COUNTY ICT ROADMAP 2015 - 2020icta.go.ke/pdf/15.pdf · 1.1.2 Mission 11 1.1.3 Core Values 11 1.1.4...

Kisii County Government ICT Roadmap 2015-2020

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

through the use of ICTies’

OCTOBER 2015

KISII COUNTY GOVERNMENT

COUNTY ICT ROADMAP2015 - 2020


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SIGN-OFFANDAPPROVALSProject:CountyICTRoadmapSign-offfor:CountyICTRoadMap–PopularVersionCounty:KISIISign-Off:

______________________ Accepted

______________________ AcceptedwithModifications

______________________ NotAccepted Signature:

AcceptedDate1/9/15

Name(Capitals): JOHNN.LIBOYIPosition: CEO&GroupTeamLeader,

IPAConsultants

Signature: ______________________

Date_____________Name(Capitals): ______________________Position: ………………………

InchargeofICT Signature: ______________________

Date_____________Name(Capitals): ______________________Position: Governor Signature: ______________________

Date_____________Name: ______________________Position: ProjectManager,ICTA

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SIGN-OFFANDAPPROVALSProject:CountyICTRoadmapSign-offfor:CountyICTRoadMap–PopularVersionCounty:KISIISign-Off:

______________________ Accepted

______________________ AcceptedwithModifications

______________________ NotAccepted

Signature:

AcceptedDate1/9/15

Name(Capitals): JOHNN.LIBOYIPosition: CEO&GroupTeamLeader,

IPAConsultants

Signature: ______________________

Date_____________Name(Capitals): ______________________Position: ………………………

InchargeofICT Signature: ______________________

Date_____________Name(Capitals): ______________________Position: Governor Signature: ______________________

Date_____________Name: ______________________

Position: ProjectManager,ICTA

SIGN-OFF AND APPROVALS


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ACKNOWLEDGEMENT

While submitting the ICT Road Map, IPA Consultants take this opportunity to thank all stakeholders for the cooperation extended, timely inputs provided and hospitality extended, during the various stages of our assignment. We would specifically like to thank the CECM for Finance, Economic Planning and ICT, the Chief Officer in the Finance, Economic Planning and ICT department, the ICT Director, the staff of the ICT department, the Chief Officers of various Executive Committees and all stakeholders in Kisii County for making this a reality. We acknowledge that the successful completion of our assignment is largely as a result of the stakeholder’s level of commitment and involvement in understanding the purpose and importance of the assignment.

We are confident that the future of Policy formulation in Kisii County is in the hands of stakeholders who possess a sound understanding of the way forward. Most important is the clarity and unanimity that exists between the stakeholders, in recognizing the common objectives from a central viewpoint, that constitutes the prerequisite for success in achieving ICT Road Map objectives. We look forward to the opportunity of future interaction and guidance, if any is required from us by the stakeholders, as they move forward to undertake initiatives or realign projects already in progress, with the objectives of an integrated environment as per the National ICT master plan.

We are confident that Kisii County is moving ahead with a clear vision and towards attaining objectives that will not only strengthen the functioning and efficiency of each stakeholder but will further enable the stakeholders to interplay effectively to position in attaining a unique and contributing position in the competitive regional environment, wider perspectives in facilitation and important long term programmes

IPAMr. John Liboyi


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TABLE OF CONTENTS

SIGN-OFF AND APPROVALS 2ACKNOWLEDGEMENT 3TABLE OF CONTENTS 4LIST OF ABBREVIATIONS AND ACRONYMS 6BACKGROUND INFORMATION 7EXECUTIVE SUMMARY 8PART 1: INTRODUCTION AND BACKGROUND INFORMATION 10 1.1 County Strategic Direction 10 1.1.1 Vision 11 1.1.2 Mission 11 1.1.3 Core Values 11 1.1.4 Objectives 11 1.2CountyProfile 11 1.2.1 Governance Structure 11Figure 1: Kisii County governance structure 12Table 1: County Electoral Wards by Constituency 12 1.2.2 Strategic Focus Areas and Plans 13 1.2.3 County Socio-Economic Data 13 Social Economic Infra-structure 13 Population and Demographic Structure 14 Economic Drivers 14 Natural Resources 15 Location 151.3 County SWOT Analysis 15 Table 2: Kisii County SWOT Analysis 151.4 County Monitoring and Evaluation Systems 161.5 County Stakeholders Analysis 16 1.5.1 Citizens 16 1.5.2 Business Community 16 1.5.3 Civil Society 17 1.5.4 Development Partners 17PART 2: SUMMARY OF CURRENT STATE 182.1 Current State of ICT in the County 18 2.1.1 County ICT Structure 18 2.1.2 Current ICT Direction 18 2.1.3 County ICT SWOT Analysis 18 Table 3: County ICT SWOT Analysis 19 2.1.4 Current County Integration to National ICT Master Plan 19 2.1.5 Current State of ICT in the County 19 Table 4: Summary of Current ICT State 212.2 Current State of County Maturity – COBIT 21


