial resources do not meet the resource requirements of the Plan, then Kenya Law will have to scale down its proposed activities and may therefore, not meet some of the set targets.

Monitoring, Evaluation and Reporting: Kenya Law recognizes the importance of Monitoring, Evaluation and Reporting in the achievement of the Plan’s intended results. Progressive monitoring will be carried out based on the expected outputs and measurable indicators set out in the implementation matrix. All the departments will be involved in the Monitoring, Evaluation and Reporting process. Quarterly and Annual Monitoring and Evaluation reports of Kenya Law will be submitted to the Council and the Monitoring and Evaluation Directorate (MED) and subsequently fed into the National Integrated Monitoring and Evaluation System (NIMES).

Structure of the Strategic Plan: The Plan is organized into seven chapters: Chapter One gives the Introduction and Background; Chapter Two links Kenya Law to the National Development Agenda; Chapter Three presents the Situational Analysis; Chapter Four outlines the Strategic Model; Chapter Five gives the framework for co-ordination and implementation of the Plan; Chapter Six outlines the financial resource requirements; and Chapter Seven provides the Monitoring, Evaluation and Reporting framework. An Implementation Matrix is provided at the end of the Plan to guide the implementation process and form a basis for Monitoring and


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Evaluation.

Conclusion: Overall, this Strategic Plan sets out a coherent, systematic and sustainable road-map on which to anchor Kenya Law’s operational initiatives for the 2013-2017 period. However, the Plan also acknowledges that the operational environment is dynamic and it will continuously be adaptive to the changing circumstances. The Plan will provide effective guidance to Kenya Law’s operations over the next five years underpinned by an effective Monitoring, Evaluation and Reporting framework and continuous refocusing and re-orientation of the strategies outlined. While Kenya Law will ensure efficient operations through rationalization of resource utilization and modernization of processes, the support of key stakeholders at all levels will be imperative.


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The Details

1.1. Background information

The National Council for Law Reporting (Kenya Law) Strategic Plan 2013-2017 is informed by the Constitution of Kenya, the National Council for Law Reporting Act, the Kenya Vision 2030 and the Judiciary Transformation Framework, 2012-2016. Kenya Law is a Semi-Autonomous Government Agency (SAGA) in the Judiciary and was established by the National Council for Law Reporting Act, No. 11 of 1994.

1.2 Mandate

Kenya Law’s mandate is derived from the National Council for Law Reporting Act, section 3 and Legal Notice No. 29 of 2009. These provide as follows:

1.2.1 Section 3, National Council for Law Reporting Act

The Council shall,

(a) Be responsible for the preparation and publication of the reports to be known as the Kenya Law Reports, which shall contain judgments, rulings and opinions of the superior courts of record;

(b) Undertake such other publications as in the opinion of the Council are reasonably related to or connected with the preparation and publication of the Kenya Law Reports; and

(c) Perform any other functions conferred on the Council by or under the provisions of any other written law.

1.2.1 Legal Notice No. 29 of 2009

The Interpretation and General Provisions Act (Cap. 2)

Delegation of Powers

IN EXERCISE of the powers conferred by section 38(1) of the Interpretation and General Provisions Act, the Attorney-General delegates to –

THE NATIONAL COUNCIL FOR LAW REPORTING established under the National Council for Law Reporting Act, 1994 (No. 11 of 1994), the powers of law revision conferred on the Attorney-General by sections 7 and 8 of the Revision of the Laws Act (Cap, 1), subject to such conditions as the Attorney-General may, by notice in writing to the Council, from time to time specify.

This Notice shall be deemed to have come into operation on the 15th October 20071.

1 This Legal Notice is dated 3rd March 2009

1. Introduction


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The overall Mandate of Kenya Law is therefore to:

1. To monitor and report on the development of Kenyan jurisprudence through the publication of the Kenya Law Reports;

2. To revise, consolidate and publish the Laws of Kenya; and

3. To undertake such other related publications and perform such other functions as may be conferred by law.

1.3 Core Functions

The Core functions of Kenya Law are to:

i. Publish the Kenya Law Reports and related publications; and

ii. Revise, update and publish the Laws of Kenya.

1.4 Milestones/Key achievements

During the period of the preceding Kenya Law Strategic Plan 2009-2012, the Law Reporting Department spearheaded the publication of back issues of Kenya Law Reports (KLR) Volumes for 1992, 1993, 1994, 2006 (Vol. 2), 2007 (Vol. 2), 2008 and 2009 along with the Election Petition Vol. 1, 2 and 3, specialized KLR Editions on Gender-Based Violence Cases, KLR monthlies and reprints of the KLR for 1989, 1990, 2002 and 2003. It also undertook the development of a new-look Bench Bulletin for communicating Kenya Law’s activities to stakeholders and achieved a significant reduction in the backlog of cases requiring inventory and reporting.

A curriculum was developed to provide training to new legal researchers and magistrates and a training course conducted in Electronic Publishing. Measures were also put in place to improve timely collection of judicial opinions country-wide to help improve service delivery. Kenya Law implemented training programmes and facilitated members of staff to attend others. These trainings include; Legislative drafting, staff training on the internal Document Management Systems, Continuous Legal Education conducted by the Law Society of Kenya for newly admitted advocates (LSK), training on equality and non-discrimination, training on the Procurement laws and procedures for all members who sit in Kenya Law’s committees and training on Gender and Non-discrimination laws against women.

A treaties database was developed by the Laws of Kenya Department while Kenya Law partnered with Government institutions, including the Kenya Society for the Blind, to translate the Persons With Disabilities Act into Braille and the Government Press to supply soft copies of legal information. Volumes of selected chapters of the Laws of Kenya, the Land Laws and the Grey Book were packaged in CD-ROM to enable easier sharing. At the time of the development of this strategic Plan, a consultancy was underway for the production of the first revised edition of the Laws of Kenya in two decades under a project funded by FLSTAP. Kenya Law’s website was revamped to improve the universal accessibility of its content.

In 2011, Kenya Law’s Research and Development Department, in partnership with Google Inc, the Kenya ICT Board, the Kenya National Assembly and the Government Press, launched an online archive of the Kenya Gazette and parliamentary debates. This was an unprecedented milestone for Kenya Law and for Kenya as well – it was Africa’s largest online release of historical legislative debates and government notices. In 2010, Kenya Law was accredited as a Certified Legal Education provider by the Law Society of Kenya. The inaugural Council for Legal Education (CLE) training on emerging jurisprudence in Kenya was carried out in the


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same year. The second volume of the Kenya Law Review Journal 2008 - 2010 was published while Kenya Law’s in-house library was stocked with various publications acquired with the financial support of FLSTAP.

A performance appraisal tool for Heads of Department (HODs) and was developed and implemented by Strategy, Quality Assurance and Performance Evaluation Department, and a scheme for rewarding employees of exemplary performance was established. To further enhance capacity in performance management, Team Leaders were trained on strategy, knowledge management, and quality assurance and performance improvement. Quarterly meetings of the Members of the Council of Kenya Law were convened to discuss policy issues related to Kenya Law, including the proposed performance contract between the Judiciary and the members of the Council.

The Finance Department prepared annual budget proposals for government funding and successfully lobbied the Judiciary and the Treasury for increased budgetary allocation. Kenya Law therefore benefited from a marked increase in its financial allocation towards the last quarter of the Strategic Plan period. In addition, proposals were prepared and submitted to the Rockefeller Foundation and the World Bank which yielded further funding. Further, the accounts system was automated while the debtors’ account of Kenya Law was reduced by carrying out a comprehensive debt collection and management operation.

The Human Resources Department developed and implemented a new organizational structure which helped to harmonize operations, clarify reporting structures and improve organizational efficiency. A pension scheme and medical scheme for members of staff were also established in addition to formalization of employment for members of staff who were previously on temporary terms. Kenya Law also conducted its first ever employee satisfaction survey and a team building session was held to foster cooperation and improve employee relations.

With the support of the ICT Department, a web-based Document Management System was successfully implemented and an open source mail system (Zimbra), Helpdesk (OTRS) and a Human Resource Management System were deployed to simplify the day-to-day operations of Kenya Law. A Case Management System was also developed and deployed at the Eldoret Chief Magistrate’s Court in collaboration with the Judiciary and with the financial support of USAID. New hardware and software was acquired through a grant from the World Bank and with the assistance of the Kenya ICT Board.

The Sales, Marketing and Customer Care Department developed a Customer Care policy statement and publicity and promotional materials. Quality control and branding consistency of Kenya Law’s advertising and promotional materials was also implemented. Kenya Law’s brand awareness to the public was also enhanced through advertisement aired on one of the country’s leading television stations while an interactive system with the ability to handle customer care queries and answer FAQs as also developed.

1.5 Rationale for the Strategic Plan and Benefits

Kenya Law faced various challenges during the implementation of the Strategic Plan 2009-2012 which greatly influenced its operations. Key amongst these challenges were: (i) Limited infrastructure; (ii) Inadequate financial resources; (iii) Inadequate human resources; (iv) Inadequate staff development; (v) Limited technology infrastructure; (vi) Weak or unsupportive collaboration with stakeholders; (vii) A rolling backlog in the publication of law reports


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and statutes; (viii) Lack of a policy framework to underpin Kenya Law’s mandate; (ix) Lack of an effective communication strategy; (x) Untimely/slow publishing of the Kenya Law Review journal; (xi) A weak performance management framework; and (xii) A weak planning framework.

In addition to the above challenges, Kenya Law’s operational environment has changed significantly. This is especially so with the promulgation of the Constitution of Kenya, 2010 and other key reforms in the Judiciary provided for in the Constitution. In view of all the above, and with the conclusion of the implementation period for Kenya Law’s Strategic Plan 2009-2012, a need has arisen to develop a new Plan to define Kenya Law’s role in the new operational environment and to chart the implementation path for projects and programmes within the next five years. The Plan will enable Kenya Law to position itself strategically in its operational environment by maximizing on positive changes and providing measures to mitigate unexpected internal and competitive demands, and manage critical risks.

1.6 Key Focus Areas

Kenya Law will prioritize the following during the implementation of this Strategic Plan:

1. Provision of Public Legal Information

2. Policy and Legal Framework

3. Institutional Development

4. Branding, Visibility and Corporate Image


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2.1 Kenya’s Development Challenges that affect Kenya Law’s operationsKenya is currently implementing the Constitution, which was promulgated in the year 2010. Indeed, the Constitution of Kenya, 2010 and the Kenya Vision 2030 are the twin national frameworks guiding the country’s long-term development agenda. In particular, the Constitution proposed a raft of reforms, most significantly in the Judiciary. Implementation of these reforms is facilitated through the relevant legislations aimed at anchoring the reforms in the Law. The challenges faced by the country in this area are mainly the tight timelines as provided for in the schedule for implementation of the Constitution, political goodwill from the Executive and Legislature, public awareness about the new laws and observance of the same by the relevant public sector institutions. All these are bound to affect Kenya Law’s operations as it plays its role in reporting on the development of Kenyan jurisprudence through the publication of the Kenya Law Reports, and revising, consolidating and publishing the Laws of Kenya.

2.2 Kenya’s Development Agenda

Kenya’s Development Agenda is anchored on the country’s premier development blueprint; the Kenya Vision 2030. The aim of the Vision 2030 is to create “A globally competitive and prosperous country with a high quality of life by 2030”. It aims to transform Kenya into “a newly –industrializing, middle-income country providing a high quality of life to all its citizens in a clean and secure environment”. Simultaneously, the Vision aspires to meet the Millennium Development Goals (MDGs) for Kenyans by 2015.

The Vision is anchored on three key pillars: Economic, Social and Political. The economic pillar aims to achieve an average economic growth rate of 10 per cent per annum from the year 2012 to 2030 in order to generate more resources to meet the MDGs and Vision goals. The social pillar seeks to achieve a just, cohesive and equitable social development in a clean and secure environment while the political pillar aims for an issue-based, people-centered, results-oriented and accountable democratic system.

2.3 Role of Kenya Law in contributing towards the Kenya Development Agenda

The Kenya Vision 2030 which provides for transparency and accountability as key principles in service delivery. Kenya Law contributes towards this by providing access to updated and revised laws. The publication of laws also inculcates a culture of compliance with legislation. On democracy and public service delivery, Kenya Law engages in public forums to create awareness of the laws and ensures that free legal information is available to the public through different systems.

Kenya Law has embraced prudent financial management through adequate planning and budgeting for financial resources. This ensures proper utilization of public resources. In addition, fair and transparent procurement practices ensure that the institution’s expenditures remain manageable within the available resources. This value-for-money approach therefore, saves the Exchequer the burden of funding Kenya Law for unnecessary expenditure. The adoption

2. Linkage of Kenya Law’s Mandate to the National Development Agenda


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of science, technology promotes innovation in Kenya Law’s operations hence driving down costs. Further, Kenya Law generates revenue for Government through sale of publications.

2.4 Alignment of Kenya Law’s mandate to the ConstitutionThe promulgation of the Constitution has made significant changes in Kenya Laws’ operation. This includes the creation of a Supreme Court and establishment of the Land and Environment Court and the Industrial Court both with the statuses of High Courts. The Constitution further provides for the establishment of new judicial structures which are bound to affect the overall mandate and structure of the organization. This is outlined in the Judiciary Transformation Framework to which Kenya Law’s activities, projects and programmes are to be aligned.

Under Article 2(5) (6) of the Constitution, international law became part of the Laws of Kenya. Kenya Law is therefore required to take up the task of publishing those international laws which Kenya has ratified and which are therefore, part of the country’s legislation. In Article 7(2) Kiswahili has now been recognized as an official language. The implication is that, there is a need for translation of the Laws of Kenya into Kiswahili. Article 35 provides for access to public information by citizens. Towards this, Kenya Law will accelerate the provision of legal publications through diverse media to reach a wider audience, both locally and internationally.

Chapter Eleven of the Constitution on Devolution of Government creates a two-tier system of government consisting of the central and county governments. The National Council for Law Reporting is expected to play a significant role in providing legal information emerging from courts, and national and county assemblies.

Articles 10 and 232 on National Values and Principles, and Values and Principles of the Public Service respectively will have a significant effect on the operations of members of staff. In addition, the Constitution has established new legislations that govern both public finance and public procurement processes. These will also have a significant impact on Kenya Law’s operations.

2.5 Alignment of Kenya Law’s mandates to the Judiciary Transformation Framework

The Judiciary Transformation Framework (JTF) is the Judiciary’s roadmap in its journey towards fundamental restructuring and re-organization. The Framework is primarily informed on the Constitution of Kenya, 2010 and seeks to appropriately reposition the Judiciary to be an engine of societal transformation that responds to the needs of Kenya’s diverse society. It is anchored on four Pillars namely: People/User-Focused Delivery of Justice; Transformative Leadership, Organizational culture, and Professional and Motivated Staff; Adequate Financial Resources and Physical Infrastructure; and Harnessing Technology as an Enabler for Justice.

Firstly, Kenya Law will reconfigure and reinvigorate its relationship with the Judiciary, as the parent institution, in order to ensure the representation of Kenya Law in Judiciary affairs and to undertake mutual co-operation and collaboration. Secondly, in the formulation of this Strategic Plan, Kenya Law has taken into consideration and incorporated both the philosophical and the logical framework of the JTF. Kenya Law’s key focus areas and the activities set out in the implementation matrix are therefore, inspired by and answer to the Judiciary Transformation Framework.

