COUNTY ICT ROADMAP 2015 - 2020icta.go.ke/pdf/41.pdf · part 2: current state 13 2 the ict context and summary of current status 13 2.1 overview of global, regional and national trends

Wajir County Government ICT Roadmap 2015-2020

1

NOVEMBER 2015

WAJIR COUNTY GOVERNMENT

COUNTY ICT ROADMAP2015 - 2020


2

STATEMENT ON CONFIDENTIALITY AND DISTRIBUTION OF THIS DOCUMENT

This report has been prepared for and only for Wajir County and the ICT Authority in accordance with the terms of our engagement letter dated 4th February 2015 and inception report dated 13th March 2015 and for no other purpose.

Infosys Engineering Limited (the Consultant) does not accept or assume any liability or duty of care for any other purpose or to any other person to whom this report is shown or into whose hands it may come save where expressly agreed by our prior consent in writing.


3

COUNTY ROADMAP ACCEPTANCE SIGN-OFF


4

HE. Ahmed Abdullahi

Governor, Wajir County

The Wajir 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 Ahmed Abdullahi, Wajir County Governor for his goodwill and commitment. Special thanks go to the ICT Department through the ICT CCO and Director for their valuable contributions, coordinating the Technical Committee and Stakeholders’ validation workshops.

Special thanks go to the Honourable Speaker and Clerk to the County Assembly through the Assembly ICT Director for their valuable contribution into the preparation of this strategy. Finally, the participation and effort by the different departments and stakeholders in the county Government of Wajir into this report does not go unnoticed.

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 Wajir 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 Wajir County will be able to compete effectively in the National, regional and global environment.

Thank you so much.

H.E. Hon Mr. Rukia Ahmed SheikhThe Governor, Bungoma County

AKNOWLEDGEMENT


5

TABLE OF CONTENTS

STATEMENT ON CONFIDENTIALITY AND DISTRIBUTION OF THIS DOCUMENT 2COUNTY ROADMAP ACCEPTANCE SIGN-OFF 3AKNOWLEDGEMENT 4TABLE OF CONTENTS 5LIST OF ABBREVIATIONS AND ACRONYMS 7EXECUTIVE SUMMARY 81 INTRODUCTION & BACKGROUND 101.1 BACKGROUND OF THE COUNTY 101.1.1 COUNTY GENERAL INFORMATION 101.1.2 DEMOGRAPHICS 101.1.3 COUNTY EXECUTIVE 101.1.4 THE COUNTY ASSEMBLY 111.1.5 THE COUNTY PUBLIC SERVICE BOARD 111.1.6 ICT IN THE COUNTY 121.1.7 SCOPE 121.2 ICT ACHIEVEMENTS, CHALLENGES AND LESSONS LEARNT 12PART 2: CURRENT STATE 132 THE ICT CONTEXT AND SUMMARY OF CURRENT STATUS 132.1 OVERVIEW OF GLOBAL, REGIONAL AND NATIONAL TRENDS 132.1.1 NATIONAL ICT TRENDS 132.2 ICT FOUNDATIONS 132.1. CURRENT STATE DESCRIPTION 13 FIGURE 2 1 ICT ROADMAP THEMATIC AREAS 142.2.1 ICT HUMAN CAPITAL AND WORKFORCE DEVELOPMENT 142.2.2 INTEGRATED ICT INFRASTRUCTURE 142.2.3 INTEGRATED INFORMATION INFRASTRUCTURE 152.3 NATIONAL GOVERNMENT ENTERPRISE ARCHITECTURE 152.3.1 ICT PLATFORM AND INFRASTRUCTURE 152.4 STRATEGIC PILLARS IN LINE WITH THE NATIONAL MASTER PLAN 162.5 CURRENT ICT STATUS IN THE COUNTY 162.5.1 INFRASTRUCTURE, CONNECTIVITY AND INTEROPERABILITY 16 FIGURE 2 2 ICT HOUSE OF VALUESV 16 TABLE 2 1 SUMMARY OF INFRASTRUCTURE AND CONNECTIVITY STATUS IN WAJIR COUNTY 172.5.2 PUBLIC SERVICE DELIVERY SYSTEMS 172.5.3 HUMAN CAPITAL AND WORKFORCE DEVELOPMENT 17 TABLE 2 3 CURRENT ICT STATUS FOR HUMAN CAPACITY IN WAJIR COUNTY 182.5.4 POLICY ENVIRONMENT AND LEGAL FRAMEWORK 18 TABLE 2 4 SUMMARY OF THE POLICY ENVIRONMENT AND LEGAL FRAMEWORK STATUS 182.5.5 SHARED SERVICES 18 TABLE 2 5 SHARED SERVICES 192.5.6 CHANGE MANAGEMENT 19 TABLE 2 6 CHANGE MANAGEMENT PLAN 192.5.7 CITIZEN INVOLVEMENT AND PARTICIPATION 20 TABLE 2 7 CITIZEN INVOLVEMENT AND PARTICIPATION 20


6

2.6 ICT GAP ANALYSIS 202.6.1 WAJIR COUNTY ICT MATURITY LEVEL ANALYSIS 20 TABLE 2 8 ICT MATURITY LEVELS 21 TABLE 2 9 WEIGHTED MATURITY RATIO 21 TABLE 2 10 OVERALL ICT MATURITY LEVEL AND RATIO 212.7 CURRENT ICT EXPENDITURE ANALYSIS 22 FIGURE 2 3 ICT MATURITY LEVEL 223 THE COUNTY ICT STRATEGY ROAD MAP 23 FIGURE 3 1 WAJIR COUNTY ICT STRATEGIC PRINCIPLES 243.2 ICT ROADMAPS 24 TABLE 3 1 ROADMAPS FRAMEWORK 253.2.1 ROADMAP 1: INFRASTRUCTURE AND CONNECTIVITY 25 TABLE 3 2 INFRASTRUCTURE AND CONNECTIVITY INTERVENTIONS 263.2.2 ROADMAP 2: PUBLIC SERVICE DELIVERY 26 TABLE 3 3 PUBLIC SERVICE DELIVERY SYSTEMS INTERVENTIONS 263.2.3 ROADMAP 3: HUMAN CAPITAL AND WORKFORCE DEVELOPMENT 27 TABLE 3 4 HUMAN CAPACITY AND WORKFORCE DEVELOPMENT 283.2.4 ROADMAP 4: POLICY ENVIRONMENT AND LEGAL FRAMEWORK 28 TABLE 6 FLAGSHIP PROJECT – CONNECTED COUNTY GOVERNMENT 283.3 SHARED SERVICES 29 TABLE 3 6 SHARED SERVICES 293.4 CHANGE MANAGEMENT 293.5 CITIZEN INVOLVEMENT AND PARTICIPATION 29 TABLE 3 8 CITIZEN INVOLVEMENT AND PARTICIPATION 29 TABLE 3 9 ICT OPTIMISATION PLAN 303.6 KEY STRATEGIES GUIDING IMPLEMENTATION OF THE ROADMAPS 30 TABLE 3 10 KEY STRATEGIES GUIDING IMPLEMENTATION OF THE ROADMAPS 30 TABLE 3 10 KEY STRATEGIES GUIDING IMPLEMENTATION OF THE ROADMAPS 314 CRITICAL SUCCESS FACTORS AND IMPLEMENTATION PLAN 324.1 GOVERNANCE, MANAGEMENT AND ORGANISATION 324.1.1 ICT GOVERNANCE STRUCTURE 324.2 PROJECT IDENTIFICATION AND PRIORITISATION 324.3 IMPLEMENTATION PLAN 324.3.1 SHARED SERVICES 344.3.2 CHANGE MANAGEMENT 34 FIGURE 4 1 THE 7-S ORGANIZATIONAL CHANGE MODEL 354.3.3 CITIZEN INVOLMENT AND PARTICIPATION 364.4 MONITORING AND MANAGEMENT 365 BUDGETS AND FINANCIAL PROJECTIONS - INVESTMENTS 385.1 ROAD MAP BUDGETS PROJECTIONS 38 TABLE 5 1 SUMMARY INVESTMENTS 385.2 ROADMAP FINANCING 38


7

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

LIST OF ABBREVIATIONS AND ACRONYMS


8

EXECUTIVE SUMMARY

This roadmap intends to deliver on four objectives namely:

• 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;

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

• 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 Wajir County Government;

• To among other things identify: Short term quick wins; Priorities for investment; Plans for development; Employment and support of ICT services and infrastructure which support the County’s Citizen outreach, learning, and administrative activities; A change management plan; Detailed strategies for refinement and evaluation of performance, culture, communications, data reporting and any other strategic management identified issues necessary for successful implementation of the roadmap in relation to ICT services for the Wajir County Government.

