Administration and Public Service Strategic Plan 2015-2019 ...One of the most celebrated...
Transcript of Administration and Public Service Strategic Plan 2015-2019 ...One of the most celebrated...
Administration and Public Service Strategic Plan 2015-2019
REPUBLIC OF KENYA
COUNTY GOVERNMENT OF KIAMBU
DEPARTMENT OF ADMINISTRATION AND PUBLIC SERICE
STATEGIC PLAN 2015- 2019
Administration and Public Service Strategic Plan 2015-2019
FOREWARD BY THE EXECUTIVE MEMBER. ..................................................................................................... 5
OVERVIEW BY COUNTY SECRETARY: ............................................................................................................... 6
LIST OF ABBREVIATIONS ................................................................................................................................. 7
CHAPTER ONE ................................................................................................................................................. 8
1.0 INTRODUCTION ......................................................................................................................................... 8
1.1 BACKGROUND ....................................................................................................................................... 8
1.1 STATE OF SERVICE DELIVERY ..................................................................................................................... 9
1.1.1 General Administration. .......................................................................................................... 9
1.1.2 Human Resource Management and Development in County Governance. ........................... 9
1.1.3 Information Technology Management. ................................... Error! Bookmark not defined.
1.2 PERCEPTION BY THE CITIZENS ON SERVICE DELIVERY .......................................................................... 9
CHAPTER TWO .............................................................................................................................................. 10
2.0 MANDATE, MISSION, VISION, FUNCTIONS AND CORE VALUES. .................................................... 10
2.1 MANDATE: .......................................................................................................................................... 10
2.2 OUR VISION ........................................................................................................................................ 10
2.3 OUR MISSION ..................................................................................................................................... 10
2.4 FUNCTIONS ......................................................................................................................................... 10
2.5 CORE VALUES ...................................................................................................................................... 11
2.5.1 Transparency ........................................................................................................................ 11
2.5.2 Accountability ....................................................................................................................... 11
2.5.3 Team work ............................................................................................................................ 11
2.5.4 Professionalism .................................................................................................................... 11
2.5.5 Integrity and Ethics ............................................................................................................... 11
2.5.6 Respect for Gender and National Diversity ......................................................................... 11
2.5.7 Customer Satisfaction .......................................................................................................... 11
2.5.8 Concern on Environmental Issues ........................................................................................ 11
2.6 KENYA’S DEVELOPMENT CHALLENGES ............................................................................................... 12
2.6.1 Global Challenges ......................................................................................................................... 12
2.6.3 Regional Challenges ................................................................................................................... 12
2.6.4 National challenges and issues .................................................................................................... 12
2.6.4.3 Conflicts..................................................................................................................................... 13
CHAPTER THREE ............................................................................................................................................ 15
3.0 KENYA’S DEVELOPMENT AGENDA ...................................................................................................... 15
3.1 SITUATIONAL ANALYSIS .......................................................................................................................... 17
Administration and Public Service Strategic Plan 2015-2019
3.1.0 INTRODUCTION ......................................................................................................................... 17
3.1.1 OVERVIEW OF ACHIEVEMENTS DURING THE FIRST YEAR OF DEVOLUTION: .............................. 17
3.1.2 SWOT ANALYSIS ............................................................................................................................... 17
3.1.2.0 STRENGTHS ........................................................................................................................... 18
3.1.2.1 Public Participation Frame Work ........................................................................................ 18
3.1.2.2 Technical Staff in Sub-Counties ............................................................................................ 18
3.1.2.3 Enactment of various County Government Acts .................................................................. 18
3.1.2.4 Operationalization of Sub-counties offices .......................................................................... 18
3.1.2.5 Funding from National Government .................................................................................... 18
3.1.2.6 Skilled Personnel .................................................................................................................. 18
3.1.2.7 Team Work ........................................................................................................................... 18
3.1.2.7 Favourable Climatic Conditions ..................................................................................... 18
3.2.0 CONSTRAINTS /WEAKNESSES ................................................................................................... 18
3.3.0 THREATS .................................................................................................................................... 19
3.40 OPPORTUNITIES ............................................................................................................................ 20
3.50 STAKEHOLDER ANALYSIS ............................................................................................................... 20
3.5.1 Citizens .................................................................................................................................. 21
3.5.2 County Government .............................................................................................................. 21
3.5.3 County Public Service Board ................................................................................................. 21
3.5.4 National Government ........................................................................................................... 21
3.5.5 Development Partners .......................................................................................................... 21
3.5.6 County Employees ................................................................................................................ 21
3.5.7 County Departments ............................................................................................................. 21
3.5.8 Training Institution ................................................................................................................ 21
3.5.9 Enforcement Agencies .......................................................................................................... 21
3.5.10 Legal institutions ................................................................................................................... 21
3.5.11 County Assembly Members .................................................................................................. 21
3.6.0 RISKS MANAGEMENT ANALYSIS ............................................................................................... 22
3.6.1 Strategic Risks ....................................................................................................................... 22
3.6.2 Organization Risks. ................................................................................................................ 22
3.6.3 Operational Risks ...................................................................................................................... 22
3.6.4 Financial Risks ....................................................................................................................... 22
3.6.5 Technological Risks ............................................................................................................... 22
3.7.0 MITIGATION FACTORS .............................................................................................................. 23
Administration and Public Service Strategic Plan 2015-2019
3.7.1 Strategic Factors .................................................................................................................... 23
3.7.2 Organizational Factors .......................................................................................................... 23
3.7.3 Operational Factors............................................................................................................... 23
3.7.4 Technological Factors ............................................................................................................ 23
3.7.5 Financial Factors.................................................................................................................... 23
CHAPTER FOUR ............................................................................................................................................. 24
4.0 ROLE OF THE COUNTY ADMINISTRATION AND PUBLIC SERVICE DEPARTMENT ................................ 24
4.1 Alcoholic Drinks regulation - The functions of the Directorate: ......................................................... 24
4.2 BETTING CONTROL AND LICENCING FUNCTIONS ............................................................................... 24
4.3 HUMAN RESOURCE MANAGEMENT FUNCTIONS ............................................................................... 25
4.3.1 The roles of HRM ......................................................................................................................... 25
4.4 DISASTER MANAGEMENT ROLES ........................................................................................................ 26
4.5 KEY RESULT AREAS ........................................................................................................................ 26
4.5.0 KEY RESULT AREAS IDENTIFIED ........................................................................................................ 27
4.5.1 HUMAN RESOURCE MANAGEMENT AND DEVELOPMENT .......................................................... 27
4.5.2 LABOUR RELATIONS AND COMPENSATION MANAGEMENT ....................................................... 27
4.5.3 ALCOHOLIC DRINKS CONTROL AND REGULATION ....................................................................... 27
4.5.4 SERVICE DELIVERY IMPROVEMENT .............................................................................................. 27
4.5.5 GOVERNANCE FOR PUBLIC SERVICE AND ADMINISTRATION ...................................................... 27
4.5.6 GAMING AND BETTING CONTROL ............................................................................................... 27
CHAPTER FIVE ............................................................................................................................................... 28
5.0 STRATEGIC OBJECTIVES, STRATEGIES AND ACTION PLAN ................................................................ 28
CHAPTER SIX .................................................................................................................................................. 43
6.0 MONITORING, EVALUATION AND REPORTING ................................................................................. 43
6.1 DATA COLLECTION, ANALYSIS AND REPORTING ........................................................................... 43
6.2 REPORTING FRAMEWORK ............................................................................................................ 43
6.3 REVIEW AND CONCLUSION ........................................................................................................... 44
IMPLEMENTATION MATRIX ..................................................................................................................... 45
APPENDIX 1 ORGANIZATION STRUCTURE ......................................................................................... 54
Administration and Public Service Strategic Plan 2015-2019
FOREWARD BY THE EXECUTIVE MEMBER.
It is my pleasure to present the Department of Administration and Public Service Strategic Plan for the
period 2014-2018 commencing with 2014 as the year of action, during which our focus will be on where
we are, where we need to be and what needs to be done in order to meet the aspirations of the citizenry
of Kiambu.
The department of Administration and Public Service is tasked with driving County Government
Programmes in order of priority over the next five years through result oriented approach with a focus to
entrench devolution and implementation of the same in accordance with the provisions of constitution of
Kenya 2010.
We seek to be drivenby public needs to improve services delivery. Focus will be on development of key
areas affecting the people, putting systems in place, at service delivery points, and strengthening
governance structure through institutional development.
The public service will respond differently to the existing challenges, embracing professional standards
that will ensure systems functions and deliver desired results. The quality and competence of our public
servants have to be improved through training for us to achieve our goals and objectives.
This will ensure a public service cadre that understands and cares about the needs of the citizens. Key to
the response will be a focus on the following identified critical areas.
Improving quality of service delivery across all sectors.
Development of a public service cadre.
Use of e government to respond to the front line service delivery.
Formulation of policies and regulations for Human Resource Management.
Monitoring and evaluation of policy to ensure compliance and;
Service delivery impact assessment programmes.
We will partner with the National Government on concurrent functions and all stakeholders across the
board through engagement as we endeavor to entrench devolution and improve service delivery. In the
face of constraints of financial resources, we will strive to achieve more with less and ensure value for
money for every resource committed to the delivery of our programmes.
Wilson Mwita Maroa County Executive Committee Member Administration and Public Service
Administration and Public Service Strategic Plan 2015-2019
OVERVIEW BY COUNTY SECRETARY:
The department of Administration and Public Service plays a major policy role in providing strategic
leadership and direction in the administration of the county. This enhancing that service delivery
mechanism, systems are responsive to the needs of the citizens .The department will ensure that human
resource is fully developed and utilized in order to meet the needs and aspirations of the county.
We endeavor to be an exemplary professional, ethical, accountable and innovative department
embodying the principles of public service and governance, which are committed to service
excellence.We have developed a strategic plan to fast track integrated services delivery and identified six
key result areas whose priorities will be translated into tangible deliverables.
In this regard, we have identified strategic priorities which will provide the direction within the
department in order to accomplish county government agenda. These are:
Providing good stewardship of public trust
To enhance customer satisfaction
Well- functioning service delivery systems through ICT connectivity of service delivery centers.
