ict roadmap (2015-2020)icta.go.ke/pdf/14.pdf · kirinyaga county government ict roadmap 2015-2020 7...

KIRINYAGA COUNTY GOVERNMENT

‘A world class digitalized County in ICT infrastructure facilities and Services’

ICT ROADMAP(2015-2020)

Kirinyaga County Government ICT Roadmap 2015-2020

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TABLE OF CONTENTS

1.0 INTRODUCTION AND BACKGROUND 101.1 BACKGROUND OF THE COUNTY 101.1.1 COUNTY GENERAL INFORMATION 101.1.2 KIRINYAGA COUNTY EXECUTIVE 111.1.3 KIRINYAGA COUNTY ASSEMBLY 111.1.4 KIRINYAGA COUNTY PUBLIC SERVICE BOARD 111.1.5 ICT IN KIRINYAGA COUNTY 111.2 PURPOSE AND SCOPE OF THE ICT ROADMAP 111.3 SCOPE 12 TABLE 1- 1 CONCEPTUAL DEFINITION AND SCOPE 121.4 ICT ACHIEVEMENTS, CHALLENGES AND LESSONS LEARNT 132.0 SUMMARY OF ICT CURRENT STATUS 152.1 ICT FOUNDATION 152.1.1 HUMAN CAPITAL AND WORKFORCE DEVELOPMENT 152.1.2 INTEGRATED ICT INFRASTRUCTURE 162.1.3 INTEGRATED INFORMATION INFRASTRUCTURE 162.2 NATIONAL GOVERNMENT ENTERPRISE ARCHITECTURE 16 FIGURE 2-1 ICT HOUSE OF VALUES 162.2 ICT STATUS IN KIRINYAGA COUNTY 162.3.1 INFRASTRUCTURE AND CONNECTIVITY 16 TABLE 2- 1 ICT STATUS FOR INFRASTRUCTURE AND CONNECTIVITY 172.3.2 PUBLIC SERVICE DELIVERY SYSTEMS 172.3.3 HUMAN CAPITAL AND WORKFORCE DEVELOPMENT 18 TABLE 2- 2 CURRENT HUMAN RESOURCE AND WORKFORCE DEVELOPMENT STATUS182.3.4 POLICY ENVIRONMENT AND LEGAL FRAMEWORK 182.3.5 SHARED SERVICES 192.3.6 CHANGE MANAGEMENT 192.3.7 CITIZEN INVOLVEMENT AND PARTICIPATION 192.4 ICT MATURITY LEVEL 19 TABLE 2- 3 ICT MATURITY LEVELS 19 TABLE 2- 4 COUNTY ICT MATURITY LEVEL 20 FIGURE 2-2: RADAR REPRESENTATION OF KIRINYAGA COUNTY MATURITY 202.5 CURRENT ICT EXPENDITURE ANALYSIS 203.0 THE COUNTY ICT STRATEGY ROAD MAP 213.1 STRATEGIC PRINCIPLES 213.2 ROADMAPS 213.2.1 ROAD MAP 1: INFRASTRUCTURE AND CONNECTIVITY 213.2.2 ROAD MAP 2: PUBLIC SERVICE DELIVERY SYSTEMS 22


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3.2.3 ROAD MAP 3: HUMAN CAPITAL AND WORKFORCE DEVELOPMENT 223.2.4 ROAD MAP 4: POLICY ENVIRONMENT AND LEGAL FRAMEWORK 233.3 SHARED SERVICES PLAN 233.4 CHANGE MANAGEMENT PLAN 233.5 CITIZEN INVOLVEMENT AND PARTICIPATION 233.6 KEY STRATEGIES GUIDING IMPLEMENTATION OF THE ROADMAPS 24 TABLE 3- 1 KEY STRATEGIES FOR IMPLEMENTATION 244.0 CRITICAL SUCCESS FACTORS 25ICT GOVERNANCE, MANAGEMENT AND ORGANISATION 254.2 SHARED SERVICES 254.3 CHANGE MANAGEMENT 25 FIGURE 4-1: THE MCKINSEY 7-S FRAMEWORK 264.4 CITIZEN INVOLVEMENT AND PARTICIPATION 274.5 MONITORING AND EVALUATION 274.6 IMPLEMENTATION PLAN 275.0 PROJECTS IDENTIFICATION AND PRIORITISATION 28 TABLE 5-1: PROJECTS IDENTIFICATION AND PRIORITISATION 285.1 FINANCIAL PROJECTIONS 295.1.1 SUMMARY OF COSTS BY THEMATIC AREA 29 TABLE 5-2: SUMMARY OF INVESTMENTS 295.2 ROAD MAP FINANCING 29


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BPO Business Process Outsourcing CCK Communication Commision of KenyaCRA Commission on Revenue allocationDCO DistrictCooperativeOfficerEAC East Africa CommunityECD Early Childhood DevelopmentERP Enterprise Resource PlanningGCCN Government Common Core network GDC Government Data CentreGDPs. Gross Domestic ProductsGII Global Innovation Index GIS Geographical Information SystemICANN Corporation for Assigned Names and NumbersICT Information and communication TechnologyIFMIS Integrated Finance Management Information SystemITes IT enabled services ITU International Telecommunications UnionKENET Kenya Education NetworkKICC Kenyatta International Conference CentreLAIFOMS Local Authorities Integrated Financial and Operations Management SystemMCA Member of County AssemblyMTP Medium Term PlanNOFBI National Optic Fibre Backbone Infrastructure PABX Private Automated Branch ExchangeSACCO Saving and Credit CoperativeSLAs Service level AgreementsSWOT Strength Weakness Opportunity ThreatVSAT Very Small Aperture Terminal

LIST OF ABBREVIATIONS AND ACRONYMS


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The Kirinyaga 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 J.K. Ndathi the Kirinyaga County Government Governor and H.E Julius Njiiri County Deputy Governor through the CEC and Chief Officer in-charge of ICT. Special thanks go to the Honourable Speaker and Clerk to the County Assembly of Kirinyaga for their valuable contribution into the preparation of this strategy. Special thanks also go to the County Secretary for his support in the process of drafting the ICT road map. Special commendation goes to the ICT Directors of the County and County Assembly for coordinating the Technical Committee and stakeholders’ validation workshops. Finally, we cannot overlook the participation and effort by the different departments and stakeholders in the County Government of Kirinyaga into this report.

We acknowledge the support of the above people in the different stages of the assignment and we are confident that with the implementation of this Roadmap the future of Kirinyaga 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 Kirinyaga County will be able to compete effectively in both the National, regional and global environment.

Thank you so much.

