National Police Service

“Service with Dignity”

Strategic Plan

2013/14 -2017/18

National Police Service 2013 -2018 Strategic Plan iii Foreword

It is with great pleasure that I release this strategic plan which will deliver the continued police reforms and transformation of the National Police Service.

The plan articulates strategies that are being deployed over five (5) years towards a holistic transformation of the Service. In particular, it will strengthen the establishment of various institutions like Internal Affairs Unit, County Policing Authorities and Community Policing Committees as service delivery organs.

Other areas of the strategy include provision of leadership and command to realise harmonisation of component Services, specifically Kenya Police and Administration Police. This will be achieved through collaboration and development of common programmes like training, use of standardised Service Standing Orders, and other administrative systems and approaches.

To ensure a sustained reform agenda articulated in reform legislation, the reforms proposed in legislation and by various stakeholders will be implemented over the next five years. A Reforms Directorate will be established, which will link with reform champions across the Services. The reforms will focus primarily on the policing style, service delivery, modernisation of facilities and use of technology as a thrift to modern policing.

This plan proposes establishment of strategic linkages with diverse stakeholders locally and internationally. NPS will target to benchmark and learn from the best police services in the world. This will ensure that NPS builds momentum towords achieving her grand vision of becoming; “A World-class Police Service.”

The plan envisages strengthening of the institutional capacity that encompasses extensive training of officers, creating a condusive working environment and implementing a performance and quality management system. This is coupled with increased automation and extensive utilization of ICT in policing which will require the networking of all stations and offices, enhanced communications and use of CCTV and other ICT solutions

Certainly, the plan requires increased annual budgets to ensure consistent implementation. While the Government has made significant effort in resource allocation, I also expect that County governments, development partners, business sponsors and public will support the Service using appropriate platforms.

iv National Police Service 2013 -2018 Strategic Plan Finally, Community Policing as a philosophy and crime prevention strategy will be implemented across the entire country. It is a proven model of policing that ensures sensitivity to local conditions and promotes citizen participation. Communities will be encouraged to work with the police in enhancing their own security as envisaged in the Constitution. County Policing Authorities are charged with the responsibility of implementing Community Policing in their Counties. NPS will work with Governors in operationalising CPAs and ensure effective delivery of service at the community level.

I invite all the stakeholders to join NPS in fulfilling her Mission, which is, “To provide professional police service through community partnership and upholding rule of law for a safe and secure society.”

Thank you.

Joseph Ole Nkaissery

Cabinet Secretary, Ministry of Interior and Coordination of National Government

National Police Service 2013 -2018 Strategic Plan v Acknowledgements

The development of this Strategic Plan was a consultative process that involved members of the Service drawn from Kenya Police Service (KPS), Administration Police Service (APS) and Directorate of Criminal Investigation (DCI). The initial team spent time thinking through the process of developing the Strategic plan leading to formulation of vision and mission statements.

Later the team undertook an intensive planning workshop during which the provisions were articulated. Further engagement with senior officers ensured that the provisions were in tandem with the intended changes and reforms in the Service. In this regard, I wish to thank all the Officers who were involved in the drafting and development of this Plan. Although their names may not be listed in full, their contribution is invaluable.

In particular, I wish to thank my predecessor Mr. David Kimaiyo who oversaw the development of this plan. I am also greatful to UNODC for providing financial and technical support during the development of this plan. I thank the Chief of Staff, Mr William Thwere for coordinating the process of this strategic plan development and also appreciate the services of Dr Eliud Nthiga, the Strategic Management Consultant who worked with the team from inception to completion of this plan.

I am most grateful to the team for providing guidance throughout the planning period and ensuring that the provisions in this plan are in tandem with legal provisions, aspirations of the Service and the general public.

Finally, I wish to acknowledge and thank all the stakeholders who also contributed to the plan during the validation workshop. This includes civil society organisations and members of public. I thank you all.

Mr Joseph Boinnet

Inspector General, National Police Service

vi National Police Service 2013 -2018 Strategic Plan National Police Service

Kenya Police Service passout parade

National Police Service 2013 -2018 Strategic Plan vii List of Acronyms

APS Administration Police Service BQ Bill of Quantities CBOs Community Based Organisations CCTV Closed Circuit Television CIC Constitution Implementation Commission CPA County Policing Authorities CPC Community Policing Committees CSOs Civil Society Organisations DCI Directorate of Criminal Investigations DIG Deputy Inspector General DPP Director of Public Prosecution EAC East African Community EAPCCO East African Police Chiefs Conference Organisation ERPS Enterprise Resource Planning System FBOS Faith Based Organisations FGM Female Genital Mutilation GDP Gross Domestic Product GPS Global Positioning System HIV & AIDS Human Immuno-deficiency Virus & Acquired Immune-deficiency Syndrome HQS Headquarters HRM Human Resource Management IAU Internal Affairs Unit ICT Information, Communication and Technology IEC Information, Education and Communication IPOA Independent Police Oversight Authority ISO Organisation for International Standardization KDF Kenya Defense Forces KFS Kenya Forest Services

viii National Police Service 2013 -2018 Strategic Plan KHRC Kenya Human Rights Commission KNHRC Kenya National Human Rights Commission KPS Kenya Police Service KWS Kenya Wildlife Service M&E Monitoring and Evaluation MDAS Ministry, Departments and Agencies MOU Memorandum of Understanding MRC Mombasa Revolutionary Council MTP Medium Term Plan NEMA National Environmental Management Authority NGOS Non-governmental Organisations NIS National Intelligence Service NPS National Police Service NPSC National Police Service Commission NYS National Youth Service PESTLE Political Economic Social Technological Legal Environmental PPPs Public Private Partnerships PR Public Relations PSIP Public Sector Integrity Programme QMS Quality Management System R & D Research and Development SP Strategic Plan SOPs Standard Operating Procedures SRC Salaries and Remuneration Commission SSO Service Standing Orders SWOT Strengths Weaknesses Opportunities Threats TOR Terms of Reference TOT Training of Trainers UN United Nations VDS Vision 2030 Delivery Secretariat

National Police Service 2013 -2018 Strategic Plan ix Table of Contents

FOREWORD ii ACKNOWLEDGEMENTS iv LIST OF ACRONYMS vi

CHAPTER ONE: INTRODUCTION 3 1.1 Background 4 1.2 Mandate of National Police Service 5 1.3 Rationale for the Strategic Plan 5 1.4 Development of 2013-2017 Strategic Plan 6

CHAPTER TWO: INSTITUTIONAL ANALYSIS 7 2.1 The Constitution 8 2.2 Vision 2030 8 2.3 National Police Legislative Framework 9 2.4 Strategic Implications of National Police Service Act, 2011 9 2.5 Staff Analysis and Organizational Structure 13 2.6 Vision 2030 Security Sector Institutional Reforms for 2013-2017 14 2.7 NPS Priority Areas 14 2.8 Capacity Assessment to Implement the Strategic Plan 14

CHAPTER THREE: SITUATIONAL ANALYSIS 16 3.1 Swot analysis 17 3.2 PESTLE 18 3.3 Stakeholders Analysis 20

x National Police Service 2013 -2018 Strategic Plan CHAPTER FOUR: STRATEGIC ANALYSIS 21 4.1 Vision Statement 22 4.2 Mission Statement 22 4.3 Motto 22 4.4 Core Values 22 4.5 Strategic Objectives 22

CHAPTER FIVE: IMPLEMENTATION AND RESOURCE MOBILISATION 25 5.1 Key Success Requirements 26 5.2 Resource Mobilisation 26 5.3 Strategic Plan Rollout & Implementation Strategy 28 5.4 Strategy for Effective Implementations 28

CHAPTER SIX: MONITORING & EVALUATION 29 6.1 Importance of Monitoring and Evaluation 30 6.2 Linkage to Performance Contracting 30 6.3 Data Collection, Analysis and Reporting 30 6.4 Reporting Mechanism 31 6.5 Main Risks and Mitigation Strategies 31 6.6 M & E framework 33

APPENDIX i (i) Organization & Command Structure for the National Police Service 35

APPENDIX ii (ii) Organogram for the Office of The Inspector General 43

APPENDIX iii (iii) Log Frame Implementation Matrix 44

APPENDIX iv (iv) Strategic Objectives 45

National Police Service 2013 -2018 Strategic Plan xi

Chapter One

Introduction

Vision 2030 reiterates this commitment;

“The government will expand, equip and modernize the security agencies to ensure that every Kenyan is assured of their safety and their property…The pay and conditions of service for security personnel will also be improved. Measures will be put in place to support community policing and invest in new technology such as CCTV to improve security.”

National Police Service 2013 -2018 Strategic Plan 1 1.1 Background

Security is critical in achieving and sustaining the economic growth that is envisaged under Vision 2030, with the Government committed to creating a society free of fear and danger. A secure Kenyan environment provides a key incentive for attracting investments both from within and without in order to stimulate economic growth in the country.

To achieve the above, the Government has undertaken to support the transformation of the National Police Service (NPS) into a vibrant and modern organisation that is highly trained, professional and resourced to address 21st century policing challenges. The functions of the NPS will be underpinned by a commitment to the fundamentals of human rights and freedoms, gender Inspector General Mr. Joseph Boinnet being sworn into office concerns and promotion of positive relations with the broader society all cited under the Constitution of As a priority, this plan will focus on the establishment Kenya 2010. of an Internal Affairs Unit (IAU) to increase police Vision 2030 reiterates this commitment; accountability; establishment of County Policing “The government will expand, equip and Authorities as a move towards the devolution of modernize the security agencies to ensure policing responsibility to the County in support of that every Kenyan is assured of their safety the two tier government; vetting of police officers to and their property… The pay and conditions validate and ensure their suitability and competence; of service for security personnel will also be comprehensive rollout of community policing as a improved. Measures will be put in place to national policing philosophy and the operational and support community policing and invest in new institutional strengthening of the police service in technology such as CCTV to improve security.” general.

With the establishment of the National Police Service The process of operational and institutional as one of the institutions of the larger police reform strengthening and reform will require political and process, the development of this strategic plan sets the community goodwill, inspirational and collaborative stage for a prioritised agenda that will accelerate the leadership, commitment by all officers and appropriate highly anticipated police reforms. allocation of resources. This plan articulates how the implementation will be carried out through leading to the realization Vision and Mission of NPS.

2 National Police Service 2013 -2018 Strategic Plan 1.3 Rationale for the 1.2 Mandate of National Strategic Plan

Police Service This strategic plan serves as a link between the The National Police Service Act, 2011, and the Constitution national government aspirations for development as of Kenya recognizes the significant role security agencies articulated in the Kenya Vision 2030 blue print, and play in promoting public safety, law and order. the necessity for security, without which there can be no meaningful development. The government According to the National Police Service Act, 2011, Part III has identified security as one of its key priorities. The (24, 27 and 35) the National Police Service is mandated to social pillar of Vision 2030 specifically seeks to achieve primarily undertake the following functions: a “just and cohesive society.” • Protection of life and property; Under the political pillar for Vision 2030 development • Provision of assistance to the public when in need; Blue Print, Kenya aims at institutionalizing a framework • Maintenance of law and order; that promotes a fair, affordable and equitable access to justice. In this regard, the National Police Service • Preservation of peace; together with other players are expected to put in • Prevention and detection of crime; place specific strategies involving the alignment of • Apprehension of offenders; the national policy and a legal framework, which • Investigation of crimes; meets the needs of a market-based economy, human rights and gender equity, as well as play a critical role • Collection of criminal intelligence; in the promotion of the rule of law. • Conduct forensic analysis; This Strategic Plan, which covers the period 2013 • Maintenance of Criminal Records; – 2018, provides a road map for NPS to provide a • Receiving and investigating complaints; safe and secure environment for all, and articulates • Provision of border patrol and border security; strategies for realising the vision of becoming a “World Class Police Service”. • Provision of specialized stock theft prevention services; The plan outlines activities geared towards • Protection of government property, vital transforming the service. The integration process installations and strategic points; between the Kenya Police and the Administration • Coordinating with complementing government Police provides an opportunity to develop a common agencies in conflict management and peace purpose and agenda, which this strategic plan is building; intended to achieve. • Rendering of support to government agencies in To ensure effective implementation of community the enforcement of administrative functions and policing, the plan seeks to engage all police officers the exercise of lawful duties; across the ranks to partner with the communities in • Fostering relationships with international police operationalizing the Community Policing policy. agencies; With activities set out in a prioritised sense, there is • Enforcement of all laws and regulations with opportunity for sequenced gradual modernization which it is charged; and of the Service within the planned period. However, • Performance of any other duties that may be the current state of the Service creates a negative prescribed by the Inspector General or any other impression due to low resourcing of the Service which written law from time to time.

