administration and public service strategic plan 2015-2019 ...one of the most celebrated...

Administration and Public Service Strategic Plan 2015-2019

REPUBLIC OF KENYA

COUNTY GOVERNMENT OF KIAMBU

DEPARTMENT OF ADMINISTRATION AND PUBLIC SERICE

STATEGIC PLAN 2015- 2019


FOREWARD BY THE EXECUTIVE MEMBER. ..................................................................................................... 5

OVERVIEW BY COUNTY SECRETARY: ............................................................................................................... 6

LIST OF ABBREVIATIONS ................................................................................................................................. 7

CHAPTER ONE ................................................................................................................................................. 8

1.0 INTRODUCTION ......................................................................................................................................... 8

1.1 BACKGROUND ....................................................................................................................................... 8

1.1 STATE OF SERVICE DELIVERY ..................................................................................................................... 9

1.1.1 General Administration. .......................................................................................................... 9

1.1.2 Human Resource Management and Development in County Governance. ........................... 9

1.1.3 Information Technology Management. ................................... Error! Bookmark not defined.

1.2 PERCEPTION BY THE CITIZENS ON SERVICE DELIVERY .......................................................................... 9

CHAPTER TWO .............................................................................................................................................. 10

2.0 MANDATE, MISSION, VISION, FUNCTIONS AND CORE VALUES. .................................................... 10

2.1 MANDATE: .......................................................................................................................................... 10

2.2 OUR VISION ........................................................................................................................................ 10

2.3 OUR MISSION ..................................................................................................................................... 10

2.4 FUNCTIONS ......................................................................................................................................... 10

2.5 CORE VALUES ...................................................................................................................................... 11

2.5.1 Transparency ........................................................................................................................ 11

2.5.2 Accountability ....................................................................................................................... 11

2.5.3 Team work ............................................................................................................................ 11

2.5.4 Professionalism .................................................................................................................... 11

2.5.5 Integrity and Ethics ............................................................................................................... 11

2.5.6 Respect for Gender and National Diversity ......................................................................... 11

2.5.7 Customer Satisfaction .......................................................................................................... 11

2.5.8 Concern on Environmental Issues ........................................................................................ 11

2.6 KENYA’S DEVELOPMENT CHALLENGES ............................................................................................... 12

2.6.1 Global Challenges ......................................................................................................................... 12

2.6.3 Regional Challenges ................................................................................................................... 12

2.6.4 National challenges and issues .................................................................................................... 12

2.6.4.3 Conflicts..................................................................................................................................... 13

CHAPTER THREE ............................................................................................................................................ 15

3.0 KENYA’S DEVELOPMENT AGENDA ...................................................................................................... 15

3.1 SITUATIONAL ANALYSIS .......................................................................................................................... 17


3.1.0 INTRODUCTION ......................................................................................................................... 17

3.1.1 OVERVIEW OF ACHIEVEMENTS DURING THE FIRST YEAR OF DEVOLUTION: .............................. 17

3.1.2 SWOT ANALYSIS ............................................................................................................................... 17

3.1.2.0 STRENGTHS ........................................................................................................................... 18

3.1.2.1 Public Participation Frame Work ........................................................................................ 18

3.1.2.2 Technical Staff in Sub-Counties ............................................................................................ 18

3.1.2.3 Enactment of various County Government Acts .................................................................. 18

3.1.2.4 Operationalization of Sub-counties offices .......................................................................... 18

3.1.2.5 Funding from National Government .................................................................................... 18

3.1.2.6 Skilled Personnel .................................................................................................................. 18

3.1.2.7 Team Work ........................................................................................................................... 18

3.1.2.7 Favourable Climatic Conditions ..................................................................................... 18

3.2.0 CONSTRAINTS /WEAKNESSES ................................................................................................... 18

3.3.0 THREATS .................................................................................................................................... 19

3.40 OPPORTUNITIES ............................................................................................................................ 20

3.50 STAKEHOLDER ANALYSIS ............................................................................................................... 20

3.5.1 Citizens .................................................................................................................................. 21

3.5.2 County Government .............................................................................................................. 21

3.5.3 County Public Service Board ................................................................................................. 21

3.5.4 National Government ........................................................................................................... 21

3.5.5 Development Partners .......................................................................................................... 21

3.5.6 County Employees ................................................................................................................ 21

3.5.7 County Departments ............................................................................................................. 21

3.5.8 Training Institution ................................................................................................................ 21

3.5.9 Enforcement Agencies .......................................................................................................... 21

3.5.10 Legal institutions ................................................................................................................... 21

3.5.11 County Assembly Members .................................................................................................. 21

3.6.0 RISKS MANAGEMENT ANALYSIS ............................................................................................... 22

3.6.1 Strategic Risks ....................................................................................................................... 22

3.6.2 Organization Risks. ................................................................................................................ 22

3.6.3 Operational Risks ...................................................................................................................... 22

3.6.4 Financial Risks ....................................................................................................................... 22

3.6.5 Technological Risks ............................................................................................................... 22

3.7.0 MITIGATION FACTORS .............................................................................................................. 23


3.7.1 Strategic Factors .................................................................................................................... 23

3.7.2 Organizational Factors .......................................................................................................... 23

3.7.3 Operational Factors............................................................................................................... 23

3.7.4 Technological Factors ............................................................................................................ 23

3.7.5 Financial Factors.................................................................................................................... 23

CHAPTER FOUR ............................................................................................................................................. 24

4.0 ROLE OF THE COUNTY ADMINISTRATION AND PUBLIC SERVICE DEPARTMENT ................................ 24

4.1 Alcoholic Drinks regulation - The functions of the Directorate: ......................................................... 24

4.2 BETTING CONTROL AND LICENCING FUNCTIONS ............................................................................... 24

4.3 HUMAN RESOURCE MANAGEMENT FUNCTIONS ............................................................................... 25

4.3.1 The roles of HRM ......................................................................................................................... 25

4.4 DISASTER MANAGEMENT ROLES ........................................................................................................ 26

4.5 KEY RESULT AREAS ........................................................................................................................ 26

4.5.0 KEY RESULT AREAS IDENTIFIED ........................................................................................................ 27

4.5.1 HUMAN RESOURCE MANAGEMENT AND DEVELOPMENT .......................................................... 27

4.5.2 LABOUR RELATIONS AND COMPENSATION MANAGEMENT ....................................................... 27

4.5.3 ALCOHOLIC DRINKS CONTROL AND REGULATION ....................................................................... 27

4.5.4 SERVICE DELIVERY IMPROVEMENT .............................................................................................. 27

4.5.5 GOVERNANCE FOR PUBLIC SERVICE AND ADMINISTRATION ...................................................... 27

4.5.6 GAMING AND BETTING CONTROL ............................................................................................... 27

CHAPTER FIVE ............................................................................................................................................... 28

5.0 STRATEGIC OBJECTIVES, STRATEGIES AND ACTION PLAN ................................................................ 28

CHAPTER SIX .................................................................................................................................................. 43

6.0 MONITORING, EVALUATION AND REPORTING ................................................................................. 43

6.1 DATA COLLECTION, ANALYSIS AND REPORTING ........................................................................... 43

6.2 REPORTING FRAMEWORK ............................................................................................................ 43

6.3 REVIEW AND CONCLUSION ........................................................................................................... 44

IMPLEMENTATION MATRIX ..................................................................................................................... 45

APPENDIX 1 ORGANIZATION STRUCTURE ......................................................................................... 54


FOREWARD BY THE EXECUTIVE MEMBER.

It is my pleasure to present the Department of Administration and Public Service Strategic Plan for the

period 2014-2018 commencing with 2014 as the year of action, during which our focus will be on where

we are, where we need to be and what needs to be done in order to meet the aspirations of the citizenry

of Kiambu.

The department of Administration and Public Service is tasked with driving County Government

Programmes in order of priority over the next five years through result oriented approach with a focus to

entrench devolution and implementation of the same in accordance with the provisions of constitution of

Kenya 2010.

We seek to be drivenby public needs to improve services delivery. Focus will be on development of key

areas affecting the people, putting systems in place, at service delivery points, and strengthening

governance structure through institutional development.

The public service will respond differently to the existing challenges, embracing professional standards

that will ensure systems functions and deliver desired results. The quality and competence of our public

servants have to be improved through training for us to achieve our goals and objectives.

This will ensure a public service cadre that understands and cares about the needs of the citizens. Key to

the response will be a focus on the following identified critical areas.

Improving quality of service delivery across all sectors.

Development of a public service cadre.

Use of e government to respond to the front line service delivery.

Formulation of policies and regulations for Human Resource Management.

Monitoring and evaluation of policy to ensure compliance and;

Service delivery impact assessment programmes.

We will partner with the National Government on concurrent functions and all stakeholders across the

board through engagement as we endeavor to entrench devolution and improve service delivery. In the

face of constraints of financial resources, we will strive to achieve more with less and ensure value for

money for every resource committed to the delivery of our programmes.

Wilson Mwita Maroa County Executive Committee Member Administration and Public Service


OVERVIEW BY COUNTY SECRETARY:

The department of Administration and Public Service plays a major policy role in providing strategic

leadership and direction in the administration of the county. This enhancing that service delivery

mechanism, systems are responsive to the needs of the citizens .The department will ensure that human

resource is fully developed and utilized in order to meet the needs and aspirations of the county.

We endeavor to be an exemplary professional, ethical, accountable and innovative department

embodying the principles of public service and governance, which are committed to service

excellence.We have developed a strategic plan to fast track integrated services delivery and identified six

key result areas whose priorities will be translated into tangible deliverables.

