national public prosecution authority (nppa)€¦ · the process of elaborating this strategy...

The Path to the Smarter Prosecution

NATIONAL PUBLIC PROSECUTION

AUTHORITY (NPPA)

THIRD GENERATION STRATEGIC PLAN (July 2013-June 2018)

June 2014

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Acting together in a teamwork Integrity and Honesty Fostering, trust and always professional

Customer Oriented Page 1

FOREWORD National Public Prosecution Authority has made a significant progress over last five years

even if it has faced enormous challenge of continuous increase in number of criminal case

files received that created a big number of backlogs since 2004.

The Public Prosecution had benefited from hard working Staff and cooperation with Local,

Regional and International sister bodies to clear all backlogs by August 2012 and to

increase the conviction rate by 10% during the life period of second Strategy, meaning

2009 to June 2013. Our progress strengthens our belief to achieve a country governed by

Rule of Law, Unity and Reconciliation, Security and Stability.

The third Strategy is the continuation of the second Strategy covering the period of 2009 to

2012 revised to be implemented up to June 2013. It defines the contribution of National

Public Prosecution Authority in achieving the objectives of second Economic Development

and Poverty Reduction Strategy (EDPRS II).

The third Strategy's period, is the time to develop institution capacity to be able to deliver

fair and timely Prosecutorial Services, by keeping zero Backlog target, eliminating illegal

detention, improving the quality of investigations conducted, accelerating the prosecution

of International Crimes including Genocide Fugitives Suspects and protecting and

Supporting Victims and Witnesses of Crimes.

The third Strategy states the key targeted outcomes and Strategies to achieve them. This

Strategy is not “written in Stone” nor is it presented as a blueprint for the Public

Prosecution; rather it is flexible strategic guide that will be used as a basis for the

development of detailed operational plans.

Richard MUHUMUZA

Prosecutor General

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0. EXECUTIVE SUMMARY

The 3rd Strategy provides the medium-term contribution of National Public Prosecution

Authority (NPPA) for achieving the country’s long-term development aspirations as

embodied in Rwanda Vision 2020, the seven year Government Programme, Economic

Development and Poverty Reduction Strategy II and the Millennium Development Goals

(MDGs).

The Overall Objective of Vision 2020 is “To transform our country into middle income

Nation by 2020” by achieving $1240 per capita income. To achieve country’s long term

overall objective as shown in the Vision 2020, Rwanda decides to implement medium-term

strategy known as Economic Development and Poverty Reduction Strategies (EDPRSs).

The first EDPRS started in 2008 and its implementation ended in June 2013. The second

EPDRS started in July 2013 and will end up in June 2018. The goal of EDPRS II is

“Accelerating progress to middle income status and better quality of life for all Rwandans

through sustained average GDP growth of 11.5% and accelerated reduction of poverty to

less than 30% of the population”.

To achieve the overall objective of EDPRS II, requires the contribution of all sectors

including Justice Reconciliation Law Order Sector (JRLOS).The purpose of the JRLOS in next

five years is “Strengthened rule of law to promote accountable governance, a culture of

peace and enhanced poverty reduction.”

The third strategy of NPPA as one of institutions of JRLOS, is the continuation of 2nd

Strategy intended to be implemented from 2009-2012 but revised until June 2013. It

covers the period of 2013/14-2017/18.

The strategy aims to achieve two outcomes (Medium-term results) which are:

Improved effectiveness and efficiency institutional capacities and coordination and;

Accelerated access to the fair and timely prosecution services.

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The first outcome " Improved effectiveness and efficiency Institutional capacities and

coordination ", will be driven by an ambition to reinforce the capacity of NPPA in terms of

human resources, infrastructure, logistics, ICT and partnership with other Stakeholders in

order to improve the quality of services delivered to Public.

The second outcome “Accelerated access to the fair and timely prosecution services” will

help to accelerate the rate of criminal cases processed and conviction rate. This will be

achieved by eliminating backlogs and illegal detention, improving the quality of

investigations conducted and files handled, taking crimes prevention measures, tracking

genocide fugitive suspects, prosecuting people committing international crimes, better

management of confiscated and seized assets, protecting and supporting victims and

witnesses of crimes.

Nine outputs presented in figure IV (Result Chain) serve as means to prioritize actions,

mobilise resources, set policies, measure achievements and coordinate interventions

across all departments.

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1. INTRODUCTION

This chapter briefly outlines the context and purpose of NPPA's Strategic Plan. It also

includes a brief description of the process and methodology undertaken in elaborating the

third Strategic Plan for National Public Prosecution Authority.

The NPPA's third Strategic Plan is a document that sets out the institutional objectives,

strategies and major policy actions for the next five years (2013/14- 2017/18).

The Strategy shows where is NPPA now, indicates where it wants to be in 2018, what it

needs to do to get there, how it is going to do it, what the journey is going to cost and how it

will be financed.

The Strategy also outlines the management information system that helps to know that

NPPA gets there.

The third Strategy intends to achieve two important outcomes:

Improved effectiveness and efficiency institutional capacities and coordination and;


Both contribute directly to the achievement of Accountable Governance which is a fourth

thematic area of EDPRS II.

The priorities of this strategy are summarised into four important objectives: to increase

the public satisfaction with the quality and timeliness of NPPA services by 10% in 2018; to

deliver fair and timely prosecution by 10% conviction rate increase in 2018 and illegal

detention maintained at 0%; to accelerate the prosecution of international crimes including

genocide crimes by tracking 100% genocide fugitive suspects in other countries and to

speed up the investigation and prosecution of new crimes and cross border crimes.

The third strategy assigns the highest priorities to accelerating the files processing to

achieve zero backlog, improving the quality of the prosecution services, ensuring the better

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management of confiscated and seized assets, increasing the capacity of NPPA staff and to

reinforce the partnership with other stakeholders.

The Process of elaborating this strategy started in August by conducting second strategy

self-evaluation. Before setting objectives for 3rd Strategy, it was necessary to conduct an

evaluation of outcome achieved in second strategy in order to know where we were after

2011/12 and deciding where we will be in 2018. This evaluation did help to identify the

activities on-track, activities off-track and represent challenges during the implementation

of second Strategy.

Since October to December 2012 was concentrated on analysis (consultation) of the drafts

of EDPRS II and JRLOS Second Strategy in order to know the priorities to align with the

NPPA third strategy and interdependency of JRLOS institutions.

From 29th January to 1st February, a workshop of heads of all functional units was held at

MUSANZE, Muhabura Hotel under the leadership of Secretary General and the participants

were agreed on third strategy’s project, outcomes and outputs to be achieved and finally

timeframe for elaborating it.

The third strategy has involved extensive consultation over a period of one month

(February) with a wide range of all functional units and decentralized entities, where each

department was required to show at least three policy actions that have been compiled into

one strategic document by department of Planning, Studies and Research under the

supervision of General Secretariat.

The elaboration of NPPA's third Strategic Plan was conducted through a highly

participatory and consultative process involving all functional Units, decentralized entities

and NPPA's Partners. Also the deep analysis (documentation) of planning tools (Vision

2020, 7YGP, EDPRS II, JRLOS Strategy II) was conducted in order to align NPPA strategy

with Government priorities.

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2. OVERVIEW OF NATIONAL PUBLIC PROSECUTION AUTHORITY (NPPA) (Where

is the Public Prosecution now?)

This chapter provides the framing for the remainder of the National Public Prosecution

Authority by setting out the current status, achievements and challenges in the Institution.

It may be split as follows:

2.1 Policy Context

The NPPA's third Strategic Plan is the continuation of the second strategy covering the

period from 2009 to 2012 revised to be implemented up to June 2013, both defines the

contribution of National Public Prosecution Authority in achieving overall objective of the

Vision 2020 ($1200 per capita income) through sector Strategies, Economic Development

and Poverty Reduction Strategies and seven years Government's Program.

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Figure I: Planning Tools

As shown in figure above, this strategy is aligned directly with the second sector strategic

plan and EDPRS II. The government of Rwanda to achieve the objective of vision 2020

which is long term objective, decided to set out a medium term framework for achieving

the country’s long-term development goals and aspirations (EDPRSs).

