PUBLIC SERVICE COMMISSION DRAFT STRATEGIC PLAN …released a foundational policy framework paper,...
Transcript of PUBLIC SERVICE COMMISSION DRAFT STRATEGIC PLAN …released a foundational policy framework paper,...
REPUBLIC OF KENYA
PUBLIC SERVICE COMMISSION
DRAFT
STRATEGIC PLAN (2019-2024)
JUNE, 2019
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FOREWORD
The Public Service Commission was set up in 1954 with the mandate to advice on the appointments of candidates to posts in the Civil Service. The Commission was subsequently enshrined in the Constitution at independence in 1964, as an independent constitutional body. The Constitution bestowed on the Commission the power to appoint persons to hold or act in offices in the public service and in the service of local authorities (including the power to confirm in appointments), the power to exercise disciplinary control over persons holding or acting in those offices and the power to remove those persons from office. The Constitution further granted the Commission authority over withholding, reduction or suspension of pension benefits for persons who had served in the public service. Following the promulgation of the Constitution of Kenya, the Commission was reconstituted with an expanded mandate. The expanded mandate includes the power to establish and abolish offices in the public service, promotion of values and principles in Article 10 and 232 of the Constitution in the public service, investigation, monitoring and evaluation of the organization, administration and personnel practices in the public service, the efficiency and effectiveness of the public service, development of human resource, review of conditions of service, code of conduct and qualifications of officers in the public service, compliance evaluation on the extent to which the values and principles are complied with in the public service, submission of reports to President and Parliaments and the hearing and determination of appeals in respect of county government public service, nomination of persons for appointment as principal secretaries, hearing and determining of appeals for removal of the director of public prosecutions and any other functions that may be conferred by national legislation. The authority granted to the Commission over withholding, reduction or suspension of pension benefits for persons who had served in the public service was however removed from the Commission’s new mandate. The powers conferred to the Commission by other national legislation include review of terms and conditions of service for Kenya Law Reforms Commission and State Law Office; appointment and processing of petitions for removal of Registrar of political parties; nomination of persons for appointment as Solicitor General. The Commission also provides secretarial services for panels constituted for appointment of various Commissions and Independent Offices. The second Commission since promulgation of the Constitution was constituted in January, 2019. The vision of the Commission puts the citizen at the centre of public service delivery. The centrality of the citizen in service delivery is therefore the key focus in the Commission’s Strategic Plan 2019-2024. The plan focuses on four thematic areas of service delivery transformation, performance and productivity management, human resource management and development, and good governance, constitutionalism and compliance with the rule of law. The implementation of this strategic plan is intended to ensure that the public service is staffed with highly skilled, ethical, motivated and productive human resource, and that the delivery of the services is timely and affordable to Kenyans. In order to achieve this, the Commission will set service delivery standards, productivity measurements and put in place a reward and sanctions policy. The Commission will undertake citizen service satisfaction surveys to establish progress
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in the service improvement strategy and this will include the establishment of an operational call centre for instant citizen feedback. During the Strategic Plan implementation period, the Commission intends to decentralize the delivery of its services to the field stations including the Counties through outreach programmes, and stakeholder consultative forums. This will ensure that, the Commission is in touch with the service delivery by frontline agencies of government at the grass root levels. The Commission will enhance the intake of interns in the public service and promote volunteer service by senior citizens. All these strategies are geared to reform and transform the public service to be efficient and effective. In conclusion, at the end of strategy implementation, the Commission expect to have made a positive impact in the transformation of the lives of Kenyans with better access to public services, improvement in the quality of lives in line with the government development agenda on universal health care, affordable housing, food security and industrialization.
STEPHEN K. KIROGO, CBS CHAIRMAN PUBLIC SERVICE COMMISSION
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PREFACE This Strategic Plan is anchored on the existing constitutional framework, Sustainable Development Goals (SDGs), Medium Term Plan III (MTP III) and the Big Four Agenda of universal health care, affordable housing, food security and manufacturing. The Strategic Plan 2019-2024 focuses on transforming the public service. This will be realized through implementation of four key broad strategies of service delivery transformation, performance and productivity management, human resource management and development and promotion of good governance, constitutionalism and compliance with the rule of law. In order to achieve the stated goal of efficient and effective delivery of services by the public service, the Commission will enhance the capacity of its staff to support the strategy implementation. This includes a review of various policies, enhancement of human resource capacity, leveraging on ICT, development of corporate communication strategy and provision of adequate office space, tools, and equipment. The implementation of the new reform initiatives introduced by the Commission requires an enhanced budget.
The need to enhance the capacity of the Commission is informed by the paradigm shift in the improvement in service delivery which is centred on the citizens. The changes in the strategy include, review of the performance management system, decentralization of Commission services, enhancement of ethical standards, mentoring and coaching, talent management, internship programmes and volunteer service. Commission also intends to host a call centre for citizen instant feedback.
The plan is divided into six chapters. Chapter one presents the background, rationale for the strategic plan and the role of the Commission in the development agenda. Chapter two provides the mandate, powers and functions, vision, mission and core values while chapter three addresses the situational analysis, challenges, lessons learnt, SWOT, PESTEL, and stakeholder analysis. Chapter four provides the strategic goal, themes, key result areas, objectives and strategies. Chapter five outlines the organization structure, staffing levels, resource requirements, risk management analysis and detailed implementation matrix while chapter six highlights the monitoring and evaluation framework.
This plan is therefore an embodiment of our collective promise to our stakeholders on the service delivery standards that they should expect from the Commission. It has factored an M&E component to ensure implementation of plan stays on course and takes into consideration any exogenous factors which may arise during implementation. We are committed to providing value for money services that meet citizens expectations. The Commission will continuously pursue structured engagement, collaboration and partnerships with stakeholders to ensure successful implementation of the plan.
SIMON K. ROTICH, EBS Ag. SECRETARY/CHIEF EXECUTIVE PUBLIC SERVICE COMMISSION
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ABBREVIATIONS
ASST/DIR Assistant Director CEO Chief Executive Officer DD Deputy Director Dir Director E&MS Establishment and Management Services ERS Economic Recovery Strategy HR Human Resource HRM/D Human Resource Management/Development ICT Information Communication and Technology IEC Information, Education and Communication M & E Monitoring and Evaluation NGOs Non-Governmental Organizations No. Number POEA Public Officer’s Ethics Act PESTEL Political, Economic, Social, Technological, Environmental
and Legal PSC Public Service Commission R & S Recruitment and Selection SWOT Strengths, Weaknesses, Opportunities and Threats
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DEFINITION OF TERMS Community A group of people with common interests, challenge or gender
e.g. ethnic, religion, marginalized etc.
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TABLE OF CONTENTS FOREWORD................................................................................................................................. ii PREFACE ..................................................................................................................................... iv
ABBREVIATIONS ....................................................................................................................... v
DEFINITION OF TERMS.......................................................................................................... vi LIST OF TABLES ....................................................................................................................... ix
LIST OF FIGURES ...................................................................................................................... x
CHAPTER ONE ........................................................................................................................... 1
INTRODUCTION......................................................................................................................... 1
1.1 Background ............................................................................................................................... 1
1.2 Rationale for the Strategic Plan ................................................................................................ 2
1.3 The National Development Agenda.......................................................................................... 2
1.4 The Role of the Commission in attainment of the National Development Agenda ................. 3
CHAPTER TWO .......................................................................................................................... 5
MANDATE, FUNCTIONS, VISION, MISSION AND CORE VALUES ............................... 5
2.1 Mandate..................................................................................................................................... 5
2.2 Functions and Powers of the Commission ................................................................................ 5
2.3 Vision ........................................................................................................................................ 6
2.4 Mission ...................................................................................................................................... 6
2.5 Core Values ............................................................................................................................... 6
CHAPTER THREE ...................................................................................................................... 8
SITUATIONAL ANALYSIS ....................................................................................................... 8
3.1 Introduction ............................................................................................................................... 8
3.2 Review of the Implementation of the Strategic Plan 2013–2018 ............................................. 8
3.2.1 Key Achievements of the Strategic Plan 2013–2018 ............................................................ 8
3.2.2 Challenges ............................................................................................................................ 11
3.2.3 Lessons Learnt and Experiences .......................................................................................... 12
3.3 Strengths, Weaknesses, Opportunities and Threats (SWOT) Analysis .................................. 13
3.3.1 Strengths .............................................................................................................................. 13
3.3.2 Weaknesses .......................................................................................................................... 13
3.3.3 Opportunities........................................................................................................................ 14
3.3.4 Threats.................................................................................................................................. 14
3.4 PESTEL Analysis ................................................................................................................... 14
3.4.1 Political factors .................................................................................................................... 15
3.4.2 Economic factors ................................................................................................................. 15
3.4.3 Social Cultural Factors ......................................................................................................... 15
3.4.4 Technological Factors .......................................................................................................... 15
3.4.5 Environmental Factors ......................................................................................................... 15
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3.4.6 Legal factors......................................................................................................................... 15
3.5 Stakeholder Analysis .............................................................................................................. 15
CHAPTER FOUR ....................................................................................................................... 19
STRATEGIC FRAMEWORK .................................................................................................. 19
4.1: Introduction ............................................................................................................................ 19
4.2 Strategic Goals, Objectives and Strategies ............................................................................. 19
4.2.1 Strategic Goal....................................................................................................................... 19
4.2.2 Thematic Areas .................................................................................................................... 19
4.2.3 Key Result Areas ................................................................................................................. 19
4.2.4 Strategic Objectives ............................................................................................................. 19
4.3 The Strategy Framework ......................................................................................................... 20
4.3.1 Strategic Objectives and Strategies ...................................................................................... 21
CHAPTER FIVE ........................................................................................................................ 22
STRATEGY IMPLEMENTATION STRUCTURE ................................................................ 22
5.1 Introduction ............................................................................................................................. 22
5.2 Organizational Structure, Infrastructure and Human Resource Capabilities .......................... 22
5.3 Optimal Staffing Levels and Staff Establishment ................................................................... 24
5.4 Effective Performance Management System .......................................................................... 27
5.5 Effective Communication and Branding Strategy .................................................................. 27
5.6 Leveraging on the ICT ............................................................................................................ 27
5.7 Effective Resource Mobilization ............................................................................................ 27
5.8 Projected Financial Resource Requirement ............................................................................ 28
5.9 Risk Management Analysis .................................................................................................... 28
5.10 Detailed Implementation Framework ................................................................................... 30
CHAPTER SIX ........................................................................................................................... 47
MONITORING AND EVALUATION FRAMEWORK ........................................................ 47
6.1 Introduction ............................................................................................................................. 47
6.2 Objectives of the M&E Framework ........................................................................................ 47
6.3 Data Collection, Processing and Analysis .............................................................................. 47
6.4 Strategic Plan Evaluation and Reporting ................................................................................ 47
6.5 Communication and Dissemination of Evaluation Reports .................................................... 48
6.6 Administration of Rewards and Sanctions .............................................................................. 48
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LIST OF TABLES
Table 3- 1: Summary of Stakeholder Analysis ............................................................................. 16
Table 4- 1:Strategic Objectives and Strategies ............................................................................. 21
Table 5-1: Public Service Commission Current Staff and Expected Staffing Levels .................. 24 Table 5-2:Distribution of Current and Proposed Staffing Levels by Directorates and Salary Scales ............................................................................................................................................ 24 Table 5-3: Projected Financial Requirements ............................................................................... 28 Table 5- 4:Table Risk Management ............................................................................................. 28 Table 5- 5: Strategy Implementation Matrix ................................................................................ 31
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LIST OF FIGURES Figure 4- 1:Strategy Framework ................................................................................................... 20
Figure 5-1:Organizational Structure ............................................................................................. 23
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CHAPTER ONE
INTRODUCTION 1.1 Background
At independence the civil service inherited from the colonial government was not geared towards
meeting the aspirations of the Kenyan citizens. The government therefore had to reform the public
service to ensure that it served the needs of the Kenyans. The major challenge facing the public
service then was the domination of the service by the white colonial officers and its primary focus
was on maintenance of law and order.
