Excellence Charter 26th Nov 2020

THE EXCELLENCE
CHARTER
OUR STRATEGIC
COMMITMENTS
ODPP Strategic Commitments, 2020 - 2023 1

© Copyright ODPP Kenya, 2020
All images: Courtesy
This document was prepared with technical assistance from the United
Nations Office on Drugs and Crime and the financial support of the
European Union. Its contents are the sole responsibility of the Office of the
Director of Public Prosecutions and do not necessarily reflect the views of
the European Union.
MESSAGE FROM
THE DIRECTOR
OF PUBLIC
PROSECUTIONS
Over the years, the ODPP has metamorphosed, from a small department in the Attorney-General’s
Chambers into an independent prosecutorial authority, with a large personnel corp. Its numerical
expansion has mirrored the growth in its professional capacity, in the quality and rate of the
prosecution services rendered. The ODPP is not only engaged in addressing current challenges
but is also poised to meet the complex demands of the foreseeable future. While real gains have
been registered, there still exists considerable head room for improvement, both in service delivery
and in mainstreaming change as an abiding feature, responsive to rapidly evolving prosecutorial
environment, both domestically and internationally.
Upon my appointment as the Director of Public Prosecutions, I pledged first and foremost to uphold
the Constitution and to honour and serve the people of Kenya. In an effort to achieve this high
objective, the ODPP team and I have sought to execute our constitutional mandate of advancing
the dictates and interests of the administration of justice in the public interest, invigorated as we
are by the need to prevent and avoid the abuse of the legal process.
To that end, we are pleased to present to the people of Kenya at large the Office of the Director
of Public Prosecutions change initiative going forward, encapsulated in the publication: The
Excellence Charter: Our Strategic Commitments. This is the roadmap which will guide the ODPP
for the period 2020 to 2023.
The Excellence Charter outlines the ODPP’s strategic commitments, priorities, and milestones.
With a focus on entrenching independence and integrity, as the bedrock and foundational values,
we will remain enduringly intentional in ensuring lifelong learning, reshaping prosecution,
and cultivating effective leadership. By strengthening organizational efficacy and bolstering
inter-agency networks, the ODPP will inject and insist on accountability, transparency and quality
4 ODPP Strategic Commitments, 2020 - 2023

control in all its operations. We will call upon all hands to seek and sustain public confidence at all
times and in all that we say and do. Our overall aim is to transform the ODPP into a prosecution
service that is more responsive to Mwananchi’s needs.
More significantly, the ODPP will be more proactive in interventions on issues of public concern.
Latterly, the fight against corruption, organized crime and counter-terrorism, has become
an imperative, essential for our national security, the importance of which cannot be ignored.
Concomitant with this is the facilitation for victims of crime and safety of witnesses, case
management, centralized case intake systems, research and development, all aimed at enhancing
the quality of prosecution. This must also be supported by the continuous training and constant
audits. Hence, the establishment of the Prosecution Training Institute and the Inspectorate and
Internal Compliance Unit.
This Excellence Charter harmonizes the implementation and realization of the ODPP strategic
focus. In the years ahead, the ODPP will maintain its focus on these aspects. We will continue to
work collaboratively with other agencies in tackling avoidable delay, contributing to the overall
mechanics of delivering faster and fairer justice. However, any improvements in timeliness must
not be at the expense of the quality of our decision-making, case preparation and presentation in
court. Enhanced arrangements will be implemented for the formal monitoring of the quality of
our casework, based on our new prosecution quality standards.
Through the implementation of this Excellence Charter, the ODPP will continue to produce
detailed plans to enable it to operate within approved budgets, whilst minimizing any negative
impact on our core mandate, victims of crime and/or witnesses.
Appreciating that staff are the most valuable resource, emphasis will be laid upon staff welfare. I
am privileged to work with a team of talented and committed men and women who have already
proved themselves strong over the years and are well primed for future challenges. Already, this
remarkable corps of professionals have demonstrated a determined fidelity to our shared vision
of being an institution of excellence and unquestioned probity. I am confident that the ODPP will
scale up in the years ahead to become a prosecutorial authority of international status and fame:
a byword of the law enforcement institutions.
For the great work invested in this salutary enterprise of developing this Excellence Charter, I most
sincerely commend the entire team who put their hands to the ploughshare and in particular, the
UNODC for the technical and financial support.
NOORDIN M. HAJI, CBS, OGW

DIRECTOR OF PUBLIC PROSECUTIONS

ACKNOWLEDGEMENT
The Office of the Director of Public Prosecutions Excellence Charter is the culmination of concerted
and collaborative effort of the ODPP, and the technical support of UNODC with financial support
of the European Union through the PLEAD partnership. The Charter was developed through
extensive engagement with ODPP staff at all levels together with key stakeholders. Special
appreciation goes to Andra Mobberley and Mayee Warren, the two UNODC consultants, for
their resourcefulness and advice. Further, I salute the ODPP staff, and most notably J. Ondari, E.
Kamau, N. Mutuku, K. Kimuyu, T. Ouya, L. Obuo, B. Omari, M. Mburugu, R. Ogoma, J. Warui,
H. Otinga, M. Kimutai, M. Atandi, I. Maina, M. Wawira, K. Ndwiga, B. Marinda, L. Muhuni, C.
Sigei, C. Njeru, G. Muoka and F. Mwango, to name but a few, for their fresh and innovative ideas
and energy which catapulted the Excellence Charter from an original banal sheet of principles to
a publication of class.
To enhance quality, the Excellence Charter was supported by comprehensive literature review
and an alignment to international best practices. All those who contributed in some way to the
realization of this project are much too numerous to be mentioned here. To them, who gave of
themselves and their talents to achieve this goal, I owe a great debt of gratitude. I would humbly
ask that they may regard the publication of this compendium as my most sincere and resounding
applause for their enduring work and sacrifice. They are the champions who will be amongst the
many others, including our stakeholders, whose spirit will be the impetus for those whose privilege
it will be to implement this Excellence Charter.
DORCAS ODUOR, EBS, OGW

SECRETARY PUBLIC PROSECUTIONS

ACRONYMS AND ABBREVIATIONS
CA & PS County Affairs & Prosecution Services

CC Corporate Communication
CCD Complaints and Compliments Division
CMS Case Management System
CoS Chief of Staff
CS Corporate Services
C & RC Conventional and Related Crimes
CS & PD Corporate Strategy and Planning Division
DPP Director of Public Prosecutions
EO & IC Economic, Organized and International Crimes
FYC First Year Centre
HOD Head of Department
HRD Human Resource Development
ICT Information Communication Technology
ICU Internal Compliance Unit
KM Knowledge Management
KPIs Key Performance Indicators
LPC Legal Practice Centre
MAT Multi Agency Team
MLA Mutual Legal Assistance
MLE Monitoring, Learning and Evaluation
MOU Memorandum of Understanding
NPS National Police Service
OCM Office of Change Management
ODPP Office of the Director of Public Prosecutions
PGIP Prosecution Guided Investigations Protocols
PTI Prosecution Training Institute
SAGA Semi-Autonomous Government Agency
SOPs Standard Operating Procedures
SPP Secretary, Public Prosecutions
TOTs Trainer of Trainers
TRRM Trial Readiness Review Model
UNODC United Nations Office on Drugs and Crime

TABLE OF CONTENTS
MESSAGE FROM THE DIRECTOR OF PUBLIC PROSECUTIONS 4
ACKNOWLEDGEMENT FROM THE SECRETARY PUBLIC PROSECUTIONS 6
ACRONYMS AND ABBREVIATIONS 7
TABLE OF CONTENTS 8
EXECUTIVE SUMMARY 9
1. BACKGROUND 11
2. STRATEGIC MODEL 12
3. LINKAGE TO NATIONAL DEVELOPMENT AGENDA 13
4. THE 3R MODEL – RECASTING, RETOOLING AND RELEARNING 14
4.1 RECASTING 14
4.2 RETOOLING - Strengthen, Enhance and Grow the Existing Infrastructure 14
4.3 RELEARNING - Education and Culture Change 14
5. THE SIX STRATEGIC COMMITMENTS 18
5.1 INDEPENDENCE & INTEGRITY 18
5.2 LIFELONG LEARNING 19
5.3 RESHAPING PROSECUTION 19
5.4 LEADERSHIP 20
5.5 ORGANIZATIONAL EFFECTIVENESS 21
5.6 INTER-AGENCY NETWORKS 23
6. IMPLEMENATION MATRIX/ROADMAP 24
7. MONITORING AND EVALUATION FRAMEWORK 56

