ICT ROADMAP (2015-2020)icta.go.ke/pdf/9.pdf · ICT ROADMAP (2015-2020) Popular Version. I Ct eet ICT Raa 20152020 2 Statement on Confidentiality and Distribution of this Document

Isiolo County Government ICT Roadmap 2015-2020

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“Automated service delivery to the citizens”

September, 2015

ICT ROADMAP(2015-2020)Popular Version


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Statement on Confidentiality and Distribution of this DocumentThis report has been prepared for and only for Isiolo 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.


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COUNTY ICT ROADMAP ACCEPTANCE SIGNOFF

____VICTOR KYALO_____ _____________________ _______________Chief Executive OfficerICT Authority Signature Date

____ERASTUS NZIOKA___ _____________________ _______________Project Manager,Infosys Engineering Ltd Signature Date


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ACKNOWLEDGEMENTThe Isiolo 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. Godana Doyo, the Isiolo County Government Governor through the County Secretary, ICT Chief Officer and the ICT Director. 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. Special commendation also goes to the ICT Director 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 Isiolo 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 Isiolo 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 Isiolo County will be able to compete effectively in the National , regional and global environment.

Thank you so much.

H.E. Hon. Godana DoyoGovernor, Isiolo County


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TABLE OF CONTENTS1 INTRODUCTION AND 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 101.1.5 THE COUNTY PUBLIC SERVICE BOARD 111.1.6 ICT IN THE COUNTY 111.1.7 SCOPE 111.1.8 ICT ACHIEVEMENTS, CHALLENGES AND LESSONS LEARNT 11 2 SUMMARY OF CURRENT STATUS 122. 1 NATIONAL ICT TRENDS 122.2 ICT FOUNDATIONS 12 FIGURE 21 ICT ROADMAP THEMATIC AREAS 122.2.1. ICT HUMAN CAPITAL AND WORKFORCE DEVELOPMENT 132.2.2. INTEGRATED ICT INFRASTRUCTURE 132.2.3 INTEGRATED INFORMATION INFRASTRUCTURE 132.3 NATIONAL GOVERNMENT ENTERPRISE ARCHITECTURE 13 FIGURE 22 ICT HOUSE OF VALUES 142.3.1 ICT PLATFORM AND INFRASTRUCTURE 142.4 STRATEGIC PILLARS IN LINE WITH THE NATIONAL MASTER PLAN 152.4.1 NATIONAL ICT FLAGSHIP PROJECTS 152.5. CURRENT ICT STATUS IN THE COUNTY 152.5.1. INFRASTRUCTURE, CONNECTIVITY AND INTEROPERABILITY 16 TABLE 21 SUMMARY OF ICT STATUS IN ISIOLO COUNTY 162.6 ICT GAP ANALYSIS 172.6.1 ISIOLO COUNTY ICT MATURITY LEVEL ANALYSIS 17 TABLE 22 ICT MATURITY LEVELS 17 TABLE 23 WEIGHTED MATURITY RATIO 17 TABLE 24 OVERALL ICT MATURITY LEVEL AND RATIO 17 FIGURE 23 ICT MATURITY LEVEL 18 FIGURE 24 WEIGHTED MATURITY RATIO 182.6.2 ANALYSIS OF THE GAPS FROM THE MATURITY LEVEL 19 TABLE 25 ICT GAPS 192.7 CURRENT ICT EXPENDITURE ANALYSIS 20 TABLE 26 THE BUDGET EXPENDITURE ANALYSIS 20


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3.1 THE COUNTY ICT STRATEGY ROAD MAP 223.1 STRATEGIC PRINCIPLES 223.2 ICT ROADMAPS 223.2.1 ROAD MAP 1: INFRASTRUCTURE, CONNECTIVITY AND INTEROPERABILITY 233.2.2 ROAD MAP 2: PUBLIC SERVICE DELIVERY 233.2.3 ROAD MAP 3: HUMAN CAPITAL AND WORKFORCE DEVELOPMENT 243.2.4 ROAD MAP 4: POLICY ENVIRONMENT AND LEGAL FRAMEWORK 253.2.5 SHARED SERVICES 25 TABLE 31 SHARED SERVICES 253.2.6 CHANGE MANAGEMENT 25 TABLE 32 CHANGE MANAGEMENT PLAN 253.2.7 CITIZEN INVOLVEMENT AND PARTICIPATION 26 TABLE 33 CITIZEN INVOLVEMENT AND PARTICIPATION 263.3 KEY STRATEGIES GUIDING IMPLEMENTATION OF THE ROADMAPS 26 TABLE 34 KEY STRATEGIES GUIDING IMPLEMENTATION OF THE ROADMAPS 264.1 GOVERNANCE, MANAGEMENT AND ORGANISATION 284.1.1 ICT GOVERNANCE STRUCTURE 284.1.2 PROJECT IDENTIFICATION AND PRIORITISATION 284.1.3 IMPLEMENTATION PLAN 284.1.4 IMPLEMENTATION TIMELINES 28 TABLE 41 IMPLEMENTATION TIMELINESS 294.1.5 SHARED SERVICES 324.1.6 CHANGE MANAGEMENT 32 FIGURE 41 THE 7-S ORGANIZATIONAL CHANGE MODEL 324.1.7 CITIZEN INVOLVEMENT AND PARTICIPATION 334.2 CRITICAL SUCCESS FACTORS 334.3 COMMUNICATION STRATEGY 334.4 MONITORING AND MANAGEMENT 335 BUDGETS AND FINANCIAL PROJECTIONS – INVESTMENTS 355.1 ROAD MAP BUDGETS PROJECTIONS 35 TABLE 51 SUMMARY INVESTMENTS 355.2 ROADMAP FINANCING 35


