Table of Contents - ilakenya.orgilakenya.org/wp-content/uploads/2016/03/IILA-Strategic-Plan-2016... · 2.4. PESTEL analysis ... ITC International Tobacco Control ... In 2011 its legal

i

Table of Contents

Acknowledgements........................................................................................................................................1v

Foreword.............................................................................................................................................................v

Abbreviations and Acronyms. ........................................................................................................................vi

Executive Summary.........................................................................................................................................viii

CHAPTER 1: INTRODUCTION

1.1. Background........................................................................................................................................1

1.2. Mandate.............................................................................................................................................1

1.3. Rationale for preparation of Strategic Plan....................................................................................1

1.4. Methodology......................................................................................................................................2

CHAPTER 2: SITUATIONAL ANALYSIS

2.1. Internal analysis/ Review of last planning period (2010-2015)......................................................3

2.1.1 Programmes and staff postings........................................................................................................3

2.1.2. Financial management....................................................................................................................3

2.1.3. Organizational governance ............................................................................................................3

2.1.4. Partnership and networking.............................................................................................................4

2.2. External analysis.................................................................................................................................4

2.3. SWOT analysis.....................................................................................................................................6

2.4. PESTEL analysis................................................................................................................................. ..7

2.5. Stakeholder analysis/ Mapping.......................................................................................................8

CHAPTER 3: STRATEGIC DIRECTION

3.1. Vision................................................................................................................................................ ..9

3.2. Mission................................................................................................................................................9

3.3. Core values (PACIT)................................................................................ .........................................9

3.4. Strategic areas:.............................................................................................................................. ..9

3.5. Strategic Objectives....................................................................................................................... 10

CHAPTER 4: INSTITUTIONAL CAPACITY DEVELOPMENT/ STRENGTHENING

4.1. Organizational structure and functions........................................................................................12

4.1.1. Board of Directors............................................................................................................................12

4.1.2. Secretariat structure........................................................................................................................12

4.1.3. Programme structure.......................................................................................................................12

a. Thematic areas of interest to the organization............................................................................12

b. Functional Approach......................................................................................................................13

ii

I. Research and Development Programme....................................................................................13

II. Policy & Legislative Drafting Programme.....................................................................................13

III. Capacity Building Programme......................................................................................................14

IV. Communications and Advocacy Programme............................................................................15

4.1.4 Finance and Accounting.......................................................................................................................16

4.1.5 Human Resources and Administration..................................................................................................16

4.1.6 IILA Internship Programme......................................................................................................................16

4.1.7 Information and Communication Technology (ICT) Office................................................................17

4.1.8 Financing the Strategic Plan...................................................................................................................17

CHAPTER 5: RISK AND RISK MANAGEMENT

1.1 Risk management strategy........................................................................................................................18

CHAPTER 6: REPORTING, MONITORING AND EVALUATION

6.1. Internal dissemination and cascading of the strategic plan...............................................................20

Reporting............................................................................................................................................................20

Monitoring and Evaluation Reporting.............................................................................................................20

Annual Review...................................................................................................................................................20

Mid- term review................................................................................................................................................21

End- term review................................................................................................................................................21

6.2. Balanced Score Card.......................................................................................................................21

ANNEXES

Annex 1: IILA Organogram

Annex 2: Stakeholders Map

Annex 3: Thematic areas Map

Annex 4: Implementation Matrix

List of Tables and FiguresTables Table 1 SWOT analysis

Table 2 PESTEL Analysis

Table 3 Budget

Figures Figure 1 IILA Capacity Building Framework

Figure 2 Communications and Advocacy Audience

Figure 3 Balances scorecard

iii

Acknowledgements

The development of this strategic plan was made possible by the dedicated commitment of IILA staff, members and Board of Directors; who through consultations via email, physical meetings and retreats, were instrumental in shaping the plan. Their contributing is acknowledged with thanks.

iv

This strategic plan marks a significant milestone for the International Institute for Legislative Affairs (IILA). In 2014, we celebrated 10 years of working closely with Policy making institutions, Government departments, Members of Parliament and other stakeholders in the legislative process to draft and advocate for pro- people policies and legislation in Kenya. This strategic plan therefore, is a fitting start to usher us into a new decade.

Foreword

Mr. Njonjo MueChairman

In this new strategic period, IILA will seek to build from the gains made and lessons learnt from the previous strategic plan 2010-2015. We will continue to “enhance the legislative process by providing technical support to law making institutions and other stakeholders” in order to contribute to our vision of a “A Just Society Governed by Fair and Righteous Laws”

The review of the last strategic period that informed this plan showed that IILA has grown in leaps and bounds. On the one hand, we have consistently built internal capacity to execute our mandate. Staff numbers and competencies have grown, and so has program and project work.

We have also strengthened our networks and partnerships with different stakeholders from Government Ministries and agencies, Parliament and Civil Society Organizations (CSOs). Further, through support from different partners which has enabled us to diversify the thematic areas that we engage in and thus have greater impact.

We expect that this strategic plan will specifically help us to enhance our overall effectiveness by:

1. Redirecting our vision and mission to be relevant to changing dynamics in our operating environment;

2. Strengthening our networks and partnerships by institutionalizing engagements with like-minded and complementary organizations;

3. Enhancing oversight of the organization by strengthening our organizational governance;

4. Becoming more sustainable through innovative resource mobilization mechanisms and;

5. Promoting effective monitoring and evaluation (M&E) of organizational work in order to measure progress and ensure achievement of goals and objectives

As we embark on this exciting new journey, we are confident of the unwavering support from our stakeholders, partners and beneficiaries who have stood with us this far.

Njonjo Mue (Chair, IILA Board)

v

Abbreviations and Acronyms

ACBF Africa Capacity Building Foundation

AG Attorney General

CIC Committee for the implementation of the Constitution

COMESA Common Market for East and Southern Africa

CSR Corporate Social Responsibility

CTFK Campaign for Tobacco Free Kids

CSO Civil Society Organization

DFID Department for International Development

EAC East Africa Community

EATGN East Africa Tax and Governance Network

FCA Framework Convention Alliance

FIDA- K Federation of Women Lawyers of Kenya

IEA Institute for Economic Affairs

IDRC International Development Research Centre

ISO International Organization for Standardization

ITC International Tobacco Control (Policy evaluation project)

KAPA Kenya Alcohol Policy Alliance

KCPF Kenya Christians Professionals Forum

KEMRI Kenya Medical Research Institute

KETCA Kenya Tobacco Control Alliance

KIPPRA Kenya Institute for Public Policy Research and Analysis

KNBS Kenya National Bureau of Statistics

KNCHR Kenya National Commission on Human Rights

NCDAK Non- Communicable Diseases Alliance of Kenya

vi

NEMA National Environmental Management Authority

NGO Non- Governmental Organization

OSIEA Open Society Initiative for East Africa

ToT Training of Trainer

UNDP United Nations Development Programme

vii

Executive Summary

The process of development of this plan began in January 2015 and has consisted of broad consultations between the Secretariat and Board or Directors as well as a review of various documents and benchmarking with other relevant institutions

An analysis of IILA’s past performance and a scan of the operating environment were carried out focusing both on internal and external spheres. The analyses resulted in the identification of the Strengths, Weaknesses, Opportunities and Threats (SWOT) facing the organization. A PESTEL analysis was also conducted to better understand the Political, Economic, Social, Technological, Environmental and Legal environment in which we operate. Finally a comprehensive stakeholder analysis completed the Situational Analysis.

This then led to the identification of Strategic areas of engagement for the planning period as:

1. Legislative Research

2. Legislative Engagement

3. Capacity Building

4. Legislative Advocacy

5. Institutional Development and Sustainability

The identified strategic areas formed the basis for setting strategic goals and objectives that will be pursued in the planning period as well as strategies that would enable the achievement of the objectives.

The overall Vision for the planning period :

“A Just Society governed by Fair and Righteous Laws”,

while our Mission is

“To enhance legislative process by providing technical support to law making institutions and other stakeholders”

The Mission was further operationalized into five (5) strategic objectives as follows;

To conduct unique and quality research and analysis on legislative issues that inform the development, implementation and monitoring of the impact of legislation

To draft new legislation, review current and/or proposed legislation, amendments to legislation, regulations, rules, and by-laws

To build and enhance the capacity of law making institutions and relevant stakeholders to effectively carry out their mandate. carry out/undertake their roles

To design and implement effective advocacy strategies that support the development, adoption, implementation and evaluation of legislation in our areas of strategic interest

To develop and strengthen the capacity of the organization to effectively deliver on our mandate

1

2

3

4

5

viii

Our Core Values

Professionalism

Accountability

Courage in Action

Integrity

Team work

To enable us implement this plan, IILA will adopt two operational approaches; engagement in thematic areas of interest and adopting programmatic approach that is in line with the legislative process. The thematic areas of interest have been mapped and included in Annex 3 of the plan, while the programmatic areas which will inform the organization of the organizational secretariat are Research and Development programme, policy Development Programme, capacity building programme and advocacy programme.

The strategic plan maps out the stakeholders that we will need to engage in our day- to- day operations; including National and County government and agencies, law making entities, research institutions, Civil society and other non- governmental organizations, donors and other development partners.

Finally the plan outlines a comprehensive reporting, monitoring and evaluation framework to provide a basis for tracking implementation and measurement of achievement of our goals, outputs and impact.

ix

1IILA Strategic Plan 2016-2020

CHAPTER 1: INTRODUCTION

1.1. BackgroundThe International Institute for Legislative Affairs (IILA) is a not- for- profit organization that works closely with Policy making institutions, Government departments, Members of Parliament and other stakeholders in the legislative process to draft and advocate for pro- people policies and legislation. IILA was founded in 2004 as the Parliamentary Advocacy Action Group (PAAG) and registered as a Trust in 2006 under the Trustees (Perpetual Succession) Act of Kenya. Its name changed to the National Assembly Support Initiative (NASI) in 2005 and subsequently to the Institute for Legislative Affairs (ILA) in 2006. In 2011 its legal status changed to a company limited by guarantee.

IILA’s mission is to enhance the legislative process in Kenya by providing technical support to law making entities and other stakeholders. IILA also seeks to increase the participation of the public in the legislative process in Kenya. At formation IILA’s objectives were:

1. Conduct research and analysis on legislative issues.

2. To propose new legislation.

3. To review current and/ or proposed legislation.

4. To draft legislation, amendments to legislations, gazette notices, rules, by- laws and memoranda.

5. To promote public participation in the legislative process.

5. To lobby legislators to pass just and fair laws.

1.2. Mandate

IILA is a not- for- profit organization that works closely with policy makers, Government Departments, Members of Parliament and other stakeholders in the legislative process to draft and lobby for pro- people policies and legislation.