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Figure 2: Current State spider chart 22 2.2.1. The Current State 22 Table 5: Underperforming processes with respect to COBITframework 24 2.3 Financial Policy and Strategy for ICT 25 2.3.1 Budget for ICT 25PART 3: SUMMARY OF DESIRED END STATE 263.1 Desired End State Description 26 Table 6: Detailed Gap Analysis and Desired End State description per thematic area 273.2 COBITGap Analysis 27 Figure 3: Desired State spider chart 273.3 COBITGap Analysis, Benchmark and Desired state 28 Table 7: Kisii County Gap Analysis Summary 283.1 Financial Policy and Strategy for ICT 29PART 4: ICT VISION ROADMAP AND ICT MATURITY 304.1 Connected County 30 Table 8: Key Projects in Connected County theme 314.2 Citizen Satisfaction 32 Table 9: Key projects in the Citizen Satisfaction theme 32 Table 9: Key projects in the Citizen Satisfaction theme 324.3 Connected Citizen 32 Table 10: Key Projects in Connected Citizen theme 334.4. Connected Legislator 33 Table 11: Key projects in the Connected Legislators theme 334.5. COBITImplementation 34 Figure 4: COBITimplementation Phases (source ISACA) 35PART 5: CRITICAL SUCCESS FACTORS 365.1 Vision, objectives and strategy 36 Figure 5: Critical Success factors 365.2 Laws and regulations 375.3 Organizational structure 375.4 Business process 375.5 Information technology 38 Table 12: Critical success factors 39PART 6: PRIORITY PROJECTS FOR QUICK WINS 406.1 Connected County Government 406.1 Citizen Satisfaction 406.2 Connected Citizen 406.3 Connected Legislator 416.4 COBITImplementation 41


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ACE Adult Continuing EducationCBOs Community Based OrganizationsCDF Constituency Development FundCDTF Community Development Trust FundCIDP County Integrated Development PlanCSFs Critical Success FactorsDBMS Database Management SystemESP Economic Stimulus ProgrammeGDP Gross Domestic ProductICT Information Communication technologyIFMIS Integrated Financial management Information SystemIPPD Integrated Personnel & Payroll DatabaseISO/IEC International Standards Organization/ International Electro technical CommissionKIPPRA Kenya Institute of Public Policy Research and AnalysisLAIFOMS Local Authority Finance Operation Management SystemLAN Local Area networkMandE Monitoring & EvaluationMCAs Members of County assemblyNGOs Non-Governmental OrganizationsPPPs Public private PartnershipsSACCOS Savings and Credit Cooperative SocietiesSMS Short Messaging SystemTNA Training Needs AssessmentWAN Wide Area NetworkYEDF Youth Enterprise Development Fund

LIST OF ABBREVIATIONS AND ACRONYMS


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The world economy is experiencing the impact of rapid globalization, the emerging new information age and the dynamic Information and Communication Technology (ICT), which is bringing about a new global economic order to be dominated by information and knowledge-based economies.

The emerging information age is characterized by Information and Communication Technologies (ICTs), and it is having an impact on socio-economic development efforts in a number of countries as well as counties in Kenya especially those that are focused on ICT utilization and the development of ICTs. In the information age it is not possible for a County to remain competitive, even in its traditional areas of comparative advantage, without using and developing ICTs to support its developmental process.

Counties out of the capital city in Kenya are confronting new additional challenges as a result of the globalization process and the emerging new information age. Without an appropriate ICT Road Map, the counties risk worse socio-economic status, which can be mitigated by bridging the digital divide.

Having recognized and accepted the importance and role of ICTs in Kisii’s socio-economic development, and committed to minimize the digital divide, the County Government of Kisii, with the assistance and guidance of ICTA, has developed this ICT Road Map to guide her utilization and development of ICTs for socioeconomic development. To support implementation of this policy, there shall be a County Governance Planning Committee.