EXECUTIVE SUMMARY
The Excellence Charter: Our Strategic Commitments has been developed to drive fundamental
reforms in the Office of the Director of Public Prosecutions (ODPP) over the next three years
(2020-2023). The aim of this Excellence Charter is to transform the ODPP into a prosecution
service which is more responsive to the needs of Mwananchi. The Charter adopts a three-pronged
approach that is; Recasting, Retooling and Relearning.
Under the Re-Casting strategy, the ODPP embraces a 3C approach of Collaboration, Cooperation
and Coordination with both internal and external stakeholders in the criminal justice sector. The
Re-Tooling strategy focuses on strengthening and growing the existing ODPP infrastructure. The
Re-Learning strategy focuses on equipping staff with requisite skills and capabilities necessary to
deliver the ODPP mandate.
This Charter presents six Strategic Commitments to guide the change towards the achievement of
the desired goals. These commitments are:
1. Independence and Integrity underscores the ODPP core values to honour the constitutional
independence with fidelity and courage and introduces amongst others, the Oath of Independence,
the Ombudsman Office with its sub-units, policy directions and guidelines.
2. Lifelong Learning aims at equipping staff with requisite skills and capabilities necessary
to deliver their mandate and to adopt international best practices within the country hence the
establishment of the Prosecutions Training Institute (PTI) to provide continuous professional
training and education to the members of staff in all aspects.
3. Reshaping Prosecutions aims at modernizing prosecution by focusing on the fight against

corruption, inculcating professionalism, institutionalizing prosecution-guided investigations,
achieving excellence in complex litigation and emerging crimes.
4. Leadership takes cognizance of the fact that leadership exists at all levels of the organization.
The Office will adopt a Servant Leadership Philosophy, establish a Leadership Bureau, a Thought
Leadership Program and Mentoring Initiatives.
5. Organizational Effectiveness focuses on strategic communication, a responsive

organizational structure, robust processes, delivery of quality prosecutions and performance
management.
6. Inter-Agency Networks focuses on reshaping our operations on collaboration with our

external stakeholders. To this end, the Office shall focus on stakeholder management, donor
coordination strategy, Mutual Legal Assistance, Leadership Networks and the Justice Sector
Cooperation Network.

The Charter has a roadmap which prioritizes sequenced initiatives into immediate activities (3
months), short-term activities (1 year), medium-term activities (2 years) and long-term activities
(3 years) and proposed budget.
The ODPP recognizes the importance of Monitoring, Evaluation and Reporting in the achievement
of the Excellence Charter’s objectives. Therefore, there shall be a Monitoring and Evaluation
Framework and Performance Management System designed to ensure actual performance is
measured against agreed targets at all levels.

1. BACKGROUND
The Office of the Director of Public Prosecutions (ODPP) is Kenya’s national prosecuting authority
established under Article 157 of the Constitution 2010. It acts independently in prosecuting
criminal matters investigated by the National Police Service (NPS) and other investigative and
regulatory agencies.
The mandate of the ODPP is to exercise state powers of prosecution and may institute, undertake,
take over and terminate criminal proceedings against any person before any court apart from a
court martial. In addition, the Director of Public Prosecutions (DPP) may also direct the Inspector
-General of the National Police Service to investigate any information or allegation of criminal
conduct.
The prosecution is guided by the Constitution, the ODPP Act 2013, Criminal Procedure Code and
Prosecution Policy and Guidelines. The DPP must have due regard to public interest, the interests
of the administration of justice and the need to prevent and avoid abuse of the legal process in
exercising prosecutorial authority.
Upon establishment of the ODPP under the new Constitution 2010, on 1st July 2011, the Office
prepared its first Strategic Plan 2011-2015 which provided a roadmap on key strategies in both
the Prosecutorial and Central Facilitation services that supported the realization of the set targets.
After the elapse of the five years period (2011-2015), the Office prepared the second cycle
Strategic Plan (2016-2021) to guide its operations over the next five years. The Plan was geared
at facilitating ODPP position itself strategically in its operational environment. This enabled
the office to effectively discharge its mandate, enhance performance, meet the expectations of
its diverse stakeholder segments and align its programmes and activities to the overall national
development agenda.
The ODPP Strategic Plan 2016-2021 which was due for review in 2019 coincided with the
appointment of the current Director of Public Prosecutions who has a new vision for the Office.
This necessitated the development of the Excellence Charter taking into account the DPP’s six
Strategic Commitments namely: Independence and Integrity, Lifelong Learning, Reshaping
Prosecutions, Leadership, Organizational Effectiveness and Inter-agency networks. These
commitments will guide dynamic change for reforms and will adopt a 3R approach: Recasting,
Retooling and Relearning. The overall objective of the Excellence Charter is to create a trusted,
vibrant 21st Century prosecution service.
This Excellence Charter, therefore, positions the ODPP on a firm path of ensuring that it delivers
on its mandate. Accordingly, the Charter has identified a number of priority focus areas, which
will drive efforts to achieve high performance and impactful prosecutions.
This Charter will be implemented for the period 2020-2023.

2. STRATEGIC MODEL
To exercise State Powers of

MANDATE Prosecution
A just, fair, independent and

VISION responsive prosecution service
To provide an impartial, effective

MISSION and efficient prosecution service
to all
CLARION Mashtaka Yenye Haki na Usawa

CALL
● Integrity ● Professionalism
CORE ● Independence ● Innovativeness
VALUES ● Transparency ● Team spirit
● Accountability

3. LINKAGE TO NATIONAL DEVELOPMENT AGENDA
The ODPP is critical in the realization of Kenya’s Development Agenda, Vision 2030 and the Big
Four Agenda. Under Vision 2030, the ODPP plays a key role across the three pillars; Economic,
Social and Political.
The Big Four Agenda is the government prioritized plan to enable the realization of Medium
Term Plan (MTP) III (2018-2022) of the Vision 2030 development blueprint. It prioritizes food
security and nutrition, affordable universal healthcare, affordable housing and manufacturing.
The ODPP in ensuring effective and efficient prosecutions, contributes to ensuring a safe and
secure environment for achieving the aspiration in the economic blueprint.
The ODPP also serves the interest of justice by conducting timely and independent prosecution
services by facilitating equitable application of the law that enhances access to criminal justice.
In the realization of the National Development Agenda, the ODPP in the implementation of this
Excellence Charter aims at creating a crime-free society through reshaping prosecutions.

4. THE 3R APPROACH – RECASTING, RETOOLING AND RELEARNING
The DPP is committed to transforming prosecution service in Kenya through the Recasting,
Retooling and Relearning approach (The 3Rs Analysis).
4.1 RECASTING - Collaboration, Cooperation and Coordination

Recasting envisages a 3C approach of Collaboration, Cooperation and Coordination to reshape how
the ODPP operates. This entails working with local and international partners to create synergies
that will work seamlessly to bring about an effective, efficient and accountable institution.
4.2 RETOOLING - Strengthen, Enhance and Grow the Existing Infrastructure

Retooling aims at creating an organizational plan for systems, processes, people and embracing
technology to optimize performance. This will be done through creating new tools, modifying and
combining existing ones to give them new features and creating a crime management system that
is holistic and integrated.
4.3 RELEARNING - Education and Culture Change

Relearning encompasses learning and culture change required to prepare for the future. In this
regard ODPP staff will be equipped with the requisite skills necessary to deliver its mandate within
a global context. As a result, the Prosecution Training Institute has been established. The aim is
to offer continuous professional development and adopt international best practices, principles
and standards.
A gap analysis was undertaken based on the 3R approach as indicated in the table below:
ISSUE CURRENT STATE

● Our vision is static, rigid and not involving; our office is a service
ODPP VISION
industry serving the public.
STATEMENT
● It’s not inclusive as it does not carry aspirations of the society.
ODPP MISSION
● The current mission is limited to Kenyans only.
STATEMENT
● The current core values are not exhaustive.
CORE VALUES ● ODPP Officers adhere to the current core values with exception of
some few isolated cases.
● Lack of clarity between the technical and administrative reporting
STRUCTURE:
lines.
ODPP
HIERARCHY ● Conflicting and personal interests.
● Non – adherence to the existing structure.
STRUCTURE: ● Whereas the departments and divisions are clearly defined at the
DEPARTMENTS headquarters, they are not decentralized or replicated to the Regions
AND UNITS and Counties.

ISSUE CURRENT STATE
STRUCTURE: ● There is improved communication through use of new channels e.g.
REPORTING AND social media.
COMMUNICA- ● Un-coordinated reporting system.
TION CHANNELS ● Long chain of command which delays turnaround time.
SYSTEMS: ● Lack of consultation with supervisor and affected officers.

POLICIES AND
● Lack of a proper database on individual transfers.
PROCEDURES
(TRANSFER AND ● Lack of a clear Transfer and Deployment Policy.
DEPLOYMENT) ● Failure to adhere to implementation of existing procedures.
● Systemic failure to effectively communicate policies to internal

SYSTEMS:
stakeholders.
POLICIES AND
PROCEDURES ● Office does not have adequate policies and procedures in place.
● Sometimes policies and procedures are not adhered to.
● No internal policy on risk management.
SYSTEMS: ● No risk management system.
RISK
● Inadequate awareness of risks and the risk mitigation factors.
MANAGEMENT
● Lack of standardized movement registers of all files.
● Staff not sensitized on classification of documents.
SYSTEMS:
● No policy on monitoring, evaluation and reporting.
MONITORING
AND EVALUATION ● No clear monitoring and evaluation system in the office.
● The physical infrastructure is insufficient.