The JTF’s pillar on People/User-Focused Delivery of Justice has informed Kenya Law to focus on providing universal access to public legal information that is universally accessible in terms


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of language, and format. Kenya Law will involve public participation in the development of its policies and to prepare appropriate publications for the public. On Transformative Leadership, Organizational culture, and Professional and Motivated Staff, the Framework, under Key Result Area 7 on Growth of Jurisprudence and Judicial Practice, explicitly outlines that the Judiciary will strengthen the capacity of the National Council for Law Reporting to enable it to continue monitoring and reporting on the development of jurisprudence. It will also leverage on Kenya Law’s competencies to improve its offering on certain ICT publishing, communications and information management components.

To realize the Pillar on Adequate Financial Resources and Physical Infrastructure, Kenya Law will, in collaboration with the Judiciary where necessary, establish income generating programmes mainly through the sale of its products. In so doing, Kenya Law will focus on making the products as affordable as possible to ensure the widest supply.

On Harnessing Technology as an Enabler for Justice, Kenya Law will scale up the use of ICT in enhancing access to its materials and legislations including continuous upgrading of the infrastructure to keep pace with technological changes in the dissemination of information. This will include the use of sms systems and development of applications for mobile phone and tablets to facilitate the dissemination of information and the use of ICT tools to make court records more accessible to the public.

2.6 Alignment of Kenya Law’s mandate to other national and regional policy documents and statutes

Kenya Law will enhance access to legal information by persons with disabilities in accordance with the Persons with Disabilities Act, No. 14 of 2003. In implementing this, Kenya Law will adhere to the W3C Standards, which ensure that all persons, able and disabled, are able to access information as their needs have been catered for. Performance Contracting will be implemented using the Performance Contracting Guidelines issued annually while relevant International Labour Organization (ILO) conventions, Employment and Labour laws and Government Circulars will be continuously reviewed to ensure that Kenya Law’s human resource practices are in conformity with the documents. The Information Act will provide guidance on how information should be stored and transmitted to ensure its integrity throughout. The Act also specifies how hardware should be disposed of. Regionally, all relevant laws established by the East African Community Treaty will form part of the laws of Kenya. Kenya Law will therefore update, revise and consolidate these laws.

The ISO 9000 Quality Management System family represents an international consensus on good quality management practices. It consists of standards and guidelines relating to Quality Management Systems and related supporting standards. Kenya Law will seek ISO certification as a strategy towards streamlining operations and ensuring provision of quality services to customers. In addition, the ISO 31000 on risk management will be implemented to increase the likelihood of achieving objectives, improve the identification of opportunities and threats and effectively allocate and use resources for risk treatment. The standard provides guidance for internal or external audit programmes and can be used by organizations to compare their risk management practices with an internationally recognized benchmark, providing sound principles for effective management and corporate governance.


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3.1 Gap Analysis

Several key activities planned for implementation during the implementation of Kenya Law’s Strategic Plan 2009-2012 were not achieved due to various reasons. These are outlined in the table below.

Table 3.1 Gap Analysis

What was planned but not achieved Reason for the failure/gap

Collection of judicial opinions. The activity was hampered by weak cooperation from stakeholders and inadequate human resources. In addition, the ICT systems often failed to work while there were insufficient machines at collection points to capture judicial opinions.

Feedback services and mechanisms The feedback mechanism is in place but not quite effective.

Timely publishing of KLR monthly Delays in printing and late acquisition of judgments often resulted in failure to print the Kenya Law Reports (KLR) monthly reports on time. This was further exacerbated by the fact that Kenya Law was still handling backlog of cases and has insufficient human resource and financial capacity to undertake timely publishing.

Resource mobilization The annual GOK resource requirements presented to the Ministry of Finance (MOF) during the Strategic Plan period were not always approved as requested. Approval of other requests to development partners e.g. The World Bank (Judiciary Performance Improvement Project) and Financial Legal Sector Technical Assistance Programme have also been delayed for a number of years.

Failure to develop service business models

This was not achieved due to failure to start the implementation process and lack of follow-up.

Knowledge exchange/ sharing and international best practices

Annual bench marking tours to commonwealth countries with an established system of law reporting and preparation of reports on lessons learnt was planned for but not achieved. This was mainly due to budgetary constraints and lack of initiative to see through its implementation.

Developing and formalizing strategic partnerships with stakeholders

The activity was not carried out due to a lack of resources to carry out subsequent trainings.

Training on emerging jurisprudence Kenya Law planned to partner with the Kenya School of Law and the Law Society of Kenya to offer training on emerging jurisprudence to advocates and students. This was however not fully implemented due to a lack of resources to carry out subsequent trainings.

Compliance There was a gap in compliance since there are no TQM and QMS systems in place in Kenya Law.

Capacity building Kenya Law planned to prepare a training plan and manual on knowledge management and quality assurance. However, the lack of documentation of the needs assessment carried out earlier led to the activity not being implemented during the Strategic Plan period. In addition, various training programmes for employees on Finance that were planned did not take place due to inadequate resources

Development of the corporate policy The lack of an effective corporate policy stemmed from the fact that the requisite comprehensive needs assessment was not carried out earlier, leading to the activity not being implemented during the Strategic Plan period.

3. Situation Analysis


9

Appropriate technology Kenya Law had inadequate ICT equipment such as office computers, printers and copiers. In addition, some of database systems at Kenya Law are incompatible thus leading to disruptions in the flow of work while the ICT department faced some resistance from user departments in the adoption of new systems.

Marketing, outreach and customer service

This activity was hampered due to the lack of funds. Marketing, outreach was mostly carried out within Nairobi as opposed to everywhere around the country.

Universal accessibility Given the rise and need to accommodate persons of all abilities in the dissemination of legal information, it was imperative that Kenya Law adopts universal accessibility as a core function, since in the previous plan this was not accounted for.

Inter departmental linkages and Service Level Agreements (SLA’s)

Interdepartmental linkages and service level agreements between departments were not achieved due to the fact that there were no clear roles and relationships developed by departments. This was to enhance efficiency and reduce duplication of duties. However, the challenge still exists since many departments don’t understand what is expected of them which often lead to assumptions that the work will be done by someone else.

Sales and marketing strategy implementation

Kenya Law planned to formulate a sales and marketing strategy, carry out a needs assessment for each department, acquire content for publicity material and participate in National events. This was however, not achieved due to fixed timelines

Corporate governance Corporate governance training for the members of the Council was not undertaken due to limited financial resources and the lack of time to train all members at the same time. There were also changes in the Council membership hence the need to wait for the new members to resume the role before training.

3.2 SWOT Analysis

Kenya Law recognizes that it operates in an environment dictated by external and internal socio-economic, legal and political factors, which directly and indirectly impact on its operations. Such an environment creates demands and challenges on the part of Kenya Law, which must be addressed.

The achievement of the Plan’s objectives will largely depend on how Kenya Law enhances its’ internal strengths, exploits the existing opportunities, and manages the weaknesses in its operations, while controlling those factors that pose a threat to the achievement of its planned programmes and activities. In developing this Plan, Kenya Law conducted an extensive situation analysis of its Strengths, Weaknesses, Opportunities and Threats (SWOT).

The Strengths are endowments possessed by Kenya Law upon which future success can be built and which must therefore be improved upon. The Weaknesses of Kenya Law comprise deficiencies in resources and capabilities, which must be contained in order to realize the strategic objectives during the Plan period. The Opportunities are the operational potentials and external factors that Kenya Law will take advantage of in order to enhance its ability to achieve its stated goals and objectives. The Threats are the external operational challenges that make it difficult to realize Kenya Law’s set objectives.


10

Table 3.2 SWOT Analysis

Strengths Opportunities

a) Competent, vibrant and committed workforceb) Capacity to mobilize Resource from government and

alternative sourcesc) We are the official law reporting institution in Kenya and

as such enjoy a monopoly – mandated) Strong brand name: Kenya Law Reportse) Good relationship and strong partnerships with the

stakeholdersf) We have a Council as the supreme leadership and

governance organ - the composition of the Council represents of all our stakeholders

g) Kenya Law has embraced modern and relevant ICT technologies

h) Employee focus: Staff welfare scheme, performance appraisal etc

i) Focus on outputting quality and productivityj) Public service drivenk) Progressive leadershipl) Strategic planm) Teamworkn) Creative and innovative organization

a) The constitution 2010b) The judiciary transformation frameworkc) Vision 2030d) Various government policy documentse) Regional integration f) Goodwill and support from stakeholdersg) Ready market for legal informationh) Current and emerging technologies i) Access to emerging knowledge and best practicesj) General elections k) Opportunity to forge new partnershipsl) Devolved units of Government

Weakness Threats

a) Gaps in technologyb) Inadequate resources: financial, HR and infrastructure c) Lack of an effective performance management systemd) Failure to outsource non core functionse) Ineffective feedback and complaints mechanism (External

and Internal)f) No policies/ no implementation of existing policies/

- marketing, ICT, HR, corporate communication, knowledge management, business strategy

a) Competition from players in the private sectorb) Political, social, economic instabilityc) Threat of litigationd) Obsolescence of technology and ever changing

technologye) Infringing of copyright on premium products

3.3 P-PESTEL Analysis3.3.1 Policy framework

The Policy environment in which Kenya Law operates, especially the public sector policy framework, will affect operations and programmes of Kenya Law. Some of the policy frameworks likely to affect Kenya Law are:

a) Constitution of Kenya, 2010 – Kenya Law’s new Strategic Plan 2013-2017 comes at a critical time during the implementation of the Constitution of Kenya, 2010. A key area of the Constitution that will have a direct impact on Kenya Law’s operations is the reforms it proposed for the Judiciary, where Kenya Law belongs. The Plan will therefore, be a tool for implementing some of the legislative and institutional reforms in the Constitution.

b) Vision 2030: Second Medium Term Plan: Kenya Law will be required to align its policies to the national development blueprint and ensure that its projects and programmes are geared towards realizing the Vision’s goals.

c) Policies in the Justice Sector – policies of institutions such as the National Council for the Administration of Justice (NCAJ) will have a direct impact on Kenya Law’s


11

operations due to the collaboration between the two institutions. In addition, policies within the Governance, Justice, Law and Order Sector (GJLOS) will affect Kenya Law’s administrative and budgeting functions.

d) Ministerial/ Public Sector policies/ Circulars/ Regulations – the policies, circulars and regulations issued by the Government will also have a bearing on Kenya Law’s programmes.

e) Judiciary Transformation Framework – its implementation has a direct bearing on Kenya Law’s operations since it will collaborate in implementing some of the proposed strategies in the document.

f) Corporate Transformation Policies – Ongoing reforms within the state corporations sector, though not directly affecting Kenya Law, will have an impact on the environment in which Kenya Law operates and will therefore impact on its operations.

3.3.2 Political factors

Political factors will affect the implementation of the Strategic Plan mainly in the form of:

a) System of Governance – the devolved system of Government will provide opportunities for Kenya Law to expand its coverage nationally and hence reach more people.

b) Political stability – Kenya Law’s operations will only thrive in a stable political environment.

c) Political change – a change of political administration in the country may have an impact on the nature and pace of legal reforms which also directly affects Kenya Law’s operations.

d) Bureaucracy – bureaucracy hampers results based management and may therefore, result in poor service delivery to customers.

e) Political interference – While it may not be a clear and present danger for Kenya Law, political interference stemming from poor management of the roles and relationships between state corporations or the sector in which they operate and the political leadership have been known to impact negatively on the performance of the state corporations.

3.3.3 Economic factors

Economic factors will affect the operations of Kenya Law for the following reasons:

a) Inflation – this affects the cost at which Kenya Law procures goods and services and therefore has a significant influence on budget execution.

b) Budgetary Allocation/ Constraints – the availability of adequate funds for activities is a pre-requisite for their implementation. Inadequate budgetary allocations therefore, results in more gaps in implementation and weakens the quality of services offered. In particular, Government funding will likely lead to the subsidizing of the price of products

c) Competition – healthy competition for resources can nurture innovative ways of mobilizing funds. On the other hand, uncontrolled competition may result in heavy budget cutbacks and hence affect service delivery.

d) Income per Capita – affects the ability of the citizens to access goods and services,


12

including Kenya Law’s materials. Persons with less income per capita are least likely to afford the materials hence limiting their knowledge on the same.

e) Foreign Exchange Rate – this may affect the cost of purchase of goods and services from foreign firms and individuals. The rates also influence the cost at which any loans from development partners are repaid.

f) Taxation – high levels of taxation lead to high costs of production inputs as well as of goods and services.

3.3.4 Social factors

The following social factors are likely to affect the operations of Kenya Law:

a) Literacy levels – since most of Kenya Law’s materials are in written form, they can only be effectively consumed by a literate population. High levels of illiteracy limit people’s access to the materials and their participation in Kenya Law’s activities and programmes. This may force Kenya Law to engage in other methods of dissemination at an extra cost.

b) Negative public perceptions of the law – perception of the law from a punitive point as opposed to a guide for social good may affect the public’s understanding of the same.

c) Poor reading/knowledge sharing culture – this affects the public’s consumption of Kenya Law’s written materials, since most of them are in written form.

3.3.5 Technological factors

The speed and rate of technological change is likely to affect Kenya Law for the following reasons:

a) Innovation –Kenya Law will be compelled to develop new products based on emerging technology platforms such as social media and increased mobile internet penetration.

b) High rate of technology obsolescence – changes in technologies will compel Kenya Law to continuously review and upgrade its technology infrastructure

c) Limited access to technology and technological knowledge – this will affect the accessibility of Kenya Law’s public legal information.

3.3.6 Environmental factorsa) Transport systems/ infrastructure – energy efficient systems with minimal pollution

reduce costs of operations and help in conserving the environment.

b) Communication systems/ infrastructure – changes in communications technology may result in significant accumulation of obsolete communication equipment which can be an environmental hazard.

c) Pollution – affects the health of people and often results in the loss of biodiversity.

d) Paradigm shift to a paperless working environment – can cut costs significantly while also resulting in conservation of forests.

e) The green movement – enhances overall environmental protection and conservation and has an impact on reducing energy costs.

f) Climate change – this influences weather patterns and may cause adverse weather such as floods and drought.


13

3.3.7 Legal factors

Legal factors are relevant in the implementation of the Strategic Plan because:

a) Liability arising from legal suits may result in extra costs to Kenya Law and reduced public confidence in the institution.

b) Legal compliance – failure to comply with specific statutes may result in punitive measures being undertaken against Kenya Law and even lawsuits being instituted.

c) Legislative changes that impact on the organizational framework such as increase in the number of Judges.

3.4 Risk Analysis

Kenya Law has undertaken a comprehensive analysis of the anticipated risks likely to be faced at strategic, organizational, operational, financial and technological levels while implementing the Strategic Plan.

Strategic Risks are the prospective adverse impacts on the business arising from poor strategic decisions, improper implementation of decisions; or lack of responsiveness to changes in the operational environment. Organizational Risks are those that threaten the very existence of Kenya Law due to extraneous factors in the operational environment. Operational Risks are those that arise from capacity inadequacies in the course of implementation of planned programmes and activities. Financial Risks emanate from failure to either mobilize adequate funds or lack of prudence in financial resource utilization while Technological Risks are those associated with deficiencies in Information and Communication Technology.