In this regard, we have identified strategic priorities which will provide the direction within the

department in order to accomplish county government agenda. These are:

Providing good stewardship of public trust

To enhance customer satisfaction

Well- functioning service delivery systems through ICT connectivity of service delivery centers.

To efficiently and effectively coordinate county government activities for the satisfaction of

county citizens.

Efficient human resource management practices by providing by providing common norms and

standards in county public service.

Adequate levels of transparency and administrative actions by ensuring citizen engagement and public

participation. This can only be achieved when the following are in place:

Institutional development and support within departments which ensure that groups of public

servants work synergistically as collective delivery teams within an empowered environment.

Structures to enhance public participation.

Conducive environment which propel economic growth and development opportunities.

We are confident that the county staff both in management and in supportive roles are equal to these

daunting tasks at hand and will tirelessly with humility, passion and integrity endeavor to deliver the

County Government mandate of delivering quality services to the our people.

I extend my heartfelt gratitude to County Public Service Board, National Government and all our

stakeholders for their support towards development of the County.I wish to take this opportunity to

commend all those who gave their invaluable input and more specifically members of staff of the

department who worked tirelessly to produce this Strategic Plan

DOMINIC GICHERU CHIEF OFFICER- ADMINISTRATION AND PUBLIC SERVICE DEPARTMENT


LIST OF ABBREVIATIONS

CEC County Executive Committee Member

A &PS Administration and Public Service

CDF Constituency Development Fund

ICT Information Communication Technology

EACC Ethics and Anti-Corruption Commission

TA Transition Authority

ToR Terms of Reference

IEC Information Education Communication

COC Code of Conduct

COE Code of Ethics


CHAPTER ONE

1.0 INTRODUCTION

1.1 BACKGROUND

One of the most celebrated achievements of the Constitution of Kenya 2010 is ushering in of devolved

Governments. The promulgation of Kenya’s new Constitution on August, 2010 marked a big change in the

system of Government two a two tier devolved structure. The two tier Governance structure comprises

of National and County Government.

The county government responsibilities and functions are specifically spelt out under the Fourth schedule

of The Constitution.

Since the promulgation of the constitution, several laws on devolution have been enacted including; the

Urban Areas and Cities Act, The County Governments Act, 2012, the Transition to devolved Governments

Act, 2012, The Inter-Government Relations Act,2012 and Public Finance Management Act,2012 and

several others. These laws support implementation and operationalization of devolution.

Kiambu County is one of the 47 counties in the Republic of Kenya. It is located in Central region of the

country and covers a total area of 2,543.5 km2. It has a total population of 1,623,282, based on year 2009

Kenya Population and housing census.

Kiambu County borders Nairobi and Kajiado Counties to the south, Machakos to the East, Murang’a to

the North and North East, Nyandarua to the North West and Nakuru to the west. The County consists of

twelve sub counties namely; Thika, Ruiru, Juja, Kiambu, Kiambaa, Githunguri, Limuru, Lari, Kikuyu,

Kabete, Gatundu North and Gatundu South. There are sixty electoral wards spread across the twelve sub

counties.

In its endeavor to perform the functions, Kiambu County Government has an Administration and Public

service department which is in charge of County public service management. The department comprises

of two sub sections namely; Administration and Public Service. The mandate of the department is purely

to coordinate all County Government activities, implementation and enforcement of County government

policies. The role of the department cuts across other sectors and aims at enhancing the organization and

coordination of county business in regards to planning and human resource management in the Public

Service. The sector also manages intergovernmental relations with other Counties, National Government

and other departments. The department is key in the provision of leadership and policy direction as well

as coordination and implementation of County Government policy for the attainment of County goals,

objectives and Kenya Vision 2030.


1.1 STATE OF SERVICE DELIVERY

The services rendered by the department can be classified into three major categories namely; General

administration, Human resource management and Information Technology management.

1.1.1 General Administration.

The purpose of the section is policy formulation, strategic leadership and overall management of the

department.

It is also charged with the responsibility of improving governance and implementation of devolution for

enhanced service delivery through high public participation and stakeholders’ engagement.

1.1.2 Human Resource Management and Development in County Governance.

The purpose of the section is to develop and implement integrated Human Resource Management

strategies, monitor employment practices, conduct human resource planning and diversity management,

and improve the health and wellbeing of county public service employees.

It is also charged with responsibilities of developing and implementing compensation policies and

guidelines, ensure coordinated bargaining and effective programme management for the establishment

of the integrated public service.

1.2 PERCEPTION BY THE CITIZENS ON SERVICE DELIVERY

Given the teething problems of devolution, the department faces challenges in the face of service

delivery.

Enormous expectations from the members of the public on county government performance, has not

been perfectly met. This has been occasioned by poor citizen participation on various county activities on

development agenda. However the county has put in place a communication system to enhance flow of

information and citizen engagement.


CHAPTER TWO

2.0 MANDATE, MISSION, VISION, FUNCTIONS AND CORE VALUES.

2.1 MANDATE:

The mandate of the department is derived from the constitution of Kenya 2010 in particular, chapter

2,6,11 and 13 read concurrently and aligned with the following legal and policy documents:

The County Governments Act 2012.

The Public Finance Management Act 2012.

CDF Act 2013.

Transition to devolved Government Act 2012.

Urban cities Act 2011.

Contingencies and County emergency Act 2011.

Transition County Appropriation Act 2013.

Transition County allocation of Revenue Act 2013.

County Governments Public Finance Transition Act 2013.

Public Service Commission Act Cap 185.

Kenya Vision 2030

Kiambu County Alcoholic Drinks Control Act 2013

Public Procurement & Disposal Act 2005.

Trade Licensing Act cap 497

Arising from the above legal and policy documents, the mandate of the department is to provide

strategic leadership and direction in the administration of the county.

2.2 OUR VISION

A responsive, well managed and accountable public service in both leadership and governance.

2.3 OUR MISSION

To provide policy guidance, regulatory frame work and develop institutional and human resource

capacity for effective delivery of services to the public.

2.4 FUNCTIONS

The key functions of the departments are:

General administration

Public relations

Human Resource Management

Enforcement of laws

Performance management

Betting Lotteries and Gaming

Public Participation

Alcoholic Drinks Regulation and Control


2.5 CORE VALUES

In order to achieve our vision and mission, all staff will uphold and be guided by the following values in

the performance and discharge of their duties,

2.5.1 Transparency

Staff shall uphold the public service values and ethics such as acting without consideration of personal

gains, ensuring legitimate precautions are taken to protect public interest and maintain public trust,

avoiding abuse of power or authority of office and position held and taking prompt action in cases of

unethical or unprofessional behavior.

2.5.2 Accountability

All staff shall be held answerable to customers in service delivery as stipulated in the department’s

service delivery charter.

2.5.3 Team work

All will be expected to work collaboratively with colleagues to achieve departmental goals by genuinely

valuing others ideas and expertise and be willing to learn from others.

All stuff shall build teamwork by placing team agenda before personal agenda and share credit for team

accomplishments and accept joint responsibility for team shortcomings.

2.5.4 Professionalism

All will demonstrate competence and skills in command and use of relevant job related knowledge and

skills and the overall mastery of subjects matter of their job they will at all times be conscientious and

efficient in meeting commitments, observing deadlines and achieving expected results.

2.5.5 Integrity and Ethics

All staff shall uphold soundness of moral character, adherence to ethical principles. They shall embrace

honesty, loyalty, fairness, courtesy, cooperation, compassion, generosity, kindness, trustworthiness,

honor and moral fiber. All will be expected to satisfy the requirements of chapter six of the constitution.

2.5.6 Respect for Gender and National Diversity

The staff of the County will be expected to treat people with dignity and respect and avoid discrimination

on gender lines, recognize the strengths in national diversity by showing respect for and understanding of

diverse points of view in decision making and duty performance . They will also be expected to

appreciate cross cultural uniqueness, recognize differences in social cultural backgrounds and take

measures to harness them.

2.5.7 Customer Satisfaction

To enhance customer satisfaction, all will focus on customer needs and match them to appropriate

solutions and confirm to the provisions of the customer service delivery

2.5.8 Concern on Environmental Issues

To manage our environment staff and stakeholders will address environmental issues and concerns at all

levels of their day to day undertakings and planning


2.6 KENYA’S DEVELOPMENT CHALLENGES

2.6.1 Global Challenges

Kenya’s effort to attain a middle class income status by the year 2030 is faced with a mirage of

global economic challenges. Some of these challenges have slowed down the pace of economic

growth that is required to achieve Vision 2030 goals. The challenges have an ultimate effect on

the performance of the counties as part of the larger whole called Kenya. These challenges

include: -

i. Global economic recession, ii. Terrorism,

iii. Unfavourable international trade, iv. Overdependence on primary commodities, v. Low foreign direct investment,

vi. Rising oil prices and inflationary pressure, vii. Dumping of substandard and counterfeit goods,

viii. International crimes i.e. terrorism, drug trafficking and human trafficking. ix. Climate change. x. Alcohol, drugs and substance abuse

xi. High levels of unemployment

2.6.3 Regional Challenges

Kenya is a member of various regional organizations and blocks such as EAC, COMESA, AU and

IGAD. The following are some of the regional development challenges: -

i. Trade barriers and imbalances; ii. Political instability and insecurity;

iii. Refugee problem; iv. Economic and social disparities; v. Slow integration of East Africa Community due to suspicion, disagreement over sharing

of benefits accruing from the integration process, among others; vi. Overlapping membership to various regional economic blocs with competing interests,

vii. Poaching, cattle rustling and proliferation of small arms, viii. Environmental challenges such as; pollution, desertification, land degradation and

deforestation.