H.E. Hon. Joseph Ndathi

Governor, Kirinyaga County

HE J.K. Ndathi Governor, Kirinyaga County

MESSAGE FROM THE GOVERNOR


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EXECUTIVE SUMMARY

Kirinyaga County is one of the five Counties in Central Kenya. The County Government took office in 2013 following the successful general elections under the new Constitution. The County Government sees ICT as an opportunity to optimize commerce, education and open governance. The County Government has laid a strong foundation over the last two years in realising this ambitious dream. This roadmap is an opportunity to optimize the intention of the County Government. The ICT road map recognizes the need to encourage greater adoption and advantageous use of ICT across all business sectors and the wider community.

The ICT road map is based on emerging trends and opportunities and the developing resources and competencies of the county. This roadmap analyses the ICT situation in Kirinyaga County by focusing on four critical aspects that include infrastructure and connectivity, public service delivery systems, human capital and workforce development as well the legal environment and policy framework. These aspects conform to the national Government standards and benchmarks in the National ICT Master-plan.

This roadmap development is through the effort of the ICT Authority with financial support from the World Bank Group. It is an output of intense internal effort by technical support from Infosys Engineering Ltd.

The methodology adopted to arrive at the ICT roadmap for includes the following: Discussions with the relevant stakeholders, planning meetings held with County chief officers, technical meetings held with heads of department, relevant information gathered from documents provided at the county level and focus group discussions and stakeholder forums interest groups in the County.

Current ICT Status

Infrastructure and Connectivity

Investments depend on the ICT allocations dictated by internal revenue and the CRA allocations. Most departments, CPSB, CA and the Governor’s office are networked through a local area. None of the 4 sub-counties and wards are networked. The County requires a WAN but this is lacking. All the ISP and telecommunications companies are present across the County. However, Mobile uptake is high across the County. NOFBI has reached the County and County relies on the private Cable in the County. However, Internet connectivity in the offices is unreliable while Internet is reliable across the County. The County has acquired some desktops, laptops, and printers. However, The County Government has a shortage of desktops, laptops, printers and servers. There are limited service level agreements. Resource sharing such as printers, servers is limited. ICT equipment operate on single licenses. Security of the ICT equipment is only physical. Staff carry home equipment. Finally, some level of business continuity plans exist. The County data backed up on servers based at the County executive. No network attached storage, data centre and co-location facility. Kirinyaga County lacks a data centre.

Public Service Delivery Systems

Kirinyaga County has a domain name that is externally managed and official mails are hosted on the same. The County has a website which is externally hosted- www.kirinyaga.go.ke. The County has implemented LAIFOMS (for revenue collection), IFMIS (for procurement, budgeting and back


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office accounting.) and G-pay for making payments and GHRIS for payroll. IPPD is used in Human Resource Management.

Human Capital and Workforce Development

Human capital and workforce development is a critical success factor in deploying ICT. This includes developing general and specialized ICT skills and availability of training opportunities. In general, the human capital and workforce development in Kirinyaga is low. Less than a half of the County staffs have some basic ICT skills. The ICT department human resources are highly skilled but spread too thin as they service other departments, sub-counties and wards.

Policy Environment and Legal Framework

The policy and legal environment provides the solid base for implementing ICT policies. The County Government as a corporate entity requires legal framework to rely on to make decisions regarding acquisition and deployment of ICT in service delivery. However, the County does not have any law on ICT.

Shared Services

There are no shared services plans in place.

Change Management

i. Technical- the techno infrastructure is not flexible enough to accommodate: not scalable and not interoperable

ii. Structure – the current organizational structure of ICT is flexible enough to support change iii. People- no programmes are currently in place to train people in change management

Citizen Involvement and Participation

Citizen participation in County Government processes such as budgeting is limited and mostly conducted through public non-ICT based channels like public barazas. A citizen participation portal is not in place.

Gap Analysis

The Overall county maturity is 1.15. The County’s maturity index reflects an ad hoc maturity. The County’s current ICT facilities and resources are not providing the capability for the County to meet the expectations of the community or the obligations of County Government. This is due to the following gaps;

1. Infrastructure and Connectivity: The gaps include inadequate ICT equipment, underutilisation of the existing ICT equipment, lack of a data centre, no fibre connection to County Offices, lack of geo- referencing data, low internet speed and limited official use of social media.

2. Public Service Delivery Systems: The gaps include non-interoperability of the financial systems (IFMIS, IPPD, LAIFOMS), sub optimal utilisation of ICT facilities, lack of an ERP, and a GIS to produce electronic geo-spatial records, inadequate service centres modelled on the central government Huduma concept and incomplete process and workflow automation.

3. Human Capital and Workforce Development: The gaps include shortage of ICT staff in the County offices, lack of end user training for ICT users in the County, lack of a County government ICT training unit and no training needs assessment done.


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4. Policy Environment and Legal Framework: The County has not enacted any ICT law and the County lacks any relevant ICT policy and those that exist are in draft form.

5. Shared Services: The County lacks shared services framework.6. Change Management: Technical- The County lacks a flexible techno infrastructure to

accommodate scalability and interoperability, and People- lack of programmes to train people to embrace ICT.

7. Citizen Involvement and Participation: The County lacks an ICT based citizen’s participation platform.

Current Budgets:

The County ICT Budget is 0.146% of the overall budget in 2014/2015. This is below the Kenya Government ICT Master Plan recommendation of expenditure of 5% of overall organisation revenue base. In such a low ICT maturity, investments in ICT need to be higher in the initial years to enable the County ICT mature faster and offer better service to the citizens.

Road maps:

The County Government shall implement the following roadmaps.

Road Map 1: Infrastructure and Connectivity

Network infrastructure and information access to enhance with the latest technology. This ICT strategy road map based on a radical shift in the technology used to deliver ICT services. The County shall seek to improve and develop the communication and connection across the County

Road Map 2: Public Service Delivery Systems

ICT will act as a hub for knowledge and best practice of the latest solutions available to the public sector in the County of Kirinyaga. The County shall seek to develop and implement automated public service delivery systems.

Road Map 3: Human Capital and Workforce Development:

The successful implementation of ICT projects is heavily dependent of the availability of human resource with the relevant ICT skills. Skill sets demanded in the Information and Communication Technology (ICT) cluster are particularly dynamic and require continuous learning. The County shall seek to improve the ICT capacities in the County.

Road Map 4: Policy Environment and Legal FrameworkLegislation frequently lags behind technology, but the County Government cannot afford to disregard the issues. The County Government shall ensure the enactment of ICT laws that are in tandem with the national ICT laws. The County shall seek to develop and implement a comprehensive ICT legal and policy framework.

