REPUBLIC OF KENYA

PUBLIC SERVICE COMMISSION

DRAFT

STRATEGIC PLAN (2019-2024)

JUNE, 2019

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FOREWORD

The Public Service Commission was set up in 1954 with the mandate to advice on the appointments of candidates to posts in the Civil Service. The Commission was subsequently enshrined in the Constitution at independence in 1964, as an independent constitutional body. The Constitution bestowed on the Commission the power to appoint persons to hold or act in offices in the public service and in the service of local authorities (including the power to confirm in appointments), the power to exercise disciplinary control over persons holding or acting in those offices and the power to remove those persons from office. The Constitution further granted the Commission authority over withholding, reduction or suspension of pension benefits for persons who had served in the public service. Following the promulgation of the Constitution of Kenya, the Commission was reconstituted with an expanded mandate. The expanded mandate includes the power to establish and abolish offices in the public service, promotion of values and principles in Article 10 and 232 of the Constitution in the public service, investigation, monitoring and evaluation of the organization, administration and personnel practices in the public service, the efficiency and effectiveness of the public service, development of human resource, review of conditions of service, code of conduct and qualifications of officers in the public service, compliance evaluation on the extent to which the values and principles are complied with in the public service, submission of reports to President and Parliaments and the hearing and determination of appeals in respect of county government public service, nomination of persons for appointment as principal secretaries, hearing and determining of appeals for removal of the director of public prosecutions and any other functions that may be conferred by national legislation. The authority granted to the Commission over withholding, reduction or suspension of pension benefits for persons who had served in the public service was however removed from the Commission’s new mandate. The powers conferred to the Commission by other national legislation include review of terms and conditions of service for Kenya Law Reforms Commission and State Law Office; appointment and processing of petitions for removal of Registrar of political parties; nomination of persons for appointment as Solicitor General. The Commission also provides secretarial services for panels constituted for appointment of various Commissions and Independent Offices. The second Commission since promulgation of the Constitution was constituted in January, 2019. The vision of the Commission puts the citizen at the centre of public service delivery. The centrality of the citizen in service delivery is therefore the key focus in the Commission’s Strategic Plan 2019-2024. The plan focuses on four thematic areas of service delivery transformation, performance and productivity management, human resource management and development, and good governance, constitutionalism and compliance with the rule of law. The implementation of this strategic plan is intended to ensure that the public service is staffed with highly skilled, ethical, motivated and productive human resource, and that the delivery of the services is timely and affordable to Kenyans. In order to achieve this, the Commission will set service delivery standards, productivity measurements and put in place a reward and sanctions policy. The Commission will undertake citizen service satisfaction surveys to establish progress

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in the service improvement strategy and this will include the establishment of an operational call centre for instant citizen feedback. During the Strategic Plan implementation period, the Commission intends to decentralize the delivery of its services to the field stations including the Counties through outreach programmes, and stakeholder consultative forums. This will ensure that, the Commission is in touch with the service delivery by frontline agencies of government at the grass root levels. The Commission will enhance the intake of interns in the public service and promote volunteer service by senior citizens. All these strategies are geared to reform and transform the public service to be efficient and effective. In conclusion, at the end of strategy implementation, the Commission expect to have made a positive impact in the transformation of the lives of Kenyans with better access to public services, improvement in the quality of lives in line with the government development agenda on universal health care, affordable housing, food security and industrialization.

STEPHEN K. KIROGO, CBS CHAIRMAN PUBLIC SERVICE COMMISSION

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PREFACE This Strategic Plan is anchored on the existing constitutional framework, Sustainable Development Goals (SDGs), Medium Term Plan III (MTP III) and the Big Four Agenda of universal health care, affordable housing, food security and manufacturing. The Strategic Plan 2019-2024 focuses on transforming the public service. This will be realized through implementation of four key broad strategies of service delivery transformation, performance and productivity management, human resource management and development and promotion of good governance, constitutionalism and compliance with the rule of law. In order to achieve the stated goal of efficient and effective delivery of services by the public service, the Commission will enhance the capacity of its staff to support the strategy implementation. This includes a review of various policies, enhancement of human resource capacity, leveraging on ICT, development of corporate communication strategy and provision of adequate office space, tools, and equipment. The implementation of the new reform initiatives introduced by the Commission requires an enhanced budget.

The need to enhance the capacity of the Commission is informed by the paradigm shift in the improvement in service delivery which is centred on the citizens. The changes in the strategy include, review of the performance management system, decentralization of Commission services, enhancement of ethical standards, mentoring and coaching, talent management, internship programmes and volunteer service. Commission also intends to host a call centre for citizen instant feedback.

The plan is divided into six chapters. Chapter one presents the background, rationale for the strategic plan and the role of the Commission in the development agenda. Chapter two provides the mandate, powers and functions, vision, mission and core values while chapter three addresses the situational analysis, challenges, lessons learnt, SWOT, PESTEL, and stakeholder analysis. Chapter four provides the strategic goal, themes, key result areas, objectives and strategies. Chapter five outlines the organization structure, staffing levels, resource requirements, risk management analysis and detailed implementation matrix while chapter six highlights the monitoring and evaluation framework.

This plan is therefore an embodiment of our collective promise to our stakeholders on the service delivery standards that they should expect from the Commission. It has factored an M&E component to ensure implementation of plan stays on course and takes into consideration any exogenous factors which may arise during implementation. We are committed to providing value for money services that meet citizens expectations. The Commission will continuously pursue structured engagement, collaboration and partnerships with stakeholders to ensure successful implementation of the plan.

SIMON K. ROTICH, EBS Ag. SECRETARY/CHIEF EXECUTIVE PUBLIC SERVICE COMMISSION

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ABBREVIATIONS

ASST/DIR Assistant Director CEO Chief Executive Officer DD Deputy Director Dir Director E&MS Establishment and Management Services ERS Economic Recovery Strategy HR Human Resource HRM/D Human Resource Management/Development ICT Information Communication and Technology IEC Information, Education and Communication M & E Monitoring and Evaluation NGOs Non-Governmental Organizations No. Number POEA Public Officer’s Ethics Act PESTEL Political, Economic, Social, Technological, Environmental

and Legal PSC Public Service Commission R & S Recruitment and Selection SWOT Strengths, Weaknesses, Opportunities and Threats

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DEFINITION OF TERMS Community A group of people with common interests, challenge or gender

e.g. ethnic, religion, marginalized etc.

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TABLE OF CONTENTS FOREWORD................................................................................................................................. ii PREFACE ..................................................................................................................................... iv

ABBREVIATIONS ....................................................................................................................... v

DEFINITION OF TERMS.......................................................................................................... vi LIST OF TABLES ....................................................................................................................... ix

LIST OF FIGURES ...................................................................................................................... x

CHAPTER ONE ........................................................................................................................... 1

INTRODUCTION......................................................................................................................... 1

1.1 Background ............................................................................................................................... 1

1.2 Rationale for the Strategic Plan ................................................................................................ 2

1.3 The National Development Agenda.......................................................................................... 2

1.4 The Role of the Commission in attainment of the National Development Agenda ................. 3

CHAPTER TWO .......................................................................................................................... 5

MANDATE, FUNCTIONS, VISION, MISSION AND CORE VALUES ............................... 5

2.1 Mandate..................................................................................................................................... 5

2.2 Functions and Powers of the Commission ................................................................................ 5

2.3 Vision ........................................................................................................................................ 6

2.4 Mission ...................................................................................................................................... 6

2.5 Core Values ............................................................................................................................... 6

CHAPTER THREE ...................................................................................................................... 8

SITUATIONAL ANALYSIS ....................................................................................................... 8

3.1 Introduction ............................................................................................................................... 8

3.2 Review of the Implementation of the Strategic Plan 2013–2018 ............................................. 8

3.2.1 Key Achievements of the Strategic Plan 2013–2018 ............................................................ 8

3.2.2 Challenges ............................................................................................................................ 11

3.2.3 Lessons Learnt and Experiences .......................................................................................... 12

3.3 Strengths, Weaknesses, Opportunities and Threats (SWOT) Analysis .................................. 13

3.3.1 Strengths .............................................................................................................................. 13

3.3.2 Weaknesses .......................................................................................................................... 13

3.3.3 Opportunities........................................................................................................................ 14

3.3.4 Threats.................................................................................................................................. 14

3.4 PESTEL Analysis ................................................................................................................... 14

3.4.1 Political factors .................................................................................................................... 15

3.4.2 Economic factors ................................................................................................................. 15

3.4.3 Social Cultural Factors ......................................................................................................... 15

3.4.4 Technological Factors .......................................................................................................... 15

3.4.5 Environmental Factors ......................................................................................................... 15

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3.4.6 Legal factors......................................................................................................................... 15

3.5 Stakeholder Analysis .............................................................................................................. 15

CHAPTER FOUR ....................................................................................................................... 19

STRATEGIC FRAMEWORK .................................................................................................. 19

4.1: Introduction ............................................................................................................................ 19

4.2 Strategic Goals, Objectives and Strategies ............................................................................. 19

4.2.1 Strategic Goal....................................................................................................................... 19

4.2.2 Thematic Areas .................................................................................................................... 19

4.2.3 Key Result Areas ................................................................................................................. 19

4.2.4 Strategic Objectives ............................................................................................................. 19

4.3 The Strategy Framework ......................................................................................................... 20

4.3.1 Strategic Objectives and Strategies ...................................................................................... 21

CHAPTER FIVE ........................................................................................................................ 22

STRATEGY IMPLEMENTATION STRUCTURE ................................................................ 22

5.1 Introduction ............................................................................................................................. 22

5.2 Organizational Structure, Infrastructure and Human Resource Capabilities .......................... 22

5.3 Optimal Staffing Levels and Staff Establishment ................................................................... 24

5.4 Effective Performance Management System .......................................................................... 27

5.5 Effective Communication and Branding Strategy .................................................................. 27

5.6 Leveraging on the ICT ............................................................................................................ 27

5.7 Effective Resource Mobilization ............................................................................................ 27

5.8 Projected Financial Resource Requirement ............................................................................ 28

5.9 Risk Management Analysis .................................................................................................... 28

5.10 Detailed Implementation Framework ................................................................................... 30

CHAPTER SIX ........................................................................................................................... 47

MONITORING AND EVALUATION FRAMEWORK ........................................................ 47

6.1 Introduction ............................................................................................................................. 47

6.2 Objectives of the M&E Framework ........................................................................................ 47

6.3 Data Collection, Processing and Analysis .............................................................................. 47

6.4 Strategic Plan Evaluation and Reporting ................................................................................ 47

6.5 Communication and Dissemination of Evaluation Reports .................................................... 48

6.6 Administration of Rewards and Sanctions .............................................................................. 48

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LIST OF TABLES

Table 3- 1: Summary of Stakeholder Analysis ............................................................................. 16

Table 4- 1:Strategic Objectives and Strategies ............................................................................. 21

Table 5-1: Public Service Commission Current Staff and Expected Staffing Levels .................. 24 Table 5-2:Distribution of Current and Proposed Staffing Levels by Directorates and Salary Scales ............................................................................................................................................ 24 Table 5-3: Projected Financial Requirements ............................................................................... 28 Table 5- 4:Table Risk Management ............................................................................................. 28 Table 5- 5: Strategy Implementation Matrix ................................................................................ 31

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LIST OF FIGURES Figure 4- 1:Strategy Framework ................................................................................................... 20

Figure 5-1:Organizational Structure ............................................................................................. 23

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CHAPTER ONE

INTRODUCTION 1.1 Background

At independence the civil service inherited from the colonial government was not geared towards

meeting the aspirations of the Kenyan citizens. The government therefore had to reform the public

service to ensure that it served the needs of the Kenyans. The major challenge facing the public

service then was the domination of the service by the white colonial officers and its primary focus

was on maintenance of law and order.

