TANA RIVER COUNTY GOVERNMENT COUNTY ICT ROADMAP 2015 …icta.go.ke/pdf/37.pdf · Tana River County...

Tana River County Government ICT Roadmap 2015-2020

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TANA RIVER COUNTY GOVERNMENT

2015-2020

‘A world class digitalized County in ICT infrastructure facilities and Services’

COUNTY ICT ROADMAP 2015 -2020


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The Tana River County ICT Roadmap (2015-2020) preparation has been made possible through immense sacrifice from many stakeholders. Special commendation goes to the World Bank through the ICTA for financing this process. Special appreciation goes to HE (Ambassador) Hussein Dhadho, the Tana River County Government Governor through the Chief Officer for ICT. Special thanks go to the Honourable Speaker and Clerk to the County Assembly of Tana River for their valuable contribution into the preparation of this strategy. Special commendation also goes to the ICT Director for coordinating the Technical Committee and stakeholders validation workshops. The participation and effort by the different departments and stakeholders in the County Government of Tana River into this report is noticeable.

We acknowledge the support of the above-mentioned persons in the different stages of the assignment and we are confident that with the implementation of this Roadmap the future of Tana River County in the use of ICT in offering services to the citizens will be a great success. The commitment and participation of all stakeholders in this process will ensure that the County Government delivers the services to the people.

With the already set up planning committee and committed stakeholders, we are confident that Tana River County will compete effectively at the National, regional and global environment.

Thank you so much.

H.E. Hon. Hussein DadoGovernor, Tana River County

ACKNOWLEDGEMENT


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TABLE OF CONTENTS

1 INTRODUCTION 7

1.1 BACKGROUND OF THE COUNTY 7

1.2 PURPOSE AND SCOPE OF THE ICT ROADMAP 9

1.2.1 SCOPE 9

1.3 ICT ACHIEVEMENTS, CHALLENGES AND LESSONS LEARNT 10

2 THE ICT CONTEXT AND SUMMARY OF CURRENT STATUS 11

2.1 FOUNDATIONAL PILLARS IN LINE WITH THE NATIONAL MASTER PLAN 11

2.1.1 ICT HUMAN CAPITAL AND WORKFORCE DEVELOPMENT 11

2.1.2 INTEGRATED ICT INFRASTRUCTURE. 11

2.1.3 INTEGRATED INFORMATION INFRASTRUCTURE 11

2.2 ICT STATUS IN TANA RIVER COUNTY 11

2.2.1 INFRASTRUCTURE, CONNECTIVITY AND INTEROPERABILITY 12

2.2.2. PUBLIC SERVICE DELIVERY SYSTEMS 12

2.2.3 HUMAN CAPITAL AND WORKFORCE DEVELOPMENT 14

2.2.4 POLICY ENVIRONMENT AND LEGAL FRAMEWORK 15

2.3 ICT MATURITY LEVEL 16

2.4 CURRENT ICT EXPENDITURE 17

3. THE COUNTY ICT STRATEGY ROAD MAP 18

3.1 STRATEGIC PRINCIPLES 18

3.2 ICT ROADMAPS 19

3.2.2 ROADMAP 2: PUBLIC SERVICE DELIVERY SYSTEMS 19

3.2.3 ROADMAP 3: HUMAN CAPITAL AND WORKFORCE DEVELOPMENT 21

3.2.4 ROADMAP 4: LEGAL ENVIRONMENT AND POLICY FRAMEWORK 22

3.3 SUPPORTING ROADMAPS 22

3.4 KEY STRATEGIES FOR IMPLEMENTATION 23

4 CRITICAL SUCCESS FACTORS 24

4.1 ICT GOVERNANCE , MANAGEMENT AND ORGANISATION 24

5. PROJECT IDENTIFICATION AND PRIORITISATION 28

5.2 ROAD MAP BUDGETS AND FINANCIAL PROJECTIONS 29

5.3 ROADMAP FINANCING 30


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

LIST OF ABBREVIATIONS AND ACRONYMS


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EXECUTIVE SUMMARY

The role of ICT in governance cannot be overemphasized. Open governance has brought to fore the need for Governments to adopt approaches and strategies that facilitate fast and efficient service delivery to the citizens. This need gets more impetus from the spaces that the Constitution of Kenya (2010) creates. Tana River County that is a creation of the devolution is setting up structures to manage efficient service delivery. ICT integration is one such strategic approach. This roadmap provides a coherent and coordinated approach towards investing and deploying cost effective ICTies in service delivery in the County. This roadmap intends to deliver on four objectives that are :

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

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

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

4. To among other things identify:

i. Short term quick wins;

ii. The priorities for investment;

iii. The plans for development;

iv. Employment and support of ICT services and infrastructure which support the County’s Citizen outreach, learning, and administrative activities;

v. A change management plan,

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

The development of the roadmap involved consultative meetings with the County leadership in the two arms and the Public Service Board. The Consultancy team collected data across the functions and departments of the County Government and validated the information before generating a status report. Further consultations with the stakeholders informed finalisation of the first draft under the stewardship of the planning and technical committees. The ICT Authority has also validated each stage of the development process.

This roadmap is benchmarked on the global, regional and national ICT trends, demands, expectations, standards and best practices. It analyses the status of ICT in the county and analyses the gaps using the maturity level analysis. Finally, the four thematic roadmaps and three cross cutting themes are discussed.


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Currently, Tana River County has a weak infrastructure that cannot support full deployment of ICT in service delivery. The development of the infrastructure is still low and largely dependent on the private developers especially the telecommunication companies. Tana River is one of the Counties with the least developed ICT infrastructure. Therefore, deployment of ICT in public service delivery is partial, sub-optimal and uncoordinated. Currently, the County Government is implementing modules of IFMIS. In addition, the existing human capital and county residents have not fully embraced ICT. The County’s legal framework and policy environment is still underdeveloped to support full deployment of ICT. It is evident that the County Government arms and functions pursue the ICT needs independently and this results in wastage and often increased costs. The financing of ICT is low and stands at 1.4% against a recommended Gartner level of 5% for institutions and organisations with low ICT maturity levels.

The gaps that exist lead to sub-optimality in deploying ICT. The gaps include a weak infrastructure especially on networks, internet, and shortage of ICT equipment and lack of a well-developed business continuity plan. Furthermore, automation of processes, internal coordination and communication are evident challenges in public service delivery systems. The existing human capital can hardly support full ICT deployment while the legal framework and policy environment are lacking on optimising ICT. It is evident that optimisation shall not be realised in the absence of a shared services plan, change management plan and citizen participation and involvement.