Approach

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

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

The National ICT Master Plan aims at making ‘Kenya an ICT hub and a globally competitive digital economy’. The master plan identifies the county governments as one of the key stakeholders and partners in the implementation process. The Wajir ICT roadmap aligns itself to the National ICT Master-plan. It seeks to position the County in delivering efficient ICT enabled services.

Wajir County Government has commendable achievements over the last two years on infrastructure, public service delivery systems, human resource as well as policy framework. Wajir County has deployed LAN in several departments, connected internet, and is currently


9

implementing IFMIS modules. The County has several public service delivery systems that enhance communication and internal coordination. The County Government has also conducted an e-readiness survey and developed a draft ICT Master Plan.

However, the County has poor telephony network coverage, limited and sub-optimality in ICT enabled public service delivery systems, low ICT staffing level, low mobile phone penetration as well as a weak legal and policy framework for embracing ICT. The current County ICT maturity is low.

The Wajir County ICT roadmap will focus on the following thematic and cross cuttings areas: - Infrastructure, Connectivity and Interoperability; Public Service Delivery Systems; Human Capital and Workforce Development investments; formulation of a comprehensive Policy and Legal framework; development of a shared services plan, a change management plan and strategic framework for effective Citizen Involvement and Participation.

This will cost the county government of Wajir an estimated 3,627,802,000 Kenya shillings over the next five years. Implementation of the ICT roadmap requires increased allocations to the ICT Department by the County Government as well as support from external sources such as donors and PPP initiatives. The ICT Roadmap will also focus on the three strategic approaches; shared services plan, citizen participation and involvement and a comprehensive change management plan for optimal utilization of ICT as an enabler in public service delivery.


10

1 INTRODUCTION & BACKGROUND

The Kenya Vision 2030 economic blue print acknowledges ICT as a key foundation to developing a knowledge based economy that will drive national economic growth and development. Both Governments and businesses widely acknowledge that ICT is a driver of economic development and provides a key strategic approach to realising increased efficiencies in service delivery.

The County Government of Wajir is focused on utilising ICT to drive the County development agenda and improve service delivery by adopting appropriate ICT models, integrating ICT in its County development strategy and using it as a benchmark to measuring success in service delivery. This 5- Year ICT roadmap provides a coordinated approach to building the necessary ICT investments to create the capacity to deliver the County development. The roadmap focuses on building and improving the existing infrastructure to allow for an ICT enabled public service delivery systems, building the needed human skills and capacity in ICT, acquiring the necessary applications for service delivery and developing the requisite policies and structures.

1.1 Background of the County

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

1.1.1 County General Information

Wajir County is located in the North Eastern region of Kenya between latitudes 3o N 60‘N and 0o 20‘N and Longitudes 39o E and 41o E and covers an area of 56,685.9 Km2. It borders Somalia to the East, Ethiopia to the North, Mandera County to the Northeast, Isiolo County to the South West, Marsabit County to the West and Garissa County to the South. The county comprises of eight sub-counties namely Wajir East, Tarbaj, Wajir West, Eldas, Wajir North, Buna, Habaswein and Wajir South. The County has 28 divisions, 128 locations and 159 sub-locations. The county has six constituencies namely Wajir East, Tarbaj, Wajir west, Eldas, Wajir South and Wajir North and has 30 electoral wards.

1.1.2 Demographics

Projections from the Kenya 2009 Population and Housing census indicate that the county has a total population of 727,965 that is projected to be 852,963 in 2017. Males comprise 55 per cent of the population whereas female population account for 45 per cent. The county has an inter-censual growth rate of 3.22 per cent that is higher than the national population growth rate of 3.0 per cent. The average county population density stands at 13 persons per square kilometre.

1.1.3 County Executive

The Wajir County Government First Executive headed by the H.E Governor Ahmed Abdullahi took office in March 2013. The County Government consists of the Executive (headed by the Governor and his Deputy), the County Assembly (headed by the Speaker) as well as the County Public Service Board with the latter having a specific mandate to handle all policy issues related to the public service in the County.


11

The County Government is operational following the successful transfer of all the functions of the County Government facilitated by the Transition Authority (TA) in 2013. The Executive arm of the County Assembly is implemented through departments (County Ministries) headed by the County Executive Committee Members and the Chief Officers (the chief accounting officers) who are appointed by the Governor with the approval of the County Assembly. The technical functions of each department are organised in Directorates headed by Directors of departments. Wajir County has ten Executive departments in addition to the Administration and Devolution Department in the Office of the Deputy Governor.

The Executive offers its services at the four sub-counties. A team of officers headed by a Sub-County Administrator performs the functions at the sub-counties. The Ward Administrators coordinate the service delivery in each ward across the County. The County is finalising on the appointment and deployment of Village administrators and Village Coordination Councils. The County Government Executive structures shall complete with the inauguration of the village councils and appointment of the village administrators. The County Executive offices are located across Wajir town. Table 1.2 below presents the establishment of the Wajir County Government Executive.

1.1.4 The County Assembly

The County Assembly is the legislative arm of the County Government. The establishment of the assembly is in line with the constitutional and legal provisions of the Republic of Kenya. The Speaker elected by the Members of the County Assembly heads the Assembly. An elected Member of the County Assembly (MCA) represents each Ward. The Assembly is composed of thirty (30) elected members and fifteen (15) nominated members making forty five members. The County Assembly executes its legislative, oversight and representation roles through established eleven sectoral committees. The Clerk of the County Assembly who is the Chief Accounting Officer coordinates the functions of the County Assembly. An established County Assembly Service Board (CASB) coordinates the overall policy formulation process.

1.1.5 The County Public Service Board

The County Government Act (2012) created the County Public Service Board. The Board has a mandate to recruit and manage the County Human resources. The Board conducts the human resource needs analysis, recruits suitable resources, and seconds them to the directorate of personnel management at the Governor’s office for placement. The Governor with the approval of the County Assembly appoints the five CPSB members and the Secretary. The Board hires its own human resources. The Public Service Board of Wajir has also conducted a training needs assessment (TNA) of its staff and is finalizing the report of the required trainings for the county staff.


12

1.1.6 ICT in the County

Wajir County is among the few Counties in the country who have a fully-fledged ICT Department. A County Executive Member and a Chief Officer heads the Department. The ICT Department manages ICT as a shared function and works closely with other Departments and the County Public Service Board. The County Assembly also has an ICT Team for the ICT administration and coordination at the County Assembly.