The Public Service Commission, had therefore to ensure reorientation of the service to manage

economic development and Africanization of the service. This was achieved through establishment

of appropriate structures, staffing levels and capacity building to enable indigenous Kenyans take

over jobs held by the leaving expatriates. Immediately after independence, the Government

released a foundational policy framework paper, the Sessional Paper No. 10 of 1965 “African

Socialism and its Application to Planning in Kenya”. It outlined a framework for reforming the

public service to be able to carry out its responsibilities in line with the aspirations of the citizens.

The sessional paper laid the foundation for expansion of the government into production and direct

provision of services. In addition to provision of services, the government was also viewed as an

avenue of offering employment.

The policy of guaranteeing public service jobs for graduates saw the civil service grow rapidly

from 63,000 in 1963 to 158,883 in 1980 and to 271,979 in 1990. By 1990s, the Government

realized that its direct participation in production activities had been carried well beyond the

original intent and had reached a point where such participation was inhibiting rather than

promoting development. The uncontrolled expansion of the state corporations and workforce led

to an inefficient and ineffective service delivery and a drain on the exchequer. To address these

challenges, the Civil Service Reform Program was launched in the early 1990s. The program

aimed at rationalizing and restructuring the public service to improve its performance and

productivity. The program, however, did not meet all its intended objectives. One of the primary

objectives not met was cost containment. As a result, the government put in place policies to

manage the increasing wage bill. Among the policies the government put in place to manage the

wage bill was a freeze on public employment. The freeze has resulted into several challenges to

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the Commission, key among them include an ageing workforce and staffing gaps in key service

areas due to non-replacement of exiting officers.

The Public Service Commission therefore is committed to address these challenges through

reforming and transforming the public service to be citizen-centric.

This Strategic Plan outlines strategies to improve service delivery and governance in the public

service. This will require that the Commission consolidate and strengthen its structures and

systems and to leverage on Information, Communication Technology for a sustainable efficient

and effective service delivery.

1.2 Rationale for the Strategic Plan

The Commission’s Strategic Plan (2013-2018) came to an end on 30th June, 2018 and as part of its

forward planning the Commission found it necessary to develop a plan for the next five year (2019-

2024). This will further, enable the Commission to align its activities to the emerging Government

priorities in the plan period. The Government has developed the Third Medium Term Plan (2018-

2022) which succeeds the Second MTP (MTP II) 2013-2017. In the Third Medium-Term Plan

period, the Government priority focuses on the Big Four Agenda which includes industrialization,

manufacturing and agro-processing; affordable housing; food and nutrition security; and, universal

health coverage. It is in line with Government intention that the Commission has developed this

Strategic Plan. The plan sets out the Commission’s intended direction and priorities. It defines its

vision, mission and outputs that that will make the vision a reality. It also allows for efficient

allocation of limited resources to those activities that will yield expected results.

1.3 The National Development Agenda

Kenya’s development agenda is guided by the Constitution and Kenya Vision 2030. The

Constitution provides for equitable distribution of resources and opportunities through creation of

a devolved government system. In addition, it establishes an equalization fund to provide basic

services to marginalized areas in order to bring the quality of services in those areas to be at par

with other areas.

The Kenya Vision 2030, whose goal is to create a “globally competitive and prosperous country

with a high quality of life for all Kenyans by 2030” aims at transforming Kenya into “a newly–

industrialized, middle income country, with a high quality of life to all its citizens in a clean and

secure environment”. The Vision 2030 is a national development blue print which is implemented

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through Medium Term Plans. The Vision’s first Medium Term Plan (2008-2012) outlined

strategies for attainment of a high and broad-based economic growth that incorporated gender

equity and equitable development in all regions of the country.

The Second Medium Term Plan (MTP) (2013-2017) of Kenya Vision 2030 focused on

transforming Kenya through devolution, promoting equity, inclusivity, and youth empowerment.

The third MTP (2018-2022) builds on the gains of the second MTP (2013-2017) and expounds on

the manifesto of the government of the day. The MTP III focuses on implementing policies,

programmes and projects designed to achieve the “Big Four” initiatives of the Government

namely; industrialization, manufacturing and agro-processing; affordable housing; food and

nutrition security; and, universal health coverage. The implementation of the “Big Four” initiatives

will contribute to broad based inclusive sustainable economic growth, faster job creation and

reduction of poverty and inequality. Further, the MTP III has mainstreamed the implementation of

17 Global Sustainable Development Goals (SDGs). The implementation of the “Big Four”

initiatives aims to raise the share of manufacturing sector to 15 percent of GDP; ensure that all

citizens enjoy food security and improved nutrition by 2022; achieve Universal Health Coverage;

and deliver at least five hundred thousand (500,000) affordable housing units in the country.

1.4 The Role of the Commission in attainment of the National Development Agenda

The Commission plays a significant role in driving the national development agenda as it provides

the necessary human resource to implement the national programmes and projects as outlined in

the Kenya Vision 2030 and other government initiatives. To support the realization of these

initiatives, the Commission will ensure the requisite skills mapping, recruitment and retention of

skilled and ethical human resource through research-based interventions in the service.

Specifically, the role of the Commission is critical in the following: -

a) review and development of organizational structures in implementing MDAs;

b) coordination of Human Resource management and Development in the service;

c) review and development of Human Resource Management and Development policies.

d) promotion of values and principles of public service;

e) ensuring efficiency and effectiveness in the public service;

f) providing leadership in public service management; and

g) providing advisory and oversight on Government agenda.

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The Commission is committed to the achievement of equity in employment and will therefore,

ensure regional and community balance in appointments, promotions and training. In addition, the

Commission will adhere to the constitutional requirement that, not more than two-thirds of the

members of elective or appointive bodies shall be of the same gender. In this regard, the

Commission will uphold the principle in the discharge of its functions especially in appointments

and distribution of training opportunities in the service. Further, the Commission will ensure

equitable distribution of employment and training opportunities to persons with disabilities, the

marginalized and minority groups.

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CHAPTER TWO

MANDATE, FUNCTIONS, VISION, MISSION AND CORE VALUES

2.1 Mandate

The mandate of the Commission entails provision of competent human resource, promotion of good governance and ensuring efficiency and effectiveness in the provision of quality services in the public service as underpinned in Article 232.

2.2 Functions and Powers of the Commission

The functions of the Commission as set out in Article 234 of the Constitution include the following: - Subject to the Constitution and legislation,

(i) establishment and abolition of offices in the public service;

(ii) appointment of persons to hold or act in those offices, and to confirm appointments;

(iii) exercise disciplinary control over and remove persons holding or acting in those offices;

(iv) promotion of national values and principles of governance; and values and principles of

public service;

(v) investigate, monitor and evaluate the organization, administration and personnel

practices of the public service;

(vi) ensuring that the public service is efficient and effective;

(vii) development of human resources in the public service;

(viii) reviewing and making recommendations to the national government in respect of

conditions of service, code of conduct and qualifications of officers in the public service;

(ix) evaluating and reporting to the President and Parliament on the extent to which the

values and principles mentioned in Articles 10 and 232 are complied with in the public

service;

(x) hearing and determining appeals in respect of county governments’ public service;

The discharge of functions (i – x) above shall not apply to:

a) State Offices

b) Offices of High Commissioners and Ambassadors

c) Offices subject to Parliamentary Service Commission, Judicial Service Commission,

Teachers Service Commission, National Police Service Commission.

d) Office in the service of a County Government except hearing and determining of

appeals.

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e) Appointment of personal staff of the President or retired President except with the

consent of the President.

Other functions and powers include: -

(xi) Nominating persons to the Judicial Service Commission and Salaries Remuneration

Commission under Articles 171(2) and 230(2){b} respectively;

(xii) Recommending persons to be appointed as Principal Secretaries under Article 155 (3) (a);

(xiii) Receiving petitions for the removal of the Director of Public Prosecutions and

recommending appointment of a tribunal to investigate the complaints under Article

158(2) (3) and (4);

(xiv) Receiving petitions for the removal of the Registrar and Assistant Registrars of political

parties in accordance with Section 37 of the Political Parties Act;

(xv) Protection of public officers against victimization and discrimination while discharging

their duties; and

(xvi) performing any other functions and exercise any other powers conferred by national

legislation.

2.3 Vision

A citizen-centric public service

2.4 Mission

To reform and transform the public service for efficient and effective service delivery

2.5 Core Values

The Commission is guided by and adheres to the following core values in the discharge of its

mandate: -

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• Maintain moral, neutral and ethical principlesIntegrity

• Equality, non-discrimination and inclusivityDiversity

• Adherance to professional standards and values• Fidelity to the rule of law• Uphold openness, be answerable and take

responsibility for actions

Professionalism

•Application of new ideas, methods and technology•Research and evidence-driven policy processInnovation

• Co-operation, consultation• Respect for divergent views and opinionsTeam Work

• Responsive, efficient and effectiveCitizen Focus

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CHAPTER THREE

SITUATIONAL ANALYSIS

3.1 Introduction

This Chapter highlights Public Service Commission key achievements accomplished in the period

of the Strategic Plan 2013–2018, based on the End Term Review of the Plan. The Strengths,

Weaknesses, Opportunities and Threats (SWOT), the Political, Economic, Sociocultural,

Technological, Legal and Environmental (PESTLE) analysis and Stakeholder analysis were

undertaken to facilitate the development of strategic goals, themes and strategies. Challenges

encountered, and lessons learned from implementation of the plan are also presented.

