SAMBURU COUNTY GOVERNMENT ICT ROADMAP (2015-2020)

Samburu County Government ICT Roadmap 2015-2020

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“A World class provider of cost-effective physical and ICT infrastructure facilities and services”

SAMBURU COUNTY GOVERNMENT

September, 2015

ICT ROADMAP(2015-2020)Popular Version


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ACKNOWLEDGEMENTThe Samburu County ICT Roadmap (2015-2020) preparation has been made possible through immense sacrifice from many stakeholders. Special commendation goes to the World Bank through the ICTA for financing this process. Special appreciation goes to HE Moses Lenolkulal the Samburu County Government Governor and H.E Joseph Lemarkat Samburu County Deputy Governor through the CEC and Chief Officer for ICT. Special thanks go to the Honourable Speaker and Clerk to the County Assembly of Samburu for their valuable contribution into the preparation of this strategy. Special thanks also go to the County Secretary for his support in the process of drafting the ICT road map. Special commendation goes to the ICT Directors of the County and County Assembly for coordinating the Technical Committee and stakeholders’ validation workshops. Finally, the participation and effort by the different departments and stakeholders in the County Government of Samburu into this report cannot be overlooked. We acknowledge the support of the above mentioned persons in the different stages of the assignment and we are confident that with the implementation of this Roadmap the future of Samburu County in the use of ICT in offering services to the citizens will be a great success. The commitment and participation of all stakeholders in this process will ensure that the County Government delivers the services to the people.

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

HE Moses Lenolkulal The Governor Samburu County Government

Moses K. LenolkulalGovernor, Samburu County


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TABLE OF CONTENTS

1 INTRODUCTION AND BACKGROUND 12

1.1 BACKGROUND OF THE COUNTY 12

1.1.1 COUNTY GENERAL INFORMATIONS 12

1.1.2 DEMOGRAPHICS 12

1.1.3 THE COUNTY EXECUTIVE 13

1.1.4 ICT IN SAMBURU COUNTY 13

1.2 PURPOSE AND SCOPE OF THE ICT ROADMAP 13

1.2.1 SCOPE OF THE ROADMAP 13

TABLE 1- 1 CONCEPTUAL DEFINITION AND SCOPE 13

1.3 ICT ACHIEVEMENTS, CHALLENGES AND LESSONS LEARNT 15

2 THE COUNTY ICT CONTEXT AND SITUATIONAL ANALYSIS 16

2.1 FOUNDATIONS 16

2.1.1 ICT HUMAN CAPITAL AND WORKFORCE DEVELOPMENT 16

2.1.2 INTEGRATED ICT INFRASTRUCTURE 17

2.1.3 INTEGRATED INFORMATION INFRASTRUCTURE 17

2.2 NATIONAL GOVERNMENT WIDE ENTERPRISE ARCHITECTURE 17

2.3 STRATEGIC PILLARS IN LINE WITH THE NATIONAL MASTER PLAN 19

2.3.1 COMMON INFRASTRUCTURE, STANDARDS AND CAPABILITY 19

2.4 ICT STATUS IN SAMBURU COUNTY 20

2.4.1 INFRASTRUCTURE AND CONNECTIVITY 20

2.4.3 PUBLIC SERVICE DELIVERY SYSTEMS 21

2.4.4 HUMAN CAPITAL AND WORKFORCE DEVELOPMENT 21

2.4.5 POLICY ENVIRONMENT AND LEGAL FRAMEWORK 22

2.4.6 SHARED SERVICES 22

2.4.7 CHANGE MANAGEMENT 22

2.4.8 CITIZEN INVOLVEMENT AND PARTICIPATION 22

2.5 GAP ANALYSIS 22

2.5.1 SAMBURU COUNTY ICT MATURITY LEVEL ANALYSIS 22

TABLE 2-1 ICT MATURITY LEVEL 23

TABLE 2-2 WEIGHTED MATURITY RATIO 23

FIGURE 2-1 RADAR PRESENTATION OF THE MATURITY LEVELS 24

2.6 CURRENT ICT EXPENDITURE ANALYSIS 24

TABLE 2-3 CURRENT ICT EXPENDITURE ANALYSIS 25

3 THE COUNTY ICT STRATEGY ROAD MAP 26

3.1 STRATEGIC PRINCIPLES 26

3.1.1 VISION 26

3.1.2 MISSION 26

3.1.3 CORE VALUES 26

3.2 ROADMAPS 27


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3.2.1 ROAD MAP1: INFRASTRUCTURE AND CONNECTIVITY 27

3.2.2 ROADMAP 2: PUBLIC SERVICE DELIVERY SYSTEMS 27

3.2.3 ROAD MAP 3: HUMAN CAPITAL AND WORKFORCE DEVELOPMENT 27

3.2.4 ROAD MAP 4: POLICY ENVIRONMENT AND LEGAL FRAMEWORK 28

3.3 SHARED SERVICES PLAN 28

3.4 CHANGE MANAGEMENT PLAN 28

3.5 CITIZEN INVOLVEMENT AND PARTICIPATION 29

3.6 KEY STRATEGIES GUIDING IMPLEMENTATION OF THE ROADMAPS 29

TABLE 3-1 KEY STRATEGIES GUIDING IMPLEMENTATION OF THE ICT ROADMAPS 29

4 CRITICAL SUCCCESS FACTORS 31

4.1 GOVERNANCE, PROJECT MANAGEMENT AND ORGANIZATION 31

4.2 SHARED SERVICES 31

4.3 CHANGE MANAGEMENT 32

FIGURE 4-1 THE MCKINSEY 7-S FRAMEWORK 32

4.4 CITIZEN INVOLVEMENT AND PARTICIPATION 33

4.5 MONITORING AND EVALUATION 33

5 PROJECT IDENTIFICATION AND PRIORITISATION 34

5.1 ICT PROJECTS 34

TABLE 5- 1 ICT PROJECTS FOR SAMBURU 34

5.2 FINANCIAL PROJECTIONS 36

TABLE 5- 2 SUMMARY INVESTMENTS 36

5.3 ROAD MAP FINANCING 37


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LIST OF ABBREVIATIONS AND ACRONYMS

BPO Business Process OutsourcingCA County AssemblyCBOs Community Based OrganisationsCCK Communication Commission of KenyaCRA Commission on Revenue AllocationCIDP County Integrated Development ProgrammeDMS Document Management System DPs Data PointsERCS Electronic Revenue Collection SystemERP Enterprise Resource Planning SystemFBOs Faith Based OrganisationsICT Information Communication TechnologyIDCs Information and Documentation CentresIFC International Finance CorporationIFMIS Integrated Financial Management Information SystemITES Information Technology Enabled ServicesKNBS Kenya National Bureau of StatisticsKPI Key Performance IndicatorLAIFOMS Integrated Financial and Operations Management SystemLAN Local Area NetworkM&E Monitoring and EvaluationMDG Millennium Development GoalsMOU Memorandum of UnderstandingNOFBI National Optic Fibre Backbone InfrastructureNMP National Master Plan PESTEL Political, Economic, Social, technological, Environmental and LegalPPP Public, Private PartnershipSBP Single Business PermitSS Shared ServicesSWOT Strengths Weaknesses Opportunities and ThreatsTOR Terms of Reference UNDP United Nations Development ProgrammeWAN Wide Area Network


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EXECUTIVE SUMMARYInformation and communications technology (ICT) is widely recognized as a potent tool for socio-economic uplifting of the welfare of the county citizens. The extensive use of ICT in society creates economic and social impact. Information and communication technology (ICT) has become, within a very short time, one of the basic building blocks of modern society. Technology affects every aspect of society and each individual’s life in the fast-growing global information society. The society accepts technology as a driver to the economic and social development.