The department offers support services across all the departments in the County Executive. The functions of the department are twofold and are to create inter-linkage with other ministries through use of relevant technologies and to maintain standards in ICT provision across the board to prevent proliferation of sub-standard goods and services to the county.

However, there is room for ICT to grow in the county more as a shared service to all departments, the County Assembly and the Public Service Board

1.1.7 Scope

The Wajir County 2015-2020 ICT Road-map is a deliberate effort towards provision of coordinated and concerted approach in delivery of services for the County. It is the most comprehensive approach in directing effort towards a clear, concise and coordinated approach to delivering quality ICT services to the people of Wajir County. Table 1.4 summarises the roadmap scope.

1.2 ICT Achievements, Challenges and Lessons learnt

The County Government has made notable achievements over the last two years on infrastructure, public service delivery systems, human resource as well as policy framework. The County has deployed LAN in several departments, connected internet, and is currently implementing IFMIS modules. The County has several public service delivery systems that enhance communication and internal coordination. Furthermore, it has conducted an e-readiness survey. On the other hand, the County Government has developed a draft ICT Master Plan.

The County Government faces numerous challenges in deploying ICT. These challenges include poor telephony network coverage, limited and sub-optimality in ICT enabled public service delivery systems, low ICT staffing level, low mobile phone penetration as well as a weak legal and policy framework for embracing ICT.

The County Government recognises the role ICT plays in efficient service delivery. The County Government appreciates a need for increased allocations to the ICT departments and development of a sound and strong policy framework that enable cost effective ICT deployment. It is on this basis that the County Government seeks to develop and implement an ICT roadmap. This provides a coherent and coordinated approach in deploying ICT.


13

2 THE ICT CONTEXT AND SUMMARY OF CURRENT STATUS

ICT is a growing aspect in the global phenomena that has made positive impact to the economy, political and social environments. This chapter therefore presents the ICT contextual and situational analysis globally, regionally as well as national trends. It also shows how Wajir County is linked and responds to these trends. The County ICT current state is also presented.

2.1 Overview of Global, Regional and National trends

The rapid advancements in the field of Information Technology (IT) and the resultant explosive growth of the information services sector have radically changed the world’s economic and social landscape. These changes have given rise to a new society based on information and knowledge. This has further resulted in new avenues of development, employment, productivity, efficiency, and enhanced economic growth.

ICT is globally recognised as a tool for social-economic growth and development, and as an enabler of service delivery. As a driver of service delivery, ICT has become a key catalyst for the emergency of a knowledge society and a knowledge economy. In the past, ICT innovation was mostly led and driven market changes. However, today as consumers become better informed we expect to see the industry become more consumer rather than technology driven.

2.1.1 National ICT trends

ICT is one of the foundations for economic development in the second Vision 2030 MTP, with the theme, ‘strengthening the foundation for a knowledge economy’. ICT is a critical tool in Kenya’s vision of knowledge-based economy of innovation, adoption and adaptation of which are key for economic growth. In Kenya, the National Government, having completed the 1st Phase of the National Optical Fibre Backbone Infrastructure (NOFBI), which covers major towns across the country, has now expanded (NOFBI Phase II) to cover counties and major towns.

The private sector players have also complimented Government efforts by laying fibre to some parts of the country. However, despite this significant progress, a large number of the population is yet to be connected especially in the rural areas. Leveraging on NOFBI, connectivity extend across the country thus enabling the Government to roll out e-services countrywide. Wajir County needs to develop its ICT Vision and Mission in line with the local, national and global ICT trends as regards ICT principles, strategies and road maps so as to leverage its socio-economic growth.

2.2 ICT Foundations

Following the Global Trends in ICT Development and the Kenya Vision 2013 Economic Blue print, the ICT Sector plans are aligned to build synergy and fit within the global ICT ecosystem.


14

The National ICT Master Plan, the Broadband Strategy Paper, Cyber security policies and the Infrastructure Sharing Strategy Paper are some of the most critical and transformative documents produced by the Kenyan Government to spearhead and revolutionize the country’s ICT Sector. The Wajir County ICT Roadmap will be aligned to the policies, strategies and work plans within the foregoing documents.

The ICT Road map development identified the foundations as adopted from the National Master Plan as well as the Broad Band strategy paper and found need for an additional pillar of policy formulation, hence derived the following thematic areas:-

Both for hardware and software or applications

The human capital; skills and capacity to deliver ICT

All public service delivery applications that enable efficient and cost effective delivery of service to the people

The regulatory and policy frameworks that are necessary to provide the environment for ICT

2.2.1 ICT human capital and workforce development

Globally, ICT has been shown to have impacts on economic and social development, and one of the indicators that with global recognition is the network Readiness Index (nRI) that includes skills as a critical pillar for nations to exploit ICT for development. According to the Global Information Report (2013), the skills pillar gauges the ability of a society to make effective use of ICT. It is thus critical to have the appropriate human capital and workforce for successful implementation of ICT products and services in Kenya. To achieve them, both the National and Counties have to invest in hiring skilled ICT staff, continue to develop the current staff and build a training programme that will ensure the right skilled are domiciled in both the National level and County levels.

Wajir County Government has placed more focus on enhancing its Human Resource capacity through assessment of current and future ICT Staffing needs, identifying capacity gaps and

Figure 2 1 ICT Roadmap The-matic areas

developing relevant and effective capacity building programmes. The county has to invest in comprehensive ICT training needs assessment, develop a skills database and develop a sustainable career progression for staff.

2.2.2 Integrated ICT Infrastructure

ICT Infrastructure is a key foundation necessary for the successful implementation of ICT services. It seeks to provide the backbone infrastructure necessary for interconnectivity for effective delivery of services to the society, businesses and other stakeholders. Kenya is connected to the international broadband highway; however, interconnectivity within the county is still on going.


15

The Government in its efforts to provide internet services and fibre link interconnectivity to major towns and counties initiated the National Optical Fibre Backbone Infrastructure (NOFBI). This covers mostly the former Provincial Headquarters and now most of the County Headquarters are connected. Wajir County is one the beneficiaries of this effort having received its connection directly from the Nairobi fibre link. This connection enables the use of Government application such as IFMIS that links all money expenditures and receipts to the National Treasury, Central Government of Kenya.

However, despite this significant progress a large number of the Wajir County residents are yet to be connected especially in the rural areas. It is thus essential that there is continued deployment of mobile broadband networks that will result in provision of broadband connectivity to the entire country and meet the targets set in the National Broadband Strategy. Given that the majority of the broadband connections in Kenya are through the mobile service, a concerted effort in this area will avail more spectrums for deployment of mobile broadband networks that will build on the existing broadband environment and increase the penetration of broadband connectivity countrywide.

2.2.3 Integrated Information Infrastructure

The National government developed a Government Common Core Network (GCCN) to serve as a shared and secure interoperable Government-wide ICT architecture. This system will not only integrate work processes and information flows, but also improve inter-ministerial sharing of databases and exchange of information. This will ensure maximum access to information held by public authorities to all Kenyans and that public information is readily available through consolidated portals in an affordable and secure way. Wajir County is in the process of implementing an integrated Information Infrastructure, the HUDUMA centre service. However, it is important to prioritise these dockets for faster development to facilitate provision of basic access to information by the public.

The National Government of Kenya recognises that Strategic management of Information, Information Systems and Information & Communication Technology is key and needs to be done in a more coordinated manner. The Ministry of ICT and ICT Authority constitute the collective governing body of Information & Communication Technology (ICT). They are charged with the responsibility to govern Government-Wide ICT plans and programmes in pursuance of the outcomes, principles of the ICT pillars as depicted in Figure 2.2.