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LIST OF ABBREVIATIONS AND ACRONYMS

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


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EXECUTIVE SUMMARYThis roadmap intends to deliver on four objectives that are:

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 Isiolo ICT Strategic Roadmap that shall be implemented over a five (5) year period (2015-2020) is the first step in coordinating a coherent and strategic approach towards acquisition and deployment of ICT. The Roadmap pays attention to four thematic areas that include Infrastructure and Connectivity, Public Service Delivery Systems, Human capital and Workforce development as well as the Policy Environment and Legal framework. In addition to the four key themes, there are four (4) cross-cutting issues that support the implementation to the ICT roadmap. These are shared services, change management, Citizen Involvement and participation and Monitoring and Evaluation.

The County is keen on shared services in that IFMIS is used by all departments. The three arms of the county government have been in place since the inception of the Isiolo government (County Executive, County Assembly and The Public Service Board). The County government involves the Isiolo citizens in planning of the projects through organized meetings during budget formulation. Comprehensive ICT policies on security and general standards in technology acquisition and compliance is lacking in the county.

For Isiolo County to implement the ICT Strategy Roadmap it has to focus on the following overall objectives in the thematic areas; infrastructure and connectivity shall focus to develop infrastructure and connectivity in the county. Public service delivery; to improve County Operations through inter-operable management systems. Human Capital and workforce development; to increase capacity of the County Government staff and end-users on ICT usage. Policy environment and Legal framework; to develop a Comprehensive County ICT policy framework. Shared services; to implement shared infrastructure and public Service delivery systems. Change management; develop a change management plan for the county.

The Isiolo County ICT budget was 3.79% of the overall budget of the County in the year 2013/2014. The roadmap shall require an investment to the tune of Kshs 1,957,338,750 based on the identified ICT County projects over the next five years. It points out the importance of having higher investments in the County in the initial years to enable the County ICT mature faster and offer better service to the citizens.

Therefore, the ICT Strategy roadmap requires acquisition of an appropriate infrastructure, appropriate systems and applications that respond to specific technical needs for the departments and the three county arms, scale up of the existing systems, optimisation of the existing systems, continuous and targeted Human capacity building and formulation of an appropriate policy framework. It also recognizes the importance of sharing ICT services with other counties and the National government. It also requires a comprehensive monitoring and evaluation framework to assess progress and orient the results to the initial plan.


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1.INTRODUCTION AND 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. The County Government of Isiolo 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. 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 1.1.1. County General Information

Isiolo County is located in the upper eastern region of Kenya. It borders seven counties with Meru to the southwest, Samburu to the east and Marsabit to the North West, with Kitui and Tana River counties to the southwest and southeast respectively. Expectations are high about the Isiolo County. It is difficult to paint a picture of how Isiolo County will be in five, ten or fifteen years. Across the beautiful hills, valleys, acacia trees and the savannah grasslands of Isiolo, winds of change are blowing. Isiolo is a virgin space, a wonderful piece of creation.

1.1.2. Demographics The county’s population stood at 143,294 in the 2009 Population Census comprising of 73,694 males and 69,600 females. The population was projected to rise to 159,797 by the end of 2012 and 191,627 by 2017.

1.1.3. County ExecutiveThe Isiolo County Government took office in 2013 after the first general elections held after the promulgation of the Constitution in 2010. The Executive is headed by the H.E Governor Adan Godana. The County Government consists of the Executive, the County Assembly as well as the County Public Service Board. The Executive arm of the County is implemented through departments headed by the County Executive Committee Members and the Chief 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. Isiolo County has ten Executive departments. The County Executive offices are located across Isiolo town.

1.1.4. The County Assembly The County Assembly is the legislative arm of the County Government. 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 ten (10) elected members and ten (10) nominated members making twenty (20) members. The County Assembly executes its legislative, oversight and representation roles through established eleven sectoral committees. The Clerk of the County Assembly coordinates the functions of the County Assembly. An established County Assembly Service Board (CASB) coordinates the overall policy formulation process.


