COUNTY ICT ROADMAP 2015 - 2020icta.go.ke/pdf/29.pdf · Nandi County Government ICT Roadmap...

Nandi County Government ICT Roadmap 2015-2020

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“ICT is a tool of enhancing service deliveryin the county”

SEPTEMBER 2015

COUNTY ICT ROADMAP2015 - 2020


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The Nandi County ICT Roadmap (2015-2020) preparation is a result of immense sacrifice from many stakeholders. Special commendation goes to the World Bank through the ICTA for financing this process. Special appreciation goes to Dr. Cleophas Lagat, the Nandi County Government Governor and the entire ICT directorate. Special thanks go to the Honourable Speaker, Clerk to the County Assembly, the Assembly ICT Director and the Committee Chair for their valuable contribution into the preparation of this strategy. The participation and effort by the different departments and stakeholders in the County Government of Nandi into this report is noticeable.

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 Nandi 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 and committed stakeholders, we are confident that Nandi County will compete effectively at the National, regional and global environment.

Thank you so much

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Dr. Cleophas LagatGovernor, Nandi County

MESSAGE FROM THE GOVERNOR


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SIGN-OFF AND APPROVALSProject: County ICT Roadmap Sign-off for: County ICT Road Map – Popular VersionCounty: NANDI

Sign-Off:

______________________Accepted

______________________ Accepted with Modifications______________________ Not Accepted

Signature:

AcceptedDate 1/9/15

Name (Capitals): JOHN N. LIBOYI

Position:

CEO & Group Team Leader, IPA Consultants

Signature: ______________________

Date _____________

Name (Capitals): ______________________

Position:……………………… In charge of ICT

Signature: ______________________

Date _____________Name (Capitals): ______________________Position:

Governor

Signature: ______________________

Date _____________Name: ______________________Position: Project Manager, ICTA


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ACKNOWLEDGEMENT

While submitting the ICT Road Map, IPA Consultants take this opportunity to thank all stakeholders for the cooperation extended, timely inputs provided and hospitality ex-tended, during the various stages of our assignment. We would specifically like to thank the CECM for Finance, Economic Planning and ICT, the Chief Officer in the ICT Executive Committee, ICT Manager, the Chief Officers of various Executive Committees and all stakeholders in Nandi County for making this a reality. We would like to acknowledge that the successful completion of our assignment is largely as a result of the stakeholder’s level of commitment and involvement in understanding the purpose and importance of the assignment.

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

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

IPAMr. John Liboyi


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TABLE OF CONTENTS

PART 1: INTRODUCTION AND BACKGROUND INFORMATION 11

1.2 COUNTY PROFILE 12

1.2.1 GOVERNANCE STRUCTURE 12

FIGURE 1: NANDI COUNTY ORGANIZATIONAL STRUCTURE 13

1.2.2 STRATEGIC FOCUS AREAS AND PLANS 13

FIGURE 2: MAP OF NANDI COUNTY 14

1.3 COUNTY SWOT ANALYSIS 15

TABLE 1: NANDI COUNTY SWOT ANALYSIS 15

1.4 COUNTY MONITORING AND EVALUATION SYSTEMS 16

1.5 COUNTY STAKEHOLDERS ANALYSIS 16

PART 2:SUMMARY OF CURRENT STATE 17

2.1 CURRENT STATE OF ICT IN THE COUNTY 17

2.1.1 COUNTY ICT STRUCTURE 17

2.1.2 CURRENT ICT DIRECTION 17

2.1.3. COUNTY ICT SWOT ANALYSIS 18

TABLE 2: COUNTY ICT SWOT ANALYSIS 19

2.1.4. CURRENT COUNTY ALIGNMENT TO NATIONAL ICT MASTER PLAN 19

2.1.5 CURRENT STATE OF ICT IN THE COUNTY 19

2.1.6 CURRENT TECHNICAL STATE OF ICT IN THE COUNTY 21

2.2 CURRENT STATE OF COUNTY MATURITY – COBIT 21

2.2.1 THE CURRENT STATE 22

FIGURE 3: CURRENT STATE SPIDER CHART 22

TABLE 3: UNDERPERFORMING PROCESSES WITH RESPECT TO COBIT FRAMEWORK 23

2.3 FINANCIAL POLICY AND STRATEGY FOR ICT 23

PART 3:SUMMARY OF DESIRED END STATE 24

3.1 DESIRED END STATE DESCRIPTION 24

TABLE 4: DETAILED GAP ANALYSIS AND CLOSURE STRATEGY PER THEMATIC AREA 24

3.2 COBIT DESIRED STATE ANALYSIS 25

FIGURE 4: DESIRED STATE SPIDER CHART 25

3.3 COBIT GAP ANALYSIS, BENCHMARK AND DESIRED STATE 25

TABLE 5: NANDI COUNTY GAP ANALYSIS SUMMARY 26

3.4 FINANCIAL POLICY AND STRATEGY FOR ICT 26

PART 4:ICT VISION ROADMAP AND ICT MATURITY 28

4.1 CONNECTED COUNTY 28

TABLE 6: KEY PROJECTS IN CONNECTED COUNTY GOVERNMENT THEME 28

4.2 CITIZEN SATISFACTION 28


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TABLE 7: KEY PROJECTS IN THE CITIZEN SATISFACTION THEME 29

4.4 CONNECTED CITIZEN 30

4.4. CONNECTED LEGISLATOR 30

4.5 COBIT IMPLEMENTATION 31

FIGURE 5: COBIT IMPLEMENTATION PHASES (SOURCE ISACA) 32

FIGURE 6: CRITICAL SUCCESS FACTORS 33

5.1 VISION, OBJECTIVES AND STRATEGY 33

5.2 LAWS AND REGULATIONS 33

5.3 ORGANIZATIONAL STRUCTURE 34

5.4 BUSINESS PROCESS 34

5.5 INFORMATION TECHNOLOGY 34

TABLE 10: CRITICAL SUCCESS FACTORS 35

PART 6:PRIORITY PROJECTS FOR QUICK WINS 37

6.1 CONNECTED COUNTY GOVERNMENT 37

TABLE 11: CONNECTED COUNTY GOVERNMENT QUICK WINS 37

6.2 CITIZEN SATISFACTION 37

TABLE 12: CITIZEN SATISFACTION QUICK WINS 37

6.3 CONNECTED CITIZEN 38

6.4 CONNECTED LEGISLATORS 38

TABLE 14: CONNECTED LEGISLATORS QUICK WINS 38

TABLE 15: COBIT IMPLEMENTATION 38


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LIST OF ABBREVIATIONS AND ACRONYMS

ACE Adult Continuing EducationCBO Community Based OrganizationsCDF Constituency Development FundCDTF Community Development Trust FundCIDP County Integrated Development PlanCSFs Critical Success FactorsDBMS Database Management SystemESP Economic Stimulus Programme GDP Gross Domestic ProductICT Information Communication technologyIFMIS Integrated Financial management Information SystemIPPD Integrated Personnel & Payroll DatabaseISO/IEC International Standards Organization/ International Electro technical Commission KIPPRA Kenya Institute of Public Policy Research and AnalysisLAIFOMS Local Authority Finance Operation Management SystemLAN Local Area networkM and E Monitoring & EvaluationMCAs Members of County assemblyNGOs Non-Governmental OrganizationsPPPs Public private PartnershipsSACCOS Savings and Credit Cooperative SocietiesSMS Short Messaging SystemTNA Training Needs Assessment WAN Wide Area NetworkYEDF Youth Enterprise Development Fund


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BACKGROUND INFORMATION

The world economy is experiencing the impact of rapid globalization, the emerging new information age and the dynamic Information and Communication Technology (ICT), which is bringing about a new global economic order to be dominated by information and knowledge-based economies.