Shared services Plan

Sharing entails utilizing resources available to ensure optimal performance and reduce duplication. The County shall seek to achieve the provision of shared physical infrastructure to save on maintenance cost and especially civil works in the county jurisdiction and common, shared and integrated applications and software across departments.


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Change Management PlanA fundamental element of ICT road map is change. People are crucial in change management, without people, this strategy will not be achieved. The County shall seek to ensure Citizen Education and sensitisation meetings and workshops are conducted.

Citizen Involvement and ParticipationTransforming ICT based citizen involvement and participation is key to their access to services and contribution to County affairs. The County shall seek to develop an ICT based citizen’s participation platform.

The 5-year financial investment projections: The total projected expenditure for the five year is KES 2,204,000,000. The roadmap shall require a mixed financing approach through internal equity and external funding.


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1.INTRODUCTION AND BACKGROUND

Today, globalisation, fuelled by information and communication technologies (ICT), is rapidly changing the way of life in every society. Globalization continues to create a new set of unique demands on government, business and our everyday lives. Increasingly, decision makers in all fields are relying on technology to provide solutions and drive desired changes by utilizing local, national and global resources in innovative ways.

Kenya Vision 2030 aim is to transform Kenya to a knowledge-based economy that utilizes ICT for national growth and development. The National government has made considerable efforts in policy and strategy development and more so in ICT. Notable achievements are the development of the National ICT Master Plan, Broadband policy and Infrastructure sharing strategy paper. To achieve success in ICT utilisation in the Counties, infrastructure and services are now prerequisites to development. Kenya must focus on the role of ICT not only at the National level, but also at the County level as well in response to this reality.

Kirinyaga County affirms and is commit to this strategy by adopting successful ICT models, integrating the strategy in service delivery and using it as a benchmark to measuring success in service delivery. This 5- Year ICT roadmap provides this coordinated approach. The Roadmap shall focus on improving the existing infrastructure to allow for an ICT enabled public service delivery systems. The roadmap shall also include support pillars that ensure that optimisation is real through a continuous capacity-building programme, a robust change management plan while embracing a superior shared services plan.

The five-year plan seeks to address key investments in line with four thematic areas namely 1) Infrastructure and Connectivity 2) Public Service Delivery Systems 3) Human Capital and Workforce Development 4) Policy Environment and Legal Framework

1.1 Background of the County

This section presents the location and position of Kirinyaga County, its administrative and political units as well as the arms of the County Government. It also highlights the ICT establishment in the County.

1.1.1 County General Information

Kirinyaga County is in the former Central Province of Kenya. Its capital is Kerugoya/Kutus and its largest town is Wanguru. The county borders Nyeri County to the North West Murang’a County to the West and Embu County to the East and South. It covers an area of 1,478.1 square kilometres. Administratively, the County is divided into five districts namely Kirinyaga East, Kirinyaga West, Mwea East, Mwea West and Kirinyaga Central. The districts are subdivided further into 12 divisions, 30 locations and 81 sub-locations. The County has four constituencies namely Mwea, Ndia, Kirinyaga Central and Gichugu. Mwea Constituency comprises of two districts namely Mwea East and Mwea West Districts, while the other constituencies form Kirinyaga West, Kirinyaga Central and Kirinyaga East districts respectively.

Kirinyaga County has twenty (20) County assembly wards.


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1.1.2 Kirinyaga County Executive

The Kirinyaga County Government took office in 2013 after the first general elections held after the promulgation of the Constitution in 2010. The County Government implements its functions through the two arms- Executive, the County Assembly, and the County Public Service Board. The first County Government assumed office in March 2013.

The County Government is operational following the successful transfer of all the functions of the County Government. The Executive arm of the County Assembly is implemented through the departments (County Ministries) headed by the County Executive Committee Members and the Chief Officers (the chief accounting officers) who are appointed by the Governor with the approval of the County Assembly. A cluster of directorates in each department performs the technical functions. The directors head departments as established in the Department.

The Executive functions have been further devolved to the four sub-counties. Here, a team of officers headed by a Sub-County Administrator performs them. The County Government further offers its services the wards. The Ward Administrator each County Ward coordinates the service delivery. The County is finalising on the appointment and deployment of the Village Administrators and the Village Coordination Councils. The County Government Executive structures shall be complete with appointment of village administrators and inauguration of the village councils.

1.1.3 Kirinyaga County Assembly

The County Assembly aligns to the Constitution under Article 176 with a mandate to have legislative power of the County. The role of the County Assembly includes vetting and approving executive nominees, county legislation, budget and expenditure approval, borrowing approval, development planning and other delegated roles. The County Assembly Clerk is the chief Accounting Officer. The members of the County Assembly elect a speaker who heads the Assembly.

1.1.4 Kirinyaga County Public Service Board

The County Public Service Board (CPSB) is an institution created by the County Governments Act (2012). The Act mandates the Board with a specific function of recruiting and deploying human resource. The CPSB has a membership of five Board members and a secretariat headed by the Chief Executive Officer.

1.1.5 ICT in Kirinyaga County

ICT has the potential to increase efficiency in service delivery and create dynamic and sustainable growth in the County. The mobile phone coverage stands at 99 percent while the number of fixed lines stands at 693 units. There are 5 sub- post offices and 14 cyber-cafes. There is also an increase in the usage of computers and internet in government offices, private businesses and homes due to availability portable modems and affordability of computers and laptops.

1.2 Purpose and Scope of the ICT Roadmap

The section presents the purposes of the ICT roadmap as well as the conceptual framework of this roadmap. It responds to the rationale for the roadmap and the limitations of the same roadmap.


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Objectives of the Roadmap

The Five Year (2015-2020) ICT Roadmap shall aim at achieving the following four (4) broad objectives: 1) To achieve a coordinated and coherent approach for the development and guidelines which

will enable Kirinyaga County to provide high-quality and cost-effective ICT enabled services that meet the needs of Kirinyaga County residents;

2) To foster innovation, best practice and value for money in the use of ICT in management of Kirinyaga County resources, learning and Citizen outreach;

3) 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 Kirinyaga County Government;

4) To among other things identify: i) Short term quick wins in ICT ; ii) Priorities for investment in ICT; iii) Plans for development of ICT, iv) Employment and support of ICT services and infrastructure which support the County’s

Citizen outreach, learning, and administrative activities; v) A change management plan, vi) 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 Kirinyaga County Government.