2.6.4 National challenges and issues

2.6.4.0 Security challenges

Insecurity has become a global challenge not only to Kenya but also to other countries.

Insecurity is manifested in the following areas: -

i. Terrorism,

ii. High crime rate,

iii. Cyber-crime,

iv. Kidnappings,


v. Food insecurity,

vi. Money laundering;

vii. Smuggling and counterfeiting of goods

viii. Proliferation of small arms and light weapons,

ix. Organized criminal gangs and militia,

x. Teething challenges of implementing devolution

2.6.4.1 Governance

The lack of accountable and transparent leadership and weak institutions leads to ineffective

delivery of services and misuse of resources. It may lead to resources being diverted away from

the target areas to non-priority areas. Bad governance result to the following: -

i. Corruption, ii. Impunity, iii. Patronage, iv. Poor implementation of the rule of law, v. Marginalization of some communities, vi. Poor delivery of services, vii. Poor disaster management, preparedness and response.

2.6.4.2 Poverty and inequality

According to the World Bank report of 2013, it is estimated that about 42% of Kenyans live

below the poverty line. There is wide spread gap between the rich and the poor, inequality

between genders and skewed distribution of resources between regions. These factors coupled

with other challenges are inhibiting the pace of development in the county. Devolution was

however mooted to address some of these challenges of skewed distribution of the national

cake.

2.6.4.3 Conflicts

Conflict is a state of disharmony or incompatibility between persons, ideas or interests. Conflict

may lead to: -

i. Displacement of persons (IDPS) ii. Food insecurity,

iii. High levels of poverty, iv. Deaths and destruction of property, infrastructure and environment, v. Economic decline,

vi. Capital flight, vii. Brain drain

2.6.4.4 Social challenges

The following are social challenges that inhibit provision of social protection and achievement of

desired quality of services to the citizens: -

i. Marginalization of the youth, women and other social groups, ii. Rapid population growth,

iii. HIV Aids menace and drugs, alcohol and substance abuse,


iv. Road carnage, v. Lack of access to education and health,

vi. High infant mortality and morbidity rates, vii. Lack of access to clean and safe environment including water and sanitation.

2.6.4.5 Economic challenges

The goal of the economic pillar is to create a stable macroeconomic environment necessary for

economic growth and wealth creation, job creation and investment. The challenges are: -

i. Unemployment, ii. High interest rates,

iii. Increasing public debt, iv. High cost of food prices and energy and, v. Budgetary deficits.

The above enumerated challenges will ultimately affect the performance of the County and by

extension the department of Administration and Public Service bearing in mind that the county

is a subset of the nation and challenges experienced at the national level have both direct and

indirect impacts to the counties. The debilitating effects of the have impacted negatively in the

achievement of millennium goals and the national development goals.


CHAPTER THREE

3.0 KENYA’S DEVELOPMENT AGENDA

This strategic plan is aligned to the national agenda as set out in Kenya’s Vision 2030, Medium

Term Plan II 2013-2017, Millennium Development Goals (MDGs) and the Jubilee Manifesto.

Kenya’s vision 2030 aspires to transform Kenya into a newly industrialized middle income by

providing high quality life to all citizens by the year 2030. The vision is based on three pillars:

Economic, Social and Political.

The economic pillar aims to improve the prosperity of all Kenyans through an economic

development, covering all the regions of Kenya, and aiming to achieve an average GDP growth

rate of 10% p.a.

The social pillar seeks to provide a just and cohesive society with social equality in a clean and

secure environment.

The political pillar aims to realize a democratic political system founded on issue based politics

that respects the rule of law, and protects the rights and freedoms of every individual in the

society.

In the MTP II, the following are the priority areas to be addressed: full implementation of the

Constitution and devolution, provision of security to all Kenyans, creation of an enabling

environment to investors, promotion of equality and equity, increasing access to basic

amenities, expansion of trade and investment and improvement of political and economic

governance.

The Jubilee manifesto is anchored on the three pillars of economic, unity and transparency

which seeks to improve the livelihoods of Kenyans in the next five years.

The following priority areas in MTP II of the Vision 2030, MDGs and Jubilee Manifesto are critical

for the attainment of the national goals in the intervening period 2013-2017;

The government is committed to a rapid and efficient implementation of the two levels of

Government under which the county governments will assume full responsibilities assigned to

them by the Constitution. Priority at the National level will be given to provision of adequate

finances to match the functions allocated to the counties and capacity for policy making in order

to bring full benefits to the people of Kenya.

3.0.1 Service delivery transformation

The government is committed to building and implementing service delivery systems that will

ensure efficiency, quality service, speed, convenience, dignity in service delivery and global

competitiveness for sustainable development. This will be guided by the principles of the


Constitution, Kenya Vision 2030 and the Jubilee manifesto which bind all public officers to

observe integrity, principles of human rights and good governance.

3.0.2 International trade and investment

The Government will endeavour to create an enabling environment for attaining consistent

double digit economic growth, trade and investment by maintaining macro-economic stability

and diversification of the economy.

3.0.3 Regional integration

Kenya is committed to the implementation of EAC common market Protocol in order to expand

the market for goods and services as well as investment and employment opportunities.

Regional integration with other member states within the region will also help in dealing with

regional security, political and socio-economic challenges. The benefits of regional integration

will be realized in the counties as sources of various resources including human capital.

3.0.4 Security

National security is critical for the attainment of the national development goals. Security will be

addressed in order to provide individual’s safety to Kenyans and the investors. In line with the

Constitution, security regulations and behavior must conform to local and international human

rights standards. Security is a key imperative in the achievements of both national and county

objectives and as such its importance cannot be ignored in the county’s development agenda.

3.0.5 Empowerment of youth, women and the marginalized groups

The government will provide equal opportunities for employment and income generation to the

youth, women and the marginalized groups through affordable credit facilities (Nationally-

Uwezo fund, Youth & Women Enterprise Fund, County wise- Biashara fund, Youth fund etc),

capacity building, supporting sports, creative arts and cultural heritage.

3.0.6 Human Resource Development

In order to achieve the national development goals, the county requirebuilding a productive

human capital through education and ICT supported training for efficient government services

and business. To this end, significant milestones in ICT have been realized in revenue collection

and major steps should be taken in ensuring training and development of county staff for the

government to fully realize their potential. It is important to note that this is one of the key

responsibilities of the department of Administration and Public Service.

3.0.7 Infrastructure

Infrastructure such as roads, ICT, electricity, among others, is one of the key enablers and drivers

of the development agenda. This will be achieved through provision of efficient, accessible and

reliable infrastructure in order to accelerate economic growth, development and poverty

reduction. This will lower the cost of doing business, improve security, improve livelihoods and

increase the country’s competitiveness.


3.1 SITUATIONAL ANALYSIS

3.1.0 INTRODUCTION

The County Administrative and Public Service Sector derives its mandates from County

Government Act 2012 among other Acts of Parliament. Within its mandate of providing strategic

leadership and direction in the administration of the county the sector offers the highlighted

functions:-

a) General Administration of the County

b) Public Relations

c) Human Resource Management

d) Enforcement

e) Performance Management

f) Devolution

g) Community Participation

h) Betting Lotteries and Gaming

i) Alcoholic Drinks Regulation

3.1.1 OVERVIEW OF ACHIEVEMENTSDURING THE FIRST YEAR OF DEVOLUTION:

1) Establishment of County head office and sub-county offices.

2) Operationalization of Liquor Committee at Sub-county level.

3) Deployment of Technical staff to the Sub-counties.

4) Community participation in various policies made by County Government

through various stakeholder meetings/forums.

5) Establishment of human resource department headed by County Head of Human

Resource. The sector also facilitated Human Resource Audit exercise conducted

by TA and VAS consultants.

6) Establishment of legal section with staff deployed accordingly.

7) Preparation of draft bills on Enforcement and Public participation

3.1.2SWOT ANALYSIS

The achievements of this plan shall depend largely on how the County Administrative and Public

Services shall relate to both the political and the external stakeholders. To achieve its mandate

which is geared towards giving satisfactory services, the sector operates in a rather challenging

environment. The analysis of the environment is thereafter used to determine the sectors

strengths, weaknesses, opportunities and threats.


3.1.2.0 STRENGTHS

3.1.2.1 Public Participation Frame Work

Members of public are being involved in various programmes and activities through various

communication mechanisms such as Public meetings, Community Education Programmes and

citizen forums.

3.1.2.2 Staff in Sub-Counties

The deployment of staff to Sub-counties hasfacilitated work performance in Sub-counties. As a

result public confidence in county public service has greatly improved thus good relationship.

3.1.2.3 Enactment of various County Government Acts

The sector has facilitated enactment of various Laws that has greatly improved service delivery

such as the Kiambu Alcoholic Drink Control Act 2013 which has greatly regulated consumption of

Alcohol and helped to weed out the illicit drinks.

Also enacted is the Kiambu Finance Act 2013which has helped to regulate business and maximize

economic resources utilization.

3.1.2.4 Operationalization of Sub-Counties offices

In the spirit of Devolution the established Sub-county offices have trickled down the most

needed services closer to the citizens.

3.1.2.5 Funding from National Government

The sector has been instrumental in promoting good governance; transparency and

accountability in the public service thus ensuring County funds from the National Government

are efficiently utilized in provision of services required.

3.1.2.6 Skilled Personnel

The sector has been able to tap personnel with different skills on Governance.

3.1.2.7 Team Work

There is willingness to work thus reduction of conflict within the various level of Governance.

3.1.2.8 Favourable Climatic Conditions

The favourable climatic conditions in the County support food production and other agricultural

produces.

