COUNTY ICT ROADMAP 2015 -2020icta.go.ke/pdf/40.pdf · COUNTY ICT ROADMAP 2015 -2020 OCTOBER 2015...

UASIN GISHU COUNTY GOVERNMENT

COUNTY ICT ROADMAP 2015 -2020

OCTOBER 2015

‘A vibrant, modern and regional commercial hub with a high standard of living for her

residents through the use of ICTies’

Uasin Gishu County Government ICT Roadmap 2015-2020

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TABLE OF CONTENTS

PART 1: INTRODUCTION AND BACKGROUND 91.1. COUNTY PROFILE 91.2. COUNTY SOCIO-ECONOMIC DATA 11PART 2: CURRENT STATE 13PART 2: CURRENT STATE 13STATE OF ICT IN COUNTY ASSEMBLY 13STATE OF ICT IN PUBLIC SERVICE BOARD 13STATE OF ICT IN SUB COUNTIES AND WARDS 132.1. CURRENT STATE DESCRIPTION 132.2 CURRENT STATE-COBIT ANALYSIS 152.3 FINANCING PLAN 19PART 3: DESIRED STATE 203.1 DESIRED STATE DESCRIPTION 203.2 DESIRED STATE-COBIT ANALYSIS 213.3 FINANCIAL POLICY AND STRATEGY FOR ICT 22PART 4: ICT VISION AND ROADMAP 234.1 CONNECTED COUNTY GOVERNMENT 234.2 CITIZEN SATISFACTION 234.3 CONNECTED CITIZENS 244.4 CONNECTED LEGISLATOR 254.5 COBIT IMPLEMENTATION 26PART 5: CRITICAL SUCCESS FACTORS 28VISION, OBJECTIVES AND STRATEGY 28LAWS AND REGULATIONS 28ORGANIZATIONAL STRUCTURES 29BUSINESS PROCESS 29INFORMATION TECHNOLOGY 29PART 6: COUNTY ICT PRIORITY PROJECTS 31


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ACE Adult Continuing EducationICT Information and Communication TechnologySWOT Strengths, weaknesses, Opportunities and ThreatsPOA Procurement Oversight AuthorityNGO’s Non-Governmental OrganisationsIFMIS Integrated Financial Management information SystemPC’s Personal ComputersCCTV Closed Circuit TelevisionCOBIT Control Objectives for Information and Related TechnologyMCA’s Members of County AssemblyCRM Customer Relationship managementSMS Short Message ServiceECDE Early Childhood and Development Education

ACRONYMS


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SIGN-OFFANDAPPROVALSProject:CountyICTRoadmapSign-offfor:CountyICTRoadmapCounty:UASIN-GISHUCOUNTY

Sign-Off:

______________________ Accepted

______________________ AcceptedwithModifications

______________________ NotAccepted Signature:

AcceptedDate14/7/15

Name(Capitals):

JOHNN.LIBOYI

Position: CEO&GroupTeamLeader,IPAConsultants

Signature: ______________________

Date_____________Name(Capitals):

______________________

Position: ………………………CECInchargeofICT

Signature: ______________________

Date_____________Name(Capitals):

______________________

Position: Governor Signature: ______________________

Date_____________Name: ______________________Position: ProjectManager,ICTA

SIGN-OFF AND APPROVALS


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The world economy is experiencing the impact of rapid globalization, the emerging new information age and the dynamic Information and Communication Technology (ICT), which is bringing about a new global economic order to be dominated by information and knowledge-based economies. The emerging information age is characterized by Information and Communication Technologies (ICTs), and it is having an impact on socio-economic development efforts in a number of countries as well as counties in Kenya especially those that are focused on ICT utilization and the development of ICTs. In the information age it is not possible for a County to remain competitive, even in its traditional areas of comparative advantage, without using and developing ICTs to support its developmental process.

Counties out of the capital city in Kenya are confronting new additional challenges as a result of the globalization process and the emerging new information age. Without an appropriate ICT Road Map, the counties risk worse socio-economic status that can be promoted by the digital divide. Having recognized and accepted the importance and role of ICTs in Siaya’s socio-economic development, and committed to minimize the digital divide, the County Government of Siaya has developed this ICT Road Map to guide her utilization and development of ICTs for socioeconomic development. To support implementation of this policy, there shall be a County Governance Planning Committee.

As part of this ICT Road Map commitment, special policy initiatives will be devoted to promoting foreign direct investment in the area of ICTs including, financial and capital investments in the local communication sector; joint venture arrangements in developing the local ICT sector; technology transfer capital investment initiatives and investments with research and development component as well as human resource development components in the area of ICT skills and other information economy related skills to aid the socio-economic development process of Siaya County.

I call upon all residents of Siaya County and our cooperating partners, to support my County Government’s effort to promote the development and utilization of ICT.

H.E. Hon Jackson Mandago The Governor, Uasin-Gishu County

MESSAGE FROM THE GOVERNOR

H.E Hon. Jackson Mandago

Governor, Uasin Gishu County


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While submitting the ICT Roadmap, IPA Consultants take this opportunity to thank all stakeholders for the cooperation extended, timely inputs provided and hospitality extended, during the various stages of our assignment. We would like to acknowledge that the successful completion of our assignment is largely as a result of the stakeholder’s level of commitment and involvement in understanding the purpose and importance of the assignment.