To efficiently and effectively coordinate county government activities for the satisfaction of
county citizens.
Efficient human resource management practices by providing by providing common norms and
standards in county public service.
Adequate levels of transparency and administrative actions by ensuring citizen engagement and public
participation. This can only be achieved when the following are in place:
Institutional development and support within departments which ensure that groups of public
servants work synergistically as collective delivery teams within an empowered environment.
Structures to enhance public participation.
Conducive environment which propel economic growth and development opportunities.
We are confident that the county staff both in management and in supportive roles are equal to these
daunting tasks at hand and will tirelessly with humility, passion and integrity endeavor to deliver the
County Government mandate of delivering quality services to the our people.
I extend my heartfelt gratitude to County Public Service Board, National Government and all our
stakeholders for their support towards development of the County.I wish to take this opportunity to
commend all those who gave their invaluable input and more specifically members of staff of the
department who worked tirelessly to produce this Strategic Plan
DOMINIC GICHERU CHIEF OFFICER- ADMINISTRATION AND PUBLIC SERVICE DEPARTMENT
Administration and Public Service Strategic Plan 2015-2019
LIST OF ABBREVIATIONS
CEC County Executive Committee Member
A &PS Administration and Public Service
CDF Constituency Development Fund
ICT Information Communication Technology
EACC Ethics and Anti-Corruption Commission
TA Transition Authority
ToR Terms of Reference
IEC Information Education Communication
COC Code of Conduct
COE Code of Ethics
Administration and Public Service Strategic Plan 2015-2019
CHAPTER ONE
1.0 INTRODUCTION
1.1 BACKGROUND
One of the most celebrated achievements of the Constitution of Kenya 2010 is ushering in of devolved
Governments. The promulgation of Kenya’s new Constitution on August, 2010 marked a big change in the
system of Government two a two tier devolved structure. The two tier Governance structure comprises
of National and County Government.
The county government responsibilities and functions are specifically spelt out under the Fourth schedule
of The Constitution.
Since the promulgation of the constitution, several laws on devolution have been enacted including; the
Urban Areas and Cities Act, The County Governments Act, 2012, the Transition to devolved Governments
Act, 2012, The Inter-Government Relations Act,2012 and Public Finance Management Act,2012 and
several others. These laws support implementation and operationalization of devolution.
Kiambu County is one of the 47 counties in the Republic of Kenya. It is located in Central region of the
country and covers a total area of 2,543.5 km2. It has a total population of 1,623,282, based on year 2009
Kenya Population and housing census.
Kiambu County borders Nairobi and Kajiado Counties to the south, Machakos to the East, Murang’a to
the North and North East, Nyandarua to the North West and Nakuru to the west. The County consists of
twelve sub counties namely; Thika, Ruiru, Juja, Kiambu, Kiambaa, Githunguri, Limuru, Lari, Kikuyu,
Kabete, Gatundu North and Gatundu South. There are sixty electoral wards spread across the twelve sub
counties.
In its endeavor to perform the functions, Kiambu County Government has an Administration and Public
service department which is in charge of County public service management. The department comprises
of two sub sections namely; Administration and Public Service. The mandate of the department is purely
to coordinate all County Government activities, implementation and enforcement of County government
policies. The role of the department cuts across other sectors and aims at enhancing the organization and
coordination of county business in regards to planning and human resource management in the Public
Service. The sector also manages intergovernmental relations with other Counties, National Government
and other departments. The department is key in the provision of leadership and policy direction as well
as coordination and implementation of County Government policy for the attainment of County goals,
objectives and Kenya Vision 2030.
Administration and Public Service Strategic Plan 2015-2019
1.1 STATE OF SERVICE DELIVERY
The services rendered by the department can be classified into three major categories namely; General
administration, Human resource management and Information Technology management.
1.1.1 General Administration.
The purpose of the section is policy formulation, strategic leadership and overall management of the
department.
It is also charged with the responsibility of improving governance and implementation of devolution for
enhanced service delivery through high public participation and stakeholders’ engagement.
1.1.2 Human Resource Management and Development in County Governance.
The purpose of the section is to develop and implement integrated Human Resource Management
strategies, monitor employment practices, conduct human resource planning and diversity management,
and improve the health and wellbeing of county public service employees.
It is also charged with responsibilities of developing and implementing compensation policies and
guidelines, ensure coordinated bargaining and effective programme management for the establishment
of the integrated public service.
1.2 PERCEPTION BY THE CITIZENS ON SERVICE DELIVERY
Given the teething problems of devolution, the department faces challenges in the face of service
delivery.
Enormous expectations from the members of the public on county government performance, has not
been perfectly met. This has been occasioned by poor citizen participation on various county activities on
development agenda. However the county has put in place a communication system to enhance flow of
information and citizen engagement.
Administration and Public Service Strategic Plan 2015-2019
CHAPTER TWO
2.0 MANDATE, MISSION, VISION, FUNCTIONS AND CORE VALUES.
2.1 MANDATE:
The mandate of the department is derived from the constitution of Kenya 2010 in particular, chapter
2,6,11 and 13 read concurrently and aligned with the following legal and policy documents:
The County Governments Act 2012.
The Public Finance Management Act 2012.
CDF Act 2013.
Transition to devolved Government Act 2012.
Urban cities Act 2011.
Contingencies and County emergency Act 2011.
Transition County Appropriation Act 2013.
Transition County allocation of Revenue Act 2013.
County Governments Public Finance Transition Act 2013.
Public Service Commission Act Cap 185.
Kenya Vision 2030
Kiambu County Alcoholic Drinks Control Act 2013
Public Procurement & Disposal Act 2005.
Trade Licensing Act cap 497
Arising from the above legal and policy documents, the mandate of the department is to provide
strategic leadership and direction in the administration of the county.
2.2 OUR VISION
A responsive, well managed and accountable public service in both leadership and governance.
2.3 OUR MISSION
To provide policy guidance, regulatory frame work and develop institutional and human resource
capacity for effective delivery of services to the public.
2.4 FUNCTIONS
The key functions of the departments are:
General administration
Public relations
Human Resource Management
Enforcement of laws
Performance management
Betting Lotteries and Gaming
Public Participation
Alcoholic Drinks Regulation and Control
Administration and Public Service Strategic Plan 2015-2019
2.5 CORE VALUES
In order to achieve our vision and mission, all staff will uphold and be guided by the following values in
the performance and discharge of their duties,
2.5.1 Transparency
Staff shall uphold the public service values and ethics such as acting without consideration of personal
gains, ensuring legitimate precautions are taken to protect public interest and maintain public trust,
avoiding abuse of power or authority of office and position held and taking prompt action in cases of
unethical or unprofessional behavior.
2.5.2 Accountability
All staff shall be held answerable to customers in service delivery as stipulated in the department’s
service delivery charter.
2.5.3 Team work
All will be expected to work collaboratively with colleagues to achieve departmental goals by genuinely
valuing others ideas and expertise and be willing to learn from others.
All stuff shall build teamwork by placing team agenda before personal agenda and share credit for team
accomplishments and accept joint responsibility for team shortcomings.
2.5.4 Professionalism
All will demonstrate competence and skills in command and use of relevant job related knowledge and
skills and the overall mastery of subjects matter of their job they will at all times be conscientious and
efficient in meeting commitments, observing deadlines and achieving expected results.
2.5.5 Integrity and Ethics
All staff shall uphold soundness of moral character, adherence to ethical principles. They shall embrace
honesty, loyalty, fairness, courtesy, cooperation, compassion, generosity, kindness, trustworthiness,
honor and moral fiber. All will be expected to satisfy the requirements of chapter six of the constitution.
2.5.6 Respect for Gender and National Diversity
The staff of the County will be expected to treat people with dignity and respect and avoid discrimination
on gender lines, recognize the strengths in national diversity by showing respect for and understanding of
diverse points of view in decision making and duty performance . They will also be expected to
appreciate cross cultural uniqueness, recognize differences in social cultural backgrounds and take
measures to harness them.
2.5.7 Customer Satisfaction
To enhance customer satisfaction, all will focus on customer needs and match them to appropriate
solutions and confirm to the provisions of the customer service delivery
2.5.8 Concern on Environmental Issues
To manage our environment staff and stakeholders will address environmental issues and concerns at all
levels of their day to day undertakings and planning
Administration and Public Service Strategic Plan 2015-2019
2.6 KENYA’S DEVELOPMENT CHALLENGES
2.6.1 Global Challenges
Kenya’s effort to attain a middle class income status by the year 2030 is faced with a mirage of
global economic challenges. Some of these challenges have slowed down the pace of economic
growth that is required to achieve Vision 2030 goals. The challenges have an ultimate effect on
the performance of the counties as part of the larger whole called Kenya. These challenges
include: -
i. Global economic recession, ii. Terrorism,
iii. Unfavourable international trade, iv. Overdependence on primary commodities, v. Low foreign direct investment,
vi. Rising oil prices and inflationary pressure, vii. Dumping of substandard and counterfeit goods,
viii. International crimes i.e. terrorism, drug trafficking and human trafficking. ix. Climate change. x. Alcohol, drugs and substance abuse
xi. High levels of unemployment
2.6.3 Regional Challenges
Kenya is a member of various regional organizations and blocks such as EAC, COMESA, AU and
IGAD. The following are some of the regional development challenges: -
i. Trade barriers and imbalances; ii. Political instability and insecurity;
iii. Refugee problem; iv. Economic and social disparities; v. Slow integration of East Africa Community due to suspicion, disagreement over sharing
of benefits accruing from the integration process, among others; vi. Overlapping membership to various regional economic blocs with competing interests,
vii. Poaching, cattle rustling and proliferation of small arms, viii. Environmental challenges such as; pollution, desertification, land degradation and
deforestation.
2.6.4 National challenges and issues
2.6.4.0 Security challenges
Insecurity has become a global challenge not only to Kenya but also to other countries.
