http://library.ombudsman.go.ke:8080/jspui/handle/caj/109 2026-04-02T22:31:58Z http://library.ombudsman.go.ke:8080/jspui/handle/caj/122 Title: The Strategic framework of the Commission on Administrative Justice 2013 - 2016 Authors: CAJ Abstract: This Strategic Framework (SF) is the first Strategic Plan of the Commission on Administrative Justice (CAJ) since its inception in 2011. The document provides guidelines and strategic direction for the Commission’s operations for the period 2013-2016 based on the mandate and functions of the Commission within the framework of the Constitution and the Commission on Administrative Justice Act, 2011. The Strategic Framework was developed through a participatory process that brought key stakeholders on board. The process included review of the Commission’s mandate, functions, achievements, challenges encountered and undertaking a comprehensive situational analysis; and formulation of the strategic direction and the development of SF Implementation matrix. In addition, the SF has an in-build Monitoring and Evaluation (M&E) Framework. Key components of the strategic direction of the Framework include: Vision To be an effective overseer of responsiveness and servant-hood in public offices at national and county levels. Mission To enforce administrative justice and promote constitutional values by addressing maladministration through effective complaints handling and dispute resolution. Core Values Fairness, Accountability and Diversity Organizational Review brought out a summary of the Commission’s achievements and challenges. Situational Analysis informed the process and provided the basis for formulating strategic direction. 2013-02-01T00:00:00Z http://library.ombudsman.go.ke:8080/jspui/handle/caj/111 Title: Commission on Administrative Justice strategic plan 2019 - 2023 Authors: CAJ Abstract: Overview: Successive National Development Plans, i.e., National Poverty Reduction Strategy Paper (2001); the Economic Recovery Strategy (ERS, 2003-2007); the Kenya Vision 2030 and its Medium-Term Plans; and now the Big-Four (4) National Development Agenda; all emphasize the importance of administrative justice in facilitating effective service delivery and good governance in the public sector. Key international policy and strategic blue-prints such as the Millennium Development Goals (MDGs) covering the period 2000-2015 and its successor, the Sustainable Development Goals (SDGs) covering the period 2016-2030; the Africa Union (AU)’s Agenda 2063; and the East Africa Community (EAC)’s Vision 2050; equally recognise that administrative justice is imperative for both economic growth and development that then defines international development cooperation. The Commission previously had a Strategic Plan covering the period 2013 – 2016, whose term came to a close. Based on fundamental changes and emerging issues in the operating environment, plus shifts in macro-level planning cycle; it was necessary to review the implementation status of the preceding CAJ Strategic Plan and utilise the same to inform the development of a new Strategic Plan covering the period 2019-2023. This Strategic Plan has been prepared through a participatory process involving the CAJ Commissioners; Management; and Staff, while recognising and putting in place initiatives that will effectively respond to the needs and expectations of its diverse stakeholder segments. Lessons Learnt: Several key lessons have been learnt which informed development and implementation of strategies and activities during the period of this Strategic Plan. These key lessons are: (i) Staffing level- Need to attract and retain competent technical staff to facilitate effective delivery of the Commission’s mandate; (ii) Resource Mobilization- Need to develop and implement a comprehensive resource mobilization strategy; (iii) Target Setting- Need to set clear performance targets to facilitate effective performance management and monitoring, evaluation and reporting on the implementation status of the Strategic Plan; (iv) Accountability Centers - Responsibility needs to be assigned to specific functions to enhance accountability for performance and eliminate duplicity of effort; and (v) Stakeholder Engagement and Visibility- Need for enhanced stakeholder engagement and visibility of the Commission to enhance the corporate image. Emerging Issues: The key emerging issues in the operational environment that the Commission needs to respond to moving forward include: (i) Enactment of the Access to Information Act, 2016; (ii) Emergence of multi-agency team to fight corruption; (iii) Establishment of the County Regional Economic Blocs; (iv) The impetus to enforce rule of law by the DPP and the DCI offices; (v) Need for benchmarking with global-best practices in administrative justice; and (vi) Use of alternative dispute resolution methods and systems in resolution of complaints. Key Success Factors: The imperatives which the Commission must do right moving into the future in order to fulfil its mandate and justify its existence include: (i) Capacity building; (ii) Alignment of organizational culture to strategic direction; (iii) Automation of processes and process re-engineering; (iv) Visibility and branding; (v) Advocacy; (vi) Effective performance management; (vii) Effective resource mobilization and prudent utilization; (viii) Amendment of the legal framework; (ix) Effective change management; and (x) Effective decentralization of services. 2019-01-01T00:00:00Z