The emerging information age is characterized by Information and Communication Technologies (ICTs), and it is having an impact on socio-economic development efforts in a number of countries as well as counties in Kenya especially those that are focused on ICT utilization and the development of ICTs. In the information age it is not possible for a County to remain competitive, even in its traditional areas of comparative advantage, without using and developing ICTs to support its developmental process.

Counties out of the capital city in Kenya are confronting new additional challenges as a result of the globalization process and the emerging new information age. Without an appropriate ICT Road Map, the counties risk worse socio-economic status, which can be mitigated by bridging the digital divide.

Having recognized and accepted the importance and role of ICTs in Nandi’s socio-economic development, and committed to minimize the digital divide, the County Government of Nandi, with the assistance and guidance of ICTA, has developed this ICT Road Map to guide her utilization and development of ICTs for socioeconomic development. To support implementation of this policy, there shall be a County Governance Planning Committee.

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

The residents of Nandi County, its development and cooperating partners and all county stakeholders need to support the County Government’s effort to promote the development and utilization of ICT.


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EXECUTIVE SUMMARYInformation and Communication Technology (ICT) is a key enabler in allowing Governments improve service delivery, reduce the cost of service delivery and increase the reach of Government services. The purpose of the consulting assignment was to create the high level plan for an ICT integrated environment in the County of Nandi to be able to create connectivity across systems and improve service delivery. This is therefore the road map that all stakeholders of the sector can adopt and keep in view while embarking on computerization initiatives in their respective spheres of activities and legal domains.

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

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

Surveys and site visits provided valuable information regarding management and strategies. Creating the survey involved researching similar surveys and working with County’s staff and the Public of the County. A set of core questions were used for study interview. Survey results gave a general understanding of the status in the County. Through the survey results and site visits, it was learned that multiple entities are involved in the ICT strategic implementation process, ranging from educational institutions to government agencies. In addition, the trend is toward creating a centralized method for citizens to obtain information through state web portals and other forms of enterprise architecture. The findings show the importance of strong leadership in furthering ICT initiatives which emphasizes the importance of devising strategies. This document proposes five key ICT focus areas geared towards addressing the County development agenda: ICT Infrastructure development - especially last mile connection of the National Fibre Optic Cable for Local Area and Wide Area Network connectivity. Infrastructure development is essential in enabling the move to paperless office, access to information and devices sharing.Service Delivery Mechanisms, this is the implementation and integration of ICT systems that deliver Government Services to Citizens and improve internal Government processes and communication. Core systems in this category include an Integrated Government Administration Information System (GAIS) with functionalities such as Citizen Participation, Health Information System, Asset Management System, Human Resources Management and Paperless Office Systems. This is in line with the Homabay CIDP which recognizes the potential of ICT enabled services and innovative applications in delivery of education,


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healthcare, governance, financial management and agricultural research development services.ICT Policy and regulation – This ICT strategy proposes the development and operationalization a Disaster Recovery plan, Information Security Policy, ICT Literacy Policy and acceptable use policy.Staff training – aimed at increasing ICT literacy among the County Government Staff to enable them effectively use the proposed systems. The County CIDP identifies a number of challenges that affect the growth and uptake of ICT services such as lack of ICT instructors in youth polytechnics and low ICT skills among the populationCOBIT Implementation – to monitor and access ICT Maturity in the County Government.To successfully implement the systems proposed in the projects in this roadmap, this roadmap proposes that the County should address a number of challenges which determine the success or failure of the ICT development agendaPolicy and legislation: This is necessary to address concerns such as Cyber Security, Open Data, Service quality, funding and more.Staff skills: Investments in continuous staff training to equip staff with skills such as customer care (so as to improve citizen experiences), ICT LiteracyGovernance: In particular the creation of a project management unit and an ICT Governance Committee responsible for driving the ICT agenda within the County.An implementation matrix outlining financial requirements, proposed activities and programs have been defined. It is highly recommended that Nandi County undertakes to carry out monitoring and evaluation exercises to make sure that these activities are undertaken within the timeframe that is clearly defined.


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PART 1: INTRODUCTION AND BACKGROUND INFORMATION

The IPA team initially held an inception meeting in Nandi County on Wednesday, the 22nd April, 2015, with follow up meetings on 23rd April, 2015. The team met and interacted with sections of the County Executive, the County employees and some stakeholders, namely the Public Service Board and the County Assembly, and subjected them to a set of data collection tools in the form of questionnaires. Information was also collected by use of personal interviews and observation of the ICT infrastructure at the County Headquarters in Kapsabet Town. The information gathered through these interactions was then analyzed to create the initial County e-readiness and vision report. The report formed IPA’s initial impression of the County’s current ICT state, and was enriched and improved by subsequent interactions with the county stakeholders as the project progressed, culminating in the County ICT Roadmap which clearly captures the County’s vision for development through the use of ICT.

Information and Communications Technology, both as an enabler and a sector, is central to efficient and low cost delivery of government services. With diminishing budgetary allocations to key development sectors such as education, agriculture, health and governance, there is need to rethink how government can achieve the paradox of diminishing funding and increased need for more services (both in the width and breadth). Increasingly, both public and private sector are looking at technology to underpin improved service delivery, reduce operational costs and motivate staff to think more and do more with less.

The e-Readiness report produced earlier was a result of preliminary study carried out by Information Professionals Africa on behalf of ICT Authority of Kenya and the County Government of Nandi. Preliminary findings indicated that ICT investment and benefit realization in the county remain basic. Infrastructure and connectivity is poor or nonexistent between the County Government headquarters and sub counties, and there are no shared services between departments leading to duplication of cost and effort in service delivery. Lack of an information strategy imply that the county neither has a long term view of ICT investment areas nor the actual short term and long term view of expected benefits of current ICT investment initiatives.

