2013/2014 executive annual report chapter 6 psm
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Executive Annual Report for Public Service Management for 2013/2014TRANSCRIPT
CHAPTER 6
PUBLIC SERVICE MANAGEMENT
ACKNOWLEDGEMENTS
I wish to acknowledge the efforts of the members of staff who participated in compiling this report
and much more for their contribution in carrying out the activities outlined in this report.
I know that you put in a tremendous number of hours for us to have achieved this much
EXECUTIVE SUMMARY
. The notable milestones in the department in the past one year include:-
Implementation of the headcount report
Implementation of the devolved payroll and payroll clean up
Civic education programmes for information sharing through the mass media
International relations with the national government and partnerships with other countries
Participatory decision making through engagement of local citizens in public participation as
well as those in Diaspora
Sensitization meetings on devolution and the structure of the county government
Staff motivation through capacity building workshops and recognition of performing
individuals and teams as employees of the year on a quarterly basis
ABBREVIATIONS AND ACRONYMS
CIDP County Integrated Development Plan
CoK 2010 Constitution of Kenya 2010
CGA 2012 County Government Act 2012
MDGs Millennium Development Goals
HR Human Resource
CEC County Executive Committee
MCA Member of County Assembly
Ongoing programmes
To enable us to realize our plans, the following strategic activities are ongoing;-
Branding to create a strong and bold brand, for the county Government of Uasin Gishu
Developing of a curriculum for civic education for standardized implementation across the
six sub-counties
Development of performance management system and sectorial plans so as to build a
performance culture
Capacity building programmes for change and change management and development of a
performance culture
Team building activities to encourage team thinking and team working
Future Prospects
To enable us to realize our objectives, we will work with all stakeholders to undertake the following
activities:-
Capacity building programmes so as to adopt best practices for growth and development of
our county government and development of a performance culture
Staff rationalization, harmonization and strategic placement for optimum productivity
Re-structuring and re-organization
Establish optimum staff levels for increased efficiency
Develop a county Human Resource policy
Put in place the structures, systems, procedure and policies for proper co-ordination and
efficiency in all the functions and institutions
Challenges
The following are some of the challenges experienced:-
Skewed media reporting
High wage bill
Merging the staff from the defunct municipality and the local authorities which had different
orientations and organization culture
Salary delays due to continuous inflow of data from the national government for devolved
staff vis aviz the pay roll clean up
Fear of the unknown by the staff leading to a lot of uncertainty and demotivation
Limited facilitation for effective service delivery
Opportunities
The greatest opportunity we have as a county government is the opportunity to improve to level of
attaining our strategic slogan, the Champion. The Human Resource component is very critical in
turning around our county to become one of the most prosperous and attractive counties in Kenya
and beyond.
This can only be achieved through a common focus where all stakeholders have a shared vision and
purpose. We also encourage all the stakeholders to be innovative in their service delivery and to also
come up with innovative solutions to the challenges experienced.
BACKGROUND INFORMATION AND SITUATION ANALYSIS
INTRODUCTION: OVERVIEW OF PUBLIC SERVICE MANAGEMENT
We inherited staff from the National government, Former Eldoret Municipal Council and Wareng
county council. The functions needed to be merged in line with the new dispensation of the county
government functions. These changes created a lot of suspicion, sceptism, lack of clear direction in
terms of the new versus the old. There was the need to realign the existing structure into the new
structure of government.
Payroll system was being run by Laiforms. The challenges that were there were very many payroll
deductions via payroll which some staff took home less that the mandatory 1/3 of the pay. This had
to be reversed urgently to comply with the requirements of Employment Act 2007.
County communication office was existing in the former EMC structure with few staff. This office
therefore had challenges to meet the new demands of the expanded scope of work that comes with
the devolution.
The registry section was housed in a congested room without adequate space for the staff working in
the registry. The files were all over making it difficult for tracing hence time wastage. The
management of records is a very critical function in any organization and this had to be changed
very fast to serve the intended purpose.
The customer care area was squeezed and the space was not adequate for the traffic to the offices.
The area needed to be expanded to create more waiting area for the public.
The structures from the 3 sets of areas that staff worked in the previous arrangement and the county
government had to re align its departments to correspond with its devolved functions.