3.2 Review of the Implementation of the Strategic Plan 2013–2018

The Strategic Plan 2013/14 – 2017/18 focused on operationalization of the Commission’s mandate.

The Plan focused on review and development of policies, guidelines and frameworks for

facilitating efficient and effective service delivery in the public service with the ultimate objective

of contributing to the National Development Agenda and realization of the Kenya’s Vision 2030.

3.2.1 Key Achievements of the Strategic Plan 2013–2018

The Strategic Plan identified six strategic objectives to be attained. During the Plan period, the

Commission made the following achievements under each strategic objective: -

Strategic Objective 1: Strengthen the Institutional Capacity of the Commission

Under this strategic objective, the following milestones were made:

i) restructured the Commission Secretariat to align to the enhanced constitutional mandate; ii) enacted PSC Act, 2017 and developed draft PSC Regulations;

iii) developed regulations on processing petitions for Removal of Director of Public Prosecutions;

iv) upgraded the online Recruitment and Selection Database System; v) improved access to Commission’s services through implementation of video conferencing

facility that has enabled online interviewing of candidates in the diaspora; vi) improved financial management systems and received Second Runners–up Awards for

three consecutive years in Financial Reporting (FiRe) for the Public Sector-Cash Basis category

vii) improved data storage capacity through installation of a Modern Data Center and upgraded Local Area Network to ensure reliability, confidentiality and security of IT services;

viii) constructed and equipped a nine storey office block; ix) established a contributory pension scheme for the members of secretariat staff;

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x) rolled out car loan and mortgage scheme for the Commission staff; xi) established a medical scheme, GPA/WIBA and Group Life Insurance cover for staff;

xii) set up Commission’s workout gymnasium; and xiii) rolled out the PSC staff Performance Appraisal tool to facilitate management of staff

performance.

Strategic Objective 2: Enhance performance of the public service for improved service delivery

The Commission made the following key achievements: -

i) automated Staff Performance Appraisal forms in the Government Human Resource

Information System (GHRIS) and sensitized Heads of HR and Staff Performance Appraisal

Systems (SPAS) Champions in MDAs;

ii) inducted newly appointed Principal Secretaries in July 2013 and 2015 following the

reorganization of Government;

iii) undertook capacity building and provided technical support to county public service;

iv) built capacity of the State Corporations Boards on competency development of organization

and grading structures;

v) issued the Public Service Commission Staff Human Resource Policies and Procedures

Manual to guide staff on HRM&D matters;

vi) developed and issued guidelines on management of the seconded staff to the Counties;

vii) transitioned devolved staff to the county public service boards;

viii) issued policies to guide the management of human resource function in the service;

ix) filed all statutory reports as required by law;

x) reviewed organizational structures and staffing levels for Ministries and State Departments

in line with Executive Orders; and

xi) implemented Public Service Excellence Award Scheme (PSEA) and awarded public officers

for exemplary performance in 2015, 2016 and 2017.

Strategic Objective 3: Promote Stable Employee and Employer Relations for Efficiency and Effectiveness in the public service

Under this strategic objective the following achievements were made: - i) developed guidelines for negotiation, conciliation and mediation;

ii) developed a policy on public participation in the public service;

iii) established a framework for inter-agency collaboration, co-operation, consultation and

partnership with the county governments;

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iv) developed policy and regulations for hearing and determining appeals;

v) developed an institutional framework for engagement with trade unions;

vi) automated the Discipline Management System (DMS) and trained and sensitized link

persons in State departments on the system;

vii) developed a framework for review of terms and conditions of service and

viii) reviewed conditions of service for: -

a) civil servants; b) senior officers in the office of the retired Presidents;

c) staff of state corporations; and

d) staff of Kenya Law Reform Commission (KLRC) and Independent Policing Oversight

Authority (IPOA).

Strategic Objective 4: Promote Good Governance, Values and Principles in the Public Service

The following achievements were attained under this strategic objective: -

i) conducted citizen satisfaction baseline survey for the public service and established the

index at 42.6 per cent;

ii) developed the leadership and integrity code for the members of the Commission pursuant

to section 37(1) of the Leadership and Integrity Act, 2012;

iii) reviewed the Code of Conduct and Ethics for Public Officers (Legal Notice No. 54 of 2016);

iv) reviewed the administrative procedures for financial disclosures in the public service (Legal

Notice No. 53 of 2016);

v) developed and issued ‘A Framework for the Implementation of Values and Principles in

Articles 10 and 232 of the Constitution in the Public Service’; and

vi) mainstreamed values in co-curricular activities in the educational system through donation

of trophies to the national music and drama festivals.

Strategic Objective 5: Strengthen Compliance with Governance, National Values and Principles of Public Service

The following milestones were achieved: -

i) established baseline compliance index for public service compliance with values and principles;

ii) disseminated values and principles framework in the public service;

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iii) participated in the development of public service integrity framework (legal, policy and

institutional);

iv) established national and public service values and principles compliance index ; and

v) administered the financial disclosures in line with the provisions of Part IV of the Public

Officers Ethics Act, 2003.

Strategic Objective 6: Ensure Equitable Distribution of Opportunities in the Public Service

The following key achievements were made: -

i) developed, issued and implemented diversity management policy for the public service;

ii) established a special board room to facilitate interviews of people with special needs and

trained officers on sign language;

iii) recruited 10,360 persons in to the service of which 6,343 (61%) were male and 4,017(39%)

female; from all the 46 ethnic communities;

iv) promoted 33,673 persons in various ministries of which 20,271 (60%) were male and 13,402

(40%) were female.

v) recommended for appointment for various top leadership positions in the public service;

vi) establish proportionate representation quota for appointment of ethnic communities in the

public service; and

vii) recommended to the President persons for appointment to the position of Principal

Secretary in accordance with Article 155(3)(a).

3.2.2 Challenges

The following were some of the challenges faced during implementation of the plan:

i) Legal and Regulatory

a. lack of legal provision in enforcing Commission’s decisions related to county appeals;

b. weak utilization of Alternative Dispute Resolution (ADR) mechanisms in the public

service; and

c. lack of uniform norms and standards in the public service.

ii) Organizational Capacity

a. weak performance management system;

b. lack of corporate communication strategy;

c. existence of skills gaps;

d. weak monitoring and evaluation framework;

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e. inadequate office accommodation and equipment;

f. low level of automation of Commission’s operations;

g. low uptake of national values and principles;

h. low decentralization of Commission’s services; and

i. low budgetary allocation and frequent budget cuts.

iii) External Capacity (MDAs)

a. weak performance management system;

b. weak corporate communication strategy;

c. lack of coaching and mentorship programmes for public service careers;

d. weak internship management framework;

e. low levels of automation of operations;

f. weak management of labour relations;

g. weak succession management;

h. low uptake of national values and principles;

i. weak adherence to ethical standards;

j. lack of affirmative action programmes;

k. weak utilization of competencies and skills of retired persons;

l. existence of skills gaps; and

m. weak monitoring and evaluation framework.

3.2.3 Lessons Learnt and Experiences

During the plan period, the following lessons were learnt, the need to: -

i). review the performance management system;

ii). strengthen the legal framework to improve efficiency and effectiveness;

iii). develop and implement mentorship programme;

iv). strengthen internship management;

v). strengthen policy framework for improved management of the public service;

vi). enact legislation on uniform norms and standards;

vii). conduct a competency and skills audits;

viii). enhance decentralization of Commission function;

ix). enhance the work environment, facilities and equipment;

x). build capacity;

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xi). engage the National Treasury and Parliament for enhanced budget;

xii). automate business process;

xiii). strengthen labour relations issues;

xiv). develop and implement HRM&D master plan;

xv). strengthen monitoring and evaluation function;

xvi). enhance promotion of national and public service values and principles;

xvii). enhance adherence to ethical standards;

xviii). develop and implement affirmative action programmes; and

xix). enhance corporate communication.

3.3 Strengths, Weaknesses, Opportunities and Threats (SWOT) Analysis

The Commission conducted a situational analysis of its Strengths, Weaknesses, Opportunities and

Threats (SWOT). The analysis was undertaken to establish both internal and external factors

impacting on the work of the Commission. The achievement of the Commission’s objectives will

largely depend on enhancing the internal strengths, exploiting existing opportunities and managing

the weaknesses and threats. The following are some of the Commission’s strengths, weaknesses,

opportunities and threats.

3.3.1 Strengths

The Commission derives its strengths from: -

i) being an independent constitutional body;

ii) having qualified, professional, innovative and experienced human resource;

iii) its transparency and accountability;

iv) team work;

v) its experience in the discharge of human resource function; and

vi) functional structures and systems.

3.3.2 Weaknesses

i) unintegrated ICT system;

ii) weak linkage in research and policy;

iii) weak data management;

iv) inaccessibility of the Commission’s services in some parts of the country; and

v) weak collaboration and partnerships.

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3.3.3 Opportunities

i) supportive and progressive constitutional dispensation;

ii) centrality of the public service in national development;

iii) skilled and experienced human resource;

iv) advanced establishment of ICT infrastructure in the country;

v) conducive social and political goodwill;

vi) cooperation and partnerships within the public and private sector;

vii) availability of relevant skills in the labour market;

viii) increased public expectations, awareness and demand for services;

ix) enlightened and knowledgeable citizenry;

x) globalization;

xi) membership and active participation in regional and international organizations;

xii) public-sector reforms; and

xiii) devolution and decentralization of services.

3.3.4 Threats

i) high unemployment rate among the youth; ii) low economic growth;

iii) disparities in terms and conditions of service;

iv) corruption;

v) escalating wage bill;

vi) brain drain of technical skills;

vii) labour unrests;

viii) negative culture systems in the public service;

ix) cyber-crimes; and

x) security threats.

3.4 PESTEL Analysis

A Political, Economic, Social, Technological, Environmental and Legal (PESTEL) analysis was

conducted with a view to establish the circumstances under which the Commission operates so as

to appreciate the factors that will impact on the process of implementing the Strategic Plan. The

following identified factors are likely to affect the performance of the Commission: -

15

3.4.1 Political factors

The political dynamics that will be prevailing in the country during the plan period will affect the

attainment of set goals.

3.4.2 Economic factors

The performance of the economy during the plan period will have a bearing on the adequacy of

financial resources available to support the implementation of the Strategic Plan.