As part of this ICT Road Map commitment, special policy initiatives will be devoted to promoting foreign direct investment in the area of ICTs including, financial and capital investments in the local communication sector; joint venture arrangements in developing the local ICT sector; technology transfer capital investment initiatives and investments with research and development component as well as human resource development components in the area of ICT skills and other information economy related skills to aid the socio-economic development process of Kisii County

The residents of Kisii County, its development and cooperating partners and all county stakeholders need to support the County Government’s effort to promote the development and utilization of ICT.

BACKGROUND INFORMATION


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EXECUTIVE SUMMARY

Information Technology (IT) is a dynamic aspect in the society. One important part of it is the application of IT in delivering services in Government. This technological revolution enabled the introduction of new services, better and faster delivery of existing ones and cheaper and more effective communications between different agencies. Nearly all developed nations regard developing an ICT Road Map as a key strategy for ensuring their success in the 21st century.

The purpose of the consulting assignment was to create the high level plan for an ICT integrated environment in the County of Kisii to be able to create connectivity across systems and improve service delivery. This is therefore the road map that all stakeholders of the sector can adopt and keep in view while embarking on computerization initiatives in their respective spheres of activities and legal domains.

The ICT Road Map presents opportunities and challenges to transform both the operational process of government, and the nature of governance itself. It impacts on most functions in government and agencies, the private sector and civil society. In the long term, it has the potential to positively change county operations and the interaction of citizens and businesses with government. Strong leadership can support ICT programs and drive IT improvements by encouraging and promoting new projects among public servants and citizens. The degree of centralization is a key component of management because it determines the level of interaction between administrative agencies involved in IT projects.

To implement the plan successfully, it is important to have appropriate strategies. This Road Map seeks to identify some of the best practices in strategies and management development. In this report, we identify several critical factors that influence ICT development programs. It further identifies and analyzes numerous types of strategies.

Surveys and site visits provided valuable information regarding management and strategies. Creating the survey involved researching similar surveys and working with County’s staff and the Public of the County. A set of core questions were used for study interview. Survey results gave a general understanding of the status in the County. Through the survey results and site visits, it was learned that multiple entities are involved in the ICT strategic implementation process, ranging from educational institutions to government agencies. In addition, the trend is toward creating a centralized method for citizens to obtain information through state web portals and other forms of enterprise architecture. The findings show the importance of strong leadership in furthering ICT initiatives which emphasizes the importance of devising strategies.

This document proposes five key ICT focus areas geared towards addressing the County development agenda:

1. ICT Infrastructure development - especially last mile connection of the National Fibre Optic Cable for Local Area and Wide Area Network connectivity. Infrastructure development is essential in enabling the move to paperless office, access to information and devices sharing.


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2. Service Delivery Mechanisms, this is the implementation and integration of ICT systems that deliver Government Services to Citizens and improve internal Government processes and communication. Core systems in this category include an Integrated Government Administration Information System (GAIS) with functionalities such as Citizen Participation, Health Information System, Asset Management System, Human Resources Management and Paperless Office Systems. This is in line with the Kisii County Integrated Development Plan (CIDP) which recognizes the potential of ICT enabled services and innovative applications in delivery of education, healthcare, governance, financial management and agricultural research development services.

3. ICT Policy and regulation – This ICT strategy proposes the development and operationalization a Disaster Recovery plan, Information Security Policy, ICT Literacy Policy and acceptable use policy.

4. Staff training – aimed at increasing ICT literacy among the County Government Staff to enable them effectively use the proposed systems. The County CIDP identifies a number of challenges that affect the growth and uptake of ICT services such as lack of ICT instructors in youth polytechnics and low ICT skills among the population

5. COBITImplementation – to monitor and access ICT Maturity in the County Government.

To successfully implement the systems proposed in the projects in this roadmap, this roadmap proposes that the County should address a number of challenges which determine the success or failure of the ICT development agenda

1. Policy and legislation: This¬ is necessary to address concerns such as Cyber Security, Open Data, Service quality, funding and more.

2. Staff skills: Investments in continuous staff training to equip staff with skills such as customer care (so as to improve citizen experiences), ICT Literacy

3. Governance: In particular the creation of a project management unit and an ICT Governance Committee responsible for driving the ICT agenda within the County.

An implementation matrix outlining financial requirements, proposed activities and programs have been defined. It is highly recommended that the County undertakes to carry out monitoring and evaluation exercises to make sure that these activities are undertaken within the timeframe that is clearly defined.