This roadmap seeks to achieve optimal ICT deployment by focusing on four thematic areas that include: infrastructure and connectivity; public service delivery systems, human capital and workforce development and the policy environment and the legal framework. The roadmap shall also seek to optimise ICT by implementing a shared service plan, a change management plan, citizen participation and involvement mechanisms. This roadmap shall be supported by a functional governance, organisation and organisation structure.

This roadmap involves implementing 21 projects across the four thematic areas. The projects shall be undertaken over the 5 years in the period of 2015-2020. This implementation requires a mix of strategies for it to deliver on its objectives. These strategies are assessed using the critical success factors. In addition a monitoring and evaluation mechanism provides for an implementation feedback and improvement mechanism. Furthermore, the roadmap is alive to possible risks in the life of implementation and therefore suggests the mitigation strategies. The roadmap has an inbuilt communication strategy targeting different stakeholders.

The County Government shall require an investment of up to. 1,206,350,000 KES over the implementation period. The investments shall go into meeting the project costs associated with this roadmap. The roadmap requires a financing mix that includes internal County equity as well as external support from the national Government and other multilateral and bilateral partners. The sustainability of this roadmap depends on a strong public private partnerships as well as a robust and actualised shared services plan.


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1. INTRODUCTION

Governments around the world are increasingly interested in the potential for delivering e-government services. Focus is mainly on the relationships between governments, their customers and suppliers i.e. businesses, other governments, and citizens by the use of electronic means. Regardless of the Information Communication Technologies (ICTs) deployed, recent development in governments that have adopted ICT as an enabler of services report improved service delivery to its citizenry. Specifically, there is maximization of its assets, enhanced shared services and cross-boundary partnerships, reduced cost of operations, and improved customer service over the short and long run.

Tana River County seeks to leverage benefits of embracing ICT in service delivery through this 5 year ICT roadmap which will give strategic direction for simplified decision making and ensuring that all ICT investments and projects performed are in line with the ICT vision which is approved by the County. The five year plan seeks to address key investments in line with 4 thematic areas namely;

1. ICT Infrastructure, Connectivity and Interoperability

2. Public service delivery systems

3. Human Resource Planning and Development and

4. Policy environment and legal framework

1.1 Background of the County

This section presents the location and position of Tana River County, its administrative and political units as well as the arms of the County Government.

County General Information

Tana River County is one of the six Counties in the Coastal region. It borders Kitui County to the West, Garissa County to the North East, Isiolo County to the North, Lamu County to the South East and Kilifi County to the South. The county lies between latitudes 000’53” and 200’41’’ South and longitudes 38025’43” and 40015’ East. The county has a total area of 38,862.2 Km and covers about 35km of the coastal strip. The major physical feature in Tana River County is an undulating plain that is interrupted in a few places by low hills at Bilbil around Madogo and Bura divisions. The most striking topographical feature is the River Tana which traverses the county from the Aberdares in the North to the Indian Ocean in the South covering a stretch of approximately 500km.

Tana River County Demographics

According to the population census of the year 2009, projected population for the county is 262,684 with 131,544 being female and 131,140 male. There are only two areas categorised as urban centres (Hola and Madogo) with a total projected population of 36,285 persons. The settlement patterns are communal and random and concentrated close to the river.

Tana River County Government

The Tana River County Government came into existence in 2013 after the first general elections held after the promulgation of the Constitution in 2010. The County Government implements its functions


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through the two arms: - the Executive, the County Assembly, and the County Public Service Board. The first County Government assumed office in March 2013.

The County Government is operational following the successful transfer of all the functions of the County Government. The Executive arm of the County Assembly is implemented through the departments (County Ministries) headed by the County Executive Committee Members and the Chief Officers (the chief accounting officers) who are appointed by the Governor with the approval of the County Assembly. The technical functions of each department are clustered in directorates headed by Directors of departments as established in the Department. Tana River County has 10 executive departments. The County Secretary heads the additional Executive Administration Department in the Office of the Governor.

The Executive has devolved its functions to the four sub-counties. Here, a team of officers headed by a Sub-County Administrator performs them. The County Government further offers its services in the 20 wards. The Ward Administrator of each County Ward coordinates the service delivery. The County is finalising on the appointment and deployment of the Village Administrators and the Village Coordination Councils. The County Government Executive structures shall be complete with appointment of village administrators and inauguration of the village councils.

The County Executive has established offices across Hola town. Most departments operate on temporary premises. The four sub-county offices are established at their respective three geographical locations.

The County Assembly

The Assembly is composed of 15 elected members and 11 nominated members making 26 members. The County Assembly executes its legislative, oversight and representation roles through established nine Sectoral committees of the Assembly. The clerk to the assembly who is the chief accounting officer coordinates the affairs of the assembly.

The Tana River County Assembly is fully established. The County Assembly chambers and offices are in Hola town. Each of the 15 wards has a ward office in the respective ward. The County Assembly is completing the construction of the committee rooms at the County Assembly chambers in Hola town.

The County Public Service Board

The County Public Service Board (CPSB) is an institution created by the County Governments Act (2012). The Act mandates the Board with a specific function of recruiting and deploying Human Resource in Tana River County. The CPSB has a membership of five Board members and a secretariat headed by the Chief Executive Officer.

ICT in Tana River County

Tana River County Government has a Directorate of Information Communication Technology domiciled at the office of the Governor. The Chief Officer who is answerable to the Governor heads the ICT directorate. The mandate of the directorate is to support and give ICT advisory services to the County Government and devolution department, and to make both the County Government services easily accessible through diverse technology devises of the users’ choice. The ICT department implements its mandate through a lean staff establishment of two (2) employees; the Chief Officer and the ICT Manager.


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The Directorate is in charge of ensuring the overall coordination and policy leadership in the provision of the ICT support services across the County Departments.

1.2 Purpose and Scope of the ICT Roadmap

This section outlines the objectives of the ICT roadmap, the rationale as well as the scope.