3.4.3 Social Cultural Factors

Inequalities, poor work ethics and interpersonal relationships are some of the social cultural

factors that may impact negatively on the implementation of the Strategic Plan.

3.4.4 Technological Factors

The use of ICT is recognized as a major vehicle to accelerate economic development and facilitate

effective service delivery. The Commission will leverage on IT for improved service delivery in

consideration of the rapid evolution of technology and threats posed by cyber-crimes and formulate

mitigating factors to address the threats.

3.4.5 Environmental Factors

A conducive and supportive work environment enhances the output of an organization. Climate

change, occupational safety, health, security, waste and pollution management are some of the

environmental factors that are likely to affect the operations of the Commission during the plan

period.

3.4.6 Legal factors

Changes in legislations and increased litigations are some of the legal factors that may impact on

the Strategic Plan implementation.

3.5 Stakeholder Analysis

Stakeholder analysis was undertaken to take into account the interests and expectations of the

Commission and its stakeholders. This involved taking an inventory of all parties that have a stake

in the work of the Commission. Table 3-1 below gives the summary of the stakeholder analysis.

16

Table 3- 1: Summary of Stakeholder Analysis

S/No Stakeholder Stakeholder Expectation Commission Expectation i. The General

Public efficient and effective public

services fairness and the exercise of equity

for available job opportunities adherence to the two-thirds gender

principle in appointments, promotions and distribution of training opportunities

representation of all communities good governance and ethical

behaviour of public servants representation of people with

disabilities

Qualified Kenyans will apply for jobs when they are advertised

Comply with regulations and guidelines of the Commission

Receive objective feedback from the people of Kenya

File appeals and petitions Participate in vetting process

for appointments

ii. Ministries, Department and Agencies and State Corporations

Commission to determine regulations for discharge of human resource functions

set ethical standards and enforce rules of conduct

supply qualified and competent human resource for State Departments

Set competitive terms and conditions of service for the civil service

Adherence to the two-thirds gender principle in appointments, promotions and distribution of training opportunities

To comply with PSC regulations and decisions

To comply with the national values and principles of governance and values and principles of public service

To efficiently and effectively utilize resources

Commitment and productivity Provide prompt, effective and

efficient service to customers Qualified Kenyans of both

gender will apply for jobs when they are advertised

iii. County

Governments Provide technical support Hear and determine appeals from

counties expeditiously

To comply with PSC regulations and decisions

iv. Parliament Implement constitutional mandate Report on the discharge of the

Commission’s mandate Report on compliance with values

and principles in Articles 10 and 232

Prudent management of financial resources

Allocate adequate funds for Commission’s operations

Enact legislations and regulations to support Commission’s functions.

v. Judiciary Implement court decisions Adherence to provisions of the

relevant legislations

Expedite the hearing and disposal of cases in courts

Interpretation of Laws vi. Labour Unions Protect the interest and rights of

public officers Uphold and respect the

Commission’s mandate

17

S/No Stakeholder Stakeholder Expectation Commission Expectation Regular review of terms and

conditions of service To uphold fair labour practices Involvement in the review of terms

and conditions of service Provide institutional framework for

employer-employee engagement

Uphold the rule of law

vii. Academic, Training and Research Institutions

To provide linkage between the academia and the public service

Facilitate internship opportunities Provide complimentary data and

information Partnership in research and policy

formulation

To align academic curriculum to the demands of the labour market

Share relevant research findings To uphold the values and

principles in Articles 10 and 232

Provide training opportunities to public officers

viii. KSG Partnership in curriculum development, training, research and policy formulation

Partnership in curriculum development.

Partnership in undertaking impact evaluation on training

Provide training opportunities to public officers

Share relevant research findings To uphold the values and

principles in Articles 10 and 232

ix. The Media Openness, transparency and ease of access to information

Communication strategy

Accurate, objective and fair reporting

x. Commissions and Independent Offices

Cooperation and partnership Cooperation and partnership

xi. Commission Staff

Competitive terms and conditions of service

Protection in discharge of official duties

Commitment to staff welfare Conducive work environment Adequate and equitable exposure,

training and development opportunities

Commitment and productivity Project the right image of the

Commission To uphold the values and

principles in Articles 10 and 232 and the Public Officer Ethics Act, 2003.

Provide prompt, effective and efficient service to customers

xii. Private Sector efficient and effective public services

Structured Public Private Partnership initiatives

Provide prompt, effective efficient and quality services To uphold the national values and principles of governance

18

S/No Stakeholder Stakeholder Expectation Commission Expectation Fair distribution of available

business opportunities To uphold the values and principles

in Articles 10 and 232 and the Public Officer Ethics Act, 2003

involvement in policy making process

Publish and publicize information on the discharge of the Commission’s mandate

Participate in policy making process Engage in structured Public Private Partnership processes

xiii. Civil Societies & NGOs

Efficient and effective public services

Publish and publicize information on the discharge of the Commission’s mandate

Prudent management of public resources.

Respect for the national values and principles of governance and values and principles of the public service.

Upholding of the objects and authority of the Commission.

Ethical conduct Transparency and accountability on

the discharge of the Commission’s mandate

Structured framework for engagement and participation

Participation in policy making processes. Support and cooperation. Prompt submission of information. Regular consultations and engagements. Ethical conduct Interaction as per the communication strategy

xiv. Professional bodies

Support continuous professional development for professionals in the public service

Collaborate with professional associations in the enforcement of professional code of practice

Involvement in policy making

Continuous Professional Development Promote professionalism Enforce compliance with professional code of practice Participate in policy making

xv. Development partners

Prudent management of public resources.

Ethical conduct Transparency and accountability

Regular consultations and engagements.

Cooperation and partnerships Support Commission

programmes and projects xvi. Regional and

International Bodies

Cooperation, collaboration and partnership

Structured framework for engagement and collaboration

Benchmark for best practices Share knowledge and

experiences Exchange programmes

19

CHAPTER FOUR

STRATEGIC FRAMEWORK

4.1: Introduction

This chapter outlines the strategic direction of the Commission during the plan period (2019-2024)

in fulfilling its mandate. It also outlines the strategic goal, themes, key result areas, objectives and

the strategies aimed at improving service delivery.

4.2 Strategic Goals, Objectives and Strategies To deliver on its mandate the Commission has identified one strategic goal and three key result

areas as follows: -

4.2.1 Strategic Goal

Efficient and Effective Service Delivery.

4.2.2 Thematic Areas

In implementing the plan the Commission will be guided by the following thematic areas:-

i). Performance and Productivity Management

ii). Service Delivery Transformation;

iii). Human Resource Management & Development

iv). Good Governance, Constitutionalism and Compliance with the Rule of Law

v). Enhanced Capacity to Deliver on the Commission’s Mandate

4.2.3 Key Result Areas

i) Ensuring Efficiency and Effectiveness;

ii) Good Governance Practices in the Public Service; and

iii) Organization Capacity to Deliver on its Mandate.

4.2.4 Strategic Objectives

To achieve the above strategic goals the Commission will pursue the following strategic

objectives: -

i) To Improve Performance and Productivity

ii) To Improve Service Delivery

iii) To Improve Human Resource Management Practices

20

iv) To Promote Constitutionalism, Values and Principles

v) To Build Commission’s Internal Capacity

4.3 The Strategy Framework

Figure 4-1:Strategy Framework

Efficient and Effective Service Delivery

A CITIZEN-CENTRIC PUBLIC SERVICE

TO REFORM AND TRANSFORM THE PUBLIC SERVICE FOR

EFFICIENT AND EFFECTIVE SERVICE DELIVERY

VISION

MISSION

GOALS

OBJECTIVES

Improve Performance and Productivity in the Public Service

Improve Service Delivery

Improve Human Resource Management Practices

Promote Constitutionalism, Values and Principles in the Public Service

KEY OUTPUTS

STRATEGIES & ACTIVITIES

Build Commission’s Internal Capacity

21

4.3.1 Strategic Objectives and Strategies

Table 4.1 below indicates the strategic goals, objectives and strategies to be implemented in the plan period. Table 4-1: Strategic Objectives and Strategies Strategic Goal Key Result Area Strategic

Objectives Strategies

Efficient and Effective Service Delivery

Ensuring Efficiency and Effectiveness

Improve Performance and Productivity

Review performance management systems for the public service Develop productivity measurements Strategy for the public service

Improving Service Delivery

Undertake public service reforms and transformation Strengthen the organizational capacity of MDAs to deliver on their mandate Setting standards in service delivery

Promote Human Resource Management Practices

Enhance Talent Management and Youth Employment Develop/review human resource management strategy Develop human resource in the public service Public service culture and attitudinal change Review the recruitment and selection strategy Promote inclusivity Develop a career and succession management strategy for public service Review and implement terms and conditions of service Ensure effective and fair disciplinary control and management

Good Governance, Constitutionalism and Compliance with the Rule of Law

Promote Constitutionalism, Values and Principles

Promote good governance, ethics and Integrity Promote compliance with regulations, guidelines and commission’s decisions

Organization Capacity to Deliver on its Mandate

Build Commission’s Internal Capacity

Strengthen the Commission’s capacity to deliver on its mandate Performance management Promote constitutionalism Develop and implement a communication strategy Leverage on ICT in the operations of the Commission Improve work environment Resource mobilization and prudent management of resources

22

CHAPTER FIVE

STRATEGY IMPLEMENTATION STRUCTURE

5.1 Introduction

This chapter presents the organizational structure, projection of the financial resources required to

implement strategic plan, risk management analysis and detailed strategy implementation

framework. 5.2 Pre-conditions for Successful Implementation of the Plan

Implementation of the Strategic Plan will be largely anchored on: -

a) strong organization structure; b) optimal staffing levels; c) collaboration and cooperation with stakeholders;

d) effective performance management system; e) effective communication and branding strategy; f) team work;

g) positive culture and work ethics;

h) leveraging on ICT infrastructure; and i) mobilization of adequate financial resources.

5.2 Organizational Structure, Infrastructure and Human Resource Capabilities

In implementing the plan, the Commission will adopt the existing organisational structure.

However, this will be reviewed as and when necessary. The Commission will endeavour to ensure

that the staffing gaps are addressed, and specialised training availed to the secretariat staff. In

addition, adequate and appropriate tools and equipment will be provided for effective service

delivery. The organogram is presented in Figure 5.1.