● Inadequate staff.
● Unequal training opportunities.
● Non-responsive staff when training opportunities arise.
● No mentorship programmes currently in place.
ORGANISATIONAL ● No stress management system in place.
CAPACITY:
● Lack of adequate and conducive working environment leading to low
WORKING
ENVIRONMENT morale and low self- esteem.
● All ODPP offices within the court premises are based on informal
agreements.
● Inadequate office space.
● Some county and sub-county offices operate on informal office
accommodation arrangements.
ORGANISATIONAL ● Misapplication of skills.

CAPACITY: ● Inadequate training.
WORKING ● Overworked, fatigued officers.
CAPABILITIES ● ODPP not operating at optimum level.
● No database on skill set of the employees.

ISSUE CURRENT STATE
● Inequitable distribution of opportunities.
● Inadequate knowledge and skills.
● Lack of transparency in promotion procedure.
● Inadequate security at the place of work for people and property in
some regions.
● Negative organizational culture
● Poor time management.
● No follow up on action points/ resolutions in meetings.
ORGANISATIONAL ● Interference with other people’s dockets leading to disillusionment.
CULTURE: ● Lack of adherence to organizational policies and procedures, e.g.
STAFFING ISSUES human resource policies.
AND STAFF ● There is complacency and lack of desire to institute and maintain an
WELFARE
organizational culture.
● Disharmony between legal and non-legal staff
● Staff stagnate at one job group for many years.

● Official aloofness.
● Lack of psycho-social support.
● A rigid and non-consultative approach to the allocation of prosecutorial
duties.
● Decisions are overly centralized and overly discretionary.
● Lack of a reward system and mechanism.
● Ethnicization of the war against corruption.

● Influential persons demanding preferential treatment during arrest
EXTERNAL and prosecution.
INFLUENCES: ● Resistance by politicians- wanting to remain in office once charged,
POLITICAL with the risk of interfering with the case.
● Political incitement and intimidation.
● Perception that some decisions to charge are politically motivated.
● Inadequate budgetary allocation.

EXTERNAL
● Poor remuneration-demotivating and increases the risk of
INFLUENCES:
ECONOMIC compromise, high staff turnover.
● Lack of autonomy in budgetary allocation.
EXTERNAL ● Pursuit of diversion and plea bargaining options.
INFLUENCES:
● Public doesn’t clearly understand our mandate.
SOCIAL /
COMMUNITY ● Traditional dispute resolution mechanisms that go against rule of
law- repugnant to justice and morality- FGM, early marriages.
EXTERNAL ● Inadequate capacity to handle crimes resulting from technological

INFLUENCES: advancements.
TECHNOLOGY ● Inadequate legislation.
● Over-reliance on manual systems.

ISSUE CURRENT STATE
● The Office is entrenched in Law (Constitution & ODPP Act).
EXTERNAL
● Inadequate access to justice for the poor.
INFLUENCES:
LEGAL ● Inadequate support by the criminal justice actors.
● Poor quality investigations
EXTERNAL ● Government support and improved public confidence.
INFLUENCES:
● Institutional and policy support by development partners and the civil
EXTERNAL
STAKEHOLDERS society.
● Negative publicity.
● Inadequate and archaic case management system in place.

● Ad hoc and ill-defined data in the organization.
● Failure by ODPP staff to achieve set targets.
● Inadequate personnel.
● Inadequate equipment.
● Inadequate space and resources for pre-trial.
CASE ● Lack of guidelines to govern movement of files.
MANAGEMENT ● Far flung police stations hindering effective file movement.
● Unavailability of witnesses.
● Manual court processes hinder recording of court proceedings.
● Heavy documentation.
● Disappearance of files or documents from the office, sometimes
misplaced /lost/physical destruction.
● Lack of a central case intake system.
● There is confusion on roles of PTI and Human Resource Development.

● Disruption of activities due to unplanned trainings.
● Inadequate budget for PTI.
● PTI not yet fully established – registration, structures, faculty and
accreditation etc.
● Curriculum yet to be developed.
THE ● No physical structure for PTI.
PROSECUTIONS
● Majority members of staff are not aware of the activities and operations
TRAINING
INSTITUTE of the PTI.
● No Policy and guidelines to guide the implementation and
operationalization of the PTI.
● Unclear selection criteria for training.
● Lack of a comprehensive training database.
● Poor consultation with the supervisor.
● Training Projections not fully considered.

5. THE SIX STRATEGIC COMMITMENTS
The Excellence Charter outlines six (6) strategic commitments as a vehicle towards transformation
of the Office and service delivery. These commitments are:
1. Independence and Integrity - We honour our constitutional independence with
fidelity and courage.
2. Lifelong Learning - Continuous learning and knowledge sharing.
3. Reshaping Prosecutions – Modernizing prosecutions.
4. Leadership – We recognize that leadership exists at all levels of our organization.
5. Organizational Effectiveness – Improved communication, structure, processes,

service delivery, performance and measurement.
6. Inter-Agency Networks - Our collaboration with external stakeholder makes us

stronger.
5.1 INDEPENDENCE & INTEGRITY

We honour our constitutional independence with fidelity and courage
Besides being a commitment, independence and integrity are among the seven core values and the
foundation stone of the ODPP. They are inherent in the exercise of our constitutional and statutory
powers, duties and responsibilities. They are embedded in the culture of the organization. Our
fidelity to the Constitution and the ideals it espouses in public service will guide the Office.
The table below outlines the 3Rs Analysis of the commitment;
RECAST RETOOL RELEARN

● Re-Assert ● Oath of Independence ● Centre for
Independence of Independence, Ethics and
● Inspectorate Unit (S. 52 ODPP Act)
the Office. ● Integrity Inspection Team Integrity in Practice within
● Complaints and Compliments Division PTI
● Enhance ● Internal Risk Management
Integrity of the ● Internal Compliance and Ethics Unit ● Curriculum on
● Integrity Assurance Protocols
Office. Independence, Ethics and
● Whistle-blower Policy
Integrity studies
● Memorandum of Understanding between ODPP Stakeholder sensitization
and Investigative Agencies to clarify our operational on the tools and all other
relationship Laws incidental thereto.
● Guidelines on independent prosecutorial decision
making and the exercise of discretion
● Ethical Behaviour Guidelines

5.2 LIFELONG LEARNING
Lifelong learning and knowledge sharing
The 21st Century prosecution service depends on highly trained and adaptable workforce. It is
therefore important to re-engineer ODPP operations by equipping staff with the requisite skills
and capabilities for delivery of our mandate within a global context. Staff will be expected to learn
how to build on internal strengths and to adopt international best practices. The Prosecutions
Training Institute (PTI) has been established to realize this commitment by providing continuous
professional development in Kenya and in the region.
The table below outlines the 3R analysis of the Lifelong Learning Commitment;

● Determine ● Enhance Regional initiatives ● The PTI will provide continuous
appropriate in collaboration with established professional development in:
Organizational education and training partners ● Professional programmes
● Exchange programmes
model for the
● Visiting professionals programmes
PTI. ● Develop and implement policy
on equitable access to learning and
● Face to Face and Online Knowledge Centres
development opportunities for all
in partnership with established educational
ODPP staff.
and training partners
● Talent management strategy:

● Develop and implement a Talent ● Training of Trainers programme and center
and skills management policy for Future Learning
● Talent Identification Register
● Learning management plan for ● Induction Training of all newly recruited
every staff member staff
● Succession planning
● Career progression framework
● Knowledge sharing ● Experiments in new ways of teaching and
● Achievement Awards learning
● Professional coaching
● Mentor circles/programmes ● Training of prosecutors exercising
● Skills inventory register delegated prosecutorial authority
● Operationalizing the Research ● Training other criminal justice agencies

Division
5.3 RESHAPING PROSECUTIONS

Modernizing Prosecution
The traditional approach to prosecution must change. The Office must proactively take up
the challenge to modernize the prosecution service so that it is responsive to the needs of the
community and meets international best practices. Duties must be carried out without fear or
favour and all decisions guided by professionalism and integrity.