National Police Service 2013 -2018 Strategic Plan 3 Unveiling of the Service Standing Orders (SSOs)

may lead to delayed modernization, poor service A strategic planning workshop was held where delivery and in-effective management of security as officers deliberated on the strategic objectives and desired by the citizenry. how they were to be implemented. From them were derived primary activities, outputs, indicators and This plan therefore takes cognizance of the needs and generally the implementation matrix. A structure for expectations of the police and other stakeholders. It implementing the plan and resource mobilisation also takes cognizance of the challenging environment strategies was determined. This was done in under which the Service performes its roles and puts conformity to guidelines provided by Ministry of to consideration strengths, weakness, opportunities Planning and Devolution. and threats facing the Service. Fundamentally, this strategic plan is designed to meet the demands and expectations of a Service that is people centred and Further consultations were carried out and views ensures a secure Kenya. from stakeholders including heads of the three Police Units, Ministry officials, development partners and civil society incorporated. The process culminated in a validation workshop where the plan was adopted. 1.4 Development of This participatory process was critical in ensuring that 2013-2018 Strategic Plan the public, as well as Government and officers of all ranks had their views articulated and incorporated to The process of development of this strategic plan ensure ownership of this Strategic plan. was all inclusive and ensured participation of all stakeholders, both internal and external. The process was preceded by several meetings by officers at the Inspector General’s Offices where proposals for vision, mission and core values were received in preparation for the planning workshop. Inspector General’s perspectives of the NPS were also received.

4 National Police Service 2013 -2018 Strategic Plan Chapter Two

Institutional Analysis

“Security is a key incentive for attracting investment as it provides an enabling environment for individuals and businesses to thrive. The economic growth and development anticipated in Kenya cannot be achieved and sustained without a peaceful, stable and secure environment. Security sector envisions a society free from danger and fear by 2030. It aims at guaranteeing every person in Kenya freedom from danger and freedom from fear.”

National Police Service 2013 -2018 Strategic Plan 5 2.0 Institutional 2.2 Vision 2030 Analysis The National Police Service is established as a Service Vision 2030 has identified Security as a major area of under national government to provide security focus. It takes cognizance thus: service to all Kenyans. It is traditionally known that “Security is a key incentive for attracting investment the core functions of police are maintenance of law as it provides an enabling environment for individuals and order, protection of life and property, prevention and businesses to thrive. The economic growth and and detection of crime, apprehension of offenders development anticipated in Kenya cannot be achieved and preservation of peace. These provisions are and sustained without a peaceful, stable and secure variously articulated in several instruments namely; environment. Security sector envisions a society free the Constitution of Kenya 2010, National Police Service from danger and fear by 2030. It aims at guaranteeing Act 2011. Vision 2030 (MTPII 2013-2017), The National every person in Kenya freedom from danger and Government Coodination Act 2013 and other relevant freedom from fear.” documents. During the first MTP 2008-12, the security sector endeavored to address issues of national security. 2.1 The Constitution Special emphasis was placed on security reforms aimed at enhancing the capacity of the State to protect its Article 244 of the constitution provides principles that citizens and property from both internal and external the NPS must adhere to and comply with. They are threats. These reforms included modernizing security categorised into two: First, adherence to constitutional infrastructure, enhancing policing, transforming penal standards of human rights and fundamental freedoms facilities into correctional institutions, improving and second training staff to the highest possible security officers’ welfare, refocusing policing to be standard of competence and integrity. more intelligence-led, enhancing surveillance by Specifically, NPS will: incorporating CCTVs, and integrating vital data needed for effective security management. • strive for the highest standards of professionalism and discipline among its The major achievements under the first MTP 2008-12 members; was estimated at 60% implementation of the six flagship • prevent corruption and promote and practice projects namely: forensic laboratory; Installation of transparency and accountability; surveillance cameras in Nairobi, Mombasa, Nakuru and • comply with constitutional standards of human Kisumu; Police reforms programme including police rights and fundamental freedoms; housing project; establishment of a national security database; establishment of an Integrated Population • train staff to the highest possible standards Registration System (IPRS), and Procurement of e-visa / of competence and integrity and to respect border management system. human rights and fundamental freedoms and dignity; and • foster and promote relationships with the broader society.

6 National Police Service 2013 -2018 Strategic Plan 2.3 National Police Legislative Framework 2.4.1 Reorganization of KPS, APS & After enactment of the Constitution, it was envisaged that DCI relevant legislation would be put in place to give full effect The absorption of the staff and the rationalizing to the provisions thereof. of ranks will demand extensive analysis of jobs, Three institutions were created to ensure Police reforms; The placements and review of structures across the National Police Service Commission (vide NPSC Act 2011); Services. This activity will address duplication of National Police Service (vide NPS Act 2011) and Independent efforts and deployments, thereby strengthening, Police Oversight Authority (IPOA Act 2011). utilization of the Human Resource capacity and The clamour for comprehensive reforms were ignited around rationalization of functions within NPS. 2008 after the post election violence and drafting of “Agenda Vetting of Officers to acertained competence Four.” The three Acts have made provisions that are guiding and suitability in order to give the Service a the reform agenda for the Police. new image and credibility, will be undertaken. Harmonizing the Services and addressing the 2.4 Strategic Implications of challenges of cultural differences and resistance National Police Service Act, will be achieved by the development of programmes to improve attitudes and promote 2011 cooperation and collaboration. There are several implications emanating from the NPS Act Issuance of Service Standing Orders will mark that will define NPS. While a detailed discourse may not be a major strategic shift aimed at harmonizing necessary in this strategic plan, it is important to highlight and standardizing policing practice across the some of the issues since they affect the way the Service will Services. be shaped. These include; • Determination of Ranks harmonized across the two Whilst functions and roles of each Service are main Services (section 4:2). described in the relevant Sections of NPS Act • Transfer of all officers and staff (civilian) immediately 2011 and their distinctive roles outlined, the preceding the Act to Officers and employees of the main focus will be harmonising of activities in NPS (Section 7). support of the NPS mandate. • The empowerment of Inspector General and his core functions (section 8-11). • Functions of the two Services and DCI (Section 22- 2.4.2 Establishment of County 35). Policing Authorities • Establishment of County Policing Authorities (section 40-44). The National Police Service Act, 2011, section 41 • Formation of Police Officers Associations (section 82- establishes County Policing Authorities in all 47 86). Counties. Consequently, the Inspector General • Formation of Internal Affairs Unit for increased police has deployed County Commanders in the the accountability and discipline (section 87-95). Counties to maintain law and order. In line with • Operationalisation of Community Policing as a philosophy (section 96-100). the Act and to achieve this effectively the County • Reciprocity arrangements (section 107-109). Commanders will be members of the County • Operationalisation of National Police Reserve (section Policing Authority. The Governor or a member 110-115). of the County Executive Committee appointed • Issuance of Service Standing Orders (section 10 and by the Governor shall be the chairperson of the 131). CPAs. • Establishment of a Police Reforms platforms (section 126; 132)

National Police Service 2013 -2018 Strategic Plan 7 The County Policing Authority will be instrumental in 2.4.4 Crime management the provision of security in the Counties. Its functions as outlined in section (41) (9) of the National Police Service Act, Over the last five years crime in the country has been 2011 include; development of proposals and prioritized on the increase. Serious crimes have been escalating plans for crime prevention; promoting of Community at the rate of between 3% and 4%. Serious crimes Policing, monitoring progress of crime prevention and most regularly registered in many parts of the country targets, facilitating community participation, provision of are robberies, murders and sexual offences. However, financial oversight and reporting on crimes. the most seriuos threat to National Security remains “The County Policing Authority shall prepare, publicize terrorism and other forms of organised crime. and submit quarterly reports to the Inspector-General, Cabinet Secretary, County Assembly and Governor Kenya has been exposed to various crime threats regarding accounting for the status and progress on emanating from actions of unemployed youth, illegal each of the functions with which it is charged and the refugees, infiltration by bordering communities due to impediments to the performance of those functions.” porous borders, easy access to illicit firearms and more recently terrorism, organised crime, radicalization of 2.4.3 Service Delivery at Station Level youth along religious lines and separatist tendencies. Police Stations are the “window shop” to the National The Police and government have emphasized the Police Service. It is at this point that the vast majority of importance of collaboration in fighting crime. It the citizens access the services provided by the Service. requires the combined efforts of all stakeholders, eg It is at the police stations where Services are expected to Courts (as part of Criminal Justice System), CSOs and plan and work together. They will collect and keep police Citizenry, hence the essence of the establishment records, register the victims of crime and violence, have facility to deal with complaints against police misconduct, of a robust community policing system. Lack of and maintain appropriate lock-up facilities. modern and adequate facilities, metamorphosis and sophistication of crime have contributed to the To make police stations effective centres of service delivery, there will be need for modernization of stations. challenge of fighting it. That will include automation of records, use of ICT, However, the 2012/2013 Annual Report on Crime expansion and standardization of physical structures. Statistics indicated a significant decrease of crimes There is also need to refurbish the Stations and equip them adequately. especially after the March 2013 General Elections.

The table below illustrates the crime trends for 6 years; Year/ Category of Crime 2007 2008 2009 2010 2011 2012

Murder 1402 1822 1711 1613 1662 1733

Robbery with Violence 3771 2251 1735 1776 1787 2429

Carjacking 43 20 67 31 33 19

Dangerous Drugs 5036 3926 3698 3756 3815 3115 Sexual Offences (Rape & Defilement) 3044 2650 3416 3825 3682 3629

Economic Crimes 1311 1143 1427 1520 1475 1471

Source: Annual Kenya Police Service Statistics, 2012 8 National Police Service 2013 -2018 Strategic Plan Crime management will be a major priority concern 2.4.6 Establishment of Internal Affairs during the period of this plan. Research carried out Unit by independent bodies indicated Kenyans are keen One of the major reforms achieved under the police on reforms only if they are geared towards ensuring reform agenda was the establishment of an Internal their security. Therefore, participation of the citizenry Affairs Unit (IAU). Its key roles are to receive and and other stakeholders through community policing investigate complaints against the police, promote efforts is essential. uniform standards of discipline and good order in the Service, and keep a record of the facts of any complaints or investigations made together with 2.4.5 Community Policing results and disciplinary findings. A key facet of their Community Policing is an internationally recognized role is to work towards increasing levels of public trust method for ensuring safer neighbourhoods by and confidence in the Service, and its willingness engaging communities to contribute to their safety and ability to deal with errant officers in a robust, and security. Community Policing is both a philosophy transparent and ethical manner. (a way of thinking) and an organisational strategy A major requirement will be the devolution and (a way to carry out the philosophy) that allows the replication of the Unit functions in all Counties and police and the community to work together using a coordination of complaints recording at the Police innovative ways to solve problems of crime, disorder Station level. There is a requirement that the Units and safety among other issues that improve the be located in separate offices from the rest of the quality of life for everyone in that community. Service. This will create a demand for more offices and The approach has been tried out for a couple of years automation of the same.. with significant success in some areas like Kikuyu and The IAU will work in close collaboration with oversight Lari in Kiambu County, however in some areas it has agencies such as IPOA, The National Police Service not worked as well. There will be deliberate effort to Commission and other relevant stakeholders. ensure models are created that will address specific needs in each County. The responsibility for implementing community 2.4.7 Modernization of NPS policing is the County government under the County As mentioned earlier the government has put effort Policing Authorities but coordinated by NPS with in modernizing the Security and policing sector with Police Stations providing the operational base. focus on; A National Policy on Community Policing has been • Improving security infrastructure, developed. The policy addresses the legal and • Making best use of modern technology in institutional framework and provides broad and investigations, specific guidelines for effective implementation of • policing and surveillance using an integrated Community policing. approach; • public education; • improvement of police officer welfare (both housing and pay); • installation of new and improvement of existing ICT; • increasing focus on the citizen and community policing; and • Enhancement of research capacity in crime control.

