Comm.strategy Odpp

REPUBLIC OF KENYA

OFFICE OF THE DIRECTOR OF PUBLIC PROSECUTIONS

COMMUNICATIONS AND MEDIA RELATIONS STRATEGY

Table of Contents

1.0 BACKGROUND 6

1.1.0 Aligning the National policy and legal framework with the needs of a market- based economy, human rights and gender equity commitments...................................7

1.1.1 Increasing service availability and access to justice.................................................7

1.1.2 Streamlining the functional Organization (including Professionalization) of legal and judicial institutions to enhance inter agency cooperation..............................7

1.1.3 Inculcating a culture of compliance with laws and decent human behaviour.............................................................................................................................................8

1.1.4 Transparency and Accountability................................................................................8

1.1.5 Public Administration and Service Delivery.............................................................8

1.1.6 Security, Peace Building and Conflict Management.............................................8

1.2 ODPP’s Strategic role in the Criminal Justice...............................................................9

1.3 ODPP Mandate........................................................................................................................9

1.4 Core Functions........................................................................................................................9

1.5 ODPP’s Vision, Mission and Core Values 10

1.5.0 Vision Statement.............................................................................................................10

1.5.1 Mission Statement...........................................................................................................11

1.5.2 Core Values.......................................................................................................................11

1.5.3 Respect and promotion of Human Rights and the rule of Law........................11

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1.5.4 Integrity and Ethics.........................................................................................................11

1.5.5 Professionalism................................................................................................................11

1.5.6 Fairness and impartiality..............................................................................................11

1.5.7 Courtesy & Respect........................................................................................................11

1.5.8 Teamwork..........................................................................................................................12

CHAPTER TWO 12

2.0 COMMUNICATION STRATEGY 12

2.1 Communication context 12

2.1 Rationale of the ODPP Communications and Media Strategy 12

2.2 THE COMMUNICATION CHALLENGE 14

2.3 STRATEGIC ISSUES 15

2.3.1 Strategic Issue: Negative Public Perception..........................................................15

2.3.1.1. Strategic objective: Strengthen the public affairs and corporate communication Office...............................................................................................................15

2.3.1.2. Strategic Objectives: To revamp the image of the ODPP..........................16

2.3.2.1. Strategic objective..................................................................................................16

2.3.2.2. Strategic Objectives...............................................................................................16

2.4 SITUATIONAL ANALYSIS 17

2.5 OBJECTIVES OF THE COMMUNICATIONS AND MEDIA STRATEGY 18

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2.6 METHODOLOGY 19

2.6.1.1 Government Institutions and other agencies in the administration of justice in Kenya............................................................................................................................19

2.6.1.2 ODPP’s staff...............................................................................................................20

2.6.1.3 Media, Civil society and other related audiences........................................21

2.7 Guiding principles and values 22

2.7.0 Synergy...............................................................................................................................22

2.7.1 Transformation.................................................................................................................22

2.7.2 Budget augmentation....................................................................................................23

2.7.3 Reduction of open conflict with related institutions............................................23

2.7.4 Issue management.........................................................................................................23

CHAPTER THREE 23

3.0 ODPPs Audience Analysis 23

3.1 Primary and Secondary Audience 23

Table- ODPP audiences.................................................................................................................24

CHAPTER FOUR 32

MESSAGE DISSEMINATION 32

4.0 Message and Content 32

4.1 Communication Channels/Media/Arenas 33

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4.1.1. For the Media and General Public..............................................................................33

4.1.2 For Professional groups and other arms of government...................................34

4.1.3 The General Public and Development Partners....................................................34

4.1.4 Staff, Development Partners and Parliament........................................................35

4.1.5 The General Public.........................................................................................................35

4.1.6 Information Centres and in house training for our officers...............................35

4.1.7 Media Visits.......................................................................................................................36

4.1.8 Breakfast Meetings.........................................................................................................36

4.1.9 Hotline and Toll-Free Number.....................................................................................36

4.1.10 A Peer Review Journal................................................................................................36

4.1.11 Annual Report...............................................................................................................37

5.0 Execution of the Strategy 38

5.1 Information and Communication within the ODPP 38

5.2 Responsibilities of Communication Committee 39

5.3 Key Principles of ODPPs Internal Communication 39

5.4 ODPPs Overall Spokesperson 40

5.5 Key principles of ODPPs External Communication 40

5.6 ODPP engagement with the Media 41

5.7 ODPPs Key Messages 42

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5.8 Language Standard for ODPP42

5.9 Crisis and Emergencies Communication 42

5.9.1 Set up Emergency team..............................................................................................43

5.10 Branding 43

MEDIA RELATIONS 44

6.0 Media Relations Strategy 44

6.1 The business case 45

6.2 How to build positive Media Relations 45

6.3 Media Relations Audit 46

6.4 In order to know our media, the Public Communications Office will:47

6.5 Media Monitoring and Evaluation 51

ANNEX ONE 53

Public Affairs and Corporate Communications Division 53

Annex two 53

COMMUNICATION STRATEGY MATRIX 54

ANNEX THREE 58

PERFORMANCE MEASURES/ INDICATORS 58

ANNEX FOUR 60

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COSTING FOR DPP’S OFFICE RESEARCH ON PROGRESS OF LITIGANT’S CASES 60

ANNEX FIVE 61

EQUIPMENT/OFFICE INFRASTRUCTURE 61

ANNEX SIX 65

PERFORMANCE MEASURES/ INDICATORS 65

Annex Seven 67

BASIC INFORMATION ON THE OFFICE OF THE DIRECTOR OF PUBLIC PROSECUTIONS 67

Annex Eight 68

ODPP COMMUNICATION AND MEDIA STRATEGY MATRIX 68

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CHAPTER ONE

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1.0. BACKGROUND

In pursuit of its commitment to streamline administration of criminal justice, the Government of Kenya, among other measures, established the Office of Director of Public Prosecutions as an independent institution effective 1st July 2011 under Article 157 of the Constitution. This was aimed at professionalizing prosecutorial services and within the process creates confidence among the citizens in the country’s administration of justice.

The establishment of the ODPP is in line with Kenya’s Vision 2030 which the Government formulated (2008) as a long-term development blueprint for the country. The motivation for the Vision is to have a development strategy that answers to the aspirations for a prosperous society by transforming Kenya into a newly- industrializing, middle income country providing a high quality life to all its citizens in a clean and secure environment by the year 2030.

Kenya Vision 2030 is based on three pillars; namely, the Economic, Social and the Political. The Economic Pillar envisages a sustainable economic growth rate of 10% per annum during the Vision implementation. This will require a conducive environment that will facilitate implementation of prudent fiscal, monetary and exchange rate policies. Such environment is expected to raise levels of investment and savings. The ODPP in carrying out effective and efficient prosecutions will result in reduction levels of impunity and enhance strict observance of rule of law contributing to a safe, secure andfavourable environment for investment and economic growth.

Social Pillar seeks to build a just and cohesive society with social equity in a clean and secure environment. The ODPP in collaboration with other actors will play a key role in administering criminal justice by conducting timely, professional and independent prosecution services as mandated by the Constitution.

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The Political Pillar aims at realising a democratic political system founded on issue based politics that respects the rule of law and protects the rights and freedom of every Kenyan. In this respect the ODPP will play a leading role in the subsequent areas;

1.1.0 Aligning the National policy and legal framework with the needs of a market- based economy, human rights and gender equity commitments.

The emphasis will be on the following:-

The Constitution, Penal Code and Criminal Procedure Code, Proceeds of Crime and Anti- Money laundering Act, Evidence Act, National Prosecution Policy and Code of Conduct, Crime Victims Compensation Scheme, Private Prosecution, Mutual legal Assistance Act and Witness Protection Act, International Crimes Act Prevention of organized crimes Act Merchant shipping Act.

1.1.1 Increasing service availability and access to justice;

The ODPP will undertake to increase availability and access to justice through the following strategies; establishment of county offices, Establishment of a comprehensive complaints handling mechanism, Utilization and promotion of the plea bargaining mechanism, recruitment of additional prosecution counsel, initiation of public awareness and outreach

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programmes, enhancement of ICT programme to cover both the headquarters and county offices, and education of the DPP agents on provision of quality service delivery.

1.1.2 Streamlining the functional Organization (including Professionalization) of legal and judicial institutions to enhance inter agency cooperation;

Currently, there are about 300 police prosecutors. The DPP has delegated prosecutorial powers to the police due to shortage of prosecuting Counsel. To enhance efficiency and effectiveness in Public Prosecutions, the ODPP will absorb the police prosecutors as more prosecutors are recruited. Arrangements will also be made to train and retrain the police prosecutors.

The ODPP recognizes that inter agency collaboration in the justice system is weak and there is need to be enhanced and therefore during the plan period the ODPP will organize/participate in both national and international forums to foster cooperation in the justice system.

1.1.3 Inculcating a culture of compliance with laws and decent human behaviour

In the recent past the culture of impunity has been witnessed in the various sectors of society an indication of the loss of confidence in justice system. The burgeoning of organized crimes in the recent past has posed a major threat to the rule of law. The ODPP will continue to enhance its capacity to prosecute cases and educate the public on the need to obey the laws to enhance economic growth and development. It will ensure that its staff will comply with the provisions of the Public Prosecution code of conduct and

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Public Officer Ethics Act to promote integrity, professionalism, transparency and accountability at the work place.