For each risk, appropriate mitigation measures have been determined, and the mitigation measures have subsequently informed the Strategic Model (Chapter 4). The risk analysis will also be an integral input in the subsequent development of a comprehensive risk management strategy to facilitate successful implementation of the Strategic Plan.


14

Table 3.4 Risk Analysis

Type of Risk Risks Anticipated Mitigation Measures

Strategic Risks • Lack of stakeholders’ good will i.e. uncooperative judges

• Have events where we explain how working together will produce better results.

• Changes in consumer tastes. e.g. moving away from books to CDs

• Continuously monitoring trends. Staying relevant and being sensitive to consumer needs and avoiding rigidity

• Lack of market for products e.g. hard copies of the monthlies

• Product testing and due diligence should be carried out before rolling out new products

• Lack of innovation and creativity • Proper market strategy.• Create a strong Research and Development function• Introduce a wall room for purposes of sharing of

ideas

• Lack of a proper performance evaluation tool will hinder the performance appraisal of members of staff

• Carrying out performance evaluation and management training for senior management

• Lack of effective understanding of the departments vision, mission and objectives leading to members not working together as a team

• Ensuring an understanding of the institutional Vision, Mission and Objectives through departmental meetings and regular trainings

• Performance targets may require revision in the course of implementing strategy due to changed circumstances

• Involving all stakeholders in setting performance parameters

• Institutionalize change management

• Wrong policy decisions can affect the viability of the organization.

• Enhance capacity of the strategy and planning unit

• Failure to set the correct strategic objectives may lead to underperformance

• Regularly review Kenya Law’s strategic objectives in line with changes in operational environment, and put in place a monitoring and evaluation framework for all departments.

• Out-sourcing of services may lead to closure of departments and loss of jobs

• Develop an outsourcing policy based on data available.

• An uninformed public regarding Kenya Law’s programmes and activities

• Prioritize on brand awareness through advertising, participating in national events, road shows

• Competition from private sector also providing legal info

• Ensuring high quality of products, up to date publications and creating a variety of products

• Failure to fully implement the strategic plan

• Monitoring and evaluation


15


Organizational Risks

• Staff incapability to cope with changes in the economy, technology, competition and other changes

• Staff training on new technology and other changes

• Delayed decision-making on disciplinary and recruitment issues may destabilize operations

• Develop policy setting clear decision-making timelines.

• Reduction in bureaucracy

• Employee disputes may destabilize business programmes

• Enhance dispute-resolution mechanisms

• Loss of specialized manpower may lead to lower efficiency in affected areas.

• Enhance Succession planning and management

• Changes in management may bring forth change in focus which may necessitate review of the initial plans.

• Avoid haphazard planning

• Organizational resistance to change on new ideas may affect performance.

• Develop and institutionalize a framework for acceptance and effective management of change

• Inappropriate organizational culture may affect implementation of the Plan

• Develop new structures that are clear and concise. They should outline clear job descriptions, career guidelines, and career progression. The structures should harmonize structures within the lacuna of the department.

• Duplication of roles and lack of inter-departmental cohesion

• Enhance teamwork and inter-departmental co-ordination and harmony. Develop a clear work flow process

• Responsibility for actions/mistakes lies with only a few management staff who have signed performance contracts

• Develop a sound performance management framework that commits to work within appropriate objective, target setting and clear performance measures framework linked to the corporate goals and objectives so that responsibility is shared.

• High employee turnover • Staff motivation, proper succession planning, training and development, communication, teamwork, competitive remuneration/ terms of service, observance of high occupational safety and health standards

• Skills gap • Continuous training, study leave, job rotation, job shadowing

• Loss of specialized manpower may lead to lower efficiency in affected areas

• Enhance succession planning and management


16


O p e r a t i o n a l Risks

• Lack of a clear policy framework on operational issues.

• Develop a clear policy frame work on operational issues

• Competition from other law reporting agencies

• Enhance quality of products to ward off competition

• Inappropriate operational environment e.g. limited work space and lack of fire exits

• Proper insurance coverage to mitigate fire and associated risks. Acquire bigger offices

• Piracy of our products • Enforcement of copyright laws. Increased vigilance

• Insecurity of the database • Develop IT security policy

• High operational costs • Work within budgetary limits.

• Inconsistent production may affect sales plan.

• Identify bottle neck areas and take corrective action. These include among others printing problems, low capacity.

• Bureaucratic procurement procedures • Proper planning for procurement

• The organization can be subjected to legal action due to the nature of information it publishes

• Appoint a firm of advocates to act on behalf of the organization in the event of institution of a suit

• Issue disclaimers on the website on the mandate of the National Council for Law Reporting

Financial Risks • High inflation rates may lead to high cost of inputs. E.g. high cost of printing

• Consider buying our own printing press

• Inadequate financial resources, over reliance on government for funds

• Diversify product lines

• Lack of resource allocation for departmental needs and prioritization

• Prioritization resource allocation on the basis of the strategic plan implementation matrix

• Low rates of absorption of allocated funds

• Proper planning for expenditure and implementation

• Financial abuse • Checks and balances• Accountability

• Lack of a work processes in the department

• Create a comprehensive work flow process for use by members of the department

• Infrastructure to enable easy movement of products

• Secure a designated mode of transport and driver for the department


17


Te c h n o l o g i c a l Risks

• Inadequate ICT infrastructure. • Improve on ICT hardware and software.

• Lack of investment in new technology. • Develop sound investment policy on new technology.

• Virus attacks which may destroy data • Install software that project virus infection. Undertake periodical checks

• Loss of useful data due to poor ICT equipment e.g flash disks

• Install adequate ICT facility.

• Failure to keep pace with rapid changes in technology

• Continuous acquisition and training of staff on new technology.

• Failure to effectively utilize current technology

• Build staff capacity on usage of current technology.

• Technology failures e.g. RMS, CMS, DMS

• Undertake extensive market research before acquisition of new technology

• Failure to adopt latest technology to remain relevant in the market

• Continuously monitor technological market trends to embrace modern technology

• Crashing of software and loss of data • Backing up of data

• Versatility and burgeoning of ICT • Continuous training• Adoption of scalable open source standards• Keeping abreast with the latest technological trends

• Technological failures • Continuous acquisition and maintenance of new hardware to ensure they do not fail while in use.

3.5 Stakeholder Analysis

These are individuals, groups, organizations and institutions that have an interest in Kenya Law or are impacted on by Kenya Law activities. An analysis of the stakeholders has been undertaken to clearly outline their roles/functions; their expectations from Kenya Law; what Kenya Law should do to meet their expectations; and what the stakeholders should do to assist Kenya Law realize its’ Mandate. The stakeholder analysis has further informed the strategic model (Chapter 4) and will be an integral input in other major planned activities during the Strategic Plan period e.g. Customer Satisfaction Surveys.


18

Tab

le 3

.5 S

um

mar

y of

Sta

keh

olde

r A

nal

ysis

Stak

ehol

der

Rol

e/Fu

nctio

ns o

f the

St

akeh

olde

rSt

akeh

olde

r’s e

xpec

tatio

ns fr

om K

enya

L

awW

hat K

enya

Law

shou

ld d

o to

mee

t st

akeh

olde

r’s e

xpec

tatio

nsW

hat t

he st

akeh

olde

r sh

ould

do

to a

ssis

t Ken

ya L

aw

Mem

bers

of s

taff

of

Ken

ya L

aw•

Effi

cien

t pe

rfor

man

ce

of

duti

es a

nd r

espo

nsib

iliti

es•

Exe

cuti

on

and

impl

emen

tati

on o

f K

enya

L

aw’s

man

date

• G

ood

term

s an

d co

ndit

ions

of

se

rvic

e,

posi

tive

or

gani

zati

onal

cu

ltur

e th

at

fost

ers

crea

tive

fr

eedo

m a

nd p

erso

nal

grow

th a

nd

fulfi

llmen

t•

Pro

visi

on

of

rese

arch

su

ppor

t to

va

riou

s de

part

men

ts

and

a fu

ncti

onal

libr

ary

• P

rovi

sion

of

co

nduc

ive

wor

king

en

viro

nmen

t, to

ols

and

equi

pmen

t an

d op

port

unit

ies

for

trai

ning

an

d ca

reer

de

velo

pmen

t an

d ap

prop

riat

e st

ruct

ures

• C

onti

nuou

s T

rain

ing

and

deve

lopm

ent

• M

otiv

atio

n an

d in

cent

ives

• A

ttit

udin

al c

hang

e•

Posi

tive

wor

k en

viro

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t•

Ade

quat

e to

ols

• E

duca

tion

adv

ance

men

t•

Ens

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the

orga

niza

tion

’s re

sear

ch

need

s ar

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et

thro

ugh

prep

arin

g of

res

earc

h pr

opos

als

• E

nsur

ing

the

libra

ry is

stoc

ked

wit

h re

leva

nt li

tera

ture

• P

rovi

de

cond

uciv

e w

orki

ng

envi

ronm

ent,

appr

opri

ate

orga

niza

tion

al s

truc

ture

and

m

otiv

ate

staf

f.

• E

xerc

ise

prof

essi

onal

ism

in

carr

ying

out

thei

r du

ties

• O

penn

ess

to

lear

ning

cu

ltur

e•

Exc

elle

nt C

usto

mer

Ser

vice

• U

phol

d N

atio

nal a

nd P

ublic

Se

rvic

e va

lues

; A

rtic

le 1

0;

232;

Cod

e of

Con

duct

and

co

de o

f Eth

ics.

• B

e co

mm

itte

d, p

rofe

ssio

nal

and

offe

r qu

alit

y, e

ffec

tive

an

d effi

cien

t se

rvic

es t

o th

e st

akeh

olde

rs

The

Cou

ncil

of

Ken

ya L

aw•

Pro

vidi

ng

polic

y le

ader

ship

an

d po

licy

dire

ctio

n to

Ken

ya L

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Secr

etar

iat

• P

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nt u

se o

f res

ourc

es•

Fulfi

lling

th

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anda

te

Eff

ecti

ve

and

effici

ent

appl

icat

ion

of p

olic

y in

ach

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rgan

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iona

l go

als

and

obje

ctiv

es

• C

ompl

ianc

e w

ith

its

expe

ctat

ion.

• T

rain

the

Cou

ncil

on g

ood

corp

orat

e go

vern

ance

.

• E

xerc

ise

good

lead

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ip•

Ado

pt

prin

cipl

es

of

good

go

vern

ance

in th

eir w

ork.

Ken

yan

publ

ic•

The

so

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of

th

e G

over

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t’s

man

date

an

d th

e co

nsum

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of

Ken

ya

Law

go

ods

and

serv

ices

.•

Con

sum

ers o

f Ken

ya L

aw’s

pr

oduc

ts.

• T

he

adva

ncem

ent

of

soci

ety

thro

ugh

hum

an

prog

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elev

ant,

up-t

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sibl

e pu

blic

lega

l inf

orm

atio

n.•

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old

prin

cipa

l val

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• E

ffici

ent S

ervi

ce D

eliv

ery

• In

volv

e th

e pu

blic

in v

ario

us fo

ra.

• C

reat

ion

of a

war

enes

s on

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s of

K

enya

.

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prov

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ork

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cess

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rans

lati

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f st

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nglis

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ges.

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nive

rsal

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bilit

y.•

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lish

pock

et s

ize

vers

ions

of

law

s of

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ya.

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SR t

o cr

eate

aw

aren

ess

on

the

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s.•

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ce fo

r an

d ve

rify

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tent

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ate

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ic

awar

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s th

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vert

s an

d ro

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show

s.•

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ular

upd

ate

on le

gisl

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n

• P

rovi

de fe

edba

ck

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rtic

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ion

in

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ya

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ecis

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and

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g pr

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ses

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pect

for

the

rule

of l

aw


19

Stak

ehol

der

Rol

e/Fu

nctio

ns o

f the

St

akeh

olde

rSt

akeh

olde

r’s e

xpec

tatio

ns fr

om K

enya

L

awW

hat K

enya

Law

shou

ld d

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t st

akeh

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r’s e

xpec

tatio

nsW

hat t

he st

akeh

olde

r sh

ould

do

to a

ssis

t Ken

ya L

aw

The

Judi

ciar

y•

Adm

inis

trat

ion

of ju

stic

e •

Con

sum

er o

f Ken

ya L

aw’s

pr

oduc

ts•

Inte

rpre

tati

on o

f the

law

• R

esou

rce

supp

ort

(Fin

anci

al,

infr

astr

uctu

ral,

etc)

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onit

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g an

d re

port

ing

of

Juri

spru

denc

e in

all

area

s.•

Incr

ease

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scop

e of

law

rep

orti

ng•

Supe

rior

qua

lity

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ucts

.•

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osit

ory

of a

ll ju

dici

al o

pini

ons

of th

e Su

peri

or C

ourt

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ess

to

tim

ely

and

accu

rate

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liabl

e le

gal i

nfor

mat

ion

• L

aw r

epor

ting

as

a to

ol o

f ju

dici

al

acco

unta

bilit

y an

d tr

ansp

aren

cy

• R

eal t

ime

repo

rtin

g•

Ens

ure

data

base

is

up

an

d ru

nnin

g•

Uni

vers

al a

cces

sibi

lity

of la

ws

• P

ublis

h sp

ecia

lized

vo

lum

es

of th

e la

ws.

• C

onti

nuou

s tr

aini

ng

of

judi

ciar

y le

gal r

esea

rche

rs.

• D

evel

opm

ent

of

trai

ning

cu

rric

ula

and

trai

ning

m

ater

ial

• Fa

cilit

ate

quar

terl

y fo

rum

s fo

r le

gal d

isco

urse

• Su

pply

of

ju

dgm

ents

in

ti

me.

• In

crea

sed

budg

etar

y al

loca

tion

• St

reng

then

Pa

rtne

rshi

p w

ith

JTI p

rogr

amm

e.•

Part

ners

hip.

•

Impr

ove

com

mun

icat

ion

and

shar

e in

form

atio

n.•

Pro

vide

ti

mel

y an

d co

nstr

ucti

ve

feed

back

on

ou

r pr

oduc

ts.

• Pa

rtic

ipat

e in

our

foru

ms.

• B

uy K

enya

Law

’s p

rodu

cts

Nat

iona

l C

ounc

il on

A

dmin

istra

tion

of Ju

stic

e (N

CA

J)

• Fo

rmul

ate

polic

ies r

elat

ing

to

the

adm

inis

trat

ion

of

just

ice;

•

Impl

emen

t, m

onit

or,

eval

uate

an

d re

view

st

rate

gies

fo

r th

e ad

min

istr

atio

n of

just

ice;

•

Faci

litat

e the

esta

blis

hmen

t of

cou

rt u

ser

com

mit

tees

at

the

coun

ty le

vel;

and

.