We are confident that the future of Policy formulation in Uasin-Gishu County is in the hands of stakeholders who possess a sound understanding of the way forward. Most important is the clarity and unanimity that exists between the stakeholders, in recognizing the common objectives from a central viewpoint, that constitutes the prerequisite for success in achieving ICT Road Map objectives. We look forward to the opportunity of future interaction and guidance, if any is required from us by the stakeholders, as they move forward to undertake initiatives or realign projects already in progress, with the objectives of an integrated environment as per the National ICT master plan.

We are confident that the Uasin-Gishu County is moving ahead with a clear vision and towards attaining objectives that will not only strengthen the functioning and efficiency of each stakeholder but will further enable the stakeholders to interplay effectively to position in attaining a unique and contributing position in the competitive regional environment, wider perspectives in facilitation and important long term programmes

CEO-IPAMr. John Liboyi

ACKNOWLEDGEMENT


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EXECUTIVE SUMMARY

Information Technology (IT) is a dynamic aspect in the society. One important part of it is the application of IT in delivering services in Government. This technological revolution enabled the introduction of new services, better and faster delivery of existing ones and cheaper and more effective communications between different agencies. Nearly all developed nations regard developing an ICT Roadmap as a key strategy for ensuring their success in the 21st century.

The purpose of the consulting assignment was to create the high level plan for an ICT integrated environment in the County of Uasin-Gishu to be able to create connectivity across systems and improve service delivery. This is therefore the Roadmap that all stakeholders of the sector can adopt and keep in view while embarking on computerization initiatives in their respective spheres of activities and legal domains.

The ICT Roadmap presents opportunities and challenges to transform both the operational process of government, and the nature of governance itself. It impacts on most functions in government agencies, the private sector and civil society. In the long term, it has the potential to positively change the County operations and the interaction of citizens and businesses with government. Strong leadership can support ICT programs and drive IT improvements by encouraging and promoting new projects among public servants and citizens. The degree of centralization is a key component of management because it determines the level of interaction between administrative agencies involved in IT projects.

To implement the plan successfully, it is important to have appropriate strategies. This Roadmap seeks to identify some of the best practices in strategies and management development. In this report, we identify several critical factors that influence ICT development programs. It further identifies and analyses numerous types of strategies.

Surveys and site visits provided valuable information regarding management and strategies. Creating the survey involved researching similar surveys and working with County’s staff and the Public of the County. A set of core questions were used for study interview. Survey results gave a general understanding of the status in the County. Through the survey results and site visits, it was learned that multiple entities are involved in the ICT strategic implementation process, ranging from educational institutions to government agencies. In addition, the trend is toward creating a centralized method for citizens to obtain information through state web portals and other forms of enterprise architecture. The findings show the importance of strong leadership in furthering ICT initiatives which emphasizes the importance of devising strategies.

For successful implementation of this strategy, an implementation matrix outlining financial requirements, proposed activities and programs have been defined. It is highly recommended that the County undertakes to carry out monitoring and evaluation exercises to make sure that these activities are undertaken within the timeframe that is clearly defined.


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PART 1: INTRODUCTION AND BACKGROUND

1.1. County Profile

Information and Communication Technology (ICT) is a key enabler in allowing Governments improve service delivery, reduce the cost of service delivery and increase the reach of Government services.

The ICT Roadmap for Uasin-Gishu has been developed by the County Government of Uasin-Gishu with help from ICT Authority, World Bank and IPA Consultants, as a guide to how the County designs its ICT services and structures to deliver positive outcomes for its customers – Citizens, County Staff, Business Community and other stakeholders.

The principles within this Roadmap provide a framework for how ICT services will be designed, sourced, delivered, and how digital services can support ways of working where the customer experiences real benefits – convenience of access to government services such as online and mobile access to government portals, improved experiences in customer care such as elimination of queues in government offices and extension of government services to underserved communities in urban and rural areas.

The objectives of the County ICT Roadmaps are:

1. To develop a coordinated and coherent approach for ICT Roadmap development and guidelines which will enable each County to provide high-quality and cost-effective ICT-enabled services that meet the needs of County residents.

2. Foster innovation, best practice, and value for money in the use of ICT in management of County resources, learning and Citizen Outreach.

3. To define the conditions under which it will be possible to provide a shared and optimized ICT infrastructure with appropriate user support and standards for the National and County governments in Kenya.

4. Develop an ICT Strategy Roadmap for the next five years:

Uasin-Gishu County ICT Roadmap covers initiatives and strategies developed for the whole county in reference to previous sector plans and policies that have been produced for the County that require ICT as an enabler. The ICT Roadmap was developed with consultations of various stakeholders including all County Government Departments.

1.1.1. County vision

Vision: “A Prosperous and Attractive County in Kenya and Beyond”.

Mission: “To serve and improve people’s livelihoods through good leadership, innovative technology and efficient infrastructure”.