1.1.4Transparency and Accountability

The ODPP will endeavour to entrench a value based management of the prosecution service to help establish a legal and institutional framework that is founded on core values that promote anti – corruption measures, ethics, openness, excellence and integrity, and to uphold the right to information by providing easy access to information and data to stakeholders and the public. During the Plan period the ODPP will establish and review a framework to promote compliance with the relevant Codes of Conduct and Ethics

1.1.5Public Administration and Service Delivery

The ODPP in its reform efforts will institutionalize performance management initiatives in service delivery to include; development and implementation of work plans, adoption of Information and Communication Technologies and embracing customer-centred service delivery. The ODPP will review the Service Charter and translate it into Kiswahili. A fully fledged complaints section will be set up to receive and address feedback from citizens/customers.

1.1.6Security, Peace Building and Conflict Management

The ODPP will participate in deepening policy, legal and institutional reforms for improved enforcement of law and order. This will entail improving the

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capacity to prosecute, defend and offer legal advice to create the necessary confidence in the rule of law.

The pillars come together under the overarching vision of a globally competitive and prosperous nation with high quality of life. And in meeting the Millennium Development Goals(MDGs), Goal number 8 which seeks a global partnership for development and specifically target (a) which seeks to develop and further an open, rule-based, predictable, non-discriminatory trading and financial system which includes a commitment to good governance, development and poverty reduction; both nationally and internationally.

1.2 ODPP’s Strategic role in the Criminal Justice

As part of initiative to reform the ODPP in line with the Constitution of Kenya 2010 and in a bid to professionalize the functions of the ODPP four (4) key thematic areas/sections have been identified. These are:

Offences against the person Economic,. International and emerging crimes

County Affairs and Regulatory prosecutions

Central Facilitation Services

1.3 ODPP Mandate

The mandate of the ODPP as derived from Article 157 of the Constitution is to institute and to undertake prosecution of criminal matters and all other aspects incidental thereto

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1.4 Core Functions

The core functions of the office of the Director of Public Prosecutions (ODPP) include prosecution of those charged by the police and other investigative agencies with criminal offences while upholding, protecting and promoting human and constitutional rights. Specifically the functions are:-

Undertaking public prosecution of cases forwarded by investigative agencies including cases taken over from private Prosecutors.

Representing the state in all criminal trials, criminal applications and appeals.

Directing and supervising the conduct of criminal investigations.

Advising the police and other criminal investigative and prosecutorial agencies on the institution of criminal charges.

Reviewing prosecutions to ensure that accused persons are prosecuted on the right charges before the appropriate court.

Handling of matters relating to international relations including extradition and Mutual Legal Assistance (MLA).

Advising Government Ministries, Departments and State Corporations on matters pertaining to the application and development of criminal law.

Formulation, review and dissemination of Prosecution Policy. Monitoring, training, appointment, and gazettement of public

prosecutors. Addressing parliamentary questions relating to administration

of prosecution service. Addressing complaints raised by members of the public,

watchdog bodies and other institutions. Providing support for victims and witnesses of offences.

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Undertaking other administrative duties relating to efficient and effective administration of criminal law in the country.

Terminating any criminal proceedings at any stage before judgment with the leave of the court

1.5 ODPP’s Vision, Mission and Core Values

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

1.5.0Vision Statement

An independent prosecutorial authority providing efficient, effective, fair and just prosecution service for the people of Kenya.

1.5.1Mission Statement

To serve the public by providing quality, impartial and timely prosecution services anchored on the values and d principles enshrined in the Constitution.

1.5.2Core Values

The ODPP and its staff are committed to providing a high quality prosecution service. In our dealings the Office of the Director of Public Prosecutions commits to be guided by the following values:

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1.5.3Respect and promotion of Human Rights and the rule of Law

In discharging it functions the ODPP shall at all times observe, respect and promote human rights and the rule of Law in line with the Constitution and International Human Rights conventions and instruments.

1.5.4 Integrity and Ethics

The ODPP shall uphold high levels of honesty, confidentiality, integrity, transparency and accountability in its dealings.

1.5.5Professionalism

Excellence, efficiency and effectiveness shall be the guiding pillars in the delivery of prosecution services. We shall strive to ensure timeliness, continual improvement, individual initiative and innovation, and provide an ethical and supportive workplace.

1.5.6Fairness and impartiality

The office of the Director of Public Prosecutions in the exercise of its functions is not subject to any control or direction of any person or authority. The DPP carries out his duties in an independent, impartial and competent manner engendering public confidence in the implementation of the rule of law.

1.5.7Courtesy & Respect

The staff of the ODPP strives to be sensitive, courteous and respectful in all their dealings. We are committed to treating witnesses and victims with utmost consideration and have regard to any view expressed by victims of crime when making decisions in specific cases whether or not to prosecute.

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1.5.8Teamwork

The ODPP shall promote unity and respect for diversity amongst its staff and stakeholders to achieve its mandate.

CHAPTER TWO17

2.0 COMMUNICATION STRATEGY

2.1 Communication context

We acknowledge that by communicating the ODPP’s mandate, the Strategic Plan 2011-2015 and the National Prosecution Policy among other documents to both the general public and other targeted audiences, we are laying ground for acceptance and support of our programs.

The communications strategy is designed to enable a systematic approach to the management of information, attitudes, emotions and ideas. It will also address our immediate, mid and long-term communication needs and engagement with the various stakeholders. It includes the implementation of Information, Education and Communication (IEC) Strategy as well as a media relations strategy.

It is important to note, at this point, that data and information necessary for audience segmentation for purposes of communication in the first phase of this strategy is not sufficient to allow for a well-targeted communication campaign. Also, the diverse and heterogeneous nature of our stakeholders, and the sheer number of the target population - namely the citizens of Kenya, requires clear delineation for understanding of their communication needs. These issues will be addressed in the subsequent strategy.

2.1 Rationale of the ODPP Communications and Media Strategy

The findings of the United Nations Office on Drugs and Crime(UNODC) Tibasana Report, 2011 and the EMBU report, November 2011 arising from a countrywide visits to assess the situation obtaining in the field offices which probed citizens and key stakeholders knowledge, opinions, attitudes and behaviour towards the ODPP point to the need to improve the image of the ODPP, restore public confidence in the institution, establish a

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communication department and develop a communication policy to guide how the ODPP communication is disseminated and how dialogue with stakeholders and the citizens can be strengthened.

This Communications Strategy explains how government decision-makers, media and citizens will be engaged so that they understand and support the pivotal role the ODPP plays in the Kenyan economy and society as stipulated in Kenya Vision 2030. This is in view of the fact that, globally, communication plays a critical role in all processes that relate to governance. This will enable us to influence decisions integrate communications from top to bottom internally, externally and across all activities.

This strategy will propose how to heighten awareness of the ODPP’s role among members of the public and stakeholders, in encouraging compliance with the law, help deter law breaking tendencies, lobby parliament and Central Government as well as development partners to scale up the ODPP’s resource requirements, and create a positive corporate image that is critical in the recruitment and retention of competent employees.

The ODPP’sMandate (which helps members of staff set priorities and goals, so that there is a commitment to achieving this mission), and Vision (which spells out a target for strategy and the future goal) and the Strategic Plan are not clearly understood and disseminated by staff.

Equally, this strategy seeks to empower media, Civil Society organisations (CSO), religious organizations and the citizens to meaningfully participate in the implementation of the ODPP’s mandate and interpret our role well. We will endeavour to address communication needs at all levels of the ODPP institutional structure. However, since the assignment of roles to various

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stakeholders is guided by the principle of comparative advantage, the communication needs will vary in accordance with the various roles we play.

The strategy also aims at strengthening the relationship among other government agencies whose roles are linked to ODPP and sensitise stakeholders on the ODPP Mandate, strategic interventions, proposed action plans and required budget, the institutional framework, financing mechanisms, performance measures, monitoring and evaluation and most importantly, our achievements

This communications strategy will also ensure that the media, both locally and abroad is aware of important developments in the ODPP and any other information may be deemed fit for dissemination.

Finally, the communications strategy aims at enabling our staff to understand our mandate and the role of each department anddivision. The goal is to reach a level of self-regulation rooted in a culture of dialogue and teamwork, within the institution, that will reduce conflicts among staff and increase productivity.