3.1.2.9 Favourable Labour Relations

The department has been Able to negotiate compromises with staff with a view to addressing

emerging Hr issues that may lead to industrial unrest thereby minimizing opportunities of work

interruptions

3.2.0 CONSTRAINTS /WEAKNESSES

3.2.1 Unwillingness to change by some of devolved departments.

It has been observed that some departments are reluctant to embrace devolution as a new

phenomenon thus slowing pace of service delivery.


3.2.2 Lack of functional devolved units in our Sub-counties.

The County Government Act requires County Government to put up structures that support

devolution, that is, establish ward offices.

3.2.3 Lack of harmonized Terms and Condition of services.

This causes anxiety and low staff morale among the county public service.

3.2.4 Weak labour relations

Mechanisms that manage relations between the Staff and the Management are weak.

3.2.5 Lack of performance management system

The system for managing performanceas required by the Constitution for the purpose of

appraising service delivery has not been put in place.

3.2.6 Lack of proper mechanism to control utilization of resources.

3.2.7 Lack of defined communication channels

Within the existing County Structures of governance.

3.2.8 Lack of integrated training policy to enhance skills development among the

County Staff.

3.2.9 Lack of adequate office space especially in the sub-counties.

With new offices and new staff there is a lot of demand for office space which has not

been met due to challenges of resources

3.2.10 Lack of staff rationalization

Rationalization can determine the staffing levels and hence address the issue of ghost

workers or blotted workforce.

3.2.11 Misplacementof priorities

At times what is seen as a priority may not necessarily be a priority.

3.3.0 THREATS

3.3.1 Inadequate support from National Government especially from former Provincial

Administration now restructured into the Ministry of Interior and National Co-ordination.

3.3.2 Political threats:

Members of Parliament and Senators have, of late, been trying to enact laws that

threaten Devolution.

3.3.3 Failure by the County management to adhere to some of the provisions of the Transition

to Devolved Government Act, 2012 as provided by the constitution.

3.3.4 Negative Public perception on operations of the defunct Local Authorities.

3.3.5 Low Staff Morale – This is due to fear ofunknown and anxiety especially staff from the

devolved functions.


3.3.6 Enormous expectations from members of public. After promulgation of the constitution,

members of public had high expectations on County Governments which superseded the

resources available.

3.3.7 Lack of adequate resources which matches the demand.

3.3.8 Competing interest especially in project identification –

Lack of involvement of the Sub-county officials in C.D.F. board as required by the C.D.F.

Act thus leading to duplication of projects implemented.

3.3.9 Disparity in salary structures between the staff from devolved functions and those from

defunct Local Authorities.

3.3.10 High population growth rate especially in urban areas leads to high production of solid

waste which in turn constrains the resources earmarked for managing environment.

3.40 OPPORTUNITIES 3.4.1 Nearness to the City County of Nairobi that enhances business development and

investment opportunities.

3.4.2 Adequate infrastructure that support movement which spurs economic growth such as

Thika Superhighway.

3.4.3 Potential to exploit I.C.T for the purpose of improving service delivery.

3.4.4 Support from the donor community in infrastructure development and staff training.

3.4.5 Enhanced community participation in identification of projects and formulation of

policies.

3.4.6 Operationalization of the Public Procurement and Disposal Act 2005 that enhances

transparency and accountability in procurement process.

3.4.7 Political good will from His Excellency the Governor and the Executive members.

3.4.8 The Constitution ofKenya 2010 and County Government Act 2012 gives wide mandate

and potential areas for resources exploitation and maximization.

3.50 STAKEHOLDER ANALYSIS The following are the key sector stakeholders who provide support, feedback and co-

operation.

1. Citizens

2. County Government

3. County Government departments

4. County Public Service Board

5. National Government


6. Development partners

7. County employees

8. Training institutions

9. Enforcement Agencies – Police, EACC

10. Legal institutions

11. County Assembly members

3.5.1 Citizens

These are business people and ordinary citizens whom the County Government shall provide

services. They provide support, co-operation and feedback on service delivery.

3.5.2 County Government

It comprises the executive and County Assembly members. It provides leadership and

formulation of County Government Acts and Policies. It also allocates resources for service

delivery and appropriate working environment.

3.5.3 County Public Service Board

It provides advisory role in human resource management and development. It is mandated to

recruit staff, establish and abolish offices.

3.5.4 National Government

It provides the legal frame work under which the County Government shall work. It alsoprovides

national policies and offers Advisory services that assist in the management of County

Government.

3.5.5 Development Partners

They provide financial and technical support.

3.5.6 County Employees

They serve citizen through public advocacy and implement plan/ programmes which will meet

public expectation.

3.5.7 County Departments

They are implementers of County policies.

3.5.8 Training Institution

They enhance Staff skills and competences by providing training services.

3.5.9 Enforcement Agencies

They enforce the laws

3.5.10 Legal institutions

They provide legal advice and interpretation on legislation especially in devolution.

3.5.11 County Assembly Members

They enact County laws and approve County policies.


3.6.0 RISKS MANAGEMENT ANALYSIS Implementation of this strategic plan is prone to various risks among them, operational, financial,

strategic and technological.

3.6.1 Strategic Risks

3.6.1.1 Some of the proposed programmed activities may be opposed by some

stakeholders.

3.6.1.2 Deployment of technical staff might delay some activities or service delivered due

to induction period required.

3.6.1.3 Insecurity and political instability may interfere with the plan/programmes

implementation such as terrorist activities and tribal clashes.

3.6.1.4 Changes in political leadership may lead to changes in various implementers, thus

adversely affecting service delivery.

3.6.2 Organization Risks.

3.6.2.1 Lack of staff commitment to embrace devolution structures.

3.6.2.1 Re-organization of the County Government organization structures may lead to

disruption of policies implementation.

3.6.3 Operational Risks

3.6.3.1 Challenges in implementation of enacted Acts, for example, public demonstration on the

recently enacted County Finance Act.

3.6.3.2 Resistance of staff from some of devolved functions, such as Health, to join County

Government.

3.6.3.3 Slow enactment of the required Acts by both National and County Assemblies.

3.6.3.4 Politicization of County programmes/ activities implementation.

3.6.3.5 Conflict of roles between National and County officials. Some national officials clinging

on the devolved functions supposed to be performed by theCounty Government officials.

3.6.4 Financial Risks

3.6.4.1 Inability to meet the set targets due to inadequate revenues.

3.6.4.2 Misappropriation of funds.

3.6.4.3 Withdraw of support from key development partners.

3.6.4.4 Diversion or reduction of funds meant for certain activities or programmes due to

National disaster emergencies.

3.6.5 Technological Risks

3.6.5.1 Failure to equip sections/departments with relevant tools.

3.6.5.2 Emergence of virus that destroy information systems.


3.6.5.3 Inability to manage information security.

3.6.5.4 Rapid Technological changes leading to wastage of resources due to obsolete equipment.

3.7.0 MITIGATION FACTORS

3.7.1 Strategic Factors

3.7.1.1 Involvement of key sector stakeholders who are representatives of public at large.

3.7.1.2 Effective succession policy should be put in place for continuity.

3.7.1.3 An effective disaster management policy to address various disasters arising from

political and economic crisis.

3.7.2 Organizational Factors

An effective communication mechanism should be put in place to disseminate information to all

County departments.

3.7.3 Operational Factors

Continuous Civic Education on devolution laws should be conducted in all devolved units to

create awareness and enlightenment.

3.7.4 Technological Factors

Measures should be put in place to keep pace with the ever changing modern Technological

advancement.

3.7.5 Financial Factors

Measures should be put in place to ensure that available resources are prudently managed.


CHAPTER FOUR

4.0 ROLE OF THE COUNTY ADMINISTRATION AND PUBLIC SERVICE

DEPARTMENT

4.1 Alcoholic Drinks regulation - The functions of the Directorate: (a) support and facilitate Sub county Committees in carrying out their functions (b) carry out public education on alcoholic drinks control in the county directly and in collaboration

with other public or private bodies and institutions (c) facilitate citizen participation in matters related to alcoholic drinks control in accordance to

framework for citizen participation established under the County Governments Act ,the Urban Areas and Cities Act or any other relevant written law;

(d) Facilitate and promote in collaboration with other county and national government institutions the establishment of treatment and rehabilitation facilities and programmes;

(e) carry out research directly or in collaboration with other institutions and serve as the repository of data and statistics related to alcoholic drinks control

(f) develop in collaboration with other county and national government departments strategies and plans for implementing this Act and control of alcohol abuse and any other relevant national legislation and coordinate and support their implementation

(g) advise the executive member generally on the exercise of his powers and performance of his functions under the Act, and in particular on county policy and laws to be adopted in regard to the production, manufacture, sale and consumption of alcoholic drinks;

(h) in collaboration with other relevant county departments, prepare and submit an alcoholic drinks status report bi - annually in the prescribed manner to the Executive Member which shall be transmitted to the county executive committee, county assembly and the Authority and recommend to the Executive Member and participate in the formulation of laws and regulations related to alcoholic drinks;

(i) monitoring and evaluating the implementation of the Act including the operations of the Sub county Committees and advising the Executive Member on the necessary measures to be adopted;

(j) Carry out such other roles necessary for the implementation of the objects and purpose of the Act and perform such other functions as may, from time to time, be assigned by the executive member.

(3) The Directorate is headed by a director appointed by the County Public Service Board. (4) The Executive Member and the County Public Service Board shall ensure that the Directorate has adequate human, financial and any other appropriate resource to enable it carry out the functions assigned under the Alcoholic Drinks Control Act.

