PUBLIC SERVICE COMMISSION A FRAMEWORK …...the take-off of Kenya’s economy into the firstworld. A...

A FRAMEWORK FOR THE IMPLEMENTATION OF VALUES AND PRINCIPLES IN ARTICLES 10 AND 232 OF THE CONSTITUTION

IN THE PUBLIC SERVICE

PUBLIC SERVICE COMMISSION

REPUBLIC OF KENYA

September, 2015

VISIONTo be the lead service commission in the provision, management and development of competent human resource in the public service.

MISSIONTo transform the public service to be dynamic, professional,efficientandeffectivefortherealization of national development goals.

CORE VALUES

• Integrity• Professionalism• EquityandDiversity• TeamSpirit• TransparencyandAccountability• Creativityand• ContinualImprovement

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TABLE OF CONTENTS

ABBREVIATIONS AND ACRONYMS ...........................................................................ivFOREWORD ............................................................................................................... vPREFACE .................................................................................................................viiiEXECUTIVE SUMMARY ..............................................................................................xi

1.0 INTRODUCTION............................................................................................1 1.1TheValuesandPrinciples........................................................................1

2.0 INTERNATIONALBESTPRACTICES...............................................................3 2.1TheGlobalPerspective.............................................................................3 2.2HumanDevelopmentIndex(HDI)Reports................................................4 2.4EaseofDoingBusiness............................................................................4

3.0 SERVICEDELIVERYIMPROVEMENTSTRATEGY............................................5

4.0 THELEGAL,POLICYANDINSTITUTIONALFRAMEWORK.............................6 4.1InternationalConventionsandCovenants..................................................6 4.2Legislations..............................................................................................6 4.3PolicyFramework.....................................................................................9 4.4TheInstitutionalFramework...................................................................10 4.5InstitutionalLinkages..............................................................................10 4.6TheRoleofthePublicServiceCommission:...........................................13 4.7TheRoleoftheAuthorizedOfficer..........................................................14 4.8RoleofPublicOfficer.............................................................................15

5.0 PROMOTIONOFVALUESANDPRINCIPLESINTHEPUBLICSERVICE........16 5.1UnbundlingandUnpackagingtheValuesandPrinciples........................16 5.2StrategiesforthePromotionofValuesandPrinciples..............................16 5.3MainstreamingValuesandPrinciples.....................................................19

6.0 PRE-CONDITIONSFORPROMOTIONOFVALUESANDPRINCIPLES...........20 6.1HighStandardsofProfessionalEthics.....................................................20 6.2Efficient,EffectiveandEconomicUseofResources................................20 6.3Responsive,Prompt,Effective,ImpartialandEquitableProvision ofServices.............................................................................................20 6.4InvolvementofthePeopleintheProcessofPolicyMaking......................21 6.5AccountabilityforAdministrativeActs.....................................................21 6.6TransparencyandProvisiontothePublicofTimely,AccurateInformation21 6.7FairCompetitionandMerit.....................................................................22 6.8RepresentationofKenya’sDiverseCommunities.....................................22 6.9AffordingAdequateandEqualOpportunitiesforAppointments, TrainingandAdvancementatallLevelsofthePublicServiceof MenandWomen,MembersofallEthnicGroupsandPersons withDisabilities......................................................................................23

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7.0 MONITORINGANDEVALUATION................................................................25 7.1.MonitoringandEvaluation:....................................................................25 7.2ModalitiesforMonitoring........................................................................25 7.3ModalitiesforEvaluation.........................................................................25 7.4EvaluationCycle.....................................................................................26 7.5SettingthePerformanceStandards........................................................26 7.6SettingthePerformanceIndicators.........................................................26 7.7DevelopingtheAssessmentToolsandInstruments.................................26 7.8TheStateofthePublicServiceReport....................................................26

8.0 PERFORMANCESTANDARDSANDINDICATORS........................................27 8.1HighStandardsofProfessionalEthics.....................................................27 8.2Efficient,EffectiveandEconomicUseofResources................................28 8.3Responsive,Prompt,Effective,ImpartialandEquitableProvision ofServices.............................................................................................29 8.4InvolvementofthePeopleintheProcessofPolicyMaking......................30 8.5AccountabilityforAdministrativeActs.....................................................31 8.6TransparencyandProvisiontothePublicofTimely,AccurateInformation.32 8.7FairCompetitionandMerit.....................................................................33 8.8RepresentationofKenya’sDiverseCommunities.....................................34 8.9AffordingAdequateandEqualOpportunitiesforAppointments, TrainingandAdvancementatallLevelsofthePublicServiceof MenandWomen,MembersofallEthnicGroupsandPersonswith Disabilities.............................................................................................35

9.0 REPORTING................................................................................................38 9.1TypesofReports....................................................................................38 9.2ReportingTimelines................................................................................39 9.3ReportingLinkages................................................................................39 9.4ReportingTemplates..............................................................................40

10.0 POLICYGUIDELINESONDIVERSITYMANAGEMENTAND AFFIRMATIVEACTIONPROGRAMME..........................................................46 10.1FairCompetitionandMeritasaBasisforAppointmentsinthe PublicService......................................................................................46 10.2PolicyandLegislativeFramework.........................................................48 10.3NationalValuesPolicy..........................................................................49 10.4PublicServiceValuesandPrinciplesPolicy..........................................49 10.5MinoritiesandMarginalizedGroups......................................................49

11.0 DIVERSITYMANAGEMENTACTIONPLAN...................................................61 11.1AffirmativeActionProgramme..............................................................62

12.0 VALUESANDPRINCIPLESEVALUATIONCYCLE..........................................72

13.0 VALUESANDPRINCIPLESAUDITMATRIX..................................................74

14.0 REPORTINGTEMPLATEFORTHEVALUESANDPRINCIPLES EVALUATIONSURVEY..................................................................................75

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TABLES AND FIGURES

TablesTable1: GoodGovernanceIndicators-2014........................................................3Table2: ListofMarginalizedCounties.................................................................50Table3: ConsideringbothUnder/Over-Representation........................................54Table4: ConsideringtheIdealNumberinService...............................................55Table5: AttainingProportionalityin20Years......................................................56Table6: AttainingProportionalityin10Years......................................................58Table7: AttainingProportionalityin5Years........................................................59Table8: DiversityManagementActionPlanTemplate.........................................61Table9: AffirmativeActionforMinoritiesandEthnicitiesTemplate.......................62Table10: TemplateforDistributionofAppointmentOpportunities AccordingtoGenderproportions...........................................................63Table11: TemplateforDistributionofTrainingOpportunitiesAccording toGenderProportions...........................................................................64Table12: TemplateforDistributionofAdvancementOpportunities AccordingtoGenderProportions...........................................................65Table13: TemplateforDistributionofAppointmentOpportunitiesto MembersofallEthnicGroups...............................................................65Table14: TemplateforDistributionofTrainingOpportunitiesto MembersofallEthnicGroups...............................................................67Table15: TemplateforDistributionofAdvancementOpportunitiesto MembersofallEthnicGroups...............................................................68Table16: TemplateforDistributionofAppointmentOpportunitiestoPWDs...........69Table17: TemplateforDistributionofTrainingOpportunitiestoPWDs...................70Table18: TemplateforDistributionofAdvancementOpportunities AccordingtoPWDs...............................................................................71Table19: ValuesandPrinciplesEvaluationTemplate............................................72Table20: TemplateforImplementationofValuesandPrinciples...........................72Table21: MonitoringandEvaluationTemplateforValuesandPrinciples...............73Table22: TemplateforAuditingValuesandPrinciples..........................................74

FiguresFigure1: PublicParticipationProcessCycle.........................................................31

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ABBREVIATIONS AND ACRONYMS

CPI CorruptionPerceptionIndexCRA CommissionforRevenueAllocationCSI CustomerSatisfactionIndexGAI GovernanceAuditIndexGDP GrossDomesticProductHDI HumanDevelopmentIndexHRA HumanResourceAuditIEC Information,EducationandCommunicationKICD KenyaInstituteofCurriculumDevelopmentKSG KenyaSchoolofGovernmentMDAs Ministries,DepartmentsandAgenciesM&E MonitoringandEvaluationNCIC NationalCohesionandIntegrationCommissionNVS NationalValueSecretariatPPAB PublicProcurementAuthorityBoardPPOA PublicProcurementOversightAuthorityPWDs PersonsLivingwithDisabilitiesSAGAs Semi-AutonomousGovernmentAgenciesSMS ShortMessageServicesTIA TrainingImpactAssessmentTNA TrainingNeedsAssessment

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FOREWORD

TheConstitutionvestsintheCommissionthemandatetopromote,evaluateandreporttothePresidentandParliamenttheextenttowhichtheValuesandPrinciplesmentionedinArticles10and232arecompliedwiththroughoutthepublicservice.

TheobjectsofIndependentCommissionsareprovidedforinArticle249oftheConstitutionandincludesecuringoftheobservanceofdemocraticvaluesandprinciples.Theprimacyof these values and principles are underscored in Article 4(2) where the democraticvaluesandprinciplesaresaidtobefoundationaltotheRepublicofKenya.

The duty placed on the Public Service Commission to oversee and report on theimplementationoftheValuesandPrinciplesthroughoutthepublicserviceisthereforeanoneroustaskwhichcallsfordiligence,dedicationanddeepreflectiontoallthosewhohaveadutytoensurethatthevaluesandprinciplesareobserved.

ThePublicServiceCommissionplayedakeyroleinthedevelopmentofthepolicyandlegislativeframeworkfortheimplementationoftheValuesandPrinciples.SomeofthelegislationssofardevelopedincludetheLeadershipandIntegrityAct,2012whichisanenablinglegislationforChaptersixoftheConstitutiononLeadershipandIntegrity.Article80ofthechapterprovidesforthedevelopmentoftheleadershipcodeforstateofficersandwiththenecessarymodificationitsapplicationtotherestofthepublicofficers.

TheCommissionhasdeveloped a leadership and integrity code formembers of theCommission and modified the code to apply to the rest of the public officers underits jurisdiction.Both the leadership and integrity codes are value smart and a robustimplementationoftheprovisionsinthecodewillassureavalueladenpublicservice.

Thepurposeofpublicserviceinmostdemocraticandprogressivesocietiestheworldoveristosupportademocraticallyelectedgovernmenttoexecuteitsdevelopmentagenda.Thisthereforemeansthatawellperformingpublicserviceensuresthatthegovernmentofthedayenjoyspublictrustandconfidencethroughthemannerinwhichitdischargesitspublicservices.

Thehallmarkofawellperformingpublic service is in thequalityofpublic services itoffers.ThevaluesandprinciplesinArticle10areonnationalvaluesandprinciplesofgovernanceandtheonesinArticle232areonpublicservicevaluesandprinciples.

The key objective for developing this implementation framework on the values andprinciplesistounpackandun-packagethevaluesandprinciplesforeaseofunderstandingand implementation in thepublic service.The framework targetsboth thepromoters,evaluatorsandthosecalledupontoobservethevaluesintheservice.

Theplaceofvaluesandprinciplesastoolsforperformancemanagementandimprovementinthepublicservicecannotbeoverstated.Thethrustofthisframeworkisonthepublicservicevaluesandprinciples.Thevaluesandprincipleshaveelementsofthenationalvaluesandprinciplesembeddedinthemwithinthecontextofthepublicservice.Thereare issues of equitable sharing of resources and opportunities, human rights, good

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governanceand sustainabledevelopmentunder thenational valuesandprinciples ofgovernance.

Theemphasisinthevaluesandprinciplesofthepublicserviceisonperformancethroughprofessionalism,efficiency,effectivenessandeconomicuseof resources.Emphasis isalsoplacedon the timelinessofservicedelivery,equity, impartialityand transparency.MattersofrepresentativenessinthepublicservicearedealtwiththroughensuringthatalllevelsofthepublicservicereflectthefaceofKenya.Thisrequirestheobservanceofthetwothirdgenderprinciple,theproportionaterepresentationofmembersofallethnicgroupsandthemeetingofthefivepercentstandardforpersonswithdisabilities.

This framework provides guidelines on the interpretation, applicable standards andperformanceindicatorpervalue.TheCommissionhasjurisdictionoveradiversepublicservicerangingfromministries,statecorporations,independentcommissionsandofficesnotexcludedunder theConstitution (Article234(3)andagencies.ThiswidescopeofresponsibilityrequiresthattheCommissionprovidesanon-prescriptiveframeworktotheservicetoallowtheinstitutionsthelatitude,flexibilityanddynamismtoinnovateontheirserviceprovisionstocitizens.

Thevaluesandprinciplesarenotentirelynewintheestablishedandsomeoftheemergingdemocracies.Thereexistbenchmarkstudiesonhowotherjurisdictionsacrosstheworldhaveimplementedthevaluesandprinciplesintheirpublicserviceswithbestresults.Thepracticesandexperiencesofsomeofthecountrieshavebeenanalyzedinthisframeworkto correlate their successes with good governance using international best standardsandbenchmarkssuchastheglobalhumandevelopmentindex,internationalCorruptionPerceptionIndex(CPI),easeofdoingbusinessindex,andglobalcompetitivenessratingsandrankings.ItwouldbeinstructivethatKenyaisnotdoingverywellonthesefrontsandyetthesearethekeyglobalindicatorsongoodgovernance.

Thereexistavastbodyofknowledgewhichlendscredencetothefactthatcountriesdonotdevelopbyaccident,theydonotstumbleonhighGrossDomesticProducts(GDPs)orbettermarkets.Alotofworkandthoughtgoesintothemakingofasuccessfulcountry.Thebuildingblocksofsuccessincludeplacingvaluesandprinciplesasthefoundationofnationaldevelopmentplansandmakingthemawayoflife.

Thesevaluesandprinciplesare intended tocreateacultural revolutionnecessary forthetake-offofKenya’seconomyintothefirstworld.Alotofefforthasalsobeenmadetoprovidetheguidelinesfortheevaluationprocess.WhileitisadvisableforMinistries,Departments and Agencies (MDAs) to undertake their internal surveys on customersatisfaction,employeeandworkenvironmentandcorruptionperception,theCommissionintendstoundertakeitsownsurveytargetingthecitizenstobuttressitsevaluationprocessandprovideabasisfordeterminationofbestperformingorganizationsandindividualsfrom theperspectiveof theservice recipients.Thiswillbedone throughservice-widecustomer, corruption perception, employee and work environment surveys targetingcitizensasrespondents.

TheCommissionwillalsoprovideaframeworkfornormsandstandardsthroughinstitutionof a service-wide citizen client service charter which will set minimum standards forservice delivery across the MDAs. This client service charter will form the basis ofgovernanceauditswhichwillbeundertakenonceayearalongsidetheothersurveys.The

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findingsfromthesurveysandgovernanceauditstogetherwiththequarterly,bi-annualandannualreportswillprovidethedatanecessaryforthecompilationofthestateofthepublicservicereporttobesubmittedtothePresidentandParliamentbyDecemberofeveryyear.ThisframeworkalsoprovidesindicativereportinglinkagesbyMDAsandareasofreporting.

Lastly Iwish toacknowledge theexcellenteffortsofmembersof theComplianceandQuality Assurance Committee chaired by Commissioner Dr. Judith Bwonya and itssecretariatteamwhomadeitpossibleforthisframeworktobecompleted.

Theframeworkissubjecttoreviewfromtimetotimeasaresultofthedynamicnatureandemerginginnovationsinthepublicservice.

Prof. Margret Kobia, PhD, CBSChairperson, Public Service Commission

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PREFACE

Kenyansintheircollectivewisdombestowedtheresponsibilityofthefunctionofpromoting,evaluatingandreportingtothePresidentandParliamenttheextenttowhichthevaluesand principles have been complied with in the public service to the Public ServiceCommission.TheCommissionisalsovestedwiththeresponsibilityofadministrationofthePublicOfficerEthicsAct,2003inthepublicservice.

In itsendeavour toensure themandatesgiven to it isdeliveredona timelybasis theCommissionestablishedadedicateddirectoratewhichistaskedtopromote,evaluateandreportonthenationalandpublicservicevaluesinArticles10and232oftheConstitution.

TheCommissionconductedareadinessassessmentsurveyonthestateof thepublicservice in 2012/2013 and followed up with a baseline survey in 2013/2014 and2014/2015.ThesurveyshaveenabledtheCommissiontomapoutwhatisrequiredtofilltheexistinggapsintheimplementationofvaluesandprinciples.

TheConstitutionallowstheCommissiontodelegatesomeofitsfunctionstootherpersonsor authorities to perform on its behalf. The Commission realized that it may not bepracticallyfeasibletoestablishaworkingpresenceinalltheMDAsunderitsjurisdictionhenceleveragedontheprovisiontodelegatetoAuthorizedOfficersinministries,statedepartments,statecorporationsandsisterindependentcommissionsandofficestoassistinthepromotionofthesevaluesandprinciples.TheCommissionundertakescomplianceevaluationontheextenttowhichthepublicserviceunderitsjurisdictionhascompliedwiththismandate.

Within the Compliance and Quality Assurance directorate are established divisions ofhumanresourceauditwhichundertakescomplianceaudits,monitoringandevaluationwhich undertakes evaluations on quarterly basis and coordinates the surveys andthedivision of governance and ethicswhichundertakes thepromotion of values andprinciplesandtheadministrationofthePublicOfficerEthicsAct,2003.

The legislative, policy and regulatory framework for discharging the mandate is inplaceand this frameworkon the implementationof valuesandprinciplesprovide thelastnailtowardsensuringthattherubbermeetstheroadontheimplementationfront.The framework is elaborate on the performance standards, performance indicators,collaborativelinkages,implementationstrategiesandreportingtemplates.

The Commission expects that the framework on implementation of values will assistofficers tasked with the various roles to correctly interpret the values and principlesandunbundleandunpackagewhatneedstobedone.Thisshouldalsoassistthosetowhomresponsibilityisdelegatedtodischargetheresponsibilityefficientlyandeffectively.Thecountypublicserviceboardsarealsoencouragedtoborrowfromtheestablishedpracticesastheynurturetheirnascentpublicservices.

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Lastly,IwishtothankmembersofthesecretariatfromComplianceandQualityassurancedirectorateledbytheAg.DirectorWesleyKipngetichfortheexcellenttechnicalsupportoffered to the Compliance and Quality Assurance Committee in coming up with thisframework.

Alice A. Otwala (Mrs.) CBS,Secretary/Chief Executive,Public Service Commission.