1.3 Scope

The Kirinyaga County ICT 2015-2020 builds on the existing strategic plan to provide a clear, concise, and coordinated approach to delivering quality ICT services. It is an in-built mechanism to achieve ICT integrated services and foster efficiency through internal coordination processes. The County Government is specific on using ICT to achieve superior education delivery, strong and diverse business and commerce relationships as well as deepening open governance through the County decisions.

In the approach and design of this roadmap, attention is paid to five elements that are conceptually defined as brought out in Table 1.1


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Table 1- 1ConceptualDefinitionandScope

No Interpreted Issue Details

1 Capacity Building

Strategic investment in ICT will ensure the efficient use of resources, encourage capacity building and ensure the ongoing management of ICT assets.

Programs and capacity-building initiatives have to be put into place so that the ICT services within the County are operated in a sustainable manner.

It must provide relevant and useful services, content and products that County residents would be willing, and able, to pay for.

2 Infrastructure

ICT enables operational and business areas to deliver efficiencies across the enterprise, leading to continuous improvement and more effective Departmental outputs.

ICT will be provided efficiently and ‘run and maintain’ costs will be driven down year on year.

ICT procurement will take sustainability, security, information management and compatibility and co-existence requirements fully into account.

3 Interoperability

The primary goal of the ICT Roadmap is to facilitate technical interoperability within and across County departments through improved strategic planning and implementation processes.

The Roadmap will consolidate and coordinate the County Information technology resources in order to achieve cost savings, increase delivery capabilities and enhance interoperability.

To allow for greater interoperability, openness and reuse of ICT solutions, the County Government should consider establishing a suite of agreed and mandatory open technical standards.

4 Change Management

ICT Roadmap is a significant change management document for the County that is underpinned by County’s ICT Guiding Principles and objectives.

It has been developed to enable the County to improve and transform its productivity and service delivery for people, communities and business in the Kirinyaga County Government territory through the use of ICT in a way that is forward-looking, adaptable and reliable.

5 Policy Environment

ICT Programmes need to be delivered within a defined legal policy environment.

This should include systematic examination of the technical aspects of ICT deliverables, such as information security policy and access control, taking into account threats, vulnerabilities and impacts at all stages of service/product development, implementation or use.

Expected Outcomes

The success of the ICT Strategy Roadmap will be measured against:1) Alignment to the National ICT Master plan and Count developmental plans;2) Identification of relevant County ICT roles and responsibilities;3) Identification of County ICT gaps and appropriate action support measures;4) A County ICT Implementation plan

Approach and Methodology

The roadmap development process used the methodology described below:

1) Discussions with the relevant stakeholders

2) Meetings held with county chief officers

3) Relevant information gathered from documents provided at the county level


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4) Focus group discussions

1.4 ICT Achievements, Challenges and Lessons learnt

Kirinyaga County has automated a few public service delivery systems among them a mobile phone platform. The County is promoting itself as a tourist destination via an enhanced web presence.

Despite these achievements, Kirinyaga County faces numerous challenges. The most notable challenge is that Kirinyaga County is not connected NOFBI in spite of the fact that termination reaches the County commissioner’s office. Unless the plug-in is urgently done, public service delivery, which is heavily leveraged on a robust internet infrastructure, will remain constrained.Kirinyaga County is alive to the fact that, to define its presence on the global scene, to promote itself as a tourist destination of choice and to offer services to County residents, embracing digital technology is not an option but a mandatory requirement in this age and time. Digital technology will ensure the attributes of efficiency, transparency, speed and accountability become realities in its government architecture.


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2. SUMMARY OF ICT CURRENT STATUS

Countries all over the world are striving to appropriate for themselves and their citizens the benefits that Information and Communication Technologies (ICTs) offer. Drivers of the ICT promise, rest on the potential ability of ICTs to enhance productivity, knowledge and to change governance, learning, and business.

ICT is a growing aspect in the global phenomena that has impacted positively to the economy, political and social environments. This chapter therefore presents the ICT contextual and situational analysis of the current state of Kirinyaga County in line with the global and national ICT standards and plans.

2.1 ICT Foundation

According to the National ICT Master Plan, three critical actions that need to be undertaken in order to lay a basis of Kenya transitioning to a Knowledge Society and positioning the country as a regional ICT hub by developing quality ICT infrastructure, developing integrated and secure information infrastructure and developing critical mass of high-end ICT human capital were identified as;

Digi

tal In

clusio

n

Econ

omies

of S

cale

Redu

ced D

uplic

ation

ICT Planning (GEA) → ICT Acquisition → ICT Operations

Inte

rope

rabi

lity

Secu

rity

Citizen Convenience

2.1.1 Human Capital and Workforce Development

While the Government and the private sector have been investing heavily in the ICT infrastructure as outlined above, there has comparatively been little investment in the human resources required to design, develop and operate this infrastructure and the associated e-applications. With the increasing sophistication of ICT and its applications, high-end skill sets are increasingly required and availability presents a challenge to growth and to achieving the vision 2030. The local universities and tertiary colleges continue to develop ICT human capital and workforce that is neither guided by a human resource development policy nor well industry needs, especially at the high end. The NMP suggests mechanism for developing and sustaining high-end talent by removing the skills gap between industry requirements and the capabilities of the local workforce. This includes reducing the need for foreign expertise in ICT projects, retaining current high-end talent, and creating a


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mechanism for effective skills transfer and training. This focus should be replicated at the County levels where the scaling up of ICT infrastructure will move parallel to a capacity building etched on a sound resource development policy and informed by current industry needs.

2.1.2 Integrated ICT Infrastructure

This is the second foundation of the KNIMP. This is to provide an integrated infrastructure backbone for cost effective delivery of ICT services and products to all Kenyans. The nation is currently plugged into the international broadband superhighway through SEACOM, TEAMS, EASSY and LION. Taking advantage of this, the Kenyan government has inter-connected most major towns to the National Optic Fibre Backbone Infrastructure (NOFBI). This is in tandem with the National Broadband Strategy (NBS). It envisions “connectivity that is always on and that delivers a minimum of 5mbps to individuals, homes and businesses for high end speed access to voice, data, video and applications for development”.

Kirinyaga County does possess a NOFBI terminal at Kerugoya, but the County is still not connected. Without a robust infrastructure, effective public service delivery will remain a mirage.

2.1.3 Integrated Information Infrastructure

This is the third and final foundation identified in the KNIMP. The aim here is to improve e-Government services and enable the country to a transition of a knowledge-based society. The strategy is to ensure maximum access to information held by public authorities by all Kenyans and that this information is availed through consolidated portals in an affordable and secure manner. This then makes it mandatory for all Counties, Kirinyaga included, not only have a web presence, but also to ensure that such a presence is collaborative and unified.