Vision 2020

7 Years Government

Program

EDPRS II

Sector Strategy

II

NPPA third

Strategy

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The second Economic Development and Poverty Reduction Strategy (EDPRS II) has been

developed around four strategic thematic areas which are: Economic Transformation,

Rural Development, Productivity and Youth Employment, and Accountable Governance.

The NPPA's third generation strategy is aligned with the overall objective of EDPRS II and

its thematic areas, specifically “Accountable Governance”. Also this strategy contributes in

achieving the Purpose of second Sector Strategic Plan (JLROS II) which is: “Strengthened

rule of law to promote Accountable Governance, a culture of peace, and enhanced poverty

reduction”.

2.2. Current Status, Achievements and Challenges

2.2.1. General Performance (2009-2013)

The self-assessment of NPPA's second strategic Plan revealed that many targets and goals

in this prior plan have already been achieved.

Table one on the following page, shows the details the progress made on institution's key

indicators during the lifetime of second strategy (2009-2013).

Table I: Progress made on Institution's key indicators

Indicator Baseline

(2009)

Strategy

Targets

Progress (Self-Evaluation January

2013)

2010 2011 2012

1. Total Case Received 24,008 N.A1 25,962 25,927 29,308

2. Files handled (%

Case Received/Case

Processed

58.50%

N.A 77.9% 2+

11,039

Backlogs

72% +

12,964

Backlogs

71% +

11,575

Backlogs

3. Files tried before

court

33,142 N.A 47,606 44,779 43,076

4. Conviction Rate 76.6% Increased by

2% per year.

82.2% 82.5% 86.8%

5. Special

Cases

Gender

Based 47%

70% 60.7

63% 72%

1 N.A : Not available meaning the targets for some indicators had not been set in 2

nd Strategic Plan

2 77.9%: Percentage of cases handled by NPPA 2010 (Inspection Report 2011)

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handle

d

Violence

Crimes

Economic

and

Financial

Crimes 77%

70% 54% 64% 60.7%

Genocide

Ideology 38%

85% 50% 48% 76.7%

6. % reduction of case

files not appealed

when it was

necessary

0.12% N.A 0.10% 0.07% 0.02%

7. % decrease of cases

transmitted to

courts needing

further

Investigation

0.97% N.A 1.06% 0.80% 0.60%

8. % reduction in

cases files safe kept

when it was not

necessary

0.53% N.A 0.40% 0.34% 0.25%

9. Number of

indictments issued

by GFTU

24 30

Indictments

per Year

29 27 33

10. Backlogs 35.578 Zero

Backlog end

June 2013

11,039 12,964 0 Backlog

(1st

September

2012)

11. Illegal Detention 0.60% Illegal

detention

cases

decrease by

5% by June

2013

0.26% 0.21% 0.13%

12. Victims and

Witnesses

Protected and

Supported

*70.8% of

victims and

witnesses’

problems

resolved

*2,434 V&W

*77% of

victims and

witnesses’

problems

resolved

*2,775 V&W

*77% of

victims and

witnesses’

problems

resolved

*2,459 V&W

*75.5% of

victims and

witnesses’

problems

resolved

*2,466 V&W

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have been

Protected

*713 V&W

have been

assisted

have been

Protected

*424 V&W

have been

assisted

have been

Protected

*353 V&W

have been

assisted

have been

Protected

*383 V&W

have been

assisted

13. Criminal Records

issued and amount

of fund entered in

Public Treasury

56,611

Criminal

Records and

Rwf

67,771,200

have been

received

N.A 54,7791

Criminal

Records and

Rwf

66,046,800

have been

received

20,446

Criminal

Records and

Rwf

24,619,600

have been

received

27,751

Criminal

Records and

Rwf

33,654,000

have been

received

14. Staff performance

(X % increase

according to

Imihigo results)

X3 %

increase

according to

Imihigo

results

80.9 (2010-

11)

81.1 (2011-

12)

82.8 (2012-

13)

Beyond those indicators highlighted above; a Particular effort has been put in:

Protecting and Supporting Victims and Witnesses of Crimes where currently the

Professionals in charge of Protection and Support Victims and Witnesses are

Dispatched at each Intermediate level Public Prosecution (Former 12 Provinces)

and offer different assistances and Support services like :Psychological care,

Material Support, Legal assistance , Accommodation, Temporal Reallocation ,

Security Protection ,Transport Facilitation..

Visiting prisons and other detention facilities in order to fight against illegal

detention at all levels of Public Prosecution. Detention facilities are visited regularly

each week by Primary Prosecutors, each month by Intermediate level prosecutors

and each quarter Chief Prosecutor and National Prosecutors visits prisons and the

reports are produced and submitted to Prosecutor General.

3 X: The target was not specified in 2

nd Strategy

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The Criminal Records are currently issued at each Intermediate Level Prosecution

and by Embassies of Rwanda in other countries for Rwandans who live in foreign

countries in order to deliver timely and fairly services to People;

2.2.2. Challenges

Despite the rapid progress made within the Institution, some challenges remain. Key

challenges can be summarized as follows:

I. Although a significant effort have been put in processing criminal cases in order to

overcome the emergence of backlogs, an increases in number of case files received

remains a big issue .The number of case files to be processed increase

progressively at least 10% since 2009 but the number of Law Professionals

(Prosecutors) did not proportionally increase. It requires Prosecutors to work

hard and to organise themselves better to overcome this Problem.

II. Illegal Detention is still a problem even if from 2009 the rate have decreased, this

issue is still observed because in 2012, 0.13% of all detained were illegally

detained;

III. The Prosecution of International crimes including 1994 genocide against Tutsi is

also a serious issue. From 2009 up to 2013, the Genocide Fugitive Tracking Unit

draws and sends more than 30 indictments and International arrest warrants

every year but only 6 files have been transferred to Rwanda and … have been

prosecuted where there are. Most of Countries hosting Genocide Fugitives don’t

react, thus number of fugitives prosecuted is still very low;

IV. The quantity and quality of preliminary investigations conducted by Judicial Police

Officers is still to be increased due to critical skills and limited means;

V. The time used from the arrest to the submission of the case file to court is not

known. The legal procedures for processing criminal case file starts from the Police

who conduct preliminary investigation then after they are submitted to Prosecutor

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to process it and take decision. The file may be transmitted to courts, classified,

transferred to high instance. So until now the average time used to treat the case

file since the Judicial Police Officers (JPOs) to court is not exactly known.

VI. A considerable number of People are still confusing the activities (Responsibilities)

of National Public Prosecution Authority, Rwanda National Police (Criminal

Investigation Department) and Courts.4

VII. Capacity Building: The Prosecutorial Services are “Labour Intensive Services”

meaning that the main resources used by National Public Prosecution Authority are

Human Resources. Even if the Government of Rwanda in order to increase the skills

of Law Professionals, has put in Place an Institute of Legal Practice and

Development (ILPD) the number of prosecutors attending the ILPD Courses is still

critical (15/180 each year). Again, the number of Law Professionals and Support

Staff who attended different Professional Trainings is low.

4 Draft report on survey conducted by Transparency international on service delivery in JLROS

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2.3. Institutional overview

2.3.1. Organization of the National Public Prosecution Authority

According to organic Law No 04/2011/OL of 03/10/2011 determining the Organization,

functioning and competence of the National Public Prosecution Authority and the Military

Prosecution Department, in its Article 4; the National Public Prosecution Authority shall

comprise:

Office of the Prosecutor General;

Public Prosecution at Intermediate Level and;

Public Prosecution at Primary level.

The NPPA for fulfilling its mission had created competent Specialized Services amongst

others, Genocide Fugitives Tracking Unity, Victims and Witnesses Protection and

Assistance Unit, Gender & Sexual Based Violence Unit, Economic and Financial Crimes Unit

and Genocide Ideology Unit.

The National Public Prosecution Authority also has Administrative and support Organs

including:

The Secretary General responsible for coordinating all the administrative and

technical activities of the National Public Prosecution Authority and elaborating

strategies and programs concerning administrative and technical organs and;

The Inspectorate Department responsible for supervision and control of the

functioning of the National Public Prosecution Authority.