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Members Compliance and Quality Assurance Committee

CommissionerDr.JudithBwonya,MBS Chairperson

CommissionerProfessorMichaelLokuruka,PhD,EBS Member

CommissionerPatrickGichohi,CBS Member

SECRETARIAT

Mr.WesleyKipngetich Ag.DirectorComplianceandQualityAssurance

Mrs.MaryOwele DeputyDirector/HRA

Mr.GerishomWangira DeputyDirector/M&E

Ms.SelinaIseme DeputyChiefCommissionCounsel

Ms.RhamaHassan AssistantDirectorResearchandPolicy

Mr.GeorgeWafula EthicsandGovernance

Mrs.ElizabethMutisya EthicsandGovernance

Mrs.FlorenceItunga Secretary

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EXECUTIVE SUMMARY

The public service values have traditionally been practiced and enforced in thepublic service through the service regulations, force standing orders and the code ofregulationsuptoMay,2003whenthePublicOfficerEthicsActwasenactedbytheNARCgovernment.Itisonthesameyear9thDecember2003whenKenyasignedandratifiedtheUnitedNationsConventionagainstCorruptionjoiningtheinternationalcommunityintheacknowledgementthatcorruptioninitsendemicformrequiresaconcertedeffortofthefamilyofnationstodefeat.Thefightagainstcorruptionandthepromotionofgoodgovernancehasregisteredmixedsuccessesandchallenges.

The Constitution gave a boost to the legislative framework through the provisionsof Leadership and Integrity in chapter 6 and the National Values and Principles ofGovernanceinArticle10andtheValuesandPrinciplesofPublicServiceinArticle232.

Necessaryenablinglegislationsandpolicieshavebeenputinplacetogiveimpetustotheimplementationprocess.ThisincludetheLeadershipandIntegrityAct,2012,thePublicService Values and Principles Act, 2015, The National Values and Principles PolicySessionalPaperNo.8of2013andtheyettobepassedDraftPolicyonPublicValuesandPrinciplesPolicy2013.Thesepoliciesandlegislationsdonotoperatealonebutworkintandemwithotherlegislationshighlightedinthisframeworktoensurethatthereisarobustlegalandpolicyframeworktopromoteandenforcethevaluesandprinciples.

Kenya is not alone in this fight to promote good governance. There are a number ofcountriestheworldoverwithverygoodtrackrecordsinthepromotionofgoodgovernanceandforwhichKenyacanlearnfrom.TheseincludecountriessuchasSingapore,Australia,Canada,NewZealand,Norway,andSouthKoreaamongstmany.Aquickappraisalofthese countries in terms of their performance against international best practices for2014indicatedthattheyhavedoneverywellinsuchfrontssuchastheglobalhumandevelopmentindex,theeaseofdoingbusiness,corruptionperceptionindexandglobalcompetitiveness.ThesearejustbutafewareasagainstwhichtheKenya’sstandingarebenchmarked.Kenya’sperformanceisnotveryencouragingagainstthesefrontsanditis in lightof thedirectcorrelationbetween theperformanceagainst theseparametersthattheneedtofast trackandimplementtheconstitutionalprinciplesbecomeurgentbusiness.

This conceptual framework is designed to unbundle and unpackage the valuesand principles. It also provides strategies for promotion of the values and principles,institutional linkages, the standards and indicators for monitoring and evaluation andthereportingframeworkandtemplates.Itisexpectedthattheframeworkwillclarifytheissuesaroundpromotionofvalues,monitoring,evaluationandreporting.

Theframeworkhoweverisjustbutthebeginningoftheworkonvaluesanditmustgivebirthtomanuals,curriculaandInformationEducationandCommunicationmaterials(IEC)andengageamulti-agencyapproachintheimplementationprocess.TheimplementationofthevaluesrequiresacommittedandstructuredcollaborationbetweentheCommissionandotheractorstoensurethattheimplementationisnothamperedbymandateconflicts.

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Thepromotion,evaluationandreportingon thevaluesandprinciplesculminates inareport to thePresidentandParliamentat theendofeveryyear in respectof the justendedfinancial year. This giveshighlights ofmeasures taken,progress achievedandimpedimentstotherealizationofthevaluesandprinciples.ThevaluesandprinciplesarethegluethatholdstheKenyanpeopletogetherasanation.

Theframeworkhasalsoprovidedpossiblepolicythrustsintermsofaddressingdiversityissues and affirmative action programmes. This must be implemented progressivelybut in a time-bound manner. Various formulas around this have been proposed forconsiderationintheimplementationprocess.

Theframework,itmustbepointedout,isalivingdocumentandissubjecttoreviewfromtimeto timetobenefit fromthedynamicchangesand innovationstakingplace in thepublicservice.

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1.0 INTRODUCTION

TheGovernmenthasdevelopedastrongandelaboratesystemofpublicadministrationentrustedtoprofessionalswhohavetheresources,meansandresponsibilitytosafeguardthepublicinterestsastheirprimaryrole.Broadly,thefunctionofallpublicofficersistodefineandmobilizeeffortstorealizepublicpolicyresultsintheformofpublicgoodsandservices.

In this particular sphere, public officers are agents of theGovernment and serve thecollectiveinterestsofcitizens.Theysettheagendafordevelopment,proposenewlawsand regulations, design policy interventions and strategic directives, enforce law andorder,andmediateandarbitrateamongconflictinggroups.Citizensare therefore, thebearersofrights,payersoftaxesandbeneficiariesofgovernmentprogrammes.Citizensarealsousersofpublicservicesandclientsofpublicorganizations.

BecauseofthespecialplaceoftheGovernmentanditsrelationshipwithcitizens,publicofficersfacechallengesinsatisfyingthecomplexexpectationsofcitizensoutofthetime,opportunitiesandresourcesavailable.CitizensarealsoactivestakeholderswhocontributetothesuccessofGovernmentpolicies.Therefore,thisrequirestheactiveparticipationofcitizensinensuringthatpublicofficersandpublicinstitutionsperformtheirfunctionsandexercisetheirpowerstothehighestethicalstandardspossibleprescribedinthePublicOfficerEthicsAct,2003.Theseareimportantethicalelementsthatshouldbeadheredtoinordertopromotedecisionsthatarereasonable;honest,equitable,observetherulesofnaturaljustice;areprudentandtransparentinordertopromotethehigheststandardsofprobityamongpublicofficers.Thesefundamentalvirtuesofleadershipshouldapplytoallpublicofficers.

TheConstitutionofKenya,therefore,stipulatesbroadvaluesandprinciplesofthepublicserviceanddirectsthatthesamemustbegiveneffectthroughanenablinglegislation.It is imperative todevelopa framework for thispurpose.Thisentailsaclear visionofcommitmenttoethicsandcorrespondingaccountabilitybyallpublicofficers.Itsobjectiveshouldbe toprovideguidelineson themoral conduct ofpublic officers in thepublicservice.Thispolicytherefore,proposestheminimumstandardsthateachpublicofficershouldrespectwhentheyactinwaysthataffectthewell-beingofcitizens.

1.1 The Values and Principles

ThispolicyframeworkcoversboththenationalvaluesandprinciplesinArticle10andthevaluesandprinciplesofpublicserviceinArticle232oftheConstitution

1.1.1 National Values and Principles of Governance

(a) Patriotism,nationalunity,sharinganddevolutionofpower,theruleoflaw,democracyandparticipationofthepeople.

(b) Human dignity, equity, social justice, inclusiveness, equality, human rights,nondiscriminationandprotectionofthemarginalized.

(c) Goodgovernance,integrity,transparencyandaccountability.

(d) Sustainabledevelopment.

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1.1.2 Public Service Values and Principles of Governance

(a) Highstandardsofprofessionalethics.

(b) Efficient,effectiveandeconomicuseofresources.

(c) Responsive,prompt,effective,impartialandequitableprovisionofservices.

(d) Involvementofthepeopleintheprocessofpolicymaking.

(e) Accountabilityforadministrativeacts.

(f) Transparencyandprovisiontothepublicoftimelyandaccurateinformation.

(g) Subject to paragraphs (h) and (i), fair competition and merit as the basis ofappointmentsandpromotions.

(h) RepresentationofKenya’sdiversecommunities.

(i) affording adequate and equal opportunities for appointment, training andadvancement,atalllevelsofthepublicservice,of—

(i) menandwomen;

(ii) themembersofallethnicgroups;and

(iii) Personswithdisabilities.

1.1.3 Scope of Application

Thispolicyframeworkappliestoallstaff:

i. inministriesanddepartments;

ii. ofstatecorporations;

iii. ofSemi-AutonomousGovernmentAgencies(SAGAS);

iv. ofIndependentCommissionsandOfficesnotexcludedunderArticle234(3)oftheConstitution;and

v. of statutory Commissions, Authorities and Committees under the NationalGovernment.

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2.0 INTERNATIONAL BEST PRACTICES

2.1 The Global PerspectiveThereisevidenceonthecorrelationbetweengoodgovernanceandimprovementinthequalityoflifeofapeople.Therearefourkeyparametersusedtoassessgoodgovernancegloballyandtheseinclude:-

i. HumanDevelopmentIndex(HDI);

ii. EaseofDoingBusiness;

iii. CorruptionPerceptionIndex(HPI);and

iv. GlobalCompetitiveness.

TwelvecountrieswereselectedforassessmentagainsttheperformanceofKenyainallthefourareas.TheassessmentofwhereKenyastandsagainst thetwelvecountries isimportantindeterminingwhetherthereisacorrelationbetweengoodgovernanceandgoodperformanceinthefourareas.Theaggregateperformanceisaspresentedintable1below.

Table 1: Good Governance Indicators - 2014

S/No Economy Popula-tion

(million)

GDP$B GDPPerCapita

EaseofDoingBusi-ness

Ranking(2014)

Corrup-tionper-ception

indexranking(2014)

Globalhuman

develop-mentindex

Ranking(2014)

GlobalCom-

petitive-ness

Aggre-gate

Rank-ing

1 Singapore 5.41 379.7 71,474.89 1 7 9 2 5

2 Norway 5.04 315.46 62,858.01 6 5 1 11 6

3 NewZealand

4.51 143.46 32,360.23 2 2 7 17 7

4 Germany 82.73 3,375.18 41,966.42 14 12 6 5 9

5 Australia 23.34 960.65 42,278.3 10 11 2 22 11

6 Canada 35.18 1,410.61 40,588.04 16 10 8 15 12

7 SouthKorea

49.26 1,474.88 29,494.91 5 43 15 26 22

8 Mauritius 1.24 20.91 16,193.81 28 47 63 39 44

9 SouthAfrica

52.78 626.71 11,988.79 43 67 118 56 71

10 Brazil 200.36 2,840.9 14,300.58 120 69 80 57 82

12 Kenya 44.35 91.06 2,108.93 136 145 147 115 136

Sources: World Bank (2014) Cost of Doing Business Index: Available at www.doing business.org/data World Economic Forum (2014) Global Competitiveness Report: Geneva, World Economic Forum.World Bank (2014) Human Development Indicators: Washington, DCTransparency International (2014) Corruption Perception Index:Berlin,Transparency International


2.2 Human Development Index (HDI) ReportsTheHDIaretheparametersusedtoassesstheimprovementinthequalityof lifeofapeople over time.Theparameters for assessingHDI include: a long andhealthy life,beingknowledgeableandhavingadecentstandardofliving.TheHumanDevelopmentIndexrankscountriesfrom0-1,wherezero(0)indicatinglowHDIand1(one)indicatinghighestHDI.Intheyear2014,outofthe195countriesassessedintheGlobalHumanDevelopmentIndicatorSurvey,Kenyawasranked147withanHDIof0.535.Thebestperforming country in the year under review was Norway with an HDI of 0.944. Thevariancebetween thebestperformingcountryandKenya is0.409,almosthalfof theidealrequirementoftheindex.

Singaporewasrankednumber9withaHDIof0.901butwasrankednumber1intheeaseofdoingbusiness.

2.3 Corruption Perception IndexThisinvolvesrankingofcountriesaccordingtotheextenttowhichcorruptionisbelievedtoexist.Countriesarerankedonthescaleof0-100,WithZero(0)representinghighlevelsofcorruption,andhundred(100)indicatinglowlevelsofcorruption.Intheyear2014,outof174countriessurveyed,Kenyawasrankedat145withacorruptionperceptionindexof25outof100.TheCountrywiththelowestcorruptionperceptionindexwasDenmarkwithascoreof92outof100,followedbyNewZealandwithascoreof91outof100.

Norway,whichhadthehighestHDI,hadacorruptionperceptionindexof86outof100,andwasrankedfifthinthesurvey.

2.4 Ease of Doing BusinessEaseofdoingbusinessrankscountriesfrom1to189,withfirstplacebeingthebest.Ahighrankingof(1)meansthattheregulatoryenvironmentisconduciveforbusinessoperations.Theindexaveragesthecountry’spercentilerankingson10topicscoveredin theWorldBank’sEaseofDoingBusiness.Therankingoneachtopic is thesimpleaverageofthepercentilerankingsonitscomponentindicators.Intheyear2014,Kenyawas ranked 136 out of 189 countries surveyed. Singapore was ranked first, closelyfollowedbyNewZealand.

NorwaywhichhadthehighestHDI,wasranked6thintheEaseofdoingbusinesssurvey.

2.5 Global Competitiveness

The Global Competitiveness Report 2014-2015 assessed the competitiveness of 144countries, providing insight into the drivers of their productivity and prosperity. TheReportseriesremainsthemostcomprehensiveassessmentofnationalcompetitivenessworldwide.

Switzerland was ranked first in the global competitiveness index. Kenya was rankednumber115outof144countries.SingaporeagainhavingdonewellintheHDIrankingandrecordedlowcorruptionperceptionindex,wasranked2ndonglobalcompetitiveness.

Thepromotionofvaluesandprinciples inthePublicServiceareintendedtoenhancegoodgovernance in thepublicsectorwhich in turn impactsonthequalityofservicesdeliveredtothepublictherebyimprovingthepeople’squalityoflife.


3.0 SERVICE DELIVERY IMPROVEMENT STRATEGY

Thisispredicatedonanorganizedgovernmentthrough:a) agreednationaldevelopmentplan;

b) existenceofMDAsfunctionsalignedtothenationaldevelopmentplan;

c) existenceofastrategicplaninallMDAsalignedtothenationaldevelopmentplan;

d) allocationoffundsagainstorganizationalmandate;

e) existenceofvision,missionandcorefunctions;

f) existenceofanorganizationalstructure;

g) existenceofstaffjobdescriptions;

h) existenceofoptimalstaffinglevels;

i) existenceofhumanresourcemanagementplans;

j) existenceofhumanresourcedevelopmentplans;

k) existenceoforganizationalperformanceagreement;

l) existenceofstaffperformanceagreements;

m) linkageofbudgettostrategicplan;

n) functionalstaffperformanceappraisalsystem;

o) functionalorganizationalperformanceappraisalsystem;

p) accountabilityreportingframeworktothecitizens;and

q) independentperformanceevaluationoversight.


4.0 THE LEGAL, POLICY AND INSTITUTIONAL FRAMEWORK

ThelegalframeworkonvaluesandprinciplescomprisesoftheConstitution,internationaltreaties and conventions which the country is party to and legislations enacted byParliament.Thissectionhighlightsbroadlythelegislationsthatmakeprovisionsforvaluesandprinciplesandlegislationsthathavespecificprovisionsforspecificvalues.

4.1 International Conventions and Covenants

TheUnitedNationsConventionswhichformpartofthelawsofKenyabyvirtueofArticle2(5)oftheConstitution:

i. UnitedNationsConventionagainstCorruption;

ii. UniversalDeclarationonHumanRights;

iii. UnitedNationsConventionontheRightsofPersonswithDisabilities;

iv. UnitedNationsConventiononEliminationofAllFormsofDiscriminationagainstWomen;

v. InternationalCovenantonCivilandPoliticalRights;

vi. InternationalCovenantonEconomicSocialandCulturalRights;and

vii. InternationalLabourOrganizationConventions.

4.2 Legislations

a) High Standards of Professional Ethics

Theacknowledgedprofessionsarecharacterizedbytheexistenceof:

i. AnActofParliament;

ii. establishedregulatorybody;

iii. registrationofmembers;and

iv. acodeofpractice.

Thelegislationsthatgoverntheprofessionalsinthepublicserviceinclude:

i. Engineer’sRegistrationActCap.530;

ii. MedicalPractitionersandDentistsActCap.253;

iii. TheArchitectsandQuantitySurveyorsActCap.525;

iv. ThePhysicalPlanningActCap.286;

v. LawSocietyofKenyaActCap.18;

vi. TheSurveyActCap.299;

vii. TheAccountantsActCap.531;

viii. PublicOfficerEthicsAct.Cap.183;

ix. LeadershipandIntegrityAct,2012;and

x. PublicServiceValuesandPrinciplesAct,2015.


b) Efficient, Effective and Economic Use of Resources

The legislations that govern efficiency, effectiveness and economic use of resourcesinclude:

i. ThePublicFinanceManagementAct,2012;

ii. ThePublicProcurementandDisposalActCap412(c);

iii. Anti-CorruptionandEconomicCrimesActCap.65;

iv. PublicofficerEthicsAct,Cap.183;

v. ProceedsofCrimeandAnti-MoneyLaunderingAct.Cap59(b);

vi. TheCountyGovernmentAct,2012;

vii. LeadershipandIntegrityAct2012;

viii. CommissiononAdministrativeJusticeAct,2012;

ix. KenyaNationalCommissiononHumanRightsAct,2011;

x. NationalCohesionandIntegrationCommissionActNo.12of2008;

xi. NationalGenderandEqualityCommissionAct,2011;and

xii. PublicServiceValuesandPrinciplesAct,2015.

c) Responsive, prompt, effective, impartial and equitable provision of services

Thelegislationsthatgovernprompt,effective,impartialandequitableprovisionofpublicservicesinclude:

i. TheEmploymentActCap.226;

ii. PublicServiceCommissionAct,2012;

iii. PublicOfficerEthicsActCap.183;

iv. LeadershipandIntegrityAct,2012;

v. PublicFinanceManagementAct.2012;

vi. CommissiononAdministrativeJusticeAct,2012;

vii. TheCountyGovernmentAct,2012.

viii. ThePublicServiceValuesandPrinciplesAct,2015.

d) Involvement of the People in the Process of Policy Making

Thelegislationsthatgoverninvolvementofthepeople intheprocessofpolicymakinginclude:

i. PublicFinanceManagementAct.2012;

ii. CommissiononAdministrativeJusticeAct,2012;

iii. KenyaNationalCommissiononHumanRightsAct,2011;

iv. NationalGenderandEqualityCommissionAct,2011;and

v. TheCountyGovernmentAct,2012.


e) Accountability for Administrative Acts

Thelegislationsthatgovernaccountabilityforadministrativeactsinclude:

i. PublicOfficerEthicsActCap.183;

ii. CommissiononAdministrativeJusticeActNo.23of2011;

iii. FairAdministrativeActionAct,2015;

iv. PublicFinanceManagementAct,2012;

v. Anti-CorruptionandEconomicCrimesActCap65;

vi. ProceedsofCrimeandAnti-MoneyLaunderingActCap.59(b);

vii. PublicProcurementandDisposalActCap.412(c);

viii. TheCountyGovernmentAct,2012;and

ix. PublicServiceValuesandPrinciplesAct,2015.

f) Transparency and Provision to the Public of Timely and Accurate Information

The legislations that govern transparency and provision to the public of timely andaccurateinformationinclude:

i. TheOfficialSecretsActCap.187;

ii. CommissiononAdministrativeJusticeAct2011;



v. PublicServiceCommissionAct,2012;

vi. PublicArchivesandDocumentationServiceAct.Cap.19;

vii. RecordsDisposalActCap.14;

viii. TheCountyGovernmentAct,2012;and

ix. PublicServiceValuesandPrinciplesAct,2015.

g) Fair Competition and Merit

Thelegislationsthatgovernfaircompetitionandmeritinclude:





v. NationalCohesionandIntegrationCap.No.12of2008;


vii. TheCountyGovernmentAct,2012;and

viii. PublicServiceValuesandPrinciplesAct,2015.

h) Representation of Kenya’s Diverse Communities.