The county upon inauguration embarked on the preparation of the CIDP which formed the road map
in which the county was to execute its development plan for the next 5 years was developed
The structure of government was established as follows along which existing staff are to be aligned
basing on skill requirements;
ICT & E- Government
Trade, Industrialization, Tourism and Wildlife Management
Public Service Management
Roads, Public works and Transport
Lands, Housing and Physical Planning
Education, Culture, youth affairs and Social Services
Environment Water Energy Forestry, Environment & Natural Resources
Health Services
Agriculture, Livestock Development and Fisheries
Finance and Economic Planning
The County Government of Uasin Gishu has been in place for the last one year.
Despite significant time being utilized in formation of the Government and developing the
necessary institutional changes significant progress have been achieved. This report highlights key
achievements of each division/section of the public service department. It is believed that based on
the fact that the structures are now on the ground the achievements in the subsequent years will be
significant.
Public Service Management is one of the departments in the county government of Uasin Gishu. It
is made up of five sections namely: - Human Resource Management, Public Relations and
communications, Security and Enforcement, Governor’s office and International relations and the
legal section.
It is a service department that co-ordinates service delivery in the county. Our strategic theme is Re-
defining service delivery for efficient and timely service delivery. Our service delivery is guided by
our county’s vision, mission, core values and slogan.
The department is supported by the following divisions/sections
GOVERNORS OFFICE
Intergovernmental relations and partnerships
Devolved units
Disaster unit
COUNTY COMMUNICATION
This is the unit that will facilitate the county in developing the county government communication
framework as per the CGA 2012 section 95.
HUMAN RESOURCE MANAGEMENT
Human Resource division is headed by the CHRM with the following sections to handle HR
Development, Industrial and employee relations, HR administration and county records (registry).
Human resource development focuses on the capacity building of the staff of the county. HRA
focuses on HR records and document management and HR administrative section in liaison with
payroll which processes the salaries of the employees.
OHS focuses on health and well-being, by endeavoring to reduce the health care cost trend and
enhance productivity. This is done by offering regular opportunities to identify health risk factors
and access high-quality interventions to reduce them, implement targeted interventions to help
county staff and their families better manage chronic conditions that impact health costs,
absenteeism, productivity and quality of life. Implement cultural and physical improvements to
support healthy behaviours. The county structure has provided for an office to handle employee
wellness issues – referred to as OHS Office
STATUS AFTER ONE YEAR OF DEVOLUTION.
INTRODUCTION
The chapter highlights the planned and implemented activities for the financial year 2013-
2014, Achievements (status after one year of devolution), Cross cutting issues and
challenges.
GOVERNOR’S OFFICE
The office has the Deputy Governor’s office and the Devolved units
The devolved units have been established and the administrators appointed and deployed.
The offices to be used have been refurbished and operational
We are grateful to chiefs, hospitals, community organizations that have been gracious to host
our sub-county administrators on temporary basis as we embark on an ambitious programme
to provide our staff with adequate office space.
Turbo sub county offices
Located in the former agriculture office in Turbo.
Photos renovation works
Kesses
Moiben Sub county offices
The former hospital buildings were renovated to accommodate the sub offices in Moiben.
The pictures below is the building before and after renovation
Ainabkoi Sub county offices
Wanifour office that a donation from the Japanese government to the community as a peace
center. The building houses our Sub county offices as we await to construct county offices.
The community meeting at the center
The Sub-county offices housed at the center
The centre partitioning was done to create office space to accommodate the sub county staff
Kapseret sub county offices
Kapseret sub County is housed under the former Wareng County Council Market Offices and there
are four officers in number.
Soy sub county offices
The sub-county offices are housed in the building below that houses other national
government staff in Ziwa. The room is shared by the administrators and the other emlpoyees
of the other county departments are yet to be housed due to inadequate office space.
Before renovation
After renovation
Devolved units face a myriad of challenges
Challenges the officers have inadequate vehicles to facilitate the coordination of the sub
county functions.
The office space is not adequate to accommodate the devolved staff from the county
departments, who are currently operating from chief offices hospitals sub county level
Bills assented to by the office of the office of the governor
COUNTY PARTNERSHIP
The county government engaged various local and international organizations on various
cross cutting issues. Notable among them was the international visit undertaken which
included the following:
The annual Gotabgaa conference in Dallas U.S.A IN July 2013
The East Africa Chamber of commerce in Texas visit by the Deputy Governor in
August 2013
The Arizona Delegations visit in March 2014 – signed the MOU with Scottsdale city
In commemoration of the partnership the two teams planted a tree in the park
There was also notable international visitors to our county on official delegations this
included the following;
ILI Delegations from the U.S In July 2013
Prof: Byeda from University of phoenix Arizona visit in May 2014
Arizona delegation’s visit in the month of March 2014
Arizona Mohans Family visit in the month of June 2014
The detailed reports of the partnerships annexed.