The Public Service Commission, had therefore to ensure reorientation of the service to manage
economic development and Africanization of the service. This was achieved through establishment
of appropriate structures, staffing levels and capacity building to enable indigenous Kenyans take
over jobs held by the leaving expatriates. Immediately after independence, the Government
released a foundational policy framework paper, the Sessional Paper No. 10 of 1965 “African
Socialism and its Application to Planning in Kenya”. It outlined a framework for reforming the
public service to be able to carry out its responsibilities in line with the aspirations of the citizens.
The sessional paper laid the foundation for expansion of the government into production and direct
provision of services. In addition to provision of services, the government was also viewed as an
avenue of offering employment.
The policy of guaranteeing public service jobs for graduates saw the civil service grow rapidly
from 63,000 in 1963 to 158,883 in 1980 and to 271,979 in 1990. By 1990s, the Government
realized that its direct participation in production activities had been carried well beyond the
original intent and had reached a point where such participation was inhibiting rather than
promoting development. The uncontrolled expansion of the state corporations and workforce led
to an inefficient and ineffective service delivery and a drain on the exchequer. To address these
challenges, the Civil Service Reform Program was launched in the early 1990s. The program
aimed at rationalizing and restructuring the public service to improve its performance and
productivity. The program, however, did not meet all its intended objectives. One of the primary
objectives not met was cost containment. As a result, the government put in place policies to
manage the increasing wage bill. Among the policies the government put in place to manage the
wage bill was a freeze on public employment. The freeze has resulted into several challenges to
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the Commission, key among them include an ageing workforce and staffing gaps in key service
areas due to non-replacement of exiting officers.
The Public Service Commission therefore is committed to address these challenges through
reforming and transforming the public service to be citizen-centric.
This Strategic Plan outlines strategies to improve service delivery and governance in the public
service. This will require that the Commission consolidate and strengthen its structures and
systems and to leverage on Information, Communication Technology for a sustainable efficient
and effective service delivery.
1.2 Rationale for the Strategic Plan
The Commission’s Strategic Plan (2013-2018) came to an end on 30th June, 2018 and as part of its
forward planning the Commission found it necessary to develop a plan for the next five year (2019-
2024). This will further, enable the Commission to align its activities to the emerging Government
priorities in the plan period. The Government has developed the Third Medium Term Plan (2018-
2022) which succeeds the Second MTP (MTP II) 2013-2017. In the Third Medium-Term Plan
period, the Government priority focuses on the Big Four Agenda which includes industrialization,
manufacturing and agro-processing; affordable housing; food and nutrition security; and, universal
health coverage. It is in line with Government intention that the Commission has developed this
Strategic Plan. The plan sets out the Commission’s intended direction and priorities. It defines its
vision, mission and outputs that that will make the vision a reality. It also allows for efficient
allocation of limited resources to those activities that will yield expected results.
1.3 The National Development Agenda
Kenya’s development agenda is guided by the Constitution and Kenya Vision 2030. The
Constitution provides for equitable distribution of resources and opportunities through creation of
a devolved government system. In addition, it establishes an equalization fund to provide basic
services to marginalized areas in order to bring the quality of services in those areas to be at par
with other areas.
The Kenya Vision 2030, whose goal is to create a “globally competitive and prosperous country
with a high quality of life for all Kenyans by 2030” aims at transforming Kenya into “a newly–
industrialized, middle income country, with a high quality of life to all its citizens in a clean and
secure environment”. The Vision 2030 is a national development blue print which is implemented
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through Medium Term Plans. The Vision’s first Medium Term Plan (2008-2012) outlined
strategies for attainment of a high and broad-based economic growth that incorporated gender
equity and equitable development in all regions of the country.
The Second Medium Term Plan (MTP) (2013-2017) of Kenya Vision 2030 focused on
transforming Kenya through devolution, promoting equity, inclusivity, and youth empowerment.
The third MTP (2018-2022) builds on the gains of the second MTP (2013-2017) and expounds on
the manifesto of the government of the day. The MTP III focuses on implementing policies,
programmes and projects designed to achieve the “Big Four” initiatives of the Government
namely; industrialization, manufacturing and agro-processing; affordable housing; food and
nutrition security; and, universal health coverage. The implementation of the “Big Four” initiatives
will contribute to broad based inclusive sustainable economic growth, faster job creation and
reduction of poverty and inequality. Further, the MTP III has mainstreamed the implementation of
17 Global Sustainable Development Goals (SDGs). The implementation of the “Big Four”
initiatives aims to raise the share of manufacturing sector to 15 percent of GDP; ensure that all
citizens enjoy food security and improved nutrition by 2022; achieve Universal Health Coverage;
and deliver at least five hundred thousand (500,000) affordable housing units in the country.
1.4 The Role of the Commission in attainment of the National Development Agenda
The Commission plays a significant role in driving the national development agenda as it provides
the necessary human resource to implement the national programmes and projects as outlined in
the Kenya Vision 2030 and other government initiatives. To support the realization of these
initiatives, the Commission will ensure the requisite skills mapping, recruitment and retention of
skilled and ethical human resource through research-based interventions in the service.
Specifically, the role of the Commission is critical in the following: -
a) review and development of organizational structures in implementing MDAs;
b) coordination of Human Resource management and Development in the service;
c) review and development of Human Resource Management and Development policies.
d) promotion of values and principles of public service;
e) ensuring efficiency and effectiveness in the public service;
f) providing leadership in public service management; and
g) providing advisory and oversight on Government agenda.
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The Commission is committed to the achievement of equity in employment and will therefore,
ensure regional and community balance in appointments, promotions and training. In addition, the
Commission will adhere to the constitutional requirement that, not more than two-thirds of the
members of elective or appointive bodies shall be of the same gender. In this regard, the
Commission will uphold the principle in the discharge of its functions especially in appointments
and distribution of training opportunities in the service. Further, the Commission will ensure
equitable distribution of employment and training opportunities to persons with disabilities, the
marginalized and minority groups.
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CHAPTER TWO
MANDATE, FUNCTIONS, VISION, MISSION AND CORE VALUES
2.1 Mandate
The mandate of the Commission entails provision of competent human resource, promotion of good governance and ensuring efficiency and effectiveness in the provision of quality services in the public service as underpinned in Article 232.
2.2 Functions and Powers of the Commission
The functions of the Commission as set out in Article 234 of the Constitution include the following: - Subject to the Constitution and legislation,
(i) establishment and abolition of offices in the public service;
(ii) appointment of persons to hold or act in those offices, and to confirm appointments;
(iii) exercise disciplinary control over and remove persons holding or acting in those offices;
(iv) promotion of national values and principles of governance; and values and principles of
public service;
(v) investigate, monitor and evaluate the organization, administration and personnel
practices of the public service;
(vi) ensuring that the public service is efficient and effective;
(vii) development of human resources in the public service;
(viii) reviewing and making recommendations to the national government in respect of
conditions of service, code of conduct and qualifications of officers in the public service;
(ix) evaluating and reporting to the President and Parliament on the extent to which the
values and principles mentioned in Articles 10 and 232 are complied with in the public
service;
(x) hearing and determining appeals in respect of county governments’ public service;
The discharge of functions (i – x) above shall not apply to:
a) State Offices
b) Offices of High Commissioners and Ambassadors
c) Offices subject to Parliamentary Service Commission, Judicial Service Commission,
Teachers Service Commission, National Police Service Commission.
d) Office in the service of a County Government except hearing and determining of
appeals.
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e) Appointment of personal staff of the President or retired President except with the
consent of the President.
Other functions and powers include: -
(xi) Nominating persons to the Judicial Service Commission and Salaries Remuneration
Commission under Articles 171(2) and 230(2){b} respectively;
(xii) Recommending persons to be appointed as Principal Secretaries under Article 155 (3) (a);
(xiii) Receiving petitions for the removal of the Director of Public Prosecutions and
recommending appointment of a tribunal to investigate the complaints under Article
158(2) (3) and (4);
(xiv) Receiving petitions for the removal of the Registrar and Assistant Registrars of political
parties in accordance with Section 37 of the Political Parties Act;
(xv) Protection of public officers against victimization and discrimination while discharging
their duties; and
(xvi) performing any other functions and exercise any other powers conferred by national
legislation.
2.3 Vision
A citizen-centric public service
2.4 Mission
To reform and transform the public service for efficient and effective service delivery
2.5 Core Values
The Commission is guided by and adheres to the following core values in the discharge of its
mandate: -
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• Maintain moral, neutral and ethical principlesIntegrity
• Equality, non-discrimination and inclusivityDiversity
• Adherance to professional standards and values• Fidelity to the rule of law• Uphold openness, be answerable and take
responsibility for actions
Professionalism
•Application of new ideas, methods and technology•Research and evidence-driven policy processInnovation
• Co-operation, consultation• Respect for divergent views and opinionsTeam Work
• Responsive, efficient and effectiveCitizen Focus
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CHAPTER THREE
SITUATIONAL ANALYSIS
3.1 Introduction
This Chapter highlights Public Service Commission key achievements accomplished in the period
of the Strategic Plan 2013–2018, based on the End Term Review of the Plan. The Strengths,
Weaknesses, Opportunities and Threats (SWOT), the Political, Economic, Sociocultural,
Technological, Legal and Environmental (PESTLE) analysis and Stakeholder analysis were
undertaken to facilitate the development of strategic goals, themes and strategies. Challenges
encountered, and lessons learned from implementation of the plan are also presented.