4.2 BETTING CONTROL AND LICENCING FUNCTIONS

a) Licensing and controlling of Betting and Gaming premises and the activities carried therein.

b) Authorization and control of Prize competition and lotteries

c) Curbing illegal Betting, Lotteries and Gaming

d) To provide enabling environment for Betting, Lotteries and Gaming


e) To advocate for Betting, Lotteries and Gaming as a legitimate consumer pursuit

f) To create awareness and public confidence in Betting, Lotteries and Gaming.

Some of the licenses that are issued by the BCLB are:

Permit Authorizing Promotion of off- the Course Bookmaking at Race Meeting Pool Betting Scheme License Prize Competition Permit Public Gaming License Public Lottery Permit

4.3 HUMAN RESOURCE MANAGEMENT FUNCTIONS

Human Resource Management (HRM) refers to that part of an organization’s activities designed to attract, train, develop and maintain an effective workforce. Some activities and roles undertaken include:

drawing up job descriptions, organizing the process of recruiting and selecting new staff, organize training (e.g. induction training for new staff), arrange and conduct performance appraisal, planning future staffing requirements,

handling grievances, Implementing HRM policy, e.g. equal opportunities (line managers are expected to be aware of

all legal requirements affecting HRM).

It has been discerned that where the County government lay emphasis on building a strong human resource both in terms of skills and capacity, the gains of devolution shall be easily realized and entrenched hence setting a strong foundation for devolution in the country.

4.3.1 The roles of HRM

The Human Resource Management section of the department fulfills the following roles.

The executive role

here, the HRM department is seen as the ‘expert’ in matters relating to Human Resource

Management and makes decisions about what should be done in this area. For example, the HRM

department will ensure that organizational policies are developed in line with legal requirements, will

decide to produce information booklets on training, etc.

The audit role

In this capacity, the HRM department monitors organizational activities to ensure that HRM policies

are being properly implemented by all concerned.

The facilitator role

this role requires the HRM department to facilitate the work of other managers in the organization

and help them to acquire and use the skills, techniques and attitudes that they need to make sure

that HRM policies are implemented throughout the organization. For example, team leaders could be

given training to help them respond to, and deal with, complex relationships between team members

that may involve HRM issues such as grievances, equal opportunities, human resource planning, etc.


The consultancy role

in this role, the HRM department provides advice and guidance to managers at all levels on matters

to do with the management of people.

The service role

this requires the HRM department to be the provider of useful information on HRM matters. This is

most important in times of change when the organization needs to make sure that it is up to date

with what is happening, for example with changes in legislation on issues like equal opportunities, or

with developments in HRM practice or 360-degree feedback.

4.4 DISASTER MANAGEMENTROLES The following roles are fulfilled

Transportation-

Provide civilian transportation/ military support and management of transport systems

Communications

Provide telecommunication support and facilitate restoration of communication infrastructure

Public Works and Engineering

Facilitate the delivery of services, technical assistance, engineering expertise and construction management

Firefighting

Suppress rural and urban fires and provide logistical support

Emergency management

Collect, analyze and disseminate critical information to facilitate the overall county response and recovery operations

Emergency assistance housing and human services

Manage and coordinate food shelter and first aid for victims

Logistics management and resource support

Provide logistics planning management and sustainment capability

Public health and medical services

Provide assistance with public health and basic medical care needs

Search and rescue

Distress monitoring, communications, location of distressed personnel, coordination and execution of rescue operations

Public safety and security

Provide public safety and security in collaboration with state and non-state agencies

4.5 KEY RESULT AREAS To have an efficient and effective delivery of services and to strengthen the functioning of the county

government, the Administration and Public Service Department has identified the following as the Key

result areas.


4.5.0 KEY RESULT AREAS IDENTIFIED

1. Service Delivery Improvement

2. Human Resource Management and Development

3. Alcoholic Drinks Control and Regulation

4. Labour Relations and Compensation management

5. Disaster Management

6. Governance for Public Service and Administration

7. Betting Control and Gaming

4.5.1 HUMAN RESOURCE MANAGEMENT AND DEVELOPMENT

The county government shall endeavor to develop policies and programs geared towards improvement

of employee welfare with a focus to attracting, motivating and retaining an experienced workforce. This

will be accomplished through development of an effective recruitment policy, offering attractive

remuneration to the staff, training and capacity building to enhance the skills of the employees. The

county will also offer incentives, rewards and promote staff welfare and improve the work environment.

4.5.2 LABOUR RELATIONS AND COMPENSATION MANAGEMENT

Establish mechanisms to address issues touching on employee’s welfare particularly their representation

under a recognized body that advances workers’ rights. Elaborate compensation management system

should be put in place to ensure harmonized remuneration.

4.5.3 ALCOHOLIC DRINKS CONTROL AND REGULATION

Ensure effective measures are put in place to control excessive use of alcohol and related products and

establish rehabilitation and treatment Centre’s in every sub county. In addition ensure well- functioning

regulatory committees in the sub county with a view to ensuring only licensed outlets sell authorized

alcoholic drinks. The department shall also ensure inter agency collaboration in dealing with counterfeits

and adulterated drinks unfit for human consumption.

4.5.4 SERVICE DELIVERY IMPROVEMENT

Improve the quality of services being delivered and develop and implement service delivery interventions

including macro organization of the public service, access strategy, enhanced citizen participation/

engagement, innovative learning and knowledge based models and practices. Leverage ICT as a strategic

resource in service access and delivery.

4.5.5 GOVERNANCE FOR PUBLIC SERVICE AND ADMINISTRATION

Improve governance and public administration for improved service delivery in support of the vision of

efficiency and increased public participation in governance, develop guidelines on anti -corruption and

carry out participatory monitoring and evaluation.

4.5.6 GAMING AND BETTING CONTROL

Ensure only licensed outlets for gaming and betting operate in the county and the functions are properly

regulated


CHAPTER FIVE

5.0 STRATEGIC OBJECTIVES, STRATEGIES AND ACTION PLAN

The implementation Action Plan is developed around the Key Result Areas

STRATEGIC OBJECTIVE 1: HUMAN RESOURCE MANAGEMENT AND DEVELOPMENT

OUTPUT MEASURE INDICATOR KEY ACTIVITIES

Highly motivated

and skilled

workforce

Return on

Investment (

quality of training)

Improved skills, attitudes

Number of officers sent

for training

No. of officers promoted

Training needs

assessment

Harmonization of pay

structures

Identification of

positions for

promotions

Enhanced budget

allocation for

training/promotions

Productive work

force

Feedback from customers

Annual Revenue Reports

Baseline surveys

Revenue

enhancement exercise

Staff Rationalization Optimized staffing

levels

Lack of pending work

Surpassing of targets

Staff rationalization

report

Vetting of officers for

proper placement

Provision of working

tools/ equipment

Organizational

structures developed

Improved safe &

healthy work

environment

Satisfied workforce Employee / customer

satisfaction surveys

Conduct the baseline

surveys on employee/

customer satisfaction

Efficient HRM

Policies, Practices,

Norms and

Standards

Performance

Development &

Assessment

Audit Reports

Reduced HR complaints/

cases

Developing policies

Develop performance

management system

Strengthen the

performance

management system

for HOD’s and

cascading it to lower

levels

Performance

management

system formulated

Performance

Contracts

Approved procedure

manual for monitoring

performance

Performance Contracts

Develop performance

management criteria

Staff Training

Derive targets for


Reports

achievement

Implement PC’s

Develop performance

assessment

STRATEGIC OBJECTIVE 2: LABOUR RELATIONS AND COMPENSATION MANAGEMENT


Efficient employee

relations /

compensation

policies and

practices

Employee

Satisfaction survey

Reduced number of

complaints received

Improved number of

employees being

compensated

Reduced time in handling

compensation requests

Prompt handling of

complaints / cases

Development of

policies for managing

grievances disputes,

misconduct and poor

performance

Establishment of

compensation

guidelines

Development of

policies and guidelines

for the management

of remuneration

(leave, overtime,

severance package,

allowances & job

evaluation

STRATEGIC OBJECTIVE 3: ALCOHOLIC DRINKS CONTROL AND REGULATION


Alcohol Regulation

and control

Framework

Develop rules and

regulations to

control manufacture

and consumption of

alcohol

Developed Legislation

and regulations

Reviewed ALCOHOLIC

Drinks Control Act

Development of

policy

Dissemination of

policy

Stakeholder

engagement with a

view to sensitizing on

the legislation

Rehabilitation

Centers equipment

Acquired equipment

and medicine for

rehabilitation

centres

No centers equipped

Equipment

Medicine

Budget for equipment

Initiate procurement

process

Purchase and supply

the equipment to the


identified centres

Initiate treatment

and rehabilitation

Number of

rehabilitation

centres/ healthcare

workers and

counselors

Number of rehab

centres offering

services

Number of admission

to the centres

Budget for rehab

program

Identify/Profile

individuals addicted to

alcohol

Identify rehab care

givers and recruit

Roll out the rehab

program

Develop alcohol

prevention program

Survey current

prevention programs

and document the

gaps

Survey results Budget for prevention

programs

Carry out sensitization

in all sub counties

Enforce with a view to

limiting unregulated

consumption of

alcohol

Monitor and evaluate

the prevention

program

Conduct

enforcement and

testing of alcoholic

drinks

Number of raids and

drinks tested for

quality

Testing centres for

alcoholic drinks

Number of raids

conducted and charges

preferred on culprits

Budget for

community

outreach, raids and

testing centers

Carry out

Community

outreach program

Equip and employ

personnel for

testing centers


STRATEGIC OBJECTIVE 4: SERVICE DELIVERY IMPROVEMENT


Service Delivery

Quality and Access

Customer service

delivery charters

Public Satisfaction

surveys

Develop service

delivery improvement

plans

Conduct user

satisfaction surveys of

county services

Strengthen

participatory

mechanisms

Institutionalize service

delivery charters

(Establishment of

customer care desks)