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PART 1: INTRODUCTION AND BACKGROUND INFORMATION

The IPA team initially held an inception meeting in Kisii County on Thursday, the 9th April, 2015, with follow up meetings on 10th April, 2015. The team met and interacted with sections of the County Executive, the County employees and some stakeholders, namely the Public Service Board and the County Assembly, and subjected them to a set of data collection tools in the form of questionnaires. Information was also collected by use of personal interviews and observation of the ICT infrastructure at the County Headquarters in Kisii Town. The information gathered through these interactions was then analyzed to create the initial County e-readiness and vision report. The report formed IPA’s initial impression of the County’s current ICT state, and was enriched and improved by subsequent interactions with the county stakeholders as the project progressed, culminating in the County ICT Roadmap which clearly captures the County’s vision for development through the use of ICT.

Information and Communications Technology, both as an enabler and a sector, is central to efficient and low cost delivery of government services. With diminishing budgetary allocations to key development sectors such as education, agriculture, health and governance, there is need to rethink how government can achieve the paradox of diminishing funding and increased need for more services (both in the width and breadth). Increasingly, both public and private sector are looking at technology to underpin improved service delivery, reduce operational costs and motivate staff to think more and do more with less.

The e-Readiness report produced earlier was a result of preliminary study carried out by Information Professionals Africa on behalf of ICT Authority of Kenya and the County Government of Kisii. Preliminary findings indicated that ICT investment and benefit realization in the county remain basic. Infrastructure and connectivity is poor or nonexistent between the County Government headquarters and sub counties, and there are no shared services between departments leading to duplication of cost and effort in service delivery. Lack of an information strategy imply that the county neither has a long term view of ICT investment areas nor the actual short term and long term view of expected benefits of current ICT investment initiatives.

The County’s Integrated Development Plan (CIDP), where it is available, forms a critical component in determining the county’s overall vision, mission and general strategic direction in terms of its development agenda. It also informs the County’s governance structure and how the ICT function fits into the overall picture. Counties have the basic objective of improving the lives of the citizens by providing services to residents, businesses and visitors. In line with Vision2030, key services will revolve around the three pillars of economic, social and political engagement with the citizenry.

1.1 County Strategic Direction

Kisii County has developed a comprehensive Integrated Development Plan (CIDP) which outlines the county’s developmental strategic direction, summarized in the mission and vision as follows:


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1.1.1 Vision

To be a prosperous County with a high quality of life for its citizens.

1.1.2 Mission

To build a prosperous and peaceful county that facilitates the realization of each citizen‘s goals and aspirations through inclusive development.

1.1.3 Core Values

1. Integrity

2. Teamwork

3. Equity

4. Professionalism

5. Customer Focused

1.1.4 Objectives

1. Reduce Poverty Levels

2. Increase Literacy Levels

3. Diversify Employment Opportunities

4. Increase Life Expectancy to 55 Years by 2017

5. Promote Sustainable Development

1.2 County Profile

1.2.1 Governance Structure

The County has been organized into ten departments to respond to the demands of implementing Development Plan. Each of the ten departments has appropriate structures to devolve functions to lower levels for effective service delivery.

The figure below is an organogram of the ten departments of the county executive at the headquarters, showing the link with the county assembly through the Office of the Governor.


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Figure 1: Kisii County governance structure

Administrative and Political Units

Kisii County is divided into 9 Sub- Counties, 24 Divisions, 75 Locations and 190 Sub Locations.

Political units (Constituencies, Electoral Wards)

The nine sub-counties (constituencies) are subdivided into 45 electoral wards. The distribution of the political units is presented in the table below:

Constituency/Sub-county Headquarters Electoral Wards

South Mugirango Nyamarambe 6

Bonchari Kerina 4

Nyaribari Chache Kisii Town 6

Kitutu Chache North Marani 4

Kitutu Chache South Mosocho 5

Nyaribari Masaba Masimba 5

Bomachoge Chache Ogembo 3

Bomachoge Borabu Kenyenya 4

Bobasi Nyamache 8

Table 1: County Electoral Wards by Constituency

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Figure1:KisiiCountygovernancestructure

AdministrativeandPoliticalUnitsKisiiCountyisdividedinto9Sub-Counties,24Divisions,75Locationsand190Sub

Locations.