3.2 Review of the Implementation of the Strategic Plan 2013–2018
The Strategic Plan 2013/14 – 2017/18 focused on operationalization of the Commission’s mandate.
The Plan focused on review and development of policies, guidelines and frameworks for
facilitating efficient and effective service delivery in the public service with the ultimate objective
of contributing to the National Development Agenda and realization of the Kenya’s Vision 2030.
3.2.1 Key Achievements of the Strategic Plan 2013–2018
The Strategic Plan identified six strategic objectives to be attained. During the Plan period, the
Commission made the following achievements under each strategic objective: -
Strategic Objective 1: Strengthen the Institutional Capacity of the Commission
Under this strategic objective, the following milestones were made:
i) restructured the Commission Secretariat to align to the enhanced constitutional mandate; ii) enacted PSC Act, 2017 and developed draft PSC Regulations;
iii) developed regulations on processing petitions for Removal of Director of Public Prosecutions;
iv) upgraded the online Recruitment and Selection Database System; v) improved access to Commission’s services through implementation of video conferencing
facility that has enabled online interviewing of candidates in the diaspora; vi) improved financial management systems and received Second Runners–up Awards for
three consecutive years in Financial Reporting (FiRe) for the Public Sector-Cash Basis category
vii) improved data storage capacity through installation of a Modern Data Center and upgraded Local Area Network to ensure reliability, confidentiality and security of IT services;
viii) constructed and equipped a nine storey office block; ix) established a contributory pension scheme for the members of secretariat staff;
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x) rolled out car loan and mortgage scheme for the Commission staff; xi) established a medical scheme, GPA/WIBA and Group Life Insurance cover for staff;
xii) set up Commission’s workout gymnasium; and xiii) rolled out the PSC staff Performance Appraisal tool to facilitate management of staff
performance.
Strategic Objective 2: Enhance performance of the public service for improved service delivery
The Commission made the following key achievements: -
i) automated Staff Performance Appraisal forms in the Government Human Resource
Information System (GHRIS) and sensitized Heads of HR and Staff Performance Appraisal
Systems (SPAS) Champions in MDAs;
ii) inducted newly appointed Principal Secretaries in July 2013 and 2015 following the
reorganization of Government;
iii) undertook capacity building and provided technical support to county public service;
iv) built capacity of the State Corporations Boards on competency development of organization
and grading structures;
v) issued the Public Service Commission Staff Human Resource Policies and Procedures
Manual to guide staff on HRM&D matters;
vi) developed and issued guidelines on management of the seconded staff to the Counties;
vii) transitioned devolved staff to the county public service boards;
viii) issued policies to guide the management of human resource function in the service;
ix) filed all statutory reports as required by law;
x) reviewed organizational structures and staffing levels for Ministries and State Departments
in line with Executive Orders; and
xi) implemented Public Service Excellence Award Scheme (PSEA) and awarded public officers
for exemplary performance in 2015, 2016 and 2017.
Strategic Objective 3: Promote Stable Employee and Employer Relations for Efficiency and Effectiveness in the public service
Under this strategic objective the following achievements were made: - i) developed guidelines for negotiation, conciliation and mediation;
ii) developed a policy on public participation in the public service;
iii) established a framework for inter-agency collaboration, co-operation, consultation and
partnership with the county governments;
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iv) developed policy and regulations for hearing and determining appeals;
v) developed an institutional framework for engagement with trade unions;
vi) automated the Discipline Management System (DMS) and trained and sensitized link
persons in State departments on the system;
vii) developed a framework for review of terms and conditions of service and
viii) reviewed conditions of service for: -
a) civil servants; b) senior officers in the office of the retired Presidents;
c) staff of state corporations; and
d) staff of Kenya Law Reform Commission (KLRC) and Independent Policing Oversight
Authority (IPOA).
Strategic Objective 4: Promote Good Governance, Values and Principles in the Public Service
The following achievements were attained under this strategic objective: -
i) conducted citizen satisfaction baseline survey for the public service and established the
index at 42.6 per cent;
ii) developed the leadership and integrity code for the members of the Commission pursuant
to section 37(1) of the Leadership and Integrity Act, 2012;
iii) reviewed the Code of Conduct and Ethics for Public Officers (Legal Notice No. 54 of 2016);
iv) reviewed the administrative procedures for financial disclosures in the public service (Legal
Notice No. 53 of 2016);
v) developed and issued ‘A Framework for the Implementation of Values and Principles in
Articles 10 and 232 of the Constitution in the Public Service’; and
vi) mainstreamed values in co-curricular activities in the educational system through donation
of trophies to the national music and drama festivals.
Strategic Objective 5: Strengthen Compliance with Governance, National Values and Principles of Public Service
The following milestones were achieved: -
i) established baseline compliance index for public service compliance with values and principles;
ii) disseminated values and principles framework in the public service;
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iii) participated in the development of public service integrity framework (legal, policy and
institutional);
iv) established national and public service values and principles compliance index ; and
v) administered the financial disclosures in line with the provisions of Part IV of the Public
Officers Ethics Act, 2003.
Strategic Objective 6: Ensure Equitable Distribution of Opportunities in the Public Service
The following key achievements were made: -
i) developed, issued and implemented diversity management policy for the public service;
ii) established a special board room to facilitate interviews of people with special needs and
trained officers on sign language;
iii) recruited 10,360 persons in to the service of which 6,343 (61%) were male and 4,017(39%)
female; from all the 46 ethnic communities;
iv) promoted 33,673 persons in various ministries of which 20,271 (60%) were male and 13,402
(40%) were female.
v) recommended for appointment for various top leadership positions in the public service;
vi) establish proportionate representation quota for appointment of ethnic communities in the
public service; and
vii) recommended to the President persons for appointment to the position of Principal
Secretary in accordance with Article 155(3)(a).
3.2.2 Challenges
The following were some of the challenges faced during implementation of the plan:
i) Legal and Regulatory
a. lack of legal provision in enforcing Commission’s decisions related to county appeals;
b. weak utilization of Alternative Dispute Resolution (ADR) mechanisms in the public
service; and
c. lack of uniform norms and standards in the public service.
ii) Organizational Capacity
a. weak performance management system;
b. lack of corporate communication strategy;
c. existence of skills gaps;
d. weak monitoring and evaluation framework;
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e. inadequate office accommodation and equipment;
f. low level of automation of Commission’s operations;
g. low uptake of national values and principles;
h. low decentralization of Commission’s services; and
i. low budgetary allocation and frequent budget cuts.
iii) External Capacity (MDAs)
a. weak performance management system;
b. weak corporate communication strategy;
c. lack of coaching and mentorship programmes for public service careers;
d. weak internship management framework;
e. low levels of automation of operations;
f. weak management of labour relations;
g. weak succession management;
h. low uptake of national values and principles;
i. weak adherence to ethical standards;
j. lack of affirmative action programmes;
k. weak utilization of competencies and skills of retired persons;
l. existence of skills gaps; and
m. weak monitoring and evaluation framework.
3.2.3 Lessons Learnt and Experiences
During the plan period, the following lessons were learnt, the need to: -
i). review the performance management system;
ii). strengthen the legal framework to improve efficiency and effectiveness;
iii). develop and implement mentorship programme;
iv). strengthen internship management;
v). strengthen policy framework for improved management of the public service;
vi). enact legislation on uniform norms and standards;
vii). conduct a competency and skills audits;
viii). enhance decentralization of Commission function;
ix). enhance the work environment, facilities and equipment;
x). build capacity;
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xi). engage the National Treasury and Parliament for enhanced budget;
xii). automate business process;
xiii). strengthen labour relations issues;
xiv). develop and implement HRM&D master plan;
xv). strengthen monitoring and evaluation function;
xvi). enhance promotion of national and public service values and principles;
xvii). enhance adherence to ethical standards;
xviii). develop and implement affirmative action programmes; and
xix). enhance corporate communication.
3.3 Strengths, Weaknesses, Opportunities and Threats (SWOT) Analysis
The Commission conducted a situational analysis of its Strengths, Weaknesses, Opportunities and
Threats (SWOT). The analysis was undertaken to establish both internal and external factors
impacting on the work of the Commission. The achievement of the Commission’s objectives will
largely depend on enhancing the internal strengths, exploiting existing opportunities and managing
the weaknesses and threats. The following are some of the Commission’s strengths, weaknesses,
opportunities and threats.
3.3.1 Strengths
The Commission derives its strengths from: -
i) being an independent constitutional body;
ii) having qualified, professional, innovative and experienced human resource;
iii) its transparency and accountability;
iv) team work;
v) its experience in the discharge of human resource function; and
vi) functional structures and systems.
3.3.2 Weaknesses
i) unintegrated ICT system;
ii) weak linkage in research and policy;
iii) weak data management;
iv) inaccessibility of the Commission’s services in some parts of the country; and
v) weak collaboration and partnerships.
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3.3.3 Opportunities
i) supportive and progressive constitutional dispensation;
ii) centrality of the public service in national development;
iii) skilled and experienced human resource;
iv) advanced establishment of ICT infrastructure in the country;
v) conducive social and political goodwill;
vi) cooperation and partnerships within the public and private sector;
vii) availability of relevant skills in the labour market;
viii) increased public expectations, awareness and demand for services;
ix) enlightened and knowledgeable citizenry;
x) globalization;
xi) membership and active participation in regional and international organizations;
xii) public-sector reforms; and
xiii) devolution and decentralization of services.
3.3.4 Threats
i) high unemployment rate among the youth; ii) low economic growth;
iii) disparities in terms and conditions of service;
iv) corruption;
v) escalating wage bill;
vi) brain drain of technical skills;
vii) labour unrests;
viii) negative culture systems in the public service;
ix) cyber-crimes; and
x) security threats.
3.4 PESTEL Analysis
A Political, Economic, Social, Technological, Environmental and Legal (PESTEL) analysis was
conducted with a view to establish the circumstances under which the Commission operates so as
to appreciate the factors that will impact on the process of implementing the Strategic Plan. The
following identified factors are likely to affect the performance of the Commission: -
15
3.4.1 Political factors
The political dynamics that will be prevailing in the country during the plan period will affect the
attainment of set goals.