1.3. Rationale for preparation of Strategic Plan

In 2010 IILA launched its first strategic plan, which was revised in 2012 to take into account the changing operating environment that the organization found itself in. These changes included new legislative bodies established by the Constitution of Kenya, 2010, including the establishment of two legislative houses at national level- the Senate and National Assembly and County Assemblies in each of the 47 counties. The revision of the strategic plan sought to position IILA to respond in ways that ensure relevance to context, efficacy of the legislative processes and pursuit of its vision of ‘being the institution of choice in matters of legislative process in Kenya’. This is in its commitment towards building a just society.

2

The 2010- 2015 Strategic Plan was more activity oriented with a focus on establishing the programmatic priorities of the organization in line with the realities of the external environment in which IILA operates. In the timeframe of this plan, all the envisaged programs have been established and steps taken to promote their contribution to the overall organizational goals and objectives.

This strategic plan (2016-2020) is expected to take the organization to the next level both internally and externally by inter alia:

• Redirecting our vision and mission to reflect new dimensions and realities in the operating environment e.g. technical support to actors in counties and moving to the regional level e.g. the East Africa Legislative Assembly;

• Enhancing the effectiveness of program work in order to ensure achievement of our objectives and sustainable outcomes. In this regard IILA will continue to:

1. Conduct unique and quality research and analysis on legislative issues to inform development, implementation and monitoring of the impact of legislation

2. To draft new legislation, review current and/or proposed legislation, amendments to legislation, regulations, rules, and by-laws

3. Enhance capacity of law making institutions and relevant stakeholders in their legislative roles

4. Advocate for adoption, implementation and evaluation of legislation in our areas of interest

The development of this strategic plan is an outcome of a number of processes, including reviews of various documents, benchmarking with other relevant institutions and consultative engagements with staff, board of directors and selected stakeholders.

The Strategic Plan was further enhanced through a staff retreat held on 10th July 2015 in Nairobi and a joint Staff and Board of Directors’ retreat held on 21st to 23rd August 2015 in Limuru.

1.4. Methodology

• Continuously developing and strengthening the capacity of the organization to effectively deliver on our mandate. IILA seeks to ensure clarity/ precision in program structure, expectations, execution and coordination to ensure effective and collaborative action toward the achievement of the organizational goals and objectives;

• Strengthening networking and partnership by institutionalizing engagements with like-minded and complementary organizations;

• Enhancing oversight of the organization by strengthening organizational governance;

• Promoting organizational sustainability through innovative resource mobilization mechanisms

• Promoting effective monitoring and evaluation (M&E) of organizational work in order to measure progress and ensure achievement of goals and objectives.


CHAPTER 2: SITUATIONAL ANALYSIS

2.1. Internal analysis/ Review of last planning period (2010-2015)

2.1.1 Programmes and staff postings

This period was characterized by the galvanization of all the four programme areas (Research and Development, Policy and Legislative Drafting, Communications and Advocacy; and Capacity Building) to take their rightful role in the achievement of the organization’s goals. This was done through hiring of competent staff to head the programme and continuous effort towards building the capacity of these staff to effectively execute their responsibilities.

There has been an overall Improvement in internal capacity; even though individual programme development has been mixed with some making more strides than others. This can be attributed to individual staff capacity in their respective areas, staff turnover and organizational prioritization amongst others. This review also established that there is room for improvement in inter- program coordination and collaboration to ensure even growth of the programmes and achievement of mutual goals and objectives. During the last planning period, the staff capacity has been enhanced with continuous hiring of competent full time staff and complementary staff such as interns under competitive terms comparable to similar organizations in the country. However, each program has only one staff, leading to challenges due to increasing volume of work.

IILA’s engagement in the legislative process has grown tremendously during the reporting period (2010- 2015). This period saw IILA implement its 3rd strategic plan whose vision was “To be the institution of choice on matters of the legislative process in Kenya”, and mission “Enhancing the legislative process in Kenya by providing technical support to members of parliament, law making entities and other stakeholders”. The work of the organization was guided by 4 core values; Professionalism, Accountability, Courage in Action and Integrity.

In order to provide a realistic context for the strategic framework, a situational analysis is necessary to provide insights that underpin IILA’s strategic direction. This chapter presents an analysis of the organization’s internal and external operating environment through a review of the last planning period (2010- 2015), an overview of the external environment as well as a Strengths, Weaknesses, Opportunities, Threats (SWOT) analysis and a Political, Economic, Social, Technological, Environment and Legal (PESTEL) analysis, It also provides a mapping of the organization’s stakeholders in order to ensure that only targeted and relevant interventions/ strategies are proposed.

2.1.2. Financial management

The organization has received financial support from various partners, such as The Campaign for Tobacco Free Kids (CTFK), International Development Research Centre (IDRC) Open Society Initiative- East Africa (OSIEA) and the Framework Convention Alliance (FCA). More recently IILA has received funding from The Africa Capacity Building Foundation (ACBF), Association for Safe International Road Travel (ASIRT) and the Public Health Institute (PHI) from the United States of America.

4

2.1.3. Organizational governance

2.1.4. Partnership and networking

The last planning period saw the change in modality for organizational governance from a board of trustees to a board of directors. This was necessitated by the change in organizational registration from a Trust under the Trustees (Perpetual Succession) Act to a Limited Liability Company under the Companies Act. The seven trusteed have been retained as Directors and are responsible for directing and overseeing the operations of the institute by providing strategic leadership and guidance to the organization.

The membership of IILA has not been fully exploited. Efforts will be made in this planning period (2016-2020) to grow and maintain an active membership base.

Institutional partnership and networking on thematic and programmatic areas has been enhanced both at national and international level. At national level IILA has continued to work with relevant institutions such as the National Assembly, Ministries and other Government agencies, research institutions, media and civil society organizations. In this regard, IILA is a member of the Kenya Tobacco Control Alliance (KETCA), Kenya Alcohol Policy Alliance (KAPA), Parliamentary Initiatives Network (PIN), Road Safety Taskforce, Non- Communicable Diseases Alliance of Kenya (NCDA-K) and the Kenya Civil Societies platform on Oil and Gas (KCSPOG). IILA has also partnered with the Ministry of Health, Kenya Medical Research Institute (KEMRI), World Health Organization and the Kenya Institute for Public Policy and Research (KIPPRA). At the international level IILA has partnered with the University of Waterloo, Canada in its International Tobacco Control (ITC) Policy Evaluation Project and is a member of the Framework Convention Alliance (FCA), the Africa Tobacco Control Alliance (ATCA) and the Public Health Institute (PHI) of the US, to mention a few.

The Constitution of Kenya 2010 created a devolved system of government comprising of a National Government and 47 County Governments, which are distinct from but inter-dependent with the National Government. The County Governments are expected to promote more effective service delivery at grass-root level and also promote accountability. Each county has a Governor and elects ward representatives into the respective County Assembly whose role is to legislate locally and monitor the performance of the Governor’s County Executive Committee. These legislative bodies are the primary operational areas for IILA.

In addition to these old and new legislative structures, there also have been extensive governance reforms and internal changes in the rules of engagement in the legislative process that present opportunities for IILA’s work in the process. These include the strengthening of the Research Department, the establishment of the Budget Analysis Department, the establishment of the Center for Parliamentary Studies and a Media Center all of which present opportunities for partnerships for the strengthening of IILA’s respective areas and subsequently for execution of its work at other levels of government such as County Assemblies.

Further, separation of powers between the different arms of government i.e. legislature, judiciary and executive is resulting in checks and balances that provide a stable environment for political development and eventually service delivery. Additionally, the Constitution of Kenya stresses the need for participation of citizens in policy, legislative and other developmental matters. This is an opportunity for non- state actors and citizen organizations/ representatives to articulate the citizen’s

2.2. External analysis


voice in the process.

The change in the constitutional framework has had several effects on the work of the organization, both positive and negative:

1. The structured level of engagement at both National and County assemblies facilitates clear and more organized engagement by actors such as IILA However the new structures introduce new actors and thus impacts on the scope and duration of our advocacy and other legislative engagement work.

2. The Bill of Rights as provided in the Constitution presents a basis for IILA’s work around social justice as well as widening the scope of our work.

3. There is an increase in civic consciousness and more space for public engagement coupled with increased access to information; thus creating a demand for public participation in the legislative process; which is linked with IILA’s work.

The political environment in the country also affects the work of the organization by determining the speed, momentum and support (or lack thereof) that IILA’s issues will receive in the legislative process.

Funding priorities of development partners are shifting. While there is increased interest by the donor community to fund policy related work; there is also a deliberate shift away from ‘grant making’ to ‘commercialized aid’. Donors are also increasingly participating in program implementation through consultancies and/ or creation of program offices within their own institutions which perform similar role to what CSOs/ NGOs would perform. Additionally, development partners are increasingly linking funding and trade through bilateral relationships. This means that there is a reducing pool of funding available to organizations such as IILA; especially in the wake of reducing funds from home governments and philanthropies from where the development partners source their funding. At regional (Africa) and global level there is an increased realization of the importance of policy and legislation and an increasing space for engagement of non- state actors such as IILA and the public in general. Evidence-based policy making has become an important aspect of the policy and legislative processes whose goal is to ensure that the laws and policies made respond to the actual needs of the population.

Regional economic integration such as the EAC, AU and COMESA impacts on the way policies and legislations are developed and implemented. This is a wide scope which has created a new frontier of policy and legislative engagement. The treaties, policies and legislations adopted by the regional blocs have far reaching effects on how member states relate and conduct their aspects of governance and the economy hence the need to seek greater engagement especially on areas touching on our thematic areas.

In relation to advocacy strategies, there is an increase in the use of Information, Communication and Technology (ICT) and social media to drive advocacy agendas. Many decision makers in Kenya are now accessible through social media sites and this presents a new avenue for advocacy organizations to achieve their objectives.

