STRATEGIC PLAN 2018-2022 · iv | P a g e ICT Information and Communication Technology IEC...

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STRATEGIC PLAN

2018-2022

KENYA SCHOOL OF LAW

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TABLE OF CONTENTS

List of Abbreviations ............................................................................................................................................. iii

List of Tables ............................................................................................................................................................ v

Foreword by Chairperson ..................................................................................................................................... vi

Preamble by the Director .................................................................................................................................... viii

EXECUTIVE SUMMARY .................................................................................................................... x

CHAPTER 1: INTRODUCTION .......................................................................................................... 1

1.1 The Background of the Kenya School of Law ........................................................................................ 1

1.2 Mandate and Functions of the School .................................................................................................... 1

1.3 Justification for the Strategic Plan ........................................................................................................... 2

1.4 Organization of the Plan ........................................................................................................................... 2

CHAPTER 2: ENVIRONMENTAL ANALYSIS ................................................................................... 3

2.1 Kenya’s Development Agenda ................................................................................................................ 3

2.2 The Constitution of Kenya, 2010 .............................................................................................................. 3

2.3 Linking the School’s Mandate to Kenya’s Development Agenda....................................................... 4

2.4 Status of implementation of 2015-2018 Strategic Plan .......................................................................... 6

2.5 Challenges experienced in the implementation of 2015-2018 Strategic Plan ................................... 16

2.6 Lessons Learned during implementation of the Strategic Plan 2015-2018 ...................................... 16

2.7 Strengths, Weaknesses, Opportunities and Threats (SWOT) Analysis ............................................ 17

2.8 Political, Economic, Social, Technology, Environmental & Legal (PESTEL) Analysis ................... 19

2.9 Internal and External Stakeholder Analysis ......................................................................................... 21

CHAPTER 3: STRATEGIC MODEL .................................................................................................. 26

3.1 Institutional Review ................................................................................................................................ 26

3.2 Strategic Issues ......................................................................................................................................... 27

3.3 Strategic Objectives & Strategies............................................................................................................ 27

CHAPTER 4: COORDINATION AND IMPLEMENTATION FRAMEWORK .................................... 30

4.1 Strategic Plan Implementation Approach ............................................................................................ 30

4.2 Implementation Management Structure............................................................................................... 30

4.3 Managing Change .................................................................................................................................... 32

4.4 Performance Management ...................................................................................................................... 33

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4.5 Employee Motivation .............................................................................................................................. 33

4.6 Managing Strategic Partnership ............................................................................................................ 34

CHAPTER 5: INSTITUTIONAL CAPACITY ..................................................................................... 35

5.1 Staff Establishment Levels ...................................................................................................................... 35

5.2 Capacity Building Strategy ..................................................................................................................... 40

5.3 Information Communication Technology (ICT) Strategy .................................................................. 40

5.4 Communication Strategy ........................................................................................................................ 40

CHAPTER 6: RESOURCE FLOW ...................................................................................................... 41

6.1 Projected Resource Requirements ......................................................................................................... 41

6.2 Resource Inflows ...................................................................................................................................... 42

6.3 Strategies for Mobilization of Additional Resources .......................................................................... 43

CHAPTER 7: ACCOUNTABILITY AND RISKS ................................................................................ 44

CHAPTER 8: MONITORING, EVALUATION AND REPORTING .................................................... 47

8.1 Monitoring Mechanism ........................................................................................................................... 47

8.2 Evaluation Mechanism ............................................................................................................................ 48

8.3 Reporting .................................................................................................................................................. 48

Appendix A: Implementation Matrix 2018 -2022 ............................................................................................. 49

Appendix B: Quarterly Monitoring and Reporting Tool ................................................................................. 88

Appendix C: Evaluation and Reporting Tool ................................................................................................... 89

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List of Abbreviations

ADATP Assistant Director, Advocates Training Programme

ADCPD Assistant Director, Continuing Professional Development

ADFA Assistant Director, Finance and Accounts

ADHRA Assistant Director, Human Resource & Administration

ADIA Assistant Director, Internal Audit

ADICT Assistant Director, Information, Communication & Technology

ADPR Assistant Director, Project & Research

ADPTP Assistant Director, Paralegal Training Programme

ADSCM Assistant Director, Supply Chain Management

ADSCPQA Assistant Director, Strategy, Corporate Planning & Quality Assurance

ADLIS Assistant Director, Library Information System

ATP Advocates Training Programme

AIA Appropriation in Aid

BSC Balanced Score Card

CBD Central Business District

CDP Capital Development Plan

CEO Chief Executive Officer

CLE Council of Legal Education

CMP Change Management Plan

CPD Continuing Professional Development

CPDPR Continuing Professional Development, Projects & Research

CS Corporation Secretary

CUE Commission on University Education

DDA Deputy Director, Academics

DDCSS Deputy Director, Corporate Support Services

DDCPDPR Deputy Director Continuing Professional Development, Projects &

Research

EACC Ethics and Anti-Corruption Commission

ERC Electronic Resource Centre

GoK Government of Kenya

HELB Higher Education Loans Board

HLS Head of Legal Services

HoD Head of Department

HR Human Resource

HRA Human Resource & Administration

IA Internal Audit

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ICT Information and Communication Technology

IEC Information, Education and Communication

IPMS Integrated Performance Management System

ISO International Organization for Standardization

KSL Kenya School of Law

LEA Legal Education Act

LSK Law Society of Kenya

LIS Library Information System

ME Monitoring & Evaluation

MIS Management Information Systems

MOU Memorandum of Understanding

MTP Medium Term Plan

NACADA National Authority for the Campaign against Alcohol & Drug Abuse

PC Personal Computers

PESTEL Political, Economic, Social, Technology, Environment & Legal

POC Principal Officer Communications

POH Principal Officer Hospitality

POM Principal Officer Marketing

PPRA Public Procurement Regulatory Authority

PPP Public Private Partnership

PWD Person With Disability

SAGA Semi-Autonomous Government Agency

SOP Standard Operating Procedures

SP Strategic Plan

SRC Salaries & Remuneration Commission

SWOT Strengths, Weaknesses, Opportunities & Threats

TVETA Technical and Vocational Education Training Authority

TNA Training Needs Assessment

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List of Tables

Table 2.1: Summary of achievements/status of the 2015-2018 strategic plan implementation

Table 2.2: SWOT Analysis

Table 2.3: PESTEL Analysis

Table 2.4: Internal and External Stakeholders

Table 3.1: Strategic objectives and strategies

Table 4.1: Implementation management structure

Table 5.1 Summary of Kenya School of Law Staff Establishment

Table 6.1: Projected resource requirements

Table 6.2: Resource Inflows

Table 7.1: Risk and Mitigation Measures

Table 8.1: Annual Evaluations

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Foreword by Chairperson

Since attaining independence in 1963, Kenya has made significant strides in her economic, social

and political agenda. In the process, the country has experienced some strain in that, often times,

institutions have lagged behind in implementing government policies to the fullest.

One area that has been affected in this regard is legal education and training. Although there

have been efforts to develop and reform legal education and training to consort with the

country’s economic, social and political agenda since the publication of the Denning Report in

1961, the outcome has been insignificant. This partly explains why, for example, more than

thirteen years have lapsed since the Akiwumi Report on the Status and Management of the

Kenya School of Law was published, its recommendations have not been fully implemented.

Perhaps the missing link between policy formulation and implementation has been the lack of

sustained planning to take account of changing dynamics. Often, statutory mandates have been

formulated without taking into account both the financial and human resource required to put

them into effect.

Guided by the 2007–2010, 2009-2012 and 2015-2018 Strategic Plans, the Kenya School of Law

(KSL or ‘the School’) has continued to re-align its Vision, Mission, Policies, and Strategic

Objectives. This re-alignment has now been cascaded to the 2018-2022 period. Under the

auspices of the Ministerial Task Force on the Development of a Policy and Legal Framework on

Legal Education in Kenya, the School sought to take stock of the socio-political developments in

the country and their attendant impact on expectations these developments have through the

years imposed on legal education and training. This culminated in the separation of the

regulation of legal education from post university legal training with the enactment and

operationalization of both the Legal Education Act, 2012 and Kenya School of Law Act, 2012. The

School has continued to review its programmes and curricula including holding of a mid-term

review of its academic programmes in September 2011.

In this plan, efforts have been made to re-align the resources available to the School with key

Strategic Objectives and planned annual activities. As the road map for the next four years, this

Plan has prioritised activities and programmes in terms of their contribution to the efficient and

effective management of the School within the context of national policy frameworks. The

anticipated outputs, being contributions to the delivery of legal services, are linked to their

resultant costs within specified time frames.

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This Strategic Plan articulates the Vision, Mission, Core Values and Strategic Objectives; and also

provides strategies and activities to be implemented in order to give the School an enhanced

service delivery capacity over the next four years. To this end the School will continue to

transform the overall quality of governance through cascading of responsibilities to operational

units in order to achieve the best corporate management practices. This will ensure efficient

service delivery to our students, staff and other stakeholders.

It is our hope and expectation that this Plan will help in strengthening the School to become a

viable institution of choice in providing quality sustainable programmes, training and

consultancies nationally and in the Region.

…………………………………..

CHAIRPERSON, KENYA SCHOOL OF LAW BOARD

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Preamble by the Director

Education and training are great engines for socio-economic change and transformation.

Properly harnessed, the training of competent professionals can become the principal vehicle

through which the Government can deliver quality services. In Kenya, the Council of Legal

Education (Council)/Kenya School of Law (School) have until recently been charged with the

responsibility of supervising and controlling all aspects of legal education and training on behalf

of the Government of Kenya. These mandates have until recently been discharged only partially.

As expansive as these mandates may seem, the actual operations of the Council/School have

been limited to the training of advocates for entry into the legal profession. In addition to the

limited execution of its mandate, the anticipated transformation of the organization into a Semi-

Autonomous Government Agency (SAGA) was in a large measure stalled and little development

took place on this front. The institution fell into neglect, had a very narrow financial base, a

moribund training programme and no professional or managerial staff. Its activities were limited

to students trained in foreign universities as those from Moi University and University of

Nairobi were exempt from the training programme.

Exacerbating this situation was the added status, role and function of the Council as a regulator

of legal education, on one hand, and on the other, the traditional role which the School has

hitherto played as the Government’s training institution for post university vocational legal

training. This situation was created when the Kenya School of Law was established under

Schedule 2 of the Council of Legal Education Act as “an institution managed and controlled” by

the Council without in turn creating its own management structures. But since the School had

pre-dated the Council with its own financial life and operations, it quickly ‘hijacked’ the new

Council as its ‘tool’ of management. This development greatly confused the role of the Council

as a regulator of legal education in the country and that of the School as the training agency of

the Government in vocational legal education.

Although an attempt was made to draw a comprehensive plan for the Council/School in 2003

these efforts did not bear fruits because of outstanding policy issues that made it impossible to

draw a viable plan. To resolve these outstanding issues, a stakeholders’ forum was held in

October 2004 in Mombasa, which, among other recommendations, decided to appoint a Multi-

Agency Task Force to undertake a comprehensive review of all policies pertaining to legal

education and training in Kenya. In February 2005 the then Minister of Justice and Constitutional

Affairs, Honourable Kiraitu Murungi, appointed a Multi-Agency Task Force on the

Development of a Policy Legal Framework for Legal Education and Training in Kenya. The

Terms of Reference of the Task Force were, among others, to: review the form, structure, role and

functions of the Council of Legal Education as a regulator of all aspects of legal education in

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Kenya; the de-linking of the Kenya School Law from the Council of Legal Education and suggest

its form, structure, role and functions as the training agency of Government in the legal sphere.

The Task Force Report, eponymously known as the ‘Muigai Report on Legal Education and

Training’, was presented to the then Minister of Justice, National Cohesion and Constitutional

Affairs, Hon. Martha Karua, in January, 2006. Specific to the School, the Task Force re-designated

its core functions/mandates as follows: The Advocates Training Programme; Para-legal training;

Continuing Professional Development dealing with specialized professional legal training in the

public service and projects, consultancies and research. These recommendations have largely

been implemented and form core parts of this Strategic Plan.

With clarification of the policy issues the Council/School embarked on the development of a

Strategic Plan for the training component of its activities in mid-2006 under the sponsorship of

the GJLOS Reform Programme. The Council/School came up with its first Strategic Plan which

was the culmination of efforts by a wide variety of stakeholders and individuals. Subsequently

the Council/School developed the second Strategic Plan for the second plan for the period 2009-

2012 as aligned with the second Medium Term Plan (MTP) 2009-2012 of the National Vision

2030. The policy reform agenda eventually culminated in the separation of the regulation of legal

education from post university legal training with the enactment and operationalization of both

the Legal Education Act No. 27 of 2012 and Kenya School of Law Act No. 26 of 2012.

This being the fourth planning cycle, for the period 2018-2022, efforts have been made to re-align

the resources available to the School with key strategic objectives and planned annual activities.

As the road map for the next four years, this Plan has prioritized activities and programmes in

terms of their contribution to the efficient and effective management of the School within the

context of national policy frameworks. The anticipated outputs being contributions to the

delivery of legal services are linked to their resultant costs within specified time frames.

This Strategic Plan articulates the Vision, Mission, Core Values and Strategic Objectives and also

provides strategies and activities to be implemented in order to give the School an enhanced

service delivery capacity over the next four years. To this end the School will continue to

transform the overall quality of governance through cascading of responsibilities to operational

units in order to achieve the best corporate management practices. This will ensure efficient

service delivery to our students, staff and other stakeholders.

In conclusion, I particularly wish to thank the management staff and Board of Directors of the

Kenya School of Law for their dedication and contribution in the formulation of this Strategic

Plan.

Dr. Henry K. Mutai

DIRECTOR/CHIEF EXECUTIVE OFFICER

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EXECUTIVE SUMMARY

(i) Overview

The Kenya School of Law (the School) 2018-2022 Strategic Plan (the Plan) provides a road map of

how the School intends to be a “preferred centre of excellence in professional legal training, research

and consultancy in East African Region and beyond’’. The Plan provides a framework for setting the

School’s strategic objectives, strategies, defining key activities as well as the strategies for

mobilizing resources for funding the School’s programmes. The plan is a successor to the

School’s 2015-2018 Strategic Plan. The plan has been prepared at a time when the legal education

sector in the country is anticipating liberalization, which signals loss of School’s monopoly. The

plan therefore lays the ground for the School to enhance its performance in offering quality legal

training while managing threats as well as exploiting opportunities brought about by the

intended liberalization.

(ii) Environmental Analysis

Environmental analysis is critical in understanding the School’s immediate operational

environment, this is because the environment plays a big role in effective implementation of the

School’s programmes and projects. In preparation of this plan, the School takes note of the

dynamism of the environment and factors therein. As a result, the environmental analysis has

been carried out using Strengths, Weaknesses, Opportunities and Threats (SWOT) and Political,

Economic, Social, Technological, Environmental and Legal (PESTEL). Further environmental

analysis details the School’s internal and external stakeholders.

(iii) Strategic Model

The formulation of this plan came at a time when the School needs to rethink its strategic

direction to remain competitive. Apart from offering quality legal education, continuing

professional development the School needs to enhance its Projects and Research function. In

light of the above, the plan defines achievable set of objectives derived from six (6) strategic

issues.

The following are the strategic objectives:

(i) To provide quality professional legal training;

(ii) To provide practical training for Continuing Professional Development (CPD);

(iii) To undertake research, consultancies & projects;

(iv) To enhance and broaden revenue streams and cut costs to achieve financial sustainability;

(v) To strengthen institutional capacity for operational excellence; and

(vi) To improve customer satisfaction.

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(iv) Coordination and Implementation Framework

The overall role of implementing the plan rests with the Director. The Director will be in

charge of offering policy direction in the implementation of all activities outlined in the

strategic model including allocation and reallocation of the resources. To ensure effective

implementation of the identified activities and strategies, departments and sections will

ensure alignment of their annual departmental/sections work plans and performance

contracts to the Strategic Plan. The departmental work plans will then form a basis for

the School annual work plan. This approach will ensure alignment of the departmental

work plans, annual work plan and performance contracts to the strategic plan.