ThelegislationsthatgovernrepresentationofKenya’sdiversecommunitiesinclude:






v. NationalCohesionandIntegrationActCap.No.12of2008;


vii. NationalGenderandEqualityCommissionAct,2011;

viii. PersonswithDisabilitiesAct,2003;

ix. KenyaNationalCommissionforHumanRightsAct,2011;and

x. PublicServiceValuesandPrinciplesAct,2015.

i) Afford Adequate and Equal Opportunity in Appointments, Training and Advancement at all Levels of the Public Service

Thelegislationsthatgovernaffordingadequateandequalopportunityinappointments,trainingandadvancementatalllevelsofthepublicserviceofmenandwomen,membersofallethnicgroupsandpersonswithdisabilitiesinclude:





v. NationalCohesionandIntegrationActCap.No.12of2008;


vii. NationalGenderandEqualityCommissionAct,2011;

viii. PersonswithDisabilitiesAct,2003;

ix. KenyaNationalCommissionforHumanRightsAct,2011;

x. CountyGovernmentAct,2012;and

xi. ThePublicServiceValuesandPrinciplesAct,2015.

4.3 Policy Framework

Policyisaguidetoacourseofaction.ThePublicServiceisguidedbytheConstitution,legislations,regulations,andcodesofconduct,policiesandguidelines.Theotherpolicieswhichguidethepublicserviceandwhichhaveabearingonvaluesandprinciplesinclude:

i. TheNationalValuespolicy-SessionalPaperNo.of8of2013onNationalValuesandPrinciplesofGovernance;

ii. DraftPublicServiceValuesandPrinciplesPolicy;

iii. TheNationalCohesionandIntegrationPolicy;

iv. GenderPolicy2000;

v. SessionalPaperNo.10of2012onTheKenyaVision2030;

vi. SessionalPaperNo.3of2014ontheNationalPolicyandActionPlanonHumanRights;

vii. NationalDisabilityPolicy2006;

viii. SessionalPaperNo.6of1999onEnvironmentandDevelopment;


ix. SessionalPaperNo.1of2006onNon-GovernmentalOrganizations;

x. SessionalPaperNo.10of1965onAfricanSocialismandItsApplicationtoPlanninginKenya;and

xi. TheDiversityManagementPolicy2015.

4.4 The Institutional Framework

Theenvisagedinstitutionalframeworkfortheimplementationofthevaluesincludes:

i. ThePresidency;

ii. Parliament;

iii. TheJudiciary;

iv. ThePublicServiceCommission;

v. GenderandEqualityCommission;

vi. CommissiononAdministrativejustice;

vii. TheAuditorGeneral;

viii. TheControllerofBudget;

ix. AttorneyGeneral;

x. TheDirectorofPublicProsecutions;

xi. EthicsandAnti-CorruptionCommission;

xii. TheMinistriesandDepartments;

xiii. MinisterialandDepartmentalHumanResourceManagementCommittee;

xiv. TheCouncilofGovernors;

xv. TheCountyPublicServiceBoardForum;

xvi. NationalCouncilforPersonswithDisabilities;

xvii. NationalCohesionandIntegrationCommission;

xviii. TheKenyaSchoolofGovernment;

xix. KenyaInstituteofCurriculumDevelopment;

xx. TheCommissionforUniversityEducation;and

xxi. TheMedia.

4.5 Institutional Linkages

4.5.1 The Kenya School of Government (KSG)

The Commission is mandated to develop human resource in the public service. TheCommission does this in collaboration with the Kenya School of Government andoverseeingtheapplicationof thetrainingfunds intoareaswhichupscaletherequisitequalifications,competenciesandskillsofpublicofficersinthepublicservice.Theuptakeofvaluesinthepublicservicecanbeacceleratedthroughcadreappropriateinstructionalmaterialatdifferentlevelsoflearningandtraining.

TheKenyaSchoolofGovernmentisstrategicallyplacedtoinfuseandinculcatethevaluesandprinciplesatalllevelsofthepublicservicesinceit’sthepremiertraininginstitutionforthepublicservicewiththenecessarycapacityandoutreachtodoso.TheCommission


mayenterintoastructuredcollaborationwiththeKenyaSchoolofGovernmenttooffercourses on values, ethics and public service governance to public officers enteringtheservice,thoseundergoingin-servicetrainingandthoseatseniormanagementandstrategicleadershiplevels.

4.5.2 The Kenya Institute of Curriculum Development (KICD)

TheCommissionismandatedtodevelophumanresources inthepublicservicewhiletheKenyaInstituteofCurriculumDevelopment ismandatedtodevelopcurriculumforeducation institutions in the country. The National Values Policy, the Leadership andIntegrityAct,2012,ThePublicServiceValuesandPrinciplesAct,2015andthedraftPublic Service Values and Principles Policy recognize that one way of acceleratingtheuptakeof theconstitutional values is toensure that thevaluesandprinciplesareinculcatedto learners inearlychildhoodeducation,schools,collegesanduniversities.Thisrequiresanageappropriatecurriculum.TheCommissionwillenterintoastructuredengagementwiththeKenyaInstituteofCurriculumDevelopmenttodevelopcurriculumforvaluesdisseminationthroughoutthepublicservice.

4.5.3 The National Cohesion and Integration Commission (NCIC)

TheCommission isastatutoryCommissionresponsible for fosteringnationalcohesionandintegrationthroughoutthecountry.

4.5.4 The National Values Secretariat (NVS)

ThisisthesecretariatestablishedpursuanttotheNationalValuesPolicyandisresponsiblefor thepreparationof theStateof theNationAddressby thePresident.This isakeycollaboratingagencyforwhichtheCommissionhasestablishedlinkagesthroughaliaisonofficer.

4.5.5 The Performance Contracting Secretariat

ThesecretariatisestablishedandhomedwithintheexecutiveandisresponsiblefortheperformancecontractingprocessintheMDAs.Thevaluesandprinciplestargetsmaybeuploadedontotheperformancecontractingplatformthroughthesecretariat.

4.5.6 Professional Societies

The Commission is mandated to promote high standards of professional ethics inthepublic service.ThePublicOfficerEthicsAct,Cap183of the LawsofKenya, theLeadershipand IntegrityAct2012,and thePublicServiceValuesandPrinciplesAct,2015setsminimumstandardsofconductforpublicofficers.Thesestandardsaremeanttosetthebarintheperformanceofpublicdutiesbypublicofficials.Thesestandardsarealsomeant toensureprofessionalismtakeroot in thepublicservice.TheCommissionwillensureprofessionalisminthepublicservicebyincludingthestandardsinthecodeofconductandethicsand in thecitizenservicedeliverycharter.TheCommissionwillundertakegovernanceauditsagainstthecompliancewiththosestandardsannually.

The public service is also staffed with members of professional bodies registered orlicensedtopracticebyvariousprofessionalsocietiesestablishedbylaw.Thesearewhat


areknownasclassicaloracknowledgedprofessionals.Theacknowledgedprofessionsarecharacterizedby:

i. establishmentthroughstatute;

ii. existenceofregulatoryboardorcouncil;

iii. registeredandlicensedmembership;

iv. existenceofacodeofpractice;

v. subscriptiontoacontinuouslearningandprofessionaldevelopment;and

vi. maintenanceofgoodprofessionalstandingbymembers.

Theseprofessions include theLawSocietyofKenya, theKenyaDentistsandMedicalPractitionersBoard,TheEngineersBoardofKenya,theArchitecturalSocietyofKenya,Institute of Certified Accountants of Kenya, The Kenya Society of Surveyors amongstothers.ItisimportantforthePublicServiceCommissiontoestablishstructuredlinkageswiththeumbrellaassociationtofacilitateprovisionofupdatedinventoryofprofessionalsingoodconductandaninventoryofprofessionalsundergoingdisciplinaryproceedingsforprofessionalmisconductandwhomaybeservinginthepublicservice.TheCommissionmayalsoprovideaninventoryofprofessionalsinthepublicservicetothesocietiesandthosewhomaybeundergoingdisciplinaryproceedingsformisconduct.TheCommissionwillworkwiththesocietiestoensuretheprofessionalsinpublicservicearesupportedtoundergocontinuousprofessionaldevelopment.

4.5.7 Law Enforcement Agencies

TheCommissionismandatedtopromote,evaluateandreportontheconstitutionalvaluesandprinciplesincludingrespectforhumanrights,accountability,transparency,integrityandgoodgovernance.Otherinstitutionsvestedwiththeresponsibilityof implementingand enforcing these values includes the Ethics and Anti-Corruption Commission, theGender and Equality Commission, Commission on Administrative Justice, the KenyaHumanRightsCommission,TheKenyaPoliceService,TheAttorneyGeneralandTheDirectorofPublicProsecutions.TheCommissionwillestablishastructuredcollaborationlinkagewiththesekeyinstitutionstoensurethatmatterstouchingonvaluesrequiringlawenforcementaredealtwithandreportedonatimelybasis.

4.5.8 Oversights Bodies

TheCommissionismandatedtoensurethatthepublicserviceisefficientandeffectiveandinordertodothisitisrequiredtopromotethevaluesandprinciplesofefficiency,effectiveness and economic use of resources. The other institutions which have arole inensuringthat thepublicservice isefficient,effectiveandresourcesareutilizedprudently include the Office of The Controller of Budget, The Auditor General, ThePublicProcurementOversightAuthority,CommissiononAdministrativeJustice,PublicProcurementAppealsBoard, InspectorateofStateCorporationsand thePerformanceContractingSecretariat.Oversightreportsfromtheseagencieswillimmenselycontributetothereportontheextenttowhichthevaluesandprinciplesarecompliedwithinthepublicservice.TheCommissionwill therefore,establishastructuredengagementwiththesebodies.


4.5.9 The Private Sector

Arobustmonitoringandevaluationsystemisnecessarytoensurethatthepublicofficersareresponsive,transparentandaccountableforactionsanddecisions.Themonitoringandevaluationframeworkwhichexistsinthepublicservicehaslargelybeenseenasamonologueamongstserviceproviders.MostGovernmentagenciescommissionsurveyssuchascustomerandemployeesatisfactionsurveyswhichmaynotbeentirelyobjectivegiventhenatureofclientcontractorrelationshipandtheinterestsofthecontractorstoperpetuatetheirservicesbeyondthecontractathand.Itisthereforenecessarytoconductthesurveytargetingtheservicerecipientasawayofensuringthattheservicedeliveryratings correlatewith the assessmentby the service recipients. In the spirit of publicprivatepartnership,theCommissionwillestablishastructuredengagementwithpublicprivatesectorassociationsontheundertakingofservicewidecitizensatisfactionsurvey,employeeandworkplaceenvironmentsurveysandcorruptionperceptionindexsurvey.Thiswillneedtotarget thecitizenswhoaretheservicerecipients.SuchorganizationsincludeKenyaAssociationofPrivateSectorAlliance,civilsociety,faithbasedorganizationsandassociationofprofessionalsocieties.

4.5.10 The Media

Themediaisapowerfultoolofsocializationinsociety.Themediashapesandfashionspublicopinionthroughtheprovisionofwideoutreachplatformtoindividualsandorganizations.Themediaplatformsalsohostinfluentialpersonalitieswhoboastofacaptiveaudience.Thisincludespoliticalleaders,religiousleaders,prominentbusinesspeople,artists,andalsodeterminewhatgainscurrencyandrelevanceontopicalissues.Thesocialmediafollowinghas increasinglygrown influentialandnowboastsofa large followingwhichcannotbeignoredasithasthecapacitytoprosecuteandpushitsagendawithoutanyformalforum.Themediaisoneofthemostcriticalinstitutioninthepromotion,evaluationandreportingofthevaluesandprinciples.Arobustcorporatecommunicationstrategywillensurethatthevaluesandprinciplesagendaremainaprominentfixtureinthemediaplatform.TheCommissionwillestablishastructuredengagementwith themediaandidentifyitsvaluecarriersandvaluedriversintermsofinfluentialmediapersonalitieswhocanbeengagedtoadvancethevaluesintheirprogrammes.

4.6 The Role of the Public Service Commission:

ThePublicServiceCommissionshall:

i. promote,undertakecomplianceevaluationandreportonmeasurestaken,progressachieved and impediments in the realization of the values andprinciples in thepublicservice;

ii. oversee the implementation of recommendations made by the presidency andparliament;

iii. buildinstitutionalcapacitybothinternalandexternalnecessaryforthepromotion,complianceevaluationandreportingonthevaluesandprinciples;

iv. developanddisseminatepolicyframeworkfortheimplementationofthevaluesandprinciples;

v. include values and principles in the criteria for appointments, promotions andremovalsfromthepublicservice;


vi. developanddisseminatethecodeofConductandEthicsforPublicOfficers;

vii. setperformancestandardsonvaluesandprinciples;

viii. settheperformanceindicatorsonvaluesandprinciples;

ix. establishinstitutionallinkagesforimplementationofthevaluesandprinciples;

x. developstrategiesforthepromotionofvaluesandprinciples;

xi. developacriteriafortheevaluationofvaluesandprinciples;

xii. developareportingframeworkforthevaluesandprinciples;

xiii. establishrecognition,reward,commendationandhonorssystemfortheoutstandingembodimentofthevaluesandprinciples;

xiv. award best public service role models through a participatory process withcommendationsandhonourssuchas‘mahadilibora’and‘mzalendo’award;and

xv. hostanationalconferenceonceayear tostimulatenationaldialogueonvariousthematicareassuchasthe‘placeofvaluesandprinciplesinnationaldevelopment’.

4.7 TheRoleoftheAuthorizedOfficer

The‘AuthorizedOfficer’isanofficertowhomtheCommissionhasdelegatedresponsibilityforthedischargeofsomeof itsfunctions.Thesearetheexecutiveheadsofministriesandstatedepartments.Thedischargeofhumanresourcefunctionsinthepublicservicehappen at two levels – the functions discharged directly by the Commission and thefunctions discharged under delegated authority. The Commission undertakes humanresource audits to assure the proper discharge of human resource function underdelegated authority. The responsibilities of the Authorized Officer in the promotion,evaluationandreportingontheimplementationofvaluesandprinciplesinclude:

i. disseminationandimplementationofthevaluesandprinciplespolicyframework;

ii. establishmentandfacilitationofhumanresourcemanagementcommittee;

iii. appointmentandtrainingoflinkpersonforthevaluesandprinciplesimplementation;

iv. inclusionofvaluesandprinciplesintothecriteriaforappointment,promotionsandremovalfromthepublicservice;

v. identificationofvaluecarriersandvaluedriversintheorganization;

vi. mainstreaming of the performance standards on values and principles into theorganizationalbusinessprocesses;

vii. mainstreaming of the performance indicators on values and principles into theorganizationalbusinessprocesses;

viii. mainstreamingofthevaluesintotheclientservicedeliverycharter;

ix. mainstreamingofthevaluesintothestrategicplan;

x. mainstreamingofthevaluesintotheperformancemanagementsystemincludingperformanceappraisals;

xi. mainstreaming of the Public Officer Code of Conduct and Ethics into theorganizationalbusinessprocesses;

xii. identifyingandrecommendingstaffthroughaparticipatoryprocessforrecognition,reward,commendationandhonorsforexemplifyingthevaluesandprinciples;


xiii. reporting to the Commission on a quarterly, bi-annual and annual basis on theimplementationofthevaluesandprinciplesincludingmeasuresandactivitiesonpromotionofvaluesandcomplianceevaluation;and

xiv. participating in the national conference on values and principles of the publicservice.

4.8 RoleofPublicOfficer

Everypublicofficershallbeexpectedto:

i. respect,upholdandpromotethevaluesandprinciples;

ii. beavaluecarrierandvaluedriver;

iii. support,encourageandrespectotherswhoexemplifythevaluesintheirdaytodaywork;

iv. respectandabidebythePublicOfficerCodeofConductandEthics;

v. respectandbeguidedbythecitizenservicedeliverycharter;

vi. deliveronalltheorganizational/departmental/individualperformancetargets;

vii. maintainthehighstandardsofdecorum,civilityandcourtesyinthedischargeofpublicduty;

viii. actinamannerthatdoesnotbringself,organizationandgovernmentintodisrepute;and

ix. reportanyviolationofvaluesandprincipleswhereverandwheneverdetected.


5.0 PROMOTION OF VALUES AND PRINCIPLES IN THE PUBLIC SERVICE

Theremaybenosinglestrategytopromotethevaluesandprinciples.Fromtheforegoingassessment of stakeholder base and institutional linkages it must be evident thatpromotionwillbemulti-sectoralandthereforemulti-pronged.Fortunatelythereexistsavastbodyofbestpracticestolearnfromwithintheothersistercommissionsacrosstheworld.SomeofthenotableexamplesaredrawnfromCanada,NewZealand,Australia,Norway,Singapore,SouthKorea,Germany,SouthAfrica,Mauritius,andBrazil.Thesecountrieswerechosenbasedonvariousperformance indicatorswhich includeglobalhumandevelopment index,corruptionperceptionindex,easeofdoingbusiness indexand global competitiveness index. All these performance indicators are compared toKenyastanding.

5.1 Unbundling and Unpackaging the Values and Principles

Thevaluesandprinciplestotheuninitiatedareabstractandconfusing.Thevaluesandprinciplesalsoapplytoadiverseserviceintermsofcadresandorganizationalmandate.Attempts have been made to unbundle and unpackage the values in the variousenablinglegislations,codesandpolicies.Fromthepractitionerspointofview, itwouldbeuseful toattemptanunbundlingandunpackagingof thevaluesandprinciples foreaseofunderstandingand implementation.Thishasbeendone throughdefinitionofthetermsandthesettingoftheperformancestandardsandindicators.TheCommissionhas made policy decisions on the proposed formulas for apportioning proportionateethnic representations, redressing the proportionate under-representation and over-representation; the formula for determining minorities and the marginalized; and thedurationoftheaffirmativeactionprogramme.