6

2.3. SWOT analysisSWOT (Strengths, Weaknesses, Opportunities and Threats) analysis was undertaken to highlight IILA’s internal strengths and weaknesses in relation to its external opportunities and threats. The results of this analysis are presented in the table below:

Table 1: SWOT Analysis

STRENGTHS WEAKNESSES

1. Competent, diverse and experienced staff

2. Committed Board of Directors

3. Existence of organizational policy documents and manuals

4. Established relationships and networks with policy and law making entities

5. Track record on policy and legislative engagements

6. The organizational reputation.

7. Our core values

8. Sound financial management

9. Ability to adjust to changing operating environment

10. Diversification of financial base

1. Limited financial resources

2. Inadequate staffing levels

3. Limited office/ physical space

4. Inadequate library resources

5. Low visibility

OPPORTUNITIES THREATS

1. Good will from relevant policy and law making entities

2. The broadened scope of the Constitution 2010( Bill of Human Rights)

3. Supportive democratic space

4. Devolved system of Government

5. Advancement in ICT

6. Alternative resource mobilization strategies

7. Kenya’s membership in bilateral and multilateral institutions e.g. EAC, COMESA and WTO/ Regional Integration

8. Emerging policy issues e.g. the extractive sector and trade

9. Opportunities for staff training and development

1. Competition for limited resources

2. Changing donor priorities

3. Competition from similar organizations, both gov-ernment and non- government

4. Lack of political will in some of the areas IILA is involved in


CA

TEG

ORY

ISSU

EEF

FEC

T

POLI

TICA

LPo

litic

al p

roce

sses

suc

h as

cha

nges

in p

oliti

cal l

ead

ersh

ip t

hrou

gh

an e

lect

ion

Non

pre

dic

tabi

lity

of th

e op

erat

ing

envi

ronm

ent c

ould

slow

and

or d

isrup

t the

impl

emen

-ta

tion

of t

his

plan

. IIL

A w

ill ha

ve t

o be

aliv

e to

thi

s re

ality

and

ad

just

acc

ord

ingl

y, e

.g.

thro

ugh

enga

gem

ent w

ith n

ew p

laye

rs, c

reat

ing

posit

ive

rela

tions

Inte

rfere

nce

with

pol

itica

l pro

cess

es su

ch a

s IIL

A h

as e

xper

ienc

ed in

its

toba

cco

cont

rol w

ork

Polit

ical

pro

cess

es s

uch

as th

e on

es II

LA in

tend

s to

eng

age

in a

re in

fluen

ced

by

diff

eren

t in

tere

sts a

nd II

LA w

ill ne

ed to

ens

ure

that

its i

nter

ests

are

prio

ritize

d

ECO

NO

MIC

Econ

omic

prio

ritie

s fo

r th

e co

untry

are

con

stan

tly c

hang

ing

yet

at

the

sam

e tim

e ta

ke p

riorit

y in

gov

ernm

ent p

olic

ies a

nd le

gisla

tion

IILA

will

need

to a

lign

its w

ork

to th

e N

atio

nal e

cono

mic

age

nda

to e

nsur

e th

at th

ey p

ri-or

itize

d

The

glob

al e

cono

mic

situ

atio

n an

d a

gend

a d

eter

min

es t

he a

vail-

abilit

y an

d p

riorit

izatio

n of

don

or fu

ndin

g to

CSO

s in

the

dev

elop

ing

coun

tries

like

IILA

and

cou

ld

This

coul

d h

ave

an im

pact

in a

vaila

bilit

y of

fund

ing

and

them

atic

are

as th

at a

ttrac

t thi

s fu

ndin

g. II

LA w

ill ne

ed t

o co

nsta

ntly

aw

are

of t

he c

hang

ing

glob

al p

riorit

ies

and

ad

just

ac

cord

ingl

y.

Regi

onal

eco

nom

ic In

tegr

atio

n su

ch a

s th

e EA

C w

ill im

pact

on

the

way

pol

icie

s an

d le

gisla

tion

is d

evel

oped

and

impl

emen

ted

in t

he

resp

ectiv

e co

untri

es

This

coul

d im

pact

on

the

issue

s th

at II

LA c

hoos

es to

eng

age

in, t

he le

vel o

f eng

agem

ent

(nat

iona

l, re

gion

al),

the

acto

rs to

be

enga

ged

(reg

iona

l bod

ies)

and

stra

tegi

es to

be

used

.

SOC

IAL

Glo

baliz

atio

n is

chan

ging

the

way

org

aniza

tions

ope

rate

as

wel

l as

the

profi

le o

f the

ir be

nefic

iarie

s. C

itize

ns a

re m

ore

awar

e of

thei

r rig

hts

and

obl

igat

ions

, and

at t

he s

ame

time

the

wor

ld is

bec

omin

g a

‘glo

bal v

illage

’

IILA

will

need

to b

ecom

e in

nova

tive

in th

eir e

ngag

emen

t all

its st

akeh

old

ers a

nd m

ore

so

with

the

publ

ic w

ho a

re th

e m

ain

bene

ficia

ries o

f our

wor

k.

As c

itize

ns b

ecom

e m

ore

soci

ally

con

scio

us a

nd a

ctiv

ism g

row

s, th

ere

is an

opp

ortu

nity

for

IILA

to w

ork

clos

ely

with

the

publ

ic to

alig

n th

eir n

eed

s to

our w

ork

Ther

e is

also

an

oppo

rtuni

ty fo

r net

wor

king

and

par

tner

ship

s with

peo

ple

from

all

over

the

wor

ld to

supp

ort o

ur w

ork.

Heal

th c

halle

nges

suc

h as

the

one

s IIL

A is

wor

king

on

(esp

ecia

lly

NC

Ds)

are

on

the

rise

Ther

e is

a ne

ed fo

r a m

ore

sust

aine

d e

ngag

emen

t and

dem

onst

ratio

n of

resu

lts a

nd im

-pa

ct o

f our

wor

k an

d h

ence

con

tribu

tion

to th

e ov

eral

l hea

lth o

f Ken

yans

TEC

HNO

LOG

ICA

LIIL

A is

ope

ratin

g in

an

envi

ronm

ent o

f rap

id te

chno

logi

cal c

hang

es

that

com

es w

ith b

enefi

ts (

such

as

capa

city

for

rap

id e

xcha

nge

of

info

rmat

ion

and

impr

oved

com

mun

icat

ion)

that

cou

ld e

nhan

ce o

ur

wor

k an

d c

halle

nges

(su

ch a

s cy

berc

rime

and

pot

entia

l for

dat

a lo

sses

) tha

t cou

ld d

isrup

t it

Ther

e is

huge

pot

entia

l for

the

use

of te

chno

logy

to a

dva

nce

our w

ork,

such

as t

he st

rate

-gi

c ad

optio

n of

dig

ital a

dvo

cacy

met

hod

olog

ies.

At t

he s

ame

time,

IILA

nee

ds

to p

ut in

pl

ace

effe

ctiv

e m

easu

res t

o pr

otec

t us f

rom

pot

entia

l har

ms o

f tec

hnol

ogy

ENVI

ROM

ENTA

L Th

ese

incl

ude

envi

ronm

enta

l pro

tect

ion

(suc

h as

pro

per w

aste

man

-ag

emen

t and

red

uctio

n of

pol

lutio

n an

d h

arm

ful e

miss

ions

) and

nat

-ur

al c

alam

ities

such

as fl

ood

s and

ext

rem

e w

eath

er c

ond

ition

s; th

at

IILA

may

hav

e lim

ited

or n

o co

ntro

l ove

r

Som

e of

thes

e en

viro

nmen

tal i

ssue

s m

ay h

ave

an im

pact

on

IILA

ope

ratin

g en

viro

nmen

t an

d s

taff,

hen

ce a

ffect

ing

the

wor

k of

the

org

aniza

tion.

IILA

will

need

to

put

miti

gatin

g fa

ctor

s to

man

age

to th

e ex

tent

pos

sible

thei

r im

pact

LEG

AL

Lega

l fra

mew

ork

for o

ur o

pera

tions

IILA

com

plie

s fu

lly w

ith t

he le

gal f

ram

ewor

k es

tabl

ished

to

regu

late

org

aniza

tions

of

its

kind

.

Tabl

e 2:

PES

TEL

Ana

lysis

8

2.4. PESTEL analysis

2.5. Stakeholder analysis/ Mapping

Stakeholders are those that may be affected by IILA’s strategic decisions or could affect IILA’s proposed strategies and subsequent outcomes. Stakeholder analysis is critical in this strategic plan to enable IILA to clearly define its target audience and their specific roles and hence be strategic in its intervention and increase its chances of success in achieving the plan’s goals and objectives with minimal conflicts. IILA’s stakeholder map is contained in Annex 2

PESTEL (Political, Economic, Social, Technological, Environmental and Legal) analysis was conducted to assess the environment under which IILA is operating with a view to knowing the factors that will either support or impede the process of implementing the Strategic Plan. The analysis is summarized in table 2 above.


CHAPTER 3: STRATEGIC DIRECTION

3.1. Vision

3.2. Mission

3.3 Core Values

“A Just Society Governed by Fair and Righteous Laws”

“To enhance the legislative process by providing technical support to law making institutions and other stakeholders”

Professionalism We will endeavour to operate in an internal environment guided by professionalism and mutual respect. IILA also demonstrates professionalism in its service to and with stakeholders at all levels of its engagement in the legislative process.

Accountability We will demonstrate openness in our operations and be accountable to our funders, clients, partners and stakeholders

Courage in Action IILA will continue to work courageously around unpopular thematic areas that have the greatest impact on the lives of ordinary Kenyans.