Insecurity is manifested in the following areas: -
i. Terrorism,
ii. High crime rate,
iii. Cyber-crime,
iv. Kidnappings,
Administration and Public Service Strategic Plan 2015-2019
v. Food insecurity,
vi. Money laundering;
vii. Smuggling and counterfeiting of goods
viii. Proliferation of small arms and light weapons,
ix. Organized criminal gangs and militia,
x. Teething challenges of implementing devolution
2.6.4.1 Governance
The lack of accountable and transparent leadership and weak institutions leads to ineffective
delivery of services and misuse of resources. It may lead to resources being diverted away from
the target areas to non-priority areas. Bad governance result to the following: -
i. Corruption, ii. Impunity, iii. Patronage, iv. Poor implementation of the rule of law, v. Marginalization of some communities, vi. Poor delivery of services, vii. Poor disaster management, preparedness and response.
2.6.4.2 Poverty and inequality
According to the World Bank report of 2013, it is estimated that about 42% of Kenyans live
below the poverty line. There is wide spread gap between the rich and the poor, inequality
between genders and skewed distribution of resources between regions. These factors coupled
with other challenges are inhibiting the pace of development in the county. Devolution was
however mooted to address some of these challenges of skewed distribution of the national
cake.
2.6.4.3 Conflicts
Conflict is a state of disharmony or incompatibility between persons, ideas or interests. Conflict
may lead to: -
i. Displacement of persons (IDPS) ii. Food insecurity,
iii. High levels of poverty, iv. Deaths and destruction of property, infrastructure and environment, v. Economic decline,
vi. Capital flight, vii. Brain drain
2.6.4.4 Social challenges
The following are social challenges that inhibit provision of social protection and achievement of
desired quality of services to the citizens: -
i. Marginalization of the youth, women and other social groups, ii. Rapid population growth,
iii. HIV Aids menace and drugs, alcohol and substance abuse,
Administration and Public Service Strategic Plan 2015-2019
iv. Road carnage, v. Lack of access to education and health,
vi. High infant mortality and morbidity rates, vii. Lack of access to clean and safe environment including water and sanitation.
2.6.4.5 Economic challenges
The goal of the economic pillar is to create a stable macroeconomic environment necessary for
economic growth and wealth creation, job creation and investment. The challenges are: -
i. Unemployment, ii. High interest rates,
iii. Increasing public debt, iv. High cost of food prices and energy and, v. Budgetary deficits.
The above enumerated challenges will ultimately affect the performance of the County and by
extension the department of Administration and Public Service bearing in mind that the county
is a subset of the nation and challenges experienced at the national level have both direct and
indirect impacts to the counties. The debilitating effects of the have impacted negatively in the
achievement of millennium goals and the national development goals.
Administration and Public Service Strategic Plan 2015-2019
CHAPTER THREE
3.0 KENYA’S DEVELOPMENT AGENDA
This strategic plan is aligned to the national agenda as set out in Kenya’s Vision 2030, Medium
Term Plan II 2013-2017, Millennium Development Goals (MDGs) and the Jubilee Manifesto.
Kenya’s vision 2030 aspires to transform Kenya into a newly industrialized middle income by
providing high quality life to all citizens by the year 2030. The vision is based on three pillars:
Economic, Social and Political.
The economic pillar aims to improve the prosperity of all Kenyans through an economic
development, covering all the regions of Kenya, and aiming to achieve an average GDP growth
rate of 10% p.a.
The social pillar seeks to provide a just and cohesive society with social equality in a clean and
secure environment.
The political pillar aims to realize a democratic political system founded on issue based politics
that respects the rule of law, and protects the rights and freedoms of every individual in the
society.
In the MTP II, the following are the priority areas to be addressed: full implementation of the
Constitution and devolution, provision of security to all Kenyans, creation of an enabling
environment to investors, promotion of equality and equity, increasing access to basic
amenities, expansion of trade and investment and improvement of political and economic
governance.
The Jubilee manifesto is anchored on the three pillars of economic, unity and transparency
which seeks to improve the livelihoods of Kenyans in the next five years.
The following priority areas in MTP II of the Vision 2030, MDGs and Jubilee Manifesto are critical
for the attainment of the national goals in the intervening period 2013-2017;
The government is committed to a rapid and efficient implementation of the two levels of
Government under which the county governments will assume full responsibilities assigned to
them by the Constitution. Priority at the National level will be given to provision of adequate
finances to match the functions allocated to the counties and capacity for policy making in order
to bring full benefits to the people of Kenya.
3.0.1 Service delivery transformation
The government is committed to building and implementing service delivery systems that will
ensure efficiency, quality service, speed, convenience, dignity in service delivery and global
competitiveness for sustainable development. This will be guided by the principles of the
Administration and Public Service Strategic Plan 2015-2019
Constitution, Kenya Vision 2030 and the Jubilee manifesto which bind all public officers to
observe integrity, principles of human rights and good governance.
3.0.2 International trade and investment
The Government will endeavour to create an enabling environment for attaining consistent
double digit economic growth, trade and investment by maintaining macro-economic stability
and diversification of the economy.
3.0.3 Regional integration
Kenya is committed to the implementation of EAC common market Protocol in order to expand
the market for goods and services as well as investment and employment opportunities.
Regional integration with other member states within the region will also help in dealing with
regional security, political and socio-economic challenges. The benefits of regional integration
will be realized in the counties as sources of various resources including human capital.
3.0.4 Security
National security is critical for the attainment of the national development goals. Security will be
addressed in order to provide individual’s safety to Kenyans and the investors. In line with the
Constitution, security regulations and behavior must conform to local and international human
rights standards. Security is a key imperative in the achievements of both national and county
objectives and as such its importance cannot be ignored in the county’s development agenda.
3.0.5 Empowerment of youth, women and the marginalized groups
The government will provide equal opportunities for employment and income generation to the
youth, women and the marginalized groups through affordable credit facilities (Nationally-
Uwezo fund, Youth & Women Enterprise Fund, County wise- Biashara fund, Youth fund etc),
capacity building, supporting sports, creative arts and cultural heritage.
3.0.6 Human Resource Development
In order to achieve the national development goals, the county requirebuilding a productive
human capital through education and ICT supported training for efficient government services
and business. To this end, significant milestones in ICT have been realized in revenue collection
and major steps should be taken in ensuring training and development of county staff for the
government to fully realize their potential. It is important to note that this is one of the key
responsibilities of the department of Administration and Public Service.
3.0.7 Infrastructure
Infrastructure such as roads, ICT, electricity, among others, is one of the key enablers and drivers
of the development agenda. This will be achieved through provision of efficient, accessible and
reliable infrastructure in order to accelerate economic growth, development and poverty
reduction. This will lower the cost of doing business, improve security, improve livelihoods and
increase the country’s competitiveness.
Administration and Public Service Strategic Plan 2015-2019
3.1 SITUATIONAL ANALYSIS
3.1.0 INTRODUCTION
The County Administrative and Public Service Sector derives its mandates from County
Government Act 2012 among other Acts of Parliament. Within its mandate of providing strategic
leadership and direction in the administration of the county the sector offers the highlighted
functions:-
a) General Administration of the County
b) Public Relations
c) Human Resource Management
d) Enforcement
e) Performance Management
f) Devolution
g) Community Participation
h) Betting Lotteries and Gaming
i) Alcoholic Drinks Regulation
3.1.1 OVERVIEW OF ACHIEVEMENTSDURING THE FIRST YEAR OF DEVOLUTION:
1) Establishment of County head office and sub-county offices.
2) Operationalization of Liquor Committee at Sub-county level.
3) Deployment of Technical staff to the Sub-counties.
4) Community participation in various policies made by County Government
through various stakeholder meetings/forums.
5) Establishment of human resource department headed by County Head of Human
Resource. The sector also facilitated Human Resource Audit exercise conducted
by TA and VAS consultants.
6) Establishment of legal section with staff deployed accordingly.
7) Preparation of draft bills on Enforcement and Public participation
3.1.2SWOT ANALYSIS
The achievements of this plan shall depend largely on how the County Administrative and Public
Services shall relate to both the political and the external stakeholders. To achieve its mandate
which is geared towards giving satisfactory services, the sector operates in a rather challenging
environment. The analysis of the environment is thereafter used to determine the sectors
strengths, weaknesses, opportunities and threats.
Administration and Public Service Strategic Plan 2015-2019
3.1.2.0 STRENGTHS
3.1.2.1 Public Participation Frame Work
Members of public are being involved in various programmes and activities through various
communication mechanisms such as Public meetings, Community Education Programmes and
citizen forums.
3.1.2.2 Staff in Sub-Counties
The deployment of staff to Sub-counties hasfacilitated work performance in Sub-counties. As a
result public confidence in county public service has greatly improved thus good relationship.
3.1.2.3 Enactment of various County Government Acts
The sector has facilitated enactment of various Laws that has greatly improved service delivery
such as the Kiambu Alcoholic Drink Control Act 2013 which has greatly regulated consumption of
Alcohol and helped to weed out the illicit drinks.
Also enacted is the Kiambu Finance Act 2013which has helped to regulate business and maximize
economic resources utilization.
3.1.2.4 Operationalization of Sub-Counties offices
In the spirit of Devolution the established Sub-county offices have trickled down the most
needed services closer to the citizens.
3.1.2.5 Funding from National Government
The sector has been instrumental in promoting good governance; transparency and
accountability in the public service thus ensuring County funds from the National Government
are efficiently utilized in provision of services required.
3.1.2.6 Skilled Personnel
The sector has been able to tap personnel with different skills on Governance.
3.1.2.7 Team Work
There is willingness to work thus reduction of conflict within the various level of Governance.
3.1.2.8 Favourable Climatic Conditions
The favourable climatic conditions in the County support food production and other agricultural
produces.
3.1.2.9 Favourable Labour Relations
The department has been Able to negotiate compromises with staff with a view to addressing
emerging Hr issues that may lead to industrial unrest thereby minimizing opportunities of work
interruptions
3.2.0 CONSTRAINTS /WEAKNESSES
3.2.1 Unwillingness to change by some of devolved departments.
It has been observed that some departments are reluctant to embrace devolution as a new
phenomenon thus slowing pace of service delivery.