2.2 National Government Enterprise Architecture

To address the inconsistency and misalignment of ICT plans, the ICTA has developed the Kenyan Government Wide Enterprise Architecture (GEA) Framework as a minimum standard for use across all government departments and agencies. The GEA Framework supersedes any prevailing Enterprise Architecture and ICT planning frameworks and methods in use in government.

Figure 2-1 ICT House of Values

2.2 ICT Status in Kirinyaga County

This section presents the actual status of ICT in Kirinyaga County. The status compares itself to the international benchmarks, good practices, and legal obligations in acquisition and deploying ICT in County operations. The status focuses on the four thematic areas as outlined in Section 1.3 above. The status cuts across the three arms of the County Government.

2.3.1 Infrastructure and Connectivity

The analysis shall focus on the aspects that draw from the National Government standards and infrastructure architecture. Table 2.1 below summarises the infrastructure, connectivity and interoperability status in Kirinyaga County.


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Table 2- 1 ICT Status for Infrastructure and Connectivity

No Aspect Status Details /Rationale

1 I n v e s t m e n t Decisions

1) The fiscal strategy paper provides the investment framework

2) The investments are drawn from the CIDP(2013-2018)

3) Investments depend on the ICT allocations dictated by internal revenue and the CRA allocations

ICT investments are capital and require a comprehensive financing mix

2 Networking

4) Most departments, CPSB, CA and the Governor’s office are networked through a local area

5) None of the 4 sub-counties and wards are networked

6) The County requires a WAN but this is lacking

ICT systems require basic connectivity that includes the WAN and LAN. This optimises ICT

3 M o b i l e telephony

1) Connectivity is evident connectivity across the County. All the ISP and telecommunications companies are present across the County

2) Mobile uptake is high across the County

Mobile telephony provides a foundation for optimising ICT

4 Connectivity

1) NOFBI has reached the County 2) County relies on the private Cable in the County 3) Internet connectivity in the offices is unreliable 4) Internet is reliable across the County

1) Most ICT systems require working online

2) NOFBI is regarded the most reliable internet provider

3) NOFBI is an initiative of the national Government

5 ICT equipment

1) The County has acquired some desktops, laptops, and printers.

2) The County Government has a shortage of desktops, laptops, printers and servers

3) There is limited service level agreements 4) Resource sharing such as printers, servers is limited 5) ICT equipment operate on single licenses6) Security of the ICT equipment is only physical-

access, staff carry home equipment

Basic infrastructure is essential in deploying public service delivery systems

6 B u s i n e s s Continuity Plan

1) County data backed up on servers based at the County executive

2) No network attached storage, data centre and co-location facility

3) Kirinyaga County lacks a data centre

It is a legal requirement that the County Government deliberately develops a business continuity plans

2.3.2 Public Service Delivery Systems

Kirinyaga County Government provides services to the citizens through the three arms. The County Government Act (2012) and the Constitution of Kenya (2010) establish three interdependent arms of the County Government.

The arms implement their mandates through established departments, committees and secretariat (for County Executive, County Assembly and public service board respectively). The County executive departments are classified into service and support departments. The service departments provide specific services while the support departments provide processes that facilitate service delivery.

The operations of the Kirinyaga County Government rely on the relationship between the national Government and the various arms of the County government as shown below:

1) Departmental arms (one department with the other)

2) One arm with the other (Legislature-Executive, Executive-Public Service Board, Legislature-Public Service Board)

3) County Government with the residents of Kirinyaga County

4) County Government with the National Government


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5) County Government with other County Governments

The first and second level coordination refer to the internal processes that facilitate the service delivery in the third level coordination. At the first level, there exist service and support departments. The departments are established at the County headquarters, sub-county and ward level. However, the wards are designed to be one stop shop centres with all services being centrally delivered. As devolution takes root, most services are still offered at the County headquarters level. The services are yet to be fully devolved to the sub-county and ward levels.

1) Kirinyaga County has a domain name which is externally managed and official mails are hosted on the same

2) The County has a website which is externally hosted- www.kirinyaga.go.ke

3) The County has implemented LAIFOMS (for revenue collection) and IFMIS (for procurement, budgeting and back office accounting.)G-pay for making payments and GHRIS for payroll

4) IPPD is used in Human Resource Management.

2.3.3 Human Capital and Workforce Development

Human capital and workforce development is a critical success factor in deploying ICT. Table 2-2 below presents a summary of Current Human Resource and Workforce Development

Table 2- 2 Current Human Resource and Workforce Development Status

No Aspect Status Details /Rationale

1 General Skills among County Staff

1) Almost 40 % have basic skills in ICT 2) Those with the skills (40%) have acquired

them on their own3) There are many training facilities in the

County

1) ICT requires well trained and skilled human resources

2) County Government can enforce provisions to recruit human resources with specific thresholds

2 Specialised Skills 1) The Finance function is using two IFMIS

modules to process payment 2) IPPD is used in payroll management

ICT requires specialised skills in implementing specific modular and centralised systems

3 Training Opportunities

1) Trainings are limited to specific required technical skills such as IFMIS and IPPD

2) The staff develop skills as personal initiative 3) The County HR departments lacks both

technical and financial capacity to train County staff

Training and development is a requirement in human resource management and development

4 County Residents skills and capacities

1) Mobile phone high in the County 2) Some County residents have acquired

personal equipment

County residents are the main beneficiaries of the ICT investments

2.3.4 Policy Environment and Legal Framework

The policy and legal environment provides the solid base for implementing ICT policies. The County Government as a corporate entity requires legal framework to rely on to make decisions regarding acquisition and deployment of ICT in service delivery. However, the County does not have any law on ICT.


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2.3.5 Shared Services

There are no shared services plans in place.

2.3.6 Change Management

1) Technical- the techno infrastructure is not flexible enough to accommodate: not scalable and not interoperable

2) Structure – the current organizational structure of ICT is flexible enough to support change 3) People- no programmes currently in place to train in change manage

2.3.7 Citizen Involvement and Participation

Citizen participation in County Government processes such as budgeting is limited and mostly conducted through public non-ICT based channels like public barazas. In addition, a citizen participation portal is not in place

2.4 ICT Maturity Level

The development of the ICT roadmap used an international process called ICT maturity modelling to benchmark the county’s maturity level. The process utilised the famed CMMI, approach to analyse identified aspects (in this case, thematic area) 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.