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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.

1.1.6. ICT in the County The County Government of Isiolo recognises ICT as an enabler of achieving development goals through improved internal communication and exchange of information to strengthen and create new economic and social networks. The ICT Department manages ICT as a shared function and works closely with other Departments and the County Public Service Board. The County Assembly has its ICT Team.

1.1.7 ScopeThe Isiolo 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 Isiolo County.

1.1.8. ICT Achievements, Challenges and Lessons learntIsiolo County has three servers with good broadband network Signal for Internet. It is covered by 32 FM stations, 7 Analogue TV and 5 Digital TV licences. The County has Smart Villages/Innovation ICT Centre (For Youth Activities) through NGOs. The county uses IFMIS, LAIFOMS, IPPD, Record to Report, Plan to Budget and Procure to pay (e-Procurement). The Huduma Centre project is near completion at County Headquarters. County Policy, Legal and Regulatory Frameworks exist and there is a draft ICT Policy Framework.

Isiolo County lacks building facilities for server rooms. A small room that serves as the ICT department hosts the County server. There are no dedicated Databases, applications, web, wap servers in the county. The County ICT directorate is under the County Administration, Public Services management and ICT department. County asset register, tracking and management systems are manual. The county lacks comprehensive ICT policies on security and general standards in technology acquisition and compliance.

Optimising ICT in Isiolo County will require all the three arms of the county together with private investors’ concerted effort to invest, deploy and continuously manage the county resources. The county ICT staff and end users will play a crucial role in realising this goal.


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2. 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 County ICT current status. 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.

2. 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 which are key for economic growth. Isiolo County needs to align its ICT Vision and Mission to the local, national and global ICT trends as regards ICT principles, strategies and road maps so as to leverage its growth.

2.2. ICT Foundations The National ICT Master Plan, the Broadband Strategy Paper 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 Isiolo County ICT Roadmap is aligned to the policies, strategies and work plans within the foregoing documents as follows.

Figure 21 ICT Roadmap 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 framework that are necessary to provide the environment

for ICT


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2.2.1. ICT Human Capital and Workforce DevelopmentAccording to the Global Information Report (2013), the skills pillar gauges the ability of a society to make effective use of ICT. Both the National and County governments 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. Isiolo County Government has placed more focus on enhancing its human resource capacity.

2.2.2. Integrated ICT InfrastructureICT 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. Isiolo County is one the beneficiaries of this effort having received its connection directly from the Nairobi fibre link.

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 integrates work processes and information flows, and improves inter-ministerial sharing of databases and exchange of information. Isiolo County is in the process of implementing an integrated Information Infrastructure the HUDUMA centre service.

2.3. National Government Enterprise ArchitectureThe 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.


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Figure 22 ICT house of Values

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 Isiolo County Government to conform and abide by the GEA framework as prescribed by the government policy.

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

ICT Planning (GEA) → ICT Acquisition → ICT Operations


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Common Infrastructure; At the heart of the ICT Roadmap is the creation of a common, secure and flexible infrastructure that is available across the County public sector.

Common StandardsAll products, services and assets contained in the County government ICT infrastructure will benefit from a suite of common standards for security, interoperability and data standards, which will facilitate data sharing and make it easier to integrate public services.

Common CapabilityThe County Roadmap incorporates building capability as well as capacity in ICT. The strategy requires the people who work within public sector ICT, and a cultural change in ICT usage and procurement.

2.4. Strategic Pillars in line with the National Master PlanThe National ICT Master plan developed to actualise Vision 2030 Economic Blue Print for Kenya identified key Pillars that are essential to actualising the ICT Vision as a driver of economy. 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 services2. ICT as a Driver of Industry3. Developing ICT Businesses

2.4.1. National ICT Flagship ProjectsThe National Government has initiated many ICT Flagship projects that have a direct impact on all Counties and how the Counties can tap in to these projects to drive their own ICT Strategies.

2.5. Current ICT Status in the County The ICT status for Isiolo 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 status is for both the County Assembly and County Executive with specifics being highlighted appropriately.


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2.5.1. Infrastructure, Connectivity and Interoperability

Table 21 Summary of ICT status in Isiolo CountyStrategic Objectives

Current Status

Infrastructure Connectivity and Interop-erability

1. NOFBI termination2. Electricity and solar are main sources of energy supply3. Mobile penetration is at 22 % for 2G and 12 % for 3G while fixed tele-density is

at 0.02%.4. There is a server room 5. Has three servers (MS Exchange mail Server, IFMS, Executive Communication

Server)6. Good broadband network Signal for Internet7. Has 32 FM stations, 7 Analogue TV and 5 Digital TV licences 8. LAN for IP Telephony Communication Network available 9. There is limited WIFI services within the county premises10. Departments Lands, Finance, Administration, trade, public works, Public Ser-

vice Board (LAN)11. Premises ( Resource Centres)