The organizational structure of the National Public Prosecution Authority is as

presented in the chart below:

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Acting together in a teamwork Integrity and Honesty Fostering, trust and always professional Customer Oriented Page 14

NATIONAL PUBLIC PROSECUTION AUTHORITY – ORGANISATIONAL CHART

Prosecutor General -Advisor -Administrative Assistant -Executive Secretary of HCPP - Internal Audit

Deputy Prosecutor General

-Administrative Assistant

National Prosecutors

-National Prosecutors

-Chief Assistant to National Prosecutors

-Assistant to National Prosecutors

General Inspectorate

-Inspector General

-Inspectors


Prosecutors at Decentralized Levels

-Prosecutor

-Prosecutor at Intermediate Level

-Prosecutor at Primary Level

-Chief Assistant to Prosecutor at Intermediate

Level

-Assistant to Prosecutors at Intermediate Level

-Assistant to OPJ at Primary Level

Secretary General


-Public Relations and Communication

-Public Procurement

Victim and Witness Protection &

Assistance Unit

-Coordinator

-Assistance to Victims

-Witness Assistance & Protection

-Victim and Witness Assistance

&Protection at decentralized level

Studies & Research

-Coordinator

-Criminality Analysis

-Planning, M&E

-Criminal Record

-Statistician

ICT Development -Director -Software Management -Network Administration -Maintenance

Finance

-Director

-Budget Management

-Chief Accountant

-Accountant

-Internal Resources Management at

Intermediate Level

Administration

-Director

-HR Management

-Documentation

-Logistics

-Central Secretariat

-Driver

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2.3.2. Functions of the Prosecutions

As highlighted in Chapter III of the Organic Law No 04/2011/OL of 03/10/2011, article 14,

15, 16 and 17, determining Functioning of the Public Prosecution; the functions of the

National Public Prosecutions Authority at Different Levels are described below:

Office of the Prosecutor General

The Office of the Prosecutor General comprises 15 National Prosecutors headed by the

Prosecutor General and Deputy Prosecutor General. The number of National Prosecutors

may be increased or reduced according to the need. It further includes 8 Assistants to

National prosecutors.

Office of the Prosecutor General has four detached Chambers situated in:

Nyanza for Muhanga Huye and Nyamagabe ;

Musanze for Musanze, Rubavu and Karongi;

Rusizi for Rusizi and;

Rwamagana for Ngoma and Nyagatare.

Public Prosecution at Intermediate Level

There are 12 Intermediate Level of Prosecution in the Country and each Intermediate level

comprises the Chief Prosecutor and at least five Prosecutors (5) and other staff necessary

for the smooth running of the activities of the Prosecution service.

Public Prosecution at Primary level

There are 60 Prosecutions at Primary Level spread out in the Country and each

Prosecution comprises at least one (1) Prosecutor and one (1) Assistant.

2.3.3. Competence of Public Prosecution Organs

Competence

As determined in the Article 26 of Organic Law No 04/2011/OL of 03/10/2011, the Public

Prosecution shall have the competence to:

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Investigate offences in relation to which it is conducting proceedings and lead

investigations carried out by Judicial Police Officers;

Prosecute criminal offences before all ordinary Courts and military Courts;

Contribute to the formulation of criminal Prosecution policies;

Cooperate with other countries in the fight against criminality;

Perform any other duties provided for by the law.

Prosecution in Courts

In the Supreme Court and the High Court, prosecution shall be carried out by the

Prosecutor General, Deputy Prosecutor General and National Prosecutors

At intermediate and primary Courts, the National Public Prosecution Authority shall be

represented by the Chief Prosecutor at Intermediate Level assisted by Prosecutors at

intermediate level and Prosecutors at Primary level.

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3. THE STRATEGIC FRAMEWORK (Where does NPPA want to be in 2018)

This chapter constitutes the core of the institution Strategic plan. The purpose of this

chapter is to outline the objectives which the National Public Prosecution Authority expects

to achieve by the end of the five years (June 2018). Defining these key objectives is the first

step in the elaboration of a medium-term strategy and may be comprise several sub-

chapters. It must include the following components:

3.1. Vision ,Mission and Overall Objective of National Public Prosecution Authority

3.1.1. Vision

The vision of an entity defines the future desired state. This embodies the desire and the

aspiration of the stakeholders in years to come.

The NPPA current vision is stated as below.

« Rwandan People living in safety and in fully-fledged liberty in a Country where Justice is

enthroned ».

3.1.2. Mission

The mission of an entity defines the day-to-day operations of an organization in very broad

terms and translates the vision in to action and quantifiable results areas.

The current Mission of the National Public Prosecution Authority is:

“Commitment to providing cost effective and high quality prosecutorial Services in

collaboration with our Partners”

The Mission and Vision of National Public Prosecution Authority respond to the long term

socio-economic development of the country (Vision 2020) through EDPRS II fourth

thematic area which is “Accountable Governance”.

3.1.3. Overall Objective

The overall Objective of National Public Prosecution Authority is “to Improve effectiveness

and efficiency institutional capacities and coordination to be able to deliver fair and timely

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Prosecution services and facilitates the Government of Rwanda to achieve Accountable

Governance”.

In order to realize this objective, the following specific objectives will be pursued:

i. To increase the public satisfaction with the quality and timeliness of NPPA services

by 10% in 2018;

ii. To deliver fair and timely prosecution by 10% conviction rate increase in 2018 and

illegal detention maintained at 0%;

iii. To accelerate the prosecution of international crimes including genocide crimes by

tracking 100% genocide fugitive suspects in other countries;

iv. To speed up the investigation and prosecution of new crimes in Rwanda and cross

border crimes.

3.2. Contribution to EDPRS II Thematic Areas/Priorities

In line with overall objective of Vision 2020 " transforming Rwanda into a middle income

country by 2020", the government of Rwanda elaborated its second Economic

Development and Poverty Reduction Strategy (EDPRS 2) to guide Rwanda’s medium-term

development aspirations over the period of five years (2013/14 to 2017/18).

The overall goal of EDPRS 2 is “Accelerating progress to middle income status and better

quality of life for all Rwandans through sustained average GDP growth of 11.5% and

accelerated reduction of poverty to less than 30% of the population”.

To meet this objective, second EDPRS has been developed around four strategic thematic

areas which are:

• Economic Transformation,

• Rural Development,

• Productivity and Youth Employment, and

• Accountable Governance.

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This Section Clearly outlines how National Public Prosecution Authority will contribute to

the achievement of Thematic Areas and Crosscutting Issues as planned in Second EDPRS.

NPPA as Institution of Justice Law and Reconciliation Order Sector ,is the part of

"Governance Flagship" and will contribute directly to the fourth thematic Area “

Accountable Governance for Rwanda” and indirectly for other three thematic areas.

The institution carried out an in deep analysis on the direct linkages between the strategic

outcomes and fourth thematic area. Accountable Governance for Rwanda is divided into

two priority areas:

Citizens' participation in delivery of development and strengthened public

accountability;

Quality service delivery.

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The figure below shows the direct linkage between Strategic outputs and Accountable Governance:

Figure II: Linkage between NPPA Strategic Output and Accountable Governance.

The Quality of investigations

carried out Improved

Increased quality and Quantity

of Criminal files handled

Prosecution in international

crimes including genocide

accelerated

Victims and Witnesses of

Crimes Protected and

Supported

Improving

Prosecutorial Services

Quality service

delivery

Accountable

Governance

for Rwanda

Output 5: The management of

confiscated and seized assets

improved

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The EDPRS II reflect long-term ongoing priorities where, in many cases, significant

progress has already been made during EDPRS I. Those ongoing priorities are embedded in

Foundational issues.

Those are:

Macroeconomic stability;

Demographic issues;

Food security and malnutrition;

Early childhood development and basic education;

Quality, demand and accessibility of primary health care;

Rule of Law, unity and reconciliation, security and stability (including regional

peace and stability);

Strengthening Effectiveness of Public Finance Management;

Consolidating decentralization.