The table below outlines the 3R analysis of the Reshaping Prosecutions Commitment;

● Mobilizing ● ‘Gold- Standard’ Prosecution ● The ‘First Year’ Centre
resources for large Protocols
scale and complex ● Comprehensive professional development and
cases ● Model Prosecutor Profile skills training curriculum for first year recruits
● Institutionalizing ● Trial Readiness Review Model ● Centre of Excellence for Complex Prosecutions
prosecution guided and Emerging Crimes in the Prosecution
investigations ● Prosecution Support and Legal Training Institute
Project Management Section
● Institutionalizing ● Curriculum on Complex prosecution
case preparation ● Prosecution Support Strategy Curriculum on Emerging Crimes
● Design ● Prosecution Guided ● Legal Practice Centre in the Prosecution

appropriate case Investigations Protocols Training Institute
management
system ● Structure the case ● Prosecution skills training curriculum
management project in phases
● Instituting for ease of implementation ● Subject matter curriculum on substantive
and embracing areas of law
Community ● Tailor the Case Management
dialogues System to the needs of specific ● Professional development curriculum
department/division
● Entrenching the ● Design thinking in legal Innovation
use of alternatives ● Digitize files at intake point. curriculum
to prosecution
● Set up case management desks ● Best practices and lessons learned
● Proposing Law at ODPP stations programmes
Reform
● Diversion Policy ● Train and sensitize staff on case management
● Plea Bargaining Guidelines ● Exchange programmes and benchmarking
● Implement Central Case Intake ● Continuous professional legal development
5.4 LEADERSHIP
Leadership exists at all levels of our organization
The ODPP is a progressive organization and needs leadership skills at all levels. The Office attracts
staff with diverse skills, levels of experience and talents which if identified and well managed
will supplement and develop leadership at every level in the organization. The Office will identify

leaders, who will encourage innovation and inspire others to perform and acquire new levels of
understanding and leadership skills.
The table below outlines the 3R analysis of Leadership Commitment;

● Adopt Servant ● Develop new ● Establishment of a Leadership Centre at PTI
Leadership Philosophy management model based
that invests time, energy, on the Servant Leadership ● Leadership training and development
resources and thinking Philosophy curriculum:
into developing others as
● Comprehensive Management Training
leaders ● Encourage consultative
● Thought Leadership Programme
interactions at all levels
● Leadership mentorship
● Leadership certification programme
● Leadership Mentoring Initiatives
5.5 ORGANIZATIONAL EFFECTIVENESS

A 21st century prosecution service requires adherence to critical components of understanding
organizational effectiveness. Effective communication, a flexible and responsive organizational
structure, robust processes and procedures, a focus on the delivery of quality prosecution service,
effective performance management and monitoring and evaluation are critical to the success of
the ODPP. The Office commits to strengthening and enhancing the existing infrastructure.
The table below outlines the 3Rs analysis of Organizational Effectiveness Commitment;

● Strategic ● Review the communication strategy ● Train and sensitize staff on the
Communications to guide communications developed policies and frameworks.
● Organizational ● Institutionalize the ● Conduct monitoring and

Structure: Structure communications strategy evaluations on the implementation
that responds quickly to of the policies and frameworks
new and flexible ways of ● Review the organizational structure developed
working to be in line with operational
improvements, clarify division of
labour, chain of command among
others

● ● Strengthen the regional Office with specific development ● Establish a
Performance strategies Corporate Services
Management Centre of Excellence
● Implement the ODPP Model Office
System in the Prosecution
● Work environment that drives organizational culture that Training Institute
● Develop changes people’s values and behaviours
Standardized ● Develop an integrated ICT system and networks that connects all ● Legal Operations
processes staff Management Skills
and Training
● Develop and implement a policy framework on delegation of
procedures
powers
● Sign performance agreements and implement performance

appraisal mechanism
● Implement 360 degree performance assessments for all

managers
● Establish a Performance Management Committee
● Establish a monitoring and evaluation Committee headed by the

DPP
● Establish a Monitoring and Evaluation Unit within the Office
● Enable and assure continuous improvement with quality systems

and processes
● Needs analysis and requirements and upgrade of business

systems and processes
● Review and monitor the effectiveness of business systems and

processes to ensure effective operations
● Develop Standard Operating Procedures (SOPs)
● Develop, review and revise policies
● Develop a Case Management System that is simple, reliable and

uniform
● Develop an automated and responsive procurement service
● Develop a Comprehensive risk management system, including

escalation procedures and an early warning system developed
● Establish a centralized Staff Help Desk for any administrative

issues
● Develop ODPP Service Delivery Charter

5.6 INTER-AGENCY NETWORKS
Our Collaboration with our external counterparts makes us stronger
The ODPP will reshape its operations to create synergies through cooperation, coordination and
collaboration; strengthen multi-disciplinary working relationship and develop relationships with
our stakeholders. Further, work seamlessly to bring about an efficient, effective and accountable
institution that is critical within the criminal justice system.
The table below outlines the 3R analysis of the Inter-Agency network commitment;

● Establish and ● Develop a Stakeholder Management ● Disseminate and sensitize
enhance cooperation, Strategy ODPP staff and stakeholders on
collaboration and the Stakeholder Management
coordination with ● Develop a Donor Coordination Strategy Strategy
external stakeholders
● Strengthen International Cooperation, ● Disseminate and sensitize
MLA and Extradition Division ODPP staff and stakeholders on
the donor management strategy
● Establish linkages with Professional
Networks ● Build capacity of the
International Cooperation,
● Establish linkages with Leadership MLA and Extradition Division
Networks
● Disseminate and sensitize
● Establish a Mentor Circle criminal justice actors on
Policies and Guidelines that
● Undertake stakeholder mapping build confidence in the criminal
justice system
● Develop a data base of donor and their
respective areas of support ● Participate in consultative
inter agency conferences,
● Organize for round table donor meetings workshops and training with
Key Stakeholders to support
● Develop policies and guidelines to build the achievements of ODPP
confidence in the criminal justice system mandate

24
6. IMPLEMENATION MATRIX/ROADMAP
COMMITTMENT 1: INDEPENDENCE AND INTEGRITY

TEAM LEADER: SECRETARY, PUBLIC PROSECUTIONS
S/
INITIATIVE DESCRIPTION ACTIVITIES BUDGET (Millions)
No.
Medi- Imme- Short- Medi- Long-
Immediate Short-term Long-Term
Actor um-Term diate (3 term um-Term Term
(3 months) (1yr) (3yrs)
(2yrs) months) ( 1yr) (2yrs) (3yrs)
1. Oath of Staff members are currently SPP Develop an Imple- Contin- Continued 3.0 15.0 2.0 2.0
office subject to the Civil Service ODPP Oath mentation ued im- imple-
Oath of Secrecy. A specific of office of the plemen- mentation
ODPP Strategic Commitments, 2020 - 2023

oath is proposed for ODPP Oath of tation of of the
staff members. The oath office the Oath Oath of
would be created by the of office office
ODPP and would focus on
the independence of the
ODPP and the duties and
responsibilities that go with it.
2. Inspectorate The Inspectorate Unit shall COS Develop Estab- 3.0 15.0 - -
Unit (S.52 be established under Section an Inspec- lishment
ODPP Act) 52 of the ODPP Act as an torate Op- of the
independent unit. Its purpose erational Inspector-
would be to inspect the Framework ate Unit
operations of the ODPP with a
view of enhancing the quality
of prosecutions.
3. Internal This office will serve as a Head, Review Devel- Continu- - 3.0 10.0 7.0
Compliance mechanism for ensuring ICU the opment ous Im-
Unit compliance with ODPP Mandate of a Risk plementa-
policies, guidelines and of the Man-
tion of the
ethical standards. It will Internal agement
reviewed
have an expanded mandate Compli- Frame-
of dealing with complaints ance Unit work mandate
and compliments and risk (ICU) and
management. Imple-
men-
tation
of the
Reviewed
Mandate
4. Integrity Integrity Risk Assurance Head, Devel- Imple- Undertake - 5.0 10.0 5.0
Assurance Protocols are proposed as ICU op Risk ment a Review
Protocols guidelines, or SOPs on the Assurance Risk As- and revi-
steps that are available to staff Protocols, surance sion of the
members when an integrity Guide- Protocols, Protocols.
issue arises. lines and Guide-
SOPs lines and
SOPs
5. Whis- Whistle-blower policies Head Develop Opera- - - 15.0 10.0

tle-blower are a common mechanism ICU an inter- tionalize
policy for ensuring that issues of nal whis- the Whis-
integrity and ethics can be tle-blow- tle- blow-
raised without consequences er policy er policy
for staff members.

25
26
COMMITTMENT 1: INDEPENDENCE AND INTEGRITY
TEAM LEADER: SECRETARY, PROSECUTIONS SERVICES
S/
No.
6. Memo- A Memorandum of COS Develop Imple- Track the 6.0 10.0 10.0
randum of Understanding (MOU) is the Mem- ment the progress
Understand- proposed between ODPP and orandum MOU of the
ing between the investigative agencies. of Under- with the MOU with
ODPP and The purpose of the MOUs standing inves- the inves-
Investigative is to define the operational tigative tigative