Human Capital and Workforce Develop-ment

1. ICT directorate is under the County administration, Public Services manage-ment and ICT department

2. The ICT department is understaffed 2 permanent and 4 interns3. Limited ICT skills4. Capacity – Needs assessment done5. Smart Villages/Innovation ICT Centre ( For Youth Activities) – NGO initiatives

situated in Isiolo town (youth), Isiolo Girls, Kipsing by World Vision, Garbatulla, Merti, Ngaremara,

Public Ser-vice Delivery

1. IFMIS – Integration with Revenue and IPPD2. Revenue Collection System is ongoing project3. IFMIS, LAIFOMS, IPPD, Record to Report, Plan to Budget, Procure to pay (e-Pro-

curement) are in use 4. Huduma Centre project is near completion at HQ.5. DMS H/W and S/W available for Digitization of Lands Dept. Records6. Resource mapping was done for a single department 7. There is use of radio, mobile services, Mpesa and TV broadcast

Policy, Legal and Regula-tory Frame-works

1. The CIDP exists2. Draft ICT Policy Framework in place3. Presence of ICT administration and governance structures

Shared Ser-vices

1. IFMIS is used by all departments

Change Manage-ment

1. The County Executive team is in place2. County Public Service Board was established 3. County Assembly Public Service Board is set up

Citizen Par-ticipation

1. Citizens involvement in planning for projects is done through organized public meetings during budgets formulation


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2.6. ICT Gap AnalysisThis section analyses the existing gaps that limit Isiolo County from optimising deploying ICT in service delivery. It uses the maturity level analysis to establish gap in the existing ICT and the desired ICT optimisation in Isiolo County.

2.6.1 Isiolo 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 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 22 ICT Maturity LevelsCMMI LEVELS CONSULTANT LEVELSLEVEL 1 (Initial) LEVEL 0 (Relative immaturity)LEVEL 2 (Repeatable) LEVEL 1 (Ad hoc maturity)LEVEL 3 (Defined) LEVEL 2 (Emerging maturity)LEVEL 4 (Managed) LEVEL 3 (Relative maturity)LEVEL 5 (Optimizing) LEVEL 4 (Robust maturity)

The model identifies five progressive levels of maturity ratio ranging from STRONG to SIGNIFICANTLY BELOW average weighted maturity.

Table 23 Weighted maturity ratio

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

RELATIVE-LY STRONG Weighted Maturity SOME priority for work

AVERAGE Weighted Maturity MEDIUM Priority for Work

BELOW AVERAGE Weighted Maturity HIGH Priori-ty for Work

SIGNIFICANTLY BELOW AVER-AGE Weighted Maturity VERY HIGH Priority for Work

The process identified and analysed four broad thematic areas as listed below: 1. Infrastructure and Connectivity2. Public Service Delivery3. Human Capital and Workforce Development4. Policy Environment and Legal Framework

Table 2-4 below summarises the results for each category (thematic area).

Table 24 Overall ICT maturity level and ratio

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

1. Infrastructure & Connectivity 1.6 60.52. Public Service Delivery Systems 1.8 56.33. Human Capacity and Workforce Develop-ment 2.4 38.9

4. Policy Environment & Legal Framework 1.0 75.0OVERALL MATURITY RATIO 1.7 231


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The weighted results show a combination of Ad hoc and Emerging maturity results with an overall maturity ratio of 1.7 on the S.I category maturity indicating Ad-hoc maturity and 231 on the Weighted maturity ratio indicating Isiolo County is significantly below average on ICT Maturity.

Figure 23 ICT maturity level

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 highlighted in the figure above.

Figure 24 Weighted Maturity ratio


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The weighted results of 231 out of a possible score 400 being the worst case, show Ad-hoc maturity with existence of significant opportunities for improving the Isiolo County approach to managing ICT. These are the first areas of ICT investment priority areas that the county government needs to focus on as it implements the ICT Road Map Action Plan.

2.6.2. Analysis of the Gaps from the Maturity Level The maturity level analysis brings to fore the following thematic gaps

Table 25 ICT gaps

Strategic Objectives

Current deficit

Infra-structure Connec-tivity and Interopera-bility

1. Lack of building facilities for server room- IT Dept. moved2. No dedicated Database, applications, web, wap servers. 3. Inadequate tools of engagement: Pcs, iPads, laptops, IPsec Switches, Routers

and Firewall, 4. Lack of a Data Centre and Call Centre 5. LAN/WAN link for departments, sub-county and ward 6. GIS infrastructure 7. Unified communication infrastructure8. Wireless network sensing technology 9. 3 Smart Villages ( Equipping) Connectivity and MM/Innovations Programmes)

Human Capital and workforce develop-ment

• Human Capacity Development and Training Assessment (15) more needed.• ICT skills in Network, Database, Service delivery, and Applications development• ICT Security skills • Project Management skills • ICT training programs • Mature ICT Organization and Succession Plan in line with the Master Plan• Change Management Plan • Connectivity, equipping and skills for ICT Centres ( For Youth Activities)

Public Ser-vice Deliv-ery

1. County CRM, Web Portals, Web Services 2. Resource Mapping, land registry and planning, 3. Security and surveillance4. Health care management systems5. Livestock identification, health and security management solutions 6. Pasture and feedlots management and other ICT4Ag systems7. Human Capacity for DMS H/W and S/W available for Digitization of Lands Dept.