2.2 THE COMMUNICATION CHALLENGE

The communication challenges that face the ODPP are historical. Since independence, the placement of the prosecution function as a department in the AG’s chambers ( its importance not withstanding) and the scenario where prosecutors were drawn from the police (who are not trained in matters of prosecution) gave the DPP’s office then, a very diminished role/view in the entire judicial process. To date, this has resulted in other challenges such as poor quality of prosecution services in Kenya. Also:

As the Report on the re-organization and staffing of the Directorate of Public Prosecutions points out, there is a weak

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institutional interlinkage, collaboration, cooperation and limited flow of communication within key institutions whose mandates are linked to in the administration of justice.There should be a well-defined way of how we share and disseminate information together with the police, judiciary, Attorney General, CIC and put an end of the blame game between these institutions as witnessed by the media stories filtering from the law courts. Also, there is limited understanding of prosecution services by other government stakeholders and agencies;

The ODPP Strategic Plan also points out to a poor image and perception, lack of public trust and confidence, lack of a comprehensive and networked complaints handling mechanism as well as poor work ethics and a weak organizational culture;

Lack of historical data and poor documentation of data (e.g. through photography and film clips) for viable prosecution of cases. In developed countries prosecution offices today, there are Prosecution forensic photographers who, like medical examiners, biologists and chemists, develop and document evidence to help law enforcers solve crimes;

There is limited understanding by officers of key documents that include, but not limited to, the Constitution of Kenya 2010,the ODPP Service Charter, Kenya Vision 2030,the National Prosecution Policy and the Prosecutors Code of Conduct among other documents;

Lack of a corporate culture and identity to allow for clear internal communication channels and ability for all officers to become communication champions. There is need to build a strong communication network that makes every supervisor at every level accountable for communicating effectively with officers working

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under them. Again, there is need to entrench teamwork and commitment among employees

Specifically, the following communication challenges ought to be addressed:

a) The perceived lack of understanding, specifically by media of the link between the ODPP’s mandate to Vision 2030 and achievements as well;

b) A negative perception about the institution because of its history owing to the perceived unequal footing with the defence counsel and public apathy. Media has entrenched this in the minds of the citizens who have formed and validated unfavourable opinion about the ODPP and its office holders. This has given ODPP a poor image and thus the need to shape it up;

c) The need for infrastructure and skilled human resources to enable a streamlined and efficient dissemination of information to various segments of critical audiences;

d) There is lack of a corporate identity, corporate culture and protocol manual to guide staff on how to become communicators and disseminators of the Institution’s Mission and Vision;

e) Ineffective communication structures and channels to ensure flow of information internally to the public and plus proper feedback mechanisms;.

f) Lack of documentation and dissemination of prosecution cases as and when they are successfully handled;

g) There is need to identify the ODPP’s stakeholders as audiences and provide targeted messages to each of them with the view of empowering each of these stakeholders for a meaningfully participation in the discharging of the ODPP’s mandate;

h) There is neither consensus with the stakeholders as well as a sector-wide active participation and cooperation from the

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citizenry, media and civil society in entrenching professional delivery of criminal justice;

i) Media’s misunderstanding and mishandling prosecution related news stories and not including the institution’s voice in those news items. This has generated hostility and credibility questions towards the institution.

2.3 STRATEGIC ISSUES

2.3.1Strategic Issue: Negative Public Perception

The ODPP has historically been plagued by a poor image resulting into negative public perception, misinformation and negative publicity of the Office. The perception needs to be changed so that the ODPP draws public confidence.

2.3.1.1. Strategic objective: Strengthen the public affairs and corporate communication Office.

Strategy: Develop and design a communication strategy for ODPP

Effective communication is paramount to the success of an institution. The ODPP will develop and design a communication strategy that will establish a public affairs and corporate communication office to help establish open, transparent and effective sharing of information.

2.3.1.2. Strategic Objectives: To revamp the image of the ODPP

Strategy: Brand ODPP

The ODPP being an independent office needs to be a brand so as to create awareness to the stakeholders and general public of the constitutional

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mandate the office has been assigned. It also needs branding to make people aware that the office delinked from SLO.

2.3.2.1. Strategic objective: To create public and stakeholder awareness

The ODPP has in the past undertaken surveys and its results have indicated that members of the public and some stakeholders have little or no knowledge of ODPP. This awareness gap will be resolved by proactively creating more channels of communication that will enhance public and stakeholder awareness of prosecution services.

2.3.2.2. Strategic Objective: To revamp the image of the ODPP.

The image of ODPP has not been positive owing to various factors. Amongst the factors that have contributed to this poor image is lack of adequate capacity to offer high quality prosecution service as expected by the Kenyan Public. The new independence that has been granted to ODPP will go a long way in enabling the office to develop, design and establish the proper ODPP image. This will include comprehensive communication and implementation of our vision, mission and core values.

Table -Strategic Focus

STRATEGIC ISSUES

STRATEGIC OBJECTIVES

STRATEGIES

Negative public perception

Strengthen the public affairs and corporate

Establishing a Fully and operational Communications officeDevelop and design a 24

communication Office

Communications and Media Strategy for ODPPIdentify partnerships during the development for their inputValidation and implementation of the Communications and Media Strategy

Branding of the ODPP

Improve the image of the ODPP

Develop corporate identity, corporate culture and protocol manualDevelop content for the ODPP website for interaction with the staff, stakeholders and citizensCreate and promote ODPP’s Corporate identity

To create public and stakeholders awareness

Engage government decision makers, stakeholders, media and citizens.

Maintaining an effective and updated website

Coordinate publicity during functions for the ODPP

Heighten awareness of ODPPs role in compliance with the law, through carrying out of proper documentation as well as the design, standardising and dissemination of I.E.C materials

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Engage the public in matters relating to ODPP

2.4 SITUATIONAL ANALYSIS

During the preparation of this Communications and Media Strategy, we undertook to analyse the ODPPs Strengths, Weaknesses, Opportunities and Threats (SWOT) in terms of internal and external environment factors

INTERNAL FACTORS

Strengths WeaknessesThe ODPP Constitutional Mandate Article 157

Established network of offices across the country

Centrality and significance in criminal justice system

Perceived lack of understanding of the link between the ODPPs mandate and Kenya Vision 2030

Negative perception of the organisation because of its history, hence poor image.

Lack of infrastructure and skilled human resources for streamlined and efficient dissemination of information

Lack of corporate culture and identity

Ineffective communications structures and channels to ensure flow of information

Lack of documentation and dissemination of prosecution cases as 26

and when they are successfully handled

Lack of identification of ODPPs stakeholders as audiences

Lack of understanding of ODPPs mandate, Mission and Vision by staff for proper dissemination,

EXTERNAL ENVIRONMENT FACTORS

Opportunities Threats Recognition of the ODPP in the administration of criminal justice in Kenya for realization of Kenya Vision 2030

Stakeholders support and goodwill

Media misunderstanding and mishandling of prosecution related news stories

Lack of control on the media due to liberalisation

Poor public image and perception

Lack of public trust and confidence

2.5 OBJECTIVES OF THE COMMUNICATIONS AND MEDIA STRATEGY

The specific objectives are as follows:

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a) Creating awareness, understanding and support for the ODPP by all those from whom this is required

b) Develop consensus among the stakeholders and to ensure full participation in planning, implementation, monitoring and evaluation of ODPP programmes

c) To sensitize the stakeholders to understand and appreciate the complexity of the issues that touch on the ODPP

d) Develop efficient (internal & external) communication structures and channels to ensure free flow of information and proper feedback mechanisms

e) Propose common communication forums and platforms for all stakeholders to facilitate dialogue among stakeholders

f) To make relevant information on past and present experiences as well as best prosecutorial practices available and accessible to all stakeholders through the website and other channels

g) Propose the establishing of a Public affairs and corporate communication division with the following functions: media coverage, analysis and monitoring, production of IEC materials, web media and website content management and research & speechwriting.

h) Propose the expertise of staff required by the office i) Propose office working tools and equipment j) Design a corporate identity for the ODPP (logo, font type, slogan, and

corporate colours) for use in both internal and external communication-the sort of organization we are.

k) Design a Media Relations Strategyl) Developing a communication & protocol training manual for in-house

training of staff

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2.6 METHODOLOGY

The communication needs for ODPP audiences varies depending on their relationship with the ODPP. The following is segmented approach to the methodology to be undertaken to reach the identified audiences:

2.6.1The Strategy will use a three-track strategic communications plan which targets;

Government, decision-makers and other agencies in the administration of justice in Kenya;

The ODPP staff and; The Media, Civil Society Organizations and other related

audiences

2.6.1.1 Government Institutions and other agencies in the administration of justice in KenyaThe first track of this strategy is aimed at decision-makers and ensures that those who make resource allocation decisions are aware of the benefit of prosecutorial services to citizens, Kenya’s economic growth, and Kenya's international reputation.

Advocacy among Parliament, Central Government and other agencies responsible for the administration of justice. Secondly, crime has increasingly become the focus of media and public attention. Politicians, victims' organisations and civil liberties lobby groups are all extremely vocal in commenting on the day to day operation of the criminal justice system in Kenya. In the past, Attorneys-General Chambers has had the sole burden of making ultimate prosecutorial decisions.

Currently, Prosecutorial decisions made in our country are subject to distortion or misconstruction because often times they are drawn into

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the ambit of political party debates. Often times such debate, which are often misconceived or are allegations of bias leave the ODPP with a very bad face in the public eyes. More importantly, public confidence in the administration of the criminal law is eroded. Decisions on whether or not to prosecute politicians, police officers, senior public servants and other prominent public figures also cause difficulty. Not surprisingly, the public often finds it difficult to understand or accept that in his or her prosecutorial role, the ODPP must act completely independently from government. The appointment of an independent DPP therefore ought to be communicated to the citizens as a desirable step in safeguarding the rights of every citizen.