• U

nder

take

pla

nnin

g fo

r th

e Ju

stic

e Se

ctor

•

Ens

ure

part

icip

ator

y im

plem

enta

tion

of

prog

ram

mes

in

the

Just

ice

Sect

or

• L

iais

e w

ith

the

NC

AJ

in

plan

ning

pro

gram

mes

• M

obili

ze r

esou

rces

for

the

Ju

stic

e se

ctor

Law

So

ciet

y of

K

enya

an

d its

m

embe

rs

• L

egal

rep

rese

ntat

ion

• A

dvis

e an

d as

sist

mem

bers

of

th

e le

gal

prof

essi

on,

the

gove

rnm

ent

and

the

larg

er

publ

ic

in

all

mat

ters

re

lati

ng

to

the

adm

inis

trat

ion

of

just

ice

in K

enya

• Fe

edba

ck•

Buy

an

d co

nsum

e K

enya

L

aw’s

prod

ucts

• Id

enti

fy tr

aini

ng a

reas

for

CL

E.

• E

xem

ptio

ns fr

om th

e C

LE

poi

nts

• Sh

arin

g th

eir

data

base

.•

Est

ablis

hmen

t of

St

rate

gic

Alli

ance

s.

• R

eal t

ime

repo

rtin

g•

Tim

ely

publ

icat

ions

• Fo

ster

ing

rela

tion

ship

s th

roug

h ev

ents

• P

repa

re a

trai

ning

cur

ricu

lum

•

Pro

vide

upd

ated

law

s.•

Ens

ure

univ

ersa

l acc

essi

bilit

y of

law

s.•

Pub

lish

spec

ializ

ed

volu

mes

an

d so

ft c

opie

s of

the

law

s

• P

rovi

de

cont

inuo

us

Leg

al

Edu

cati

on•

Upd

ated

lega

l inf

orm

atio

n•

Part

icip

atio

n in

foru

ms

and

lega

l dis

cour

se C

riti

que.

• P

rovi

de fe

edba

ck.

Ken

ya

Scho

ol

of

Law

/

Lega

l tra

inin

g in

stitu

tions

• L

egal

in

form

atio

n,

educ

atio

n an

d tr

aini

ng•

Tim

ely

acce

ss t

o up

date

d, r

elev

ant

and

relia

ble

lega

l inf

orm

atio

n•

Act

as

a pu

pila

ge c

entr

e fo

r la

wye

rs

in tr

aini

ng

• E

nhan

ce

awar

enes

s of

pr

oduc

ts•

Incr

ease

sc

ope

to

Polic

ies,

ne

w a

nd e

mer

ging

spec

ializ

ed

area

s of

law

. •

Est

ablis

hmen

t of

St

rate

gic

Alli

ance

s.•

Rea

l tim

e re

port

ing

• P

rovi

de fe

edba

ck•

Buy

Ken

ya L

aw’s

pro

duct

s•

Incl

ude

Ken

ya L

aw i

n th

eir

foru

ms


20

Stak

ehol

der

Rol

e/Fu

nctio

ns o

f the

St

akeh

olde

rSt

akeh

olde

r’s e

xpec

tatio

ns fr

om K

enya

L

awW

hat K

enya

Law

shou

ld d

o to

mee

t st

akeh

olde

r’s e

xpec

tatio

nsW

hat t

he st

akeh

olde

r sh

ould

do

to a

ssis

t Ken

ya L

aw

Inst

itutio

ns

of

high

er le

arni

ng•

Con

sum

ers

of

lega

l kn

owle

dge

• L

egal

ed

ucat

ion

and

trai

ning

• A

cces

s to

up

date

d,

revi

sed

and

cons

olid

ated

law

s of

Ken

ya.

• A

cces

s to

up

date

d,

rele

vant

an

d re

liabl

e le

gal i

nfor

mat

ion.

• A

cces

s to

law

s of

Ken

ya in

bot

h so

ft

and

hard

cop

y.•

Inte

rnsh

ip o

ppor

tuni

ties

.•

Em

ploy

men

t opp

ortu

niti

es.

• Se

ll si

ngle

sta

tute

s to

stu

dent

s at

a

spec

ial

pric

e at

th

e bo

oksh

ops.

• P

rovi

de

moo

t co

urt

com

peti

tion

s as

a p

latf

orm

to

invo

lve

them

in

de

velo

ping

ju

risp

rude

nce.

• Sp

onso

rshi

p of

ou

tsta

ndin

g st

uden

ts.

• Pa

rtne

rshi

p in

ci

vic

educ

atio

n to

cr

eate

aw

aren

ess

on t

he l

aws

of

Ken

ya.

• Fe

edba

ck

on

wha

t th

eir

expe

ctat

ions

ar

e th

roug

h th

e D

ean

who

sit

s in

the

C

ounc

il of

Ken

ya L

aw

Na

ti

on

al

Gov

ernm

ent

• E

nsur

ing

qual

ity

of

life

for

Ken

yans

, en

hanc

ing

effici

ent

and

prop

er

appl

icat

ion

of

publ

ic

reso

urce

s th

roug

h go

od

corp

orat

e go

vern

ance

and

en

suri

ng

qual

ity

publ

ic

serv

ices

.•

Adm

inis

trat

ion

of Ju

stic

e.•

Ens

ure

and

enha

nce

prop

er u

tiliz

atio

n of

pub

lic

reso

urce

s th

roug

h go

od

corp

orat

e go

vern

ance

and

en

sure

qu

alit

y of

pu

blic

se

rvic

e

•An

efficientstate

corporation

that

effe

ctiv

ely

fulfi

ls

its

stat

utor

y m

anda

te a

nd c

ompl

ies

wit

h al

l th

e la

ws,

reg

ulat

ions

and

gui

delin

es•

Eff

ecti

ve i

nsti

tuti

on t

hat

fulfi

lls i

ts

man

date

.•

Acc

ess

to

upda

ted,

re

vise

d an

d co

nsol

idat

ed la

ws

of K

enya

.•

Acc

ess

to

upda

ted,

re

leva

nt

and

relia

ble

lega

l inf

orm

atio

n•

A g

ood

corp

orat

e go

vern

ance

cod

e in

pla

ce

• P

rope

r ut

iliza

tion

of

publ

ic

fund

s•

Pro

vide

upd

ated

law

s.•

Uni

vers

al

acce

ssib

ility

of

la

ws.

• P

ublis

h sp

ecia

lized

vo

lum

es

of

the

law

s,

e.g.

, T

rade

la

ws,

A

gric

ultu

re

Act

s,

Em

ploy

men

t Act

s.•

Lia

ise

wit

h th

e go

vern

men

t an

d ot

her

stak

ehol

ders

to

en

sure

tha

t a

goo

d co

rpor

ate

gove

rnan

ce c

ode

is in

pla

ce

• P

rovi

de f

undi

ng f

or K

enya

L

aw•

Ens

ure

good

w

orki

ng

cond

itio

ns•

Fund

ing.

• Fe

edba

ck o

n th

e la

ws

and

thei

r ne

eds.

• C

oope

rati

on b

y fo

rwar

ding

tr

eati

es

and

conv

enti

ons

that

Ken

ya h

as r

atifi

ed.

• P

rovi

de s

uppo

rt.

The

Exec

utiv

e•

Co

or

di

na

te

impl

emen

tati

on

of

gove

rnm

ent p

rogr

amm

es•

Mob

ilize

an

d al

loca

te

publ

ic r

esou

rces

• U

pdat

ed L

egal

Info

rmat

ion

• D

isse

min

ate

lega

l inf

orm

atio

n•

Com

ply

wit

h th

e ru

le o

f law

• E

stab

lish

effe

ctiv

e co

llabo

rati

ve m

echa

nism

s•

Acq

uire

an

d co

nsum

e K

enya

Law

’s p

rodu

cts

• P

rovi

de S

uppo

rt•

Pro

vide

pu

blic

le

gal

info

rmat

ion

for

purp

oses

of

diss

emin

atio

n•

Stra

tegi

c pa

rtne

rshi

p•

Goo

d G

over

nanc

e


21

Stak

ehol

der

Rol

e/Fu

nctio

ns o

f the

St

akeh

olde

rSt

akeh

olde

r’s e

xpec

tatio

ns fr

om K

enya

L

awW

hat K

enya

Law

shou

ld d

o to

mee

t st

akeh

olde

r’s e

xpec

tatio

nsW

hat t

he st

akeh

olde

r sh

ould

do

to a

ssis

t Ken

ya L

aw

StateLawOffice

• P

rovi

ding

leg

al a

dvic

e to

th

e G

over

nmen

t of

Ken

ya,

pros

ecut

ing

offe

nder

s•

Don

or

of

stat

utor

y m

anda

te f

or t

he r

evis

ion

and

upda

ting

of

the

Law

s of

Ken

ya

• U

pdat

ed le

gal i

nfor

mat

ion

• A

dher

ence

to K

enya

Law

’s m

anda

te

on la

w r

evis

ion

• E

ffec

tive

par

tner

ship

s•

Tim

ely

acce

ss t

o up

date

d, r

elev

ant

and

relia

ble

lega

l inf

orm

atio

n•

Eff

ecti

ve r

evis

ion

and

upda

ting

of

the

Law

s of

Ken

ya

• R

eal t

ime

repo

rtin

g•

Reg

ular

m

aint

enan

ce

of

data

base

• T

imel

y pu

blic

atio

n of

m

ater

ial

• A

dher

ence

to o

ur m

anda

te.

• E

nsur

e th

at

the

law

s w

e pu

blis

h ar

e in

lin

e w

ith

Gov

ernm

ent A

cts.

• C

onsu

ltat

ion.

• Pa

rtne

rshi

p.

• Su

pply

w

ith

tim

ely

and

upda

ted

lega

l inf

orm

atio

n •

Att

end

Ken

ya

Law

’s

foru

ms

on d

evel

opm

ent

of

Juri

spru

denc

e•

Stra

tegi

c A

llian

ce•

Pro

vide

feed

back

• C

oope

rati

on i

n th

e su

pply

of

law

s of

Ken

ya,

trea

ties

an

d co

nven

tion

s by

th

e re

leva

nt d

epar

tmen

ts.

Gov

ernm

ent p

ress

• P

rint

ing

and

publ

icat

ion

of

offici

al

gove

rnm

ent

docu

men

ts

and

com

mun

icat

ions

• A

ccur

ate

pres

enta

tion

of

in

form

atio

n pr

ovid

ed

to

Ken

ya

Law

• U

pdat

ed le

gal i

nfor

mat

ion

• A

dher

ence

to

te

rms

of

mut

ual

agre

emen

ts

• P

rovi

de m

ater

ial

for

prin

ting

in

tim

e•

Tim

ely

subm

issi

on o

f th

e le

gal i

nfor

mat

ion.

•

Adh

ere

to t

he t

erm

s of

the

ag

reem

ent.

Parli

amen

t•

The

co

untr

y’s

supr

eme

law

-mak

ing

orga

n•

Law

-mak

ing.

• U

pdat

ed le

gal i

nfor

mat

ion

• L

egal

com

plia

nce

in a

ll ac

tivi

ties

• L

egis

lati

ve fe

edba

ck•

Tim

ely

upda

ting

and

rev

isio

n of

th

e L

aws

of K

enya

in

acco

rdan

ce

wit

h th

e A

cts

pass

ed b

y pa

rlia

men

t

• Fl

aggi

ng

out

law

re

form

is

sues

• A

udie

nce

give

n to

re

form

is

sues

• A

dher

ence

to o

ur m

anda

te.

• E

nsur

e th

at

the

law

s w

e pu

blis

h ar

e in

lin

e w

ith

Gov

ernm

ent A

cts.

• Fe

edba

ck•

Upd

ated

lega

l inf

orm

atio

n•

Pic

k up

law

ref

orm

issu

es•

Leg

isla

te

in

the

offici

al

lang

uage

s•

Car

ryin

g ou

t la

w r

efor

m a

s fl

agge

d ou

t.

Civ

il So

ciet

y•

Lob

byin

g•

Upd

ated

lega

l inf

orm

atio

n•

Stra

tegi

c pa

rtne

rshi

p in

out

reac

h•

Pro

vide

for

ums

for

the

civi

l so

ciet

y to

air

thei

r vi

ews

• Pa

rtic

ipat

e in

sta

keho

lder

s fo

rum

s an

d of

fer c

onst

ruct

ive

sugg

estio

ns


22

Stak

ehol

der

Rol

e/Fu

nctio

ns o

f the

St

akeh

olde

rSt

akeh

olde

r’s e

xpec

tatio

ns fr

om K

enya

L

awW

hat K

enya

Law

shou

ld d

o to

mee

t st

akeh

olde

r’s e

xpec

tatio

nsW

hat t

he st

akeh

olde

r sh

ould

do

to a

ssis

t Ken

ya L

aw

De

ve

lop

me

nt

partn

ers

• Fi

nanc

ial

and

tech

nica

l su

ppor

t•

Fund

ing.

• Te

chni

cal s

uppo

rt.

• P

rovi

ding

ex

tern

al

reso

urce

s an

d te

chni

cal

assi

stan

ce

• Im

prov

ed

livel

ihoo

ds

of

Ken

yan

citi

zens

, pr

oper

, effi

cien

t an

d ac

coun

tabl

e us

e of

de

velo

pmen

t re

sour

ces

• P

rope

r an

d ac

coun

tabl

e us

e of

re

sour

ces.

• C

oope

rati

on•

Tra

nspa

renc

y an

d ac

coun

tabi

lity

• Pa

rtne

rshi

p•

Mea

sure

s re

sult

s

• B

e m

ore

flex

ible

an

d fu

nd

area

s th

at

requ

ire

mor

e at

tent

ion

• P

rope

r an

d ac

coun

tabl

e us

e of

res

ourc

es.

• Pa

rtic

ipat

e in

join

t in

itia

tive

s an

d pr

ovid

e co

ordi

nati

on

fram

ewor

k•

Pru

dent

uti

lizat

ion

of d

onor

su

ppor

t•

Pro

vide

effi

cien

t fe

edba

ck

and

impl

emen

tati

on o

f don

or

fund

ed p

rogr

amm

es

• Fe

edba

ck•

Part

icip

ate

in jo

int a

ctiv

itie

s•

Supp

ort

the

depa

rtm

ent’s

pr

ogra

ms

and

acti

viti

es•

Fund

ing.

• Su

ppor

t fo

r th

e de

part

men

t’s

prog

ram

mes

an

d ac

tivi

ties

.•

Part

icip

ate

in

join

t in

itia

tive

s•

Tru

st

in

Gov

ernm

ent

syst

ems

• R

elia

ble

supp

ort

Supp

liers

of

good

s an

d se

rvic

es•

Pro

vide

goo

ds a

nd s

ervi

ce•

Tim

ely

paym

ent

•Ex

pedi

te p

roce

ssin

g of

pay

men

ts•

Pro

vide

ac

cura

te

docu

men

tati

on

Med

ia•

Rep

ortin

g•

Educ

atin

g th

e pu

blic

•Se

nsiti

zing

th

e pu

blic

on

is

sues

of i

nter

est

•A

ccur

ate

lega

l inf

orm

atio

n•

Est

ablis

h ef

fect

ive

colla

bora

tion

mec

hani

sms

• P

rovi

de a

ccur

ate

info

rmat

ion

to th

e m

edia

• D

isse

min

ate

info

rmat

ion

accu

rate

ly

Org

aniz

atio

ns

deal

ing

with

th

e af

fairs

of

pe

rson

s w

ith d

isab

ilitie

s

•A

dvoc

ate

for

the

right

s of

pe

rson

s with

dis

abili

ties

•Se

nsiti

ze th

e pu

blic

on

issu

es

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23

3.6 Lessons LearntBased on experiences during the preceding Strategic Plan period and the SWOT, P-PESTEL, Risk and Stakeholder analyses, key lessons for building future successes which, Kenya Law learnt are:3.6.1 Interdepartmental communication

There is need to improve on the organization’s structure to facilitate effective communication, coordination, decision-making and implementation of programmes. Poor communication can impair cohesiveness of the team especially when dealing with critical issues. This lowers moral and affects relationships among team members. Poor communication also affects relationships among departments. In addition to this, is the need for teamwork, learning, innovation and creativity to facilitate effective inter and intra-departmental co-ordination, exposure to industry trends, as well as acceptance and effective management of positive change. Strategies for interdepartmental linkages also need to be developed and implemented alongside staff involvement in policy making.

