ICT ROADMAP (2015-2020)icta.go.ke/pdf/12.pdf · Kiambu County Government ICT Roadmap 2015-2020 2...

“ICT as a tool of enhancing service delivery in the County”

ICT ROADMAP(2015-2020)

KIAMBU COUNTY GOVERNMENT

OCTOBER 2015

Kiambu County Government ICT Roadmap 2015-2020

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HE William Gitau Kabogo, Governor, Kiambu County

MESSAGE FROM THE GOVERNOR

The Kiambu 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 HE William Gitau Kabogo, the Kiambu 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 Kiambu 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 Kiambu 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 Kiambu County will compete effectively at the National, regional and global environment.

Thank you so much

H.E. Hon. William Kabogo

Governor Kiambu County


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TABLE OF CONTENTS

1: INTRODUCTION 121.1.1BACKGROUND OF THE COUNTY 121.1.2 COUNTY GENERAL INFORMATION 121.1.3 DEMOGRAPHICS 121.1.4 THE COUNTY EXECUTIVE 131.1.5 THE COUNTY ASSEMBLY 131.1.6 THE COUNTY PUBLIC SERVICE BOARD 131.1.7 ICT IN KIAMBU COUNTY 131.1.8 PURPOSE AND SCOPE OF THE ICT ROADMAP 14 TABLE 1- 1 CONCEPTUAL DEFINITION AND SCOPE 151.1.9: ICT ACHIEVEMENTS, CHALLENGES AND LESSONS LEARNT 162: THE ICT CONTEXT AND SITUATIONAL ANALYSIS 172.1.1 ICT HUMAN CAPITAL AND WORKFORCE DEVELOPMENT 172.1.2 INTEGRATED ICT INFRASTRUCTURE 172.1.3 INTEGRATED INFORMATION INFRASTRUCTURE 172.1.4 NATIONAL GOVERNMENT WIDE ENTERPRISE ARCHITECTURE 182.1.5 ICT STATUS IN KIAMBU COUNTY 182.1.6 INFRASTRUCTURE AND CONNECTIVITY 182.1.7 PUBLIC SERVICE DELIVERY SYSTEMS 192.1.8 HUMAN CAPITAL AND WORKFORCE DEVELOPMENT 202.1.9 POLICY ENVIRONMENT AND LEGAL FRAMEWORK 202.1.10 SHARED SERVICES 202.1.11 CHANGE MANAGEMENT 202.1.12 CITIZEN INVOLVEMENT AND PARTICIPATION 202.2: KIAMBU COUNTY ICT MATURITY LEVEL ANALYSIS 21 ANALYSIS OF GAPS IN THE MATURITY LEVEL 232.2.1 INFRASTRUCTURE AND CONNECTIVITY 232.2.2 PUBLIC SERVICE DELIVERY SYSTEMS 232.2.3 HUMAN CAPITAL AND WORKFORCE DEVELOPMENT 232.2.4 POLICY ENVIRONMENT AND LEGAL FRAMEWORK 232.2.5 SHARED SERVICES 232.2.6 CHANGE MANAGEMENT 232.2.7 CITIZEN INVOLVEMENT AND PARTICIPATION 233: THE COUNTY ICT STRATEGY ROAD MAP 243.1: STRATEGIC PRINCIPLES 243.2 ICT ROADMAPS 253.2.1 ROADMAP 1: INFRASTRUCTURE AND CONNECTIVITY 253.2.2 ROADMAP 2: PUBLIC SERVICE DELIVERY SYSTEMS 25


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3.2.3 ROADMAP 3: HUMAN CAPITAL AND WORKFORCE DEVELOPMENT 263.2.4 ROADMAP 4: POLICY ENVIRONMENT AND LEGAL FRAMEWORK 263.3 SHARED SERVICES PLAN 263.4 CHANGE MANAGEMENT PLAN 263.6: KEY STRATEGIES FOR IMPLEMENTATION 274: ICT IMPLEMENTATION PLAN AND CRITICAL SUCCESS FACTORS 284.1: ICT GOVERNANCE, MANAGEMENT AND ORGANISATION 284.2: CHANGE MANAGEMENT 284.3: CITIZEN PARTICIPATION AND INVOLVEMENT 294.4: MONITORING AND EVALUATION 295: PROJECT IDENTIFICATION AND PRIORITIZATION 305.1: ICT PROJECTS FOR KIAMBU COUNTY 305.1.2 SHARED SERVICES 315.1.3 CHANGE MANAGEMENT PLAN 315.1.4: CITIZEN INVOLVEMENT AND PARTICIPATION 325.2: FINANCIAL PROJECTIONS 32


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LIST OF ABBREVIATIONS AND ACRONYMSASAL Arid & Semi-Arid Lands BPR Business Process Re-engineeringCA County Assembly CDF Constituency Development Fund CEC County Executive CommitteeCIDP County Integrated Development Plan CO Chief Officer CPSB County Public Service Board CRM Citizen Relationship ManagementDG Deputy Governor DHIS District Health Information System ERP Enterprise Resource PlanningGIS Geographical Information SystemHMIS Health Management Information SystemICT Information and Communications TechnologyICTA Information & Communication Technology Authority IFMIS Integrated Financial Management Information System IPPD Integrated Personnel and Payroll DatabaseKPLC Kenya Power and Lighting Company LAN Local Area NetworkMAN Metropolitan Area Network MCA Member of County Assembly MTP Mid-Term Plan NOFBI National Optical Fibre Backbone InfrastructurePABX Private Automated Branch ExchangeRFID Radio Frequency IdentificationSLA Service Level AgreementSP Strategic Plan TA Transition AuthorityUNESCO United Nations Educational, Scientific & Cultural Organisation WAN Wide Area NetworkWB World Bank WDF Ward Development Fund


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EXECUTIVE SUMMARYIntroduction and ApproachTKiambu County is one of the four Counties in Central Kenya. The County Government took office in 2013 following the successful general elections under the new Constitution. The County Government views ICT as an opportunity to optimise commerce, education and open governance. The County Government has laid a strong foundation over the last two years in realising this ambitious dream. This roadmap is an opportunity to optimize the development agenda of the County Government.