The priority areas included in “Rule of Law, unity and reconciliation, security and stability”

have to be implemented by JRLOS Institutions including National Public Prosecution

Authority. To implement those priority areas ongoing measures will include: Ongoing

measures will include: strengthening the legal and policy framework including anti-

corruption measures; enhancing community participation and awareness of crime

prevention; developing institutional capacity to respond to, investigate and prevent crime.

Furthermore, reinforcing legal aid mechanisms, improving case management procedures

and information systems, awareness raising and application of human rights standards,

rehabilitating and improving detention facilities and conditions will also be undertaken.

Those ongoing measures are captured by the NPPA third strategy through its policy actions

as shown in table below:

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Table II: Relationship between NPPA Policy Actions and EDPRS II Foundational

Issues.

Outcome Output Policy Action EDPRS II Foundational Issues

EDPRS II Priority Areas

Outcome 1: Improved Effectiveness and Efficiency Institutional Capacities and Coordination

Output 2: Change Management Strategy Implemented

Activity 1.2.4: Raise awareness of NPPA mission and mandate

6. Rule of Law, Unity and Reconciliation, Security and Stability

6.24 The strengthening of the rule of law goes hand in hand with strengthening universal access to justice.

Activity 1.2.5: Develop institutional capacity to prosecute breaches

Outcome 2: Accelerated access to fair and timely Prosecutorial Services.

Output 2.1: The Quality and Quantity of investigations carried out Improved

Activity 2.1.1: Provide needed materials and transport facilitations required by JPOs

Output 2.2: Increased quality and Quantity of Criminal Case processed

Activity 2.2.1: Conduct regularly visits of Police Stations (Every week). Activity 2.2.2: Visiting regularly Central Prisons (Every month and every Quarter). Activity 2.2.4: Reinforce the mechanisms to accelerate investigation and prosecution of Eco& Fin Crimes

The third Strategic Plan also mainstreams six crosscutting issues as highlighted in second

EDPRS, which are:

Capacity building;

Environment and Climate Change;

Family and Gender;

Regional integration;

HIV/AIDS and NCDs;

Disaster Management;

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Disability and social inclusion.

The Figure below indicates the direct linkage between third Strategy and Crosscutting

Issues.

Figure III: Direct Linkage between NPPA Strategic output and EDPRS II Crosscutting Issues

This Strategy also will contribute indirectly in mainstreaming other crosscutting issues

through the implementation of its Policy Actions as shown in Table II (Priority Policy

Actions Matrix).

Also this strategy contributes in achieving Sector Strategy II planned to be implemented

from 2013/2014 up to 2017/18 as well as EDPRS II. The purpose of the sector:

Strengthened rule of law to promote Accountable Governance, a culture of peace, and

enhanced poverty reduction. The five prioritized outcomes of the sector are:

Enhanced Sector capacity and coordination;

Strengthened universal access to quality justice;

Effectively combated impunity for international crimes, and genocide ideology;

strengthened truth-telling and reconciliation;

Enhanced rule of law, accountability and competitiveness;

Maintained safety, law and order, and enhanced adherence to human rights.

NPPA Capacity building

Strategy Developed and

Implemented

Synergy with other Sister

bodies Strengthened

Capacity building

Regional integration

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NPPA contributes directly in achieving sector outcomes but more specifically outcome 3

(Output 3.1. Prosecution and enforcement of judgements in international crimes including

genocide accelerated).

Results chain

This section develops the hierarchical chain of results to be achieved when NPPA's strategy

will be fully implemented. It shows which Goal/Impact, will be achieved as a result of

outcomes that will also be achieved by implementing related outputs of which are results

of implemented activities. The results chain is based on "Results Based Management (RBM)

principles" and was developed in consistency with international standards and practices.

The National Public Prosecution Authority contributes to the achievement of sector goal

which is: Strengthened rule of law to promote accountable governance, a culture of peace,

and enhanced poverty reduction as one Institution of JLROS Sector. Two outcomes are

focused to be achieved at the end of June 2018:

Improved Effectiveness and Efficiency Institutional Capacities and Coordination;


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Figure IV: Results Chain

Goal/Purpose: Strengthened rule of law to promote

Accountable Governance, a culture of peace, and

enhanced poverty reduction

Outcome 1: Improved Effectiveness and

Efficiency Institutional Capacities and

Coordination

Outcome 2: Accelerated access to the

fair and timely prosecution services

Output 1: NPPA Capacity building

Strategy Developed and Implemented

Output 1: The Quality of

investigations carried out improved

Output 3: Prosecution in

international crimes including

genocide accelerated

Output 2: Increased quality and

Quantity of Criminal files processed

Output 4: Victims and Witnesses of

Crimes Protected and Supported

Output 2: Change Management

Strategy Implemented

Output 4: Synergy with other Sister

bodies Strengthened

Output 3: ICT Use in all NPPA daily

activities strengthened

Output 5: The management of

confiscated and seized assets

improved

26


Table III: Logical Framework

Output Indicator Baseline(201

2/13)

Target

13/14

Target

14/15

Target

15/16

Target

16/17

Target

17/18

Means of

Verification

Assumption


Output 1: NPPA

Capacity building

Strategy Developed

and Implemented

Capacity Building

Strategy Document

2012/13

Annual

Capacity

Building

The

Strategy

Doc in

Place

Training

Report

NPPA continues to

increase the

Professional Skills of

its Staff

% of Strategy

Implemented

N.A 15% 40% 65% 85% 100%

Output 2: Change

Management Strategy

Implemented

Percentage of citizens

expressing Satisfaction of

the quality and timeliness

of NPPA Service (Citizens

Score Card)

75 78% 81% 84% 87% 90% Survey

Report

NPPA Continues to

improve the Quality

of Service delivered

to the public and

ameliorate Customer

Care Auditor General Report Not Clean

Report

Clean

Report

Clean

Report

Clean

Report

Clean

Report

Clean

Report

Audit General

Report

Output 3: ICT Use in

NPPA daily activities

strengthened

IECMS in place and

Operational

N.A Preliminar

y Studies

IECMS in

Place

IECMS

Operatio

nal

IECMS

Operational

NPPA Continues to

facilitate Collection,

interpretation and

Sharing Information N Computing System in

Place and Operational at

all levels of NPPA

N.A Headquart

er

2

Interm.

Levels

3

Interm.

Levels

4

Interm.

Levels

3

Interm.

Levels

Output 4: Synergy with

other Sister bodies

Number of Regional &

Internal Fora

Participated per Year

3 3 3 3 3 3 Progress

Report

Cooperation with

other Stakeholders

reinforced

Number of TWG (JLROS)

participated per Year

4

4 4 4 4 4 Minutes

27



Output 1: The Quality

of investigations

carried out Improved

% decrease of cases sent

to courts needing further

Investigation

0.80% (2012) 0.60% 0.40% 0.20% 0% 0% Inspection/M

onitoring

Reports

Increasing the

Quality of Case files

Processed

Output 2: Increased

quality and Quantity

of Criminal Files

processed

% of cases processed 95% 96% 97% 98% 98% 98.5% Inspection/

Statistical

Report

NPPA continues to

pursue every person

Suspected of having

Committed acts

Constituting an

Offense with good

finality of

indictments.

Conviction rate 86.9% 89% 92% 93% 94% 95% Inspection

Reports

NPPA Continues to

improve the Quality

Service delivered to

public

% of detainees illegally

detained

0.14% 0% 0% 0% 0% 0% Inspection

Report

/Prison Visits

Reports

Illegal detention has

to be eliminated by

2015

% of cases processed

using doctrines and

jurisprudence

50% 60% 65% 70% 75% 80% Inspection

Reports

Promoting research

and documentation

in order to meet

international

standards in

Processing criminal

case files.

% reduction of case files

not appealed when it was

necessary

0.02% 0% 0% 0% 0% 0% Inspection

Report

Improving the

quality of case files

processed

28


% reduction in cases files

safe kept when it was not

necessary

0.49% 0.25% 0.10% 0% 0% 0% Inspection

Report

Output 3: Prosecution

in international

crimes including

genocide accelerated

Year on year % change in

number of indictments of

international crimes

including genocide

50 55 250 250 250 250 GFTU Report NPPA continues to

Prosecute

International crimes

including Genocide.