5.2 Strategies for the Promotion of Values and Principles

i. Promotional Manuals and Materials

The vehicles throughwhich the valueswill be infused, inculcatedandmainstreamedinto the service include, the citizen public service delivery charter, the values andprinciplesdisseminationmanual,thevaluesandprinciplespolicies,valuesandprinciplesguidelines,flyers,brochures,posters,skits,digitalvideodiscs,T-shirts,caps,brandedpens,calendars,caricatures,graffitiamongstothers.

ii. Public Service Entry Requirements

Thevaluesandprinciplescanbedisseminatedthroughdifferentways.Thismayhavetostartatpublicserviceentrylevel.Thecriteriaforrecruitmentmayneedtoincludeanassessmentofwhether thecandidate isawareof thevaluesandprinciplesgoverningtheconductofofficers inthepublicservice.Testingtheawarenessonthevaluesandprinciplesfromtheonsetascandidatesenterservicehelpscreatetheconsciousnessontheofficersthattherearestandardsofconducttokeepaneyeoninthepublicservice.Interviewquestionsneedtobeformulatedaroundthevaluesandprinciples.


iii. Terms and Conditions of Service

Onceofficersareabsorbedintoservicethetermsofengagementshouldincludeasignedcommitmenttoadheretothepublicservicevaluesandprinciples.Makingthispartofthetermsofengagementinservicehelpsensurethattheybecomeanintegralpartofthetermsforseparationshouldthevaluesandprinciplesnotbeadheredto.

iv. Induction Programmes

The induction programme should include a thorough sensitization on the values andprinciples and use of audience specific appropriate dissemination materials. Officersjoiningserviceshouldhaveclarityonwhythevaluesandhowtoobservethem.

v. In-service Training Programmes

Thein-servicetrainingcurriculashouldhavecomprehensiveinstructionalmaterialsonvaluesandprinciplesandthisshouldbemadeamandatoryunitinallin-servicetrainingincludingexaminablecourses.

vi. Promotional Appointments

Adherencetovaluesandprinciplesneedtobemadeoneofthecriteriaforpromotionstohigherposts.ThepublicservicerewardsandsanctionssystemneedtoincludebestperformersonthevaluesfrontbothfromwithintheCommissionitselfandintheservice.

vii. Role–playing

This involves depiction of real case scenarios in role playing for audiences that areintendedtopromotethedesiredsocietalvalues.Thedepictionscouldbeontheadverseeffectsofcorruptionintheeconomyandhowthataffectsindividualcitizens.

viii. Case Studies Presentations

Thismaybedoneincontrolledenvironmentssuchasworkshopsandseminarswhererealcasestudiesarepresented toparticipantson thepositiveandnegativeeffectsofgoodandbadgovernance.

ix. Skits and Plays

Thismaybeusedinforumssuchasendofyearparties,statefunctions,publicrallies,schoolandchurchfunctions,onTelevision,radioandinschoolmusicanddramafestivals.

x. Campaigns, Advertisement and Publications

Campaigns may include such activities like shows and exhibitions, rallies, publicspeeches,newspapersupplementsandinfomercials,documentariesandtalk-showsandinterviews.

xi. Caricatures

Theseare illustrationsanddepictionsofadverseeffectsnon-adherence tovaluesandprincipleshaveonorganizationsand theeconomyandhow thisaffects individuals insociety. The depictions are satirized to elicit amusement while conveying the desiredmoralmessage.Thiscanbe includedinthevaluesdisseminationmanual,brochures,calendars,postersandflyers.


xii. Posters, Brochures and Flyers

Thesematerialsareconvenientconveyorsofshortenedversionofthevaluesmessagesandmaybeusedtoconveysingleoraclusterofvaluesandmaybedistributedphysically,online,asstickersforvehicles,andofficenoticeboardsandaspartofIECmaterialsinworkshopsandseminars.

xiii. Graffiti in Public Transport Buses and Matatus

The Commission may consider leveraging on the recent Presidential permission forpublic transport vehicles such as matatus and buses to be painted with graffiti. Thismayrequireanengagementwiththematatuownersassociationonthepossibilityofthematatus andbusesbeingusedasvaluecarriersas this servicepermeatesall sectorsof society and particularly appeals to the youth. The Commission recommends for astructuredengagementwiththerelevantassociationsfortheuseofthetransportplatformtoacceleratetheuptakeofthevalues.

xiv. Sports

Kenyaexcelsworldwideinvarioussportingactivities.Thesportscanbeanopportunityfor theCommission tokeep thevalues in theKenyanpsyche through identificationofpopular sports and those where Kenya excels internationally such as athletics, rugbyandvolleyballandusingthemasvaluecarriersandtheathletesasvaluedrivers.TheCommissionwillenterintoastructuredcollaborationwiththerelevantsportsassociationsontheuseofthesportsasabrandingfrontforthevaluessuchasAthleticsKenya,theKenyaRugbyAssociationandtheNationalVolleyBallAssociation.

xv. Performing Arts, Drama and Music Festivals

Performingartistsareastronginfluenceinsocietyandhelpshapepublicperceptionsand opinions. This category includes writers, satirists, poets, comedians, actors andactresses,sculptors,painters,musicians,eventorganizersandradioandTVpresenters.This is an important constituency in the promotion of values and principles. For thevaluesandprinciplestobeembeddedintoallaspectsofsocietyitisimportantthatthisconstituency be sufficiently engaged on this cause. The Commission will engage themusicsocietyofKenya,theministryofeducationandprominentartiststo includethevaluesandprinciplesintheiractivities.TheCommissionmayalsoconsiderintroducingatrophytothenationalmusicanddramafestivalsandvaluesthemestobecontestedeveryyearinmusiccompositions,poems,skits,playsandnarratives.

xvi. The Media

ThemediainKenyahasacaptiveaudiencebeittelevision,radioandnewspapers.MostKenyansareconsumersofvariousmediaoutletswhethertheyarelisteningtonews,music,socialgossips,salaamsorparticipating incall inson topical issues,orwatchingsoapoperas,talk-shows,comedies,moviesordocumentaries.Properlypreparedpromotionalscriptsonvalueswillfindreadylistenership,viewers,andreaders.TheCommissionwillengagewiththeMediaOwnersAssociationonthesubjectofpromotionofvaluesevenaspartoftheircorporatesocialresponsibility.

xvii. Public Service Week

All public institutions are encouraged to participate in the public service week andshowcase their innovations in service delivery fronts. This will serve as a point of


interaction between the public service and the citizens and is a useful forum for theservicegiverstolearnfromeachotherandtogetfeedbackfromtheservicerecipients.Seminars, conferences, workshops and symposia may be organized as forums forvaluesandprinciplesdissemination.ThismaybeorganizedbyindividualMDAsandtheCommission.

5.3 Mainstreaming Values and Principles

i. Public Service Citizen Service Delivery Charter

The values and principles may be mainstreamed through various avenues. The firstportofcallisthedevelopmentanddisseminationofservice-widecitizenservicedeliverycharter.ThischarterwillhavetheminimumstandardsforservicedeliveryapplicabletotheMDAsunderthePublicServiceCommission.TheindividualMDAsareatlibertytocustomizethemandbetterthestandardsdependingontheircapacitiestoliveuptothosestandards.

ii. Performance Management System

Thevaluesandprinciplescanalsobemainstreamedthroughinclusionintheperformancemanagement systems and instruments. These include uploading them onto theperformancecontractplatform,makingthempartofthescoredareasintheperformancemanagement instruments like the staff appraisal form, organizational performancecontractandindividualperformanceappraisalagreements.

iii. Public Service Honours and Awards

Therespectforthevaluesandprinciplescanalsobemadepartofthecriteriafordeterminingtheawardofnationalhonoursandcommendations.TheCommissionrecommendstheintroductionofthe‘mahadili mema’award,‘utumishi bora’ award,‘uhadilifu’award,and‘uwajibikaji’ award. At organizational level the Commission may also honour the bestoverallvaluecarrier‘brandingcategory’andthebestoverallvaluedriver‘championingofthevalues.’Allthismayneedtobequalifiedthroughpublicparticipation.


6.0 PRE-CONDITIONS FOR PROMOTION OF VALUES AND PRINCIPLES

ThissectionsetsoutmeasuresthatMDAsfallingundertheCommission’sjurisdictionwillhavetoadoptforpurposesofpromotingthevaluesandprinciples.Foreachprincipleminimummeasuresaresetout.

6.1 High Standards of Professional Ethics

Pre-conditions for Performance

i. Maintainanupdatedinventoryofprofessionalsingoodstanding;

ii. Supportprofessionalsincontinuousprofessionaldevelopment;and

iii. Supporttheenforcementofpenaltiesforbreachofprofessionalcodeofconduct/practiceandethics.

6.2 Efficient,EffectiveandEconomicUseofResources


i. Upskilling;

ii. Rightplacements;

iii. Facilitation;

iv. Motivation;

v. Improvementinworkenvironment;

vi. Properplanning;

vii. Periodicappraisals;

viii. Reviewofstructures,systemsandprocesses;

ix. Supervision;

x. Envisioning;

xi. Talentmanagementandretention;and

xii. Innovation.

6.3 Responsive, Prompt, Effective, Impartial and Equitable Provision of Services


i. Sharedcorevalues;

ii. Institutionofcitizenservicedeliverycharter;

iii. Publicparticipation;

iv. Rightsbasedapproachtoservicedelivery;

v. Sharednormsandstandards;

vi. Guidelinesandmanuals;

vii. Automationofservices;

viii. Devolutionanddecentralization;

ix. Timelycommunicationofinformation;and

x. Establishmentofone–stopautomatedservicedeliverypoints.


6.4 Involvement of the People in the Process of Policy Making


i. Developguidelinesonpublicparticipation;

ii. Establishtheobjectsofpublicparticipation;

iii. Identifykeystakeholders;

iv. Developpublicparticipationplan;

v. Implementpublicparticipationprocess;

vi. Providefeedbacktothemembersofthepublicorstakeholders;and

vii. Evaluatepublicparticipation.

6.5 Accountability for Administrative Acts


i. Developandimplementamanagementaccountabilityframework;

ii. Developandimplementanintegratedriskmanagementframework;

iii. Strategicplans;

iv. Compliancewithsetbudgetaryceilings;

v. Instituteperformanceagreements;

vi. Prepareperformancereports;

vii. Compliancewithstatutoryrequirements;and

viii. Compliancewithclientservicecharters.

6.6 Transparency and Provision to the Public of Timely, Accurate Information


i. Developacorporatecommunicationstrategy;

ii. Compileanddisseminatecorporateannualreport;

iii. Establishaninteractivecorporatewebsite;

iv. Establishonlinehelplines,emails,SMS,telephoneandfaxservices;

v. DevelopanddisseminateFAQS;

vi. Publishandpublicizenewsletters,magazines,andbrochures;

vii. Participateinmediatalkshows;

viii. Undertakecorporatebranding;

ix. Engageinsocialmediaplatform;

x. Participateinthepublicserviceweek;and

xi. Establishone–stopautomatedservicepointsandportal.


6.7 Fair Competition and Merit

Merit means the presence of minimum qualifications for the advertised vacancy,possessionofrequisiteskillsandcompetenciesnecessaryfortheeffectiveperformanceof the advertised job and which are responsive and consistent with the operationalrequirementsandneedsoftheorganization.


i. Reviewof theapplication instrumentstoconformtoconstitutionalstandardsandprinciples;

ii. Indenttocontainonlyminimumrequirementsnecessaryfortheperformanceoftheadvertisedjob;

iii. advertisement in accessible formats and media to the widest pool of potentialapplicants;

iv. Allowsufficienttimeforapplicationsfromthefar-flungareasofthecountry;

v. Establisharegisterofapplicantsdis-aggregatedintermsofgender,ethnicityanddisabilitystatus;

vi. EstablishtherecruitmentandselectioncriteriathattakeintoaccountthediversityoftheKenyanpeople;

vii. Establish a representative recruitment and selection panel including the userdepartment;

viii. MaintainaregisterofshortlistedcandidatesreflectiveofthediversityoftheKenyanpeopleintermsofgender,ethnicityandpersonswithdisability;

ix. Communicate to the shortlisted candidates the interview requirements allowingadequateleadtime;

x. Communicatetotheunsuccessfulcandidatesinformingthemoftheoutcomesoftheshortlisting;

xi. Establish a representative and competent interview panel including the userdepartment;

xii. Establishtheinterviewscheduleandcriteriaforscoring;

xiii. Maintainaninterviewattendanceregister;

xiv. Provide reasonable accommodation for persons with disabilities and candidatesinspecialcircumstances(breast-feedingmothers,expectantwomen,personswithmedicalconditions);

xv. Useinterviewformatsaccessibletoallcandidates;

xvi. Ensurethatappointmentdecisionsareconsistentwiththeestablishedrecruitmentandselectioncriteriaatallstagesoftheprocess;and

xvii. Ensureparityoftreatmentinawardingtrainingopportunities.

6.8 Representation of Kenya’s Diverse Communities

Kenya’sdiversecommunitiesincludemembersofdifferentgender,membersofdifferentethnic communities, members of different religious communities, vulnerable groupsincludingtheyouth,personswithdisabilities,orphansandthoselivinginextremepoverty.



i. Developdiversitymanagementpolicy;

ii. Establishcriteriafordeterminingunderrepresentedcommunities;

iii. Developandimplementaffirmativeactionprogrammes;and

iv. Undertake baseline surveys to establish representation levels of the diversecommunitiesintheorganization.

6.9 Affording Adequate and Equal Opportunities for Appointments, Training and Advancement at all Levels of the Public Service of Men and Women, Members of all Ethnic Groups and Persons with Disabilities.

Adequateopportunitiesrelatetoproportionalityofrepresentationrelativetothepopulationin that category. Equal opportunity relates to parity of treatment amongst equals andincludestheprincipleoftreatingequalsequallyandtreatingunequalunequally.

a) Appointments:Pre-conditions for Performance

i. Establishthegenderrepresentationintheorganizationagainstthetwothirdgenderprinciple(onegendershouldnotbemorethantwothirdsinrepresentation);

ii. Establishtheethnicrepresentationintheorganization(proportionaterepresentationofmembersofallethniccommunitiesrelativetotheirnationalpopulationsize);

iii. Establishthepercentageofrepresentationofpersonswithdisabilitiesagainstthefivepercentconstitutionalrequirementforappointmentsofpersonswithdisabilities;

iv. Maintainarecordofapplicants,shortlistedcandidates,interviewedcandidatesandappointmentsdis-aggregatedbygender,ethnicityanddisability;

v. Informcandidatesofinterviewrequirementstoenablethemprepareappropriately;

vi. Developandimplementatimeboundaffirmativeactionstrategy;

vii. Developamonitoringandevaluationframeworkwithindicativereportingschedule(quarterly,bi-annualandannual);and

viii. Publishandpublicizereportsofappointmentsmadeatalllevelsoftheorganizationonaquarterlybasis.

b) TrainingPre-conditions for Performance

i. Establishatrainingcommittee;

ii. Identifyorganizationalskillsandcompetencyneeds;

iii. Undertakeskillsandcompetencyaudits;

iv. Undertaketrainingneedsanalysis;

v. Maketrainingneedsprojections;

vi. Prepareatrainingbudget;

vii. Establishcriteriaforallocatingtrainingopportunitiesforpublicofficersatalllevelsoftheorganization;

viii. Maintain a record of officers trained dis-aggregated by gender, ethnicity anddisability;


ix. Preparequarterly,bi-annualandannualreportsonthenumberofofficerstraineddis-aggregatedbygender,ethnicityanddisabilitystatus;and

x. Undertakeatrainingimpactassessment.

c) PromotionsPre-conditions for Performance

Confermentofanofficeandgradetowhichisattachedahigherresponsibilityandsalarythanthatearlieroccupiedbyanofficernormallyprecededbyadeclarationofvacancyandinterview.

i. Establishclearcareerprogressionpaths;

ii. Establishthecriteriaforpromotionsatalllevelsoftheorganization;

iii. Awardtrainingopportunitiesbasedontheestablishedcriteria;

iv. Maintainarecordofofficerspromotedatalllevelsoftheorganizationdis-aggregatedbygender,ethnicityanddisabilitystatus;and

v. Prepare,publishandpublicizequarterly,bi-annualandannualreports.


7.0 MONITORING AND EVALUATION

Monitoringisthekeepingofaneyeonprogressof implementationofaprogrammeorprojectagainstsetstandardsusingestablishedindicators.Itentailstheroutinecollectionandanalysisofinformationtotrackprogressagainsttheimplementationofvaluesandprinciples.

Evaluation is an assessment of the success or otherwise on the implementation of aprogramme or project against set goals or objectives. This entails a systematic andobjective assessment of the implementation of the policy and programmes gearedtowardsimplementationofthevaluesandprinciples.

7.1 Monitoring and Evaluation:

Amonitoringandevaluationexerciseisusedto:

i. establishbaselineinformation;

ii. determineperformancestandards;

iii. setperformanceindicators;

iv. assess the adequacy and effectiveness of legislative, institutional, policy andregulatoryframework;

v. examinetheexistenceandeffectivenessofstructures,systemsandprocessesthatsupporttheimplementationofvaluesandprinciples;

vi. informimprovementofmanagementaccountability;

vii. informimprovementofintegratedriskmanagement;

viii. informreviewoflegislative,institutionalandpolicyframework;

ix. facilitatethetakingoftimelycorrectiveactiononanomalies;and

x. facilitatethemakingofaninformedreporttothePresidentandParliament.

7.2 Modalities for Monitoring

i. Inspections;

ii. Investigations;

iii. Ad-hocaudits;

iv. RapidAssessmentSurveys;

v. Complaints,complimentsandsuggestions;and

vi. MediaReports.

7.3 Modalities for Evaluation

i. Surveys;

ii. Studies;

iii. Humanresourceaudits;

iv. Oversightsurveys;

v. Oversightreports;and

vi. Governanceaudits.


7.4 Evaluation Cycle

i. Output–Annual;

ii. Outcome–Mid-termbasedeverythreeyears;and

iii. Impact–everyfiveyears.

7.5 Setting the Performance Standards

Againsteachofthepublicservicevaluesandprinciplesaresetperformancestandards.Thesestandardsmay includemeasures thatneed tobeput inplace inorder for thevaluesandprinciplestoberealized.