During the plan period, the School will pursue several strategies that will enhance

coordination and effective implementation of the plan. The strategies include;

(i) Change Management

(ii) Performance Management

(iii) Employee Motivation

(iv) Strategic Partnership Management

(v) Monitoring, Evaluation and Reporting

The plan recognizes the importance of monitoring, evaluation and reporting in the

achievement of the intended results. Progressive monitoring of the plan determines

whether the implementation is on track. Monitoring will be carried out based on the

expected outputs and measurable indicators set out in the implementation matrix.

Management review meetings will be held every month to report on the implementation

progress. At the end of each financial year an evaluation exercise will be undertaken to

assess the extent to which the plan has met its strategic objectives and timelines.

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CHAPTER 1: INTRODUCTION

1.1 The Background of the Kenya School of Law

The Kenya School of Law is a public institution that was previously a department in the Office of

the Attorney General from 1963 to 1995. The function of the School has from inception been to

train, on behalf of the Government, lawyers for entry into the legal profession. In 1995,

Parliament enacted the Council of Legal Education Act which provided for the setting up of the

Kenya School of Law as an entity managed by the Council of Legal Education (CLE).

In the year 2005, the then Minister for Justice and Constitutional Affairs Hon. Mr. Kiraitu

Murungi appointed a Task Force (the Muigai Task Force) on the development of a policy legal

framework for legal education and training in Kenya with the terms of reference that included

the following:

(i) To review the form, structure, role, and function of the Council as regulator of all aspects

of legal education in Kenya;

(ii) To look into ways of delinking the School from the Council by suggesting its form,

structure, role, and functions as the training agency of Government in the legal sphere.

The Task Force presented its report to the minister in 2006. One of the recommendations was to

institutionalise international best practices and segregate institutions carrying out regulatory and

supervisory functions from those carrying out training functions. The Task Force recommended

the mandate of the School to provide for the advocates training, paralegal training, continuing

professional development, projects and research. It is for this reason that the Kenya School of

Law Act of 2012 was enacted.

1.2 Mandate and Functions of the School

Section 4(1) of the Act establishes the Kenya School of Law as a public legal education provider

responsible for the provision of professional legal training as an agent of the Government.

The specific functions of the School as provided in the Act are:

(i) Train persons to be advocates under the Advocates Act;

(ii) Offer continuing professional development programmes;

(iii) Provide para-legal training;

(iv) Provide other specialized legal training;

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(v) Develop curricula, training manuals, conduct examinations and confer academic awards;

and

(vi) Undertake projects, research and consultancies.

1.3 Justification for the Strategic Plan

The previous Strategic Plan (2015-2018) was anchored on the Kenya’s Medium Term Plan (MTP)

II whose period ended in Financial Year (FY) 2017/2018. Consequently, the Government has

prepared MTP III of the Kenya Vision 2030, therefore this Strategic Plan is anchored on the

Kenya Vision 2030. The plan is also aligned to the current government cycle and the Big Four

Agenda.

This Plan re-defines the Schools strategic objectives, strategies and resource requirements based

on its mandate and the prevailing socio-economic environment. It also identifies the risks and

opportunities that will see the School maintain its competitive advantage.

1.4 Organization of the Plan

The plan consists of eight (8) chapters and three (3) appendices. Chapter 1 is the introduction,

which focuses on the historical background and mandate of the School. Chapter 2 gives the Role

of the School in contributing towards the Kenya’s Development Agenda. It highlights the

achievements, lessons learnt and the major challenges faced in the previous strategic plan. It

further provides for SWOT, PESTEL and internal & external stakeholder analysis. Chapter 3

provides the institutional review detailing the Vision, Mission and the School’s core values. It

also sets out the strategic model of the School in terms of strategic issues, strategic objectives,

strategies and activities. Chapter 4 and 5 describes the coordination framework and institutional

capacity respectively. Chapter 6 provides the projected resource requirements, resource inflows

and strategies for resource mobilization while Chapter 7 analyses the risks and the relevant

mitigation strategies. Finally, Chapter 8 discusses the monitoring, evaluation and reporting

mechanism that will be used to track the progress made during implementation of the plan.

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CHAPTER 2: ENVIRONMENTAL ANALYSIS

2.1 Kenya’s Development Agenda

Kenya’s national development agenda is guided by the Vision 2030 which aims to create a

“globally competitive and prosperous country with a high quality of life by 2030.” According to

the Vision 2030, Kenya should be transformed into “a newly industrialized, middle income

country, providing high quality of life to all its citizens in a clean and secure environment.” The

Vision 2030 is anchored on three pillars namely, economic, social and political.

The economic pillar aims to achieve an average economic growth rate of 10% per annum and

sustaining the same until 2030. The social pillar seeks to create a just, cohesive and equitable

social development in a clean and secure environment, while the political pillar aims at realising

an issue-based, people oriented, result-oriented and accountable democratic system. Currently

the Government has prepared the MTP III which is aligned to the big 4 strategic initiatives. The

Big 4 Strategic Initiatives that seeks to promote development of manufacturing, housing,

food and nutrition, security and universal healthcare. At the same time, it aims at improving

governance, accountability, deepening public sector reforms and strengthening the capacity of

County Governments.

2.2 The Constitution of Kenya, 2010

The Constitution of Kenya, 2010 raises high expectations on the part of Kenyans on the conduct

of leaders and professionals. Legal practitioners are required to uphold high level of ethical and

professional standards. The Constitution focuses on integrity, professionalism, efficiency and

effectiveness in work performance as well as citizen centred and results focused service delivery.

The School is expected to ensure these values underpin all its operations and are mainstreamed

in its functions. In addition, the School is expected to cater for both national and county levels of

government.

In the spirit of the Constitution, the School should incorporate human rights components in

relevant training programmes. Legal professionals are required to be fully conversant with the

constitution and its implication for Kenyans. The students will also have to fully appreciate the

rights of the minorities, women, people with disabilities, marginalized groups and other special

interest groups. The School will also increase the capacity of academic and management support

staff to develop and implement policies that will mainstream gender and diversity issues in all

academic programmes, research activities and organizational policies, processes, systems and

practices. The School will review policies on diversity, gender and people living with HIV/AIDS

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and develop and implement policies on people living with disabilities. As a public institution,

the School seeks to uphold the national values and principles of public service in relation to

inclusivity.

2.3 Linking the School’s Mandate to Kenya’s Development Agenda

The School is valued as the only institution in Kenya that offers practical and clinical post-

university legal training to graduates of law. The visionary leadership of the School and the

unwavering commitment of its staff are responsible for the successes and reputation it enjoys

today. The School continues to develop programmes that resonate with the country’s

development agenda and priorities.

The legal sector impacts on all the three pillars of the Kenya’s Vision 2030. Economic

development requires adherence to the rule of law, enhanced security and equitable access to,

and efficient administration of justice. To maintain economic growth of at least 10% per year, the

country will be required to attract considerable amount of new investments, which can only

materialize if a country has, among others, a vibrant and dynamic legal sector. Consequently,

the School is expected to participate in the realization of this objective through proper practical

training and competency development for an efficient, affordable and effective legal system.

There is also need for the School to engage in legal research that can impact on the other sectors

of the Economic Pillar.

The Social Pillar seeks to create a just and cohesive society, enjoying equitable social

development in a clean and secure environment. The School needs to strengthen its legal clinics

and legal aid component to effectively contribute to the Social Pillar. The School’s major

contribution remains under the Political Pillar through training and research. This pillar’s main

objective is the development and sustenance of “an issue-based, people-centred, result-oriented

and accountable political system” operated on the Rule of Law and Constitutionalism.

The School takes cognisance of the Big Four strategic initiatives. Manufacturing, food security

and nutrition, affordable housing and universal healthcare can only be achieved through

extensive legislative and policy reform. The School’s mandate is interpreted in this strategic plan

to enable it achieve the Big Four through trainings in legislative drafting to build the capacity of

the current drafters in the National & County Governments and by undertaking legal audits to

ensure compliance with the law.

The Big Four agenda requires substantial financial, technical and information technology to

implement. The Government intends to leverage on existing and future partnerships through

investments such as Public-Private Partnerships (PPP) among others. To get a mutually

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beneficial PPP arrangement, there is a requirement for legal expertise. The School through its

ATP, trains persons for admission as Advocates of the High Court of Kenya who will provide

the much needed expertise in negotiation, drafting and implementation of PPP and other

contracts.

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2.4 Status of implementation of 2015-2018 Strategic Plan

During the implementation of the 2015-2018 Strategic Plan, various achievements were realised as summarised in the table below:

Table 2.1: Status of the 2015-2018 strategic plan implementation

Strategic Issue: Legal training, continuing legal education and professional development

Strategic Objective: To provide legal training, continuing legal education and professional

Strategy Activities Status/progress

Setting standards of

quality in legal

training by enhancing

and sustaining

quality examinations

and building strategic

alliances with similar

institutions

Develop/review standards for legal

education

Draft CPD policy developed.

Draft examinations policy developed.

ISO SOPs for ATP, PS, and Academic Services Developed.

Kenya School of Law (training programmes) regulations 2015,

developed

Undertake benchmarking missions

locally and internationally

The Board undertook the Benchmarking trip in New Zealand from

15th to 21st January, 2017.

Benchmarking on development and implementation of an E-learning

programme was undertaken at Kenyatta University.

Engage stakeholders/ conduct focus

groups to get feedback on KSL legal

trainings

Held two pupil master workshops and got feedback on the quality of

the ATP programme and its graduates.

Incorporate requirements of

professional standards and best

practice

New Zealand report with best practises being incorporated

gradually, starting with CPD trainings and development of the ATP

curriculum.

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Building capacity of academic

personnel to deliver on training

programmes

Training Needs Assessment undertaken in financial year 2015/2016.

Collaborations in training and

research

The School has an MOU with the Advocates Disciplinary Tribunal

and Advocates Complaints Commission where they get guest

lecturers on professional ethics.

Collaboration with the Judiciary for Judges to give guest lectures

from time to time.

The School through CPD partnered with the Office of the Registrar

of Political Parties & Intellectual Resource Centre East Africa to

conduct trainings on strengthening the Kenyan political

establishment in 2016/2017.

The School partnered with VISA to offer training on global

perspectives on electronic payment systems from 27th to 29th July

2016.

Memberships in regional and

international organisations

No membership acquired yet, the School is considering joining the

International Association of Law Schools. The yearly fees need to be

budgeted first.

Building capacity for

designing and

delivering

consultancy and

research services

Acquire and establish accreditation

in Courses- ADR and Legislative

Drafting and Public Prosecution

Not yet acquired. There is a proposal to just have them accredited by

KSL, the training mandate is statutory.

Establish research and projects

framework

Draft research policy available. To be finalized in financial year

2018/19

Identify priority research areas Priority research area identified in June 2016. Research to be

conducted on the Factors that affect the ATP Failure/ Pass Rate

Train on proposal writing and Pending. To be undertaken during the implementation of the

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research project management 2018/2022 strategic plan

Develop proposals for research and

undertake research

Proposal for research on the Factors that affect the ATP Failure/ Pass

Rate was developed in June 2016.

Publish a law journal 1st Issue published in 2016, 2nd Issue published in March 2018.

Building capacity for

designing and

delivering

consultancy and

research services

Hold regional conference Constrained by austerity measures directives issued in November

2015.

Activity planned for 2018/2019.

Developing an

appropriate e-

learning/distance

learning strategy

Establish PS e-learning policy Not established.

Set up distance, e-learning and

centre-based learning-PS

In abeyance due to the lack of training, standards on accreditation of

e-learning programmes

Supporting PS establishing centre

based, distance and e-learning:

(i) Acquire/procure information

resources/materials

(ii) Staffing

(i) Capacity building on e-learning is ongoing.

(ii) E-learning material and platform yet to be established.

Build and modernise

library services

Developing Library Policy

(i) Develop framework for library

policy

(ii) Solicit approval of policy

Draft library policy developed in June 2018.

Implementing a Library Information

System

Acquired and installed a Library Information Management in

financial year 2015/2016.

Strengthening digital/audio-

visual library information

services.

(i) Digitalization of files and

(i) Online Sharing Platform (BOX) in place for sharing hand-outs.

(ii) The School upgraded its subscription from Lexis- Nexis academic

collection to Lexis-Nexis Library Complete Collection.

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hand-outs

(ii) Subscription to additional

legal databases

(iii) Support ICT training

(iv) Regulate and control usage of

ERC computers

(v) Support e-learning

(vi) Purchase additional PC’s

(iii) Information Literacy and Competency Training undertaken

annually for ATP&PS Programmes.

(iv) Addressed in the draft library policy

(v) E- learning programme not established

(vi) 50 PC’s purchased during the period 2015- 2017.

Building an Ultra-modern

library

(i) Set up committee for the

project

(ii) Concept paper

(iii) Site visits

(iv) Library building plan

By June 2018, the construction of the Ultra-Modern Library was at 25%

completion.

Strategic Issue: Financial Sustainability

Strategic Objective: To improve the School’s financial sustainability

Strategy Activities Status

Enhance and improve

alternative sources of

funding for the

school

Develop proposals for alternative

sources of funding including but

limited to:

(i) Establishment of an

Endowment Fund

(ii) An Alumni Association

(iii) Incorporation of a company

(i) Endowment Foundation registered in October, 2017. 41

scholarships given out since 2016.

(ii) Alumni Association registered in July, 2017.

(iii) Investment Company registered in 2016.

(iv) Naming rights contract ready, next step to solicit benefactors.

10 | P a g e

to operate on commercial

principles

(iv) Naming rights for facilities as

a fundraising initiative

Aggressively market

the schools

programmes and

products

Increasing student intake;

(i) Intensify marketing of all

programmes

(ii) Diversify training programmes

(i) Gradual increase in student and participant enrolment. The School

over the last five years has trained 7628 for ATP and 660 for PS.

(ii) 48 CPD courses have been conducted since 2014.

(iii) Training Programmes diversified to capture other areas like;

Corporate Communication’s Policy and Practice, Work Conflict

Resolution, Policy making & process for County Governments,

pedagogy skills

Financial probity

Develop Risk Management

Framework

Risk Management Framework developed in 2017 and implementation

is ongoing

Checklist of compliance issues

regulatory and legal

Draft checklist developed in June 2018

Ensure sustenance of ISO 9001-

2008 certification

Certification in place. Transition to ISO 9001:2015 ongoing.

Revamp staff establishment in

both Finance and Internal Audit

departments

A new staff establishment developed. Final draft to be presented to

the Board for approval.

(i) Minimizing cost of procuring

goods and services

Ensure value for money

procurement through

competitive tendering, market

surveys, and negotiating with

suppliers.

(i) Implementation is an ongoing process in line with the Public

Procurement and Asset Disposal Act.

(ii) Framework Contracts developed for foodstuffs, water and

stationery.

11 | P a g e

Use framework contracting

(i) Compliance with budgetary

allocations.

(ii) Quarterly budget

implementation monitoring

reports and variance analysis.

(i) Budget implementation reports and variance analysis prepared and

approved by the Board. The reports are forwarded to National

Treasury and State Law Office on quarterly basis.

Develop a

monitoring,

evaluation and

reporting framework

Develop and implement a

monitoring, evaluation and

implementation framework

Monitoring and evaluation framework developed.

Strategic Issue: Human Resource and ICT capacity

Strategic Objective: To harness human capital and enhance ICT capacity

Strategy Activities Status

Implementing the

human resource

policy

Implement:

(i) Training and development

policy;

(ii) Career progression policy;

(iii) Scheme of service;

(iv) Recruitment and retention

policy.

HR Policies and Procedures (Training & Development, Recruitment,

terms and conditions) and Career Progression Guidelines developed

by June 2018 and are awaiting approval by Board.

Train staff in

specialized and

emerging areas such

as negotiations,

mind-set change, new

Train staff in specialized and

emerging areas such as negotiations,

(i) Mind-set change,

(ii) New public management and

county governance.

(i) Several Staff have undertaken senior management and leadership

courses.