1.1.2. Core Values

Core values are the fundamental beliefs of a person or organization. The core values are the


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guiding principles that dictate behaviour and action. Core values can help people to know what is right from wrong; they can help companies to determine if they are on the right path and fulfilling their business goals; and they create an unwavering and unchanging guide. There are many different types of core values and many different examples of core values depending upon the context. The following are the core values of Uasin-Gishu County;

Integrity-In all the undertakings, they are committed to act in an honest and professional manner.

Teamwork-They undertake to work collaboratively as colleagues to achieve County goals.

Innovativeness-They are committed to transforming the service provision to meet and exceed the expectations of Uasin-Gishu County Residents.

Accountability-They are committed to be responsible for their actions and continuously improve service delivery, report appropriately to stakeholders and clients.

Customer Focus - They commit to place the customer at the centre of our focus in service delivery.

1.1.3 Objectives

The County’s overall objectives are:

• To attain household food security;

• To reduce poverty and increase incomes;

• To improve literacy levels;

• To enhance the health status of the citizens; and

• To improve infrastructure in the County.

1.1.4 County Socio-economic Data

Uasin-Gishu County lies between longitudes 34 degrees 50’ east and 35 degrees 37’ West and latitudes 0 degrees 03’ South and 0 degrees 55’ North. The County shares common borders with Trans Nzoia County to the North, Elgeyo-Marakwet County to the East, Baringo County to the South East, Kericho County to the South, Nandi County to the South West and Kakamega County to the North West. It covers a total area of 3,345.2 Sq. Km.


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Figure 1: Map of Uasin-Gishu County

1.2. County Socio-Economic Data

Population:

As per the 2009 Population and Housing Census, the total population of Uasin-Gishu County stood at 894,179. At an inter-censual population growth rate of 3.8%, the total population is projected to grow to 1,211,853 by 2017. The population growth rate is higher than the national growth rate at 2.9%. The population density is 267 persons per sq. Km. which is expected to increase to 362 persons per sq. km. by 2017. This will have implications on the average size of land holding.

In 2012, the population age group between 0 to 14 years was 41.4% of the total; while the economically active age group of between 15 and 64 years accounted for 55.7% of the total. This implies that the County has a high dependency ratio and a high potential for labour force. The age group under one year is projected to grow from 29,175 in 2009 to 39,539 by 2017, while that aged between 2 and 5 years is expected to grow from 162,559 in 2009 to 220,311 by 2017. This implies that the County must expand child and maternal health services and those for Early Childhood and Development Education (ECDE).

Economic Drivers:

The County has the larger population of people practicing crop growing and livestock keeping. The following table 1 gives a picture of the economic drivers in Uasin-Gishu County.


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AGRO-ECOLOGICAL ZONES AGRO-ENTERPRISE % OF COUNTY COVERED

Lower highland 4[LH4] Livestock 19.00

Lower highland 3[LH3] Livestock, maize, wheat and barley 31.00

Lower highland 2[LH2] Livestock, maize, pyrethrum 1.20

Upper highland 4[UH4] Livestock, maize, sunflower 12.10

Upper highland 3[UM3] Livestock, coffee 1.70

Upper highland [UH2] Livestock, pyrethrum, wheat 12.30

Upper highland 1[UH1] Sheep and dairy 13.50

Natural Resources:

The County has a total of 29,802 hectares of gazetted forests out of which 13,184 hectares (or 44%) is under plantation while 16,618 (or 56%) are under indigenous forest cover. The gazetted forests are in Nabkoi, Timboroa Kipkurere, Lurenge, Singalo, and Kapsaret. There exists community forest associations involved in forestry as an income generating activity.

The growing of wood lots is scattered across the County and is emerging as a significant carbon sink and income generating activity. There exists a big market both in the County and outside for forest products such as poles, timber and wood fuel.


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2.1. Current State Description

The tools for gathering information included questionnaires, personal interviews and observations. The information gathered through these interactions was then analysed to form the basis of the current state of ICT in the County. The following section describes the current state of ICT as per ministry/sector.

Agriculture, Livestock and Fisheries

Low quality genetics Artificial Insemination (AI) and embryo transfer technologies have not been fully adopted by farmers; and some areas lack AI services altogether. Moreover the high cost of these technologies places them out of reach for most farmers.

Inadequate extension services - the current arrangement for extension services availability to farmers is inconsistent with the challenges facing the livestock sector. There is, therefore, a need to improve communication between the two.

Health

Most of the disease management centres in the County lack the capacity to manage chronic diseases. It is therefore apparent that the County needs to make deliberate efforts to staff and equip the existing health service delivery facilities to address chronic diseases.

Finance & Economic Planning

Lack of an effective procurement system with appropriate structures and guidelines modelled on the national procurement framework of the Procurement Oversight Authority (POA).

It is proposed to employ IT for a start in the following revenue collection areas: Land Registry Transactions; Business Permits; licensing structures; Parking fees collection; and Defaulter fines as currently there are no such systems.

There is need to strengthen financial management systems which are IT-enabled to encompass appropriate financial controls designed to keep expenditures within budgeted levels and to minimize revenue losses.

Education, Culture, Social Services and Sports

In terms of current ICT capabilities, the County is indeed endowed with talented youth who are ICT compliant, having been trained at various universities and tertiary institutions. However, there is inadequate physical facilities and equipment for the provision of relevant Technical, Industrial, Vocational and Entrepreneurship Training (TIVET). There is also a plan to build capacity for teachers in ICT. There is also need for capacity building for teachers in ICT.