Administration and Public Service Strategic Plan 2015-2019
3.2.2 Lack of functional devolved units in our Sub-counties.
The County Government Act requires County Government to put up structures that support
devolution, that is, establish ward offices.
3.2.3 Lack of harmonized Terms and Condition of services.
This causes anxiety and low staff morale among the county public service.
3.2.4 Weak labour relations
Mechanisms that manage relations between the Staff and the Management are weak.
3.2.5 Lack of performance management system
The system for managing performanceas required by the Constitution for the purpose of
appraising service delivery has not been put in place.
3.2.6 Lack of proper mechanism to control utilization of resources.
3.2.7 Lack of defined communication channels
Within the existing County Structures of governance.
3.2.8 Lack of integrated training policy to enhance skills development among the
County Staff.
3.2.9 Lack of adequate office space especially in the sub-counties.
With new offices and new staff there is a lot of demand for office space which has not
been met due to challenges of resources
3.2.10 Lack of staff rationalization
Rationalization can determine the staffing levels and hence address the issue of ghost
workers or blotted workforce.
3.2.11 Misplacementof priorities
At times what is seen as a priority may not necessarily be a priority.
3.3.0 THREATS
3.3.1 Inadequate support from National Government especially from former Provincial
Administration now restructured into the Ministry of Interior and National Co-ordination.
3.3.2 Political threats:
Members of Parliament and Senators have, of late, been trying to enact laws that
threaten Devolution.
3.3.3 Failure by the County management to adhere to some of the provisions of the Transition
to Devolved Government Act, 2012 as provided by the constitution.
3.3.4 Negative Public perception on operations of the defunct Local Authorities.
3.3.5 Low Staff Morale – This is due to fear ofunknown and anxiety especially staff from the
devolved functions.
Administration and Public Service Strategic Plan 2015-2019
3.3.6 Enormous expectations from members of public. After promulgation of the constitution,
members of public had high expectations on County Governments which superseded the
resources available.
3.3.7 Lack of adequate resources which matches the demand.
3.3.8 Competing interest especially in project identification –
Lack of involvement of the Sub-county officials in C.D.F. board as required by the C.D.F.
Act thus leading to duplication of projects implemented.
3.3.9 Disparity in salary structures between the staff from devolved functions and those from
defunct Local Authorities.
3.3.10 High population growth rate especially in urban areas leads to high production of solid
waste which in turn constrains the resources earmarked for managing environment.
3.40 OPPORTUNITIES 3.4.1 Nearness to the City County of Nairobi that enhances business development and
investment opportunities.
3.4.2 Adequate infrastructure that support movement which spurs economic growth such as
Thika Superhighway.
3.4.3 Potential to exploit I.C.T for the purpose of improving service delivery.
3.4.4 Support from the donor community in infrastructure development and staff training.
3.4.5 Enhanced community participation in identification of projects and formulation of
policies.
3.4.6 Operationalization of the Public Procurement and Disposal Act 2005 that enhances
transparency and accountability in procurement process.
3.4.7 Political good will from His Excellency the Governor and the Executive members.
3.4.8 The Constitution ofKenya 2010 and County Government Act 2012 gives wide mandate
and potential areas for resources exploitation and maximization.
3.50 STAKEHOLDER ANALYSIS The following are the key sector stakeholders who provide support, feedback and co-
operation.
1. Citizens
2. County Government
3. County Government departments
4. County Public Service Board
5. National Government
Administration and Public Service Strategic Plan 2015-2019
6. Development partners
7. County employees
8. Training institutions
9. Enforcement Agencies – Police, EACC
10. Legal institutions
11. County Assembly members
3.5.1 Citizens
These are business people and ordinary citizens whom the County Government shall provide
services. They provide support, co-operation and feedback on service delivery.
3.5.2 County Government
It comprises the executive and County Assembly members. It provides leadership and
formulation of County Government Acts and Policies. It also allocates resources for service
delivery and appropriate working environment.
3.5.3 County Public Service Board
It provides advisory role in human resource management and development. It is mandated to
recruit staff, establish and abolish offices.
3.5.4 National Government
It provides the legal frame work under which the County Government shall work. It alsoprovides
national policies and offers Advisory services that assist in the management of County
Government.
3.5.5 Development Partners
They provide financial and technical support.
3.5.6 County Employees
They serve citizen through public advocacy and implement plan/ programmes which will meet
public expectation.
3.5.7 County Departments
They are implementers of County policies.
3.5.8 Training Institution
They enhance Staff skills and competences by providing training services.
3.5.9 Enforcement Agencies
They enforce the laws
3.5.10 Legal institutions
They provide legal advice and interpretation on legislation especially in devolution.
3.5.11 County Assembly Members
They enact County laws and approve County policies.
Administration and Public Service Strategic Plan 2015-2019
3.6.0 RISKS MANAGEMENT ANALYSIS Implementation of this strategic plan is prone to various risks among them, operational, financial,
strategic and technological.
3.6.1 Strategic Risks
3.6.1.1 Some of the proposed programmed activities may be opposed by some
stakeholders.
3.6.1.2 Deployment of technical staff might delay some activities or service delivered due
to induction period required.
3.6.1.3 Insecurity and political instability may interfere with the plan/programmes
implementation such as terrorist activities and tribal clashes.
3.6.1.4 Changes in political leadership may lead to changes in various implementers, thus
adversely affecting service delivery.
3.6.2 Organization Risks.
3.6.2.1 Lack of staff commitment to embrace devolution structures.
3.6.2.1 Re-organization of the County Government organization structures may lead to
disruption of policies implementation.
3.6.3 Operational Risks
3.6.3.1 Challenges in implementation of enacted Acts, for example, public demonstration on the
recently enacted County Finance Act.
3.6.3.2 Resistance of staff from some of devolved functions, such as Health, to join County
Government.
3.6.3.3 Slow enactment of the required Acts by both National and County Assemblies.
3.6.3.4 Politicization of County programmes/ activities implementation.
3.6.3.5 Conflict of roles between National and County officials. Some national officials clinging
on the devolved functions supposed to be performed by theCounty Government officials.
3.6.4 Financial Risks
3.6.4.1 Inability to meet the set targets due to inadequate revenues.
3.6.4.2 Misappropriation of funds.
3.6.4.3 Withdraw of support from key development partners.
3.6.4.4 Diversion or reduction of funds meant for certain activities or programmes due to
National disaster emergencies.
3.6.5 Technological Risks
3.6.5.1 Failure to equip sections/departments with relevant tools.
3.6.5.2 Emergence of virus that destroy information systems.
Administration and Public Service Strategic Plan 2015-2019
3.6.5.3 Inability to manage information security.
3.6.5.4 Rapid Technological changes leading to wastage of resources due to obsolete equipment.
3.7.0 MITIGATION FACTORS
3.7.1 Strategic Factors
3.7.1.1 Involvement of key sector stakeholders who are representatives of public at large.
3.7.1.2 Effective succession policy should be put in place for continuity.
3.7.1.3 An effective disaster management policy to address various disasters arising from
political and economic crisis.
3.7.2 Organizational Factors
An effective communication mechanism should be put in place to disseminate information to all
County departments.
3.7.3 Operational Factors
Continuous Civic Education on devolution laws should be conducted in all devolved units to
create awareness and enlightenment.
3.7.4 Technological Factors
Measures should be put in place to keep pace with the ever changing modern Technological
advancement.
3.7.5 Financial Factors
Measures should be put in place to ensure that available resources are prudently managed.
Administration and Public Service Strategic Plan 2015-2019
CHAPTER FOUR
4.0 ROLE OF THE COUNTY ADMINISTRATION AND PUBLIC SERVICE
DEPARTMENT
4.1 Alcoholic Drinks regulation - The functions of the Directorate: (a) support and facilitate Sub county Committees in carrying out their functions (b) carry out public education on alcoholic drinks control in the county directly and in collaboration
with other public or private bodies and institutions (c) facilitate citizen participation in matters related to alcoholic drinks control in accordance to
framework for citizen participation established under the County Governments Act ,the Urban Areas and Cities Act or any other relevant written law;
(d) Facilitate and promote in collaboration with other county and national government institutions the establishment of treatment and rehabilitation facilities and programmes;
(e) carry out research directly or in collaboration with other institutions and serve as the repository of data and statistics related to alcoholic drinks control
(f) develop in collaboration with other county and national government departments strategies and plans for implementing this Act and control of alcohol abuse and any other relevant national legislation and coordinate and support their implementation
(g) advise the executive member generally on the exercise of his powers and performance of his functions under the Act, and in particular on county policy and laws to be adopted in regard to the production, manufacture, sale and consumption of alcoholic drinks;
(h) in collaboration with other relevant county departments, prepare and submit an alcoholic drinks status report bi - annually in the prescribed manner to the Executive Member which shall be transmitted to the county executive committee, county assembly and the Authority and recommend to the Executive Member and participate in the formulation of laws and regulations related to alcoholic drinks;
(i) monitoring and evaluating the implementation of the Act including the operations of the Sub county Committees and advising the Executive Member on the necessary measures to be adopted;
(j) Carry out such other roles necessary for the implementation of the objects and purpose of the Act and perform such other functions as may, from time to time, be assigned by the executive member.
(3) The Directorate is headed by a director appointed by the County Public Service Board. (4) The Executive Member and the County Public Service Board shall ensure that the Directorate has adequate human, financial and any other appropriate resource to enable it carry out the functions assigned under the Alcoholic Drinks Control Act.
4.2 BETTING CONTROL AND LICENCING FUNCTIONS
a) Licensing and controlling of Betting and Gaming premises and the activities carried therein.
b) Authorization and control of Prize competition and lotteries
c) Curbing illegal Betting, Lotteries and Gaming
d) To provide enabling environment for Betting, Lotteries and Gaming
Administration and Public Service Strategic Plan 2015-2019
e) To advocate for Betting, Lotteries and Gaming as a legitimate consumer pursuit
f) To create awareness and public confidence in Betting, Lotteries and Gaming.