(ii) The following trainings were not undertaken: Negotiations, Mind-set

Change, New Public Management and County Governance, Change

Management, East African Community Laws, Legal Practice and

12 | P a g e

public management

and county

governance.

(iii) Change management

(iv) Leadership

(v) East African community laws,

legal practice and procedure

(vi) Practice and procedure before

selected international courts

and tribunals

procedure, Practice and procedure before selected international

courts and tribunals) were not implemented.

Train heads of

divisions and

departments on how

to manage change

Train KSL managers on change

management

Change Management Training was not conducted. This is to be

incorporated in the 2018/2022 strategic plan

Implement

performance

management

Review and strengthen an

integrated performance

management system-

consequence management policy

(i) Performance Management policy to be captured in the reviewed

HR Policies and Procedure Manual.

Integrating ICT for

human development

Implementing and Reviewing

approved ICT Policy

(ii) ICT Policy updated and approved in 2017 and is being

implemented

(i) Developing adequate ICT

infrastructure

(ii) Improve ICT hardware and

software through additional

purchases, training and coaching.

(i) Approximately 90 computers and 1 multifunctional printer

purchased.

(ii) Trainings undertaken for all ICT staff in different ICT areas

Develop and Implement Printer

Policy.

Printer policy developed and approved in 2017

Develop and Implement

Information Security

Data Protection/ Security Policy developed and approved in 2017

13 | P a g e

management System Policy.

Developing adequate ICT

Telecommunication Infrastructure

(i) Telephony

(ii) Internet Facilities

(iii) Wide Area Network

(iv) Unified Communication

(i) IP Set/digital phones installed in the offices.

(ii) Internet Bandwidth has been increased to 25Mbps for both Karen

and Town campuses.

(iii) Both wired and wireless networks have been installed.

(iv) Unified communication done through Telephone & Email.

Strengthening utilization of existing

ICT resources

(i) Train staff on ICT utilization

(ii) enhance user support

(i) Training undertaken during staff induction

(ii) User support is continuous i.e. as and when users request for

assistance and support

Providing ICT support to Centre

based, distance and e-learning

programmes:

(i) Develop and implement a

Wide Area Network

(ii) Email System for Students

(iii) Video conferencing

(iv) E-learning Facilities

Awaiting establishment of an E-learning platform which is yet to be

developed.

Strategic Issue: Capital Development

Strategic Objective: To provide adequate resources for capital development


Develop and

implement a Capital

development Plan

Develop a Capital Development Plan

(CDP)

Draft Capital Development Plan ready by June 2018 to be

incorporated in the Master Plan.

Identify and prioritize projects for Priority Projects Identified;

14 | P a g e

capital development from the CDP (i) Completion of Library Project

(ii) Re-organization of the Sewerage System

(iii) Refurbishment of the Sports facilities

(iv) Landscaping and watering the grounds

(v) Student Village

(vi) Implementing the Energy Saving project

Invest in joint

ventures to spread

financial risk among

investors in a bid to

raising capital for the

expansion of

operations.

Invest in joint ventures to spread

financial risk among investors in

a bid to raising capital for the

expansion of operations.

Not undertaken

Ensure the buildings

and facilities are

compliant

(i) Request compliance audits of

building and facilities from

GoK agencies to establish

compliance on issues of

Environment / Energy

(ii) Disability Construction

(iii) Implement audit

recommendations.

(i) Energy and Environmental audits conducted in 2016 and 2017

respectively.

(ii) Implementation of the Energy Audit recommendations ongoing.

Strategic Issue: Information, Education and Communication

Strategic Objective: To formulate information, education and communication (IEC) strategy


15 | P a g e

Upscale the use of

IEC as a

communication tool

Conduct IEC needs assessment The School is in the process of recruiting a communication officer to

undertake the assessment.

Develop and implement IEC

strategy:

Incorporate and utilise both

traditional and modern channels of

communication.

(i) IEC strategy is included in Communication policy approved in April

2018

(ii) Justice Newsletter first issue published in October, 2017.

16 | P a g e

2.5 Challenges experienced in the implementation of 2015-2018 Strategic Plan

During the implementation of the 2015-2018 SP, various challenges were experienced which

constrained full achievement of planned activities. Some of the major challenges were:

(i) Unclear legislative framework on admission criteria especially for ATP;

(ii) Inadequate financial resources to support infrastructural development;

(iii) Lack of a monitoring framework of the Strategic Plan;

(iv) Inadequate utilisation of information technology;

(v) Inadequate corporate communication and marketing strategy;

(vi) Prolonged electioneering period; and

(vii) Organizational Culture.

2.6 Lessons Learned during implementation of the Strategic Plan 2015-2018

A number of critical useful lessons were drawn from the implementation of the 2015-2018

Strategic Plan. These lessons have informed the formulation of the 2018-2022 Strategic Plan:

(i) The need for the staff and stakeholders to own the SP to ensure its successful

implementation;

(ii) The need for effective leadership in driving the process of formulating and implementing

the strategic plan;

(iii) The need for setting clear strategies, objectives and activities;

(iv) The need to ensure there is adequate human resource capacity for effective

implementation of the plan;

(v) The need for sustainable sources of income for successful implementation of the Plan;

(vi) The need for an adequate corporate communication and marketing strategy;

(vii) The need for an efficient monitoring, evaluation and reporting system;

(viii) The need to enhance the use of ICT to support different functions of the School;

(ix) The need for active involvement of the School in the process of legislative review; and

(x) The need for alignment of the annual budget, annual work plan and performance

contracts to the strategic plan.

17 | P a g e

2.7 Strengths, Weaknesses, Opportunities and Threats (SWOT) Analysis

In carrying out its mandate, the School recognizes and takes keen focus on both the internal

factors (Strengths and weaknesses) and external factors (Opportunities and Threats) that are key

for the implementation of the plan.

Table 2.2: SWOT Analysis

Strengths Strategic Implications

Statutory Entrenchment Stability and continuity

The School’s physical location Conducive environment for learning and business

Sufficient space for expansion

Competent committed staff. Willing and able to deliver on the School’s mission and

mandate

Marketable programmes Easily able to capture our niche.

Committed and visionary

Board

Clear strategic and policy direction.

Clinical teaching and training Competent marketable graduates

ISO certification

Improved customer satisfaction

Continual improvement

Established Risk Management

Framework

Enhanced efficiency and effectiveness of operations.

Weaknesses Strategic Implications

Inadequate facilities to

accommodate high students

numbers

Delivery of the practical aspect of training compromised.

Legal requirement that certain

services be carried out by the

regulator.

Affects student pass/failure bar-examination outcomes

Affects accreditation of academic programmes

Over-reliance on part time

lecturers under ATP

programme

Lecturers not available for consultations with students

Inadequate resources; (Staff,

Finances, Infrastructure and

Library resources)

Inability to meet accreditation standards

Inability to attract and maintain key personnel

Unable to expand and diversify our programmes

Delay of completion of key infrastructure

Organizational Culture Fragmented strategic plan implementation

Opportunities Strategic Implications

18 | P a g e

Enactment of the Constitution

of Kenya, 2010

Increased demand for legal services and trainings

The Kenya School of Law Act,

2012

Independence in programme administration.

Legislation and government

policies

Avenues for other resource generating activities; new

programmes, research and consultancies

Emerging areas in ICT Improved efficiency in processes and trainings

Capturing a larger market

Links with other law schools

for benchmarking; peer to

peer learning and exchange

programmes

Ability to improve our services through collaboration,

benchmarking and review

Linkage with the Office of the

Attorney General and

Department of Justice

Provide support for implementation of programmes

Provide policy direction in matters relating to legal

education and training

Increased demand for

hospitality services

Enhanced revenue generation

Communication through

Social Media

Diversified channels of communication

Threats Strategic Implications

Liberalization of legal

education and training

Reduced student intake

Reduced revenue

Reducing and unpredictable

Government funding

Inability to execute projects and deliver services as planned

Contradictory admission

criteria by Legal Education

Act, 2012 and the Kenya

School of Law Act, 2012 and

regulation

Increased litigation

Reduced revenue due to low enrolment

Stakeholders perception on

issues regarding e.g. fees

Affects the School’s reputation

19 | P a g e

2.8 Political, Economic, Social, Technology, Environmental & Legal (PESTEL)

Analysis

The School has determined external issues that are relevant to its purpose and strategic direction

that may affect its ability to achieve the intended results under the plan. The issues identified

will be monitored and reviewed periodically to keep them current and identify the need to

address any risks and opportunities arising.

Table 2.3: PESTEL Analysis

FACTOR POSITIVE ASPECTS NEGATIVE ASPECTS

Political

(i) Provide grants towards

institutional development

projects for example

construction of facilities like

library.

(ii) The Office of the Attorney

General appoints the Board to

run the School.

(i) Influences decision making on

institutional leadership,

management appointments and

admissions.

(ii) Heightened political environment

which affects business generating

units like CPD and Hospitality.

Economic

(i) Availability of internal income

generating activities,

development partners, lending

institutions which contributes

towards sustainability of the

School.

(i) Financial constraints affect student

enrolment as well as overall

academic performance.

(ii) Changes in Government priority

areas can affect actual funding of

School projects.

(iii) Government budget cuts and

delayed remission of capitation

affect smooth operations and

implementation of School projects

and programmes.

Social (ii) The School has put in place

policies that support cohesion

therefore minimized

discrimination

(iii) Erosion of social values has led to

unethical behaviors such as drug

& alcohol abuse and other social &

economic crimes

Technology

(i) Advanced technology which

has created opportunities to

offer E-learning platform.

(ii) Creation of social media,

websites, email, WhatsApp,

(i) The use of technology may lead to

loss of the institutions confidential

information and leakages of

examinations.

(ii) It could lead to misinformation

20 | P a g e


Facebook, have enhanced

access and sharing of

information among students

and lecturers, hence facilitating

learning.

which affects delivery of services

Environmental

Karen Campus

(i) Located at the serene

environment which is

conducive for learning.

(ii) Land available for expansion of

learning, conferencing and

extra-curricular facilities.

(iii) Good neighbors and

neighborhood association who

are willing to support the

School in ensuring security for

both students and staff.

(iv) Proximity to various University

law schools and colleges that

are potential strategic partners.

(i) Distance from the CBD creates

extra costs of transport for

students thereby increasing the

total cost of undertaking the ATP

Programme.

(ii) Up-market location with expensive

food and accommodation options

for students and guests.

Town campus

(iv) Centrally located which

provides easy access to

students for the PS Programme

(i) Inadequate facilities to provide the

quality and standard of legal

education required by the

regulator i.e. library, washrooms,

classrooms e.t.c.

(ii) Noise and air pollution which

affects the quality of delivery of

the Programme.

Legal (i) Enabling Legal legislative and

policy framework i.e. the

Kenya School of Law Act 2012.

(ii) Public Procurement and Asset

Disposal Act 2015 has led to a

quicker turnaround time for

procurement.

(iii) Transparency, accountability

and prudent use of funds

(i) The draft report of the Task Force

of the Legal Sector Reforms

indicates the intention by the CLE

to license other providers for ATP.

This signals loss of monopoly and

introduction of competition for

small market share of ATP

customers.

(ii) Dealing with numerous court

21 | P a g e


enhanced through the Public

Finance Management Act

(iv) The Legal Education Act and

Regulations 2016 provide clear

accreditation standards for

certificate and diploma law

courses.

cases due to lack of clarity in

admissions requirements for ATP

(iii) Conflicting judicial opinions that

affect the clarity on admission

criteria for ATP and operational

efficiency.

2.9 Internal and External Stakeholder Analysis

In order to consistently provides products and services that meet customer and applicable

statutory and regulatory requirements, the School has determined both the Internal and External

stakeholders relevant to its mandate and their needs and expectations.

Table 2.4: Internal and External Stakeholders

Stakeholder KSL expectation from the

stakeholder

Stakeholder expectation from the

School

INTERNAL STAKEHOLDERS

Students (i) Compliance with Code of

Conduct and KSL

regulations.

(ii) Adherence to the School’s

fees payment policy.

(i) Provision of quality legal

training and education.

(ii) Reasonable fee structure.

(iii) Provide conducive learning

environment.

(iv) A wholesome Student

experience.

Board (i) Provision of strategic

direction

(ii) Approval of enabling

policies.

(i) Implement the approved

strategies and policies.

(ii) Develop papers for approval

22 | P a g e


stakeholder


School

Employees (i) High performance and

ethical behaviour.

(ii) Compliance with relevant

legislation, regulations and

policies.

(iii) Innovative interventions to

counter competition.

(i) Competitive remuneration

(ii) Conducive Working

environment.

(iii) Fair administrative processes

(iv) Compliance with relevant

legislation, regulations and

policies.

EXTERNAL STAKEHOLDERS

Applicants for

academic

programmes

Compliance with admission

requirements.

Clear admission requirements

Parliament (i) Laws and regulations that

provide a conducive

operational environment for

the School.

(ii) Allocation of adequate

funding for the School.

(i) Timely provision of proposed

amendments and comments on

proposed amendments.

(ii) Timely submission of proposed

budget to National Treasury

and Planning for onward

transmission to Parliament.

The Council of Legal

Education

(i) Clear Regulations for

accreditation of legal

education programmes.

(ii) Participation in the drafting

of the regulations.

(iii) Relevant syllabuses for legal

education programmes.

(iv) Harmonious working

relationship.

(i) Offer School courses in

conformity with CLE

requirements.

(ii) Engagement with CLE on

Programme requirements.

(iii) Abide by the CLE regulations.

The Office of the

Attorney-General

and Department of

Justice

(i) Put in place an enabling

legal framework.

(ii) Timely disbursements of

GoK funds.

(i) Comply with the relevant laws

and regulations.

(ii) Carry out the School’s mandate

as provided for in the Act.

23 | P a g e


stakeholder


School

The Judiciary (iii) Partnership in provision of

quality education.

(iii) Well trained and skilled

advocates.

(iv) Provide quality education to the

students.

The Law Society of

Kenya(LSK)

(i) Participation in pupillage

instruction and supervision

by members.

(ii) Collaborate in conducting

KSL academic programmes.

(iii) Provide Code of conduct for

advocates.

(i) Well trained and skilled

advocates.

(ii) Provide quality education to the

students.

(iii) Offer LSK accredited CPD

programmes.

(iv) Provide hospitable conference

facilities for CPD programmes.

Development

partners

Provision of financial,

technical assistance and

other resources for its

programmes.

(i) Prudence in financial

management.

(ii) Completion of implementation

of projects.

National Treasury

and Planning

(i) Timely provision of financial

resources.

(ii) Mobilization of resources

from development partners.

(i) Prudent management of

allocated budgetary resources.

(ii) Compliance with Financial

Regulations and Guidelines.

(iii) Compliance with Public

Procurement & Disposal Act,

2015 and PFM Act 2012.

(iv) Mobilize internal resources to

supplement Government

allocation.

Universities Compliance with admission

and teaching regulations set

by LEA & KSL Act, 2012 and

other relevant legislations.

(i) Involvement in curriculum

and regulations development.

(ii) Use of clinical teaching

methodology.

(iii) Creating awareness on any

new developments affecting

legal education.

24 | P a g e


stakeholder


School

Commission for

University Education

(CUE)

Harmony on the minimum

University entry

requirements between LEA,

KSL and CUE Acts.

Ensure that the KSL Act

complies with the relevant CUE

regulations.

TVETA (i) Clear Regulations for

accreditation of diploma

programmes.

(ii) Participation in the drafting

of the regulations.

(iii) Clear course content and

Programme standards.

(i) Offer courses that conform to

the TVETA requirements.

(ii) Engage TVETA on

programme requirements.

(iii) Abide by the regulations.

HELB (i) Financial support to KSL

students

(ii) Proper accountability for

the funds

(iii) Timely disbursement of

loans to students

Lobby parliament for special

funds for KSL students.

EACC (i) Implement anti-corruption

policy.

(ii) Develop courses and

programmes on anti-

corruption and other

economic crimes.

Collaborate on institutionalising

anti-corruption policy as the

School’s best practice.

The Kenya Law

Reform Commission

Review and update Laws of

Kenya.

