county ict roadmap 2015 - 2020icta.go.ke/pdf/7.pdf · that with the implementation of this roadmap...

Garissa County Government ICT Roadmap 2015-2020

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SEPTEMBER 2015

GARISSA COUNTY GOVERNMENT

COUNTY ICT ROADMAP2015 - 2020


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COUNTY ROADMAP ACCEPTANCE SIGNOFF


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The Garissa County ICT Roadmap (2015-2020) preparation has been made possible through immense sacrifice from many stakeholders. Special commendation goes to the World Bank through the ICTA for financing this process. Special appreciation goes to HE Nathif Jama Adam the Garissa County Government Governor through the CEC, ICT Director and the ICT Manager. Special thanks go to the Honourable Speaker and Clerk to the County Assembly through the Assembly ICT Director for their valuable contribution into the preparation of this strategy. Special commendation also goes to the ICT Director for coordinating the Technical Committee and stakeholders’ validation workshops. Finally, the participation and effort by the different departments and stakeholders in the County Government of Garissa into this report does not go unnoticed.

We acknowledge the support of the above-mentioned persons in the different stages of the assignment and we are confident that with the implementation of this Roadmap the future of Garissa County in the use of ICT in offering services to the citizens will be a great success. The commitment and participation of all stakeholders in this process will ensure that the County Government delivers the services to the people.

With the already set up planning committee, committed stakeholders and the good will of the Governor towards enhancing community development, we are confident that Garissa County will be able to compete effectively in the National, regional and global environment.

Thank you so much.

HE Nathif Jama Adam Governor, Garissa County

MESSAGE FROM THE GOVERNOR


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TABLE OF CONTENTSCOUNTY ROADMAP ACCEPTANCE SIGNOFF 2MESSAGE FROM THE GOVERNOR 3TABLE OF CONTENTS 4LIST OF ABBREVIATIONS AND ACRONYMS 6EXECUTIVE SUMMARY 71 INTRODUCTION AND BACKGROUND 91.1 BACKGROUND OF THE COUNTY 91.1.1 COUNTY GENERAL INFORMATION 91.1.2 DEMOGRAPHICS 91.1.3 COUNTY EXECUTIVE 91.1.4 THE COUNTY ASSEMBLY 91.1.5 THE COUNTY PUBLIC SERVICE BOARD 101.1.6 ICT IN THE COUNTY 101.1.7 SCOPE 101.2 ICT ACHIEVEMENTS, CHALLENGES AND LESSONS LEARNT 102 SUMMARY OF CURRENT STATUS 112.1 NATIONAL ICT TRENDS 112.2 ICT FOUNDATIONS 112.2.1 ICT HUMAN CAPITAL AND WORKFORCE DEVELOPMENT 11FIGURE 2 1 ICT ROADMAP THEMATIC AREAS 11PART 2: CURRENT STATE 122.2.2 INTEGRATED ICT INFRASTRUCTURE 122.2.3 INTEGRATED INFORMATION INFRASTRUCTURE 122.3 NATIONAL GOVERNMENT ENTERPRISE ARCHITECTURE 122.1. CURRENT STATE DESCRIPTION 12FIGURE 2 2 ICT HOUSE OF VALUES 122.3.1 ICT PLATFORM AND INFRASTRUCTURE 122.4 CURRENT ICT STATUS IN THE COUNTY 132.4.1 INFRASTRUCTURE, CONNECTIVITY AND INTEROPERABILITY 13TABLE 2 1 SUMMARY OF INFRASTRUCTURE AND CONNECTIVITY STATUS IN GARISSA COUNTY 132.4.2 PUBLIC SERVICE DELIVERY SYSTEMS 14TABLE 2 2 PUBLIC SERVICE DELIVERY SYSTEMS 142.4.3 HUMAN CAPITAL AND WORKFORCE DEVELOPMENT 14TABLE 2 3 CURRENT ICT STATUS FOR HUMAN CAPITAL IN GARISSA COUNTY 152.4.4 POLICY ENVIRONMENT AND LEGAL FRAMEWORK 15TABLE 2 4 SUMMARY OF THE POLICY ENVIRONMENT AND LEGAL FRAMEWORK STATUS 162.4.5 SHARED SERVICES 16TABLE 2 5 SHARED SERVICES 162.4.6 CHANGE MANAGEMENT 17TABLE 2 6 CHANGE MANAGEMENT PLAN 172.4.7 CITIZEN INVOLVEMENT AND PARTICIPATION 17TABLE 2 7 CITIZEN INVOLVEMENT AND PARTICIPATION 172.5 ICT GAP ANALYSIS 172.5.1 GARISSA COUNTY ICT MATURITY LEVEL ANALYSIS 17TABLE 2 8 ICT MATURITY LEVELS 18TABLE 2 9 WEIGHTED MATURITY RATIO 18TABLE 2 10 OVERALL ICT MATURITY LEVEL AND RATIO 18FIGURE 2 3 ICT MATURITY LEVEL 19


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FIGURE 2 4 WEIGHTED MATURITY RATIO 192.5.2 ANALYSIS OF THE GAPS FROM THE MATURITY LEVEL 20TABLE 2 11 SUMMARY OF THE GAP ANALYSIS 202.5.3 SHARED SERVICES 21TABLE 2 12 SHARED SERVICES PLAN 212.5.4 CHANGE MANAGEMENT 21TABLE 2 13 CHANGE MANAGEMENT PLAN 212.5.5 CITIZEN INVOLVEMENT AND PARTICIPATION 21TABLE 2 14 CITIZEN PARTICIPATION AND INVOLVEMENT 212.6 CURRENT ICT SPEND ANALYSIS 223 THE COUNTY ICT STRATEGY ROAD MAP 233.1 STRATEGIC PRINCIPLES 233.2 ICT ROADMAPS 23TABLE 3 1 ROADMAP 1: INFRASTRUCTURE AND CONNECTIVITY INTERVENTIONS 243.2.2 ROADMAP 2: PUBLIC SERVICE DELIVERY 243.2.1 ROADMAP 1: INFRASTRUCTURE AND CONNECTIVITY 24TABLE 3 2 ROADMAP 2 PUBLIC SERVICE DELIVERY SYSTEMS INTERVENTIONS 253.2.3 HUMAN CAPITAL AND WORKFORCE DEVELOPMENT 25TABLE 3 3 ROADMAP 3 HUMAN CAPITAL AND WORKFORCE DEVELOPMENT 253.2.4 POLICY ENVIRONMENT AND LEGAL FRAMEWORK 25TABLE 3 4 ROADMAP 4 POLICY ENVIRONMENT AND LEGAL FRAMEWORK INTERVENTIONS 253.3 SHARED SERVICES 26TABLE 3 5 SHARED SERVICES 263.4 CHANGE MANAGEMENT 26TABLE 3 6 CHANGE MANAGEMENT PLAN 263.5 CITIZEN INVOLVEMENT AND PARTICIPATION 26TABLE 3 7 CITIZEN INVOLVEMENT AND PARTICIPATION 263.6 KEY STRATEGIES GUIDING IMPLEMENTATION OF THE ROADMAPS 26TABLE 3 8 KEY STRATEGIES GUIDING IMPLEMENTATION OF THE ROADMAPS 274 IMPLEMENTATION PLAN 284.1 GOVERNANCE, MANAGEMENT AND ORGANISATION 284.1.1 ICT GOVERNANCE STRUCTURE 284.2 PROJECT IDENTIFICATION AND PRIORITISATION 284.3 IMPLEMENTATION PLAN 284.3.1 IMPLEMENTATION TIMELINES 28TABLE 41 IMPLEMENTATION TIMELINESS 294.3.2 SHARED SERVICES 314.3.3 CHANGE MANAGEMENT 31FIGURE 41 THE 7-S ORGANIZATIONAL CHANGE MODEL 314.3.4 CITIZEN INVOLMENT AND PARTICIPATION 314.4 CRITICAL SUCCESS FACTORS 324.5 COMMUNICATION STRATEGY 324.6 MONITORING AND EVALUATION 325 BUDGETS AND FINANCIAL PROJECTIONS - INVESTMENTS 345.1 ROAD MAP BUDGETS PROJECTIONS 34TABLE 51 SUMMARY INVESTMENTS 345.2 ROADMAP FINANCING 34