Agencies relationship between the agencies. agencies
ODPP and investigative
agencies.
7. Guidelines Sensitization on the HOD- Finalize on Imple- Track the Review 5.0 5.0 5.0 4.0
on inde- Guidelines on independent C&RC sensitiza- ment progress and
pendent prosecutorial decision tion of the guidelines on sensi- Revise the
prosecuto- making and the exercise of guidelines tization Guide-
rial decision discretion are proposed so on the lines
making and that prosecutors are properly guide-
the exercise guided in decision making. lines
of discretion
8. Ethical The Ethical Behaviour Head, - Devel- Imple- Review - 10.0 10.0 30.0
Behaviour Guidelines will be developed ICU opment men- the pro-
Guidelines to give a practical guide to of the tation gress of
dealing with the complex Ethical of the imple-
processes and issues that can Behaviour Ethical mentation
be raised by ethical dilemma. Guide- Behav- of Ethical
lines iour Behavior
Guide- Guide-
lines lines
9. Centre The Centre for Independence, Head - Devel- Imple- - - 6.0 10.0 -
for Inde- Ethics and Integrity in PTI op the men-
pendence, Practice in the PTI would frame- tation
Ethics and provide training and work and of the
Integrity in professional exchange establish frame-
Practice in opportunities to staff the Cen- work for
the PTI members and other tre within the Cen-
Stakeholders. the PTI tre within
the PTI
10. Curriculum The Curriculum on Head, Develop Imple- - 10.0 20.0 -

on Inde- Independence, Ethics and PTI the Cur- ment the
pendence, Integrity Studies will be riculum Curric-
Ethics and developed and taught in the on Inde- ulum on
Integrity PTI. pendence, Inde-
Studies Ethics pend-
and Integ- ence, Eth-
rity ics and
Integrity

27
28
COMMITTMENT 2: LIFELONG LEARNING
S/
No.
1. Determine PTI is to be a department of Head, Finalize the Obtaining Initiate Appoint- 4.0 5.0 10.0 3.0
appropriate the ODPP. PTI develop- registra- accredi- ment of
organiza- ment of the tion of tation of Advisory
tional model PTI is to become a global PTI curric- PTI PTI Board to
for the PTI. professional, prosecutorial ulum. manage
and legal education provider. Identi- PTI
fy and
establish

partner-
ships and
collab-
oration
networks.
2. Talent and A comprehensive talent Head Develop Devel- Imple- Continue 0.1 5.0 3.0 3.0
Skills Man- management strategy is PTI Terms of opment ment to im-
agement proposed for the ODPP to Reference of Talent Talent plement
Strategy develop and retain staff. An and consti- and Skills and Skills Talent
effective talent and skills tute a team Man- Man- and Skills
management strategy if to develop agement agement Man-
ODPP is to become the most a Talent Strategy Strate- agement
attractive employer in the and Skills gy and Strate-
legal sector. Man- prepare gy and
agement relevant prepare
strategy imple- relevant
men- imple-
tation mentation
reports reports.
3. Talent and One of the components of the Head, Develop Develop Imple- Con- 3.0 3.0 3.0 3.0
Skills Man- talent management strategy is PTI tools for a Talent ment tinued
agement a talent identification register. identifi- and skills Talent imple-
Register Currently, the ODPP has no cation of Man- and Skills mentation
automated mechanism for talents and agement rReport. of Talent
knowing or identifying the skills in the Register and Skills
skill sets and expertise of ODPP. Report.
staff. This makes it difficult to
identify staff members who
are skilled and talented.
4. Learning The ODPP does not have Head, - Develop a Ensure - 2.0 0.5
manage- its own training policy but PTI learning each staff
ment plan adopts the civil service manage- prepares
for every training model. This model, ment plan and im-
staff mem- however, is not responsive for every plements
ber to the needs of the ODPP. A staff learning
formal learning management man-
plan should be in place for agement
every staff member. This plans
will be personalized to the
needs of each staff member
as a component of the
Performance Management
System.
5. Knowledge The Knowledge Management Head, Devel- Imple- 2.0 3.0
Manage- Strategy recognizes that the PTI op Knowl- ment
ment Strat- ODPP has its own experts edge ODPP
egy and draws on the experiences Man- Knowl-
of prosecutors to create a agement edge
knowledge platform for other Strategy Man-
staff members. Knowledge agement
sharing underpins the best Strategy
practices and lessons learned

strategies set out above.
30
S/
No.
6. Succession Succession planning is a core Head, Constitute Develop Imple- Imple- 0.1 5.0 5.0 5.0
Planning component of sustainable HRM a com- the Suc- menta- mentation
growth for the ODPP. Systems mittee to cession tion of of the
should be put in place to develop a Planning the Suc- Suc-
ensure openness, fairness and Succession Policy. cession cession
transparency. Planning Planning Planning
Succession planning at all Policy Dissemi- Policy Policy

levels will ensure a pool of with clear nation of
competent staff who can take Terms of the policy
up positions at higher levels to Reference to staff.
ensure smooth transitions.
7. Career Career planning is a core Head Conduct a Imple- Imple- Imple- 2.0 5.0 1.0 1.0
Planning component of sustainable HRM situation ment the ment the ment the
growth and development for analysis recom- recom- recom-
the ODPP. Career growth and and menda- men- menda-
equitable staff development prepare a tions of dations tions of
opportunities will ensure staff report the Career of the the Career
motivation and retention Planning Career Planning
Eval- Planning Eval-
uation Eval- uation
Report uation Report
Report
8. Policy on The ODPP applies the generic Head Constitute Develop Imple- Imple- 0.1 100.0 300.0 300.0
equitable civil service training policy. PTI a com- the ODPP menta- mentation
access to The roadmap proposes an mittee to training tion of of the pol-
learning and elaborate ODPP training develop policy the policy icy (actual
development policy that includes equitable training (actual training)
opportuni- access with selection based on Policy and Dissemi- training)
ties for all need and merit. develop nate and
ODPP staff their Terms imple-
members of Refer- ment the
ence policy to
ODPP
staff
9. Award The ODPP will introduce an SPP Form a Develop Imple- Imple- 0.1 2.0 10.0 10.0
System Awards System for exemplary team to and im- ment the ment the
performance. develop plement ODPP ODPP
an award award Award Award
policy Policy system system
10. Professional Professional coaching is a Head Develop Imple- Imple- 10.0 10.0
Coaching form of direct mentoring. PTI ODPP ment the ment the
and Mentors can be sought out Mentor- ODPP ODPP
Mentorship by staff members, or a main ship and Mentor- Mentor-
streamed programme could Coaching ship and ship and
be developed. This is a way of Policy Coaching Coaching
fast tracking and monitoring Policy Policy and
training in specific skills or and prepare
subject matter areas. prepare Report
Report

31
32
S/
No.
11. Visiting Visiting professionals and Head Mapping Develop- Imple- Imple- 0.1 3.0 30.0 30.0
Profes- exchange programmes can PTI of profes- ment of ment the ment the
sionals and be reciprocal. They enable sionals and visiting visiting visiting
Exchange enrichment of research, exchange profes- profes- profes-
Programme the development of study programme sionals sionals sionals
units or best practices by and and and
drawing on the experiences of exchange exchange exchange

experienced practitioners. pro- pro- pro-
gramme gramme gramme
11. The PTI The PTI will be a flagship Head Develop Imple- Con- 15.0 100.0 100.0 100.0
will provide component of the ODPP, PTI profes- ment tinuous
continuous recognized in Kenya and sional profes- Imple-
Professional throughout the region for develop- sional mentation
development providing comprehensive ment pro- develop- of pro-
programmes and continuous professional grammes ment professional
development programme. grammes develop-
ment pro-
grammes
12. Fellowship Fellowship and Scholarship Head Develop Imple- Imple- 3.0 50.0 50.0
and Scholar- Awards are a way of PTI Fellow- ment the ment the
ship Awards motivating staff. ship and Fellow- Fellow-
schol- ship and ship and
arship Schol- Schol-
awards arship arship
guidelines awards guide-
guidelines.
lines.
13. Training The ODPP operates a Head Develop- Contin- Continu- - 10.0 10.0 10.0
of Trainers ‘Training of Trainers’ PTI ment of uous im- ous imple-
(TOTs) Pro- programme. This can be the ToTS plemen- mentation
gramme replicated or extended pro- tation of of the
or developed into a full grammme the ToTs ToTs pro-
pedagogical centre for legal and im- pro- gramme
professional teaching and for plementa- gramme
government wide corporate tion
services teaching models.
14. Establish Physical and virtual Head Prepa- Establish Opera- Opera- 0.1 1.0 10.0 10.0
physical Knowledge centres are a PTI ration of Knowl- tionalize tionalize
and virtual platform for scaling up action plan edge Knowl- Knowl-
Knowledge the PTI’s ability to provide for virtual Centres edge edge Cen-
Centres remote training opportunities. knowledge Centre’s tre’s in the
Knowledge centres can be in the PTI PTI
provided in partnership with
established education and
training partners as a one off
or bundles of training options.