The County Government of Samburu County took office in March 2013. The County Government desires to provide superior services to the County residents; services that the residents shall consider efficient. ICT provides this opportunity to realise the dream. The roadmap provides a coherent and coordinated approach to realising this dream. The development of this roadmap is through the effort of the ICT Authority with financial support from the World Bank Group. It is an output of intense internal effort by technical support from Infosys Engineering Ltd.

1. Rationale and Approach The development of Samburu County ICT road document was through a structured process and with extensive participation of stakeholders in the county. The methodology adopted to arrive at the ICT roadmaps includes the following: Discussions with the relevant stakeholders, planning meetings held with County chief officers, technical meetings held with heads of department at county level for contextualization. Relevant information gathered from documents provided at the county level and focus group discussions and stakeholder forums with interest groups in the County for option analysis for plausible ICT and business development trajectories and the aspirations of stakeholders.

Current ICT StatusThe County Government has established a department of Finance and ICT that coordinates the ICT services.

1. Infrastructure and ConnectivityCurrently, Samburu County has developed an infrastructure that can support deploying ICT enabled service delivery. However, this infrastructure is still sub-optimal. The current infrastructure and connectivity status is:

ICT equipment: Basic infrastructure is essential in deploying public service delivery systems. The County has acquired some desktops, laptops, and printers but with evident shortages. However, The County Government has a shortage of desktops, laptops, printers and servers. Use of licensed application software is high.

Connectivity: Samburu County lacks NOFBI connection. The existing systems are all stand- alone. ICT services should be able to link seamlessly to existing back-end systems and across different agencies and platforms.

Internet connectivity: Connectivity options available are the modem and Wi-Fi. The County possesses a domain name and website, which are managed externally. The County Executive and the assembly each have their own websites. Exploitation of social media in official communication is high. Internet speed is moderate and connection is unreliable.


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Networking: ICT systems require basic connectivity that includes the WAN and LAN. The County executive offices at Maralal are not networked. However, on the assembly side, office networking is partial. Monitoring of network availability and capacity is low.Mobile telephony networks: Infrastructure for mobile communication like masts and VSAT exist. ISP providers include Safaricom, Airtel and Orange/Telkom Kenya. Office automation is very low.

Business continuity plans. It is a legal requirement that the County Government deliberately develops a business continuity plans. The County has no geo-referencing data. Samburu County lacks Service Level Agreements (SLAs) for equipment or software. The County does not have a data centre. A server room is also non-existent. The Server is located in a multipurpose room. ICT financial allocation is low.

Communication system: The Communication system is not based on the PABX system. No other services currently supported by the existing communication system.Electricity connections: Large areas of the county do not have electricity connection, affecting ICT connectivity in the county.

2. Public Service Delivery Systems The purpose of developing the ICT infrastructure is to facilitate deploying ICT enabled service delivery. Currently, IFMIS implementation in the County is limited to budgeting and procurement only. Other modules not yet implemented. Revenue streams in the County are manual. LAIFOMS is not implemented in the collection and management of the County revenues. Manual operations include asset management register; Human Resource management and fleet management system. The County lacks Geo sensing technology – (GIS and GPS) for specific functions in surveying and physical planning. The IPPD is underutilised. The County also lacks an ERP solution.

3. Human Capital and Workforce DevelopmentDeploying ICT requires a skilled human capital and workforce development. Currently, the County is sub-optimally operating. The current workforce cannot fully support deploying ICT. Specifically, The County Government staffs that require specialized technical ICT skills do not possess them. The County Government has not conducted any end-user training targeting the citizens in the County. Despite having a website and some functions such as tourism using social media, no end user training has been conducted. The ICT department is grossly understaffed. Currently, the ICT department has an establishment of one staff member. ICT is located insignificantly as a micro sector in the ministry of Finance, planning and ICT. Due to staff shortage, departmental support needs is both inefficient and ineffective. The one ICT staff takes care of all county needs. Specific ICT skills are sub optimally utilised because he is overwhelmed.

4. Policy Environment and Legal Framework Currently, Samburu County has an ICT policy in draft form. In addition, the ICT department has developed an ICT commitment service charter. The County has neither a strategic plan nor an investment framework. However, the Department has not formulated its ICT vision, mission, and core values. In addition, the policy does not address integration of ICT in service delivery. There is no comprehensive County Law supporting the deployment and use of ICT in the County with focus on the general citizenry. The County Government has merged the ICT needs for all the departments in their budgets. The County also lacks


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a capital ICT investments framework. The assembly side has a well-articulated ICT master plan. It addresses all ICT policy related issues well.

5. Shared Services: Samburu County does not have existing shared services plans. Shared Services are an accepted way of enabling common corporate processes both within and across Departments. Shared Services allow processes to be operated more efficiently and with increased agility by allowing processes to more rapidly and effectively share information, systems and resource.

6. Change Management: There are no mechanisms for initiating change management in Samburu County. The existing systems are all stand-alone. ICT services should be able to link seamlessly to existing back-end systems and across different agencies and platforms.

7. Citizen Involvement and Participation: Citizen Participation in the budgeting process is satisfactory. However, ICT based citizen participation in County government affairs is non -existent.

Gap AnalysisThe Overall ICT maturity is level for the county was rated at 1.0. The Overall County’s maturity index reflects an ad hoc maturity. The County’s current ICT facilities and resources are not providing the capability for the County to meet the expectations of the community or the obligations of County Government. This is due to the following gaps:1) Infrastructure and Connectivity: The Entire county was left out of the NOFBI phase one

(no fibre connectivity). Mobile communication infrastructure exists in major towns and operates using 2G technology. The County offices are not networked. In addition, Internet connection is unreliable and not with moderate speeds. County web portals are externally hosted and externally managed. The executive and the county assembly possess separate web pages. Samburu County neither has a data centre nor a server room (server hosted in a multipurpose room). The ICT equipment inventory has not been undertaken. County ICT budget stands at approximately 1% which is way below an acceptable standard of 3% to 5%.

2) Public Service Delivery Systems: IFMIS implementation is incomplete and underutilised due to connectivity challenges. In addition, lack of interoperability between the main platforms of LAIFOMS and IFMIS GIS, ERP, Transport and Fleet management system, Electronic document/content management systems leads to inefficiencies and duplication. Furthermore, the County lacks an operational ERP.

3) Human Capital and Workforce Development: The Department of ICT is insignificantly located in the department of Finance, Economic Planning and ICT. The directorate is not mainstreamed in other County Departments. Other gaps include understaffing and low technical skills.

4) Policy Environment and Legal Framework: The ICT policy is in draft form and has not been implemented. There is no legal framework to support ICT operations and investments.

5) Shared Services: The County Government lacks a framework for sharing of ICT services and facilities.

6) Change Management: The County Government lacks a change management plan and strategy for transiting to ICT enabled service delivery.