This roadmap analyses the ICT situation in Kiambu County by focusing on four critical aspects that include Infrastructure, Connectivity and Interoperability, Public Service Delivery, Human Capital and Workforce Development as well the Policy and Legal Environment. These aspects conform to the national Government standards and benchmarks in the National ICT Master-plan. The County Government will work to accelerate implementation of the road map as part of its drive to cut down costs and improve current capabilities. The development of this roadmap document 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.

The methodology adopted to arrive at the ICT roadmap for includes the following: Discussions with the relevant stakeholders, planning meetings held with County chief officers, technical meetings held with heads of department, relevant information gathered from documents provided at the county level and focus group discussions and stakeholder forums with interest groups in the Couty.

Current ICT Status The analysis reveals that the County Government has established a favourable infrastructure that is foundational in delivering ICT enabled public services. The County Government has acquired basic infrastructure such as basic networks and equipment at the County headquarters. In addition, some systems already in place enable integrated ICT public service delivery to the citizens.

1) ICT Status for Infrastructure and Connectivity Investment Decisions: ICT investments are capital and require a comprehensive financing mix. Investments depend on the ICT allocations dictated by internal revenue and the CRA allocations.

Networking: ICT systems require basic connectivity that includes the WAN and LAN. Mobile telephony: The communication infrastructure in Kiambu County is based on a VoIP enabled PABX system. The system supports services that include messaging, conferencing and data retrieval.

Connectivity: Kiambu County is not currently connected to the national optic fibre backbone infrastructure system that is considered the most reliable infrastructure and Kiambu sub-County administrative offices are not networked. The department of ALF sub-county offices not networked. (Most departments in sub- county offices not networked). The County has website which is externally hosted and internally managed Internet


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disconnections in the county are rare or few Users of internet in Kiambu County have access to reliable internet services. Monitoring of network availability and capacity is high. The extent of usage of social media in official communication in Kiambu County is high

ICT equipment: The County Government has acquired some infrastructure that include desktops, laptops, and printers. However, the deployment is sub-optimal.

Business Continuity Plan: It is a legal requirement that the County Government deliberately develops a business continuity plans. Kiambu County has server room at sub-county administrative offices. The server rooms are fitted with power regulation, and physical security measures are good. No air conditioning provided yet. Kiambu County has a data centre with all the requirements in place.

2) Public Service Delivery Systems:The achievements of the County Include financial management systems in place: Revenue collection – county pro, Zizi, SAP business intelligence Budgeting - IFMIS Monitoring and evaluation - Gaia soft Performance management solution Database - Qbase, MySQL, Oracle Procurement - IFMIS Back office accounting – IFMIS Payments – LAIFOMS The department of ALF indicated that they use Excel for data base management. HR systems in use is the IPPD/ GHRIS

3) Human Capital and Workforce Development:The ICT department staff are highly skilled but spread too thin as they service other departments, sub-counties and wards. The level of professional ICT skills available in Kiambu County is high. The general skills of ICT staff in Kiambu County is high. Availability of ICT training opportunities within Kiambu County is moderate. In Kiambu County, ICT personnel are involved in the budgeting processes.

4) Policy Environment and Legal Framework:The County Government as a corporate entity requires legal framework to rely on to make decisions regarding acquisition and deployment of ICT in service delivery. In general, the County has formulated a policy and legal framework to deploy ICT.

5) Shared Services:The County has not developed a comprehensive documented shared services plan.

6) Change Management:People: set up mechanism to transit people towards new ICT platforms. Technology: non-interoperable, non-scalable systems still in place but currently being phased out. (LAIFOMS) Structure: current structure is not agile enough to propel ICT change

7) Citizen Involvement and Participation:ICT based citizens participation in budgeting is low and Non ICT based citizen participation is high (public barazas)


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Gap AnalysisDespite the achievements, the County still faces numerous challenges in deploying ICT. The ICT infrastructure is insufficient to deploy ICT fully in service delivery. Gaps still exist. The overall county maturity is 1.3, which reflects ad hoc maturity, the second level in a five level maturity continuum.

1) Infrastructure and Connectivity:The investments in infrastructure, connectivity, and interoperability among systems are progressive in Kiambu County. However, Kiambu County has: Limited network infrastructure: there is limited network infrastructure, for example, the national fibre optic cable had bypassed Kiambu County. Moderate ICT usage Most of the departments are not networked, largely uses modems in most County offices and Lacks broadband connectivity

2) Public Service Delivery Systems:The County Government of Kiambu is sub-optimally benefiting from ICT by over relying on manual systems and inadequate service centres as well as weak and inefficient the internal coordination mechanisms.

3) Human Capital and Workforce Development: The County Government lacks well-trained human resources, has limited training opportunities in the County, has barely enforced the ICT requirements in the recruitment of the human resources and a largely ICT illiterate citizenry.

4) Policy Environment and Legal Framework:The ICT policy is not only incomplete but also not comprehensive.

5) Shared Services:The County lacks a common, shared integrated applications and a policy to guide sharing of services.

6) Change Management:Technical- The County lacks a flexible techno infrastructure to accommodate scalability and interoperability, People- lack of programs to train people in change management Structure-Lack of a policy framework to guide change in technology.

7) Citizen Involvement and Participation:ICT based citizens’ participation platforms in their infancy.


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Road Maps The county government shall implement the following road maps:

Roadmap 1: Infrastructure and Connectivity:The County Government of Kiambu requires a strong infrastructure to deliver efficient ICT enabled service delivery. The County Government requires optimising the ICT infrastructure and connectivity by making it more interoperable by implementing the following overall objective: To Increase availability and access to ICT systems and services

Roadmap 2: Public Service Delivery Systems:Kiambu County shall optimize the ICT infrastructure to optimise service delivery. The process and workflow automation shall increase efficiencies in service delivery. The County Government shall implement this roadmap by seeking to achieve the following overall specific objective: To improve efficiency in public service delivery to the county citizens

Roadmap 3: Human Capital and Workforce Development:The County Government requires a highly skilled labour force to achieve the desired ICT enabled service delivery. The County Government shall focus on the general and specialised skills for its human resources. The County Government shall seek to achieve the following overall objective: To build adequate capacity within the ICT sector.