3.4.2 Economic factors
The performance of the economy during the plan period will have a bearing on the adequacy of
financial resources available to support the implementation of the Strategic Plan.
3.4.3 Social Cultural Factors
Inequalities, poor work ethics and interpersonal relationships are some of the social cultural
factors that may impact negatively on the implementation of the Strategic Plan.
3.4.4 Technological Factors
The use of ICT is recognized as a major vehicle to accelerate economic development and facilitate
effective service delivery. The Commission will leverage on IT for improved service delivery in
consideration of the rapid evolution of technology and threats posed by cyber-crimes and formulate
mitigating factors to address the threats.
3.4.5 Environmental Factors
A conducive and supportive work environment enhances the output of an organization. Climate
change, occupational safety, health, security, waste and pollution management are some of the
environmental factors that are likely to affect the operations of the Commission during the plan
period.
3.4.6 Legal factors
Changes in legislations and increased litigations are some of the legal factors that may impact on
the Strategic Plan implementation.
3.5 Stakeholder Analysis
Stakeholder analysis was undertaken to take into account the interests and expectations of the
Commission and its stakeholders. This involved taking an inventory of all parties that have a stake
in the work of the Commission. Table 3-1 below gives the summary of the stakeholder analysis.
16
Table 3- 1: Summary of Stakeholder Analysis
S/No Stakeholder Stakeholder Expectation Commission Expectation i. The General
Public efficient and effective public
services fairness and the exercise of equity
for available job opportunities adherence to the two-thirds gender
principle in appointments, promotions and distribution of training opportunities
representation of all communities good governance and ethical
behaviour of public servants representation of people with
disabilities
Qualified Kenyans will apply for jobs when they are advertised
Comply with regulations and guidelines of the Commission
Receive objective feedback from the people of Kenya
File appeals and petitions Participate in vetting process
for appointments
ii. Ministries, Department and Agencies and State Corporations
Commission to determine regulations for discharge of human resource functions
set ethical standards and enforce rules of conduct
supply qualified and competent human resource for State Departments
Set competitive terms and conditions of service for the civil service
Adherence to the two-thirds gender principle in appointments, promotions and distribution of training opportunities
To comply with PSC regulations and decisions
To comply with the national values and principles of governance and values and principles of public service
To efficiently and effectively utilize resources
Commitment and productivity Provide prompt, effective and
efficient service to customers Qualified Kenyans of both
gender will apply for jobs when they are advertised
iii. County
Governments Provide technical support Hear and determine appeals from
counties expeditiously
To comply with PSC regulations and decisions
iv. Parliament Implement constitutional mandate Report on the discharge of the
Commission’s mandate Report on compliance with values
and principles in Articles 10 and 232
Prudent management of financial resources
Allocate adequate funds for Commission’s operations
Enact legislations and regulations to support Commission’s functions.
v. Judiciary Implement court decisions Adherence to provisions of the
relevant legislations
Expedite the hearing and disposal of cases in courts
Interpretation of Laws vi. Labour Unions Protect the interest and rights of
public officers Uphold and respect the
Commission’s mandate
17
S/No Stakeholder Stakeholder Expectation Commission Expectation Regular review of terms and
conditions of service To uphold fair labour practices Involvement in the review of terms
and conditions of service Provide institutional framework for
employer-employee engagement
Uphold the rule of law
vii. Academic, Training and Research Institutions
To provide linkage between the academia and the public service
Facilitate internship opportunities Provide complimentary data and
information Partnership in research and policy
formulation
To align academic curriculum to the demands of the labour market
Share relevant research findings To uphold the values and
principles in Articles 10 and 232
Provide training opportunities to public officers
viii. KSG Partnership in curriculum development, training, research and policy formulation
Partnership in curriculum development.
Partnership in undertaking impact evaluation on training
Provide training opportunities to public officers
Share relevant research findings To uphold the values and
principles in Articles 10 and 232
ix. The Media Openness, transparency and ease of access to information
Communication strategy
Accurate, objective and fair reporting
x. Commissions and Independent Offices
Cooperation and partnership Cooperation and partnership
xi. Commission Staff
Competitive terms and conditions of service
Protection in discharge of official duties
Commitment to staff welfare Conducive work environment Adequate and equitable exposure,
training and development opportunities
Commitment and productivity Project the right image of the
Commission To uphold the values and
principles in Articles 10 and 232 and the Public Officer Ethics Act, 2003.
Provide prompt, effective and efficient service to customers
xii. Private Sector efficient and effective public services
Structured Public Private Partnership initiatives
Provide prompt, effective efficient and quality services To uphold the national values and principles of governance
18
S/No Stakeholder Stakeholder Expectation Commission Expectation Fair distribution of available
business opportunities To uphold the values and principles
in Articles 10 and 232 and the Public Officer Ethics Act, 2003
involvement in policy making process
Publish and publicize information on the discharge of the Commission’s mandate
Participate in policy making process Engage in structured Public Private Partnership processes
xiii. Civil Societies & NGOs
Efficient and effective public services
Publish and publicize information on the discharge of the Commission’s mandate
Prudent management of public resources.
Respect for the national values and principles of governance and values and principles of the public service.
Upholding of the objects and authority of the Commission.
Ethical conduct Transparency and accountability on
the discharge of the Commission’s mandate
Structured framework for engagement and participation
Participation in policy making processes. Support and cooperation. Prompt submission of information. Regular consultations and engagements. Ethical conduct Interaction as per the communication strategy
xiv. Professional bodies
Support continuous professional development for professionals in the public service
Collaborate with professional associations in the enforcement of professional code of practice
Involvement in policy making
Continuous Professional Development Promote professionalism Enforce compliance with professional code of practice Participate in policy making
xv. Development partners
Prudent management of public resources.
Ethical conduct Transparency and accountability
Regular consultations and engagements.
Cooperation and partnerships Support Commission
programmes and projects xvi. Regional and
International Bodies
Cooperation, collaboration and partnership
Structured framework for engagement and collaboration
Benchmark for best practices Share knowledge and
experiences Exchange programmes
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CHAPTER FOUR
STRATEGIC FRAMEWORK
4.1: Introduction
This chapter outlines the strategic direction of the Commission during the plan period (2019-2024)
in fulfilling its mandate. It also outlines the strategic goal, themes, key result areas, objectives and
the strategies aimed at improving service delivery.
4.2 Strategic Goals, Objectives and Strategies To deliver on its mandate the Commission has identified one strategic goal and three key result
areas as follows: -
4.2.1 Strategic Goal
Efficient and Effective Service Delivery.
4.2.2 Thematic Areas
In implementing the plan the Commission will be guided by the following thematic areas:-
i). Performance and Productivity Management
ii). Service Delivery Transformation;
iii). Human Resource Management & Development
iv). Good Governance, Constitutionalism and Compliance with the Rule of Law
v). Enhanced Capacity to Deliver on the Commission’s Mandate
4.2.3 Key Result Areas
i) Ensuring Efficiency and Effectiveness;
ii) Good Governance Practices in the Public Service; and
iii) Organization Capacity to Deliver on its Mandate.
4.2.4 Strategic Objectives
To achieve the above strategic goals the Commission will pursue the following strategic
objectives: -
i) To Improve Performance and Productivity
ii) To Improve Service Delivery
iii) To Improve Human Resource Management Practices
20
iv) To Promote Constitutionalism, Values and Principles
v) To Build Commission’s Internal Capacity
4.3 The Strategy Framework
Figure 4-1:Strategy Framework
Efficient and Effective Service Delivery
A CITIZEN-CENTRIC PUBLIC SERVICE
TO REFORM AND TRANSFORM THE PUBLIC SERVICE FOR
EFFICIENT AND EFFECTIVE SERVICE DELIVERY
VISION
MISSION
GOALS
OBJECTIVES
Improve Performance and Productivity in the Public Service
Improve Service Delivery
Improve Human Resource Management Practices
Promote Constitutionalism, Values and Principles in the Public Service
KEY OUTPUTS
STRATEGIES & ACTIVITIES
Build Commission’s Internal Capacity
21
4.3.1 Strategic Objectives and Strategies
Table 4.1 below indicates the strategic goals, objectives and strategies to be implemented in the plan period. Table 4-1: Strategic Objectives and Strategies Strategic Goal Key Result Area Strategic
Objectives Strategies
Efficient and Effective Service Delivery
Ensuring Efficiency and Effectiveness
Improve Performance and Productivity
Review performance management systems for the public service Develop productivity measurements Strategy for the public service
Improving Service Delivery
Undertake public service reforms and transformation Strengthen the organizational capacity of MDAs to deliver on their mandate Setting standards in service delivery
Promote Human Resource Management Practices
Enhance Talent Management and Youth Employment Develop/review human resource management strategy Develop human resource in the public service Public service culture and attitudinal change Review the recruitment and selection strategy Promote inclusivity Develop a career and succession management strategy for public service Review and implement terms and conditions of service Ensure effective and fair disciplinary control and management
Good Governance, Constitutionalism and Compliance with the Rule of Law
Promote Constitutionalism, Values and Principles
Promote good governance, ethics and Integrity Promote compliance with regulations, guidelines and commission’s decisions
Organization Capacity to Deliver on its Mandate
Build Commission’s Internal Capacity
Strengthen the Commission’s capacity to deliver on its mandate Performance management Promote constitutionalism Develop and implement a communication strategy Leverage on ICT in the operations of the Commission Improve work environment Resource mobilization and prudent management of resources
22
CHAPTER FIVE
STRATEGY IMPLEMENTATION STRUCTURE
5.1 Introduction
This chapter presents the organizational structure, projection of the financial resources required to
implement strategic plan, risk management analysis and detailed strategy implementation
framework. 5.2 Pre-conditions for Successful Implementation of the Plan
Implementation of the Strategic Plan will be largely anchored on: -
a) strong organization structure; b) optimal staffing levels; c) collaboration and cooperation with stakeholders;
d) effective performance management system; e) effective communication and branding strategy; f) team work;
g) positive culture and work ethics;
h) leveraging on ICT infrastructure; and i) mobilization of adequate financial resources.
5.2 Organizational Structure, Infrastructure and Human Resource Capabilities
In implementing the plan, the Commission will adopt the existing organisational structure.
However, this will be reviewed as and when necessary. The Commission will endeavour to ensure
that the staffing gaps are addressed, and specialised training availed to the secretariat staff. In
addition, adequate and appropriate tools and equipment will be provided for effective service
delivery. The organogram is presented in Figure 5.1.