7) Citizen Involvement and Participation: It is evident that ICT enabled citizen participation


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in County affairs is low.

8) Current Budgets: The County ICT Budget is 0.91% of the overall budget in 2014/2015. This is below the Kenya Government ICT Master Plan recommendation of expenditure of 5% of overall organisation revenue base. In such a low ICT maturity, investments in ICT need to be higher in the initial years to enable the County ICT mature faster and offer better service to the citizens.

Road mapsThe county government shall implement the following road maps:Road map1: Infrastructure and Connectivity: Infrastructure and connectivity are a prerequisite for ICT developments within Samburu County. The County Government shall seek to increase availability and access to ICT systems and services.

Roadmap 2: Public Service Delivery Systems: Public services require well-established information communication infrastructure. Citizen Service delivery improves if services are provided at the closest location to the public. The County Government seeks to improve internal efficiency, cost effectiveness and coherence in service delivery

Road Map 3: Human Capital and Workforce Development: The successful implementation of ICT projects is heavily dependent of the availability of human resource with the relevant ICT skills. Skill sets demanded in the Information and Communication Technology (ICT) cluster are particularly dynamic and require continuous learning. The County Government shall seek to build adequate HR capacity within the County ICT sector.

Road Map 4: Policy Environment and Legal Framework: The policy environment and legal framework is important for the successful implementation of ICT projects in the County of Samburu. The County Government shall seek to develop a favourable and progressive legal and policy framework that respond to this objective: to formulate ICT policies and enact ICT laws in order to ensure guided framework in implementation of ICT services.

Shared Services Plan: Samburu County will align its ICT processes towards using Shared Services, either Countywide or broader, adapting processes where necessary to minimize diversity. Shared Services enable common corporate processes both within and across Departments. The County shall seek to develop a shared ICT services plan.

Change Management Plan: ICT improvements in Samburu County will be highly dependent on change management in terms of technology, structures, and people. This is to provide information on the County Government’s readiness to implement the required change to transform the County. The County shall seek to initiate effective ICT change management strategies in the County affairs.


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Citizen Involvement and Participation: Citizen Involvement and participation in county affairs is enshrined in the Constitution of Kenya. In this regard, ICT services have to ensure that citizens are able to utilize the services to participate in the matters pertaining to the county affairs like budgeting. This makes accessing government services easier for citizens and businesses, reducing red tape, and increasing satisfaction. The County shall seek to enhance citizen ICT based involvement and participation in County affairs.

The 5-year financial investment projections: The total projected expenditure for the five year is KES 2,687,000,000 billion. The roadmap shall require a mixed financing approach through internal equity and external funding.


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1 INTRODUCTION AND BACKGROUND The Samburu (out of whom 90% are nomadic pastoralists), a few Turkana, Somali, and the Rendille ethnic groups inhabit Samburu County. The main economic activity of the County inhabitants is livestock keeping. They practice a seasonal migratory lifestyle in continuous search of grazing pasture and water for their livestock, which provides them with milk, meat and blood for food as well as serving other socio-economic functions such a paying dowry.

The undeniable importance of ICT, as a major driver of the Kenyan county economies, and as a critical tool for better governance, corporate performance, and individual achievement, called for the development of this ICT Roadmap. This Roadmap lays down the County government’s strategies and programs, which signal the County’s resolve and commitment to developing a vibrant, an accessible, and an excellent ICT sector.Samburu County affirms and is commit to this strategy by adopting successful ICT models, integrating the strategy in service delivery and using it as a benchmark to measuring success in service delivery. This 5 Year ICT roadmap provides a coordinated approach in ICT investments. The Roadmap shall focus on improving the existing infrastructure to allow for an ICT enabled public service delivery systems. The roadmap shall also include support pillars that ensure that optimisation is real through a continuous capacity-building programme, a robust change management plan while embracing a superior shared services plan.The five-year plan seeks to address key investments in line with four thematic areas namely1) ICT infrastructure, connectivity and interoperability2) Public service delivery systems 3) Human resource planning and development and 4) Policy environment and legal framework

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

1.1.1. County General InformationSamburu County is located in the Northern part of the Rift Valley Province bordering Marsabit, Turkana, Isiolo, Baringo and Laikipia Counties Samburu County lies within the arid and Semi-Arid parts of Kenya and has an area of 21,022.1 sq. Km. the County is located north of the Great Rift Valley. Samburu borders Turkana to the Northwest, Baringo to the Southwest, Marsabit to the Northeast, Isiolo to the East and Laikipia to the South. The county lies between latitudes 0°30‘ and 2° 45‘ north of the equator between longitudes 36°15‘ and 38° 10‘ east of the Prime Meridian.

The County consists of 3 sub-counties, 7divisions, 14 locations, and 106 sub- locations. Politically, the county comprises of three constituencies namely: Samburu West, Samburu North, and Samburu East Constituencies and 15 county wards.

Samburu East has four county wards; Samburu West has five county wards while Samburu North has six county wards leading to fifteen (15) county electoral wards.

1.1.2. Demographics An understanding of demographic characteristics is important in the development of a planning process. Population features are key determinants of labour force, the degree of resource exploitation and allocation as well as utilization of social amenities facilities.


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The knowledge of these variables facilitates decisions to target the provision of essential services.

According to the 2009 Population and Housing Census, the population of Samburu County was 223,947. Given a population growth rate of 4.45 percent per annum, as opposed to the national growth rate of 3 percent, the county population is expected to have risen to 255,931 persons in 2012 comprising of 128,004 females and 127, 927 males. The population shall increase to 292,484 in 2015 and 319,708 in 2017 as projected. These changes represent a 24.9 percent population rise between 2012 and 2017. This increase is significant and calls for commensurate expansion of basic amenities in the county.

1.1.3. The County ExecutiveThe county Governor is the head of the devolved governance structure. The Governor works with support from two leadership groups. The County Assembly whose responsibility is making necessary legislation with regard to the governance of the county and the County Public Service Board whose mandates are: Establish and abolish offices in the County Public Service; To appoint persons to hold or act in offices and confirm appointments; To exercise disciplinary control over persons holding or acting in those offices; To audit the current staffing positions, harmonize the pay structure of different cadres of staff in the County Civil Service and local government. The Board also fills vacant positions in the County Public Service; undertakes capacity-building exercises for all public servants in the county; and develops an effective succession planning for the county.

1.1.4. ICT in Samburu County The ICT department is a department within the Samburu county treasury under the ministry of the Finance. In provision of such services, the department commits to ensure that adequate resources are provided to implement a reliable and appropriate IT infrastructure. It is imperative thus that acquisition and usage of such facilities requires to be governed by an organization wide ICT policy. To address this need, the ICT unit has developed an ICT policy in line with the existing County Government policies, legal and regulatory framework.

1.2. Purpose and Scope of the ICT Roadmap This section outlines the objectives of this ICT roadmap, the rationale as well as the scope as outlines through the parameters of the roadmap. This roadmap takes cognisance of the parallel strategic planning process. It builds on this vigour and attempts to optimise ICT deployment. This roadmap is very specific to the ICT needs and develops a robust financing mechanism beyond the County’s internal equity.