Roadmap 4: Policy Environment and Legal Framework:The County Government requires a strong legal framework. The County Government needs to align it to good practices, legal, policy frameworks, regulations, and progressive laws. The County Government shall seek to develop a comprehensive legal and policy framework that shall facilitate optimal ICT enabled service delivery. The County Government shall seek to achieve the following overall objective: To improve governance in the County ICT sector.

Shared Services Plan:Sharing entails working together to improve how services are provided to customers and working with County partners. In addition, sharing incorporates helping each other through change. There is a need to develop a shared services policy to govern the sharing of services within the county and externally. The County Government shall seek to achieve the following overall objective: Encourage sharing and co-locating of infrastructure and facilities.

Change Management Plan:A fundamental element of ICT road map is change. People are crucial in change management. Without them, this ICT road map strategy objectives will not be achieved. The County Government shall seek to achieve the following overall objective: Seamless integration of ICT based change enhanced.

Citizen Involvement and Participation:Transforming ICT based citizen involvement and participation is key to their access to services and contribution to County. The County Government shall seek to achieve the


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following overall objective: Expand the space for citizen participation in county affairs

Financial Investments The total projected expenditure for the five year is KES 1.333 Billion. The roadmap shall require a mixed financing approach through internal equity and external funding. This includes grants and donations including in-kind from external partners.

In conclusion, the County has made tremendous progress in deploying ICT in the last 2 years of its existence. The Kiambu County Government intends to use the ICT roadmap to guide service delivery strategies, ICT investment for efficient operations. ICT is critical in enabling successful service delivery and to the achievement of County of Kiambu governmental goals. This roadmap shall seek to strengthen the investments into the appropriate connectivity and infrastructure that shall facilitate superior service delivery. The roadmap seeks to optimize the ICT through a shared services plan, continuous change management approaches as well as internal capacity building and learning.


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1: INTRODUCTION

Today, globalisation, fuelled by information and communication technologies (ICT), is rapidly changing the way of life in every society. Globalization continues to create a new set of unique demands on government, business and our everyday lives. Increasingly, decision makers in all fields are relying on technology to provide solutions and drive desired changes by utilizing local, national and global resources in innovative ways.

The aim of vision 2030 is to transform Kenya to a knowledge-based economy that utilizes ICT for national growth and development. The National government has made considerable efforts in policy and strategy development and more so in ICT. Notable achievements are the development of the National ICT Master Plan, Broadband policy and Infrastructure sharing strategy paper. To achieve success in ICT utilisation in the Counties, infrastructure and services are now prerequisites to development. Kenya must focus on the role of ICT not only at the National level, but also at the County level as well in response to this reality.

Kiambu County affirms and is committed 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 five-year ICT roadmap provides this coordinated approach. The Roadmap shall focus on improving the existing infrastructure to allow for an ICT enabled public service delivery system. The roadmap will 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.

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

1.1.2 County General Information Kiambu County is one of the 47 Counties in the Republic of Kenya. It is located in the central region and covers a total area of 2,543.5 Km2 with 476.3 Km2 under forest cover according to the 2009 Kenya Population and Housing Census. Kiambu County borders Nairobi and Kajiado Counties to the South, Machakos to the East, Murang‘a to the North and North East, Nyandarua to the North West, and Nakuru to the West. The County lies between latitudes 00 25‘and 10 20‘South of the Equator and Longitude 360 31‘and 370 15‘East. The County has 12 constituencies and 35 wards.

1.1.3 Demographics According to the 2009 Kenya Population and Housing Census, Kiambu County population for 2012 was projected to be 1,766,058 with 873,200 males and 892,858 females. Further, the population is expected to reach 2,032,464 people by the end of 2017. This is influenced by the county‘s high population growth rate, which is at 2.81 per cent and the influx of people working in the city who prefer to stay in Kiambu and its environs where there is less congestion and well developed infrastructure. In terms of gender, the sex ratio of male to female is approximately 1:1.02.

Kabete Constituency has the highest population density which currently is 2,534 persons/


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Km2 followed by Kiambaa Constituency which has 2,153 persons/Km2. This is due to their proximity to the city of Nairobi. The least densely populated constituency is Lari, which has 307 persons/Km2, mainly because a considerable part of the constituency has forests. High population density exerts pressure on the available land leading to subdivision of land into uneconomical units.

1.1.4 The County Executive The Kiambu County Government took office in 2013 after the first general elections held after the promulgation of the Constitution in 2010. The County Government implements its functions through the two arms- Executive, the County Assembly, and the County Public Service Board. The first County Government assumed office in March 2013.

The County Government is operational following the successful transfer of all the functions of the County Government. The Executive arm of the County Assembly is implemented through the departments (County Ministries) headed by the County Executive Committee Members and the Chief Officers (the chief accounting officers) who are appointed by the Governor with the approval of the County Assembly. A cluster of directorates in each department performs the technical functions. The directors head departments as established in the Department.

The Executive functions are further devolved to the twelve sub-counties. Here, a team of officers headed by a Sub-County Administrator performs them. The County Government further offers its services the wards. The Ward Administrator each County Ward coordinates the service delivery. The County is finalising on the appointment and deployment of the Village Administrators and the Village Coordination Councils. The County Government Executive structures shall be complete with appointment of village administrators and inauguration of the village councils.

1.1.5 The County Assembly The County Assembly is at Kiambu town. The Members of the County Assembly elect the speaker who heads the legislative arm of the County Government. Elected members of the County Assembly represent each County Ward. The Assembly is composed of elected members and nominated members. The County Assembly executes its legislative, oversight and representation roles through established sectoral committees of the Assembly. The Clerk to the Assembly who is the chief accounting officer coordinates the affairs of the assembly.