7.6 Setting the Performance Indicators

Performanceindicatorsaresimplysignpoststhatindicatethattheimplementationofaprogrammeorprojectisoncourse.Theindicatorsaremeasuredinnumbers,percentagesorratiosandmayincludeoutputs,outcomesandimpacts.

7.7 Developing the Assessment Tools and Instruments

Themonitoringandevaluationmayincludesuchactivitiesastheundertakingofsurveys,audits, inspections and investigations and studies. This may require development ofappropriateinstrumentsandtoolsandthesettingofvaluesmartperformancestandardsandindicators.

7.8 The State of the Public Service Report

Theendresultof implementationofvaluesandprinciplesisthevaluesandprinciplesreport submitted to the President and Parliament by December of every successivefinancialyear.Thisreportisonmeasurestaken,progressachievedandimpedimentsontherealizationofvaluesandprinciples.ThereportonthestateofpublicserviceintermsofcompliancewiththevaluesandprinciplesisaperformanceaccountabilityreportforthePublicServiceCommission.Thebuildingblocksforthisreportinclude,thegovernanceaudit findings on the citizen service delivery charter, the service–wide citizen servicesatisfactionsurveyreportfindings,theworkplaceandservice-wideemployeesatisfactionsurveyfindingsand theservice-widecorruptionperception indexsurveyfindings.Thereportwillalsobeinformedbythereportsfromtheotheroversightinstitutionsidentifiedintheinstitutionallinkagessection.

The report will also build on the findings and recommendations of previous reportsincluding thebaselinesurvey reportsof2012/2013and2013/2014.Theother reportwhichwillinformthestateofthepublicservicereportisthehumanresourceauditreportontheriskareasinthedischargeoftheCommissionmandateincludingimplementationoftheCommissiondelegatedfunctionsanddecisions.


8.0 PERFORMANCE STANDARDS AND INDICATORS

8.1 High Standards of Professional Ethics

A. Performance Standards

a)Forallpublicofficers:

i. compliancewiththePublicOfficerCodeofConductandEthics;

ii. publicserviceetiquette;

iii. financialprobity;

iv. confidentiality;

v. disclosureofinterest;

vi. competence;

vii. fidelitytothelaw;and

viii. Integrity.

b)Forpublicofficerswhoaremembersofvariousprofessionalbodies:

i. membershipregistration;

ii. issuanceofmembershippracticingcertificate/license;

iii. continuousprofessionaldevelopment;and

iv. compliancewiththecodeofpractice.

B. Performance Indicators

In order to monitor the progress made on the realization of this value the MDAs arerequiredtomaintaininformationon:

i. thebaselinedataorinformation;

ii. numberofprofessionalbodiesrepresentedintheorganization;

iii. anupdatedinventoryofmembersofprofessionalbodiesintheorganization;

iv. numberofmembersofprofessionalbodiesingoodstanding;

v. number of members of professional bodies supported to attend continuousprofessionaldevelopmentcourses;

vi. number of members of professional bodies with current practicing certificates/license;

vii. number ofmembers of professional bodieshonored or awarded for outstandingperformance;

viii. numberofmembersofprofessionalbodieswithcomplaintslodgedagainstthem;

ix. numberofmembersofprofessionalbodiesagainstwhomdisciplinaryactionwastaken;

x. numberofmembersofprofessionalbodiesfacingcourtcases;

xi. numberofmembersofprofessionalbodiesconvictedforcriminalandciviloffences;

xii. numberofstaffmemberschargedwithbreachofthecodeofconduct;


xiii. number of staff members under investigation by the Ethics and Anti-CorruptionCommission;and

xiv. numberofofficerschargedincourtovercorruptionorabuseofofficecases.

8.2 Efficient,EffectiveandEconomicUseofResources

Thisvaluerequirespublicinstitutionstodeploytheresourcesinthedischargeofitscorefunctions.Furtherinstitutionsarerequiredtousetheleastcostlybuteffectiveoptions.


i. Theorganizationalmandate;

ii. Corefunctions;

iii. Vision;

iv. Mission;

v. Corevalues;

vi. Strategicplan;

vii. Organizationalstructure;

viii. Humanresourcemanagementplan;

ix. Optimalstaffinglevel;

x. Documentedbusinessprocesses;

xi. Automatedonestopservicedeliverycenters;

xii. Annualperformancetargets;

xiii. Performanceagreements;

xiv. Performanceappraisals;

xv. Compliancewithsetbudgetaryceilings;

xvi. Alignmentofbudgettoplanning;

xvii. Budgetabsorptionlevels;

xviii. Fiscalanddebtsustainability;

xix. Socialsustainability;

xx. Socialprotectionfundsprogrammes;

xxi. Environmentalsustainability;

xxii. Adherenceto70:30recurrenttodevelopmentratio;

xxiii. Adherenceto60:40operationandmaintenancetopersonnelemolumentratio;

xxiv. Adherencetoprocurementregulations;

xxv. Adherencetopublicfinancemanagementregulations;and

xxvi. Functionaldepartmentalauditcommittees.


i. Appreciationoforganizationalmandate;

ii. Relevanceofthevision,missionandcorevaluestothemandate;

iii. Relevanceofthestrategicplantotheorganization’smandate;


iv. Existenceoforganizationalstructure;

v. Existenceofhumanresourcemanagementplan;

vi. Determinedoptimalstaffinglevels;

vii. Existenceofdocumentedservicedeliveryprocedures;

viii. Achievementofannualperformancetargets;

ix. Numberofstaffappraised;

x. Totalannualbudgetagainstthe70:30recurrenttodevelopmentratio;

xi. Annualallocationandexpenditureondevelopmentbudget;

xii. Annualallocationandexpenditureonrecurrentbudget;

xiii. Annualexpenditureonoperationandmaintenanceagainstpersonnelemoluments(60:40);

xiv. Numberofauditqueriesraised;

xv. Cleanfinancialstatements;

xvi. NumberofappealslodgedtoPublicProcurementOversightAuthority(PPOA)andPublicProcurementAuthorityBoard(PPAB)againsttheorganization’sprocurementdecisions;

xvii. Totalamountoffundsallocatedtovulnerablegroupsi.e.cashtransfers,bursaries,loansetc;

xviii. Totalnumberofbeneficiariesofcashtransfers,loans,bursariestargetingvulnerablegroups;

xix. Number of environmental impact assessments undertaken, approved, denied,reviewedandreversed;

xx. Listandnumberofbusinessprocessesdocumented;and

xxi. Listandnumberofbusinessprocessesautomated.

8.3 Responsive, Prompt, Effective, Impartial and Equitable Provision of Services

Inordertorealizethisvaluetheinstitutionsmayadoptthefollowingmeasures:


i. Instituteanorganizationalclientservicecharter;

ii. Instituteagrievancehandlingprocedure;

iii. Simplifyanddocumentoperationalprocedures;

iv. Automatethedocumentedserviceprocedures;

v. Undertakecustomersatisfactionsurveys;

vi. Undertakecorruptionperceptionindexsurveys;

vii. Undertakegovernanceaudits;

viii. Presentorganizationinformationinaccessibleformats;and

ix. Utilizevariedcommunicationoutreachmedia.



i. Developandimplementaclientservicecharter;

ii. Developandimplementagrievancehandlingprocedure;

iii. Numberofservicedeliveryproceduresdocumented;

iv. Numberoffunctionalservicedeliveryprocessesautomated;

v. Levelofcustomersatisfactionindex;

vi. Corruptionperceptionindex;

vii. Governanceauditindex;

viii. Numberofvariouscommunicationmediaused;

ix. Availabilityofbrailleandsignlanguageservices;and

x. Availabilityofhelplines,customerdesks,hotlines,onlineservicesand interactivewebsites,faxandShortMessageServices(SMS).

8.4 Involvement of the People in the Process of Policy Making


i. Establishpublicparticipationguidelines;

ii. Definethestakeholders;

iii. Determinethestructuresnecessaryforpublicparticipation;

iv. Determinelevelsofparticipation;and

v. Providetimelyinformationinaccessibleformatstothepublicandparticipants.


i. Existenceofpublicparticipationguidelines;

ii. Existenceofaninventoryofthestakeholders;

iii. Existenceofastructuredsystemofpublicparticipation;

iv. Recordsofpublicparticipationmeetingsorforums;

v. Numberofpublicpoliciesdeveloped;

vi. Numberofpublicparticipationmeetingsheld;and

vii. Number of participants dis-aggregated by organization, gender, ethnicity anddisabilitystatus.


Figure 1: Public Participation Process Cycle

STEP 1ESTABLISH CONSENSUS

FOR THE OVERALL PUBLIC PARTICIPATION

STEP 2ENGAGE THE

STAKEHOLDERS

STEP 3DEVELOP PUBLIC PARTICIPATION

PLAN

STEP 4IMPLEMENT PUBLIC

PARTICIPATION PROCESS

STEP 5PROVIDE FEEDBACK TO

STAKEHOLDERS

STEP 6EVALUATE PUBLIC

PARTICIPATION

PUBLIC PARTICIPATION

8.5 Accountability for Administrative Acts

Thisrequiresthatpublicofficerstakeresponsibilityfordecisionstheymakeandactionstaken.Toachievethis,thefollowingmeasuresmaybeadopted:


i. Maintenanceofrecords;

ii. Signingofdocuments,correspondence,instructionsanddecisionletters;

iii. Documentationofdecisions;

iv. Maintenanceofcommunicationregisters;

v. Issuanceofinstructionsinwriting;

vi. Publicdisplayofservicechartersandstandardsofservicedelivery;

vii. Performanceappraisals;

viii. Documentedgrievancehandlingprocedures;

ix. Codesofconductandethics;


x. Financialdisclosures;

xi. Maintenanceofconflictofinterestregister;

xii. Maintenanceofgiftregister;

xiii. Performanceagreements;

xiv. Trainingsongoodgovernance;

xv. Corruptionperceptionsurveys;

xvi. Customersatisfactionsurveys;

xvii. Governanceaudits;

xviii. Maintenanceofschedulesofregistrableinterests;and

xix. Documenteddisciplinaryprocedures.


i. Existenceofaservicecharter;

ii. Existenceofdocumentedgrievancehandlingprocedures;

iii. Existenceofperformanceagreements;

iv. Numberofofficersappraised;

v. Numberofofficerstrainedinleadershipandgovernance;

vi. CompliancelevelwiththePublicOfficerEthicsAct;

vii. Corruptionperceptionindex;

viii. Customersatisfactionindex;

ix. Governanceauditindex;

x. Existenceofgiftregisters;

xi. Existenceofdeclarationofconflictofinterestregisters;

xii. Existenceofscheduleofregistrableinterestsregister;

xiii. Numberofdisciplinarycaseshandled;and

xiv. Numberofofficerspunishedforservicemisconduct.

8.6 Transparency and Provision to the Public of Timely, Accurate Information.

Providing the public, who are the recipients of the services with timely and accurateinformationwillfacilitatemeaningfulpublicparticipationandalsocreateanavenueforfeedbackonservicedelivery.Thisvaluemayberealizedthrough:


i. Developandimplementacorporatecommunicationstrategy;

ii. DevelopmentofanInteractivewebsite;

iii. Prepare,publishandpublicizeannualreportsandnewsletters;

iv. DevelopmentofInformationEducationandCommunicationmaterials–magazines,flyers,posters,brochures;

v. Useofdocumentaries,infomercials,talkshows;

vi. Shows,campaigns,exhibitionsandadvertisements;


vii. ParticipationinPublicServiceday,week,month;

viii. Automationofprocessesandservicepoints;

ix. Openplanoffices;

x. Publishingandpublicizingofdocuments;

xi. Peerreviewforums;

xii. Trainingandsensitizations;

xiii. Workshops,conferences,seminarsandsymposiums;and

xiv. Interviews,briefs,supplementsandmeetings.


i. Existenceofacorporatecommunicationstrategy;

ii. Existenceanddisplayofclientservicechartersandcorevalues;

iii. Numberofdocumentspublished;

iv. Numberofdocumentsandpublicationsuploadedinthewebsite;

v. Numberofonlineservicesoffered;

vi. Numberofreportspublishedandpublicized;

vii. Existenceofsuggestionboxesandcustomerhelpdesks;

viii. Numberofdocumentariesmade;

ix. Numberofshows,campaign,advertisementandexhibitionsheld;

x. Numberofpubliccomplaintsmade;

xi. Numberofpubliccomplaintsresolved;

xii. Transparencyinternationalreportranking;

xiii. Existenceoffrequentlyaskedquestions;and

xiv. Existenceoforganizationfact-file.

8.7 Fair Competition and Merit

Thisvaluemayberealizedthrough:


i. Openadvertisementofvacanciesinaccessibleformatstoallpotentialapplicants;

ii. Maintenanceofrecruitmentandselectionrecordsfromapplicationtoappointments;

iii. Allowingofsufficientleadtimetoallapplicantsandshortlistedcandidates;

iv. Establishmentofacompetentandrepresentativerecruitmentandselectionpanel;

v. SettingofarecruitmentandselectioncriteriathattakesintoaccountthediversityoftheKenyapeople;

vi. Determinationofthegenderbalanceratio;

vii. Determination of proportionate representation of ethnic communities in theorganization;

viii. Determinationofthepercentageofpersonswithdisabilitiesintheorganization;

ix. Determinationofnumberofminoritiesandmarginalizedgroupsintheorganization;

x. Establishmentoftheinterviewscheduleandobjectivescoringcriteria;


xi. Makenecessaryprovisionsforpersonswithspecialneeds;

xii. Use of interview formats responsive to all persons including those with specialneeds;

xiii. Maketimelycommunicationoftheinterviewoutcomestotheinterviewees;

xiv. Preparerecruitmentandselectionreportsandissuequarterly,bi-annualandannualreturns;

xv. Publishandpublicizerecruitmentandselectionoutcomes;

xvi. Makenecessaryappointmentsbasedonadvertisedminimumrequirements;

xvii. Ring-fencingofjobsforaffirmativeactionplacements;

xviii. Settingupofmanagementcompetencyframework;

xix. Establishmentofcareerprogressionpaths;and

xx. Establishmentofanassessmentcenterfortestingspecialneedscases.


i. Existenceofrecruitmentandselectionpolicy;

ii. Availabilityofrecruitmentandselectionrecords;

iii. Numberofvacanciesadvertised;

iv. Recordofnumberofapplicants;

v. Numberofshortlistedapplicantsdis-aggregatedbygender,ethnicityanddisabilitystatus;

vi. Numberofrecruitmentandselectionreportspublishedandpublicized;

vii. Thenumberofmenandwomeninthepublicservice;

viii. Proportionaterepresentationofethnicgroupsrelative to theirnationalpopulationsize;

ix. Numberofofficerswithdisabilitiesagainstthefivepercentconstitutionalthreshold;

x. Numberofminoritiesappointedrelativetotheirnationalpopulationsize;

xi. Numberofmarginalizedcommunitiesrelativetotheirnationalpopulationsize;and

xii. Clearjobdescriptions.

8.8 Representation of Kenya’s Diverse Communities



i. ImplementationoftheDiversityManagementPolicy;

ii. Affirmativeactionprogrammes;

iii. Inventoryofmembersofdifferentgenderintheorganization;

iv. Inventoryofmembersofdifferentethnicgroupsintheorganization;

v. Inventoryofpersonswithdisabilitiesintheorganization;and

vi. Inventoryofminoritiesandmarginalizedgroupsintheorganization.



i. ExistenceofDiversityManagementPolicy;

ii. Existenceofaffirmativeactionprogramme;

iii. Ratioofmentowomenintheorganization;

iv. Proportionaterepresentationofethnicgroupsrelative to theirnationalpopulationsizeintheorganization;

v. Percentageofpersonswithdisabilitiesintheorganization;and

vi. Proportionalrepresentationofminoritiesandmarginalizedgroupsintheorganization.

8.9 Affording Adequate and Equal Opportunities for Appointments, Training and Advancement at all Levels of the Public Service of Men and Women, Members of all Ethnic Groups and Persons with Disabilities.


8.9.1 Appointments


i. Maintenance of records of appointments in the organization dis-aggregated bygender,membersofallethnicgroupsandpersonswithdisabilities;

ii. Maintenance of records of persons appointed by minority and marginalizationstatus;

iii. Maintenanceofrecordsofapplicants,shortlistedcandidates,interviewedcandidatesandappointeesdis-aggregatedbygender,ethnicityanddisabilitystatus;

iv. Records of communication to the applicants and shortlisted candidates on thestatusoftheirapplicationsandschedulesofinterviewsandinterviewrequirements;

v. Numberofofficersonprobationaryappointmentintheorganization;

vi. Numberofofficersdueforconfirmationandnotconfirmed;

vii. Numberofinterns,volunteersandjointventuresstaffintheorganization;

viii. Ascheduleofaffirmativeactionprogrammesforminoritiesandmarginalizedgroups;

ix. Preparation and submission of quarterly, bi-annual and annual reports onrecruitmentandselectionintheorganization;and

x. Publishingandpublicizingofrecruitmentandselectionreports.


i. Existenceofrecordsofrecruitmentandselectionprocess;

ii. Proportionate representation of men to women against the two thirds genderprinciple;

iii. Theproportionaterepresentationofethnicgroupsrelativetotheirnationalpopulationsize;

iv. Percentage of personswithdisabilities in the organization against the5percentconstitutionalrequirement;


v. Proportionaterepresentationofminoritiesandmarginalizedgroupsrelativetotheirnationalpopulationsize;

vi. Proportionaterepresentationinappointmentofofficersintheorganizationatthefourlevels(policy;seniormanagement;technical;clericalandsupport)dis-aggregatedbygender,ethnicgroupsanddisability;

vii. Existenceofquarterly,bi-annualandannualreports;and

viii. Evidenceofregistersandpublishedreports.

8.9.2 Training


i. Developmentandimplementationofatrainingpolicy;

ii. Establishmentoforganizationaltrainingcommittee;

iii. Developmentoforganizationalkeycompetencyframework;

iv. Undertakingoforganizationalskillsandcompetencyaudits;

v. Undertakingoftrainingneedsanalysis;

vi. PreparationsofTrainingneedsprojection;

vii. Preparationofanorganizationaltrainingbudget;

viii. Establishmentofacriteriaforequitableallocationoftrainingopportunities;

ix. Preparation,publicationandpublicizingoftrainingreportsonaquarterly,bi-annualandannualbasis;and

x. UndertakingofTrainingImpactAssessment.


i. Existenceofatrainingpolicy;

ii. Existenceofanorganizationaltrainingcommittee;

iii. Existenceoforganizationalkeycompetencyframework;

iv. Existenceofskillsandcompetencyauditreport;

v. TrainingNeedsAnalysisreport;

vi. Approvedtrainingneedsprojections;

vii. Totalallocationoftrainingbudget;

viii. Numberofofficerstraineddis-aggregatedbygender,ethnicityanddisabilitystatus;

ix. Proportionate representation in training of officers in the organization at thefour levels (policy, senior management, technical and clerical and support) dis-aggregatedbygender,ethnicgroupsanddisability;

x. Numberofreportspublishedandpublicized;and

xi. TrainingImpactAssessmentreports.