23

Figure 5-1: Organizational Structure

MONITORING & EVALUATION DIVISION

PLANNING DIVISION

CO

RPO

RA

TE

AFF

AIR

S &

AD

MIN

. SE

RV

ICES

REC

RU

ITM

ENT

&

SELE

CTI

ON

BO

AR

D

MA

NA

GEM

ENT

SER

VIC

ES

CO

MPL

IAN

CE

&

QU

ALI

TY

ASS

UR

AN

CE

FIN

AN

CE

&

PLA

NN

ING

DIV

.

HU

MA

N R

ESO

UR

CE

MA

NA

GEM

ENT

&

DEV

ELO

PMEN

T

RECRUITMENT DIVISION

SELECTION DIVISION

BOARD OPERATIONS & COMM. DIV.

ICT DIVISION

COMMISSION

CEO/SECRETARY

TRAINING & DEVELOPMENT DIVISION

ESTA

BLI

SHM

ENT

&

MA

NA

GEM

ENT

CO

NSU

LTA

NC

Y

SER

VIC

ES

PERFORMANCE MGT & INFORMATION SYSTEM DIVISION

LEG

AL

SER

VIC

ES

DISCIPLINE & APPEALS DIVISION

PUBLIC COM. & MEDIA RELATIONS DIV.

Deputy Commission Secretary/CEO Technical Services

Deputy Commission Secretary/ CEO Corporate Services

HRM DIVISION (INTERNAL)

ETHICS & GOVERNANCE DIVISION

FINANCE DIVISION

ORGANIZATIONAL DESIGN DIVISION

INSTITUTIONAL ADVISORY SERVICES DIVISION

INTE

RN

AL

AU

DIT

D

IVIS

ION

BOARD RECORDS MGT DIV.

HUMAN RESOURCE MGT DIVISION

ADMIN. DIVISION COMPLIANCE &

AUDIT, DIVISION

LOGISTICS & PROTOCOL DIVISION

SERVICE DELIVERY AND PUBLIC SERVICE TRANSFORMATION DIVISION

PERFORMANCE MONITORING & CAPACITY DEVELOPMENT DIV.

RESEARCH & POLICY ANALYSIS. DIV

PERFORMANCE CONTRACTING, MEASUREMENT & APPRAISAL DIVISION

PER

FOR

MA

NC

E &

PU

LIC

SER

VIC

E TR

AN

SFO

RM

ATI

ON

SUPP

LY C

HA

IN

MG

T D

IVIS

ION

24

5.3 Optimal Staffing Levels and Staff Establishment

5.3.1 Current Staffing Levels and Proposed Staffing Levels

Table 5.1 shows the current staffing level and expected staffing levels over the Strategic Plan

period.

Table 5-1: Public Service Commission Current Staff and Expected Staffing Levels Staff Level PSC

Scale Current Proposed Staff Establishment

2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 Senior management Staff

PSC10 1 1 1 1 1 1

PSC 9 2 2 2 2 2 2 PSC 8 9 9 9 9 9 9

Senior Staff Level

PSC7 20 26 30 31 31 31

PSC6 30 44 47 47 48 47 Middle Level Staff

PSC5 41 66 76 88 92 92

PSC4 55 76 97 116 126 125 Lower Level Staff

PSC3 29 20 27 32 38 37

PSC 2 26 38 38 39 39 39 PSC 1 10 19 20 21 21 21

Totals 223 301 347 391 407 407

Table 5-2:Distribution of Current and Proposed Staffing Levels by Directorates and Salary Scales

Directorate Scale AE In-Post Variance Proposed Establishment

2018

/19

2019

/20

2020

/21

2021

/22

2022

/23

2023

/24

Office of the CEO 10 1 1 0 1 1 1 1 1 1 9 2 2 0 2 2 2 2 2 2

Total 3 3 0 3 3 3 3 3 3 Board Management Services

8 1 1 1 1 1 1 1 1 1 7 4 2 -2 2 2 2 2 2 2 6 4 1 -3 1 2 2 2 3 3 5 3 0 -3 0 1 1 2 3 3 4 2 2 0 2 2 2 3 3 3 3 1 1 0 1 1 1 1 1 1

Total 14 7 -7 7 9 9 11 13 13

25

Directorate Scale AE In-Post Variance Proposed Establishment

2018

/19

2019

/20

2020

/21

2021

/22

2022

/23

2023

/24

Compliance and Quality Assurance

8 1 1 0 1 1 1 1 1 1 7 5 4 -1 4 4 4 4 4 4 6 8 5 -3 5 5 5 5 5 5 5 41 8 -33 8 9 11 11 11 11 4 4 2 -2 2 2 7 15 18 18 3 1 0 -1 0 1 5 10 15 15

Total 60 20 -40 20 22 33 46 54 54 Corporate Services

8 1 1 0 1 1 1 1 1 1 7 4 3 -1 3 3 4 4 4 4 6 6 5 -1 5 5 6 6 6 6 5 25 9 -16 9 10 11 12 12 12 4 51 38 -13 38 43 48 48 48 48 3 14 8 -6 8 8 10 10 10 10 2 46 37 -9 37 37 37 38 38 38 1 24 15 -9 15 19 20 21 21 21

Total 171 116 -55 116 126 137 140 140 140 Establishment & Management Consultancy Services

8 1 1 0 1 1 1 1 1 1 7 4 2 -2 2 2 2 2 2 2 6 4 3 -1 3 3 4 4 4 4 5 14 2 -12 2 2 3 5 6 6 4 5 0 -5 0 2 5 8 12 12 3 1 0 -1 0 0 1 1 2 2

Total 29 8 -21 8 10 16 21 27 27 Finance & Planning

8 1 1 0 1 1 1 1 1 1 7 4 1 -3 1 1 2 3 3 3 6 6 5 -1 5 5 5 6 6 6 5 14 11 -3 11 11 11 12 12 12 4 12 7 -5 7 7 8 11 14 14

Total 37 25 -6 25 25 26 33 37 37 Supply Chain Management

7 1 1 0 1 1 1 1 1 1 6 1 0 -1 0 1 1 1 1 1 5 3 1 -2 1 1 1 1 1 1 4 4 3 -1 3 4 4 4 4 4

26

Directorate Scale AE In-Post Variance Proposed Establishment

2018

/19

2019

/20

2020

/21

2021

/22

2022

/23

2023

/24

3 2 1 -1 1 2 2 2 2 2 Total 11 6 -5 6 9 9 9 9 9

Human Resource Management & Development

8 1 1 0 1 1 1 1 1 1 7 4 3 -1 3 4 6 7 7 7 6 10 4 -6 4 6 7 7 7 7 5 20 3 -17 3 8 10 14 14 14 4 4 4 0 4 6 8 9 9 9 3 1 0 -1 0 2 2 2 2 2 2 1 0 -1 0 1 1 1 1 1

Total 41 15 -27 15 28 35 41 41 41

Internal Audit

7 1 1 0 1 1 1 1 1 1 6 1 1 0 1 1 1 1 1 1 5 1 1 0 1 1 1 1 1 1

Total 3 3 0 3 3 3 3 3 3

Legal Services

8 1 1 0 1 1 1 1 1 1 7 1 1 0 1 1 1 1 1 1 6 2 2 0 2 2 2 2 2 2 5 2 0 -2 0 1 1 1 1 1 4 1 2 1 2 3 3 3 3 3 3 1 0 -1 0 1 1 1 1 1

Total 8 6 -2 6 9 9 9 9 9

Recruitment & Selection

8 1 1 0 1 1 1 1 1 1 7 2 2 0 2 3 3 3 3 3 6 4 3 -1 3 5 5 5 5 5 5 12 2 -10 2 6 8 10 12 12 4 7 2 -5 2 5 7 11 14 14 3 2 1 -1 1 5 5 5 5 5

Total 28 11 -17 11 25 29 35 40 40

Performance Management &

8 1 1 0 1 1 1 1 1 1 7 4 0 -4 0 4 4 4 4 4 6 8 2 -6 2 8 8 8 8 8

27

Directorate Scale AE In-Post Variance Proposed Establishment

2018

/19

2019

/20

2020

/21

2021

/22

2022

/23

2023

/24

Public service Improvement

5 16 0 -16 0 16 18 20 20 20 4 0 0 0 0 0 4 4 4 4

Total 29 3 -26 3 29 35 37 37 37 Grand Total 434 223 -211 223 301 347 391 407 407

5.4 Effective Performance Management System

The success of the implementation this Plan, largely lies in the implementation of an effective

performance management system. The Commission will ensure that individual employee

performance is aligned to the Commission’s strategic goals and objectives as well as reward and

recognizing performance.

5.5 Effective Communication and Branding Strategy

In implementing this Strategic Plan, the Commission will review and implement communication

and branding strategy.

5.6 Leveraging on the ICT

The Commission will exploit the potential of its ICT infrastructure to execute the mandate. The

strategies to be adopted include review of business processes, automation of systems; operational

processes, website interactivity; migration of services to e-platforms and improving the ICT skills

of technical and professional officers.

5.7 Effective Resource Mobilization The Commission will continue to be facilitated by the Government/development partners through

the National Treasury within its MTEF budget framework in the implementation of its programmes

and activities. The Commission will continue lobbying for additional financial allocations from

the government by engaging Parliament and National Treasury. In addition to government funding

sources the Commission will approach development partners to complement its budgetary

allocation.

28

5.8 Projected Financial Resource Requirement

The projected financial resources required for implementation of this Strategic Plan is presented

Table 5.3 below.