Conduct surveys on

customer satisfaction

Effective systems &

structures and

processes

Standardized

systems and

procedures

Improve frontline

services

Staff training for

competence

Improve quality of

information and

monitor progress

Effective

communication

systems and public

engagement

Number of press

releases/

newsletters

Improved public

relations

Staff recruitment/

training for

competence

Regular updates on

issues affecting the

county

Service Delivery

Charters displayed

in service delivery

sites

Number of service

delivery units

displaying service

delivery charters

Service Delivery

feedback ( Customers

feedback forms)

Staff training on

customer care

Develop guidelines on

compilation of service

charters


STRATEGIC OBJECTIVE 5: GOVERNANCE FOR PUBLIC SERVICE AND ADMINISTRATION


Appropriate

governance

structures and

decision making

Improved

governance

Developed policies and

guidelines

Constitute teams to come

up with structures

Develop service standards

Staff training

Monitor the

implementation of

policies & guidelines

Citizen engagement

and public

participation

Stakeholder forums Stakeholder involvement

meetings held

Identify key stakeholders

for engagement

Convene quarterly

meetings on stakeholder

involvement

Budget for stakeholder

involvement

Effective Corruption

prevention

Baseline surveys on

corruption levels

Reduced cases of

corruption either

reported or discerned

Constitute Corruption

Prevention Committees

at County, sub county

and County Assembly

levels

Awareness creation

Corruption Risk

Assessment

Corruption Prevention

Plans

Develop codes of

conduct and Ethics

Audit

Awareness on the codes

of conduct and ethics

Enforcement of the

codes

Quarterly and annual

reports on corruption to

EACC


STRATEGIC OBJECTIVE 6: GAMING AND BETTING CONTROL


Draft Bill on Betting

& Gaming

Efficiency and

effectiveness in

inspectorate

Policy document in place Budget for policy

Develop betting and

gaming control draft

policy

Developed policy Signed prize competition

draws returns

Develop betting and

gaming policy

Number pf prize

competition draws

conducted

Daily supervision of

casino activities

Preside over prize

competition draws

Number of spot checks

conducted

Pool table licensing


Strategic Objective 1: To develop Human Resource Policies, regulatory framework and systems and

guide their implementation to the effective and efficient management of the public service

Strategies Outputs Activities Performance

Indicators

Means of

verification

Assumptions

and Risks

Responsibility Time

Frame

Formulate HR

policies and

procedures (

performance

management

scheme,

reward &

recognition

scheme,

sanctions/

disciplinary

procedures,

codes of

conduct, pay

and

allowances

HR Policies,

regulations

and

procedures

developed

Draft policies,

regulations and

procedures

Review existing

policies,

regulations and

procedures

Conduct

stakeholders

meetings

Submit draft

policies to

executive

committee for

approval

Number and

relevant

policies,

regulations and

procedures

drafted

No. of policies,

regulations and

procedures

reviewed

Number of

stakeholders

meetings

conducted

Final drafts of

policies,

regulations and

procedures

submitted to

CECs for

approval

Draft policy

documents,

regulations and

procedures

Policy

documents,

regulations and

procedures

Minutes of

stakeholder

meetings/

interviews with

stakeholders

Acknowledgem

ent of

submissions to

CEC

Resistance to

proposed

policies,

regulations

and

procedures

Availability of

funds

Resistance to

proposed

documents

Stakeholder

participation

Availability of

funds

Approval will

be made

CEC- A&PS 2014-

2015

Manage and

monitor the

public service

payroll

Improved

public service

management

system and

practices

Up to date

software

Train users

-Provide

hardware &

internet

Hardware asset

register

Number of

staff trained

Level &

accessibility of

internet

Inception

reports

Training

reports

Attendance

sheets

Systems

breakdown

Appropriate

infrastructur

e

Availability of

power supply

CEC –A& PS

ICT Manager

Payroll

Manager

2014-

1015

Contin

uous


support

-Carry out data

cleansing for

existing data

Clean nominal

roll

Track staff

attendance

Up to date

personnel data

Up to date

nominal rolls

Payment

sheets

Reports

Reports

Reports

nominal rolls

Staff

attendance

sheets

Cooperation

from

stakeholders

Staff

commitment

Support and

monitor the

implementati

on of

performance

management

systems in

the county

government

Performance

management

system

launched

Guidelines on

performance

management

system

developed

and

disseminated

Performance

Organize

workshop to

launch

performance

management

system

Develop and

disseminate

guidelines on

performance

management

system

Develop and

Number of

stakeholders in

attendance of

the workshop

Guidelines

developed and

disseminated

within the first

year

Number of

guidelines

disseminated o

departments

Number of

Launch report

interviews with

workshop

attendants

Guideline

documents

Dissemination

reports

Acknowledgem

ent of receipt

by

departments

Stakeholder

participation

Availability of

funds

1st

Quarte

r 2015-

16


appraisal

forms

developed

and

distributed to

departments

distribute

performance

appraisal forms

departments to

which

performance

appraisal forms

have been

distributed

Monitor &

support

departments

in the

implementati

on of

performance

management

systems

Train

stakeholders in

the use of

performance

management

instruments

Support

supervision

Number of

stakeholders

trained

Support

supervision

reports

Training

reports

Attendance

lists

Support

supervision

reports

Stakeholder

participation

Availability of

funds

Availability of

funds

Strategic objective 2: Initiate and review legal framework and restructure labour relations to facilitate

implementation of the labour functions


Indicators

Means of

verification

Assumptions

and Risks

Responsibility Time

Frame

Initiate

development

of relevant

legal/policy

framework on

labour, OSH,

work injury,

compensation

policy,

employment

policy

Legal review

committee

formed and

gap analysis

done

Establish legal

review

committee

Develop TOR’s

Identify gaps

in the legal

framework

Functional

review

committee

Number of

TOR’s

developed

Number of

gaps

identified

Signed

Minutes of

executive

committee

Copy of ToR’s

Assessment

report

Availability

of

stakeholders

Available

skills to

develop

TOR’S

Availability

of necessary

documents

CEC A& PS 2014- 2016


Work injury

compensation

policy in

place.

Protection of

workers

strengthened

Draft legal

policy

document

Validate legal

and policy

documents

Approved

policy

framework

Review and implement work injury compensation policy

Engage legal

personnel to

draft policies

and

regulations

Organize

stakeholder

workshops to

validate

policies and

regulations

Facilitate &

lobby CEC to

approve the

policy

framework

Functional

work injury

compensation

policy

consultant

document

Number of

workshops/

seminars

organized

Executive

committee

resolutions

Work injury

compensation

policy

Consultant

report

Workshop

reports

Submitted

executive

committee

memo

and funds

Availability

of funding

Availability

of key

stakeholders

and legal

experts

Executive

memo

discussed

and a draft

policy

adopted

Availability

of funding

Compliance

with labour

laws

Conduct

regular labour

inspections

Number of

inspections

conducted

Inspection

reports

Availability

of funds

Enhanced

occupational

safety and

health at

work place

Acquire

occupational

safety

equipment’s

Sensitize

employees

and other

Number of

equipment’s

purchased

Number of

stakeholders

Asset register

Sensitization

report

Availability

of funds

Availability


stakeholders

on safety and

health issues

sensitized

Number of

campaigns

conducted

of funds


Indicators

Means of

verification

Assumptions

and Risks

Responsibility Time

Frame

Protect

consumers

from

misleading

inducements

on alcohol

Inspection

and licensing

of outlets on

adverts on

alcohol

- Inspect

alcoholic

drinks outlets

-License those

complying

with

conditions

Number of

outlets

inspected

and licensed

Records of

outlets

inspected

and licenses

issued

Adequate

funds to

carry out

inspections

DIRECTOR JUNE- JULY

&

OCTOBER –

DECEMBER

every year

Develop

alcohol abuse

prevention

program/

community

involvement

Safe and

responsible

drinking

Establish

alcohol

control units

Carry

sensitization

programs on

responsible

drinking

Number of

preventive

programs

carried out

Number of

registered

community

groups

Records on

preventive

programs

Number of

sensitization

forums

involving

community

groups

Funds to do

preventive

programs

CEC- APS

DIRECTOR

Continuous

Enforcement

surveillance

and alcohol

testing

Enforcement

initiatives

carried out

conduct raids,

arrests and

arraignment

in court

Number of

arrests and

those

charged in

courts

Number of

organized

raids

Charge

sheets

Cooperation

by the

Judiciary

Funds to

carry raids

DIRECTOR Continuous

Establish rehab

centers

Rehab centres

identified and

equipped

Identify

centres of

rehabilitation

survey on

those

affectedalcoh

olism

Number of

inmates in

rehab

centers

Funds to do

rehabilitation

DIRECTOR Continuous

Strategic Objective 3: To protect consumers of alcoholic drinks from misleading or deceptive inducements and inform them of the risks of excessive consumption of alcoholic drinks


Strategic Objective 4: To promote compliance with government policies, regulations, systems and

standards for enhancing quality assurance and productivity improvement in service delivery by all

departments in the county


Indicators

Means of

verification

Assumptions

and Risks

Responsibility Time

Frame

Strengthening

demand for

service delivery

&

accountability

Client

charters and

service

delivery

standards

Develop

guidelines on

development

and

documentati

on of service

delivery

standards

and client

charters in

the county

Guidelines on

development

and

documentation

of service

delivery

standards and

client charters

disseminated

Stakeholders

meetings

Questionnair

es

Interview

schedules

Funds

Logistics

Stakeholder

participation

Ownership

resistance

CEC A& PS

CEC’s

Chief Officers

Sub County

Administrator

s

2014-2015

Conduct

stakeholder

workshops to

disseminate

introduction

of service

charters

Number of

workshops

conducted

Feedback

from

recipients

through

interviews

( Customer

Satisfaction

Surveys)