COMMUNICATION AND PUBLIC RELATIONS
County communication office is yet to be fully staffed and operationalised. The website
hosted by the treasury under the domain name www.uasingishu.go.ke . The department in
order to bridge the gap created an official Face book page called county of Uasin Gishu
which is the official Government page which is updated real-time.
The County website was redesigned and updated. This has enabled the department to take
full control of the website and update with real time stories and news as they unfold and also
interact with the public on the social media on the website.
Monthly county magazine published.
The division is facing acute challenges stemming from understaffing to effectively perform
the mandate as per the CGA2012 which is;
County communication framework
(1) A County government shall establish mechanisms to facilitate public communication and access
to information in the form of media with the widest public outreach in the county, which may
include—
(a) Television stations;
(b) Information communication technology centres;
(c) Websites;
(d) Community radio stations;
(e) Public meetings; and
(f) Traditional media.
(2) The county government shall encourage and facilitate other means of mass communication
including traditional media.
The function of this division includes:
Gathering, processing, packaging and disseminating news and information for development to the
public.
Coordinating and maintaining information services which include County News and features desk,
photographic, electronic media, accreditation, technical and mobile cinema services;
Developing standards and regulations in management of information services;
Publishing and circulation of county Press publications; Publication of magazines, newsletters and
other County materials;
Electronic and print coverage of development projects, socio-economic and cultural activities;
Managing and developing content for rural information resource centres; Archiving and shooting
historical photographs.
Effective and efficient coordination and management of the Public Communication in the Counties
and Sub-Counties;
Formulating, interpreting and implementing County Government Public Communications Policies,
Strategies and Programmes;
Coordinating Publicity, Advertising and Public Awareness Campaigns at the County;
Developing strategies for implementation of Public Communications and undertaking Research on
Public Opinion on specific sectoral areas and emerging issues at County Government levels;
Advising the County Government on best Media Handling practices;
Coordinating Speech-Writing for the County Governor;
Formulating and implementing Advocacy and Public Campaign programmes in the County;
Coordinating, branding and maintaining of positive image of the County Government;
Developing communication strategies for development projects in line with the Constitution,
Millennium Development Goals (MDGs) and Kenya Vision 2030 at the County;
Managing Public Communications services that enhance Security, Peace and National Cohesion
through Media Monitoring and Research;
Promoting Stakeholder Engagement and Public Participation in National Development in the
County;
Management of content for County websites;
Create media centre at the County.
Customer Care
1. Designing and Giving a Face Lift of Reception Area.
The reception area was designed and face lifted in the year 2013.
County reception before refurbishment The current refurbished county reception
Two sets of television were put on customer care desk which is used in running of county
development video footage and also for customers view.
Putting of Tiles on Customer Care Area and on the Main Entrances of County Office.
Between June 2013 to June 2014 tiles were put on the reception area for easy maintenance of
cleanliness.
The ICT Department did the networking which will facilitate internet connectivity and network to
enhance communication and handling public queries of county services.
Human Traffic Management.
The visitors to the county offices have increased with more citizens seeking information and
services. In the month of June 2013 to June 2014 with the introduction of open days for the public
to see the Governor and the deputy Governor on Monday and Thursday respectively and introduce a
registration book at the desk for the registration purposes having details such as name ,ID number,
office name, reasons, time in, time out and the signature. This data aids in analysis and reporting.
There are visitors cards designed and branded and issued depending on office that they are visiting.
This aids in directing the visitors to the offices.
Increase of personnel to control human traffic on the reception especially on Monday’s and
Thursday’s when the governor and the Deputy Governor are in office, also during major bills and
waiver payment periods .
The staffs ID cards have been designed to ease identification of staff visiting the county offices and
identification by the public in the process of service delivery.
The introduction of compliment and complain desk for handling customer Complaints has enhanced
service delivery. Customer complaints are handled in a good manner and in a special way leaving
them satisfied with our services.