Table 5-3: Projected Financial Requirements

Financial Year Financial Requirements (Kshs. Billions)

MTEF Allocations (Kshs. Billions)

Variance (Kshs. Billions)- Resource Gap

2019/20 9.788 1.236 8.552

2020/21 9.510 1.287 8.223

2021/22 9.974 1.338 8.636

2022/23 10.375 - -

2023/24 10.380 - -

5.9 Risk Management Analysis

This section presents an analysis of types of risks and how the Commission will mitigate the effects. Table 5- 4:Table Risk Management Risk Risk Description Risk

Assessment Mitigation Strategies

Interference with the mandate from external sources

Various interest groups may choose to interfere with the mandate of the Commission for selfish gains (Political class, Executive, Legislature among other groups)

High Build systems and institutional structures for posterity

Sensitize and involve key stakeholders on the execution of Commission’s mandate

The Commission leadership to respond in a timely manner to any attempts of interference

Increased outreach to enhance public confidence

29

Risk Risk Description Risk Assessment

Mitigation Strategies

Terrorism and Cyber Crimes

We live in a world of conflict and acts of subversion nationally and globally

High Data and systems back up outside the Commission

Risk awareness creation across the Commission

Inadequate performance on delegated responsibilities

Non-delivery or poor performance of MDAs in the discharge of delegated powers

Ineffective monitoring of discharge delegated powers

Inability to finalize investigations

Medium Capacity building before delegation

Strengthen M &E Mechanisms

Regular engagement and consultations with the implementing agencies (MDAs)

Changes to the Legal and regulatory framework

The probability of a “Referendum on Constitution” may affect the legal framework within which the Commission Plan is premised

Medium Comply with the changes

Inadequate finances

The funding of the Commission is reliant on GoK allocations which over time have competing needs. Very little of external financing has been achieved

Medium Intensify lobbying for adequate and timely disbursement of funds from different sources

Engage Private Public Partnerships

Engage development partners and donor funding initiatives

Removal from office of all Commissioners

The experience of similar bodies has shown that the life of a Commission can be brought to an end before its term

Medium Stick to our mandate and exercise objective consultation

Change management

Re-organization requires attitudinal and culture change

Medium Develop and implement a robust communication strategy for change

Employee engagement and motivation

30

5.10 Detailed Implementation Framework The detailed Implementation framework is presented below as Table 5-5.

31

Table 5-5: Strategy Implementation Matrix Goal: Efficient and Effective Service Delivery Thematic Area 1: Performance and Productivity Management Key Result Area 1: Ensuring Efficiency and Effectiveness Strategic Objective 1.1: Improving Performance and Productivity Expected Outcome: Improved Performance and Productivity Outcome Indicator: Percentage increase in performance and productivity levels

Strategy Activity Expected Output Output Indicators Target for 5 Yrs

Target Budget (Ksh. Mn) Total Responsibility

2019

/20

2020

/21

2021

/22

2022

/23

2023

/24

2019

/20

2020

/21

2021

/22

2022

/23

2023

/24

Review performance management systems for the public service

Undertake business process review in the MDAs delivering Big Four Agenda and other identified MDAs and make recommendations for improvement

Status report and recommendations

No. of MDAs whose business process has been reviewed

300 60 60 60 60 60 12 12 15 20 25 84 PM&PSDI

Review and implement a policy framework for performance management

Performance management policy framework

Performance Management Policy Framework Developed

1 1 - - 1 - 10 - - 15 - 25 PM&PSDI

Institutionalization of performance management

Effective performance management system

No. of MDAs implementing performance management system

300 300 300 300 300 300 50 55 60 65 70 300 PM&PSDI

Roll out of the performance contracting

Performance contract

No. of MDAs sign PCs

300 300 300 300 300 300 70 75 80 85 90 400 PM&PSDI

Implement performance-based rewards and sanctions

Rewards and sanctions

No. of MDAs evaluated

300 300 300 300 300 300 30 15 20 25 30 120 PM&PSDI

32

Strategy Activity Expected Output Output Indicators Target for 5 Yrs

Target Budget (Ksh. Mn) Total Responsibility

2019

/20

2020

/21

2021

/22

2022

/23

2023

/24

2019

/20

2020

/21

2021

/22

2022

/23

2023

/24

Undertake Mid-term review of the Performance Management Framework

Revised performance management framework

Performance Management Framework Reviewed

1 - - 1 - - - - 40 - - 40 PM&PSDI

Establish baseline and annual performance levels

Baseline and annual survey reports

Performance levels (%)

100 100 100 100 100 100 10 15 20 25 30 100 PM&PSDI

Develop Productivity Measurements Strategy for the public service

Develop and implement a productivity measurement framework for the public service

Productivity measurement framework

Productivity measurement framework developed

1 1 - - - - 80 - - - - 80 PM&PSDI

Status report on productivity levels

Productivity index (%)

100 100 100 100 100 100 0 30 35 40 45 150 PM&PSDI

Evaluate optimal utilization of staff and equipment

Status report and recommendations

No. of MDAs evaluated

No. of recommendations implemented

300 - - 100 100 100 - - 30 35 40 105 PM&PSDI

Monitor and evaluate implementation of the productivity measurement framework for the public service

Annual status report

No. of MDAs evaluated

300 - - 100 100 100 - - 15 20 25 60 PM&PSDI

Total 262 202 315 330 355 1464

33

Thematic Area 2: Service Delivery Transformation Key Result Area 1: Ensuring Efficiency and Effectiveness Strategic Objective 1.2: Improving Service Delivery Expected Outcome: Improved Service Delivery Outcome Indicator: Percentage Increase in Citizen Satisfaction Index Strategy Activity Expected Output Output Indicators Target

for 5 Yrs

Target Budget (Ksh. Mn) Total Responsibility

2019

/20

2020

/21

2021

/22

2022

/23

2023

/24

2019

/20

2020

/21

2021

/22

2022

/23

2023

/24

Undertake Public Service Reforms and Transformation

Develop and implement a Public Service Reforms and Transformation strategy

Reforms and Transformation strategy

Reforms and Transformation strategy

1 1 - - - 1 20 - - - 25 45 PM&PSDI

Strategy Implementation programme

%. of programmes implemented

100 - 100 100 100 100 - 10 15 20 25 70 PM&PSDI

Develop and implement Service delivery improvement programmes

Service delivery programmes developed and implemented

No. of programmes implemented

25 5 5 5 5 5 80 80 80 80 80 400 PM&PSDI

Undertake research for innovative, efficient and effective service delivery

Research recommendations

No. of reforms in service delivery

10 2 2 2 2 2 20 20 20 20 20 100 PM&PSDI

Introduction of call centre for real time receipt of feedback from citizens on level and quality of service delivery

Call centre % of feedback received and processed

100 100 100 100 100 100 100 5 10 15 20 150 PM&PSDI Public Comm

Establish and implement an institutional Presidential rewards and recognition system for improved service

Presidential rewards and recognition policy

Presidential rewards and recognition policy

1 1 - - - - 10 - - - - 10 PM&PSDI CQA

Annual Awards

Annual Awards 1 - 1 1 1 1 0 20 25 30 35 110 PM&PSDI CQA

Strengthen the organizational

Develop/ review institutional

Organizational Structures

No. of MDAs reviewed

48 48 48 48 48 48 6 8 10 12 14 50 EMCS

34

Strategy Activity Expected Output Output Indicators Target for 5 Yrs

Target Budget (Ksh. Mn) Total Responsibility

2019

/20

2020

/21

2021

/22

2022

/23

2023

/24

2019

/20

2020

/21

2021

/22

2022

/23

2023

/24

capacity of MDAs to deliver on their mandate

capability and structures

developed/ reviewed

Ensure optimal staffing of MDAs

Optimal Staffing No. of MDAs with optimal staff

300 60 60 60 60 60 2 4 6 8 10 30 EMCS

Set standards in service delivery

Establish national service delivery baseline information

Baseline survey report

Service delivery levels

1 1 - - - - 100 - - - - 100 CQA PM&PSDI

Establish service delivery standards

Service delivery standards

No. of service delivery standards

1 - 1 1 1 1 0 30 35 40 45 150 CQA

Develop and issue citizen service delivery charter to MDAs

Citizen service delivery charter

Citizen service delivery charter

1 - 1 - - - 0 20 - - - 20 CQA

MDAs customize their service charters to align to the citizen delivery charter issued by the Commission

Service charters aligned to citizen delivery charter

No. of MDAs with reviewed service delivery charter

300 - 150 150 - - 0 20 25 - - 45 CQA

Monitor compliance with citizen service delivery standards

Compliance Report No. of MDAs monitored on service delivery charter

300 - 300 300 300 300 0 15 20 25 30 90 CQA

Develop and implement grievance management procedure

Grievance management procedure manual

Grievance management procedure manual developed

1 1 - - 1 - 5 7 12 HRM&D

Report on grievances received and resolved

1 - 1 1 1 1 0 5 8 10 12 35 HRM&D

Conduct annual evaluation surveys to establish citizens satisfaction levels

Evaluation report Citizen Satisfaction index (%)

100 - 100 100 100 100 - 100 100 100 100 400 CQA

Total 343 337 354 367 416 1817

35

Thematic Area 3: Human Resource Management & Development Key Result Area 2: Efficient and Effective Human Resource Strategic Objective 2.1: Improving Human Resource Management Practices Expected Outcome: Competent, Motivated and Productive Human Resource Outcome Indicator: Improved employee satisfaction index and improved performance levels

Strategy Activity Expected Output Output Indicators

Target for 5 Yrs

Target Budget (Ksh. Mn) Total Responsibility

2019

/20

2020

/21

2021

/22

2022

/23

2023

/24

2019

/20

2020

/21

2021

/22

2022

/23

2023

/24

Enhance Talent Management and Youth Employment

Develop and implement talent management programmes

Talent management programmes implemented

No. of talent management programmes implemented

10 2 2 2 2 2 30 35 40 45 50 200 HRM&D

Undertake coaching and mentoring programmes for the youth

Youth coached and mentored

No. of youth coached and mentored

50,000 10,000 10,000 10,000 10,000 10,000 10 15 20 25 30 100 HRM&D

Review Internship Policy

Internship Policy Internship Policy developed and implemented

1 1 - - 1 - 30 - - 30 - 60 HRM&D

Implement internship programme

Youths placed on internship, apprenticeship and on industrial attachments

No. of Youth recruited for internship, apprenticeship and on industrial attachments

20 22 23 30 30 125 HRM&D

Stipends for Interns recruited

50,000 10,000 10,000 10,000 10,000 10,000 3000 3000 3000 3000 3000 15000 HRM&D

Strengthen Public Private Partnerships

No. of partnership programmes with private sector

10 2 2 2 2 2 3 5 8 9 11 36 HRM&D

Organize Annual Public Service Career week at the county level

Forums held and youth sensitized

No. of forums held

100 - 25

25

25

25

- 20 25 30 35 110 HRM&D

No. of Youths sensitized

40,000 - 10,000 10,000 10,000 10,000 - 20 30 35 40 125 HRM&D

Policy on volunteer services

Policy developed

1 1 - - 1 - 30 - - 30 - 60 HRM&D

36

Strategy Activity Expected Output Output Indicators

Target for 5 Yrs

Target Budget (Ksh. Mn) Total Responsibility

2019

/20

2020

/21

2021

/22

2022

/23

2023

/24

2019

/20

2020

/21

2021

/22

2022

/23

2023

/24

Develop and implement policy on volunteer services

Volunteers engaged in public service delivery

No. of Volunteers engaged

50000 10,000 10,000 10,000 10,000 10,000 15 20 25 30 30 120 HRM&D

Honoraria for Volunteers engaged

50000 10,000 10,000 10,000 10,000 10,000 1200 1200 1200 1200 1200 6000 HRM&D

Develop/review human resource management strategy

Develop a human resource master plan

HR Master Plan % of HR Master Plan developed

1 30 30 40 40 50 50 - - 140 HRM&D

Develop/review human resource policies, guidelines and instruments

Human Resource policies, guidelines and instruments

No. of policies developed/ reviewed

20 4 4 4 4 4 16 16 16 16 16 80 HRM&D

Review the delegation instruments

Delegation instruments

Delegation instruments

1 1 - - 1 - 5 - - 5 - 10 HRM&D

Capacity building and technical support to MDAs at national and county governments on HR matters

