The School of Law Strategic Plan 2016-2026
The School of Law Strategic Plan 2016-2026
The School of Law’s Strategic Plan 2016-2026 builds on and draws from the previous 2011-2015 strategic plan and contains strategies to address the challenges encountered and to exploit new opportunities. The Plan sets out a roadmap for implementation of flagship projects for the 2016-2026 period.
The School has cut a niche for itself as a legal education provider, by designing a Bachelor of Laws Programme that produces law graduates of profound character, high intellectual competencies and global awareness in readiness to further justice and the advancement of humanity through the law globally.
The Plan underscores the School’s commitment to educating students of conscience, competence, and compassion. To this end, the School has prioritized on the following six (6) key priority areas:-
Priority Area 1: Excellence in Education and Training
a). Academic Programmes for Outstanding Lawyering Skills
To prepare our graduates for the challenges of today’s practice of law, the School must provide robust opportunities for our students to acquire and develop the key lawyering skill necessary to competently, ethically and effectively represent clients and serve the community. Further, the practice of law is increasingly interdisciplinary in its ability to serve clients and address contemporary issues. In this regard the School has developed an academic programme that offers exceptional clinical programs, internships and community service opportunities that provide students platforms to develop and apply key lawyering skills by learning in context. The School will continue to build upon these programmes which provide students with concrete, practical experiences to prepare them for success in a complex and demanding legal environment.
The School will also develop targeted short term practice oriented courses at diploma or certificate level to equip our graduate students with the skills needed to venture into the many areas of lawyering within the versatile law discipline. The School will also introduce a post graduate programme-Master in Laws (LLM)-with options for specialization in governance and trade and investment law.
b). Local and International Exposure for Students
The future of the School will be built upon its commitment to international and comparative legal education and to the preparation of its students for global leadership. The School must then have a faculty that inspires its graduates to engage in global issues and embrace the lawyering skills needed to meet them. The School must seize the opportunities presented by its national and regional location, and by its home in a University that enjoys longstanding relationships in many countries. The Plan thus responds to the emerging trends, globalization, technology and innovation and sustainable development goals.
c). Public Interest Advocacy
There remains a significant unmet need for legal services in Kenya, especially for poor and marginalized communities. The School’s location in Nairobi provides an ideal environment for student learning. The University and by extension the School’s integral commitment to community service, social justice and international legal studies provides a platform for educating lawyers for roles as public interest advocates. Moreover, School foregrounds service to humanity in legal training through the Kenyatta University Legal Aid Clinic.
In this regard, the School will:
- Graduate students who are competent in the core foundations of legal analysis, legal reasoning, legal research, and substantive knowledge of the law
- Explore alternative approaches to increase clinical and other experiential learning offerings to students to develop fundamental lawyering skills and understand the practical context for the work of lawyers.
- Increases internship and externship opportunities in corporate law offices, non- profit entitles and government law offices;
- Build relationships with leading regional, national and international law offices to advance student competencies such as teamwork, leadership, client service and problem solving.
- Create a collaborative framework between the School and community leaders to develop programs that educate students about public service to underserved communities.
Priority Area 2: Stakeholders Engagement
The School embraces the University’s mission to promote a culture of community service through fostering the development of personal responsibility and service with and for others, especially those with the greatest needs. We believe that through action or position individuals can lead and serve. Further the School has a compelling responsibility to provide well-prepared and well-rounded law graduates that enhance both the practices of Kenyan law, regional law and the employability of its graduates.
The School, through its location, growing relationships and connections in Nairobi and beyond, is well positioned to advance the values of the University through civic engagement and community service. It draws its strength from the communities that support or are served by it. The School’s community further beyond the traditional law school community- students, faculty and administrators- to include an extended community of faculty alumni, families of current students, adjuncts lecturer in law, distinguished visitors to the laws school, the undergraduate and other graduate schools, centers, and institutes within Kenyatta University, the greater Nairobi community, and the regional and global communities beyond Nairobi and Kenya where our graduates will reside and work.
Within this extended family that the School regards as the “greater University community”, it has identified important constituencies that provide support to and derive benefit from, it. In reaching out to these extended communities, the School will seek to advance the values of Kenyatta University and its tradition of dynamism, inclusivity, creativity and community service.
Priority Area 3: Corporate Governance and Management
Good corporate governance secures an effective and efficient operation of an institution in the interest of all stakeholders. It provides assurance that management is acting in the best interest of the stakeholders. It is characterized by corporate participation, consensus, accountability, transparency, responsiveness, effectiveness and efficiency, inclusiveness and equity and respect for the rule of law. As it is indicated in our corporate strategy these principles are entrenched in the legal and policy frameworks that include the Constitution of Kenya, 2010; Kenya Vision 2030 and Mwongozo: Code of Governance for State Corporations, 2014.
Toward this end, the School will participate in the corporate social responsibility (CSR) based on clearly defined activities within and outside the University’s physical environments; implement the strategies laid down by the university that enhance security within the workplace, work/occupational safety and health, incident and accident prevention and the control of risks in the school working environment; ascribes to all-inclusive system of decision making processes that reflects the globally acclaimed tenets of good governance, respect for the rule of law and consultation with the University Management and strengthen leadership capabilities among its actors in ways that inspire participation, collectivity of strengths, knowledge and willpower with the aim of maximizing efficiency and effectiveness in attainment of clearly defined targets.
Priority Area 4: Strategic Institutional Resources
a). Human Resources
The lifeblood of any academic institution is its faculty. Attracting and retaining a distinguished and diverse faculty is indispensable to School’s future. Equally imperative is providing that faculty with the support requisite to sustain their teaching and scholarship, as well as maintaining systems of accountability that ensure the faculty fulfills its obligations to the institution and its students. Working with the Teaching Scholar Model, the School will balance the demands of teaching, scholarship, and service. In addition it will provide the faculty with the resources necessary to expand the world’s store of knowledge and to engage with the pressing policy issues of the day.
b). Information Communication Technology
The use of technology plays an essential part of preparing students for a world characterized by collaborative work environments, global communications and continuous learning and change. Recognizing the foundational role that technologies play in shaping the future, the School will integrate innovative practices using technology into teaching and learning.
c). Physical Infrastructure
Under this key priority area, the School will work closely with the University Management to ensure that the existing physical facilities are maintained for effective teaching and learning. The School will ensure that there is a mix of flexible teaching spaces for both larger and smaller classes configured to support a variety of teaching styles and instructional technologies. In addition, create appropriate and inviting public space for interaction with visitors, alumni, the university community, the Nairobi community, and the broader industry.
Priority Area 5: Financial Sustainability
The continuing success of School will be built upon solid financial resources that will permit the School to attract students who value its unique educational product. While it aspires to hold and maintain a prominent position within the legal education community through acquiring even higher levels of educational achievement, this must be based on a broad based resource base. This base must: support the recruitment and retention of distinguished faculty, support the dynamic and expanding academic programme, support the expansion of the infrastructural facilities and all other support projects for the School’s educational enterprise. The School will therefore increase its revenue streams through forming collaborations, writing grants, engaging alumni and other players in the industry.
Priority Area 6: Monitoring and Evaluation
Monitoring and Evaluation (M&E) are key components in the implementation of a Strategic and Vision Plan. These will require identifying performance indicators, setting benchmarks, and applying various quantitative and qualitative methods of collecting and analyzing data. Monitoring and Evaluation will be undertaken in all the priority areas at all levels as specified in the Plan.