Records8. Weather sensing and information distribution systems9. Bulk SMS, USSD and Mobile applications10. County asset register, tracking and management, 11. Human capital monitoring12. Project management13. Electronic document management14. Electronic Bills presentment and payment15. Smart utility billing ( water and sanitation)16. E- learning17. Helpdesk18. Disaster management systems 19. Building management systems


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Strategic Objectives

Current deficit

Policy, Legal and Regulatory Frameworks

1. Comprehensive ICT policies on security and general standards in technology acquisition and compliance

2. Legislation on shared resources and services 3. IT procurement policies and procedures, 4. IT service level agreement and maintenance contracts

Shared Ser-vices

1. Currently infrastructure acquisition is not shared by all departments and arms of the County Government

2. Infrastructure management, security, business continuity plan, network at-tached storage, maintenance are not standardised and centralised

3. There are also no infrastructure sharing- workgroups, inter-departmental, Coun-ty-County, County Government arms (Executive, Assembly & CPSB), County Government -National Government are needed

4. Databases and service Centres are not shared either5. There is no unified Communication System6. GIS Systems are at initial stages and only for lands department

Change Manage-ment

1. There is no change Management Plan in place2. There are no change management activities3. No change Management Agent 4. No change Management Communication Strategy

Citizen Par-ticipation

1. There is no online platform for Citizens interaction with the County2. No Customer Care and Help Desk facility3. There are no business services available online such as business registrations,

market stalls bookings or application and payment platforms for business per-mits

The process of stakeholder analysis for the ICT and E-government Sector is a continuous exercise as needs and wants are dynamic and institutional/stakeholder affiliations change. This will ensure cooperation and support in the achievement of its mission and realization of its vision.

2.7. Current ICT Expenditure AnalysisThe 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 a percentage of revenue. These ICT key metrics analysed per industry give high-level benchmark for assessing organisations ICT department. Below is the analysis:

Table 26 The Budget Expenditure Analysis

FY2014/2015

Exchange Rate: 92 Amount (KSHS) Amount (USD)

Infrastructure -Hardware and Capital Investments 32,000,000 354,570.64Applications and business Processes Investments 45,000,000 498,614.96Total Capital Expenditure Budget 77,000,000 853,185.60Consultancies related to ICT 8,000,000 88,643.00


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Trainings on ICT 3,500,000 38,781.16Staff and Administration Costs 21,524,637 238,500.14Total Operational Expenditure Budget 33,024,637 365,923.96TOTAL ICT BUDGET 110,024,637 1,219,109.55Total County Budget 2014/2015 2,900,000,000.00

Percentage of ICT Budget (ICT Budget/Overall County Budget) 3.79%

The percentage of ICT Budget of the overall County Budget is 3.79%. While the Kenya Government ICT Master Plan 2014 recommends an expenditure of 5% on ICT of the overall revenue as a guide to growing the organisational ICT, a study by Gartner in 2012 established that ICT spending as a percentage of total revenue for organisations close to the County ranged from 3% to 5%. Isiolo County is within the recommended ICT Budgeting level.

While this is so, it is worth appreciating that the Gartner Study is for organisations with high ICT maturity as compared to Isiolo County. Thus at this initial ICT investment stage, more resources are required to set the basic ICT infrastructure and connectivity.


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3.1 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

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

Vision The Vision of the ICT Department is;

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

MissionThe Mission of the ICT Department is:

Enable county mission of success by providing the required services when needed, in a secure manner with value for money.

Core Values Isiolo County has developed five core values,

1. Infrastructure Development: To develop and maintain infrastructure that addresses the needs of the Communities.

2. Security: To build a peaceful and cohesive society where all have access to equitable share of resources.

3. Livelihoods: Improved livelihoods through provision of basic services, maximization of production using appropriate technology and sustainable exploitation of resources for better quality of life.

4. Public Participation: To promote and enhance ownership and sustainability of programmes and project through public participation and involvement in decision-making process.