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ASAL Arid & Semi-Arid Lands BPR Business Process Re-engineeringCA County Assembly CDF Constituency Development Fund CEC County Executive CommitteeCIDP County Integrated Development Plan CO Chief Officer CPSB County Public Service Board CRM Citizen Relationship ManagementDG Deputy Governor DHIS District Health Information System ERP Enterprise Resource PlanningGIS Geographical Information SystemHMIS Health Management Information SystemICT Information and Communications TechnologyICTA Information & Communication Technology Authority IFMIS Integrated Financial Management Information System IPPD Integrated Personnel and Payroll DatabaseKPLC Kenya Power and Lighting Company LAN Local Area NetworkMAN Metropolitan Area Network MCA Member of County Assembly MTP Mid-Term Plan NOFBI National Optical Fibre Backbone InfrastructurePABX Private Automated Branch ExchangeRFID Radio Frequency IdentificationSLA Service Level AgreementSP Strategic Plan TA Transition AuthorityUNESCO United Nations Educational, Scientific & Cultural Organisation WAN Wide Area NetworkWB World Bank WDF Ward Development Fund

LIST OF ABBREVIATIONS AND ACRONYMS


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EXECUTIVE SUMMARY

This roadmap intends to deliver on four objectives that are:

OBJECTIVES

• To develop a coordinated and coherent approach for ICT road map development and guidelines which will enable Garissa County to provide high-quality and cost-effective ICT-enabled services that meet the needs of County residents;

• Foster innovation, best practice, and value for money in the use of ICT in management of County resources, learning and Citizen outreach

• To define the conditions under which it will be possible to provide a shared and optimized ICT infrastructure with appropriate user support and standards for the National Government and the Garissa County Government

• To among other things identify: Short term quick wins; Priorities for investment; Plans for development; Employment and support of ICT services and infrastructure which support the County’s Citizen outreach, learning, and administrative activities; A change management plan; Detailed strategies for refinement and evaluation of performance, culture, communications, data reporting and any other strategic management identified issues necessary for successful implementation of the roadmap in relation to ICT services for the Garissa County Government

Approach

• The development of the roadmap involved consultative meetings with the County leadership in the two arms and the Public Service Board. The Consultancy team collected data across the functions and departments of the County Government and validated the information before generating a status report. Further consultations with the stakeholders informed finalisation of the first draft under the stewardship of the planning and technical committees. The ICT Authority has also validated each stage of the development process

This roadmap is benchmarked on the global, regional and national ICT trends, demands, expectations, standards and best practices. It analyses the status of ICT in the county and analyses the gaps using the maturity level analysis. Finally, four thematic roadmaps and three cross cutting themes are discussed.

The Roadmap pays attention to four thematic areas that include Infrastructure and Connectivity, Public Service Delivery Systems, Human Capital and Workforce development as well as the Policy Environment and Legal framework. In addition to the four key themes, there are four (4) cross-cutting issues that support the implementation to the ICT roadmap. These are shared services, change management, Citizen Involvement and participation and Monitoring and Evaluation.


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The Garissa County is currently connected to the NOFBI network for IFMIS operations. It has LAN connections in the constituent offices which are connected through Point to Point connections on a shared services platform. Most parts of Garissa County are covered by a 2G mobile network compared to 3G network. However, the mobile coverage in the county remains very low as compared to other counties in the country. There is weak network signals. The common cellular network provisioning include 2G Network Coverage is 50% while 3G is 42% and no 4G LTE infrastructure. There are nine (19) FM Radio stations, two (1) analogue TV Station and five (6) digital TV Stations

The County assembly live broadcast and sharing of assembly bills and community based information. Assembly operations and information services well computerized and automated. County staff use of Gmail, yahoo and Hotmail for official emails is rampant and generally acceptable although there is a silent email use policy that bars staff from using unofficial email, the official domain is not used for mail. However the county lacks Shared ICT Services ( Infrastructure and Software as Service Model) Legal Framework/Governance, General (Comprehensive) ICT policies, Data and Network Security compliance - IS Governance, ICT policies, security and general standards in technology acquisition and compliance and Standards- (ISO, CMM, ITIL) and SLA management

Garissa County government has managed to achieve a number of changes but still there is no change Management Plan, no change management activities, no change Management Agent and a no change Management Communication Strategy in place. For citizen involvement and participation, there is no online platform for Citizens interaction with the County, no Customer Care and Help Desk facility and there are no business services available online such as business registrations, market stalls bookings or application and payment platforms for business permits.

The roadmap shall require an investment to the tune of Kshs 2,771,611,200 based on the identified ICT County projects. It points out the importance of having higher investments in the County in the initial years to enable the County ICT mature faster and offer better service to the citizens.

Therefore, the ICT Strategy roadmap requires acquisition of an appropriate infrastructure, appropriate systems and applications that respond to specific technical needs for the departments and the three county arms, scale up of the existing systems, optimisation of the existing systems, continuous and targeted Human Capacity building and formulation of an appropriate policy framework. It also recognizes the importance of sharing ICT services with other counties and the National government. It also requires a comprehensive monitoring and evaluation framework to assess progress and orient the results to the initial plan.


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1 INTRODUCTION AND BACKGROUND

The County Government of Garissa is focused on utilising ICT to drive the County development agenda and improve service delivery by adopting appropriate ICT models, integrating ICT in its County development strategy and using it as a benchmark to measuring success in service delivery. The roadmap focuses on building and improving the existing infrastructure to allow for an ICT enabled public service delivery systems, building the needed human skills and capacity in ICT, acquiring the necessary applications for service delivery and developing the requisite policies and structures.

1.1 Background of the County

This section presents the location and position of Garissa County, its administrative and political units as well as the arms of the County Government.

1.1.1 County General Information

Garissa County is one of the three counties in the North Eastern region of Kenya. It covers an area of 44,174.1Km2 and lies between latitude 10 58’N and 20 1’ S and longitude 380 34’E and 410 32’E. The county borders the Republic of Somalia to the east, Lamu County to the south, Tana River County to the west, Garissa County to the North West and Garissa County to the north. Garissa County is an administrative county in the former North Eastern Province of Kenya. Its capital town is Garissa.