Objectives of the Roadmap

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

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

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

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

4. To among other things identify:

i. Short term quick wins;

ii. The priorities for investment;

iii. The plans for development;

iv. Employment and support of ICT services and infrastructure which support the County’s Citizen outreach, learning, and administrative activities;

v. A change management plan,

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

1.2.1 Scope

The Tana River County ICT 2015-2020 has a clear, concise, and coordinated approach to delivering quality ICT services to the people of Tana River County. The roadmap is developed taking into consideration the following four principles:

1. Value for money; Tana River County is an arid County. Investments that bring a difference to the lives of the general citizenry are capital intensive in nature. Such investments must therefore be clearly analysed to establish their viability. Thus, the focus and the in-built philosophy of this roadmap is the conscious attempt to make ICT investments that shall generate maximum returns for the Tana River County residents.

2. Sharing of resources; This approach takes cognisance of the reality that ICT investments are capital intensive within the competing needs in the midst of the scarce resources. The reality that Tana River shares a border with other arid Counties with similar ICT needs brings to the fore a common interest


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that could take a similar approach in meeting the needs. In that veil, the focus of this roadmap is to identify common interests with Tana River neighbouring Counties and draw a possibility of joint ventures in conducting capital investments related to ICT.

3. ICT as an Enabler for Service Delivery; The County Government offers the opportunity for the citizens to receive services closer to them despite the poor road infrastructure. The in-built philosophy in the roadmap is that ICT can accelerate and ensure a coherent and coordinated approach to service delivery. For instance, communication can be enhanced through a well thought out and implemented communication strategy.

4. Desire to Eradicate Extreme Poverty;Tana River is one of the poorest Counties in Kenya in education and other socio-economic indicators, with a poverty index of 76.9% and very low illiteracy level of 66.1%. The roadmap is fully conscious of the desire of the County leadership to alleviate extreme poverty and improve educational standards in the County. The focus of the roadmap is to increase the capacity of the County Government to see and avail opportunities to the citizens to increase their incomes in order to live better lives.

1.3 ICT Achievements, Challenges and Lessons learnt

Tana River is still at the nascent stages of embracing ICT in service delivery. The County Government has made it clear in its official documents that it intends to invest in ICT and use ICT as a strategic approach to service delivery. The Legislative wing has set up an operational Hansard in the chambers and acquired basic infrastructure for the MCAs. The County Executive has also acquired basic infrastructure and deployed it at the departments. The department of finance is currently implementing some IFMIS modules. The Administration department is using IPPD in Human Resource Management.

The County faces numerous challenges in embracing ICT in service delivery. The financial allocations are only at 2.19% of the total County Budget. In addition, the County Government lacks a clear framework for investments. The employees in the ICT department are inadequate. Other challenges include low knowledge and skills, poor connectivity and sub-optimality in existing systems.

The existing systems in the County clearly show that ICT plays a central role in facilitating efficient service delivery. The County Government requires a comprehensive strategy to acquire and deploy ICT to maximise this strategic approach.


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2. THE ICT CONTEXT AND SUMMARY OF CURRENT STATUS

ICT is a growing aspect in the global phenomena that has positively affected the economy, political and social environments. This chapter therefore presents the ICT contextual and situational analysis globally, regionally as well as national trends. It also shows how Tana River County links and responds to these trends. The context also presents the ICT status in Tana River County.

2.1 Foundational Pillars in line with the National Master Plan

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

2.1.1 ICT human capital and workforce development.

The development of quality ICT Human Capital is a pre-requisite to the development of a viable ICT sector. It ensures that ICT development, implementation and exploitation are an integral and sustainable component of development. Firstly, Tana River County Government ICT staffs are limited in number, other county staffs require basic and specialised training and capacity building to realise the benefits of ICT. This has been deliberately taken into consideration in this roadmap as one of the key components of the plan.

2.1.2 Integrated ICT infrastructure.

ICT infrastructure is a key foundation necessary for the successful implementation of other foundations and pillars. It seeks to provide the integrated infrastructure backbone required to enable cost effective delivery of ICT products and services to Kenyans, businesses and other stakeholders. Tana River County Government has numerous deficiencies as far as ICT infrastructure is concerned. The county faces challenges in internet connectivity, mobile network coverage as well as broadband coverage. This roadmap gives specific reference to this foundational pre-requisite.

2.1.3 Integrated information infrastructure

The National ICT Master Plan recognises that Information is always two ways. The remit of this foundation is the provision of more and better information from the public sector to its Government. The objective is to ensure that there is maximum access to information held by public authorities to all Kenyans and that public information is readily available through consolidated portals in an affordable and secure way. This will in turn improve the quality of e-Government services and enable the country to transition to a knowledge-based society. Most county government have a huge gap to fill as far as this foundation is concerned.

Tana River County whose guiding principle/philosophy of embracing ICT is extreme poverty alleviation has a task to set-up and equip existing structures and programs to facilitate an integrated information sharing infrastructure to transform the county into a knowledge-based society.

2.2 ICT Status in Tana River County

This section presents the actual status of ICT in Tana River County. The status compares itself to the international and national benchmarks, good practices, and legal obligations in acquisition and


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deploying ICT in County operations. The status focuses on the four thematic areas. The status cuts across the three arms of the County Government.

2.2.1 Infrastructure, Connectivity and Interoperability

The table 2.1 below presents a summary of the Infrastructure and Connectivity status in Tana River County.

Table 2.1 Summary of Infrastructure and Connectivity status in Tana River County

No Aspect Status Details /Rationale

1 Investment Decisions

• Based on the County fiscal strategy paper • Drawn from the CIDP• Limited by the budget allocations at the

County Assembly

ICT investments are capital and require a comprehensive financing mix

2 Networking • LAN limited in Governor’s office • No sub-County/Ward office networked • No MAN/WAN at the County headquarters

• ICT systems require basic connectivity that includes the WAN and MAN. This optimises ICT

3 Mobile telephony

• Limited connectivity • Mobile telephony network is limited to towns

within the County • Mobile uptake is high in urban areas

• Mobile telephony provides a foundation for optimising ICT

4 Connectivity • No connection to NOFBI• County relies on the private Cable in the

County • Internet connectivity in the county is

unreliable • County headquarter lacks reliable internet

• Most ICT systems require working online• NOFBI is regarded the most reliable internet

provider • NOFBI is an initiative of the national

Government

5 ICT equipment • Less than 10% of the County staff have basic equipment. The County Government has a shortage of desktops, laptops, printers and servers

• No service level agreements • Limited resource sharing such as printers,

servers, • ICT equipment operate on single licenses• Security of the ICT equipment is only physical-

access, staff carry home equipment

• Basic infrastructure is essential in deploying public service delivery systems

6 Business Continuity Plan

• County data backed up on servers based at the County executive

• No network attached storage, data centre and co-location facility

• It is a legal requirement that the County Government deliberately develops a business continuity plans

2.2.2. Public Service Delivery Systems

Tana River County Government provides services to the citizens through the three arms. The County Government Act (2012) and the Constitution of Kenya (2010) establish three interdependent arms of the County Government. The arms implement their mandates through established departments, committees and secretariat (for County Executive, County Assembly and public service board respectively). The County Executive departments are classified into service and support departments. The service departments provide specific services while the support departments provide processes that facilitate service delivery.