National Police Service 2013 -2018 Strategic Plan 9 2.4.8 Cross cutting concerns in the Service

Vetting of all Police Officers A change from a reactive organization to a proactive This exercise started in earnest and has continued with and intelligence–led Service will strongly improve senior and middle level Officers vetted to determine service delivery. This means placing the right people in their competence and suitability to serve in the NPS. the right places at the right time; analyzing, detecting Conducted independently by the NPSC, the objective and preventing crimes before they happen and using is to identify and address cases of impropriety and technologies that will enhance modern policing incompetence which give police a bad image and loss approaches. This will call for effective resourcing of NPS of confidence by the public. Vetting is a major aspect and allocation of resources in crime-prevention priority of police reforms. areas.

Establishment of welfare organisations Integrated and networked ICT and Data Management Systems The NPS Act has stipulated the need to establish staff organisations aimed at improvement of welfare and as Due to low levels of computerization and automation, channels for articulating special concerns like gender. the Service has lagged behind in utilisation of The Act provides freedom for officers to belong to technology-based crime management structures other professional organisations. It is expected that and systems, lacked basic data, and sharing of crime such organizations will be formed. records.

Human Rights based policing During the planned period, NPS will seek to aquire ICT Human Rights are clearly articulated in the Constitution systems and other security technologies, and ensure and the NPS Act. It is a fundamental requirement that an effective data management system. ICT is key in NPS cooperates in development of HR mainstreaming transforming policing in Kenya and strengthening strategies that ensures officers adhere to the highest investigations, identification and tracing of criminals level of responsibility in observing human rights and enforcement of traffic rules. Installation of CCTV particularly in the use of firearms and arrests. This cameras in major towns, networking of police stations, plan envisages collaborative working relationship establishment of data and communication centres with Human Rights Bodies to bring about behaviour as well as e-crime prevention platforms are some change that is desired. of the projects that will be implemented in earnest. Establishment of a forensic laboratory is long overdue. Gender Mainstreaming Corruption The Constitution requires that in all public institutions, one third of its staff be of opposite gender. The NPS Corruption has tarnished the reputation of the is historically skewed towards male gender among otherwise good, hardworking and excellent Service. uniformed officers. While this is expected to be Various complaints of bribery, mistreatment of officers corrected over time, programmes to ensure gender by their seniors, mishandling of suspects, cases of mainstreaming will be undertaken progressively. corruption in recruitments and promotions all serve to spoil the Service. During the planned period there Ethical & Equity Concerns will be development of a robust corruption prevention strategy that will address ethical and service standards The Service has previously been viewed severally and eradicate all cases of systemic corruption. In as indisciplined and lacking ethos inspite of having collaboration with IAU and other oversight bodies, excellent officers who have served with distinction. every means will be applied to restore the reputation Enforcement of core values will ensure adherence of the Service to one that properly attracts the to the code of conduct and attitude and behaviour accolade of ‘world Class Police Service’. Other law change that are desired in the service. enforcement agencies will also play a critical role in fighting corruption.

10 National Police Service 2013 -2018 Strategic Plan 2.5 Staff and 2.4.9 Linkages with other National Organization Structure Policing Organs

NPS Act establishes clear and strong linkages between Policing is a ‘people oriented’ activity and people the various policing organs right from the National are acknowledged to be the most valuable resource Security Council, Cabinet Secretary, NPSC, IPOA and in any organization. Therefore appropriate staffing, others. This plan seeks to strengthen strategic linkages appointment, posting and monitoring and evaluating with all relevant stakeholders’ and key players to performance is critical to achievement of results. ensure effective delivery of policing services. Currently NPS has staffing deficit of 11,000 Uniformed officers arising from variance of authorized staff In principle, the Cabinet Secretary is responsible for complement of 86,336 against a total of 75,325 in provision of Policy direction and ensuring sustainable post (i.e. 41,009 KPS/DCI uniformed officers and APS reforms within the Service. National Police Service 34,316). With a fast growing population, there is need Commission is expected to deal with matters related to train more officers to meet the internationally to welfare of Officers and staff which include; recommended Police Population ratio of 1:450, as recruitment, employment, transfers, remuneration well as make best use of the existing establishment. among others. During the planned period, NPS will develop a comprehensive strategic Human Resource Management and Development framework to Independent Policing Oversight Authority is also linked address primary human resource gaps and concerns. to the NPS for purposes of ensuring accountability of The framework will ensure effective recruitment, officers, and will operate in collaboration with IAU, training, retention of professional skills within the which is responsible for investigating all complaints Service, and ensure productive performance based against Police misconduct. It is envisaged that management that is linked to the overall policing with improved internal and external accountability agenda. the Service will deliver quality service and ensure adherence to ethical and professional standards. Capacity building of serving officers through in- service and on-the-job tailored programmes will continue. This is aimed at enhancing officers The National Security Council on it’s part is responsible capacity and for continued improvement. NPS will for approval of the number of officers required in establish a Senior Leadership and Command-training the Service in the course of providing and assessing programme for senior officers to ensure high quality internal security capabilities under national and leadership capable of transforming the NPS. There foreign policing policy and programmes (section 4 & will be a review of curriculum for the basic training 127 NPS Act 2011). and undertaking of regular training needs and impact assessments. There will also be massive investment in training officers in community policing as the preferred model of policing.

National Police Service 2013 -2018 Strategic Plan 11 2.6 Vision 2030 Security Sector Institutional 2.7 NPS Priority Areas Reforms for 2013-2017 Aligned from the provisions in Vision 2030 and Ministry of Interior and Government Coordination, Several areas According to VDS, the following are projects identified were identified which will be prioritised in the short in the 2nd MTP 2013-2017 which are relevant to NPS. and the medium term; Some may not be implemented in the current period however they all point towards ensuring security and • Strengthening of policing policy regime that require development of various policies, safety of the Country; guidelines and manuals • Development of physical facilities • Create a new Border Security Force / Unit; • Application of ICT and modern technologies in • Enhance the capacity of the National Police policing Service to train 15,000 police officers annually • Improvement of staff welfare: housing, salaries to comply with the UN recommended police to and allowances population ratio of 1:450; • Capacity building and enhancement of officers • Establish Coast Guard Service and Kenya • Research and development in crime including National Maritime Security and Safety intelligence led policing, early warning committee; mechanisms and crime trend analysis • Establish peace building and conflict • Changing police image & culture that requires management structures in all the counties; strategic communication, branding, culture • Introduce technology to deal with cattle change, HR and gender mainstreaming among rustling and other forms of livestock theft; other efforts • Establish a framework for coordination of public All these efforts are expected to lead to an improved and private security stakeholders; safe and secure environment, which is the overall purpose of policing. • Upgrade early warning system and disaster management coordination mechanism in the 2.8 Capacity Assessment country; to Implement the • Develop internal framework for promotion, protection and fulfillment of the right of victims Strategic Plan support services; • Creation of a Metropolitan Police Unit; NPS has the requisite capacity to undertake the proposals made towards reforming the Police Service • Establishment of a statutory Police Reforms and has established relevant structures to achieve that. Implementation Commission to coordinate, The Inspector General has established a Directorate monitor and supervise the implementation of that will be responsible for coordination of reforms. The Police Reforms; and Directorate will work in liaison with other departments • Strengthen the new independent Police within NPS headquarters’ and the Services to design complaints mechanisms (Internal Affairs Unit - and implement programmes addressing the various IAU) relevant areas of service.

12 National Police Service 2013 -2018 Strategic Plan It is envisaged that uniformed officers will be strategy will be put in place to ensure a rapid deployed in the areas of their core mandate response and sustained fight against crime with while the non-uniformed officers will continue particular emphasis on prevention action and to provide support in other relevant areas. Due to rigorous investigation of cases. dearth of technical capacity in some areas, officers Relevant required capacity will be developed with required technical skills will be employed to using continuous and on-the-job training to equip undertake specialized services and will be provided officers in all areas including emerging crimes with appropriate packages for retention and like cyber, terrorism, money laundering, human motivation. trafficking, white collar and other organised Relevant structures to ensure effective crimes. Benchmarking coupled with exchange implementation of this plan will be established while and reciprocal programmes will be put in place to rationalizing various commands, formations, units ensure the Service achieves the desired “World-class” and facilitative structures to ensure effective and standards. efficient service delivery. The police modernization

Commission Chairman, former Inspector General and Service Chiefs in consultation

National Police Service 2013 -2018 Strategic Plan 13 Chapter Three

Situational Analysis

14 National Police Service 2013 -2018 Strategic Plan 3.0 Situational Analysis building approaches with relevant institutions in place. It is vital for every organisation to understand the kind of environment it is operating in and what factors • There is also extensive experience of over 100 years; and may influence success or cause failure of its strategy. The environment is usually affected by factors internal • The Service has international recognition and external to the organisation. having participated in various peace keeping missions, helped train regional police forces Usually three tools are used to undertake and stood to the policing challenges nationally. environmental scan or analysis; the PESTLE, SWOT and Stakeholders analysis. Stakeholders analysis helps to identify all the key actors and what they contribute Some of the identified weaknesses and that this to the success of the strategy. Getting to know their strategy will seek to address include; expectations provides a platform for formulation of a • Inadequate resources and infrastructure to strategy that meets those needs. support effective service delivery due to low budgetary allocations, obsolete and inadequate equipment. SWOT (Strengths, Weaknesses, Opportunities and Threats) identifies factors internal and external that • Low morale among officers caused by would ensure success of the strategy and threats, comparative low wages, inadequate welfare facilities, unclear career progression or scheme which must be managed. As a tool it helps to identify of service among many other HR concerns. strengths to build on, opportunities to take advantage of and weaknesses that ought to be addressed. • Lethargy and inadequate HR capacity caused by loss of trained officers to private sector. On the other hand PESTLE (Political, Economic, Social, Technological, Legal and Environmental) examines • Inadequacy in technical and specialized skills. the environmental factors that are likely to impact • Negative reputation occasioned by endemic on policing including political, economic and social corruption, abuse of human rights, excessive issues etc. use of force, inability to respond to needs, strong negative work culture and attitudes and Below is a summary of SWOT, PESTEL and stakeholders gross unaccountability. Analysis,. Detailed analysis is attached at the appendix 1. • Lack of clarity of roles caused by inadequate or unclear policies, poor supervision, poor performance management structure and rapid changes within the security sector among 3.1 SWOT Analysis other challenges. However, the NPS has an opportunity of turning around Some of the strengths identified that would give NPS the Service in the midst of the above challenges and head start include; various threats. In particular there are opportunities in; • A proper legislative framework in the NPS Act • Improving Officers welfare and wellbeing; 2011 and other legislations allowing for an • Ensuring increased accountability as stipulated effective policing role. in the functions of IAU and IPOA; • There is goodwill from the citizenry, • Improving public confidence by dealing with development partners and government. corruption, increasing partnership between • The Service has excellent training and capacity police and public through community policing

National Police Service 2013 -2018 Strategic Plan 15 3.2 PESTLE Analysis

and establishment of County Policing Every organisation operates in an external Authorities across the country; environment, which is influenced politically, economically, socio-culturally, technologically • Improving budgetary and resource legally and environmentally. It is therefore vital to mobilisation to address modernization determine how these factors are likely to affect the agenda and provision of equipment, implementation of this plan. retention of officers and provedim welfare; Politically the following issues were identified; • Harmonise operations through collaborative and integrated systems for efficient and • There will be continued Political instability effective service delivery. among the neighboring countries eg Somalia which is likely to escalate cases of insecurity • Employing innovative and effective in the country communication strategy • Kenya will remain stable but with ethnic Some of the threats that NPS will have to manage tensions which have to be managed to include; ensure continued security. Political tensions • Negative perception of the Service by the are likely to escalate insecurity. public. • The increased demands by devolved • Rapid and changing crime trends requiring government for security and the need for NPS innovative and sophisticated response to provide officers to support this, is likely to systems. create competition and political overtones • Confusion arising from misunderstanding • At the regional level there is demand for on police reforms, changed law and harmonization of policing practice and legal regimes, establishment of County legislation as well as information sharing Policing Authorities and most critically building pressure for ICT and other implementation of the Community Policing technological requirements for NPS initiative. • Demand for police reforms by public and • Resistance to change by officers, increased other stakeholders will continue to provoke litigation on flimsy grounds and the negative adverse feelings, some that will be political. impact of vetting of police officers. Economically, the following factors will influence • Threat of increased crimes occasioned by policing; militarization and radicalization of youth, • Funding of security projects like the CCTV terrorism and organised crimes and and modernizing of Service will certainly • Inadequate resources that may lead to require heavy capital investment. inability to finance police operations and • There is need to improve on staff welfare, and modernization efforts. terms and conditions of service. • The growing economy coupled with presence of natural resources like oil and other minerals discovered in Kenya are likely to create a robust economy. This will require improved methods of policing to deal with related emerging crimes.