5. Basic Services: Improve access to clean water, basic health and education services, within the county.

3.2. ICT RoadmapsIsiolo 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 progressively increase allocations to ICT within a coordinated financing approach. The four roadmaps are:

1. Roadmap 1: Infrastructure and Connectivity 2. Roadmap 2: Public Service Delivery systems 3. Roadmap 3: Human Capital and Workforce Development 4. Roadmap 4: Policy environment and legal framework


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3.2.1. Road Map 1: Infrastructure, Connectivity and InteroperabilityObjectives: Develop infrastructure and connectivity in the county

The roadmap shall implement the following interventions:

Objective InterventionDevelop a business continuity plan by June 2017

1. Develop and implement PPP model to invest in green energy (Solar and wind energy generation) to connect to the national grid

2. Examine the benefits of delivering standardised desktop services using a cloud-based model, government will develop a desktop prototype for the cloud3. Allocate adequate budget to construct permanent and secure premis-es for hosting data centre and infrastructure

Improve office con-nectivity by June 2016

1. Facilitate infrastructure sharing to reduce the cost of government net-works.2. Ensure appropriate data is transparent and shared rather than dupli-cated, government will implement engagement processes for open data standards activity and crowd-source priority areas for data standards3. Invest in GIS Solution as shared platform within each county depart-ment

Improve data stor-age by June 2016

1. Allow for greater interoperability, openness and re-use of ICT solutions, government will establish a suite of agreed and mandatory open techni-cal standards

Develop Manage-ment Systems by 2017

1. Invest in open standards software

3.2.2. Road Map 2: Public Service DeliveryObjectives: Improve County Operations through inter-operable management systems The roadmap shall implement the following interventions:

Objective InterventionAcquire Server Licences: OS, Databases, Appli-cations by June 2016

• Secure server licenses for data, applica-tions, operating and communication sys-tems

Implement Integrated County Revenue Man-agement System by December 2016

• Complete rollout of the county collection and revenue management and integrate with IFMIS

Implement electronic bills payment and pre-sentment for Utility Billing and Management system by June 2017

• Invest in Electronic Bills Payment and Pre-sentment to secure document flow and storage.

Procure electronic document management system by June 2018

• Invest in secure electronic document man-agement flow systems

Procure Loans Management and Funds Man-agement Systems by June 2016

• Invest in funds management systems for managing loans and subsidies to the agri-chain actors and farmers.


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Objective InterventionAcquire County Mail Servers, Interactive Web Services, CRM, Social Care Systems and E-learning by June 2016

• Invest in secure mail communication servers, Web Services, CRM, Social Care Systems, Bulk SMS and Helpdesk

• E- learning portalsAcquire Integrated Health Management Infor-mation and Lab Management System by June 2016

• Invest in equipping the health institutions with appropriate applications for Health care management- Disease Surveillance, Telemedicine, HMIS(ERP) and MHealth

Acquire GIS Resource Mapping (Roads, Public works, Housing and Transport), Land Registry by June 2016

• Invest in GIS software licenses as shared ser-vice for all deserving departments

Acquire Building management systems; smart utility billing by 2017

• Invest in engineering Applications: Auto CAD, Arch CAD, Prokon and Stud

• Invest in smart utility billing and water and power saving applications in buildings

Acquire Project Management, Executive Re-porting Systems – Traffic Lights, Business Intelli-gent, Analytics and E&M Learning System by December 2019

• Invest in appropriate applications for exec-utive information and project management and reporting

Acquire County Asset Tracking, Leasing, Main-tenance and Management by December 2018

• Invest in county asset management, track-ing and safety solutions

Acquire Early Warning systems; agriculture and livestock Management by December 2017

• Invest in security and surveillance systems: weather sensing, diseases surveillance, pas-ture and feedlots management, livestock identification and agricultural value chain management

Set up Huduma Centre facilities by June 2017 • Collaborate with the national government to provide the Huduma services

3.2.3. Road Map 3: Human Capital and Workforce DevelopmentObjective: Increase capacity of the County Government staff and end-users on ICT usage

The roadmap shall implement the following interventions:

Objectives Interventions Develop appropriate ICT Structure by June 2017

Restructure the ICT organisational structure, review roles and responsibilities and align with ICT Roadmap and up-dated CIDP

Improve County Human Resource Capacity in ICT by June 2016

1. Conduct staff training needs assessment and provide a Training Needs Assessment (TNA)

2. Invest in ICT Training Centres in the County, Schools and ICT Villages

3. Develop a skills and capacity building programmes in the county and employ new staff in ICT specialised areas without staff

Implement a Change Management programme to ensure successful im-plementation of the ICT Road map by June 2016

1. Invest in change management campaigns


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3.2.4 Road Map 4: Policy Environment and Legal Framework Objective: Develop a Comprehensive County ICT policy framework The roadmap shall implement the following interventions:

Objectives InterventionsDevelop a comprehensive ICT policy framework by June 2016

1. Update CIDP to align with the developed ICT Masterplan

2. Finalise development of a comprehensive ICT policies3. Invest in development of business continuity plans4. Develop comprehensive agreements for SLA, AMC5. Develop a Disaster Recover Centre plan and

Information system governance.