23
Figure 5-1: Organizational Structure
MONITORING & EVALUATION DIVISION
PLANNING DIVISION
CO
RPO
RA
TE
AFF
AIR
S &
AD
MIN
. SE
RV
ICES
REC
RU
ITM
ENT
&
SELE
CTI
ON
BO
AR
D
MA
NA
GEM
ENT
SER
VIC
ES
CO
MPL
IAN
CE
&
QU
ALI
TY
ASS
UR
AN
CE
FIN
AN
CE
&
PLA
NN
ING
DIV
.
HU
MA
N R
ESO
UR
CE
MA
NA
GEM
ENT
&
DEV
ELO
PMEN
T
RECRUITMENT DIVISION
SELECTION DIVISION
BOARD OPERATIONS & COMM. DIV.
ICT DIVISION
COMMISSION
CEO/SECRETARY
TRAINING & DEVELOPMENT DIVISION
ESTA
BLI
SHM
ENT
&
MA
NA
GEM
ENT
CO
NSU
LTA
NC
Y
SER
VIC
ES
PERFORMANCE MGT & INFORMATION SYSTEM DIVISION
LEG
AL
SER
VIC
ES
DISCIPLINE & APPEALS DIVISION
PUBLIC COM. & MEDIA RELATIONS DIV.
Deputy Commission Secretary/CEO Technical Services
Deputy Commission Secretary/ CEO Corporate Services
HRM DIVISION (INTERNAL)
ETHICS & GOVERNANCE DIVISION
FINANCE DIVISION
ORGANIZATIONAL DESIGN DIVISION
INSTITUTIONAL ADVISORY SERVICES DIVISION
INTE
RN
AL
AU
DIT
D
IVIS
ION
BOARD RECORDS MGT DIV.
HUMAN RESOURCE MGT DIVISION
ADMIN. DIVISION COMPLIANCE &
AUDIT, DIVISION
LOGISTICS & PROTOCOL DIVISION
SERVICE DELIVERY AND PUBLIC SERVICE TRANSFORMATION DIVISION
PERFORMANCE MONITORING & CAPACITY DEVELOPMENT DIV.
RESEARCH & POLICY ANALYSIS. DIV
PERFORMANCE CONTRACTING, MEASUREMENT & APPRAISAL DIVISION
PER
FOR
MA
NC
E &
PU
LIC
SER
VIC
E TR
AN
SFO
RM
ATI
ON
SUPP
LY C
HA
IN
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T D
IVIS
ION
24
5.3 Optimal Staffing Levels and Staff Establishment
5.3.1 Current Staffing Levels and Proposed Staffing Levels
Table 5.1 shows the current staffing level and expected staffing levels over the Strategic Plan
period.
Table 5-1: Public Service Commission Current Staff and Expected Staffing Levels Staff Level PSC
Scale Current Proposed Staff Establishment
2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 Senior management Staff
PSC10 1 1 1 1 1 1
PSC 9 2 2 2 2 2 2 PSC 8 9 9 9 9 9 9
Senior Staff Level
PSC7 20 26 30 31 31 31
PSC6 30 44 47 47 48 47 Middle Level Staff
PSC5 41 66 76 88 92 92
PSC4 55 76 97 116 126 125 Lower Level Staff
PSC3 29 20 27 32 38 37
PSC 2 26 38 38 39 39 39 PSC 1 10 19 20 21 21 21
Totals 223 301 347 391 407 407
Table 5-2:Distribution of Current and Proposed Staffing Levels by Directorates and Salary Scales
Directorate Scale AE In-Post Variance Proposed Establishment
2018
/19
2019
/20
2020
/21
2021
/22
2022
/23
2023
/24
Office of the CEO 10 1 1 0 1 1 1 1 1 1 9 2 2 0 2 2 2 2 2 2
Total 3 3 0 3 3 3 3 3 3 Board Management Services
8 1 1 1 1 1 1 1 1 1 7 4 2 -2 2 2 2 2 2 2 6 4 1 -3 1 2 2 2 3 3 5 3 0 -3 0 1 1 2 3 3 4 2 2 0 2 2 2 3 3 3 3 1 1 0 1 1 1 1 1 1
Total 14 7 -7 7 9 9 11 13 13
25
Directorate Scale AE In-Post Variance Proposed Establishment
2018
/19
2019
/20
2020
/21
2021
/22
2022
/23
2023
/24
Compliance and Quality Assurance
8 1 1 0 1 1 1 1 1 1 7 5 4 -1 4 4 4 4 4 4 6 8 5 -3 5 5 5 5 5 5 5 41 8 -33 8 9 11 11 11 11 4 4 2 -2 2 2 7 15 18 18 3 1 0 -1 0 1 5 10 15 15
Total 60 20 -40 20 22 33 46 54 54 Corporate Services
8 1 1 0 1 1 1 1 1 1 7 4 3 -1 3 3 4 4 4 4 6 6 5 -1 5 5 6 6 6 6 5 25 9 -16 9 10 11 12 12 12 4 51 38 -13 38 43 48 48 48 48 3 14 8 -6 8 8 10 10 10 10 2 46 37 -9 37 37 37 38 38 38 1 24 15 -9 15 19 20 21 21 21
Total 171 116 -55 116 126 137 140 140 140 Establishment & Management Consultancy Services
8 1 1 0 1 1 1 1 1 1 7 4 2 -2 2 2 2 2 2 2 6 4 3 -1 3 3 4 4 4 4 5 14 2 -12 2 2 3 5 6 6 4 5 0 -5 0 2 5 8 12 12 3 1 0 -1 0 0 1 1 2 2
Total 29 8 -21 8 10 16 21 27 27 Finance & Planning
8 1 1 0 1 1 1 1 1 1 7 4 1 -3 1 1 2 3 3 3 6 6 5 -1 5 5 5 6 6 6 5 14 11 -3 11 11 11 12 12 12 4 12 7 -5 7 7 8 11 14 14
Total 37 25 -6 25 25 26 33 37 37 Supply Chain Management
7 1 1 0 1 1 1 1 1 1 6 1 0 -1 0 1 1 1 1 1 5 3 1 -2 1 1 1 1 1 1 4 4 3 -1 3 4 4 4 4 4
26
Directorate Scale AE In-Post Variance Proposed Establishment
2018
/19
2019
/20
2020
/21
2021
/22
2022
/23
2023
/24
3 2 1 -1 1 2 2 2 2 2 Total 11 6 -5 6 9 9 9 9 9
Human Resource Management & Development
8 1 1 0 1 1 1 1 1 1 7 4 3 -1 3 4 6 7 7 7 6 10 4 -6 4 6 7 7 7 7 5 20 3 -17 3 8 10 14 14 14 4 4 4 0 4 6 8 9 9 9 3 1 0 -1 0 2 2 2 2 2 2 1 0 -1 0 1 1 1 1 1
Total 41 15 -27 15 28 35 41 41 41
Internal Audit
7 1 1 0 1 1 1 1 1 1 6 1 1 0 1 1 1 1 1 1 5 1 1 0 1 1 1 1 1 1
Total 3 3 0 3 3 3 3 3 3
Legal Services
8 1 1 0 1 1 1 1 1 1 7 1 1 0 1 1 1 1 1 1 6 2 2 0 2 2 2 2 2 2 5 2 0 -2 0 1 1 1 1 1 4 1 2 1 2 3 3 3 3 3 3 1 0 -1 0 1 1 1 1 1
Total 8 6 -2 6 9 9 9 9 9
Recruitment & Selection
8 1 1 0 1 1 1 1 1 1 7 2 2 0 2 3 3 3 3 3 6 4 3 -1 3 5 5 5 5 5 5 12 2 -10 2 6 8 10 12 12 4 7 2 -5 2 5 7 11 14 14 3 2 1 -1 1 5 5 5 5 5
Total 28 11 -17 11 25 29 35 40 40
Performance Management &
8 1 1 0 1 1 1 1 1 1 7 4 0 -4 0 4 4 4 4 4 6 8 2 -6 2 8 8 8 8 8
27
Directorate Scale AE In-Post Variance Proposed Establishment
2018
/19
2019
/20
2020
/21
2021
/22
2022
/23
2023
/24
Public service Improvement
5 16 0 -16 0 16 18 20 20 20 4 0 0 0 0 0 4 4 4 4
Total 29 3 -26 3 29 35 37 37 37 Grand Total 434 223 -211 223 301 347 391 407 407
5.4 Effective Performance Management System
The success of the implementation this Plan, largely lies in the implementation of an effective
performance management system. The Commission will ensure that individual employee
performance is aligned to the Commission’s strategic goals and objectives as well as reward and
recognizing performance.
5.5 Effective Communication and Branding Strategy
In implementing this Strategic Plan, the Commission will review and implement communication
and branding strategy.
5.6 Leveraging on the ICT
The Commission will exploit the potential of its ICT infrastructure to execute the mandate. The
strategies to be adopted include review of business processes, automation of systems; operational
processes, website interactivity; migration of services to e-platforms and improving the ICT skills
of technical and professional officers.
5.7 Effective Resource Mobilization The Commission will continue to be facilitated by the Government/development partners through
the National Treasury within its MTEF budget framework in the implementation of its programmes
and activities. The Commission will continue lobbying for additional financial allocations from
the government by engaging Parliament and National Treasury. In addition to government funding
sources the Commission will approach development partners to complement its budgetary
allocation.
28
5.8 Projected Financial Resource Requirement
The projected financial resources required for implementation of this Strategic Plan is presented
Table 5.3 below.