Some of the licenses that are issued by the BCLB are:
Permit Authorizing Promotion of off- the Course Bookmaking at Race Meeting Pool Betting Scheme License Prize Competition Permit Public Gaming License Public Lottery Permit
4.3 HUMAN RESOURCE MANAGEMENT FUNCTIONS
Human Resource Management (HRM) refers to that part of an organization’s activities designed to attract, train, develop and maintain an effective workforce. Some activities and roles undertaken include:
drawing up job descriptions, organizing the process of recruiting and selecting new staff, organize training (e.g. induction training for new staff), arrange and conduct performance appraisal, planning future staffing requirements,
handling grievances, Implementing HRM policy, e.g. equal opportunities (line managers are expected to be aware of
all legal requirements affecting HRM).
It has been discerned that where the County government lay emphasis on building a strong human resource both in terms of skills and capacity, the gains of devolution shall be easily realized and entrenched hence setting a strong foundation for devolution in the country.
4.3.1 The roles of HRM
The Human Resource Management section of the department fulfills the following roles.
The executive role
here, the HRM department is seen as the ‘expert’ in matters relating to Human Resource
Management and makes decisions about what should be done in this area. For example, the HRM
department will ensure that organizational policies are developed in line with legal requirements, will
decide to produce information booklets on training, etc.
The audit role
In this capacity, the HRM department monitors organizational activities to ensure that HRM policies
are being properly implemented by all concerned.
The facilitator role
this role requires the HRM department to facilitate the work of other managers in the organization
and help them to acquire and use the skills, techniques and attitudes that they need to make sure
that HRM policies are implemented throughout the organization. For example, team leaders could be
given training to help them respond to, and deal with, complex relationships between team members
that may involve HRM issues such as grievances, equal opportunities, human resource planning, etc.
Administration and Public Service Strategic Plan 2015-2019
The consultancy role
in this role, the HRM department provides advice and guidance to managers at all levels on matters
to do with the management of people.
The service role
this requires the HRM department to be the provider of useful information on HRM matters. This is
most important in times of change when the organization needs to make sure that it is up to date
with what is happening, for example with changes in legislation on issues like equal opportunities, or
with developments in HRM practice or 360-degree feedback.
4.4 DISASTER MANAGEMENTROLES The following roles are fulfilled
Transportation-
Provide civilian transportation/ military support and management of transport systems
Communications
Provide telecommunication support and facilitate restoration of communication infrastructure
Public Works and Engineering
Facilitate the delivery of services, technical assistance, engineering expertise and construction management
Firefighting
Suppress rural and urban fires and provide logistical support
Emergency management
Collect, analyze and disseminate critical information to facilitate the overall county response and recovery operations
Emergency assistance housing and human services
Manage and coordinate food shelter and first aid for victims
Logistics management and resource support
Provide logistics planning management and sustainment capability
Public health and medical services
Provide assistance with public health and basic medical care needs
Search and rescue
Distress monitoring, communications, location of distressed personnel, coordination and execution of rescue operations
Public safety and security
Provide public safety and security in collaboration with state and non-state agencies
4.5 KEY RESULT AREAS To have an efficient and effective delivery of services and to strengthen the functioning of the county
government, the Administration and Public Service Department has identified the following as the Key
result areas.
Administration and Public Service Strategic Plan 2015-2019
4.5.0 KEY RESULT AREAS IDENTIFIED
1. Service Delivery Improvement
2. Human Resource Management and Development
3. Alcoholic Drinks Control and Regulation
4. Labour Relations and Compensation management
5. Disaster Management
6. Governance for Public Service and Administration
7. Betting Control and Gaming
4.5.1 HUMAN RESOURCE MANAGEMENT AND DEVELOPMENT
The county government shall endeavor to develop policies and programs geared towards improvement
of employee welfare with a focus to attracting, motivating and retaining an experienced workforce. This
will be accomplished through development of an effective recruitment policy, offering attractive
remuneration to the staff, training and capacity building to enhance the skills of the employees. The
county will also offer incentives, rewards and promote staff welfare and improve the work environment.
4.5.2 LABOUR RELATIONS AND COMPENSATION MANAGEMENT
Establish mechanisms to address issues touching on employee’s welfare particularly their representation
under a recognized body that advances workers’ rights. Elaborate compensation management system
should be put in place to ensure harmonized remuneration.
4.5.3 ALCOHOLIC DRINKS CONTROL AND REGULATION
Ensure effective measures are put in place to control excessive use of alcohol and related products and
establish rehabilitation and treatment Centre’s in every sub county. In addition ensure well- functioning
regulatory committees in the sub county with a view to ensuring only licensed outlets sell authorized
alcoholic drinks. The department shall also ensure inter agency collaboration in dealing with counterfeits
and adulterated drinks unfit for human consumption.
4.5.4 SERVICE DELIVERY IMPROVEMENT
Improve the quality of services being delivered and develop and implement service delivery interventions
including macro organization of the public service, access strategy, enhanced citizen participation/
engagement, innovative learning and knowledge based models and practices. Leverage ICT as a strategic
resource in service access and delivery.
4.5.5 GOVERNANCE FOR PUBLIC SERVICE AND ADMINISTRATION
Improve governance and public administration for improved service delivery in support of the vision of
efficiency and increased public participation in governance, develop guidelines on anti -corruption and
carry out participatory monitoring and evaluation.
4.5.6 GAMING AND BETTING CONTROL
Ensure only licensed outlets for gaming and betting operate in the county and the functions are properly
regulated
Administration and Public Service Strategic Plan 2015-2019
CHAPTER FIVE
5.0 STRATEGIC OBJECTIVES, STRATEGIES AND ACTION PLAN
The implementation Action Plan is developed around the Key Result Areas
STRATEGIC OBJECTIVE 1: HUMAN RESOURCE MANAGEMENT AND DEVELOPMENT
OUTPUT MEASURE INDICATOR KEY ACTIVITIES
Highly motivated
and skilled
workforce
Return on
Investment (
quality of training)
Improved skills, attitudes
Number of officers sent
for training
No. of officers promoted
Training needs
assessment
Harmonization of pay
structures
Identification of
positions for
promotions
Enhanced budget
allocation for
training/promotions
Productive work
force
Feedback from customers
Annual Revenue Reports
Baseline surveys
Revenue
enhancement exercise
Staff Rationalization Optimized staffing
levels
Lack of pending work
Surpassing of targets
Staff rationalization
report
Vetting of officers for
proper placement
Provision of working
tools/ equipment
Organizational
structures developed
Improved safe &
healthy work
environment
Satisfied workforce Employee / customer
satisfaction surveys
Conduct the baseline
surveys on employee/
customer satisfaction
Efficient HRM
Policies, Practices,
Norms and
Standards
Performance
Development &
Assessment
Audit Reports
Reduced HR complaints/
cases
Developing policies
Develop performance
management system
Strengthen the
performance
management system
for HOD’s and
cascading it to lower
levels
Performance
management
system formulated
Performance
Contracts
Approved procedure
manual for monitoring
performance
Performance Contracts
Develop performance
management criteria
Staff Training
Derive targets for
Administration and Public Service Strategic Plan 2015-2019
Reports
achievement
Implement PC’s
Develop performance
assessment
STRATEGIC OBJECTIVE 2: LABOUR RELATIONS AND COMPENSATION MANAGEMENT
OUTPUT MEASURE INDICATOR KEY ACTIVITIES
Efficient employee
relations /
compensation
policies and
practices
Employee
Satisfaction survey
Reduced number of
complaints received
Improved number of
employees being
compensated
Reduced time in handling
compensation requests
Prompt handling of
complaints / cases
Development of
policies for managing
grievances disputes,
misconduct and poor
performance
Establishment of
compensation
guidelines
Development of
policies and guidelines
for the management
of remuneration
(leave, overtime,
severance package,
allowances & job
evaluation
STRATEGIC OBJECTIVE 3: ALCOHOLIC DRINKS CONTROL AND REGULATION
OUTPUT MEASURE INDICATOR KEY ACTIVITIES
Alcohol Regulation
and control
Framework
Develop rules and
regulations to
control manufacture
and consumption of
alcohol
Developed Legislation
and regulations
Reviewed ALCOHOLIC
Drinks Control Act
Development of
policy
Dissemination of
policy
Stakeholder
engagement with a
view to sensitizing on
the legislation
Rehabilitation
Centers equipment
Acquired equipment
and medicine for
rehabilitation
centres
No centers equipped
Equipment
Medicine
Budget for equipment
Initiate procurement
process
Purchase and supply
the equipment to the
Administration and Public Service Strategic Plan 2015-2019
identified centres
Initiate treatment
and rehabilitation
Number of
rehabilitation
centres/ healthcare
workers and
counselors
Number of rehab
centres offering
services
Number of admission
to the centres
Budget for rehab
program
Identify/Profile
individuals addicted to
alcohol
Identify rehab care
givers and recruit
Roll out the rehab
program
Develop alcohol
prevention program
Survey current
prevention programs
and document the
gaps
Survey results Budget for prevention
programs
Carry out sensitization
in all sub counties
Enforce with a view to
limiting unregulated
consumption of
alcohol
Monitor and evaluate
the prevention
program
Conduct
enforcement and
testing of alcoholic
drinks
Number of raids and
drinks tested for
quality
Testing centres for
alcoholic drinks
Number of raids