2.3 National Government Enterprise Architecture

ICTA has developed the Kenyan Government Wide Enterprise Architecture (GEA) Framework as a minimum standard to be used across all government departments and agencies. The GEA Framework is intended 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 Wajir County Government to conform and abide by the GEA framework as prescribed by the government policy.

2.3.1 ICT Platform and Infrastructure

In line with the Government Enterprise Architecture, current ICT ISO standards call for investing in solutions built on appropriate ICT platforms that optimize applications performance,


16

Figure 2 2 ICT house of Valuesv

reliability, and Total Cost of Ownership (TCO) for the county and the nation as a whole. The county ICT strategy and roadmap focus on shared services plan which is aligned to the National ICT Master Plan, Vision 2030 and the supported by the National Broadband Strategy, government of Kenya and also aligned to World Bank Group’s ICT Sector Strategy Approach Paper of 2011.

2.4 Strategic Pillars in line with the National Master Plan

The National ICT Master plan developed to actualise Vision 2030 Economic Blue Print for Kenya

Digi

tal In

clusio

n

Econ

omies

of S

cale

Redu

ced D

uplic

atio

n

ICT Planning (GEA) → ICT Acquisition → ICT Operations In

tero

pera

bility

Secu

rity

Citizen Convenience

identified key Pillars that are essential to actualising the ICT Vision as a driver of economy. Embracing of ICT brought noticeable growth in the last few years in the ICT sector especially in the mobile sector, which has seen growth rise to 31.3 million subscribers and a penetration of 76.9 per cent by September 2013. It also led to 25.1 million mobile money subscribers and an estimated 19.1 million Internet users with 47.1 per cent inhabitants having access to Internet services (CCK, 2014). The following are identified as the main ICT pillars that will continue to the growth of ICT as a service enabler in the Country:

1. E-government services

2. ICT as a Driver of Industry

3. Developing ICT Businesses

2.5 Current ICT Status in the County

The ICT status for Wajir details the progress that the County has made against the benchmarks as defined in the scope of this roadmap and the provisions (Foundations and Pillars) on the ICT National Master Plan. The section presents the status for the Infrastructure Connectivity and Interoperability, Public Service Delivery Systems, Human Resources and End-Users Capacities and the Legal and Policy Environment. The status is for both the County Assembly and County Executive with specifics being highlighted appropriately.

2.5.1 Infrastructure, Connectivity and Interoperability

Deploying ICT requires a robust infrastructure that includes office networking, reliable internet, power back up systems, business continuity plans, basic ICT equipment as well as mobile telephony. Wajir County is in the northern region that requires capital investments to bring it to par with other Counties. The County places emphasis on the need for a facilitative infrastructure in deploying ICT in service delivery. Table 2.1 below presents the current infrastructure and connectivity in Wajir County.


17

No ASPECT CURRENT ICT STATUS

1.1 Connectivity 1. The County is currently connected to the NOFBI network for IFMIS operations

2. The County has LAN connections in the constituent offices which are connected through Point to Point connections on a shared services platform

1.2 ICT infrastructure optimization

LAN connection allows for sharing of resources

1.3 SLA with SP Service Level Agreements are not executed due to the adhoc nature of equipment acquisition and no adequate staff for support on maintenance and repair

1.4 Basic ICT equipment The Government has not acquired adequate equipment

The County Assembly has purchased portable devices for the MCAs

1.5 Business Continuity Plan Data storage facilities are available in the County Servers, however the county has no co-location services to ensure business continuity plans


1.6 Implementation of IFMIS 1. Budget to pay module is installed and working, pay to procure module is being implemented

2. IFMIS to be outsourced from the National Government

1.7 Automation 1. Office automation needs identified but project roll out not yet done

1.8 Use of interoperable systems 1. The need for interoperable system is recognized and but policy development has not yet been done

1.9 Communication 1. LANs are in place for internal communication

2. WAN for the Counties not yet in place

3. Unified Communication has not been implemented but plans are underway

1.10 Citizen participation and involvement

1. Applied for FM and Digital TV License but not yet granted.

2. Information centres have been built for Sub Counties but not yet equipped

Table 2 1 Summary of Infrastructure and Connectivity status in Wajir County

2.5.2 Public Service Delivery Systems

The County government implements its functions through the three arms. The processes are both facilitative and regulatory based. The County Government also relies on data to provide services across the County.

Table 2.2 below presents the ICT status for the public service delivery systems in Wajir County.

2.5.3 Human Capital and Workforce Development

Human Resources play a significant role in deploying ICT. The County has recruited staff that is at different levels in ICT knowledge and skills. The current Human Resource ICT literacy status in Wajir County is presented in Table 2.3 below;


18


1.11 Basic ICT skills 1. Low ICT skills in the county

1.12 Specialised and technical ICT skills

1. Present - 3 employees: Two (2) of them with basic ICT degree and one (1) with Certificate.

1.13 Human resources establishment

1. Understaffed ICT department

2. Working arrangements with Strathmore and on line learning institutions to provide ICT learning and other courses.

3. Collaborating with Kenya School of Government to carry out capacity building.

1.14 Change management 1. ICT Trainings programmes to sensitize the County Staff on ICT

2. Deliberate effort by the ICT Department to mainstream ICT in all departments


1.1 ICT policy 1. There is an existing ICT Policy that is not comprehensive enough to provide for data security and protection and cloud computing

1.2 Strategic Plan 1. There is no ICT Strategic Plan for the County

1.3 ICT financing 2. Shared Costs: There is currently no frameworks for shared services across the three County arms and with neighbouring counties

3. Policy and Legislation Framework: These are not in place. Requisite Legislation has not been fully enacted

4. Public Private Partnerships: In some projects, such as the National Fibre Optic cable to Sub Counties, that are capital intensive, the County could lobby the ICT Authority for support. This is not in place.

Table 2 3 Current ICT Status for Human Capacity in Wajir County

2.5.4 Policy Environment and Legal Framework

The policy environment provides the framework for deploying ICT. The policy framework responds to the government position and processes in addressing the ICT needs. It focuses on the policy documents including statements of intention, laws as well as financing options the Government appreciates in deploying ICT. Table.2.4 below presents the summary of the current ICT policy and legal framework in Wajir County.

Table 2 4 Summary of the Policy Environment and Legal framework status

2.5.5 Shared services

The Table below represents the areas of infrastructure and public service delivery that can be shared for cost-effectiveness and the current status in Wajir County:


19

ASPECT CURRENT STATUS

INFRASTRUCTURE

ICT investments are capital in nature. The ICT needs across the 3 arms of the County Governments are similar.

The service end-users in Wajir County are the same- the County residents

• Infrastructure development not shared

• Infrastructure acquisition is not shared and each arm has a separate infrastructure

• Infrastructure management, security, business continuity plan, network attached storage, maintenance is not standardised and is decentralised

• There is no infrastructure sharing- workgroups, inter-departmental, County-County, County Government arms (Executive, Assembly & CPSB), County Government -National Government and all other government agencies

Public Service Delivery

• Databases are not standardised and shared

• Service Centres are not shared

• Unified Communication System is not shared


Governance Structures In place

In place

In place

In place

Change Management Processes No change management plan was developed

No change management activities in place

No change management office or agent

Change Management Communication Strategy

No change management communication strategy is in place

No change management monitoring and progress review

2.5.6 Change Management

Wajir County government is a creation of the Kenyan Constitution of 2010 and only came into being in 2013. Change management is critical for successful establishment and legitimisation of the new devolved structured. The Constitution expected challenges in the establishment of the County Governments and provided for a three to five year transitional process to help nature the changes and structuring of the Newly elected County governments.