Table 5-3: Projected Financial Requirements
Financial Year Financial Requirements (Kshs. Billions)
MTEF Allocations (Kshs. Billions)
Variance (Kshs. Billions)- Resource Gap
2019/20 9.788 1.236 8.552
2020/21 9.510 1.287 8.223
2021/22 9.974 1.338 8.636
2022/23 10.375 - -
2023/24 10.380 - -
5.9 Risk Management Analysis
This section presents an analysis of types of risks and how the Commission will mitigate the effects. Table 5- 4:Table Risk Management Risk Risk Description Risk
Assessment Mitigation Strategies
Interference with the mandate from external sources
Various interest groups may choose to interfere with the mandate of the Commission for selfish gains (Political class, Executive, Legislature among other groups)
High Build systems and institutional structures for posterity
Sensitize and involve key stakeholders on the execution of Commission’s mandate
The Commission leadership to respond in a timely manner to any attempts of interference
Increased outreach to enhance public confidence
29
Risk Risk Description Risk Assessment
Mitigation Strategies
Terrorism and Cyber Crimes
We live in a world of conflict and acts of subversion nationally and globally
High Data and systems back up outside the Commission
Risk awareness creation across the Commission
Inadequate performance on delegated responsibilities
Non-delivery or poor performance of MDAs in the discharge of delegated powers
Ineffective monitoring of discharge delegated powers
Inability to finalize investigations
Medium Capacity building before delegation
Strengthen M &E Mechanisms
Regular engagement and consultations with the implementing agencies (MDAs)
Changes to the Legal and regulatory framework
The probability of a “Referendum on Constitution” may affect the legal framework within which the Commission Plan is premised
Medium Comply with the changes
Inadequate finances
The funding of the Commission is reliant on GoK allocations which over time have competing needs. Very little of external financing has been achieved
Medium Intensify lobbying for adequate and timely disbursement of funds from different sources
Engage Private Public Partnerships
Engage development partners and donor funding initiatives
Removal from office of all Commissioners
The experience of similar bodies has shown that the life of a Commission can be brought to an end before its term
Medium Stick to our mandate and exercise objective consultation
Change management
Re-organization requires attitudinal and culture change
Medium Develop and implement a robust communication strategy for change
Employee engagement and motivation
30
5.10 Detailed Implementation Framework The detailed Implementation framework is presented below as Table 5-5.
31
Table 5-5: Strategy Implementation Matrix Goal: Efficient and Effective Service Delivery Thematic Area 1: Performance and Productivity Management Key Result Area 1: Ensuring Efficiency and Effectiveness Strategic Objective 1.1: Improving Performance and Productivity Expected Outcome: Improved Performance and Productivity Outcome Indicator: Percentage increase in performance and productivity levels
Strategy Activity Expected Output Output Indicators Target for 5 Yrs
Target Budget (Ksh. Mn) Total Responsibility
2019
/20
2020
/21
2021
/22
2022
/23
2023
/24
2019
/20
2020
/21
2021
/22
2022
/23
2023
/24
Review performance management systems for the public service
Undertake business process review in the MDAs delivering Big Four Agenda and other identified MDAs and make recommendations for improvement
Status report and recommendations
No. of MDAs whose business process has been reviewed
300 60 60 60 60 60 12 12 15 20 25 84 PM&PSDI
Review and implement a policy framework for performance management
Performance management policy framework
Performance Management Policy Framework Developed
1 1 - - 1 - 10 - - 15 - 25 PM&PSDI
Institutionalization of performance management
Effective performance management system
No. of MDAs implementing performance management system
300 300 300 300 300 300 50 55 60 65 70 300 PM&PSDI
Roll out of the performance contracting
Performance contract
No. of MDAs sign PCs
300 300 300 300 300 300 70 75 80 85 90 400 PM&PSDI
Implement performance-based rewards and sanctions
Rewards and sanctions
No. of MDAs evaluated
300 300 300 300 300 300 30 15 20 25 30 120 PM&PSDI
32
Strategy Activity Expected Output Output Indicators Target for 5 Yrs
Target Budget (Ksh. Mn) Total Responsibility
2019
/20
2020
/21
2021
/22
2022
/23
2023
/24
2019
/20
2020
/21
2021
/22
2022
/23
2023
/24
Undertake Mid-term review of the Performance Management Framework
Revised performance management framework
Performance Management Framework Reviewed
1 - - 1 - - - - 40 - - 40 PM&PSDI
Establish baseline and annual performance levels
Baseline and annual survey reports
Performance levels (%)
100 100 100 100 100 100 10 15 20 25 30 100 PM&PSDI
Develop Productivity Measurements Strategy for the public service
Develop and implement a productivity measurement framework for the public service
Productivity measurement framework
Productivity measurement framework developed
1 1 - - - - 80 - - - - 80 PM&PSDI
Status report on productivity levels
Productivity index (%)
100 100 100 100 100 100 0 30 35 40 45 150 PM&PSDI
Evaluate optimal utilization of staff and equipment
Status report and recommendations
No. of MDAs evaluated
No. of recommendations implemented
300 - - 100 100 100 - - 30 35 40 105 PM&PSDI
Monitor and evaluate implementation of the productivity measurement framework for the public service
Annual status report
No. of MDAs evaluated
300 - - 100 100 100 - - 15 20 25 60 PM&PSDI
Total 262 202 315 330 355 1464
33
Thematic Area 2: Service Delivery Transformation Key Result Area 1: Ensuring Efficiency and Effectiveness Strategic Objective 1.2: Improving Service Delivery Expected Outcome: Improved Service Delivery Outcome Indicator: Percentage Increase in Citizen Satisfaction Index Strategy Activity Expected Output Output Indicators Target
for 5 Yrs
Target Budget (Ksh. Mn) Total Responsibility
2019
/20
2020
/21
2021
/22
2022
/23
2023
/24
2019
/20
2020
/21
2021
/22
2022
/23
2023
/24
Undertake Public Service Reforms and Transformation
Develop and implement a Public Service Reforms and Transformation strategy
Reforms and Transformation strategy
Reforms and Transformation strategy
1 1 - - - 1 20 - - - 25 45 PM&PSDI
Strategy Implementation programme
%. of programmes implemented
100 - 100 100 100 100 - 10 15 20 25 70 PM&PSDI
Develop and implement Service delivery improvement programmes
Service delivery programmes developed and implemented
No. of programmes implemented
25 5 5 5 5 5 80 80 80 80 80 400 PM&PSDI
Undertake research for innovative, efficient and effective service delivery
Research recommendations
No. of reforms in service delivery
10 2 2 2 2 2 20 20 20 20 20 100 PM&PSDI
Introduction of call centre for real time receipt of feedback from citizens on level and quality of service delivery
Call centre % of feedback received and processed
100 100 100 100 100 100 100 5 10 15 20 150 PM&PSDI Public Comm
Establish and implement an institutional Presidential rewards and recognition system for improved service
Presidential rewards and recognition policy
Presidential rewards and recognition policy
1 1 - - - - 10 - - - - 10 PM&PSDI CQA
Annual Awards
Annual Awards 1 - 1 1 1 1 0 20 25 30 35 110 PM&PSDI CQA
Strengthen the organizational
Develop/ review institutional
Organizational Structures
No. of MDAs reviewed
48 48 48 48 48 48 6 8 10 12 14 50 EMCS
34
Strategy Activity Expected Output Output Indicators Target for 5 Yrs
Target Budget (Ksh. Mn) Total Responsibility
2019
/20
2020
/21
2021
/22
2022
/23
2023
/24
2019
/20
2020
/21
2021
/22
2022
/23
2023
/24
capacity of MDAs to deliver on their mandate
capability and structures
developed/ reviewed
Ensure optimal staffing of MDAs
Optimal Staffing No. of MDAs with optimal staff
300 60 60 60 60 60 2 4 6 8 10 30 EMCS
Set standards in service delivery
Establish national service delivery baseline information
Baseline survey report
Service delivery levels
1 1 - - - - 100 - - - - 100 CQA PM&PSDI
Establish service delivery standards
Service delivery standards
No. of service delivery standards
1 - 1 1 1 1 0 30 35 40 45 150 CQA
Develop and issue citizen service delivery charter to MDAs
Citizen service delivery charter
Citizen service delivery charter
1 - 1 - - - 0 20 - - - 20 CQA
MDAs customize their service charters to align to the citizen delivery charter issued by the Commission
Service charters aligned to citizen delivery charter
No. of MDAs with reviewed service delivery charter
300 - 150 150 - - 0 20 25 - - 45 CQA
Monitor compliance with citizen service delivery standards
Compliance Report No. of MDAs monitored on service delivery charter
300 - 300 300 300 300 0 15 20 25 30 90 CQA
Develop and implement grievance management procedure
Grievance management procedure manual
Grievance management procedure manual developed
1 1 - - 1 - 5 7 12 HRM&D
Report on grievances received and resolved
1 - 1 1 1 1 0 5 8 10 12 35 HRM&D
Conduct annual evaluation surveys to establish citizens satisfaction levels
Evaluation report Citizen Satisfaction index (%)
100 - 100 100 100 100 - 100 100 100 100 400 CQA
Total 343 337 354 367 416 1817
35
Thematic Area 3: Human Resource Management & Development Key Result Area 2: Efficient and Effective Human Resource Strategic Objective 2.1: Improving Human Resource Management Practices Expected Outcome: Competent, Motivated and Productive Human Resource Outcome Indicator: Improved employee satisfaction index and improved performance levels
Strategy Activity Expected Output Output Indicators
Target for 5 Yrs
Target Budget (Ksh. Mn) Total Responsibility
2019
/20
2020
/21
2021
/22
2022
/23
2023
/24
2019
/20
2020
/21
2021
/22
2022
/23
2023
/24
Enhance Talent Management and Youth Employment
Develop and implement talent management programmes
Talent management programmes implemented
No. of talent management programmes implemented
10 2 2 2 2 2 30 35 40 45 50 200 HRM&D
Undertake coaching and mentoring programmes for the youth
Youth coached and mentored
No. of youth coached and mentored
50,000 10,000 10,000 10,000 10,000 10,000 10 15 20 25 30 100 HRM&D
Review Internship Policy
Internship Policy Internship Policy developed and implemented
1 1 - - 1 - 30 - - 30 - 60 HRM&D
Implement internship programme
Youths placed on internship, apprenticeship and on industrial attachments
No. of Youth recruited for internship, apprenticeship and on industrial attachments
20 22 23 30 30 125 HRM&D
Stipends for Interns recruited
50,000 10,000 10,000 10,000 10,000 10,000 3000 3000 3000 3000 3000 15000 HRM&D
Strengthen Public Private Partnerships
No. of partnership programmes with private sector