34
S/
No.
15. Develop- This will entail coming DPP Finalize the Final- Relo- Continued 10.0 10.0 1000.00 1500
ment of the up with a design, physical structural ize the cate to construc-
PTI infrastructure and resourcing and archi- approvals Loresho tion of the
for the PTI tectural for the premises building
designs design
Con- Equipping
Ground struction and re-

breaking com- sourcing
at the site mences of the PTI
16. Guidelines Sensitization on the Head Finalize on Track the 5.0 - 5.0 -
on inde- Guidelines on independent PTI sensitiza- progress
pendent prosecutorial decision making tion of the on sensi-
prosecuto- and the exercise of discretion. guidelines tization
rial decision These are proposed so that on the
making and prosecutors are properly guide-
of discretion
COMMITTMENT 3: RESHAPING PROSECUTIONS
S/
No.
1 ‘Gold- The ODPP seeks to set Head, To devel- Dissem- Imple- 4.0 20.0 25.0
Standard’ the standard for litigation C&RC op and ination mentation
Prosecution practice in Kenya, to be or review and sen- of Proto-
Protocols the leading professional gold sitization cols and
organization and the most standard of staff on SOPs in
attractive employer in the protocols/ newly de- thematic
legal sector. The proposed SOPs in veloped areas
‘Gold- Standard’ Prosecution thematic SOPs
Protocols will set the standard areas
of professionalism that other
legal organizations in the legal
market place will aspire to.
2. Model The Model Prosecutor Profile SPP Develop Develop Imple- Vetting 1.0 1.0 10.0 2.0
Prosecutor will comprise a list of the key the concept the Model menta- and Ap-
Profile professional and personal Model Prosecu- tion of praisal
attributes that exemplify Prosecutor tor Profile the Model
the type of employee that Profile Prosecu-
represents the ODPP. tor Profile

35
36
S/
No.
3. Prosecution Prosecution Guided Head, Develop Develop Dissem- 2.0 3.0 10.0
Guided In- Investigations Protocols C&RC concept SOPs on ination
vestigations (PGIP) are a core tool in Standard Prose- and sensi-
Protocols rebalancing the relationship operating cution tization
between the ODPP and other Proce- Guided
investigating agencies. The dures for Investiga-
purpose of the PGIP is to Prose- tion

ensure that investigations are cution
complete. Guided
Investiga-
tion
4. Guidelines Sensitization on the HOD- Finalize on Imple- Track the Review 5.0 5.0 5.0 4.0
on Inde- Guidelines on Independent C&RC sensitiza- ment progress and revise
pendent Prosecutorial Decision tion of the Guide- on sensi- the Guide-
Prosecutori- Making and the exercise of Guidelines lines tization lines
al Decision discretion are proposed so on the
Making and that prosecutors are properly Guide-
of discretion
5. Trial Readi- The Trial Readiness Review Head, To develop Develop Imple- Imple- 0.1 15.0 15.0 15.0
ness Review Model (TRRM) is intended EO&IC a check- the Trial ment the ment the
Model to provide a rigorous set list of key Readiness TRRM TRRM
of standards to determine issues in Review
whether cases are ready for prosecu- Model.
trial. The TRRM can be used tion cases To con-
to guide an assessment of stitute a
the preparation in all cases, team of
but is particularly useful in experi-
large and complex cases, enced
and prosecutions involving prosecu-
emerging crimes. The TRRM tors and
is interactive. It involves a imple-
moot-type court or panel ment the
that tests the readiness of the model
prosecution team to proceed
with the case.
6. Litigation Large and complex cases Head, Develop a Under- Dissem- Continue 5.0 30.0 3.0 3.0
Support require a significant amount EO&IC litigation take a ination the imple-
Strategy of litigation support. In some support need as- of the mentation
organizations that includes strategy sessment litigation of the
document management teams on infra- support litigation
and information technology structure strategy support
systems, discovery teams, and staff and sen- strategy
analysts and other support Establish sitization
services. A needs assessment a Man- of staff
is required for the ODPP. agement
Infor-
mation
System

37
38
S/
No.
7. Strategy on The purpose of the strategy Develop Develop a Dissem- Imple- 2.0 3.0 5.0
Complex on complex litigation is to a com- complex ination mentation
Litigation ensure that a prosecutor, plex lit- litigation and sen- of the
with sufficient experience, igation strategy sitization strategy
is well equipped to take strategy of the
on cases involving large strategy
volumes of evidence to prove

sophisticated legal and
evidential points. This will
also ensure that the ODPP
is able to call on a variety
of prosecution counsel to
be involved in these cases
rather than a limited pool of
prosecutors.
8. Training This is to ensure that Head PTI to Imple- Imple- 2.0 10.0 10.0 10.0
Program on prosecutors are well equipped PTI develop a ment ment
Emerging to handle cases in emerging training training training
Crimes crimes. This will also ensure program pro- pro-
that the ODPP is able to call on emerg- grammes grammes
on a variety of prosecution ing crimes on on emerg-
counsel to be involved in cases emerging ing crimes
involving emerging crimes crimes
rather than a limited pool of
skilled prosecutors.
9. Establish The purpose of the ‘First Year’ Head, To estab- Opera- Con- 5.0 10.0 10.0
the ‘First Centre (FYC) is to focus on the PTI lish the tionalize tinued
Year’ Centre education of first year recruits ‘First Year’ the first imple-
within the so that they understand and Centre year mentation
represent the ODPP brand. within PTI
PTI centre of the cur-
The centre will provide a Develop a
Imple- riculum
comprehensive professional Compre-
ment the
development and skills hensive
curricu-
training curriculum for first profes-
year recruits to the ODPP. sional de- lum
The purpose of the FYC is to velopment
ensure that new recruits are and skills
trained from the beginning to training
be ODPP staff members who curricu-
represent the ODPP’s values, lum for
style and standards. first year
recruits
10. Establish The Centre of Excellence Head, To estab- Opera- 10.0 20.0
the Centre of for Complex Litigation and PTI lish the tional-
Excellence Emerging Crimes in the PTI Centre of ization
for Complex will create a focus on the Excel- of the
Litigation training and expertise that lence for Centre of
prosecutors and legal support
and Emerg- Complex Excel-
staff require to successfully
ing Crimes Litiga- lence for
conduct complex litigation
in the tion and Complex
and emerging cases. The
Prosecution Centre will provide training, Emerging Litiga-
Training professional coaching and Crimes in tion and
Institute exchange programmes, and Prose- Emerging
visiting speakers so that cutors’ Crimes
the ODPP’s can meet and/ Training
or adapt international best Institute
practices. This could include
formal training for all grades
of prosecution clerks where
appropriate.

40
S/
No.
11. Establish The Legal Practice Centre Head, Establish Opera- 10.0 20.0
the Legal (LPC) in the PTI will provide PTI the Legal tionali-
Practice litigation skills training along Practice zation of
Centre in the with modules on thematic Centre in the Legal
Prosecution prosecutions. the Pros- Practice
Training ecutors’ Centre in
Institute Training the Pros-

Institute ecution
Training
Institute
12. Prosecu- The LPC will offer a Head, Refer to

tion skills comprehensive training PTI curric-
training curriculum for prosecutors. ulum
curriculum; The LPC will provide under
Subject training at an introductory, commit-
matter cur- intermediate and advanced ment two
riculum on levels. There will be an (2)
substantive expectation that prosecutors
areas of law; will receive structured,
Professional ongoing and accredited
development training throughout their
curriculum careers at the ODPP.
13. Design The LPC would also include Head, Develop Imple- Imple- 10.0 10.0 10.0
Thinking a specific focus on Design PTI Design ment the ment the
in Legal Thinking for prosecutors. The Thinking Design Design
Innovation ODPP would be recognized Curric- Thinking Thinking
Curriculum as the professional leader in ulum in Curricu- Curricu-
legal thinking. Legal In- lum lum
novation
14. Best prac- The LPC would have a specific Head, Establish Opera- 10.0 5.0
tices and les- unit that recognizes the PTI Best Prac- tionalize
sons learned significance of institutional tices and Best
programmes knowledge in the ODPP and Lessons Practic-
the value of the experience Learned es and
and expertise within the Unit Lessons
office. The Best practices and Learned
lessons learned programmes Develop Unit
would involve collaboration the pro- Imple-
with groups of prosecutors grammes ment the
with complementary expertise pro-
in specific subject matter grammes
areas. The groups would
work closely with facilitators
to produce best practice
manuals and supporting
documentation.

41
42
COMMITTMENT 4: LEADERSHIP
S/
No.
1. Adopt Servant Leadership DPP Identify Develop a Imple- Continu- 3.0 10.0 20.0 20.0
Servant Philosophy requires managers Leadership program ment the ous imple-
Leadership to make the development Devel- based on Servant mentation
Philosophy. of their staff of central opment Servant Leader- of the
importance. This ensures that Needs of Leader- ship phi- program
the capacity building that is the organi- ship Phi- losophy
required in the organization zation. losophy. program.

becomes the responsibility
of managers and that there
are incentives in place for
ensuring that this occurs.
2.. Leadership The purpose of the Leadership Head, Develop a Opera- Con- 10.0 15.0 15.0
Centre in the Centre is to create a focus PTI proposal tionalize tinued
PTI on leadership principles and and op- Lead- imple-
what they mean to the ODPP. erational ership mentation
framework Centre in
Leadership It is intended to focus on of Lead-
and estab- the PTI.
Training leadership principles, rather ership
lish Lead-
and De- than just management skills Training
ership Imple-
velopment and style. and De-
Centre in ment the
Program the PTI. Lead- velopment
Develop ership Program
Lead- Training
ership and De-
Training velopment
and De- Program
velopment
Program
3. Comprehen- The Servant Leadership Head, Develop a Imple- Continu- 5.0 15.0 15.0
sive Man- Philosophy and management PTI Compre- ment the ous imple-
agement style will require management hensive Compre- mentation
Training to undergo rigorous training Man- hensive of the
agement Man-
on an ongoing basis, coupled Compre-
Training agement
with the proposed 360 degree hensive
Frame- Training
management performance Man-
work. Frame-
model, which ensures that agement
work
this is put into practice. Training
Frame-
work
4. Thought There is need to DPP Identify Develop Imple- Contin- 1.0 4.0 4.0 4.0
Leadership institutionalize the Thought areas for Thought ment ued im-
Programmes Leadership Programmes legal inno- Leader- Thought plementa-
so that the ODPP becomes vation ship Pro- Leader- tion of the
grammes ship Pro-
known for legal innovation. Thought
grammes
Leader-
ship Pro-
gramme
5. Leadership The Training Needs SPP Develop- Imple- Continu- 1.0 10.0 5.0
Mentoring Assessment report ment of a menta- ous imple-
initiatives set out options for an leadership tion of a mentation
institutionalized leadership Mentoring leadership of the
Action Mentoring
mentoring system. The leadership
Plan Action
purpose of the system is Mentor-
Plan.
to broaden the concept ing Action
Imple-
of leadership mentoring Plan.
menta-
to a range of initiatives tion of a
beyond standard one-to-one Mentoring
mentoring relationships. Action
Plan in
phases.

