county ict roadmap 2015 - 2020icta.go.ke/pdf/33.pdfthe nyeri county ict roadmap (2015-2020)...

Nyeri County Government ICT Roadmap 2015-2020

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‘A vibrant, modern and regional commercial hub with a high standard of living for her residents

through the use of ICTies’

OCTOBER 2015

NYERI COUNTY GOVERNMENT

COUNTY ICT ROADMAP2015 - 2020


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MESSAGE FROM THE GOVERNOR

The Nyeri County ICT Roadmap (2015-2020) preparation has been made possible through immense sacrifice from many stakeholders. Special commendation goes to the World Bank through the ICTA for financing this process. Special appreciation goes to HE Hon. Nderitu Gachagua, Nyeri County Government Governor and H.E Amb. Hon. S. Wamathai, Nyeri County Deputy Governor through the CEC and Chief Officer for ICT. Special thanks to the Honourable Speaker and Clerk to the County Assembly of Nyeri for their valuable contribution into the preparation of this strategy. Special thanks also go to the County Secretary for her support in the process of drafting the ICT road map. Special commendation also goes to the ICT Directors of the County and County Assembly for coordinating the Technical Committee and stakeholders’ validation workshops. Finally, the participation and effort by the different departments and stakeholders in the County Government of Nyeri into this report cannot be overlooked.

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

With the already set up planning committee, committed stakeholders and the good will of the Governor towards enhancing community development, we are confident that Nyeri County will be able to compete effectively in both the National, regional and global environment.

Thank you so much.

HE Hon. Nderitu Gachagua, The Governor, Nyeri County Government

HE Hon. Nderitu GachaguaGovernor, Nyeri County


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TABLE OF CONTENTS

MESSAGE FROM THE GOVERNOR 2TABLE OF CONTENTS 3ABBREVIATIONS AND ACRONYMS 5EXECUTIVE SUMMARY 61. INTRODUCTION AND BACKGROUND 91.1 Background to the County 9 1.1.1 County General Information 10 1.1.2 Demographics 10 1.1.3 Nyeri County Executive 10 1.1.4 Nyeri County Assembly 10 1.1.5 Nyeri County Public Service board 10 1.1.6 ICT in Nyeri County 111.2 Purpose and Scope and of the ICT Roadmap 111.3 Scope of the ICT road map 12PART 2: CURRENT STATE 132.1. Current State Description 13 State of ICT in County Assembly 13 State of ICT in Public Service Board 132.2. Current State-COBIT Analysis Table11ConceptualDefinitionandScope 13 1.4 1.2 ICT Achievements, Challenges and Lessons learnt 132 SUMMARY OF CURRENT STATUS 142.1 ICT Foundation 14 2.1.1 ICT Human Capital and Workforce Development 14 2.1.2 Integrated ICT Infrastructure 14 2.1.3 Integrated Information Infrastructure 142.2 National Government Wide Enterprise Architecture 15 Figure 2 1 ICT House of Values 152.3 ICT Status in Nyeri County 16 2.3.1 Infrastructure and Connectivity 16 The County has the following positives; 16 The County lacks and or is limited in the following ICT requisites; 17 2.3.2 Public Service Delivery Systems 17 2.3.3 Human Capital and Workforce Development 18 Staffinglevels 18 Basic ICT skills 18 Specialized skills 18 1.1.1.1Staffinglevels 19 1.1.1.2 Basic ICT skills 19 1.1.1.3Qualificationofstaff 19 2.3.4 Policy Environment and Legal Framework 19


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2.3.5 Shared Services 20 2.3.6 Change Management 20 2.3.7 Citizen Involvement and Participation 202.4 ICT Maturity level in Nyeri 20 2.4.1 ICT Maturity levels 21 Table 2 1 ICT Maturity levels 21 Table22ICTMaturitylevelfindings 21 Table 2 3 ICT Maturity level interpretation 22 Figure 2.2: ICT Maturity level by category 232.5 Current ICT Expenditure Analysis 23 Table 2 4 ICT Current expenditure analysis 243 THE COUNTY ICT STRATEGY ROAD MAP 253.1 Strategic Principles 253.2 Roadmaps 25 3.2.1 Road Map 1: Infrastructure and Connectivity 25 3.2.2 Road Map 2: Public Service Delivery Systems 26 3.2.3 Road Map 3: Human Capital and Workforce Development 26 3.2.4 Road Map 4: Policy Environment and Legal Framework 273.3 Shared Services Plan 273.4 Change Management Plan 273.5 Citizen Involvement and Participation 283.6 Key Strategies Guiding Implementation of the Roadmaps 28 Table 2.2 Key strategies guiding implementation of the ICT Roadmaps 294 IMPLEMENTATION PLAN AND CRITICAL SUCCESS FACTORS 304.1 ICT Governance, Project Management and Organization 304.2 Change management 314.3 Citizen participation and Involvement 324.4 Monitoring and Evaluation 335 PROJECTS IDENTIFICATION AND PRIORITIZATION 34 Table 10: Citizen Satisfaction Projects 34 Table 5 1: ICT Projects for Nyeri 35 5.1.1 Shared Services 35 5.1.2 Change Management 35 5.1.3 Citizen Involvement and Participation 35 Table 5 2: Summary of Investments 365.3 Roadmap Financing 365.2 Financial Projections 36 5.2.1 Clustered by thematic areas 36


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BPR Business Process Re-EngineeringBPO Business Process OutsourcingCA County AssemblyCBO Community Based OrganisationsCCK Communication Commission of Kenya CIDP County Integrated Development ProgrammeCoK Constitution of KenyaDMS Document Management System DPs Data PointsERCS Electronic Revenue Collection SystemERP Enterprise Resource Planning SystemFBOs Faith Based OrganisationsICT Information Communication TechnologyIDCs Information and Documentation CentresIFC International Finance CorporationIFMIS Integrated Financial Management Information SystemIP Intellectual Property ITES Information Technology Enabled ServicesKNBS Kenya National Bureau of StatisticsKNIMP Kenya National ICT Master PlanKPI Key Performance IndicatorLAIFOMS Integrated Financial and Operations Management SystemLAN Local Area NetworkM&E Monitoring and EvaluationMDG Millennium Development GoalsMOU Memorandum of UnderstandingNBS National Broadband StrategyNOFBI National Optic Fibre Backbone InfrastructurePESTEL Political, Economic, Social, technological, Environmental and LegalPPP Public, Private PartnershipSBP Single Business PermitSS Shared ServicesSWOT Strengths, Weaknesses, Opportunities and ThreatsTOR Terms of Reference UNDP United Nations Development ProgrammeWAN Wide Area Network