2.6.1.2 ODPP’s staff.

The second track of the communications strategy is aimed at ODPP staff. Staff members are natural ambassadors for the organization. The goal of track two is for every staff member to be capable of explaining the Service Charter and have internalized the vision, mission, core values etc. Ideally every staff member should be able to tell the people they interact with, what the ODPP does and how it benefits them. They are not expected to explain complex legal issues, but to be able to give a thumb-nail sketch of the ODPP. Explaining the ODPP and its impact on all Kenyans will be every employee's responsibility and enable them to meaningfully participate in the implementation of this Communications and Media Strategy because it provides the framework they require to provide fast, reliable and professional service. In addition, this strategy will seek to maximize compliance to other efforts such as the code of conduct.

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Behaviour change amongst the ODPP’s staff should be encouraged and also building their capacity so that they can be agents of change. The purpose of establishing the ODPP in the new constitution was to ensure professionalism and independence in the institution, whereby preparation and conduct of criminal prosecutions in Kenya is promoted. This means that the day to day control of criminal prosecutions has passed from the hands of the Attorney-General to the Director of Public Prosecutions and from a more general to a specialised arena.

2.6.1.3 Media, Civil society and other related audiences.

Track three communications target media, civil society and all other external audiences. There is need to build new partnerships with key stakeholders including: Professional groups like LSK, CSOswhose activities touch on the ODPP’s functions and members of the public seeking services from us. The initiative is to improve relationships, enhance credibility and raising awareness of the ODPP's operations among the key institutions, associations and the citizens. Also we should stay alert and take advantage publicity created by like-minded organizations when they have big events.

Targeted and phased public communication campaigns to negate misconceptions, build support and acceptance targeted at media and civil society. Alongside this will be a media advocacy to promote accurate and analytical coverage of Public prosecution issues and raise the profile of this office nationally and internationally:

2.7 Guiding principles and values

This Communications Strategy proposes partnerships with other players in order to provide an environment that enables the implementation of the ODPP’s mandate. This is borne out of the

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realization that the success of communication in any institution relies, heavily, on a well-structured and efficient internal communication system that provides for feedback and equally, its partners must have the same. Such a communication system will provide for lateral communication and consultations among various stakeholders. It is important that stakeholders access relevant and timely information in order to avoid or minimise situations of conflict with or resistance to our activities. The argument in favour of a partnership approach rests upon the following premises:

2.7.0 Synergy.

This is the additional benefit gained when two or more partners act together to attain a common goal. We shall endeavour to seek the partnership of CSOs and stakeholders:

2.7.1 Transformation.

This shall include efforts by all members of staff to change their worldview, behaviour and priorities. Through knowledge generation and information through research as well as policy development and review, sharing of that information through periodic public debates and other fora, setting up of a prosecutors information management system for ODPP to enable it accumulate data and maximise available manpower(the system will help screen the massive influx of info and provide facts ,consistently and comprehensively for the prosecutors that evaluate or rate cases) and relationship and network building as well as public-private partnerships in the area of governance, our prosecutors should successfully deliver justice:

2.7.2Budget augmentation.

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If the National Council on Criminal Justice members and other players can partner with us, we can pool resources especially for TV, radio and IEC materials production so as to increase the size and scope of activities being undertaken. Investment in human and technological resource development to enable professional communication by every single officer in the administration of justice institutions could be proposed;

2.7.3Reduction of open conflict with related institutions.

A media programme on Community driven initiatives geared towards crime reduction can be co-funded

2.7.4 Issue management.

We should lead the sector in anticipating, researching and prioritizing issues to minimize risk. For example, how much attention is being paid to terrorism and cyber crime?

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CHAPTER THREE

3.0 ODPPs Audience Analysis

There is need to identify our audiences or target and the better we know them, what they need to understand of our work the better our chances to influence them. There are different types of audience, whether individuals, groups or organisations and upon whom certain action is expected or certain information is shared.

3.1 Primary and Secondary Audience

The audience can be divided into the primary and secondary audiences given the roles they play and significance in the implementation of the ODPP mandate. Their understanding and participation in the ODPP processes and activities will determine the successes of the ODPP.

Table- ODPP audiences

S/No.

Audience Audiences’ Expectations of ODPP

ODPP’s Expectation of Audience

1. ODPP staff Competitive High performance in 34

S/No.



terms and conditions of service

Provision of capacity building

Career progression mechanism

Fair and equitable treatment

Inspirational leadership

discharge of the core mandate

Integrity and ethics Confidentiality Professionalism Specialization Teamwork Respect and

courtesy Transparency and

accountability Creativity and

innovation

2. Judiciary Timely court attendance

Professional presentation of cases

Assistance in the fair administration of justice

Expeditious disposal of cases

Development of coherent jurisprudence

Respect and courtesy

3. Kenya Police Service

Timeous prosecution

Expeditious advice

Spearheading legal reforms

Taking over functions of police prosecution

Thorough and comprehensive investigations

Professional handling of evidence/exhibits

upholding the rule of law

Collaboration and cooperation in investigation of cases

4. Kenya Prisons Facilitate speedy prosecution of cases

Facilitate the reduction of

Timely presentation of prisoners to court

Uphold the rule of law

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S/No.



remandee population

5. State Law Office

Collaboration on legal matters

Drafting, review and amendment of legislation

Representation in legal proceedings

Representation in parliament

6. Ministry of Foreign Affairs

Collaboration in criminal matters

Facilitation in international cooperation

Facilitation of domestication of ratified international treaties and conventions

7. Ministry of State for Public Service

Efficient management of human resources, organisational structures and career guidelines

Advice on organisational structure and staffing levels

Advice on human resource management and development

Advise on creation and filling of posts

8. Ministry of Justice National Cohesion and Constitutional Affairs (MOJNCCA)

Collaboration in promotion and protection of the rule of law

Legal policy formulation and development

Provision of civic education

9. Parliament Effective implementation of laws

Expeditious enactment of laws

Provision of adequate allocation of resources

Timely feedback on the ODPP’s Annual Report

36

S/No.



10. Ministry of State for Provincial Administration and Internal Security

Expeditious advice on files and issues

Prompt implementation of Government directives

Collaboration in security issues

Facilitation of civic education

Promotion of Alternative Dispute Resolution mechanisms

11. Ministry of Finance/Treasury

Prudent and timely utilization of resources

Preparation of budget

Preparation and submission of periodic reports

Facilitation of speedy prosecution of economic crimes

Allocation of adequate resources

Timely of release funds

Advise on financial matters

12. Office of the Prime Minister (Performance Contracting Department)

Collaboration on Performance Contracting (PC) requirements

Setting PC targets

Facilitate Performance Contracting process

13. Public Service Commission of Kenya

Compliance with the Public Officer Ethics Act (POEA)

Provide guidelines on public code of conduct

14. Probation and aftercare department

Facilitation of their role in the justice system.

Provide legal advice on review of CSO programs.

Conduct thorough and comprehensive inquiry on suspects, offenders and victims of crime

Forward inquiry reports

15. Law Society of Uphold the rule Collaboration in the 37

S/No.



Kenya of law Collaboration in

bettering the justice system

Offer professional prosecution services

development of professional standards

Continuous professional development

To uphold the integrity of the legal profession

To reign in on rogue lawyers

16.

Ethics and Anti-Corruption Commission

Expeditious and professional advice on files

Efficient and effective prosecution of cases

Collaboration on ethics and governance issues

Thorough and comprehensive investigations

Collaboration and cooperation in investigation of cases

17.

Kenya School of Law

Continuous professional development

Collaboration on review and revision of curriculum on legal education

Collaboration on review and revision of curriculum on legal education

Offer updated and relevant training

18 NCLR Collaboration in development of legal information infrastructure

Contemporaneous updating of case law, legislation and other relevant legal information

19.

KLRC Collaboration in review and amendment of laws

Timely review, amendment and updating of laws

20.

National Cohesion and Integration

Promoting cohesion and integration in

Sensitization of the public on Cohesion and Integration

38

S/No.



Commission the society issues Collaboration in

promotion of the Rule of Law

21.

KNCHR Uphold the rule of law

Collaboration on upholding and protection of human rights

Provide civic education

Feedback on upholding of human rights in the prosecution service

22. CIC Collaboration on enactment of legislation

Provision of quarterly reports on implementation of the Constitution

23. Development partners

Accountability in utilization of resources

Development of proposals

Funding to supplement ODPP’s programmes

Collaboration and cooperation

24. Media Engagement and sharing of information

Respect for media freedom

Responsible journalism

Adherence to the media code of ethics

25. The general public

Uphold the rule of law

Effective and efficient prosecution

Appropriate and timely response to complaints

Uphold the core values

Feedback on the services provided

Collaboration with the criminal justice system

26. Witness Protection Agency (WPA)

Collaboration and cooperation in identification of witnesses in need of protection

Offer protection of witnesses

Respect for strict confidentiality

39

S/No.



27. National Crime Research Centre

Collaboration in crime research

Authentic and reliable data

Collaboration in the formulation of policy on crime prevention

28. Commission on Administration of Justice

Timely and comprehensive response to complaints

Direct the public on how to channel complaints

29. Ministry of Gender, Children and Social Development

Prosecution of gender based violence and sexual offences

Collaboration in review and development of legislation on gender based violence and sexual offences.