3.6.2 Importance of teamwork

Law revision is a process that is achieved through teamwork, leadership, planning and communication. There is therefore, need to enhance the synergy amongst members of staff and between departments for the overall success of the institution. This should be coupled with participatory approach, effective communication and sensitization of staff on Kenya Law’s decision-making process.

3.6.3 Creation of Service Level Agreements (SLAs)

There is need to improve on the organization’s structure to facilitate effective communication, coordination, decision-making and implementation of programmes. The creation of service level agreements between departments will create a better understanding and coordination of activities between departments and therefore lead to new levels of efficiency and effectiveness. This strategy should also be extended to Kenya Law’s most critical stakeholders.

3.6.4 Use of appropriate technologies

There is need for enhancement and integration of effective and appropriate ICTs in Kenya Law’s processes to improve efficiency and productivity and permit achievement of competitive advantage in the market. This is more so critical with the current rapid changes in technology and the emergence of newer media for communication. It is also notable that end user skills amongst Kenya Law’s own staff and stakeholders, including readers, is still wanting. This has created the need for training in basic ICT skills.

3.6.5 Capacity building

Capacity building of staff especially focusing on professionalism, multi-skill development and relevant training is imperative to facilitate effective performance of Kenya Law at all levels. Relevant training needs to be planned for and carried out to develop competencies for performance as well as provide motivation. This should be coupled with the development of a wide range of skills amongst members of staff to enable multi-task and hence alleviate the severe challenge of inadequate human resource.

3.6.6 Importance of effective leadership

Lack of effective leadership has affected achievement of certain goals in Kenya Law’s strategic


24

plan. Some of the planned activities were not effectively cascaded into operational plans for actual implementation while others were not prioritized. Emerging issues also brought about various new activities which need to be incorporated in the Plan, hence the need for regular reviews. This should be supported by the management.

3.6.7 Importance of Succession Planning

There is need to address the issue of succession planning which hinders the flow of work whenever members of staff leave the institution. Indeed, this has greatly affected some of the activities in the institution. Further, there is a need for the institution to keep abreast with new laws pertaining to employees.

3.7 Key Success Factors

Arising from the contextual analysis, the following have been identified as the key success factors for Kenya Law:

a) Having a Strategic Planb) Drawing an Administrative Framework for the implementation of the planc) Adequate Resourcesd) Capacity Buildinge) Sufficient Infrastructural Resourcesf) Motivated and Competent Workforceg) Having an Effective Organization Structureh) Well Defined Work-Flow Processesi) Appropriate Use of Technologyj) Effective Leadershipk) Focus on Quality Products and Servicesl) Open and Effective Communicationm) Teamworkn) Innovation and Creativityo) Strategic Partnershipsp) Focus on Universal Accessq) Resource Mobilizationr) Good Corporate Governances) Knowledge Managementt) Universal Accessu) Business Continuity Planningv) Publicity and Corporate Imagew) Continuous Improvementx) Customer Focus


25

Kenya Law recognizes that it must anchor its operations on certain principles and values. The implementation of its objectives, strategies and activities will be guided by the Vision, Mission and Core Values.

4.1

4.2

4. Strategic Model

“Accessible Public Legal Information towards an Enlightened Society”

Our Vision

“To Provide Universal Access to Public Legal Information by Monitoring and Reporting on the Development of Jurisprudence for the Promotion

of the Rule of Law”

Our Mission


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4.3 Core Values

Kenya Law is committed to upholding and promoting the national values and principles of governance and the values and principles of public service as enunciated in the Constitution of Kenya in Article 10 and Article 232 respectively. In addition to this Kenya Law considers the following Core Values as the guiding principles for its operations in the medium and long-term:

• Professionalism in Service Delivery: Kenya Law’s will apply the highest levels of knowledge, skills, competencies and ethical values in the execution of its mandate.

• Integrity: Kenya Law shall conduct its operations honestly, objectively and impartially, and with discipline and commitment in service to the people while steadfastly adhering to high ethical principles and professional standards.

• Transparency and Accountability: Kenya Law shall actively accept responsibility for the diverse roles, obligations, and performance of its staff including self-regulation and other behaviors that positively influence its outcomes, the profession and the needs of society.

• Reliability: Kenya Law will be a trusted and dependable curator of updated and relevant universally accessible public legal information;

• Innovation: Kenya Law will nurture and reward innovation and creativity among its members of staff and it will creatively and innovatively apply legal information to generate and develop new legal knowledge. Kenya Law will harness both customer and employee-driven innovation to improve its service portfolio and achieve organizational efficiency.

• Citizen Focus - Kenya Law recognizes and upholds the principle that sovereign power belongs to the people of Kenya and shall be exercised only in accordance with the Constitution. With regard to law reporting/monitoring and reporting on developments in jurisprudence, that sovereign power has been delegated to Kenya Law. This sovereign power, which is to be exercised at the national level and the county level, will be exercised in accordance with the Constitution and the aspirations and needs of the Mwananchi.

4.4 Strategic Themes/Key Result Areas (KRAs)

Kenya Law has identified the following as areas of focus/Key Result Areas, which if concentrated on will enable it to deliver more benefits to stakeholders and realize its Mandate:

a) Provision of Public Legal Informationb) Policy and Legal Frameworkc) Institutional Developmentd) Branding, Visibility and Corporate Image

Arising from the above strategic themes and the strategic issues that need to be addressed in each thematic area, Kenya Law will pursue the following Strategic Objectives, namely:

1. To enhance the modalities of generating and disseminating public legal


27

information;2. To review and develop appropriate policies, guidelines and legislation for

achieving institutional mandates;3. To enhance the capacity of the institution to discharge its mandate through

provision and management of human, infrastructural and ICT resources;4. To create an institutional brand that enhances the visibility of the products and

services of the organization.

4.5 Key Result Areas, Strategic Issues, Objectives, Strategies and Activities

Focusing on the four Key Result Areas/Strategic Themes, Kenya Law will endeavor to achieve results through the implementation of the following objectives, strategies and activities in the Plan period:

Strategic Theme 1: Provision of Public Legal Information

Strategic issue(s): Limited access to public legal informationStrategic Objective: To enhance the modalities of generating and disseminating public legal information

Strategy 1.1: Enhance the Law Reporting Function

Activitiesa) Publication of the Case Law Updatesb) Publication of the Kenya Law Reportsc) Publication of Specialized Editions of the Law Reportsd) Publication of Specialized Editions reclaiming “lost” jurisprudencee) Publication of specialized editions of law reports capturing Kenya’s legal

heritagef) Continually update the database for the archival, tracking and reporting on the

collection of judicial opinions delivered by the superior courts and tribunals

Strategy 1.2: Provision of universally accessible legal information

Activitiesa) Publication and dissemination of updated laws of Kenyab) Implement use of non-restrictive copyright regime to facilitate access to legal

informationc) Review and implementation of the internal universal accessibility guidelines. d) Optimize online content for access via multiple platformse) Conversion of public legal material into universally accessible formats such as

plain language, disability friendly formats, local dialects etc

Strategy 1.3: Strategic alliances and partnerships to enhance provision of public legal information

Activitiesa) Establish agreement with strategic organizations on review, analysis and

publication of jurisprudence b) Establish agreement with the strategic organisations on knowledge exchange


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on law reporting, law revision and legal publishing c) Establish agreement with Strategic organizations on universal access to the

Kenya Law’s products and services

Strategy 1.4: Enhanced Research and Development

Activitiesa) Publication of the Kenya Law Review Journal b) Provide library service to Kenya Laws information and knowledge resources

through indexing, preservation, cataloging and archiving legal informationc) Tracking and reporting on cases for law reform

Strategic Theme 2: Policy and Legal Framework

Strategic issue(s): Inadequate policy and legal framework to facilitate the achievement of the institutional mandatesStrategic Objective: To establish a robust, facilitative policy and legal framework for Kenya Law

Strategy 2.1 Development, review, revision and implementation of departmental policies and procedures

Activitiesa) Review, update, disseminate and implement the Kenya Law Reports Editorial

Policy and related manualsb) Review and update the law revision manual c) Formulate, disseminate and implement an institutional policy on innovation,

creativity, research and development d) Formulate, disseminate and implement an institutional policy on I.C.T e) Formulate and develop a policy and procedural document for Quality Assurance

and Performance Evaluationf) Develop, implement and continuous review of Human Resource policies and

procedures manual. g) Review and update Kenya Law’s Procurement policies and Procedures Manual

Strategy 2.2: Strengthening the existing customer care platform

Activitiesa) Develop, disseminate and implement a customer care policy.

Strategy 2.3: Enhance good corporate governance practices

Activitiesa) Institutionalize good corporate governance practices and adopt a board charter.b) Implementation of Organizational Performance Management.c) Undertake quarterly and annual reporting on organizational performance.


29

Strategy 2.4: Enhance Kenya Law’s legal framework

Activitiesa) Review and amend the National Council for Law Reporting Act.

Strategy 2.5: Strengthen the Kenya Law’s Risk Assurance framework

Activitiesa) Develop, implement and continuously evaluate a risk assurance framework.

Strategy 2.6: Develop and enhance the Service Delivery framework

Activitiesa) Formulate, disseminate and continuously monitor Kenya Law’s Service Delivery

Charter.

Strategy 2.7: Institutionalize Quality Management Systems

Activitiesa) Develop and disseminate an organizational Quality Policy and document

procedures.b) Acquire Quality Management System (QMS) Certification, implement and

monitor QMS.

Strategic Theme 3: Institutional Development

Strategic issue(s): Insufficient resources and weak institutional systemsStrategic Objective: To strengthen the institutional capacity of the National Council for Law Reporting to enable it to deliver its institutional mandate.

Strategy 3.1: Utilize technology to enhance the availability of Kenya Law’s materials to the public

Activitiesa) Acquire I.C.T infrastructure and equipment b) Ensure the reliability and efficiency of Kenya Law’s I.C.T infrastructure and

equipment c) Strengthen the virtual organizational workspace for Kenya Lawd) Provide library service to Kenya Law’s information and knowledge resources

through indexing, preservation, cataloging and archiving.

Strategy 3.2: Utilize technology to enhance internal systems and processes

Activitiesa) Establish and implement an Integrated Human Resource Information System

(IHRMIS)b) Establish an Information and Communications Technology (ICT) system for

the collection and management of Kenya Law’s financial information

Strategy 3.3: Human Resource Development and Management

Activitiesa) Ensure the effectiveness and efficiency of systems for recruitment and retention

of staff.


30

b) Continuous review and implementation of staff welfare and benefitsc) Establish, implement and continuously review the Performance Appraisal

System (PAS)d) Promote the achievement of work-life balance and wellness in the organizatione) Promote a positive and safe work environmentf) Enhance systems of employee engagement.

Strategy 3.4: Organizational learning, development and capacity building Activities

a) Conduct a training needs analysisb) Establishment of an internal Training Committeec) Promote staff training, learning and developmentd) Undertake Develop inter-institutional exchange programmes for knowledge

exchange on best practicese) Undertake regular evaluation and review of training programmes

Strategy 3.5: Resource Mobilisation and prudent financial management Activities

a) Establishment of integrated budgeting and resource mobilisation mechanisms b) Improved prudence in budget control and Management of GOK and Donor

funded Projectsc) Preparation and implementation of a consolidated Annual Procurement Plan

Strategy 3.6: Acquisition and improvement of infrastructure and other assets Activities

a) Leasing of Kenya Law premisesb) Purchase of vehiclesc) Construction of Kenya Law building

Strategic Theme 4: Branding, Visibility and Corporate Image

Strategic Issue(s): Inadequate visibility of Kenya Law and a weak public imageStrategic Objective: To create an institutional brand and enhance the visibility of the products and services of the organization

Strategy 4.1: Develop and Implement a Marketing Strategy Activities

a) Implement Kenya Law’s marketing strategy b) Establish partnerships with local and foreign stakeholders to market NCLR’s

brand nationally and internationallyc) Develop Kenya Law’s promotional programmesd) Develop and implement a sales plane) Engage media in reporting about Kenya Law

Strategy 4.2: Develop and implement a media engagement strategy Activities

a) Engage media in reporting about Kenya Law

Strategy 4.3: Strengthening the existing customer care platform Activities


31

a) Regularly conduct customer care surveys b) Increase customer participation through the Kenya Law’s website, social

networks, and other media

Strategy 4.4: Develop Kenya Laws Brand Master Plan Activities

a) Undertake Kenya Laws brand image enhancement campaign.

Strategy 4.5: Institutionalization of Corporate Social Responsibility Activities

a) Participation in CSR activities and encourage collective responsibility


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5.1 Strategic Plan Implementation Approaches

The implementation of the Plan will deploy the following approaches:

5.1.1 Phasing and Sequencing

The implementation of this Strategic Plan will be in tandem with the government planning cycle. Kenya Law will therefore develop subsequent Annual Work Plans from the Strategic Plan. The work plans will peg Kenya Law’s operations on the financial, human and other resources available in each financial year. The corporate Annual Work Plans will be actualized by the Departmental Work Plans, which will in turn be cascade through the assignment of specific responsibilities to individual members of staff. This approach will enhance performance management at individual, departmental and corporate levels.

5.1.2 Quick Wins

In each annual work plan, Kenya Law will identify activities that guarantee quick wins, which will enable Kenya Law to achieve rapid results in line with the Rapid Results Initiative. The quick wins approach will also give impetus to the implementing departments/functional units to roll out other strategic programmes.

5.1.3 The Performance Management Framework

Kenya Law has adopted a performance management framework to facilitate successful implementation of this Strategic Plan. The framework provides a basis for setting of performance targets, evaluation and rewarding or sanctioning of performance. The strategic objectives, strategies and activities in the Plan will be translated into departmental objectives, strategies and activities and further cascaded to individual performance targets. This will facilitate effective appraisal at the individual, departmental and institutional levels while allowing for continuous improvement of performance and by extension, effective implementation of Kenya Law’s programmes.

5.1.4 Implementation Management Structure

Within the senior management team, a strategy implementation team will be established to coordinate implementation and make progress reports on a quarterly basis. The heads of departments and sections will take responsibility within their functional areas and report on a monthly basis.

5.1.5 Implementation Framework

The implementation of the Strategic Plan will comply with the performance contracting framework. The Editor with the support of heads of departments will provide overall guidance for the implementation of the Strategic Plan. Regular departmental meetings will be utilized for progress review to support the implementation of the Strategic Plan. Kenya Law will also ensure harmony with other relevant Government initiatives and appropriate linkages with stakeholders to enhance synergy as it seeks to realize the goals and objectives set out in the Plan.