ABBREVIATIONS AND ACRONYMS


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EXECUTIVE SUMMARY

Information and Communication Technology (ICT) plays an increasing role in people’s lives at work, at home and in service access and delivery ways. Communication technology around the world necessitates that the Kenya government embark on a cohesive and coordinated strategy on how to prepare its citizens to survive, live and thrive in a digital world. ICT has radically changed many aspects of society over the recent past. It is a now an integral part of everyday life. People rely on a range of technologies to communicate, interact, inform decisions, and to provide and receive services and products.

Other developments include the widespread and influence of social media and the increased use of mobile services. ICT has also become fundamental to how government operates. The County Government’s use of ICT affects all the people of Nyeri. People and businesses benefit from simpler, easier-to-use, and quicker interactions with the county Government. The use of ICT-related opportunities is integral to developing Nyeri County government policies and services. ICT offers new ways to design, develop and deliver services, automate existing services, and more effectively consult and engage with a broader range of stakeholders.

This roadmap is developed through the effort of the ICT Authority with financial support from the World Bank Group. It is an output of intense internal effort by technical support from Infosys Engineering Ltd.

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

Current ICT Status

1. Infrastructure and Connectivity: The infrastructure developments are limited to the headquarters with no extension to the sub-County and wards. The developments include: NOFBI Connection, networking, stable and reliable internet. The County has a domain name, which is managed internally and hosts official mails. The county headquarters has a well-developed website, hosted externally. Nyeri County does not possess Service Level Agreements (SLAs). Use of licensed application software is moderate. Communication system based on the PABX system that is VOIP enabled. Exploitation of social media in official communication is low. No data centre but there is a server room.

2. Public Service Delivery: The County Government is implementing both IFMIS and LAIFOMS on parallel basis. The County lacks an ERP as well as The Geo sensing technology – (GIS and GPS) for surveying and physical planning.

3. Human Capital and Workforce Development: The ICT department is grossly understaffed.


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The County Government has not conducted any end -user training targeting the citizens in the County.

4. Policy Environment and Legal Framework: The County has developed an ICT strategic plan (2013- 2017) that articulates the vision, mission and core values with respect to ICT. There are no laws governing the development and implementation of ICT in the County.

Gap Analysis

The Overall county maturity is 1.6. Nyeri County’s overall maturity approaches ‘emerging maturity’, a level heavily influenced by the published ICT Master Plan. County’s current ICT facilities and resources are not providing the capability for the County to meet the expectations of the community or the obligations of County Government. This is due to the following gaps

1. Infrastructure and Connectivity: The NOFBI termination is at the headquarters. The County has shortages of ICT equipment and lacks a comprehensive business continuity plan.

2. Public Service Delivery: The County is implementing parallel financial systems. In addition, the systems are sub-optimally deployed while most services are largely manual. The service centres are inadequate in addition to weak and inefficient internal coordination mechanisms.

3. Human Capital and Workforce Development: No mainstreaming of the ICT sector into other County departments, ICT Unit grossly understaffed, low levels of ICT skills among end users and lack of a training needs assessment.

4. Policy Environment and Legal Framework: the county lacks policies, standards and guidelines for ICT acquisition and utilization, structured public ICT knowledge and skills development, legal support for promotion of ICT innovations, framework for engagement with companies for product development and Management structure/procedures on formulation of ICT laws. on the cross cutting issues the gaps are as follows:

5. Shared services plan: The County lacks a common and shared integrated applications.

6. Change management: The County lacks a flexible techno infrastructure to accommodate scalability and interoperability and lack of programmes to train people in change management

7. Citizen Involvement and Participation: The County lacks an ICT based citizen’s participation platform.

8. Current Budgets: The County ICT Budget is 26.45% of the overall budget for the 2014/2015 compared to Kenya Government ICT Master Plan recommendation of 5% on ICT of the


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overall revenue. This is a positive.

Road maps

The County Government shall implement the following roadmaps.

1. Infrastructure and connectivity: The County Government of Nyeri requires a strong infrastructure to deliver efficient ICT enabled service delivery. The County Government requires optimising the ICT infrastructure and connectivity by making it more interoperable.

2. Public Service Delivery Systems: Nyeri County shall optimise the ICT infrastructure to optimise service delivery. The process and workflow automation shall increase efficiencies in service delivery.

3. Human Capital and Workforce Development: The County Government requires a highly skilled labour force to achieve the desired ICT enabled service delivery. The County Government shall focus on developing the general and specialised skills for its human resources.

4. Policy Environment and legal Framework: The County Government requires a strong legal framework. The County Government shall seek to develop a comprehensive legal and policy framework that shall facilitate optimal ICT enabled service delivery.

5. Shared Services Plan: There is a need to improve service delivery to citizens, increase efficiencies and reduce costs across the national government and county governments, Shared service is one key mechanism to achieve this. The County Government shall seek to achieve the following overall objective: Develop and implement a shared services plan.

6. Change Management Plan: Change management is paramount in I CT implementation. The County Government shall seek to formulate a comprehensive techno-centric and people oriented change management plan.

7. Citizen Involvement and Participation: Citizen Participation in government processes such as budgeting is limited and mostly conducted through public barazas. The County Government shall seek to promote an ICT based citizen centric County government

The 5-year financial investment projections

The total projected expenditure for the five year is Kshs. 1,952,000,000. The roadmap shall require a mixed financing approach through internal equity and external funding.