Champion social welfare issues

Generate policy on gender and related issues

30. CSOs Uphold the rule of law

Collaboration and cooperation on relevant legislation and policy

Civic education and advocacy on criminal issues

Collaboration and cooperation on relevant legislation and policy

31. Auditor General and Controller of Budget

Compliance with audit requirements

Provision of Guidelines and compliance to audit requirements.

32. Agencies with delegated prosecutorial powers

Leadership, supervision and guidance of the delegated powers

Advice on criminal matters

A clear prosecution policy

The exercise of the delegated powers within the legal and policy framework

Offer high quality and professional prosecution

Submit periodic reports

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Primary Target Audience-The primary stakeholders have more responsibility by virtue of their involvement and the impact the programme will have on them. These are the key persons/groups we communicate to directly.

The Secondary target Audience- these are people and institutions who are served by the ODPPand who we wish to receive the communication messages, who will also benefit from hearing the messages or who can influence our target audience now or in the future.

CHAPTER FOUR

MESSAGE DISSEMINATION

4.0 Message and Content

The general message of this communication strategy is that there is now an independent ODPP and thus, prosecutorial services in Kenya become efficient. The information to be disseminated to the various stakeholders will bederived from the Constitution of Kenya that created the independent Public Prosecution and the National Prosecution Policy, plus other key documents that define framework under which the office operates as follow (plus the reference documents):

a) The existence and mandate of the ODPP ( the Constitution of Kenya,2010 &Ransley Report of the National Task Force on Police)

b) Interpreting article157(The Constitution of Kenya,2010)

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c) The presence and contents of the National Prosecution Policy and some of the achievements so far (the National prosecution Policy) and the need for a National Prosecution Act

d) Restructuring the ODPP and professionalizing of prosecution services in Kenya(Tibasana Report, 2011 &Embu Report,2011)

e) Roles of the various departments within the ODPP(Embu Report)

f) Public Private Sector Partnerships in the area of governance and the ODPP’s link to Kenya Vision 2030and MDGs (Vision 2030 & MDG documents )

g) The commitment of the ODPP leadership in achieving the institution’s mandate (Media interviews of the DPP)

h) Understanding general prosecution and the prosecution code of conduct by staff(Reference Documents (a) Prosecution general instruction for prosecuting State Counsel and public prosecutors of the Republic of Kenya,2011(b) Training Needs Assessment, Curriculum & Training Manual for Public Prosecutors).During the training of staff,messages will be crafted for dissemination to media.

i) Other regional efforts in public prosecution and specifically what is contained in Article 4 (f) of the EAAP constitution

j) Other issues as brought out through public views and complaints

4.1 Communication Channels/Media/Arenas

Considering the complexity of public prosecution issues, it will be necessary to adopt a multi-media approach to ensure maximum effect. The diverse nature of the stakeholders necessitates the use of a variety of media to reinforce each other and effectively deliver the messages. Ultimately, the

42

information provided must be consistent and factual. The communication mix - channels/media/arenas proposed include:

4.1.1. For the Media and General Public

The ODPP Website

An official re-launching of the DOPE website that will act as an information outlet accessible to all interested institutions and individuals. It should provide them with accurate information and documents, and enable us to communicate and share information on national, regional and global levels. This tool should benefit all public prosecution offices in the East Africa region (through the proposed EAAP website. The website should be informative, highly interactive, educational and Communicative in the sense that it allows the circulation and the sharing of knowledge, as well as the transfer of expertise among public prosecution members, between public prosecution members and civil society organizations, and between public prosecution members and the international community.

4.1.2For Professional groups and other arms of government

Quarterly Newsletter& an E-newsletter

This will be simple informative pieces researched and written by staff of the ODPP for distribution in all our offices and an online copy for the website for more elaborate pieces for communication among the other stakeholders such as contributing for legal journals. The key feature of the newsletter is a simple, easy to read and produced quarterly. The design and write-up will take cognizance of the target readership and thus the language, design and contents will vary. Also the media in which the newsletter is presented may vary, depending on occasion

43

and target group. Other means of communication to be used will be through e-mail, leaflet-newsletter and wall newspaper.

The newsletter will also focus on issues such as:

Upcoming events Agenda, updates on on-going prosecutions Major milestones under the institutions Information, editorial and informative articles, including letters

sent by external stakeholders, and other organisations involved in the delivery of criminal justice.

4.1.3 The General Public and Development Partners

Radio Stations

Radio is still the leading source of official information to Kenyans. The absence of electric power precludes the use of television except in a few cases as a preferred medium of communication. However, while more people are listening to radio, the listenership is even more diverse and it becomes necessary to use several stations to effectively reach the people and it thus requires a well-focused audience/listenership research to effectively reach the target audience. For example to reach policy makers we will utilise radio stations such as Capital FM, and to reach communities in far flung areas, it would be advisable to use KBC Kiswahili Service and other outlets with a wider coverage.

4.1.4 Staff, Development Partners and Parliament

Video Programs

The use of videos is seen as a very important source of information on ODPP for the targeted audiences such as development partners. This will

44

involve the production of short (30 sec - 10 minutes) video documentaries and information spots on various aspects of our functions and sharing them with the stakeholders. The video documentaries can be shown using the existing video networks in the media and during sector meetings. The videos can also be aired at the Headquarter’s lobby and field offices

4.1.5The General Public

Existing TV programmes

A sponsorship to be extended to TV programmes such as Vioja Mahakamani. TV talk shows and televised interviews of the DPP and used periodically to expound on policy issues to other government agencies, media and development partners.

Public Meetings and other forums.

These will be forums to gather and share information as well as receive important feedback from the various actors in the administration of justice. Because of the nature of the information required and the people involve. This will be an important channel to share information between the ODPP and Stakeholders. Seminars will be organised around issues of concern such as extradition, cybercrimes, piracy and terrorism.

4.1.6 Information Centres and in house training for our officers

These will be established in each of our field stations with the objective of downloading and disseminating information to the citizens. The information centres will be equipped with computer and other information materials that can be accessed by those who would like to carry out research. There will be a provision for members of the public to provide written submissions to air their views. White Boards and suggestions

45

boxes can be used effectively in the information centres. Also in these centres we will have “take home messages” and leave them in strategic places like waiting rooms

4.1.7 Media Visits

Media visits to the field stations will be arranged for the mainstream media to familiarise themselves with ODPP functions and thus empower them to report objectively. This is out of the realization of the negative impact the media can have if they do not have access to the correct information. During the visits, the media will be presented with media kits that will provide detailed information on the ODPP’s role. To coincide with this a side event such as the launch of a document could be arranged.

4.1.8 Breakfast Meetings– These will be strategically organised to target the stakeholders, political leadership and the media owners. The breakfast meetings will present an opportunity to update them and also get their views and support required for the implementation of the ODPP’s mandate.

4.1.9 Hotline and Toll-Free Number– This can be hosted at the secretariat handling public complaints (as outlined in the organizational structure) to enable people to directly pass their views and feedback on our services. This secretariat will thus have a ‘customer care’ person to respond to the questions and concerns of the stakeholders and forward them to ODPP for action.

4.1.10 A Peer Review Journal - that establishes a set of parameters for prosecutors and defines specific unlawful conduct and compliments successful prosecution. It should provide framework for peers and their seniors to critique each other freely.

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4.1.11 Annual Report- Also important to note is the idea of using formal Annual Reports as these can be modified to produce brochures, newsletter or some of the text for policy briefs.

CHAPTER FIVE

5.0 Execution of the Strategy

A Communication Strategy describes the detailed set of actions and activities that are intended to lead an organisation quest for realising higher goals and objectives. The strategy therefore meets the requirements of the ODPP as far as information and communications needs are concerned.

In order to realise the ODPPs communication objectives, two specific outputs are envisioned namely;

A vibrant and proactive relationship within the internal publics of the ODPP based at headquarters as well as the field and the External Publics, particularly the Media, other Government of Kenya Ministries, Departments and State Agencies (MDAs), and other stakeholders.

An Information, Education and Communication IEC component developed that ensures the development and dissemination of various products and issues to the stakeholders including the general public.

This Strategy places great emphasis on both the internal and external relations with a view to:

47

Strengthen internal communications with ODPP while developing innovative ways of communicating with all staff and encouraging feedback mechanisms;

Building strong and reliable external relationships with all stakeholders for the purpose of ensuring the ultimate success of administering criminal justice as mandated by the constitution.

5.1 Information and Communication within the ODPP

For the ODPP Communications and Media Strategy to be effective, it must be supported by adequate resources in terms of staffing, equipment, capacity building and funding. The Communication Unit shall be responsible for ensuring consistency in designing and delivering ODPP messages and information to stakeholders and will provide practical support and advice to all departments within the ODPP as per their communications needs.