The County’s Integrated Development Plan (CIDP) forms a critical component in determining the county’s overall vision, mission and general strategic direction in terms of its development agenda. It also informs the County’s governance structure and how the ICT function fits into the overall picture. Counties have the basic objective of improving the lives of the citizens by providing services to residents, businesses and visitors. In line with Vision2030, key services will revolve around the three pillars of economic, social and political engagement with the citizenry.

County Strategic DirectionThe Nandi County Integrated Development Plan (NCIDP 2013 – 2017) outlines the strategic and ideological foundation for the development of Nandi County. It outlines the county’s vision and mission as shown in the sections that follow.


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VisionTo be the leading County in Kenya where people are empowered economically, socially and politically, through equitable sharing of resources and achieve the highest standards of living.

MissionTo improve the living standards of all the residents of Nandi County by offering quality and sustainable services in an equitable and transparent manner through modern technology, innovation, enhanced workforce, environmental sustainability and entrepreneurship in all spheres of life.

Core ValuesThe County’s core values are listed in the CIDP as

• God fearing • Integrity• Rule of law• Transparency and accountability• Professionalism• People-driven leadership• Harmonious and peaceful coexistence• Equity• Team work• Fairness• Commitment• Diversity• Economic Development Goals

To facilitate the growth, diversification and the stability of Nandi County’s Socio-economic position, with a view of creating employment and social opportunities, expand the economy to provide a sustainable future for all residents of Nandi County.

1.2. County Profile1.2.1 Governance StructureThe County Governor and the Deputy County Governor are the Chief Executive and Deputy Chief Executive of the County respectively. The Governor is designated to provide leadership in the county’s governance and development. The county’s ten executive committees supervise the administration and delivery of services in the county and all decentralized units and agencies in the county. The figure below shows the county governance organizational flow:


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Figure 1: Nandi County organizational structure

1.2.2. Strategic Focus Areas and PlansThe county has developed a County Integrated Development Plan 2013 – 2017, with priority areas for investment being in the departments of Agriculture, Health, Infrastructure,


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Education and ICT. The County’s priorities and goals outlined herein are based on the County Integrated Development Plan, sectoral plans and the Governor’s Manifesto, with emphasis on investment in Infrastructure, access to clean water, accessible health care, sustainable farming with emphasis on dairy and value addition on dairy products, increased investor and business confidence necessary to encourage investment, education particularly (artisan) technical education through village polytechnics, wealth and employment creation.The factors that will determine the success of these focus areas include:

• Political goodwill• Adequate personnel• Adequate funding• County Socio-Economic Data

Location and SizeNandi County is located in the North Rift region of Kenya (See Map 1). It occupies an area of 2,884.4 Km2, and it borders Kakamega County to the West, Uasin Gishu County to the North East, Kericho County to the South East, Kisumu County to the South and Vihiga County to the South West. Geographically, the unique jug-shaped structure of Nandi County is bound by the Equator to the south and extends northwards to latitude 0034oN. The Western boundary extends to Longitude 34045oE, while the Eastern boundary reaches Longitude 35025oE.

Figure 2: Map of Nandi County

Population and Demographic StructureThe County has a population of 813,803 comprising of 406,907 males and 406,896 females (as per the 2012 projections based on the 2009 National Population Census). The county’s inter-censual growth rate stands at 3.1 percent which is slightly higher than the national growth rate of 3.0 percent. There is a disproportionately higher concentration of the population between the ages of 0-9 years (31.7 percent), which explains the high population growth rate. There will be need for massive investment in maternal, child health care services and


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early childhood education as well as intensive family planning initiatives to cater for this age group.

As per the 2012 projections the dependent population constitutes a total of 381,583 persons. On the other hand, the labour force constituted 418,823 persons. This translates to a dependency ratio of about 91:100 (91 percent). The reproductive age population is high, which explains the high inter-censual growth rate of 3.1 percent.

Economic DriversThe county produces adequate quantities of different agricultural outputs, notably tea, coffee and milk. Most of the economic activities of the residents are centered on agriculture, with much of the farms dedicated to tea growing. The county has large tea plantations especially in Kobujoi-Chekumia and Nandi Hills areas. Dairy animal husbandry is a major income earner among Nandi County residents. There are several tea and coffee factories as well as milk cooling plants. Nandi County has a huge potential to develop sports tourism owing to it being the home county of numerous internationally renowned athletes, many of whom also train within the county.

Natural ResourcesThere are a limited number of natural tourist attractions in the county. However, Nandi County is Kenya’s athletics hub. It is home to tens of the world’s celebrated athletes, including world record breakers such as Pamela Jelimo, Janet Jepkosgei and the legendary athlete Kipchoge Keino. The county, which is also renowned for its thriving tea estates, is endowed with a beautiful topography that mainly consists of the scenic Nandi Hills. The main National Reserve is in Nandi South Sub-County. There are plans to upgrade its status into a National Park so as to attract more funds for conservation and maintenance. Other attraction sites in Nandi South are the Nandi Rock and the South Nandi Forest. In Nandi North, there is the Chepkiit Water Falls on the Kipkaren River. In Nandi Central is the Kingwal Swamp near Chepterit area which is host to the famous Sitatunga, a rare gazelle species. There is also the Tindinyo falls along River Yala. In Nandi East, there is the famous Koitalel Samoei Museum in Nandi Hills town and the Keben caves in Mogobich, Lessos Division. Other than the Sitatunga gazelles found at Kingwal Swamp, Colobus monkeys are also found in the South Nandi Forest. There is also a wide variety of different bird species and snakes across the county.

1.3. County SWOT AnalysisIn evaluating the factors, both internal and external, that are favorable and unfavorable in influencing the achievement of the county’s strategic objectives, a SWOT analysis matrix based on the county’s CIDP and responses from the questionnaires submitted to the county officers was developed.These are briefly outlined in the table below:

Table 1: Nandi County SWOT analysisCounty Strengths County WeaknessesWater rich, high rainfall throughout the yearHigh production of tea

Inadequate electrical power supplyPoor road networkLow adoption of modern farming technologies

County Opportunities County Threats


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Need for more training institutionsHigh agricultural potentialLack of agri-based industries

High rate of school dropoutsEffect of climate change on rainfall patternsHigh population pressureFood insecurity

1.4: County Monitoring and Evaluation SystemsMonitoring and evaluation systems are meant to ensure value for money for the public, and the timely completion of projects. The monitoring and evaluation function in the county is undertaken by the Chief Officer, Planning, within the Finance, Economic Planning and ICT. As indicated in the County’s CIDP, it is proposed that the county will establish a county monitoring and evaluation committee chaired by the chief officer planning. There will also be sub county monitoring and evaluation units in each constituency. There will also be units at the ward and village levels. In each unit the members will be both officers of the County Government as well as members of the public.

1.5: County Stakeholders AnalysisThe purpose of stake-holder analysis is to assess which individuals or groups are likely to support, resist, or remain neutral during project implementation. It will be useful to look at the way stakeholders respond the way they do and how they may be influenced to ensure a response most favorable to achieving project goals. Key stakeholders in governance and service provision for the county include, but are not limited to, the following outlined groups.