Integrity We will show impartiality, fairness and honesty while upholding the highest ethical standards in the implementation of our activities

Team work IILA will uphold team spirit both at internal level amongst its staff, management and Board, but also with like- minded institutions external to the organization

1. Legislative Research

2. Legislative Engagement

3. Capacity building

4. Legislative Advocacy

5. Institutional Development and sustainability

3.4. Strategic areas:

10

3.5. Strategic Objectives

The operations of IILA will be anchored on the following broad strategic objectives:

3.5.1 Strategic Objective 1: To conduct unique and quality research and analysis on legislative issues that informs the development, implementation and monitoring of the impact of legislation

3.5.2 Strategic Objective 2: To draft new legislation, review current and/or proposed legislation, amendments to legislation, regulations, rules, and by-laws

Strategies:

Strategies:

• Conduct relevant and timely research and analyses to inform policy and legislative development

• Develop clear and concise research and analysis outputs; including research reports, policy briefs, policy and legislative reviews, Articles and discussion papers for use as informational, capacity building and advocacy tools

• Build collaboration with research institutions at national, regional and international level

• Institutionalize and strengthen internal research and analysis capacity in IILA; with a view of adding value to IILA’s engagement in legislative discourse

• Draft new legislation

• Submit Memorandums

• Review and propose amendments to existing and proposed legislation

• Develop and enhance internal capacity in policy and legislative drafting

3.5.3 Strategic Objective 3: To build and enhance the capacity of law making institutions and relevant stakeholders to effectively undertake their roles

Strategies

• Design capacity enhancement initiatives for law making institutions and relevant stakeholders

• Coordinate and collaborate with key institutions

• Enrich IILA’s capacity building initiatives and training programmes

• Enhance internal ability to provide quality capacity development interventions


3.5.4 Strategic Objective 4: To design and implement effective advocacy strategies that support the development, adoption, implementation and evaluation of legislation in our areas of strategic interest

3.5.5 Strategic Objective 5: To develop and strengthen the capacity of the organization to effectively deliver on our mandate

Strategies

Strategies

• Lobbying

• Media engagement

• Advocacy material development

• Internal Communication

• Deepening networks, partnerships and engagement

• Programme development

• Systems development

• Risk Management

• Internship

• Board governance

• Membership engagement

• Financial Sustainability

12

CHAPTER 4: INSTITUTIONAL CAPACITY DEVELOPMENT/ STRENGTHENING

4.1. Organizational structure and functions

The success of the implementation of the IILA strategic plan will be anchored on an effective and efficient institutional structure and its capacity to deliver on the set targets. Implementation of this plan will require both human and financial resources. This chapter outlines how IILA will achieve its planned objectives by highlighting the organizational structure; including individuals and teams responsible for implementation, organizational capacity development strategy and projected financial resource needs.

4.1.1. Board of Directors IILA is managed by a Board of Directors who provide strategic guidance and governance for the operations of the organization. The board is charged with the responsibility of ensuring overall quality and cost- effective services by IILA to partners, clients and other stakeholders.

4.1.2. SecretariatThe IILA Secretariat is entrusted with implementation of policies approved by the Board of Directors and overall programme work of the organization. It is headed by the Chief Executive Officer (CEO); who provides management and programme leadership. Working closely with the CEO is the management team comprising of the CEO, the Programmes Coordinator and the Finance and Administration Manager.

4.1.3. Operational structureThe operational structure at IILA will adopt two approaches

4.1.3.1 Thematic areas of interest to the organizationUnder this approach, IILA will engage in thematic areas that it has already built some competence over the years. These include Public health (Tobacco control, Alcohol control, mental health, Road safety) and Governance. This strategic plan also envisions broadening our scope to new thematic areas as detailed in annex 3.

The decision to engage in any particular thematic area will be determined by our core values, and the following minimum criteria

• Be one that has national impact

• Be one that is needed but not immediately politically expedient

• Has significant impact on the lives of the populace

• One that IILA has or can secure competence to effectively deliver on


4.1.3.2 Functional Approach

I. Research and Development Programme

Goal:The goal of this programme is to enhance the legislative process through production of timely and relevant research and analysis for evidence-based advocacy

Functions:

a. To conduct high quality legislative research on areas of interest to IILA

b. To facilitate exploration of new areas of work and/or new perspectives to enable IILA keep pace with the latest developments in legislative work.

c. Management of IILA’s knowledge/ research centre

d. Collaborate with the advocacy programme to translate research information into easy to consume informational, capacity building and advocacy material such as policy briefs, policy and legislative reviews, Articles and discussion papers

e. To lead monitoring and evaluation function of IILA’s work to ensure achievement of organizational objectives

This approach will focus on the logical legislative process both at National and County level based on the potential value addition that IILA can contribute into the process. IILA is organized under four programs; Research & Development, Policy & Legislative drafting, Communications & Advocacy and Capacity Building; which will form the organizational units of IILA.

Goal: The goal of this programme is to facilitate the production of quality and responsive policies and legislation.

Functions:

a. Drafting legislation, amendments, gazette notices, regulations, by-laws and memoranda and presenting them to the appropriate bodies

b. Reviewing policies, Bills and other legislative documents.

c. Identifying areas for IILA’s engagement within the legislative process

d. Be IILA’s lead programme for its parliamentary (National Assembly, the Senate and the county assemblies) engagement

e. Collaborating with the capacity building programme on policy and legislative capacity development of different stakeholders in the policy and legislative process

f. Strengthen institutional networks and partnerships with other organizations in specific areas of interest

II. Policy Development Programme

14

III. Capacity Building Programme

Goal:The goal of this programme is to enhance the ability of IILA staff, targets (law making institutions) and relevant stakeholders to perform appropriate functions and tasks for the achievement of their strategic objectives within the legislative process.

IILA’s Capacity initiatives will be focused at three levels:

• Institutional level: This will involve building capacity in areas governed by the institutions mandate; such as policy and legislative capacity of law making institutions and other relevant stakeholders in the legislative process.

• Organisational level: This area will touch on enhancing the quality of systems, structures and processes in place to achieve the institutional mandate

• Individual level: This will invovle building of skills, knowledge, competencies and attitudes of individuals within the institutions/ organizations.

• IILAs capacity development programmes will follow three inter- linking, overlapping and continuous phases; which will comprise the main responsibilities of the programme for this planning period; as depicted in the Diagram below:

• Needs Assessment: For identification of capacity gaps and future needs and designing of relevant interventions

• Design and Execution of relevant Interventions: Based on identified gaps. The design will include amongst other things the identification of the most effective methods/ strategies, development of material and overall planning; while the execution will involve the delivery/ implementation of the capacity building intervention

• Monitoring and Evaluation: To determine Output, outcome and impact, in collaboration with the research and development programme

Needs Assessment

Design and Execution of

relevant intervention

Follow- up, Monitoring and

Evaluation

Figure 1: IILA Capacity Building Framework


a. Develop and lead the implementation of IILA’s capacity building plan based on best practices

b. Identify capacity and institutional gaps amongst IILA internal and external stakeholders and design strategies for addressing them to facilitate their effective engagement in the legislative process

c. Continuous development of training curriculum and material relevant to project, programme and thematic areas

d. In collaboration with relevant officers, design and implement training/ capacity building activities and programs

Functions

IV. Advocacy Programme

Goal:The Advocacy Programme will implement IILA’s advocacy policy by designing and delivering core advocacy strategies, building relationships with key decision makers and influencers, monitoring relevant policy and legislation and identifying opportunities for engagement

• Develop, implement, monitor and evaluate IILA’s advocacy plans and strategies

• Develop, implement and review as necessary IILA’s communication strategy

• Collaborating with the research and development programme to translate research information into easy to consume informational, capacity building and advocacy material such as policy briefs, policy and legislative reviews, Articles and discussion papers with succinct advocacy messages

• Build relations with and support advocacy efforts towards IILA’s advocacy targets including policy and decision makers, law makers & law making entities, civil society and other relevant stakeholders

• Monitor current and relevant policy and legislative debates and identify opportunities for IILA engagement to shape these policies

• In collaboration with the capacity building officer design and implement capacity development initiatives around policy and legislative development for IILA staff and stakeholders

Functions

External Audience

Members of Parliament Donor partners The senate Media Law making entities Universities/ colleges Law enforcers Religious leaders County Governments Suppliers Civil Society Organizations Hospitals Judiciary Members of the public UN bodies

Internal audience

IILA Staff IILA Board IILA Members

Figure 2: Advocacy and Communication target Audiences

16

In addition to the above programmes, IILA will have the following offices:

4.1.4 Finance and AccountingThe last strategic plan provided for the office of Human Resources, finance and Administration whose scope covered Human resource, Administration, Finance and Accounting functions. In implementing recommendations of an organizational capacity assessment conducted at IILA, This strategic plan proposes a separation of these functions into finance & accounting and Human resources & Administration functions.

In this regard, the Finance and Accounting office will be responsible for the policy, technical, administrative and operational matters relating to accounting and management of finances. This will include coordination of financial planning, budget preparation, execution and implementation, monitoring the use of funds as well as financial reporting. It will also be responsible for provision of accounting services; including processing of payments, control of usage of funds, maintenance on bank reconciliation records and management of petty cash. Additionally the office will provide professional advice regarding commitment of organizational funds and accounting issues.

4.1.5 Human Resources and AdministrationThis office will be responsible for administration of Human Resource matters at IILA. It will be responsible for providing a conducive working environment for the achievement of IILA’s mandate through the implementation of Human Resource policies and coordination of all human resource issues, including recruitment, induction, placement, promotion, discipline, retirement, administration of payroll, management of personnel records in liaison with relevant government authorities. It will further work with the capacity building program to enhance internal capacity of IILA staff.

4.1.6 IILA Internship Programme In this strategic plan, IILA will seek to offer practical work experience to students and graduates who are new to IILA’s areas of interest by strengthening their Curriculum vitae, nurturing talent and developing future human resource in IILA’s area of engagement. Specifically, the purpose of this programme will be to:

• Support students and new graduates through providing an opportunity to gain experience, develop skills, make connections, learn about IILA’s areas of interest

• Create a pool of potential future employees by providing the internship candidates with practical work experience in IILA’s areas of interest and assessing their potential as a fulltime employees.

• Complement the existing manpower and thus increase productivity • Enhance overall organizational ability by introducing new perspectives and ideas as well as

specialized strengths and skill sets. • Give back to society by contributing to the building of the collective national workforce.

Candidates will be recruited in line with the Organization’s Internship policy, Human Resource Policies and the Guidelines & Procedures Manual. They will be supervised under the respective programmes under which their skills will be utilized; based on the organization’s staffing needs and assessed through clearly defined performance indicators and assessment measures.


4.1.7 Information and Communication Technology (ICT) function

This function will be housed under the Admin office and will be responsible for all ICT functions; including implementation of ICT policy and standards and ICT strategies. It will provide technical and operational support for IILA’s systems and infrastructure, website, email systems, databases and application; including offline and online backup systems as well hardware and software maintenance. The office will offer technical advice on procurement of ICT equipment and implementation of ICT standards and ensure secure and optimal use of ICT by building capacity of staff.

In addition to the support function described above, the ICT programme will lead IILA’s digital advocacy platform. This will involve the utilization of web and mobile tools to engage audiences and inspire them to take Action (online and offline) to build power and achieve specific goals of the organization. The following are the applicable facets of Digital Advocacy that will be utilized:

• Social Media: Social Media (Facebook, Twitter, Flickr and LinkedIn) will be used in crowdsourcing, mobilizing for Action, engaging communities and opinion leaders, raising awareness, educating, leveraging traditional media and running campaigns. It will also be used as a pointer to the IILA’s website.