Availability of

funds

PR

2014-15

Effective

communication

and public

engagement

Develop a

Communica

tion strategy

Produce and

disseminate

Information,

Education

and

Communicati

on (IEC)

materials

Communication

strategy in place

Number of IEC

materials

produced and

disseminated

Copies of IEC

materials

Availability of

funds

Communicatio

n & PR

Continuous

Effective

Monitoring and

Evaluation

Developed

M&E tools

Develop

guidelines on

use of M& E

tools

Guidelines on

M&E

M& E

Reports

Lack of

trained

personnel for

effective

M&E

M&E Officers Continuous


Logistics

Public Sector

transformation

Mainstream

results

based

managemen

t

Assess the

capacity of

departments

/ sub

counties

Capacity

assessment

reports and

action plans

Capability

review reports

M& E

Reports

Availability of

trained M& E

personnel

Funds to

assess

County

Secretary

2014 -

2015

STRATEGIC OBJECTIVE 5: To promote good governance in public service thorough ethical conduct,

compliance to legislation, fight against corruption and participatory monitoring


Indicators

Means of

verification

Assumptions

and Risks

Responsibility Time

Frame

Develop /

disseminate

guidelines

on good

governance

Developed policy

guideline on

good governance

Draft policies

regulations

and

procedures

Conduct

stakeholders

meetings

Submit draft

policies to

executive

committee for

approval

Policies

regulations and

procedures

drafted

Number of

stakeholders

meetings held

Approved draft

policies

regulations and

procedures

Policy

documents,

regulations

and

procedures

Minutes of

stakeholder

meetings/

interviews

with

stakeholders

Acknowledge

ment of

submissions

to CEC

Resistance to

proposed

policies,

regulations

and

procedures

Availability of

funds

CEC A& PS

CO A & PS

2014-15

Develop an anti-

corruption

Draft an Anti -

Corruption

Anti-

Corruption

Adopted Resistance to CEC A &PS 2014


strategic

measures

Policy Policy

document

policy the policy

Develop code of

conduct / Ethics

for county public

service

Draft COC/

COE

Code of

conduct /Ethics

document

Adopted

COC/ COE

being

enforced

Resistance of

COC

2014

Develop

community

participation/

involvement

framework

Draft

regulations for

stakeholder

involvement

Constitute

stakeholders

forums in

county/ sub

counties

Regulations on

community

participation

Number of

stakeholders

forums

initiated

Adopted

regulations

Number of

stakeholders

meeting

conducted

Availability of

stakeholders

2014

Develop

Legislation/

guidelines

compliance

framework

Procedures,

regulations to

enforce

compliance

Train staff on

compliance

enforcement

Come up with

enforcement

schedules

Implement

the schedules

Number of

training held

Number of

enforcement

schedules

Enforcement

schedules

Interview

with

enforcers

Enforcement

reports

Penalties

imposed

Logistics

Trained Staff

Availability

of funds

County

Enforcement

Officer

2014-15

Continu

ous


STRATEGIC OBJECTIVE 6: To provide an enabling environment for betting, lotteries and gaming

Strategies Outputs Activities Performanc

e Indicators

Means of

verification

Assumption

s and Risks

Responsibility Time

Frame

Develop rules

and

regulations

for betting

and gaming

Developed

policy

Budget for

policy

making

Draft bill

policy on

betting and

gaming

Policy to

regulate

betting and

gaming

Policy document

being

implemented

Daily signed

Casino returns

Number of spot

checks

conducted

Availability

of funds

Staff to

conduct

spot checks

Uncertain

status of

betting and

gaming

function

Betting &

Gaming

Control

Officer

CO-A &PS

Continuous

Regulate

Number of

prize

competitions

Policy

framework

Budget for

policy

framework

Draft Policy

Policy in

place

Number of prize

competitions

conducted

Unreported

prize

competition

s

Staff to do

spot checks

Funds to do

spot checks

Betting &

Gaming

Control

Officer

Continuous


CHAPTER SIX

6.0 MONITORING, EVALUATION AND REPORTING

Monitoring and Evaluation (M&E) are important aspects in the implementation of the Strategic

Plan. The purpose for monitoring is to ensure that the Strategic Plan is implemented according to

schedule and if there are any deviations, appropriate and timely actions are taken. The

implementation will thus be closely monitored to ensure compliance. Monitoring will be carried out

on a continuous basis while evaluation will be done periodically. Monitoring will involve regular

data collection and analysis on the progress of implementation of the plan. The results from the

analysis will then be used to inform decision-making, including taking corrective action where

deviations in implementation have been noted.

6.1 DATA COLLECTION, ANALYSIS AND REPORTING

The Administrative section will coordinate collection of M&E data on the implementation of the

strategic plan, analyze and report. It will provide technical support and facilitate M&E capacity

building in liaison with other sections/ departments. Monitoring and Evaluation mechanisms will be

institutionalized by establishing a departmental M&E Committee, consisting of all heads of sections

to meet regularly to review the progress of and implementation status of the plan.

Overall, the department will ensure ownership of the Strategic Plan by the staff. The heads of

sections will monitor activities and programmes administered in their respective jurisdictions. The

sections will submit quarterly and annual M&E reports to the County Secretary, who will in turn

submit the same to the CEC for submission to the Executive Committee for discussion, adoption

and direction. The reports will contain information on the performance of the sections, explain any

significant variation in expected performance, discuss challenges and issues encountered, lessons

learnt so far and appropriate recommendations.

6.2 REPORTING FRAMEWORK

The M&E reports will be reviewed regularly against the targeted indicators to measure progress. In

addition, they will be used to prepare the department’s annual report for presentation to the

Governor and the Executive Committee. The Strategic Plan will be evaluated during and after

implementation to gauge the extent of achievement of the intended results. The evaluation will be

carried out using relevance, efficiency, effectiveness, sustainability and impact measures. A mid-

term review will also be carried out. The implementation and results matrices will help track and

monitor progress in the implementation of the plan.

The performance contracts for the staff will be based on this plan while annual work plans and


performance evaluations will be based on the implementation matrix. The annual budgets will also

be based on and justified against the annual work plans. In addition, the Performance Appraisal

System will be administered in line with this strategy.

6.3 REVIEW AND CONCLUSION The strategic plan shall be continually reviewed to adapt to the changing circumstances and to

ensure that as much as possible, the strategic objectives set out in the plan are implemented.


IMPLEMENTATION MATRIX Goal 1:Protecting the health of the citizens in light of the dangers of excessive consumption of AlcoholicDrinks

Strategic Objective

Activities Output OVIs COST (Ksh. Million) Actor

2014/ 2015

2015/ 2016

2016/ 2017

2017/ 2018

2018/ 2019

To protect consumers of alcoholic drinks from misleading or deceptive inducements and inform them of the risks of excessive consumption of alcoholic drinks

1. Control the alcoholic drinks outlets through inspection and licensing.

Inspection and licensing of the existing and new outlets

Number of licensed alcoholic drinks outlets

12

14

15.4

Director Alcoholic Drinks Control

2.Protect

persons under

the age of

eighteen

yearsfrom

negative impact

on health and

socialdevelopm

ent from

exposure to

adverts

onalcoholic

drinks

Control advertisements through legislation

Number of impact and assessment reports

5

6

6.6

Director Alcoholic Drinks Control

Develop Alcohol Abuse Prevention Program

1.Establish

alcohol control

units

Carry out an assessment of the ongoing preventive activities by various institutions and document the gaps

Number of assessment reports

12

14

15.4

Director Alcoholic Drinks control

2.Resources mobilized

Mobilize resources to address the gaps, implement &coordinate activities of prevention of

Amount of resources mobilized and number of prevention activities

12

14

15.4

Director Alcoholic Drinks control Chief Officer


alcohol abuse

Facilitate, Enforcement, Surveillance and Testing of Alcoholic Drinks

1. Conduct raids and arrest those contravening Kiambu County Alcoholic Drinks Act 2. Conduct Tests on alcoholic drinks

Organizing constant raids and beats to apprehend offenders Carrying out surveillance and random inspections on manufacturers

Number of raids and offenders arrested Number of tests conducted

50 2

42 2.4

46.2 2.6

Initiate treatment and rehabilitation services for the addicted persons

Identify recipients of the rehabilitation intervention

Liaise with government Level 4 and 5 hospitals for rehabilitation and counseling measures

Equip with relevant medicines and facilities

50

60

70

Initiate treatment and rehabilitation services for the addicted persons Establish community based counseling, treatment and rehabilitation services

1.Register prepared

Prepare and maintain a register of licensed rehabilitation centers

Copy of the register

2

2.4

2.6


2.Profile addicted persons

Prepare a register of addicted persons from each ward

Copy of the register

2

2.4

2.6


Establish community based counseling, treatment and rehabilitation services Produce accurate and timely data on the situation of alcohol.

1.Healthcare

workers trained

Identify and train healthcare workers and support groups on counseling, treatment and rehabilitation.