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1. INTRODUCTION AND BACKGROUND

Information and Communication Technology (ICT) is an integral part of the day-to-day life of every Kenyan across all levels of our society. The pervasiveness of communication technology around the world necessitates that the Kenya government embark on a cohesive and coordinated strategy on how to prepare its citizens to survive, live and thrive in a digital world.

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

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

Nyeri County affirms and is committed to this strategy by adopting successful ICT models, integrating the strategy in service delivery and using it as a benchmark to measuring success in service delivery. This five-year ICT roadmap provides this coordinated approach. The Roadmap shall focus on improving the existing infrastructure to allow for an ICT enabled public service delivery system. The roadmap will include support pillars that ensure that optimisation is real through a continuous capacity-building programme, a robust change management plan while embracing a superior shared services plan.

The five-year plan seeks to address key investments in line with four thematic areas namely

1. Infrastructure and connectivity

2. Public service delivery systems

3. Human capital and work force development

4. Policy environment and legal framework

1.1 Background to the County

Nyeri County is one of the Counties found in the central part of Kenya. The Kikuyu people predominantly inhibit it. This section presents the location and position of Nyeri County, its administrative and political units as well as the arms of the County Government. It also highlights the ICT establishment in the County.


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1.1.1 County General Information

Nyeri County is one of the 47 counties in Kenya and is located in the central region of the country. It covers an area of 2475.4 Km2 and is situated between longitudes 36038” east and 37020”east and between the equator and latitude 00 380 south. It borders Laikipia County to the north, Kirinyaga County to the east, Murang’a County to the south, Nyandarua County to the west, and Meru County to the northeast.

Nyeri County consists of various administrative and political units. The administrative units are crucial for the management and service delivery to the public. Elected persons such as the members of National and County Assembly represent the Political units. The units that make up Nyeri County include the sub-counties, divisions, locations, and sub-locations

1.1.2 Demographics

Ecological factors determine the settlement patterns in Nyeri County. Clustered populations around urban areas and scattered populations in areas such as Kieni characterise Nyeri County. Most people are found in the high potential areas of Mathira, Othaya, Nyeri Town and parts of Mukurwe-ini. This calls for massive investment in the social and physical infrastructure to support the high population in these areas.

1.1.3 Nyeri County Executive

The Nyeri County Government has an Executive that aligns itself to the Constitution (2010) and the County Government (2012). The County Governor heads the Executive. The Chief Officers are accounting officers and they assist the CECs in managing the departments.

1.1.4 Nyeri County Assembly

The County Assembly is established by the Constitution under Article 176 with a mandate to have legislative power of the County. The County Assembly now consist of the Speaker, 30 Elected Members (all men) of the County Assembly and 17 nominated Members representing people with disabilities, youth and women. The role of the County Assembly is to fulfil the mandate of representation; the County Assembly of Nyeri through the board has established ward offices for the MCAs.

1.1.5 Nyeri County Public Service board

The County Public Service Board is responsible for ensuring uniformity of norms and standards for: establishing and abolishing offices in the County Public Service; appointing persons to hold or act in those offices and confirming appointments. The Board is also responsible for exercising disciplinary control over and removing persons holding or acting in those offices. In addition, it oversees the implementation of policies on human resource management and development; and promotion of labour relations in the County Public Service.

The composition of the County Public Service Board is as follows: - Chairperson; Five (5)


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members; and Secretary to the Board. A secretary who runs the daily affairs of the Board heads the County Public Service Board Secretariat. The Mandate of the NCPSB is established under Section 59 of County Govt. Act 2012.

1.1.6 ICT in Nyeri County

Nyeri County will continue investing in ICT in recognition of the role ICT plays in promoting development. The advent of mobile telephony and internet hubs in the urban centres has developed the County because of the advent. The mobile phone coverage stands at 91 per cent and there are 384 cyber cafes. This has greatly revolutionized the way people communicate and improved efficiency in service delivery.

The County recognises ICT as a growth sub-sector that has immense potential of unlocking many opportunities in business, education, agriculture, industry, and security. ICT is becoming the sub-sector of choice for employment of youth and young professionals. Limited access to ICT services, inadequate funding mechanisms, lack of reading culture and high costs of communication equipment and operation are a challenge to the development of the sub-sector.

1.2 Purpose and Scope and of the ICT Roadmap

This section outlines the objectives of this ICT roadmap, the rationale as well as the scope as outlined through the parameters of the roadmap. This roadmap takes cognisance of the parallel strategic planning process. It builds on this vigour and attempts to optimise ICT deployment. Unlike the strategic planning that focuses on other aspects such culture and internal financing mechanisms, this roadmap is very specific to the ICT needs and develops a robust financing mechanism beyond the County’s internal equity.

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

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

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

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

4. To among other things identify:

• Short term quick wins;

• The priorities for investment;

• The plans for development;


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

• A change management plan,

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

1.3 Scope of the ICT road map

The road map aims at ensuring that ICT is an ‘enabler’ and not a limiting factor in all areas of County operations in service provision. Thus, ICT will act as an enabler for the realisation of Nyeri County aspirations and goals. This Strategy aligns itself to the industry’s best practice. This methodology asserts that in order to deliver benefits through ICT, Nyeri County will continue to ensure that it aligns with and respond to future iterations of the National Government ICT Strategy through pro-active engagement with the National government through the ministry of ICT and ICTA.

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

No INTERPRETED ISSUE

DETAILS

1 Capacity Building

Skills and Competencies of the County Government human resource (both ICT and service functions) to use ICT equipment.

This refers to the County Government human resources’ abilities to use ICT applications and systems to respond to the citizen needs.

Skills and competencies of the citizens to use, understand and harness the fruits of ICT technology

2 Infrastructure, connectivity and Interoperability

It includes the hardware (equipment) and software (systems and applications)

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

Software includes operating systems and applications/platforms, social media and communication systems

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

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

Connectivity includes mobile network coverage and penetration within the county

Interoperability environment shall include operating systems, databases, infrastructure, distributed system, specifications and how they fit into the existing ones or allow for leverage for other systems targeting the same end users.