Politicalunits(Constituencies,ElectoralWards)Theninesub-counties(constituencies)aresubdividedinto45electoralwards.The

distributionofthepoliticalunitsispresentedinthetablebelow:

Table1:CountyElectoralWardsbyConstituency

Constituency/Sub-county Headquarters ElectoralWards

SouthMugirango Nyamarambe 6

Bonchari Kerina 4

NyaribariChache KisiiTown 6

KitutuChacheNorth Marani 4

KitutuChacheSouth Mosocho 5

NyaribariMasaba Masimba 5

BomachogeChache Ogembo 3

BomachogeBorabu Kenyenya 4

Bobasi Nyamache 8


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Bobasi constituency has the highest number of electoral wards (8) while Bomachoge Chache constituency has the least number of wards (3) respectively.

1.2.2 Strategic Focus Areas and Plans

Through consultations with various stakeholders, the county leadership has been mandated to initiate developments through programmes and projects in nine sectors, identified in the County’s CIDP as:

• Agriculture and Rural Development;

• Energy, Infrastructure and ICT;

• General Economic, Commercial and Labor Affairs;

• Education;

• Health;

• Public Administration, Stakeholder Management and International Relations;

• Social Protection, Culture and Recreation;

• Governance, Justice Law and Order;

• Environmental Protection, Water and Housing.

The programmes were identified through various sources including, Vision 2030: the first Medium Term Plan (MTP) dissemination forums; Medium Term Expenditure Framework (MTEF) consultative forums; the 2nd MTP Consultations, County public submissions from the nine Sub counties and consultations with professionals in Kisii at Gusii County Council Hall, and in Nairobi at Kenyatta International Conference Center (KICC).

1.2.3 County Socio-Economic Data

Size

It is the second smallest county in Nyanza region after Nyamira County and has an area of 1,317.5 km2.

Social Economic Infra-structure

The poverty level in the County is placed at 51 percent compared to the national poverty index which is at 43.8 percent. This level is still high given the huge resource base of the County.

Efforts to bring this level down further are needed through the improvement and strengthening of the economic and social sectors of the County.

Life expectancy in the County is estimated at 56 years compared to the National indicator of


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53 percent. The adult literacy level in the County is estimated at 71.5 percent as compared to that of the national level at 79.2 percent.

Population and Demographic Structure

Based on the 2009 Population and Housing Census, the County has an estimated population of 1,236,966 comprising 550,464 males and 601,818 females respectively.

With a growth rate of 2.0 percent, it is estimated that in 2015 the total population in the County shall have risen from 1,236,966 to 1,313,446 with an increase of 76,480. In 2017, the population is estimated at 1,367,049 comprising 660,810 males and 706,239 females.

This increase will call for an expansion of educational and health facilities. The school going population will increase by 14 per cent and 35 per cent in 2015 and 2017 respectively with girls being the majority.

The major town centres in the County are Kisii Town, Suneka, Ogembo and Tabaka. It is projected that the population of these centres will more than double within the medium term.

The total population of the major town centres was 82,587 in 2009 and was projected to reach 89,817 by 2012, and 99,262 by 2017.

Kisii Town has the largest population given that it is home for major businesses, institutions of higher learning and banks. Tabaka‘s population is expected to increase rapidly due to the soapstone mining in the area, while Suneka‘s growth is attributed to its location along the Kisii-Kisii highway, coupled with its close proximity to Kisii Town, which makes it easier for its residents to commute to work in Kisii.

The County is characterized by a hilly topography with several ridges and valleys and is endowed with several permanent rivers which flow from East to West into Lake Victoria. The County has a highland equatorial climate, and soils in the County are generally good and fertile, allowing for agricultural activities.

Economic Drivers

The adequate rainfall, coupled with moderate temperature is suitable for growing of crops, and the main economic activities revolve around the commercial growing of crops such as tea, coffee, maize, beans, finger millet, potatoes, bananas and groundnuts. Dairy farming in the County is also a major socio-economic activity. The mining of soapstone at Tabaka is an important economic activity that provides over 7,000 people with incomes.


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Natural Resources

• Soapstone

• Granite

• River Gucha Falls

• Nyangweta Forest

• Ritumbe Forest

• Ibencho Geological Site

Location

Kisii County is one of the forty seven Counties of Kenya. The County lies between latitude 00 30‘and 100 South and longitude 340 38‘and 350 East. It shares common borders with Nyamira County to the North East, Narok County to the South and Homabay and Kisii Counties to the West.

1.3 County SWOT Analysis

In evaluating the factors, both internal and external, that are favorable and unfavorable in influencing the achievement of the county’s strategic objectives a SWOT analysis matrix based on the county’s CIDP and responses from the questionnaires submitted to the county officers as illustrated in the table below was drawn.