1.2.1. Scope of the RoadmapThe scope of this ICT Roadmap covers all Samburu County ICT Programmes and Services. These programmes and services are critical to enable the people of Samburu deliver their required outputs in support of service, directorate and County objectives. In the approach and design of this roadmap, attention is paid to 5 elements that are conceptually defined as brought out in Table 1.1. Table 1- 1 Conceptual Definition and Scope


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No Interpreted Issue

Details

1) Capacity Building

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

2) Operate ICT services within the County in a sustainable manner through establishing and conducting programmes and capacity building initiatives.

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

2) Infrastructure

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

2) Providing efficient and ‘run and maintain’ costs will be driven down year on year.

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

3) Interoperability

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

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

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

4) Change Management

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

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

5) Policy Environment

1) Deliver ICT programmes within a defined legal policy environment.

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


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1.3. ICT Achievements, Challenges and Lessons learnt Information and Communications Technology (ICT) provides an avenue to deliver services to residents while at the same time enabling Government to be more flexible and efficient in the conduct of its business. Samburu County has already embraced the use of ICT in the provision and delivery of services.

Samburu County, against tremendous odds, soldiers on to ascend the digital mountain. The County Executive and Assembly have draft policies in place. This is a significant effort in preparing the ICT road ahead. The young men at the helm of ICT directorates (executive and assembly) have demonstrated great passion in seeking to drive the county forward in matters of ICT. Such focused dedication is a great plus for the county. The county has also demonstrated a functional web presence.

In spite of the foregoing, Samburu County faces massive challenges. The first notable one is the poor roads infrastructure. The entire county has no tarmacked roads. The earth roads available are in bad shape. Deployment of ICT infrastructure is predicated on a good road infrastructure. This may explain why NOFBI has not reached Maralal. The above issues coupled with low population density make private investors in ICT shy away as investments would not match returns. Yet the principal of Universal Access coupled by the constitutional requirement that every Kenyan citizen has a right to information should inform the rapid operationalization of the Universal Service Fund (USF) to address issues for such under-served counties. A recent survey by CCK demonstrates Samburu County exhibits a severe voice and data gap.

Basic applications and services such as internet connectivity, web browsing, and productivity software (for word processing, spread sheet applications and presentation, among others) need to be in place for ICT to have an impact. Infrastructure and sustainability are also issue of paramount importance, and are preconditions for the deployment of e-governance and indeed, other more advanced applications and services. Websites need to be presented so that government information is useable, accessible and focused on the citizen.


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2. THE COUNTY ICT CONTEXT AND SITUATIONAL ANALYSIS The world’s advances in ICT over the last 20 years have been phenomenal. A world without mobile phones and computers is unimaginable. Remarkable transitions are evident through Worldwide –Web, high-speed broadband internet and universal increase in the use of mobile devices to communicate and collect information. ICT is the critical enabler that will allow governments to take advantage of the opportunities in today’s ‘hyper-connected’ and information-rich world to create responsive State Services.

Successful diffusion of ICT innovations in the society determines the extent of their effect. Whilst the social and business system will be a key factor in the development of ICT, new technologies will have major impacts. Most decision makers now accept that technological change has been rapid over the last two decades.

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

2.1. Foundations The National ICT Master Plan identifies three critical actions that need to be undertaken in order to lay a basis of Kenya transitioning to a Knowledge Society and positioning the country as a regional ICT hub by developing quality ICT infrastructure, developing integrated and secure information infrastructure and developing critical mass of high-end ICT human capital. The following three foundations have been developed;

2.1.1 ICT Human Capital and Workforce DevelopmentThis is the first foundation of the KNIMP. The aim is to develop quality human resources as a prerequisite for the development of a viable ICT sector. The County government of Samburu in her ICT policy is alive to this foundation by asserting the provision of ICT technical user support and training. (Article 2g.)

Human capital is an indispensable contributor to the growth of Samburu County’s economy. Equipped with the necessary knowledge and skills needed in ICT, Samburu County will not only become globally competitive with an ICT-enabled workforce, but also engender a citizenry confident and competent in the use of ICT.

In order for the County to realize its full potential in ICT, the government should promote digital literacy in the country, and encourage citizens to become confident and skilled in the use of digital media. This requires continuing investments for ICT in formal and alternative education as well as in skills training. As technology advances and becomes more complex, this will enable people to participate in situations requiring a technology-literate population fully.

The rate of acceleration in ICT also require flexible workers who are ready to learn and are prepared to have several career changes in their lifetime. Failure of an education system to develop these qualities in their graduates can contribute to their ineffectiveness in the workforce. Creating opportunities for life-long learning has become not only a major requirement of the new job market, but also an accepted feature of any healthy knowledge economy.


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One of the main weaknesses in the County is a relatively small pool of IT skills. These skills provide one of the main foundations for ICT sector growth in the upcoming years. The promotion of digital literacy requires an educational system that capitalizes on the use of ICT in learning; the development of an excellent knowledge worker and the promotion of a culture of creative ICT use. With highly educated, well trained and technology updated human resources, the County will fully benefit as it evolves into a truly ICT-enabled society.

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

Unfortunately, Maralal town is one of the county headquarters left out in the NOFBI phase one connections. Given the challenges earlier identified, an urgent NOFBI connectivity is the first critical milestone in ushering a digital revolution within this under- served county.

2.1.3. Integrated Information Infrastructure This is the third and final foundation identified in the KNIMP. The aim here is to improve e-Government services and enable the country to transition to a knowledge-based society. The strategy is to ensure maximum access to information held by public authorities by all Kenyans and that this information is availed through consolidated portals in an affordable and secure manner. This then makes it mandatory for all counties, Samburu included to have a web presence and to ensure that such a presence is collaborative and unified.

2.2.National Government Wide Enterprise ArchitectureThe National Government of Kenya recognises that Strategic management of Information, Information Systems and Information & Communication Technology is key and needs to be done in a more coordinated manner. According to the GEA framework, the Government notes that MCAs have been using variety of frameworks and methods to develop ICT plans and implement the ICT projects, which resulted in inconsistency across government and agencies and are often not aligned with the Government ICT House of values.


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Figure 2- 1 ICT House of Values

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

The purpose of Samburu County utilizing Enterprise Architecture will be to provide an overview of how information technology can support the County in achieving the vision and mission of the core business strategy; run business in a better way; support business strategies that are constantly evolving; direct and motivate the development of information technology activities


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2.3. Strategic Pillars in line with the National Master PlanThe key document underpinning this road map is the National ICT Master Plan. The master plan sets out what the ICT Service will do and its mode of delivery. The National government ICT policy looks likely to evolve over time. There is a significant need to improve the efficiency of ICT delivery in Kenya. The development of the ICT road map is an example of initiatives aimed at improving the ICT situation in the new counties. The ICT road map is structured in accordance with the nationally recognized Information Communication Technology Infrastructure) framework.

The concept pillar defines a supporting structure positioned on a defined foundation. In the context of the KNIMP, the foundations are as mentioned in section 2.1. The pillars resting on these are:

1) e-Government services2) ICT as a driver of industry3) Developing ICT businesses

The realisation of these pillars is dependent on the effective laying of the foundations earlier identified. The context below addresses each pillar.