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No INTERPRETED ISSUE

DETAILS

3 Public Service delivery systems

Include all public service delivery systems and applications in use in Nyeri County

4 Change Management

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

Although the conceptualization suggested a phased approach to managing change, it is suggested that the process shall take a parallel approach in the initial stages.

5 Policy Environment and legal framework

ICT operating policies - (shall focus on County Specific ICT laws, policies and strategic papers among them roadmaps and strategic plans. The framework shall be linked to the National legislative and policy framework)

The focus of this roadmap is on a projection on the desired end state against the deeper analysis of the current ICT status in the County.

The roadmap contains measurability aspects that place emphasis on monitoring the effort to reaching the desired state.

Table11ConceptualDefinitionandScope

1.4 1.2 ICT Achievements, Challenges and Lessons learnt

Nyeri County is one focused County in matters ICT. The County Government publicly launched a published ICT Strategic Plan (2013-2015) in May 2015. The plan seeks to align itself to The Kenya National ICT Master Plan (2014-2017) by focusing on key areas of public service delivery, shared services, ICT infrastructure development, ICT capacity development, ICT innovations, and ICT legislation. Currently, there are aggressive moves to migrate from manual systems towards e-government architecture. The County Government recently migrated to digital parking collection from manual systems.

Nyeri County is still facing challenges despite its valiant efforts to navigate the digital highway. The competing needs is challenge in the face of the limited financial resources. This implies, ICT allocations are indeed constrained. Secondly, there is the issue of scarcity of highly trained ICT personnel, a problem that is actually national. To realise successful and effective e-government architecture, a pool of highly trained ICT personnel is a critical foundation. Finally, the ICT infrastructure is currently underdeveloped, a critical enabling pillar of the digital world.

In spite of the challenges mentioned above, Nyeri County has come to realize that ICT opens new opportunities for social and economic integration and can serve as a catalyst for synergies between development goals and good governance within the County. Already the adoption of an e-payment solution has provided the revelation that e-solutions have a capacity to increase revenues while at the same time reducing leakages associated with manual systems.


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2 SUMMARY OF CURRENT STATUS

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

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

2.1 ICT Foundation

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

2.1.1 ICT Human Capital and Workforce Development

This is the first foundation of the KNIMP. The aim is to develop quality human resources as a prerequisite for the development of a viable ICT sector. The County government of Nyeri in her Strategic Plan is alive to this foundation by asserting the “Establishment of a critical mass of ICT knowledge, skills, and competencies for service delivery and economic stimulation”.

2.1.2 Integrated ICT Infrastructure

This is the second foundation of the KNIMP. What is sought here is to provide an integrated infrastructure backbone for cost effective delivery of ICT services and products to all Kenyans. The nation is currently plugged into the international broadband superhighway through SEACOM, TEAMS, EASSY and LION. Taking advantage of this, the Kenyan government has inter-connected most major towns to the National Optic Fibre Backbone Infrastructure (NOFBI). This is in tandem with the National Broadband Strategy (NBS). It envisions “connectivity that is always on and that delivers a minimum of 5mbps to individuals, homes and businesses for high end speed access to voice, data, video and applications for development”. Nyeri town is one of the towns currently connected to NOFBI. The mandate to extend this connectivity to the sub counties rests with the County government according to the NBS. Indeed this is captured in the County strategic plan and budgeted for.

2.1.3 Integrated Information Infrastructure

This is the third and final foundation identified in the KNIMP. The aim here is to improve e-Government services and enable the country to transition into a knowledge-based society. The strategy is to ensure maximum access to information held by public authorities by all Kenyans and that this information is availed through consolidated portals in an affordable


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and secure manner. This then makes it mandatory for all Counties, Nyeri County included; to not only maintain a web presence, but also to ensure that such a presence is collaborative and unified.

2.2 National Government Wide Enterprise Architecture

ICTA has developed the Kenyan Government Wide Enterprise Architecture (GEA) Framework as a minimum standard to use across all government departments and agencies. The GEA Framework intends to supersede any prevailing Enterprise Architecture and ICT planning frameworks and methods in use in government. County Governments are no exception to this policy requirement. Hence the need for Nyeri County Government to conform and abide by the GEA framework as prescribed by the government policy.

Figure 2 1 ICT House of Values


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2.3 ICT Status in Nyeri County

This section presents the actual status of ICT in Nyeri County. The status compares itself to the international benchmarks, good practices, and legal obligations in acquisition and deploying ICT in County operations. The status focuses on the four thematic areas as outlined in 1.3 above. The status cuts across the three arms of the County Government.

2.3.1 Infrastructure and Connectivity

The main idea behind ICT Infrastructure is to promote and encourages the existence of a countywide reliable and efficient ICT infrastructure which shall have sufficient capacity and network speeds, provide improved connectivity, be cost-effective and adaptive to the needs of Nyeri County.

The County has the following positives;

1. Connectivity

• The county is connected to the NOFBI

• Infrastructure for mobile communication like masts and VSAT, exist in the county.

• Private ICT sector players in the county are Telcom, Kenya Access, Safaricom, Jamii Telcom.

2. Network

• The county offices at the county HQs have network.

• County HQs has stable and reliable internet connectivity.

• Monitoring network availability and capacity is high.

3. Communication

• The communication system is based on the PABX system, which is VOIP enabled.

• Nyeri County has a domain name, whose is management is internal.

• Official mail is hosted on the same domain.

• The county headquarters has a well-developed website, hosted externally.

4. ICT Equipment

• Use of licensed application software is moderate.

• An inventory of the current ICT equipment is available.

5. Business continuity

• Nyeri County possesses a server room.

• Access control is adequately provided for to the server room.


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The County lacks and or is limited in the following ICT requisites;

1. Connectivity

NOFBI connection has not been extended to the Sub-county headquarters.

2. Network

• Sub–County offices not networked.

• Absence of WAN and LANs.

• Internet connections at the sub county offices are not stable, with moderate reliability and speeds.

3. Communication

• Currently, no other services are supported by the existing communication system.

• Exploitation of social media in official communication is rated as low (20% - 40%).