5. Co-Ordination Framework and Implementation of the Strategic Plan


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5.2 Organizational Structure

Kenya Law’s organizational current structure provides for the Council of Kenya Law as the supreme governance organ while the management is led by the Editor. The structure further divides the running of the institution into the Law Reporting and Legal Publishing headed by a Senior Assistant Editor, and the Operations Management section headed by a Secretary. Under Law Reporting and Legal Publishing are the Law Reporting, Legal Research Development and Laws of Kenya Department. Under Operations Management are the Finance, Human Resource, Information and Communications Technology (ICT) and Sales, Marketing and Customer Care departments.

In line with its core business, Kenya Law has developed an organizational structure that seeks to facilitate effective delegation, management processes and information flow. The revised organizational structure has also taken into account lessons learnt so far, the mandate of Kenya Law and its core business.

Figures 5.2.1 below show Kenya Law’s revised organizational structure incorporating changes in the operational environment.


34

Web & SysDev. Asst. II

(1)

SUPPORT SERVICES:Data Processor/ KL 9/8/7 6 Members of Staff

KL 9/8/7 2 Members of StaffReceptionist KL 9/8/7 2 Members of StaffDriver KL 9/8/7 2 Members of StaffCollection Agents KL 9/8/7 15 Members of Staff

TOTAL ESTABLISHMENT OF THE ORGANISATION STRUCTURE - 163

Key:LOK – Laws Of Kenya, DEPT- Department, ADMIN – Administration, SNR – Senior, CA – Corporate ASST. Assistant, SYS – Systems, R&D – Research and Development, CUST – Customer, DES - Designer

ANNEX 1, PROPOSED KENYA LAW ORGANISATIONAL STRUCTURE

THE COUNCIL(CHAIRMAN & MEMBERS)

EDITOR / CEO (1)KLR1

SECRETARY (1)SENIOR ASST. EDITOR (1)KLR2

KLR3ASST. EDITOR

LAW REPORTING (1)

ASST. EDITORLAWS OF KENYA

(1)

ASST. EDITORR&D DEPT

(1)

MANAGERSTRATEGY &QUALITY (1)

MANAGERFINANCE DEPT

(1)

MANAGER, HR & ADMIN

DEPT (1)

MANAGER, ICTDEPT

(1)

MANAGER, SALES, MARKETTING &

CUSTOMER SERVICE (1)

KLR4Senior Law

Reporter I (1)

Publishing

(1)

Senior LawReporter I

(1)

Publishing

(1)


(1)

Librarian (1)

Corporate Affairs

(1)

Program

(1)

Accounts

(1)

Procurement

(1)

HR and Admin

(1)

Systems Analyst (1)

Sales, Marketing & Customer Care

KLR5Senior LawReporter II

(2)

Asst.Publishing

Senior LawReporter II

(2)

Asst.Publishing

(1)


(2)

Asst.Librarian I

(1)

Asst.Corporate

Affairs

Asst.Program

(1)

Accounts

(1)

Asst. Procurement

(1)

HR and Admin Systems Administrator

(1)

Web & Sys Developer 1

(1)

Asst. Sales and Marketing

Asst. Cust

(1)

INTERNAL AUDITOR

(1)

KLR6Asst LawReporter

(3)

AsstPublishing

Asst LawReporter

(3)

AsstPublishing

(1)

Asst. LawReporter

(2)

Asst.Librarian II

(1)

Asst. C Affairs

(1)

AsstProgram

(1)

Asst. Accounts

(1)

Asst. Procurement

(1)

Asst. Hr & Admin

Network Adm I

(1)

Web & Sys Developer II

(1)

Asst. Sales and

II (1)

Asst.Cust Care

(1)

KLR7Legal

Researcher (3)

PublishingAsst. (1)

LegalResearcher

(3)

PublishingAsst. (2)

LegalResearcher

(3)

Library Assistant I

(2)

CorporateAffairs Asst. I

(1)

ProgramAsst. I

(1)

Accounts Assistant I

(1)

ProcurementAssistant I

(2)

HR Assistant I (1)

NetworkAdmin Asst.

I (2)

Web & Sys Dev. Ast. I

(2)

Sales & Marketing Asst. I (2)

Customer Care Assistant I (1)

KLR8Legal Proof

Reader (3)

Legal ProofReader

(3)

Copy Editor (3)

GraphicsDes.(2)

GraphicsDes.(2)

LegalProof

Reader (3)

CopyEditor (3)

GraphicDes. (2)

LibraryAssistant II

(2)

CorporateAffairsAsst. II

(1)

ProgramAsst. II

(1)

Accountants Assistant II

(1)

HR Assistant 2 (2)

NetworkAdmin Asst.

II (1)

Sales & Marketing Asst. II (2)

Customer Care Assistant II (2)

KLR9Copy Reader

(2)Copy

Reader (4)

CopyReader

(2)Archivist

(2)

Figure 5.2.1 Organization Structure


35

Web & SysDev. Asst. II

(1)

SUPPORT SERVICES:Data Processor/ KL 9/8/7 6 Members of Staff

KL 9/8/7 2 Members of StaffReceptionist KL 9/8/7 2 Members of StaffDriver KL 9/8/7 2 Members of StaffCollection Agents KL 9/8/7 15 Members of Staff

TOTAL ESTABLISHMENT OF THE ORGANISATION STRUCTURE - 163

Key:LOK – Laws Of Kenya, DEPT- Department, ADMIN – Administration, SNR – Senior, CA – Corporate ASST. Assistant, SYS – Systems, R&D – Research and Development, CUST – Customer, DES - Designer

ANNEX 1, PROPOSED KENYA LAW ORGANISATIONAL STRUCTURE

THE COUNCIL(CHAIRMAN & MEMBERS)

EDITOR / CEO (1)KLR1

SECRETARY (1)SENIOR ASST. EDITOR (1)KLR2

KLR3ASST. EDITOR

LAW REPORTING (1)

ASST. EDITORLAWS OF KENYA

(1)

ASST. EDITORR&D DEPT

(1)

MANAGERSTRATEGY &QUALITY (1)

MANAGERFINANCE DEPT

(1)

MANAGER, HR & ADMIN

DEPT (1)

MANAGER, ICTDEPT

(1)

MANAGER, SALES, MARKETTING &

CUSTOMER SERVICE (1)

KLR4Senior Law

Reporter I (1)

Publishing

(1)


(1)

Publishing

(1)


(1)

Librarian (1)

Corporate Affairs

(1)

Program

(1)

Accounts

(1)

Procurement

(1)

HR and Admin

(1)

Systems Analyst (1)

Sales, Marketing & Customer Care

KLR5Senior LawReporter II

(2)

Asst.Publishing


(2)

Asst.Publishing

(1)


(2)

Asst.Librarian I

(1)

Asst.Corporate

Affairs

Asst.Program

(1)

Accounts

(1)

Asst. Procurement

(1)

HR and Admin Systems Administrator

(1)

Web & Sys Developer 1

(1)

Asst. Sales and Marketing

Asst. Cust

(1)

INTERNAL AUDITOR

(1)

KLR6Asst LawReporter

(3)

AsstPublishing

Asst LawReporter

(3)

AsstPublishing

(1)

Asst. LawReporter

(2)

Asst.Librarian II

(1)

Asst. C Affairs

(1)

AsstProgram

(1)

Asst. Accounts

(1)

Asst. Procurement

(1)

Asst. Hr & Admin

Network Adm I

(1)

Web & Sys Developer II

(1)

Asst. Sales and

II (1)

Asst.Cust Care

(1)

KLR7Legal

Researcher (3)

PublishingAsst. (1)

LegalResearcher

(3)

PublishingAsst. (2)

LegalResearcher

(3)

Library Assistant I

(2)

CorporateAffairs Asst. I

(1)

ProgramAsst. I

(1)

Accounts Assistant I

(1)

ProcurementAssistant I

(2)

HR Assistant I (1)

NetworkAdmin Asst.

I (2)

Web & Sys Dev. Ast. I

(2)

Sales & Marketing Asst. I (2)

Customer Care Assistant I (1)

KLR8Legal Proof

Reader (3)

Legal ProofReader

(3)

Copy Editor (3)

GraphicsDes.(2)

GraphicsDes.(2)

LegalProof

Reader (3)

CopyEditor (3)

GraphicDes. (2)

LibraryAssistant II

(2)

CorporateAffairsAsst. II

(1)

ProgramAsst. II

(1)

Accountants Assistant II

(1)

HR Assistant 2 (2)

NetworkAdmin Asst.

II (1)

Sales & Marketing Asst. II (2)

Customer Care Assistant II (2)

KLR9Copy Reader

(2)Copy

Reader (4)

CopyReader

(2)Archivist

(2)


36

5.3 Mandates of the Departments

5.3.1 Law Reporting Department

The mandate of the Law Reporting Department is to monitor and report on the development of jurisprudence.

The execution of this mandate includes:a) Reviewing and analyzing judicial opinions for the purpose of identifying and

reporting those that make a contribution to the development of jurisprudenceb) Creative and innovative application of legal information to generate, develop

and disseminate new legal knowledge.

The main tasks of the department include:a) To develop and implement an editorial policy and manualsb) Collection and archiving of judicial opinionsc) Publishing the Kenya Law Reports and other related publications.d) Preparing edits of the selected judicial opinions.e) Carry out technical proof reading of the selected judicial opinions.f) Reporting of the selected judicial opinions.g) Offering Case Back Service.h) Reclaiming lost jurisprudence.i) Engaging with the legal fraternity and general public in interactive fora in line

with “transforming legal information into public knowledge.”j) Setting and documenting the standards for and sharing best practices in law

reporting and legal publishing in Kenya and beyond

5.3.2 Laws of Kenya Department

i. The Mandate of the department is to revise, update, consolidate and disseminate the Laws of Kenya. The Law Revision mandate is derived from Legal Notice 29 of 2009;

ii. Setting and documenting the standards for and sharing best practices in law revision in Kenya and beyond

iii. To develop and implement a Kenya Law law revision policy and procedures manual

The Laws of Kenya include:a. Statutes/Acts of Parliament;b. County Legislationc. Subsidiary Legislation/Regulations;d. Bills of Parliament;e. Legal Notices;f. Gazette Noticesg. Treaties & International Instruments;

5.3.3 Research and Development Department

a) Creative and innovative application of legal information to generate, disseminate and develop new legal knowledge

b) To discover, create and co-ordinate the harnessing and implementation of new


37

knowledge relating to the mandate and operations of Kenya Law for the purpose of uncovering and enabling development of valuable new services, products, processes, and services.

c) To keep under review and to advise Kenya Law on contemporary systems, processes and standards in law reporting, legal publishing, law revision

d) To continuously monitor and report on frontier or emerging issues in Kenyan and foreign jurisprudence

e) To guide and advise the management in the development of an Innovation and Creativity Reward system for Kenya Law

f) Setting and documenting the standards for and sharing best practices in the service and operations of Kenya Law with Kenya Law’s partners in Kenya and beyond

g) To guide and advise Kenya Law in the establishment of partnerships for the sharing of these standards and best practices

h) To provide legal research support to judicial officers.i) To manage legal research and reference material for Kenya Law, including the

stocking and management of Kenya Law’s library.j) To manage and publish the Kenya Law Review Journalk) To provide training, education and information on frontier and emerging issues

in jurisprudencel) To develop and maintain a digital archive and library of key legal resource

documentsm) Creating digital archive of Kenya Law’s informationn) To disseminate information and knowledge among members of staff

5.3.4 Information and Communications Technology (ICT) Department

a) To lead in the conceptualizing and application of creative, innovative, appropriate, reliable and integrated technological solutions that enable Kenya Law to efficiently and effectively fulfill its mandate;

b) To advise Kenya Law on the application of world-class technology for law reporting, legal publishing, legal research, law revision and knowledge;

c) To continuously transform and improve the operational efficiency of Kenya Law by the application of appropriate technologies;

d) To ensure the reliability, safety, security and integrity of Kenya Law’s ICT equipment, data and information;

e) To develop and implement the Kenya Law ICT Policy

5.3.5 Human Resources and Administration Department

a) To ensure that Kenya Law attracts and retains the optimum number of employees with the required skills, expertise and competence

b) To attract and recruit individuals who are qualified by job related standards of education, training and experience who can be trained to perform work in a manner that will contribute to the attainment of the organizations objectives

c) To ensure that there are equal opportunities for all employees and job applicants in accordance with all applicable laws, guidelines and regulations in force in Kenya.

d) To ensure that a remuneration and benefits structure is in place for employees which is externally competitive, internally equitable, and which recognizes and rewards individual performance.


38

e) To develop and co-ordinate a system for the evaluation and continuous improvement of the performance of the staff of Kenya Law;

f) To develop and implement a Kenya Law Human Resource Policies and Procedures Manual

g) To encourage high degree of personal motivation and career development through growth opportunities provided by Kenya Law

h) To identify, train, mentor and groom employees to progressively take up responsibilities in Kenya Law;

i) To develop and implement a career progression plan;j) To advise Kenya Law in safeguarding the physical, mental and emotional safety,

health, welfare and wellbeing of the staff of Kenya Law;k) To foster positive interpersonal relations among members of staff and to establish

and co-ordinate the implementation of a dispute resolution mechanism for effective management of interpersonal relations and disciplinary matters and grievances;

l) To encourage members of staff to maintain high standards of moral and professional conduct, to embrace and live the values of Kenya Law

m) To develop and co-ordinate the implementation of a reward and recognition scheme for members of staff.

n) To ensure compliance by Kenya Law with all the laws, rules and regulations governing employment and labour relations

o) To be the reference point for other departments on knowledge and information on Human Resource Management and Administration

5.3.6 Finance Department

a) Provide Kenya Law with strategic financial support for business and operational planning

b) Preparation of Kenya Law’s annual budget and the continuous monitoring of the annual operating and capital budgets / revenue and expenditure programmes, in order to achieve strategic organizational objectives as well as stakeholders expectations

c) Development of an annual consolidated procurement plan, timely procurement of quality supplies, contract management, disposal of obsolete and excess supplies, inventory management and control to ensure the achievement of core organizational objectives.

d) Meeting external and internal financial reporting and compliance requirementse) Administration of the funds of Kenya Law, control of expenditure and

implementing economy measuresf) Financial auditing and accountingg) Receiving and managing the grants, revenues and other funds of Kenya Law.h) Liaising with Kenya Law’s banks on the operation and management of Kenya

Law’s bank accountsi) Advising Kenya Law on the investment of Kenya Law’s funds and on all matters

relating to general Financial Administration.j) Managing annual receipts and day to day disbursements for the purpose of

running the affairs of Kenya Law.k) To be the reference point for other departments on knowledge and information

on financial and procurement compliance


39

5.3.7 Sales, Marketing and Customer Care Department

a) The department’s mandate is to ensure optimum sales and essential marketing of Kenya Law Products.

b) To maintain, expand and improve partnerships between Kenya Law and its various stakeholders and to develop relations with the media.

c) To recognize opportunities for growth and implement strategies that will enhance customer satisfaction, brand visibility and competitive company market share.

d) To coordinate and communicate sales and marketing goals across Kenya Law and ensure that performance objectives are aligned, understood and achieved by the sales, marketing and customer care team.

e) To advise Kenya Law on promotional campaigns that will drive traffic to Kenya Law social sites and website.

f) To advice Kenya Law on various ways to engage the community and contribute to their social and human rights awareness.

g) To employ mechanisms that will ensure that customer queries are responded to promptly and the same recorded for future reference.