3.2.5 Shared Services

Table 31 Shared Services Objective InterventionsTo implement shared infrastructure and public Service delivery systems by June 2016

To develop a shared infrastructure for all County arms of government and departments To implement shared public service systems

3.2.6. Change Management

Table 32 Change Management Plan

Objective InterventionsTo develop a Change Management S t r a t e g y and Plan by March 2016

Develop a change Management PlanDevelop a Change Communication Strategy


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3.2.7 Citizen involvement and participation

Table 33 Citizen Involvement and Participation

Objective InterventionsTo ensure full Citizens in-volvement and partici-pation in the ICT projects in the County by June 2016

Develop a Citizens involvement and participation PolicyDevelop a e-Citizens participation platform

3.3. Key Strategies guiding implementation of the roadmaps The matrix below presents the possible strategies Isiolo County Government shall employ in acquisition and deployment of ICT. The Strategies are clustered along the roadmaps.

Table 34 Key Strategies guiding implementation of the roadmapsRoadmap 1: Infrastructure, Connectivity and interoperability

Key Strategies1. Adopt and use Renewable Energy to Power ICT Mobile Equipment2. Diversify sources of funding for ICT projects to include Private Public

Partnerships, lobbying National Government and other development partners

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

4. 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 Strategies1. Liaise with Executive and County Assembly to develop a comprehensive

Human Resource Development Policy Manual2. Develop an ICT Skills and Capacity Building development Curriculum for

the County3. Mainstream ICT lessons in the County Training institutions such as Youth

Centres 4. Develop a data base of ICT professionals in the County5. obby the County Executive and County Assembly and Public Serve

Board for joint team building and training workshopsRoadmap 3: Public Service Delivery

Key Strategies 1. Use Cloud Services for Email with adequate security2. Set up a Primary Data Centre to be managed by the County ICT &

E-Government Department3. Outsourced IFMIS from the National Government4. Diversify sources of funding for ICT projects to include Private Public

Partnerships, lobbying National Government and other development partners.

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

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


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Roadmap 4: Policy Environment and Legal Framework

Key Strategies 1. Invest in securing Information Security Management System (ISMS)

compliance – ISO27001 Certification for County ICT & e-Government2. Invest in ITSM (IT Service Management) compliance starting off with ITIL

training for all IT Staff3. Lobby the Executive and County Assembly in the development of ICT

policies for the county4. Engage ICT consultants to develop comprehensive ICT policies.


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IMPLEMENTATION PLAN & CRITICAL SUCCESSS FACTORS4.1. Governance, Management and OrganisationThe 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 structureThe existing structure requires a little boost to maximise the ICT 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.

4.1.2. Project Identification and PrioritisationThe identification and prioritisation of the Isiolo County projects is 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.

4.1.3. Implementation PlanThe 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 legal and policy framework.

4.1.4. Implementation TimelinesThe 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. The table representing the matrix is an annex to the report.


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Table 41 Implementation TimelinessProject Details Priority 2015/16 2016/17 2017/18 2018/19 2019/20

NOFBI and BroadBand (National Govt) Lobbying

1

Data Centre – Infrastructure 1 Departments at County Head Quarters & Markets

1

Sub-county Offices-Departments & Markets

2

Wards Offices & Markets 2 County Referral Hospital 1 2 Sub-county Hospitals 1 7 Health Centres 1 3 Smart Villages 3 Broadband Wireless Network Sensing Systems

2

Call Centre 20 Seat (Toll Free Numbers)

2

Personal Computers, Laptops, iPads, Tablets

1

Printers, Scanners, Copiers, Smart phones

1

Unified Communication Infrastructure

2

GIS Infrastructure 1 Establishment of Service Catalog

1


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Project Details Priority 2015/16 2016/17 2017/18 2018/19 2019/20 Integrated Financial Management Information Systems (IFMIS) Integrated County Revenue Management Systems- ERP

1

County Resource Mapping and Planning Services Solutions Customer Relationship Management Systems (CRM) 1 County SACCO Management Systems 2 ICT Help Desk 3 Web Applications 1 Document Management System 1

Huduma Centres 1 Business Intelligent Systems 2 Integrated Health Management Systems 1

Telemedicine Ecosystems 1 Lab Management Systems 2

Genomics Lab Project 2

Livestock Identification, Security & Health Management Systems 2 Integrated Agribusiness Management Systems 2 Early Warning, Climate and Feed lots Management Systems 2 Smart Utility Management Systems and Building Management Systems 2 E- learning and delivery solution 1