• Call centre not available.

4. ICT Equipment

• Inadequate ICT equipment

5. Business continuity

• Nyeri County does not possess Service Level Agreements (SLAs) for either equipment or software

• Server room has no air conditioning

• The county has no geo-referencing data.

2.3.2 Public Service Delivery Systems


IFMIS

IFMIS implementation in the County is adequate: used in budgeting, expenditure or accounts payable. In addition, the County operates the LAIFOMS platform in revenue collection and MS-SQL for database.

Service centres

1. Huduma service centre is located in Nyeri town. The County government can use this national government initiative to provide county services.

2. E ticketing for car packing already operationalized.


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The County has limitations and or lacks in the following:

GPS

The County lacks Geo sensing technology–(GIS and GPS) for specific functions in surveying and physical planning. This is an urgent requirement

ERP:

1. ERP not currently implemented in county government operations.

2. Human Resource management is manual, especially the registry. This is an urgent requirement.

3. The fleet management system is manual. This service urgently requires automation

4. The asset management register is manual. In addition, the register is not integrated with finance and procurement, making this a priority requirement.

5. Important public service departments still operate using the siloed approach. (Trade, Agriculture, Finance, Health, Public service board, Education and Tourism). A great proportion of services still leveraged on manual platforms.

2.3.3 Human Capital and Workforce Development

The focus shall be to promote and support the development of qualified personnel in ICT in a sustainable manner to meet labour market needs.


Staffing levels

The County has four ICT staff. They support the deployment of ICT across the arms of the County Government.

Basic ICT skills

A moderate proportion of the County staff have acquired basic ICT skills that include operating systems and word processing.

Specialized skills

The existing ICT staff are highly skilled and qualified.

The County has limitations and or lacks in the following:


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1.1.1.1 Staffing levels

The ICT department is grossly understaffed. The County Government has four ICT staff. Due to ICT staff shortage, County ICT needs are not efficiently and effectively attended to. The four ICT staffs take care of all county ICT needs. Being overstretched, their specific ICT skills are sub optimally utilised.

1.1.1.2 Basic ICT skills

A significant proportion of the County staff lack any basic ICT skills that include operating systems and word processing that would facilitate them in performing the day-to-day functions.

1.1.1.3 Qualification of staff

The county is limited in staff with high ICT qualifications. Currently the county has three with diploma and one with a degree.

End user training

1. The County Government has not conducted any end-user training targeting the citizens in the County.

2. Hence, ICT based Citizen Participation in the budgeting process moderate.

2.3.4 Policy Environment and Legal Framework

This shall foster a clear and supportive legal framework that promotes and supports the long term development of the ICT sector in Nyeri County.


ICT strategic plan

1. The county has developed and published an ICT strategic plan (2013- 2017) which articulates the vision, mission and core values with respect to ICT.

2. The strategic plan has been operationalized into work plans/actions.

External relations

On external relations, the County has signed the MOU with the World Bank, National Government and other industry players.

1. The County has limitations and or lacks in the following:

Currently there are no laws governing the development and implementation of ICT in the County. The County is awaiting the national government to develop such laws and then customise them. Identified laws include:


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• The ICT act

• The information access act

• The data protection act

• Confidentiality and privacy law

• Cybercrimes law

• Acknowledgement of receipt law

2.3.5 Shared Services

The county government of Nyeri has committed itself to share ICT services. This is in a written statement on shared survives. The statement is not legally binding in terms what services should be shared. In addition, the services to be shared have not been explicitly identified.

2.3.6 Change Management

The current state regarding change management shows the following:

1. Technical- the techno infrastructure is not flexible enough to accommodate: not scalable and not interoperable

2. Structure – the current organizational structure of ICT is flexible enough to support change

3. People- no programmes currently in place to train in change manage

2.3.7 Citizen Involvement and Participation

Citizen participation in County Government processes such as budgeting is limited and mostly conducted through public non-ICT based channels like public barazas. In addition, a citizen participation portal is not in place

2.4 ICT Maturity level in Nyeri

In our development of the Nyeri ICT roadmap, we used an international process called ICT maturity modelling to benchmark the county’s maturity level. The process utilised the famed CMMI approach to analyse identified aspects (in this case, thematic area) in the context of a set of structured levels that describe how well the behaviours, practices and processes of an organization can reliably and sustainably produce required outcomes.

The consultancy developed a customized model addressing directly the realities germane to the Counties in Kenya. This customized model identified five progressive levels of maturity, the norm in the industry. However, whereas CMMI graduates the levels from one to five, our model adopted a zero to four progressions. The five levels are maintained but results from our model would have a different meaning from those obtained on the CMMI model. That is, a score of four on the CMMI must be interpreted as a score of three on our model. The table below shows a comparative snapshot


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2.4.1 ICT Maturity levels

CMMI LEVELS CONSULTANT LEVELS

LEVEL 1 (Initial) LEVEL 0 (Relative immaturity)

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

LEVEL 3 (Defined) LEVEL 2 (Emerging maturity)

LEVEL 4 (Managed) LEVEL 3 (Relative maturity)

LEVEL 5 (Optimizing) LEVEL 4 (Robust maturity)

Table 2 1 ICT Maturity levels

CMMI LEVELS S.I. CATEGORY MATURITY USER-ASSIGNED CATEGORY WEIGHTING

WEIGHTED MATURITY RATIO

Infrastructure and Connectivity 0.7 25% 82.5

Public service delivery 1.3 25% 67.5

Human Capital and Workforce Development

1.7 25% 57.5

Policy Environment and Legal Framework

2.7 25% 32.5

1.6 Overall Maturity Ratio 240

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

1. Infrastructure and Connectivity

2. Public Service Delivery

3. Human Capital and Workforce Development

4. Policy Environment and Legal Framework

1) ICT maturity findings

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

The significance and interpretation of the above Nyeri ICT maturity level is presented in the table below;

Table22ICTMaturitylevelfindings


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CATEGORY COMPUTED MATURITY LEVEL

INTERPRETATION

Infrastructure and Connectivity

0.7 Though NOFBI is terminated at Nyeri town, extension to the sub-county headquarters has not been done. The county is left to depend on weak signals from masts belonging to private companies. Power stability is another concern.