10 2 2 2 2 2 3 5 8 9 11 36 HRM&D
Organize Annual Public Service Career week at the county level
Forums held and youth sensitized
No. of forums held
100 - 25
25
25
25
- 20 25 30 35 110 HRM&D
No. of Youths sensitized
40,000 - 10,000 10,000 10,000 10,000 - 20 30 35 40 125 HRM&D
Policy on volunteer services
Policy developed
1 1 - - 1 - 30 - - 30 - 60 HRM&D
36
Strategy Activity Expected Output Output Indicators
Target for 5 Yrs
Target Budget (Ksh. Mn) Total Responsibility
2019
/20
2020
/21
2021
/22
2022
/23
2023
/24
2019
/20
2020
/21
2021
/22
2022
/23
2023
/24
Develop and implement policy on volunteer services
Volunteers engaged in public service delivery
No. of Volunteers engaged
50000 10,000 10,000 10,000 10,000 10,000 15 20 25 30 30 120 HRM&D
Honoraria for Volunteers engaged
50000 10,000 10,000 10,000 10,000 10,000 1200 1200 1200 1200 1200 6000 HRM&D
Develop/review human resource management strategy
Develop a human resource master plan
HR Master Plan % of HR Master Plan developed
1 30 30 40 40 50 50 - - 140 HRM&D
Develop/review human resource policies, guidelines and instruments
Human Resource policies, guidelines and instruments
No. of policies developed/ reviewed
20 4 4 4 4 4 16 16 16 16 16 80 HRM&D
Review the delegation instruments
Delegation instruments
Delegation instruments
1 1 - - 1 - 5 - - 5 - 10 HRM&D
Capacity building and technical support to MDAs at national and county governments on HR matters
Reports on MDAs and County government supported
No. of MDAs and county government supported
95 95 95 95 95 95 100 105 110 115 120 550 HRM&D
Develop human resource in the public service
Undertake competency and skills audit
Competency and skills audit report
No. of competency and skills gaps identified
1 1 1 1 1 1 5 8 10 12 15 50 HRM&D
Develop, issue and implement annual training policy statement
Training policy statement
Schedule of officers trained in areas of focus
1 1 1 1 1 1 2 2 2 2 2 10 HRM&D
Capacity building for frontline service providers in the public service at county level
Frontline service providers trained at county level
No. frontline service providers trained
50000 10,000 10000 10,000 10,000 10,000 100 105 110 115 120 550 HRM&D
Develop a framework for training impact assessment
Framework for training impact assessment
Framework for undertaking training impact assessment
1 1 - - - - 12 - - - - 12 HRM&D
37
Strategy Activity Expected Output Output Indicators
Target for 5 Yrs
Target Budget (Ksh. Mn) Total Responsibility
2019
/20
2020
/21
2021
/22
2022
/23
2023
/24
2019
/20
2020
/21
2021
/22
2022
/23
2023
/24
Undertake training impact assessment of learning and training programmes for public officers
Training impact assessment report
No. of training programmes assessed
30 6 6 6 6 6 20 22 23 25 25 115 HRM&D
Review qualifications of established offices
Public service qualifications framework
% Public service qualifications framework developed
100 20 20 20 20 20 18 18 18 18 18 90 HRM&D
Review training policy of the public service
Reviewed training policy of the public service
Training policy 1 1 - - 1 - 10 - - 10 - 20 HRM&D
Monitor and evaluate implementation of training policy
M&E report for the training policy
% of compliance with training policy
100 100 100 100 100 100 5 5 5 5 5 25 HRM&D
Public Service Culture and Attitudinal Change
Conduct Change Management programmes to instil public service culture
Attitudinal change
Citizen public
service
perception
index (%)
100 100 100 100 100 100 510 510 510 510 510 2,550 HRM&D
Collaborate with KSG to undertake e-learning training platforms
e-learning training platform
No. of e-learning programmes
30 6 6 6 6 6 50 50 50 50 50 250 HRM&D
Induction programmes for the public service
Induction programmes
No. of officers inducted
25000 5,000 5000 5000 5000 5000 256 256 256 256 256 1,280 HRM&D
Review the recruitment and selection strategy
Review and implement the recruitment and selection process
Reviewed R&S process
Reviewed R&S process
1 1 - 1 - - 5 - 5 - - 10 R&S
38
Strategy Activity Expected Output Output Indicators
Target for 5 Yrs
Target Budget (Ksh. Mn) Total Responsibility
2019
/20
2020
/21
2021
/22
2022
/23
2023
/24
2019
/20
2020
/21
2021
/22
2022
/23
2023
/24
Develop and implement competency assessment tests
Competency Assessment Tests (CATs)
% of candidates assessed through CATs
100 - 100 100 100 100 - 40 20 25 30 115 R&S
Identify, review and implement strategies for recruitment of PWDs, minority and marginalized groups
Strategies for recruitment of PWDs, minority and marginalized groups
% increase in appointment of PWDs, minority and marginalized groups
5 5 5 5 5 5 2 5 10 12 15 44 R&S
Review and implement the formula for availing proportionate employment opportunities in the civil service
formula reviewed formula reviewed
1 1 - - - 1 10 - - - 10 20 R&S
Technical support for recruitment of TVET programmes
Technical support Technical support report
5 1 1 1 1 1 50 50 50 50 50 250 R&S
Develop and implement recruitment guidelines for public universities
Recruitment guidelines for public universities
Recruitment guidelines developed
1 1 - 1 - - 10 - 10 - 20 R&S
Recruitment of Senior Management for Universities
Appointment of senior university staff
No. of senior staff appointed
56 10 10 12 12 12 20 25 30 35 40 150 R&S
Promote inclusivity Advertise PSC positions through print and electronic media channels as well through
Positions advertised and reports on appointments publicized
No. of media channels used
5 5 5 5 5 5 100 100 100 100 100 500 R&S
Quarterly reports
20 4 4 4 4 4 2 2 2 2 2 10 R&S
39
Strategy Activity Expected Output Output Indicators
Target for 5 Yrs
Target Budget (Ksh. Mn) Total Responsibility
2019
/20
2020
/21
2021
/22
2022
/23
2023
/24
2019
/20
2020
/21
2021
/22
2022
/23
2023
/24
government administrative units
Develop a career and succession management strategy for public service
Develop and implement a succession management policy and plan
Succession management policy and plan cascaded and implemented
Succession management policy and plan
1 1 - 1 - - 10 - 10 - - 20 HRM&D EMCS
Develop and implement career progression policy and guidelines
Career progression policy and guidelines
Career progression policy and guidelines
1 1 - - 1 - 10 - - 10 - 20 HRM&D EMCS
Develop/Review and implement competency framework
Competence framework developed and MDAs sensitized
No of MDAs sensitized
300 60 60 60 60 60 10 12 14 16 18 70 HRM&D EMCS
Review and implement terms and conditions of service
Implementation of the job evaluation report
Job evaluation recommendations implemented
Job evaluation implementation Report
1 1 1 1 1 1 10 10 10 10 10 50 HRM&D
Review and implement the framework for development of terms and conditions of service and compensation levels
Reviewed Framework for development of terms and conditions of service and compensation levels
Reviewed framework
1 1 - - 1 - 15 - - 15 - 30 HRM&D
Review and implement framework for engagement with employees, trade unions and professional bodies
Framework for engagement with trade unions and professional bodies
No. of engagements forums
10 2 2 2 2 2 60 50 50 50 50 260 HRM&D
Establish linkages and exchange programmes with international institutions
International institutions engagement
No of international institutions engaged
10 2 2 2 2 2 100 100 100 100 100 500 HRM&D
40
Strategy Activity Expected Output Output Indicators
Target for 5 Yrs
Target Budget (Ksh. Mn) Total Responsibility
2019
/20
2020
/21
2021
/22
2022
/23
2023
/24
2019
/20
2020
/21
2021
/22
2022
/23
2023
/24
Ensure effective and fair disciplinary control and management
Review and implement the discipline manual and align to Article 47 of the Constitution, the Fair Administrative Action Act and Public Service Commission Act
Discipline manual reviewed
Discipline manual reviewed
1 1 - - 1 5 - - 5 - 10 HRM&D
Determination of Appeals and Reviews
Discipline and appeal cases determined
% of appeals cases determined
100 100 100 100 100 100 80 80 80 80 80 400 HRM&D
Totals 5986 5958 6022 6113 6068 30147 Thematic Area 4: Good Governance, Constitutionalism and Compliance with the Rule of Law Key Result Area 3: Good Governance Practices in the Public Service Strategic Objective 3.1: Promote Constitutionalism, Values and Principles Expected Outcome: Ethical and Value Based Public Service Outcome Indicator: Increased Values Compliance index
Strategy Activity Expected Output Output Indicators Target for 5 Yrs
Target Budget (Ksh. Mn) Total Responsibility
2019
/20
2020
/21
2021
/22
2022
/23
2023
/24
2019
/20
2020
/21
2021
/22
2022
/23
2023
/24
Promote Good Governance, Ethics and Integrity
Promote constitutional values and principles
Promotional programmes developed and implemented
No of Programmes developed and implemented
40 8 8 8 8 8 400 400 400 400 400 2000 CQA
Evaluate compliance with the national and public
Annual values report
Compliance index (%)
100 100 100 100 100 100 100 100 100 100 100 500 CQA
41
Strategy Activity Expected Output Output Indicators Target for 5 Yrs
Target Budget (Ksh. Mn) Total Responsibility
2019
/20
2020
/21
2021
/22
2022
/23
2023
/24
2019
/20
2020
/21
2021
/22
2022
/23
2023
/24
service values and principles Administer financial Disclosures to officers in the service
600 link persons from 300 MDAs trained on administrative procedures for financial disclosures
No. of link persons trained
3000 600 600 600 600 600 10 15 20 25 30 100 CQA
Automate the financial disclosure system
Online declaration system for financial disclosures
% increase in the number of officers making declarations through the online platform
1 1 1 1 1 1 100 10 10 10 40 170 CQA
Establishment of a digital records management system for financial disclosure records
Digital document management system for financial disclosures in place
% of records digitized and stored in the digital registry
100 100 100 100 100 100 50 20 5 5 10 90 CQA
Develop capacity in 300 MDAs on use of the online declaration system
7500 officers trained on online financial disclosure system
No. of officers trained
7500 1500 1500 1500 1500 1500 20 20 20 20 20 100 CQA
Develop public service ethics user guidelines on application of the public service code of conduct and ethics at the workplace
Approved public service ethics user guidelines
No. of dissemination forums held
2 - 1 0 0 1 - 10 - 10 - 20 CQA
Train 600 integrity officers on the user guidelines on implementation of the public service code of conduct and ethics
600 link persons trained on user manual on Code of Conduct and Ethics
No. of link officers trained
3000 600 600 600 600 600 8 10 12 14 16 60 CQA
42
Strategy Activity Expected Output Output Indicators Target for 5 Yrs
Target Budget (Ksh. Mn) Total Responsibility
2019
/20
2020
/21
2021
/22
2022
/23
2023
/24
2019
/20
2020
/21
2021
/22
2022
/23
2023