conducted and charges
preferred on culprits
Budget for
community
outreach, raids and
testing centers
Carry out
Community
outreach program
Equip and employ
personnel for
testing centers
Administration and Public Service Strategic Plan 2015-2019
STRATEGIC OBJECTIVE 4: SERVICE DELIVERY IMPROVEMENT
OUTPUT MEASURE INDICATOR KEY ACTIVITIES
Service Delivery
Quality and Access
Customer service
delivery charters
Public Satisfaction
surveys
Develop service
delivery improvement
plans
Conduct user
satisfaction surveys of
county services
Strengthen
participatory
mechanisms
Institutionalize service
delivery charters
(Establishment of
customer care desks)
Conduct surveys on
customer satisfaction
Effective systems &
structures and
processes
Standardized
systems and
procedures
Improve frontline
services
Staff training for
competence
Improve quality of
information and
monitor progress
Effective
communication
systems and public
engagement
Number of press
releases/
newsletters
Improved public
relations
Staff recruitment/
training for
competence
Regular updates on
issues affecting the
county
Service Delivery
Charters displayed
in service delivery
sites
Number of service
delivery units
displaying service
delivery charters
Service Delivery
feedback ( Customers
feedback forms)
Staff training on
customer care
Develop guidelines on
compilation of service
charters
Administration and Public Service Strategic Plan 2015-2019
STRATEGIC OBJECTIVE 5: GOVERNANCE FOR PUBLIC SERVICE AND ADMINISTRATION
OUTPUT MEASURE INDICATOR KEY ACTIVITIES
Appropriate
governance
structures and
decision making
Improved
governance
Developed policies and
guidelines
Constitute teams to come
up with structures
Develop service standards
Staff training
Monitor the
implementation of
policies & guidelines
Citizen engagement
and public
participation
Stakeholder forums Stakeholder involvement
meetings held
Identify key stakeholders
for engagement
Convene quarterly
meetings on stakeholder
involvement
Budget for stakeholder
involvement
Effective Corruption
prevention
Baseline surveys on
corruption levels
Reduced cases of
corruption either
reported or discerned
Constitute Corruption
Prevention Committees
at County, sub county
and County Assembly
levels
Awareness creation
Corruption Risk
Assessment
Corruption Prevention
Plans
Develop codes of
conduct and Ethics
Audit
Awareness on the codes
of conduct and ethics
Enforcement of the
codes
Quarterly and annual
reports on corruption to
EACC
Administration and Public Service Strategic Plan 2015-2019
STRATEGIC OBJECTIVE 6: GAMING AND BETTING CONTROL
OUTPUT MEASURE INDICATOR KEY ACTIVITIES
Draft Bill on Betting
& Gaming
Efficiency and
effectiveness in
inspectorate
Policy document in place Budget for policy
Develop betting and
gaming control draft
policy
Developed policy Signed prize competition
draws returns
Develop betting and
gaming policy
Number pf prize
competition draws
conducted
Daily supervision of
casino activities
Preside over prize
competition draws
Number of spot checks
conducted
Pool table licensing
Administration and Public Service Strategic Plan 2015-2019
Strategic Objective 1: To develop Human Resource Policies, regulatory framework and systems and
guide their implementation to the effective and efficient management of the public service
Strategies Outputs Activities Performance
Indicators
Means of
verification
Assumptions
and Risks
Responsibility Time
Frame
Formulate HR
policies and
procedures (
performance
management
scheme,
reward &
recognition
scheme,
sanctions/
disciplinary
procedures,
codes of
conduct, pay
and
allowances
HR Policies,
regulations
and
procedures
developed
Draft policies,
regulations and
procedures
Review existing
policies,
regulations and
procedures
Conduct
stakeholders
meetings
Submit draft
policies to
executive
committee for
approval
Number and
relevant
policies,
regulations and
procedures
drafted
No. of policies,
regulations and
procedures
reviewed
Number of
stakeholders
meetings
conducted
Final drafts of
policies,
regulations and
procedures
submitted to
CECs for
approval
Draft policy
documents,
regulations and
procedures
Policy
documents,
regulations and
procedures
Minutes of
stakeholder
meetings/
interviews with
stakeholders
Acknowledgem
ent of
submissions to
CEC
Resistance to
proposed
policies,
regulations
and
procedures
Availability of
funds
Resistance to
proposed
documents
Stakeholder
participation
Availability of
funds
Approval will
be made
CEC- A&PS 2014-
2015
Manage and
monitor the
public service
payroll
Improved
public service
management
system and
practices
Up to date
software
Train users
-Provide
hardware &
internet
Hardware asset
register
Number of
staff trained
Level &
accessibility of
internet
Inception
reports
Training
reports
Attendance
sheets
Systems
breakdown
Appropriate
infrastructur
e
Availability of
power supply
CEC –A& PS
ICT Manager
Payroll
Manager
2014-
1015
Contin
uous
Administration and Public Service Strategic Plan 2015-2019
support
-Carry out data
cleansing for
existing data
Clean nominal
roll
Track staff
attendance
Up to date
personnel data
Up to date
nominal rolls
Payment
sheets
Reports
Reports
Reports
nominal rolls
Staff
attendance
sheets
Cooperation
from
stakeholders
Staff
commitment
Support and
monitor the
implementati
on of
performance
management
systems in
the county
government
Performance
management
system
launched
Guidelines on
performance
management
system
developed
and
disseminated
Performance
Organize
workshop to
launch
performance
management
system
Develop and
disseminate
guidelines on
performance
management
system
Develop and
Number of
stakeholders in
attendance of
the workshop
Guidelines
developed and
disseminated
within the first
year
Number of
guidelines
disseminated o
departments
Number of
Launch report
interviews with
workshop
attendants
Guideline
documents
Dissemination
reports
Acknowledgem
ent of receipt
by
departments
Stakeholder
participation
Availability of
funds
1st
Quarte
r 2015-
16
Administration and Public Service Strategic Plan 2015-2019
appraisal
forms
developed
and
distributed to
departments
distribute
performance
appraisal forms
departments to
which
performance
appraisal forms
have been
distributed
Monitor &
support
departments
in the
implementati
on of
performance
management
systems
Train
stakeholders in
the use of
performance
management
instruments
Support
supervision
Number of
stakeholders
trained
Support
supervision
reports
Training
reports
Attendance
lists
Support
supervision
reports
Stakeholder
participation
Availability of
funds
Availability of
funds
Strategic objective 2: Initiate and review legal framework and restructure labour relations to facilitate
implementation of the labour functions
Strategies Outputs Activities Performance
Indicators
Means of
verification
Assumptions
and Risks
Responsibility Time
Frame
Initiate
development
of relevant
legal/policy
framework on
labour, OSH,
work injury,
compensation
policy,
employment
policy
Legal review
committee
formed and
gap analysis
done
Establish legal
review
committee
Develop TOR’s
Identify gaps
in the legal
framework
Functional
review
committee
Number of
TOR’s
developed
Number of
gaps
identified
Signed
Minutes of
executive
committee
Copy of ToR’s
Assessment
report
Availability
of
stakeholders
Available
skills to
develop
TOR’S
Availability
of necessary
documents
CEC A& PS 2014- 2016
Administration and Public Service Strategic Plan 2015-2019
Work injury
compensation
policy in
place.
Protection of
workers
strengthened
Draft legal
policy
document
Validate legal
and policy
documents
Approved
policy
framework
Review and implement work injury compensation policy
Engage legal
personnel to
draft policies
and
regulations
Organize
stakeholder
workshops to
validate
policies and
regulations
Facilitate &
lobby CEC to
approve the
policy
framework
Functional
work injury
compensation
policy
consultant
document
Number of
workshops/
seminars
organized
Executive
committee
resolutions
Work injury
compensation
policy
Consultant
report
Workshop
reports
Submitted
executive
committee
memo
and funds
Availability
of funding
Availability
of key
stakeholders
and legal
experts
Executive
memo
discussed
and a draft
policy
adopted
Availability
of funding
Compliance
with labour
laws
Conduct
regular labour
inspections
Number of
inspections
conducted
Inspection
reports
Availability
of funds
Enhanced
occupational
safety and
health at
work place
Acquire
occupational
safety
equipment’s
Sensitize
employees
and other
Number of
equipment’s
purchased
Number of
stakeholders
Asset register
Sensitization
report
Availability
of funds
Availability
Administration and Public Service Strategic Plan 2015-2019
stakeholders
on safety and
health issues
sensitized
Number of
campaigns
conducted
of funds
Strategies Outputs Activities Performance
Indicators
Means of
verification
Assumptions
and Risks
Responsibility Time
Frame
Protect
consumers
from
misleading
inducements
on alcohol
Inspection
and licensing
of outlets on
adverts on
alcohol
- Inspect
alcoholic
drinks outlets
-License those
complying
with
conditions
Number of
outlets
inspected
and licensed
Records of
outlets
inspected
and licenses
issued
Adequate
funds to
carry out
inspections
DIRECTOR JUNE- JULY
&
OCTOBER –
DECEMBER
every year
Develop
alcohol abuse
prevention
program/
community
involvement
Safe and
responsible
drinking
Establish
alcohol
control units
Carry
sensitization
programs on
responsible
drinking
Number of
preventive
programs
carried out
Number of
registered
community
groups
Records on
preventive
programs
Number of
sensitization
forums
involving
community
groups
Funds to do
preventive
programs
CEC- APS
DIRECTOR
Continuous
Enforcement
surveillance
and alcohol
testing
Enforcement
initiatives
carried out
conduct raids,
arrests and
arraignment
in court
Number of
arrests and
those
charged in
courts
Number of
organized
raids
Charge
sheets
Cooperation
by the
Judiciary
Funds to
carry raids
DIRECTOR Continuous
Establish rehab
centers
Rehab centres
identified and
equipped
Identify
centres of
rehabilitation
survey on
those
affectedalcoh
olism
Number of
inmates in
rehab
centers
Funds to do
rehabilitation
DIRECTOR Continuous
Strategic Objective 3: To protect consumers of alcoholic drinks from misleading or deceptive inducements and inform them of the risks of excessive consumption of alcoholic drinks
Administration and Public Service Strategic Plan 2015-2019
Strategic Objective 4: To promote compliance with government policies, regulations, systems and
standards for enhancing quality assurance and productivity improvement in service delivery by all
departments in the county
Strategies Outputs Activities Performance
Indicators
Means of
verification
Assumptions
and Risks
Responsibility Time
Frame
Strengthening
demand for
service delivery