Output 4: Victims and

Witnesses of Crimes

Protected and

Supported

% of victims and

witnesses’ problems

resolved.

75% 90% 92% 94% 96% 98% PVT Reports NPPA improves the

services delivered to

Public by caring and

protecting Victims

and Witnesses

Output 5: The management of confiscated and seized assets improved

Progress report N.A N.A Baseline

in place

To be

determi

ned

To be

determi

ned

To be

determi

ned

Progress

reports

The confiscated and seized assets well managed and revenue generated increased

29



3.3. Strategies and Programs to Achieve Objectives & Outcomes (What does NPPA

do to get there?)

This chapter describes the three strategic programmes of NPPA's third Strategy (i.e:

Institutional Capacities and coordination, Criminal Case Processing and Synergy with Local,

Regional and International Sister Bodies) to show how they are related to underlying policy

priorities. The Strategic programmes serve as a means to prioritize actions by NPPA to

progress towards the third Strategy, facilitate communication, mobilize resources for, and

improve policy implementation through more co-ordinated interventions across

Units/Departments and Partners.

i. Institutional Capacities and coordination

The first strategic program aims to make NPPA a capable Institution able to deliver high

quality prosecutorial services in the Region by increasing the skills of its staff, efficient and

effective management of resources, promoting closer coordination during policy

implementation and enhancing effectiveness and efficiency in the planning, monitoring,

Inspection and Audit.

More than 95% NPPA Staff has a university degree in different disciplines but few of them

got required professional trainings to improve their Skills and experiences. In the first

phase of this strategy, the detailed knowledge assessment will be conducted to identify the

basic trainings required to each post then a detailed capacity building Plan to be

implemented from 2013/14 -2017/18 will be elaborated by Administration and Human

Resource Management Unit.

Enhance effectiveness and efficiency in Inspection, monitoring; and Internal Audit will

serve as tools to keep NPPA Activities on track, to measure outcome and to ensure the best

management of resources.

Use of ICT for enhanced efficiency and effectiveness in service delivery

30



The defining feature of ICT is their ability to help institutions and individuals to collect,

manage, store, retrieve and distribute information and knowledge. Information sharing and

knowledge management is still critical for National Public Prosecution Authority as well as

other Public Institutions.

For Rwanda, ICT will break the physical, economic and socio-cultural barriers to

communication. The NPPA recognizes that the communication to be successful as a tool for

delivering fair and timely Prosecutorial Services to Public, information, data, and

knowledge must be acquired quickly, and dispersed rapidly, widely and inexpensively.

The National Public Prosecution Authority through third Strategy will increase access to

awareness and usage of ICTs tools within its internal Services, and communities. Through

ICT tolls applications, the Prosecutorial services delivered to citizens will be provided in

the most efficient and effective manner. The National Public Prosecution Authority should

ensure that ICT plays a central Role in accelerating case Processing, reducing the time and

budget used to deliver a given service, expanding and facilitating information sharing and

finally increasing citizen’s participation, transparency and accountability.

ii. Criminal Case Processing

Reduce the cases transferred to courts.

The annual Statistical Report 2012 indicates that among 29,076 total cases processed, 57%

(16,395) have been transferred to courts while during the same period, 43,076 cases have

been tried before courts.

Reducing case files transferred to courts will reduce the time and resources spent in

representing the Public Prosecution before courts (Trailing the case before courts ),

increase the time reserved to processing case files ,help to eliminate Backlogs and

providing quality Services .The case files transferred to the courts may be reduced by

developing other alternatives like (Kumvikanisha abafitanye ibibazo, Ihazabu…).

31



Increasing the Responsibilities of Assistants

The second sub-Program, increasing the Responsibilities of Assistants, aims to maintain the

target of zero backlogs by processing 100% of case received each year. In 2012, for

eliminating backlogs, one of solutions was to Increase the responsibilities of Prosecutors'

Assistants from receiving and management of case files to instruction under the close

supervision of Prosecutors. Considering the past experience (2012); 1,802 cases have been

processed by Prosecutors’ Assistants.

This was necessary solution to overcome backlogs but not sufficient because although it

reduces the number of cases to be processed by Prosecutors it requires additional time for

prosecutors to verify and take decision for all case files processed by Assistants.

Considering also the profile of NPPA Staff, every Assistant has at least a Bachelor's Degree

in Law the same as Prosecutors. They have also at least the same capacities in taking some

of decisions.

Improving investigation system (Quality of investigation)

The aim of third sub-program ,improving investigation system; is to improve the quality of

service provided by NPPA to Public by increasing conviction rate and reducing the number

of people released by the courts.

Increase in conviction rate is the result of increase of case files well processed since

preliminary investigation phase to submission to courts.

The second Strategy's self-assessment results show that the quality of Preliminary

investigations conducted by Judicial Police Officers (JPOs) is still low due to challengeable

skills (Trainings), instability, lack of logistics and transport Facilities.

In this strategy, NPPA will put more emphasis in availing needed logistics and transport

facilitations, supervising and follow up the work of Judicial Police Officers. National Public

Prosecution Authority will also collaborate with Rwanda National Police in order to

increase the number of JPOs, increasing their Skills, ensuring their Stability and improving

32



the quality of investigations conducted which is the basic pillar for providing fair and

timely prosecutorial Service to public.

iii. Synergy with Local, Regional and International Sister Bodies

As cited above, from 2009 to June 2013, 113 indictments have been sent to different

countries but a critical number genocides fugitive Suspects have been arrested. During

two-day Operational Meeting organized by INTERPOL (15 and 16 April) on Rwanda

Genocide's Fugitives, the information regarding more than 240 Rwandan genocide suspects

who are the subjects of INTERPOL Red Notices or diffusions was reviewed by the

investigators, who exchanged material on specific cases and Since the project was launched

in 2004, more than 35 fugitives who were subject to INTERPOL Red Notices have been

arrested.

This strategy aims at acceleration the Prosecution of International crimes including the

Genocide fugitives in other countries by facilitating information sharing and tracking

process.

3.4. Linkage to Budget Programmes

Here, the desired results are linked to existing budget programmes and sub-programmes.

This will ensure the closer alignment of resource needs and costing. The following table

provides detailed information on each programme by linking outcome to budget

Programs/ Sub-Program and Policy.

33


Table IV: Linking budget programmes (MTEF) to planned activities and costs

Program Output Key Activities Estimated Budget

Implementing Unit

PROGRAMME 1: ADMINISTRATIVE AND SUPPORT SERVICES 01 ADMINISTRATIVE AND SUPPORT SERVICE

NPPA Capacity building Strategy Developed and Implemented

Carry Out professional Skills' need Assessment 5,903,760 ADHR

Develop NPPA Capacity Building Strategy (2013/14-2017/18)

690,000 ADHR

Implement NPPA Capacity Building Strategy 37,574,290 ADHR

Develop institutional capacity to prosecute breaches

1,551,155,205 PG,SG & ZADHR

Change Management Strategy Implemented

Establish and Implement internal Standards to measure customers' Satisfaction (General Assembly)

23,180,000 Administration & Decentralized Services

Request RGB to Introduce " Prosecutorial Services" in its indicators annually evaluated

- 5 SG

Raise awareness of NPPA mission and mandate 32,048,660 Dece Entities

Organize an induction Courses for new Workers recruited

2,762,815 ADHR

Conduct a quarterly evaluation of Departments performance

- SG

Sharpen monitoring and tracking system 2,486,534.06 SG & Planning S&R

Create working environment atmosphere that facilitates employees in executing their duties and maintain their good health

104,986,990 ADHR

Carry Out a Sensitization campaign to Fight against HIV AIDS and Non Communicable diseases

22,102,525 ADHR

Strengthen Coordination and Information Sharing 232,076,510 PG & SG

5 No budget required

34


Update NPPA Organization Structure (13/14 and 17/18)

- PG&SG

Update policy and laws governing NPPA every year.