2.3.1. Common infrastructure, standards and Capability The County ICT road maps will contribute greatly towards the achievement of the National Master Plan, namely positioning Kenya as a global ICT hub, leveraging on ICT as an engine of growth and enhancing the quality of life. The ICT strategy is to align with the priorities and business requirements identified within the following strategies of the National ICT Master plan: namely every individual connected, public services for all and a society built on knowledge

1) Common InfrastructureAt the heart of the ICT Roadmap is the creation of a common, secure and flexible infrastructure that is available across the County public sector. To achieve this, the roadmap sets out the vision for the following:

i. Integrated Public Infrastructure and Connectivityii. The Government Cloudiii. Desktop services

2) Common StandardsAll products, services and assets contained in the County government ICT infrastructure will benefit from a suite of common standards for security, interoperability and data standards, which will facilitate data sharing and make it easier to integrate public services. The key focus being on:

i. Architecture and standardsii. Open Source, Open Standards and Re-useiii. Information security and assurance

3) Common CapabilityThe County Roadmap incorporates building capability as well as capacity in ICT. The strategy requires people who work within public sector ICT, and a cultural change in ICT usage and procurement.

i. ICT Skills & Capacity Building: ii. Reliable project delivery: Reliable project delivery is critical and the ICT Directorate will


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work closely with stakeholders to identify those major programs and projects that have a high complexity and associated high delivery risk, and take a more proactive role in managing them and overseeing their success

2.4. ICT Status in Samburu CountyThis section presents the actual status of ICT in Samburu County. The status compares itself to the international benchmarks, good practices, and legal obligations in acquisition and deploying ICT in County operations. The status focuses on the four thematic areas. The status cuts across the three arms of the County Government. This road map has identified 6 key strategic objectives that will set the future direction for innovation and excellence in ICT within the county government of Samburu.

2.4.1. Infrastructure and ConnectivityThe County Government requires a robust infrastructure through networks, internet connectivity, electricity connections, mobile telephony networks and business continuity plans. These aspects facilitate adequate deployment of ICT for superior and efficient service delivery. Currently, Samburu County has developed an infrastructure that can support deploying ICT enabled service delivery. However, this infrastructure is still sub-optimal. Currently;

The infrastructure and connectivity status is that:The County has the following positives;

1. Infrastructure for mobile communication like masts and VSAT exist. 2. Connectivity options available are the modem and Wi-Fi. 3. Private sector players identified are Safaricom, Airtel and Orange/Telkom Kenya. 4. The County possesses a domain name and websites which are managed externally. 5. The County executive and the assembly each have their own websites. 6. Exploitation of social media in official communication is rated high

The County lacks and or is limited in the following ICT requisites;1. Samburu County has not connected to the NOFBI. 2. The County executive offices at Maralal are not networked. However, on the assembly

side, office networking is partial. 3. Internet speed is moderate and connection is unreliable. 4. County has no geo-referencing data. 5. Samburu County lacks Service Level Agreements (SLAs) for equipment or software. 6. Use of licensed application software is high. 7. Monitoring of network availability and capacity is low. 8. Communication system is not based on the PABX system. No other services currently

supported by the existing communication system 9. The County does not have a data centre. 10. A server room is also non-existent. Server located in a multipurpose room. 11. No inventory of ICT equipment or software was given. 12. Office automation is very low. 13. ICT funding level stands at 35m/3200m x100= 1.1% of total county budget. 14. The existing systems are all stand alone. ICT services should be able to link seamlessly

to existing back-end systems and across different agencies and platforms.


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2.4.3. Public Service Delivery Systems The purpose of developing the ICT infrastructure is to facilitate deploying ICT enabled service delivery. This requires developing and implementing interoperable systems that facilitate faster service delivery, internal coordination, public communication and information management. This reduces wastage and pilferage that results in increased efficiencies. In general, the County is low on systems beyond the legal requirements; service delivery is largely manual while internal coordination mechanisms are manual resulting in loss of time. Currently,

1. IFMIS implementation in the County is limited to budgeting and procurement only. Other modules not yet implemented. Challenges with connectivity described above makes IFMIS execution very inefficient.

2. The County does not operate any other platform in the implementation of its programmes and service delivery.

3. Revenue streams in the County are manual. LAIFOMS is not implemented in the collection and management of the County revenues.

4. The asset management register is manual. In addition, the register is not integrated with finance and procurement.

5. The fleet management system is manual. The County lacks Geo sensing technology – (GIS and GPS) for specific functions in surveying and physical planning.

6. Human Resource management is manual, especially the registry. 7. The IPPD is underutilised even with its potential to automate human resource related

functions. 8. An ERP solution to integrate countywide operations has not been implemented.

2.4.4. Human Capital and Workforce DevelopmentDeploying ICT requires a skilled human capital and workforce development that is alive to that reality. This calls for developing skills in general and specialised ICT skills, recruiting and maintaining a motivated human capital as well as continuously building the capacity of the citizens to embrace and use ICT. Currently, the County is sub-optimally operating. The current workforce cannot fully support deploying ICT. Specifically,

1. The County Government staffs that require specialized technical ICT skills do not possess them.

2. The County Government has not conducted any end-user training targeting the citizens in the County. Despite having a website and some functions such as tourism using social media, no end user training has been conducted.

3. The County Government has neither a strategy nor a framework for using ICTs and automated platforms in the County operations. To that end, the County Government cannot estimate the extent to which using ICT in service delivery will be resisted by both the County staff and the citizens

4. The ICT department is grossly understaffed. Currently, the ICT department has an establishment of one staff member including the CEC. ICT is located insignificantly as a micro sector in the ministry of Finance, planning and ICT.

5. Due to staff shortage, departmental support needs is both inefficient and ineffective. 6. The one ICT staff takes care of all county needs. 7. Specific ICT skills are sub optimally utilised because he is overwhelmed. 8. Citizen participation in the budgeting process is nil. 9. In terms of organizational structure, the ICT department is under the Ministry of Finance.


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2.4.5 Policy Environment and Legal Framework Deploying ICT requires a robust and sound legal and policy framework. The framework covers policies, laws, investment frameworks as well as ICT allocation levels. The policy framework should conform to the national legislations and standards. Currently, Samburu County has an ICT policy in draft form. In addition, the ICT department has developed an ICT commitment service charter. The County has neither a strategic plan nor an investment framework.

1) The ICT department has developed a draft ICT policy. However, the Department has not formulated its ICT vision, mission, and core values.

2) The policies lack details on ICT investment framework, deployment, and acquisition of ICT infrastructure.

3) In addition, the policy does not address integration of ICT in service delivery. 4) The CIDP as well lacks ICT provisions. 5) There is no comprehensive County Law supporting the deployment and use of ICT in

the County with focus on the general citizenry. 6) Samburu County does not have an elaborate framework for the ICT investments.

The County Government has merged the ICT needs for all the departments in their budgets. The County also lacks a capital ICT investments framework.

7) There is no relationship between the ICT and either the vision or the mission statements. 8) The assembly side has a well-articulated ICT master plan. It addresses all ICT policy

related issues well.

2.4.6 Shared Services Samburu County does not have existing shared services plans. Shared Services are an accepted way of enabling common corporate processes both within and across Departments. Shared Services allow processes operated more efficiently and with increased agility by allowing processes to more rapidly and effectively share information, systems and resource.