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

1. Departmental arms (one department with the other)


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2. One arm with the other (Legislature-Executive, Executive-Public Service Board, Legislature-Public Service Board)

3. County Government with the residents of Tana River County

4. County Government with the National Government

5. County Government with other County Governments

The status of public service delivery in the County is presented in Table 2.2 below

Table 2.2 Summary of the status in Public Service Delivery in Tana River County

Sector Functions ICT status

1. Finance Revenue collection -Manual revenue collection.

Asset register management -Manual asset registry.

Payment -Partially used payment system (IFMIS)

Procurement -Manual tendering documentation

Economic planning -Manual

County fiscal strategy -IFMIS

2. Agriculture, Livestock and fisheries development

Agriculture development -Manual

Fisheries development -Manual

Livestock development -Manual

3 Lands, Physical Planning, Mining and Natural Resourc-es

Spatial planning -Manual

Surveying -Manual

Regulation of mining activities -Manual

Environment management- devolved NEMA aspects

Manual

4 Health Medical services -Partial deployment of a patient manage-ment system ( AFYA IT)County health policy

Public health

5 Trade and Co-operative Development

Trade development Manual

Enterprise Development (Loan manage-ment)

-Manual

Cooperative Development -Manual

Single Business Permits LAIFOMS

Talent management -Manual

Youth development -Manual

Social development (PwDs) -Manual

Sports development & management -Manual

6 Public service and adminis-tration

Human Resources Management -IPPD

County registry -Manual

Administration -Manual

Devolved structures -Manual


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Sector Functions ICT status

7 Education Early childhood development and man-agement

-Manual

Youth polytechnics -Manual

Bursary -Manual bursary management

8 Water services infrastructure and public works

Water company -Manual

County public works -Manual

Bill of quantities -Manual customer billing

County transport -Manual

Infrastructure development -Manual

Cell collection points -Manual

Transport licensing -Manual/LAIFOMS

9 County Public service board Human resource planning -Manual

Human resource recruitment -County Website -Manual

Human resource evaluation -Manual

10 Governor’s Office Public Communication -Notice boards -County Website -Newspapers/Mass media -Social Media

Public Relations

Visibility and branding

11 County Assembly County Legislations Hansard

Public participation Manual

Representation County Ward offices

Information dissemination Manual/Notice boards

In summary, service delivery in Tana River County

Are manual; The County Government relies on manual processes to deliver services in most departments. Both service and support functions rely on manual processes which are time consuming. Automation of systems is limited to specific functions in Finance and Human Resources.

Are sub-optimal; The County Government is sub-optimally implementing the automated systems. Some of the automated functions include Finance and Human Resources. However, sub-optimality is evident in these functions. A few modules under IFMIS are in use. Human resource sub-optimally uses IPPD. The County Website is not popular among County residents. The County Government allocates the ICT infrastructure without a work group mapping.

The County lacks adequate service centres; The County Government offers most services at the County headquarters. The sub-county and ward offices are ill equipped. Citizens travel for long distances to obtain services from the County Government.

2.2.3 Human Capital and Workforce Development

Table 23 presents ICT Status for Human capital and workforce development in Tana River County


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Table 2- 3 ICT Status for Human capital and workforce development in Tana River County

No Aspect Status Details /Rationale

1 General Skills among County Staff

• Most staff (80%) lack any basic skills in ICT • Those with the skills (20%) have acquired them on their

own• Hola town is limited in training facilities. The situation is

worse in areas outside the County headquarters

• ICT requires a well trained and skilled human resources

• County Government can enforce provisions to recruit human resources with specific thresholds

2 Specialised Skills • The Finance function is using two IFMIS modules to process payment

• IPPD is used in payroll management

• ICT requires specialised skills in implementing specific modular and centralised systems

3 Training Opportunities

• Trainings are limited to specific required technical skills such as IFMIS and IPPD

• The staff develop skills as personal initiative • The County HR department lacks both technical and

financial capacity to train County staff

• Training and development is a requirement in human resource management and development

4 County Residents skills and capacities

• Mobile phone usage is low in the County • Less than 10% of the County residents have acquired

personal equipment

• County residents are the main beneficiaries of the ICT investments

2.2.4 Policy Environment and Legal Framework

The policy and legal environment provides the solid base for implementing ICT policies. The County Government as a corporate entity requires legal framework to rely on to make decisions regarding acquisition and deployment of ICT in service delivery. Table 2.4 details the status of the ICT legal and policy environment in Tana River County.

Table 24 Summary of the Policy and Legal Framework status

No Aspect Standard/Required Level Tana River County Status

1 County ICT policy

• Should be comprehensive and cover aspects on acquisition, deployment and management of ICT

• Consistent with the National Master-plan and Vision 2030, ICTA standards- infrastructure, infostructure, human resources, policy environment and citizen participation

• Draft • Not comprehensive

2 County ICT laws • Drawn from the Policy • Consistent with the National Master-plan • Passed by the County Assembly

• The County Assembly has not enacted any ICT related laws

3 Investment Framework

• Covering capital investments • Provide mechanisms for public private partnerships in

capital ICT investments

• ICT investments are drawn from the CIDP and the County fiscal strategy paper

4 ICT allocations • At least 5% of the County budget • The County ICT allocation for 2014/2015 was Kshs. 83,380,150 of the overall County budget making it 2.19% of the total County budget.

• The Total capital County budget was Kshs. 3.8 Billion

5 ICT governance and Management

• ICT is established at the County department level with a Chief Officer

• ICT is a shared docket with tourism promotion and investment

Shared Services

Shared services provide for a framework of optimising ICT resources. ICT investments are usually capital intensive and possibilities of replication or using non-interoperable infrastructure and


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infostructure real. Currently, Tana River County lacks a shared services framework among the County departments, arms, other County Governments and with the national Government. Each department and arm pursues ICT needs independently. Furthermore, no workgroup mapping, resource allocation and licensing focuses on the economies of scale. It is evident that the ICT needs in Tana River are similar to the needs in the neighbouring Counties. For instance, Kilifi County is ready to share the data centre with Tana River County whereas Tana River has a similar need but lacks any framework for sharing such resources.