16 National Police Service 2013 -2018 Strategic Plan • There is possibility of under-funding due • Technology will also aid policing; eg use of to devolution demand and the fluctuating mobile communication, computers, CCTV budget and other global impacts like cameras, Forensic science etc economic recessions, low GDP and other • There is demand to automate many aspects of economic factors police operations which will make sharing of • There is also a general view that information and other data, communication unemployment is likely to afflict many and access of police data by the public easier. kenyans increasing income parity which is likely to spur crimes NPS has a legal regime that is new and requires time Closely linked to economic are social and cultural to implement. However, it is going to be influenced concerns; by; • Negative views about ethnicity will continue to bedevil Kenyan communities heightening crime • International instruments and provisions which kenya is a signatory to • The threat of a breakdown of morals & anti- social behaviour can lead to more criminals • Legislative constraints and increased crimes • Litigations arising from police actions • Negative practices like cattle rustling, alcohol • Some legal provisions are inhibitive to policing and drug abuse, FGM and other crimes will work continue to impact on policing. Some of these are centuries old customs which are difficult • Increased public awareness and participation to eradiate Environmentally; • The changing demographics and social • Environmental oversight bodies like NEMA stratification will influence crime trends with will expect NPS to enforce environmental laws more youth getting involved and the poor some that are difficult to enforce becoming poorer and tending towards crime • There are also many crimes against animals • At the global level, Kenya will continue to be and endangered species influenced by various cultures that are likely • Human development activities are likely to to spur activities like terrorism, radicalization, cause conflicts eg in the informal settlements extremism, cybercrime among others • Global warming and other climatic changes • Corruption is a major social concern which are likely to cause famines and droughts, must be addressed to restore credibility back flooding and other ecological challenges to the police • The officers live and work in un-conducive On the technological front; environment. There is urgent need to address • Due to the fast changing technological some of the situations like accommodation advancements, there is evolution of crimes, and housing obsolescence of equipment; cybercrimes and other emerging concerns

National Police Service 2013 -2018 Strategic Plan 17 3.3 Stakeholders Analysis

A comprehensive stakeholders’ analysis was carried Another stakeholder is County governments. NPS Act out which identified key concerns inform of their 2011has placed extensive responsibility for policing expectations and respective expectations by NPS. work at the County with County Policing Authorities This analysis helped in identifying interventions expected to plan, implement and monitor policing aimed at addressing the unearthed expectations. work at their respective jurisdictions. Therefore NPS expects increased partnership with Counties Among the primary stakeholders analyzed included; and development of relevant plans while the The general Kenyan public that expects responsive Counties expect provision of resources, increased police services, respect for human rights as police accountability and compliance to national policing carry out their duties as well as comprehensive standards. reforms within the justice provision sector where police play a key role. While the public have their Government Institutions and other law enforcement expectations, the police expect cooperation and agencies, development partners, Civil Society support as well as participation of the citizenry Organizations and media were among other preferably in community policing and positive stakeholders identified. A table summarizing the change of attitude towards police. issues is in Appendix I.

Partnership in Community Policing between Kenya and the Swedish Government

18 National Police Service 2013 -2018 Strategic Plan Chapter Four

Strategic Analysis

“If you know the enemy and know yourself, you need not fear the result of a hundred battles. If you know yourself but not the enemy, for every victory gained you will also suffer a defeat. If you know neither the enemy nor yourself, you will succumb in every battle.”

Sun Tzu, The Art of War

National Police Service 2013 -2018 Strategic Plan 19 4.0 Strategic Analysis 4.5 Strategic Objectives Over a five (5) year period, the National Police Derived from the vision and mission statements, the Service will focus on the implementation of following are strategic objectives that NPS will pursue this strategic plan taking consideration of and in the planned period; informed by its Vision, Mission, Core values and 1. To provide strategic leadership in the command Strategic Objectives. structure and system for efficient administration of the Service 2. To facilitate and coordinate implementation of 4.1 Vision Statement all policies, regulations & guidelines affecting NPS “ A world class police service ” 3. To guide implementation of police reforms in accordance with the laid down legislative regime 4.2 Mission Statement 4. To undertake establishment of linkages with strategic partners and international police “To provide professional and people- agencies centred police service through community 5. To facilitate modernization of the Service partnership and upholding rule of law for a 6. To strengthen Institutional capacity for effective safe and secure society” service Delivery

4.3 Motto 4.6 Key deliverables “Service with Dignity” “Huduma yenye Heshima” 1. Quality and effective service for public safety and security 2. Harmonization of the Police Services 4.4 Core Values 3. Improved professionalism and accountability 4. Decentralization of services and resources to NPS will endeavour to establish a culture police stations as points of service delivery capable of achieving its Vision by upholding 5. Improved HR management and development the following values; (housing, salaries, comprehensive insurance cover,) 6. Enhanced public participation in policing • Justice 7. Operationalization of functional County Policing • Integrity Authorities in 47 counties • Equity 8. Acquisition of modern equipment and police • Participation solutions for NPS • Accountability 9. Established relationships with various strategic • Openness partners • Civility 10. Highly motivated officers demonstrating positive attitudes and culture

20 National Police Service 2013 -2018 Strategic Plan 4.5.1 Summary of Strategic and Specific Objectives

Specific Objectives were also derived from Strategic objectives to ensure effective and clear view of the core activities required to fully deliver the objectives.

No Strategic objective Enabling Objectives

1 To provide strategic • To establish clear command structures at county level leadership in the • To co-ordinate and determine the establishment and maintenance of police command structure stations, posts, outposts, units or unit bases in the county and system for efficient • To determine the distribution and deployment of officers in the Service and administration of the recommend to the Commission and the County Policing Authorities; Service • To ensure transformation and designation of Police stations, post, outpost, unit or unit base as centres of police service delivery • To facilitate audit of police operations and functions • To establish and devolve the services of the Internal Affairs Units that are competent and equipped to conduct investigations into police misconduct • To establish working mechanisms with Independent Policing Oversight Authority • To establish mechanisms for compensation to victims of police misconduct;

2 To facilitate • To establish NPS governance and Policy development mechanism; and coordinate • To establish mechanism to advise the Government on policing matters and implementation of all services; policies, regulations & • To establish County Policing Authorities and community policing structures guidelines affecting NPS • To establish and issue guidelines on community policing to ensure co- operation between the Service and the communities it serves • To development and implementation of policies, guidelines and SOPS for service delivery; • To issue documentation of Service Standing Orders 3 To guide implementation • To establish a police reforms directorate and programme for implementation of Police Reforms in • To ensure implementation of reforms articulated in NPS Act 2011 accordance with the laid down legislative regime

4 To undertake • To promote co-operation with international police agencies; establishment • To establish cooperation with other public and private bodies to develop of linkages with reliable statistics on crime rates, detection rate, public confidence in the strategic partners and police, number of complaints against the police, as well as personnel international police statistics; agencies • To commission relevant research and benchmark against best practices; • To develop a public- private partnership framework

National Police Service 2013 -2018 Strategic Plan 21 No Strategic objective Enabling Objectives

5 To facilitate • To establish standards for appropriate equipping of the Service modernization of the • To facilitate improvement of living conditions, Service • To initiate Development/ establishment of an NPS headquarters • To improve and upscale use of ICT within the Service

6 To strengthen • To establish and operationalise the Inspector General’s Office Institutional Capacity • To prepare budgetary estimates and annual financial plans, setting out the for effective Service Delivery priorities and objectives of the service and the justification thereof; • To establish manage and maintain institutions, centers and other places for the training and continued development of officers • To mobilize appropriate resources for police operations • To strengthen human resource capacity • To establish framework for the improvement of welfare of police officers • To develop police strategic and corporate communication and image building capacity • To establish a framework for mainstreaming of human rights • To establish a framework on mainstreaming of gender & disability • To establish strategies for elimination of corruption in the Service • To develop service standards and service charter • To establish mechanism to support culture and attitude change • To establish a strong monitoring & evaluation system • To establish a benchmarking framework for the Service • To undertake various Service Quality Assessment Surveys • To ensure framework on development of 2018-2022 strategic plan

22 National Police Service 2013 -2018 Strategic Plan Chapter Five

Implementation & Resource Mobilisation

National Police Service 2013 -2018 Strategic Plan 23 5.1 Key Success 5.2 Resource Mobilisation Requirements

Comprehensive and effective implementation of this NPS is a state agency and receives government funds from strategic plan will call for five critical requirements; exchequer allocation. There is positive political goodwill and commitment by government to ensure that the Service is built to a level where discharge of modern policing is 1. Goodwill of the Executive: The impact of possible. Executive in ensuring funding and operations of the NPS cannot be overemphasized. There is need for the Executive to promote and support The period of this plan will see increased demand for new Community involvement in security, speak infrastructure development at the County levels as well as peace across communities, and deter certain refurbishment of the current facilities. Some facilities like crimes within society, among other efforts. police stations, houses for officers, headquarters for NPS etc. 2. Goodwill of the Public in general: The public will require major repairs and face lift. Others will require will be encouraged to take initiatives for their the setting up and networking of technological equipment own security to ensure success of Community like computers, cameras, etc. Policing as a modern philosophy. 3. Commitment by officers to cause change that is anticipated by this plan. This calls for provision In this regard, there is necessity to build business cases of transformational leadership at different with clear budgets in order to have increased funding levels, attitude change, professionalism, and by government, development partners, Private Public a commitment to excellence in the basics of Partnerships, and other viable income generating activities policing practice and philosophy. The police within the mandate of the NPS. Most practical is the officers in Kenya are highly respected when partnership between National and County Government deployed internationally and the same ought and the willingness of the County Leadership to provide to be experienced locally. adequate security infrastructure within areas of their 4. Resource Planning: As evidenced in the jurisdiction. It is anticipated that resources may be sourced estimated budget, there is need to mobilise from development partners. resources to support the implementation of reform. To modernize the Service in order to attain dignified status requires intensive resource input. 5. Effective and efficient planning: The changes in policing approach demands professional management that must be reflected in effective and efficient utilisation of financial and human resources, and their deployment in areas of greatest impact.

Patrol craft used in community policing

24 National Police Service 2013 -2018 Strategic Plan The table below summarises the financing strategy anticipated by NPS; 5.2.1 Financing Plan

Year Anticipated source of funds Strategy for resourcing 2013/2014 • National Government • Business cases submitted to government and treasury. • County Government Initiate strategic relationships with County Government, development partners, PPPs and other stakeholder in support of various initiatives

2014/2018 • National Government • Business cases submitted to government and treasury • County Government • Initiate strategic relationships with County Government, development partners, PPPs and other stakeholder in support of various initiatives

Cctv Security Cameras A Police Helicopter

National Police Service 2013 -2018 Strategic Plan 25 5.3 Challenges of 5.4 Strategy for Effective Implementing Strategic Implementation Plans

It has been observed that 90% of strategic plans in To ensure effective implementation of this plan;- most organisations fail due to lack of strategy for • NPS will adopt a comprehensive implementation. The main factors that may cause this implementation programme that will ensure strategic Plan to fail includes: awareness creation to all staff for effective • Fear to implement the plan. cascading of the plan • Failure to communicate the plan effectively • Existing resources will be identified, refocused where appropriate and applied to the strategy • Lack of commitment to what is agreed, for the most effective results. Business cases planned and documented. for extra resources will be prepared and • Low resource allocation. submitted to Government, and collaborating • Lack of implementation capacity among partners officers. • Annual plans will be developed and reviews • Inability to measure performance carried out to ensure adherence to strategic plan. This is in tandem with ISO and other • poor Cascade of plans Quality Management standards and practice. • Internal resistance to implement the plan • Targets will be developed based on the among others. strategic plan and linked to Performance Contracts • Monitoring of implementation of strategic plan will be the responsibility of Directorate in the IGs office. • There will be preparation and submission of relevant monthly, quarterly and annual reports based on the various functions and informed by best practice. • The Strategic plan and relevant targets will be linked to the Performance Contracting targets and synchronized for coherence.