Number of trainings and healthcare workers/groups trained

5

6

6.6


2.Institutions

and Centre’s

supported

Support setting up of community based outpatient drop-in centers, halfway houses and residential treatment Centre’s for the addicted persons

Number of institutions and centers supported

20

24

26



Goal 2: To develop Human Resource Policies, regulatory framework and systems and guide

their implementation to the effective and efficient management of the public service

Strategic Objectives

Activities Output OVIs COST (Kshs Million) Actor 2014/2015

2015/2016

2016/2017

2017/2018

2018/2019

1.Formulate HR policies and procedures ( performance management scheme, reward & recognition scheme, sanctions/ disciplinary procedures, codes of conduct, pay and allowances

1.Draft policies,

regulations and

procedures

HR Policies, regulations and procedures developed

Number of

relevant

policies,

regulations

and

procedures

drafted

5

6

6.6

CEC A&PS

2.Review existing

policies,

regulations and

procedures

Policy

documents,

regulations

and

procedures

available

Number of

policies,

regulations

and

procedures

reviewed

3

3.6

3.9

3Conduct staff

meetings

Minutes of

staff

meetings/

interviews

with staff

members

Number of

staff

meetings

conducted

2

2.4

2.6

4.Submit draft

policies to

executive

committee for

Final drafts of

policies,

regulations

and

Acknowledgement of submissions to CEC

1

1.2

1.3

1. Research

conducted

Conduct Research to fill the existing gaps.

Study report

2

2.4

2.6


2 Annual

Report

Prepare Annual Reports reflecting the status of alcohol control in the county

Copies of Annual Report

1

1.2

1.3



approval

procedures

submitted to

CECs for

approval

Manage and

monitor the

public service

payroll

1.Improved public

service

management

system and

practices

Up to date

software

Hardware

asset register

15

12

19.8

Payroll manager

2.Carry out data cleansing for existing data

Up to date

personnel

data

Payment

sheets

Reports

5

6

6.6

Payroll Manager

3. Provide

hardware &

internet support

Level &

accessibility

of internet

Number of complaints and irregularities detected

5

6

6.6

Payroll Manager

4. Train users Number of

staff trained

Training

reports

5

6

6.6

Payroll Manager

5.Track staff

attendance

Up to date nominal rolls

Reports on

staff nominal

rolls

2

2.4

2.6

Payroll Manager


Goal 3: To improve governance and public administration for improved service delivery

Strategic Objective

Activities Output OVIs COST (Kshs Million) Actor

2014/2015

2015/2016

2016/2017

2017/2018

2018/2019

To coordinate and develop relationship among the departments in the county

1. Hold meetings

with the

departments in

the county.

Conduct regular staff meetings

Number of meetings held and minutes available

1 1 1 1 CEC A &PS

2. Random

monitoring and

evaluation

visits

Initiate impromptu visits to various departments

Number of impromptu visits

4 4 4 4 CEC A & PS

3. Create a

conducive

working

environment

among the staff

Conduct employee satisfaction survey

Number of surveys conducted

3 1 1 1 CEC A& PS

To enhance effective communication among the staff, the public and other stakeholders

1.Use of print and electronic media

Developing ways of effectively reaching the public thro’ print and electronic media

Media reports

5 5 5 5 CEC A &PS

2.Public barazas and stakeholders forums

Engaging the public through organizing public barazas and regular stakeholders meetings

Number of public barazas and stakeholders meetings

3 4 5 6 CEC A& PS

3.Public notices at strategic points and using all modes of communication for dissemination

Distribution of public notices at various government offices, churches, trading centers and institutions

Number of notices disseminated

5 5 5 5 CEC A &PS


4. Use modern

digital

communication

Develop an interactive website, Facebook and twitter in order to reach out more people

Website developed and social media accounts opened

7 5 2 2 CEC A &PS

Goal 4: To Ensure Sufficient Preparedness and Improved Responses to Disasters and Residents

in the County

Strategic

Objective

To ensure

the safety

of life and

properties

Activities Output OVIs Cost (kshs. Million) Actor

FY

14-15

FY

15-16

FY

16-17

FY

17-18

FY 18-

19

Establish fire and

disaster unit in

every sub county

Disaster

management

units and

equipped

Number of

units

established

30 35 40 Director

-

Disaster

MGT

Carry audit of high

risk areas and map

them

Disaster

prone areas

mapped

Number of

mapped

units

1 1 1 Director

-

Disaster

MGT

Train personnel

and equip the

units

Disaster

mitigation

trained and

units

equipped

Number of

personnel

trained.

Number of

units

equipped

3 2 2 Director

-

Disaster

MGT

Regular

development

trainings

Development

trainings done

Number of

personnel

trained

1.5 1.5 1.5 Director

- isaster

MGT

Replace obsolete

equipment

Obsolete

equipment

replaced

Number of

equipment’s

replaced

1 1.2 1.5 Director

Disaster

MGT

To be better

prepared to

To create special Disaster fund Budgetary

allocation

15 15 15 Director

Disaster


recover

from major

disasters

disaster fund created provided for MGT

To create a

benevolent fund

Benevolent

fund created

Budgetary

allocation

provided for

5 5 5 Director

-disaster

MGT

M & E M & E carried

out

Number of

reports

submitted

1.2 1.2 1.2 Director

-

disaster

MGT

Goal 5: to have an informed citizenry

Strategic

Objective

To enhance

customer

relations


FY

14-

15

FY

15-

16

FY

16-

17

FY 17-

18

FY

18-19

To establish

customer relations

desk

Customers

relations at

the

headquarter

and sub

counties

established

Number of

units

established

3

1

1

1

CO- A& PS

To identify and

train staff in

public relations

Staff trained

in public

relations

Number of

staff

trained

3

1.3

1.3

1.3

CO- A& PS

To improve service

delivery standards

published/d

isplayed

service

delivery

charter

Number of

service

charter

distributed

2

1

1

1

CO- A& PS

To create

information

disseminations

channels

Communica

tion channel

established

channels

put in

place

1

0.5

0.5

0.5

CO- A& PS

To create Feedback Feedback CO- A& PS


feedback

mechanism

mechanism

created

mechanism

in place

1 0.5

0.5 0.5

Goal 6: To ensure effective stakeholders involvement in all programmes

Strategic Objective

To enhance stakeholders involvement in county programmes


FY

14

-

15

FY 15 - 16

FY

16

–

17

FY

17

–

18

FY

18

–

19

Organize stakeholders forums

Stakeholders forum organized

Stakeholders forum carried out

6.0

6

6

6

CO.-ADPS

Involve stakeholders in Formulation implementation and M & E in programmes

Structures for involving stakeholders put in place

Programmes implemented

6

6

6

6

CO-ADPS


Goal 7: Regulation of betting/gaming

COST(Ksh. Million) Actor

Strategic

Objective

Activities Output OVIs 2013/14 2014/

15

2015/

16

2016/

17

2017/18

To provide an

enabling

environment

for betting,

Lotteries and

gaming

1.To develop

a betting

lotteries and

gaming

policy

Developed

policy

Policy

document

in place

Nil Nil 10.0 6.0 6.0 C.EC.

Administration

and public

service

2. Draft bill

on betting,

lotteries and

gaming

Draft bill on

betting,

lotteries and

gaming

An act in

place

Nil Nil 3.0 2.0 1.0 County

Assembly

To ensure

that gaming

and betting

activities are

carried out

within the set

rules and

regulations

1.Daily

supervision

of casino

activities

2.Presiding

over prize

competition

draws

3. pool table

licensing

4.conducting

spot checks

on illegal

gambling

Increased

effectiveness

in

inspectorate

1.Daily

signed

casino

returns

2. Signed

prize

completion

draw

returns

3.No. of

pool table

licenses

issued

4.No. of

prize

competitio

n draws

licensed

and draws

conducted

5. No. of

spot checks

conducted

Nil 3.0 3.0 5.0 5.0


APPENDIX 1 ORGANIZATION STRUCTURE

.

GOVERNOR

County Assembly/

Speaker/Members

County Clerk County Assembly

Committees

County Executive

Committee Members

COUNTY PUBLIC SERVICE

BOARD

COUNTY PUBLIC SERVICE

BOARD SECRETARY

Health

Services

Internal

Admin

&Public

Service

Agriculture

Irrigation Livestock

& Fisheries

Environment Water& Natural Resources

Trade, Cooperativ

es, Tourism&

Industrialization

Education

Culture &

Social

Services

Youth Affairs & Sports

Public Works,

Infrastructure,

ICT &

Energy PHYSICAL

PLANNING

AND

HOUSING

FINANCE

&

ECONOMI

C

PLANNIN

G

Chief Officers

Sub County Administrators

County Directors

Directors

County Secretary County

Public Service Board

County Public Service Board

Secretary

Physical

Planning

&

Housing

Finance

& Econ

Planning

DEPUTY GOVERNOR


APPENDIX 2 ADMINISTRATION AND PUBLIC SERVICE FUNCTIONS

Ministry Functions

Administration and Public Service

1. Administration Section (a) General administration (b) Executive committee secretariat (c) Complaints Resolution (d) Disaster Management

2. Public Relations Section

(a) Information, communication and media relations (b) Event management protocol (c) Inter-Governmental Relations (d) Customer care

3. Human Resource Management Section

(a) Staff establishment- Complement control (b) Training and development (c) Remuneration, reward and sanction (d) Separation (e) Statutory human resource requirements (f) Career guidance and Counseling

4. Inspectorate Section

(a) Enforcement (b) Security (c) Training (d) Investigation

5. Performance Management Section

(a) County Transformation Programme (b) Performance monitoring and evaluation (c) Research and development

6. Central Records, Information Management & Archives Section 7. Devolution 8. Public Participation 9. Legal Section

(a) Litigation (b) Conveyance (c) Contracts

10. Alcoholic Drinks Regulation 11. Gaming and Betting Control

administration and public service strategic plan 2015-2019 ...one of the most celebrated...

Documents