Change management

Currently, ICT is optional in the County. There lacks sufficient mechanisms and approaches that would compel; the County citizens are human resources to embrace ICT. As such, there is open resentment towards automating systems and using ICT in service delivery.

Citizen participation and Involvement

The Constitution of Kenya provides for citizen involvement and participation in the management of their affairs. Both the national and County Government are expected to ensure that citizen participation and involvement is evident. Currently, citizen participation and involvement is manual based. The County Government relies on public barazas to provide citizen participation opportunities. The County Government has also established Television centres across the County where information plays on pre-recorded audio visual machines. Tana River County has few radio frequencies while Television signals are poor in most areas. Currently, the County Government is using sub-county and ward offices as information centres. The County website provides information as well. However, this website is irregularly updated and lacks interactive portals. Thus, feedback mechanisms lack in the County.

2.3 ICT Maturity Level

This section analyses the existing gaps that limit Tana River County from optimising deploying ICT in service delivery. It uses the maturity level analysis to establish gaps in the existing ICT and the desired ICT optimisation in Tana River County. The consultancy developed a customised model addressing directly the realities germane to the counties in Kenya. The customized model identified five progressive levels of maturity. The diagram below shows a comparative snapshot. A comprehensive description of the levels by way of specific indicators, is as indicated in the appendix.

Table 2.5 ICT Maturity Levels

CMMI LEVELS CONSULTANT LEVELS

LEVEL 1 (Initial) LEVEL 0 (Relative immaturity)

LEVEL 2 (Repeatable) LEVEL 1 (Ad hoc maturity)

LEVEL 3 (Defined) LEVEL 2 (Emerging maturity)

LEVEL 4 (Managed) LEVEL 3 (Relative maturity)

LEVEL 5 (Optimizing) LEVEL 4 (Robust maturity)

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


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Table 2.6 Overall ICT Maturity level and ratio

AREA OF ANALYSIS (FOCUS) OBJECTIVES S.I. CATEGORY MATURITY

WEIGHTED MATURITY RATIO

1. Infrastructure & Connectivity 0.5 88.2

2. Public Service Delivery Systems 0.3 93.8

3. Human Resources & Capacity Building 1.1 71.4

4. Policy Environment & Legal Framework 0.7 83.3

OVERALL MATURITY RATIO 0.6 336.74

The weighted results show a combination of very low maturity results and a high degree of importance to Tana River County. These should be the absolutely first categories that the county must focus on.

In summary, the maturity level of the county in terms of infrastructure, Connectivity and interoperability is very low with an average score of 0.6 against the 5-scale level advanced in the CMMI model highlighted in the figure below.

At a maturity Level of 0.6, the County is still at initial stages of setting up functional systems, structures, Infrastructure, and infostructures that will steer e-governance adoption and optimal utilisation.

2.4 Current ICT Expenditure

The current level of budgeting in the County was analysed based on Gartner IT key metric data report (2012) which provides a market benchmark for key ICT metrics including spend level as compared to revenue. These ICT key metrics such as average percentages of ICT expenditures or budgets against the organisation revenue and analysed per industry give high-level benchmark for assessing organisations ICT department. The County ICT Budget for the year 2014/2015 is as below:

Table 2.7 Current ICT Expenditure Analysis

Investment AreaBudget 2014/2015Kshs

Budget 2014/2015 USDExc Rate 92

1. Infrastructure -Hardware and Capital 21,000,000 228,260

2. Applications and business Processes 61,612,740 669,703

Total Capital Expenditure Budget

1. Consultancies related to ICT 550,000 5,978

2. Trainings on ICT 217,410 2,363

3. Staff and Administration Costs -

Total Operational Expenditure Budget

TOTAL ICT BUDGET 83,380,150.00 906,305


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3. THE COUNTY ICT STRATEGY ROAD MAP

The end-state definition refers to the cost effective infrastructure that is user friendly acquired and deployed in Tana River County for a two-fold purpose: improving operational efficiencies in the County that enhances superior service delivery to the citizens of Tana River County. The end-state definition of the Tana River County ICT road map takes cognisance of reversing the existing gaps in the use and application of ICT in service delivery in the County.

The end-state definition responds to systems, equipment, and skills that will be required to deliver optimal services at the 4 levels between:

1. G2G (County government to governments (other counties and National Government))

2. G2C (County government to citizens)

3. G2E (County government to employees)

4. G2B (County government to businesses

3.1 Strategic Principles

This section details the desired end state definition for ICT in Tana River County. It is described in the Vision and Mission statement, the core values embraced in deploying ICT as well the roadmaps that shall be implemented over the 5-year period.

Vision

The Vision of the ICT Department is;

‘A world class digitalized County in ICT infrastructure facilities and Services’

Mission

The Mission of the ICT Department is:

‘To leverage ICT and information resources in driving all socio economic segments for effective and efficient service delivery’

Core Values

1. Entrepreneurship and Innovation

2. Open communication and mutual respect

3. Honesty, Integrity and fairness

4. Excellence in reputation, achievement and service to our nation

5. Teamwork and collaboration

6. Transparency, accountability and personal responsibility


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3.2 ICT Roadmaps

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

Road Map 1: Infrastructure and Connectivity

The County Government of Tana River requires a strong infrastructure to deliver efficient ICT enabled services. Table 3-2 summarises the framework of the infrastructure and connectivity roadmap.