Access Control Systems 1

CCTVs and Predictive Analytics Systems 1

Electronic Voting Systems 1 Service Catalog 1


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Project Details Priority 2015/16 2016/17 2017/18 2018/19 2019/20 Staffing Needs Assessment 1 Recruitment 2 Training Needs Assessment 2 Training Curriculum Development 1 Training and Capacity Building Programmes 2 Training Sponsorships 2 Training Centres and Partnerships Development 1 ICT Organization Structure Development 1 ICT Secretariat 1 Project Management Office (PMO) 1 Staff/Admin Costs 1

Project Details Priority 2015/16 2016/17 2017/18 2018/19 2019/20 Staffing Needs Assessment 1 Recruitment 2 Training Needs Assessment 2 Training Curriculum Development 1 Training and Capacity Building Programmes 2 Training Sponsorships 2 Training Centres and Partnerships Development 1 ICT Organization Structure Development 1 ICT Secretariat 1 Project Management Office (PMO) 1 Staff/Admin Costs 1


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Project Details Priority 2015/16 2016/17 2017/18 2018/19 2019/20 Cyber Security Policy 1 Document Work Flow Policy 1 Training and Capacity Development Policy 2 SLA/AMC 1 e-Waste Management Policy 2 Disaster Recovery and Business Continuity Policy 2 Shared Services Plan 1 Information Technology Information Library (ITIL) 2 ISO Certification 4 Information Security 1 Procurement Standards Policy 1 Public Private Partnership Policy 1

4.1.5 Shared servicesThe 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.

4.1.6 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 Isiolo 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.

Figure 41 The 7-S organizational change Model


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A change management plan is critical to successfully implementing the Isiolo ICT Roadmap. The County should manage three critical levels for the successful implementation of the ICT Roadmap. It should address the Structure, The Soft Ss (systems, style, staff, skills and strategy) and change management.

4.1.7 Citizen Involvement and ParticipationOne 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 Isiolo 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.

4.2. Critical success factorsThe Roadmap shall observe the following critical success factors to ensure the successful implementation of this roadmap:

1. Clarity: The ICT scope and governance within the county i.e. ICT HR Management Structure, Top management and Staff

2. People – Staff and Citizens: - Change management across Staff and citizens, Attitude change; Systems/technology change and Structural change

3. Resources and Financing: - Development of Private and Public Partnerships (PPP) 4. Technology development i.e. Information as a resource ICT Infrastructure - NOFBI

Mobile network coverage, Data Centre, Systems and Applications; bridging the digital Divide between Rural and urban areas

5. Policy, Legal and Regulatory Framework:- Development of a Comprehensive County policy, legal and regulatory framework

6. Risk management: - Addressing effects of anticipated Risks7. Project Management Office or Unit that results in effective transformation of the ICT

sector in the county

4.3. Communication StrategyCommunication is important to successful strategy implementation. Thus this Roadmap implementation success requires communication to the stakeholders, support from the stakeholders and participation of the stakeholders. Below is the Communication Matrix that will help deliver successful implementation:

4.4. Monitoring and ManagementThe 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.


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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).

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 already has two structures, the technical team and the planning committee. The Planning committee is chaired by the CEC for ICT and tourism. He/she 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.


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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 Isiolo County ICT road map for the 5-year strategic period 2015-2020.

5.1. Road Map Budgets Projections Table 51 Summary Investments

THEMATIC AREA

Rate 92 INVESTMENTS (Kshs.) TOTAL (Kshs) TOTAL

(USD) 2015/16

2016/17

2017/18

2018/19

2019/20

InfraWstruc-ture and Connec-tivity

557,750,000

6,062,500

212,175,000

118,737,500

75,612,500

75,612,500

75,612,500

Public Ser-vice Deliv-ery Systems

1,240,275,000

13,481,250

582,935,000

321,310,000

163,760,000

86,135,000

86,135,000

Human Capital and Work-force De-velopment

129,313,750

1,405,584

23,100,000

24,350,000

25,725,000

27,237,500

28,901,250

Policy En-vironment and Legal Framework

30,000,000

326,087

13,500,000

3,500,000

8,000,000

2,500,000

2,500,000

Total 1,957,338,750 21,275,421 831,710,000 467,897,500 273,097,500 191,485,000 193,148,750

5.2. Roadmap FinancingAfter 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.

Isiolo 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 participation is critical in financing this roadmap.


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Ministry of Information, Communication and Technology

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

P.O Box 30025-00100,Nairobi Kenya

Tel: (+254) 4920000 / 1

Email: [email protected]

Website: www.information.go.ke

County Government of Isiolo

P.O. Box 36 - 3060 Isiolo

[email protected]

ICT Authority

Telposta Towers, 12th Floor, Kenyatta Ave

P.O. Box 27150 - 00100 Nairobi, Kenya

t: + 254-020-2211960/62

Email: [email protected] or [email protected]

Website: www.icta.go.ke

Become a fan: www.facebook.com/ICTAuthorityKE

Follow us on twitter: @ICTAuthorityKE


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Ministry of Information, Communication and Technology

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