1.5.1. CitizensThis comprises the general public as consumers of services. The county citizens provide human, material and financial resources. They utilize infrastructural facilities; provide skilled/ unskilled labour; identify facilities to be repaired/ rehabilitated; participate in decision-making on issues affecting the sectors, provide factors of production for use by the sector; provide land to construct facilities; actively support the community strategies through active participation; contribute to the provision of facilities through cost sharing; community policing; active participation in prioritization of projects; provide information on corruption; monitor projects; engage in farming & production of food crops, conservation of hilltops, among many other functions.

1.5.2 Business CommunityThese are local and foreign entrepreneurs and investors providing goods and services. Good examples are financial and micro-finance institutions. They ensure mobilization of resources and provision of markets. They are partners in service provision; employment creation; promotion of private enterprises and competition and supplementing of county government efforts through PPP; formulation of priorities.

1.5.3. Civil SocietyThese include Community Based Organizations, Pressure Groups, etc. They represent community interests and advocate for responsive policies and programs. They are also involved in the mobilization of resources for the benefit of the communities. Other important contributions from the Civil Society include Creation of awareness on rights and privileges of the public; management and promotion of good governance through advocacy of the rights of the minority and farmers; management and promotion of good governance; provision of equipment, water facilities, construction of facilities; watchdog for quality


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service delivery; supporting the school feeding programme; drilling of water points, toilets; mobilization of the community; civic education; orphan support; extension services and micro finance, among other activities.

1.5.4. Development PartnersThese include Donor Agencies, NGO’s, International Finance Institutions, Research Institutions, etc. They provide financial and technical support including implementation and M&E of projects and complement the county government in implementation of development projects and programs.

PART 2: SUMMARY OF CURRENT STATE

2.1 Current State of ICT in the County2.1.1 County ICT Structure GovernanceICT functions in Nandi County fall under the department of Finance, Economic Planning and ICT headed by the CEC Member. The department also has an overall Chief Officer. The head of ICT is the Director of ICT. All the remaining departments have personnel who perform ICT functions within the departments, among other functions. HR capacityThe ICT staff at the County Headquarters is very low, with only two permanent staff and six temporary staff (casuals). This is not adequate to address the ICT needs of the county.Sub County and Ward Support StructureThere is no established ICT structure at the Sub County and Ward levels. Some sub county and ward offices have a few computers. There is no wide area network linking the sub counties and wards to the HQ. Internet services at the sub county and ward offices, if at all, are through modems from mobile service providers. Support for ICT services may come from the ICT headquarters from time to time. One big challenge facing the county is the lack of offices for the Sub County and Ward administrators, and is still a work in progress. Ministries Support StructureThe Health and the Agriculture ministries have a greater need and usage of ICT services and their ICT departments will soon have staff deployed from the Headquarters. The rest of the ministries receive ICT support from the staff at the headquarters. The level of ICT usage in the ministries is still low, and the staffing is not adequate in addressing the ICT needs of the ministries.

2.1.2 Current ICT DirectionThe development of an ICT Strategic Plan is still ongoing and not yet completed. The ICT vision and mission are therefore not conclusively defined. The strategies outlined below emanate from those envisioned in the county’s CIDP.

Strategies PlansThe strategic actions to harness the potential of ICTs to deliver better services include the following:

• Building capability across government to use ICT in order to achieve improved services,


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effectiveness and efficiencies. All staff of the County Government to be trained to use ICT.

• Enabling better services by using ICT to simplify and integrate government services to both people and business while maintaining necessary security and privacy. All Departments in The County Government to be connected through a common ICT framework.

• Collaborating effectively by building better partnerships with citizens and other stakeholders to improve the effectiveness of government consultations and service delivery.

• ICT in County Government operations. Continuing fiscal constraint will require the Nandi County Government to make the most effective use of existing and new ICT investments. This encourages greater innovation in government operations, to enable cost effective solutions. To achieve these strategic actions to improve government operations, it will be necessary to invest optimally to enable more effective implementation of policy by targeting ICT investments that deliver the greatest value.

• Encouraging innovation so that government can harness the full potential of the digital economy and enhanced technology solutions to deliver services more efficiently and effectively.

Projects• Establishment of one ICT center at every sub-county headquarters – ongoing project

as indicated in the CIDP.

ICT Achievements to dateIncorporation and integration of the National Government-based payment, management and feedback systems of

• IFMIS• IPPD• G-Pay

County ICT M& E systemsThe county intends to employ different levels of monitoring and evaluation to ensure value for money and the timely completion of projects. A the CIDP indicates, they intend to

• Establish a county monitoring and evaluation committee chaired by the Chief Officer, Planning

• Establish sub county monitoring and evaluation units in each constituency• Establish units at the ward and village levels.

In each unit there will be members from the County Government as well as members of the public and all relevant stakeholders. There is no County ICT M& E system in place and it is recommended that the county considers investing in an electronic M & E system.

2.1.3. County ICT SWOT Analysis Following the interaction of IPA consultants with the County staff and other county


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stakeholders, several aspects that are crucial to ICT development and adoption were examined and an ICT SWOT analysis done. The results obtained are summarized in table 2.

Table 2: County ICT SWOT analysisCounty ICT Strengths County ICT WeaknessesHuman resources skilled in ICTAvailability of equipment and infrastructure at the HQPolitical goodwill

Inadequate office spaceInconsistent power supply and lack of standby generatorsInadequate implementation of ICT policy

County ICT Opportunities County ICT Threats Increasing ICT Literacy in the populaceEmerging mid-level ICT institutionsAvailable National ICT PolicyAvailability of Internet and Cloud Computing technology

Fast-changing technologyCyber security risks

2.1.4. Current County Alignment to National ICT Master Plan The National Fiber optic cable connectivity is available only at the County Headquarters in Kapsabet Town. The infrastructure has not gone beyond Kapsabet Town.

2.1.5. Current State of ICT in the County

State of ICT in MinistriesThe ministries or departments largely receive ICT support from the staff at the headquarters as they do not have dedicated ICT personnel. The general observation is that the staffing is not adequate in addressing the ICT needs of the ministries.