2.4.7 Change ManagementThere are no mechanisms for initiating change management in Samburu County. The existing systems are all stand-alone. ICT services should be able to link seamlessly to existing back-end systems and across different agencies and platforms.

2.4.8 Citizen Involvement and ParticipationCitizen participation in the budgeting process is satisfactory. However, ICT based citizen participation in County government affairs is non -existent.

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

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


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The development of the ICT roadmap used an international process called ICT maturity modelling to benchmark the county’s maturity level. The process utilised the famed CMMI, approach to analyse identified aspects (in this case, thematic area) in the context of a set of structured levels that describe how well the behaviours, practices and processes of an organization can reliably and sustainably produce required outcomes.

The consultancy developed a customized model addressing directly the realities germane to the counties in Kenya. This customized model identified five progressive levels of maturity, the norm in the industry. However, whereas CMMI graduates the levels from one to five, our model adopted a zero to four progression. The five levels are maintained but results from our model would have a different meaning from those obtained on the CMMI model.

Table 2-1 ICT Maturity LevelCMMI LEVELS CONSULTANT LEVELSLEVEL 1 (Initial) LEVEL 0 (Relative immaturity)LEVEL 2 (Repeatable) LEVEL 1 (Ad hoc maturity)LEVEL 3 (Defined) LEVEL 2 (Emerging maturity)LEVEL 4 (Managed) LEVEL 3 (Relative maturity)LEVEL 5 (Optimizing) LEVEL 4 (Robust maturity)

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

The results for each category (thematic area) are depicted in the table below:

Table 2-2 Weighted Maturity RatioS.I. Category Maturity

User-Assigned Category Weighting

Weighted Maturity Ratio

Infrastructure and Connectivity 0.1 25% 97.5Public service delivery and Interoperability 1.0 25% 75.0Human Capital and Workforce Development 1.7 25% 57.5Policy Environment and Legal Framework 1.3 25% 67.5

1.0Overall Maturity Ratio 297.5


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The maturity level indicated in the table above is interpreted as follows; 1. Infrastructure and Connectivity 0.1; Poor road infrastructure, absence of NOFBI

connection, weak 2G technology from private investors define the immaturity of Samburu’s infrastructure.

2. Public Service Delivery 1.0; this score defines what our model calls ad hoc maturity. There exists some basic level of public service delivery systems leveraged on a weak infrastructure.

3. Human Resource and Capacity Building; 1.7: This is the strongest category for Samburu. The presence of highly trained personnel (though overstretched) propels this category closer to level 2.

Figure 2-1 Radar Presentation of the Maturity Levels

Policy Environment and Legal Framework; 1.3;The presence of draft ICT policies, leapfrogs this category from 0 to1. Opportunities for growth still exist through the publication of the drafts and enactment of ICT legislation.The weighted results of 297.5 show a combination of very low maturity results and a high degree of importance to the County. These should be the absolutely first categories that the county must deal with.

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

From the data generated above, Samburu County emerges at a consolidated maturity level 1.0 described as ad-hoc maturity. However, each thematic area is seen to be at a different maturity level. The most critical is infrastructure and connectivity. This is not surprising given an absence of NOFBI connection, weak 2G connections from private players and poor roads infrastructure.

2.6. Current ICT Expenditure AnalysisThe 2014/2015 level of budgeting in the County was analysed based on Gartner IT key metric data report (2012). The analysis provides a market benchmark for key ICT metrics including expenditure level as a percentage of total revenue of the organisation. These ICT key metrics analysed per industry give high-level benchmark for assessing organisations ICT department. The County ICT Budget for the year 2014/2015 is as below:


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Table 2-3 Current ICT Expenditure Analysis

FY2014/2015 Amount (KSHS) Amount (USD)

Infrastructure - Hardware and Capital Investments 2,260,480 24,570.43

Applications and business Processes Investments 22,500,000 244,565.22

Total Capital Expenditure Budget 24,760,480 269,135.65Consultancies related to ICT 1,350,000 14,673.91Trainings on ICT 0 0.00

Staff and Administration Costs 11,000,000 119,565.22

Total Operational Expenditure Budget 12,350,000 134,239.13TOTAL ICT BUDGET

37,110,480 403,374.78

Total County Budget 2014/2015 KShs 4,100,000,000

Percentage of ICT Budget (ICT Budget/Overall County Budget) 0.91%

The results show that the County ICT Budget is 0.91% of the overall budget in 2014/2015. The Kenya Government ICT Master Plan recommends an expenditure of 5% on ICT of the overall revenue. However, a study by Gartner in 2012 observed a 3% to 5% spending in organisations close to the County in characteristics.

However, we appreciate that the Gartner Study was on organisations with high ICT maturity as Compared to Samburu County. In such a low ICT maturity, investments in Samburu County need to be higher in the initial years to enable the County ICT mature faster and offer better service to the citizens.


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3. THE COUNTY ICT STRATEGY ROAD MAPThe ICT roadmaps refer to the cost effective and user-friendly infrastructure acquired and deployed in Samburu County for improving operational efficiencies in the County that enhances superior service delivery to the citizens of Samburu County. The ICT road map takes cognisance of reversing the existing gaps in the use and application of ICT in service delivery in the County.

The roadmaps respond to systems, equipment, and skills that will be required to deliver optimal services at the 4 levels between:

1. G2G (County government to governments (other counties and National Government))2. G2C (County government to citizens)3. G2E (County government to employees)4. G2B (County government to businesses)

3.1. Strategic PrinciplesThis section details the desired end state definition for ICT in Samburu County. It is described in the Visions and Mission statement, the core values embraced in deploying ICT as well the roadmaps that shall be implemented over the 5-year period. The ICT Road Map for Samburu County outlines new approaches to the use of ICT in service delivery that will be implemented in the next five years. The road map begins with identifying the first set of priority actions to support improvement in key service capability areas.

3.1.1 Vision The Vision of ICT in Samburu County is:

“A World class provider of cost-effective physical and ICT infrastructure facilities and services”

3.1.2 MissionThe Mission of ICT is to realise:

“Efficient, affordable and reliable infrastructure for sustainable economic growth and development through construction, modernization, rehabilitation and

effectivemanagement of ICT infrastructure facilities”3.1.3 Core Values The following core values shall guide the implementation of the ICT roadmap1) Integrity: Shall at all-time endeavours to adhere to moral and ethical principles in service

to our customers.2) Accountability and transparency- we shall aspire at delivering on promises and being

open and honest3) Team Spirit: Shall strive to sub-ordinate personal, department or group prominence for

the efficiency of the entire County government.4) Equity and fairness - we shall endeavour to be treating everyone fairly5) Professionalism --we shall aspire at wanting to be the best and working together to

achieve this and encouraging questions and listening to our customers6) Innovativeness: Developing competitive ICT-based services with a focus on job creation,

especially for women and youth7) People – centred: Shall always aspire to delight our customers through service quality,

efficiency and promptness


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3.2. Roadmaps The County Government shall implement the following four roadmaps in order to meet the identified ICT needs:

3.2.1. Road map1: Infrastructure and ConnectivityInfrastructure and connectivity are a prerequisite for ICT developments within Samburu County. The County Government shall seek to achieve the following objective in building the ICT infrastructure that it requires to deploy ICT.