The consultancy developed a customized model addressing directly the realities germane to the Counties in Kenya. This customized model identified five progressive levels of maturity, the norm in the industry. However, whereas CMMI graduates the levels from one to five, our model adopted a zero to four progressions. The five levels are maintained but results from our model would have a different meaning from those obtained on the CMMI model. That is, a score of four on the CMMI must be interpreted as a score of three on our model. The diagram below shows a comparative snapshot. A comprehensive description of the levels by way of specific indicators is in the table below.

Table 2- 3 ICT Maturity Levels

CMMI LEVELS CONSULTANT LEVELSLEVEL 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)

The process identified and analysed four broad thematic areas listed in the context of the five levels identified.


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The results for each category (thematic area) with respect to Kirinyaga are in the table below:

Table 2- 4 County ICT maturity Level

Category Computed maturity level

Interpretation

Infrastructure and Connectivity 0.7

This sector is characterized by an absence of NOFBI connection, weak internet connectivity leveraged on 2G technology from private providers defining an ad hoc maturity for Kirinyaga.

Public Service Delivery 1.5This score defines a sector balancing between ad hoc and emerging maturity. There exists some basic level of public service delivery systems leveraged on a weak infrastructure.

Human Resource and Capacity Building 1.1

The score defines a sector at ad hoc maturity proper. In spite of the existence of highly trained ICT staff, the nagging problem of understaffing the dearth of tailor made training programs weighs heavily on this sector.

Policy Environment and Legal Framework 1.3

The presence of draft ICT policies leapfrogs this category from 0 to1. Opportunities for growth still exist through the publication of the drafts and enactment of ICT legislation.

Overall County maturity 1.15 Overall the County’s maturity index reflects ad hoc maturity

The radar representation below grants a bird’s eye view of each category’s maturity.

Figure 2-2: Radar Representation of Kirinyaga County maturity

0.00.51.01.52.02.53.03.54.0

Infrastructure andConnectivity

Public ServiceDelivery

Human Resource andCapacity Building

Policy Environmentand Legal Framework

THEMATIC AREA

2.5 Current ICT Expenditure Analysis

The current level of budgeting in the County was analysed based on Gartner IT key metric data report (2012) which provides a market benchmark for key ICT metrics including spend level as compared to revenue. These ICT key metrics such as average percentages of ICT expenditures or budgets against the organisation revenue when analysed per industry give a high-level benchmark for assessing organisations ICT department. The County ICT Budget for the year 2014/2015 is analysed indicated that Percentage of ICT Budget compared to Overall County Budget was at 0.14608%.


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3. THE COUNTY ICT STRATEGY ROAD MAP

This chapter presents the proposed roadmaps based on the maturity levels and the gap analysis. It also highlights the key strategies for implementation as well as the optimisation plan.

3.1 Strategic Principles

Information and Communication Technologies (ICT) are transforming economies and society, and this transformation is happening at an increasing rate. The Kirinyaga County ICT road map recognizes ICT’s potential as a driver of economic and social development in the county.

Vision

The Vision of the Kirinyaga ICT roadmap is “A World Class Provider of cost-effective physical and ICT infrastructure facilities and services”

Mission

The mission statement of ICT in Kirinyaga County is ‘To be the leading county in terms of ICT usage in the whole country’

Core Values

The following core values shall guide the implementation of the ICT roadmap. 1) People-centeredness - Shall always aspire to delight our customers through service quality,

efficiency and promptness

2) Equity – we shall endeavour to be treating everyone fairly

3) Accountability – we shall aspire at delivering on promises and being open and honest

4) Efficiency – we shall all the time be making improvements through being efficient

5) Professionalism – we shall aspire at wanting to be the best and working together to achieve this and encouraging questions and listening to our customers

6) Integrity - Shall at all-time endeavour to adhere to moral and ethical principles in service to our customers

7) Innovativeness - we shall aim at learning to be different and improving

3.2 Roadmaps

The County considers the following to be the priorities that shall see quick wins in the County. The County shall implement the following four roadmaps

3.2.1 Road Map 1: Infrastructure and Connectivity

Network infrastructure and information access to enhance with the latest technology. This ICT strategy road map based on a radical shift in the technology used to deliver ICT services. The County shall seek to achieve the following objectives by implementing five interventions under infrastructure, connectivity and interoperability


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Overall Objective: Communication network in all parts of the County improved and infrastructure enhanced.

Specific Objectives: The County shall implement the following interventions 1) Construction and equipping of the county Data Centre by June 20182) Extend NOFBI connectivity to the sub-county towns by December 20153) Creation of LANs and WAN by June 2016 (Headquarters) June 2017 (sub county

headquarters),June 2018 (wards)4) Purchase Computing Devices by December 20165) Establish a Unified Communication infrastructure by June 20176) Purchase and install a GIS Server by June 20187) Establish Community ICT Service Centres infrastructure by June 2020

3.2.2 Road Map 2: Public Service Delivery Systems

ICT will act as a hub for knowledge and best practice of the latest solutions available to the public sector in the County of Kirinyaga. The County shall seek to achieve the following objectives that touch on public service delivery systems. The County shall implement eight interventions.

Overall Objective: Develop and implement automated public service delivery systems

Specific Objectives: 1) Operationalize all IFMIS modules by June 20162) Purchase and install a Revenue Collection System integrated to IFMIS by December 20163) Purchase and install a GIS-core integrated to IFMIS by June 20184) Purchase and install an ERP System (core) and basic services modules by June 2018 5) Design and operationalize a County Web Portal by December 20176) Purchase and install an Electronic Document Management System by December 20187) Purchase and install a Customer Relationship management System (CRM) by June 20178) Purchase and install Community ICT Service Centres’ systems by June 20209) Purchase and install Unified Communication systems by June 201710) Establish a county radio station by June 2020

3.2.3 Road Map 3: Human Capital and Workforce Development

The successful implementation of ICT projects is heavily dependent of the availability of human resource with the relevant ICT skills. Skill sets demanded in the Information and Communication Technology (ICT) cluster are particularly dynamic and require continuous learning. The County shall seek to achieve one objective by implementing the following five interventions

Overall Objective: To improve the Human Resource ICT capacities in the County Specific Objectives: The County shall implement the following specific interventions

1) Develop County ICT Training programs for both specialized ICT personnel and end users by June 2020

2) Establish a County ICT Governance structure (PMO and Secretariat) by December 20153) Recruit County ICT staff in line with the proposed organogram by June 2016


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3.2.4 Road Map 4: Policy Environment and Legal Framework

Legislation frequently lags behind technology, but the County Government cannot afford to disregard the issues. The County Government shall ensure the enactment of ICT laws that are in tandem with the national ICT laws. The County shall seek to achieve the following objective:

Overall Objective: To develop and implement a comprehensive ICT legal and policy framework