The person designated to head ODPP Communication activities or office shall be responsible to the Director for:

i. Working closely with the Directorate top management in interpreting policy and strategy and guiding the Department in its progressive enforcement,

ii. Coordinating the implementation and realisation of the key communication activities and programmes as identified in this document,

iii. Enforcing the departmental corporate communications standards and brand as spelt out in this document,

iv. Working closely with other Communications and public relations officers in the criminal Justice administration,

v. Advice on final preparation and production of ODPPs major publications and other IEC materials,

48

vi. Advice on the design and formatting of all ODPPs IEC materials and engagement of external consultants where required and

vii. Organizing short term Communications training and CapacityBuilding for targeted ODPP officers in line with the implementation of ODPPs mandate.

5.2 Responsibilities of Communication Committee

There is need for formation of a Communication Committee which should play the leading role of ensuring quality standards of all ODPPs communication and Information materials. The committee should review all messages and products before they are disseminated.

Under the leadership of the designated Communication Officer, the committee’s responsibilities will be to offer advisory support to all communication emanating from the ODPP.

5.3 Key Principles of ODPPs Internal Communication

The following shall be the key principles for all ODPPs internal communication;

I. Timely, clear and regular communication to staff,II. Circular and all rounded communication process which emphasis

consultations, debate and feedback,III. Regular face to face briefings, sessions and meeting between the

management and staff of the ODPPIV. Ensure that all strategic ODPP staff receives a copy of all documents as

pertains to their duties as they fulfil their mandate such as Strategic Plan

49

V. Ensure availability of information through notices, circulars, e-mail communication, newsletter, website and other channels for purpose s of general information,

VI. Publish a quarterly ODPP NewsletterVII. Provide proper orientation to all new /incoming staff,

5.4 ODPPs Overall Spokesperson

The Director is responsible for the ODPP and shall be the principal Spokesperson. He may from time to time officially designate other Heads of Departments to issue agreed statements relating to their specialised tasks when need arises. This is expected be raise the public profile among the target audiences, through public contacts, networking with stakeholders, delivering speeches at relevant high level forums on both local and international scene, professional forums and by giving interviews to the media.

5.5 Key principles of ODPPs External Communication

There is need to have a focused and coordinated external communication guideline for the purpose of clarity.

Any information targeting the external publics will be for the purposes of informing, educating and communicating on pertinent issues from the ODPP

To improve its image with the external audiences the ODPP will ensure that:

It consistently seeks and exploits opportunities to meet media and other external audiences,

50

It maintains active and open internal communication so that staffs are aware of its views and positions on issues in case they are to represent the office in external functions

5.6 ODPP engagement with the Media

This is very important as it gives guidance on how the media reacts to our messages and how the media houses choose to report on us. It is also very important that staff of ODPP understands how the media works. This way they will be able to communicate the ODPPs mandate, objectives functions, challenges and constraints. To achieve this objective the ODPP should promote positive information and campaign in the media. The key principles of engaging the media must include;

All media inquiries must be directed to the Communications Office who will offer the professional lead following the established protocol for the issue,

In all instances the Communications Office must promptly consult with the DPP and where necessary the relevant Departmental Head in order to prepare a well-crafted and informed response,

Responses to sensitive or controversial subjects must be avoided as much as possible, in favour of written and carefully thought explanations,

Develop and maintain good relationships with the media, especially the local and specialised media and in particular ensure calls are returned and provide clarifications

Make information available to the media through appropriate spokespersons

Respect the right of the media to represent their views on matters relating to ODPP and

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Always remember that timing is very critical. Any news release distributed after 2.00p.m risks being overlooked because assignment editors have already settled on the days priorities.

5.7 ODPPs Key Messages

Key messages or information which the ODPP must consistently and clearly communicate, include,

The need to support the ODPP in terms of budgetary allocations from the decision makers and ensure that those who make resource allocation decisions are aware of prosecutorial services to citizens, Kenya’s economic growth and her international reputation

The ODPPs mission and vision as well as the role, goals, objectives, functions and activities as key player in the prosecutorial services and,

Key progresses made and collaborative partnership undertaken in fulfilment of the stated mission and responsibilities.

5.8 Language Standard for ODPP

The national language of Kenya is Kiswahili while the official languages are Kiswahili and English. All communication shall be in English. Where the wider general public is targeted a deliberate effort will be made to publish and translate documents in the Kiswahili language.

5.9 Crisis and Emergencies Communication

An emergency is unusual situation that requires prompt action in order to limit damage to the integrity and reputation of an organisation. Effective communication is an integral part of emergency management. Effective emergency communication management is essential for helping restore and

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maintain order and confidence during crisis situations. The following are crisis and emergencies communication guidelines:

5.9.1Set up Emergency team

Identity emergency spokesperson Prepare press room/press release for the press Identify and carefully craft the messages to be communicated Identify the stakeholders that need to be communicated to

immediately Ensure all the team members have consistent message.

5.10 Branding

A brand tells the world, at a glance, who and what we are. This is what we want to be seen, known and remembered as. We must strive to be recognizable and consistent in our communications, by using the same font and colour schemes in any print communications.

The branding and corporate identity shall include the following;

The brand identity must be projected in all documents, power point projections, advertisements and any other form of publicity,

The ODPP logo shall be promoted throughout in the organisation and to all other partners and stakeholders

The ODPP logo, as illustrated below ensuring the name of the office at all the times,Office of the Director of Public Prosecutionsplaced below thewordsRepublic of Kenyawhich define the complete and proper use of Coat of Arms of the Republic of Kenya.

REPUBLIC OF KENYA

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OFFICE OF THE DIRECTOR OF PUBLIC PROSECUTIONS

The Corporate Colour is proposed as follows:

1. Use of a Silver colour because it denotes security, dignity,calm,reliability,purity,peace,intelligence,solid,maturity

2. Use of purple colour because it denotes good judgment and royalty3. Use of the following slogan “Justice for all”

The office shall endeavour to signpost this image as well as its vision and mission outside all its offices and ensure that its vehicles and other communication material uphold this branding policy.

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CHAPTER SIX

MEDIA RELATIONS

6.0 Media Relations Strategy

The media continues to be most people’s main source of information about institutions such as the ODPP and thus the need to engage media proactively and reactively.

6.1 The business case

Most Government tend to get a poor press nationally and as an institution we have had our fair share of damaging press coverage. This Strategy recognises that citizen’s perceptions of ODPP have strongly shaped by the media and so it is crucial to try and build a positive relationship with journalists to achieve more informed, positive reporting about the ODPP. It may help us have more influence over the way bad news stories are reported.

There is plenty of evidence for the role of the media in shaping views. Research on agenda setting have found that in general, people are most positive about institutions which enjoy a good relationship with the local press.

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Recent Surveys by Synovate Research & Research Africa show that most people get most of their information about the government through the media, particularly the local press.

In our case, the following are reasons why we ought to improve our Media Relations Strategy:

to demonstrate leadership in the administration of justice with the goal of increasing understanding and improving public prosecutorial services in this country,

Showcasing our achievements, Positive coverage to protect our reputation and 'brand'.

6.2 How to build positive Media Relations

There is a direct link between journalists’ relationship with an organisation’s communications team and the impact this can have on the 'slant' of articles. Relationships tend to be best where:

An institution knows what journalists want from a story, journalists know what they can expect from the Institution, The Public Communication Officers take the time to meet journalists

face-to-face, The Public Communication Officers are proactive – providing stories

regularly, alerting journalists in advance of stories, phoning journalists to thank them for a particularly positive story or to discuss a negative one

The institution is honest and admits when they have made a mistake.

Journalists get frustrated when the only person they can ever speak to is a press officer. This media strategy proposes that the Director personally delivers his message and in his absence his substantial Deputy. This is for

56

reason that the media will know they are taken seriously when the Head of the Institution is on the forefront to build people’s confidence and is willing to support the media. It is important to note that this Media Relations Strategy is linked to the Communications Strategy outlined and discussed earlier.

6.3 Media Relations Audit

Before you develop your media strategy you need to understand how well you are currently handling media relations. Carrying out a media relations audit will tell you a lot of information as well as highlighting any gaps in your knowledge about your activity. Done on a regular basis, an audit can also help you identify trends in your coverage and what is working best for you. The audit usually includes three elements:

An analysis of how citizens gain their information about the ODPP An analysis of the ODPP's media monitoring statistics, including

percentages of positive, neutral and negative coverage, the number of press stories resulting from proactive media relations and coverage in different media

A survey of journalists – from local, regional, national, black, legal journals /columns – on how well they view your reactive and proactive media relations.

The Public Perception Research already budgeted for above will facilitate the audit. The results will then inform a media relations Action Plan from July 2012. The plan will include what you are going to do and when, who will be responsible for each element and what resources you will need at each stage. It should be used to evaluate progress regularly. The Action plans will cover:

57

key messages key audiences key media milestones communications tools resources targets timescales and deadlines Monitoring and evaluation.

6.4 In order to know our media, the Public Communications Office will:

a) Identify which media and individual journalists are important to you and your public audiences – local, regional, national, and specialists.

b) Focus on the key messages and target key media on the issues that are relevant to their readers.

c) Develop an excellent relationship with key journalists – this will help you build trust, float ideas, better understand what stories interest them and find out how they want to receive press releases and briefings.

d) Be helpful – facilitate the DPP so that he can give his comments on national stories touching on us.

e) Develop one positive story a week that shows how our services affect real people.

f) Encourage citizens to tell the media cases we have successfully handled.

