OPENING REMARKS BY MR MUMO MATEMU - CHAIRMAN ETHICS AND ANTI-CORRUPTION COMMISSION DURING THE HIGH LEVEL WORKSHOP FOR THE STRATEGIC PLAN

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1 OPENING REMARKS BY MR MUMO MATEMU - CHAIRMAN ETHICS AND ANTI-CORRUPTION COMMISSION DURING THE HIGH LEVEL WORKSHOP FOR THE STRATEGIC PLAN HELD AT THE KCB MANAGEMENT CENTER, KAREN ON THE 4 TH 6 TH SEPTEMBER

2 Ms Irene C. Keino, Vice Chairperson Comm. (Prof.) Jane Onsongo; Mr. Halakhe Waqo, Secretary/CEO Mr. Michael Mubea Deputy Secretary; Mr. Tim Steel, UNODC Dr. Gefion Schuler, GIZ Distinguished representatives of various institutions invited Coordinators and Officers of the Commission Distinguished participants; Ladies and Gentlemen. I take this opportunity to welcome you all to this High Level Workshop on the development of the Strategic Plan. 2

3 The end of the 2012/2013 financial year marked the end of the timeframe for implementing the 2 nd Strategic Plan of the Commission covering the period between 2009 and Consequently, the Commission embarked on preparing the third strategic plan that will guide implementation of programmes over the next five years ( ). The Strategic Plan will accord the Commission an important opportunity to mainstream and align its strategies and programmes to current Government policies and programmes as contained in the Constitution of Kenya, Vision 2030 and the 2 nd Medium Term Plan ( ). The purpose of a Strategic Plan is: 1. Provide clear objectives and direction for EACC; 3

4 2. Identify and focus on viable and realistic strategies and activities; 3. Promote optimum utilization of available resources (efficiency); 4. Promote maximum realization of stated goal and objectives (effectiveness); 5. Enhance improved provision of services; 6. Promote responsiveness to environmental forces-demands and expectations; and 7. Create opportunities for growth, expansion and sustainability. Ladies and Gentlemen I am informed that an end term review of the last strategic plan has been done and a report is being compiled. The review has provided an opportunity to the Commission to: 4

5 1. Assess progress made in implementing all the strategies and programmes of the Strategic Plan , 2. Identify implementation gaps, challenges, constraints and lessons learnt; 3. Apply the identified issues in defining the strategic issues, objectives, strategies and activities for the next Plan. The 3 rd Strategic Plan of the Commission will therefore provide strategic direction and focus to the Commission in discharging its mandate over the next five years ( ). The Plan will set SMART strategic objectives and define new strategies and activities for the Commission. 5

6 Ladies and Gentlemen As we gather here today to develop the 3 rd Strategic Plan, we should be fully aware of the expanded mandate of the Commission as drawn from Article 79 of the Constitution, the Ethics and Anti-Corruption Act 2011, Leadership and Integrity Act 2012 and the Anti-Corruption and Economics Crimes Act, As you are aware, the mandate of the EACC covers investigation of corruption offences and economic crime, preservation and recovery of corruptly acquired property; ensuring compliance with the codes of ethics and integrity, public education and awareness, prevention, conciliation, mediation and negotiation. The 3 rd Strategic Plan will therefore seek to: 6

7 1. Continue and deepen the programmes already ongoing in investigation, prevention, education, asset recovery and compliance with Chapter six of the Constitution; 2. Strengthen the policy, legal and institutional framework for the Commission; 3. Enhance permanence and regional presence of the Commission within the ongoing regional expansion programmes and the HUDUMA programme; 4. Improve the image of the Commission through aggressive promotional campaigns and corporate branding; and 5. Set clear output and outcome targets and indicators against which the Commission s performance will be measured and judged. 7

8 Ladies and Gentlemen I am aware that an elaborate process has been put in place to develop the Strategic plan. I am informed that the process kicked off with the Inception Workshop at KICC on the 14 th March Thereafter, data collection and analysis was done followed by consultative meetings with departments and regional office representatives with the overall objective to align departmental submissions to strategic planning principles and the mandate of the Commission. The draft plan was further refined in a Technical retreat held at the Kenya Integrity Forum Offices in July The draft Plan outlines the Strategic Model of the Commission, i.e. the Vision, mission, core values, strategic issues, goals, strategic objectives, 8

9 strategies and activities. The model will form the basis for discussion with the view to firming up the strategic direction and focus for the Commission for the next five years. Ladies and Gentlemen Now, we enter the critical phase of a wider and deeper understanding of the strategic issues, objectives set out and strategy document. The objectives of this workshop are therefore to: 1. Review, discuss and agree on the strategic model of the Commission, including the Vision, Mission, Core values, Strategic goals, Objectives and strategies. 9

10 2. Receive and discuss the structure and staffing of the Commission as proposed in the Job Evaluation Report to facilitate the mapping and costing of the activities outlined in the Draft Plan. 3. Refine and finalize the Draft Strategic Plan for submission to the Commission for adaption. The final document will be subjected to stakeholders review and validation for wider ownership. Ladies and Gentlemen I must reiterate at the outset that once the Strategic Plan is prepared and launched, the Commission will cascade its implementation to the Directorates, Departments, and Divisions and to individual staff level. 10

11 It is therefore expected that Directorate, and by extension Departments, will revise their annual work plans to be in line with the new Strategic Plan. Individual officers will thereafter be expected to derive and develop their work plans from the revised departmental work plans. In addition, a robust monitoring and evaluation framework will be put in place to facilitate implementation tracking, quarterly monitoring and reporting and evaluation mid-way and at the end of the Plan period. This system will strengthen performance tracking and management and enhance accountability for results and inculcate a results-based culture and appraisal system for the staff at the Commission. In Conclusion, I wish to reiterate that as we proceed with this task, I expect participants to remain focused and visionary to ensure a robust strategic direction is set for the Commission and relevant and impactful 11

12 strategies, activities and work plans are put in place and implemented to ensure the Commission realizes its strategic goals and objectives. With these remarks, I declare the High Level Strategic Planning Workshop officially open and wish you all fruitful deliberation and a successful plan formulation process. Thank You. 12