44
COMMITTMENT 5: ORGANIZATIONAL EFFECTIVENESS
S/
No.
1. Office of The purpose of the OCM is DPP Establish Imple- Imple- 10.0 5.0 5.0
Change to ensure that a professional the Office ment ment ac-
Manage- approach is taken to the of Change action tion plan
ment (OCM) management of the large scale Man- plan for for change
institutional change required agement change manage-
to support the initiatives in
(OCM) management and
the Excellence Charter. This

ment and prepare
will include the establishment
Prepare prepare reports
of management and
and im- imple-
implementation teams who
are allocated responsibility plement men-
for different aspects of the action tation
Excellence Charter. plan for report
change
manage-
ment
Establish
and oper-
ationalize
Monitor-
ing and
Evalua-
tion Unit
2. Establish- The ODPP has not had a fully DPP Constitute develop imple- imple- 0.1 20.0 20.0 20.0
ment of functioning Monitoring and a Moni- and im- ment a ment a
Monitor- Evaluation committee. The toring and plement a monitor- monitor-
ing and M&E committee is essential to Evaluation monitoring eval- ing frame-
Evaluation the successful implementation team and ing and uation work
of the DPP’s new strategic
committee develop evaluation frame-
direction.
(M&E) to be Terms of framework
headed by Reference. work
the DPP
3. Centralized The purpose of the Help Head, Develop Develop Imple- Imple- 1.0 10.0 1.0 1.0
Staff Help Desk is to respond and give CS TORs, and im- ment ment
Desk for any feedback to specific staff set up help plement Help Help Desk
administra- concerns. desk and Help Desk Desk Guide-
tive issue appoint Guide- Guide- lines and
suitable lines and lines and Systems
officers Systems Systems
Operation-
alize the
help desk
4. Institution- Internal communications Head, Review the Imple- Imple- Imple- 3.0 5.0 5.0 5.0
alize the is a key part of the ODPP CC existing ment Stra- ment Stra- ment Stra-
Strategic but suffers from significant tegic tegic tegic
Strategic
Commu- constraints. The current Commu- Commu- Commu-
Commu-
nications nications nications
nications communications strategy does nications Strategy Strategy Strategy
Strategy not adequately meet internal
Strategy
communication needs such
as responsive email system,
intranet or an App. This is one
of the priority issues for the
ODPP.

46
S/
No.
5. Comprehen- The ODPP currently has no DPP Constitute Develop Develop a Imple- 0.1 5.0 10.0 30.0
sive Risk risk management system to a team to Risk Man- Risk Man- ment Risk
Manage- mitigate potential risks. This prepare a agement agement Man-
ment System will require an escalation Risk Man- Strategy System agement
agement
procedure and an early System
Strategy
warning system. There is
therefore need to establish a

Risk Management System to
address potential risks.
6. Delegation Decision making is a key DPP Develop Roll out of 3.0 2.0
of decision component of the Office. guidelines guide-
making There is, therefore, need to for delega- lines for
power. delegate the decision making tion of deci- delegation
sion making of decision
power. The view is that
power. making
the progress of cases and
power
managerial issues become
trapped by a very limited
number of decision makers
who have very wide spans of
control and who cannot keep
up with the workflow given
the other pressures of their
roles.
7. Needs The existing business systems Head, Develop Appoint a Imple- Imple- 0.1 15.0 5.0 5.0
analysis and are outdated and therefore CS TORs for consultant ment the ment the
upgrade of an impediment to the consultancy to evaluate reviewed reviewed
business development of the ODPP as and review business business
the ODPP processes
systems and an innovative and responsive processes
business
processes provider of legal services.
processes
Business needs require
updating and continuous
improvement if the ODPP is
to successfully implement its
new strategic direction.
8. Review or- There is need to review the Head, Finalize, Imple- Imple- Imple- 5.0 100.0 100.0 100.0
ganisational organizational structure to CS and implement the ment the ment the
ment the organi- organi-
structure be in line with operational organi-
organizational zational
improvements, clarify zational
zational structure structure
division of labour and chain of structure structure
command among others
Review
and Revise
Human
Resource
Manual
9. Performance The ODPP has a prototype SPP Launch Develop Imple- Imple- 5.0 10.0 10.0 10.0
Manage- performance management ODPP Per- and dis- ment Per- ment per-
formance seminate formance
ment System system, specific to the needs of formance
the ODPP. There is need for its Man- perfor- Man- man-
launch and implementation. agement mance agement
Framework agement
tools. Frame-
Develop frame-
work
TORs and work
appoint the
Perfor-
mance

Manage-
ment Com-
47
mittee
48
S/
No.
10. 360 degree The 360 degree feedback allows SPP Develop Imple- Implement - 10.0 1.0 1.0
performance each individual to understand ODPP 360 ment ODPP 360
assessments how their effectiveness is degree ODPP 360 Degree
for all man- viewed by others. Perfor- Degree Perfor-
It is the process through which mance As- Perfor- mance As-
agers
feedback from an employee’s sessment mance As- sessment
subordinates, colleagues, and System sessment System

supervisor(s), as well as a System
self-evaluation by the employee
themselves is gathered. Such
feedback can also include,
when relevant, feedback from
external sources who interact
with the employee, such as
customers and suppliers or
other interested stakeholders
11. Standard The introduction of Standard Head, Identify and Devel- Imple- Imple- 0.1 10.0 10.0 10.0
Operating Operating Procedures is an CS map Corpo- op the ment ment the
Procedures important mechanism for rate Service requisite SOPs SOPs
(SOPs) standardizing operations, areas that SOPs for
processes and procedures. SOPs require relevant
should be developed for all SOPs divi-
corporate service areas. sions in
Corporate
Services
12. ODPP Ser- Service Delivery Charter CoS Develop Develop, Imple- Revise 0.1 10.0 2.0 3.0
vice Delivery provides standards for TORs for a dissemi- ment Service
Charter provision of services. There consultant nate and Service Charter
is need to develop a Service implement Charter
Delivery Charter to guide Service
Constitute
service standards Charter
team to
develop
the Service
Charter
13. An auto- The introduction of a Case DPP Appoint Devel- Sensitiza- Imple- 2.0 500.0 100.0 100.0
mated Case Sanagement system is an and develop an tion and mentation
Manage- essential development for the automat- imple- of the
op Terms
ment System ODPP. The current manual ed Mase mentation Mase
of Refer-
system is not efficient. A new man- of the
ence for an man-
case management system is agement automated
external agement
required. An electronic system System Case Man-
consultant System
needs to be introduced once agement
the manual systems have been for the System
revised and audited automated
Case Man-
agement
System
14. A responsive A responsive procurement Head, Review the Imple- Sensiti- Imple- 3.0 10.0 10.0 5.0
procurement service is an essential CS current pro- ment the zation of ment the
service improvement in the ODPP curement recom- managers, respon-
processes menda- request- sive pro-
tions from ors, end
curement
the review users and
service
procure-
ment staff