Table 2 5 Shared Services

Table 2 6 Change Management Plan


20


Citizen Involvement Citizens involvement in Planning of Projects through online platform is needed

Citizens are involved through public meetings during budgets preparation as there are no online platforms

Citizens feedback in implementation of projects is easier through an online platform

There is no formal structure for public involvement during implementation

1. Customer Care Not available

2. Ambulance and Dispatch Not available

3. Business services available online such as business registrations, market stalls bookings etc

Not available

4. Application and payment platforms for business permits Not available

2.5.7 Citizen involvement and Participation

Citizen involvement and participation is a guaranteed right by the Constitution of Kenya. It is expected that the County Citizens are the focal point for the ICT Public Service Delivery Pillar and need to be involved in both planning and implementation of County Projects.

The following are a number of County Services that need to be available online and their current status:

1. Customer Care – Web enquiry & complaints management

2. Ease of contacting Emergency services such as Ambulance and Dispatch

3. Application and tracking of permits e.g. building construction,

4. Business services available online e.g. Daily market fees and stall rental

5. Payment for outdoor advertising

6. Application & payment for business permits

2.6 ICT gap analysis

This section analyses the existing gaps that limit Wajir County from optimising deploying ICT in service delivery. It uses the maturity level analysis to establish gaps in the existing ICT and the desired ICT optimisation in Wajir County.

2.6.1 Wajir County ICT Maturity Level Analysis

An international maturity model is used to benchmark the County’s maturity level. The process utilised the famed CMMI, approach to analyse identified aspects (in our case, thematic areas) in the context of a set of structured levels that describe how well the behaviours, practices and processes of an organization can reliably and sustainably produce required outcomes.

Table 2 7 Citizen Involvement and Participation


21

CMMI LEVELS CONSULTANT LEVELS

LEVEL 1 (Initial) LEVEL 0 (Relative immaturity)

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

LEVEL 3 (Defined) LEVEL 2 (EmVVerging maturity)

LEVEL 4 (Managed) LEVEL 3 (Relative maturity)

LEVEL 5 (Optimizing) LEVEL 4 (Robust maturity)

VALUE 0 TO 24 25 TO 49 50 TO 99 100 TO 199 200 AND ABOVE

Weighted Maturity Ratio

STRONG Weighted Maturity

LOW priority for work

RELATIVELY STRONG Weighted Maturity

SOME priority for work

AVERAGE Weighted Maturity

MEDIUM Priority for Work

BELOW AVERAGE Weighted Maturity

HIGH Priority for Work

SIGNIFICANTLY BELOW AVERAGE Weighted Maturity

VERY HIGH Priority for Work

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

Infrastructure & Connectivity 1.5 63

Public Service Delivery Systems 2.3 44

Human Resources & Capacity Building 2.2 44

Policy Environment & Legal Framework 1.3 67

OVERALL MATURITY RATIO 1.8 218

Table 2 8 ICT Maturity Levels

Table 2 9 Weighted maturity ratio

Table 2 10 Overall ICT maturity level and ratio

The table below shows the weighted maturity ratio. The model identifies five progressive levels of maturity ratio ranging from STRONG to SIGNIFICANTLY BELOW average weighted maturity. A comprehensive description of the levels is as indicated in the appendix.

The process identified and analysed four broad thematic areas:

Table 2.10 below summarises the results for each category (thematic area).

The weighted results show a combination of Ad hoc and emerging maturity results with an overall maturity ratio of 1.8 on the S.I category maturity indicating Ad-hoc maturity and 218 on the weighted maturity ratio indicating Wajir County is significantly below average on ICT Maturity.

The radar representation below grants a bird’s eye view of each category’s maturity. The maturity level of Wajir County is low with an average score of 1.8 against the 5 scale level advanced in the CMMI model.


22

Figure 2 3 ICT maturity level

2.7 Current ICT Expenditure Analysis

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

The County ICT allocation for 2014/2015 was 1.05% of the overall County budget. The Kenya Government ICT Master Plan recommended expenditure of 5% on ICT of the overall revenue in line with a study by Gartner in 2012 that observed ICT spending as a percentage of total revenue for organisations close to the County to range between 3% to 5%.

Infrastructure & Connectivity

Public Service Delivery Systems

Human Resources & Capacity Building

Policy Environment & Legal Framework 0.0

2.0

4.0


23

3 THE COUNTY ICT STRATEGY ROAD MAP

The ICT roadmap respond to the evident needs that shall transit the county to an ICT enabled service delivery model. The roadmaps align to the need to optimise ICT as a strategic approach to the service provision. The acquisition and subsequent deployment of ICT shall respond to the relationships that exist between the following:

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

2. G2C (County government to citizens)

3. G2E (County government to employees)

4. G2B (County government to businesses

5. Strategic Principles

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

3.1.1 Vision

The Vision of the ICT Department is;

A model county recognised for utilising modern information and communications technology to drive productivity and economy.

3.1.2 Mission

The Mission of the ICT Department is:

To enable county mission success by providing the required services when needed, in a secure manner with value for money

3.1.3 Core Values

Wajir County has developed five core values, abbreviated as WAJIR, to govern the way they do business as summarised in Figure 3-1


24

Figure 3 1 Wajir County ICT Strategic Principles

3.2 ICT Roadmaps

Wajir County shall optimise ICT by implementing four roadmaps that respond to the current needs. The capital investments shall seek to strengthen the existing infrastructure to realise efficient and automated public service delivery systems. The County shall also continuously build the capacities of the County human resources within a progressive policy framework. The County shall progressively increase allocations to ICT within a coordinated financing approach. Table 3.1 below presents the rationale and parameters for each of the four roadmaps.


25

3.2.1 Roadmap 1: Infrastructure and Connectivity

Wajir County shall seek to achieve the following seven main objectives through the specific objectives as presented in Table 3.2 below:

NO ROADMAP ROADMAP PARAMETERS

1 Roadmap 1: Infrastructure and connectivity

1. Internet Connectivity

2. Basic ICT equipment

3. Network infrastructure- LAN/WAN, mobile phone

4. Electricity connection

5. Business Continuity plans- servers, network attached storages, data back-ups, co-location facility

2 Roadmap 2: Public Service Delivery systems

1. System automation

2. Workflow automation

3. Internal coordination- unified communication system

4. Service delivery points

3 Roadmap 3: Human Resources and Capacity building

1. Training needs assessment

2. Basic ICT training

3. System (application) based specialised trainings

4. ICT department Human Resources establishment

4 Roadmap 4: Policy environment and legal framework

5. County ICT policy framework

6. County ICT investment framework- PPPs in infrastructure acquisition

7. County ICT legal framework

8. County ICT budget allocations

OBJECTIVES SPECIFIC OBJECTIVES

1. To fast-track the completion of ICT infrastructure and connectivity in the county

1. Lobby for completion of the NOFBI project by March 2016

2. Set up a modern Server Room with right facilities, infrastructure and operational environment by June 2016

3. Design and Deploy County Primary Data Centre by June 20

4. Increase ICT Infrastructure (Desktops, Laptops on a ratio of 1:1) annually from July 2015 to June 2019

5. Invest in structured LAN and WAN-Fibre links infrastructure at HQ by June 2016

6. Cascade Structured Cabling [LAN] to Sub-county Headquarters by June 2017

7. Deploy Fibre Optic County Wide to increase connectivity by December 2016

8. Design and deploy a Wireless Network for Wajir County by June 2018

9. Deploy Communication Masts to increase Connectivity by June 2019

To ensure Data Security and appropriate administration of ICT infrastructure security and service structures