Table 3.1 Infrastructure and Connectivity specific objectives

Overall Objectives Specific Objectives

Road Map One: Infrastructure & connectivity

1.1 To develop the County investment and infrastructure framework by 2015

1.1.1 Develop and Implement the County ICT infrastructure Development & Investment strategy by September 2015

1.2 To network public offices at the County by 2016

1.2.1 Set up LAN in all Departmental HQ offices by June 2015

1.2.2 Set up LAN in the 3 sub-county offices by June 2016

1.2.3 Set up a WAN cover for all the County Government offices at the headquarters by June 2016

1.3 To connect the County offices to a unified communication system

1.3.1 Set up a unified communication system in all Departmental HQ offices by June 2017

1.3.2 Set up a unified communication system in all sub county offices by June 2017

1.4 To enhance internet connectivity

1.4.1 Lobby the national Government to hasten connection to NOFBI by June 2017

1.4.2 Support private cable company in transmitting and laying the internet cable – provide Wimax/WIFI by June 2018

1.5 To acquire ICT equipment 1.5.1 Conduct ICT equipment audit and mapping by June 2015

1.5.2 Acquire portable Hansards for the committee rooms by June 2016

1.5.3 Develop Business continuity plan by June 2016

1.5.4 Acquire basic ICT equipment by June 2017

1.5.5 Acquire Power back-ups; 1 headquarter, 1 county public board, 3 sub-counties, 1 county assembly, 15 wards by June 2018

1.5.6 Install CCTV cameras in all the county offices by June 2018

1.5.7 Set up a Data centre by June 2019

1.5.8 Continuously Employ service level agreements

3.2.2 Roadmap 2: Public Service Delivery Systems

The Overall objective of the County Government shall be to acquire and implement ICT enabled public service delivery by December 2018. Table 3.3 below summarises the roadmap.

Table 3.2 Public Service Delivery Specific Objectives


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Road map 2: Public Service Delivery

Overall Objectives Specific Objectives

1.1 To acquire and implement public service delivery systems

1.1.1 Set up a centralised commodity marketing and information portal for different departments such as veterinary, fisheries & livestock production by June 2019

1.1.2 Set up a centralised Revenue collection system for all departments that gener-ate any revenue and link them to IFMIS by December 2015

1.1.3 Create centralised databases for functions such as registry, Human Resource, Administration, Health, Education and Public Service Board services by June 2020

1.1.4 Implement all the IFMIS modules/capabilities across all the departments with focus on e-procurement, G-pay and Budgeting, back office accounting by December 2015

1.1.5 Optimize the use of IPPD in HR management by December 2015

1.1.6 Automate the asset management, fleet management system systems and integrate with Finance and procurements by June 2016

1.1.7 Acquire Geo sensing technology – GIS and GPS by June 2016;

The County Government shall acquire and implement the following systems by December 2020

Table 3.3 required Departmental ICT Systems

Department Functions Required Technical System

1. Finance and Economic planning

Revenue collection -Automate revenue collection.

Asset register management -Automate asset registry.

Payment -Fully implement IFMIS

Procurement -Fully embrace e-procurement

Economic planning Workflow Automation

County fiscal strategy -IFMIS

2. Agriculture, Livestock and fisheries development

Agriculture development -Automate workflow

Fisheries development - Automate workflow

Livestock development - Automate workflow

3 Lands, Physical Planning, Mining and Natural Resources

Spatial planning -GIS Lab

Surveying

Regulation of mining activities - Automate workflow

Environment management- devolved NEMA aspects

- Automate workflow

4 Health Medical services Hospital Management system

County health policy

Public health

5 Trade and Co-operative Development

Trade development Automate register

Cooperative Development -Workflow automation

Single Business Permits LAIFOMS

Talent management -Workflow Automation

Youth development -Workflow Automation

Social development (PwDs) -Workflow Automation

Sports development & management

-Workflow Automation


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Department Functions Required Technical System

7 Public service management and administration

Human Resources Management -Optimise IPPD

County registry -Automation of Registry

Administration -Workflow Automation

Devolved structures -Workflow Automation

8 Education Early childhood development and management

-Education and Bursary Management system

Youth polytechnics

Bursary

9 Water services infrastructure and public works

Water company -Automate water meter and customer billing

County public works -Workflow Automation

Bill of quantities

County transport -Automate fleet management system

Cess collection points -Automate cess collection

Transport licensing -Automate transport licensing

Investment promotion

ICT infrastructure management -Manual

ICT deployment -Set up a Data Centre

-Optimise Network attached storages

11 County Public service board

Human resource planning - Set up an IHRM system (HRIS) -Optimise County WebsiteHuman resource recruitment

Human resource evaluation

12 Governor’s Office Public Communication -Set up notice boards

-Optimise Website

-Optimise Mass media

-Optimise social Media

Public Relations

Visibility and branding

13 County Assembly County Legislations -Upgrade Hansard

Public participation -Optimise social media

-Establish service centres

Representation -County Ward offices

Information dissemination -Establish Notice boards

3.2.3 Roadmap 3: Human Capital and Workforce Development

The County Government requires a highly skilled labour force to achieve the desired ICT enabled service delivery. The County Government shall focus on both general and specialised skills development for its human resources. The County Government shall seek to achieve the following specific objectives:


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Table 3.4 Specific Objectives for Human Resource and Capacity Building

Road map 3: Human resource and capacity building

1.1 To enhance staff capacity in ICT. 1.1.1 Conduct a ICT –TNA assessment by December 2015

1.1.2 Fully establish the ICT department organisation structure by December 2015

1.1.3 Train staff on basic ICT skills by June 2016

1.1.4 Train staff on Specific Technical ICT by need by June 2016

1.1.5 Build the ICT capacity of the County Assembly technical staff and other staff members including the MCAs December 2016

3.2.4 Roadmap 4: Legal environment and Policy Framework

The County Government requires a strong legal framework. The County Government needs to align it to good practices, legal, policy frameworks, regulations, and progressive laws. The County Government shall seek to develop a comprehensive legal and policy framework that shall facilitate optimal ICT enabled service delivery.

Table 3.5 Legal and Policy Framework Specific objectives

Roadmap 4: Legal and Policy Framework

Overall Objective Specific Objective

1.1 Develop and implement a comprehensive policy and legal framework

1.1.1 Formulate a Comprehensive ICT policy- acquisition, deployment, network management, storage, public dissemination, public participation December 2015;

1.1.2 Develop and implement ICT strategic Plan by December 2015

1.1.3 Enact Relevant ICT laws- digital operations, investment priorities, PPP framework, ICT department ceilings by June 2016;

1.1.4 Develop comprehensive ICT Investment framework- priorities, funding, cooperation, joint ventures by June 2016;

1.1.5 Develop a resource sharing framework- arms/Counties/national Government by December 2016;

3.3 Supporting Roadmaps

i. Shared Services Plan

The County Government shall optimise ICT in service delivery through a shared services plan. Table 3-6 below summarises this plan.