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g) Create a forward planning media calendar to ensure there are no internal clashes and prepare the DPP for potentially negative stories.

h) Develop key facts around particular events/issues (such as terrorism/maritime piracy) or our corporate priorities to ensure that we always have up-to-date information to share with journalists.

i) Be creative – think of unusual visual stories for photographers and TV cameras and interesting sound environments for radio interviews and features.

j) Bring your press releases to life by finding the human interest, for example, when we will be launching the new website, we will find some citizens who can talk about what they or the community will get out ODPP embracing new technology.

k) Create on-going campaigns with a number of media 'hooks', rather than just one-off stories. Media campaigns can also be used as part of a wider PR or Communication campaigns to ‘soften the blow’ or change public perceptions on difficult decisions the ODPP has to take.

l) Use of e-communication and new media to engage with citizens and stakeholders and augment the more conventional media tools. The new media can include, but not limited YouTube, Twitter, Create a shared experience with a 'now section' for media to pick press release and photographs, SMS text messaging, video news releases and audio sound clips for local broadcasters, to encourage them to cover stories they are unable to attend and blogging.

m)Handling media enquiries with the speed that will help the media file their stories on time. This will influence the media’s perception

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of the ODPP, and therefore the kind of coverage it gets. Again, a good proportion of media enquiries will be hostile. These need to be handled particularly carefully to limit potential damage to the office. Some bad news stories will need crisis management, while others will need good liaison with partner organisations. In future, an automated system can be used to log and respond to press enquiries. This can help enormously by providing accessible information to journalists and help them meet press deadlines.

n) Other points to consider while handling the media include:

responding to the journalist in full by their deadline or giving a 'holding statement' until a full response can be given

being helpful, polite and positive

never saying 'no comment', as this can sound as if the institution has something to hide

if there is a major hostile enquiry which other media may get hold of, share it with the Director and work out the line to take

ensuring any statements to hostile enquiries are cleared – and send them in writing

building up a set of 'experts' across the ODPP who can brief journalists directly

ensuring the appropriate spokesperson is available for interview and is fully briefed

making sure officers working in the ODPP are aware of media guidelines and media protocol (as outlined in the Code of Regulations)

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building up facts and figures and background information for big stories, especially the weekend analysis

Monitoring response times and cuttings to evaluate how effectively the enquiry has been dealt with,

build up background briefings and key facts for big stories in advance

be honest and open and not deceive the media,

if the Office is at fault, apologise swiftly and sincerely,

issue the news in a planned and managed way, rather than just react

Establish a system to anticipate and plan for bad news. There should be a strong internal relationship among officers and the understanding that bad news rarely goes away. The Director should be alerted when bad news – such as a critical report – is on the horizon so that he does not hear it from a journalist first,

In order to build a strong media culture internally, media training and media guidelines and protocols will be facilitated for officers. An important role for the media team is to help our senior officers understand the importance of effective media relations for the ODPP and their role in achieving it. The training can curriculum can include:

how the media works,

what makes a good news story,

what makes a good photo opportunity,

how to write a good press release,

planning a media campaign,

feature writing and placement,61

how to handle a negative press enquiry,

How to deal with a media crisis,

preparing for interviews,

developing key messages,

how to manage the interview,

tips on posture and appearance,

practice at pre-recorded and live interviews and

Group feedback on performance.

On Media protocol, the guidelines typically include:

responsibilities and roles for the Public Communications Office, members of Staff and the management,

how to handle difficult press enquiries,

general guidance to the law relating to communications,

the principles and standards to which ODPP operates,

writing, clearing and issuing press releases (limited to the Public Communications Office)

dealing with media enquiries, including response times,

use of quotes and

How to facilitate media interviews for the Director.

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6.5 Media Monitoring and Evaluation

On-going media monitoring and evaluation is an essential part of effective media relations management. Monitoring and evaluation not only helps focus the activity and resources, but helps show tangible results of success. The Public Perception Index can be utilised to audit media coverage but also:

the number of press releases issued and take-up rates – media management systems will then collate statistics automatically

analysis of press cuttings, television and radio reports by good, neutral or bad categories – with a supportive ODPP comment – to show how effective we have been at getting messages across

press enquiry response times logged as the percentage achieved within the media's deadline

a breakdown of figures for releases issued and enquiries answered by service area

a breakdown of figures by corporate theme

A breakdown by different media, for example, local, regional, national and law journals.

To note: In addition to using the website to make our publications available, news releases will also posted online. Weekly News releases will be sent over the news wires, by fax and email to all journalists who have followed the ODPP's activities. Timing is critical. Any release distributed after 2:00 p.m. risks being overlooked because assignment editors have already established the day's priorities. Media calls will initially be directed to public communications office, who should answer as many questions as possible and arrange for the Director(who is the designated spokesperson as per the Code of Regulations) to elaborate and tackle more complex questions. The

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Public Communications Office shall prepare the Director by reviewing difficult Questions &Answers and simulating an interview when necessary. As and when it is necessary the Public Communications Officer will attend interviews in order to help with additional materials like pictures.

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ANNEX ONE

Public Affairs and Corporate Communications Division

This unit is responsible to the DPP for:

1. Developing and implementing the ODPP Communications Strategy2. Ensure that all aspects of communication are covered to ensure that

the DPP’s messages have been delivered successfully and that his voice is clear

3. Designing special and Public Relations campaigns for targeted audiences

4. Conceptualise and design IEC materials5. Commission and maintain various forms of corporate identity and in

house styling such as logos,colour,selections and typography6. Write and distribute news, photographs etc through media channels7. Organize press conferences, receptions etc8. Develop information content for the ODPP’s website9. Organize feedback from media and monitoring of press

cuttings,radio,TV

The unit ought to be manned by the following expertise:

a. An administrator to run office/attend meetingsb. Media content and monitoring specialist (function can be

outsourced)c. A Researcher & Speechwriterd. Print and broadcast production specialist (A writer/editor/designer

& Filming /Photographer officer all in one)e. Web Media and website content managerf. An Event Planner

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Annex two

1. Laptop with MacBook pro 17 inch PAM2. Over 700 Hard Disk3. Digital high resolution photographic Camera4. Video camera5. Scanner6. Fax Machine7. A computer with graphic features8. editing suite9. Communication Modem10. Heavy Duty Photocopier11. Overhead Projector & LCD12. Radio set with pre-recording features13. Voice/sound recorder14. Television set15. DVD player16. TV recording feature (for recording TV programs)17. I-pad

COMMUNICATION STRATEGY MATRIX

Strategic objective: Strengthen the Public Affairs and Corporate Communication Office.

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Effective communication is paramount to the success of an institution. The ODPP will develop and design a communication strategy that will establish a public affairs and corporate communication office to help establish open, transparent and effective sharing of information.

Audience

Key message Methodology Channels Expected outcome

ODPP staff

Design and draw The Communications and Media Relations StrategyJustification to have a strategy

Prepare a draft communications and media strategyFormation of a communication committee to align the document to the needs of ODPP

Meetings to discuss the document.

Meetings with the staff to disseminate the document

A validated ODPPs communication and media relations strategy.Establish open ,transparent and effective sharing of information

Strategy; Implement an internal communications capacity building programme to enhance staff knowledge of ODPP communication and media strategy.

Audience

Key message

Methodology Channels Expected outcome

ODPP staff

Elements of the policy and strategy

Internal meetings

Informal engagements in the office

Capture key issues in newsletter and periodic circulars/memo

Staff briefing, notes and summaries of key documents

Periodic bulletin on progress

An informed ODPP staff

Increased knowledge on proper internal communication mechanisms, increased professionalism in

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Periodic orientation and training for staff

on key ODPP issues

preparation of publications

Establish open ,transparent and effective sharing of information

Strategic Objectives: To revamp the image of the ODPStrategy: Brand ODPP

The image of ODPP has not been positive owing to various factors. Amongst the factors that have contributed to this poor image is lack of adequate capacity to offer high quality prosecution service as expected by the Kenyan Public. The new independence that has been granted to ODPP will go a long way in enabling the office to develop, design and establish the proper ODPP image. The ODPP being an independent office needs to be a brand so as to create awareness to the stakeholders and general public of the constitutional mandate the office has been assigned. It also needs branding to make people aware that the office delinked from SLO.

This will include comprehensive communication and implementation of our vision, mission and core

values.

Audience Key message


Citizens Branding of the ODPP

Improve the image of the ODPP Develop corporate identity, corporate culture and protocol manualDevelop content for the ODPP website for interaction with

Media advertorials Radio and T.VPosters, brochures, stickers Scheduled

Positive image towards the ODPP

Increased level of awareness amongst the stakeholders and general

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to the staff and citizensIdentify and promote Corporate colour(s) for ODPPDevelop corporate identity, corporate culture and protocolDevelop content for the ODPP website for interaction with to the staff and citizensIdentify and promote Corporate colour(s) for ODPP manual

radio and T.V talk shows; News and feature articles, breakfast meetings and National annual colloquium

public

Higher profile of the ODPP

Increase in % of general public in support of the ODPP

Government Ministries Parliament and other Stakeholders

Need for decision makers understand the need to ensure enough resources are allocated for prosecutorial services

Breakfast meetings, Media briefings, Annual reports distribution

Better and known ODPPs mandate vision, mission

2.3.2.2. Strategic Objectives: To revamp the image of the ODPP.

The image of ODPP has not been positive owing to various factors. Amongst the factors that have contributed to this poor image is lack of adequate capacity to offer high quality prosecution service as expected by the Kenyan Public. The new independence that has been granted to ODPP will go a long way in enabling the office to develop, design and establish the proper ODPP image. This will include comprehensive communication and implementation of our vision, mission and core values.