&
accountability
Client
charters and
service
delivery
standards
Develop
guidelines on
development
and
documentati
on of service
delivery
standards
and client
charters in
the county
Guidelines on
development
and
documentation
of service
delivery
standards and
client charters
disseminated
Stakeholders
meetings
Questionnair
es
Interview
schedules
Funds
Logistics
Stakeholder
participation
Ownership
resistance
CEC A& PS
CEC’s
Chief Officers
Sub County
Administrator
s
2014-2015
Conduct
stakeholder
workshops to
disseminate
introduction
of service
charters
Number of
workshops
conducted
Feedback
from
recipients
through
interviews
( Customer
Satisfaction
Surveys)
Availability of
funds
PR
2014-15
Effective
communication
and public
engagement
Develop a
Communica
tion strategy
Produce and
disseminate
Information,
Education
and
Communicati
on (IEC)
materials
Communication
strategy in place
Number of IEC
materials
produced and
disseminated
Copies of IEC
materials
Availability of
funds
Communicatio
n & PR
Continuous
Effective
Monitoring and
Evaluation
Developed
M&E tools
Develop
guidelines on
use of M& E
tools
Guidelines on
M&E
M& E
Reports
Lack of
trained
personnel for
effective
M&E
M&E Officers Continuous
Administration and Public Service Strategic Plan 2015-2019
Logistics
Public Sector
transformation
Mainstream
results
based
managemen
t
Assess the
capacity of
departments
/ sub
counties
Capacity
assessment
reports and
action plans
Capability
review reports
M& E
Reports
Availability of
trained M& E
personnel
Funds to
assess
County
Secretary
2014 -
2015
STRATEGIC OBJECTIVE 5: To promote good governance in public service thorough ethical conduct,
compliance to legislation, fight against corruption and participatory monitoring
Strategies Outputs Activities Performance
Indicators
Means of
verification
Assumptions
and Risks
Responsibility Time
Frame
Develop /
disseminate
guidelines
on good
governance
Developed policy
guideline on
good governance
Draft policies
regulations
and
procedures
Conduct
stakeholders
meetings
Submit draft
policies to
executive
committee for
approval
Policies
regulations and
procedures
drafted
Number of
stakeholders
meetings held
Approved draft
policies
regulations and
procedures
Policy
documents,
regulations
and
procedures
Minutes of
stakeholder
meetings/
interviews
with
stakeholders
Acknowledge
ment of
submissions
to CEC
Resistance to
proposed
policies,
regulations
and
procedures
Availability of
funds
CEC A& PS
CO A & PS
2014-15
Develop an anti-
corruption
Draft an Anti -
Corruption
Anti-
Corruption
Adopted Resistance to CEC A &PS 2014
Administration and Public Service Strategic Plan 2015-2019
strategic
measures
Policy Policy
document
policy the policy
Develop code of
conduct / Ethics
for county public
service
Draft COC/
COE
Code of
conduct /Ethics
document
Adopted
COC/ COE
being
enforced
Resistance of
COC
2014
Develop
community
participation/
involvement
framework
Draft
regulations for
stakeholder
involvement
Constitute
stakeholders
forums in
county/ sub
counties
Regulations on
community
participation
Number of
stakeholders
forums
initiated
Adopted
regulations
Number of
stakeholders
meeting
conducted
Availability of
stakeholders
2014
Develop
Legislation/
guidelines
compliance
framework
Procedures,
regulations to
enforce
compliance
Train staff on
compliance
enforcement
Come up with
enforcement
schedules
Implement
the schedules
Number of
training held
Number of
enforcement
schedules
Enforcement
schedules
Interview
with
enforcers
Enforcement
reports
Penalties
imposed
Logistics
Trained Staff
Availability
of funds
County
Enforcement
Officer
2014-15
Continu
ous
Administration and Public Service Strategic Plan 2015-2019
STRATEGIC OBJECTIVE 6: To provide an enabling environment for betting, lotteries and gaming
Strategies Outputs Activities Performanc
e Indicators
Means of
verification
Assumption
s and Risks
Responsibility Time
Frame
Develop rules
and
regulations
for betting
and gaming
Developed
policy
Budget for
policy
making
Draft bill
policy on
betting and
gaming
Policy to
regulate
betting and
gaming
Policy document
being
implemented
Daily signed
Casino returns
Number of spot
checks
conducted
Availability
of funds
Staff to
conduct
spot checks
Uncertain
status of
betting and
gaming
function
Betting &
Gaming
Control
Officer
CO-A &PS
Continuous
Regulate
Number of
prize
competitions
Policy
framework
Budget for
policy
framework
Draft Policy
Policy in
place
Number of prize
competitions
conducted
Unreported
prize
competition
s
Staff to do
spot checks
Funds to do
spot checks
Betting &
Gaming
Control
Officer
Continuous
Administration and Public Service Strategic Plan 2015-2019
CHAPTER SIX
6.0 MONITORING, EVALUATION AND REPORTING
Monitoring and Evaluation (M&E) are important aspects in the implementation of the Strategic
Plan. The purpose for monitoring is to ensure that the Strategic Plan is implemented according to
schedule and if there are any deviations, appropriate and timely actions are taken. The
implementation will thus be closely monitored to ensure compliance. Monitoring will be carried out
on a continuous basis while evaluation will be done periodically. Monitoring will involve regular
data collection and analysis on the progress of implementation of the plan. The results from the
analysis will then be used to inform decision-making, including taking corrective action where
deviations in implementation have been noted.
6.1 DATA COLLECTION, ANALYSIS AND REPORTING
The Administrative section will coordinate collection of M&E data on the implementation of the
strategic plan, analyze and report. It will provide technical support and facilitate M&E capacity
building in liaison with other sections/ departments. Monitoring and Evaluation mechanisms will be
institutionalized by establishing a departmental M&E Committee, consisting of all heads of sections
to meet regularly to review the progress of and implementation status of the plan.
Overall, the department will ensure ownership of the Strategic Plan by the staff. The heads of
sections will monitor activities and programmes administered in their respective jurisdictions. The
sections will submit quarterly and annual M&E reports to the County Secretary, who will in turn
submit the same to the CEC for submission to the Executive Committee for discussion, adoption
and direction. The reports will contain information on the performance of the sections, explain any
significant variation in expected performance, discuss challenges and issues encountered, lessons
learnt so far and appropriate recommendations.
6.2 REPORTING FRAMEWORK
The M&E reports will be reviewed regularly against the targeted indicators to measure progress. In
addition, they will be used to prepare the department’s annual report for presentation to the
Governor and the Executive Committee. The Strategic Plan will be evaluated during and after
implementation to gauge the extent of achievement of the intended results. The evaluation will be
carried out using relevance, efficiency, effectiveness, sustainability and impact measures. A mid-
term review will also be carried out. The implementation and results matrices will help track and
monitor progress in the implementation of the plan.
The performance contracts for the staff will be based on this plan while annual work plans and
Administration and Public Service Strategic Plan 2015-2019
performance evaluations will be based on the implementation matrix. The annual budgets will also
be based on and justified against the annual work plans. In addition, the Performance Appraisal
System will be administered in line with this strategy.
6.3 REVIEW AND CONCLUSION The strategic plan shall be continually reviewed to adapt to the changing circumstances and to
ensure that as much as possible, the strategic objectives set out in the plan are implemented.
Administration and Public Service Strategic Plan 2015-2019
IMPLEMENTATION MATRIX Goal 1:Protecting the health of the citizens in light of the dangers of excessive consumption of AlcoholicDrinks
Strategic Objective
Activities Output OVIs COST (Ksh. Million) Actor
2014/ 2015
2015/ 2016
2016/ 2017
2017/ 2018
2018/ 2019
To protect consumers of alcoholic drinks from misleading or deceptive inducements and inform them of the risks of excessive consumption of alcoholic drinks
1. Control the alcoholic drinks outlets through inspection and licensing.
Inspection and licensing of the existing and new outlets
Number of licensed alcoholic drinks outlets
12
14
15.4
Director Alcoholic Drinks Control
2.Protect
persons under
the age of
eighteen
yearsfrom
negative impact
on health and
socialdevelopm
ent from
exposure to
adverts
onalcoholic
drinks
Control advertisements through legislation
Number of impact and assessment reports
5
6
6.6
Director Alcoholic Drinks Control
Develop Alcohol Abuse Prevention Program
1.Establish
alcohol control
units
Carry out an assessment of the ongoing preventive activities by various institutions and document the gaps
Number of assessment reports
12
14
15.4
Director Alcoholic Drinks control
2.Resources mobilized
Mobilize resources to address the gaps, implement &coordinate activities of prevention of
Amount of resources mobilized and number of prevention activities
12
14
15.4
Director Alcoholic Drinks control Chief Officer
Administration and Public Service Strategic Plan 2015-2019
alcohol abuse
Facilitate, Enforcement, Surveillance and Testing of Alcoholic Drinks
1. Conduct raids and arrest those contravening Kiambu County Alcoholic Drinks Act 2. Conduct Tests on alcoholic drinks
Organizing constant raids and beats to apprehend offenders Carrying out surveillance and random inspections on manufacturers
Number of raids and offenders arrested Number of tests conducted
50 2
42 2.4
46.2 2.6
Initiate treatment and rehabilitation services for the addicted persons
Identify recipients of the rehabilitation intervention
Liaise with government Level 4 and 5 hospitals for rehabilitation and counseling measures
Equip with relevant medicines and facilities
50
60
70
Initiate treatment and rehabilitation services for the addicted persons Establish community based counseling, treatment and rehabilitation services
1.Register prepared
Prepare and maintain a register of licensed rehabilitation centers
Copy of the register
2
2.4
2.6
Director Alcoholic Drinks control
2.Profile addicted persons
Prepare a register of addicted persons from each ward
Copy of the register
2
2.4
2.6
Director Alcoholic Drinks control
Establish community based counseling, treatment and rehabilitation services Produce accurate and timely data on the situation of alcohol.
1.Healthcare
workers trained
Identify and train healthcare workers and support groups on counseling, treatment and rehabilitation.