1.1.2 Demographics

The county has a total population of 699,534 consisting of 375,985 males and 323,549 females as at 2012. The population is projected to increase to 785,976 and to 849,457 persons in 2015 and 2017 respectively.

1.1.3 County Executive

The Garissa County Government took office in 2013 after the first general elections held after the promulgation of the Constitution in 2010. The Executive headed by the H.E Governor Nathif Jama Adam took office in March 2013. The County Government consists of the Executive, the County Assembly and the County Public Service Board. The Executive arm of the County Assembly is implemented through departments headed by the County Executive Committee Members and the Chief Officers who are appointed by the Governor with the approval of the County Assembly. The technical functions of each department are organised in Directorates headed by Directors. Garissa County has ten (10) Executive departments.

1.1.4 The County Assembly

The County Assembly is the legislative arm of the County Government. The assembly is established in line with the constitutional and legal provisions of the Republic of Kenya. The Speaker elected by the Members of the County Assembly heads the Assembly. The Assembly has elected members who represent specific Wards and nominated members who represent special interest groups. Garissa County Assembly is composed of thirty eight members; twenty two (22) elected members and sixteen (16) nominated members. The County Assembly executes its legislative, oversight and representation roles through established sectoral committees.


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1.1.5 The County Public Service Board

The County Government Act (2012) created the County Public Service Board. The Board has a mandate to recruit and manage the County Human Resources. The Board conducts the human resource needs analysis, recruits suitable resources, and seconds them to the directorate of personnel management at the Governor’s office for placement. The Governor with the approval of the County Assembly appoints the CPSB members and the Secretary. The Garissa County Public Service Board (CPSB) is made of seven (7) members and an established secretariat headed by the Chief Executive Officer.

1.1.6 ICT in the County

Garissa County has ICT Department function placed at the Governor’s office and headed by the County Secretary. The ICT Department has a responsibility of managing ICT as a service and works with other Departments and the County Public Service Board. The County Assembly has an independent ICT Team. The ICT Department offers support services across all the departments in the County Executive. The functions of the ICT Department are twofold; to create inter-linkage with other ministries through use of relevant technologies and to maintain standards in ICT provision across the board to prevent proliferation of sub-standard goods and services to the county.

1.1.7 Scope

The Garissa County 2015-2020 ICT Road-map is a deliberate effort towards provision of coordinated and concerted approach in delivery of services for the County. It is the most comprehensive approach in directing effort towards a clear, concise and coordinated approach to delivering quality ICT services to the people of Garissa County.

1.2 ICT Achievements, Challenges and Lessons learnt

Garissa County Government has made some achievements in ICT developments over the last two years. Though the County operates in a segmented infrastructure, it has an MS Exchange Licenses for mail Server and NOFBI termination at the County Headquarters. The County has a number of public service delivery systems that enhance communication and internal coordination including IFMS, Executive communication System, a website and MS Exchange Licenses for mail Server. Additionally, it has a draft ICT Strategy Plan.

The County Government faces numerous challenges in deploying ICT. These challenges include poor telephony network coverage, limited and sub-optimality in ICT enabled public service delivery systems, low ICT staffing level, low mobile phone penetration as well as a weak legal and policy framework for embracing ICT.

However, the County Government recognises the role ICT plays in efficient service delivery and appreciates the need for increased allocations of financial resources to the ICT departments and development of a sound and strong policy framework that enable cost effective ICT deployment. It is on this basis that the County Government seeks to develop and implement an ICT roadmap. This provides a coherent and coordinated approach in deploying ICT.


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2 SUMMARY OF CURRENT STATUS

ICT is a growing aspect in the global phenomena that has made positive impact to the economy, political and social environments. This chapter the County ICT current state is also presented.

2.1 National ICT trends

ICT is one of the foundations for economic development in the second Vision 2030 MTP, with the theme, ‘strengthening the foundation for a knowledge economy’. ICT is a critical tool in Kenya’s vision of knowledge-based economy of innovation, adoption and adaptation of which are key for economic growth.

2.2 ICT Foundations

The National ICT Master Plan, the Broadband Strategy Paper and the Infrastructure Sharing Strategy Paper are some of the most critical and transformative documents produced by the Kenyan Government to spearhead and revolutionize the country’s ICT Sector. The Garissa County ICT Roadmap is aligned to the policies, strategies and work plans within the foregoing documents.

Both for hardware and software or applications

The human capital; skills and capacity to deliver ICT.

All public service delivery applications that enable efficient and cost effective delivery of service to the people

The regulatory and policy framework that are necessary to pro-vide the environment for ICT

Figure 2 1 ICT Roadmap Thematic areas

2.2.1 ICT human capital and workforce development

Garissa County Government has placed more focus on enhancing its human resource capacity through assessment of current and future ICT Staffing needs, identifying capacity gaps and developing relevant and effective capacity building programmes. The county has to invest in comprehensive ICT training needs assessment, develop a skills database and develop a sustainable career progression for staff.


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2.2.2 Integrated ICT Infrastructure

ICT Infrastructure is a key foundation necessary for the successful implementation of ICT services. It seeks to provide the backbone infrastructure necessary for interconnectivity for effective delivery of services to the society, businesses and other stakeholders. Kenya is connected to the international broadband highway; however, interconnectivity within the county is still on going.

2.2.3 Integrated Information Infrastructure

The National government developed a Government Common Core Network (GCCN) to serve as a shared and secure interoperable Government-wide ICT architecture. This system will integrate work processes and information flows, and improve inter-ministerial sharing of databases and exchange of information. Garissa County is in the process of implementing an integrated Information Infrastructure the HUDUMA centre service.

2.3 National Government Enterprise Architecture

The National Government of Kenya recognises that Strategic management of Information, Information Systems and Information & Communication Technology is key and needs to be done in a more coordinated manner. The Ministry of ICT and ICT Authority constitute the collective governing body of Information & Communication Technology (ICT). They are charged with the responsibility to govern Government-Wide ICT plans and programmes in pursuance of the outcomes, principles of the ICT pillars as depicted in Figure 2-2.

Figure 2 2 ICT house of Values

ICTA has developed the Kenyan Government Wide Enterprise Architecture (GEA) Framework as a minimum standard to be used across all government departments and agencies. The GEA Framework is intended to supersede any prevailing Enterprise Architecture and ICT planning frameworks and methods in use in government. County Governments are no exception to this policy requirement. Hence the need for Garissa County Government to conform and abide by the GEA framework as prescribed by the government policy.