Reports on MDAs and County government supported

No. of MDAs and county government supported

95 95 95 95 95 95 100 105 110 115 120 550 HRM&D

Develop human resource in the public service

Undertake competency and skills audit

Competency and skills audit report

No. of competency and skills gaps identified

1 1 1 1 1 1 5 8 10 12 15 50 HRM&D

Develop, issue and implement annual training policy statement

Training policy statement

Schedule of officers trained in areas of focus

1 1 1 1 1 1 2 2 2 2 2 10 HRM&D

Capacity building for frontline service providers in the public service at county level

Frontline service providers trained at county level

No. frontline service providers trained

50000 10,000 10000 10,000 10,000 10,000 100 105 110 115 120 550 HRM&D

Develop a framework for training impact assessment

Framework for training impact assessment

Framework for undertaking training impact assessment

1 1 - - - - 12 - - - - 12 HRM&D

37

Strategy Activity Expected Output Output Indicators

Target for 5 Yrs

Target Budget (Ksh. Mn) Total Responsibility

2019

/20

2020

/21

2021

/22

2022

/23

2023

/24

2019

/20

2020

/21

2021

/22

2022

/23

2023

/24

Undertake training impact assessment of learning and training programmes for public officers

Training impact assessment report

No. of training programmes assessed

30 6 6 6 6 6 20 22 23 25 25 115 HRM&D

Review qualifications of established offices

Public service qualifications framework

% Public service qualifications framework developed

100 20 20 20 20 20 18 18 18 18 18 90 HRM&D

Review training policy of the public service

Reviewed training policy of the public service

Training policy 1 1 - - 1 - 10 - - 10 - 20 HRM&D

Monitor and evaluate implementation of training policy

M&E report for the training policy

% of compliance with training policy

100 100 100 100 100 100 5 5 5 5 5 25 HRM&D

Public Service Culture and Attitudinal Change

Conduct Change Management programmes to instil public service culture

Attitudinal change

Citizen public

service

perception

index (%)

100 100 100 100 100 100 510 510 510 510 510 2,550 HRM&D

Collaborate with KSG to undertake e-learning training platforms

e-learning training platform

No. of e-learning programmes

30 6 6 6 6 6 50 50 50 50 50 250 HRM&D

Induction programmes for the public service

Induction programmes

No. of officers inducted

25000 5,000 5000 5000 5000 5000 256 256 256 256 256 1,280 HRM&D

Review the recruitment and selection strategy

Review and implement the recruitment and selection process

Reviewed R&S process

Reviewed R&S process

1 1 - 1 - - 5 - 5 - - 10 R&S

38

Strategy Activity Expected Output Output Indicators

Target for 5 Yrs

Target Budget (Ksh. Mn) Total Responsibility

2019

/20

2020

/21

2021

/22

2022

/23

2023

/24

2019

/20

2020

/21

2021

/22

2022

/23

2023

/24

Develop and implement competency assessment tests

Competency Assessment Tests (CATs)

% of candidates assessed through CATs

100 - 100 100 100 100 - 40 20 25 30 115 R&S

Identify, review and implement strategies for recruitment of PWDs, minority and marginalized groups

Strategies for recruitment of PWDs, minority and marginalized groups

% increase in appointment of PWDs, minority and marginalized groups

5 5 5 5 5 5 2 5 10 12 15 44 R&S

Review and implement the formula for availing proportionate employment opportunities in the civil service

formula reviewed formula reviewed

1 1 - - - 1 10 - - - 10 20 R&S

Technical support for recruitment of TVET programmes

Technical support Technical support report

5 1 1 1 1 1 50 50 50 50 50 250 R&S

Develop and implement recruitment guidelines for public universities

Recruitment guidelines for public universities

Recruitment guidelines developed

1 1 - 1 - - 10 - 10 - 20 R&S

Recruitment of Senior Management for Universities

Appointment of senior university staff

No. of senior staff appointed

56 10 10 12 12 12 20 25 30 35 40 150 R&S

Promote inclusivity Advertise PSC positions through print and electronic media channels as well through

Positions advertised and reports on appointments publicized

No. of media channels used

5 5 5 5 5 5 100 100 100 100 100 500 R&S

Quarterly reports

20 4 4 4 4 4 2 2 2 2 2 10 R&S

39

Strategy Activity Expected Output Output Indicators

Target for 5 Yrs

Target Budget (Ksh. Mn) Total Responsibility

2019

/20

2020

/21

2021

/22

2022

/23

2023

/24

2019

/20

2020

/21

2021

/22

2022

/23

2023

/24

government administrative units

Develop a career and succession management strategy for public service

Develop and implement a succession management policy and plan

Succession management policy and plan cascaded and implemented

Succession management policy and plan

1 1 - 1 - - 10 - 10 - - 20 HRM&D EMCS

Develop and implement career progression policy and guidelines

Career progression policy and guidelines

Career progression policy and guidelines

1 1 - - 1 - 10 - - 10 - 20 HRM&D EMCS

Develop/Review and implement competency framework

Competence framework developed and MDAs sensitized

No of MDAs sensitized

300 60 60 60 60 60 10 12 14 16 18 70 HRM&D EMCS

Review and implement terms and conditions of service

Implementation of the job evaluation report

Job evaluation recommendations implemented

Job evaluation implementation Report

1 1 1 1 1 1 10 10 10 10 10 50 HRM&D

Review and implement the framework for development of terms and conditions of service and compensation levels

Reviewed Framework for development of terms and conditions of service and compensation levels

Reviewed framework

1 1 - - 1 - 15 - - 15 - 30 HRM&D

Review and implement framework for engagement with employees, trade unions and professional bodies

Framework for engagement with trade unions and professional bodies

No. of engagements forums

10 2 2 2 2 2 60 50 50 50 50 260 HRM&D

Establish linkages and exchange programmes with international institutions

International institutions engagement

No of international institutions engaged

10 2 2 2 2 2 100 100 100 100 100 500 HRM&D

40

Strategy Activity Expected Output Output Indicators

Target for 5 Yrs

Target Budget (Ksh. Mn) Total Responsibility

2019

/20

2020

/21

2021

/22

2022

/23

2023

/24

2019

/20

2020

/21

2021

/22

2022

/23

2023

/24

Ensure effective and fair disciplinary control and management

Review and implement the discipline manual and align to Article 47 of the Constitution, the Fair Administrative Action Act and Public Service Commission Act

Discipline manual reviewed

Discipline manual reviewed

1 1 - - 1 5 - - 5 - 10 HRM&D

Determination of Appeals and Reviews

Discipline and appeal cases determined

% of appeals cases determined

100 100 100 100 100 100 80 80 80 80 80 400 HRM&D

Totals 5986 5958 6022 6113 6068 30147 Thematic Area 4: Good Governance, Constitutionalism and Compliance with the Rule of Law Key Result Area 3: Good Governance Practices in the Public Service Strategic Objective 3.1: Promote Constitutionalism, Values and Principles Expected Outcome: Ethical and Value Based Public Service Outcome Indicator: Increased Values Compliance index

Strategy Activity Expected Output Output Indicators Target for 5 Yrs

Target Budget (Ksh. Mn) Total Responsibility

2019

/20

2020

/21

2021

/22

2022

/23

2023

/24

2019

/20

2020

/21

2021

/22

2022

/23

2023

/24

Promote Good Governance, Ethics and Integrity

Promote constitutional values and principles

Promotional programmes developed and implemented

No of Programmes developed and implemented

40 8 8 8 8 8 400 400 400 400 400 2000 CQA

Evaluate compliance with the national and public

Annual values report

Compliance index (%)

100 100 100 100 100 100 100 100 100 100 100 500 CQA

41

Strategy Activity Expected Output Output Indicators Target for 5 Yrs

Target Budget (Ksh. Mn) Total Responsibility

2019

/20

2020

/21

2021

/22

2022

/23

2023

/24

2019

/20

2020

/21

2021

/22

2022

/23

2023

/24

service values and principles Administer financial Disclosures to officers in the service

600 link persons from 300 MDAs trained on administrative procedures for financial disclosures

No. of link persons trained

3000 600 600 600 600 600 10 15 20 25 30 100 CQA

Automate the financial disclosure system

Online declaration system for financial disclosures

% increase in the number of officers making declarations through the online platform

1 1 1 1 1 1 100 10 10 10 40 170 CQA

Establishment of a digital records management system for financial disclosure records

Digital document management system for financial disclosures in place

% of records digitized and stored in the digital registry

100 100 100 100 100 100 50 20 5 5 10 90 CQA

Develop capacity in 300 MDAs on use of the online declaration system

7500 officers trained on online financial disclosure system

No. of officers trained

7500 1500 1500 1500 1500 1500 20 20 20 20 20 100 CQA

Develop public service ethics user guidelines on application of the public service code of conduct and ethics at the workplace

Approved public service ethics user guidelines

No. of dissemination forums held

2 - 1 0 0 1 - 10 - 10 - 20 CQA

Train 600 integrity officers on the user guidelines on implementation of the public service code of conduct and ethics

600 link persons trained on user manual on Code of Conduct and Ethics

No. of link officers trained

3000 600 600 600 600 600 8 10 12 14 16 60 CQA

42

Strategy Activity Expected Output Output Indicators Target for 5 Yrs

Target Budget (Ksh. Mn) Total Responsibility

2019

/20

2020

/21

2021

/22

2022

/23

2023

/24

2019

/20

2020

/21

2021

/22

2022

/23

2023

/24

Monitor and evaluate compliance with the code of conduct and ethics and financial disclosures under delegated authority

Approved compliance reports

No. of MDAs 300 300 300 300 300 300 10 12 13 15 20 70 CQA

Review and implement the framework for implementation of values and principles in Articles 10 and 232 of the Constitution