1.1.6 The County Public Service Board The County Public Service Board (CPSB) is an institution created by the County Governments Act (2012). The Act mandates the Board with a specific function of recruiting and deploying Human Resource in Kiambu. The CPSB has a membership of five Board members and a secretariat headed by the Chief Executive Officer. The CPSB is at Thika. It has established offices on a rented premise.

1.1.7 ICT in Kiambu County Kiambu County is on the gallop in matters ICT. Backed by a visionary and focused Governor, steered on by a committed CEC and resourced by a competent and highly skilled ICT Director, Kiambu is on the cruise to reach the digital summit. Currently, Kiambu county owns a functional data centre making it a prime candidate to provide shared services. In the


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domain of automating service delivery, the county is ahead of its peers in having rolled out County pro, Zizi, and SAP business intelligence for revenue collection. For monitoring and evaluation, Gaia soft Performance management solution is in place. For database, Qbase, MySQL , Oracle are being utilized. This is in addition to standard systems of IFMIS (budgeting, procurement and back office accounting) LAIFOMS (payments) and IPPD (payroll processing).

1.1.8 Purpose and Scope of the ICT Roadmap This section outlines the objectives of this ICT roadmap, the rationale as well as the scope as outlined 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. Unlike the strategic planning that focuses on other aspects such culture and internal financing mechanisms, this roadmap is very specific to the ICT needs and develops a robust financing mechanism beyond the County’s internal equity.

Objectives of the Roadmap The 5 Year roadmap aims at achieving the following four (4) broad objectives:

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

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

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

4. To among other things identify: • Short term quick wins; • The priorities for investment; • The plans for development; • Employment and support of ICT services and infrastructure which support the

County’s Citizen outreach, learning, and administrative activities; • A change management plan,

Detailed strategies for refinement and evaluation of performance, culture, communications, data reporting and any other strategic management identified issues necessary for successful implementation of the roadmap in relation to ICT services for the Kiambu County Government.

1.2: ScopeThe Kiambu County ICT 2015-2020 builds on the existing strategic plan to provide a clear, concise, and coordinated approach to delivering quality ICT services. It is an in-built mechanism to achieve ICT integrated services and foster efficiency through internal coordination processes. The County Government is specific on using ICT to achieve superior education delivery, strong and diverse business and commerce relationships as well as deepening the open governance through the County decisions.

In the approach and design of this roadmap, attention is paid to five elements that are conceptually defined as brought out in Table 1.1.


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Table 1- 1 Conceptual Definition and Scope

No Interpreted Issue Details 1 Capacity Building 1. Skills and Competencies of the County Govern-

ment human resource (both ICT and service func-tions) to use ICT equipment.

2. This refers to the County Government human re-sources’ abilities to use ICT applications and sys-tems to respond to the citizen needs.

3. Skills and competencies of the citizens to use, un-derstand and harness the fruits of ICT technology

2 Infrastructure, connec-tivity and Interopera-bility

1. It includes the hardware (equipment) and soft-ware (systems and applications)

2. Hardware includes power, machines, storage of the information and connectivity

3. Software includes operating systems and applica-tions/platforms, social media and communication systems

4. Elements of infrastructure include data capturing, data storage, analysis and dissemination. They also include reliability of the infrastructure; manage-ment of ICT resources; continued development of new ICT services (innovations); best practices and resource sharing (within the County, between County and National and between County & County)

5. Includes the business maturity models in realising value for money and cost effective approaches to application of systems in service delivery

6. Connectivity includes mobile network coverage and penetration within the county

7. Interoperability environment shall include operating systems, databases, infrastructure, distributed sys-tem, specifications and how they fit into the existing ones or allow for leverage for other systems target-ing the same end users.

3 Public Service delivery systems

1. Include all public service delivery systems and ap-plications in use in Kiambu County

4 1. It is human resource, Technological changeover and structural re-alignment focused

2. Although the conceptualization suggested a phased approach to managing change, it is sug-gested that the process shall take a parallel ap-proach in the initial stages.


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No Interpreted Issue Details 5 Policy Environment

and legal frameworkICT operating policies - (shall focus on County Specific ICT laws, policies and strategic papers among them roadmaps and strategic plans. The framework shall be linked to the National legislative and policy frame-work)The focus of this roadmap is on a projection on the desired end state against the deeper analysis of the current ICT status in the County. The roadmap contains measurability aspects that place emphasis on monitoring the effort to reaching the desired state.

1.3: ICT Achievements, Challenges and Lessons learntThe county government of Kiambu has implemented a number of ICT systems in an effort to improve service delivery. These systems include the Integrated Personnel Payroll Database (IPPD), the Integrated Financial Management Information System (IFMIS) and the on-going development of the revenue collection system. The County acknowledges the fact that it has not been able to keep pace with the technological advancements in service delivery. As a first step, the county has developed an ICT policy.

In spite of the noble achievements outlined above, a number of challenges face Kiambu County. Foremost among these is the lack of connectivity to NOFBI. Kiambu is among the few counties skipped in phase one of NOFBI County headquarters termination. There is an urgent need to lobby the national government to fast-track this termination for the simple reason that a robust broadband connectivity forms a sure bedrock for effective and efficient service delivery. The other challenge is in the urban-rural digital divide. Unless addressing the issue of equity of access, proposed ICT systems will be of little transformational value to the rural areas. Also of note is the non-interoperability of the main platforms of IFMIS, LAIFOMS and IPPD. The final challenge entails the usual culture of resistance to change. Public servants are used the philosophy of departmentalized operations. Transiting them towards a new e-government architecture demanding integration and resource sharing will be an uphill task.

In the brief period that Kiambu has ventured digital, the realization has been leveraging services on a digital platform improves efficiency and yields great returns, the digitization of revenue collection being a case in point. That this is the way to go, there is no doubt, in spite of the challenges that lie ahead.


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2: THE ICT CONTEXT AND SITUATIONAL ANALYSISCountries all over the world are striving to appropriate for themselves and their citizens the benefits that Information and Communication Technologies (ICTs) offer. Drivers of the ICT promise, rest on the potential ability of ICTs to enhance productivity, knowledge and to change governance, learning, and business.