Land, Housing and Urban Development

There is an urgent need for an e-record system to lessen paper work and facilitate ease of

PART 2: CURRENT STATE


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retrieval of documents and deeds as currently there is lots of paper-filing.

Public Works, Roads and Transport

Currently, there is the lack of a structured upgrading and maintenance programme, Poor workmanship and supervision; and hiring incompetent contractors which leading to the poor state of roads in the County.

Trade, Industrialization, Tourism, Wildlife & Enterprise Development

Currently data base on tourism is limited. It is therefore important that the County improve its research, intelligence gathering, and information management system in order to assist it in making informed policy decision and planning.

There is a plan to Equip Business Information Centres with ICT facilities.

Human Resource Management

Currently there is a plan for automation of HR processes. Examples of technology needs include: end-to-end integration with and new applicant tracking system, completion of e-Forms, enabling workflow to support managers for HR policies and procedures.

A solid performance management system is the foundation for incentive compensation and succession planning programs and is thus under consideration.

Water, Energy, Environment and Natural Resources

Although 80% of the people of Uasin-Gishu County have access to safe and clean drinking water, only 25% of the supply is through piped water infrastructure. The water reticulation system in Eldoret is particularly inadequate serving only 180,000 people or less than 50% of the town’s total population.

Due to the need for building more reservoirs for storage of potable water, the strategy will entail conducting mapping of reservoirs to determine their location and capacities thus the need for efficient systems to do this. There is also currently the need for strengthening the capacities of the County for gathering and disseminating metrological data and information from weather stations.

ICT & E-government

Currently, the department has the objective to provide ICT infrastructure. This includes:

1. Develop basic guidelines and operational policies to help users utilize ICT services and solutions;

2. Establishing a modern Data Centre to host key server and storage facilities. Providing an area with appropriate conditions such as air-conditioning and alternative power sources will be a necessary element of the infrastructure. Key equipment will be procured and


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installed in the Data Centre;

3. Provide staff with computers to access the central information systems. Youth in the County will also be encouraged to open and operate digital centres for access online to County services;

4. The County will establish communication strategy for interaction within and with external publics. Appropriate infrastructure will be established in the Data Centre/Server Room for this purpose;

5. Security measures to ensure that the IT assets are secured from damage and unauthorized access will be installed including; Firewall to reduce the impacts of threats to the County Network; Anti-virus to fight off any threat to the software; and Protection against any illegal use by County staff.

State of ICT in the County Assembly

Information regarding ICT in the assembly will be obtained during the next interactions at the subsequent visits to the counties

State of ICT in Public Service Board:

The presence of an online recruitment portal in the department shows a considerable appreciation of ICT by the department. The department however, requires improvement in the system’s current flaws such as poor validation elements in the system. There are also few computers, and lack of training of staff on the use of the system. The department gets ICT support from the ICT department.

State of ICT in Sub counties and Wards:

Most sub-County offices do not have sufficient ICT infrastructure in place; there is evidence of few computers and modems in most offices. The situation is worse at the Ward levels. The need for Fiber Optic connectivity and also office space is urgent.

2.2 Current State-COBIT Analysis

ICTs can be used as a tool to facilitate efficient delivery of services, improve accountability and transparency while increasing public participation in the political processes. However, successful implementation of ICTs in County governments faces many challenges and requires legislative, budgetary, and technical coordination as well as political support without which the ICT opportunities will be lost.

As a way of guiding the County through the above ICT challenges, Control Objectives for Information and Related Technology (COBIT) has been proposed as a framework for maturity modelling of County ICT maturity. The COBIT Framework consists of linkages between organizational and ICT objectives, and providing mechanisms for continuous measurement and maturity of ICT processes. These processes were clustered into seven


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elements as listed below:

1. Strategy & Governance (7Processes)

2. Financial Management (3 Processes)

3. Personnel & Resource Management (3Processes)

4. Service Planning & Architecture (6 Processes)

5. Infrastructure & Operations (6 Processes)

6. Security (6 Processes)

7. Applications (3 Processes)

The COBIT framework proposes a systematic and coherent maturity of all the above seven elements as the basis for sustainable ICT development within the County. There are six levels (stages) of ICT maturity ranging from Level ‘0’ through ‘5’, with Level ‘1’ being set as the BENCHMARK target.

The County should aim to achieve Level ‘1’ status by performing various activities under each listed process as defined in the COBIT’s Process-Activity Table.. Once Level ‘1’ status is achieved, the County embarks on refining and continuously improving on the execution of these processes as it matures through Level ‘2’ and beyond. The proposed ICT Governance & Management Framework maturity Levels (0-5) map well onto the generic maturity model proposed by ICT Authority as shown in Figure 2 below.