Reviewed and implemented framework

Reviewed framework

1 - - 1 - - - - 40 - - 40 CQA

Conduct impact evaluation of values and principles

Impact evaluation report

Values index (%) 100 - - - 100 - - - - 150 - 150 CQA

Promote Compliance with regulations, guidelines and Commission’s decisions

Develop compliance audits framework

Compliance audits framework

Compliance audits framework

1 - 1 - - - 20 - - - 20 CQA

Undertake Compliance Audits

Reports % increase in compliance levels

100 100 100 100 100 100 60 60 60 60 60 300 CQA

Monitoring and Evaluation of the discharge of Commission function

Monitoring and Evaluation reports

% increase in compliance levels

100 100 100 100 100 100 200 200 200 200 200 1,000 CQA

Review of the Legal and Regulatory Framework

Laws and regulations

No of laws and regulations reviewed

19 7 3 3 3 3 130 70 70 70 70 410 CQA

Total 1088 947 950 1079 966 5030

43

Thematic Area 5: Enhanced Capacity to Deliver on the Commission’s Mandate Key Result Area 4: Organization Capacity to Deliver on its Mandate Strategic Objective 4.1: Build Commission’s Internal Capacity Expected Outcome: Enhanced Capacity Outcome Indicator: Employee Satisfaction Index

Strategy Activity Expected Output Output Indicators

Target for 5 Yrs

Target Budget (Ksh. Mn) Total Responsibility

2019

/20

2020

/21

2021

/22

2022

/23

2023

/24

2019

/20

2020

/21

2021

/22

2022

/23

2023

/24

Strengthen the Commission’s Capacity to deliver on its Mandate

Enhance the human resource capacity

Improved Performance

No. of additional staff hired and deployed

183 64 30 30 30 29 192 282 372 462 552 1,860 Corporate Service-HRM/Adm

P.E for existing staff

228 228 228 228 228 228 626 645 664 684 704 3,323 HRM/Adm

No. of Staff welfare programmes

3 3 3 3 3 3 300 300 300 300 300 1,500 HRM/Adm

No. of staff trained

411 292 322 352 382 411 100 120 150 180 200 750 HRM/Admin

Strengthen internal control systems

Effective internal controls systems

compliance levels

% Audit recommendations implemented

100 100 100 100 100 100 5 6 7 8 10 36 Internal Audit

Develop and implement a comprehensive risk management framework

Risk management framework

Risk management framework

1 1 - - 1 - 10 - - 10 - 20 Internal Audit

Develop and implement business continuity and data recovery plans

Business continuity & data recovery plans

Business continuity & data recovery plans

1 1 - 1 - 1 10 - 10 - 10 30 F&P- ICT

Undertake legal audit and implement recommendations

Legal Audit Report Compliance levels (%)

100 100 - 100 - 100 5 - 5 - 5 15 Legal Services

Strengthen Board Management Services

Reviewed Board charter

Board Charter

1

1 - - 1

- 15 - 15 - 15 45 BMS

Board management manual

Board Manual

1 - 1 - 1 - - - 5 - - 5 BMS

44

Strategy Activity Expected Output Output Indicators

Target for 5 Yrs

Target Budget (Ksh. Mn) Total Responsibility

2019

/20

2020

/21

2021

/22

2022

/23

2023

/24

2019

/20

2020

/21

2021

/22

2022

/23

2023

/24

Conduct annual board evaluation

Annual evaluation Report

% of recommendations implemented

100 100 100 100 100 100 10 10 10 10 10 50 Legal Services

Sentization on management of conflict of interest within the Commission

Conflict of interest register

Register 1 1 1 1 1 1 1 1 1 1 1 5 Legal Services

Enhance visibility and public understanding of the Commission’s mandate

Communication Strategy implemented

Customer satisfaction index

100 100 100 100 100 100 100 100 100 100 100 500 Corporate Service – Public Communication

Improve records and knowledge management

Records Management policy and system

Records Management policy and system

1 1 - - - 1 10 - - 10 20 Corporate Services-

Develop Commission’s overall strategy

Strategic Plan Strategic Plan 1 1 - 1 - - 15 - 15 - 30 F&P-Planning

Monitor, evaluate and report on the strategy implementation

M& E Reports Implementation index (%)

100 100 100 100 100 100 10 15 20 25 30 100 F&P-Planning

Performance management

Performance Contracting

Annual performance evaluation report

Performance Index (%)

100 100 100 100 100 100 10 15 20 25 30 100 F&P-Planning

Implement ISO Quality Management System

ISO Quality management system process implemented

QMS process implemented

100 20 30 30 20 - 50 55 60 65 - 230 F&P-Planning

Promote Constitutionalism

Enhance adherence to the Rule of Law

Enhanced compliance levels

Compliance levels

100 100 100 100 100 100 5 6 7 8 9 35 Corporate Services

Ensure compliance with good governance and values and principles

Values Implementation report

% increase in compliance levels

100 100 100 100 100 100 5 6 7 8 9 35 Corporate Services

45

Strategy Activity Expected Output Output Indicators

Target for 5 Yrs

Target Budget (Ksh. Mn) Total Responsibility

2019

/20

2020

/21

2021

/22

2022

/23

2023

/24

2019

/20

2020

/21

2021

/22

2022

/23

2023

/24

Manage litigation and other legal matters

Litigation Reports

Legal opinion reports

Litigation report

Legal opinion report

1 1 1 1 1 1 20 30 35 30 30 145 Legal Services

Leverage on ICT in the operations of the Commission

Develop and Implement an ICT Strategy

ICT Strategy implementation report

Report 1 1 1 1 1 1 10 15 20 25 25 95 F&P-ICT

Automate and integrate operations and processes of the Commission

Automated processes

%. of processes automated and integrated

30 30 - - - - 60 - - - - 60 F&P- ICT

% of automated process maintained

100 - 100 100 100 100 - 30 20 20 20 90 F&P- ICT

Digitization of Commission records and information

Digitized records and information

% of records digitized

100 20 30 30 20 - 100 50 50 50 - 250 F&P-ICT

Modernize ICT Infrastructure

Modern ICT Infrastructure

E-readiness index (%)

100 100 100 100 100 100 50 30 25 25 25 155 F&P-ICT

Enhance Commission Information Security

Data Security Level of security 100 100 100 100 100 100 50 20 20 20 20 130 F&P-ICT

Improve work environment

Acquisition of new office block

Additional office Block

Office Block 1 1 1 1 1 1 60 100 150 200 250 760 Corporate Services

Refurbishment and maintenance of Commission offices and physical facilities

Refurbished and maintained offices and physical facilities

% of offices and facilities refurbished and maintained

100 100 100 100 100 100 100 50 55 60 65 330 Corporate Services

Ensure compliance with statutory requirements for a safe, secure and healthy work place

Statutory Audit reports

Compliance levels (%)

100

100 100

100 100 100 15 15 15 15 15 75 Corporate Services

Enhance security of the Commission offices

Installed access control and surveillance systems

access control and surveillance systems installed

1 - - 1 - - - - 15 15 Corporate Services

46

Strategy Activity Expected Output Output Indicators

Target for 5 Yrs

Target Budget (Ksh. Mn) Total Responsibility

2019

/20

2020

/21

2021

/22

2022

/23

2023

/24

2019

/20

2020

/21

2021

/22

2022

/23

2023

/24

Ensure adequate provision of working tools, and equipment

Working tools, equipment and assets

Employee work environment satisfaction index (%)

100 100 100 100 100 100 45 45 45 35 35 205 Corporate Services

Develop assets management system

Assets management system

Assets valuation and inventory register

1 - 1 - - - - 15 - - - 15 Corporate Services

Resource mobilization and prudent management of resources

Develop and implement a resource mobilization strategy for the Commission

Resource Mobilization Strategy implementation reports

Resource Mobilization Strategy developed

1 1 - 1 - - 10 - 10 - - 20 Finance & Planning

Develop and implement prudent financial management strategies

Financial Management Strategies

Implementation reports

Compliance levels (%)

100 100 100 100 100 100 5 5 5 5 5 25 Finance & Planning

Develop and implement procurement procedure manual

Procurement procedure manual

Procurement procedure manual developed

1 1 - - 1 5 - - 5 - 10 Procurement

Decentralization of PSC services

Decentralized services

Field outreach programmes

Report on Decentralized services

1 1 1 1 1 1 100 100 100 100 100 500 PM&PSDI R&S CQA HRM&D

Total 2109 2066 2333 2486 2575 11569 Grand Total 9788 9510 9974 10375 10380 50027

47

CHAPTER SIX

MONITORING AND EVALUATION FRAMEWORK

6.1 Introduction

This chapter presents the monitoring and evaluation framework of the Strategic Plan. The

framework sets out the monitoring and evaluation objectives, methodology for data collection and

processing, evaluation and reporting.

6.2 Objectives of the M&E Framework

The objective of the M&E framework is to enable tracking of strategy implementation process in

the plan period. This includes:

i) development of annual strategy implementation work plans;

ii) signing of performance agreements;

iii) implement the annual work plans;

iv) monitor and report quarterly the implementation of the annual work plans;

v) take corrective actions on deviations in the strategy implementation;

vi) undertake annual evaluation and report on the implementation of the strategy;

vii) publish and publicize the findings and recommendations;

viii) implement the recommendations of the report; and

ix) administer the rewards and sanctions.

6.3 Data Collection, Processing and Analysis

Monitoring, evaluation and reporting of the Strategic Plan will involve systematic and continuous

process of collecting and analysing information based on performance indicators, targets and

feedback reports from Directorates, Divisions and Units. This information will be captured and

reported through monthly, quarterly and annual reports.

6.4 Strategic Plan Evaluation and Reporting

The Commission will carry out an annual, mid-term and end-term evaluation of its Strategic Plan.

Monitoring and Evaluation mechanisms will be institutionalized by establishing a Commission’s

M&E Committee, consisting of all heads of directorates and divisions. The Committee will meet

quarterly to review the progress of implementation of the plan. Planning Division will coordinate

collection of M&E data on the implementation of the strategic plan, analyse and report. The results

48

of the M&E will be used to facilitate improvement of ongoing interventions and inform

Commission future plans.

6.5 Communication and Dissemination of Evaluation Reports

The evaluation reports will be published and publicized in accordance with the communication

strategy. Fora such as Commission Board meetings, Senior Staff Management meetings,

workshops, seminars and conferences will be used to share evaluation findings and

recommendations.

6.6 Administration of Rewards and Sanctions

Exemplary performance will be recognized and rewarded in accordance with the Public Service

Rewards and Sanctions Policy.