Public Service Delivery

1.3 This score defines what our model calls ad hoc maturity. There exists some basic level of public service delivery systems leveraged on a weak infrastructure.


1.7 Nyeri county boasts of highly qualified ICT personnel but suffer from the critical problem of understaffing. Lack of county-specific training programs is also an impediment in this area.


2.7 This is the strongest component for Nyeri. Having an already published ICT Strategic Plan reflects well on a county that is focused and knows where she is going. From our model, this approaches relative maturity. This would be interpreted as ‘managed’ on the CMMI platform.

Overall county maturity

1.6 Nyeri’s overall maturity approaches ‘emerging maturity’, a level heavily influenced by the published ICT Master Plan.

Table 2 3 ICT Maturity level interpretation


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The radar representation below grants a bird’s eye view of each category’s maturity.

Weighted maturity Ratio

The Total weighted results of 240 show a combination of very low maturity results and a high degree of importance to Nyeri County. These should be the absolutely first categories that the county must deal with especially the Infrastructure and public service delivery systems. A summary of the weighted maturity results is presented in figure 2.2.

Figure 2.2: ICT Maturity level by category

2.5 Current ICT Expenditure Analysis

We reviewed and analysed the 2014/2015 level of budgeting in the County based on Gartner IT key metric data report (2012). The analysis provides a market benchmark for key ICT metrics including expenditure level as a percentage of total revenue of the organisation. These ICT key metrics analysed per industry give high-level benchmark for assessing organisations ICT department.


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DESCRIPTION KSHS

Infrastructure -Hardware and Capital Investments 915,000,000

Applications and business Processes Investments 12,000,000

Total Capital Expenditure Budget 927,000,000

Consultancies related to ICT 2,000, 000

Trainings on ICT 5,400,000

Staff and Administration Costs 69,733,520

Total Operational Expenditure Budget 75,133,520

TOTAL ICT BUDGET 1,002,133,520

Total County Budget 2014/2015 Kshs 3,788,116,830

Percentage of ICT Budget (ICT Budget/Overall County Budget) 26.45%

The results show that the County ICT Budget is 26.45% of the overall budget for the 2014/2015 compared to Kenya Government ICT Master Plan recommendation of 5% on ICT of the overall revenue. This is based on a study by Gartner in 2012 which observed a 3% to 5% spending in organisations close to the County in characteristics.

However, we appreciate that the Gartner Study was on organisations with high ICT maturity as Compared to Nyeri County. In such a low ICT maturity, investments in Nyeri County require a higher allocation in the initial years to enable the County ICT mature faster and offer better service to the citizens. This is exactly what Nyeri County is doing, investing heavily in ICT, a commendable initiative.

Table 2 4 ICT Current expenditure analysis


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3 THE COUNTY ICT STRATEGY ROAD MAP

The Information and Communications Technology (ICT) Strategy is critical in supporting the county government of Nyeri in achieving its strategic objectives and in setting the program agenda for its ICT functions. The ICT Strategy is a significant change management document for County Government that is underpinned by County Government strategic directions. It has been developed to enable County Government to improve and transform its productivity and service delivery for people, communities and business in Nyeri County through the use of ICT in a way that is forward-looking, adaptable and reliable.

3.1 Strategic Principles

The vision, mission, and core values indicated below are well articulated in the Nyeri County draft ICT strategic plan 2013-2017.

Vision

‘To be the county of choice for quality public service and ICT products and services’

Mission

‘To promote adoption and application of ICT as well as facilitate development and marketing of ICT products and services.’

Core Values

The Core values include:

1. Integrity: Shall at all-time endeavours to adhere to moral and ethical principles in service to our customers.

2. Customer Focus: Shall always aspire to delight our customers through service quality, efficiency and promptness

3. Teamwork: Shall strive to sub-ordinate personal, department or group prominence for the efficiency of the whole County government.

3.2 Roadmaps

The County Government shall implement the following roadmaps:

1. Infrastructure and connectivity

2. Public Service Delivery

3. Human Capital and Workforce Development

4. Policy and legal Framework

3.2.1 Road Map 1: Infrastructure and Connectivity

Objective: Promote and encourage the existence of a countywide reliable and efficient ICT infrastructure


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Interventions:

1. Construction and equipping of the county Data Centre by June 2018

2. Extend NOFBI connectivity to the sub-county towns by December 2015

3. Creation of LANs and WAN by June 2016 (Nyeri town), June 2017(sub county hqs), June 2018 (wards)

4. Purchase Computing Devices by December 2016

5. Establish a Unified Communication infrastructure by June 2017

6. Purchase and install a GIS Server by June 2018

7. Establish Community ICT Service Centres infrastructure by June 2020

3.2.2 Road Map 2: Public Service Delivery Systems

Objective: To increase internal efficiencies and coherence of processes through standardised applications and software

Interventions

1. Operationalize all IFMIS modules by June 2016

2. Purchase and install a Revenue Collection System integrated to IFMIS by December 2016

3. Purchase and install a GIS-core integrated to IFMIS by June 2018

4. Purchase and install an ERP System (core) and basic services modules by June 2018

5. Design and operationalize a County Web Portal by December 2017

6. Purchase and install an Electronic Document Management System by December 2018

7. Purchase and install a Customer Relationship management System (CRM) by June 2017

8. Purchase and install Community ICT Service Centres’ systems by June 2020

9. Purchase and install Unified Communication systems by June 2017

3.2.3 Road Map 3: Human Capital and Workforce Development

Objective: To build a skilled and optimally utilized personnel in ICT

Interventions

1. Develop County ICT Training programs for both specialized ICT personnel and end users by June 2020

2. Establish a County ICT Governance structure (PMO and Secretariat) by December 2015

3. Recruit County ICT staff in line with the proposed organogram by June 2016


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3.2.4 Road Map 4: Policy Environment and Legal Framework

Objective: To improve governance for the ICT sector

Interventions

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

2. Develop Disaster Recovery and Business Continuity (DRC) Plans

3. Design and adopt Shared Services Policy

4. Design and adopt Change management policy

5. Adopt Systems Standardisation as prescribed by international bodies (ITIL, ISO Certification) by December 2015

3.3 Shared Services Plan

Across the national government and county governments, there is a need to improve service delivery to citizens, increase efficiencies and reduce costs. Shared service is one key mechanism to achieve this.