• Website: Under this platform, the website among many other functions, be used for online petitions and reference point for detailed information especially on campaigns on social media

• SMS: With a growing mobile connectivity across Africa, SMS subscription service has proved to be an effective way of crowdsourcing and sharing of Information. IILA will will utilize this platform to address public enquiries on policy and legislative issues and crowd source for effective advocacy.

• Infographics: This will utilize visual images or motion clips such as charts or diagrams used to represent information or data in a compelling, attractive and easy to understand manner and remember manner.

• Parliamentary Monitoring: Monitoring the National Assembly and the Senate in Kenya will be done through reviewing Bills, Motions, Petitions and Committee schedules and agenda through an online aggregator. This will seek to increase awareness of the proceedings in both houses and elicit national debate and discussions around diverse subject matters.

4.1.8 Financing the Strategic Plan Implementation of this strategic plan when the organisation is operating optimally will require both human and financial resources. The table below provides a projection on the financial resources that need to be mobilised during this period

ITEM ANNUAL COST STRATEGIC PLANNING PERIODHuman Resources Costs 12,960,000 64,800,000Administration Costs 2,645,000 13,225,000TOTAL 15,605,000 78,025,000

Table 3: Budget

18

CHAPTER 5: RISK AND RISK MANAGEMENT

It is anticipated that different kinds of risks may arise that will affect IIILA’s performance in our quest to implement this strategic plan. The matrix below summarizes some of the risks that may arise and provides some mitigation mechanisms.

RISK FACTOR MITIGATION STRATEGY

Diversity of staff can cause siloing Focus on a process approach

Unavailability of directors for meetings and failure to give timely feedback

Schedule board calendar,

Increase board members,

Rotate board members,

Implement board committees structureRing- fenced funds from projects yet organ-isational mandate requires more Activities, hence either diverting funds or abandon-ing non-funded work –

Develop and implement diversified funding strategy especially improving on consultancy work

Poaching of staff after investing in their competence and capacity or them be-coming beneficiaries from IILA work

work on career development and succession plans

Development and Implementation of conflict of in-terest Policy

Inability to offer long-term contracts /lack of job security due to project based na-ture of our work /competition for limited resources

Fundraising strategy/diversification of funding sourc-es

Accept the risk of losing some staff

Becoming too close to government and policy makers that we lose our ability to in-fluence or objectively criticise –

Switch faces dealing with that particular office/per-sonality

Evaluate our networks and partnerships for effec-tiveness

Table 4: Risk Management Strategy

Being part of networks where we contrib-ute more than others/ are carrying others

Being purposive/deliberate about which networks we join, what role we take up and having an exit strategy,

Develop a policy on networks/partnerships that identifies criteria of engagement, partnerships reg-ister methods of engagement, process of evalua-tion of engagement and method of termination of engagement


Arising from our track record, too much work

Use strategic filter when accepting work especially unpaid work

Because we don’t blow our own trumpet other people take credit for what we have done and sometimes it impacts abili-ty to raise funds

Develop communication strategy especially on successes

Changing donor priorities Having clear strategic filter, diversification of fund-ing, nimbleness in packaging/adapting to chang-ing environment

Currency fluctuations Maintaining a dollar account to address to stabilize the fluctuations

20

CHAPTER 6: REPORTING, MONITORING AND EVALUATION

Reporting, monitoring and evaluation are key components of the implementation of this plan because they for a basis for measuring achievement of goals, objectives, output and impact. This chapter outlines the reporting, M&E framework that IILA will use to track the implementation of the plan and provides key output and outcome indicators for monitoring realization of the strategic objectives and further identifies annual targets throughout the plan period.

Under the Research and Development Program, IILA will make use of both qualitative and quantitative techniques to monitor performance and recommend appropriate remedial actions to keep the organization on track.

Upon adoption of this strategic plan, detailed workplans with clear performance indicators will be developed by all the programs/ offices. This will help each program to have a clear understanding of respective roles and responsibilities and create ownership of the plan.

In reporting on the overall implementation of the strategic plan, Annual, Mid- term and End term reports will be prepared by the officer in charge of M&E and submitted to the CEO for onward dissemination to the Board of Directors and relevant stakeholders. The CEO with the approval of the Board of Directors will put in place measures to implement the recommendations of the reports. The research and Development Program will lead the process of the development of data collection tools and procedures to measure performance on the basis of which the above reports will be generated.

6.2 Monitoring and Evaluation Reporting

Progress of implementation will be measured against specific targets and schedules included in the plan. Effective monitoring will help identify difficulties and problems areas and to take remedial action, thereby ensuring that the targets are achieved. Head of programmes will be in responsible for implementing the relevant activities under their respective areas of operation. Focus will be put on both the broad strategic objectives outlined in the plan and the individual strategies and outputs under each strategic objective category. M & E will be done under the following sub-categories:

Annual Review

IILA will prepare annual reports on the status of the implementation of the strategic plan. The annual review will evaluate the year’s activities and indicate the extent of implementation and will based on annual workplans

6.1 Reporting


6.3 Balanced Score Card

In the implementation of this strategy, we will borrow from best practices so that we can add strategic non-financial performance measures to traditional financial metrics to achieve a more ‘balanced’ view of organizational performance. The figure below provides a template on how we will achieve this.

Figure 3: Balanced Score Card

Mid- term review

A mid- term review will be undertaken at the end of the second year of implementation of the plan. The report generated will be used to re- direct the work of the organization in order to reach the set goals. Alternatively the report will be used to revise the organizational targets to be relevant to the prevailing circumstances.

End- term review

At the end of the strategic plan period, a comprehensive End- term evaluation will be conducted to ascertain the level of achievement of goals and inform the next strategic plan.

22

ANNEXES

Ann

ex 1

: IIL

A O

rgan

ogra

m


Annex 2: Stakeholders Map

Stakeholder Overall role Point of interface

National Assembly Legislation development, oversight, representation

Legislation development

Governance

Senate Legislations touching on Counties, Ex-ecutive oversight

Legislation Development

County Governments Management of County Resources and implementation of policies and legislation

County level Policy & legislative develop-ment and Implementation

County Assemblies County level legislation, Oversight of county Governments


Policy adoption

Governance

Ministries Policy development and implementa-tion

Research

Collaboration

Input into policy and legislation

AGs Office Drafting legislation

Government legal advisor

Treaty making

Ratification and Implementation of trea-ties

Legislative opinions

Collaboration with drafting department

Kenya Law Reform Commission

Drafting Legislation Legislative review

National Council for Law Reporting

Publisher of Kenya law reports and laws of Kenya

Resource centre/ source of information

Council of Governors County level legislation

County level Governance


Governance

Law society of Kenya Oversight over legal education Certification of policy and legislative training

Supervision of pupillage

Universities Research

Depository of information

Collaboration in research

Resource/ information centre

Internships

Kenya School of Law Legal Education Collaboration in legal training and intern-ships

Public Beneficiaries of our work Support our work

Media Reporting and dissemination of the sta-tus of affairs

Increased visibility, larger public reach, new networks. Local stations-TV, Radio shows.

24

CSO’s-Relevant groups- KETCA, EATGN, KAPA, NCDAK

Advocacy around thematic areas Partnership/ collaboration on advocacy on areas of mutual interest

Faith Based Institu-tion-KCPF, FOCUS, NCCK, Evangelical council of Kenya

Advocacy around thematic areas Partnership/ collaboration on advocacy on areas of mutual interest

Research Institu-tions-KIPPRA, KEMRI, IPSOS and KNBS

Policy Research Collaboration

Resource/ information centres

Donors- CTFK, IDRC, ACBF, FCA, UNION, ASIRT, WLF, OSIEA

Development funding Funding to relevant areas of interest.

UN Agencies-UN Wom-en, World Food Pro-gramme. UNDP, DFID, World Bank, USAID.

National Development support Advocacy targets on relevant thematic areas

Judiciary Interpretation of legislations Interpretation of legislative processes and content of legislations

Partnerships on colloquiums

Independent Commis-sions-CIC, Transitional Authority, KNCHR, Con-troller of Budget and Auditor General

Constitutional implementation and monitoring.

Reviewing Bills and policies on constitu-tional implementation

Centre for Parliamen-tary Studies-

Capacity Building, Training and Net-working

Partnership in capacity building

Political Parties-Good relationship with the ruling party and the Opposition party.

Shaping ideologies


Annex 3: Thematic areas Map

Health Issue(s) Current Status Ongoing or New work

Tobacco control Tobacco control At (TCA) 2007 in effect

IILA has identified and explored a niche in tobacco taxation

Ned to expand to other policy priorities

Members of KETCA

Ongoing

Alcohol control Alcoholic drinks control Act in effect

IILA has collaborated in major research on alcohol control policy

Need to develop dissemination strategy for research

Need to identify ways of strategically engag-ing in this area

Members of KAPA

Ongoing

Mental health Mental Health Act outdated and mental health policy 2015-2030 not yet adopted

IILA has drafted the Mental health Bill 2014 which has stalled

Need for strategic engagement with all stake-holders for the process to move

Ongoing

Road safety IILA has drafted the Traffic Act (Amendment) Bill 2014

Working with stakeholders to advocate for its enactment

Process stalled thus need for strategic engage-ment with the stakeholders (especially the mover of the Bill for progress

Ongoing

26

Cancer Amendment Bill (on Cancer prevention through screening and early detection) in Parliament

Need for follow- up to identify the process so far and the actors and possible areas of IILA in-tervention

New

Health Governance Health Bill under development

Need for policy on health governance

Need for follow- up to identify the process so far and the actors and possible areas of IILA in-tervention

New

Food safety Standards Act

Need for review on existing policies and legisla-tion to identify IILA’s possible areas of interven-tion

New

Health Promotion Health Bill under debate

NCD strategy launched

Need for review on existing policies and legisla-tion to identify IILA’s possible areas of interven-tion

New

Extractives


Issue(s) Current Status Ongoing or New workGovernance Mining Bill

Framework for sharing mining revenue

Public private partnership bill

Need for operational policy and legal framework as well as a sovereign wealth Bill

Need for review on existing policies and legislation to identify IILA’s possible areas