8.9.3 Advancement


i. Developmentandimplementationofpolicyonpromotions;

ii. Establishmentofacommitteeresponsibleforpromotions;

iii. Establishmentofclearcareerprogressionpaths;

iv. Establishmentofperformanceappraisalsystem;

v. Establishmentofacriteriaforequitableawardofpromotionalopportunities;

vi. Establishmentofaskillsandcompetencyframework;and

vii. Preparation, publication and publicizing of quarterly, bi-annual and annualpromotionreports.


i. Existenceofapolicyonpromotions;

ii. Existenceofcareerprogressionpaths;

iii. Numberofofficersappraised;

iv. Existenceofacommitteeonpromotions;

v. Number of officers promoted dis-aggregated by gender, ethnicity and disabilitystatus;

vi. Proportionate representation of officers promoted in the organization at the fourlevels(policy,seniormanagement,technical,clericalandsupport)dis-aggregatedbygender,ethnicgroupsanddisability;

vii. Existenceofaskillsandcompetencyframework;and

viii. Existenceofpublishedandpublicizedquarterly,bi-annualandannualreports.


9.0 REPORTING

Report–arecord,account,statement,informationonmeasurestaken,progressachievedandimpedimentsontherealizationofthevaluesandprinciplesmentionedinArticles10and232oftheConstitution.

What is reported –baselinemeasurestakentopromoteeachofthevalues,progressmadeintheimplementationofeachofthevalues,theimpedimentsfacedintheimplementationprocessandrecommendationsonresolutionofchallenges.

Who reports –allministries,departmentsandagenciesfallingunderthejurisdictionofthePublicServiceCommission,thechiefexecutiveofficerorauthorizedofficerwillsubmitaquarterly,bi-annualandannualreporttotheCommission.

Reporting linkages- all ministries, department and agencies will make reports to theCommission on a quarterly, bi-annual and annual basis. The quarterly report will besubmitted at the end of months of September, December, March and June. The bi-annualreportwillbesubmittedat theendof themonthofDecemberandtheannualreportattheendofthemonthofJune.Theperiodofreportingwillbethefinancialyearinquestion.

ThePublicServiceCommissionwillundertakeanoversightsurvey from themonthofJuly,AugustandSeptemberinrespectoftheactivitiesoftheprecedingfinancialyear,the survey will target service recipients, and will focus on service delivery standards,thecitizenservicedeliverycharter,workplaceandemployeesatisfaction,citizenservicesatisfaction,governanceauditsandcorruptionperception index.ThisoversightsurveywillbeusedfortemperingthereportsfromMDAs.

The Commission will use the reports from MDAs and its oversight survey findings toprepareastateofthepublicservicereporttothePresidentandParliamentsubmittedattheendofDecembereveryyearinrespectoftheprecedingfinancialyear.

ThereportontheimplementationofvaluesandprincipleswillbefinalizedandapprovedbytheCommissionbyendofNovemberofeverysuccessivefinancialyear(oftheyearunderreview).

ThefinalizedreportwillbesubmittedtothePresidentandtheSpeakeroftheNationalAssemblyandSpeakerof theSenateby31stDecemberof thesuccessiveyearunderreview.

9.1 Types of Reports

a) Promotion of Valuesi. Measurestakentopromotethevalues;

ii. Progressachieved-bothqualitativeandquantitative;

iii. Impedimentstotherealizationofthevaluesandprinciples;and

iv. Recommendations.


b) Monitoring and Evaluation Reportsi. Inspectionreports;

ii. Investigationreports;

iii. Baselinesurveyreport;

iv. Service-widecustomersatisfactionsurveyreport;

v. Service-widecorruptionperceptionsurveyreport;

vi. Service-widegovernanceauditreport;

vii. Service-wideemployeeandworkplacesatisfactionreport;

viii. HumanResourceAuditReport;and

ix. Oversightinstitutionsreports.

9.2 Reporting Timelines

i. Monthly

ii. Quarterly

iii. Bi-annually

iv. Annually

v. Ad-hoc

9.3 Reporting Linkages

The Presidency

Ministries

Oversight Surveys/Studies

Commission

The Senate

State Corporations

The National Assembly

Commissions & Authorities

Agencies


9.4 Reporting Templates

9.4.1 High Standards of Professional Ethics

Quantitative data

S/No. PerformanceIndicator Numbers

1 Numberofprofessionalbodiesrepresentedintheorganization

2 Numberofprofessionalsintheorganization

3 Numberofprofessionalsingoodstanding

4 Numberofprofessionalssupportedtoattendcontinuousprofessionaldevelopment

5 Numberofprofessionalswithcurrentpracticingcertificate/license

6 Numberofprofessionalshonouredforoutstandingperformance

7 Numberofprofessionalswithcomplaintslodgedagainstthem

8 Numbersofprofessionalsdisciplined

9 Numberofprofessionalswithcourtcases

9.4.2 Efficient,EffectiveandEconomicUseofResources

a) Qualitative Narrative

i. Organizationalmandate;

ii. Corefunctions;

iii. Vision;

iv. Mission;

v. Corevalues;

vi. Strategicplan;

vii. Organizationalstructure;

viii. Humanresourcemanagementplans;and

ix. Existenceofdocumentedservicedeliveryprocedures.

b) Quantitative Data

S/No. PerformanceIndicator TotalNo./Allocation

No.Achieved

1 Optimalstaffinglevels

2 Numberofannualperformancetargetsachieved

3 Numberofstaffappraised

4 Totalannualbudget

5 Annualallocationondevelopment

6 Annualallocationonrecurrent


S/No. PerformanceIndicator TotalNo./Allocation

No.Achieved

7 Annualexpenditureondevelopment

8 Annualexpenditureonrecurrent

9 AnnualexpenditureonOperationsandMaintenance(O&M)

10 Annualexpenditureonpersonalemoluments

11 Numberofauditqueriesraised

12 Numberofqualifiedopinions

13 NumberofappealslodgedtoPPOAandPPAB

13 Numberofbusinessprocessesdocumented

14 Numberofbusinessserviceprocessesautomated

15 Numberofperformancetargetsachieved

9.4.3 Responsive, Prompt, Effective, Impartial and Equitable Provision of Services


i. Availabilityofaclientservicecharter;

ii. AvailabilityofBrailleandsignlanguageservices;and

iii. Availabilityoffrontofficeservices.


S/No. PerformanceIndicator Number/Index

1 Numberofservicedeliveryproceduresdocumented

2 Numberoffunctionalservicedeliveryprocessesautomated

3 LevelofCustomerSatisfactionIndex

4 CorruptionPerceptionIndexlevel

5 GovernanceAuditIndex

6 Numberofvariouscommunicationmediaused

9.4.4 Involvement of People in the Process of Policy Making


i. ExistenceofPublicparticipationguidelines;

ii. Existenceofaninventoryofstakeholders;

iii. Existenceofsystemsandstructuresforpublicparticipation;and

iv. Recordsofpublicparticipationmeetingsorprograms.



S/No. PerformanceIndicator Number

1 Numberofpublicpoliciesdeveloped

2 Numberofpublicparticipationmeetingsheld

3 Numberofparticipantsdis-aggregatedbyorganization,gender,ethnicityanddisabilitystatus

Organization Gender Ethnicity Disability

9.4.5 Accountability for Administrative Acts


i. Existenceofaservicecharter;

ii. Existenceofdocumentedgrievancehandlingprocedures;

iii. Existenceofperformanceagreements;

iv. Existenceofagiftregister;

v. Existenceofdeclarationofconflictofinterestregister;and

vi. Existenceofscheduleofregistrableinterests.


S/No. PerformanceIndicator Number/%/Index

1 Numberofofficersappraised

2 Numberofofficerstrainedinleadershipandgovernance

3 CustomerSatisfactionIndex

4 CorruptionPerceptionIndex

5 GovernanceAuditIndex

6 CompliancelevelwithPOEA,Cap183

7 Numberofofficerspunishedforservicemisconduct

8 Numberofgiftsdeclared

9 Numberofconflictsofinterestsrecorded

9.4.6 Transparency and Provision to the Public of Timely and Accurate Information


i. Existenceofcorporatecommunicationsstrategy;

ii. Existenceofdisplayedclientservicecharterandcorevalues;and

iii. Existenceoffrontofficeservices.



S/No. PerformanceIndicator Number/Ranking

1 Numberofdocumentspublished

2 Numberofdocumentsandpublicationsuploadedonthewebsite

3 Numberofonlineservicesoffered

4 Numberofreportspublishedandpublicized

5 Numberofdocumentariesmade

6 Numberofshows,campaigns,advertisementsandexhibitionsmade

7 Numberofpubliccomplaintsmade/lodged

8 Numberofpubliccomplaintsresolved

9 Transparencyinternationalranking

9.4.7 Fair Competition and Merit as a Basis for Appointments in the Public Service


i. Existenceofrecruitmentandselectionpolicy;

ii. Availabilityofrecruitmentandselectionrecords;and

iii. Clearjobrequirements.


S/No. PerformanceIndicator Number

1 Numberofvacanciesadvertised

2 Numberofapplicants

3 Numberofshortlistedapplicantsdis-aggregatedbygender,ethnicityanddisabilitystatus

4 Numberofrecruitmentandselectionreportspublishedandpublicized

5 Numberofmenandwomeninthepublicservice

6 Proportionaterepresentationofethnicgroupsrelativetotheirnationalpopulationsize

7 Numberofofficerswithdisabilitiesagainstthe5%constitutionalthreshold

8 Numberofminoritiesappointedrelativetotheirnationalpopulationssize

9 Numberofmarginalizedcommunitiesrelativetotheirnationalpopulationsize


9.4.8 Representation of Kenya’s Diverse Communities


i. Existenceofdiversitymanagementpolicy;and

ii. Existenceofaffirmativeactionprogramme.


S/No. PerformanceIndicator Ratio/%

1 Ratioofmentowomenintheorganization

2 Proportionaterepresentationofethnicgroupsrelativetotheirnationalpopulationsize

3 Percentageofpersonswithdisabilityintheorganization

4 Proportionaterepresentationofminoritiesandmarginalizedgroupsintheorganization

9.4.9 Affording Adequate and Equal Opportunities in Appointment, Training and Advancement at all Levels of the Public Service for Men and Women, Members of all Ethnic Groups and Persons With Disabilities

A. Appointmentsa) Qualitative Narrative

i. Existenceofrecordsofrecruitmentandselectionprocess;and

ii. Existenceofquarterly,bi-annualandannualreports.


S/No. PerformanceIndicators Ratio/%

1 Proportionaterepresentationofmentowomenagainstthetwothirdsgenderprinciple

2 Theproportionaterepresentationofethnicgroupsrelativetotheirnationalpopulationsize

3 Percentageofpersonswithdisabilityintheorganizationagainstthe5%Constitutionalrequirement

4 Proportionaterepresentationinappointmentofofficersintheorganizationatthefourlevels(policy,seniormanagement,technicalandclerical/support)dis-aggregatedbygender,ethnicgroupsanddisability

B. Traininga) Qualitative Narrative

i. Existenceofatrainingpolicy;

ii. Existenceofanorganizationtrainingcommittee;

iii. Existenceoforganizationalkeycompetencyframework;


iv. Existenceofskillsandcompetencyauditreport;

v. Trainingneedsanalysisreport;

vi. TrainingNeedsProjections;and

vii. TrainingImpactAssessmentreport.


S/No. PerformanceIndicators Number/Ratio

1 Totalallocationoftrainingbudget

2 Numberofofficerstraineddis-aggregatedbygender,ethnicityanddisabilitystatus

3 Proportionaterepresentationintrainingofofficersintheorganizationatthefourlevels(policy,seniormanagement,technicalandclericalandsupport)dis-aggregatedbygender,ethnicgroupsanddisability

4 Numbersofreportspublishedandpublicized

C. Advancementa) Qualitative Narrative

i. Existenceofapolicyonpromotions;

ii. Existenceofcareerprogressionpaths;

iii. Existenceofcommitteeonpromotions;

iv. Existenceofskillsandcompetencyframework;and

v. Existenceofpublishedandpublicizedquarterly,bi-annuallyandannualreports.


S/No. PerformanceIndicators Number/Ratio

1 Totalnumberofofficerspromoted

2 Numberofofficersappraised

3 Numberofofficerspromoteddis-aggregatedbygender,ethnicityanddisabilitystatus

4 Proportionaterepresentationofofficerspromotedintheorganizationatthefourlevelsdis-aggregatedbygender,ethnicgroupsanddisability


10.0 POLICY GUIDELINES ON DIVERSITY MANAGEMENT AND AFFIRMATIVE ACTION PROGRAMME

ItisrecommendedthatMDAsusethefollowingpolicyguidelinesinordertofacilitateeaseofimplementationofthevaluesandprinciples.

10.1 Fair Competition and Merit as a Basis for Appointments in the Public Service

Fair competition relates to the timely accessibility to employment opportunities to allpersonsandincludesopenandtransparentadvertisementofvacancies.

Merit relates to the possession of requisite qualifications, competencies and skillsnecessaryfortheperformanceoftheadvertisedjobandincludes:

a) meritatentrylevel-requiresthepersonseekingappointmenttopossessrequisitequalifications,knowledge,skillsand/orcompetenciesnecessaryfortheperformanceoftheadvertisedjob;and

b) meritforservingofficers-requirespossessionofrequisitequalifications,knowledge,skills,competencies,anddemonstrableperformancemilestonesnecessaryfortheperformanceoftheadvertisedjob.

A. Diverse Communities

Thesearetheminorities,marginalizedgroupsandcommunities.

B. Determination of ‘adequate and equal opportunities in appointments, training and advancement’

Adequateandequalopportunitiesinrespectto:

a) menandwomenreferstotheadherenceoftwothirdgenderprinciple;

b) membersofallethnicgroupsproportionateallocationofopportunitiesrelativetothenationalpopulationsizeoftheethnicgroup;and

c) compliancewiththefivepercentrequirementforpersonswithdisabilities.

C. Determination of ‘all levels of the public service’

Thiscanbeclassifiedintothesixcategoriesasfollows:

a) JG‘A-D’–supportstaffwithoutpost-secondaryeducationqualifications;

b) JG‘E-H’–technicalstaffwithCertificates/Diploma/higherNationalDiploma;

c) JG‘J-M’–TechnicalstaffwithBachelor’sdegreesqualifications/post-qualifications;

d) JG‘N-Q’–MiddleManagement;

e) JG‘R-T’–SeniorManagement;and

f) JG‘U-andabove’–ChiefExecutives/policylevel.


D. Proportionate Representation of Members of all Ethnic Communities

Thisistheproportionaterepresentationofmembersofallethnicgroupsrelativetotheirnationalpopulationsize.Theproposedredressmechanismsmayinclude:

a) establishment of the ratio of representation of each of the twenty two ethniccommunitiesrelativetotheirnationalpopulationsize;

b) determinationofgrossunder-representationandover-representationratioplusorminusthemedianvariance;

c) determinationoftherangesofvarianceintermsofgross,moderateandnormal;

d) thedeterminationofaffirmativeactionmeasuresredressingtheover-representationandunder-representationasfollows:

i. Grossover-representationorunder-representationwithavarianceofplus3%orminus3%,

ii. moderateover-representationorunder-representationwithavarianceofplus2%orminus2%,

iii. normalover-representationorunder-representationwithavarianceofplus1%orminus1%,

e) thedeterminationoftheperiodforaffirmativeactiontobeusedbytheCommissionfor the progressive application of affirmative action programmes to redress theethnicimbalancesinthepublicservice;

f) theConstitutionhasgiventwentyyearsfortheapplicationofaffirmativeactionforredressingissuesofmarginalizedcommunitiesandgroups;and

g) marginalizedcommunitiesarethoseresidentinthefourteencountiesidentifiedbytheCommissionforRevenueAllocationtobenefitfromtheequalizationfund.

E. Determination of the Formula for the Definition of Minorities

Minorities–ethniccommunitieswhosepopulationsizeislessthanathirdofanaveragesizeofanethniccommunity(thetotalpopulation,40milliondividedbythenumberofethnicgroups,42,multipliedbyathird)

40 million Kenyans divide by 42 ethnic groups = 952,381(average population of anethniccommunity)

Athirdof952,381(averagenumberofethnicgroup)=238,098(minority)

TheaveragenumberoftheKenyanethnicpopulationagainstthe42ethniccommunitiesis952,381athirdofwhichis238,098.Anyethniccommunityboastinglessthan238,000personscanthereforebeconsideredanethnicminority.

Itdoesnotfollowhoweverthateveryethniccommunitywhichislessthan238,000innumberisnecessarilyunder-representedorover-represented.Eachofthecommunitieswill need to be considered in terms of its actual proportionate representation. Thecommunitieswithlessthan238,000membersforthispurposeofdeterminingminoritiesmaybeconsideredethnicminorities.


F. Constitutional Interpretation (Article 260)

Marginalizedgroupmeansagroupofpeoplewho,becauseoflawsorpracticesbefore,on,oraftertheeffectivedateoftheConstitution,wereoraredisadvantagedbydiscriminationononeormoreofthegroundsinArticle27(4).Thegroundsfordiscriminationinclude:race,sex,pregnancy,maritalstatus,healthstatus,ethnicorsocialorigin,colour,age,disability,religion,conscience,belief,culture,dress,languageorbirth.

Marginalizedcommunitymeans:

a) acommunitythat,becauseofitsrelativelysmallpopulationorforanyotherreason,hasbeenunable to fullyparticipate in the integratedsocialandeconomic lifeofKenyaasawhole;

b) atraditionalcommunitythat,outofaneedordesiretopreserveitsuniquecultureand identity from assimilation, has remained outside the integrated social andeconomiclifeofKenyaasawhole;

c) an indigenouscommunity thathasretainedandmaintaineda traditional lifestyleandlivelihoodbasedonahunterorgatherereconomy;or

d) pastoral persons and communities, whether they are nomadic or settled, that,becauseofrelativegeographicisolation,haveexperiencedonlymarginalparticipationintheintegratedsocialandeconomiclifeofKenyaasawhole.

10.2 Policy and Legislative Framework

The state is required to put in place affirmative action programmes to ensure thatminoritiesandmarginalizedgroupsareprovidedwithspecialopportunitiesforaccesstoemployment(Article56oftheConstitution).

Section10(1)and(2)ofthePublicServiceValuesandPrinciplesAct,2015providesthat:

1) Thepublic service,apublic institutionoranauthorizedofficer shall ensure thatpublicofficersareappointedandpromotedon thebasisof faircompetitionandmerit.