Objective: Develop and implement a shared services plan.

Interventions

1. Promote use of common, shared and integrated applications and software across departments by December 2015

2. Provision of shared physical infrastructure in the county jurisdiction by June 2017

3.4 Change Management Plan

The relevant objective and interventions for change management are:

Overall Objective: Formulate a comprehensive techno-centric and people oriented change management plan.

Specific Objectives:

1. Technical- Procure and install a flexible techno infrastructure to accommodate scalability and interoperability by June 2016

People- Develop programmes to train people in change management annually.


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3.5 Citizen Involvement and Participation

Citizen participation in government processes such as budgeting is limited and mostly conducted through public barazas. In order to arrive at the desired end state, the following objective and intervention are stated:

Overall Objective: To promote an ICT based citizen centric County government

Specific Objective (Intervention): Develop an ICT based citizen’s participation platform, by December 2015.

3.6 Key Strategies Guiding Implementation of the Roadmaps

In order to achieve the objectives of the road maps and attain the proposed interventions highlighted in an earlier section of this document, the table given below outlines the key strategies for each of the focus area.

1 ROADMAP 1: INFRASTRUCTURE AND CONNECTIVITY

Key Strategies

1. Diversifying resource mobilisation beyond the County allocations

2. Using Private Public Partnerships arrangements to realize ICT investments

3. Lobbying the County government to sustain ICT budgets at the current level in the next financial year

4. Building

2 ROADMAP 2: PUBLIC SERVICE DELIVERY SYSTEMS

Key Strategies

1. Lobby the County Assembly to allocate more financial resources to the ICT department in order to meet the cost of ICT solutions.

2. Establishing County enterprise information architecture for access to centralized information services.

3. Partnering with business community for incubation and commercialization of ICT products and services

3 ROAD MAP 3: HUMAN CAPITAL AND WORKFORCE DEVELOPMENT

Key Strategies

1. Conduct a Training needs assessment

2. Initiate rapid modes of communication for effective decision-making.

3. Develop Capacity building programme on ICT

4. Partner with training institutions

5. Recruit adequate ICT personnel

4 ROAD MAP 4: POLICY ENVIRONMENT AND LEGAL FRAMEWORK

Key Strategies

1. Support for regulatory compliance to create an environment that adheres to corporate and government regulations.

2. Develop and maintain ICT policies

3. Customise the National law to the County

4. Establish a close working relationship with Ministry of ICT


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SHARED SERVICES

Key Strategies

Promoting the use of integrated applications and software across departments

Providing shared physical ICT infrastructure in the county

Change Management

Key Strategies

Improve productivity from employees as a result of an accelerated application experience for all users

Citizen Involvement and Participation

Key Strategies

1. Conduct County wide awareness campaigns on ICTs

2. Conduct Public awareness on ICT/public participation

3. Involve IT enterprises in the county

4. Conduct Sensitisation and awareness programmes for ITEs

5. Organise forums for innovation showcasing and competition interactions

Table 2.2 Key strategies guiding implementation of the ICT Roadmaps


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4 IMPLEMENTATION PLAN AND CRITICAL SUCCESS FACTORS

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

4.1 ICT Governance, Project Management and Organization

Supportive planning, advisory policies, and a well thought out inspirational strategy can go a long way in the successful implementation and achievement of this road map. Policy areas where the County government shall have increasing interest include technology diffusion to business, specific government development projects and intellectual property rights. At a national level, the regulatory environment is also an important consideration. The specific areas where the County government shall be mostly involved, in collaboration with other stakeholders include:

1. Championing, encouraging and facilitating the establishment of hard infrastructure including available bandwidth and wireless, and soft infrastructure including information and interpretative centres, investment and business planning support;

2. Encouraging the personal development of its citizens in the ethical, creative and entrepreneurial aspects of ICT;

3. Fostering the adoption of new technologies by industry and the broader community;

4. Engaging and supporting public-private partnerships;

5. Leveraging financial and planning support to help existing companies grow and develop;

6. Working with training and educational institutions to develop training for ICT workers and users;

7. Using business incubators to facilitate start-ups;

8. Promoting the County to the rest of the country and developing a strong and ICT supportive identity;

9. Being active in instigating and supporting collaborative partnerships and networking;

10. Establishing land and precincts that are conducive to the growth of ICT clusters;

11. Being an exemplary and leading user of ICT

12. Listen to the community to identify its future role.

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

Delivery of this road map is going to be a major transformational programme which will


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

ICT directorate is part of the County department ministry of Education and Sports. It is not a stand-alone department in the County Government. The ICT department is currently understaffed with five members only.

4.2 Change management

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

Shared Values

Strategy Systems

StyleSkills

Structure

Staff

1. Strategy, Structure, systems Changes

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


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

2. Skills, staff and style, shared Values:

The soft Ss are a very critical and important area of a successful change plan. Placing shared values at the middle of the process is an indication that they are central to the development of all other elements. Nyeri County ICT department has already developed shared values that include Integrity, Innovativeness, Allegiance, Creativity, and Teamwork. All the other aspects of the organization align themselves to what the county stands for as stipulated in the Mission and vision.

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

4.3 Citizen participation and Involvement

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

1. Public barazas

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

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

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

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


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4.4 Monitoring and Evaluation

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

The M & E structure will continuously strengthened and linked to the specific activities.

There will be a three-tier monitoring and evaluation structure, which includes the following at National Level, County level and Community level

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


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Table 10: Citizen Satisfaction Projects

5 PROJECTS IDENTIFICATION AND PRIORITIZATION

In addressing the current and end state in chapter two, critical gaps were identified. Interventions to close the gaps were identified in chapter three under the four thematic areas. This section crystalizes the interventions into projects required to propel Nyeri County to the desired end state. Table 5.1 below displays the main projects identified in each thematic area and the priority attached to each project.