Introduction of Signage Board.
A signage board has been introduced at the on reception area showing office name and the number
to direct visitors to the correct offices.
COUNTY HUMAN RESOURCE
Trainings:-
Ward Administrators and sub county Administrators at Kenya School of
Government( Baringo)
Secretaries training at Cheptebo conference.
Registry staff training on document management solution
Induction course for county human resource management
Various seminars for individual officers in line with their professions
Staff induction training
Early Childhood Development Recruitment:-
Preparation of employees’ recruitment list.
Facilitating salary payment.
Liaising with Public Service Board and Ministry of Education during the exercise to ensure
success.
Headcount:-
Conducted twice; the first one done internally and the second one by consultants.
Facilitated the exercise by writing a notice informing the staff on the relevant requirements.
Provided the panel with all the necessary support i.e arrangement of the area of the exercise,
stationeries, support staff etc.
Harmonized county staff list of the defunct councils and the central government.
compliance
Wealth Declaration:-
Facilitated availability of wealth declaration forms.
Guided the staff on filling of the forms.
The exercise was conducted from 1st November 2013 to 30
th November 2013 but due to the
secondment of central government employees to county government; it was repeated for the
month of July.
Filing of Tax Return:-
Availed KRA forms to staff.
Guided staff where necessary.
The exercise was conducted in the whole month of June.
NSSF:-
Due to the new NSSF Act requiring all government employees to be members and in
compliance with the same the following was undertaken;
Availing of NSSF forms to staff.
Guiding staff in filling the forms.
Compiling a list of the employees for the same.
Leave Schedules’:-
An internal memo was written to all departments’ to avail leave rosters of all sections.
Filing of leave rosters of all sections done.
Arising issues:-
Transfer of service to other counties.
Resignation, transfers, reinstatements and passing on of employees in other ministries.
Contract employments.
All the above issues were dealt with competently but a clear, concise and precise
mechanism needs to be established.
Security Section
Uasin Gishu County security section is a section mandated to provide security to both
properties of the county government as well as provide security to high level chief officers of
the county government.
The section has forty four (44) askaris who are mandated for the security services assisted and
are headed by senior security officers assisted by two senior deputy security officer, one
acting as inspector and supervisor, who are helping in the coordination of security services at a
zonal level.
The section covers the following areas; which are divided into zones for efficient supervision
and coordination by senior security officer.
Section officer are visible and assigned in the following zones to provide security services.
(a) Central Zone - County Hall, CBD markets (TAC) centre, county assembly and Nandi
Garden.
(b) Northern Zone – County yard (a) and (b), slaughter house, Kipchoge Stadium, Kimumu
Health Centre and Kapsoya Health Centre.
(c) Western Zone - Kipkengo Health Centre, West market and health centre, Social Hall
Offices, sixty four stadium, Macharia nursery, west market, Kidiwa Nursery, township
Nursery.
(d) Southern Zone –Elgon view county staff, Quarters Training Centre (Home Craft).
Sub counties.
(a) Kesses
(b) Naibokoi.
(c) Moiben
(d) Turbo
(e) Soy.
Ratio of assignment
The current number of personnel in the section has limited the services in sub county
except Burnt Forest where we have five security sections (ASKARIS), who are both enforcing
the county law as well as safeguarding the properties of the county government.
The section has effectively managed security services in the headquarters and the following
are our ratio of assignment.
Central zones has twelve Askaris to cover the services in the area stated by zonal in
charge who reports to security office daily.
Northern Zone - Has ten Askaris to cover the zone with in charge who reports as stated.
Southern Zone – Eight Askaris with an in charge
Western - Ten Askaris with in charge;
Operations: The zonal in charge are in charge of ensuring that the personnel’s working under
them reports on duty on daily basis, by signing duty roaster, when taking and handing over.
The same is reported in the headquarter main duty roaster to confirm that the coordination of
security services are intact and those who abscond or fail to report are marked absent.
Challenges.
The section lacks patrol vehicles to help the senior officers carry out night patrols and surveillance.
The personnel are ill equipped to handle seriously security challenges. There is no standby
personnel’s to respond distress calls in our assignment and sometimes , when to ASKARIS
are overpowered by organized gang.
There is no integrated communication like radio cables to enhance and promote the communication
network.