26 National Police Service 2013 -2018 Strategic Plan Chapter Six

Monitoring and Evaluation

National Police Service 2013 -2018 Strategic Plan 27 6.0 Monitoring and Evaluation

6.1 Importance of M & E 6.2 Linkage to Performance Contracting

A project implementation, monitoring and The Vision, Mission, strategic objectives and activities in evaluation comittee will be established comprised this plan will be aligned to the National Police Service of officers from IG’s office and the Services. The Performance Contract of all the 5 years to avoid conflict. purpose of monitoring will be to track progress They will also be aligned to the goals of the Ministry with a view to ensuring that the Strategic Plan is of Government of Interior and Coordination which is implemented according to schedule and stipulated responsible for government oversight on policing. timelines. Monitoring, evaluation and reporting will form a critical feature of the implementation of this strategic plan. It will entail routine data collection and analysis. The findings will be used to inform 6.3 Data Collection, decision-making, including taking corrective actions. Analysis and Reporting The Monitoring and Evaluation Committee will be expected to develop an M&E framework, and A Projects Monitoring & Evaluation Unit will be established determine the types of indicators and reports to coordinate data collection, analysis and reporting. The necessary to ensure effective M &E. unit will work closely with the M&E committee. The unit will meet on quarterly basis to review/track In addition, the committee will be expected to apply implementation of projects and report on their status. standards provided in National Integrated Monitoring The unit shall work under the leadership of the Director and Evaluation System (NIMES) requirements. of Police Reforms and provide secretariat services for the Appropriate indicators will be developed based projects M&E committee . on the key performance indicators and linked to To support M&E detailed annual work plans with clear stipulated activities, projects or programmes. performance indicators and assigned responsibilities Evaluations will be carried out according to standards for their achievement will be developed. A monitoring of best practice in order to affirm, or if necessary to and evaluation framework, with elaborate data and realign the strategic direction. These will be done information collection templates and procedures to at least annually however a mid-term reviews will measure performance, will be developed. carried out. An end of term review will also be NPS will also aquire and install an Enterprise Resource carried out on the fifth year to gauge the impact and Management (ERM) programme to support M&E where to identify lessons learnt. The evaluation will inform data will be analysed on a regular basis and reports the next planning cycle. generated and shared to relevant departments.

28 National Police Service 2013 -2018 Strategic Plan 6.4 Reporting mechanism

Administration Police Service passout parade

The Inspector General of Police will ensure:

i. Effective monitoring of the Strategic Plan 6.5 Main Risks and implementation by holding quarterly review Mitigation Strategies meetings;

ii. Receiving of progress reports from the DIG- While National Police Service is keen to accomplish KPS, DIG-APS, Director, DCI and all heads of the full implementation of this plan, some potential departments and divisions; impediments exist. Relevant mitigating measures will be employed iii. Signing of annual performance contracts; to ensure that these risks are addressed. The table iv. Carrying out of annual work plans, execution below summarizes some of the risks and mitigation of the performance contract targets and annual strategies; evaluation on the implementation of the Strategic Plan;

v. Preparation of annual reports to the Cabinet Secretary;

vi. Effective sharing of information with stakeholders and the public using websites and other medium of communication;

vii. Undertaking of mid-term and end-term evaluations respectively; National Police Service 2013 -2018 Strategic Plan 29 Risk analysis & proposed mitigation

S/No. Risk Analysis Mitigation

1 High officers turnover • Harmonize terms and conditions of service and make them competitive • Carefully handle the vetting process • Continue the recruitment process • Initiate HR policy which seeks to identify WHY there is high turn over through use of exit interviews

2 Inadequate resources • Develop sound business cases for extra resources and prioritise them to government and partners • Fundraise through development partners • Ensure effective and lean operations • Upscale the Public Private Partnerships 3 Misunderstanding • Present robust and open accounts of activities between the police • Lobby for goodwill among the various stakeholders service and various stakeholders including • Maintain positive relations and communication with stakeholders government and non- • Organise for regular consultative meetings government actors • Maintain the independence envisaged in law • Employ officers with required skills 4 Lack of skills in specialised areas • Develop requisite capacity internally • Outsource some of the services • Undertake benchmarking for specific skills acquisition

5 Change in legal or • Scan for any changes within legal regime policy regime • Review and develop policies on regular basis • Lobby with relevant bodies to ensure changes or compliance 6 Unwillingness by • Appeal to mind and hearts of officers officers to change • Undertake practical programmes that will be appealing to the officers culture, attitude • Seek feedback on a regular basis and other related behaviour • Identify champions everywhere to drive the programmes • Facilitate termination of service for those unwilling to change • Initiate performance regime that requires an openness to change – rewards through selection/promotion

7 Confusion in • Ensure clear and strong leadership structures command and • Build transformational leadership capacity among leaders at different structure of NPS levels • Create opportunities for regular consultations • Define and strengthen governance structures

8 Low commitment to • Motivate officers to work using the Strategic plan implementing the • Communicate benefits of implementing Strategic plan Strategic Plan • Cascade plan to the lowest levels (Police Station; camp etc) • Highlight achievements and gains and celebrate achievers

30 National Police Service 2013 -2018 Strategic Plan 6.6 Monitoring & Evaluation Framework

An M & E framework gives an overview of how monitoring and evaluation will be carried out. It indicates reporting lines, which may not be similar to organisation structure. Below is a summary M & E framework;

Proposed M & E Framework

National Police Service 2013 -2018 Strategic Plan 31 Appendices

32 National Police Service 2013 -2018 Strategic Plan Appendix 1. Situational Analysis 1. SWOT Analysis

Aspect Concerns

Strengths • Legislative framework; NPS, NPSC, IPOA, Constitution • Political goodwill: Sitting government is supportive of NPS • Autonomy of command • Goodwill and support by development & strategic partners • Countrywide presence • Strong human capital; trained & experienced in relevant areas of service • Developed and tested curriculum for police training • Goodwill of the citizens • Enduring history & identity • Friendly service • Recognized internationally; peacekeeping, Interpol etc • Positive linkages with strategic stakeholders • Established internal accountability mechanism

Weaknesses • Inadequate HR Capacity • Limited logistical capacity • Poor record of internal accountability • Lack of national policing policy • Lack of scheme of service • Inadequate HR Policies • Seeming conflict between services • Lethargy of specialists • Stagnation in one rank for too long • Lack of clarity between NPS and NPSC functions • Inadequate budgetary allocation • Inadequate infrastructure eg offices, vehicles, housing, specialized equipment, communication equipment etc • Lack of research function; policies, units • Limited welfare provisions; medical • Slow adoption of ICT • Negative attitude within the service • Strong gender imbalance • Corruption • Weak performance management system • Poor relationship with institutions of higher learning • Bureaucracy in procurement • Poor terms and conditions of service • Inadequate and obsolete equipment • Poor Public Police relationship • Low access to Police information • Inadequate skills in forensic and other specialized skills • Lack of clear command structure • Low motivation • Lack of skills for technology exploitation • Low investigating capacity

National Police Service 2013 -2018 Strategic Plan 33 Aspect Concerns

Opportunities • Modernization of service with equipment • Central command • Human resource for further training in various specialized areas • Harmonization of policies • Establishment of County Policing Authorities • Equal opportunities for deployment of officers in diverse areas within service • Support by various stakeholders & development partners including County Authorities • Clear development agenda vision 2030 • Operationalisation of legal provisions within governance and reform agenda • Improvement of police accountability through IPOA and IAU • NPSC for regulation of police operations • Leveraging of policing using ICT • Harmonization of services • Linkages and partnerships with institutions • Community policing philosophy • Decentralization of services to police station level • Robust media • Strengthening of police-court relationship (court users committee)

Threats • Negative perception by public • Disregard for provisions of the law • Strain of services due to International terrorism and crime • Changing political dynamics • Negative influence by retired or post police officers • Confusion and conflict with County governments • Misunderstanding of police Reforms • Militarized communities • Rapid change in ICT • Legal challenges emerging from litigation • Resistance to reforms • Public hostility to police • Use of fraudulent documents • HIV & AIDS leading to attrition of officers • Negative publicity by media • Delayed delivery of judgment by Judiciary

34 National Police Service 2013 -2018 Strategic Plan 2. PESTLE Analysis

Aspect Concerns

Political • Political instability among the neighbors eg Somalia • Stable country politically • Negative attitude among the elites • Interference by leaders • Devolved government creating competition • Need for harmonization arising from regional integration; EAPCCO; Interpol etc • Legislation reviews and amendments • Lobbying by civil society • Balkanization & polarization of Kenya • Demand for police reforms by Public and other stakeholders • Pressure on government to reform the Police • Suspicion within the EACC

Economic • Uncertainty in global economic situation • Funding of security projects eg the CCTV • Taxation on various products • Inflation movements • Presence of natural resources like oil and water likely to improve economy • Fluctuations in budgetary allocations • Growing economy likely to increase funding for security • Possible under-funding due to devolution demand • Increasing poverty • Low GDP hence inadequate resources for security • High levels of unemployment • Increased resources at the County Government supporting security

National Police Service 2013 -2018 Strategic Plan 35 Aspect Concerns

Social –culture • Negative ethnicity • Breakdown of moral fabric & anti-social behaviour • Increase use of drugs • Negative practices like cattle rustling • Changing demographics influencing crime trends • Increased economic & economic crimes • Social classification; growing inequality between the rich and the poor • Globalization; culture impact; drug abuse; lifestyles; terrorism • Corruption • Social interrelationships causing behaviour change

Technological • Fast changing technological advancements; crime, obsolescence of equipment; hacking into police facilities • Development of technology to aid policing; eg mobile communication, GPS • Demand for technological modernization of Police eg use of forensics in criminal investigations; • Demand for automation of police records • Ease of communication with stakeholders • Information sharing possibilities • Enhanced Access to information

Legal • International instruments and provisions • Legislative constraints • Numerous provisions influencing policing • Litigations arising from police actions • Some legal provisions are inhibitive to policing work • Increased public awareness and participation

Environmental • Possible natural disasters • Provisions of NEMA • Increased trafficking of endangered animals and species (SITES) • Human development eg informal settlements; • Migration of people • Global climatic changes causing conflicts • Un-conducive work & living environment

36 National Police Service 2013 -2018 Strategic Plan 3. Stakeholders Analysis

S/No. Stakeholders Stakeholders’ expectations Expectations of NPS

1 Attorney • Receive quality police • Cooperation & support General services • Change of attitude towards Police • Police Public partnership • Obey the law • To be treated fairly • Give information and feedback • To be respected and uphold • General goodwill and support in human rights implementation of reforms • Have access to the Police • Participate in Community Policing • Professionalism effort • implementation of police reforms 2 Other law • Partnership in fighting crime • Partnership in fighting crime forcement • Sharing information • Sharing information agencies e.g. • Professionalism • Professionalism • Partnership in Capacity • Partnership in Capacity building KFS, KWS, building • Collaboration & cooperation in joint KDF, NYS, NIS, • Collaboration & cooperation operations & activities Prisons etc in joint operations & activities • Mutual respect for each others • Mutual respect for each mandate others mandate

3 Judiciary • Quality investigations • Realistic interpretation of laws & presentation of lawful • Acceptance of evidence adduced by evidence police • Presentation of cases for • Deliver judgment expeditiously prosecution • Respect for Officers presenting • Honor and execute court evidence orders • Change attitude about the Police • Presentation of accused (court users committee) persons before court • Appreciate the work environment of • Professionalism the Police 4 Office of • Undertake comprehensive • Expeditious prosecution of cases Director investigations • Expeditious & clear instructions on of Public • Present cases for prosecution cases forwarded to them • Sufficient professional prosecutors Prosecution • Cooperation • Professionalism • Professional legal advice (ODPP) • Capacity build officers in investigations 5 Attorney • Feedback on laws • Fast track enactment of General • Provide clear instructions on pending laws eg Coroners, cases affecting Service Private Security regulations etc • Officers to attend court as • Adequate Representation on witness on civil matters civil matters affecting Service • Competent and professional • Comply with court orders to avoid litigations