ICT is a growing aspect in the global phenomena that has impacted positively to the economy, political and social environments. This chapter therefore presents the ICT contextual and situational analysis of the current state of Kiambu County in line with the global and national ICT standards and plans.

According to the National ICT Master Plan, 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 were identified.

2.1.1 ICT Human Capital and Workforce Development This 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. One can set up an ultra-modern robust infrastructure; procure state of the art service delivery platforms but without an ICT skilled workforce, all the above would be in vain.

2.1.2 Integrated ICT Infrastructure This is the second foundation of the KNIMP. What is here is to provide an integrated infrastructure backbone 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, Kiambu is one of the few towns by-passed by NOFBI phase one connections. To accelerate the digitization of her service delivery platform, Kiambu County needs to plug urgently into this national broadband initiative.

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 into 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, Kiambu County included; to not only maintain a web presence, but also to ensure that such a presence is collaborative and unified.


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2.1.4 National Government Wide Enterprise ArchitectureICTA has developed the Kenyan Government Wide Enterprise Architecture (GEA) Framework as a minimum standard to use across all government departments and agencies. The GEA Framework intends 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 Kiambu County Government to conform and abide by the GEA framework as prescribed by the government policy

Figure 2.1 ICT House of Values

2.1.5 ICT Status in Kiambu County This section presents the actual status of ICT in Kiambu 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.

2.1.6 Infrastructure and Connectivity The analysis focuses on the aspects drawn from the National Government standards and infrastructure architecture. The achievements in Kiambu County include: 1. The connectivity options available are Modem, Fibre link and Wimax / Wi-Fi.2. The County has website which is externally hosted and internally managed3. Internet disconnections in the county are rare or few4. Users of internet in Kiambu County have access to reliable internet services.5. Monitoring of network availability and capacity is high.6. The communication infrastructure in Kiambu County is based on a VoIP enabled PABX

system.

Digi

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Econ

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Redu

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ICT Planning (GEA) → ICT Acquisition → ICT Operations

Inte

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Secu

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Citizen Convenience


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7. Services supported by the system include messaging, conferencing and data retrieval.8. Kiambu County has a domain name, internally managed.9. Kiambu County has service level agreements for both equipment and software. 10. The use of licensed application software in Kiambu County is very high for single licensing.

Non for multi- user licensing.11. Private ICT sector players in the County include Telkom, Access Kenya, Safaricom, Jamii

Telcom. 12. The extent of usage of social media in official communication in Kiambu County is high13. Kiambu County has server room at sub-county administrative offices. 14. The server rooms are fitted with power regulation, and physical security measures are

good. No air conditioning provided yet. 15. Kiambu County has a data centre with all the requirements in place 16. Inventory of ICT equipment and software was provided17. The department of ALF in Kiambu County is fairly well equipped with ICT equipment.

2.1.7 Public Service Delivery Systems Kiambu County Government provides services to the citizens through the three arms. The County Government Act (2012) and the Constitution of Kenya (2010) establish three interdependent arms of the County Government.

The arms implement their mandates through established departments, committees and secretariat (for County Executive, County Assembly and public service board respectively). The County executive departments are classified into service and support departments. The service departments provide specific services while the support departments provide processes that facilitate service delivery.

The operations of Kiambu County Government rely on the relationship between the national Government and the various arms of the County government as shown below:

1. Departmental arms (one department with the other)2. One arm with the other (Legislature-Executive, Executive-Public Service Board,

Legislature-Public Service Board)3. County Government with the residents of Kiambu County 4. County Government with the National Government 5. County Government with other County Governments

The first and second level coordination refer to the internal processes that facilitate the service delivery in the third level coordination. At the first level, there exist service and support departments. The departments are established at the County headquarters, sub-county and ward level. However, the wards are designed to be one stop shop centres with all services being centrally delivered. As devolution takes root, most services are still offered at the County headquarters level. The services are yet to be fully devolved to the sub-county and ward levels.


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The achievements of the County include; • Financial management systems in place:

1. Revenue collection – county pro, Zizi, SAP business intelligence 2. Budgeting - IFMIS 3. Monitoring and evaluation - Gaia soft Performance management solution 4. Database - Qbase, MySQL , Oracle 5. Procurement - IFMIS 6. Back office accounting – IFMIS7. Payments - LAIFOMS

• The department of ALF indicated that they use Excel for data base management.• HR systems in use is the IPPD/ GHRIS

2.1.8 Human Capital and Workforce Development Human capital and workforce development is a critical success factor in deploying ICT. This includes developing general and specialised ICT skills and availability of training opportunities. In general, the human capital and workforce development in Kiambu is low. Less than a half of the County staff have some basic ICT skills. The ICT department human resources are highly skilled but spread too thin as they service other departments, sub-counties and wards. The specifics on the human capital and workforce development in the County include:

• The level of professional ICT skills available in Kiambu County is high. • The general skills of ICT staff in Kiambu County is high • Availability of ICT training opportunities within Kiambu County is moderate• In Kiambu County, ICT personnel are involved in the budgeting processes.

2.1.9 Policy Environment and Legal FrameworkThe policy and legal environment provides the solid base for implementing ICT policies. The County Government as a corporate entity requires legal framework to rely on to make decisions regarding acquisition and deployment of ICT in service delivery. In general, the County has formulated a policy and legal framework to deploy ICT.

2.1.10 Shared ServicesThe county has not developed a comprehensive documented shared services plan.

2.1.11 Change Management• People: set up mechanism to transit people towards new ICT platforms.• Technology: non-interoperable, non-scalable systems still in place but currently being

phased out.(LAIFOMS)• Structure: current structure not agile enough to propel ICT change

2.1.12 Citizen Involvement and Participation• ICT based citizens participation in budgeting is low • Non ICT based citizen participation is high (public barazas)


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2.2: Kiambu County ICT Maturity Level Analysis An 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.

In the quest to ascertain the ICT maturity level for Kiambu County, the consultancy 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 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.