Enablers: Policy, Literacy Equipment, Infrustructure, Data

Exploiters: Applications: Planning, finance, administration, M&E, social management

Enterprisers: Revenue collection systems, cloud Public Services

Empowerers: Innovative products & services, county

brandFigure 2: Generic ICT Maturity Level


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The Enabler stage maps onto Level 1 where basic ICT enablers are in place. The Exploiter stage maps onto Level 2 where systems are implemented to deliver internal efficiency. The Enterpriser stage maps onto Level 3 where ICT infrastructure and applications deliver a good return on investment while supporting ICT businesses. Finally, the Empowerer stage maps onto Level 4 where innovative ICT systems emerge and thrive - given the prevailing and highly mature ICT environment. The Current State shows the County’s performance along the seven elements of the ICT Governance & Management Framework.

Figure 3: Current State

The Chart in Figure 3 above summarises the County performance along the seven domains of the ICT Governance & Management Framework. This ideally shows the maturity levels of the County along the seven domains of the ICT Governance and Management Framework.

It is advisable that the County ensures they reach the benchmark state as soon as possible to pave way to the strategic development into the eventual desired future state. Ideally, the benchmark state is in this case treated as one level above the current state and is also the best practice for all the counties and should be emulated and reciprocated in the development goals of the County. After the County satisfies the requirements for the benchmark state, it should proceed to satisfy the requirements of the desired ICT future state for the County.

According to the above ICT Governance & Management Framework Summary chart, six out of the seven domains are scoring below the BENCHMARK state:


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1. Strategy & Governance

2. Financial Management

3. Personnel & Resource Management

4. Infrastructure & Operations

5. Security

6. Applications

This is due to the County underperforming in the following specific COBIT framework processes which ideally scored below level 1 as indicated in Table 2.

ELEMENT PROCESSES

Strategy & Governance PO1: Define a strategic IT plan.

PO6: Communicate management aims and direction.

PO9: Assess and manage IT risks

PO10: Manage Projects

ME1: Monitor & Evaluate IT Performance

ME4: Provide IT governance

Financial Management P05: Manage IT Investments

DS6: Identify and Allocate Costs

Personnel & Resource Management DS7: Educate Train Users

AI4: Enable Operation & User

Infrastructure & Operations AI6: Manage Changes

DS3: Manage Performance & Capacity

DS8: Manage Service Desk & Incidents

DS9: Manage Configurations

DS10: Manage Problems & Incidents

DS13: Manage Operations

Security ME2: Monitor& Evaluate Internal Control Adequacy

ME3: Ensure Compliance with external requirements

DS4: Ensure Continuous Service

DS5: Ensure System Security

DS11: Manage Data

Applications AI1: Identify Automate Solutions

AI2: Acquire & Maintain Applications

AI7: Install & Accredit Solutions and Changes

Table 2: Underperforming with respect to COBIT framework


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The interpretation of the above is that Uasin-Gishu County needs to satisfy the above needs and stablish the stated processes to be able to atleast measure up to the best practices for ICT governance and management. Once this is achieved, the processes can be scored at atleast level 1.

2.3 Financing Plan

According to CRA- Commission on Revenue Allocation County Budget Report 2013-14, Uasin-Gishu County ICT Budget was KES 36.9 million representing 0.98% of the total budget. Of this, KES 9.8 million was spend on hardware & infrastructure and KES 15.2 million on purchase of ICT equipment, KES 6.6 million on maintenance of ICT equipment and KES 5.3million on software.

From the findings, it is noted that the ICT budget is still low and there is need for the next level of the COBIT Framework. There are currently no ICT services provided by the County that attract user fees. The County does not have any SLA’s or lease arrangements with any ICT provider or supplier of services.


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PART 3: DESIRED STATE

3.1 Desired State Description

The ideal general state of ICT in each County can be realized in four main approaches i.e. Connected County Government, Citizen Satisfaction Connected Citizens and Connected Legislators. These approaches constitute the four themes for the County Roadmap for the attainment of the desired ICT maturity levels.

The first theme, Connected County Government seeks to ensure an ideal ICT environment for government-government interactions for the purpose of both national and County level development. The second theme, Citizen Satisfaction, is geared towards the ideal state of ICT in the County focuses on enabling connectivity between the government and its citizens. Thirdly, the Connected Citizens theme builds on the Citizen Satisfaction pillar focusing on enhanced citizen-citizen connectivity from government efforts in ICT; and finally, the Connected Legislators theme looks at the ideal state of ICT at which the County facilitates the interactions of the County leaders with citizens.

The summaries for the desired end-state descriptions along the four themes are shown in Figure 4 below:

• Integrated ICT infrastructure

• Enhanced Information security

• Automated service delivery systems

• Effective and Efficient Service delivery

• Well-Defined ICT Strategic plan &policies

• Paperless Offices

• Adequate and well trained staff

• Better staff collaboration

• Data visualization dashboard

• Better security and surveillance systems

• Well Informed Citizenry

• Broad-band connectivity

• Radio and TV coverage

• Toll free USSD’s

• E-Citizen Portal for Information sharing

• ICT incubation and Innovation Hubs

• ICT literacy and empowerment Programs

• Modern Information Centres/ ICT ‘kiosks’

• Established Help Desks and call centres

• Digital Economy-Online payments of permits

• Online Job Applications

• Integrated Public Interaction systems such as Bulk SMS’s, USSD’s and E-portals

• E-learning systems

• Public Participation systems

• Live Broadcast of county Assembly Proceedings

• Web and Mobile technologies

• Social Media

• Capacity Building of MCA’s and other County Assembly staff

• Digital Record Management systems

• Electronic Voting systems


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3.2 Desired State-COBIT Analysis

In addition to the four themes described above, IPA used the COBIT framework for modelling the County ICT maturity. The model puts the County in a level on the basis of its maturity ranging from level ‘0’ through ‘5’ with level ‘1’ being set as BENCHMARK target. The framework aims at tasking the County to always aim a level higher by performing activities under each process and in that way aiding at the desired state of ICT.