1. Improve ICT Security and Network Administration Services by June 2016

2. Design and Deploy CCTV Infrastructure County wide and to be managed by the ICT Team by June 2016

3. To develop and operationalise a modern communication infrastructure

1. Deploy County IP Telephony for Unified Communication in the County by June 2016

Table 3 1 Roadmaps Framework


26


4. To develop a business continuity plan and DRC

1. To establish a co-location centre for data back up by June 2017

2. Allow for greater interoperability, openness and re-use of ICT solutions, government will establish a suite of agreed and mandatory open technical standards by June 2017

5. To improve office connectivity by investing in shared infrastructures for Executive, County Assembly and Public Service Board

1. To design and implement infrastructure sharing to reduce the cost of government networks by June 2016

2. To design systems that ensure data is transparent and shared by implementing engagement processes for open data standards activity and crowd-source priority areas for data standards by end 2020

6. To set up a GIS Lab 1. To build a Shared GIS infrastructure for all departments by June 2016

7. To develop Management Systems

1. To operationalise infrastructure SLA and AMC of 20 % by June 2016


1. To acquire Server Licences to ensure support and compliance: OS, Databases, Applications

2. 1. Secure server licenses for data, applications, operating and communication systems by June 2016

2. To implement an Integrated Financial Management Information Systems (IFMIS)

1. Complete rollout of the county IFMIS and operationalise all modules by June 2016

3. To Implement Integrated County Revenue Management Systems (ICRMS)- ERP

1. To operationalise an Integrated County Revenue Management Systems (ICRMS) by June 2016

2. Provide additional points of integration with the IFMIS application that are detailed in the above IFMIS core Accounting and integration architecture section of this document by June 2016

3. Invest in funds management systems for managing loans and subsidies to the agrichain actors and farmers by June 2016

4. To procure an electronic document management system

1. Invest in secure electronic document management flow systems by June 2018

5. To set up ICT Service Centres 1. Operationalise Huduma Centres by December 2015

2. Establish Citizen Service Centres by June 2019

3. Set up ICT Innovation Hubs by June 2018

6. To establish County Web Portals 1. Invest in secure mail communication servers, Web Services, CRM, Social Care Systems, Bulk SMS and Helpdesk by June 2016

2. Set up an E- learning portal by June 2016

3.2.2 Roadmap 2: Public Service Delivery

Wajir County shall seek to achieve the following objectives that touch on public service delivery systems. The County shall implement specific objectives across the four objectives. Table 3.3 presents the summary of these interventions

Table 3 2 Infrastructure and Connectivity Interventions

Table 3 3 Public Service Delivery Systems Interventions (Continued in the next page


27


7. To acquire Business Intelligence and Analytic Systems

1. Implement Reporting systems for customized reporting needs by June 2016

2. Implement Dashboards Structured reporting system for highly customizable executive graphical reporting on time bound/project specifics by June 2016

3. Implement Traffic Lights systems for high level reporting system for executive reporting by June 2016

4. Implement Research, Statistical and analytic solution by June 2016

8. To acquire Integrated Health Management Information and Lab Management System

1. Invest in equipping the health institutions with appropriate applications for Health care management- Disease Surveillance, HMIS(ERP), In Patient, Outpatient, Lab procedures, Pharmacy, Medical Supplies, Doctors Management, Last Ward/Mortuary management, MHealth between July 2015 to June 2020

9. To Roll out Tele medicine Systems at the ward/sub-county health centres

1. Invest in Tele Medicine Systems at rural areas with no Doctors to assist in disease diagnosis and appropriate medication by available Health Staff between Jan 2016 to December 2018

10. To acquire GIS modules for each department needs

1. Invest in GIS software licenses as shared service for all deserving departments by June 2017

2. To carry out resource mappings for all departments by June 2019

11. To acquire Agriculture and Livestock Management Systems

1 To acquire and livestock identification process, diseases surveillance and Vet Services management from July 2015 to June 2017

2. To implement an Integrated Agribusiness Management Systems by June 2017

3. To procure and roll out Early Warning and Climate Management Systems by June 2017

12. To Establish a partnership with a Genomics Lab for human, livestock and plants genetics science, IP protection and R&D

1. Set up or link with an established Genomics Lab for human and livestock and plants and develop a comprehensive IP protection and R&D programme by June 2018

13. To develop an Education Management Systems

1. Develop an E-Learning programme to provide standardised education across the county on a digital platform by June 2016

2. To set up Learning Management Systems (LMS) by April 2016

3. To establish e-Portal and Digital Content Development Systems and programmes by April 2016

4. Operationalise FM Lessons by June 2016

5. Set up E-Library by June 2017

14. To Set up E-Voting System for the County Assembly

1. Invest in an electronic voting system for the County Assembly by June 2016

15. To enhance Security Systems 1. Install systems for human security and identification at entry points of work place by June 2016

2. Install Closed Circuit Television systems for capturing visual and audio data, application of Security Management and Wireless Network Sensing technology for predictive Analytics by Dec 2018

3.2.3 Roadmap 3: Human Capital and Workforce Development

Wajir County shall seek to achieve the following objectives that touch on HR capacity building. The County shall implement nine interventions across the four objectives. Table 3.4 presents the summary of these interventions.


28

Table 6 Flagship Project – Connected County Government


1. To ensure a seamless change Management and Project Management and establish an appropriate ICT governance aligned to the ICT Roadmap

1. To restructure the ICT organisational structure, review roles and responsibilities and align with ICT Roadmap and updated CIDP by June 2016

2. To invest in change management trainings, team building sessions and appropriate communication on the change process from December 2015 to June 2018

3. To engage the services of a change agent and strategic partners and develop change champions by March 2016

4. To establish a Project Management Office by March 2016

5. Set up a County ICT Public Service Delivery Unit by June 2016

3. To recruit additional ICT personnel to support all critical ICT areas

1. Conduct Staffing Needs Assessment and identify staffing gaps by March 2016

2. Recruit additional staff to fill identified staffing gaps by June 2016

4. To build County ICT Training Capability

1. Conduct Training Needs Assessment by March 2016

2. Develop ICT Training Curriculum by April 2016

3. To conduct training and Capacity Building Programmes starting May 2016 to June 2020

4. To establish ICT Training Centres and Partnerships with training institutions by June 2019

5. To offer Training Sponsorships annually staring July 2016


1. To develop a comprehensive ICT policy framework

1 Develop and operationalise Cyber Security Policy by June 2016

2 Develop and operationalise Document Work Flow Policy by June 2016

3 To develop and adopt Training and Capacity Development Policy by June 2016

4 To develop and operationalise e-Waste Management Policy by June 2016

5 To develop a Service Level Agreement and Annual Management Contract Policy by June 2016

2. To develop a Disaster Recovery and Business Continuity Policy

1. Develop and operationalise a Disaster Recovery and Business Continuity Policy by June 2016

3. To develop a Shared Services Policy

1. Develop a Shared Services Policy at June 2016

4. To develop a Systems Standardization policy

1. To develop Information Technology Information Library (ITIL) Policy by June 2016

2. To engage consultants experts to establish ISO Certification by June 2018

3. Establish comprehensive Information Security policy by June 2016

4. Develop ICT Procurement Standards Policy by June 2016

5. To develop a Financing and Public Private Partnership Policy

1. Adopt and operationalise a PPP Policy by June 2016

3.2.4 Roadmap 4: Policy Environment and Legal Framework

Wajir County shall seek to achieve the following objectives that drive public legal and policy framework. The County shall implement the following specific objectives provided in the table below. Table 3.5 presents the summary of these interventions.

Table 3 4 Human Capacity and Workforce Development


29

3.3 Shared Services

ICT investments are capital in nature. The ICT needs across the 3 arms of the County Governments are similar. The service end-users in Wajir County are the same- the County residents. There is need to optimise on ICT investments through sharing of services.