The consultancy developed a customized model addressing directly the realities germane to the counties in Kenya (see table 2.1). 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 progressions. The five levels are maintained but results from our model would have a different meaning from those obtained on the CMMI model. That is, a score of four on the CMMI must be interpreted as a score of three on our model. The table below shows a comparative snapshot.

CONSULTANT LEVELS CMMI 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)

Table 2- 1 ICT Maturity Levels

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

1. Infrastructure and Connectivity2. Public Service Delivery3. Human Capital and Workforce Development4. Policy Environment and Legal Framework

The results for each category (thematic area) are in the table 2.2 below:


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Category Computed maturity level

Interpretation

1. Infrastruc-ture and Connectivity

1.4 This component reflects a score mid-way between ad hoc maturity and emerging maturity. Though not yet connected to NOFBI, the county’s proximity to Nairobi makes it attractive to private developers to roll out broadband initiatives. The presence of a data centre is a great positive. Wireless connectivity also exists, strong in the urban centres but weak in the rural areas. There is also an absence of WAN and LAN connectivity.

2. Public Service Delivery

1.3 This score defines what our model calls ad hoc maturity. There exists some basic level of public service delivery systems. The website is functional but in need of upgrading. Revenue streams are to some extend automated. Social media presence needs to be enhanced.

3.Human Resource and Capacity Building

1.8 This area inches closer to what we have described as emerging maturity (level 2). The ICT staff in the county is commendably highly skilled but the sector is grossly understaffed. End user training programs need to be designed and operationalized.

4. Policy Environment and Legal Framework

0.7 This is the weakest sector. It is characterized by an absence of ICT legislation, presence of an ICT policy in draft form and an absence of a PMO (projects management office).

Overall county maturity

1.3 Reflects ad hoc maturity, the second level in a five level maturity continuum.

Table 2- 2 County ICT Maturity Levels

0.00.51.01.52.02.53.03.54.0

Infrastructure andConnectivity

Public ServiceDelivery

Human Resource andCapacity Building

Policy Environmentand Legal Framework

THEMATIC AREA

Figure 2-2 Radar Representation


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ANALYSIS OF GAPS IN THE MATURITY LEVELThe section presents the gap analysis based on the maturity levels. The analysis is summarized under the four thematic areas. The maturity level analysis brings to fore the following thematic gaps.

2.2.1 Infrastructure and ConnectivityThe investments in infrastructure, connectivity, and interoperability among systems are progressive in Kiambu County. However, Kiambu County has:

• Limited network infrastructure: there is limited network infrastructure, for example, the national fibre optic cable had bypassed Kiambu County.

• Moderate ICT usage • Most of the departments are not networked, • Largely uses modems in most County offices • Lacks broadband connectivity

2.2.2 Public Service Delivery Systems The County Government of Kiambu is sub-optimally benefiting from ICT. Over-reliance on manual systems leading to loss of time, pilferage, and wastage comes from sun-optimality. In addition, there is evident sub-optimality in the existing systems. This leads to loss of time and resources. Furthermore, there are inadequate service centres in the County. The sub-county and ward offices are ill equipped to serve the residents. Lastly, the internal coordination mechanisms are weak and inefficient.

2.2.3 Human Capital and Workforce Development The County Government lacks well-trained ICT literate HR. There is limited training opportunities in the County. Furthermore, the public service board has not enforced the ICT requirements in the recruitment of the human resources. In addition, the County residents have limited ICT skills.

2.2.4 Policy Environment and Legal FrameworkThe County Government has made effort in developing a framework for deploying ICT. However, this is both incomplete and not comprehensive too. Kiambu County shall not optimise ICT with the current ICT legal framework.

2.2.5 Shared Services• Lack of common, shared integrated applications• Lack of a policy to guide sharing of services

2.2.6 Change Management• Technical- lack of a flexible techno infrastructure to accommodate scalability and

interoperability• People- lack of programs to train people in change management • Structure-Lack of a policy framework to guide change in technology

2.2.7 Citizen Involvement and Participation• ICT based citizens’ participation platforms in their infancy.


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3: THE COUNTY ICT STRATEGY ROAD MAP

The end-state definition refers to the cost effective infrastructure that is user friendly acquired and deployed in Kiambu County for improving operational efficiencies in the County that enhances superior service delivery to the citizens of Kiambu County. The end-state definition of the Kiambu County ICT road map takes cognisance of reversing the existing gaps in the use and application of ICT in service delivery in the County. The end-state definition responds 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 Principles This section details the desired end state definition for ICT in Kiambu County. It is described in the Vision and Mission statement, the core values embraced in deploying ICT as well the roadmaps that shall be implemented over the 5-year period. The Kiambu County ICT road map focus is on driving real change. It sets out how ICT will enable the delivery of public services in very different ways from the past.

The following strategic principles as obtained from the Kiambu County draft ICT policy document, guides the development and implementation of this road map.

• Mainstreaming of ICT in service delivery • Seamless integration of ICT• Inclusion, flexibility and support of other quality management systems• Adherence to best practices and policies• Economies of scale and customer value suggestion.

VisionThe Vision of the ICT Department is; “ICT as a tool of enhancing service delivery in the County”

MissionThe Mission of the ICT Department is:“To mainstream the use of ICT in the County’s operations for improved service delivery

Core Values The following seven (7) values shall guide the implementation of this roadmap

• Visionary - Wanting to be the best and working together to achieve this • Integrity- Shall at all-time endeavours to adhere to moral and ethical principles in

service to our customers• Professionalism - we shall aspire at wanting to be the best and working together to

achieve this and encouraging questions and listening to our customers• Meritocracy – we shall aim at delivering on promises and being open and honest• Equity - we shall endeavour to be treating everyone fairly• Teamwork - Shall strive to sub-ordinate personal, department or group prominence for

the efficiency of the whole County government.• Innovation - learning to be different and making improvements through being efficient

and delivering value


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

• Roadmap 1: Infrastructure and Connectivity • Roadmap 2: Public Service Delivery systems • Roadmap 3: Human Capital and Workforce Development • Roadmap 4: Policy environment and legal framework

3.2.1 Roadmap 1: Infrastructure and Connectivity The County Government of Kiambu requires a strong infrastructure to deliver efficient ICT enabled service delivery. The County Government requires optimising the ICT infrastructure and connectivity by making it more interoperable by implementing the following overall objectives and specific objectives.