The desired state of the County within the next five years is automatically placed one level above its current state across all the 34 processes reduced to the seven elements. Figure 5 is a summary of the desired state of ICT Governance and Management Framework with respect to Current and Benchmark States in Uasin-Gishu County.

Figure 5: Desired State


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3.3 Financial Policy and Strategy for ICT

Primarily, the County Government can fund the foundational pillars through a re-focused expenditure planning model, as adopted from the Kenya National ICT Master Plan of 2014. This can be facilitated through the County budget and allocations on ICT increasing to 5% of County Government budgets; as per the international benchmark.

Secondly, counties can also leverage on funding their priorities by approaching development partners who have ICT at the top of their support lists to meet the costs of ICT related expenditure. Creation of strategic mutually-beneficial partnerships with e-ready states in sectors such as education, tourism and entrepreneurship, counties can effectively leverage these partnerships for ICT funding .

Thirdly, the County ICT Roadmap can be financed through Public Private Partnerships (PPPs). ICT projects have a high risk associated with their implementation. These can be overcome by working with a partner that has demonstrated ability to deliver. One trend is to use a shared services approach to the provision of public services. The County should explore partnerships with universities and youth polytechnics to offer training and ICT literacy programmes to staff and citizens.

The introduction of user fees and special taxes to populations engaging in County-owned ICT equipment is also a type of funding for the ICT road map. Special taxes will include licenses and rates for the various entities interacting with the ICT segment. The user fees will include membership and access to public computers, internet connectivity, County ICT databases and libraries among others. This category of funding will fundamentally aid in maintenance of the equipment, and ensure accountability in the uses of the various hardware and software.

There is need to enact policies that are suitable for promoting sharing of costs and liabilities for sustainable work methods such as service level agreements. This will ensure that the County gets value in ICT investments. Open Data and Open Source Legislation will enable the County optimize on the utilization of existing Data while open Source will lower the cost of implementing systems.

There is need to fundraise regionally and also to pool resources for purposes of implementation of shared services; thus two or more counties can get together to implement systems that are cross cutting and of value to all the regions concerned. A case in point is Revenue Collection Systems and Health Information Systems.

Finally, the Roadmap can also be funded through direct investment ventures. The creation of investor friendly environment at the National and County levels is a potent channel through which counties can realize growth in their ICT environment. The clear vision articulated in the Roadmap would provide a viable profile through which investors can develop solid development-based inputs into the counties.


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PART 4: ICT VISION AND ROADMAP

4.1 Connected County Government

Connected County Government theme looks at ICT as driver of the County productivity and internal business, shared services (email, VoIP communication, videoconferencing, collaboration, and social media), project management, etc. Table 3 below shows flagship projects, their desired outcomes and the strategies needed to be implemented towards development of the ICT roadmap.

CONNECTED COUNTY DESIRED OUTCOMES

• Development of an Integrated ICT Network Infrastructure

• Development of a seamless communication system

• Government Administration Information Systems-GAIS

• Last mile connectivity of the NOFBI backbone to Sub-counties and Ward levels

• Procurement of high quality software and Hardware

• Procurement of secure security systems and frameworks

• Procurement of ERP systems

• Business process re-engineering

• Organization change management

– Fully functional staff mails

– Large coverage area for both voice and data networks

– Domain networking

– Secure and reliable networks

– Efficient and effective systems which are all inclusive

– Increased interaction and dissemination of information

– Reduced cost of operations

– Efficient service delivery

– Decision making tools

Strategies

Lobby for budget raise of ICT budget to a minimum of 5% of the total County budgets by 2017

Adoption of approved change management plans to increase productivity by June 2016

Move from owning infrastructure to sharing or use of technologies such as cloud by June 2020

Investment in an integrated infrastructure by July 2016

Table 3: Summary of Flagship Projects under the Connected County Government theme

4.2 Citizen Satisfaction

This theme considers delivery of E-government services and use of ICT as a driver of County ministries and departments, public service board up to sub-County and ward level. Table 4 below shows the summary of the flagship projects, desired outcomes and the objectives under the Citizen Satisfaction theme.