(i) Collaborate on training,

research and publications.

(ii) Identify areas of law reforms

that will affect the School’s

mandate.

National Council for

Law Reporting

Regular reporting of judicial

decisions.

Feedback on their services.

Pupillage Centres Offer pupillage

opportunities and

mentorship.

(i) Well trained and skilled pupils.

(ii) Provide quality education to the

students.

Institutions offering

similar trainings

Collaborate for mutual

benefit

Collaborate for mutual benefit

25 | P a g e


stakeholder


School

External service

providers

Timely supply of quality

works, goods and services.

Fairness in procurement

processes and timely payments.

Public Timely feedback. Quality services and value for

money.

26 | P a g e

CHAPTER 3: STRATEGIC MODEL

3.1 Institutional Review

This chapter provides the strategic direction of the School in terms of the Vision, Mission,

Quality Policy and the Core Values required to meet the strategic objectives defined in this plan.

These were arrived at after several interactive sessions, discussions and in-depth consultations

with the School’s leadership, management and staff.

Vision

A preferred centre of excellence in professional legal training, research and consultancy in East

African region and beyond.

Mission

To offer quality practical training in law and other related disciplines for the professional

development of lawyers and other actors in the legal sector, and to undertake research,

consultancies and projects.

Quality Policy

The School is committed to offering quality practical training in law and other related disciplines

for the professional development of lawyers and other actors in the legal sector, and to

undertake research, consultancies and projects. The School ensures its Quality Management

Systems are established, implemented, maintained and continually improving in adherence to

the set International Standards (ISO 9001:).

Core Values

(i) Integrity

We strive to adhere to the highest ethical standards in performance of our duties, act in good

faith, and demonstrate highest level of integrity by creating an atmosphere of trust and

confidence.

(ii) Excellence

We are committed to ensuring that all our services meet the highest level of quality through

adherence to industry best practices and maintenance of our ISO 9001: Standards.

27 | P a g e

(iii) Client Oriented

We strive to continuously identify and meet our clients’ needs in the provision of our services at

all times by ensuring that all our services and products are developed with the client in mind.

(iv) Team-work and partnership

We promote respect and unity of purpose among staff, and recognize the key role that mutual

partnerships play in the success of the School.

(v) Competence and professionalism

We are committed to the provision of services that meet professional standards through

incorporation of best practices in the delivery of our services and recruitment and retention of

competent staff

(vi) Transparency and accountability

We are committed to ensuring that all our processes are documented and taking responsibility

for our actions in the delivery of services and products.

(vii) Inclusivity

We endeavor to ensure that all our processes, products, services and infrastructure recognize

and meet the special needs of youth, women, Persons With Disability (PWD), minority and

marginalized groups.

3.2 Strategic Issues

The School has identified strategic issues to enhance its quality service delivery to both its

internal and external customers. The following six (6) strategic issues form the basis for the

strategic objectives adopted in this plan:

(i) Legal training;

(ii) Continuing Professional Development(CPD);

(iii) Research, consultancies & projects;

(iv) Financial sustainability and cost cutting;

(v) Institutional capacity/operational excellence; and

(vi) Customer focus.

3.3 Strategic Objectives & Strategies

The strategic objectives and strategies in Table 3.1 were formulated to achieve the strategic

direction of the School for the next four years. The activities, expected outputs, indicators,

targets and the budget for achievement of each strategy is comprehensively demonstrated in the

Implementation Matrix (Appendix A).

28 | P a g e

Table 3.1: Strategic objectives and strategies

No. Strategic Objectives Strategies

1. To provide quality

professional legal

training for ATP&PTP.

(i) Deliver legal training;

(ii) Develop and deliver curricula;

(iii) Enhance capacity for academic staff;

(iv) Obtain accreditation for ATP& PTP;

(v) Implement a student management system;

(vi) Develop legal clinics programmes;

(vii) Develop mentorship programmes;

(viii) Diversify mode of delivery of training;

(ix) Expand and improve learning facilities;

(x) Establish linkages towards adding value to the School

programmes;

(xi) Improve library services; and

(xii) Enhance quality assurance.

2. To provide practical

training for Continuing

Professional

Development (CPD)

(i) Review CPD Courses to determine their suitability for

market;

(ii) Market and deliver existing CPD courses;

(iii) Develop and deliver new CPD Courses;

(iv) Develop capacity for conducting CPD Programmes;

(v) Create and establish strategic alliances and linkages

with key stakeholders; and

(vi) Enhance quality assurance.

3. To undertake Research,

Consultancies and

Projects

(i) Diversify research, consultancies and projects portfolio;

(ii) Develop capacity for conducting research,

consultancies & projects;

(iii) Establish a centre for research and training; and

(iv) Improve quality of hospitality and conferencing

services.

4. To enhance and broaden

revenue streams and cut

costs to achieve financial

sustainability

(i) Mobilize financial resources;

(ii) Increase annual revenue streams by 5%;

(iii) Strengthen the procurement function;

(iv) Strengthen internal audit function;

(v) Enhance financial security; and

(vi) Cut operational costs.

29 | P a g e

5. To strengthen

institutional capacity for

operational excellence

(i) Attract and retain competent staff;

(ii) Invest in training and continuous staff development;

(iii) Improve organizational culture;

(iv) Improve performance management;

(v) Leverage on ICT for School’s processes;

(vi) Improve physical infrastructure;

(vii) Improve transport services;

(viii) Ensure legal compliance;

(ix) Ensure compliance with corporate governance

requirements; and

(x) Institutionalize Monitoring, Evaluation and Reporting

6. To enhance customer

satisfaction

(i) Enhance brand awareness;

(ii) Enhance customer centred service delivery;

(iii) Develop and improve communication channels with

customers; and

(iv) Ensure compliance with ISO procedures.

30 | P a g e

CHAPTER 4: COORDINATION AND IMPLEMENTATION FRAMEWORK

4.1 Strategic Plan Implementation Approach

The overall role of implementing the plan rests with the Director. The Director will be in charge

of offering policy direction in the implementation of all activities outlined in the strategic model

including allocation and reallocation of the resources. To ensure effective implementation of the

identified activities, strategies and achievement of the strategic objectives, the School will

develop subsequent annual work plans and performance contracts from the plan. This

approach will ensure alignment of the departmental work plans, annual work plan and

performance contracts to the strategic plan.

4.2 Implementation Management Structure

The departments and sections within the School are expected to play mutually complementing

roles towards the achievement of the strategic objectives, strategies and activities identified in

this plan. As illustrated below, the following persons are responsible for the implementation of

the strategic objectives and strategies. The key responsible person’s identified under each

strategy are expected to spearhead implementations and forward progress reports to the head of

Strategy, corporate planning and quality assurance department at such periods described in

chapter eight (8) of this plan.

Table 4.1: Implementation Management Structure

Strategic

Objective

Strategies Key Responsible Persons

To provide

quality

Professional

Legal Training

for ATP&PTP

Deliver legal training Deputy Director, Academics

Develop and deliver curricula Deputy Director, Academics

Enhance capacity of academic staff Deputy Director, Academics

Obtain accreditation for ATP& PTP Deputy Director, Academics

Implement a student management system Deputy Director, Academics

Develop legal clinics programmes Deputy Director, Academics

Develop mentorship programmes Deputy Director, Academics

Diversify mode of delivery of training Deputy Director, Academics

Expand and improve learning facilities Deputy Director, Academics

Establish linkages towards adding value to

the School programmes

Deputy Director, Academics

Enhance quality assurance. Deputy Director, Academics

Improve library services Deputy Director, Academics

To provide

practical

Review CPD courses to determine their

suitability for market

Deputy Director, CPD, P&R

31 | P a g e

Strategic

Objective


training for

Continuing

Professional

Development

Market and deliver existing CPD courses Deputy Director, CPD, P&R

Develop and deliver new CPD Courses Deputy Director, CPD, P&R

Develop capacity for conducting CPD

Programmes


Create and establish strategic alliances and

linkages with key stakeholders


Enhance quality assurance Deputy Director, CPD, P&R

To undertake

Research

Consultancies

& Projects

Diversify research, consultancies and

projects portfolio


Develop capacity for conducting research,

consultancies & projects


Establish a centre for research and training Deputy Director, CPD, P&R

Improve quality of hospitality and

conferencing services


To enhance and

broaden

revenue

streams and cut

costs to achieve

financial

sustainability

Mobilize financial resources Director/CEO

Increase annual revenue streams by 5% Deputy Director, Academics,


Strengthen the procurement function Assistant Director, Supply

Chain Management

Strengthen internal audit function Assistant Director, Internal

Audit

Enhance financial security Deputy Director, Corporate

Support Services

Cut operational costs Deputy Director, Corporate

Support Services

To strengthen

Institutional

Capacity for

Operational

Excellence

Attract and retain competent staff Deputy Director, Corporate

Support Services

Invest in training and continuous staff

development

Deputy Director, Corporate

Support Services

Improve organizational culture Deputy Director, Corporate

Support Services

Improve performance management Deputy Director, Corporate

Support Services

Leverage on ICT for School’s processes Deputy Director, Corporate

Support Services

32 | P a g e

Strategic

Objective


Improve physical infrastructure Deputy Director, Corporate

Support Services

Improve transport services Deputy Director, Corporate

Support Services

Ensure legal compliance Corporation Secretary/Head

of legal services

Ensure compliance with corporate

governance requirements

Corporation Secretary/Head

of legal services

Institutionalize Monitoring, Evaluation and

Reporting

Assistant Director, Strategy,

Corporate Planning &

Quality Assurance

To Improve

customer

satisfaction

Improve brand awareness Principal Officer, Corporate

Communications

Enhance customer centred service delivery Principal Officer, Corporate

Communications

Develop and improve communication

channels with customers

Principal Officer, Corporate

Communications

Ensure compliance with ISO procedures Assistant Director, Strategy,

Corporate Planning &

Quality Assurance

4.3 Managing Change

The School will develop its Change Management Plan (CMP) with a view to aligning the

institution with the external and internal environment. The CMP will combine the three elements

of change: structural, technological and people change. The change will facilitate transformation

in the following aspects:

(i) Improved inter-departmental coordination and communication;

(ii) Review of optimal establishment and revised ratio between core and support staff,

including leaner establishment in the support functions;

(iii) Greater empowerment of employees, particularly at the management and leadership

level;

(iv) Increased capacity of staff in technical and functional skills; and

33 | P a g e

(v) Paradigm shift from focusing on processes to focusing on targeted results.

4.4 Performance Management

In the era of technological advancements, the School’s customers/clients increasingly expect

better service delivery. To enhance overall performance, the School will seek to become a high

performing institution through:

(i) Recruitment and retention of competent staff who will uphold high levels of excellence at

all times;

(ii) Investing in identifying and nurturing talent fit for the implementation of the School’s

programmes and projects. This will be done by increasing budgetary provisions on staff

development and training;

(iii) Investing in staff development and training with a view to enhance new and innovative

ways of service delivery;

(iv) Enhancing staff performance measurement through alignment and harmonization of the

performance measurement tools like Balanced Score Card with the School’s overall

strategy and performance contract;

(v) Improving workforce performance in line with principle of continuous improvement;

(vi) Enhancing quality control in the management of all the School’s programmes.

4.5 Employee Motivation

The task of implementing the plan is primarily the responsibility of the employees of the School.

To take the School to high performance levels, the management has identified ways in which the

employees will be motivated. During the plan period the School will enhance employee

motivation through;

(i) Involvement of staff in decision making, this will enhance ownership of the plan;

(ii) Implementation of staff mortgage and car loan schemes;

(iii) Implementation of staff medical scheme;

(iv) Enhancement of opportunities for staff development and training;

(v) Enhancement of School’s team spirit and cohesion through implementation of coaching,

mentorship and team building initiatives; and

(vi) Institutionalization of a reward and sanctions policy.

34 | P a g e

4.6 Managing Strategic Partnership

The School has identified various stakeholders at the national, county, regional and international

levels. The School will strengthen its partnership with strategic organisations within the public

and private sectors both nationally and internationally. During the plan period, the School will

undertake to:

(i) Conduct a comprehensive stakeholders’ analysis to develop a data base of existing and

potential partners, their interests and formulate strategies for engagement;

(ii) Identify special partners that can have significant influence on the implementation of the

plan.

(iii) Develop and manage consultative mechanisms with key stakeholders.

35 | P a g e

CHAPTER 5: INSTITUTIONAL CAPACITY

5.1 Staff Establishment Levels

Successful implementation of this plan and eventual realization of the School’s strategic objective

requires an appropriate organizational structure which focuses on service delivery and customer

satisfaction. In this regard therefore, the School has embarked on developing a new

organizational structure that is aligned to the statutory mandate of the School. Currently the

School has a total staff complement of about 145 against the proposed staff establishment of 191

as in the table below:

Table 5.1: Summary of Kenya School of Law Staff Establishment

Designation KSL Grade Staffing Level

DIRECTOR’S OFFICE

Director/Chief Executive Officer KSL 1 1

Personal Assistant Not lower

than KSL 4

To be deployed from any Division/

Department

Office Administrator/Senior or

Principal

KSL 8/7or 6 2

Driver/ Senior KSL 9/8 1

Office Assistant/Senior KSL 10/9 1

Sub-total 5

Corporate Communications Section

Designation Grade KSL Staffing level

Officer Corporate Communications /

Senior or Principal

KSL 6/5 or 4 1

Customer Care Assistant/Senior KSL 8/7 4

Sub-total 5

Corporation Secretary and Legal Services Department

Corporation Secretary KSL 2 1

Assistant Director Legal KSL 3 1

36 | P a g e

Legal Officer/Senior or Principal KSL 6/5 or 4 1

Legal Assistant/Senior KSL 8/7 1

Officer Administrator/ Senior KSL 8/7 1

Sub Total 5

Internal Audit Department

Assistant Director, Internal Audit KSL 3 1

Principal Auditor KSL 4 1

Internal Auditor/ Senior KSL 6/5 1

Principal Auditor Information Systems KSL 4 1

Internal Auditor Information Systems/

Senior

KSL 6/5 or 4 1

Office Administrator/ Senior KSL 8/7 1

Sub Total 6

Supply Chain Management Department

Assistant Director, Supply Chain

Management

KSL 3 1

Principal Supply Chain Management

Officer

KSL 4 1

Supply Chain Management officer/

Senior

KSL 6/5 2

Supply Chain Management

Assistant/Senior

KSL 8/7 4

Sub Total 8

Strategy, Corporate Planning and Quality Assurance Department

Assistant Director, Strategy, Corporate

Planning and Quality Assurance

KSL 3 1

Office Administrator/Senior KSL 8/7 1

Sub Total 2

Planning , Monitoring and Evaluation Section

Principal Officer, Planning, Monitoring

& Evaluation

KSL 4 1

Officer Planning, Monitoring &

Evaluation / Senior

KSL 6/5 1

Sub Total 2

Risk and Quality Assurance Section

Principal Officer, Risk and Quality KSL 4 1

37 | P a g e

Assurance

Officer Risk and Quality Assurance /

Senior

KSL 6/5 1

Sub Total 2

Academics Division

Deputy Director, Academics KSL 2 1

Office Administrator / Senior KSL 8/7 1

Driver / Senior KSL 9/8 1

Office Assistant /Senior KSL 10/9 1

Sub Total 4

Advocates Training Programme Department

Assistant Director, ATP KSL 3 1

Principal Lecturer KSL 4 4

Lecturer/Senior KSL 6/5 12


Sub Total 18

Paralegal Training Programme Department

Assistant Director, PTP KSL 3 1



Office Assistant/ Senior KSL 10/9 2

Sub Total 12

Academic Services and Student Affairs Department

Assistant Director, Academic Services KSL 3 1

Principal Officer, Academic Services KSL 4 1

Officer Academic Services /Senior KSL 6/5 1

Academic Services Assistant/Senior KSL 8/7 3


Student Welfare

Student Welfare and Counselling

Officer/Senior

KSL 6/5 1

Sub Total 8

Library and Information Services Department

Assistant Director, Library and

Information Services

KSL 3 1

Principal Librarian KSL 4 1

Librarian/Senior KSL 6/5 2

Library Assistant/Senior KSL 8/7 7

Office Assistant/Senior KSL 10/9 2

Sub Total 13

38 | P a g e

CPD, Research and Projects Division

Deputy Director KSL 2 1

Office Administrator/Senior KSL8/7 1

Driver/Senior KSL 9/8 1

Sub Total 3

CPD Department

Assistant Director, CPD KSL 3 1

Principal Lecturer KSL 4 1


Programme Officer/Senior KSL 6/5 1

Sub Total 7

Research and Projects Department

Assistant Director, Research & Projects KSL 3 1

Principal Officer, Research and Projects KSL 4 1

Officer Research and Projects /Senior KSL 6/5 4

Sub Total 6

Hospitality Section

Principal Officer, Hospitality KSL 4 1

Officer Hospitality/Senior KSL 6/5 2

Housekeeping Assistant /Senior KSL 8/7 2

Room Steward/Senior KSL 10/9 5

Chef or Executive KSL 7 or 6 1

Cook/Senior KSL 9/8 6

Waiters/Senior KSL 9/8 6

Barman/Senior KSL 9/8 2

Kitchen Steward/Senior KSL 10/9 5

Sports Assistant/Senior KSL9/8 2

Laundry Attendant/Senior KSL 9/8 2

Pool Attendant/Senior KSL 9/8 1

Subtotal 35

Corporate Support Services Division

Deputy Director, Corporate Support

Services

KSL 2 1

Office Administrator /Senior KSL 8/7 1

Driver/ Senior KSL 9/8 1

Office Assistant/ Senior KSL 10/9 1

Sub Total 4

39 | P a g e

Finance and Accounts Department

Assistant Director, Finance and

Accounts KSL 3

1

Principal Accountant KSL 4 1

Accountant/Senior KSL 6/5 2

Accounts Assistant/Senior KSL 8/7 4

Sub-Total 8

Human Resource & Administration Department

Assistant Director, Human Resource

and Administration KSL 3

1

Principal Human Resource Officer KSL 4 1

Human Resource Officer/Senior KSL 6/5 1

Human Resource Assistant/Senior KSL 8/7 2

Office Administrator/Senior KSL 8/7 1

Office Assistant/ Administrator KSL 10/9 1

Sub total 7

Administration Section

Principal Officer, Estates &

Administration KSL 4

1

Officer Estates and Administration/

Senior KSL 6/5 1

Officer Security/ Senior KSL 6/5 1

Security Warden/Senior KSL 9/8 2

Driver/Senior KSL 9/8 4

Plumber/Senior KSL 9/8 2

Carpenter/Senior KSL 9/8 1

Electrician/Senior KSL 9/8 2

Rider/Senior KSL 9/8 2

Gardener/Senior KSL 10/9 2

Office Assistant /Senior KSL 10/9 1

Sub total 19

Records Management Unit

Officer Records Management /Senior KSL 6/5 2

Records Management Assistant /Senior KSL 8/7 3

Sub total 5

ICT Department

Assistant Director, ICT KSL 3 1

Principal Officer ICT KSL 4 1

ICT Officer/Senior KSL 6/5 2

ICT Assistant/Senior KSL 8/7 2

Sub-Total 6

Marketing Section

40 | P a g e

Principal Officer Marketing KSL 4 1

Officer Marketing/Senior KSL 6/5 1

Sub-total 2

Total Staff Establishment 191

5.2 Capacity Building Strategy

To achieve efficient service delivery and customer satisfaction, the School needs to establish a

human resource base that is competent and motivated. The School will conduct a baseline

survey to establish its competency levels and guide capacity building programmes which will

enhance attraction retention and motivation. The School will also conduct Training Needs

Assessment (TNA) to identify the gaps and training requirements which will be used as

guideline for development of training plans.

5.3 Information Communication Technology (ICT) Strategy

To enhance customer service delivery and implementation of the strategic objectives defined in

this Plan, the School has in place an ICT strategy and infrastructure that enhances

interconnectivity and information flow within the School. The School recognizes that

information technology is a dynamic field that requires constant capacity building of the ICT

staff. With an envisioned uptake of information technology and to keep up with the ever

evolving technological demands, an enhancement of the School’s ICT infrastructure is pertinent.

5.4 Communication Strategy

Successful implementation of the plan will depend on interaction among all players. An

unstructured communication network always acts as a hindrance to successful implementation

of any strategic plan. In implementing its strategies, the School recognizes the need to prioritize

its communication between and among different stakeholders identified in this Plan. It is for

this reason that the School will develop and implement a communication strategy. The

communication strategy will capture the communication needs of different stakeholders, the

official channels of communication and the expected outcomes.

41 | P a g e

CHAPTER 6: RESOURCE FLOW

6.1 Projected Resource Requirements

This plan has identified 6 strategic objectives that will be realised through various strategies and

activities as presented in the implementation matrix. The implementation matrix also captures

the resource requirements (budget) for the realization of each strategic objective. The total

amount required for the period 2018/19 to 2021/22 is approximately Kshs 5.4 Billion. The table

below presents an estimation of the resource requirements for the achievement of each strategic

objective:

Table 6.1: Projected resource requirements

No. Strategic Objective Annual Resource Requirements (Kshs. In Millions)

2018/19 2019/20 2020/2021 2021/22 Total

1. To provide quality

Professional legal

training for ATP&PTP

532.5 635 673.7 671.8 2,513

2. To provide practical

training for Continuing

Professional

Development (CPD)

9 13.6 17 19.6 59.2

3. To undertake research,

consultancies & projects 18.9 17.4 19.3 18.2 73.8

4. To enhance and

broaden revenue

streams and cut costs to

achieve financial

sustainability

6.95 42.45 34.45 72.45 156.3

5. To strengthen

institutional capacity

for operational

excellence

345.7 640.2 727.8 911.8 2,625.5

6. To improve customer

satisfaction 6.75 5.75 5.35 5.35 23.2

Total 919.8 1,354.4 1,477.6 1,699.2 5,451

42 | P a g e

6.2 Resource Inflows

The School’s main sources of revenue are raised from the activities stated in the table below.

During the plan period, the School plans to increase its revenue (A.I.A) annually by 5% from

Kshs. 367 Million to 424 Million from the same sources.

Table 6.2: Resource Inflows

No. Source of revenue Annual Revenue (Kshs.)

2018/2019 2019/2020 2020/2021 2021/2022

A Government

Recurrent

Subvention

294,590,000.00 294,590,000.00** 294,590,000.00** 294,590,000.00**

Sub- Total 294,590,000.00 294,590,000.00 294,590,000.00 294,590,000.00

Appropriation in Aid (A.I.A)

B Advocates Training

and Para-legal

Programmes

282,630,000.00 296,761,500.00 311,599,575.00 327,179,553.75

C Continuing

Professional

Development

Programme &

Consultancy

Services

31,500,000.00 33,075,000.00 34,728,750.00 36,465,187.50

D Hire of conference

facilities for

seminars/

workshops, &

Hospitality services

47,340,000.00 49,707,000.00 52,192,350.00 54,801,967.50

E Other incomes

(Rent, printing of

certificates etc.)

5,088,000.00 5,342,400.00 5,609,520.00 5,889,996.00

Sub Total 366,528,000.00 384,885,900.00 404,130,195.00 424,336,704.75

Grand Total 661,118,000.00 679,475,900.00 698,720,195.00 718,926,704.75

43 | P a g e

6.3 Strategies for Mobilization of Additional Resources

To fully implement the strategies in this plan and to cushion itself from the possible reduced

funding from the Exchequer, the School has devised new strategies of diversifying its funding

portfolio. The strategies will be deployed to mobilize additional resources that will see the

School actualize its 2018-2022 Plan. The strategies identified are as listed below:

(i) Aggressive marketing of the School’s incoming generating programmes and projects

with a view to increasing its annual revenue (A-I-A) by 5%;

(ii) Diversification of areas of consultancies;

(iii) Expansion of the School’s existing programmes and establishment of new relevant

courses;

(iv) Engagement of alumni in fundraising activities through the Alumni Association;

(v) Promotion of facility-naming rights by strategic partners;

(vi) Upgrading of hospitality facilities;

(vii) Developing and implementing a credit policy to improve revenue collection and reduce

outstanding debts;

(viii) Developing funding proposals and creating partnerships with potential strategic

partners;

(ix) Exploitation of Public-Private Partnerships (PPP) arrangements for possible funding of

construction of a student accommodation village and conference centre; and

(x) Strengthening the School’s linkages with key strategic partners including but not limited

to the National Government and County Governments.

44 | P a g e

CHAPTER 7: ACCOUNTABILITY AND RISKS

This chapter deals with the kind of risks that may be experienced during the implementation of

the plan. The chapter also covers various measures that may be employed to mitigate the

different types of risks stated below:

Table 7.1: Risk and Mitigation Measures

Risk Type Risk Description Mitigation

Strategic Risks Competition from

other institutions

Develop and implement a marketing strategy to make

the School the preferred ATP and PTP provider.

Implement E-learning for Paralegal Programme.

Introduce flexible/part-time programmes to

accommodate diverse needs of customers.

Propose amendments to the KSL Act to align it with

the CLE guidelines on academic progression.

Develop and implement additional viable

professional programmes.

Ineffective

corporate

communication

(internal and

external)

Recruit a corporate communication officer.

Develop and implement a corporate communication

strategy and allocate adequate resources to fund the

strategy.

Prepare quarterly reports on implementation of the

School’s programmes.

Non-compliance

with laws and

regulations

Enhance collaboration with relevant Government

agencies on statutory compliance.

Regular training for management on statutory

compliance.

Recruitment of legal services officers.

Undertake annual legal audits and implement their

recommendations.

Uncertain legal

regime

Propose and actively participate in regular review of

laws and regulations pertaining to legal education.

Propose a comprehensive review of the Kenya School

of Law Act, Legal Education Act and related

regulations.

Insecurity Enhance collaboration and co-operation with public

and private agencies on security matters.

45 | P a g e


Improve internal security infrastructure.

Organizationa

l Risks

Inadequate

curriculum

delivery

Enhance capacity of academic staff through trainings.

Continually review the curriculum.

Regular evaluation of lecturers.

Recruit adequate qualified teaching staff.

Undertake regular analysis of student enrollment and

performance trends.

Inadequate

training &

conferencing

facilities

Complete Ultra-Modern Library building.

Establish a conference centre.

Upgrade hospitality facilities

Develop and implement an e-book policy.

Develop and implement an E-learning policy.

Challenges in

attracting and

retaining

competent staff

Propose and implement attractive compensation

packages within the context of applicable law.

Devise innovative staff retention incentives.

Inadequate

research activities

Develop and implement research policy.

Enhance internal research competencies.

Increase budgetary allocation for research.

Promote research as an income generating activity.

Create and maintain an institutional repository of

research material.

Operational

Risks

Annual budgets

not aligned to the

strategic plan and

performance

contract

Align annual work plans and budgets with the strategic

plan.

Undertake mid-term review of the strategic plan.

Creation of a planning function/role in the

organizational structure.

Weak monitoring

and evaluation

Create and implement planning, monitoring and

evaluation position in the organizational structure.

Financial

Risks

Inadequate

financial

resources

Develop and implement a marketing strategy.

Develop and implement resource mobilization and

utilization plan.

Strengthen control and accountability systems.

Procure goods, works and services at competitive rates.

Develop and implement a credit policy.

Delays in Expedite requests and follow up on the release of funds

46 | P a g e


disbursement of

Government

budgetary

support.

by Treasury.

Improve stakeholder engagement and follow-up on

Government capitation.

Technological

Risks

Cyber attacks Review of ICT logical and physical access controls.

Regular review of the ICT security policy and

procedures.

Continuing capacity building on ICT security.

Allocate adequate funds to support implementation of

ICT security policy & procedures.

Implement the Disaster Recovery Plan.

The School maintains a strategic risk register with structured periodic reporting on the

implementation of treatment actions identified in each risk.

47 | P a g e

CHAPTER 8: MONITORING, EVALUATION AND REPORTING

The successful implementation of this Plan depends on an effective monitoring and evaluation

process. Monitoring of the Plan will determine whether the implementation is on track as well as

enables follow up and intervention in case of deviation from the Plan. As part of strategic

planning therefore, a monitoring and evaluation tool has been established detailing the

achievements, performance/success indicators, challenges and annual targets for gauging

performance.

8.1 Monitoring Mechanism

8.1.1 Work Plans and Performance Contracts

The targets of the annual work plan and performance contracts will emanate from the

Strategic Plan and will be cascaded to the Heads of Departments/Sections who will

ensure delivery of tangible outputs every year. The departmental and sectional work

plans will be aligned to the Strategic Plan.

8.1.2 Supervision and Responsibility

The Director takes the overall responsibility of the implementation of this Plan while the

Assistant Director, Strategy, Corporate Planning and Quality Assurance is the Strategic Plan

champion charged with the responsibility of monitoring & evaluating the implementation

progress of the Plan. The Assistant Director will carry out the overall supervision of the

implementation of the Plan and coordinate the preparation of quarterly reports with inputs from

all the departments/sections. All departments/sections will forward their reports on

implementation of the Plan to the Assistant Director, Strategy, Planning and Quality Assurance.

8.1.3 Management Review

Management review meetings will be held every month to discuss the current implementation

status and necessary follow up action. The monthly meetings will keep activities and outputs of

the Plan on track to enable the management to take necessary actions to address emerging

challenges. The Strategy, Corporate Planning and Quality Assurance Department will ensure

prompt submission of quarterly reports to the Director’s office for presentation to the Board.

48 | P a g e

8.2 Evaluation Mechanism

The Plan period runs from FY 2018/2019 to 2021/2022.

The School will undertake two annual evaluations of the Plan. The first will be undertaken at

the end of FY 2018/2019 and the second one at the end FY 2020/2021. A mid-term evaluation and

review will be undertaken at the end of FY 2019/2020 to assess the extent to which the plan is

meeting its implementation objectives and timelines.

At the end of the Plan period a final evaluation will be undertaken to assess the extent to which

the Plan met the stated strategies and objectives and to document the lessons learnt.

The evaluations will be undertaken by an internal task force appointed by the Director. The

Assistant Director, Strategy, Planning and Quality Assurance will coordinate the evaluation and

review processes. Where need be, an independent team of consultants may be procured to

undertake a particular process.

The evaluations and reviews will be undertaken as illustrated in the table below:

Table 8.1: Annual Evaluations

Financial Year Type of Evaluation

2018/2019 Annual Evaluation

2019/2020 Mid Term Evaluation & Review

2020/2021 Annual Evaluation

2021/2022 Final Evaluation

8.3 Reporting

Reporting the progress of the implementation will be critical in measuring performance and

adjusting strategic directions. Progress reports will be prepared on a quarterly with key aspects

to be captured being targets, achievements and challenges experienced during the

implementation process. The reports will be discussed by management and thereafter presented

to the Board.

Monitoring and evaluation will be undertaken as planned and reporting done using the

Quarterly Monitoring & Reporting Tool and Evaluation & Reporting Tool as provided in

Appendices B & C respectively.