There is shortage of personnel’s as stated and the section require additional ASKARIS to
efficiently manage security services
Enforcement Section
The section comes under the public service management and it has seventy one (71) officers.
The core mandate / objectives of the section include;
1. Enforcement of the county by laws.
2. Keeping the county orderly in terms of compliance of the by laws and any other Acts
enforced from time to time.
3. Participation of parades during public holidays and during official functions of the county.
4. Prosecution of county law offenders and ensuring court orders are adhered to as per the
sentences passed.
5. Working as a team with other law enforcement agencies that are national police service to
enhance security in the county.
6. Provision of security to VIPs
7. Compliance - Development control within the county, Traffic control within the bus parks
and public streets and open spaces.
Operational Areas
The core mandate of the section being to enforce county laws and enhance compliance cuts across
all the ten county departments.
The operation areas include:
Central business district.
The six sub-Counties; Turbo, Soy, Kesses, Kapseret, Moiben and Ainabkoi
Achievements
Table of revenue for the law court during 2013/2014 fiscal year.
Total arrests Total revenue Less C/Bail Net revenue
July 2013 551 1,092,870 69,500 1,023,370
August 2013 392 512,138 36,000 476,138
September 2013 404 535,883 48,000 487,883
October 2013 558 660,782 29,000 631,78
November 2013 480 672,968 27,000 305,161
December 2013 518 347, 161 645,000 524, 360
January 2014 402 538,860 42,000 369,671
February 2014 292 397,671 28,000 369,671
March 2014 299 539,288 15,000 524,288
April 2014 302 423,036 18,000 405,036
May 2014 332 757,507 65,000 692,507
June 2014 411 845,257 136,000 708,757
TOTAL 5,492 7,323,321 518,500 6,804,821.
**The revenue collected was below the annual target of Ksh 12M. This was attributed to
various challenges: facilitation, and transitional challenges
1. All the shoe shiners, repairers and photographers have been removed from the face of the
entry to county headquarters.
2. All simu ya jamii kiosks have been removed from CBD and along the road reserves.
3. The street children menace has been contained.
4. Uasin Gishu Alcoholic Drinks Control Act 2014 is being enforced and the county is getting
revenue from the fines imposed on those who contravene its provisions. The fines also act as
a general deterrence to those who engage in manufacturing, distributing or selling hence
there is control of local brews.
5. The enhanced team work with national police service has resulted in improved security.
6. There is control of quarrying or harvesting of murram since we are enforcing the
environmental management act which is also punitive in penalties.
7. There is also control of selling of uninspected meat since the sections in liaison with public
health department are arresting those who contravene the same.
8. There is control of hawkers in CBD.
9. There is improvement of revenue collection in bus parks and markets.
10. There is control in parking at county headquarter.
Requirements
To section requires facilitation in terms of staffing, patrol vehicles, cameras, computers,
furniture and communication gadgets
Legislations of requisite laws from count departments - The by laws currently in use have
low penalties which is not deterrent for law offenders
Registry
Introduction:
The county Integrated development plan recognizes that the current county records are mainly
manual and involve many bulky physical files that require to be stored safely. The county records
are classified into general, departmental, and secret registry for sensitive documents. The
infrastructural requirement is a physical space for a centralized the county registry – which was
started and sponsored by USaid. The HR registry is to be combined with the secret registry.
Future needs will include ability for e-forms and correspondence to be automatically attached
through workflow background checks, employment verifications, court records checks and driver’s
license checks, compensation. This will greatly reduce the required physical space to store these
records.
The registry holds all records of the county government. The registry functions/mandate includes the
following;
1) Mail management
2) Preservation and conservation of information materials
3) Dissemination and retrieval of information
4) Circulation of information to action officers/offices
5) Controlling of county files
6) Appraisal and disposal of information materials
7) Advising the management on ways of managing records
Registry Staff:
The registry is currently manned by the following officers;
Administrative Officer 1
Clerical Officers 4
Secretary 1
Messenger 1
Benchmarking:
Initially the registry was operating manually under the former Municipal Council of Eldoret. When
the county government came in, the management decided that there was need for improvement in
general registry management as far as service delivery is concerned.
The management consulted with Teachers Service Commission on the issue of record management
and thereafter, staff were send to TSC headquarters to learn the efficient and effective practice of
record keeping i.e. computerization of records.