5.3.8 Strategy, Quality Assurance and Performance Evaluation Department

The mandate of this department is:

a) To guide and advise Kenya Law in the development and implementation of its corporate strategy;

b) To develop, administer and co-ordinate the implementation of Kenya Law’s strategic plans;

c) To guide and co-ordinate the acquisition and implementation of skills and knowledge in leadership, management and corporate governance;

d) To establish itself as the reference point for departmental activities for quality assurance, knowledge management, and continuous improvement;

e) To continuously monitor and measure the productivity and performance of Kenya Law at both individual and departmental level


40

6.1 Projected Sources of Finance

The programmes and activities in this Strategic Plan will be financed by both internal and external sources. The anticipated sources of finance include: funding from the Government of Kenya (GoK), the World Bank and other funding from other development partners.

6.2 Projected Financial Resource Requirements

The strategic objectives will be achieved through various strategies and activities as outlined in the strategic model (Chapter 4). The financial resources required for implementing the strategies and activities are outlined in the Implementation Matrix. The total amount required for the period 2012/13-2016/17 is Kshs. 3,817.01 million

The financial resources expected to be generated from internal and external sources over the same period, based on the projected cash inflows as outlined in Table 6.2 given below is KShs. 2,394.9 million; leading to a deficit of Ksh. 1,422.1 million. This resource gap will be filled through implementation of appropriate resource mobilization strategies.

Table 6.1 gives the financial resource requirements for all the strategic themes while Table 6.2 outlines the projected cash inflows over the Strategic Plan period.

Table 6.1 Financial Resource Requirements

Implementation of Strategic Plan

KEY RESULT AREA

FINANCIAL REQUIREMENTS

(Million KShs.)

2013/14FY 2014/15 FY 2015/16 FY 2016/17 FY 2017/18 FY TOTAL

PROVISION OF PUBLIC LEGAL INFORMATION

88.80 238.40 159.40 151.20 160.40

798.2

POLICY AND LEGAL FRAMEWORK

50.20 56.10 50.50 35.00 42.60234.4

I N S T I T U T I O N A L DEVELOPMENT

317.5 179.35 178.74 189.84 201.521,066.95

B R A N D I N G , VISIBILITY AND CORPORATE IMAGE.

190.50 160.50 131.00 132.50 132.50

747

Personnel Emoluments 142.63 144.90 148.82 169.82 188.19 794.36

TOTALS 789.63 779.25 668.46 678.36 725.21 3,640.91

6. Financial Resources


41

6.3 Projected Cash Inflows

Table 6.2 Projected Cash Inflows

SOURCE PROJECTED CASH FLOWS(Million KShs.)

2013/14FY

2014/15 FY 2015/16 FY 2 0 1 6 / 1 7 FY

2 0 1 7 / 1 8 FY

TOTAL

GoK 259.2 335.7 354.4 365.2 378.4 1,692.9

World Bank 280.0 - 300.0 - - 580.0

Funding from other development partners 28.0 21.0 23.0 24.0 26.0 122.0

TOTALS 567.2 356.7 377.4 389.2 404.4 2,394.9


42

The Purpose of Monitoring, Evaluation and Reporting is to ensure that the Strategic Plan implementation is according to schedule and in the event of any deviation, appropriate and timely action is taken. The Monitoring, Evaluation and Reporting process will be undertaken at both the Members of the Council and Management levels.

7.1 At the Council Level

The implementation of the Strategic Plan will be closely monitored to ensure its accomplishment. The monitoring process will help determine whether the implementation is on course. Monitoring, follow-up and control systems will be established at all levels. These will include review meetings, regular review of the budget systems and development progress reports from the organization’s Monitoring, Evaluation and Reporting Committee, through the Editor.

Quarterly review meetings will be held between the Management and the Council. During these meetings, the Council will receive and review progress reports from the Editor indicating overall progress made on key strategic objectives. The nature and scope of reporting will include: progress made against Plan; causes of deviation from Plan, if any; areas of difficulties and suggested solutions to problems that may adversely affect implementation; and corrective measures to be undertaken.

The input of these quarterly Council meetings will be the output from the Monitoring, Evaluation and Reporting Committee reports and fortnightly Management meetings. The Quarterly and Annual Monitoring and Evaluation Reports will thereafter, be submitted to the Monitoring and Evaluation Directorate (MED) for inclusion in the National Integrated Monitoring and Evaluation System (NIMES).

7.2 At Management Level

The Strategic Plan alone does not mean the achievement or implementation of the objectives. Monitoring, Evaluation and Reporting provides the back-up necessary to ensure that the set objectives are achieved. During the formulation of the Strategic Plan, the implementation plan indicators and projections are sometimes based on past experiences. These however, may change in the course of the implementation and thus a management control system will be necessary to ensure the Plan stays on course.

Monitoring will involve routine data collection and analysis on the progress of the Strategic Plan implementation. The results from the analysis will then be used to inform decision-making, including taking corrective action where deviations in implementation have been noted. The Strategy and Planning Department will coordinate collection of M&E data, analysis and reporting. It will provide technical support and facilitate M&E capacity building in liaison with the Human Resource Department. Monitoring, Evaluation and Reporting mechanisms will be institutionalized by establishing a M&E Committee, consisting of all heads of departments and chaired by the Editor. Funds will be allocated for M & E activities.

The Monitoring and Evaluation Committee will take full responsibility for overseeing the implementation of the Plan over the entire Strategic Planning period. The Committee will

7. Monitoring, Evaluation and Reporting


43

continuously monitor and evaluate all strategies, activities and outcomes with a view to advising Kenya Law’s Management on the implementation status as well as offer feasible policy and strategy alternatives. This will be done on quarterly basis and the same will inform the updates made to the Council by the Editor. All staff will be required to keep records of the lessons learnt during implementation of the Plan and to the largest extent possible ensure this information is available on real-time basis. A system of disseminating the lessons learnt to users will be developed as part of the M&E Strategy. The M&E Committee, as part of its overall M&E coordination, will be expected to monitor the documentation and effective utilization of lessons learnt. Annual service delivery/customer satisfaction surveys will be undertaken to gauge the achievement of the set objectives.

Kenya Law will also ensure ownership of the Strategic Plan by all departments. The Departments will monitor programmes and projects administered within their respective jurisdictions and subsequently submit quarterly and annual M&E reports to the Finance and Planning Department, who will in turn submit the same to Kenya Law’s M&E Committee. These reports will be reviewed regularly against the set targets to measure progress.

The Strategic Plan will be evaluated during and after implementation to gauge the extent of achievement of the intended results. The evaluation will be carried out using relevance, efficiency, effectiveness, sustainability and impact measures. A mid-term review will also be carried out. The implementation matrix will help track and monitor progress in the implementation of the Plan.

7.2.1 Management Control Function

In carrying out the management control function, Kenya Law will consider the following initiatives:

a) Setting of Performance Standards and Targets;

b) Setting of Performance Indicators and Measures;

c) Regular Performance Evaluation/Appraisal;

d) Linkage of Rewards to Performance;

e) Budgets and Expenditure Review;

f) Management Reports;

g) Implementation Programme/Matrix; and

h) Strategic Plan Review Meetings.

7.2.2 Strategic control mechanism

The control mechanisms that the Authority will deploy include:

a) Development of annual Work plans; and

b) Assessment of whether results produced by the implemented activity were those forecast as outputs and, whether they were achieved to the expected performance standards/measures.


44

7.3 Indicators for National Monitoring of the Performance of Kenya Law

National Monitoring of the Performance of Kenya Law will be done on the basis of the following indicators:

1. Number of publications providing public legal information published and disseminated

2. Number of individuals accessing public legal information availed by Kenya Law

3. Number of materials with public legal information availed in universally accessible formats

7.4 Indicators for internal Monitoring of the Performance of Kenya Law

Internal Monitoring of the Performance of Kenya Law will be done on the basis of the following indicators:

1. Number of quarterly and annual performance reports on the implementation of Kenya Law’s Strategic Plan

2. Number of quarterly and annual Performance Contract reports

3. Number of operational Service Level Agreements

4. Operational Quality Management Systems

5. Percentage internet/website up-time

6. Percentage increase in annual resource allocation to Kenya Law

7. The total Appropriations-In-Aid collections for the year

8. Percentage utilization/absorption of financial resources allocated to Kenya Law.

9. Number of new technological systems deployed


45

Tab

le 7

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MP

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AT

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MA

TR

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48

Strategy Main Activities Expected Inputs Expected Outputs Indicators Department Time frame Indicative Budget (KShs million)2012/13 2013/14 2014/15 2015/16 2016/17

Strategy 2.1D e v e l o p m e n t , review, revision and implementation of departmental policies and procedures

Review, update, disseminate and implement the Kenya Law Reports Editorial Policy and related manuals

Team members of the Law Reporting Department in collaboration with a Consultant

Kenya Law Reports’ Editorial Policy reviewed and disseminated

- A new Editorial policy- No. of copies of the revised Editorial Policy disseminated

Law Reporting 3 5 2 1 1

Review and update the law revision manual Funds - Revised revision manual- Enhanced legal awareness of County Assemblies law making process

No. of staff trained on the revised revision manual

LoK 2013 - 2017 0.5 0.5 0.5 0.5 0.5

Formulate, disseminate and implement an institutional policy on innovation, creativity, research and development

Kenya Law Staff -A Research and Development policy- A new Creativity and Innovation Reward Scheme

- No. of copies of the Research and Development policy disseminated- No. of staff trained on the policy

Research & Development 2014 - 2015 3 3 3 - -

Formulate, disseminate and implement an institutional policy on I.C.T

- Feedback from Staff.- Review of current I.C.T Laws.

An up-to-date and effective I.C.T policy. - Sound organizational ICT functions. I.C.T 2014-18 - - 5 - -

Formulate and develop a policy and procedural document for Quality Assurance and Performance Evaluation

Team members of the SQAPE Department in collaboration with a Consultant

A QA & PE policy and procedural document

A new QA & PE policy and procedural document

SQAPE 2014 2 1 1 1 1

Develop, Implement and continuous review ofHuman Resource policies and procedures manual

Consultant,HR Team

Soft and Hard copy of a Functional and comprehensive:Human resource manual career guidelines

- No. of staff trained on HR policy- No. of staff trained on the procedure manual and career guidelines- No. of copies employee handbook disseminated

HR 2014 - 2015 3 3 3 - -

Review and update Kenya Law’s Procurement policies and Procedures Manual

Public Procurement and Disposal Act 2005 and the regulations,vision 2030,JTF, GOK Circulars

- A Procurement policies and Procedures Manual aligned to the CAP 12 of the Constitution, Public Procurement and Disposal Act 2005 and the regulations, vision 2030 and the Judiciary Transformation Framework (JTF)

- Revised Procurement policies and Procedures Manual

Finance 2014-2017 3.2 - 5 - 5.6

Strategy 2.2Strengthening the existing customer care platform

Develop, disseminate and implement a customer care policy

Marketing and Communications department

Policy framework to guide customer care operations in Kenya Law

Customer Care Policy developed Marketing and Communications department

2013 - 2017 2 2.1 3 3 3

Strategy 2.3Enhance good corporate governance practices

Institutionalize good corporate governance practices and develop and adopt a board charter

Departmental submissions for the Kenya Law’s Corruption Prevention PolicyCouncil Input

Enhanced capacity for corporate governance and improved strategic leadership.Kenya Law’s Corruption Prevention Policy implemented

A board charter developedAn operational organizational Corruption Prevention Policy

Strategy, quality assurance & Performance Evaluation

2013-2017 3.5 4.5 5.5 6.5 7.5

Implementation of Organizational Performance Management

Consultancy by the Performance Contracting DepartmentDepartmental Performance contracts

Increased knowledge on performance management

No. of staff trained on performance management


2014 - 2017 2 7 2 2 2

Undertake quarterly and annual reporting on organizational performance

Quarterly M&E departmental Performance reports

Quarterly and Annual reporting on the organizational performance

Quarterly and Annual reports Strategy, quality assurance & Performance Evaluation

2013-2017 2 2 2 2 2

Strategy 2.4Enhance the Kenya Law’s legal framework

Review and amend the National Council for Law Reporting Act

NCLR staff Amended National Council for Law Reporting Act

amended NCLR Act Strategy, Quality assurance & Performance Evaluation

2013 -2014 - - - - -

Strategy 2.5Strengthen the Risk Assurance framework

Develop, implement and continuously evaluate a risk assurance framework

Organizational policies and proceduresConsultant

Risk assurance framework A risk assurance and management framework developed and Implemented

Strategy, Quality assurance & Performance Evaluation

2014-2015 2 1 1 1 1

Strategy 2.6Develop and Enhance the service delivery framework

Formulate and disseminate and continuously monitor Kenya Law’s Service Delivery CharterDevelop and implement SLA’s within and with other institutions

Departmental inputs- Printing services

Improved service deliverySLA’s implemented

- No. of copies of the Kenya Law’s Service Delivery Charter disseminated- No. of staff trained on the Council’s Service Charter

Strategy, quality assurance & Performance Evaluation and sales & marketing

2013 – 2017 9 9 3 3 3

Institutionalize Quality Management Systems

Develop and disseminate a organizational Quality Policy and document procedures manual

Departmental submissions for the Quality Policy

- Quality Policy- Procedures Manuals

- An operational Quality Policy- No. of procedures documented


2013 – 2017 3 6 6 6 7

Acquire QMS Certification, implement andmonitor QMS

QMS consultancy Improved service delivery Regular internal and external QMS audits carried out

QMSaccreditationandCertificationfortheKenya Law.

No. of internal and external QMS audits carried out


2013 - 2017 12 12 8.5 9 9


49

Strategy Main Activities Expected Inputs Expected Outputs Indicators Department Time frame Indicative Budget (KShs million)2012/13 2013/14 2014/15 2015/16 2016/17

Strategy 2.1D e v e l o p m e n t , review, revision and implementation of departmental policies and procedures

Review, update, disseminate and implement the Kenya Law Reports Editorial Policy and related manuals

Team members of the Law Reporting Department in collaboration with a Consultant

Kenya Law Reports’ Editorial Policy reviewed and disseminated

- A new Editorial policy- No. of copies of the revised Editorial Policy disseminated

Law Reporting 3 5 2 1 1

Review and update the law revision manual Funds - Revised revision manual- Enhanced legal awareness of County Assemblies law making process

No. of staff trained on the revised revision manual

LoK 2013 - 2017 0.5 0.5 0.5 0.5 0.5

Formulate, disseminate and implement an institutional policy on innovation, creativity, research and development

Kenya Law Staff -A Research and Development policy- A new Creativity and Innovation Reward Scheme

- No. of copies of the Research and Development policy disseminated- No. of staff trained on the policy

Research & Development 2014 - 2015 3 3 3 - -

Formulate, disseminate and implement an institutional policy on I.C.T

- Feedback from Staff.- Review of current I.C.T Laws.