2.3.1 ICT Platform and Infrastructure

In line with the Government Enterprise Architecture, current ICT ISO standards call for investing in solutions built on appropriate ICT platforms that optimize applications performance, reliability, and Total Cost of Ownership (TCO) for the county and the nation as a whole. The county ICT strategy and roadmap focus on shared services plan which is aligned to the National ICT Master Plan, Vision 2030 and the supported by the National


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The National ICT Master plan developed to actualise Vision 2030 Economic Blue Print for Kenya identified key Pillars that are essential to actualising the ICT Vision as a driver of economy. The following are identified as the main ICT pillars that will continue to the growth of ICT as a service enabler in the Country:

1. E-government services

2. ICT as a Driver of Industry

3. Developing ICT Businesses

2.4 Current ICT Status in the County

The ICT status for Garissa details the progress that the County has made against the benchmarks as defined in the scope of this roadmap and the provisions (Foundations and Pillars) on the ICT National Master Plan. The section presents the status for the Infrastructure Connectivity and Interoperability, Public Service Delivery Systems, Human Resources and End-Users Capacities and the Legal and Policy Environment. The status is for both the County Assembly and County Executive with specifics being highlighted appropriately.

2.4.1 Infrastructure, Connectivity and Interoperability

NO ASPECT CURRENT ICT STATUS

1 Connectivity • The County is currently connected to the NOFBI network for IFMIS operations

• The County has limited LAN connections in the County Headquarter offices

• Orange Telkom- 10mbps subscribed normally faced with frequent downtime

• Most parts of Garissa County are covered by a 2G mobile network compared to 3G network. However, the mobile coverage in the county remains very low as compared to other counties in the country.

• There is weak network signals. The common cellular network provisioning include 2G Network Coverage is 50% while 3G is 42% and no 4G LTE infrastructure. There are nine (19) FM Radio stations, two (1) analogue TV Station and five (6) digital TV Stations

• There are no licensed internet service providers in the County.

• Garissa has landline penetration (fixed tele-density subscription) of 681 fixed lines with a subscription of 162 fixed lines giving 0.08% density.

2 ICT infrastructure optimization

• LAN connection allows for sharing of resources

3 SLA with SP • Service Level Agreements are not executed due to the adhoc nature of equipment acquisition and no adequate staff for support on maintenance and repair

4 Basic ICT equipment

• The Government has inadequate equipment

• The County Government has acquired some basic ICT infrastructure such as IPADS, SMART Phones and Laptops. Furthermore, now workgroup mapping has been conducted. The utilisation of the rented space limits the workgroup mapping since offices are likely to shift upon completion of the Central County Government headquarters

5 Business Continuity Plan

• Data storage facilities are available County Servers, however the county has no co-location services to ensure business continuity plans

Table 2 1 Summary of Infrastructure and Connectivity status in Garissa County


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2.4.2 Public Service Delivery Systems

Table 2-2 below presents the ICT status for the public service delivery systems in Garissa County.


1 Implementation of IFMIS

• Budget to pay module is installed and working, pay to procure module is being implemented

• Availability of County website

• Huduma Centre under deployment at Garissa Town

• There is Garissa FM radio

• County assembly live broadcast and sharing of assembly bills and community based information

• Assembly operations and information services well computerized and automated

2 Automation • Office automation needs identified but project roll out not yet done

3 Use of interoperable systems

• The need for interoperable system is recognized and but policy development has not yet been done

4 Communication • LANs are in place for internal communication

• It was recorded that all CES, CEOS and Administrators have desk tops, laptops and iPads.

• Internet connectivity is poor and not available in most County Government offices. This poses a challenge in enforcing the policy provisions

• Solar systems have been provided in several schools by NGOs and also the central government

• WAN for the Counties not yet in place

• Unified Communication has not been implemented but plans are underway

5 Citizen participation and involvement

• The county assembly is currently carrying out audio and visual recording of the debates The assembly has one highly qualified and talented ICT person who has been able to achieve

• Implementation of County Assembly Audio and Visual Recording System of live debates and other sessions

• Established studio, digital library and Information centre

• Invested in successfully implemented Electronic Attendance, Access Control, Security and Voting systems

• A good number of the county staff use stand alone and Wi-Fi Internet services provided to most of the departments including the county assembly staff. All housed at the campus of the county headquarters.

Table 2 2 Public Service Delivery systems

2.4.3 Human Capital and Workforce Development

The current Human Resource ICT literacy status in Garissa County is presented in Table 2-3 below;


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1 Basic ICT skills • Low ICT skills in the county

2 Specialised and technical ICT skills

• Presently with 3 employees: Two (2) of them with basic ICT degree and one (1) with Certificate.

• Not all staff has access to computers.

• Missing ICT skills set with only one key network and systems administrator.

• ICT is a function under office of the governor and some function under department of Education.

• There are 3 senior staff at the executive office, Health department has 2 staff, department of Works has 1 employee, department of Education has 1 staff and the county assembly has 2 employees and the public board has only 2 employees.

3 Human resources establishment

• Understaffed ICT department

• Working arrangements with Strathmore to provide ICT learning and other courses.

• North Eastern Technical Institute offering Certificates and diploma courses in IT.

• One Vocational Institution in Garissa Town

• There are Private ICT colleges in Garissa town and a University.

• There is an ongoing development of Microsoft Digital Centres.

4 Change management

• ICT Trainings programmes to sensitize the County Staff on ICT

• Deliberate effort by the ICT Department to mainstream ICT in all departments


1 ICT policy • The ICT department has developed 2 policies: Pornography and ICT support services. However, the 2 policies do not address all matters related to ICT deployment in the County.

• Although the County Government has developed a policy on use of emails, staff members rarely use these emails.

2 Strategic Plan • There is a basic draft of High Level ICT Transformation Roadmap that outlines the ICT governance and legal development framework. However, it is in its draft format, it lacks goodwill, funding and the enabling ICT organisation structure, skills and leadership to implement. Response indicated availability of some important draft policy documents.

• Microsoft Licenses compliance

• County staff use of Gmail, yahoo and Hotmail for official emails is rampant and generally acceptable although there is a silent email use policy that bars staff from using unofficial email, the official domain is not used for mail.

• Microsoft Mail Exchange Server without official email profiles/accounts set up

Table 2 3 Current ICT Status for Human Capital in Garissa County

2.4.4 Policy Environment and Legal Framework

Table 2.4 below presents the summary of the current ICT policy and legal framework in Garissa County.


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3 ICT financing • Shared Costs: There is currently no regional regionally and pool resources for purposes of implementation of shared services, thus two or more counties can get together implement systems that are cross cutting and of value to all the regions concerned.

• Policy and Legal Framework: There is need to enact policies that are suitable, promote sharing of costs and liabilities while promoting sustainable work methods such as. Open Data and Open Source Legislation that will enable the County optimize existing Data (for Innovation) while open Source will lower the cost of implementing Systems.

• Public Private Partnerships: In some projects, such as the National Fibre Optic cable to Sub Counties, that are capital intensive, the County could lobby the ICT Authority for support. More importantly, PPP will allow the private sector to invest in Government Systems either as Social enterprises or as investors. The County should explore partnerships with universities and youth polytechnics to offer training and ICT literacy programmes to staff and citizens.

• Cloud infrastructure and use of open source software can help the County access infrastructure, services and skills at low costs using models such as pay as you go

ASPECT CURRENT STATUS

ICT investments are capital in nature. The ICT needs across the 3 arms of the County Governments are similar.