To implement shared infrastructure and public Service delivery systems

To develop a shared infrastructure for all County arms of government and departments

To implement shared public service systems framework


To develop a Change Management Strategy and Plan

To develop a change Management Plan by March 2016

To develop a Change Communication Strategy by March 2016


To ensure Citizens involvement and participation in the ICT projects in the County

To develop a Citizens involvement and participation Policy by March 2016

To develop a e-Citizens participation platforms by June 2016

Table 3 6 Shared Services

3.4 Change Management

An appropriate change management strategy and plan is important to manage both structural changes and ensure a smooth change process during the implementation of the ICT Roadmap. Wajir County will implement the objectives below to ensure success of the ICT Roadmap:

Table 3 7 Change Management Plan

3.5 Citizen Involvement and Participation

In addition, the ICT will provide the platforms for Citizens participation in County Planning and budgets preparation including voting for projects at ward levels that need to be funded by County budgets on annual basis. Below are the objectives to support this major area of the ICT implementation:

Table 3 8 Citizen Involvement and Participation


30

ICT OPTIMISATION


To develop a shared ICT services plan for the County

To identify services and or systems to be shared within and outside the County by March 2016

To develop a platform with a clear framework to share the services in the county, across the county and nationally by June 2016

Roadmap 1: Infrastructure, Connectivity and interoperability

Key Strategies

• Adopt and use Renewable Energy to Power ICT Mobile Equipment

• Diversify sources of funding for ICT projects to include Private Public Partnerships, lobbying National Government and other development partners

• Lobby for development of ICT infrastructure sharing plans for all departments and with other Counties

• Lobby the County leadership to provide investment incentives for investors in ICT infrastructure such as waiver of way leave charges

Roadmap 2: Human Capital and Workforce Development

Key Strategies

• 1. Liaise with Executive and County Assembly to develop a comprehensive Human Resource Development Policy Manual

• 2. Develop an ICT Skills and Capacity Building development Curriculum for the County

• 3. Mainstream ICT lessons in the County Training institutions such as Youth Centres

• 4. Develop a data base of ICT professionals in the County

• 5. Lobby the County Executive and County Assembly and Public Serve Board for joint team building and training workshops

Wajir County shall realise optimisation in acquisition and deployment of ICT through key strategic approaches.

Objective:

The specifics objectives are:

1. To identify services and or systems to be shared within and outside the County.

2. Develop a platform with a clear framework to optimise the services in the county

3.6 Key Strategies guiding implementation of the roadmaps

The matrix below presents the possible strategies Wajir County Government will employ in acquisition and deployment of ICT. The Strategies are clustered along the roadmaps

Table 3 9 ICT optimisation Plan

Table 3 10 Key Strategies guiding implementation of the roadmaps


31

Roadmap 3: Public Service Delivery

Key Strategies

• Use Cloud Services for Email with adequate security

• Set up a Primary Data Centre to be managed by the County ICT & E-Government Department

• Outsourced IFMIS from the National Government

• Diversify sources of funding for ICT projects to include Private Public Partnerships, lobbying National Government and other development partners.

• Employ diverse applications to automate all County operations: Revenue Collection System, Identity Access Management System; ERP, GIS, HMIS systems among others

• Encourage public engagement platforms to share County public information through an improved and interactive website and other platforms

Roadmap 4: Policy Environment and Legal Framework

Key Strategies

• Invest in securing Information Security Management System (ISMS) compliance – ISO27001 Certification for County ICT & e-Government

• Invest in ITSM (IT Service Management) compliance starting off with ITIL training for all IT Staff

• Lobby the Executive and County Assembly in the development of ICT policies for the county

• Engage ICT consultants to develop comprehensive ICT policies.

Table 3 10 Key Strategies guiding implementation of the roadmaps


32

4 CRITICAL SUCCESS FACTORS AND IMPLEMENTATION PLAN

4.1 Governance, Management and Organisation

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

4.1.1 ICT governance structure

The existing structure requires enhancement to maximise the ICT HR deployment. The current structure requires two additional tiers- technical and planning committee as the core decision-making organs. The implementation shall continue through the existing ICT department organogram. However, the County shall lay more emphasis on building the internal capacities to deploy sufficient ICT in the departments. The County shall implement the roadmap through restructuring the existing ICT organogram to one that can deliver the roadmap. Figure 4.1 below presents the ICT departmental structure.

The Office of Enterprise Technology is comprised of five organizational units under the guidance of the Chief Information Officer/Principal ICT Officer in charge of the ICT docket in the county. All units converge on two basic guiding principles: Excellent customer service and providing high caliber technology solutions.

4.2 Project Identification and Prioritisation

The identification and prioritisation of the Wajir County projects is based on the ICT Master Plan developed by the County and priority areas identified in our discussions with the County stakeholders. This prioritisation highlights the projects sequencing and follows logical flow where the first activities provide the base on which to build the next level of activities. It also took into consideration the projects under implementation by the County. Details of the prioritisation are shown in the implementation plan timelines.

4.3 Implementation Plan

The County Government shall implement this roadmap over the 5-year period. The initial years are capital intensive as the County develops a robust infrastructure that allows for ICT integration in public service delivery. The County shall also pursue developing and implementing a strong policy and legal framework.

The Table 4.1 below details the implementation matrix of the ICT roadmap. The implementation matrix aligns with the projects and associated implementation strategies, periods and responsibilities.


33

Project Details 2015/16 2016/17 2017/18 2018/19 2019/20

Roadmap 1: Infrastructure and Connectivity

NOFBI Termination at County Hq and Sub-counties

Primary DATA CENTRE

Disaster Recovery Centre - DRC (Off Site Back Up Centre)

LAN and WAN infrastructure: For all Departments at county Head Quarters

LAN and WAN infrastructure: For 6 Sub-counties

LAN and WAN infrastructure: For 30 Wards

LAN and WAN infrastructure: To 5 Sub County Hospitals

Broadband Wireless Network Sensing Systems

Equipping ICT Communication Centres etc

Personal Computers and ICT Equipment

IPBX, IP Business Phone Sets and devices

GIS Server Hardware and data mapping equipment

Establishing service Catalog


Integrated Financial Management Information Systems (IFMIS)

Integrated County Revenue Management Systems (ICRMS)- ERP

Business Intelligence and Analytic Systems

GIS- Software Solution

Customer Relationship Management Systems (CRM)

Web Portals

Electronic Document Management

ICT Service Centres

Health Management Systems

Agriculture and Livestock Management Systems

Education Management Systems

Security Systems

SLA/AMC

Human Capital and Workforce Development

Staffing Needs Assessment

Recruitment

Training Needs Assessment

Training Curriculum Development

Training and Capacity Building Programmes

Training Sponsorships

Training Centres and Partnerships Development

ICT Organization Structure Development

ICT Secretariat

Project Management Office (PMO)

Recurrent Expenditure

PPP Policy


34

Project Details 2015/16 2016/17 2017/18 2018/19 2019/20

Roadmap 1: Infrastructure and Connectivity

Policy Environment and Legal Framework

Cyber Security Policy

Document Work Flow Policy

Training and Capacity Development Policy

SLA/AMC

e-Waste Management Policy

Disaster Recovery and Business Continuity Policy

Shared Services Plan

Information Technology Information Library (ITIL)

ISO Certification

Information Security

Procurement Standards Policy

PPP Policy

4.3.1 Shared services

The purpose of the projects in the thematic area is to design and deploy a County Network Infrastructure System that would electronically link all county government departments and statutory bodies to local and wide area networks throughout the nation. This activity is part of a National ICT Strategy and Action Plan developed to ensure socio-economic development within the nation. The Network Infrastructure System will incorporate the technical flexibility to accommodate national future expansion as appropriate. The short-term benefits would manifest themselves in public sector productivity and efficiency improvement, and eventual private sector, and national access and connectivity to e-transaction capabilities through the information super highway.