New Registry:
The registry was formerly administered by then Municipal Council of Eldoret under Town Clerks
department. When the county government came in, the old registry was moved from 1st floor to
ground floor. The new registry is spacious which accommodates staff and records. Over 20,000 files
were transferred from the old registry to the new registry. The new registry was refurbished thus
improved its image.
Old registry
The county government partnered with USAID on how to improve records management in
the county (Efficiency & effectiveness). In this regard the USAID assisted the county in the
following areas;
a) Donated and installed three (3) bulk filers to be used in the registry.
b) Donated and installed fifteen (15) computers to be used in the registry.
c) Staff and interns trained on computerization of records - The trained staff and the
interns started computerizing the records of former Municipal Council of Eldoret and
new records generated by the County.
Records of plots/land were transferred from former Wareng county council registry to the
county central registry for easy administration within the county headquarters. The records
were partially computerized and the rest shall be done this financial year 2014/2015.
Challenges:
The following are the challenges faced by the office;
a) Inadequate storage facility for files (bulk filers).
b) Capacity building - Inadequate trained staff on records management field.
c) In adequate facilitation - Old furniture uncomfortable furniture, lack of extension lines
for telephone communication,
d) The county records are still manual requiring a lot of space and pending - phase 2 of
the project of digitizing the file content. The county will endeavor to continuously
improve of the system – eg File tracking system to be improved
e) File tracking system i.e. (the system cannot multitask whereby searching is only by
name).
THE LEGAL DIVISION
In the Legal Office we majored in three major aspects which are formulation of relevant
policies and legislations for the various sectors that were devolved and secondly is litigation
whereupon we have updated our registry and fast tracked all legal matters and taken the
appropriate action. Thirdly we have been working with different agencies like the National
Land Commission and Ethics and Anti-corruption Commission to ensure that illegally
acquired public land is reverted back to its original purpose.
Formulation of Relevant Policies and Legislation
The devolved system being new in Kenya we analyzed the Fourth Schedule to the
constitution which provides the distribution of functions between the national and
government and the County Governments. Without doubt the key tenets in realization and
implementation of the new devolved system of Governance are the actual transfer of
functions, roles and responsibilities from the National Government to County Governments.
Functions transferred to county governments in which legislation has to be developed.
a). Agriculture
Under Agriculture we have:-
- Crop husbandry
- Animal husbandry
- Plant and animal disease control and
- Fisheries
b). County Health Services. This includes county health facilities:
- licensing and control of undertakings that sell food to the public including
food safety control
- veterinary services
- enforcement of waste management policies, standards and regulations; in
particular refuse removal (Garbage)
c). Control of air pollution, noise pollution, and other public nuisances.
d). Cultural services public entertainment and public amenities
e). County transport
f). Animal control and welfare
g). Trade development and regulation, including fair trade practices and co-operative
societies.
The fair trade practices include markets, trade licenses, verification and inspection of
weighing and measuring instruments and pre packed goods.
h). County planning and development
i). Pre-primary education, village polytechnics, home craft centres and child care facilities.
j). Implementation of specific national government policies on natural resources and
environmental conservation, include soil and water conservation and forestry.
k). County public works and services.
l). Fire Fighting services and disaster management transferred under Legal Notice No. 16 of
1st February, 2013.
m). Control of Drugs and Pornography transferred under Legal Notice No. 16 of 1st February,
2013.
By whom is the policy to be developed by:
Policy document preparation and formulation is the responsibility of the County Executive
Committee whose portfolio the function falls. This is in line with the 3rd
Schedule of the
County Government Act 2012.