- PG,DPG&IG

Ensure Efficient and Effective Financial Resource Management

16,744,040 Finance & Decentralized Services

Strengthen the M&E System, Statistical Analysis and Analytical Audit

55,256,310 Planning ,S&R and Audit

ICT Use in NPPA daily activities strengthened

Move to the full use of secured ICT tools in a day to day Activities

226,281,563 ICT

Design an Integrated Electronic Case Management System (IECMS)

100,000,000 ICT & JRLOS

Implement an Integrated Electronic Case Management System (IECMS)

436,268,813 ICT & JRLOS

Strengthen Networking and Coordination of activities between Headquarter and Decentralized Entities

99,461,360 ICT

Implement N Computing System 150,000,000 ICT

Synergy with other Sister bodies Strengthened

Strengthen the cooperation with other countries and international organizations within the framework of preventing and fighting crimes

110,512,625 PG, DPG & GFTU

Strengthen the Cooperation with other Investigators from different Institutions like :RRA, RCA ,Migration and Ombudsman and Traffic Police (General Assembly Resolution)

3,315,370 PG,IG,Dece,Entities

Cooperate with Traffic Police for the issue of Road Accidents (General Assembly Resolution)

3,315,370 PG

Reinforce the Cooperation with other Institutions involved in Order and Security ensuring

3,315,370 PG&SG

PROGRAMME 2: STRATEGY, POLICY AND REGULATORY SERVICES

SUB-PROGRAMME 2.1:

Increased quality and Quantity of Criminal Case

Conduct a Regular Inspection of quality and quantity of criminal case processed

230,418,820 Inspection

35


PROSECUTORIAL STRATEGY, POLICY AND INSPECTIONS

processed Control the Discipline cases of NPPA Staff (Inspection)

33,153,780 Inspection

Change Management Strategy Implemented

Harmonize Inspection ,Monitoring and Audit Inspection

Enhance Inspection, Monitoring and Audit 44,205,050 Inspection

SUB-PROGRAMME 2.2: RESEARCH STUDIES

Ameliorate the issuance of Criminal record certificate

50,308,850 Criminal Record

Conduct Study and research on criminal incidents 21,881,490 Planning & Research

PROGRAMME 3: PROSECUTORIAL SERVICES SUB-PROGRAMME 3.1: OFFENCE PROSECUTION

The Quality of investigations carried out Improved

Provide needed materials and transport facilitations required by JPO

27,628,156.25 SG and Dec. Entities

Reduce Criminal Cases transferred to Court 394,481,690.50 PG, DPG, SG,IG and Dece. Entities

Establish and Implement the mechanisms of supervising and follow up the work of JPOs

2,171,230 IG, Chief Prosecutors

Carry out regular evaluation of JPOs achievements 5,100,500 Chief Pros. & Planner

Increased quality and Quantity of Criminal Case processed

Reinforce the capacities of Decentralized Entities 3,315,378,750 SG

Fight against human trafficking and Sexual Exploitation

55,256,310 Inspection & Prosecutors

Accelerate the pursuit of Sexual and GBV cases 121,563,880 GBV Inspection

Carry out assessment of GBV Program 12,156,000 Inspection & GBV

Reinforce the mechanisms to accelerate investigation and prosecution of Eco& Fin Crimes

252,521,348 Economic & Financial

Carry out assessment of Financial and Economic Program

12,156,000 Inspection & Fin &Eco

Fight against genocide ideology & negativism 16,576,890 Genocide Ideo. Unit & Insp.

Fight against drug consumption and trafficking 107,545,630 PG

Improve the Investigation and prosecution of new crimes in Rwanda

105,456,900 PG

36


Ensure the best management of case Files 40,060,825

Eliminate Illegal Detention (General Assembly Resolution)

27,628,155 Decentralized Services & Inspection

Prosecution in international crimes including genocide accelerated

Strengthening of the genocide fugitives tracking unit (Number of its Staff and Transport Facilitations)

149,916,700 GFTU & SG

Track Genocide Fugitives Suspects 233,028,180.00 PG,DPG & GFTU

Carry out Assessment of GFT Program 12,156,000 S&R +GFTU

Facilitate international Crimes Unit in the NPPA to Prosecute transferred and extradited cases from ICTR and other Countries without due delay

130,808,665 International Unit

Strengthen the International Crimes Unit (Professional Trainings)


Reinforce the International cooperation to facilitate Prosecution of international crimes.


Carry out Assessment of International Crimes Processing Program

12,156,000 International unit + S&R

The management of confiscated and seized assets improved

Establish a specialized unit in charge of management of confiscated and seized assets

- PG & SG

Conduct a baseline study on the state of assets already confiscated and seized

10,720,325 Specialized Unit

Ensure the management of confiscated and seized assets

40,400,700 Specialized Unit

SUB-PROGRAMME 3.3: VICTIM AND WITNESS PROTECTION

Victims and Witnesses of Crimes Protected and Supported

Protect and Support Victims and Witnesses 202,076,510 PVT

Promote the Rights of Victims and Witnesses 45,256,310 PVT

Increase the Skills of the Prosecutors and Witnesses and Victims Support Unit Staff

44,135,285 SG, PVT & GBV

TOTAL COST FOR 3rd STRATEGY

9,713,961,080

37



4. IMPLEMENTATION OF THE NPPA STRATEGIC PLAN

This chapter intends to portray the implementation strategy of the NPPA's third Strategic

Plan. Key features of this chapter include the sequencing of interventions, roles and

responsibilities of partners and stakeholders in Institution as well as mechanisms for

coordination and information sharing between stakeholders.

4.1. SEQUENCING OF INTERVENTIONS

4.1.1. Key strategic areas

The National Public Prosecution Authority has identified three key strategic areas which

will play an important role in the implementation of the 3rd Strategic Plan. These include:

• Institutional Capacities and Coordination;

• Prosecutorial Services and;

• Inspection, Monitoring, Audit and Evaluation.

Figure V: Inter-dependence between programs

Among the three key strategic areas, there are close relationships and interdependences.

ICT use and Capacity Building might be crosscutting sub-programs; they are more related

Prosecutorial

Services Improved Institutional Capacities

and Coordination

Inspection, Monitoring,

Audit and Evaluation

Cross cutting

-Capacity Building

-ICT

38



to other strategies. The capacity building is required for performing other programs and

ICT is prior to provide timely services by facilitating gathering, interpreting and sharing

information.

Further the "Prosecutorial service" is a central Program, because all programs contribute

to the achievement of fairly and timely Prosecution Services which is the Mission

(Mandate) of National Public Prosecution Authority.

4.2. ROLES AND RESPONSIBILITIES OF PARTNERS / STAKEHOLDERS

4.2.1 NPPA

The National Public Prosecution Authority leads the implementation of third Strategic Plan.

Specifically, the NPPA has four core functions which are:

• Develop and disseminate Institutional strategies and programmes,

• Build institutional and human resource capacities,

• Monitor and evaluate the implementation of strategies and programmes,

• Mobilize resources for Institutional activities including promoting partnerships for

joint developments efforts by stakeholders at local level.

NPPA will co-ordinate the implementation of this strategic plan. In collaboration with

partners, NPPA will oversee and draw up an annual implementation plan and monitor

progress against it.

4.2.2 Development partners (Donors)

The role of the donors is to:

Provide financial (through budget support) and technical support to targeted

interventions in the NPPA;

Contribute to the financing of programmes, projects;

Support and advise the NPPA in different matters ;

Organize and participate in consultative meetings with all stakeholders;

Assist NPPA in its domain of expertise, in the conception, development,

implementation, monitoring and evaluation of projects;

Assist technically in utilization of proven new technologies;

39



Participate in Evaluation of achievements.

4.3 MECHANISMS FOR COORDINATION AND INFORMATION SHARING

NPPA requires a system of regular information collection, analysis and exchange among all

units, which involve 60 Primary Prosecution Offices, twelve Intermediate level

Prosecutions, four detached chambers and all Functional units at head office.

To support the implementation of this Strategic Plan, the NPPA has put in place the

mechanisms for coordination and sharing the information on progress like:

Joint Inspection, Monitoring and Audit: in order to acquire at the same time the

information on Strategic Plan implementation progress and its result, quality and

quantity of cases processed and management of internal resources including human

resources, financial and material, the team carries out visits at least twice a year July

and January at all decentralized entities of Prosecution. The team comes back with

comprehensive information on operational plan implementation.