49 | P a g e

Appendix A: Implementation Matrix 2018 -2022

Strategic Issue 1: Legal Training

Strategic Objective 1: To provide quality professional legal training for ATP & PTP

Activities Expected

Outputs

Performance

Indicators

Time

Frame

(FY)

Responsi

bility

Target Y1-Y4 Budget Y1-Y4 (Millions) Budget

18/1

9

19/20 20/2

1

21/2

2

18/1

9

19/20 20/2

1

21/2

2

Strategy 1.1: Deliver Legal Training

Train

lawyers

under the

Advocates

Training

Programm

e

Trained

lawyers

No. of students

trained under

Advocates

Training

Programme

18/19-

21/22

DDA, AD

ATP

1500 1500 1500 1500 382

M

401M 421

M

442

M

1.6B

Train

students

under the

Paralegal

Training

Programm

e

Trained

Paralegals

No. of students

trained in the

Paralegal

Training

Programme

18/19-

21/22

DDA,AD,

PTP

160 175 190 210 41M 45M 48M 54M 188M

Strategy 1.2: Develop and Deliver Curricula

Develop a

Curriculum

policy

Approved

Policy

No. of Policy

documents

18/19 DDA 1 - - - 0.4M - - - 0.4M

Develop

ATP

curriculum

Approved

ATP

Curriculum

No. of

Curricula

developed

18/19 DDA 2 - - - 4M - - - 4M

50 | P a g e

Activities Expected

Outputs

Performance

Indicators

Time

Frame

(FY)

Responsi

bility


18/1

9

19/20 20/2

1

21/2

2

18/1

9

19/20 20/2

1

21/2

2

Develop

PTP

curriculum

Approved

PTP

Curriculum

No. of

Curricula

developed

18/19 DDA 1 - - - 4M - - - 4M

Strategy 1.3: Enhance capacity for academic staff

Undertake

trainings

on

Teaching

Skills and

Methodolo

gies

Trainings

undertaken

No. of trainings

undertaken

18/19-

21/22

DDA, AD

HRA

1 1 1 1 2M 2M 2M 2M 8M

Recruit

additional

academic

staff

Recruited

staff

No. of academic

staff recruited

18/19-

21/22

DDA, AD

HRA

2 2 2 2 - - - - Budget

captur

ed

under

HR

establis

hment

Strategy 1.4: Obtain Accreditation for ATP & PTP

Conduct a

feasibility

Study

Feasibility

Study

Report

No. of

feasibility

studies

18/19 DDA 1 - - - 1M - - - 1M

Apply for

accreditatio

n of ATP

programm

es

ATP

Accreditatio

n Certificate

No. of

accreditation

certificates

19/20 DDA - 1 - - - 1.6M - - 1.6M

51 | P a g e

Activities Expected

Outputs

Performance

Indicators

Time

Frame

(FY)

Responsi

bility


18/1

9

19/20 20/2

1

21/2

2

18/1

9

19/20 20/2

1

21/2

2

Apply for

accreditatio

n of PTP

programm

e

PTP

Accreditatio

n Certificate

No. of

accreditation

certificates

18/19 DDA 1 - - - 0.5 - - - 0.5M

Establish

certificate

courses in

the PTP

Certificate

courses

established

No. of

certificate

courses

established

19/20,

20/21

DDA - 1 1 - - 1M 1M - 2M

Establish a

new

diploma

course

New

diploma

courses

established

No. of new

diploma

courses

established

19/20 DDA - 1 - - - 4M - - 4M

Strategy 1.5: Implement a Student Management System

Acquire

biometric

system

An

operational

biometric

system

Installed

biometric

system

18/19 DDA, AD

ICT

1 - - - 1M - - - 1M

Implement

biometric

system

An

operational

biometric

system

%

implementation

of biometric

system

19/20- 21-

22

DDA, AD

ICT

- 100% 100

%

100

%

- 0.2M 0.2M 0.2M 0.6M

Strategy 1.6: Develop Legal Clinics Programmes

52 | P a g e

Activities Expected

Outputs

Performance

Indicators

Time

Frame

(FY)

Responsi

bility


18/1

9

19/20 20/2

1

21/2

2

18/1

9

19/20 20/2

1

21/2

2

Participate

in both

local and

internation

al moot

court

competitio

ns

Moot Court

Competition

reports

No. of local &

International

moot court

competitions

attended

18/19-

21/22

DDA, AD

ATP

4 4 4 4 5M 5.3M 5.6M 5.9M 21.8M

Undertake

Legal Aid

Clinics

Legal Aid

Clinics

reports

No. of Legal

Aid Clinics

undertaken

18/19-

21/22

DDA, AD

ATP

7 7 7 7 4.4M 4.6M 4.9M 5.3M 19.2M

Provide

Pro bono

legal

services

Pro bono

legal service

reports

No. of persons

assisted

through pro

bono services

19/20-

21/22

DDA, AD

ATP

- 100 100 100 - 0.2M 0.2M 0.2M 0.6M

Strategy 1.7: Develop Mentorship Programmes

Develop

mentorship

guidelines

Developed

Mentorship

guidelines

No. of

mentorship

guidelines

developed

18/19 DDA 1 - - - 0.1M - - - 0.1M

Implement

the

mentorship

programm

e

Operational

mentorship

programme

No. of students

mentored

19/20-

21/22

DDA - 50 50 50 - 0.4M 0.4M 0.4M 1.2M

53 | P a g e

Activities Expected

Outputs

Performance

Indicators

Time

Frame

(FY)

Responsi

bility


18/1

9

19/20 20/2

1

21/2

2

18/1

9

19/20 20/2

1

21/2

2

Activate

the Alumni

Association

Recruitment

of members

No. of members

recruited

19/20-

20/21

CEO - 50 50 - - 1M 0.7M - 1.7M

Strategy 1.8: Diversify Mode of Delivery of training

Develop E-

learning

Policy

Approved

E-learning

Policy

No. of Policy

documents

approved

18/19 DDA 1 - - - 0.4M - - - 0.4M

Develop E-

learning

platform

Approved

E-learning

platform

E-learning

platform

approved

18/19 DDA 1 - - - 2M - - - 2M

Implement

E- learning

A functional

E- learning

platform

%

implementation

of E-learning

platform

19/20 -

20/21

DDA - 50% 50% - - 8M 8M - 16M

Introduce

flexible/par

t time

programm

es

Part-time

programme

s introduced

No. of part-time

programmes

introduced

19/20 DDA - 1 - - - - - - -

Strategy 1.9: Expand and Improve learning facilities

Construct

Ultra-

Modern

Library

Completed

Ultra-

Modern

Library

% completion

of the Ultra-

Modern Library

18/19-

21/22

DD

CSS

40% +20% +20

%

+20

%

60M 114M 114

M

114

M

402M

54 | P a g e

Activities Expected

Outputs

Performance

Indicators

Time

Frame

(FY)

Responsi

bility


18/1

9

19/20 20/2

1

21/2

2

18/1

9

19/20 20/2

1

21/2

2

Expand the

Town

Campus

Increased

learning

space

% increase in

m2

20/21 DD

CSS

- - 50% - - 20M - 20M

Conduct a

feasibility

study of a

student

accommod

ation

village

Feasibility

study report

No. of

feasibility

reports

19/20 DD

CSS

- 1 - - - 1M - - 1M

Prepare

PPP

proposal

for a

student

accommod

ation

village

Approved

PPP

proposal

No. of PPP

proposals

approved

19/20 DD

CSS

- 1 - - - 1M - - 1M

Strategy 1.10: Establish Linkages towards adding value to the School programmes

Partner

with

relevant

institutions

Signed

MOUs with

partner

institutions

No. of MOUs

signed

18/19-

21/22

CEO 1 1 1 1 - - - - -

Strategy 1.11: Enhance Quality Assurance

55 | P a g e

Activities Expected

Outputs

Performance

Indicators

Time

Frame

(FY)

Responsi

bility


18/1

9

19/20 20/2

1

21/2

2

18/1

9

19/20 20/2

1

21/2

2

Review

ATP

standard

operating

procedures

Approved

ATP

procedures

No. of reviewed

ATP

procedures

18/19 –

21/22

DDA, AD

ATP

1 1 1 1 - - - - -

Implement

ATP

standard

operating

procedures

Implemente

d

procedures

% implemented

procedures

18/19-

21/22

DDA,AD

ATP

100

%

100% 100

%

100% - - - - -

Develop

PTP

standard

operating

procedures

Approved

PTP

procedures

No. of PTP

Procedure

manuals

19/20 DDA,ADP

TP

- 1 - - - - - - -

Implement

PTP

standard

operating

procedures

Implemente

d

procedures

%

implementation

of PTP

procedures

19/20 -

21/22

DDA AD

ATP

- 100% 100

%

100% - - - - -

Conduct

internal

quality

audits for

ATP and

PTP

Quality

audits

reports

No. of quality

audits

undertaken

18/19-

21/22

DDA 1 1 1 1 0.1M 0.1M 0.1M 0.1M 0.4M

Strategy 1.12: Improve Library Services

56 | P a g e

Activities Expected

Outputs

Performance

Indicators

Time

Frame

(FY)

Responsi

bility


18/1

9

19/20 20/2

1

21/2

2

18/1

9

19/20 20/2

1

21/2

2

Procure

print books

Print books

procured

No. of print

books

18/19-

21/22

DDA, AD

LIS

800 1600 1600 1600 13M 31M 31M 31M 106M1

Subscribe

to

electronic

resource

databases

Electronic

resources

No. of

electronic

resource

subscriptions

18/19-

21/22

DDA,AD

LIS

4 4 4 4 5M 5M 5M 5M 20M

Conduct a

market

survey for

e-Books

Market

survey

report

No. of market

surveys

undertaken

19/20

DDA, AD

LIS

- 1 - - - 0.3M - - 0.3M

Subscribe

to relevant

legal E-

book

databases

E-books No. of

subscription to

E-book

databases

20/21-

21/22

DDA,

ADLIS

- - 1 1 - - 6M 6M 12M

Undertake

Informatio

n Literacy

and

Competenc

y Training

Trainings

reports

No. of trainings

undertaken

18/19-

21/22

DDA, AD

LIS

2 2 2 2 1M 1M 1M 1M 4M

1The proposed budget is based on the 5% required for library resources as per the Legal Education (accreditation and quality assurance) regulations 2016. The 5% is

calculated against the 2017/18 approved budget

57 | P a g e

Activities Expected

Outputs

Performance

Indicators

Time

Frame

(FY)

Responsi

bility


18/1

9

19/20 20/2

1

21/2

2

18/1

9

19/20 20/2

1

21/2

2

Increase

library

PC/work

stations

PCs

No. of PCs

procured

18/19-

21/22

DDA, AD

LIS

20 20 20 20 2M 2.1M 2.3M 2.4M 8.8M

Implement

institutiona

l repository

(D-space)

Functional

institutional

repository

%

implementation

of Institutional

repository

19/20-21-

22

DDA, AD

LIS

- 100% 100

%

100% - 0.5M 0.5M 0.5M 1.5M

Install a

Control

software

Control

software

Installed

control

software

19/20 DDA, AD

LIS

- 1 - - - 0.6M - - 0.6M

Implement

a Control

software

Control

software

implemente

d

%

implementation

of a Control

software

20/21-

21/22

DDA, AD

LIS

- - 100

%

100% - - 0.2M 0.2M 0.4M

Install

library

security

system at

Karen

campus

Library

security

systems

Installed library

security

systems

18/19

DDA, AD

LIS

1 - - - 3M - - - 3M

58 | P a g e

Activities Expected

Outputs

Performance

Indicators

Time

Frame

(FY)

Responsi

bility


18/1

9

19/20 20/2

1

21/2

2

18/1

9

19/20 20/2

1

21/2

2

Implement

Library

security

system at

Karen

Campus

Functioning

library

security

systems

%

implementation

19/20-

21/22

DDA, AD

LIS

- 100% 100

%

100% - 0.5M 0.5M 0.5M 1.5M

Install

library

security

systems in

Town

campus

Library

security

system

No. of library

security

systems

19/20

DDA, AD

LIS

- 1 - - - 3M - - 3M

Implement

library

security

systems in

Town

campus

Functioning

library

security

systems

%

implementation

20/21-

21/22

DDA, AD

LIS

- - 100

%

100% - - 0.5M 0.5M 1M

Maintain

an

Integrated

library

manageme

nt system

Functional

library

managemen

t system

% maintenance

of the system

18/19-

21/22

DDA, AD

LIS

100

%

100% 100

%

100% 0.6M 0.6M 0.6M 0.6M 2.4M

59 | P a g e

Strategic Issue 2: Continuing Professional Development (CPD)

Strategic Objective 2: To Provide Practical Training for Continuing Professional Development (CPD)

Activities Expected

Outputs

Performance

Indicators

Time

Frame

Respon

sibility

Target Budget Y1-Y4 Budge

t

18/1

9

19/2

0

20/2

1

21/2

2

18/1

9

19/20 20/2

1

21/2

2

Strategy 2.1: Review CPD Courses to determine their suitability for market

Develop the

CPD Policy

Approved

CPD Policy

No. of policy

documents

18/19 DDCP

DPR

1 - - - - - - - -

Implement

the CPD

Policy

Implementati

on Reports

No. Reports 19/20-

21/22

DDCP

DPR,

ADCP

D

- 100

%

100

%

100

%

- - - - -

Conduct

market

survey

Market

survey report

No. of

market

surveys

undertaken

18/19,

20/21

ADCP

D

1 - 1 - 0.4M - 0.4M - 0.8M

Conduct a

trend

analysis

Trend

analysis

Report

No. of

reports

18/19-

21/22

ADCP

D

1 1 1 1 - - - - -

Strategy 2.2: Market and Deliver existing CPD courses

Market

existing

courses

Increase

number of

participants

% increase in

number of

participants

18/19-

21/22

DD

CPD

PR

100

%

105

%

110

%

115

%

0.5M 1M 1M 1M 3.5M

Deliver

existing

courses

Existing

courses

delivered

No. of

existing

courses

18/19-

21/22

AD

CPD

16 18 20 22 5M 7M 9M 11M 32M

60 | P a g e

Activities Expected

Outputs

Performance

Indicators

Time

Frame

Respon

sibility


t

18/1

9

19/2

0

20/2

1

21/2

2

18/1

9

19/20 20/2

1

21/2

2

delivered

Strategy 2.3: Develop and Deliver new CPD courses

Identify new

areas of

training

Training

needs report

No. of

training

needs

reports

18/19-

21/22

AD

CPD

1 1 1 1 - - - - -

Conduct

cost-benefit

analysis of

the new

courses

Cost-benefit

analysis

reports

No. of

analysis

reports

18/19-

21/22

AD

CPD

1 1 1 1 0.1M 0.1M 0.1M 0.1

M

0.4M

Develop

course

content for

new CPD

courses

Course

contents

No. of course

content

developed

18/19-

21/22

AD

CPD

5 +1 +1 +1 - - - - -

Market new

courses

Increase in

number of

participants

% increase in

number of

participants

18/19-

21/22

DD

CPD

PR

100

%

105

%

110

%

115

%

0.5M 1M 1M 1M 3.5M

Deliver new

courses

New Courses

delivered

No. of

courses

delivered

18/19-

21/22

AD

CPD

5 6 7 8 1M 2M 3M 4M 10M

Strategy 2.4: Develop Capacity for conducting CPD courses

61 | P a g e

Activities Expected

Outputs

Performance

Indicators

Time

Frame

Respon

sibility


t

18/1

9

19/2

0

20/2

1

21/2

2

18/1

9

19/20 20/2

1

21/2

2

Train CPD

staff

Trained staff No. of

trainings

18/19-

21/22

DD

CPDPR

2 2 2 2 1M 2M 2M 2M 8M

Strategy 2.5: Create and Establish strategic alliances and linkages with key stakeholders