2) Despite subsection1, thepublic servicemayappoint orpromotepublic officerswithoutunduerelianceonfaircompetitionormeritif-

a) a community in Kenya is not adequately represented in appointments to orpromotionsinthepublicserviceorinapublicinstitution;

b) thebalanceofgenderinthepublicserviceorinapublicinstitutionisbiasedtowardsonegender;

c) anethnicgroupisdisproportionatelyrepresentedinthepublicserviceorinapublicinstitution;or

d) personswithdisabilitiesarenotadequatelyrepresentedinthepublicserviceorinapublicinstitution.


10.3 National Values Policy

Thenationalvaluespolicyprovidesthat:

a) equitable allocation of resources and opportunitieswill be achievedby ensuringadequateandequalopportunitiesforappointment,trainingandadvancement,atalllevelsofthepublicservice,includingnationalandcountylevels,for

(i) menandwomen;

(ii)themembersofallethnicgroups;and

(iii)personswithdisabilities;

b) equitableallocationofresourcesandopportunitieswillbeachievedbypromotingandinculcatingvaluesofrespectforhumanrightsandhumandignity,equity,socialjustice, equality and equal opportunities, inclusiveness, non-discrimination andprotectionofthemarginalized.Thesemayberealizedinthepublicservicethroughequitableallocationofemploymentopportunities;and

c) someofthemeasurestobetakenincludeenhancedpovertyalleviationprogrammes,promotionofequitabledistributionofresourcesandopportunities,andtheinitiationandimplementationofaffirmativeactionformarginalizedgroupsthroughprovisionofequitableemploymentopportunities.Thiswillmeanpublic resourcesshallbedistributed equitably as far as is practicable geographically taking into accountdiversity,populationandpovertyindex.

10.4 Public Service Values and Principles Policy

Thispolicyprovidesthatallpublicinstitutionsshall:

i. apply affirmative action in the in-service training for persons with disabilities,marginalized communities and minorities to enable them compete on an equalbasiswithothers;

ii. ensurethatallpublicofficersareprovidedwithadequatetrainingopportunitiesforcareeradvancementinthepublicserviceespeciallyif it isusedasacriterionforpromotion;

iii. conductabaselinesurveyandsubsequentannual surveys toestablishboth thelevelandstatusofrepresentationinthepublicserviceascomparedtothegeneralpopulationinkeyareasincludingdisabilitystatus,race,ethnicityandreligion;

iv. develop and implement a diversity management policy, including strategies foraffirmativeaction,toredressdiversitygapsinthepublicservicewithinfiveyearsofcomingintoforceofthediversitymanagementpolicywhichprovidesformodalitiesforapplicationofaffirmativeactionprogramme;and

v. establish the proportionate representation gaps against the ideal representationratioperethniccommunityandapplyaffirmativeactionmeasurerstoredressthegaps.

10.5 Minorities and Marginalized Groups

TheConstitutionhasestablishedfivedifferentcategoriesofminoritiesandmarginalizedgroups.Theseareminoritiesandmarginalizedgroupsbasedon:


a) populationsize;

b) theneedtopreserveuniqueculturalidentity;

c) hunterandgatherereconomy;

d) pastoralcommunitieswhethernomadicorsettled;and

e) pastdiscriminativelaws,policiesorpractices.

TheCommissionforRevenueAllocation(CRA)hasdeterminedmarginalizedcountiesinthepolicyonthecriteriaforidentifyingmarginalizedareasandsharingoftheequalizationfund.Thefourteencountiesidentifiedasmarginalizedare:

Turkana;Mandera;Wajir;Marsabit; Samburu;WestPokot; TanaRiver;Narok;Kwale;Garissa;Kilifi;TaitaTaveta;Isiolo;andLamu.

Theindigenouscommunitiesintheseareasare:

Table 2: List of Marginalized Counties

S/No. COUNTY ETHNICGROUPS

1 Turkana TurkanaandElMolo

2 Mandera SomalisandBurji

3 Wajir Somalis

4 Marsabit Borana,Rendile,ElMolo,Turkana,SamburuandBurji

5 Samburu SamburuandTurkana

6 WestPokot Pokot

7 TanaRiver Orma,Pokomo,Gala,GoshaandKonso

8 Narok MaasaiandOgiek

9 Kwale Digo,Duruma,Dahalo,JibanaandKambe

10 Garisa Somalis

11 Kilifi Giriama,Rabai,Ribe,KaumaandChonyis

12 TaitaTaveta TaitasandTavetas

13 Isiolo Gabra,BoranasandSomalis

14 Lamu Boni,BajuniandAmu

15 Others Iljemus,Dorobos,Sengwer,SabaotandTachoni

A. Determination of minorities and marginalized groups based on population size

Theseinclude:Basuba;Walwana;Mbeere;Nubi;Tavetas;Tharakas;Ilchamus;Borana;Burji;Dasenache;ElMolo;Gabra;Galla;Gosha;Konso;Orma;Rendile;Sakuye;Waata;Galjeel;KenyanArabs;KenyanAsians;KenyanEuropeansandKenyaAmericans.

B. Determination of minorities and marginalized communities based on preservation of unique cultural identity:

Theseinclude:Maasai;Turkana;Samburu;ElMolo;Boni;Ogiek;DoroboandPokot


C. Determination of the minority and marginalized groups based on hunter gatherer economy:

Theseinclude:Dorobo;ogiekandBoni.

D. Determination minority and marginalized groups based on pastoralist way of life

These include:Maasai; Turkana; Samburu;Pokot; Somali;Orma;Borana;Gabra andRendile.

E. Determination of minority and marginalized groups based on the criteria of those disadvantaged by past laws, policies and practices

TheseareGroupsresidentintheformerdesignatednorthernfrontierdistrictcomprisingofpresentday:Turkana;Marsabit;Somali;Garissa;IsioloandSamburu.

F. Determination of minority and marginalized groups based on discrimination on the basis of any one or more of the grounds listed in Article 27 (4) of the Constitution

Thegroundsinclude:race,sex,pregnancy,maritalstatus,healthstatus,ethnicorsocialorigin,colour,age,disability,religion,conscience,belief,culture,dress,languageorbirth.

10.5.1 Proposed Percentage Consideration during Recruitment/Appointment by Ethnicity

Thisanalysispresentsfourscenariosforconsiderationduringrecruitment/appointment.The proposed percentages, under each scenario, have been arrived at taking intoconsiderationthecurrentsituationinthecivilservice,intermsofethnicrepresentation,andarebasedondatacontainedinthe2013/14compliancewithValuesandPrinciplessurveyreportofDecember2014.

A comparison of the ethnic percentage representation in the service and populationproportions indicates that, outof the38ethnicgroupswhosedata is available,18ofthemareunder-represented,withtheSomali,Turkana,LuhyaandSamburuasthemostunder-represented,inthatorder.Theglobalover-representation,whichisalsotheunder-representation,is14.49percent.

Asaresult,scenario1preservesthe14.49percent(equivalent)ofallpositionstocushiontheunder-represented.Thesepostsaresharedaccording to themagnitudeofunder-representation, while the remaining 85.51 percent is shared proportionately amongall ethnic groups (under-represented and over-represented), yielding the percentagesindicatedas (%)Proposed inTable3.Asevident from thescenario results, theover-representedethnicitieshaveaproposedpercentagewhichislessthantheirpopulationproportionandviceversa.However,theperiodbeforeattainingproportionalityisvaried;for example, it will take Turkana and Samburu 39.8 years and 77.1 years to attainproportionality,respectively.

Scenario 2 considers the total current posts occupied by the 38 ethnic groups andapportions,toeachethnicgroup,theidealnumberbasedonthepopulationproportion.Therateof increaseordecreasefromthecurrentpositiontotheideal inthenextfive(5) years is determined and presented in Table 4. From the result, over-representedethnicgroupshaveapercentagereductionindicatedagainstthemandanadditionfor


theunder-represented.Inthiscase,vacanciesandexitsshouldbesharedaccordingtotheproposedpercentages.

Scenarios3,4and5considersthecurrentpercentrepresentationintheserviceforeachethnicgroupandassumingequalannualgrowth,determinestherateofgrowthrequiredto attain zero difference between ethnic population proportion and ethnic percent inserviceforeach.Ineachcase,theanalysisusedtheInvestmentRateofReturn(IRR)formula.Stepwise,thepopulationproportionforeachethnicgroupwasdividedbytherespectivenumberofyears(inthiscase20,10and5)andassumedtheresulttobetheannualgrowth,whilethefirstyear,yearzero,assumedthecurrentpercentintheservicevalue.ThisinformationwasfittedintotheformulayieldingtheresultspresentedinTables5,6and7respectively.

Points to Note

1. Thisanalysisdoesnottakeintoconsiderationtherateofexitfromtheserviceforeachethnicgroup.Hence, itassumesthatthecurrentproportionsinservicewillbethereinthenext20,10and5yearsforscenario’s3,4and5.Ifavailable,theanalysis would net-out the exits and re-work the percentages based on the netpopulationproportionsforscenario’s3,4and5;

2. Theaveragenumberofvacanciesandexitsannuallyneedstobedeterminedformeaningfulapportioning;

3. The annual monitoring and evaluation report shows that the two thirds genderprincipleisadheredto;and

4. Theservice, further,has0.56percentof staffasPWDs.Hence, to realize the5percent stipulated in the Constitution in the next five years, 54.8 percent of allvacanciesshouldgotowardsPWDs.Again,theaveragenumberofvacanciesneedtobeestablished.