ROADMAP 1: INFRASTRUCTURE, CONNECTIVITY

MAIN PROJECT PRIORITY

1 Data Centre Construction 5

2 NOFBI Installation and Connection 1

3 LAN, WAN and Internet 2

4 Computing Devices 3

5 Unified Communication (infrastructure) 4

6 GIS Server 6

7 Community ICT Service Centres(infrastructure) 7

ROADMAP 2: PUBLIC SERVICE DELIVERY SYSTEMS

NO. MAIN PROJECT PRIORITY

1 Integrated Financial Management Information System (IFMIS) 1

2 Revenue Collection System 3

3 Geo- Spatial Information System (GIS-core) 7

4 Enterprise Resource Planning System (core) 2

5 County Web Portal 6

6 Electronic Document Management System 8

7 Customer Relationship management System (CRM) 5

8 Community ICT Service Centres(systems) 9

9 Unified Communication (systems) 4

ROADMAP 3: HUMAN CAPITAL AND WORKFORCE DEVELOPMENT


1 County ICT Training – ICT and Users 3

2 County ICT Governance – PMO and Secretariat 1

3 County Staffing - Structures 2

ROADMAP 4: POLICY ENVIRONMENT AND LEGAL FRAMEWORK


1 Comprehensive ICT Policy – Covering Security (Cyber), Document workflow, Procurement, SLAs, e-Waste management

4

2 Disaster Recover and Business Continuity (DRC) Plans

3 Shared Services Policy 2

4 Change management policy 3

5 Systems Standardisation (ITIL, ISO Certification, Information Systems Security 1


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CHANGE MANAGEMENT


1 Citizen education and sensitisation meetings and workshops 2

2 Change management Partners/Agents 1

5.1.1 Shared Services

It will be recalled that in chapter one, shared services was identified as a principal aim of this road map. The philosophy of shared services was seen as addressing resource optimization with the attendant benefit of lowered operational costs. To further refine the implementation of the projects identified, Nyeri County needs to be aware of which projects can be realized through a national government initiative and which projects fall under its sole mandate.

In concretizing this philosophy, IFMIS and NOFBI need to be recognized as national government initiatives requiring minimal investments from the county government. Internally, one avenue of realizing shared services is the installation of an ERP solution to eliminate the traditional silo based architecture.

5.1.2 Change Management

Objective: To put in place elaborate a change management plan that is people and techno centric

1. Technical- Procure and install a flexible techno infrastructure to accommodate scalability and interoperability

2. People- Develop programmes to train people in change management

Change Management is a structured and systemic approach to achieving a sustained change in human behaviour within an organisation. Change is a problem finding problem solving activity. It focuses on the desired future state, some currents states to leave behind and some the organised process for getting from one state to the other.

In order to have a successful implementation of the Nyeri County ICT Roadmap, a change management plan is critical.

5.1.3 Citizen Involvement and Participation

Citizen involvement and participation in all county affairs is a constitutional requirement. The primary mandate of this road map is highlight those projects that will transform this participation from the traditional village barazas onto a digital platform. A digital platform ensures timely and location independent participation. That is the reason behind the proposal to design a collaborative web portal and to infuse the major social media platforms in county communications.

Table 5 1: ICT Projects for Nyeri


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5.2 Financial Projections

This section gives the financial projections of ICT projects that have been ear marked for implementation in Nyeri County for the next five years. The projected investments in the next five years are summarised below per thematic area and more details attached in the annexes.

5.2.1 Clustered by thematic areas

The tables below summarise the budget projections for the four roadmaps.

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

KSH KSH KSH KSH KSH KSH

Infrastructure and Connectivity

870,000,000 150,000,000 290,000,000 350,000,000 40,000,000 40,000,000

Public Service Delivery Systems

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


80,000,000 55,000,000 5,000,000 5,000,000 5,000,000 5,000,000


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

TOTAL 1,952,000,000 337,000,000 580,000,000 620,000,000 285,000,000 125,000,000

Table 5 2: Summary of Investments

5.3 Roadmap Financing

Nyeri County requires a robust financing mix of the internal equity and limited debt to realise the ambitions roadmap. The financing model should include successive and incremental allocations to ICT in line with the requirements of the ICT National Master plan. In addition, the County should take advantage of the huge partnerships that exist to foster resource mobilisation. The private sector participation is critical in financing this roadmap.

1. Private Sector: The private sector presence offers opportunity to develop the infrastructure, collaborations in joint ventures, feedback, learning and monitoring of the existing systems. The presence of telecommunications such as Safaricom and Jamii Telcom provide possible areas of financing infrastructure.

2. Development Partners: The County should leverage on multilateral development partners to finance this roadmap. The existing laws allow County Governments to engage the development partners with the national Government serving as guarantors. The County Government should take advantage of such opportunities to both material and in-kind ICT development.


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

4. National Government ICT Flagship Projects: The County will also work closely with the National Government in rolling out the ICT Flagship projects in the County. In addition, the County Government shall take advantage of its positioning on the northern corridor to tap into the benefits that connect Kenya’s largest cities- Nairobi and Kiambu that pass through Kiambu County.


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NOTES


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Ministry of Information, Communication and Technology

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

P.O Box 30025-00100,Nairobi Kenya

Tel: (+254) 4920000 / 1

Email: [email protected]

Website: www.information.go.ke

ICT Authority

Telposta Towers, 12th Floor, Kenyatta Ave

P.O. Box 27150 - 00100 Nairobi, Kenya

t: + 254-020-2211960/62

Email: [email protected] or [email protected]

Website: www.icta.go.ke

Become a fan: www.facebook.com/ICTAuthorityKE

Follow us on twitter: @ICTAuthorityKE

The County Government of Nyeri

P. O. Box 1112-10100

Nyeri, Kenya

+254-(721/722)-019019

+254-774-050050

[email protected]


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Ministry of Information, Communication and Technology

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