National Police Service 2013 -2018 Strategic Plan 37 S/No. Stakeholders Stakeholders’ expectations Expectations of NPS 6 Development • Implement Police reforms • Long term commitment and support Partners • Respect for Human Rights • Support in funding some of the • Mainstreaming of gender Program’s eg Police Reforms • Address corruption ethical • Provision of technical skills and and corruption issues support • Functional accountability • Better understanding of the police functions eg IAU & IPOA work • Clear strategic plan with priorities & action plans • Fair vetting of Officers • Effective utilisation of resources • Regular feedback • Partnership in development capacity 7 Suppliers • Provide business • Timely delivery of quality goods, • Transparent & healthy works and services competition in tendering • Adherence to ethical business process practices • Timely payment for services rendered • Comply with PPDA requirements (2005 & 2006) • Comply to policy directives on award of tenders

8 Civil Society • Transparent • Partnership in policing programmes & organisations; • Respect for human rights reforms (NGO’s, FBOs; • Undertake police reforms • Awareness creation • Undertake responsible and CBOs) fair vetting of officers 9 NPS Staff • Payment of adequate & • Professional discharge of duties internationally benchmarked • Understand & Enforce the law salaries and remunerations • Uphold NPS Values, be highly • Provide opportunity for disciplined & have a positive employment & career attitude development • Provide quality services to the • Conducive working Stakeholders environment • Accept and manage the reforms • Support of officers when they are victims of crime 10 Victims of • Prompt response to • To report the crimes incident, investigate & crime • Cooperate in investigations & following of due process appear in court to give evidence • Handling of cases in professional manner eg Gender based violence • Empathy& support • Educate on provisions of law regarding crime committed

38 National Police Service 2013 -2018 Strategic Plan S/No. Stakeholders Stakeholders’ expectations Expectations of NPS

11 Suspects / • Handled according to law • Cooperate in investigations Criminals • Accorded Fair hearing • Submit to arrest • Accorded the rights of an arrested person

12 Constitutional • Adherence to the • Guidance on various legislations Commissions constitution and other • Capacity development in specific (CIC; KHRC; relevant legislations areas eg Human Rights, gender etc • Provide adequate policy and • Partnership in implementing some SRC; GEC; guidelines within a given programmes KNHRC; etc) time frame • Implement the legal provisions • Provide feedback

13 IPOA • Accountability • Professional Advice • Cooperation • Objective Feedback • Professionalism • Professional investigations • Feedback and reports • Support Police in lobbying for • Full operationalisation of IAU improved service delivery • Immediate reporting of • Support IAU in rolling out the services deaths occasioned by Police action • Partnership in improving police work

14 National • Professional & Accountable • Develop relevant policies, regulations Police Service • Implement policies, and guidelines Commission regulations and guidelines • Develop an elaborate scheme of • Improvement of Policing service (NPSC) services nationally • Delinked from mainstream Civil • Receive regular feedback and Service reports • Clear workflow & information • Clear workflow & information • Pay attention to police service needs

15 Ministry of • Perform duties professionally • Provide legislative & policy guidelines Interior and • Implement legislative & policy • Independent management of Police Government guidelines Resources (IG to be the Accounting • Ensure security of all in Kenya Officer) Coordination • Fulfill the mandate • Support in implementing police • Prudent and efficient reforms utilisation of resources • Allocation of adequate resources • Provide feedback and reports • Provide a platform for collaboration • Meet the Performance with development partners Contract agreements

National Police Service 2013 -2018 Strategic Plan 39 S/No. Stakeholders Stakeholders’ expectations Expectations of NPS

16 National • Prudent and efficient • Timely release of finances Treasury utilisation of resources • Adequate allocation of resources • Timely presentation of (according to approved budgets) comprehensive budget • Plow back collected Miscellaneous proposals revenue (A-in-A) • Efficient collection of Miscellaneous revenue • Financial reports and accountability

17 National • Contribute to formulation • Mobilise resources for the Council for and development of policies Administration of Justice Administration • Implementation of • A platform for creating harmony policies, strategies & among criminal justice agencies of Justice recommendations for effective implementation of justice • Participate in Court users committees 18 County • Membership and • Moral & financial support Government participation in county • Sensitise public on Community policing authorities Policing • Leadership in community • Partnership with all law enforcement policing agencies • Provide financial and • Develop relevant plans logistical support for County Policing authority • Implement County Policing Plans • Provide crime statistics • Monitor crime trends & submit reports • Foster public participation, accountability and compliance with National Policing Standards 19 IPOA • Respect constitutional • Correct, balanced and objective freedom of media reporting & coverage • Access to information on • Inform and sensitise the public on police issues policing issues • Regular briefings and press • Partnership in information sharing releases • Positive relationship

20 Other MDAs • Protection • Collaboration • Law and order • Respect of each others mandate • Support in implementing government mandate • Collaboration

40 National Police Service 2013 -2018 Strategic Plan APPENDIX ii: Organization & Command Structure for the National Police Service National Police Service

2013 -2018Strategic Plan

41 42

National Police Service APPENDIX iii: Organogram for the Office of the Inspector General

2013 -2018Strategic Plan PRINCIPAL ASSISTANT TO INSPECTOR GENERAL

Counter Violence, Extremism

and Organised Crime APPENDIX iv: Strategic Objective One: To Provide Strategic Leadership in the Command Structure and System for Efficient Administration of the Service

Enabling Activities Outputs Indicators Verification Assumptions 2013/4 2014/5 2015/6 2016/7 2017/8 Objective

To establish Post commanders No of officers Officers Officers Competent clear command for various posted officers will be Reports structure at Services and posted County Levels formations to the Counties National Police Service Establish No of CPAs Authorities Reports Counties will County policing established move with speed Members Authorities in to establish collaboration with County Government Resources will be availed

Undertake No of plans Plans Plans Willingness to development of developed develop their

2013 -2018Strategic Plan County Security own plans and Strategic Plans for follow them each County

Develop County No of models Models Models Each County will Command be innovative to Reports structure deal with security model(s) for concerns effective service delivery 43 44 National Police Service

Enabling Activities Outputs Indicators Verification Assumptions 2013/4 2014/5 2015/6 2016/7 2017/8 Objective

Undertake audit Staffing gaps Staff Reports There will be fair of strength established requirements assessments required in each County

2013 -2018Strategic Plan Train CPAs on No of trainings Trainings Reports Commitment to Policing and undertaken ensuring success other related of CPA

supervisory People trained Curriculum concerns

Develop County Tools developed Reporting Templates Adequate monitoring and templates & capacity reporting tools questionnaires Availability of CPA Questionnaires members

To co-ordinate and determine Develop & Criteria developed Criteria & Guidelines & The dynamism the establishment Review criteria for guidelines criteria in Community Guidelines and maintenance establishment of policing will of police stations, police stations, influence posts, outposts, posts, outposts, positively the units or unit bases units and unit establishment of in the county and bases. Units, etc determine the boundaries of the police stations, outposts or unit bases; Enabling Activities Outputs Indicators Verification Assumptions 2013/4 2014/5 2015/6 2016/7 2017/8 Objective

Set up a committee Committee Committee List of members An adhoc to advice and established committee with Minutes rationalize the clear mandate establishment of police stations etc

Allocate finances Budget & Plans Finances Increase in financial and equipments for allocation allocations to cater Plans Stations plans fo modernization of stations

Modernize police No of stations Stations List of stations Adequate resources

National Police Service stations to conform constructed/ modernization allocated to Plans with section 40 modernizat ion modernization Automation of NPS ACT 2011, Equipments Levels of Space to construct including posts inventory connectivity & ,outposts, units and Goodwill from automation unit bases . County & government

Review boundaries No of reviews Reviewed Reviewed criteria Emerging issues will & criteria on a criteria be taken to context

2013 -2018Strategic Plan regular basis

45 46 National Police Service

Enabling Activities Outputs Indicators Verification Assumptions 2013/4 2014/5 2015/6 2016/7 2017/8 Objective To determine Establish an Committee in Committee Members The three main HR Advisory place the distribution Minutes of services will Committee and deployment meetings contribute to the of officers in committee esp the Service and HRMs and other recommend to the relevant staff

2013 -2018Strategic Plan Commission and the County Policing Authorities;

Initiate the Deployment Policy Policy development of a police developed document & deployment policy guidelines and guidelines.

Undertake a Status of Report Report There is no comprehensive deployment bias during the assessment established assessment of officers’ deployment.

Undertake Officers deployed Extensive List of Officers will be equitable transfers deployments moved without redeployment duplication of services

Undertake Status report Deployment Report Deployment will deployment impact levels have positive assessment Effect on crime impact in and other nationally Enabling Activities Outputs Indicators Verification Assumptions 2013/4 2014/5 2015/6 2016/7 2017/8 Objective To Ensure transformation Modernize the New Constructions BQS and awards Allocation of police stations, constructions Police stations and designation Designs Commissioning posts , outposts, modernization of Police stations, New equipments certificates unit or unit base Inventories of posts, outposts, and facilities unit or unit base NPS Inventories for Automated communication etc as centres of Police Use of systems service delivery computers

Lobby for increased Increased budget Resources Budget allocations Goodwill and budgetary & resources & appropriation support from allocation for reports government modernization & other development partners National Police Service To facilitate audit of Establish the office Audit office Office Physical office A coordination police operations for audit of police & officer(s) in office at IGs office Officer(s) Name of officer(s) and functions; operations charge

Establish and Audit indicators Framework Framework Standards for Review a framework developed police operations Tools Tools for audit of police will be established Tools developed operations

2013 -2018Strategic Plan Establish an Audit Committee in Committee List of members An adhoc committee, its TORs place committee or Guidelines Minutes from and guidelines annual committee Guidelines committee selected meetings Willingness to do a Guidelines good job

47 48 National Police Service Enabling Activities Outputs Indicators Verification Assumptions 2013/4 2014/5 2015/6 2016/7 2017/8 Objective Build capacity for No of officers Officers List of officers Effective effective audit trained to trained standards set Curriculum undertake and training various audits tailored to address them Undertake Audit No of audits Processes Reports Willingness undertaken audited to adhere Areas

2013 -2018Strategic Plan to proper improved processes & standards Undertake Officers deployed Extensive List of Officers will be equitable transfers deployments moved without redeployment duplication of services

To establish and Establish a Directorate in Directorate Directorate There is

devolve the services functional place adequate Space of the Internal Directorate at the at Jogoo house Affairs Units that are NPS Headquarters able and equipped to conduct investigations into police misconduct

Appoint a Director Director & staff in Director & staff Appointment/ Skills & and such other staff place deployment acceptance as the unit may require.

Develop strategy Strategy in place Plan Plan Enough for resource budgetary odernizatio for allocation office establishment Development and equipment partners support Enabling Activities Outputs Indicators Verification Assumptions 2013/4 2014/5 2015/6 2016/7 2017/8 Objective Develop IAU Guidelines Guidelines Guidelines guidelines

Train IAU staff on No of staff Staff Training programme Relevant various odernizati trained curriculum List of trained staff, courses impact assessment Support by development partners Set up and equip No of counties Offices Physical addresses Availability of IAU offices at the with IAU offices at county Staff deployed Staff files County level level No of staff Structured No of cases Establishment of a Reporting system handled special system for mechanism in Reports reporting place National Police Service To establish working Develop guidelines Guidelines Guidelines Guidelines mechanism with on the working developed Independent mechanism with Policing Oversight IPOA Authority

Organize regular No of meetings Meetings Minutes Enough consultative held budgetary Resolutions, meetings allocation results

2013 -2018Strategic Plan Development partners support

Organize regular No of meetings Meetings Minutes Enough consultative held budgetary Resolutions, meetings allocation results Development partners support

49 50 National Police Service Enabling Activities Outputs Indicators Verification Assumptions 2013/4 2014/5 2015/6 2016/7 2017/8 Objective Share information No of reports & Reports and Reports Goodwill among with IPOA findings findings the two institutions

To Provide Develop a Framework Framework Framework Capacity to compensation to framework document draft a relevant victims of police for victim framework misconduct; compensation.