• The Health and the Agriculture Departments, due to the scale of their operations, have a greater need and usage of ICT services. There are plans to have dedicated staff deployed to their ICT departments from the Headquarters. The immediate needs of the departments include

1. An ICT training plan for the departmental staff to increase ICT literacy.2. Mainstreaming of ICT usage in all sectors of the departments3. Computerization and automation of health services in all the health facilities in

the county.4. Provision of adequate ICT equipment and infrastructure such as computers and

printers in the health departments• In the Lands ministry, the level of ICT usage is low and the staff dedicated to ICT services

is inadequate. Most of the staff is not ICT literate, but training in ICT is hampered by the low level of funding for raining, and the fact that many of the staff members do not qualify for training because they are still on probation or on secondment from the headquarters. Some of the ICT achievements in the ministry include:

1. Provision of infrastructure and some equipment such as computers and tablets in


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some departments2. Installation of Wi-Fi for Internet access3. Opening of a WhatsApp group account for its members for information sharing

• The ministry would like to implement a GIS based information system for the urban centers and the whole county, providing information on land use, information on land sizes, zoning requirements, best land sites for investments, etc. Other areas in which the ministry would like to use ICT technology include:

1. Urban planning - System to enable easy access to information about land use2. Submit development applications online and receive approval conditions via

internet3. Get to know planned and unplanned urban centers 4. Land registration process, survey requirements, etc.

• The rest of the ministries receive ICT support from the staff at the headquarters. The level of ICT usage in the ministries is still low, and the staffing is not adequate in addressing the ICT needs of the ministries.

The priority areas that can help tap ICT capabilities and improve operations and service delivery includes:Good ICT leadership

• Human Capital development (such as e-learning)• Enhanced and expanded e-government service• Universal access of ICT and ICT related services in sub counties and wards• Infrastructural development in ICT, such as development of ICT centers throughout the

county.

State of ICT in County Assembly The County Assembly has an ICT department that runs independent of the ICT structure at the executive department. The department has just three (3) staff members, which is not adequate in addressing the ICT needs of the County Assembly. Two of the staff members have degree level of ICT literacy while one has diploma level, and is in the process of upgrading to degree level. The role of the ICT department is:Formulate ICT policies

• Perform user-based system support• Hardware and software installations, support and maintenance• Come up with ICT strategic plans and advise the Clerk on ICT related issues.

The ICT department has two sections:• ICT Coordination – its role is to i) support all ICT and related systems in the assembly,

maintain, install and configure systems and train the users.• Procurement – its role is to upload files to and update the County Assembly website,

typeset documents, perform network and Internet support.

• The department highlights some of the challenges that the ICT infrastructure faces at the County Assembly as:

• Inconsistent and unstable Internet link• No ICT policy for the Assembly• Limited budget for ICT projects and provide empowerment.• No “governing body” to streamline ICT issues at the Assembly


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• Inadequate staffing.• No training plan specific to ICT personnel.

The Assembly puts forward several suggestions on what they would like to see happening in the ICT department to push implementation and development forward:

• Greater involvement of the relevant National Government in ICT issues with the devolved government. (They would like to see ICTA taking a stronger role in ICT implementation, benchmarking and maintenance of standards; much like ICPAK does for the Accounting profession).

• Training and awareness creation for the heads of different departments to increase their level of understanding of the importance and contribution of ICT in their service delivery functions

• Involvement of the ICT department in the budget process• Thorough capacity building for ICT staff, and indeed all staff, of the County Assembly.• Development of an ICT policy to govern decision making from the departments.

State of ICT in Sub counties and WardsThere is no established ICT structure at the Sub County and Ward levels. Some sub county and ward offices have a few computers. There is no wide area network linking the sub counties and wards to the HQ. Internet services at the sub county and ward offices, if at all, are through modems from mobile service providers. Support for ICT services may come from the ICT headquarters from time to time. One big challenge facing the county is the lack of offices for the Sub County and Ward administrators, and is still a work in progress.

State of ICT in other County BoardsAt the Public Service Board, there is an ICT department, but with just one staff member dedicated to ICT functions. The ICT infrastructure consists of computers and an Internet connection. The entire board has only four staff members at its present location as the space available is not adequate to house the entire staff portfolio. ICT is mainly used for routine work.

2.1.6. Current Technical State of ICT in the County

The county’s ICT technical state is as described in the preceding sections. A technical analysis has been done using the COBIT framework and the results are outlined in the next section.

2.2. Current State of County Maturity – COBIT As a way of guiding the County through the above ICT challenges, IPA has customized and proposed an ICT Governance & Management (ICT G&M) Framework, based on the international COBIT Framework1. The COBIT Framework consists of linkages between organizational and ICT objectives while providing a mechanism for continuous measurement and maturity of ICT processes. These processes have been customized as the ICT Governance & Management Framework2 for the e-County and have the seven elements list below:

1. Strategy & Governance (7Processes)1 CoBIT, Control Objectives for Information & Related Technologies, by www.isaca.org 2 ICT Governance & Management Framework, adopted & modified from Suguma-ran, et. al. (2015, www.isaca.org).


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2. Financial Management (3 Processes)3. Personnel & Resource Management (3Processes)4. Service Planning & Architecture (6 Processes)5. Infrastructure & Operations (6 Processes)6. Security (6 Processes)7. Applications (3 Processes)

The County should aim to achieve Level ‘1’ status by performing the necessary activities under each listed process. Once Level ‘1’ status is achieved, the County embarks on refining and continuously improving on the execution of these processes as it matures through Level ‘2’ and beyond.

2.2.1. The Current State The Current State of the County performance along the seven elements of the ICT Governance & Management Framework is summarized in the spider chart below.

Figure 3: Current state spider chart

The chart in Figure 3 above summarises the county’s performance along the seven domains of the ICT Governance & Management Framework.

According to the above ICT Governance & Management Framework Summary chart, the following seven domains are scoring below the benchmark state:

1. Strategy & Governance 2. Financial Management3. Personnel & Resource Management4. Service Planning & Architecture5. Infrastructure & Operations 6. Security

ApplicationsThis is due to the county underperforming in the following specific processes which scored below level 1:


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Table 3: Underperforming processes with respect to COBIT frameworkDomain Processes

Strategy & Governance PO9: Assess and manage IT risksPO10: Manage ProjectsME1: Monitor & Evaluate IT Performance

Financial ManagementAI5: Procure IT ResourcesDS6: Identify and Allocate CostsP05: Manage IT Investments

Personnel & Resource Management DS7: Educate Train UsersAI4: Enable Operation & Use

Service Planning & Architecture

P02: Define Information ArchitectureP03: Determine Technology directionP08: Manage QualityDS1: Define & Manage Service Levels

Infrastructure & OperationsAI6: Manage ChangesDS9: Manage ConfigurationsDS13: Manage Operations

Security

ME2: Monitor& Evaluate Internal Control AdequacyME3: Ensure Compliance with external requirementsDS4: Ensure Continuous ServiceDS5: Ensure System SecurityDS11: Manage DataDS12: Manage Facilities

Applications AI7: Install & Accredit Solutions and Changes

The interpretation of the above is that within the county, none of the above processes are existent. Nandi County needs to satisfy the above needs and establish the stated processes to be able to at least measure up to the best practices for ICT governance and management. Once this is achieved, the processes can be scored at at least level 1.