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Table 3.6 Shared Services Plan

Shared Services Plan

1.1 To optimise ICT services through shared resources

1. Develop an ICT resource sharing policy

Setup ICT infrastructure managed services- - Emails, Security, Business continuity, Maintenance,

2. Promote the infra sharing interfaces-- Workgroups, Interdepartmental, County to county, - County government arms (executive, County Assembly and County Public Ser-

vice Board)- County government - national government.

3. Establish and implement ICT leadership structure to promote - ICT training needs, - Centralised ICT equipment acquisition - Centralised ICT equipment management- ICT investments

4. Manage service level agreements (SLAs)

ii. Change Management

The County Government recognises that ICT deployment shall be optimal when a change management strategy is developed and continuously implemented. Table 3-8 summarises this change management plan.

Table 3.7 Change Management

Change Management

To develop and implement a change management plan

1. Design a change management plan for the Staff and community structures

2. Enforce use of ICT in all public service delivery

iii. Citizen Involvement and participation

The County places emphasis on the need to involve the public in managing the County affairs. Table 3.9 below summarises the scope and plan by the County Government.

Table 3.8 Citizen Participation and Involvement

Citizen Participation and Involvement

To increase citizen participation spaces

1. Conduct an e-readiness survey targeting citizens by December 2015

2. Develop a communication strategy -County Website to management portal, notice boards, sms platforms, toll free lines, social media, radio, Tv, information centres at the ward levels by August 2015

3. Set up digital kiosks in 10 wards by June 2016

4. Partner with the National Government in establishing Huduma Service Cen-tres at the sub-county by June 2017

3.4 Key Strategies for Implementation

Tana River requires a mix of strategies to achieve the desired ICT enabled service delivery. Some strategies cut across the four roadmaps while others are roadmap specific. The matrix in Table 3.10 presents some of these strategies.


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Table 39 Key Strategies for Implementation

1 Roadmap 1: Infrastructure and Connectivity

Key Strategies1) Engage the private telecommunications to enhance connectivity 2) Lobby the national Government to hasten NOFBI connectivity 3) Develop and implement a public private partnership to finance capital ICT investments 4) Progressively increase ICT allocations over the 5 years

2 Roadmap 2: Public Service Delivery

Key Strategies 1) Optimise the existing systems 2) Replicate the huduma centre approach by establishing service centres at the sub-county and

ward levels 3) Collaborate with the national Government 4) Jointly pursue meeting common needs with neighbouring Counties

3 Roadmap 3: Human Resources and Capacity Building

Key Strategies1) Progressively recruit ICT savvy personnel 2) Continuously train the existing staff 3) Embed skills development on the specific systems being implemented

4 Roadmap 4: Legal Environment and Policy Framework

Key Strategies 1) Align the county by-laws to the national Government regulations 2) Pursue joint ventures with the national Government

4 CRITICAL SUCCESS FACTORS

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

4.1 ICT Governance , management and organisation

Supportive planning, advisory policies, and a well thought out and inspirational strategy can go a long way in the successful implementation and achievement of this road map. Policy areas where the County government shall have increasing interest include technology diffusion to business, specific government development projects and intellectual property rights.

ICT Governance

The overall direction and delivery of the ICT Program is under the governance of the ICT Steering Committee, responsible for overall decision-making and ensuring delivery of strategy outcomes that achieve the strategic directions and objectives outlined herein.

The policy approach for the ICT needs to evolve. The focus needs to be on ensuring that the broad policy environment encourages innovation and risk taking, stimulates the growth and fosters the widespread use of ICT to achieve productivity benefits and other broad national objectives.

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


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Project Management

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

Organisation

In the current arrangement, the ICT department is the County ministry of Education, ICT, Youth Affairs and Sports. This implies that the ICT is not a stand-alone department in the County Government. Currently the ICT department is grossly understaffed with four members only. Tana River County requires a strong governance structure that shall maintain oversight over the implementation of the roadmaps. The County Government shall pursue cost effective management approach and matrix. The County Government shall functionally implement the roadmaps by supporting the existing structures and functions to optimise ICT enabled service delivery.

i. Shared Services

Table 4.3 below summarises the shared services plan for Tana River County.

Table 41 Shared Services Plan

Strategy 1: Shared Services Plan

No Rationale Parameters and measures

1 ICT investments are capital in nature. The ICT needs 8 across the 3 arms of the County Governments are similar. The service end-users in County are the same-the County residents

Infrastructure • Infrastructure development and acquisition • Infrastructure management, information security, business continuity plan

and maintenance,• Infrastructure sharing- workgroups, inter-departmental, County-County,

County Government arms (Executive, Assembly & CPSB), County Government -National Government

• ICT Leadership- training needs, acquisition, investments, structurePublic Service Delivery • Databases, Service Centres, Unified Communication System, Project

Management • Monitoring and Evaluation , Revenue Collection Platforms, County Website

, Expenditure management

ii. Change management

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

Figure 41 The McKinsey 7-S Framework


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

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

Skills, staff and style, shared Values: The soft Ss are a very critical and important area of a successful change plan. Placing shared values at the middle of the process is an indication that they are central to the development of all other elements. Tana River County ICT department has already developed shared values that include Entrepreneurship and Innovation , Open communication and mutual respect , Honesty, Integrity and fairness, Excellence in reputation, achievement and service to our nation, Teamwork and collaboration, Transparency, accountability and personal responsibility

All the other aspects of the organization align themselves to what the county stands for as stipulated in the Mission and vision.

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

iii. Citizen involvement and participation

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

1. Public barazas

2. Service centres - only sub-counties offices exist as service centres and the County headquarter

3. County web portals; websites with interactive blogs that Citizens can use


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4. Social halls across the County; Should be optimised in disseminating information

5. Mobile application; Some services can be facilitated via mobile applications such as inquiries through toll free lines, USSD codes among other mobile phone applications

vi. Monitoring and Evaluation

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

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

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


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5. PROJECT IDENTIFICATION AND PRIORITISATION

Tana River County Government will the implement the following projects over the 5 years to realise optimal ICT deployment in Tana River County

Table 5.1 Projects Identified

ICT PROJECTS DESCRIPTION

ROAD MAP 1: INFRASTRUCTURE AND CONNECTIVITY

1 Data Centre • Set up a primary Data centre by June 2018

2 LAN, WAN and Internet

• Set up LAN in all Departmental HQ offices by June 2015• Set up LAN in the 3 sub-county offices by June 2016 • Set up a WAN cover for all the County Government offices at the headquarters by June