Mini-Assembly: this meeting is held in February after six month of implementation,

based on assessment of progress of the ongoing financial year. Results for the first

half-year Inspection, Monitoring and Auditing are presented in a PowerPoint

presentation during the Mini-assembly. This meeting is also used to take measures

on activities off-track. Thus this meeting is considered as forward looking Review.

General Assembly: This meeting held in August bringing together all NPPA's Staff

and its Stakeholders .It looks at achievements during the past financial year. The

Inspection, Monitoring and Audit, present to all participants the achievements of the

institution and the participants give the recommendations to be implemented

during the ongoing financial year in order to achieve off-track targets for previous

year.

Workshop: in January each year the Heads of all functional unit and representatives

of Decentralized entities together with Professionals in charge of Planning,

40



Monitoring, Evaluation and Budget meet to revise ongoing action Plan and Budget,

to set priorities and appropriate budget for upcoming year considering the Budget

Call Circular (BCC) .This meeting is also used to assess the six months progress.

Bureau Meeting: This meeting held once each quarter under the leadership of

Prosecutor General and bringing together all National Prosecutors, Chief

Prosecutors and Inspectors to assess the quarterly achievements, highlighted

challenges and take collective measures.

Management Meeting: this meeting is held once every two months under the

supervision of Secretary General and bringing together Heads of all functional units

to assess achievements in previous two months and take measures to improve the

output for upcoming period.

5. MONITORING AND EVALUATION (How will NPPA know it is getting there)

This chapter outlines key institution monitoring and evaluation systems and

process and goes on to present M & E. Tables V (NPPA detailed comprehensive M &

E framework 2013/14 - 2017/18), set out key indicators, policy actions to be

implemented and targets to be achieved within the third strategic plan’s period.

The monitoring and evaluation (M&E) framework is a key element of the institutional

strategic plan. M&E aims to ensure the safe management of resources and that the

strategies of the institution attain expected results and thereby have an impact on the

objectives of the sector. A good M&E system provides good quality information on time,

enabling the institution to report on good progress, or to alert the institution of bad

progress and pending further analysis to devise remedial actions.

Regular monitoring of performance will continue to be carried out through the NPPA Mini-

assemblies and general assemblies which take place twice a year. These assemblies assess

41



the performance against institution key performance indicators and policy actions agreed

upon within the third strategy.

The unit in charge of Planning, Studies and Research will also continue to assess quarterly

progress of activities against the detailed Institution implementation plan.

5.1 Reporting and Tracking Schedule

Monitoring and evaluation of the NPPA third Strategic Plan will take place at different

stages during the implementation period 2013/14-2017/18. The following constitute the

third Strategy reporting and tracking schedules:

Weekly brief report: that shows the weekly performance of each department;

Quarterly reports: This will be completed at the end of each Quarter;

Semi-annual reports: These will be completed in December of each Financial Year.

Annual reports/reviews: These will be completed every July at the end of the

Financial Year.

Mid-Term Review (MTR): This will be undertaken in the third year of

Implementation of the NPPA Strategic Plan to assess progress of the Strategy and

examine the extent to which expected outcomes and outputs are being delivered

and results progressively achieved. In addition to this, the MTR will finally make

recommendations for the remaining period of the Strategic Plan.

Final evaluation will determine the extent to which the NPPA's strategy has

contributed over its entire duration to the achievement of expected outcomes

The annex I outlines any Institution Management Information Systems in place, present the

key performance indicators, baselines, targets and policy actions for the period 2013/14 to

2017/18.

6. COST AND FINANCING OF THE NPPA STRATEGIC PLAN

This Chapter outlines the costing and proposed financing for the Strategy. Here, in brief it

will be necessary to provide details of:

42



Funds available: projected funding available to the Prosecution drawing on

projected financing sources from central government and the macro framework

showing budget ceilings in the medium term;

Costs: summarize the cost of the programmes of the institution;

Funds to be mobilized: this being the costs minus available funds where the

difference is positive (i.e. there is a funding deficit), an indication of the likely

sources of funding should be provided, together with the institution’s strategy for

securing these finances.

The implementation of the NPPA 3rd Strategic Plan will require Rwf 9,713,961,175 over

the five years (2013/14-2017/18). This amount includes Rwf 8,999,600,057 projected

funding available to the

43


Prosecution drawing on projected financing sources from central government and the macro framework showing budget ceilings in the

medium term and Rwf 714,361,118 to be mobilized from development Partners of National Public Prosecution Authority. The table below

shows the annual composition of these items:

Table V: Format for cost and financing for 3rd Strategy

2012/13 (Actual)

2013/14 2014/15 2015/16 2016/17 2017/18

Total Funds Available

1,624,413,114

1,842,955,795

1,910,628,385 1,765,355,147 1,657,457,490 1,823,203,240

Government 1,379,661,167 1,353,451,900 1,421,124,490 1,520,603,200 1,657,457,490 1,823,203,240

Donor Projects

244,751,947 489,503,895 489,503,895 244,751,947

Total projected cost :

1,624,413,114 1,969,177,472 1,936,012,688 1,892,470,952 1,878,116,470 2,038,183,593

Projected Costs

1,624,413,114 1,969,177,472 1,936,012,688.00 1,892,470,952.00 1,878,116,470.00 2,038,183,593.00

deficit (cost – funds)

- 126,221,677 25,384,303 127,115,805 220,658,980 214,980,353

44


ANNEX I: NPPA detailed Comprehensive M & E Framework 2013/14 - 2017/18

Output Indicator Expected Performance Policy Action Baseline(

2012/13) Target 13/14

Target 14/15

Target 15/16

Target 16/17

Target 17/18

Source of Data

2013/14 2014/15 2015/16 2016/17 2017/18 Implementing Unit


Output 1: NPPA Capacity building Strategy Developed and Implemented

Capacity Building Strategy Document

The Strategy Doc in Place

Training Report

Carry Out professional Skills' need Assessment

ADHR

% of Strategy Implemented

N.A 15% 40% 65% 85% 100% Develop and Implement NPPA Capacity Building Strategy (13 /14-17/18)

Implement NPPA Capacity Building Strategy




ADHR






ADHR

Output 2: Change Management Strategy Implemented

Percentage of citizens expressing Satisfaction with the quality and timeliness of NPPA Service (Citizens Score Card) Clean Report

75 78% 81% 84% 87% 90%

Survey Report

Establish internal Standards to measure customers' Satisfaction (General Asse)

Implement internal Standards to measure customers' Satisfaction (General Asse)




Admin& Decentr. Services


PG & SG






ADHR& ESHC

Raise awareness of NPPA mission and mandate



Dece Entities

45







Criminal Record






SG

Conduct Study and research on criminal incidents





Planning S&R






ADHR






ADHR

Update NPPA Organization Structure (2015/16-2022/23)

PG & SG

Update policy and laws governing NPPA





PG, DPG & IG

Auditor General Report

Not Clean Report

Clean Report

Clean Report

Clean Report

Clean Report

Clean Report

A.G. Report

Harmonize Inspection ,Monitoring and Audit

Enhance Inspection, Monitoring and Audit

Inspe,M&E and Audit

46





Planning ,S&R and Audit






Finance & Decentralized Servic

Output 3: ICT Use in NPPA daily activities strengthened

IECMS in place and Operational

N.A Preliminary Studies

IECMS in Place

IECMS Operational

ICT Reports






ICT


Implement

IECMS

Implement

IECMS

Implement

IECMS

ICT

Strengthen Networking and Coordination of Activities between Headquarter and Decentralized Entities





ICT

Number NPPA Offices using N Computing system

N.A Headquarter

2 Interm. Levels

3 Interm. Levels

4 Interm. Levels

3 Interm. Levels

ICT Reports

Implement N Computing System





ICT

Output 4: Synergy with other Sister bodies strengthened

Nber of Regional & Internal Fora Participated per Year

3 3 3 3 3 3 Progress Reports






PG, DPG & GFTU

47


Number of TWG (JLROS) participated per Year

4

4

4

4

4

4

Reports






PG, IG, Dece, Entities






PG






PG&SG


Output Indicator Expected Performance Policy Action Baseline(

2012/13) Target 13/14

Target 14/15

Target 15/16

Target 16/17

Target 17/18

Source of Data

2013/14 2014/15 2015/16 2016/17 2017/18 Implementing Unit

Output 1: The Quality of investigations carried out Improved

% decrease of case files sent to Courts requiring further investigation

0.70% 0.60% 0.40% 0.20% 0% 0% Inspection/Monitoring Reports






SG and Dec. Entities

Reduce Criminal Cases transferred to Courts (General

Reduce Criminal Cases transferred to Courts

Reduce Criminal Cases transferred to Courts (General

Reduce Criminal Cases transferred to Courts

Reduce Criminal Cases transferred

PG, DPG, SG,IG and Dece.