2.3. Financial Policy and Strategy for ICT

Budget for ICT In Nandi County the ICT Budget was Kshs 18.4 million, representing 0.57% of the total budget for 2013/14. Of this, Kshs 9.5 million (51.6%) was spent on hardware and infrastructure, Kshs 7.4 million (40.2%) on purchase of ICT equipment and Kshs 1.5 million (8.2%) on purchase of software. The rest was spent on administration, consultancy, training and equipment maintenance.

From the findings, it is noted that the ICT budget is still low and there is need for the county to aim at increasing the budget in order move to the next level as defined by the COBIT Framework. There are currently no ICT services provided by the county that attract user fees. The county does not have any SLA’s or lease arrangements with any ICT provider or supplier of services. There are, as yet, no private investors in ICT in the county.

The county should target to increase their spending on ICT to 5% of the total budget in line with the national broadband strategy. This funding will be targeted at infrastructure, software, consultancy and training needed to move Nandi County from the current state to the desired state as defined in the COBIT framework.


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PART 3: SUMMARY OF DESIRED END STATE

The ideal, general state of ICT in each county can be realized in four main approaches in having a Connected County Government, addressing Citizen Satisfaction, having Connected Citizens and Connected Legislators. These approaches constitute the four road-maps highlighted as being pertinent to the attainment of the desired ICT connectivity levels.The table below outlines the current state, the desired end state and the projects that are designed to provide strategies and initiatives to close the gap and achieve the County’s desired state.

3.1. Desired End State DescriptionGaps were identified by comparing the current state and desired state in each of the thematic areas, consolidated with the gaps in the COBIT processes, then an intervention was developed that culminated into projects and strategies which are interventions to help bridge the gaps, and are summarized along the 5C’s as follows:

Table 4: Detailed Gap Analysis and Closure Strategy per thematic areaThematic Area Desired End State Current State Closure Strategy and InitiativesConnected County Government

This theme looks at ICT as a driver of county productivity and internal business, shared services (email, VoIP, communication, videoconferencing, collaboration, social media), project management, etc.

• Staff empowerment for efficient service delivery

• Accurate and accountable use of resources

• Efficient and effective communication network

• Enhanced use of online services

• Lack of integrated systems• Poor interconnectivity

between departments• Poor ICT network

infrastructure• Lack of coordinated policy

for ICT usage

• Update/Develop ICT Policy Documents

• Development of an Integrated ICT Network Infrastructure

• Acquisition of Adequate Hardware Infrastructure

• Implement Capacity Building (Change Management)

Citizen Satisfaction

This thematic area deals with delivery of E-government Services and ICT as a driver of County Ministries and departments, public service board up to sub- county and ward level.

• Improved and efficient service provision to citizens

• Competent ICT personnel• Increased revenue collection• Efficient management of

educational institutions for improved learning

• Slow and inefficient service delivery

• Poor communication between county government and citizens

• Low ICT usage among citizens

• Integrated Health Management System

• GIS for Natural Resource Planning/Spatial Planning

• Automation of Land Registry/ Management System/ Land Survey System

• E-Agricultural Extension Services, E-Farm System, E-Dairy System

Connected Citizen

ICT as a driver of Business and industry. This can entail the empowering of business people, youth, women and special groups, availing of data and information for trade and investment for citizens, data on business opportunities in the county, data on social economic status of the county, linkages of citizens to business or employment opportunities

• Increased network coverage throughout the county and sub counties

• Citizens empowered with timely, accurate and useful information

• Knowledge based society• Online safety and security

• Poor network coverage in the county

• Lack of timely and accurate information on county government services

• Low ICT literacy among citizens

ICT Incubation/Innovation Hubs County/Village Information and Digital Literacy Program Centers, incorporating:Tourism and Culture Information CenterLobby National Broadband Connectivity, Implement last mile NOFBI to sub-countiesWi-Fi Resource Centers


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Thematic Area Desired End State Current State Closure Strategy and Initiatives

Connected Legislator

This strategic theme will include strategies towards ICT being a driver of legislative assembly productivity, collaboration, communication and services to the electorate.

• Public participation in legislative process

• Fast, efficient and secure assembly proceedings

• Quick access to accurate information

• ICT literate assembly members

• Lack of citizen participation and access to legislative process

• Low ICT literacy among legislators

• Slow decision making• Inadequate network

coverage at the Assembly

• Public Participation System • Web, Mobile and Social

Media enabled system for citizens access and feedback

• Electronic Voting System and Recording System – Hansard system

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

• Integrated ICT Network Infrastructure at the County Assembly

3.2. COBIT Desired State Analysis

The desired state of the County within the next five years was automatically placed one level above its current state across all the 34 COBIT processes reduced to the seven elements. The current state is outlined in section 2.2 above. Figure 4 gives a summary of the desired state, shown in the color green, of ICT Governance and Management Framework in the County for all the seven COBIT elements of Strategy & Governance, Financial Management, Personnel & Resource Management, Service Planning & Architecture, Infrastructure & Operations, Security and Applications.A summary of the desired state with respect to Current and Benchmark States in the County is summarized in the spider chart below:

Figure 4: Desired state spider chart

3.3. COBIT Gap Analysis, Benchmark and Desired state Table 5 below shows the gap analysis for the seven elements of the ICT Governance & Management Framework with respect to the desired state. The process, as was stated earlier, matures from current state to desired state with one


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level step function. Within each level, the maturity progression can be described as Not Achieved, Partially Achieved, Largely Achieved and Fully Achieved. In our case we need all the processes to be fully achieved for the desired state. However, the maturity progressions within a given level are labelled as follows:

N – Not AchievedP – Partially AchievedL – Largely AchievedF- Fully Achieved

Table 5: Nandi County Gap Analysis SummaryNANDI COUNTY GAP SUMMARY

Achieved Capability Level

Domain1 Performed

2 Managed

3 Established

4 Predictable

5 Optimising

Strategy & Governance P P Financial Management L L

People& Resources P P

Service Planning & Architecture P P

Infrastructure & Operations P P

Security L P

Applications L

Colour Code

Current StateDesired State

3.4. Financial Policy and Strategy for ICT

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

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


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leverage these partnerships for ICT funding3.

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

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

There is need to enact policies that are suitable, promote sharing of costs and liabilities while promoting sustainable work methods such as service level agreements ensuring that the County gets value in ICT investments. Open Data and Open Source Legislation will enable the County optimize existing Data (for Innovation) while open Source will lower the cost of implementing Systems.

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

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

3 Younie, S. (2006). Implementing government policy on ICT in education: Lessons learnt. Education and Information technologies, 11(3-4), 385-400.


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PART 4: ICT VISION ROADMAP AND ICT MATURITY The Nandi County ICT Roadmap has proposed several systems, legislation and policy framework that if implemented will move the County from the current state to the desired state in five years. The summaries in Tables 6–9 show Nandi County’s proposed flagship projects, ranked in order of implementation priority, in the four thematic areas (Connected County Government, Connected Citizen, Citizen Satisfaction and Connected Legislator) to help bridge the ICT gap within the next five years.