Scenario I: Considering both Under and Over-Representation

Table 3: Considering both Under/Over-Representation

S/No. Ethnicity Number PercentinService

PopulationProportion

%Proposed

1 Ajuran 1 0.005 0.005 0.004

2 Bajun 24 0.12 0.12 0.104

3 Basuba 140 0.148 0.36 0.555

4 Boran 600 0.636 0.042 0.036

5 Burji 41 0.043 0.06 0.072

6 Degodia 9 0.04 - -

7 Dorobo 26 0.028 0.09 0.149

8 Elmolo 899 0.953 0.01 0.009

9 Embu 1780 1.888 0.85 0.738

10 Gabra 136 0.144 0.23 0.298

11 Gureeh 18 0.09 - -

12 Kalenjin 12082 12.814 11.24 9.756

13 Kamba 10321 10.946 10.19 8.844

14 KenyaArab 146 0.155 0.11 0.095

15 KenyanAsian 25 0.027 0.12 0.211

16 Kikuyu 21567 22.874 17.33 15.042

17 Kisii 6652 7.055 5.77 5.008

18 Kuria 207 0.22 0.68 1.117

19 Luhya 11487 12.183 13.97 14.173

20 Luo 9995 10.601 10.58 9.183

21 Maasai 1563 1.658 2.2 2.531

22 Mbeere 271 0.287 0.44 0.557

23 Meru 3,815 4.046 4.34 4.104

24 Miji_Kenda 5823 6.176 5.15 4.470

25 Murulle 2 0.01 - -

26 Njemps 181 0.192 0.09 0.078

27 Ogaden 9 0.04 - -

28 Orma 135 0.143 0.17 0.178

29 OtherKenyan 16 0.08 1.74 3.413

30 Rendille 109 0.116 0.16 0.189

31 Samburu 295 0.313 0.62 0.890

32 Somali 1751 1.857 6.25 10.459

33 Swahili 448 0.475 0.29 0.252




%Proposed

34 Taita 1375 1.458 0.72 0.625

35 Taveta 476 0.505 0.05 0.043

36 Teso 345 0.366 0.89 1.373

37 Tharaka 191 0.203 0.46 0.694

38 Turkana 384 0.407 2.59 4.750

Scenario II: Considering Ideal Number in Service

Thisscenarioconsiderstheidealnumberintheservice

Table 4: Considering the Ideal Number in Service

S/No. Ethnicity Number IdealNo. PercentinService


%Proposed

1 Ajuran 1 5 0.005 0.005 12.38

2 Bajun 24 114 0.12 0.12 12.38

3 Basuba 140 343 0.148 0.36 6.63

4 Boran 600 40 0.636 0.042 -14.11

5 Burji 41 57 0.043 0.06 2.33

6 Degodia 9 0 0.04 - -

7 Dorobo 26 86 0.028 0.09 9.11

8 Elmolo 899 10 0.953 0.01 -20.16

9 Embu 1780 811 1.888 0.85 -4.92

10 Gabra 136 219 0.144 0.23 3.39

11 Gureeh 18 0 0.09 - -

12 Kalenjin 12082 10718 12.814 11.24 -0.80

13 Kamba 10321 9717 10.946 10.19 -0.40

14 KenyaArab 146 105 0.155 0.11 -2.16

15 KenyanAsian 25 114 0.027 0.12 12.00

16 Kikuyu 21567 16525 22.874 17.33 -1.75

17 Kisii 6652 5502 7.055 5.77 -1.26

18 Kuria 207 648 0.22 0.68 8.66

19 Luhya 11487 13321 12.183 13.97 1.02

20 Luo 9995 10089 10.601 10.58 0.06

21 Maasai 1563 2098 1.658 2.2 2.05

22 Mbeere 271 420 0.287 0.44 3.08

23 Meru 3,815 4138 4.046 4.34 0.55

24 Miji_Kenda 5823 4911 6.176 5.15 -1.13


S/No. Ethnicity Number IdealNo. PercentinService


%Proposed

25 Murulle 2 0 0.01 - -

26 Njemps 181 86 0.192 0.09 -4.68

27 Ogaden 9 0 0.04 - -

28 Orma 135 162 0.143 0.17 1.26

29 OtherKenyan 16 1659 0.08 1.74 51.66

30 Rendille 109 153 0.116 0.16 2.35

31 Samburu 295 591 0.313 0.62 5.04

32 Somali 1751 5960 1.857 6.25 9.37

33 Swahili 448 277 0.475 0.29 -3.11

34 Taita 1375 687 1.458 0.72 -4.38

35 Taveta 476 48 0.505 0.05 -12.45

36 Teso 345 849 0.366 0.89 6.66

37 Tharaka 191 439 0.203 0.46 6.11

38 Turkana 384 2470 0.407 2.59 15.23

Scenario III: Attaining Proportionality in 20 Years

Toattainproportionalityinthenext20years,thefollowingaretheproposedpercentages

Table 5: Attaining Proportionality in 20 Years



%Proposed

1 Ajuran 1 0.005 0.005 0.005

2 Bajun 24 0.12 0.12 0.118

3 Basuba 140 0.148 0.36 0.393

4 Boran 600 0.636 0.042 0.034

5 Burji 41 0.043 0.06 0.061

6 Degodia 9 0.04 - -

7 Dorobo 26 0.028 0.09 0.102

8 Elmolo 899 0.953 0.01 -

9 Embu 1780 1.888 0.85 0.783

10 Gabra 136 0.144 0.23 0.238

11 Gureeh 18 0.09 - -

12 Kalenjin 12082 12.814 11.24 10.958

13 Kamba 10321 10.946 10.19 9.989




%Proposed

14 KenyaArab 146 0.155 0.11 0.105

15 KenyanAsian 25 0.027 0.12 0.144

16 Kikuyu 21567 22.874 17.33 16.674

17 Kisii 6652 7.055 5.77 5.589

18 Kuria 207 0.22 0.68 0.768

19 Luhya 11487 12.183 13.97 13.972

20 Luo 9995 10.601 10.58 10.439

21 Maasai 1563 1.658 2.2 2.233

22 Mbeere 271 0.287 0.44 0.454

23 Meru 3,815 4.046 4.34 4.312

24 MijiKenda 5823 6.176 5.15 4.998

25 Murulle 2 0.01 - -

26 Njemps 181 0.192 0.09 0.083

27 Ogaden 9 0.04 - -

28 Orma 135 0.143 0.17 0.171

29 OtherKenyan 16 0.08 1.74 3.585

30 Rendille 109 0.116 0.16 0.163

31 Samburu 295 0.313 0.62 0.659

32 Somali 1751 1.857 6.25 7.152

33 Swahili 448 0.475 0.29 0.274

34 Taita 1375 1.458 0.72 0.668

35 Taveta 476 0.505 0.05 0.041

36 Teso 345 0.366 0.89 0.971

37 Tharaka 191 0.203 0.46 0.497

38 Turkana 384 0.407 2.59 3.366


Scenario IV: Attaining Proportionality in 10 Years





%Proposed

1 Ajuran 1 0.005 0.005 0.0045

2 Bajun 24 0.12 0.12 0.115

3 Basuba 140 0.148 0.36 0.414

4 Boran 600 0.636 0.042 0.027

5 Burji 41 0.043 0.06 0.061

6 Degodia 9 0.04 - -

7 Dorobo 26 0.028 0.09 0.111

8 Elmolo 899 0.953 0.01 -

9 Embu 1780 1.888 0.85 0.711

10 Gabra 136 0.144 0.23 0.241

11 Gureeh 18 0.09 - -

12 Kalenjin 12082 12.814 11.24 10.479

13 Kamba 10321 10.946 10.19 9.601

14 KenyaArab 146 0.155 0.11 0.099

15 KenyanAsian 25 0.027 0.12 0.164

16 Kikuyu 21567 22.874 17.33 15.754

17 Kisii 6652 7.055 5.77 5.314

18 Kuria 207 0.22 0.68 0.833

19 Luhya 11487 12.183 13.97 13.675

20 Luo 9995 10.601 10.58 10.094

21 Maasai 1563 1.658 2.2 2.215

22 Mbeere 271 0.287 0.44 0.456

23 Meru 3,815 4.046 4.34 4.196

24 MijiKenda 5823 6.176 5.15 4.759

25 Murulle 2 0.01 - -

26 Njemps 181 0.192 0.09 0.075

27 Ogaden 9 0.04 - -

28 Orma 135 0.143 0.17 0.168

29 OtherKenyan 16 0.08 1.74 5.272

30 Rendille 109 0.116 0.16 0.162

31 Samburu 295 0.313 0.62 0.679




%Proposed

32 Somali 1751 1.857 6.25 7.842

33 Swahili 448 0.475 0.29 0.254

34 Taita 1375 1.458 0.72 0.611

35 Taveta 476 0.505 0.05 0.034

36 Teso 345 0.366 0.89 1.024

37 Tharaka 191 0.203 0.46 0.520

38 Turkana 384 0.407 2.59 4.033

Scenario V: Attaining Proportionality in 5 Years





%Proposed

1 Ajuran 1 0.005 0.005 0.004

2 Bajun 24 0.12 0.12 0.107

3 Basuba 140 0.148 0.36 0.449

4 Boran 600 0.636 0.042 0.018

5 Burji 41 0.043 0.06 0.060

6 Degodia 9 0.04 - -

7 Dorobo 26 0.028 0.09 0.127

8 Elmolo 899 0.953 0.01 -

9 Embu 1780 1.888 0.85 0.595

10 Gabra 136 0.144 0.23 0.243

11 Gureeh 18 0.09 - -

12 Kalenjin 12082 12.814 11.24 9.637

13 Kamba 10321 10.946 10.19 8.908

14 KenyaArab 146 0.155 0.11 0.088

15 KenyanAsian 25 0.027 0.12 0.198

16 Kikuyu 21567 22.874 17.33 14.180

17 Kisii 6652 7.055 5.77 4.837

18 Kuria 207 0.22 0.68 0.943

19 Luhya 11487 12.183 13.97 13.098

20 Luo 9995 10.601 10.58 9.464

21 Maasai 1563 1.658 2.2 2.171

22 Mbeere 271 0.287 0.44 0.458




%Proposed

23 Meru 3,815 4.046 4.34 3.978

24 Miji_Kenda 5823 6.176 5.15 4.344

25 Murulle 2 0.01 - -

26 Njemps 181 0.192 0.09 0.064

27 Ogaden 9 0.04 - -

28 Orma 135 0.143 0.17 0.161

29 OtherKenyan 16 0.08 1.74 8.331

30 Rendille 109 0.116 0.16 0.160

31 Samburu 295 0.313 0.62 0.711

32 Somali 1751 1.857 6.25 9.014

33 Swahili 448 0.475 0.29 0.222

34 Taita 1375 1.458 0.72 0.517

35 Taveta 476 0.505 0.05 0.024

36 Teso 345 0.366 0.89 1.110

37 Tharaka 191 0.203 0.46 0.557

38 Turkana 384 0.407 2.59 5.218


11.0 DIVERSITY MANAGEMENT ACTION PLAN

Table 8: Diversity Management Action Plan Template

Value/prin-ciple

Baselineinformation/dataVariance

Recom-mendedAction

Timelines

Representa-tionofKen-ya’sdiversecommunities

Minorities Over-represen-tation

Under-represen-tation

Marginalizedgroups

Gender

Ethnicgroups

Disability

Adequateandequalop-portunitiesinappointmentsatalllevelsofthepublicservice

Minorities

Marginalizedgroups

Gender

Ethnicgroups

PersonswithDis-ability

Adequateandequalop-portunitiesintrainingatalllevelsofthepublicservice

Minorities

Marginalizedgroups

Gender

Ethnicgroups


Adequateandequalopportunitiesinpromotionsatalllevelsofthepublicservice

Minorities

Marginalizedgroups

Gender

Ethnicgroups



11.1 AffirmativeActionProgramme

11.1.1 Minorities and Ethnicities

MinoritiesareathirdofanaverageKenyanethniccommunitydeterminedthroughdividingthe totalpopulationofKenyaby the42ethniccommunitiesandgettinga thirdof theaveragenumber.Hence40,000,000/42=957,000/4=238,000(theethnicminority).

Table 9: Affirmative Action for Minorities and Ethnicities Template

Minorities Proportion-aterepre-sentation

Variance(+or-)

*Rating(accept-able,moderate,gross)

Recommend-edredress

Timelines

*+ or – 3 = gross deviation

This category is considered gross over-representation or under-representation wherethe remedial action is immediate and radical. In the case of over-representation therecruitmentofnewappointmentsintheservicearefrozenattheproportionateleveluntilthedeviationisbroughtdownto-1considerednormal.Incaseofunder-representationtheappointmentsshouldbeenhancedforthatcategoryuntilthedeviationlevelis+1.

*+ or - 2 = moderate deviation

Thiscategoryisconsideredmoderateover-representationorunder-representationwheretheremedialactionismediumterm.Inthecaseofover-representationtherecruitmentofnewappointmentsintheservicearefrozenattheproportionateleveluntilthedeviationisbroughtdownto-1considerednormal.Incaseofunder-representationtheappointmentsshouldbeenhancedforthatcategoryuntilthedeviationlevelis+1or-1.

*+ or – 1= acceptable deviation

Thiscategoryisconsiderednormalover-representationorunder-representationwheretheremedialactionwillbetemperedbynaturalattrition.Inthecaseofunder-representationtherecruitmentofnewappointmentsintheserviceareallowedtofluctuatearoundtheplusandminusuntilitlevelsout.

11.1.2 Marginalized Groups and Communities

ThiscategoryisasdefinedunderArticle260oftheConstitutiononmarginalizedgroupsand marginalized communities. The Commission for Revenue Allocation has alsodetermined the14marginalizedcounties tobenefit from the equalization fund for thetwentyyearperiod.


11.1.3 Gender

a) Appointments

TheConstitutionrequiresatwothirdsgenderbalanceinappointiveandelectivepositions.Wheretherewasanhistoricalimbalance,thetwothirdgenderbalanceistobeattainedprogressively. The progressive attainment of the balance however needs to be time-bound.

Article 232(1) (i) provides for the affording of adequate and equal opportunities inappointmentsofmenandwomenatall levelsof thepublic service.The levelsof thepublicserviceare:

JG‘A-D’ –supportstaffwithoutpost-secondaryeducationqualifications

JG‘E-H’ –technicalstaffwithCertificates/Diploma/higherNationalDiploma

JG‘J-M’ –TechnicalstaffwithBachelor’sdegreesqualifications/post-qualifications

JG‘N-Q’ –MiddleManagement

JG‘R-T’ –SeniorManagement

JG‘U-andabove’ –ChiefExecutives/policylevel

Table 10: Template for Distribution of Appointment Opportunities According to Gender proportions

Ministry/depart-ment/Agency

Levelsinthepublicservice

Propor-tionateappoint-mentofmentowomen

Variance(+or–,ofathirdprinciple)


Recom-mendedRedress

Timelines

Men Women

PublicServiceCommis-sion

JG‘A’–‘D’

JG‘E’–‘H’

JG‘J’–‘M’

JG‘N’–‘Q’

JG‘R’–‘T’

JG‘U’andabove


b) Training

ThePublicServiceCommissionismandatedtodevelophumanresourceinthepublicservice

Article232(1)(i)oftheConstitutiononvaluesandprinciplesofthepublicservicerequirestheaffordingofadequateandequalopportunitiesfortrainingofmenandwomenatalllevelsofthepublicservice.

Thisrequiresproportionateallocationoftrainingopportunitiesatalllevelsrelativetothegenderrepresentationintheorganization.

Table 11: Template for Distribution of Training Opportunities According to Gender Proportions


Levelsinthepublicservice

proportionateallocationoftrainingop-portunities

Variance(+or–) *Rating(acceptable,moderateandgross)

Recom-mendedredress

Time-linesMen Women


JG‘A’–‘D’

JG‘E’–‘H’

JG‘J’–‘M’

JG‘N’–‘Q’

JG‘R’–‘T’

JG‘U’andabove

c) Advancement

Thisreferstotheconfermentofagrade,salaryandbenefitshigherthantheonepreviouslyheldbyanofficernormallyprecededbyaninterview.

Article 232 (1)(i) of the Constitution provide for the affording of adequate and equalopportunitiesforadvancement(promotion)ofmenandwomenatalllevelsofthepublicservice.


Table 12: Template for Distribution of Advancement Opportunities According to Gender Proportions


Levelsofthepublicservice

Propor-tionateappoint-mentsbygender

Variance(+or–,ofathirdprinci-ple)

*Rating(accept-able,moder-ateandgross)

Recom-mendedredress

Time-lines

Men Women


JG‘A’–‘D’

JG‘E’–‘H’

JG‘J’–‘M’

JG‘N’–‘Q’

JG‘R’–‘T’

JG‘U’andabove

11.1.4 Members of all Ethnic Groups

a) Appointments

Article 232 (1)(i) provides for the affording of adequate and equal opportunities inappointmentsofmembersofall ethnicgroupsatall levelsof thepublic service.Thisrequires proportionate allocation of appointment opportunities relative to the nationalpopulationsize.

Table 13: Template for Distribution of Appointment Opportunities to Members of all Ethnic Groups



Ethnicgroups

Propor-tionaterepresen-tationofethnicity

Variance(+or-)


Recom-mendedredress

Time-lines


Entrylevel

1kikuyu

2.kalenjin

3.luhya

4.luoetc

JG‘A’–‘D’

1kikuyu

2.kalenjin

3.luhya

JG‘E’–‘H’

1kikuyu

2.kalenjin

3.luhya

4.luoetc




Ethnicgroups

Propor-tionaterepresen-tationofethnicity

Variance(+or-)


Recom-mendedredress

Time-lines

JG‘J’–‘M’

1.kikuyu

2.kalenjin

3.luhya

4.luoetc

JG‘N’–‘Q’

1.kikuyu

2.kalenjin

3.luhya

4.luoetc

JG‘R’–‘T’

1.kikuyu

2.kalenjin

3.luhya

4.luoetc

JG‘U’andabove

1.kikuyu

2.kalenjin

3.luhya

4.luoetc

b) Training

Article 232 (1)(i) provides for the affording of adequate and equal opportunities fortrainingofmembersofallethnicgroupsatalllevelsofthepublicservice.Thisrequiresproportionate allocation of training opportunities relative to the organizational/nationalpopulationsize.


Table 14:Template for Distribution of Training Opportunities to Members of all Ethnic Groups



Ethnicgroups

Propor-tionateallocationoftrainingopportuni-ties

Variance(+or–)


Recom-mendedredress

Time-lines


Entrylevel

1kikuyu

2.kalenjin

3.luhya

4.luoetc

JG‘A’–‘D’

1kikuyu

2.kalenjin

3.luhya

4.luoetc

JG‘E’–‘H’

1.kikuyu

2.kalenjin

3.luhya

4.luoetc

JG‘J’–‘M’

1.kikuyu

2.kalenjin

3.luhya

4.luoetc

JG‘N’–‘Q’

1.kikuyu

2.kalenjin

3.luhya

4.luoetc

JG‘R’–‘T’

1.kikuyu

2.kalenjin

3.luhya

4.luoetc

JG‘U’andabove

1.kikuyu

2.kalenjin

3.luhya

4.luoetc


c) Advancement

Article 232 (1)(i) provides for the affording of adequate and equal opportunities foradvancementofmembersof all ethnicgroupsat all levelsof thepublic service.Thisrequiresproportionateallocationofpromotionalopportunitiesrelativetotheorganizational/nationalpopulationsize.

Table 15: Template for Distribution of Advancement Opportunities to Members of all Ethnic Groups



Ethnicgroups

Propor-tionateallocationofpromo-tionalop-portunities

Variance+or-


Recom-mendedredress

Time-lines


Entrylevel

1kikuyu

2.kalenjin

3.luhya

4.luoetc

JG‘A’–‘D’

1kikuyu

2.kalenjin

3.luhya

4.luoetc

JG‘E’–‘H’

1.kikuyu

2.kalenjin

3.luhya

4.luoetc

JG‘J’–‘M’

1.kikuyu

2.kalenjin

3.luhya

4.luoetc

JG‘N’–‘Q’

1.kikuyu

2.kalenjin

3.luhya

4.luoetc

JG‘R’–‘T’

1.kikuyu

2.kalenjin

3.luhya

4.luoetc

JG‘U’andabove

1.kikuyu

2.kalenjin

3.luhya

4.luoetc


11.1.5 Persons with Disability (PWDs)

a) Appointments

Article 232 (1)(i) provides for the affording of adequate and equal opportunities forappointmentofpersonswithdisabilities atall levelsof thepublicserviceagainst thefive percent minimum. This requires proportionate allocation of five percent (5%)opportunitiesinappointments.

Table 16: Template for Distribution of Appointment Opportunities to PWDs



Personswithdis-ability

Proportionateallocationofappointmentopportunitiesagainstthe5%

Variance(+or-)


Recom-mendedredress

Time-lines


ENTRYLEVEL

JG‘A’–‘D’

JG‘E’–‘H’

JG‘J’–‘M’

JG‘N’–‘Q’

JG‘R’–‘T’

JG‘U’andabove


b) Training

Article 232 (1)(i) provides for the affording of adequate and equal opportunities fortraining of personswith disabilities at all levels of thepublic service against the fivepercentminimum.This requiresproportionateallocationof fivepercent (5%) trainingopportunities.

Table 17: Template for Distribution of Training Opportunities to PWDs




Proportion-ateallocationoftrainingopportunitiesagainstthe5%requirement

Variance(+or-)


Recom-mendedredress

Time-lines


ENTRYLEVEL

JG‘A’–‘D’

JG‘E’–‘H’

JG‘J’–‘M’

JG‘N’–‘Q’

JG‘R’–‘T’

JG‘U’andabove


c) Advancement

Article 232 (1)(i) provides for the affording of adequate and equal opportunities foradvancementofpersonswithdisabilitiesatall levelsof thepublicserviceagainstthefivepercentminimumrequirement.Thisrequiresproportionateallocationoffivepercent(5%)promotionalopportunities.

Table 18: Template for Distribution of Advancement Opportunities According to PWDs




Proportion-ateal-locationofpromotionalopportunitiesagainstthe5%

Variance(+or-)


Recom-mendedredress

Time-lines


ENTRYLEVEL

JG‘A’–‘D’

JG‘E’–‘H’

JG‘J’–‘M’

JG‘N’–‘Q’

JG‘R’–‘T’


12.0 VALUES AND PRINCIPLES EVALUATION CYCLE

12.1 Values and Principles Evaluation Template

Table 19: Values and Principles Evaluation Template

S/No. ThematicAreas Output(Annual)KPI-index

Outcome(3Years)

Impact(From5Years)

1. Highstandardsofprofessionalethics

2. Devolutionandsharingofpower

3. Goodgovernance

4. Diversitymanagement

5. Economicuseofresourcesandsustainabledevelopment

6. Equitableallocationofopportunities

7. Accountabilityforadministrativeacts

8. Improvementinservicedelivery

9. Performancemanagement

10. Publicparticipationinpolicymaking

12.2 Values and Principles Implementation Matrix

Table 20: Template for Implementation of Values and Principles

Thematicareas BaselineInformation2013/2014

ComplianceIndex2014/2015

Recommend-edCompli-anceIndex2015/2016

HighStandardsofProfessionalEthics

DevolutionandSharingofPower

Goodgovernance

DiversityManagement

EconomicuseofResourcesandSus-tainableDevelopment

EquitableAllocationofOpportunities

AccountabilityforAdministrativeActs

ImprovementinServiceDelivery

PerformanceManagement

PublicparticipationinPolicyMaking


12.3 Values and principles monitoring and evaluation matrix

Table 21: Monitoring and Evaluation Template for Values and Principles

Thematicareas

BaselineInforma-tion2013/2014

Perfor-manceIndex2014/2015

Perfor-manceIn-dexTarget2015/2016

TrendAnalysis

1stQuar-ter

2ndquar-ter

3rdquar-ter

4thquar-ter

HighStand-ardsofProfes-sionalEthics


Goodgovern-ance

DiversityMan-agement

EconomicuseofResourcesandSustain-ableDevelop-ment


AccountabilityforAdministra-tiveActs


PerformanceManagement

Publicpar-ticipationinPolicyMaking


13.0 VALUES AND PRINCIPLES AUDIT MATRIX

NAMEOFORGANSIATION………………………………………………………………

YEAROFAUDIT……………………………………………………………………………….

Table 22: Template for Auditing Values and Principles

ThematicAreas BaselineInformation2013/2014

ComplianceLevel2014/2015

Perfor-manceIndex2014/2015

Recommend-edPerfor-manceIndex2015/2016

HighStandardsofProfes-sionalEthics


Goodgovernance

DiversityManagement

EconomicuseofRe-sourcesandSustainableDevelopment


AccountabilityforAdmin-istrativeActs


PerformanceManage-ment

PublicparticipationinPolicyMaking

AggregatePerformanceIndex


14.0 REPORTING TEMPLATE FOR THE VALUES AND PRINCIPLES EVALUATION SURVEY

COVER PAGE TITLE:STATEOFTHEPUBLICSERVICESURVEYREPORT

INNER COVER -VISION,MISSION,MANDATE,COREFUNCTIONS,COREVALUES

TABLE OF CONTENTS

PRELIMINARIES

i. FOREWORDBYCOMMISSIONCHAIRPERSON

ii. PREFACEBYCOMMISSIONSECRETARY

iii. EXECUTIVESUMMARY

iv. TABLESANDCHARTS

v. ACRONYMS

1. INTRODUCTION–THEPUBLICSERVICECOMMISSION

1.1. Establishment

1.2. Mandate

1.3. CoreFunctions

1.4. Vision

1.5. Mission

1.6. CoreValues

2. COMPLIANCEEVALUATIONSURVEY

2.1. CommissioningOfSurvey

2.2. Rationale

2.3. ScopeOfSurvey

2.4. Limitations

2.5. Methodology

2.6. ThematicAreas

2.7. PerformanceStandards


2.8. PerformanceIndicators

3. COMPLIANCEEVALUATIONFINDINGS

3.1. THEMATICAREA1-HIGHSTANDARDSOFPROFESSIONALETHICS

3.1.1. MeasuresTaken

3.1.2. PerformanceStandards

3.1.3. PerformanceIndicators

3.1.4. AnalysisofFindings

3.1.5. ProgressAchieved

3.1.6. Recommendations

3.1.7. Conclusion

3.2. THEMATICAREA2-DEVOLUTIONANDSHARINGOFPOWER







3.2.7. Conclusion

3.3. THEMATICAREA3-GOODGOVERNANCE







3.3.7. Conclusion


3.4. THEMATICAREA4-DIVERSITYMANAGEMENT







3.4.7. Conclusion

3.5. THEMATIC AREA 5 - ECONOMIC USE OF RESOURCES AND SUSTAINABLEDEVELOPMENT







3.5.7. Conclusion

3.6. THEMATICAREA6-EQUITABLEALLOCATIONOFOPPORTUNITIES







3.6.7. Conclusion


3.7. THEMATICAREA7-ACCOUNTABILITYFORADMINISTRATIVEACTS







3.7.7. Conclusion

3.8. THEMATICAREA8-IMPROVEMENTINSERVICEDELIVERY







3.8.7. Conclusion

3.9. THEMATICAREA9-PERFORMANCEMANAGEMENT







3.9.7. Conclusion

3.10.THEMATICAREA10-PUBLICPARTICIPATIONINPOLICYMAKING








3.10.7. Conclusion

4. RECOMMENDATIONS

5. CONCLUSIONS

APPENDICES

PUBLIC SERVICE COMMISSIONP.O. Box 30095, 00100, Nairobi, Kenya

Harambee Avenue, Nairobi, KenyaTelephone: +254 (020) 2223901-5, 2227471-5

Fax: +254 (020) 2214791Mobile: +254-724-253807, +254-735-800282

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