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CITIZEN SATISFACTION DESIRED OUTCOMES

• A central data centre for all the Heath facilities

• Laptops and Computer labs for learning institutions

• Information Centre’s at the sub-County and Ward levels

• Establish Incubation Centre’s

• E-learning systems

• Establishment of Citizen satisfaction Index Systems- for online surveys

• Bulk SMS systems and USSDs and social media platforms to link the County government to the Citizens of Uasin-Ngishu

• Integrated health management system

• Single Business Automation systems (SBS)

– Faster and easy access of information

– Better athletes marketing strategies to promote Athletics

– Increased literacy levels of ICT in the society

– Increased security by introduction of CCTV Cameras

– accessibility to information and research to the public

– Real-time communications

– GIS mapping of the learning facilities

– Improved service delivery of health care

Strategies

Implementation of the ICT and Governance framework by October 2015

Build the capacity of County technical staff in ICT skills and competencies by June 2016

Procurement of cost effective Integrated Network, Systems, and Application Management Software by March 2017

Acquisition of a SBS system by April 2016

Acquisition of an integrated HMS by 2019

Table 4: Summary of Flagship Projects under the Citizen Satisfaction theme

4.3 Connected Citizens

Under this theme, we look at ICT as a driver of business and industry. This entails empowering of business people, youth, women and special groups, availing of data and information for trade and investment for citizens, providing information on business opportunities in the County, information on social economic status of the County, linkages of citizens to business or employment opportunities, etc. Table 5 below shows a summary of Flagship Projects, desired outcomes and the strategies under the Connected Citizen theme.


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CITIZEN SATISFACTION DESIRED OUTCOMES

• E-Citizen Portal for information sharing

• ICT training policy for all interest group

• Create or register groups in interest sector

• Link groups within associated industries e.g. suppliers, market, competitors/ partners

• E-revenue

• Incubation centres

• Digital villages ‘Nyumba Kumi’ systems for safety and security

• Virtual kiosks –online help desk

• USSD/ Bulk SMS

• Local media, university partnerships

• County Bulletins

• Digital Content provision to local stations

• Empowering Communities with ICT tools and knowledge for self-organization and project management.

Fully engaged and Informed society

Improve service delivery

Business information opportunities

Improve level of ICT literacy by 15% within 2 years

Reduce digital divide through self-sufficiency in ICT usage

Improved efficiency in project management

Improved security due to instant alert

Strategies

• ICT training policy for all interest groups by August 2020

• Create or register groups in interest sectors by July 2016

• Link groups within associated industries e.g. suppliers, market, competitors/ partners by April 2018

• Development of E-revenue systems by June 2016

• Development of Incubation Centre’s in underserved areas by December 2020

• Online Centre’s for Citizens to get helped with online services by June 2016

• USSD/ Bulk SMS by December 2015

• E-registration of individuals and businesses by

4.4 Connected Legislator

The theme looks at strategies towards ICT being as a driver of legislative assembly productivity, collaboration, communication and services. Table 6 below shows a summary of Flagship Projects, desired outcomes and the strategies under the Connected Legislator theme.

Table 5: Summary of Flagship Projects under the Connected Citizen theme


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CONNECTED LEGISLATOR DESIRED OUTCOMES

• Live broadcast, online sharing and seeking feedback of legislative agenda

• Electronic Document Management System

• Integrated live Broadcast Technology System

• Incorporating Radio, TV, Internet and Mobile technologies

• ICT Proficiency Capacity Building Program for staff and all assembly members (MCAs)

• Committee management systems

Provide the public with information they need to hold their elected officials accountable.

Have a database of laws passed by the assembly

More rapid access to the most current and authoritative versions of proposed leg-islation

Increases the speed, accuracy and flexibility with which members and commit¬tees handle pending legislation.

Strategies

• Get Frequency licensing for local radio/TV broadcast by February 2016

• Come up with communication policies and creation of awareness on the need of communication system by August 2017

• Install an integrated Public Participation System by march 2017

• Set up an Integrated Live Broadcast System by June 2018

• Set up an ICT Capacity Building Program for staff and MCAs by December 2015

• Employ electronic management and digitization of bills and legislative proposals by 2016

• Institute open standards for document sharing and management by 2019

Table 6: Summary of Flagship Projects under the Connected Legislator theme

4.5 COBIT Implementation

The need for ICT Governance & Management (ICT G&M) is widely recognized by top leadership and management as an essential part of enterprise or corporate governance. Information and the pervasiveness of information technology are increasingly part of every aspect of business and public life. This has added pressure to drive more value from IT investments and manage an increasing array of IT-related risk.

Increasing regulation and legislation over business and public use of information is also driving heightened awareness of the importance of a well-governed and managed ICT environment.

ISACA developed the COBIT framework to help organizations implement sound governance practices for the ICT domain. Indeed, implementing good governance is almost impossible without engaging an effective ICT governance framework. COBIT provides a framework, best practices and standards to support ICT governance.


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However, frameworks, best practices and standards are useful only if they are adopted and adapted effectively. There will be challenges that need to be overcome and issues that will need to be addressed if ICT Governance & Management is to be implemented successfully.

COBIT: Implementation provides guidance on how to do this and covers the following subjects:

1. Positioning ICT G& M within an enterprise

2. Taking the first steps towards improving ICT G& M

3. Implementation challenges and success factors

4. Enabling ICT G& M-related organisational and behavioural change

5. Implementing continual improvement that includes change management and programme management

6. Using COBIT and its components

ISACA provides seven implementation steps to guide and facilitate the adoption of the COBIT framework within organizations as shown below:

Figure 6: COBIT implementation Phases (source ISACA

Counties are advised to engage a qualified (certified) COBIT implementer from ISACA-KENYA Chapter (www.isaca.or.ke), to guide them through the implementation process.