The service end-users in Garissa County are the same- the County residents

• Infrastructure development not shared

• Infrastructure acquisition is not shared and each arm has a separate infrastructure

• Infrastructure management, security, business continuity plan, network attached storage, maintenance should be is not standardised and is decentralised

• There is no infrastructure sharing- workgroups, inter-departmental, County-County, County Government arms (Executive, Assembly & CPSB), County Government -National Government and all other government agencies

Public Service Delivery

• Databases are not standardised and shared

• Service Centres are not shared

• Unified Communication System is not shared

Table 2 4 Summary of the Policy Environment and Legal framework status

2.4.5 Shared services

The Table 2.5 below represents the areas of infrastructure and public service delivery that can be shared for cost-effectiveness and the current status in Garissa County:

Table 2 5 Shared Services


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Governance Structures In place

In place

In place

Change Management Processes

No change management plan was developed

No change management activities in place

No change management office or agent

Change Management Communication Strategy

No change management communication strategy is in place

No change management monitoring and progress review


Citizen Involved Citizens are involved through public meetings during budgets preparation as there are no online platforms

There is no formal structure for public involvement during implementation

Change Management Processes Not available

Not available

Not available

2.4.6 Change Management

2.4.7 Citizen involvement and Participation

Table 2 6 Change Management Plan

Table 2 7 Citizen Involvement and Participation

2.5 ICT gap analysis

This section analyses the existing gaps that limit Garissa County from optimising deploying ICT in service delivery. It uses the maturity level analysis to establish gaps in the existing ICT and the desired ICT optimisation in Garissa County.

2.5.1 Garissa County ICT Maturity Level Analysis

An international maturity model is used to benchmark the County’s maturity level. The process utilised the famed CMMI, approach to analyse identified aspects (in our case, thematic areas) in the context of a set of structured levels that describe how well the behaviours, practices and processes of an organization can reliably and sustainably produce required outcomes.


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CMMI LEVELS CONSULTANT LEVELS

LEVEL 1 (Initial) LEVEL 0 (Relative immaturity)

LEVEL 2 (Repeatable) LEVEL 1 (Ad hoc maturity)

LEVEL 3 (Defined) LEVEL 2 (Emerging maturity)

LEVEL 4 (Managed) LEVEL 3 (Relative maturity)

LEVEL 5 (Optimizing) LEVEL 4 (Robust maturity)

AREA OF ANALYSIS (FOCUS) OBJECTIVES S.I. CATEGORY MATURITY WEIGHTED MATURITY RATIO

1. Infrastructure & Connectivity 1.2 71

2. Public Service Delivery Systems 0.8 81

3. Human Capital and Workforce Development 1.3 67

4. Policy Environment & Legal Framework 1.0 75

Overall ICT maturity level and ratio 1.08 294

VALUE 0 TO 24 25 TO 49 50 TO 99 100 TO 199 200 AND ABOVE

Weighted Maturity Ratio

STRONG Weighted Maturity

LOW priority for work

RELATIVELY STRONG Weighted Maturity

SOME priority for work

AVERAGE Weighted Maturity

MEDIUM Priority for Work

BELOW AVERAGE Weighted Maturity

HIGH Priority for Work

SIGNIFICANTLY BELOW AVERAGE Weighted Maturity

VERY HIGH Priority for Work

Table 2 8 ICT Maturity Levels

The table below shows the weighted maturity ratio. The model identifies five progressive levels of maturity ratio ranging from STRONG to SIGNIFICANTLY BELOW average weighted maturity. A comprehensive description of the levels is as indicated in the appendix.

The process identified and analysed four broad thematic areas as listed below:

1. Infrastructure and Connectivity

2. Public Service Delivery

3. Human Capital and Workforce Development

4. Policy Environment and Legal Framework

Table 2.10 below summarises the results for each category (thematic area).

Table 2 9 Weighted maturity ratio

Table 2 10 Overall ICT maturity level and ratio

The weighted results show a combination of Ad hoc and emerging maturity results with an overall maturity ratio of 1.08 on the S.I category maturity indicating Ad-hoc maturity and 294 on the weighted maturity ratio indicating Garissa County is significantly below average on ICT Maturity.


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The maturity level of Garissa Coun-ty is low with an average score of 1.08 against the 0-4 scale level advanced in the CMMI model.

The weighted results of 294 out of a possible score 400 being the worst case, show Ad-hoc maturity with existence of significant oppor-tunities for improving the Garissa County approach to managing ICT. These are the first areas of ICT investment priority areas that the county government needs to focus on as it implements the ICT Road Map Action Plan

Figure 2 4 Weighted Maturity Ratio

Figure 2 3 ICT maturity level


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2.5.2 Analysis of the Gaps from the Maturity Level

The maturity level analysis brings to fore the following thematic gaps

STRATEGIC THEMES/ OBJECTIVES

CURRENT ICT GAPS

Infrastructure, Connectivity and interoperability

• Ample Server room and facilities

• Sufficient, Clean Power

• Dedicated servers for management of shared resources: Database, Applications, Web and Communications Servers

• Secure Storage, end user H/Ware

• Data Centre, DRC, Call Centre

• Broadband services

• Unified Communication

• Wired Infrastructure for Geo sensing technology deployment.

• High capacity (GigaHz) Internal Network (LAN).

• LAN and WAN Infrastructure

ICT Human Capital and Workforce Development

• ICT Department and organization structure

• Recruitment policy

• HCD Initiatives, Training needs Assessment, Structured training, development and retention of ICT staff

• Key Staff- Network, Database, Applications, PM, ICT Security skilled personnel.

• Budget Support and political goodwill

• Change management

• Recruitment, Remuneration package, succession and retention policies

• Motivation among the youthful talented staff is lacking

• Negative attitude and lack of trust


• Software Development platforms and servers: Databases, Application, Web Services

• County ERP (Revenue Collection and Management System, Financial Management Integrated Systems: County Fixed Assets, Fleet, Property, Lands, HRM and Payroll)

• Project Management, CRM, Web Portals, Mail Web Services, Social Care Solutions, Mobile ecosystems

• GIS solution applications for Resource Mapping, planning and Management

• Hospital Management Systems, Emergency Dispatch Systems, Lab Management Systems, Integrated Health Management Systems, Tele Medicine Solution

• E-Learning/Digital Learning Management solutions

• Livestock Identification, Health and security Management System

• Agricultural Management System- Agrichain Management System

• Electronic Document Management Systems and interactive digital data (EBPP) solutions

Policy, Legal and Regulatory Frameworks

• Shared ICT Services ( Infrastructure and Software as Service Model) Legal Framework/Governance

• General ( Comprehensive) ICT policies, Data and Network Security compliance - IS Governance

• ICT policies, security and general standards in technology acquisition and compliance

• Standards- (ISO, CMM, ITIL) and SLA management

Table 2 11 Summary of the Gap Analysis


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ASPECT GAPS



Infrastructure

Infrastructure

Infrastructure acquisition is not shared and each County arm has a separate infrastructure

Infrastructure management, security, business continuity plan, network attached storage, maintenance are not standardised and are decentralised

There is no infrastructure sharing- workgroups, inter-departmental, County-County, County Government arms (Executive, Assembly & CPSB), County Government -National Government