Number of trainings and healthcare workers/groups trained
5
6
6.6
Director Alcoholic Drinks control
2.Institutions
and Centre’s
supported
Support setting up of community based outpatient drop-in centers, halfway houses and residential treatment Centre’s for the addicted persons
Number of institutions and centers supported
20
24
26
Director Alcoholic Drinks control
Administration and Public Service Strategic Plan 2015-2019
Goal 2: To develop Human Resource Policies, regulatory framework and systems and guide
their implementation to the effective and efficient management of the public service
Strategic Objectives
Activities Output OVIs COST (Kshs Million) Actor 2014/2015
2015/2016
2016/2017
2017/2018
2018/2019
1.Formulate HR policies and procedures ( performance management scheme, reward & recognition scheme, sanctions/ disciplinary procedures, codes of conduct, pay and allowances
1.Draft policies,
regulations and
procedures
HR Policies, regulations and procedures developed
Number of
relevant
policies,
regulations
and
procedures
drafted
5
6
6.6
CEC A&PS
2.Review existing
policies,
regulations and
procedures
Policy
documents,
regulations
and
procedures
available
Number of
policies,
regulations
and
procedures
reviewed
3
3.6
3.9
3Conduct staff
meetings
Minutes of
staff
meetings/
interviews
with staff
members
Number of
staff
meetings
conducted
2
2.4
2.6
4.Submit draft
policies to
executive
committee for
Final drafts of
policies,
regulations
and
Acknowledgement of submissions to CEC
1
1.2
1.3
1. Research
conducted
Conduct Research to fill the existing gaps.
Study report
2
2.4
2.6
Director Alcoholic Drinks control
2 Annual
Report
Prepare Annual Reports reflecting the status of alcohol control in the county
Copies of Annual Report
1
1.2
1.3
Director Alcoholic Drinks control
Administration and Public Service Strategic Plan 2015-2019
approval
procedures
submitted to
CECs for
approval
Manage and
monitor the
public service
payroll
1.Improved public
service
management
system and
practices
Up to date
software
Hardware
asset register
15
12
19.8
Payroll manager
2.Carry out data cleansing for existing data
Up to date
personnel
data
Payment
sheets
Reports
5
6
6.6
Payroll Manager
3. Provide
hardware &
internet support
Level &
accessibility
of internet
Number of complaints and irregularities detected
5
6
6.6
Payroll Manager
4. Train users Number of
staff trained
Training
reports
5
6
6.6
Payroll Manager
5.Track staff
attendance
Up to date nominal rolls
Reports on
staff nominal
rolls
2
2.4
2.6
Payroll Manager
Administration and Public Service Strategic Plan 2015-2019
Goal 3: To improve governance and public administration for improved service delivery
Strategic Objective
Activities Output OVIs COST (Kshs Million) Actor
2014/2015
2015/2016
2016/2017
2017/2018
2018/2019
To coordinate and develop relationship among the departments in the county
1. Hold meetings
with the
departments in
the county.
Conduct regular staff meetings
Number of meetings held and minutes available
1 1 1 1 CEC A &PS
2. Random
monitoring and
evaluation
visits
Initiate impromptu visits to various departments
Number of impromptu visits
4 4 4 4 CEC A & PS
3. Create a
conducive
working
environment
among the staff
Conduct employee satisfaction survey
Number of surveys conducted
3 1 1 1 CEC A& PS
To enhance effective communication among the staff, the public and other stakeholders
1.Use of print and electronic media
Developing ways of effectively reaching the public thro’ print and electronic media
Media reports
5 5 5 5 CEC A &PS
2.Public barazas and stakeholders forums
Engaging the public through organizing public barazas and regular stakeholders meetings
Number of public barazas and stakeholders meetings
3 4 5 6 CEC A& PS
3.Public notices at strategic points and using all modes of communication for dissemination
Distribution of public notices at various government offices, churches, trading centers and institutions
Number of notices disseminated
5 5 5 5 CEC A &PS
Administration and Public Service Strategic Plan 2015-2019
4. Use modern
digital
communication
Develop an interactive website, Facebook and twitter in order to reach out more people
Website developed and social media accounts opened
7 5 2 2 CEC A &PS
Goal 4: To Ensure Sufficient Preparedness and Improved Responses to Disasters and Residents
in the County
Strategic
Objective
To ensure
the safety
of life and
properties
Activities Output OVIs Cost (kshs. Million) Actor
FY
14-15
FY
15-16
FY
16-17
FY
17-18
FY 18-
19
Establish fire and
disaster unit in
every sub county
Disaster
management
units and
equipped
Number of
units
established
30 35 40 Director
-
Disaster
MGT
Carry audit of high
risk areas and map
them
Disaster
prone areas
mapped
Number of
mapped
units
1 1 1 Director
-
Disaster
MGT
Train personnel
and equip the
units
Disaster
mitigation
trained and
units
equipped
Number of
personnel
trained.
Number of
units
equipped
3 2 2 Director
-
Disaster
MGT
Regular
development
trainings
Development
trainings done
Number of
personnel
trained
1.5 1.5 1.5 Director
- isaster
MGT
Replace obsolete
equipment
Obsolete
equipment
replaced
Number of
equipment’s
replaced
1 1.2 1.5 Director
Disaster
MGT
To be better
prepared to
To create special Disaster fund Budgetary
allocation
15 15 15 Director
Disaster
Administration and Public Service Strategic Plan 2015-2019
recover
from major
disasters
disaster fund created provided for MGT
To create a
benevolent fund
Benevolent
fund created
Budgetary
allocation
provided for
5 5 5 Director
-disaster
MGT
M & E M & E carried
out
Number of
reports
submitted
1.2 1.2 1.2 Director
-
disaster
MGT
Goal 5: to have an informed citizenry
Strategic
Objective
To enhance
customer
relations
Activities Output OVIs Cost (kshs. Million) Actor
FY
14-
15
FY
15-
16
FY
16-
17
FY 17-
18
FY
18-19
To establish
customer relations
desk
Customers
relations at
the
headquarter
and sub
counties
established
Number of
units
established
3
1
1
1
CO- A& PS
To identify and
train staff in
public relations
Staff trained
in public
relations
Number of
staff
trained
3
1.3
1.3
1.3
CO- A& PS
To improve service
delivery standards
published/d
isplayed
service
delivery
charter
Number of
service
charter
distributed
2
1
1
1
CO- A& PS
To create
information
disseminations
channels
Communica
tion channel
established
channels
put in
place
1
0.5
0.5
0.5
CO- A& PS
To create Feedback Feedback CO- A& PS
Administration and Public Service Strategic Plan 2015-2019
feedback
mechanism
mechanism
created
mechanism
in place
1 0.5
0.5 0.5
Goal 6: To ensure effective stakeholders involvement in all programmes
Strategic Objective
To enhance stakeholders involvement in county programmes
Activities Output OVIs Cost (kshs. Million) Actor
FY
14
-
15
FY 15 - 16
FY
16
–
17
FY
17
–
18
FY
18
–
19
Organize stakeholders forums
Stakeholders forum organized
Stakeholders forum carried out
6.0
6
6
6
CO.-ADPS
Involve stakeholders in Formulation implementation and M & E in programmes
Structures for involving stakeholders put in place
Programmes implemented
6
6
6
6
CO-ADPS
Administration and Public Service Strategic Plan 2015-2019
Goal 7: Regulation of betting/gaming
COST(Ksh. Million) Actor
Strategic
Objective
Activities Output OVIs 2013/14 2014/
15
2015/
16
2016/
17
2017/18
To provide an
enabling
environment
for betting,
Lotteries and
gaming
1.To develop
a betting
lotteries and
gaming
policy
Developed
policy
Policy
document
in place
Nil Nil 10.0 6.0 6.0 C.EC.
Administration
and public
service
2. Draft bill
on betting,
lotteries and
gaming
Draft bill on
betting,
lotteries and
gaming
An act in
place
Nil Nil 3.0 2.0 1.0 County
Assembly
To ensure
that gaming
and betting
activities are
carried out
within the set
rules and
regulations
1.Daily
supervision
of casino
activities
2.Presiding
over prize
competition
draws
3. pool table
licensing
4.conducting
spot checks
on illegal
gambling
Increased
effectiveness
in
inspectorate
1.Daily
signed
casino
returns
2. Signed
prize
completion
draw
returns
3.No. of
pool table
licenses
issued
4.No. of
prize
competitio
n draws
licensed
and draws
conducted
5. No. of
spot checks
conducted
Nil 3.0 3.0 5.0 5.0
Administration and Public Service Strategic Plan 2015-2019
APPENDIX 1 ORGANIZATION STRUCTURE
.
GOVERNOR
County Assembly/
Speaker/Members
County Clerk County Assembly
Committees
County Executive
Committee Members
COUNTY PUBLIC SERVICE
BOARD
COUNTY PUBLIC SERVICE
BOARD SECRETARY
Health
Services
Internal
Admin
&Public
Service
Agriculture
Irrigation Livestock
& Fisheries
Environment Water& Natural Resources
Trade, Cooperativ
es, Tourism&
Industrialization
Education
Culture &
Social
Services
Youth Affairs & Sports
Public Works,
Infrastructure,
ICT &
Energy PHYSICAL
PLANNING
AND
HOUSING
FINANCE
&
ECONOMI
C
PLANNIN
G
Chief Officers
Sub County Administrators
County Directors
Directors
County Secretary County
Public Service Board
County Public Service Board
Secretary
Physical
Planning
&
Housing
Finance
& Econ
Planning
DEPUTY GOVERNOR
Administration and Public Service Strategic Plan 2015-2019
APPENDIX 2 ADMINISTRATION AND PUBLIC SERVICE FUNCTIONS
Ministry Functions
Administration and Public Service
1. Administration Section (a) General administration (b) Executive committee secretariat (c) Complaints Resolution (d) Disaster Management
2. Public Relations Section
(a) Information, communication and media relations (b) Event management protocol (c) Inter-Governmental Relations (d) Customer care
3. Human Resource Management Section
(a) Staff establishment- Complement control (b) Training and development (c) Remuneration, reward and sanction (d) Separation (e) Statutory human resource requirements (f) Career guidance and Counseling
4. Inspectorate Section
(a) Enforcement (b) Security (c) Training (d) Investigation
5. Performance Management Section
(a) County Transformation Programme (b) Performance monitoring and evaluation (c) Research and development
6. Central Records, Information Management & Archives Section 7. Devolution 8. Public Participation 9. Legal Section
(a) Litigation (b) Conveyance (c) Contracts
10. Alcoholic Drinks Regulation 11. Gaming and Betting Control