4.1. Connected County Connected County theme for ICT development looks at ICT as driver of county productivity and internal business, shared services (email, VoIP communication, videoconferencing, collaboration and social media), project management, etc. Table 6 shows Flagship Projects, Objectives and Desired Outcomes that need to be implemented towards development of the ICT roadmap for Connected County Government theme in Nandi County.

Table 6: Key Projects in Connected County Government themeNo Flagship Projects Objectives Desired Outcomes

1 Update/Develop ICT Policy Documents • Enhanced interconnectivity across departments

• Efficient and timely service delivery• Instill professionalism and

accountability in service delivery• Inter-departmental collaboration • Faster decision making• Competent ICT personnel• Increased Revenue Collection

• A central real-time management of Networks, Servers and Applications

• Procurement of cost effective Integrated Network, Systems, and Application Management Software that helps network teams to visualize their WAN links running across the departmental and sub county offices

• Integrated console for troubleshooting

• Resource sharing for efficient and cost effective utility.

• Diversify fundraising campaigns beyond the allocated county budgets utilizing the Private Public Partnerships arrangements to realize ICT investments

• Lobby the County government to increase ICT budgets to 5% in the total County Government budget

• Build the capacity of county technical staff in ICT skills and competencies

2 Development of an Integrated ICT Network Infrastructure

3 Development of County ERP and Business Intelligence System

4 Acquisition of Adequate Hardware Infrastructure

5 Establish Integrated Data Centers

6 Implement e-government System across all departments, with county intranet

7 Automation of Revenue Collection

8 Capacity Building (Change Management)

4.2. Citizen SatisfactionThis theme considers delivery of E-government Services and use of ICT as a driver of county ministries and departments, public service board up to sub-county and ward level. Table 7 shows Flagship Projects, Objectives and Desired Outcomes that need to be implemented for the Connected Citizens theme in Nandi County.


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Table 7: Key projects in the Citizen Satisfaction theme

No Flagship Projects Objectives Desired Outcomes1 Integrated Health Management

System• Enhance an optimized service

delivery mechanisms• Citizens to be empowered in terms of

ICT knowledge and skills• Empower citizens in terms of access

to business opportunities

• Improved, effective and efficient service delivery to the citizens by the County Government

• Improved communication between the County Government and the residents

2 GIS for Natural Resource Planning/Spatial Planning

3 Automation of Land Registry/ Management System/ Land Survey System

4 County Security and Surveillance System

5 Develop Digital Economy(Provide interactive and transactional website)

6 E-Agricultural Extension Services, E-Farm System, E-Dairy System

7 School Information Management System - incorporating Bursary Disbursement and Management

8 Digital Libraries in Vocational Training Centers

9 E-Calibration System

10 Asset Tracking and Management System


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4.4. Connected CitizenThis theme looks at ICT as a driver of business and industry. This can entail the empowering of business people, youth, women and special groups, availing of data and information for trade and investment for citizens, providing data on business opportunities in the county, data on social economic status of the county, linkages of citizens to business or employment opportunities, etc. Table 8 shows Flagship Projects, Objectives and Desired Outcomes that need to be implemented for the Connected Citizens theme in Nandi County.

Table 8: Key projects in the Connected Citizens themeNo Flagship Projects Objectives Desired Outcomes1 ICT Incubation/Innovation

Hubs • To create a participatory

and interactive approach to the citizens of the county

• To create a knowledge based society

• Develop mechanisms for meaningful citizen participation and interactive relations with Citizens of the County

• Sensitize Citizens on County agenda and development programs

• Digital media literacy, skills and confidence online

• Online Safety and security

2 County/Village Information and Digital Literacy Program Centers

3 E-Citizen Portal – Online registration, online permits, whistle blower, online job applications etc.

4 Lobby National Broadband Connectivity, Implement last mile NOFBI to sub-counties

5 Wi-Fi Resource Centers

6 Digital Village Centers

4.4. Connected LegislatorThis strategic theme will include strategies towards ICT being as a driver of legislative assembly productivity, collaboration, communication and services to the electorate. Table 9 shows Flagship Projects, Objectives and Desired Outcomes that need to be implemented for the Connected Legislator theme in Nandi County.


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Table 9: Key projects in the Connected Legislators themeNo Flagship Projects Objectives Desired Outcomes1 Public Participation System

Web, Mobile and Social Media enabled system for citizens access and feedback

• The county assembly must initially have an effective local area network and the appropriate physical infrastructure

• Employ electronic management and digitization of bills and legislative proposals

• Employ electronic voting mechanisms • Institute open standards for document

sharing and management.

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

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

• Provide a comprehensive history of the actions taken regarding a specific piece of legislation.

• Make more informed voting choices.• Have a database of laws passed by

the assembly.• Provide the public with information

they need to hold their elected officials accountable.

2 Electronic Voting and Recording System

3 Electronic Document Management System

4 Integrated live Broadcast Technology System Incorporating Radio, TV, Internet and Mobile technologies

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

6 Integrated ICT Network Infrastructure at the County Assembly

4.5. COBIT Implementation

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

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

ISACA4 developed the COBIT framework to help organizations implement sound governance practices for the ICT domain. Indeed, implementing good governance is almost impossible without engaging an effective ICT governance framework. COBIT provides a framework, best practices and standards to support ICT governance.

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

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

• Positioning ICT G& M within an enterprise• Taking the first steps towards improving ICT G& M

4 ISACA-www.isaca.org


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• Implementation challenges and success factors• Enabling ICT G& M-related organisational and behavioural change • Implementing continual improvement that includes change management and

programme management• Using COBIT and its components

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

Figure 5: COBIT implementation Phases (source ISACA)

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

PART 5: CRITICAL SUCCESS FACTORSSoh Bong Yu5, a leading Korean e-Government specialist identifies the following five major

5 Source: Soh Bong Yu, “e-Government of Korea: How we have been working with it” (KADO presentation), 25,https://www.kado.or.kr/koil/bbs/board_view.asp?config_code=362&offset=0&board_code=3246


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areas for ensuring successful implementation of e-Government initiatives as articulated below.