2013 -2018Strategic Plan

Allocate funds Funds allocated Funds Budget & There will allocations/ be effective payments mechanism to reduce Cases investigated modernization and concluded cases

Strategic Objective Two: To facilitate and coordinate implementation of all policies, regulations & guidelines affecting NPS

Enabling Activities Outputs Indicators Verification Assumptions 2013/4 2014/5 2015/6 2016/7 2017/8 Objective

To establish NPS Undertake a policy Status on policy Policy gaps Report There are still gaps governance and gaps analysis concerns in NPS in the NPS Policy development mechanism;

Develop guidelines Guidelines Guidelines Guidelines Policy review and for initiating policy developed prompts should development be guided by a known criteria National Police Service Undertake regular No of Reviews Policies reviewed Policy documents There is need for policy reviews undertaken review. Use of best practice is after 2 yrs

Undertake training No of officers Sessions held Curriculum There is need to on corporate trained build this capacity Officers trained List of officers governance for all in the Service trained senior officers and

2013 -2018Strategic Plan heads of units/ departments

To advise the Establish an Advisory board Board Members Members will government on advisory board in place make worthwhile Members of board Minutes of policing matters contributions meetings and services;

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Enabling Activities Outputs Indicators Verification Assumptions 2013/4 2014/5 2015/6 2016/7 2017/8 Objective National Police Service

Prepare and Policy briefs Advice Reports Briefs will be useful submit relevant submitted to government in policy briefs and to relevant improvement of reports government security institutions

To strengthen Facilitate the County Policing Gazettement of List of Members The process will be county Policing establishment of Authorities in Members of CPA of CPA undertaken without Authority and County Policing place politicization 2013 -2018Strategic Plan Operational CPA Reports from CPA Community Policing Authorities (issue guidelines on Security Plans Security Plans community policing from CPA and ensure co- operation between the Service and the communities it serves in combating crime);

Develop the Policies Policies Policy documents There will be need county Policing developed for policies Authority policies

Develop the Guidelines Guidelines Guidelines There will be need community developed for guidelines policing guidelines

Establish & No of Committees Members Neighborhoods Strengthen the committees will be willing to Committee community established establish and serve in reports policing the Committees committees Enabling Activities Outputs Indicators Verification Assumptions 2013/4 2014/5 2015/6 2016/7 2017/8 Objective

Allocate finances Budget for CPA Budget Budget plan and Goodwill and to the Authorities established allocations support from government & public

Develop Training Curriculum Curriculum Changing dynamics Community curriculum in will demand new Policing place skills and strategies curriculum

Develop Training Curriculum Curriculum Changing dynamics community curriculum in will demand new Policing place skills and strategies curriculum

Identify and train No of Champions List of trained Officers with tenacity National Police Service champions to champions champions to drive change and Curriculum rollout community selected and transformation will Curriculum for policing trained be identified across training programme the country

undertake No of trainings & Trainings Training reports Availability for capacity building people trained training by CPA and People List of people for CPA & CPC CPC trained Champions will be Course

identified to drive 2013 -2018Strategic Plan programmes the programme

53 54 National Police Service

Enabling Activities Outputs Indicators Verification Assumptions 2013/4 2014/5 2015/6 2016/7 2017/8 Objective

To ensure Complete SSOs in place SSO SSOs Review will make issuance and drafting of Service it easier for Officers documentation of Standing Orders to apply them on a Service Standing daily basis

2013 -2018Strategic Plan Orders

Publish Service Published SSOs SSO SSOs There will be Standing Orders expeditious approval by CIC

Sensitize and No of officers Officers List of officers There will be distribute the sensitised ownership of the Events Events & list of Service Standing new SSOs No of events attendants Orders to all the Publications organised officers Publications IECs & bridged version published

Review the No of reviews Reviews Reviews There will be Service Standing constructive Orders on regular feedback based on basis. implementation of the SSOs Strategic Objective Three: To guide implementation of Police reforms in accordance with the laid down legislative regime

Enabling Activities Outputs Indicators Verification Assumptions 2013/4 2014/5 2015/6 2016/7 2017/8 Objective

To establish a Establish Directorate in Director Reforms Reform plans Clear understanding police reforms a Reforms place of what reforms Coordinators Reform officers institutional directorate at agenda is County framework headquarters Functional coordinators and Coordination officers deployed offices at the county level

Establish a NPS Committee in Committee List of members The demand for reforms & audit place clarity is needed on Minutes from

National Police Service committee every reform process meetings

To develop clear Reforms agenda Agenda Prioritised There will be clarity reforms agenda in place reform on what needs to be for NPS programme done

Prepare a 3 years NPS reforms Reforms strategy Strategy Strategy will be Institutional strategy in place document accepted and have Framework with goodwill of officers a clear linkage to and citizens the county level

2013 -2018Strategic Plan

Capacity Building- No of officers Officers List of officers Trainings will be undertake training trained linked to reform Trainings Curriculum on reforms agenda & easy to No of trainings implement held

55 56 National Police Service

Enabling Activities Outputs Indicators Verification Assumptions 2013/4 2014/5 2015/6 2016/7 2017/8 Objective

To ensure Identify and Reforms areas Reforms NPS reforms The reforms implementation prioritise all the identified Report have goodwill of reforms reform areas in the and support of articulated in NPS NPS Act 2011 government and

2013 -2018Strategic Plan Act 2011 citizenry

Design reform Reform Programme Programme There will be clarity programmes Programme in document in reforms required place

Mobilise and Resources Budgetary Budget & There will be clarity allocate resources allocated allocation appropriation on what needs to be to undertake report done

reforms Audit the No of audits Audit Audit reports Strategy will be implementation of undertaken accepted and have reform activities/ goodwill of officers M&E (Feedback and citizens Mechanism) Strategic Objective Four: To undertake establishment of linkages with strategic partners and international police agencies

Enabling Activities Outputs Indicators Verification Assumptions 2013/4 2014/5 2015/6 2016/7 2017/8 Objective

To promote Develop a Framework Framework Framework Relevant skills co-operation cooperation & developed document and strategy for with international collaboration engagement will be police agencies framework articulated

Develop a data Data base Data Data bank Presence of willing base of various developed partners locally and stakeholders and internationally strategic partners

Conduct joint No. of meetings Meetings Reports Willingness to share consultative held information and best Minutes meetings and practices

National Police Service address issues of common interest

Collaborate in No of officers Officers List of officers There will be capacity building trained trained goodwill to support Equipment or and technical and build capacity Support in aid support in aid Inventory support of NPS

Undertake local No of officers Officers List of officers Opportunities will be and international involved created

2013 -2018Strategic Plan exchange programmes

Participate in No of officers Officers List of officers Identification of international attending relevant events and IEC materials police activities conferences and organisations and organizations other activities Membership (seminars, numbers Membership conferences etc.) in international organisations 57 58

Enabling Activities Outputs Indicators Verification Assumptions 2013/4 2014/5 2015/6 2016/7 2017/8 National Police Service Objective

Source for No of officers Framework Curriculum Collaborators sponsorship from trained in willingness List of officers other countries specialised areas to support in trained who have capacity specialised trainings Amount of to run courses in Resources sponsorship specialized areas/ mobilised Benchmarking

To cooperate with Identify local and Data base Data base Data bank Availability of 2013 -2018Strategic Plan other public or international created organisations private bodies to agencies to specialised in crime provide reliable cooperate with research and other police statistics specialised areas on crime rates, detection rate, public confidence in the police, number of complaints against the police, as well as personnel statistics

Identify areas of Research areas Report Report on The security sector as research identified research areas researchable areas

Carry out No of researches Findings Reports Adequate capacity researches carried out is built to undertake research

Hold regular No of forums Forums Agenda of Forums will be forums with held forums created by NPS and Participants relevant stakeholders No of List of stakeholders participants in participants the forums Enabling Activities Outputs Indicators Verification Assumptions 2013/4 2014/5 2015/6 2016/7 2017/8 Objective

Develop a robust Research Computers Inventory Capacity to ICT system to software undertake research Software’s Commission capture and and data certificates analyze statistics management (Personnel and system in place Crime)

To commission Establish a R&D Departments Departments Departments There will be relevant research department in all established capacity to Staff deployed and benchmark the Services undertake research against best practices

Build capacity for No of officers Officers List of trained There will be research trained in officers goodwill to support research and build capacity Curriculum of NPS National Police Service

Partner with No of researches Research Reports and There will be keen private bodies and carried out findings areas for research local /international security organizations to commission research and produce reports Partner with No of MOUs MOU The partnerships will

2013 -2018Strategic Plan institutions of institutions be beneficial to the Students List of officers higher learning officers education No of officers advancement taking courses

To develop a Develop a Policy Policy in Place Policy Policy document The partnerships will Public-Private on Public-Private be beneficial to the Framework Framework Framework Partnership Partnership officers education Framework advancement

Pilot the PPP Lessons learnt Lessons Report There are people arrangement interest with establishing PPPs 59 60 Strategic Objective Five: National Police Service To facilitate the modernization of the National Police Service

Enabling Activities Outputs Indicators Verification Assumptions 2013/4 2014/5 2015/6 2016/7 2017/8 Objective

To facilitate kitting Procure kits & Equipment & Equipment Inventory The procurement will and equipping of other required kits be given priority Tenders the Service equipment

Distribute All services Equipment Schedule of There will be fair

2013 -2018Strategic Plan equitably equipped Equipment for and equitable modern kits each service distribution and equipment, uniform, body armour, weaponry, etc to all the Services Construction Forensic lab Laboratory Laboratory and equipping completed Inventory of

of the Forensic Equipment equipment Laboratory Commissioning certificate Train forensic No of officers Officers Curriculum Enough officers will experts trained be deployed into this List of officers area Acquire Motor vehicles, Items Inventories Enough officers will specialized and cycles, boats themselves be deployed into this Items themselves customized motor acquired area vehicles, cycles, boats, and aircrafts for the relevant agencies

Acquire a No of Cars Items Inventory of fitted Capacity to acquire Modern and linked to ICT themselves vehicles manpower skilled in robust ICT linked communication computers Inventory of communication systems computers & ICT system and linked Computers and system to police patrol software motor vehicles Enabling Activities Outputs Indicators Verification Assumptions 2013/4 2014/5 2015/6 2016/7 2017/8 Objective Acquire a No of Cars Communication Inventory of fitted Capacity to acquire modern and linked to ICT system vehicles manpower skilled in robust ICT linked communication computers Vehicles Inventory of communication systems computers & ICT system and linked Computers and system to police patrol software motor vehicles Establish and National Command Command Availability of human equip a national command centre centre centre skills capacity in ICT communication established Equipment command centre Equipment inventory Crime data Data generated

Establish and No of Command Centres List of centres Availability of modernize centres network across the National Police Service Inventory of operation country command centres equipment in the 47 counties

Network police No of Installations List of Availability of installations installations institutions network in the on LAN & WAN connected identified institutions Inventory in network Emails each institution Data Reports on transmission automation

2013 -2018Strategic Plan Map out strategic Status and Areas for CCTV Report areas requiring commendations installations Inventory of surveillance using cameras CCTV cameras Locations of CCTV Cameras Install CCTV No of CCTVs Cameras Cameras Cameras will not be cameras in destroyed or stolen Data collected Reports on

major towns and crime detected highways 61 62 National Police Service Enabling Activities Outputs Indicators Verification Assumptions 2013/4 2014/5 2015/6 2016/7 2017/8 Objective

Upscale Equipment Equipment Inventory Relevant equipment installation of installed will be installed intelligence led policing equip (surveillance equipment)

Establish a No of officers in Officers List of officers The aspect of 2013 -2018Strategic Plan specialized police the special unit prevention will be Equipment inventory of unit to address given priority Equipment to equipment emerging cyber analyse crimes crimes & equip Reports with relevant Crime reports equipment

To facilitate Develop a Housing policy Policy Policy Enough officers will improvement of comprehensive in place be deployed into this

living conditions for housing policing area officers in NPS which includes: leasing, purchase, allowances, construction with PPPs

Undertake a Status reports Houses Houses allocation There will be full comprehensive report disclosure of the analysis of status status of housing in the NPS

Develop houses Officers housed Houses Houses Housing will be using the policy given priority provided & allocate to officers Enabling Activities Outputs Indicators Verification Assumptions 2013/4 2014/5 2015/6 2016/7 2017/8 Objective Undertake a Status reports Office Status report There is goodwill comprehensive equipment to upgrade officers Requirements Inventory analysis of status work environment for office requirements of offices in the inventories report NPS

Develop and Police offices Improvement Improvement Goodwill & commence improvement Programme Programme partnership with an office programme report County Government modernisation programme in all the 47 counties

To initiate Acquire/ identify Land acquired Land Title deed Political goodwill development/ suitable land for to allocate land & establishment of the NPS H/Qs resources for this NPS headquarters National Police Service purpose