Specific Objectives: The County shall implement the following interventions 1) Develop a Comprehensive ICT Policy (Security, Document workflow, Procurement, SLAs, e-Waste

management) by June 20182) Develop Disaster Recovery and Business Continuity (DRC) Plans by June 20163) Design and adopt Shared Services Policy by April 20164) Design and adopt Change management policy by April 20165) Adopt Systems Standardisation as prescribed by international bodies (ITIL, ISO Certification) 6) Development of SACCO Supervision guidelines in collaboration with SASRA by June 2016

3.3 Shared services Plan

Sharing entails utilizing resources available to ensure optimal performance and reduce duplication. Specific Objectives 1) Identify ICT based services to be shared by December 20152) Develop a comprehensive policy for sharing ICT based services by June 2016

3.4 Change Management Plan

A fundamental element of ICT road map is change. People are crucial in change management, without people this strategy will not be achieved.Specific Objectives:1) Structure: re –engineer the organizational structure to support ICT change by December 20152) People: training to facilitate a paradigm shift with respect to ICT based change annually 3) Technology: Procure and install scalable, interoperable and integrated ICT systems throughout

the road map period

3.5 Citizen Involvement and Participation

Transforming ICT based citizen involvement and participation is key to their access to services and contribution to County affairs.

Specific Objectives:1) Develop web based collaborative platforms by December 20172) Open official social media accounts to facilitate interaction with the citizens by December

20153) Promote the use local radio stations and television to enhance citizen participation till June

20204) Source ICT technologies to address people with special needs (PWDs) to effectively

participate in county affairs by June 2016


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3.6 Key Strategies Guiding Implementation of the Roadmaps

Kirinyaga requires a mix of strategies to achieve the desired ICT enabled service delivery. Some strategies cut across the four roadmaps while others are roadmap specific. The matrix in Table 3.1 presents some of these strategies.

Table 3- 1 Key Strategies for Implementation

1 Roadmap 1: Infrastructure and Connectivity Key Strategies

Engaging the private telecommunications to enhance connectivity

Connecting the headquarte rs to NOFBI

Connecting the departments and arms to a Wide Area Network

Optimising public private partnerships to finance capital ICT investments

Progressively increasing ICT allocations over the 5 years

Sharing the data centre with other Counties 2 Roadmap 2: Public Service Delivery

Key Strategies

Optimizing the existing systems

Replicating the Huduma centre approach by establishing service centres at the sub-county and ward levels

Collaborating with the national Government

Jointly pursuing meeting common needs with neighbouring Counties and the national Government 3 Roadmap 3: Human Resources and Capacity Building

Key Strategies

Progressively recruiting ICT savvy human resources

Continuously training the existing staff

Embedding skills development on the specific systems being implemented 4 Roadmap 4: Legal Environment and Policy Framework

Key Strategies

Aligning the laws to the national Government regulations

Pursuing joint ventures with the national Government

ICT Optimisation

Kirinyaga County shall realise optimisation in acquisition and deployment of ICT through key strategic approaches.Objective: To develop a shared ICT services plan for the County

The specific objectives are:1. To identify services and or systems to be shared within and outside the County2. Develop a platform with a clear framework to share the services in the county, across

the county and nationally.


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4. CRITICAL SUCCESS FACTORS

This chapter focuses on the structure that the County requires to implement the roadmap successfully. In addition, it highlights the key priorities, critical success factors as well as the implementation matrix.

ICT Governance, Management and Organisation

This section presents the governance, management and organisation in the implementation of the roadmap. 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.

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 the existing ICT organogram.

Delivery of this road map is going to be a major transformational programme, which will require diligent planning, excellence in implementation, cultural change and an increase in capability across all county government. Successful implementation requires a detailed implementation plan with associated change and programme management. This will also require leadership and support at the Governor’s level, Ministerial and senior official levels across the county, as well as the engagement of other key stakeholders, including the Private Sector, in creating a new and modern ICT enabled service delivery programmes in the county.

In the current arrangement, the ICT department is under the County ministry of finance and Planning. This implies that the ICT is not a stand-alone department in the County Government. Currently, the ICT department is grossly understaffed with two members only.

4.2 Shared Services

It will be recalled that in chapter one, shared services was identified as a principal aim of this road map. The philosophy of shared services was seen as addressing resource optimization with the attendant benefit of lowered operational costs. To further refine the implementation of the projects identified, Kirinyaga County needs to be aware of which projects can be realized through a national government initiative and which projects fall under its sole mandate.

In concretizing this philosophy, IFMIS and NOFBI need to be recognized as national government initiatives requiring minimal investments from the county government. Internally, one avenue of realizing shared services is the installation of an ERP solution to eliminate the traditional silo based architecture in county government operations.

4.3 Change Management

In order to have a successful implementation of the Kirinyaga County ICT Roadmap, a change management plan is critical. The change management process shall adopt the McKinsey 7-S Framework. This organisational change framework focuses on the hard Ss strategy – strategy,


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structure and systems and the Soft Ss strategy - Skills, staff and style. Most organisations focus of the Hard Ss and overlook the Soft Ss. This model addresses the critical role of coordination rather than structure in organizational effectives.

Figure 4-1: The McKinsey 7-S Framework

Strategy, Structure, systems Changes;

Kirinyaga County has an approved CIDP that mentions ICT as an important aspect in service delivery. The Development of this roadmap is of great importance to linking the citizens with the County since the focus of the county is poverty eradication. The county is currently using manual processes in most departments. This roadmap is proposing the purchase and implementation of an enterprise resource program that will enable online processes resulting in faster, integrated, and cost effective services.

While Kirinyaga County has an ICT structure in place, there is need to align it to the recommendations of ICT Authority and have a technical planning committee incorporated into the structure. This important structure will monitor the implementation of the ICT plan of action within the roadmaps. The Technical planning team has representation from all the County departments. This structure will work hand in hand with the ICT department and the stakeholders to ensure that departments integrate ICT in services delivery and feedback from the citizens.

Skills, staff and style, shared Values;

The soft Ss are a very critical and important area of a successful change plan. Placing shared values at the middle of the process is an indication that they are central to the development of all other elements. Kirinyaga County ICT department has already developed shared values that in-clude Integrity, Innovativeness, Allegiance, Creativity, and Teamwork. All the other aspects of the organization align themselves to what the county stands for as stipulated in the Mission and vision.

The staff skills are important portion of the county’s success in the implementation of this roadmap.