An up-to-date and effective I.C.T policy. - Sound organizational ICT functions. I.C.T 2014-18 - - 5 - -

Formulate and develop a policy and procedural document for Quality Assurance and Performance Evaluation

Team members of the SQAPE Department in collaboration with a Consultant

A QA & PE policy and procedural document

A new QA & PE policy and procedural document

SQAPE 2014 2 1 1 1 1

Develop, Implement and continuous review ofHuman Resource policies and procedures manual

Consultant,HR Team

Soft and Hard copy of a Functional and comprehensive:Human resource manual career guidelines

- No. of staff trained on HR policy- No. of staff trained on the procedure manual and career guidelines- No. of copies employee handbook disseminated

HR 2014 - 2015 3 3 3 - -

Review and update Kenya Law’s Procurement policies and Procedures Manual

Public Procurement and Disposal Act 2005 and the regulations,vision 2030,JTF, GOK Circulars

- A Procurement policies and Procedures Manual aligned to the CAP 12 of the Constitution, Public Procurement and Disposal Act 2005 and the regulations, vision 2030 and the Judiciary Transformation Framework (JTF)

- Revised Procurement policies and Procedures Manual

Finance 2014-2017 3.2 - 5 - 5.6

Strategy 2.2Strengthening the existing customer care platform

Develop, disseminate and implement a customer care policy

Marketing and Communications department

Policy framework to guide customer care operations in Kenya Law

Customer Care Policy developed Marketing and Communications department

2013 - 2017 2 2.1 3 3 3

Strategy 2.3Enhance good corporate governance practices

Institutionalize good corporate governance practices and develop and adopt a board charter

Departmental submissions for the Kenya Law’s Corruption Prevention PolicyCouncil Input

Enhanced capacity for corporate governance and improved strategic leadership.Kenya Law’s Corruption Prevention Policy implemented

A board charter developedAn operational organizational Corruption Prevention Policy


2013-2017 3.5 4.5 5.5 6.5 7.5

Implementation of Organizational Performance Management

Consultancy by the Performance Contracting DepartmentDepartmental Performance contracts

Increased knowledge on performance management

No. of staff trained on performance management


2014 - 2017 2 7 2 2 2

Undertake quarterly and annual reporting on organizational performance

Quarterly M&E departmental Performance reports

Quarterly and Annual reporting on the organizational performance

Quarterly and Annual reports Strategy, quality assurance & Performance Evaluation

2013-2017 2 2 2 2 2

Strategy 2.4Enhance the Kenya Law’s legal framework

Review and amend the National Council for Law Reporting Act

NCLR staff Amended National Council for Law Reporting Act

amended NCLR Act Strategy, Quality assurance & Performance Evaluation

2013 -2014 - - - - -

Strategy 2.5Strengthen the Risk Assurance framework

Develop, implement and continuously evaluate a risk assurance framework

Organizational policies and proceduresConsultant

Risk assurance framework A risk assurance and management framework developed and Implemented

Strategy, Quality assurance & Performance Evaluation

2014-2015 2 1 1 1 1

Strategy 2.6Develop and Enhance the service delivery framework

Formulate and disseminate and continuously monitor Kenya Law’s Service Delivery CharterDevelop and implement SLA’s within and with other institutions

Departmental inputs- Printing services

Improved service deliverySLA’s implemented

- No. of copies of the Kenya Law’s Service Delivery Charter disseminated- No. of staff trained on the Council’s Service Charter

Strategy, quality assurance & Performance Evaluation and sales & marketing

2013 – 2017 9 9 3 3 3

Institutionalize Quality Management Systems

Develop and disseminate a organizational Quality Policy and document procedures manual

Departmental submissions for the Quality Policy

- Quality Policy- Procedures Manuals

- An operational Quality Policy- No. of procedures documented


2013 – 2017 3 6 6 6 7

Acquire QMS Certification, implement andmonitor QMS

QMS consultancy Improved service delivery Regular internal and external QMS audits carried out

QMSaccreditationandCertificationfortheKenya Law.

No. of internal and external QMS audits carried out


2013 - 2017 12 12 8.5 9 9


50

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l Pr

ocur

emen

t Pla

ns

-No.

of

D

epar

tmen

tal

and

inst

itutio

nal

Pro

cure

men

t Pl

ans

Prep

ared

an

d im

plem

ente

d

Fina

nce

1.2

1.2

1.2

1.2

1.2

Stra

tegy

3.6

Acq

uisi

tion

and

impr

ovem

ent

of

infr

astru

ctur

e an

d ot

her a

sset

s

Leas

ing

of

Ken

ya

Law

Pr

emis

esM

inis

try

of

publ

ic

wor

ks;

Con

tract

ors

Leased

office

spac

esC

on

du

civ

e w

orki

ng sp

ace

Stra

tegy

106.

419

.420

.84

20.8

422

.424

Purc

hase

of v

ehic

les

Fund

s3

vehi

cles

pu

rcha

sed

Ken

ya

Law

ha

s br

ande

d co

rpor

ate

vehi

cles

Stra

tegy

and

Fi

nanc

e34

33

45

Con

stru

ctio

n of

K

enya

La

w b

uild

ing

Fund

sLa

nd

purc

hase

d/Se

cure

dK

enya

Law

Bui

ldin

g se

t up

That

Ken

ya L

aw

has

acqu

ired

a pi

ece

of la

nd a

nd

built

th

eir

own

prem

ises

Fina

nce

and

Stra

tegy

2020

2020

20


54

iv.

BR

AN

DIN

G, V

ISIB

ILIT

Y A

ND

CO

RP

OR

AT

E I

MA

GE

.

Key

Res

ult A

rea

4B

rand

ing,

Vis

ibili

ty a

nd C

orpo

rate

Imag

e.

Stra

tegi

c Is

sue(

s)In

adeq

uate

vis

ibili

ty o

f Ken

ya L

aw a

nd a

wea

k pu

blic

imag

e

Stra

tegi

c O

bjec

tive

To c

reat

e an

inst

itutio

nal b

rand

that

enh

ance

s the

vis

ibili

ty o

f the

pro

duct

s and

serv

ices

of t

he o

rgan

izat

ion

Stra

tegy

Mai

n A

ctiv

ities

Exp

ecte

d In

puts

Exp

ecte

d O

utpu

tsIn

dica

tors

D

epar

tmen

tIn

dica

tive

Bud

get (

Ksh

s mill

ion)

2012

/13

2013

/14

2014

/15

2015

/16

2016

/17

Stra

tegy

4.1

Dev

elop

an

d im

plem

ent

a M

arke

ting

Stra

tegy

an

d pa

rtner

ship

s w

ith

vario

us

mar

ketin

g ag

enci

es

Impl

emen

t K

enya

Law

’s

mar

ketin

g st

rate

gyM

ar

ke

ti

ng

expe

rtise

Incr

ease

d sa

les.

% in

crea

se in

sale

s.M

arke

ting

and

Com

mun

icat

ions

de

partm

ent

5-

--

-

Esta

blis

h pa

rtner

ship

s w

ith

loca

l an

d fo

reig

n st

akeh

olde

rs

to

mar

ket

NC

LR’s

bra

nd n

atio

nally

an

d in

tern

atio

nally

.

Mar

ketin

g St

rate

gyC

reat

e pa

rtner

ship

s w

ith st

akeh

olde

rsN

o. o

f par

tner

ship

s fo

rmed

w

ith

loca

l an

d fo

reig

n st

akeh

olde

rs

to

mar

ket

NC

LR’s

br

ands

Mar

ketin

g an

d C

omm

unic

atio

ns

depa

rtmen

t,

11

11

1

Dev

elop

K

enya

La

w’s

pr

omot

iona

l pro

gram

mes

N

CLR

Fina

nces

Incr

ease

d aw

aren

ess

of

Ken

ya

Law

’s

activ

ities

No.

of p

rom

otio

nal

pro

gra

mm

es

impl

emen

ted

Mar

ketin

g an

d C

omm

unic

atio

ns

depa

rtmen

t

1010

1112

12

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elop

and

impl

emen

t a

sale

s pla

nM

arke

ting

stra

tegy

Incr

ease

d sa

les o

f K.L

pr

oduc

ts%

incr

ease

in sa

les.

Mar

ketin

g an

d C

omm

unic

atio

ns

depa

rtmen

t

32

22

2

Stra

tegy

4.2

Dev

elop

an

d im

plem

ent

a m

edia

eng

agem

ent

stra

tegy

Enga

ge m

edia

in re

porti

ng

abou

t Ken

ya L

awM

edia

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ses

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ha

nc

ed

enga

gem

ent

with

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m

edia

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nced

vis

ibili

tyM

arke

ting

and

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mun

icat

ions

de

partm

ent

3030

32.5

3636

Stra

tegy

4.3

Stre

ngth

enin

g th

e ex

istin

g cu

stom

er

care

pla

tform

Reg

ular

ly

cond

uct

cust

omer

car

e su

rvey

sC

onsu

ltant

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tom

er

surv

ey

repo

rt-

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of

cust

omer

ca

re

surv

eys

carr

ied

out

Mar

ketin

g an

d C

omm

unic

atio

ns

depa

rtmen

t

0.5

0.5

0.5

0.5

0.5

Incr

ease

cu

stom

er

parti

cipa

tion

thro

ugh

the

Ken

ya

Law

’s

web

site

, so

cial

net

wor

ks, a

nd o

ther

m

edia

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ketin

g St

rate

gy.

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al

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ia

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ha

nc

ed

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with

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ffere

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h ne

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edia

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pe

ople

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tera

ctin

g w

ith

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ya

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’s

web

site

an

d pr

oduc

ts.

I.C.T

& M

arke

ting

22

22

2


55

iv.

BR

AN

DIN

G, V

ISIB

ILIT

Y A

ND

CO

RP

OR

AT

E I

MA

GE

.

Key

Res

ult A

rea

4B

rand

ing,

Vis

ibili

ty a

nd C

orpo

rate

Imag

e.

Stra

tegi

c Is

sue(

s)In

adeq

uate

vis

ibili

ty o

f Ken

ya L

aw a

nd a

wea

k pu

blic

imag

e

Stra

tegi

c O

bjec

tive

To c

reat

e an

inst

itutio

nal b

rand

that

enh

ance

s the

vis

ibili

ty o

f the

pro

duct

s and

serv

ices

of t

he o

rgan

izat

ion

Stra

tegy

Mai

n A

ctiv

ities

Exp

ecte

d In

puts

Exp

ecte

d O

utpu

tsIn

dica

tors

D

epar

tmen

tIn

dica

tive

Bud

get (

Ksh

s mill

ion)

2012

/13

2013

/14

2014

/15

2015

/16

2016

/17

Stra

tegy

4.1

Dev

elop

an

d im

plem

ent

a M

arke

ting

Stra

tegy

an

d pa

rtner

ship

s w

ith

vario

us

mar

ketin

g ag

enci

es

Impl

emen

t K

enya

Law

’s

mar

ketin

g st

rate

gyM

ar

ke

ti

ng

expe

rtise

Incr

ease

d sa

les.

% in

crea

se in

sale

s.M

arke

ting

and

Com

mun

icat

ions

de

partm

ent

5-

--

-

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blis

h pa

rtner

ship

s w

ith

loca

l an

d fo

reig

n st

akeh

olde

rs

to

mar

ket

NC

LR’s

bra

nd n

atio

nally

an

d in

tern

atio

nally

.

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ketin

g St

rate

gyC

reat

e pa

rtner

ship

s w

ith st

akeh

olde

rsN

o. o

f par

tner

ship

s fo

rmed

w

ith

loca

l an

d fo

reig

n st

akeh

olde

rs

to

mar

ket

NC

LR’s

br

ands

Mar

ketin

g an

d C

omm

unic

atio

ns

depa

rtmen

t,

11

11

1

Dev

elop

K

enya

La

w’s

pr

omot

iona

l pro

gram

mes

N

CLR

Fina

nces

Incr

ease

d aw

aren

ess

of

Ken

ya

Law

’s

activ

ities

No.

of p

rom

otio

nal

pro

gra

mm

es

impl

emen

ted

Mar

ketin

g an

d C

omm

unic

atio

ns

depa

rtmen

t

1010

1112

12

Dev

elop

and

impl

emen

t a

sale

s pla

nM

arke

ting

stra

tegy

Incr

ease

d sa

les o

f K.L

pr

oduc

ts%

incr

ease

in sa

les.

Mar

ketin

g an

d C

omm

unic

atio

ns

depa

rtmen

t

32

22

2

Stra

tegy

4.2

Dev

elop

an

d im

plem

ent

a m

edia

eng

agem

ent

stra

tegy

Enga

ge m

edia

in re

porti

ng

abou

t Ken

ya L

awM

edia

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ses

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ha

nc

ed

enga

gem

ent

with

the

m

edia

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nced

vis

ibili

tyM

arke

ting

and

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mun

icat

ions

de

partm

ent

3030

32.5

3636

Stra

tegy

4.3

Stre

ngth

enin

g th

e ex

istin

g cu

stom

er

care

pla

tform

Reg

ular

ly

cond

uct

cust

omer

car

e su

rvey

sC

onsu

ltant

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tom

er

surv

ey

repo

rt-

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of

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omer

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re

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eys

carr

ied

out

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ketin

g an

d C

omm

unic

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ns

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t

0.5

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ease

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stom

er

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cipa

tion

thro

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ya

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site

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cial

net

wor

ks, a

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edia

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ketin

g St

rate

gy.

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al

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ia

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nt st

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roug

h ne

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edia

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tera

ctin

g w

ith

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ya

Law

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site

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oduc

ts.

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& M

arke

ting

22

22

2

Stra

tegy

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n A

ctiv

ities

Exp

ecte

d In

puts

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ecte

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utpu

tsIn

dica

tors

D

epar

tmen

tIn

dica

tive

Bud

get (

Ksh

s mill

ion)

2012

/13

2013

/14

2014

/15

2015

/16

2016

/17

Stra

tegy

4.4

Dev

elop

K

enya

La

w’s

B

rand

M

aste

r Pla

n

Dev

elop

K

enya

La

ws

new

bra

nd M

aste

r pla

n M

ar

ke

ti

ng

agen

cies

/ A

ll de

partm

ents

Bra

nd

Mas

ter

Plan

de

velo

ped

and

impl

emen

ted

Ken

ya L

aw B

rand

M

aste

r Pl

an

deve

lope

d.

Mar

ketin

g an

d C

omm

unic

atio

ns

depa

rtmen

t/NC

LR

123

9868

6565

Und

erta

ke K

enya

Law

’s

bran

d im

age e

nhan

cem

ent

cam

paig

n.

Med

iaFi

nanc

esK

enya

Law

Tea

m

An

enha

nced

bra

ndN

o. o

f ac

tiviti

es in

K

enya

Law

bra

nd

is u

tiliz

ed

Ken

ya L

aw11

88

88

Stra

tegy

4.5

Inst

itutio

naliz

atio

n of

Cor

pora

te S

ocia

l R

espo

nsib

ility

Parti

cipa

tion

in

CSR

ac

tiviti

es a

nd e

ncou

rage

co

llect

ive

resp

onsi

bilit

y

CSR

pol

icy

Ken

ya L

aw S

taff

In

cr

ea

se

d pa

rtici

patio

n in

soc

ial

activ

ities

by

K

enya

La

w

No.

of

C

SR

pro

gra

mm

es

impl

emen

ted

HR

/ Mar

ketin

g and

C

omm

unic

atio

ns

depa

rtmen

t

69

66

6


56


57

Strategic Plan2013-2017

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