2.3.2.1. Strategic objective: To create public and stakeholder awareness

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The ODPP has in the past undertaken surveys and its results have indicated that members of the public

and some stakeholders have little or no knowledge of ODPP. This awareness gap will be resolved by

proactively creating more channels of communication that will enhance public and stakeholder

awareness of prosecution services.

Audience Key message


Government Ministries Parliament and other Stakeholders

Need for decision makers understand the need to ensure enough resources are allocated for prosecutorial services

Engage government decision makers, stakeholders, media and citizens.To create public and stakeholder awarenessHeighten awareness of ODPPs role in compliance with the lawDocumentation and dissemination of I.E.C materials

Breakfast meetings, Media briefings, Annual reports distributionMaintaining an effective and updated websiteCoordinate publicity during functions for the ODPPEngage the public in matters relating to ODPP

Better and known ODPPs mandate vision, mission Increase in knowledge of reforms among policy and decision makers Increase in number of community/civil society initiatives in form of forums

ANNEX THREE

PERFORMANCE MEASURES/ INDICATORS

Indicators Sources of Verification70

Understanding of ODPP mandate

News itemsCSOs reportsFeedback through public complaints Customer satisfaction survey

Staff participation in the communication process

Internal communication audit conducted in the office

A website in place Radio programs produced and aired by April 2012 Discussions and debates conducted on radio & TV by the Director of Public Prosecutions Starting February 2012A five minute Video documentary produced and aired on TV by April 2012.The same clip will be shared with NCCK for use in their advocacy programs- The e- Newsletter produced and distributed by February 2012A Case Progress Research System in place by March 2012 (Refer annex 5)A public Perception Research system in place by May 2012A Customer Satisfaction Survey in June 2012

Enquiries & traffic of visitors online, Radio & TV call ins, Print letters to the editorEnquiries and exchanges from among stakeholders & peers through letters, emails, courtesy callsNews clippingsMonitoring of ODPP related content in print and broadcast media and the resultant news clips and cuttings (Refer Annex 5)Newsletters circulated and monitoring of readershipPublishing of ODPP in other journals/publications Case Progress Research System in placePublic Perception Research System in placeCustomer Satisfaction Survey 2012 Report

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ANNEX FOUR

COSTING FOR DPP’S OFFICE RESEARCHON PROGRESS OF LITIGANT’S

CASES

1 year of access based on 20 questions Sh1,400,000

3 months access Sh350,000

The survey will need approximately 20 questions; the breakdown for every quarter comes to;

Components Costs1 Technical analysis and preparation Sh300,000.002 Administration costs Sh50,000.00

Total Sh350,000.00

Areas to be examined will include;

Demographic details Date of case initiation Progress of case Obstacles in the case Absence/ Presence of

corruption Administrative hitches, etc

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ANNEX FIVE

EQUIPMENT/OFFICE INFRASTRUCTURE

ITEMS/ACTIVITY

PURPOSE COST PER UNIT (KSH)

NO OF UNITS

TOTAL COST (Kshs)

a) ComputersComputer PC for graphic and editing

Data Storage, Hosting of website and internet connectivity

300,000 1 300,000

Laptop(with macbook pro 17 inch PAM)

For graphic design and broadcast editing

150,000 2 300,000

b) Computer AccessoriesModem External Hard Disk driveover 700 GB

Printing, Data storage & Back up, Internet Connectivity

15,0002,0003,00050,000

2332

30,0006,0009,000100,000

c) Other Office EquipmentPhotocopier(complete with scanner &Fax)

Heavy Duty Printing and /or Photocopying of documents for media & Office distributionOverhead projector used during presentationsFor gathering news and documenting events

150,000 1 150,000

Printer 60,000 1 60,000Overhead projector & LCD Monitor and Screen

150,000 1 150,000

Video Camera (HD)

1,200,000 1 1,200,000

Digital Still Camera (D7000 Nikon)

Photography for newsletters, website, media

1,000,000 1 1,000,000

TV Set For content 30,000 2 60,00073

monitoring and broadcast clips playback

Radio Set For monitoring radio programs we are sponsoring and listen to the call-ins

40,000 1 40,000

Recorder For Recording & playback of content for analysis

20,000 2 40,000

d) In house training of staff

Flip chartTrainerPhotocopier

For training sessions

7000.00 1 7,000

Developing of Curriculum

No Cost

Photocopying materials

Stationery from Stores

e) Public Perception ResearchThree months access

To gauge public perception and use findings to develop instruments for the Customer satisfaction survey in June 2012

350,000 1 350,000

f)Customer Satisfaction SurveyTo be carried out in June 2012

Developing instrumentsData collectionProcuring consultant to analyse data

350,000 1 350,000

g) Dissemination of materials in field stations Developing Curriculum

No cost

Per diemh) Hotline /TelephoneMobile Phone Airtime

For communication

5,000 2 10,000

Hotline This will be Not 74

at the Public complaints Secretariat

costed here

i) OTHER OFFICE EQUIPMENTI pad For sending &

receiving feedback on news articles in the field

150,000 2 300,000.00

Video Recorder/player

To record and play back audiovisual clips

500,000 1 500,000.00

Video Monitors To run audio video clips in the visitors’ room/Lobby

50,000 50,000.00

j). Communication Activities/Media Newsletter Research for

content & photographic materialsDesigningPrinting

180,000 2 editions

360,000

Radio Programmes

Research & recording of interviewsAiring

1,000,000 1 1,000,000

Media breakfast (in January 2012)

Media kitHotel Reservation & Meals

500,000 1 500,000

Website DesigningHosting

300,000 300,000

k)Production of other IEC materials

BrochuresFliers

Sourcing materialsWritingEditingProductionDistribution

300,000.00 300,000

l) Training of prosecutors on information management & dissemination skills, public speaking and Code of Conduct

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In house training To build capacity on public communication

In house and utilise stationery from the stores

m) Public Forums/in house peer debates

Staff and stakeholders

To share experiences and sharpen peers

As per HOD preparations/budgets

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ANNEX SIX

PERFORMANCE MEASURES/ INDICATORS

Indicators Sources of VerificationUnderstanding of ODPP mandate

News itemsNGO reportsFeedback through public complaints Customer satisfaction survey

Staff participation in the communication process

Internal communication audit conducted in the office

A website in place Radio programs produced and aired by April 2012 Discussions and debates conducted on radio & TV by the Director of Public Prosecutions Starting February 2012A five minute Video documentary produced and aired on TV by April 2012.The same clip will be shared with NCCK for use in their advocacy programs- The e- Newsletter produced and distributed by February 2012A Case Progress Research System in place by March 2012 (Refer annex 5)A public Perception Research system in place by May 2012A Customer Satisfaction Survey in June 2012

Enquiries & traffic of visitors online, Radio & TV call ins, Print letters to the editorEnquiries and exchanges from among stakeholders & peers through letters, emails, courtesy callsNews clippingsMonitoring of ODPP related content in print and broadcast media and the resultant news clips and cuttings (Refer Annex 5)Newsletters circulated and monitoring of readershipPublishing of ODPP in other journals/publications Case Progress Research System in placePublic Perception Research System in placeCustomer Satisfaction Survey 2012 Report

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Annex Seven

BASIC INFORMATION ON THE OFFICE OF THE DIRECTOR OF PUBLIC PROSECUTIONS

Have you ever been challenged to provide certain information (quantitative or descriptive) about this institution and you realize that you didn’t have any or what you had was not so-convincing?

ODPP proposes to develop a data-base by packaging public prosecution information/data.

Please list the most common questions that you have been asked about public prosecution and particularly the ODPP that you have been asked (or you struggled with).

Please fill your responses using the format below and also summarise your thoughts on this topic (in one sentence) as provided after the table. Email [email protected]

No Question (not in any sequence)

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mailto:[email protected]

Annex Eight

ODPP COMMUNICATION AND MEDIA STRATEGY MATRIX

The matrix gives a summary of each specific strategy that will be used to be able to communicate with our internal and external stakeholders, the key messages and the channels to be used.

To note: In addition to using the website to make our publications available, news releases will also posted online. Weekly News releases will be sent over the news wires, by fax and email to all journalists who have followed the ODPP's activities. Timing is critical. Any release distributed after 2:00 p.m. risks being overlooked because assignment editors have already established the day's priorities. Media calls will initially be directed to public communications office, who should answer as many questions as possible and arrange for the Director(who is the designated spokesperson as per the Code of Regulations) to elaborate and tackle more complex questions. The Public Communications Office shall prepare the Director by reviewing difficult Questions &Answers and simulating an interview when necessary. As and when it is necessary the public communications officers will attend interviews in order to help with additional materials like pictures etc

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