COUNTY STRENGTHS COUNTY WEAKNESSES

• Good Agricultural Soils and Climate

• Abundant Skilled manpower

• Diaspora Remittances

• Existence of a large number of Financial and Micro-financial institutions

• Poor and Inadequate Infrastructure Network

• High Unemployment Rate

• Declining Land Size

• Inadequate Funding of Projects

• Lack of Transparency and Poor Management of Devolved Funds

• Low-tech Levels of Production and Agriculture

County Opportunities County Threats

• High Population

• Existence of Devolved Funds

• Existence of Fiber Optic Technology

• Population Pressure

• High Unemployment Rate

• High HIV/AIDS Prevalence

• High Poverty Levels

• Climate Change leading to Unpredictable Rainfall Patterns

Table 2: Kisii County SWOT Analysis


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1.4 County Monitoring and Evaluation Systems

By involving the community and stakeholders in participatory ways of taking stock and evaluating the achievements and challenges of implemented projects

Each County Executive Committee shall designs a performance management plan to evaluate performance of the county public service and the implementation of county policies. The plans provide for, among other things:

1. Objective, measurable and time bound performance indicators;

2. Linkage to mandates;

3. Annual performance reports;

4. Citizen participation in the evaluation of the performance of county government; and

5. Public sharing of performance progress reports.

The Governor submits the annual performance reports of the County Executive Committees and the County Public Service to the County Assembly for consideration. The performance management plan and reports are public documents.

1.5 County Stakeholders Analysis

The purpose of stake-holder analysis is to assess which individuals or groups are likely to support, resist, or remain neutral during project implementation. It will be useful to look at the way stakeholders respond the way they do and how they may be influenced to ensure a response most favorable to achieving project goals.

Key stakeholders in governance and service provision for the county include, but are not limited to the following outlined groups.

1.5.1 Citizens

This comprises the general public as consumers of services. The county citizens provide human, material and financial resources. They participate in project activities, ensuring ownership, accountability and sustainability of projects and programs. The citizens also engage in conservation, compliance and social audit.

1.5.2 Business Community

These are local and foreign entrepreneurs and investors providing goods and services. Good examples are financial and micro-finance institutions. They ensure mobilization of resources and provision of markets.


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1.5.3 Civil Society

These include Community Based Organizations, Pressure Groups, etc. They represent community interests and advocate for responsive policies and programs. They are also involved in the mobilization of resources for the benefit of the communities.

1.5.4 Development Partners

These include Donor Agencies, NGO’s, International Finance Institutions, Research Institutions, etc. They provide financial and technical support including implementation and M&E of projects and complement the county government in implementation of development projects and programs.


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PART 2: SUMMARY OF CURRENT STATE

2.1 Current State of ICT in the County

2.1.1 County ICT Structure

The ICT department in the County falls under the Finance, Economic Planning and ICT committee, headed by the CEC Member. The head of ICT in the department is the Director of IT, who reports to the Chief Officer IT. The ICT section has several staff members

There are a total of 27 IT personnel at the County Headquarters devoted to specific functions such as Application Development and Maintenance, Database Administration, Security Administration, Network Administration, Help Desk and PC Support and Training.

2.1.2 Current ICT Direction

Strategies Plans

The current plans for ICT development in the County are:

• To improve computer skills among civil servants,

• Increase accessibility to computers in the government offices;

• Improve communication links and sharing of information among departments in the sub-county and outside offices.

The plans will be achieved by training officers on use of computers and providing computers and their accessories to the offices.

Projects

The County’s CIDP envisages that the following projects will be undertaken by 2015:

• Sub Post Office Upgrading in all the Sub Counties. This will involve resource mobilization, installation of ICT facilities and diversifying services to include money transfer.

• Establishment of ICT centres in all the sub-counties in the county, with the target being at least one centre in one Sub County by 2015, training residents in order to sensitize them in the use of modern ICT technology.

• Construction and equipping of Information centres at Nyamarambe and Masimba trading centres.