Figure 6: Critical Success factors5.1. Vision, Objectives and StrategyA long-term plan with a clearly articulated vision and strategy is vital to the implementation of e-government. A quick fix or piecemeal approach will not work. The more effective approach is to think big and have a big picture (top-down design), but to start small and prioritize tasks (bottom-up) during the implementation process. The County Vision must therefore be available, with the ICT County Vision clearly aligned accordingly. In sum, successful e-government initiatives require:

• A clear vision by the leaders• Strong support from citizens• Sustainable ICT Agenda setting

5.2. Laws and Regulations• Soh Bong Yu says that it is important to plan for sufficient time and effort for legislative

changes that may be required to support the implementation of new processes. The following laws need to be in place for e-government initiatives to succeed:

• Laws on privacy and related issues such as the Data Protection Act.• Laws related to changes in business processes and information systems such as the

e-Transaction Act.• Laws & Regulations regarding the government information technology Architecture

and Data Centers


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

• Strong leadership with commitment• Planning – IT management and change management• Budget preparation and budget execution• Coordination and collaboration• Monitoring and performance measurements• Government-private sector-citizen partnership

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

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

• Level of application technologies required• Network infrastructure• Interoperability• Standardization• Technical and human resource capabilities

More specifically, the following factors will drive the implementation and achievement of success the identified ICT transformation projects:

1. Good working relationship between the Executive, The County Assembly and Public Service Board

2. Top leadership and management support. Political goodwill and top management buy in is the key to success of the ICT Master plan since financial investments and the right competencies can only be achieved from the top. Top leadership and management are critical both at the planning and implementation phases of the road map development.

3. Establishment of a Project Management Office / Team. This office or team will be responsible for all aspects of the ICT Projects.

4. A Change Management and Capacity Building: Continuous Communication, Capacity building and team development plan is critical to the successful implementation of the ICT roadmap. A change management and capacity building plan must be developed and focus on staff skills and capacity and managing culture and group dynamics. An external and internal communication strategy must be developed and change agents and champions identified and incorporated in the plan.

5. User trainings and continuous testing to ensure users are capable of using the


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technologies. These trainings must focus on both internal users as well as external users of the new ICT technologies and services.

6. System Integration and projects sequencing: it is critical that projects are rightly sequenced and systems are implemented in an integrated manner to allow for seamless operations. An appropriate project implementation plan must be put in place and followed to ensure projects are prioritized on the basis of sequencing first followed by impact and costs.

7. Periodic performance monitoring, evaluation, reporting and reviews and taking appropriate corrective actions. An appropriate project management application and monitoring and evaluation staff are a must.

8. Managing people’s expectations, maintaining clarity and focus of the projects and ensuring deliverables are realistic.

9. The right organizational structure to support the ICT Strategy and ensuring right leadership and governance of the project.

10. Adequate Financing of the projects. An appropriate investment and financing strategy must be put in place and implemented to ensure the County can obtain finances from diversified sources and partners.

The table below summarizes the critical success factors necessary for successful implementation, use and optimization of the solutions proposed in the previous sections:Table 10: Critical success factors

FACTOR DESCRIPTIONVision, Objectives and Strategy

Develop a long-term plan with a clearly articulated vision and strategy and move away from quick fix or piecemeal approachUse top-down design but to start small and prioritize tasks (bottom-up) during the implementation process. The County Vision must be available, with the ICT County Vision clearly aligned with County Development PlansIn summary, there is need for:

• A clear vision by the leaders• Strong support from citizens• Sustainable ICT Agenda setting


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FACTOR DESCRIPTIONLegislation and Policy Plan for sufficient time and effort for legislative changes that may be required to support the

implementation of new processes. Laws on privacy and related issues such as the Data Protection Act. Other laws include e-Transaction Act, ICT Policies

Organization Structure and Governance

Restructuring the County Organizational arrangements to make it correspond to e-Government Including Change Management programme ImplementationStrong leadership with commitment to ICTAppointment of ICT Governance Committees

Business Process Redesign

Use Business Process Re-engineering to Redesigning the work flow within or between department levels to increase process efficiency The County should have a major review of existing processes with a view to re-defining them in order to leverage on ICTs.

ICT Infrastructure Development of integrated ICT infrastructure that support or forms the base of other systemsICT Procurement Rapid Change in Information technology demands that the County Considers the following

Reduce ICT Procurement DelaysMove from owning ICT capital Equipment to leasing / outsourcingPrioritizing shared ServicesStandardizationFocus on Technical and human resource capabilities


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PART 6: PRIORITY PROJECTS FOR QUICK WINS

The projects outlined below are to be undertaken within a time period of six months to one year and represent the Roadmap’s quick wins for the county. Training for the implementation of the ICT Governance and Management Framework under COBIT will take a maximum of 2 months.

6.1. Connected County GovernmentTable 11: Connected County Government quick wins

No. Project Budget (Ksh)

Source of Funding

Start date Timeframe

1 Update/Develop ICT Policy Documents 6 million County BudgetD e v e l o p m e n t Partners

12th October 2015

6 months

TOTAL 6 million

6.2. Citizen SatisfactionTable 12: Citizen Satisfaction quick wins

No. Projects Budget (Ksh)

Source of Funding Start date Timeframe

1 Integrated Health Management System

32 million County budget/User fees/PPP/Development Partners

4th April 2016 1 yr.

2 Automation of Land Registry/ Management System/ Land Survey System


12th October 2015

1 yr.

3 E-Agricultural Extension Services, E-Farm System, E-Dairy System



TOTAL 113 million


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6.3. Connected CitizenTable 13: Connected Citizens quick winsNo. Projects Budget

(Ksh)Source of Funding Start Date Timeframe

1 Lobby National Broadband Connectivity, Implement last mile NOFBI to sub-counties

5 million National Government/County Budget/Development Partners

12th October 2015

6 months

2 Wi-Fi Resource Centers 30 million County budget/User fees/PPP/Development Partners


TOTAL 35 million

6.4. Connected LegislatorsTable 14: Connected Legislators quick wins

No. Project Budget (Ksh)

Source of Funding Start Date Time frame

1 Public Participation System Web, Mobile and Social Media enabled system for citizens access and feedback


12th October 2015 6 months

TOTAL 7 million

COBIT ImplementationTable 15: COBIT implementationNo. Project Budget

(Ksh)Timeframe

1 Search, Evaluate & Procure COBIT Consultant 0.10M 2 months

2 Contract & Sign up a COBIT Consultant 0.50M 1 day

3 COBIT Awareness & Appreciation Training for Top Leadership (Governor, County Exec, Speaker, Chief Officers)

0.20M 1 day

4 COBIT Technical Training for Mid-level Management (Directors, Managers across Ministries)

0.20M 2 days

5 COBIT Implementation Training for Technical Management (ICT Directors, ICT Technical Support, Auditors)

0.25M 2 days

6 External Annual Audits 0.50M 5 days

Total 1.75M


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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

The County Government of Nandi

P.O Box 802 30300,

Kapsabet.

Website: www.nandi.go.ke,

Email: nandicountygovernment.go.ke

ICT Authority

Telposta Towers, 12th Floor, Kenyatta Ave

P.O. Box 27150 - 00100 Nairobi, Kenya

t: + 254-020-2211960/62

Email: [email protected] or [email protected]

Website: www.icta.go.ke

Become a fan: www.facebook.com/ICTAuthorityKE

Follow us on twitter: @ICTAuthorityKE


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