Ongoing with some new ar-eas/ aspects

Transpar-ency

Concessions Bill

Freedom of information bill

EITI Framework

Need for review on existing policies and legisla-tion to identify IILA’s possible areas

New

Environment NEMA Act

Contention on NEMA Act

Linking of environmental laws on extractives and climate change


New

Food security Issue(s) Current Status Ongoing or New work

Access to Food

Agriculture Act

Land Act

Irrigation Act

The Government owned enterprises bill

Need to address storage and warehousing problems


New

28

Stra

tegi

c O

bjec

tive

1: To

con

duct

uni

que

and

qual

ity re

sear

ch a

nd a

naly

sis o

n le

gisla

tive

issue

s th

at in

form

s th

e de

velo

pmen

t, im

plem

enta

tion

and

mon

i-to

ring

of th

e im

pact

of

legi

slatio

n St

rate

gies

Act

iviti

esTim

e fra

me

Ind

icat

or/T

arge

tsRe

spon

sibilit

y

Con

duc

t re

leva

nt

and

tim

ely

re-

sear

ch a

nd a

naly

ses t

o in

form

pol

icy

and

legi

slativ

e d

evel

opm

ent

Cre

ate

a vi

able

stru

ctur

e fo

r the

rese

arch

Dep

artm

ent

2016

Ope

ratio

nal S

truct

ure

in P

lace

R &

D P

rogr

amm

e

Car

ry o

ut n

eed

s ass

essm

ents

on

area

s tha

t req

uire

rese

arch

Bi-a

nnua

lN

o of

Res

earc

h Id

entifi

ed

Car

ry o

ut st

udie

s on

Them

atic

Are

asco

ntin

uous

No

of R

esea

rch

Stud

ies u

nder

take

n

Dev

elop

cle

ar a

nd c

onci

se re

sear

ch

and

ana

lysis

out

puts

; in

clud

ing

re-

sear

ch r

epor

ts,

polic

y br

iefs

, po

licy

and

legi

slativ

e re

view

s, A

rticl

es a

nd

disc

ussio

n pa

pers

for u

se a

s inf

orm

a-tio

nal,

capa

city

bui

ldin

g an

d a

dvo

-ca

cy to

ols

Mai

nstre

am o

utpu

ts fr

om re

sear

ch a

s a b

asis

for d

ecisi

on-m

akin

gco

ntin

uous

No.

of r

esea

rch

repo

rts d

issem

inat

edR

& D

and

Ad

vo-

cacy

Pro

gram

me

Col

labo

rate

with

ad

voca

cy p

rogr

amm

e to

tra

nsla

te re

sear

ch in

form

atio

n in

to e

asy

to c

onsu

me

info

rmat

iona

l, ca

paci

ty b

uild

ing

and

ad

voca

cy m

a-te

rial

cont

inuo

usN

o. o

f ad

voca

cy m

ater

ial d

evel

oped

Build

col

labo

ratio

n w

ith re

sear

ch in

-st

itutio

ns a

t N

atio

nal,

Regi

onal

and

In

tern

atio

nal le

vel

Iden

tify

and

Reg

ister

with

rele

vant

rese

arch

inst

itutio

nsBi

-ann

ual

No

of in

stitu

tions

regi

ster

ed

R &

D P

rogr

amm

e

Have

join

t pro

ject

or p

rogr

amm

e w

ith o

ther

rese

arch

inst

itutio

nsco

ntin

uous

No

of re

sear

ch c

olla

bora

tions

Org

anize

and

par

ticip

ate

in re

sear

ch se

min

ars a

nd w

orks

hop

Con

tinuo

us

No

of C

atal

ogue

s com

pile

d

Inst

itutio

naliz

e an

d s

treng

then

inte

r-na

l res

earc

h a

nd a

naly

sis c

apac

ity

in II

LA; w

ith a

vie

w o

f ad

din

g va

lue

to I

ILA

’s e

ngag

emen

t in

leg

islat

ive

disc

ours

e

Recr

uitm

ent o

f ad

diti

onal

staf

f tow

ard

s an

optim

al le

vel f

or th

e re

sear

ch

dep

artm

ent

2017

No

of st

aff R

ecru

ited

Dev

elop

ope

ratio

nal g

uid

elin

es fo

r ILA

Sta

ff pa

rtici

patio

n an

d e

ngag

e-m

ent i

n le

gisla

tive

wor

k 20

16N

o of

Inte

rnal

doc

umen

ts fo

r eng

agem

ent

prod

uced

R &

D P

rogr

amm

e

Iden

tify

and

par

ticip

ate

in re

sear

ch tr

aini

ng o

ppor

tuni

ties

Con

tinuo

us

No

of tr

aini

ngs a

ttend

ed

Ad

opt a

nd im

plem

ent I

ILA

rese

arch

pol

icy

2016

Ad

opte

d p

olic

y

Impl

emen

tatio

n re

ports

Stra

tegi

c O

bjec

tive

2: T

o d

raft

new

legi

slatio

n, re

view

cur

rent

and

/or p

ropo

sed

legi

slatio

n, a

men

dm

ents

to le

gisla

tion,

regu

latio

ns, r

ules

, and

by-

law

s

Stra

tegi

esA

ctiv

ities

Time

fram

e In

dic

ator

/Tar

gets

Resp

onsib

ility

Dra

ft ne

w le

gisla

tion

Ass

es a

nd E

valu

ate

polic

y br

iefs

, po

sitio

nal p

aper

s, re

sear

ch fi

ndin

gs a

nd

any

othe

r rel

ated

pol

icy

brie

fsC

ontin

uous

No

of a

sses

smen

t and

eva

luat

ions

mad

eP.

M P

olic

y &

Leg

-isl

ativ

e d

evel

op-

men

tO

rgan

ise p

olic

y an

d le

gisla

tive

foru

ms t

o co

llect

vie

ws a

nd c

onse

nsus

Con

tinuo

usN

o of

foru

ms o

rgan

ised

No

of re

ports

pro

duc

ed

Dra

ft pr

opos

als/

reco

mm

end

atio

ns in

to B

ills a

nd p

olic

ies

Con

tinuo

usN

o of

Bills

and

pol

icie

s dra

fted

Ann

ex 4

: Im

plem

enta

tion

Mat

rix


Subm

it M

emor

and

ums

Lobb

y fo

r Ad

optio

n of

the

Bills

and

pol

icie

sC

ontin

uous

No

of m

embe

rs su

ppor

ting

the

Bills

P.M

Pol

icy

& L

eg-

islat

ive

dev

elop

-m

ent

Gen

erat

e po

sitio

nal p

aper

sC

ontin

uous

No

of P

ositi

onal

pap

ers

Con

vene

stak

ehol

der

/par

tner

s for

ums

Con

tinuo

usN

o of

Sta

keho

lder

mee

ting

repo

rts

Revi

ew a

nd p

ropo

se a

men

dm

ents

Dra

ft th

e m

emor

and

ums

Con

tinuo

us

No

of M

emor

and

ums d

rafte

dP.

M P

olic

y &

Leg

-isl

ativ

e d

evel

op-

men

t

Ass

es a

nd E

valu

ate

polic

y, p

olic

y br

iefs

, pos

ition

al p

aper

s, re

sear

ch fi

nd-

ings

and

any

oth

er re

late

d p

olic

y br

iefs

Con

tinuo

usN

o of

Leg

islat

ive

prop

osal

s eva

luat

ed

Org

anise

pol

icy

and

legi

slativ

e fo

rum

s to

colle

ct v

iew

s and

con

sens

usC

ontin

uous

No

of fo

rum

s org

anise

d

No

of S

take

hold

er re

ports

Dev

elop

and

enh

ance

cap

acity

in

polic

y an

d le

gisla

tive

dra

fting

Con

duc

t a c

apac

ity a

sses

smen

t exe

rcise

2016

Ass

essm

ent R

epor

tP.

M P

olic

y &

Leg

-isl

ativ

e d

evel

op-

men

t &

P.M

C

a-pa

city

bui

ldin

g D

evel

op th

e re

quisi

te tr

aini

ng m

ater

ials

2016

No

of T

rain

ing

man

uals

Con

duc

t per

iod

ic tr

aini

ngs

Con

tinuo

usN

o of

trai

ning

s con

duc

ted

No

of re

ports

Con

duc

t pos

t tra

inin

g as

sess

men

tC

ontin

uous

No

of T

rain

ings

con

duc

ted

Stra

tegi

c O

bjec

tive

3: T

o bu

ild a

nd e

nhan

ce th

e ca

paci

ty o

f law

mak

ing

inst

itutio

ns a

nd re

leva

nt st

akeh

old

ers t

o ef

fect

ivel

y ca

rry o

ut th

eir m

and

ate/

und

erta

ke t

heir

role

s in

the

le

gisla

tive

proc

ess

Stra

tegi

esA

ctiv

ities

Time

fram

e In

dic

ator

/Tar

gets

Resp

onsib

ility

Enha

nce

capa

city

enh

ance

men

t in

itiat

ives

for l

aw m

akin

g in

stitu

tions

an

d re

leva

nt st

akeh

old

ers

Car

ry M

appi

ng e

xerc

ise to

iden

tify

inst

itutio

nal n

eed

s of r

elev

ant s

take

-ho

lder

s20

16 a

nd C

on-

tinuo

us

Cap

acity

ass

essm

ent t

empl

ate

Ass

essm

ent r

epor

t

PM C

apac

ity

Build

ing

Des

ign

and

org

anize

rele

vant

cap

acity

bui

ldin

g pr

ogra

ms

Con

tinuo

us

No.

of c

apac

ity b

uild

ing

inte

rven

tions

con

-d

ucte

d

No.

of i

nstit

utio

ns a

nd in

div

idua

ls tra

ined

Stra

tegi

c M

arke

ting

of C

B pr

ogra

mm

es/

initi

ativ

es to

pot

entia

l ben

efici

arie

sPe

riod

ical

ly

% in

crea

se in

dem

and

for I

ILA

trai

ning

pro

-gr

amm

es

30

Coo

rdin

atio

n an

d c

olla

bora

tion

with

key

inst

itutio

nsM

appi

ng o

f maj

or p

oten

tial p

artn

ers w

ho c

an h

elp

adva

nce

capa

city

build

ing

and

Iden

tifica

tion

of o

ppor

tuni

ties f

or c

olla

bora

tion

2016

No.