48


Assembly Resolution)

(General Assembly Resolution)

Assembly Resolution)

(General Assembly Resolution)

to Courts (General Assembly Resolution)

Entities

Establish the mechanisms of supervising and follow up the work of JPOs

Implement the mechanisms of supervising and follow up the work of JPOs


IG & Chief Prosec

Carry out Regular Evaluation of JPOs Achievements





SG, IG & Chief Pros

Output 2: Increased quality and Quantity of Criminal Case processed

% of files handled

95% 96% 97% 98% 98% 98.5% Inspection/Statistical Report

Reinforce the Capacities of Decent. Entities





SG






Inspection & Prosecutors

Accelerate the pursuit of Sexual and GBV Cases




Carry out Assessment of GBV Program

GBV






PG





Carry out Assessment of Financial and Economic Program

Economic & Financial

Fight against Genocide Ideology & Negativism





Genocide Ideo. Unit & Insp.

49


Fight against drug consumption and trafficking




Inspection

Conviction rate

86.9% 89% 92% 93% 94% 95% Inspection Report

Represent the Public Prosecution before the Courts





Prosecutors






Inspection

Control the Discipline cases of NPPA Staff.





Inspection

% of illegal detention

0.14% 0% 0% 0% 0% 0% Inspection Report

Conduct regularly visits of Police Stations (Every week).





Inspection/ Chief Prosecutors

Visiting regularly Central Prisons (Every month and every Quarter).






Sharpen monitoring and tracking system





Inspection/ Chief Pros.

% of case files processed using Doctrines and Jurisprudence

50% 60% 65% 70% 75% 80% Inspection Reports

Ensure the management of NPPA Library





ADHR

Improve the management of criminal case files





Strengthen Coordination and Information Sharing

Strengthen Coordination and Information




SG

50


Sharing Sharing Sharing

Output :3: Prosecution in international crimes including genocide accelerated

Year on year % change in number of indictments of international crimes including genocide

50 55 250 250 250 250 GFTU Reports

Strengthen the capacity of the genocide fugitives tracking Unit (Number of its Staff and Transport Facilitations)




Carry out Assessment of GFT Program

SG & GFTU

Track Genocide Fugitives Suspects





PG,PDG & GFTU

Strengthen the International Crimes Unit to Prosecute transferred and extradited cases without due delay





International Unit/ Dutch Project

Output 4: Victims and Witnesses of Crimes Protected and Supported

% of victims and witnesses’ problems resolved

75% 90% 92% 94% 96% 98% PVT Reports

Protect and Support Victims and Witnesses





PVT

Promote the Rights of Victims and Witnesses





PVT






SG, PVT&GBV

Output 5: The management of confiscated and seized assets improved

Report N.A N.A Baseline in place

To be determined

To be determined

To be determined

Progress reports

Establish a specialized unit in charge of management of confiscated and seized assets

PG, SG

51





Specialized unit

ANNEX II: Priority policy actions matrix

Priority Indicator Policy Action 13/14 Policy Action 14/15 Policy Action 15/16 Policy Action 16/17 Policy Action 17/18 Implementing Unit

Capacity Building Strategy Document

Carry Out professional Skills' need Assessment

ADHR

% of Strategy Implemented

Develop and Implement NPPA Capacity Building Strategy (13 /14-17/18)





ADHR






ADHR

Percentage of citizens expressing Satisfaction with the quality and timeliness of NPPA Service (Citizens Score Card) Clean Report

Establish internal Standards to measure customers' Satisfaction (General Asse)





Admin& Decentr. Services


PG & SG






ADHR& ESHC




Dece Entities






Criminal Record






SG






Planning S&R






ADHR






ADHR

52


Update NPPA Organization Structure (2015/16-2022/23)

PG & SG






PG, DPG & IG

Auditor General Report Harmonize Inspection ,Monitoring and Audit

Enhance Inspection, Monitoring and Audit

Inspe,M&E and Audit




Planning ,S&R and Audit






Finance & Decentralized Servic

IECMS in place and Operational






ICT


Implement IECMS Implement IECMS Implement IECMS ICT






ICT

Number NPPA Offices using N Computing system


Implement N Computing System Implement N Computing System Implement N Computing System


ICT

Nber of Regional & Internal Fora Participated per Year






PG, DPG & GFTU

Number of TWG (JLROS) participated per Year






PG, IG, Dece, Entities






PG






PG&SG

% decrease of case files sent to Courts requiring further investigation






SG and Dec. Entities

Reduce Criminal Cases transferred to Courts (General Assembly Resolution)





PG, DPG, SG,IG and Dece. Entities

53


Establish the mechanisms of supervising and follow up the work of JPOs



IG & Chief Prosec






SG, IG & Chief Pros

% of files handled Reinforce the Capacities of Decent. Entities





SG






Inspection & Prosecutors





Carry out Assessment of GBV Program

GBV






PG





Carry out Assessment of Financial and Economic Program

Economic & Financial






Genocide Ideo. Unit & Insp.





Inspection

Conviction rate Represent the Public Prosecution before the Courts





Prosecutors






Inspection






Inspection

% of illegal detention Conduct regularly visits of Police Stations (Every week).

















Inspection/ Chief Pros.

% of case files processed using doctrines and jurisprudence






ADHR











SG

54


Year on year % change in number of indictments of international crimes including genocide






SG & GFTU






PG,PDG & GFTU






International Unit/ Dutch Project

% of victims and witnesses’ problems resolved






PVT






PVT






SG, PVT&GBV

N.A Establish a specialized unit in charge of management of confiscated and seized assets

PG, SG





Specialized unit

55

Acting together in a teamwork Integrity and Honesty Fostering, trust and always professional Customer Oriented

Page 55

7.5. ANNEX III. References

Ministry of Finance and Economic Planning, 2012. National Planning, budgeting and MTEF guidelines.

Ministry of Justice,2004. Loi Nº 13/2004 du 17/5/2004 portant Code de Procédure Pénale, J.O Nº Spécial

DU 30/07/2004.

Ministry of Justice,2009. Justice, Reconciliation, Law & Order Sector Strategic Plan January 2009 to June

2012.

Ministry of Justice,2013. Justice, Reconciliation, Law & Order Sector Strategic Plan ,July 2013 to June

2018.

Ministry of Local Government, 2012. Decentralization Sector Strategic Plan 2013/14-2017/18

National Public Prosecution Authority,2008. Annual Inspection Report.


National Public Prosecution Authority,2009. Annual Statistical Report.

National Public Prosecution Authority,2009. Second Strategy 2009 to 2012.



National Public Prosecution Authority,2011. Annual Implementation Report.



National Public Prosecution Authority,2011. Revised second Strategy July 2011 to June 2013.

National Public Prosecution Authority,2012. Annual Implementation Report.



National Public Prosecution Authority,2012. Second Strategic Plan Self-Assessment.

Republic of Rwanda, 2000. Vision 2020.

Republic of Rwanda, 2007. Economic Development and Poverty Reduction Strategy 2008-2012.

Republic of Rwanda, 2011. Organic Law determining the organization, functioning and competence of the

National Public Prosecution Authority and the Military Prosecution Department.

Republic of Rwanda, 2012. Economic Development and Poverty Reduction Strategy July 2013-June 2018.

Republic of Rwanda,2003. Constitution of the Republic of Rwanda.

Republic of Rwanda,2012. Organic Law instituting the penal code.

national public prosecution authority (nppa)€¦ · the process of elaborating this strategy...

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