Overall Objective: To Increase availability and access to ICT systems and services Specific Objectives

• Virtualization of the county Data Centre by June 2016• Extend NOFBI connectivity to the sub-county towns by December 2015• Creation of LANs and WAN by June 2016 (Kiambu town), June 2017(sub county hqs),

by June 2018(wards)• Purchase Computing Devices by December 2016• Enhance a Unified Communication infrastructure by June 2017• Purchase and install a GIS Server by June 2018• Establish 12 Community ICT Service Centres infrastructure by June 2020• Enhance the ICT infrastructure in youth polytechnics by June December 2017

3.2.2 Roadmap 2: Public Service Delivery SystemsKiambu County shall optimize the ICT infrastructure to optimise service delivery. The process and workflow automation shall increase efficiencies in service delivery. The County Government shall implement this roadmap by seeking to achieve the following overall and specific objectives.

Overall Objective: To improve efficiency in public service delivery to the county citizens

Specific Objectives • Operationalize all IFMIS modules by June 2016• Purchase and install a Revenue Collection System integrated to IFMIS by December

2016• Purchase and install a GIS-core integrated to IFMIS by June 2018• Purchase and install an ERP System (core) and basic services modules by June 2018 • Design and operationalize a County Web Portal by December 2017• Purchase and install an Electronic Document Management System by December 2018• Purchase and install a Customer Relationship management System (CRM) by June 2017• Purchase and install Community ICT Service Centres’ software systems by June 2020• Purchase and install Unified Communication software systems by June 2017


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3.2.3 Roadmap 3: Human Capital and Workforce DevelopmentThe County Government requires a highly skilled labour force to achieve the desired ICT enabled service delivery. The County Government shall focus on the general and specialised skills for its human resources. The County Government shall seek to achieve the following overall and specific objectives:

Overall Objective: To build adequate capacity within the ICT sector

Specific Objectives • Develop County ICT Training programs for both specialized ICT personnel and end users

by June 2020 • Establish a County ICT Governance structure (PMO and Secretariat) by December 2015• Recruit County ICT staff in line with the proposed organogram by June 2016• Set up an annual innovation award in ICT (yearly award)

3.2.4 Roadmap 4: Policy Environment and Legal Framework The County Government requires a strong legal framework. The County Government needs to align it to good practices, legal, policy frameworks, regulations, and progressive laws. The County Government shall seek to develop a comprehensive legal and policy framework that shall facilitate optimal ICT enabled service delivery. The County Government shall seek to achieve the following overall and specific objectives.

Overall Objective: To improve governance in the County ICT sectorSpecific Objectives

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

• Develop Disaster Recovery and Business Continuity (DRC) Plans by June 2016• Design and adopt Shared Services Policy by April 2016• Design and adopt Change management policy by February 2016• Adopt Systems Standardisation as prescribed by international bodies (ITIL, ISO

Certification) by December 2015

3.3 Shared Services PlanSharing entails working together to improve how services are provided to customers and working with County partners. In addition, sharing incorporates helping each other through change. There is a need to develop a shared services policy to govern the sharing of services within the county and externally.

Overall Objective: Encourage sharing and co-locating of infrastructure and facilities.Specific Objectives (Interventions)

• Promote use of common, shared and integrated applications and software across departments by April 2016

• Develop a coherent policy on shared services by December 2016

3.4 Change Management PlanA fundamental element of ICT road map is change. People are crucial in change management. Without them, this strategy will not be achieved.Overall Objective: Seamless integration of ICT based change enhanced


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Specific objectives (Interventions)• Formulation of a policy to guide change in Kiambu county by June 2016• Re-engineer the county ICT structure to propel desired change by December 2016

3.5 Citizen Involvement and ParticipationTransforming ICT based citizen involvement and participation is key to their access to services and contribution to CountyOverall Objective: Expand the space for citizen participation in county affairsSpecific Objectives (Interventions)

• Develop an ICT based citizens participation platform by July 2016

3.6: Key Strategies for Implementation Kiambu 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.

1 Roadmap 1: Infrastructure and Connectivity Key Strategies:

• Engaging the private telecommunications to enhance connectivity • Connecting the headquarters to NOFBI • Connecting the departments and arms to a Wide Area Network • Optimising public private partnerships to finance capital ICT investments • Progressively increasing ICT allocations over the 5 years • Sharing the data centre with other Counties

2 Roadmap 2: Public Service Delivery SystemsKey Strategies:

• Optimising the existing systems • Replicating the Huduma centre approach by establishing service centres at

the sub-county and ward levels • Collaborating with the national Government • Jointly pursuing meeting common needs with neighbouring Counties and the

national Government

3 Roadmap 3: Human Capital and Workforce DevelopmentKey Strategies

• Progressively recruiting ICT savvy human resources • Continuously training the existing staff • Embedding skills development on the specific systems being implemented

4 Roadmap 4: Policy Environment and Legal FrameworkKey Strategies

• Aligning the laws to the national Government regulations • Pursuing joint ventures with the national Government


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4: ICT IMPLEMENTATION PLAN AND CRITICAL SUCCESS 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.

4.1: ICT Governance, Management and OrganisationThis section presents the governance, management and organisation in the implementation of the roadmap. The roadmap requires a governance structure that aligns itself to the dynamic realities of mobilising resources and sustaining the implementation vigour. This can only occur when the County adopts a cost-effective structure that aligns to the current functional structure if resource sharing is the strategy to adopt. In addition, an implementation unit that largely borrows from a matrix structure is the most desirable.

The existing structure requires enhancement to maximise the ICT deployment. The current structure requires two additional tiers- technical and planning committee as the core decision-making organs. The implementation shall continue through the existing ICT department organogram. However, the County shall lay more emphasis on building the internal capacities to deploy sufficient ICT in the departments. The County shall implement the roadmap through the existing ICT organogram.