The realization of the short-term objective requires physical establishment of Local Area Networks, and their strategic connections to digital segmentation designs that would allow maximum throughput and continuous network accessibility. These network platforms will define the pathway for future expansion into the private sector and nation, hence, the conceptualization phase and implementation robustness are key ingredients to the success of this project.

4.3.2 Change management

A structured and systemic approach that focuses on the future state to be realized is needed to ensure the ICT roadmap is implemented successfully in Wajir County. The County ICT Roadmap change management process will adopt the 7-S organizational change model that focuses on Strategy, structure and systems and Skills and addresses the critical role of coordination in organizational effectives.


35

A change management plan is critical successfully implementing the Wajir ICT Roadmap. The County should manage three critical levels for the successful implementation of the ICT Roadmap.

The Structure; As recommended by the ICT Authority, the establish-ment of Governance Committee, Technical Committee and a Secre-tariat is critical for the successful implementation of the developed ICT Roadmap for the Wajir County.

The Soft Ss - Systems, Style, Staff, Skills and Strategy; The soft Ss is 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. Wajir County ICT department has already developed shared values which 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. There is need to identify a change management agent that will lead in the formulation of a change management plan and ensure its implementation.

Secondly, it is important for the County to engage the services of two technical partners: One a Change Agent and secondly an implementation partner to help in successful implementation of the ICT road map. Such partners must have the relevant expertise and experience to play the relevant roles.

Change Management Partner (The Change Agent); The Change Agent Partner will guide County through the execution of the transformation road map and will complement the County internal resources in order to provide a high quality resource base to manage the project.

ICT Projects Implementation Partner The ICT Projects Implementation Partner will focus on: Training and Capacity building to Wajir County staff on effective use of the ICT systems

Support and maintenance of the applications for a 5 year period

Shared Values

Strategy Systems

StyleSkills

Structure

Staff

Figure 4 1 The 7-S organizational change Model


36

Secretariat and Project Management Office; The proposed ICT Projects implementation structure is designed to ensure success in rolling out this ICT Roadmap. The Project Management Office (PMO) is tasked with among others tasks coordination of ICT procurements, consolidation of data centres and “ICT investment management”. PMO is also tasked with working with other County Government Departments and agencies to develop “implementation approaches”. The assignment of these specific responsibilities to PMO should not obscure the reality that the greatest burden for implementing substantial change falls on the County Government Departments and agencies.

4.3.3 Citizen Involment and Participation

One of the key focus of the devolved government was to reach out to all citizens and have them participate in the county government decision making since they affect them directly. Therefore, the Public involvement in Wajir County is a means to ensure that citizens have a direct voice in County decisions. This was evidenced by the involvement of external stakeholder in the development of this ICT Roadmap.

The ICT Roadmap shall seek to facilitate the County residents to participate in governance, communicate needs, call for accountability and give feedback on service delivery. This will be possible through feedback mechanisms such as bulk SMS platforms, toll free lines, external public communication information dissemination and E-public participation.

4.4 Monitoring and Management

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. An effective and commensurate monitoring and evaluation system is necessary to ensure timely, focused, objective and evidence-based information on the performance of the County ICT road map implementation. Continuous observation, monitoring, measurement, feedback and corrective action will inform the anchorage of the County M&E system.

The County shall continuously strengthen the M & E structure will be continuously strengthened link it to the specific activities. The ICT department CEC and the County Assembly ICT Director will be responsible for the M & E process. In consultation with the Heads of departments (Directors and Chief Officers) The ICT department CEC will prepare reporting formats for the ICT road map, incorporating Key Performance Indicators (KPIs) that are selected from the implementation matrix. He/ she will collate, verify, analyse and compile the monthly, quarterly and annual M&E reports on ICT road map developments from the various departments for onward transmission to the County Senior Management (Governor and CEC level monthly/quarterly meetings).


37

Monitoring of the ICT road map will be a continuous process in which information (data) will be collected on specified performance indicators to provide the Senior County Management Team (Governor’s level) with measures of the extent of progress and the attainment of specific road map objectives; and progress in the use of allocated funds. The monitoring shall use the objectively verifiable indicators (OVIs) as set out in the Implementation Matrix.

The evaluation system will provide for annual assessments of the results arising from the implementation of the road map objectives. The County Government with the help of a consultant shall undertake a mid-term review of the Plan at the end of year two and at the end of the Plan period. The purpose of the mid-term review will be to improve overall plan implementation while the terminal evaluation will facilitate the improvement of the next County ICT road map through lessons learned during the implementation of the current Plan.

There will be a three tire monitoring and evaluation structure which includes the following:

• National Level

• County level

• 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.

The County has already has two structures, the technical team and the planning committee. The Planning committee is chaired by the CEC for ICT and tourism. He will monitor the actualisation of the implementation plan through monthly and quarterly meetings where the achievements, challenges and way forward are discussed.

The county will form a structure/committee that will oversee the Business centre and therefore they will be able to monitor the usage of the centres by the citizens. In addition, they will mobilise the community for sensitisation forums.


38

5 BUDGETS AND FINANCIAL PROJECTIONS - INVESTMENTS

This chapter presents the ICT expenditure analysis for 2014/2015 fiscal year as well as financial projections for the Wajir County ICT road map for the 5-year strategic period 2015-2020.

5.1 Road Map Budgets Projections

The tables below present the summary investments by each roadmap.

THEMATIC AREA TOTAL TOTAL 2015/16 2016/17 2017/18 2018/19 2019/20

KSH USD KSH KSH KSH KSH KSH

Infrastructure, Connectivity

886,800,000 9,639,130 159,600,000 247,200,000 186,000,000 186,000,000 108,000,000

Human Capital and Workforce Development

167,102,000 1,816,326 29,000,000 31,000,000 33,200,000 35,620,000 38,282,000


2,546,400,000 27,678,261 624,600,000 747,600,000 515,400,000 356,400,000 302,400,000

Policy Environment and Legal Framework

27,500,000 298,913 15,000,000 0 2,500,000 5,000,000 5,000,000

TOTAL 3,627,802,000 39,432,630 828,200,000 1,025,800,000 737,100,000 583,020,000 453,682,000

5.2 Roadmap Financing

After many years of low investments in the Northern Region of Kenya, achieving the vision of the National ICT Master Plan will require the mobilization of significant financial and human resources. Just like it is envisioned in the National ICT Masterplan, funding of the flagship projects in this Master Plan will come from the National and County Governments, development partners and other public or private institutions through Private Public Partnerships (PPPs) and collaborations.

Wajir 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 Masterplan. In addition, the County should take advantage of the huge partnerships that exist to foster resource mobilisation. The private sector and development partners’ participation is critical in financing this roadmap.

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 Mombasa that pass through Wajir County.

Table 5 1 Summary Investments


39

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

Wajir County Government

Eastgate Building Along Airport Road

P.O. Box 9 - 70200

Wajir

Tel: +254 723 405 202

Email: [email protected], [email protected]

Website: www.wajir.go.ke


40

Ministry of Information, Communication and Technology

Produced By:

Documents

COUNTY ICT ROADMAP 2015 - 2020icta.go.ke/pdf/41.pdf · part 2: current state 13 2 the ict context and summary of current status 13 2.1 overview of global, regional and national trends