of c

olla

bora

tions

ent

ered

into

PM C

apac

ity

Build

ing

Dev

elop

dep

osito

ry o

f Res

ourc

e in

div

idua

ls (e

xper

ts, c

onsu

ltant

s, fa

cilit

a-

tors

, ad

viso

rs e

tc) a

nd in

stitu

tions

2016

and

con

-tin

uous

No.

and

div

ersit

y of

reso

urce

ind

ivid

uals

and

in

stitu

tions

eng

aged

Esta

blish

pro

fess

iona

l eng

agem

ents

with

key

inst

itutio

ns su

ch a

s the

cen

tre

for p

arlia

men

tary

stud

ies a

nd tr

aini

ng, a

nd in

stitu

tions

of h

ighe

r lea

rnin

gto

iden

tify

syne

rgie

s and

opp

ortu

nitie

s for

col

labo

ratio

n

Con

tinuo

usPa

rtner

ship

agr

eem

ents

Act

ion

lear

ning

thro

ugh

faci

litat

ing

exch

ange

pro

gram

s coa

chin

g an

d

men

tors

hip

oppo

rtuni

ties w

ith p

eer i

nstit

utio

nsC

ontin

uous

No

of e

xcha

nge

prog

ram

mes

Enric

h IIL

A’s

cap

acity

bui

ldin

g in

itia

-tiv

es a

nd tr

aini

ng p

rogr

amm

es

Dev

elop

pee

r rev

iew

ed m

anua

ls an

d tr

aini

ng c

onte

nt/

curri

culu

m o

n re

leva

nt th

emat

ic a

reas

Pe

riod

ical

ly

Trai

ning

Man

uals

dev

elop

ed

PM C

apac

ity

build

ing

Enga

ge C

onte

nt a

nd c

urric

ulum

exp

erts

Pe

rod

ical

lyN

o of

rev

iew

ed m

ater

ial

Enha

nce

inte

rnal

abi

lity

to p

rovi

de

qual

ity c

apac

ity d

evel

opm

ent i

nter

-ve

ntio

ns

Dev

elop

and

impl

emen

t IIL

A C

apac

ity B

uild

ing

Polic

y /g

uid

elin

es 2

016

Impl

emen

tatio

n re

ports

PM C

apac

ity

Build

ing

Org

anize

Tra

inin

g or

Tra

iner

s (To

T)/

Tra

inin

g of

Fac

ilitat

ors f

or a

ll sta

ff of

IILA

2016

No

staf

f par

ticip

atin

g in

the

train

ing

Prov

ide

expo

sure

opp

ortu

nitie

s for

staf

f bui

ld th

eir T

rain

er/

faci

litat

or sk

illsC

ontin

uous

lyN

o. o

f tra

inin

gs e

ach

prog

ram

has

faci

litat

ed

Inte

grat

ing

prov

ision

of c

apac

ity b

uild

ing

into

oth

er p

rogr

am w

orkp

lans

Ann

ually

Ann

ual W

orkp

lans

All P

rogr

am M

an-

ager

s

Stra

tegi

c O

bjec

tive

4: T

o d

esig

n an

d im

plem

ent e

ffect

ive

advo

cacy

stra

tegi

es th

at su

ppor

t the

dev

elop

men

t, ad

optio

n, im

plem

enta

tion

and

eva

luat

ion

of le

gisla

tion

in o

ur a

reas

of s

trate

gic

inte

rest

Stra

tegi

esA

ctiv

ities

Time

fram

e In

dic

ator

/Tar

gets

Resp

onsib

ility

Dee

peni

ng n

etw

orks

, par

tner

ship

s an

d e

ngag

emen

tEn

hanc

e re

latio

ns w

ith a

nd s

uppo

rt ad

voca

cy e

fforts

tow

ard

s IIL

A’s

ad

vo-

cacy

targ

ets i

nclu

din

g po

licy

and

dec

ision

mak

ers,

law

mak

ers &

law

mak

-in

g en

titie

s, ci

vil s

ocie

ty, m

edia

and

oth

er re

leva

nt st

akeh

old

ers

2017

No.

of m

eetin

gs/w

orks

hop

held

with

Key

targ

ets

and

stak

ehol

der

sPM

Ad

voca

cy


Coo

rdin

atio

n an

d c

olla

bora

tion

with

key

inst

itutio

nsM

appi

ng o

f maj

or p

oten

tial p

artn

ers w

ho c

an h

elp

adva

nce

capa

city

build

ing

and

Iden

tifica

tion

of o

ppor

tuni

ties f

or c

olla

bora

tion

2016

No.

of c

olla

bora

tions

ent

ered

into

PM C

apac

ity

Build

ing

Dev

elop

dep

osito

ry o

f Res

ourc

e in

div

idua

ls (e

xper

ts, c

onsu

ltant

s, fa

cilit

a-

tors

, ad

viso

rs e

tc) a

nd in

stitu

tions

2016

and

con

-tin

uous

No.

and

div

ersit

y of

reso

urce

ind

ivid

uals

and

in

stitu

tions

eng

aged

Esta

blish

pro

fess

iona

l eng

agem

ents

with

key

inst

itutio

ns su

ch a

s the

cen

tre

for p

arlia

men

tary

stud

ies a

nd tr

aini

ng, a

nd in

stitu

tions

of h

ighe

r lea

rnin

gto

iden

tify

syne

rgie

s and

opp

ortu

nitie

s for

col

labo

ratio

n

Con

tinuo

usPa

rtner

ship

agr

eem

ents

Act

ion

lear

ning

thro

ugh

faci

litat

ing

exch

ange

pro

gram

s coa

chin

g an

d

men

tors

hip

oppo

rtuni

ties w

ith p

eer i

nstit

utio

nsC

ontin

uous

No

of e

xcha

nge

prog

ram

mes

Enric

h IIL

A’s

cap

acity

bui

ldin

g in

itia

-tiv

es a

nd tr

aini

ng p

rogr

amm

es

Dev

elop

pee

r rev

iew

ed m

anua

ls an

d tr

aini

ng c

onte

nt/

curri

culu

m o

n re

leva

nt th

emat

ic a

reas

Pe

riod

ical

ly

Trai

ning

Man

uals

dev

elop

ed

PM C

apac

ity

build

ing

Enga

ge C

onte

nt a

nd c

urric

ulum

exp

erts

Pe

rod

ical

lyN

o of

rev

iew

ed m

ater

ial

Enha

nce

inte

rnal

abi

lity

to p

rovi

de

qual

ity c

apac

ity d

evel

opm

ent i

nter

-ve

ntio

ns

Dev

elop

and

impl

emen

t IIL

A C

apac

ity B

uild

ing

Polic

y /g

uid

elin

es 2

016

Impl

emen

tatio

n re

ports

PM C

apac

ity

Build

ing

Org

anize

Tra

inin

g or

Tra

iner

s (To

T)/

Tra

inin

g of

Fac

ilitat

ors f

or a

ll sta

ff of

IILA

2016

No

staf

f par

ticip

atin

g in

the

train

ing

Prov

ide

expo

sure

opp

ortu

nitie

s for

staf

f bui

ld th

eir T

rain

er/

faci

litat

or sk

illsC

ontin

uous

lyN

o. o

f tra

inin

gs e

ach

prog

ram

has

faci

litat

ed

Inte

grat

ing

prov

ision

of c

apac

ity b

uild

ing

into

oth

er p

rogr

am w

orkp

lans

Ann

ually

Ann

ual W

orkp

lans

All P

rogr

am M

an-

ager

s

Stra

tegi

c O

bjec

tive

4: T

o d

esig

n an

d im

plem

ent e

ffect

ive

advo

cacy

stra

tegi

es th

at su

ppor

t the

dev

elop

men

t, ad

optio

n, im

plem

enta

tion

and

eva

luat

ion

of le

gisla

tion

in o

ur a

reas

of s

trate

gic

inte

rest

Stra

tegi

esA

ctiv

ities

Time

fram

e In

dic

ator

/Tar

gets

Resp

onsib

ility

Dee

peni

ng n

etw

orks

, par

tner

ship

s an

d e

ngag

emen

tEn

hanc

e re

latio

ns w

ith a

nd s

uppo

rt ad

voca

cy e

fforts

tow

ard

s IIL

A’s

ad

vo-

cacy

targ

ets i

nclu

din

g po

licy

and

dec

ision

mak

ers,

law

mak

ers &

law

mak

-in

g en

titie

s, ci

vil s

ocie

ty, m

edia

and

oth

er re

leva

nt st

akeh

old

ers

2017

No.

of m

eetin

gs/w

orks

hop

held

with

Key

targ

ets

and

stak

ehol

der

sPM

Ad

voca

cy

Dire

ct lo

bbyi

ngD

evel

op lo

bby

stra

tegi

esPe

riod

ic

% o

f IIL

A’s

pol

icy

prop

osal

s and

Bills

that

are

ad

opte

d/

enac

ted

PM A

dvo

cacy

Mes

sage

dev

elop

men

t and

med

ia e

ngag

emen

tpe

riod

icLe

vel o

f cov

erag

e of

IILA

’s p

olic

y m

essa

ges o

n d

iffer

ent t

hem

atic

are

as

Hold

mee

tings

with

pol

icy

mak

ers,

legi

slato

rs a

nd o

ther

ad

voca

cy ta

rget

sPe

riod

ic

% o

f ad

voca

cy ta

rget

s who

supp

ort I

ILA

’s

advo

cacy

pos

ition

s

Stak

ehol

der

mob

ilizat

ion

Con

tinuo

us

Leve

l of s

uppo

rt by

par

tner

s and

oth

er st

ake-

hold

ers

Med

ia e

ngag

emen

t M

ap k

ey m

edia

targ

ets a

nd p

oten

tial p

artn

ers a

nd d

evel

op a

n ed

itoria

l ca

lend

ar in

a v

arie

ty o

f for

mat

s (vi

deo

, soc

ial m

edia

, eve

nts,

op e

d p

iec-

es) r

eflec

tive

of th

e pr

iorit

ies o

f the

org

aniza

tion.