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PART 5: CRITICAL SUCCESS FACTORS

Soh Bong Yu , a leading Korean e-Government specialist identifies the following five major areas for ensuring successful implementation of e-Government initiatives as articulated below in Figure 6.

OrganizationalStructure

VisionObjectivesStrategies

Laws &Regulations

InformationTechnology

BusinessProcess

Figure 7: Critical Success Factors

Source: Soh Bong Yu, “e-Government of Korea: How we have been working with it”

Vision, Objectives and Strategy

A long-term plan with a clearly articulated vision and strategy is vital to the implementation of e-government. A quick fix or piecemeal approach will not work. The more effective approach is to think big and have a big picture (top-down design), but to start small and prioritize tasks (bottom-up) during the implementation process. The County Vision must therefore be available, with the ICT County Vision clearly aligned accordingly. In sum, successful e-government initiatives require:

• A clear vision by the leaders

• Strong support from citizens

• Sustainable ICT Agenda setting

Laws and Regulations

Soh Bong Yu says that it is important to plan for sufficient time and effort for legislative changes that may be required to support the implementation of new processes. The following laws need to be in place for e-government initiatives to succeed:


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• Laws on privacy and related issues such as the Data Protection Act.

• Laws related to changes in business processes and information systems such as the e-Transaction Act.

• Laws & Regulations regarding the government information technology Architecture and Data Centres

Organizational structures

The effort required in change management should not be underestimated. Soh Bong Yu emphasizes that the organizational restructuring required to correspond to e-Government initiatives will typically take up between 30 and 50 per cent of total change management effort. Change in organization structures must therefore be well planned and implemented in a systematic manner. The following are important in successfully effecting organizational change:

• Strong leadership with commitment

• Planning – IT management and change management

• Budget preparation and budget execution

• Coordination and collaboration

• Monitoring and performance measurements

• Government-private sector-citizen partnership

Business Process

The existing way of doing county business may not necessarily be the most appropriate or effective. One of the tools to do business process innovation is Business Process Reengineering (BPR). BPR involves redesigning the work flow within or between department levels to increase process efficiency (i.e. to eliminate inefficiency in the work process). Counties should have a major review of existing processes with a view to re-defining them in order to leverage on ICTs.

Information Technology

Information technology changes rapidly. Soh Bong Yu identifies the following factors to consider when choosing technology and vendors are:

Level of application technologies required

• Network infrastructure

• Interoperability


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• Standardization

• Technical and human resource capabilities

The following milestones will indicate critical areas of achievements throughout the implementation of projects:

1. Milestones under the Vision, Objectives and Strategy are the existence of an overall Governance Planning Committee, or an established Project Management Office / Team. This office or team will be responsible for all aspects of the ICT, the existence of an ICT Strategic Plan and Policy for the Guiding the County.

2. Allocation of adequate budgets and financing plan to prioritized projects in the ICT Roadmap.

3. Advertisement of projects in the daily newspapers, and processing of the same up to award of the contract

4. Documents that are critical are the award of the contract, agreements, payment of mobilization fees, and inception reports

5. Periodic performance monitoring, evaluation, reporting and reviews and taking appropriate corrective actions through meetings indicates progress

6. Risks Assessment and Mitigation needs to be in place in the project planning

7. A change management and capacity building plan must be developed and focus on staff skills and capacity and managing culture and group dynamics. An external and internal communication strategy must be developed and change agents and champions identified and incorporated in the plan.

8. User trainings and continuous testing to ensure users are capable of using the technologies. These trainings must focus on both internal users as well as external users of the new ICT technologies and services.

9. The existence of appropriate project implementation plans to ensure projects are prioritized on the basis of sequencing first followed by impact and costs.

10. Commissioning of projects indicates a milestone in terms end of the project


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PART 6: COUNTY ICT PRIORITY PROJECTS

QUICK WIN PROJECT BUDGETS START DATE DURATION

Integrated ICT infrastructure -Basic 46M Sept-15-2015 1year

CRM’s-Bulk SMS, call-centres

Website Portals-E-citizen portal, Transactional websites to support Digital Economy

8M April-10-2018 6 Months

ICT incubation /innovation hubs 17m Sep-20-2016 1 year

Lobby National Broadband Connectivity to grass root levels 5m Jan-10-2018 8months

Public Participation System- Live Broadcasts of County Assembly proceedings

7M July -2016 I year

ICT Proficiency Capacity Building Program for staff and all assembly members (MCAs)

20M Sept -2019 10 months

Electronic Document Management System 10M Aug-2017 6 months

Table 7: Priority projects for quick wins


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NOTES


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NOTES


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Ministry of Information, Communication and Technology

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

P.O Box 30025-00100,Nairobi Kenya

Tel: (+254) 4920000 / 1

Email: [email protected]

Website: www.information.go.ke

ICT Authority

Telposta Towers, 12th Floor, Kenyatta Ave

P.O. Box 27150 - 00100 Nairobi, Kenya

t: + 254-020-2211960/62

Email: [email protected] or [email protected]

Website: www.icta.go.ke

Become a fan: www.facebook.com/ICTAuthorityKE

Follow us on twitter: @ICTAuthorityKE

Ministry of Information, Communication and Technology

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