The policy document is then forwarded to the legal department for preparation of the bills for
consideration by the County Assembly. So far, in Uasin Gishu the status of legislation is as
follows:
List of bills assented to and passed into law
ACT POLICY MAKER
Finance Act
C.E.C – Finance and Economic Planning
Alcoholic Drinks Control Act
C.E.C – Health Services
Bursary and Skill Development Support
Disbursement Act
C.E.C – Education, Culture, Youth Affairs
and Social Services
County Assembly Car and Mortgage Scheme
Act
C.E.C – Finance and Economic Planning
List of bills assented to and in the process of gazettement
ACT POLICY MAKER
Education Revolving Fund Bill C.E.C – Education, Culture, Youth Affairs
and Social Services
Flag Emblems and Name Bill C.E.C – Public Service Management
Project Implementation and Management Bill C.E.C – Finance and Economic Planning
Supplementary Appropriation Bill C.E.C – Finance and Economic Planning
Way Leaves Bill C.E.C – Roads, Transport and Public Works
List of bills prepared and one motion (debate) in county assembly
Bill POLICY MAKER
County Corporations Bill
C.E.C – Trade , Industrialization, Co-
operatives and Tourism Management
County Co-operative Enterprise
Development Fund Bill
C.E.C – Trade , Industrialization, Co-
operatives and Tourism Management
Trade Licensing Bill
C.E.C – Trade , Industrialization, Co-
operatives and Tourism Management
County Roads Bill C.E.C – Roads, Transport and Public Works
Emergency Fund Bill C.E.C – Finance and Economic Planning
Polytechnics Bill C.E.C – Education, Culture, Youth Affairs
and Social Services
Disaster Management Bill C.E.C – Roads, Transport and Public Works
The legal department is also in the process of receiving policies from various Chief Executive
for drafting bills.
Policy Makers
As indicated above, the County Executive Committee prepares the policy documents for
analysis and drafting of bills at the Legal Office. We have 10 County Executive Committee
Members for the departments.
Administrative procedures and summary
Upon being forwarded to the County Assembly, a bill passes through five stages. These are.
1. First Reading – This is to draw the attention of the members and the public to the
Bill. At this stage, the Bill may be referred to the relevant Sectional Committee.
2. Second Reading – Here the mover introduces, outlines its aims and objectives.
3. Committee of the whole County Assembly as a stage – Here the Bill is considered
clause by clause.
4. Report Stage – The Committee informs the County Assembly sitting in plenary of
their consideration of the Bill
5. Third Reading – Members again debate the principles of what is already in the
Bill.
When a Bill has passed its Third Reading, it is sent by the Hon. Speaker to the
Governor for assent.
Procedure to be followed where the Governor declines to assent to a Bill passed
by a County Assembly are in section 24 of the County Governments Act, 2012.
In summary, the Governor shall within fourteen days after receipt of the Bill assent to the Bill
or refer the Bill back to the County Assembly with a Memorandum outlining reasons for the
referral.
If referred back, the County Assembly can amend the Bill taking into Account the issues
raised by the Governor; or pass the Bill without amendment.
Apart from legislation we have also been engaged in drafting agreements with various
companies that were awarded tenders to carry out various works as desired by the County
Government.
Litigation and prosecution
Involves the process of handling cases in which the County Government has either been sued
or is suing.
The division took over cases that were being handled by the defunct Municipal Council of
Eldoret.
Registry records are being organized our registry, arranged our files in the file cabinets and
updated various files. We have also prepared a list of all cases and their current status with a
view of developing a database for our matters.
Whenever the County Government is sued and service of court documents effected, the case
is analyzed and the instructions issued to an advocate to enter appearance on the county’s
behalf.
Thereafter legal team liaises with the County Department in which the matter is concerned in
order to supply information that can provide an appropriate response to the suit.
Legal facilitates the preparation of documents, case witnesses to sign the documents to
facilitate the hearing of the cases. Legal team also organizes for the witnesses to attend court
and testify.
Summary of the Cases
The number of legal cases is 59 at different stages in different courts.
Coordinating with other agencies
We have been working with different agencies like the National Land Commission and
Ethics and Anti-corruption Commission to ensure that illegally acquired public land is
reverted back to its original purpose. This involves investigating the various documents used
in the transactions. We then forward the documents to the agencies to verify their
authenticity.
Achievements
Improved handling of county litigations
Challenges
The misplaced records
Acute understaffing in the division
MONITORING AND EVALUATION
INTRODUCTION
This chapter outlines the monitoring framework for the Sectorial report. It gives main
indicators for docket’s monitoring and indicators for the financial year 2013-2014. It also
identifies annual targets included in the dockets 2013/14 work plan and achievements so far
made in the last planning period.