2.1.3 County ICT SWOT Analysis

Following the interaction of IPA consultants with the County staff and other county stakeholders, several aspects that are crucial to ICT development and adoption were examined and an ICT SWOT analysis done. The results obtained are shown in Table


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COUNTY ICT STRENGTHS COUNTY ICT WEAKNESSES

• Political goodwill

• Availability of good equipment and infrastructure at the headquarters

• Personnel ready and willing to learn ICT

• Incomplete ICT Strategic plan

• Poor ICT structure at departments and sub-counties

• Low financing for ICT capacity building

County ICT Opportunities County ICT Threats

• National Government ICT master plan

• Increasing ICT literacy

• Availability of fiber optic cable

• Physical terrain

• Fast-changing ICT technology

• Cyber security risks

2.1.4 Current County Integration to National ICT Master Plan

The implementation of the National ICT Master Plan is ongoing. The National Fiber optic cable connectivity has reached the county and is in use. The connectivity, however, is yet to be spread to the sub-counties. Government based systems such as IFMIS, G-Pay and E-Procurement are integrated into the ICT systems in the County Headquarters and are in use. There is one Huduma Center in Kisii town, offering National Government services to the county residents. There is need to stress the necessity and importance of adhering to National standards on ICT utilization when implementing County ICT strategic plans and projects.

2.1.5 Current State of ICT in the County

State of ICT in Ministries

Most of the Departments use ICT. Except for the ministries of Agriculture and Education, the departments do not have dedicated ICT department.

ICT support, services and personnel are seconded from the County ICT headquarters. In general, the available staff is not adequate to address the ICT needs of the various departments and Sub County offices in the county. The state of LAN and WAN infrastructure between the County Headquarters and the departments, as well as Sub County offices is generally poor and needs upgrading as all departments, including those at the Sub Counties, need to make use of the National Government-based applications such as IFMIS, IPPD, E-procurement, E-purchase, etc.

The ICT infrastructure at the County Headquarters is fairly impressive. A local area network exists that connects the various offices. There is a server room where the data center is located. In-house personnel manage the Data Center, data entry, network services. External vendors manage certain functions such as Programming Support, Internet provision, Web hosting and Telephony. The National Government provides the financial applications systems support and development for applications such as IFMIS and G-Pay. There are four servers at the County HQ, while all the nine Sub County headquarters each have a HP

Table 3: County ICT SWOT Analysis


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Pro 3500 server running the IFMIS application. The offices are well equipped with desktops, laptops and printers of fairly adequate specifications. The Sub County offices are connected through a 1000mbps WAN.

Apart from communication and research activities, the Internet connection is also used to run the Parking Payment system, through the support of DTB (Diamond Trust Bank).

State of ICT in County Assembly

At the County Assembly, the ICT department suffers from low staffing – there is just one ICT staff member, seconded from the County Government. This is definitely not adequate to address the ICT needs of the County Assembly. The department uses ICT for general office usage, but suffers the following challenges:

• Management does not recognize the role of ICT in the County Assembly

• Inadequate staffing

• Low funding

ICT CURRENT STATE

Feature The Executive (HQ)

Public Service Board

Sub-Counties Ministries County Assembly

ICT Governance ICT Governance structure in place

One ICT staff seconded from HQ

ICT Support seconded from HQ

Staff seconded from Finance, Econ Planning & ICT Dept.

ICT Dept. with one staff member – seconded from HQ

Standards & Operating Procedures

Draft ICT Strategic Plan

From HQ From HQ From HQ,

Draft SP for Health Dept.

No ICT Strategic Plan

Draft ICT Policy From HQ From HQ From HQ, Draft ICT Policy for Health Dept.

No ICT Policy

LAN Available Available Limited – for Revenue System

Available, Limited

None

WAN Available N/A None-under development

None Not Available

Internet Access

Email Available Available Available Available Non-corporate

Website www.kisii.go.ke www.kisii.go.ke www.kisii.go.ke www.kisii.go.ke www.kisii.go.ke

Network equipment

Available Available Limited – for Revenue System

Available Available

ICT Literacy High ICT literacy among staff in HQ

Need ICT capacity building


Fair ICT literacy Need ICT capacity building

Enterprise Applications

No corporate database management System (DBMS)

N/A None, Relies on HQ

Relies on HQ, Health Dept. has IHRS, Kenya EMR, DHIS, E-FunSoft

Manual Support processes


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ICT CURRENT STATE

Feature The Executive (HQ) Public Service Board

Sub-Counties Ministries County Assembly

ICT Literacy High ICT literacy among staff in HQ



Fair ICT literacy Need ICT capacity building

Enterprise Applications

No corporate database management System (DBMS)