2016

No

of M

edia

Hou

ses i

den

tified

and

wor

king

cl

osel

y w

ith II

LAPM

Ad

voca

cy

Con

nect

IILA

as a

cre

dib

le re

sour

ce to

the

med

ia, t

hus p

rovi

din

g an

op-

portu

nity

to b

uild

supp

ort f

or th

e or

gani

zatio

n an

d c

ause

Con

tinuo

us

% in

crea

se in

cov

erag

e on

ele

ctro

nic

and

prin

t m

edia

and

Soc

ial m

edia

-

Cap

acity

dev

elop

men

t of m

edia

Perio

dic

N

umbe

r of T

rain

ings

offe

red

to jo

urna

list

Ad

voca

cy m

ater

ial d

evel

opm

ent

Col

labo

rate

with

rese

arch

and

dev

elop

men

t pro

gram

me

to tr

ansla

te re

-se

arch

info

rmat

ion

into

eas

y to

con

sum

e in

form

atio

nal,

capa

city

bui

ldin

g an

d a

dvo

cacy

mat

eria

l

Con

tinuo

us

No.

of a

dvo

cacy

mat

eria

l dev

elop

edPM

Ad

voca

cy

Dev

elop

oth

er a

dvo

cacy

tool

s pe

riod

icN

o. o

f ad

voca

cy to

ols d

evel

oped

Inte

rnal

com

mun

icat

ion

Dev

elop

and

impl

emen

t IIL

A’s

com

mun

icat

ion

stra

tegy

2016

Impr

oved

inte

rnal

com

mun

icat

ion

PM A

dvo

cacy

32

Stra

tegi

c O

bjec

tive

5: T

o d

evel

op a

nd st

reng

then

the

capa

city

of t

he o

rgan

izatio

n to

effe

ctiv

ely

del

iver

on

our m

and

ate

Stra

tegi

esA

ctiv

ities

Time

fram

e In

dic

ator

/Tar

gets

Resp

onsib

ility

Prog

ram

dev

elop

men

tEn

hanc

ing

inte

rnal

cap

acity

of I

ILA

staf

f

Seek

ing

for t

rain

ing

oppo

rtuni

ties.

Con

tinuo

usN

o of

trai

ning

s of

fere

d to

inte

rnal

staf

fM

anag

emen

t Te

am

Boar

d

Hirin

g ad

diti

onal

staf

f to

mee

t the

cap

acity

gap

s3

year

s N

o of

staf

f hire

d in

resp

ectiv

e ar

eas

Man

agem

ent

Team

Boar

d

Perfo

rman

ce E

valu

atio

n of

staf

fM

idte

rm a

nd

Ann

ually

No

of p

erfo

rman

ce e

valu

atio

nM

anag

emen

t Te

am

Boar

d

Syst

ems D

evel

opm

ent

Revi

ewin

g th

e Hu

man

Res

ourc

e, F

inan

ce &

Pro

cure

men

t Pol

icie

s.20

16-2

017

No

of re

view

s of h

uman

reso

urce

s con

duc

ted

No

of fi

nanc

e an

d p

olic

ies u

nder

take

n

Man

agem

ent

Team

Boar

d

Sepa

ratio

n of

the

Fina

nce

and

HR

offic

es20

16-2

018

Fina

nce

dep

artm

ent

HR D

epar

tmen

t

Staf

f on

HR a

nd F

inan

ce a

nd H

R

Man

agem

ent

Team

Boar

d c

omm

ittee

ICT

Func

tions

-Tec

hnic

al a

nd o

pera

tiona

l sup

port

Con

tinuo

usN

o of

follo

wer

s on

soci

al m

edia

No

of lik

es o

n so

cial

med

ia

No

of e

ngag

emen

ts

No

of p

ostin

gs o

n so

cial

med

ia

% o

f web

site

upd

ates

ICT

Offi

ce

Man

agem

ent

Team

Risk

Man

agem

ent

Ensu

re p

rope

r doc

umen

tatio

n of

ILA

wor

k

Dev

elop

a R

isk M

anag

emen

t pol

icy

to sa

fegu

ard

ILA

’s a

sset

s.

2016

-201

7

2016

No

of st

orag

e fa

cilit

ies/

syst

ems d

evel

oped

CEO

Boar

d

Man

agem

ent

Team

Eval

uatio

n of

Net

wor

k/Pa

rtner

ship

ILA

join

s.C

ontin

uous

No

of e

valu

atio

ns c

ond

ucte

d o

n pr

opos

ed

netw

orks

No

of N

etw

orks

acc

epte

d to

join

CEO

Boar

d

Cre

atin

g an

Inte

rnal

/Ext

erna

l Com

mun

icat

ion

Stra

tegy

2016

Com

mun

icat

ion

Stra

tegy

Com

mun

icat

ion

Offi

cer

Man

agem

ent

Boar

d


Stra

tegi

c O

bjec

tive

5: T

o d

evel

op a

nd st

reng

then

the

capa

city

of t

he o

rgan

izatio

n to

effe

ctiv

ely

del

iver

on

our m

and

ate

Stra

tegi

esA

ctiv

ities

Time

fram

e In

dic

ator

/Tar

gets

Resp

onsib

ility

Prog

ram

dev

elop

men

tEn

hanc

ing

inte

rnal

cap

acity

of I

ILA

staf

f

Seek

ing

for t

rain

ing

oppo

rtuni

ties.

Con

tinuo

usN

o of

trai

ning

s of

fere

d to

inte

rnal

staf

fM

anag

emen

t Te

am

Boar

d

Hirin

g ad

diti

onal

staf

f to

mee

t the

cap

acity

gap

s3

year

s N

o of

staf

f hire

d in

resp

ectiv

e ar

eas

Man

agem

ent

Team

Boar

d

Perfo

rman

ce E

valu

atio

n of

staf

fM

idte

rm a

nd

Ann

ually

No

of p

erfo

rman

ce e

valu

atio

nM

anag

emen

t Te

am

Boar

d

Syst

ems D

evel

opm

ent

Revi

ewin

g th

e Hu

man

Res

ourc

e, F

inan

ce &

Pro

cure

men

t Pol

icie

s.20

16-2

017

No

of re

view

s of h

uman

reso

urce

s con

duc

ted

No

of fi

nanc

e an

d p

olic

ies u

nder

take

n

Man

agem

ent

Team

Boar

d

Sepa

ratio

n of

the

Fina

nce

and

HR

offic

es20

16-2

018

Fina

nce

dep

artm

ent

HR D

epar

tmen

t

Staf

f on

HR a

nd F

inan

ce a

nd H

R

Man

agem

ent

Team

Boar

d c

omm

ittee

ICT

Func

tions

-Tec

hnic

al a

nd o

pera

tiona

l sup

port

Con

tinuo

usN

o of

follo

wer

s on

soci

al m

edia

No

of lik

es o

n so

cial

med

ia

No

of e

ngag

emen

ts

No

of p

ostin

gs o

n so

cial

med

ia

% o

f web

site

upd

ates

ICT

Offi

ce

Man

agem

ent

Team

Risk

Man

agem

ent

Ensu

re p

rope

r doc

umen

tatio

n of

ILA

wor

k

Dev

elop

a R

isk M

anag

emen

t pol

icy

to sa

fegu

ard

ILA

’s a

sset

s.

2016

-201

7

2016

No

of st

orag

e fa

cilit

ies/

syst

ems d

evel

oped

CEO

Boar

d

Man

agem

ent

Team

Eval

uatio

n of

Net

wor

k/Pa

rtner

ship

ILA

join

s.C

ontin

uous

No

of e

valu

atio

ns c

ond

ucte

d o

n pr

opos

ed

netw

orks

No

of N

etw

orks

acc

epte

d to

join

CEO

Boar

d

Cre

atin

g an

Inte

rnal

/Ext

erna

l Com

mun

icat

ion

Stra

tegy

2016

Com

mun

icat

ion

Stra

tegy

Com

mun

icat

ion

Offi

cer

Man

agem

ent

Boar

d

Inte

rnsh

ipSu

ppor

t stu

den

ts a

nd n

ew g

rad

uate

sA

nnua

lly in

tern

ship

pro

gram

Man

agem

ent

Team

CEO

Cre

atin

g a

pool

of p

oten

tial f

utur

e em

ploy

ees.

Ann

ually

N

o of

peo

ple

empl

oyed

M

anag

emen

t Te

am

Targ

eted

recr

uitm

ent o

f Int

erns

Con

tinuo

us N

o of

inte

rns e

ngag

edM

anag

emen

t Te

am

Boar

d

Boar

d g

over

nanc

eIn

stitu

tiona

lizin

g th

e Bo

ard

Gov

erna

nce

Man

ual

5 ye

ars

Impl

emen

tatio

n of

the

man

ual

No

of R

egul

ar m

eetin

gs o

f the

var

ious

com

-m

ittee

s

Boar

d

CEO

Con

duc

t Reg

ular

/Qua

rterly

mee

tings

4

mee

tings

per

ye

arQ

uarte

rly m

eetin

gsBo

ard

Man

agem

ent

Team

Cre

atio

n of

the

sub-

com

mitt

ees

2016

Regu

lar m

onito

ring

mee

tings

Bo

ard

Man

agem

ent

Team

Mem

bers

hip

enga

gem

ent

Cre

atin

g fo

rum

s for

the

mem

bers

C

ontin

uous

Ann

ually

No

foru

ms c

reat

ed

No

of a

nnua

l m

embe

r sub

scrip

tion

Boar

d

CEO

Stra

tegi

c re

crui

tmen

t of m

embe

rs1-

3 Ye

ars

No

of S

trate

gic

netw

orks

est

ablis

hed

% o

f fun

din

g in

crem

ent

Boar

d

Man

agem

ent

Team

Ann

ual G

ener

al m

eetin

gs b

e he

ldA

nnua

lly

AG

MBo

ard

CEO

Fina

ncia

l Sus

tain

abilit

yC

reat

ing

an A

nnua

l Res

ourc

e pl

an5

year

s pla

n

Ann

ually

No

of a

nnua

l pla

ns c

reat

ed

Ann

ual B

udge

t

Fina

nce

Offi

cer

Man

agem

ent

Team

Boar

d

Inno

vativ

e Re

sour

ce m

obiliz

atio

n st

rate

gies

be

put i

n pl

ace

•C

onsu

ltanc

y

•C

ore

Fund

ing

Ann

ually

N

o of

con

sulta

ncy

polic

y

No

of c

ore

fund

ing

POs

Man

agem

ent

Team

Boar

d

Build

ing

on th

e Re

serv

e Fu

nd a

lread

y in

exis

tenc

e.A

nnua

llyN

o of

rese

rve

fund

s M

anag

emen

t Te

am

Boar

d

Documents

Table of Contents - ilakenya.orgilakenya.org/wp-content/uploads/2016/03/IILA-Strategic-Plan-2016... · 2.4. PESTEL analysis ... ITC International Tobacco Control ... In 2011 its legal