BUDGET ALLOCATED (KSHS)
ACTUAL OUTPUT
APPENDICES
APPENDIX I Indicative Monitoring & Evaluation Impact/Performance Indicators
Strategic area Branding
To market the
county locally and
internationally
To attract and
maintain investor
interest and
confidence
Branding
strategies
developed
Monthly county
magazines
published
Stakeholder fora
established
County website
regularly updated
Events, road
shows and
competitions
organized
-Strategy paper
-Published
county
magazines
Reports on
stakeholder
engagement,
events and
road shows
photographs of
screens at
reception
Branding
strategy paper
not developed
Monthly county
magazine
published
County reception
improved
Objective
partially met
the
remaining
area spills
over to
2014/15
Strategic area Legal services
Objectives Expected Outcome Performance
indicators
ACHIEVEME
NTS
REMARKS
To provide legal
advice to the county
government on legal
issues
To draft county laws
for approval by the
CA
To draft policy
papers deliberated
by the CEC for
approval by the CA
To ensure effective
representation of the
county in legal
battles
Legal requirements
complied to by the
county
Policy papers and
laws approved by
CA
Legal registry
established
County case
files
Approved
county laws
and policy
papers
Legal
communication
structure paper
County legal
office establish
Legal officers
hired
Objective
partially met
– staffing of
the unit yet
to be done
because of
recruitment
freeze
Strategic Area Compliance
To ensure
compliance with
national and county
laws, set regulations
and guidelines
To ensure security
of county residents,
county staff,
property and
environment
-Lawlessness
reduced/law
breakers prosecuted
-Audit reports
produced and
recommendations
implemented
-Surveillance
equipment installed
-Enforcement
section optimally
staffed
-Compliance
strategy paper
-Deployment
letters
-Procurement
documents for
surveillance
equipment
-Internal audit
work plan
Lawlessness and
hawking reduced
Internal audit
carried out
CCTV Cameras
being installed
Objective
met
Strategic Area Registry
Objectives Expected Outcome Performance
indicators
ACHIEVEM
ENTS
REMARKS
To ensure safe
custody of county
records
To ensure efficient
and effective flow
of information
To ensure
confidentiality of
records/information
To provide
sufficient backup
for records.
-file
movement/tracking
system developed
-file handling
policies developed
Bulk filers procured
and installed
Digitization of file
records
Server procured and
installed
Registry information
management system
software installed
and operationalised.
File
movement/trac
king registers
Policy
document on
file handling
e-operations of
registry
Registers in
place
Policy yet to
be
development
Records back
up not
developed
Objectives
partially met
Strategic area Performance management
To improve
performance by
focusing on set
targets derived from
organizational goals
To provide a
platform for
employee
development
To create an
interactive forum
between supervisors
and employees
PAS secretariat
established
Staff sensitized
Reward/sanction
policy established
Performance
contracts signed
Appointment
letters for
secretariat
members
-Sensitization
reports
Reward/sanctio
n policy
document
-Signed
performance
contracts
Not done Objective
not met
Strategic area Staff welfare
Objectives Expected Outcome Performance
indicators
ACHIEVEM
ENTS
REMARKS
To ensure safety of
all employees at
their working
stations
To continuously
improve the
working
environment for
improved
performance
To ensure
harmonious co-
existence between
staff and
management and
among staff
Equipment
maintained
Motivated and
performing staff
Inspection
maintenance
certificates for
equipment
Progress
reports
Office
furniture and
equipment
bought
Objective
partially met
Strategic area
To establish and
operationalise field
services units
To take services
closer to the people
through
Sub-county and
ward personnel
recruited
Sub-county and
ward offices built or
improved
-Field Reports
and feedback
-Completion
certificates
-Appointment
Sub county and
ward offices
set and staff
recruited
Objectives
met
decentralization The public served at
the decentralized
units
letters
Strategic Public participations
To establish a public
participation forum
To execute civic
education on major
county and national
issues
Public participation
policy developed
Stakeholder forum
established
Civic education
program developed
Public
participation
policy
document
Civic
education
program
Public participation
document in
progress being
developed
Request for
proposal on civic
education carried
out
Objective
Met
Strategic Asset tagging
Objectives Expected Outcome Performanc
e indicators
ACHIEVEMENT
S
REMAR
KS
To identify and tag
all county assets
To attach value to
each county asset
To secure county
assets
County Inventory
updated
All assets tagged
County assets valued
Assets
Inventory
To establish
linkages between
the county and the
Diaspora
Partnership MOUs
signed
Joint programmes
developed
Focal Diaspora
contacts established
Reports
MOUs
Lists
Diaspora
focal
contacts and
records of
engagement
Old partnership
maintained
New partnership
with the city of
Arizona established
Diaspora contacts
available
Objective
met