Overall Objective: To increase availability and access to ICT systems and servicesSpecific Objectives (Interventions)

1. Fast track the extension of NOFBI to the County by the National Government by December 2015

2. Construction and equipping of the county Data Centre by June 20183. Extend NOFBI connectivity to the sub-county towns by June 20164. Creation of LANs and WAN by June 2016 (Maralal town), June 2017(sub county hqs),

June 2018(wards)5. Purchase Computing Devices by December 20166. Establish a Unified Communication infrastructure by June 20177. Purchase and install a GIS Server by June 20188. Establish Community ICT Service Centres infrastructure by June 2020

3.2.2. Roadmap 2: Public Service Delivery SystemsPublic services require well-established information communication infrastructure. Citizen Service delivery improve if services are provided at the closest location to the public. The County Government seeks to develop and implement ICT enabled public service delivery systems. To that end, it shall seek to achieve the following objective:

Overall Objective: To improve internal efficiency, cost effectiveness and coherence in service deliverySpecific Objectives (Interventions) The County shall implement the following interventions under public service delivery systems

1) Operationalize all IFMIS modules by June 20162) Purchase and install a Revenue Collection System integrated to IFMIS by December

20163) Purchase and install a GIS-core integrated to IFMIS by June 20184) Purchase and install an ERP System (core) and basic services modules by June 2018 5) Design and operationalize a County Web Portal by December 20176) Purchase and install an Electronic Document Management System by December

20187) Purchase and install a Customer Relationship management System (CRM) by June

20178) Purchase and install Community ICT Service Centres’ systems by June 20209) Purchase and install Unified Communication systems by June 2017

3.2.3 Road Map 3: Human Capital and Workforce DevelopmentThe successful implementation of ICT projects is heavily dependent of the availability of human resource with the relevant ICT skills. Skill sets demanded in the Information and Communication Technology (ICT) cluster are particularly dynamic and require continuous learning. The County Government shall seek to build human workforce that can support


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deploying ICT by improving capacity, ICT skills among the staff and the general citizenry.

Overall Objective: To build adequate capacity within the County ICT sectorSpecific Objectives (Interventions) The County Government shall implement the following three interventions

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

2) Establish a County ICT Governance structure (PMO and Secretariat) by December 2015

3) Recruit County ICT staff in line with the proposed organogram by June 2016

3.2.4 Road Map 4: Policy Environment and Legal FrameworkThe policy environment and legal framework is important in the successful implementation of ICT projects in the County of Samburu. The County Government shall seek to develop a favourable and progressive legal and policy framework that respond to this objective: to formulate ICT policies and enact ICT laws in order to ensure guided framework in implementation of ICT services.Overall Objective: To Formulate and enforce County ICT laws.Specific Objectives (Interventions)The County Government shall implement the following interventions:

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

2) Develop Disaster Recovery and Business Continuity (DRC) Plans by June 20183) Design and adopt Shared Services Policy by June 20164) Design and adopt Change management policy by April 20165) Adopt Systems Standardisation as prescribed by international bodies (ITIL, ISO

Certification) by December 2015

3.3. Shared Services Plan Samburu County will align its ICT processes towards using Shared Services, either Countywide or broader, adapting processes where necessary to minimize diversity. Shared Services enable common corporate processes both within and across Departments. Overall Objective: Develop a shared ICT services plan for the CountySpecific Objectives (Interventions)

1. Identify services for sharing within and outside the County by December 2015.2. Develop a sharing MOU with identified partners by December 2016

3.4. Change Management Plan ICT improvements in Samburu County will be highly dependent on change management in terms of technology, structures, and people. This is to provide information on the County Government’s readiness to implement the required change to transform the County.

Overall Objective: Initiate effective ICT change management strategies in the County affairs.Specific Objectives (Interventions)1) Technical: Procure scalable, sharable and interoperable ICT systems, annually.2) Structure: Procure and install upgradable ICT infrastructure, annually.3) People: Conduct training in ICT change management, annually


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3.5 Citizen Involvement and ParticipationCitizen involvement and participation in county affairs is enshrined in the Constitution of Kenya. In this regard, ICT services have to ensure that citizens are able to utilize the services to participate in the matters pertaining to the county affairs like budgeting. This makes accessing government services easier for citizens and businesses, reducing red tape, and increasing satisfaction.

Overall Objective: To enhance citizen ICT based involvement and participation in County affairs.Specific Objectives (Interventions)

1. Develop an interactive citizen portal in the County website by December 2015.2. Provide official social media platforms for use by the citizens (face book, twitter) by

December 2016.3. Conduct ICT sensitization among the citizens, annually.

3.6. Key Strategies Guiding Implementation of the Roadmaps The County of Samburu requires a mix of strategies to achieve the desired ICT enabled service delivery. Some strategies cut across the four roadmaps while others are roadmap specific. The matrix in Table 3.1 presents some of these strategies.

Table 3-1 Key Strategies guiding implementation of the ICT Roadmaps1) Road map 1:Infrastructure and Connectivity

Key Strategies1) Enhancing connectivity across the entire County2) Increasing broadband coverage in the sub -counties3) Use of technology to automate and commoditise ICT services4) Adopting new Technologies at the right time to increase staff productivity

enhance customer service and reduce overall costs to the County government2) Road map 2: Public Service Delivery Systems

Key Strategies1) Creating an intuitive, attractive, easy-to-use, accessible web solution2) Automating manual processes.3) Digitalise as many services as possible4) Increasing the provision of accurate targeted information to residents via the website5) Increasing technical resilience for the County’s website to minimise risks of internet disruptions and peak demands6) Increasing use of mapping and spatial facilities to enhance customer web-site

use3) Roadmap 3: Human Capital and Workforce Development

Key Strategies1) Recruiting ICT staff2) Additional expertise- embedding skills development on the specific systems being

implemented3) Continuously training the existing staff


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4) Road map 4: Policy Environment & Legal FrameworkKey Strategies1) Supporting for regulatory compliance to create an environment that adheres to

corporate and government regulations2) Developing and maintaining ICT policies3) Customising the National ICT law to the county


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

Supportive planning, advisory policies, and a well thought out and inspirational strategy can go a long way in the successful implementation and achievement of this road map. The output of the development phase will drive the implementation phase of the road map. The output of an ICT road map is the outline of the plans, projects, and process that will drive the future. The road map should contribute to answering questions that in turn form the basis of a recommendation for future action.

4.1. Governance, Project Management and OrganizationPolicy areas where the County government shall have increasing interest include: technology diffusion to business, specific government development projects and intellectual property rights. At a national level, the regulatory environment is also an important consideration. The focus needs to be on ensuring that the broad policy environment encourages innovation and risk taking, stimulates the growth and fosters the widespread use of ICT to achieve productivity benefits and other broad national objectives.

A number of national documents inform the policy context for the Samburu County government ICT road map. Local policy is contained in the ICT policy for Samburu County government. Others include IT strategic documents like the national ICT master plan, the national broadband policy. National policy is contained in the Blueprint policy document known as Vision 2030 and the national ICT policy

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

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

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


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4.3 Change Management In order to have a successful implementation of the Samburu County ICT Roadmap, a change management plan is critical. The change management process shall adopt the McKinsey 7-S Framework. This organisational change framework focuses on the hard Ss strategy – strategy, structure and systems and the Soft Ss strategy - Skills, staff and style. Most organisations focus of the Hard Ss and overlook the Soft Ss. This model addresses the critical role of coordination rather than structure in organizational effectives.