50
S/
No.
15. Establish The Corporate Services Centre Head, Develop a Estab- Opera- - 3.0 10.0 20.0
the Corpo- of Excellence in the PTI will PTI framework lish the tional-
rate Services provide comprehensive training for the Corporate ize the
Centre of for Corporate Services staff in Corporate Service Corporate
their areas of expertise. The Services Centre of
Excellence Service
Centre will become a leader in Centre of Excellence
in the Centre of

provision of corporate service in Excellence within the
Prosecution Excellence
the region. within the PTI
Training within the
PTI
Institute PTI
16. Strengthen The DPP established an Head, Conduct Implement Imple- Imple- 3.0 100.0 100.0 100.0
the regional operational model that CA&PS specific needs as- ment ment
offices strengthens the offices in the Needs sessment needs as- needs as-
regions and counties with Assess- report sessment sessment
specific development strategies. ment for report
report
Each office will operate as a all ODPP
replica of the main ODPP. The regional
offices will operate consistent and county
with all ODPP policies and offices.
processes. However, each
office will undertake specific
needs assessments so that the
development needs of the office
can be addressed.
17. The ODPP The ODPP Model Office is being Head, Conduct Establish Establish Establish 5.0 130.0 130.0 130.0
Model Office developed so that there are CA&PS specific ODPP ODPP ODPP
standard requirements for the Needs model model model
fit out of every office. Assessment office in office in office in
for the 5 county 5 county
5 county
offices offices offices
offices
18. Well-being ODPP will introduce Head, Develop Imple- Imple- 1.0 50.0 20.0
and safety well-being, safety, protection CS well -being ment well ment well
initiatives and precaution measures support -being -being
and psycho-social support. pro- support support
Well-being and safety measures gramme pro-
pro-
need to be operationalized and gramme
gramme
mainstreamed.
19. Upgrade the There is need for an upgrade of Head, Undertake Upgrade Upgrade Upgrade 2.0 100.0 100.0 100.0
ICT network the ODPP ICT network. CS needs as- the ICT the ICT the ICT
sessment network network network
20. Review and The processes and procedures DPP Audit of Con- 20.0 10.0
audit the of the ODPP will continue to processes tinuous
effectiveness change in response to emerging and proce- audit of
of ODPP trends. They will require dures processes
processes ongoing review and auditing to
and pro-
and pro- ensure that changes are fit for
cedures
cedures purpose.
to ensure
effective
operations
21. Review of Towards the end of the SPP Undertake Under- Final 5.0 5.0 10.0
the ODPP three-year period there’s need annual re- take annu- Review 0f
Excellence to review the ODPP Excellence view of the al review the ODPP
Charter Charter as well as evaluate Charter of the Excellence

its implementation and make Charter
Charter
recommendations on way
51
forward.
52
COMMITTMENT 6: INTER-AGENCY NETWORKS
S/
No.
1. Stakehold- There is need for an ODPP CoS Stakeholder Develop a Imple- Imple- 0.1 3.0 2.0 2.0
er Man- Stakeholder Management mapping Stakehold- ment ment
agement Strategy to facilitate a er Man- Stake- Stake-
Strategy coordinated approach to agement holder holder
stakeholder engagement. Strategy Man-
Man-
agement
agement

Strategy
Strategy
2. Internation- The International Cooperation, Head, Identify the Enhance Enhance Enhance 1.0 5.0 5.0 5.0
al Cooper- MLA and Extradition Division MLA capacity the capac- capacity capacity
ation, MLA should be strengthened to gaps of the ity of the of the of the
and Extradi- better address the growing division division division division
needs of the ODPP in seeking
tion Division
international assistance in
transnational crime.
3. Donor The ODPP requires a Donor CoS Develop a Imple- Implemen- 3.0 2.0 2.0
Coordination Coordination Strategy to Donor Co- mentation tation of
Strategy facilitate harmonized approach ordination of Donor Donor Co-
to donor engagement. Strategy Coordi- ordination
nation Strategy
Strategy
4. Leadership Leadership networks can CoS Identify Organize organize Organize 0.5 10.0 10.0 10.0
Network be developed at all levels of and create leadership leadership leadership
the organization. They can linkag- devel- devel- devel-
assist the best and brightest es with opment opment opment
(or most motivated) to build relevant forums forums forums
their competency by providing networks
professional development and
leadership opportunities to
support themselves and others
in taking an active role in
strengthening the ODPP
5. Professional ODPP will identify and Head, Develop a Participa- Participa- Participa- 0.1 50.0 50.0 50.0
Networks cooperate with professional CS database of tion in the tion in the tion in the
networks professional activities activities activities
networks of the pro- of the of the pro-
fessional networks fessional
networks. networks
6. Justice Sec- Justice Sector Cooperation DPP Actively Actively Actively Actively 2.0 2.0 2.0 2.0
tor Coopera- Network is well established. partici- participate partici- participate
tion Network The success of this initiative will pate and and sup- pate and and sup-
depend upon whether activities support the port the support port the
are purposefully driven to initiatives, initiatives, the ini- initiatives,
measurable outcomes. functions, functions, tiatives, functions,
strategies strate- functions, strategies
and ob- gies and strategies and ob-
jectives of objectives and objectives of
NCAJ and of NCAJ, jectives of NCAJ and
MAT MAT NCAJ and MAT
MAT

53
6. MONITORING AND EVALUATION FRAMEWORK
The DPP shall constitute and head a Monitoring and Evaluation Committee whose membership
shall comprise of the Secretary, Public Prosecutions, the Deputy Directors, the Corporate Strategy
and Planning Division and other members who may be co-opted on need basis. This committee
will develop an M & E Framework and Performance Management System which will be designed to
ensure actual performance is measured against agreed targets at all levels and feedback provided
to key actors in the implementation process. Monitoring and Evaluation will be continuous.

Contact us:
Office of the Director of Public Prosecution
ODPP, Ragati Road, Upperhill, Nairobi
P.O Box 30701- 00100
Tel: +254 2732090 / 2732240 | Mobile: 0723202880 / 0787880580

Fax: +254 2 224 3524 / 225 1808 | Email: info@odpp.go.ke
facebook.com/ODPPKE ODPP_KE
www.odpp.go.ke

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Excellence Charter 26th Nov 2020

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THE EXCELLENCE

ODPP Strategic Commitments, 2020 - 2023 1

4 ODPP Strategic Commitments, 2020 - 2023

NOORDIN M. HAJI, CBS, OGW

ODPP Strategic Commitments, 2020 - 2023 5

DORCAS ODUOR, EBS, OGW

6 ODPP Strategic Commitments, 2020 - 2023

CA & PS County Affairs & Prosecution Services

ODPP Strategic Commitments, 2020 - 2023 7

MESSAGE FROM THE DIRECTOR OF PUBLIC PROSECUTIONS 4

ACKNOWLEDGEMENT FROM THE SECRETARY PUBLIC PROSECUTIONS 6

ACRONYMS AND ABBREVIATIONS 7

3. LINKAGE TO NATIONAL DEVELOPMENT AGENDA 13

4. THE 3R MODEL – RECASTING, RETOOLING AND RELEARNING 14

4.2 RETOOLING - Strengthen, Enhance and Grow the Existing Infrastructure 14

4.3 RELEARNING - Education and Culture Change 14

5. THE SIX STRATEGIC COMMITMENTS 18

5.1 INDEPENDENCE & INTEGRITY 18

5.2 LIFELONG LEARNING 19

5.3 RESHAPING PROSECUTION 19

5.5 ORGANIZATIONAL EFFECTIVENESS 21

5.6 INTER-AGENCY NETWORKS 23

7. MONITORING AND EVALUATION FRAMEWORK 56

8 ODPP Strategic Commitments, 2020 - 2023

3. Reshaping Prosecutions aims at modernizing prosecution by focusing on the fight against

5. Organizational Effectiveness focuses on strategic communication, a responsive

6. Inter-Agency Networks focuses on reshaping our operations on collaboration with our

ODPP Strategic Commitments, 2020 - 2023 9

10 ODPP Strategic Commitments, 2020 - 2023

This Charter will be implemented for the period 2020-2023.

ODPP Strategic Commitments, 2020 - 2023 11

To exercise State Powers of

A just, fair, independent and

To provide an impartial, effective

CLARION Mashtaka Yenye Haki na Usawa

12 ODPP Strategic Commitments, 2020 - 2023

ODPP Strategic Commitments, 2020 - 2023 13

4.1 RECASTING - Collaboration, Cooperation and Coordination

4.2 RETOOLING - Strengthen, Enhance and Grow the Existing Infrastructure

4.3 RELEARNING - Education and Culture Change

ISSUE CURRENT STATE

14 ODPP Strategic Commitments, 2020 - 2023

SYSTEMS: ● Lack of consultation with supervisor and affected officers.

● Systemic failure to effectively communicate policies to internal

● The physical infrastructure is insufficient.

ORGANISATIONAL ● Misapplication of skills.

ODPP Strategic Commitments, 2020 - 2023 15

● Staff stagnate at one job group for many years.

● Ethnicization of the war against corruption.

● Inadequate budgetary allocation.

EXTERNAL ● Inadequate capacity to handle crimes resulting from technological

16 ODPP Strategic Commitments, 2020 - 2023

● Inadequate and archaic case management system in place.

● There is confusion on roles of PTI and Human Resource Development.

ODPP Strategic Commitments, 2020 - 2023 17

2. Lifelong Learning - Continuous learning and knowledge sharing.

3. Reshaping Prosecutions – Modernizing prosecutions.

4. Leadership – We recognize that leadership exists at all levels of our organization.

5. Organizational Effectiveness – Improved communication, structure, processes,

6. Inter-Agency Networks - Our collaboration with external stakeholder makes us

5.1 INDEPENDENCE & INTEGRITY

The table below outlines the 3Rs Analysis of the commitment;

RECAST RETOOL RELEARN