2016• Lobby the national Government to hasten connection to NOFBI by June 2017• Support private cable company in transmitting and laying the internet cable – provide

Wimax/WIFI by June 2018

3 ICT Equipment • Conduct ICT equipment audit and mapping by June 2015• Acquire basic ICT equipment by June 2017• Acquire Power back-ups; 1 headquarter, 1 county public board, 3 sub-counties, 1 county

assembly, 15 wards by June 2018• Acquire portable Hansards for the committee rooms by June 2016• Continuously Employ service level agreements

4 Unified Communication

• Set up a unified communication system in all Departmental HQ offices by June 2017

5 Storage and Security • Establish an offsite data storage and recovery site • Install CCTV cameras in all the county offices by June 2018

ROAD MAP 2: PUBLIC SERVICE DELIVERY

6 IFMIS • Implement all the IFMIS modules/capabilities across all the departments with focus on e-procurement, G-pay and Budgeting, back office accounting by December 2015

7 Revenue collection • Set up a centralised Revenue collection system for all departments that generate any revenue and link them to IFMIS by Dec 2015

8 Geographic Information System

• Acquire Geo sensing technology – GIS and GPS by June 2016;

9 Web portal • Develop e-portal for public involvement and participation – explore developing an SMS applications e.g. USSD short code by June 2016

10. Electronic Document management

• Automate all workflows to considerably reduce paperwork by June 2019• Implement a project management system and performance tracking by June 2018

11. Citizen / Customer Relationship Management (CRM)

• Set up a customer relationship management system to manage county suppliers, customers and citizens

• Activate online feedback blogs for complaints and inquiries by December 2015

12. ICT Service centers • Equip service CENTRES with ICT equipment’s by June 2018• Establish Service centre and equip them with TVs with County digital content etc by June

2016

13. Business Intelligence Analytics

• Develop a management reporting application that will be integrated to all applications in Tana River and provide summarised detailed management reports and dashboards

ROAD MAP 3: HUMAN CAOPIHUMAN RESOURCE &CAPCITY BUILDING

14. ICT training • Conduct a ICT –TNA assessment by December 2015• Train staff on basic ICT skills by June 2016• Train staff on Specific Technical ICT by need by June 2016• Capacity built the County Assembly technical staff and other staff members including the

MCAs December 2016

15. ICT Governance • Enactment of County HR Capacity building/ HR manual by August, 2015• Develop and ratify organisational structure/chart that will effectively spearhead and

manage ICT investments by 2016


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16. Staffing • Fully establish the ICT department organisation structure by December 2015

ROADMAP 4: POLICY ENVIRONMENT AND LEGAL FRAMEWORK

17 Comprehensive ICT Policy

• Formulate a Comprehensive ICT policy- acquisition, deployment, network management, storage, public dissemination, public participation December 2015;

• Develop and implement ICT strategic Plan by December 2015• Enact Relevant ICT laws- digital operations, investment priorities, PPP framework, ICT

department ceilings by June 2016;• Develop comprehensive ICT Investment framework- priorities, funding, cooperation, joint

ventures by June 2016

18 Disaster Recovery and business continuity

• Develop Business continuity plan by June 2016

19 Shared services policy

• Create centralised databases for functions such as registry, human resource, administration, health, education and Public Service Board services by June 2020

• Automate the asset management, fleet management system systems and integrate with Finance and procurements by June 2016

• Develop a resource sharing framework- arms/Counties/national Government by December 2016;

20 System standardization

• Develop Information /data Security policy by June 2016 • Develop ITIL – Information Technology infrastructure Library

21 Change management

• Engage a change consultant/ partner• Develop and implement change management plans • Conduct Public awareness campaigns for citizens to appreciate and embrace ICT

enabled service provision by June 2020

5.2 Road Map Budgets and Financial Projections

Initial investments in Tana River County need to be higher in the initial years to enable the County ICT mature faster. The table 5-5 below presents a summary of ICT investment for the period 2015-202

Table 5.2 Summary of ICT Investment (1 USD=KShs 92)

THEMATIC AREA

TOTAL2015/16 2015/16 2016/17 2017/18 2018/19 2019/20

KSH (‘000’)

USD(‘000’)

KSH(‘000’)

KSH(‘000’)

KSH(‘000’)

KSH(‘000’)

KSH(‘000’)

1. Road Map 1: Infrastructure, Connectivity and Interoperability 654,350 7,112.5 126,000 253,000 173,000 75,800 26,550

2. Road Map 2: Human Resource and Workforce Development 49,500 538.043 20,500 11,500 7,500 5,500 4,500

3. Road Map 3: Public Service Delivery 488,000 5,304.348 116,000 153,500 101,500 91,000 26,000

4. Road Map 3: Policy Environment and Legal Frameworks 14,500 157.609 10,000 1,500 1,500 1,500 0

TOTAL 1,206,350 13,112.5 272,500 419,500 283,500 173,800 57,050


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5.3 Roadmap Financing

To achieve the vision of the County ICT Roadmap will require the mobilization of significant financial and human resources. Just like it is envisioned in the National ICT Master plan, funding of the flagship projects in this Master Plan will come from the National and County Governments, development partners and other public or private institutions through Private Public Partnerships (PPPs) and collaborations.

i. Private Sector: The County has a great opportunity in collaborating with private sector players. The county should consider incentives such as waiver of way leaves charges for the private sector to accelerate investments especially in connectivity.

ii. Development Partners: The County Governments will focus on engaging development partners to get direct financial support especially for critical sectors such as Health Care systems, Resource Mapping and e-Government solutions among others.

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

iv. National Government ICT Flagship Projects: The County will also work closely with the National Government in rolling out the ICT Flagship projects in the County.


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Ministry of Information, Communication and Technology

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

P.O Box 30025-00100,Nairobi Kenya

Tel: (+254) 4920000 / 1

Email: [email protected]

Website: www.information.go.ke

County Government of Tana River

P. O. Box 29 -70101 Hola, Kenya

Email:[email protected]

Website: www.tanariver.go.ke

ICT Authority

Telposta Towers, 12th Floor, Kenyatta Ave

P.O. Box 27150 - 00100 Nairobi, Kenya

t: + 254-020-2211960/62

Email: [email protected] or [email protected]

Website: www.icta.go.ke

Become a fan: www.facebook.com/ICTAuthorityKE

Follow us on twitter: @ICTAuthorityKE


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Ministry of Information, Communication and Technology

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