Databases are not standardised and shared

Service Centres are not shared

Unified Communication System is not shared

GIS Systems are not shared

ASPECT GAPS



In place. No gap

Change Management Processes No change management plan was developed

No change management activities in place

No change management office or agent

Change Management Communication Strategy No change management communication strategy is in place

No change management monitoring and progress review

ASPECT GAPS

Citizen involvement and e-participation

Citizens are involved through public meetings during budgets preparation as there are no online platforms

There is no formal structure for public involvement during implementation

Web portals for online engagement Not available

2.5.3 Shared Services

The Table below represents the areas of infrastructure and public service delivery that can be shared for cost-effectiveness and the status in the County:

2.5.4 Change Management

2.5.5 Citizen involvement and Participation


Table 2 14 Citizen Participation and Involvement

Table 2 12 Shared Services Plan


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2.6 Current ICT Spend Analysis

In the County, every department currently carries out its own ICT procurement. Likewise, the County Assembly and the Public Service Board independently carry out their own ICT procure. This has resulted to a variety of systems with no standardisation. There is great need to streamline ICT budgeting and spending to a single department. This will ensure there is standardisation enforcement on ICT systems including hardware and applications.

Gartner research of 2012 noted that the level of spending on ICT as a percentage of revenue ranged from 3% to 5% in sectors similar to Garissa County. However, it is worth noting that Gartner research is based on organisations with mature ICT environments in comparison to Garissa County. Therefore, Garissa County, which has a low level of ICT maturity as evidenced from the ICT gap analysis, would need to have higher level of ICT spending to reach a functional level of maturity.


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3 THE COUNTY ICT STRATEGY ROAD MAP

The ICT roadmap respond to the evident needs that shall transit the county to an ICT enabled service delivery model. The roadmaps align to the need to optimise ICT as a strategic approach to the service provision. The acquisition and subsequent deployment of ICT shall respond to the relationships that exist between the following:

1. G2G (County government to governments (other counties and National Government))

2. G2C (County government to citizens)

3. G2E (County government to employees)

4. G2B (County government to businesses

3.1 Strategic Principles

This section details the desired end state definition for ICT in Garissa County. It is described in the Vision and Mission statement, the core values embraced in deploying ICT as well the roadmaps that shall be implemented over the 5-year period.

Vision

The Vision of the ICT Department is;

‘ICT drives a regionally competitive and self- reliant county’

Mission

The Mission of the ICT Department is:

‘To ride on ICT to strategically position the county guided by innovative competitiveness in order to achieve progressive, wealthy, healthy, cohesive and secure county’.

Core Values

Garissa County ICT department has the following core values;

Integrity

Innovativeness

Professionalism and Team work

Equity

Transparency and Accountability

Respect for rule of law

3.2 ICT Roadmaps

Garissa County shall optimise ICT by implementing four roadmaps that respond to the current needs. The four roadmaps are:


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3.2.1 Roadmap 1: Infrastructure and Connectivity

OVERALL OBJECTIVES SPECIFIC OBJECTIVES

Roadmap 1: Infrastructure and Connectivity

1.1 Development of infrastructure and connectivity in the county through WAN Connectivity

1.1.1 Cascade WAN/ Fibre optic to Sub Counties by 2017

1.1.2 Establish a Centralised Network Authentication System by June 2016

1.1.3 Develop and operationalise a DR Data Centre by June 2017

1.1.4 Setup ICT Incubation Hub by June 2018

1.1.5 Setup ICT Information Centres by June 2018

1.2 Development of infrastructure and connectivity in the county through LAN Connectivity

1.2.1 Ensure Completion of LAN in all remaining County Departments by June 2017

1.2.2 Ensure completion of LAN setup in the Sub-Counties Offices by June 2016

1.2.3 Ensure acquisition of Routers, Switches and Network firewalls by June 2016

1.2.4 Increase bandwidth to 10 MBPs by June 2017

1.3 Develop Unified Communication in the County

1.3.1 Ensure setup of unified communication by June 2018

1.3.2 Set up a County help desk by June 2017

1.4 Establish a modern Server Room with modern equipment and applications

1.4.1 Procure and setup an applications Server by June 2016

1.4.2 Procure and setup a database Server by May 2016

1.4.3 Procure and setup a mail Server by April 2016

1.4.4 Implement primary data centre functionalities by June 2017


Roadmap Two: Public Service Delivery Systems

1.1 To facilitate the county to implement Enterprise Resource Planning Modules, systems and applications

1.1.1 To acquire and operationalise a Revenue Collection and Management Systems by January 2018

1.1.2 To implement a Fleet Management and Control Systems by January2018

1.1.3 To implement an Electronic Document Management Systems by February 2018

1.1.4 To set up a Customer Care Relationships Systems by February 2018

1.1.5 To upgrade Health Information Management Systems and Connect all Health Care facilities by March 2018

1.1.6 To acquire and implement a Business Intelligence Systems by February 2018

1.2 To establish and maintain an up-to-date Geographical Information Systems for County Planning

1.2.1 Acquire GIS and map for Urban Development by April 2018

1.2.2 Map for Tourism Sites by April 2018

1.2.2 Map for Tourism Sites by April 2018

1.2.3 Map for identification of Natural and Water Resources by April 2018

1.2.4 Map for Land demarcation and titling by June 2018

Table 3 1 Roadmap 1: Infrastructure and Connectivity Interventions

3.2.2 Roadmap 2: Public Service Delivery


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Roadmap Two: Public Service Delivery Systems

1.3 Establish communication and Online access to County information by staff and citizens

1.3.1 Create an interactive and transactional website by January 2017

1.3.2 Enhance the County Website for e-Citizen interactivity by January 2017

1.3.3 To provide hosting and standardization of Website services by January 2017

1.4 To increase Citizen Participation and engagement in County Development

1.4.1 To Set up a implement County WIFI by June 2017

1.4.2 To rollout the County Radio and TV Station by June 2018

1.4.3 To implement Bulk SMS/USSD and mobile applications for Citizens Participation by March 2017


Roadmap Three: Human Capital and Workforce Development

1.1 To establish Workforce Development Programmes for the County

1.1.1 To Carry out a TNA needs assessment for the County by January 2016

1.1.2 To Liaise with the National Government for development of the work force framework by June 2016

1.1.3 To Develop County ICT Professionals Database by June 2016

1.2 To develop Staff ICT Capacity building Programme

1.2.1 To establish a training partnership agreement with Training institutions to develop capacity of ICT Staff by June 2016

1.3 To establish ICT Training Centres 1.3.1 Liaise with the National Government on sharing the ICT Centre of Excellence by 2017