Partner with

relevant

institutions

Partnerships

established

No. of MOUs

signed

18/19-

21/22

DD

CPDPR

1 1 1 1 0.4M 0.4M 0.4M 0.4

M

1.6M

Strategy 2.6: Enhance Quality Assurance

Review CPD

standard

operating

procedures

Approved

CPD

procedures

No. of

reviewed

CPD

procedures

18/19 –

21/22

AD CPD 1 1 1 1 - - - - -

Implement

CPD

standard

operating

procedures

Implemented

procedures

%

implemente

d

procedures

18/19-

21/22

AD CPD 100

%

100

%

100

%

100

%

- - - - -

Conduct

internal

quality

audits for

CPD

Quality audits

reports

No. of

quality

audits

undertaken

18/19-

21/22

DD

CPDPR

1 1 1 1 0.1M 0.1M 0.1M 0.1

M

0.4M

62 | P a g e

Strategic Issue 3: Research, Consultancies and Projects

Strategic Objective 3: To undertake Research, Consultancies and Projects

Activities Expected

Outputs

Performance

Indicators

Time

Frame

Respons

ibility

Target Y1-Y4 Budget Y1-Y4 Budge

t 18/19 19/2

0

20/2

1

21/22 18/19 19/20 20/2

1

21/22

Strategy 3.1: Diversify Research, Consultancies and Projects portfolio

Undertake

legal

consultancie

s

Consulta

ncies

conducte

d

No. of

consultancies

conducted

18/19-

21/22

ADPR 6 +2 +2 +2 1M 1.2M 1.4M 1.6M 5.2M

Promote

consulting

activities

Consulta

ncies

increased

% increase in

consultancies

18/19-

21/22

DD CPD

PR

100% 105

%

110

%

115% 0.5M 1M 1M 1M 3.5M

Identify

new areas of

research

Report of

new

areas

identified

No. of

research

areas

identified

18/19-

21/22

ADPR 1 1 1 1 - - - - -

Conduct

research

Research

papers

No. of

research

papers

18/19-

21/22

ADPR 1 1 1 1 1M 1M 1M 1M 4M

Disseminate

findings of

research

Publicati

ons of

research

papers

No. of

publications

18/19-

21/22

DD CPD

RP

1 1 1 1 1M 1M 1M 1M 4M

Annual

conferenc

e held

No. of

conferences

held

18/19-

21/22

DD CPD

RP

1 1 1 1 2M 2M 2M 2M 8M

63 | P a g e

Activities Expected

Outputs

Performance

Indicators

Time

Frame

Respons

ibility


t 18/19 19/2

0

20/2

1

21/22 18/19 19/20 20/2

1

21/22

Identify

new areas of

consultancie

s

Report

on areas

of

consultan

cies

identified

No. of needs

assessment

reports

18/19-

21/22

ADPR 1 2 3 4 - - - - -

Implement

new areas of

consultancie

s

Consulta

ncy

Reports

No. of

Reports

18/19-

21/22

ADPR 1 2 3 4 1M 1M 1M 1M 4M

Market new

consultancie

s

Increase

in

number

of

consultan

cies

% increase in

number of

consultancies

18/19-

21/22

DD CPD

PR

100% 105

%

110

%

115% 0.5M 1M 1M 1M 3.5M

Strategy 3.2: Develop Capacity for conducting Research, Consultancies & Projects

Train staff

on research

skills

Trained

staff

No. of

trainings

18/19-

21/22

DD CPD

PR, AD

HRAD

1 1 1 1 0.8M 0.6M 0.6M 0.6M 2.6M

Train staff

on project

managemen

t of

Trained

staff

No. of

trainings

18/19-

21/22

DD CPD

PR,

ADHRA

D

1 1 1 1 0.2M 0.4M 0.4M 0.4M 1.4M

Strategy 3.3: Establish a Centre for Research and Training

Develop

research

Approve

d

No. of

approved

18/19 DD CPD

PR

1 - - - 0.5M - - - 0.5M

64 | P a g e

Activities Expected

Outputs

Performance

Indicators

Time

Frame

Respons

ibility


t 18/19 19/2

0

20/2

1

21/22 18/19 19/20 20/2

1

21/22

policy research

policies

research

policies

Implement a

research

policy

Impleme

ntation

report

%

Implementat

ion of the

policy

19/20-

21/22

ADPR - 100% 100% 100

%

- - - - -

Conduct

bench-

marking

tour

Study

tour

reports

No. of study

tours

conducted

18/19 ADPR 1 - - - 0.3M - - - 0.3M

Develop

regulations

for a Centre

for Research

& Training

Approve

d

regulatio

ns

No. of sets of

regulations

developed

and

approved

18/19 DD CPD

PR

1 - - - 1M - - - 1M

Prepare

proposal for

funding of a

conference

centre

Proposals

in place

No. of

proposals

developed

20/21 DD CPD

PR

- - 1 - - - 1M - 1M

Strategy 3.4: Improve Quality of Hospitality and Conferencing Services

Conduct

bench-

marking

Benchma

rking

reports

No. of

benchmarkin

g exercises

undertaken

18/19,

20/21

DD CPD

PR,

POH

1 - 1 - 0.5M - 0.5M - 1M

Develop a Policy No. of 18/19 DD CPD 1 - - - 0.5M - - - 0.5M

65 | P a g e

Activities Expected

Outputs

Performance

Indicators

Time

Frame

Respons

ibility


t 18/19 19/2

0

20/2

1

21/22 18/19 19/20 20/2

1

21/22

hospitality

policy

documen

t

policies

developed

and

approved

PR,

POH

Implement

best

practices

from the

benchmarki

ng

Best

practices

impleme

nted

%

implementati

on

19/20,

21/22

DD CPD

PR,

POH

100% - 100

%

- - - - -

Implement a

hospitality

policy

Impleme

ntation

report

%

Implementat

ion of the

policy

19/20-

21/22

DD CPD

PR,

POH

- 100% 100% 100

%

- - - - -

Upgrade

hospitality

facilities

Improve

d &

refurbish

ed

hospitalit

y

facilities

% upgrade of

the

hospitality

facilities

18/19-

21/22

DD CPD

PR,

POH

10% 40% 70% 100

%

2M 2M 2M 2M 7M

Promote

hospitality

services to

conference

guests

Conferen

ce guests

hosted

% increase in

no. of guests

18/19-

21/22

DD CPD

PR,

POH

100% 106% 109% 112

%

6.1M 6.2M 6.4M 6.6M 25.3M

66 | P a g e

Strategic Issue 4: Financial Sustainability

Strategic Objective 4: To Enhance and Broaden Revenue Streams and Cut Costs to achieve Financial Sustainability

Activities Expected

Outputs

Performan

ce

Indicators

Time

Frame

Respons

ibility


t 18/19 19/2

0

20/21 21/2

2

18/19 19/20 20/21 21/22

Strategy 4.1: Mobilize Financial Resources

Develop a

resource

mobilizatio

n and

utilization

plan

Resource

mobilizatio

n and

utilization

plan

No. of

resource

mobilizatio

n and

utilization

plans

18/19 DDCSS 1 - - - 0.4M - - - 0.4M

Implement

the

Resource

mobilisatio

n and

utilization

plan

Implement

ation

Report

%

implement

ation

19/20-

21/22

DDCSS - 50% 75% 100

%

- 0.2M 0.2M 0.2M 0.6M

Identify

and

maintain

potential

Strategic

Partner

strategic

Partners

identified

No. of

strategic

partners

identified

18/19-

21/22

CEO 2 +2 +2 +2 0.2M 0.1M 0.1M 0.1M 0.5M

Submit

proposals

for funding

Proposals

submitted

No. of

proposals

submitted

18/19-

21/22

CEO 1 1 1 1 0.4M 0.4M 0.4M 0.4M 1.6M

67 | P a g e

Activities Expected

Outputs

Performan

ce

Indicators

Time

Frame

Respons

ibility


t 18/19 19/2

0

20/21 21/2

2

18/19 19/20 20/21 21/22

Develop

facility

naming

rights

policy

Approved

policy

document

No. of

policies

approved

18/19 CEO 1 - - - 0.5M - - - 0.5M

Implement

facility

naming

rights

projects

Signed

contracts

No. of

contracts

signed

18/19-

21/22

CEO 2 2 2 2 0.05M 0.05M 0.05M 0.05M 0.2M

Strategy 4.2: Increase Annual Revenue Streams by 5%

Recruit

staff in

charge of

Marketing

Marketing

staff

recruited

No. of

marketing

staff

recruited

18/19 ADHRA 1 - - - - - - - Includ

ed in

the

HR

staff

establi

shmen

t

Develop a

marketing

strategy

Approved

marketing

strategy

No. of

marketing

strategies

developed

18/19 DD

CSS,

POM

1 - - - 0.5M - - - 0.5M

68 | P a g e

Activities Expected

Outputs

Performan

ce

Indicators

Time

Frame

Respons

ibility


t 18/19 19/2

0

20/21 21/2

2

18/19 19/20 20/21 21/22

Implement

the

marketing

strategy

Increased

revenue

% of

revenue

increase

18/19-

21/22

DDCSS,

POM

100% 105

%

110% 115

%

2.5M 2.5M 2.5M 2.5M 10M

Strategy 4.3: Strengthen the Procurement Function

Implement

procureme

nt and asset

disposal

procedure

manual

Implement

ation

report

%

Implement

ation of the

manual

18/19-

21/22

AD

SCM

100% 100

%

100% 100

%

- - - - -

Develop

procureme

nt plan

Approved

procureme

nt plan

No. of

procureme

nt plans

developed

18/19-

21/22

AD

SCM

1 1 1 1 - - - - -

implement

procureme

nt plan

Implement

ation

report

%

implement

ation of the

procureme

nt plan

18/19-

21/22

AD

SCM

100% 100

%

100% 100

%

- - - - -

Strategy 4.4: Strengthen Internal Audit Function

69 | P a g e

Activities Expected

Outputs

Performan

ce

Indicators

Time

Frame

Respons

ibility


t 18/19 19/2

0

20/21 21/2

2

18/19 19/20 20/21 21/22

Conduct

risk based

financial

and

systems

audit

Financial

and

Systems

Audit

reports

No. of

Audit

reports

18/19-

21/22

ADIA 4 4 4 4 - - - - -

Conduct

monthly

Audits on

actual

expenditur

e

Monthly

audit

reports

No. of

Audit

reports

18/19-

21/22

ADIA 12 12 12 12 - - - - -

Monitor

implementa

tion of risk

manageme

nt

framework

Risk status

reports

No. of risk

status

reports

18/19-

21/22

AD,SCP

&QA

4 4 4 4 - - - - -

Strategy 4.5: Enhance Financial Security

Develop a

credit

policy

Approved

credit

policy

No. of

policies

developed

18/19 DDCSS,

ADFA

1 - - - 0.2M - - - 0.2M

Implement

a credit

policy

Implement

ation

report

%

implement

ation

policy

19/20-

21/22

DDCSS,

ADFA

- 100

%

100% 100

%

- - - - -

70 | P a g e

Activities Expected

Outputs

Performan

ce

Indicators

Time

Frame

Respons

ibility


t 18/19 19/2

0

20/21 21/2

2

18/19 19/20 20/21 21/22

Comply

with the

approved

annual

budget

Complianc

e to

approved

budget

%

compliance

to

approved

budget

18/19-

21/22

DDCSS,

ADFA

100% 100

%

100% 100

%

- - - - -

Prepare

quarterly

manageme

nt reports

(cash flows,

debtors and

creditors,

variance

analysis

and

payments

made)

Manageme

nt reports

No. of

manageme

nt reports

18/19-

21/22

DDCSS,

ADFA

4 4 4 4 - - - - -

Strategy 4.6: Cut Operational Costs

Carry out a

Market

surveys on

pricing of

goods,

Market

survey

reports

No. of

market

surveys

undertaken

18/19-

21/22

AD

SCM

1 1 1 1 0.2M 0.2M 0.2M 0.2M 0.8M

71 | P a g e

Activities Expected

Outputs

Performan

ce

Indicators

Time

Frame

Respons

ibility


t 18/19 19/2

0

20/21 21/2

2

18/19 19/20 20/21 21/22

services &

works

Reduce cost

of

procuring

good,

services

and works

Reduced

cost of

procuring

goods,

services &

works

% of

reduction

of costs

18/19-

21/22

ADSCM 0.2% 0.2% 0.2% 0.2% - - - - -

Enhance

water

harvesting

channels

Water

harvesting

channels in

place

Volume of

water

harvested

19/20 &

21/22

DDCSS,

ADHRA

- 200

m3

- 200

m3

- 8M - 8M 16M

Put in place

water

recycling

mechanism

Operationa

l water

recycling

mechanism

%

implement

ation of a

water

recycling

mechanism

19/20-

21/22

DDCSS,

ADHRA

- 25% +25% +50

%

- 15M 15M 30M 60M

Install Solar

panels

Solar

panels

installed

No. of

installed

solar

panels

19/20-

21/22

DDCSS,

ADHRA

D

- 50 50 100 - 15M 15M 30M 60M

72 | P a g e

Activities Expected

Outputs

Performan

ce

Indicators

Time

Frame

Respons

ibility


t 18/19 19/2

0

20/21 21/2

2

18/19 19/20 20/21 21/22

Install

automatic

water taps

and toilet

cisterns

Installed

automatic

water taps

and

cisterns

% of

automatic

water taps

and

cisterns

installed

18/19-

21/22

DD CSS,

ADHRA

D

40% 20% 20% 20% 2M 1M 1M 1M 5M

73 | P a g e

Strategic Issue 5: Institutional Capacity/ Operational Excellence

Strategic Objective 5: To Strengthen Institutional Capacity for Operational Excellence