/24
Monitor and evaluate compliance with the code of conduct and ethics and financial disclosures under delegated authority
Approved compliance reports
No. of MDAs 300 300 300 300 300 300 10 12 13 15 20 70 CQA
Review and implement the framework for implementation of values and principles in Articles 10 and 232 of the Constitution
Reviewed and implemented framework
Reviewed framework
1 - - 1 - - - - 40 - - 40 CQA
Conduct impact evaluation of values and principles
Impact evaluation report
Values index (%) 100 - - - 100 - - - - 150 - 150 CQA
Promote Compliance with regulations, guidelines and Commission’s decisions
Develop compliance audits framework
Compliance audits framework
Compliance audits framework
1 - 1 - - - 20 - - - 20 CQA
Undertake Compliance Audits
Reports % increase in compliance levels
100 100 100 100 100 100 60 60 60 60 60 300 CQA
Monitoring and Evaluation of the discharge of Commission function
Monitoring and Evaluation reports
% increase in compliance levels
100 100 100 100 100 100 200 200 200 200 200 1,000 CQA
Review of the Legal and Regulatory Framework
Laws and regulations
No of laws and regulations reviewed
19 7 3 3 3 3 130 70 70 70 70 410 CQA
Total 1088 947 950 1079 966 5030
43
Thematic Area 5: Enhanced Capacity to Deliver on the Commission’s Mandate Key Result Area 4: Organization Capacity to Deliver on its Mandate Strategic Objective 4.1: Build Commission’s Internal Capacity Expected Outcome: Enhanced Capacity Outcome Indicator: Employee Satisfaction Index
Strategy Activity Expected Output Output Indicators
Target for 5 Yrs
Target Budget (Ksh. Mn) Total Responsibility
2019
/20
2020
/21
2021
/22
2022
/23
2023
/24
2019
/20
2020
/21
2021
/22
2022
/23
2023
/24
Strengthen the Commission’s Capacity to deliver on its Mandate
Enhance the human resource capacity
Improved Performance
No. of additional staff hired and deployed
183 64 30 30 30 29 192 282 372 462 552 1,860 Corporate Service-HRM/Adm
P.E for existing staff
228 228 228 228 228 228 626 645 664 684 704 3,323 HRM/Adm
No. of Staff welfare programmes
3 3 3 3 3 3 300 300 300 300 300 1,500 HRM/Adm
No. of staff trained
411 292 322 352 382 411 100 120 150 180 200 750 HRM/Admin
Strengthen internal control systems
Effective internal controls systems
compliance levels
% Audit recommendations implemented
100 100 100 100 100 100 5 6 7 8 10 36 Internal Audit
Develop and implement a comprehensive risk management framework
Risk management framework
Risk management framework
1 1 - - 1 - 10 - - 10 - 20 Internal Audit
Develop and implement business continuity and data recovery plans
Business continuity & data recovery plans
Business continuity & data recovery plans
1 1 - 1 - 1 10 - 10 - 10 30 F&P- ICT
Undertake legal audit and implement recommendations
Legal Audit Report Compliance levels (%)
100 100 - 100 - 100 5 - 5 - 5 15 Legal Services
Strengthen Board Management Services
Reviewed Board charter
Board Charter
1
1 - - 1
- 15 - 15 - 15 45 BMS
Board management manual
Board Manual
1 - 1 - 1 - - - 5 - - 5 BMS
44
Strategy Activity Expected Output Output Indicators
Target for 5 Yrs
Target Budget (Ksh. Mn) Total Responsibility
2019
/20
2020
/21
2021
/22
2022
/23
2023
/24
2019
/20
2020
/21
2021
/22
2022
/23
2023
/24
Conduct annual board evaluation
Annual evaluation Report
% of recommendations implemented
100 100 100 100 100 100 10 10 10 10 10 50 Legal Services
Sentization on management of conflict of interest within the Commission
Conflict of interest register
Register 1 1 1 1 1 1 1 1 1 1 1 5 Legal Services
Enhance visibility and public understanding of the Commission’s mandate
Communication Strategy implemented
Customer satisfaction index
100 100 100 100 100 100 100 100 100 100 100 500 Corporate Service – Public Communication
Improve records and knowledge management
Records Management policy and system
Records Management policy and system
1 1 - - - 1 10 - - 10 20 Corporate Services-
Develop Commission’s overall strategy
Strategic Plan Strategic Plan 1 1 - 1 - - 15 - 15 - 30 F&P-Planning
Monitor, evaluate and report on the strategy implementation
M& E Reports Implementation index (%)
100 100 100 100 100 100 10 15 20 25 30 100 F&P-Planning
Performance management
Performance Contracting
Annual performance evaluation report
Performance Index (%)
100 100 100 100 100 100 10 15 20 25 30 100 F&P-Planning
Implement ISO Quality Management System
ISO Quality management system process implemented
QMS process implemented
100 20 30 30 20 - 50 55 60 65 - 230 F&P-Planning
Promote Constitutionalism
Enhance adherence to the Rule of Law
Enhanced compliance levels
Compliance levels
100 100 100 100 100 100 5 6 7 8 9 35 Corporate Services
Ensure compliance with good governance and values and principles
Values Implementation report
% increase in compliance levels
100 100 100 100 100 100 5 6 7 8 9 35 Corporate Services
45
Strategy Activity Expected Output Output Indicators
Target for 5 Yrs
Target Budget (Ksh. Mn) Total Responsibility
2019
/20
2020
/21
2021
/22
2022
/23
2023
/24
2019
/20
2020
/21
2021
/22
2022
/23
2023
/24
Manage litigation and other legal matters
Litigation Reports
Legal opinion reports
Litigation report
Legal opinion report
1 1 1 1 1 1 20 30 35 30 30 145 Legal Services
Leverage on ICT in the operations of the Commission
Develop and Implement an ICT Strategy
ICT Strategy implementation report
Report 1 1 1 1 1 1 10 15 20 25 25 95 F&P-ICT
Automate and integrate operations and processes of the Commission
Automated processes
%. of processes automated and integrated
30 30 - - - - 60 - - - - 60 F&P- ICT
% of automated process maintained
100 - 100 100 100 100 - 30 20 20 20 90 F&P- ICT
Digitization of Commission records and information
Digitized records and information
% of records digitized
100 20 30 30 20 - 100 50 50 50 - 250 F&P-ICT
Modernize ICT Infrastructure
Modern ICT Infrastructure
E-readiness index (%)
100 100 100 100 100 100 50 30 25 25 25 155 F&P-ICT
Enhance Commission Information Security
Data Security Level of security 100 100 100 100 100 100 50 20 20 20 20 130 F&P-ICT
Improve work environment
Acquisition of new office block
Additional office Block
Office Block 1 1 1 1 1 1 60 100 150 200 250 760 Corporate Services
Refurbishment and maintenance of Commission offices and physical facilities
Refurbished and maintained offices and physical facilities
% of offices and facilities refurbished and maintained
100 100 100 100 100 100 100 50 55 60 65 330 Corporate Services
Ensure compliance with statutory requirements for a safe, secure and healthy work place
Statutory Audit reports
Compliance levels (%)
100
100 100
100 100 100 15 15 15 15 15 75 Corporate Services
Enhance security of the Commission offices
Installed access control and surveillance systems
access control and surveillance systems installed
1 - - 1 - - - - 15 15 Corporate Services
46
Strategy Activity Expected Output Output Indicators
Target for 5 Yrs
Target Budget (Ksh. Mn) Total Responsibility
2019
/20
2020
/21
2021
/22
2022
/23
2023
/24
2019
/20
2020
/21
2021
/22
2022
/23
2023
/24
Ensure adequate provision of working tools, and equipment
Working tools, equipment and assets
Employee work environment satisfaction index (%)
100 100 100 100 100 100 45 45 45 35 35 205 Corporate Services
Develop assets management system
Assets management system
Assets valuation and inventory register
1 - 1 - - - - 15 - - - 15 Corporate Services
Resource mobilization and prudent management of resources
Develop and implement a resource mobilization strategy for the Commission
Resource Mobilization Strategy implementation reports
Resource Mobilization Strategy developed
1 1 - 1 - - 10 - 10 - - 20 Finance & Planning
Develop and implement prudent financial management strategies
Financial Management Strategies
Implementation reports
Compliance levels (%)
100 100 100 100 100 100 5 5 5 5 5 25 Finance & Planning
Develop and implement procurement procedure manual
Procurement procedure manual
Procurement procedure manual developed
1 1 - - 1 5 - - 5 - 10 Procurement
Decentralization of PSC services
Decentralized services
Field outreach programmes
Report on Decentralized services
1 1 1 1 1 1 100 100 100 100 100 500 PM&PSDI R&S CQA HRM&D
Total 2109 2066 2333 2486 2575 11569 Grand Total 9788 9510 9974 10375 10380 50027
47
CHAPTER SIX
MONITORING AND EVALUATION FRAMEWORK
6.1 Introduction
This chapter presents the monitoring and evaluation framework of the Strategic Plan. The
framework sets out the monitoring and evaluation objectives, methodology for data collection and
processing, evaluation and reporting.
6.2 Objectives of the M&E Framework
The objective of the M&E framework is to enable tracking of strategy implementation process in
the plan period. This includes:
i) development of annual strategy implementation work plans;
ii) signing of performance agreements;
iii) implement the annual work plans;
iv) monitor and report quarterly the implementation of the annual work plans;
v) take corrective actions on deviations in the strategy implementation;
vi) undertake annual evaluation and report on the implementation of the strategy;
vii) publish and publicize the findings and recommendations;
viii) implement the recommendations of the report; and
ix) administer the rewards and sanctions.
6.3 Data Collection, Processing and Analysis
Monitoring, evaluation and reporting of the Strategic Plan will involve systematic and continuous
process of collecting and analysing information based on performance indicators, targets and
feedback reports from Directorates, Divisions and Units. This information will be captured and
reported through monthly, quarterly and annual reports.
6.4 Strategic Plan Evaluation and Reporting
The Commission will carry out an annual, mid-term and end-term evaluation of its Strategic Plan.
Monitoring and Evaluation mechanisms will be institutionalized by establishing a Commission’s
M&E Committee, consisting of all heads of directorates and divisions. The Committee will meet
quarterly to review the progress of implementation of the plan. Planning Division will coordinate
collection of M&E data on the implementation of the strategic plan, analyse and report. The results
48
of the M&E will be used to facilitate improvement of ongoing interventions and inform
Commission future plans.
6.5 Communication and Dissemination of Evaluation Reports
The evaluation reports will be published and publicized in accordance with the communication
strategy. Fora such as Commission Board meetings, Senior Staff Management meetings,
workshops, seminars and conferences will be used to share evaluation findings and
recommendations.
6.6 Administration of Rewards and Sanctions
Exemplary performance will be recognized and rewarded in accordance with the Public Service
Rewards and Sanctions Policy.