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.

In the current arrangement, the ICT department is housed under the County ministry of Education, ICT, Youth Affairs and Sports. This implies that the ICT is not a stand-alone department in the County Government. Currently the ICT department is grossly understaffed with four members only.

4.2: Change Management In order to have a successful implementation of the Kiambu County ICT Roadmap, a change management plan is critical. The change management process shall adopt the 7-S organisational change model that focuses on the hard Ss strategy – strategy, structure and systems and the Soft Ss- 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.

1. Strategy, Structure, Systems ChangesKiambu 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 that will enable online processes resulting


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in faster, integrated, and cost effective services.

While Kiambu 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.

2: Skills, staff and style, shared 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. Kiambu 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 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.

4.3: Citizen participation and InvolvementCitizen participation is constitutional requirements. ICT enabled citizen participation enhances the quality of the decisions in addition to providing feedback from the citizens. This roadmap presents the following platforms for Kiambu County to involve its citizenry.

• Public barazas• Service centres - only sub-counties offices exist as service centres and the County

headquarter• County web portals; websites with interactive blogs that Citizens can use• Social halls across the County; Should be optimised in disseminating information• Mobile application; Some services can be facilitated via mobile applications such as

having toll free lines, USSD codes among other mobile phone applications

4.4: Monitoring and Evaluation The County Government requires a comprehensive monitoring and evaluation framework to assess progress and orient the results to the initial plan. The framework shall provide the trajectory for measuring progress against the initial plans. This shall provide for corrective mechanisms when negative deviations emerge.

The M & E structure will continuously strengthened and linked to the specific activities. There will be a three-tier monitoring and evaluation structure, which includes the following at National Level, County level and Community level


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At the national level the ICT Authority through the organised county forums will receive update reports, discuss them and advice of change of strategy if need be will be dome. They will also carry out county monitoring trips to give support and to ensure that national guidelines and policies are adhered to. At county level, the technical team and the planning committee team will be formed and will from time to time review, modify and recommend corrective mechanisms in ensuring that that the roadmaps are wholesomely implemented. The county structure/committee will oversee the ICT Projects and therefore they will be able to monitor the usage of the ICTies by the citizens. In addition, they will mobilise the community for sensitisation forums. 5: PROJECT IDENTIFICATION AND PRIORITIZATION

• In 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 Kiambu County to the desired end state. Following is a summary of critical county projects.

• Infrastructure and connectivity: This includes connectivity to the NOFBI connectivity

County Wide ERP System: to cater for budgeting human resource department, Asset and inventory management, fleet management, customer relations, performance contracting.

• Countywide Hospital Management system for all the 116 facilities in the County• Web portal: This requires an improvement to accommodate all the departments in the

county. The citizens should be able to access updated information and other services • The Geographical Information System (GIS). Some of the departments have indicated

the need to map their resources for efficient planning, implementation and service delivery to the citizens. Examples of these were Lands, Public Works, Trade and Industrialisation and Education.

5.1: ICT Projects for Kiambu County Table 5.1 below displays all the critical projects for Kiambu and the priority attached to them by thematic area.

NO. MAIN PROJECT PRIORITY1 Data Centre virtualization 52 NOFBI Installation and Connection 13 LAN, WAN and Internet 24 Computing Devices 35 Unified Communication (infrastructure) 46 GIS Server 67 12 Community ICT Service Centres(infrastructure) 88 ICT Infrastructure in polytechnics 7

ROADMAP 2: PUBLIC SERVICE DELIVERY SYSTEMS1 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 6


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6 Electronic Document Management System 87 Customer Relationship management System (CRM) 58 Community ICT Service Centres(systems) 99 Unified Communication (systems) 4

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 24 Annual innovation award 46 Electronic Document Management System 87 Customer Relationship management System (CRM) 5

ROADMAP 3: HUMAN CAPITAL AND WORKFORCE DEVELOPMENTNO. 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

ROADMAP 3: HUMAN CAPITAL AND WORKFORCE DEVELOPMENTCHANGE MANAGEMENT

NO. MAIN PROJECT PRIORITY1 Citizen education and sensitisation meetings and workshops 22 Change management Partners/Agents 1

5.1.2 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, Kiambu 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. The proposed virtualization of the county data centre is another great step towards the strengthening of a shared services platform internally and externally.

5.1.3 Change Management PlanChange Management is a structured and systemic approach to achieving a sustained


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change in human behaviour within an organisation. Change is a problem finding problem solving activity. It focuses on the desired future state, some currents states to leave behind and some the organised process for getting from one state to the other.In order to have a successful implementation of the Kiambu 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.

5.1.4: 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.

5.2: Financial ProjectionsThis section gives the financial projections of ICT projects that have been ear marked for implementation in Kiambu County for the next five years. The projected investments in the next five years are summarised below per thematic area and more details attached in the annexes. The table 5-2 below summarise the budget projections for the four roadmaps.

Table 5 2: Summary of Investments

THEMATIC AREA

TOTAL 2015/2016 2016/2017 2017/2018 2018/2019 2019/2020

KSH KSH KSH KSH KSH KSH

Infrastructure and Connec-tivity

940,000,000 150,000,000 305,000,000 365,000,000 60,000,000 60,000,000

Public Ser-vice Delivery Systems

960,000,000 110,000,000 275,000,000 255,000,000 240,000,000 80,000,000

Human Capital and Workforce Development

80,000,000 56,000,000 6,000,000 6,000,000 6,000,000 6,000,000

Policy Envi-ronment and Legal Frame-work

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

TOTAL 2,022,000,000 438,000,000 596,000,000 636,000,000 306,000,000 146,000,000

5.3: Roadmap Financing Kiambu 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. In addition, the County should take advantage of the huge partnerships that exist to foster resource mobilisation. The private sector participation is critical in financing this roadmap.


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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 Kiambu that pass through Kiambu 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

Kiambu County Government

Tel: +254 709 877 000

Email: [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

Ministry of Information, Communication and Technology

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