1.3.2 Utilise existing youth polytechnics to develop local ICT professionals by 2017

1.4 To conduct ICT Skills Development trainings for all County Staff

1.4.1 Conduct trainings on ICT for all County Staff by June 2016

1.4.2 Offer ICT skills development sponsorship programmes to staff annually


Roadmap Four: Policy Framework and Legal Environment Interventions

1.1 To Operationalise the ICT Transformational Strategic road map

1.1.1 Lobby for the adoption of the ICT Roadmap by the Executive by June 2016

1.1.2 Lobby the County Assembly to adopt and operationalise the ICT Transformational Road Map by June 2017

1.2 To Lobby for increase of Budget to 5% of total Budget

1.2.1 Develop a Bill on ICT Funding and Investment by June 2016

1.2.2 Sensitize the Executive and County Assembly by June 2016

1.2.3 Implement Quick Win ICT Projects to demonstrate the contribution of ICT to service delivery by June 2016

1.3 To Develop a Comprehensive Framework for Public Private Partnership (PPP)

1.3.1 Develop a policy on PPP by June 2016

1.3.2 Lobby for the adoption of the PPP by June 2016

1.3.3 Engage the Private Sector to sign Memorandum’s of Understanding on Partnerships by June 2016

3.2.3 Human Capital and workforce development

3.2.4 Policy Environment and Legal Framework

Table 3 2 Roadmap 2 Public Service Delivery Systems Interventions

Table 3 3 Roadmap 3 Human capital and Workforce development

Table 3 4 Roadmap 4 Policy Environment and Legal Framework Interventions


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3.3 Shared Services

3.4 Change Management

3.5 Citizen involvement and participation

SHARED SERVICES

OBJECTIVES SPECIFIC OBJECTIVES

To implement shared infrastructure and public Service delivery systems

To develop a shared infrastructure for all County arms of government and departments

To implement shared public service systems

CHANGE MANAGEMENT


To develop a Change Management Strategy and Plan

• To develop a change Management Plan by March 2016

• To develop a Change Communication Strategy by March 2016

CITIZEN INVOLVEMENT AND PARTICIPATION


To ensure Citizens involvement and participation in the ICT projects in the County

• To develop a Citizens involvement and participation Policy by March 2016

• To develop a e-Citizens participation platform by June 2016

Roadmap 1: Infrastructure, Connectivity and interoperability

• Key Strategies

• Adopt and use Renewable Energy to Power ICT Mobile Equipment

• Diversify sources of funding for ICT projects to include Private Public Partnerships, lobbying National Government and other development partners

• Lobby for development of ICT infrastructure sharing plans for all departments and with other Counties

• Lobby the County leadership to provide investment incentives for investors in ICT infrastructure such as waiver of way leave charge

Table 3 5 Shared Services


Table 3 7 Citizen Involvement and Participation

3.6 Key Strategies guiding implementation of the Roadmaps

The matrix below presents the possible strategies Garissa County Government shall employ in acquisition and deployment of ICT. The Strategies are clustered along the roadmaps


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Roadmap 2: Human Capital and Workforce Development

• Key Strategies

• Liaise with Executive and County Assembly to develop a comprehensive Human Resource Development Policy Manual

• Develop an ICT Skills and Capacity Building development Curriculum for the County

• Mainstream ICT lessons in the County Training institutions such as Youth Centres

• Develop a data base of ICT professionals in the County

• Lobby the County Executive and County Assembly and Public Serve Board for joint team building and training workshops

Roadmap 3: Public Service Delivery

• Key Strategies

• Use Cloud Services for Email with adequate security

• Set up a Primary Data Centre to be managed by the County ICT & E-Government Department

• Outsourced IFMIS from the National Government

• Diversify sources of funding for ICT projects to include Private Public Partnerships, lobbying National Government and other development partners.

• Employ diverse applications to automate all County operations: Revenue Collection System, Identity Access Management System; ERP, GIS, HMIS systems among others

• Encourage public engagement platforms to share County public information through an improved and interactive website and other platforms

Roadmap 4: Policy Environment and Legal Framework

• Key Strategies

• Invest in securing Information Security Management System (ISMS) compliance – ISO27001 Certification for County ICT & e-Government

• Invest in ITSM (IT Service Management) compliance starting off with ITIL training for all IT Staff

• Lobby the Executive and County Assembly in the development of ICT policies for the county

• Engage ICT consultants to develop comprehensive ICT policies.

Table 3 8 Key Strategies guiding implementation of the roadmaps


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4 IMPLEMENTATION PLAN

4.1 Governance, Management and Organisation

The roadmap requires a governance structure that aligns itself to the dynamic realities of mobilising resources and sustaining the implementation vigour. This can only occur when the County adopts a cost-effective structure that aligns to the current functional structure if resource sharing is the strategy to adopt. In addition, an implementation unit that largely borrows from a matrix structure is the most desirable.

4.1.1 ICT governance structure

The existing structure requires a little boost to maximise the ICT deployment. The current structure requires two additional tiers- technical and planning committee as the core decision-making organs. The implementation shall continue through the existing ICT department organogram. However, the County shall lay more emphasis on building the internal capacities to deploy sufficient ICT in the departments. The County shall implement the roadmap through restructuring the existing ICT organogram to one that can deliver the roadmap.

4.2 Project Identification and Prioritisation

The identification and prioritisation of the Garissa County projects is on the ICT Master Plan developed by the County and priority areas identified in our discussions with the County stakeholders. This prioritisation highlights the projects sequencing and follows logical flow where the first activities provide the base on which to build the next level of activities. It also took into consideration the projects under implementation by the County. Details of the prioritisation are shown in the implementation plan timelines.

4.3 Implementation Plan

The County Government shall implement this roadmap over the 5-year period. The initial years are capital intensive as the County develops a robust infrastructure that allows for ICT integration in public service delivery. The County shall also pursue developing and implementing a strong legal and policy framework.

4.3.1 Implementation Timelines

The Table 4.1 below details the implementation matrix of the ICT roadmap. The implementation matrix aligns with the projects and associated implementation strategies, periods and responsibilities. The table representing the matrix is an annex to the report.


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Table 41 Implementation TimelinessProject Details Priority 2015/16 2016/17 2017/18 2018/19 2019/20

NOFBI Termination by National Government – County Hq and Sub-county 1

Primary DATA CENTRE 1

Disaster Recovery Centre - DRC (Off Site Back Up) 1

Clean energy infrastructure to power ICT infrastructure 1

LAN and WAN infrastructure: For all Departments at county Head Quarters 1

LAN and WAN infrastructure for Sub-counties 2

LAN and WAN infrastructure for County Wards 3

LAN/WAN infrastructure for Sub County Hospitals 1

Broadband Wireless Network Sensing Systems 1

Equipment: County ICT Communication Centres, ICT Incubation Hub, E-Library etc 2

Wireless Network Sensing (CCTV, IP, RF) Systems

Personal Computers, Laptops, iPads, Tablets, Printers, Scanners, Copiers, Smart phones 1

County Information and Documentation Equipment (Electronic Document Management Systems) 2

IPBX, IP Business Phone Sets, Executive Business 2 County Community FM Radio Station 1 GIS Server Hardware and data mapping equipment 2

SLA/ Upgrades/Updates and Support) Services-15% 1

Projects Identification & Prioritization Priority 2015/16 2016/17 2017/18 2018/19 2019/20

Integrated Financial Management Information Systems (IFMIS) 1

Integrated County Revenue Management Systems (ICRMS)- ERP 1

GIS- Software Solution and Resource Mapping 1

Customer Relationship Management Systems (CRM) 2

Web Portals 2 Electronic Document Management 1


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ICT Training and Service Centres 1