Shared Values

Strategy Systems

StyleSkills

Structure

Staff


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These include both basics and Technical ICT skills. In addition to the skills, development of greater importance is the attitude towards change from manual processes to ICT enabled ones. There is need for development of change management plan that will tackle the issues of culture and attitude. There is need to identify a change management agent that will lead in the formulation of a change management plan and ensure its implementation.

4.4 Citizen Involvement and Participation

Citizen involvement and participation in all county affairs is a constitutional requirement. The primary mandate of this road map is highlight those projects that will transform this participation from the traditional village barazas onto a digital platform. A digital platform ensures timely and location independent participation. That is the reason behind the proposal to design a collaborative web portal and to infuse the major social media platforms in county communications.

4.5 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.

The M & E structure will continuously strengthened and linked to the specific activities.

There will be a three-tier monitoring and evaluation structure, which includes the following at National Level, County level and 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. They will also carry out county monitoring trips to give support and to ensure that national guidelines and policies are adhered to. At county level, the technical team and the planning committee team will be formed and will from time to time review, modify and recommend corrective mechanisms in ensuring that that the roadmaps are wholesomely implemented. The county structure/committee will oversee the ICT Projects and therefore they will be able to monitor the usage of the ICTies by the citizens. In addition, they will mobilise the community for sensitisation forums.

4.6 Implementation Plan

The ICT road map provides the County’s direction for the use of ICT to 2020. The Implementation Plan outlines the proposed projects. The rolled out of the projects will be progressive to achieve the objectives set out in the strategic plan. The County Government will assess and review the delivery of the work program of the road map annually.


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5. PROJECTS IDENTIFICATION AND PRIORITISATION

Kirinyaga County considers teh following projects to be priority1) Establishing a one-stop shop for County information and Data through Construction 2) Equipping the CIDC (County Information Development Centres) 3) Targeted recruitment of ICT staff to meet the future ICT needs of the county government4) Internet connectivity improvement5) Installation of LAN and WAN within the County.

Table 4.1 below summarises the projects that are a priority

Table 5-1:ProjectsIdentificationandPrioritisation

ROADMAP 1: INFRASTRUCTURE AND CONNECTIVITY BY

NO. MAIN PROJECT

1 Data Centre Construction 2018

2 NOFBI Installation and Connection 2016

3 LAN, WAN and Internet 2018

4 Computing Devices 2017

5 Unified Communication (infrastructure) 2017

6 GIS Server 2018

7 Community ICT Service Centres(infrastructure) 2020

ROADMAP 2: PUBLIC SERVICE DELIVERY SYSTEMS

NO. MAIN PROJECT

1 Integrated Financial Management Information System (IFMIS) 2016

2 Revenue Collection System 2017

3 Geo- Spatial Information System (GIS-core plus service modules) 2019

4 Enterprise Resource Planning System (core plus service modules) 2018

5 County Web Portal 2018

6 Electronic Document Management System 2019

7 Customer Relationship management System (CRM) 2017

8 Community ICT Service Centres(systems) 2020

9 Unified Communication (systems) 2020

10 County radio station 2020

ROADMAP 3: HUMAN CAPITAL AND WORKFORCE DEVELOPMENT

NO. MAIN PROJECT

1 County ICT Training – ICT and Users 2020

2 County ICT Governance – PMO and Secretariat 2016

3 County Staffing – Structures & capacitation 2016

ROADMAP 4 POLICY ENVIRONMENT AND LEGAL FRAMEWORK

NO. MAIN PROJECT

1 Comprehensive ICT Policy (Security, Document workflow, Procurement, SLAs, e-Waste management) 2018

2 Disaster Recover and Business Continuity (DRC) Plans 2016

3 Shared Services Policy 2016

4 Change management policy 20165 Systems Standardisation (ITIL, ISO Certification, Information Systems Security 2015


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6 SACCO Supervision guidelines 2016

ROADMAP 5: CHANGE MANAGEMENT

NO. MAIN PROJECT

1 Citizen education and sensitisation meetings and workshops 2020

2 Change management Partners/Agents 2015

5.1 Financial Projections

This section gives the financial projections of ICT projects that have been ear marked for implementation in Kirinyaga County for the next five years. The tables below summarise the investments for the roadmap for Kirinyaga County.

5.1.1 Summary of costs by thematic area

The tables below summarise the budget projections for the four roadmaps.

Table 5-2: Summary of Investments

THEMATIC AREA TOTAL 2015/2016 2016/2017 2017/2018 2018/2019 2019/2020

KSH KSH KSH KSH KSH KSH

Infrastructure and Connectivity 1,000,000,000 150,000,000 400,000,000 350,000,000 50,000,000 50,000,000

Public Service Delivery Systems

1,090,000,000 110,000,000 335,000,000 255,000,000 240,000,000 150,000,000

Human Capital and Workforce Development

80,000,000 55,000,000 5,000,000 5,000,000 5,000,000 5,000,000

Policy Environment and Legal Framework

44,000,000 24,000,000 10,000,000 10,000,000 0 0

TOTAL 2,204,000,000 337,000,000 750,000,000 620,000,000 295,000,000 155,000,000

5.2 Road map 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 as it is envisioned for funding of the flagship projects in this Master Plan, Kirinyaga County will be able to mobilise funds from the National and County Governments, development partners and other public or private institutions through Private Public Partnerships (PPPs) and collaborations to align with the National Master-plan.


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1) Private Sector through Public Private Partnerships: The County has a great opportunity to collaborate with the private sector players. This shall provide incentives such as waiver of way leaves charges for the private sector to accelerate investments especially in connectivity.

2) Development Partners: The County Governments will focus on engaging development partners to get direct financial support especially for critical sectors such as Health Care systems, Resource Mapping and e-Government solutions among others.

3) County Budget Allocation and Resources Sharing within Departments: The County will work to consolidate all Departments ICT Budgets and their implementation plans were possible to ensure sharing of ICT resources. The County will also ensure an allocation of at least 5% of the total County budget to ICT.

National Government ICT Flagship Projects: The County will also work closely with the National Government in rolling out the ICT Flagship projects in the County.


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Ministry of Information, Communication and Technology

Telposta Towers, 10th Floor, Kenyatta Ave. Koinange Street

P.O Box 30025-00100,Nairobi Kenya

Tel: (+254) 4920000 / 1

Email: [email protected]

Website: www.information.go.ke

ICT Authority

Telposta Towers, 12th Floor, Kenyatta Ave

P.O. Box 27150 - 00100 Nairobi, Kenya

t: + 254-020-2211960/62

Email: [email protected] or [email protected]

Website: www.icta.go.ke

Become a fan: www.facebook.com/ICTAuthorityKE Follow us on twitter: @ICTAuthorityKE

Ministry of Information, Communication and Technology

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