Activities Expected

Outputs

Performan

ce

Indicators

Time

Frame

Responsibili

ty


t 18/1

9

19/2

0

20/2

1

21/22 18/19 19/2

0

20/2

1

21/2

2

Strategy 5.1: Attract and Retain Competent Staff

Carry out

HR

audit

HR audit

report

No. of HR

audit

report

18/19 DDCSS,

ADHRA

1 - - - 0.4M 0 0 0 0.4M

Review

Organizati

onal

structure

Approved

organizatio

nal

structure

No. of

organizatio

nal

structure

18/19 DDCSS,

ADHRA

1 - - - 0.2M 0 0 0 0.2M

Review HR

establishm

ent policy

Approved

HR

Establishm

ent policy

No. of

approved

HR

establishm

ent policies

18/19 DDCSS,

ADHRA

1 - - - 0.2M 0 0 0 0.2M

Implement

HR

Establishm

ent policy

Implement

ation

report

%

implement

ation of HR

establishm

ent policy

18/19-

21/22

DDCSS,

ADHRA

10% +30

%

+30

%

+30% 270M 300

M

340

M

370

M

1.3B

Review

HR policy

and

procedures

manual

Approved

HR policy

and

procedure

manual

No. of HR

policy and

procedure

manual

18/19 DDCSS,

ADHRA

1 - - - 0.1M - - - 0.1M

Implement

HR policy

Implement

ation

%

implement

19/20-

21/22

DDCSS,

ADHRA

- 100

%

100

%

100% - - - - -

74 | P a g e

Activities Expected

Outputs

Performan

ce

Indicators

Time

Frame

Responsibili

ty


t 18/1

9

19/2

0

20/2

1

21/22 18/19 19/2

0

20/2

1

21/2

2

and

procedures

manual

report ation

Review

career

guidelines

policy

Approved

career

progressio

n policy

report

No. of

approved

policy

document

18/19 DDCSS,ADH

RA

1 - - - 0.1M - - - 0.1M

Implement

career

guidelines

policy

Implement

ation

report

%

implement

ation

19/20-

21/22

DDCSSADH

RA

- 100

%

100

%

100% - - - - -

Develop

mortgage

loan

regulations

Approved

regulations

No. of

regulations

18/19 DDCSS,ADH

RA

1 - - - 0.1M - - - -

Implement

a staff

Mortgage

Scheme

Mortgage

scheme in

place

No. of staff

who have

benefitted

19/20-

21/22

DDCSS,

ADHRA

- 20 30 50 - 150

M

200

M

300

M

650M

Develop

car loan

regulations

Approved

car loan

scheme

No. of

regulations

18/19 DDCSS,

ADHRA

1 - - - 0.1M - - - -

Implement

a staff Car

Loan

Car loan

scheme in

place

No. of staff

accessing

the scheme

18/19-

21/22

DDCSS,

ADHRA

- 10 20 30 - 70M 70M 100

M

240M

75 | P a g e

Activities Expected

Outputs

Performan

ce

Indicators

Time

Frame

Responsibili

ty


t 18/1

9

19/2

0

20/2

1

21/22 18/19 19/2

0

20/2

1

21/2

2

Scheme

Implement

staff

medical

scheme

An

operational

medical

scheme

No. of staff

on medical

cover

18/19-

21/22

DDCSS,

ADHRA

All

staff

in

post

All

staff

in

post

All

staff

in

post

All

staff

in

post

21M 23M 25M 27M 97M

Strategy 5.2: Invest in Training and continuous staff development

Conduct

staff

Training

Needs

Assessmen

t

TNA

report

No. of

TNAs

undertaken

18/19-

21/22

DDCSS,

ADHRA

1 1 1 1 - - - - -

Undertake

institutiona

l skills gap

analysis

Institution

al gap

analysis

report

No. of

analysis

undertaken

18/19-

21/22

DDCSS,

ADHRA

1 1 1 1 - - - - -

Implement

TNA

Report

Training

report

%

implement

ation

report

18/19-

21/22

DDCSS,

ADHRA

50% 50% 50% 50% 7M 10M 15M 20M 52M

Strategy 5.3: Improve Organizational Culture

Develop a

Change

Manageme

nt Plan

Approved

change

manageme

nt plan

No. of

plans

19/20 DDCSS,ADH

RA

- 1 - - - 0.5M - - 0.5M

76 | P a g e

Activities Expected

Outputs

Performan

ce

Indicators

Time

Frame

Responsibili

ty


t 18/1

9

19/2

0

20/2

1

21/22 18/19 19/2

0

20/2

1

21/2

2

Implement

a Change

Manageme

nt Plan

Implement

ation

report

%

implement

ation of

CMP

20/21-

21/22

DDCSS,ADH

RA

- - 50% +50% - - 3M 3M 6M

Establish

staff

coaching

and

mentorship

policy

Approved

policy

document

No. of

approved

policy

18/19 DDCSS,

ADHRA

1 - - - - - - --

Implement

coaching

and

mentorship

policy

Implement

ation

report

No. of staff

mentored

19/20-

21/22

DDCSS,

ADHRA

- 10 10 10 - 1M 1M 1M 3M

Conduct

team

building

Team

building

report

No. of

team

building

exercises

undertaken

18/19-

21/22

DDCSS,ADH

RA

1 1 1 1 1M 1M 1M 1M 4M

Strategy 5.4: Improve Performance Management

Prepare a

bonus

policy

Approved

bonus

policy

No. of

policies

18/19 DDCSS,

ADHRA

1 - - - 0.2M - - - 0.2M

77 | P a g e

Activities Expected

Outputs

Performan

ce

Indicators

Time

Frame

Responsibili

ty


t 18/1

9

19/2

0

20/2

1

21/22 18/19 19/2

0

20/2

1

21/2

2

Implement

bonus

policy

Implement

ation

report

%impleme

ntation

19/20-

21/22

DDCSS,

ADHRA

- 100

%

100

%

100% - 8M 8M 8M 24M

Implement

a

Performan

ce

manageme

nt system

Implement

ation

report

% of

implement

ation

19/20-

21/22

DDCSS,

ADHRA

- 100

%

100

%

100% - 2M 2M 2M 8M

Undertake

performan

ce

appraisal

Performan

ce

appraisal

reports

No. of

Performan

ce

Appraisals

reports

18/19-

21/22

DDCSS,

ADHRA

1 1 1 1 - - - - -

Strategy 5.5: Leveraging on ICT for School’s Processes

Implement

an ERP

system

ERP

system

%

implement

ation of

ERP

18/19-

21/22

DDSCC,

ADICT

100

%

100

%

100

%

100% 1M 1M 1M 1M 4M

Implement

ation of

student

Data

Managem

ent system

Digitalize

d student

data

%

Implement

ation

19/20-

21/22

DDA, ADAS - 100

%

100

%

100% - 1M 1M 1M 3M

78 | P a g e

Activities Expected

Outputs

Performan

ce

Indicators

Time

Frame

Responsibili

ty


t 18/1

9

19/2

0

20/2

1

21/22 18/19 19/2

0

20/2

1

21/2

2

Implement

ICT policy

Implement

ation

report

%

implement

ation

18/19-

21/22

DDSCC,

ADICT

100

%

100

%

100

%

100%

- - - - -

Review

ICT policy

Approved

policy

No. of

approved

policies

19/20 DDSCC,

ADICT

- 1 - - - 0.5M - - 0.5M

Install fire

walls.

Firewalls

installed

No. of

Installed

firewalls

18/19-

21/22

DDSCC,

ADICT

1

1 1 1 1M

1M

1M 1M 4M

Install

physical

intrusion

prevention

systems

Installed

physical

intrusion

preventio

n system

No. of

installed

physical

intrusion

prevention

system

18/19-

21/22

DD SCC,

ADICT

2 1 1 1 2M

1M

1M 1M 5M

Replace

old PCs

New PCs No. of

new PCs

18/19-

21/22

DDSCC,

ADICT

20 15 10 10 2M 1.5M 1M 1M 5.5M

Procure

new

personal

computers

PCs

procured

No. of PCs 18/19-

21/22

DDSCC,

ADICT

5 15 20 9 0.5M 1.5M 2M 0.9M 4.9M

79 | P a g e

Activities Expected

Outputs

Performan

ce

Indicators

Time

Frame

Responsibili

ty


t 18/1

9

19/2

0

20/2

1

21/22 18/19 19/2

0

20/2

1

21/2

2

Install

replication

server

Installed

and

functionin

g

replication

server

No. of

replication

servers

18/19 DDSCC,

ADICT

1 - - - 1M 0 0 0 1M

Install

additional

network

nodes

Installed

network

nodes

No. of

network

nodes

18/19-

21/22

DDSCC,

ADICT

4 2 2 2 3M 1M 1M 1M 6M

Strategy 5.6: Improve Physical Infrastructure

Develop a

master

plan

Approved

master

plan

No. of

approved

master

plans

19/20 DD CSS, AD

HRA

- 1 - - - 5M - - 5M

Renovate

buildings,

roads and

pathways

Renovated

facilities

% of

completed

works

18/19-

21/22

DDCSS,

ADHRA

25% +25

%

+25

%

+25% 20M 20M 20M 20M 80M

Develop

annual

maintenan

ce schedule

Approved

maintenan

ce

schedule

No. of

implement

ation

schedules

18/19-

21/22

DDCSS,

ADHRA

1 1 1 1 - - - - -

Implement

annual

maintenan

Implement

ation

report

%

implement

ation

18/19-

21/22

DDCSS,

ADHRA

100

%

100

%

100

%

100% 4M 15M 15M 15M 49M

80 | P a g e

Activities Expected

Outputs

Performan

ce

Indicators

Time

Frame

Responsibili

ty


t 18/1

9

19/2

0

20/2

1

21/22 18/19 19/2

0

20/2

1

21/2

2

ce schedule

Install

CCTV

camera

system

Installed

CCTV

system

% of

implement

ation

18/19 &

20/21

DDCSS,

ADHRA

50% - 100

%

- 4.5M - 5M - 9.5M

Erect a

perimeter

wall

around the

School

Erected

perimeter

wall

%

completion

of

perimeter

wall

21/22 DDCSS,

ADHRA

- - - 40% - - - 20M 20M

Plant trees

and

flowers

Planted

trees and

flowers

No. of trees

and

flowers

planted

18/19-

21/22

DDCSS,

ADHRA

300 350 400 450 0.1 M 0.2

M

0.3

M

0.4

M

1M

Review

health and

safety

policy

Approved

policy

No of

approved

policies

19/20 DDCSS,

ADHRA

- 1 - - - 0.5M - - 0.5M

Implement

health and

safety

policy

Implement

ation

report

%

implement

ation of

health and

safety

policy

19/20-

21/22

DDCSS,

ADHRA

- 100

%

100

%

100% - - - - -

Develop a

proposal

Proposal

developed

No. of

proposals

18/19 DDCSS,

ADHRA

1 - - - 0.2M - - - 0.2M

81 | P a g e

Activities Expected

Outputs

Performan

ce

Indicators

Time

Frame

Responsibili

ty


t 18/1

9

19/2

0

20/2

1

21/22 18/19 19/2

0

20/2

1

21/2

2

for funding

of a clinic

Establish a

clinic

A

functionin

g clinic

%

completion

of a clinic

19/20 DDCSS,

ADHRA

- 100

%

- - - 8M - - 8M

Strategy 5.7: Improve Transport Services

Develop a

transport

policy

Approved

policy

No. of

policies

18/19 DDCSS,ADH

RA

1 - - - 0.5M

- - - 0.5M

Implement

a transport

policy

Implement

ation

Report

% of

implement

ation

19/20 -

21/22

DDCSS,

ADHRA

- 100

%

100

%

100% - - - - -

Replace

unservicea

ble vehicles

New

Motor

vehicles

acquired

No. of

Motor

vehicle

acquired

19/20-

21/22

DDCSS,

ADHRA

- 2 2 1 - 10M 10M 10M 30M

Strategy 5.8: Ensure Legal Compliance

Conduct

internal

legal

audits

Internal

legal audit

reports

No. of legal

audits

undertaken

18/19 CS/HLS 1 - 1 - 0.5M 0 0.5M 0 1M

82 | P a g e

Activities Expected

Outputs

Performan

ce

Indicators

Time

Frame

Responsibili

ty


t 18/1

9

19/2

0

20/2

1

21/22 18/19 19/2

0

20/2

1

21/2

2

Conduct

external

legal audits

External

Legal audit

report

No. of

external

legal audits

conducted

19/20,

21/22

CS/HLS - 1 - 1 0 2.5M 0 2.5M 5M

Implement

legal audit

reports

Implement

ation

report

% of

compliance

18/19-

21/22

CS/HLS 100

%

100

%

100

%

100% - - - - -

Strategy 5.9: Ensure Compliance with Corporate Governance Requirements

Conduct

internal

Governanc

e Audit

Governanc

e Audit

Report

No. of

Governanc

e Audits

conducted

18/19 CS/HLS 1 - - - 1M 0 0 0 1M

Conduct

external

governance

audits

Governanc

e audit

reports

No. of

Governanc

e audits

conducted.

19/20,

21/22

CS/HLS - 1 - 1 - 1M - 1M 2M

Implement

governance

audit

reports

Implement

ation

report

% of

compliance

18/19-

21/22

CS/HLS 100

%

100

%

100

%

100% - - - - -

Train

Board

Members

Training

Reports

No. of

Board

members

trained

18/19-

21/22

CS/HLS 8 8 8 8 4M 4M 4M 4M 16M

83 | P a g e

Activities Expected

Outputs

Performan

ce

Indicators

Time

Frame

Responsibili

ty


t 18/1

9

19/2

0

20/2

1

21/22 18/19 19/2

0

20/2

1

21/2

2

Strategy 5.10: Institutionalize Monitoring, Evaluation & Reporting

Implement

Monitoring

,

Evaluation

&

Reporting

Framework

Implement

ation

report

% of

implement

ation

18/19-

21/22

ADSCPQA 100

%

100

%

100

%

100% - - - - -

Disseminat

e

Monitoring

&

Evaluation

reports

Disseminat

ion reports

No. of

reports

18/19-

21/22

ADSCPQA 4 4 4 4 - - - - -

84 | P a g e

Strategic Issue 6: Customer Focus

Strategic Objective 6: To Enhance Customer Satisfaction

Activities Expected

Outputs

Performan

ce

Indicators

Time

Frame

Responsi

bility

Target Y1-Y4 Budget Y1-Y4 Budg

et 18/19 19/2

0

20/21 21/2

2

18/1

9

19/20 20/2

1

21/2

2

Strategy 6.1: Enhance Brand Awareness

Conduct a

brand

awareness

baseline

survey

Brand

Awareness

survey

Report

No. of

baseline

surveys

undertaken

18/19 POC 1 - - - 0.4M 0 0 0 0.4M

Publish

Newslette

r

Published

Newsletter

No. of

Newsletter

s published

18/19-

21/22

POC 2 2 2 2 0.5M 0.5M 0.5M 0.5M 2M

Develop

internal

IEC

materials

IEC

materials

developed

No. of IEC

materials

developed

18/19 POC 1 1 1 1 - - - - -

Sensitize

staff on

IEC

Sensitization

workshops

No. of

sensitizatio

n

workshops

18/19-

21/22

POC 1 1 1 1 0.25

M

0.25M 0.25

M

0.25

M

1M

Publish

academic

Journal

Journal

published

No. of

journals

published

18/19-

21/22

DDA 1 1 1 1 1M 1M 1M 1M 4M

Conduct

CSR

Activities

CSR

activities

conducted

No. of

CSR

activities

18/19-

21/22

POC 2 2 2 2 1M 2M 2M 2M 7M

85 | P a g e

Activities Expected

Outputs

Performan

ce

Indicators

Time

Frame

Responsi

bility


et 18/19 19/2

0

20/21 21/2

2

18/1

9

19/20 20/2

1

21/2

2

undertaken

Strategy 6.2: Enhance Customer Centered Service Delivery

Conduct

customer

satisfactio

n survey

Customer

satisfaction

survey

report

No. of

surveys

conducted

18/19 ADSCPQ

A

1 - - - 0.4M - - - 0.4M

Improve

Customer

Satisfactio

n index

Customer

satisfaction

reports

% increase

in

customer

satisfaction

19/20-

21/22

ADSCPQ

A

- X+5

%

X1+5

%

X2+5

%

- 0.4M 0.4M 0.4M 1.2M

Develop a

customer

service

charter

Approved

charter

No. of

service

charters

18/19 POC 1 - - - 1M - - - 1M

Conduct

annual

external

stakeholde

r meeting

External

stakeholder

meetings

report

No. of

meetings

18/19-

21/22

CEO 1 1 1 1 1M 1M 1M 1M 4M

Strategy 6.3: Develop and Improve Communication Channels with Customers

Recruit a

Corporate

communic

ations

officer

Officer

recruited

No. of

officers

recruited

18/19 DDCSS,

ADHRA

1 - - - - - - - -

86 | P a g e

Activities Expected

Outputs

Performan

ce

Indicators

Time

Frame

Responsi

bility


et 18/19 19/2

0

20/21 21/2

2

18/1

9

19/20 20/2

1

21/2

2

Develop

communic

ations

strategy

Approved

communicati

on strategy

No. of

strategies

19/20 POC - 1 - - - 0.4 - - 0.4M

Implemen

t

communic

ations

strategy

Implementat

ion report

% of

implement

ation

19/20-

21/22

POC - 100

%

100% 100

%

- - - - -

Strategy 6.4: Ensure Compliance with ISO Procedures

Review

Quality

policy

Approved

quality

policy

No. of

quality

policies

18/19 ADSCPQ

A

1 - - - - - - - -

Review

departme

ntal

procedure

manuals

Approved

procedure

manuals

No. of

procedure

manuals

18/19 ADSCPQ

A

14 - - - - - - - -

Implemen

t

departme

ntal

procedure

manuals

Implementat

ion report

% of

implement

ation

18/19-

21/22

ADSCPQ

A

100% 100

%

100% 100

%

- - - - -

87 | P a g e

Activities Expected

Outputs

Performan

ce

Indicators

Time

Frame

Responsi

bility


et 18/19 19/2

0

20/21 21/2

2

18/1

9

19/20 20/2

1

21/2

2

Conduct

internal

ISO

quality

Audits

Quality

Audit

reports

No. of

quality

Audits

conducted

18/19-

21/22

ADSCPQ

A

1 1 1 1 - - - - -

Conduct

external

quality

audits

Quality

Audit

reports

No. of

quality

Audits

conducted

18/19-

21/22

ADSCPQ

A

1 1 1 1 0.2M 0.2M 0.2M 0.2M 0.8M

Obtain

ISO 2015

certificatio

n

ISO

Certificate

No. of

certificates

18/19 ADSCPQ

A

1 - - - 1M - - - 1M

Develop

complaint

s handling

procedure

Approved

complaints

handling

procedures

No. of

procedures

18/19 POC 1 - - - - - - - -

The total cost of implementing the strategic plan is projected at KShs. 5.451 Billion.

88 | P a g e

Appendix B: Quarterly Monitoring and Reporting Tool

Strategic Objective:

Strategy:

Reporting period:

Activities Performance Indicators Responsibility Quarterly Achievements/

Milestones

Remarks/Challenges

89 | P a g e

Appendix C: Evaluation and Reporting Tool

FINANCIAL YEAR …………….

Strategic Objective

Strategy

Activity Performance

Indicator

Target Achievement Variance Improvement

Action

Responsibility Cumulative To Date

Achievement

to Date

Remarks/

Challenges

Date post:	22-Mar-2020
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