Business Intelligence and Analytic Systems 2

Integrated Health Management Systems 1

Telemedicine Ecosystems 1

Lab Management Systems 1

Genomics Lab Project 3

Livestock Identification, Security & Health Management Systems 2

Integrated Agribusiness Management Systems 1

Early Warning, Climate and Feed lots Management Systems 2

Education Management Systems 1

Access Control Systems 1

CCTVs and Predictive Analytics Systems 1

Project Details Priority 2015/16 2016/17 2017/18 2018/19 2019/20

Staffing Needs Assessment 1

Recruitment 1

Training Needs Assessment 1

Training Curriculum Development 3

Training and Capacity Building Programmes

3

Training Sponsorships 2

Training Centres and Partnerships Development

1

ICT Organization Structure Development

3

ICT Secretariat (Project Management Office (PMO)

2

Recurrent Expenditure, Staff/Admin Costs

1

Project Details Priority 2015/16 2016/17 2017/18 2018/19 2019/20

Cyber Security Policy 1

Document Work Flow Policy 1

Training and Capacity Development Policy 2

SLA/AMC 1

e-Waste Management Policy 2

Disaster Recovery/Business Continuity Policy 1

Shared Services Plan 1


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Information Technology Information Library (ITIL) 2

ISO Certification 4

Information Security 1

Procurement Standards Policy 1

Public Private Partnership Policy 1

4.3.2 Shared services

The purpose of the projects in the thematic area is to design and deploy a County Network Infrastructure System that would electronically link all county government departments and statutory bodies to local and wide area networks throughout the nation.

4.3.3 Change management

A structured and systemic approach that focuses on the future state to be realized is needed to ensure the ICT roadmap is implemented successfully in Garissa County. The County ICT Roadmap change management process will adopt the 7-S organizational change model that focuses on Strategy, structure and systems and Skills and addresses the critical role of coordination in organizational effectives.

Figure 41 The 7-S organizational change Model

A change management plan is critical to successfully implementing the Garissa ICT Roadmap. The County should manage three critical levels for the successful implementation of the ICT Roadmap. It should address the Structure, The Soft Ss (systems, style, staff, skills and strategy) and change management.

4.3.4 Citizen Involment and Participation

One of the key focus of the devolved government was to reach out to all citizens and have them participate in the county government decision making since they affect them directly. Therefore, the Public involvement in Garissa County is a means to ensure that citizens have a direct voice in County decisions. The ICT Roadmap shall seek to facilitate the County residents to participate in governance, communicate needs, call for accountability and give feedback on service delivery. This will be possible through feedback mechanisms


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such as bulk SMS platforms, toll free lines, external public communication information dissemination and E-public participation.

4.4 Critical Success Factors

The Roadmap shall observe the following critical success factors to ensure the successful implementation of this roadmap:

• Clarity: The ICT scope and governance within the county i.e. ICT HR Management Structure, Top management and Staff

• People – Staff and Citizens: - Change management across Staff and citizens, Attitude change; Systems/technology change and Structural change

• Resources and Financing: - Development of Private and Public Partnerships (PPP)

• Technology development i.e. Information as a resource ICT Infrastructure - NOFBI , Mobile network coverage, Data Centre, Systems and Applications; bridging the digital Divide between Rural and urban areas

• Policy, Legal and Regulatory Framework:- Development of a Comprehensive County policy, legal and regulatory framework

• Risk management: - Addressing effects of anticipated Risks

• Project Management Office or Unit that results in effective transformation of the ICT sector in the county

4.5 Communication Strategy

Communication is important to successful strategy implementation. Thus this Roadmap implementation success requires communication to the stakeholders, support from the stakeholders and participation of the stakeholders.

4.6 Monitoring and Evaluation

The County Government requires a comprehensive monitoring and evaluation framework to assess progress and orient the results to the initial plan. The framework shall provide the trajectory for measuring progress against the initial plans. This shall provide for corrective mechanisms when negative deviations emerge. An effective and commensurate monitoring and evaluation system is necessary to ensure timely, focused, objective and evidence-based information on the performance of the County ICT road map implementation. Continuous observation, monitoring, measurement, feedback and corrective action will inform the anchorage of the County M&E system.


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The evaluation system will provide for annual assessments of the results arising from the implementation of the road map objectives. The County Government with the help of a consultant shall undertake a mid-term review of the Plan at the end of year two and at the end of the Plan period. The purpose of the mid-term review will be to improve overall plan implementation while the terminal evaluation will facilitate the improvement of the next County ICT road map through lessons learned during the implementation of the current Plan. There will be a three tire monitoring and evaluation structure which includes the following:

• National Level

• County level

• Community level

At the national level the ICT Authority through the organised county forums will receive update reports, discuss them and advice of change of strategy if need be will be dome.

The county will form a structure/committee that will oversee the Business centre and therefore they will be able to monitor the usage of the centres by the citizens. In addition, they will mobilise the community for sensitisation forums.


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This chapter presents the ICT expenditure analysis for 2014/2015 fiscal year as well as financial projections for the Garissa County ICT road map for the 5-year strategic period 2015-2020.

5.1 Road Map Budgets Projections

The tables below present the summary investments by each roadmap.

Table 51 Summary Investments

THEMATIC AREA TOTAL TOTAL 2015/16 2016/17 2017/18 2018/19 2019/20

KSH USD KSH KSH KSH KSH KSH

Infrastructure and Connectivity 675,050,000 7,337,500 129,375,000 226,741,667 154,866,667 103,116,667 60,950,000

Public Service Delivery Systems 1,950,000,000 21,195,652 493,600,000 589,600,000 385,600,000 267,600,000 213,600,000

Human Capital & Workforce Development 109,561,200 1,190,883 22,560,000 19,010,000 22,830,000 20,532,000 24,629,200

Policy Environment and Legal Framework 37,000,000 402,174 16,500,000 3,000,000 9,000,000 5,500,000 3,000,000

Total 2,771,611,200 30,126,209 662,035,000 838,351,667 572,296,667 396,748,667 302,179,200

5.2 Roadmap Financing

After many years of low investments in the Northern Region of Kenya, achieving the vision of the National ICT Master Plan will require the mobilization of significant financial and human resources. Just like it is envisioned in the National ICT Masterplan, funding of the flagship projects in this Master Plan will come from the National and County Governments, development partners and other public or private institutions through Private Public Partnerships (PPPs) and collaborations.

Garissa County requires a robust financing mix of the internal equity and limited debt to realise the ambitions roadmap. The financing model should include successive and incremental allocations to ICT in line with the requirements of the ICT National Masterplan. In addition, the County should take advantage of the huge partnerships that exist to foster resource mobilisation. The private sector participation is critical in financing this roadmap.

5 BUDGETS AND FINANCIAL PROJECTIONS - INVESTMENTS


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Ministry of Information, Communication and Technology

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P.O Box 30025-00100,Nairobi Kenya

Tel: (+254) 4920000 / 1

Email: [email protected]

Website: www.information.go.ke

ICT Authority

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t: + 254-020-2211960/62 | m: + 254 (0) 789396433

Email: [email protected] or [email protected]

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