Prepare the Construction Construction Plans Effective plans for the plans plans benchmarking will Headquarters of be undertaken NPS

Mobilise/ allocate Budget for Finances Budget allocated There will be interest resources for NPS construction in undertaking the headquarters project

2013 -2018Strategic Plan Commence Construction Construction Construction construction of work begins plans the NPS H/Qs Breaking of ground

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National Police Service Strategic Objective Six: To Strengthen Institutional Capacity for Effective Service Delivery

Enabling Activities Outputs Indicators Verification Assumptions 2013/4 2014/5 2015/6 2016/7 2017/8 Objective

To establish and Develop Structure Structure Structure

operationalize structures in line developed

2013 -2018Strategic Plan the Inspector with law General’s office

Equip and furnish Officers Equipment Inventory the officers equipped Staff the respective Officers in place Officers List of officers offices To prepare Establish a budget Committee in Committee List of committee The members will budgetary preparation and place members be willing to serve

estimates and implementation annual financial committee plans, setting Minutes out priorities and justifications thereof

Develop a Guidelines Guidelines Guidelines There is clarity budgeting on matters of framework in devolving budgets line with NPS Act to stations requirements

Receive budget NPS budget NPS budget NPS Budget Budgets will be estimates prepared realistic without from KPS, APS, competition directorate and the IAU & ensure timely submission to treasury Enabling Activities Outputs Indicators Verification Assumptions 2013/4 2014/5 2015/6 2016/7 2017/8 Objective

To recommend Establish a Training Committee Committee Willingness and the establishment committee committee in capacity to analyse of management to conduct place training and maintenance training support Report of findings of training infrastructure institutions, audit centres or places for the training of officers joining the service and continued development

Undertake audit Status of Report findings Audit report Audit will be of institutions institutions and objective and

National Police Service and curricula on a curriculum professional regular basis

Develop a training Policy Policy Policy guide There will be interest policy guideline developed in undertaking the project

Review training Reviewed Curricula Curricula Different institutions curricula on a curricula require relevant regular basis curricula for different courses

2013 -2018Strategic Plan Comply with No of courses Accreditation Courses Courses will be accreditation accredited relevant to needs of Certificates from requirements the Service accrediting bodies

65 66

National Police Service Enabling Activities Outputs Indicators Verification Assumptions 2013/4 2014/5 2015/6 2016/7 2017/8 Objective

Establish and No of higher Institutions MOUs with Partnership with strengthen Universities institutions Universities and strategic other colleges No of courses on Course partnerships with Courses will be relevant collaboration curriculum institutions of higher learning

2013 -2018Strategic Plan Build capacity No of instructors Officers trained List of officers Trainers have of the trainers/ trained trained capacity for Training sessions instructors emerging courses No of trainings held Curricula undertaken Lobby for Increased Budget Budget plans Training will be increased training budget given priority resources for training

To mobilize Lobby treasury Increased Funds Funds allocation Security sector is resources for to increase funding given priority police operations budgetary Goodwill from provisions executive Build capacity No of officers Officers List of officers Willingness to for resource trained in this trained improve capacity mobilization; area Curricula Proposal writing & fund raising Prepare proposal No of proposals Proposals Proposals Willingness to on areas requiring prepared improve capacity Contracts signed development partners support

Hold consultative No of meetings Meetings Minutes of Willingness and meetings to held meetings capacity to analyse strength linkages training with development Resources MOUs or contracts Funds partners mobilised supported Enabling Activities Outputs Indicators Verification Assumptions 2013/4 2014/5 2015/6 2016/7 2017/8 Objective

Undertake PPP No of projects Projects Projects documents There will be PPP projects projects Funding Funds Funding agreements Partner No of Counties Counties List of counties with county supporting NPS governments Levels of Funds & MOUs and other support resources evidence

To strengthen Develop a training Policy Policy Policy guide There will be interest Human Resource policy guideline developed in undertaking the capacity project Develop a Strategy Strategy Strategy comprehensive developed document Human Resource National Police Service management strategy Undertake training No. of officers officers trained curriculum trained list of training No. of trainings reports held

To establish Appoint committee Welfare status Report Report framework for to assess terms report improvement of and conditions of

2013 -2018Strategic Plan welfare of police service and make officers recommends to NPSC and SRC and the Ministry

Initiate Staff welfare Policy Policy NPSC will support development policy the development of of staff welfare developed the Policy improvement policy

67 68

Enabling Activities Outputs Indicators Verification Assumptions 2013/4 2014/5 2015/6 2016/7 2017/8 National Police Service Objective

Undertake Review reports Report Report Goodwill to lift regular reviews status of Police and benchmark Service on terms and conditions of service Establish and Welfare Membership Welfare Officers are keen to

strengthen a police Association constitution form a welfare

2013 -2018Strategic Plan welfare association established

Undertake regular No of meetings Meetings Minutes of The various consultative meetings stakeholders will meetings with have the right stakeholders attitude towards improve NPS welfare

To establish police Develop and Communication Strategy Strategy document Appropriate strategic corporate implement a strategy in place capacity will be communication communication availed to support and Image and branding development of building capacity strategy strategy Establish and Section Officers Officers operationalize established

the PR & Officers communication deployed section Develop and Image Plan Plan Plan is linked to implement improvement practical activities for various plan image building programmes that will improve the image of the Service Enabling Activities Outputs Indicators Verification Assumptions 2013/4 2014/5 2015/6 2016/7 2017/8 Objective

To facilitate a Conduct a framework for Status report on Report Report An independent baseline survey human rights analyst will be mainstreaming of Incidences on Human Rights engaged Human Rights violation

Design Human rights Curricula List of officers Attention will programmes to improvement trained be given to this Officers address human programme component in Curricula rights issues attitude change No of officers trained on human rights

Establish linkages No of linkages Organisations MOUs Openness in dealing with various rights with human rights Bodies bodies National Police Service Undertake No of TOTs Curriculum List of officers TOTs for human rights capacity strengthening No of officers Officers Curriculum trained

Establish Award for best Award Guideline enforcement human rights mechanisms to Guideline for deal with errant Guideline Award scheme

correcting 2013 -2018Strategic Plan officers violations

To establish a Domesticate the Gender & Policies Policies Capacity to develop framework for national disability disability policy & domestic policy mainstreaming and Gender policy in place of Gender and in service Disability

69 70

National Police Service Enabling Activities Outputs Indicators Verification Assumptions 2013/4 2014/5 2015/6 2016/7 2017/8 Objective

Undertake a Status of Gender Report Reports Indicators will gender and and Disability be developed to disability mainstreaming assess the two mainstreaming areas audit

Develop No of trainings Officers List of officers Officers are keen to

programmes to carried out trained form a welfare 2013 -2018Strategic Plan Curriculum address gaps List of officers Curriculum identified Work plans trained Work plans Inventory of works carried out

Upgrade existing Works Plans Work plans Tenders will be and new completed awarded early to infrastructure ensure compliance to make them disability friendly

Develop IEC IEC materials Documents IECs materials for developed awareness creation

Strengthen Kenya Membership Members List of women KAWP recruits Association improved members membership of Women in aggressively Policing (KAWP) Undertake Status of Report Reports on Gender regular surveys mainstreaming and Disability to evaluate compliance with Constitution Enabling Activities Outputs Indicators Verification Assumptions 2013/4 2014/5 2015/6 2016/7 2017/8 Objective

To ensure Conduct an Corruption Report Report There is genuine development assessment prevalence & risk concern to deal with of strategies of corruption status report corruption for eliminating endemic areas corruption in the Service

Constitute a Committee in Committee Committee Members will committee to place membership genuinely be develop strategies committed to Minutes of of addressing dealing with meetings corruption in the corruption service

Reconstitute and Committees in Committees Members Officers with operationalize place integrity will be in National Police Service Minutes of the corruption the committees committees prevention committee

Develop No of trainings Officers List of trained programmes officers for the Public Curriculum Service Integrity No of officers Trainings Programmes trained Report of (PSIP) interventions

2013 -2018Strategic Plan Develop a code Gender & Document Code of conduct Officers willingness of conduct on disability policy to commit to ethical ethical issues. in place standards Awareness levels report

71 72

National Police Service Enabling Activities Outputs Indicators Verification Assumptions 2013/4 2014/5 2015/6 2016/7 2017/8 Objective

Develop an Award scheme Awards Criteria of A clear award scheme in place awards criteria will be for outstanding developed with integrity. involvement of Reports on officers

To develop service Develop a service Standards Document Charter document

2013 -2018Strategic Plan standards and charter for NPS and determined service charter standards. Charter developed

Create awareness No of awareness Meetings List of attendants and disseminate No of copies Copies Schedule of events to all points of distributed Service

Undertake Public No of events Events Insertions awareness on No of public Media insertions Schedule of events service standards communications

Undertake regular No of reviews Reviews New documents There will be review of the feedback from charter officers and public

To ensure NPS Identify culture Status report Report Report There will be culture and and attitude gaps genuine evaluation attitude change to be addressed of attitudes Other stakeholders will be involved for effective feedback Enabling Activities Outputs Indicators Verification Assumptions 2013/4 2014/5 2015/6 2016/7 2017/8 Objective

Develop a Programmes Report Report programme to developed address the gaps

Carry out TOT No of officers Officers List of officers training on culture trained Curriculum Curriculum and attitude Curriculum change

Train officers No of officers Officers List of trained Officers with on culture and trained officers / integrity will be in attitude change changes of the committees attitude

To Establish Constitute an M&E Committee Committee List of members a strong M&E Committee Minutes of National Police Service system committee

Develop an M& E M & E Document Document Capacity to develop framework framework in framework place

Determine Indicators in Document Document There will be indicators and place effective linkage Tools Tools develop M&E to SP Tools developed Tools

2013 -2018Strategic Plan Undertake Reports Reports Reports quarterly & annual M&E

Acquire and Software Software Software The ICT platform Implement will be in place and an Enterprise networked to the Resource Planning NPS institutions System(ERP)

73 74

National Police Service Enabling Activities Outputs Indicators Verification Assumptions 2013/4 2014/5 2015/6 2016/7 2017/8 Objective

To facilitate Identify areas for Areas identified Report Report A clear benchmarking of benchmarking understanding the service of benchmarking areas is necessary

Develop a No of reciprocal Requests Letters There will be

2013 -2018Strategic Plan reciprocity countries willingness by MOUs programme identified countries to partner

Undertake local No of exchange Requests/ invites Letters There will be and external programmes willingness by exchange identified countries programme to partner

Undertake local No of exchange Requests/ invites Letters There will be areas of and external programmes excellence for local List of participants exchange benchmarking programme

Participate in Ranking Ranks Ranking report There is an international international police assessment programme programmes To undertake Implement Programme No of officers List of participants There will be various a Quality selected sensitized willingness to Documents Service Quality Management improve on Awareness Level of assessment System (QMS) Curriculum for quality delivery to created documentation surveys programme awareness international levels Documentation for standardization Enabling Activities Outputs Indicators Verification Assumptions 2013/4 2014/5 2015/6 2016/7 2017/8 Objective

Implement Awareness No of officers List of participants The service will have ISO 2000: 2008 created sensitized experimented with Documents certification quality programmes programme Documentation Level of Curriculum for before ISO for documentation awareness standardization ISO Certificate Audit & Certificate certification

Undertake Satisfaction level Rating Report periodical customer satisfaction surveys National Police Service

Undertake Satisfaction level Rating Report Capacity to develop employees framework satisfaction surveys

Undertake alcohol Usage level Rating Report & substance abuse survey Officers needing Officers List of officers and support support

2013 -2018Strategic Plan programme

To ensure Review the Implementation Reports Reports development current strategic s tatus of 2018 – 2022 plan reports (mid Strategic Plan & end of term reports)

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Enabling Activities Outputs Indicators Verification Assumptions 2013/4 2014/5 2015/6 2016/7 2017/8 National Police Service Objective

Appoint a Committee in Committee List of members committee place Minutes of to develop a meetings Strategic Plan FY 2018 – 2022

Mobilize Budget Budget Budget plan

resources for the allocation

2013 -2018Strategic Plan development of Plan

Undertake SP SP SP document Strategic Planning Workshops.

National Police Service 2013 -2018 Strategic Plan 77 78 National Police Service 2013 -2018 Strategic Plan