Figure 4-1 The McKinsey 7-S Framework

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

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

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

The staff skills are important portion of the county’s success in the implementation of this roadmap. These include both basics and Technical ICT skills. In addition to the skills, development of greater importance is the attitude towards change from manual processes to ICT enabled ones. There is need for development of change management plan that will


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tackle the issues of culture and attitude. There is need to identify a change management agent that will lead in the formulation of a change management plan and ensure its implementation.

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

4.5. Monitoring and Evaluation An effective and commensurate monitoring and evaluation system is necessary to ensure timely, focused, objective and evidence-based information on the performance of the County ICT road map implementation. Continuous observation, monitoring, measurement, feedback and corrective action will inform the anchorage of the County M&E system.

The M & E structure will be continuously strengthened and linked to the specific activities. The ICT department CEC and the County Assembly ICT Director will be responsible for the M & E process. In consultation with the Heads of departments (Directors and Chief Officers) The ICT department CEC will prepare reporting formats for the ICT road map, incorporating Key Performance Indicators (KPIs) that are selected from the implementation matrix. He/ she will collate, verify, analyse and compile the monthly, quarterly and annual M&E reports on ICT road map developments from the various departments for onward transmission to the County Senior Management (Governor and CEC level monthly/quarterly meetings).

Monitoring of the ICT road map will be a continuous process in which information (data) will be collected on specified performance indicators to provide the Senior County Management Team (Governor’s level) with measures of the extent of progress and the attainment of specific road map objectives; and progress in the use of allocated funds. The monitoring will be based on the objectively verifiable indicators (OVIs) as set out in the Implementation Matrix. The evaluation system will provide for annual assessments of the results arising from the implementation of the road map objectives. A mid-term review of the Plan will be undertaken with the help of an external consultant at the end of year two and at the end of the Plan period. The purpose of the mid-term review will be to improve overall plan implementation while the terminal evaluation will facilitate the improvement of the next County ICT road map through lessons learned during the implementation of the current Plan.


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5. PROJECT IDENTIFICATION AND PRIORITISATIONIn addressing the current and end state in chapter two, critical gaps were identified. Interventions to close the gaps were identified in chapter three under the four thematic areas. This section crystalizes the interventions into projects required to propel Samburu County to the desired end state. Table 5.1 below displays the main projects identified in each thematic area and the priority attached to each project.

5.1. ICT Projects Table 5- 1 ICT Projects for SamburuROADMAP 1: INFRASTRUCTURE, CONNECTIVITY NO. MAIN PROJECT PRIORITY1 Data Centre Construction 52 NOFBI Installation and Connection (Maralal and sub county towns) 13 LAN, WAN and Internet 24 Computing Devices 35 Unified Communication (infrastructure) 46 GIS Server 67 Community ICT Service Centres(infrastructure) 7ROADMAP 2: PUBLIC SERVICE DELIVERY SYSTEMSNO. MAIN PROJECT PRIORITY1 Integrated Financial Management Information System (IFMIS) 12 Revenue Collection System 33 Geo- Spatial Information System (GIS-core) 74 Enterprise Resource Planning System (core) 25 County Web Portal 66 Electronic Document Management System 87 Customer Relationship management System (CRM) 58 Community ICT Service Centres(systems) 99 Unified Communication (systems) 4


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ROADMAP 3: HUMAN CAPITAL AND WORKFORCE DEVELOPMENTNO. MAIN PROJECT PRIORITY1 County ICT Training – ICT and Users 32 County ICT Governance – PMO and Secretariat 13 County Staffing – Structures 2ROADMAP 4: POLICY ENVIRONMENT AND LEGAL FRAMEWORKNO. MAIN PROJECT PRIORITY1 Comprehensive ICT Policy – Covering Security (Cyber), Document

workflow, Procurement, SLAs, e-Waste management4

2 Disaster Recover and Business Continuity (DRC) Plans 53 Shared Services Policy 24 Change management policy 35 Systems Standardisation (ITIL, ISO Certification, Information Systems

Security1

CHANGE MANAGEMENTNO. MAIN PROJECT PRIORITY1 Citizen education and sensitisation meetings and workshops 22 Change management Partners/Agents 1


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5.2. Financial ProjectionsThis section gives the financial projections of ICT projects that have been ear marked for implementation in Samburu County for the next five years. Table 5.2 below summarise the budget projections for the four roadmaps.

Table 5- 2 Summary investmentsTHEMATIC AREA TOTAL 2015/2016 2016/2017 2017/2018 2018/2019 2019/2020

KSH KSH KSH KSH KSH KSHInfrastructure and Connectivity

1,260,000,000 300,000,000 400,000,000 400,000,000 80,000,000 80,000,000

Public Service Delivery

1,300,000,000 120,000,000 425,000,000 325,000,000 250,000,000 180,000,000

Human Capital and Workforce Development

85,000,000 65,000,000 5,000,000 5,000,000 5,000,000 5,000,000

Policy Environment and Legal Framework

42,000,000 22,000,000 10,000,000 10,000,000 0 0

TOTAL 2,687,000,000 507,000,000 840,000,000 740,000,000 335,000,000 265,000,000


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5.3. Road Map FinancingSamburu County requires a robust financing mix of the internal equity and limited debt to realise the ambitions roadmap. The financing model should include successive and incremental allocations to ICT in line with the requirements of the ICT National Master plan. The county will explore;1) Private Sector: The private sector presence offers opportunity to develop the

infrastructure, collaborations in joint ventures, feedback, learning and monitoring of the existing systems. The presence of telecommunications such as Safaricom and Jamii Telcom provide possible areas of financing infrastructure.

2) Development Partners: The County should leverage on multilateral development partners to finance this roadmap. The existing laws allow County Governments to engage the development partners with the national Government serving as guarantors. The County Government should take advantage of such opportunities to both material and in-kind ICT development.

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

4) National Government ICT Flagship Projects: The County will also work closely with the National Government in rolling out the ICT Flagship projects in the County. In addition, the County Government shall take advantage of its positioning on the northern corridor to tap into the benefits that connect Kenya’s largest cities- Nairobi and Samburu that pass through Samburu County.


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Ministry of Information, Communication and Technology

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

P.O Box 30025-00100,Nairobi Kenya

Tel: (+254) 4920000 / 1

Email: [email protected]

Website: www.information.go.ke

Samburu County Government

P.O. Box 3 - 20600

Maralal, Kenya.

+254 065 62456, +254 65 62075

[email protected]

ICT Authority

Telposta Towers, 12th Floor, Kenyatta Ave

P.O. Box 27150 - 00100 Nairobi, Kenya

t: + 254-020-2211960/62

Email: [email protected] or [email protected]

Website: www.icta.go.ke

Become a fan: www.facebook.com/ICTAuthorityKE

Follow us on twitter: @ICTAuthorityKE


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Ministry of Information, Communication and Technology

Produced By:

SAMBURU COUNTY GOVERNMENT ICT ROADMAP (2015-2020)

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Transcript of SAMBURU COUNTY GOVERNMENT ICT ROADMAP (2015-2020)