N/A None, Relies on HQ

Relies on HQ, Health Dept. has IHRS, Kenya EMR, DHIS, E-FunSoft

Manual Support processes

Hardware Equipment

Desktops

Laptops

Printers

Tablets-limited

Smart phones-limited

Desktops

Laptops

Printers

Tablets-limited

Desktops

Laptops

Printers

Desktops

Laptops

Printers

Tablets-limited


Desktops

Laptops

Printers

Tablets-limited


ICT Capacity Inadequate ICT technical staff

Four ICT Staff seconded from HQ

Seven ICT Staff seconded from HQ

Inadequate staff and equipment, One ICT Staff for each ministry from HQ

Inadequate staff and equipment

Data Centre facility

Data Centre (NOC) Available

Relies on the HQ NOC

None Relies on HQ NOC

None

Application Portfolio

IFMIS, C-IFMIS

IPPD, E-Procurement, G-Pay, LAI Forms

Relies on the HQs

Relies on the HQ Relies on the HQ None

Table 4: Summary of Current ICT State

2.2 Current State of County Maturity – COBIT

ICTs can be used as a tool to facilitate efficient delivery of services, improve accountability and transparency while increasing public participation in the political processes. However, successful implementation of ICTs in county governments faces many challenges and requires legislative, budgetary, technical, coordination as well as political support - without which the ICT opportunities will remain unrealized.

As a way of guiding the County through the above ICT challenges, IPA has customized and proposed an ICT Governance & Management (ICT G&M) Framework, based on the international COBITFramework . The COBITFramework consists of linkages between organizational and ICT objectives while providing a mechanism for continuous measurement and maturity of ICT processes.

These processes have been customized as the ICT Governance & Management Framework for the e-County and has the seven elements listed below:


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1. Strategy & Governance (7Processes)

2. Financial Management (3 Processes)

3. Personnel & Resource Management (3Processes)

4. Service Planning & Architecture (6 Processes)

5. Infrastructure & Operations (6 Processes)

6. Security (6 Processes)

7. Applications (3 Processes)

The County should aim to achieve Level ‘1’ status by performing the necessary activities under each listed processes. Once Level ‘1’ status is achieved, the County embarks on refining and continuously improving on the execution of these processes as it matures through Level ‘2’ and beyond.

2.2.1. The Current State

The Current State of the County performance along the seven elements of the ICT Governance & Management Framework (as noted above) is summarized in the spider chart in Figure 2 below.


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Figure 2: Current State spider chart

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Figure2:CurrentStatespiderchart

The chart in Figure2 above summarises the countyperformance along the sevendomainsoftheICTGovernance&ManagementFramework.Thisideallyshowsthematuritylevelsofthecountiesalongthesevendomains.

AccordingtotheaboveICTGovernance&ManagementFrameworkSummarychart,thefollowingfivedomainsarescoringbelowthebaselinestate:

a. Strategy&Governanceb. FinancialManagementc. Personnel&ResourceManagement d. Infrastructure&Operationse. Security

Thisisduetothecountyunderperforminginthefollowingspecificprocesseswhichscoredbelowlevel1.


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The chart in Figure 2 above summarises the county performance along the seven domains of the ICT Governance & Management Framework. This ideally shows the maturity levels of the counties along the seven domains.

According to the above ICT Governance & Management Framework Summary chart, the following five domains are scoring below the baseline state:

1. Strategy & Governance

2. Financial Management

3. Personnel & Resource Management

4. Infrastructure & Operations

5. Security

This is due to the county underperforming in the following specific processes which scored below level 1.

DOMAIN PROCESSES

Strategy & Governance PO1: Define a strategic IT plan.

PO6: Communicate management aims and direction.

PO9: Assess and manage IT risks

ME1: Monitor & Evaluate IT Performance

ME4: Provide IT governance

Financial Management DS6: Identify and Allocate Costs

Personnel & Resource Management DS7: Educate Train Users

AI4: Enable Operation & Use

Infrastructure & Operations AI6: Manage Changes

DS8: Manage Service Desk & Incidents

DS10: Manage Problems & Incidents

DS13: Manage Operations

Security ME2: Monitor& Evaluate Internal Control Adequacy

DS4: Ensure Continuous Service

DS5: Ensure System Security

DS12: Manage Facilities

Table 5: Underperforming processes with respect to COBITframework


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2.3 Financial Policy and Strategy for ICT

2.3.1 Budget for ICT

In Kisii County the ICT Budget was Kshs 161.5 million, representing 3.05% of the total budget for 2013/14. Of this, Kshs 50 million (31.0%) was spent on hardware and infrastructure, Kshs 79 million (48.9%) on purchase of ICT equipment and Kshs 6 million (3.7%) on equipment maintenance. The rest was spent on administration, software, consultancy and training.

From the findings, it is noted that the ICT budget is still low and there is need for the county to aim at increasing the budget in order move to the next level as defined by the COBITFramework. There are currently no ICT services provided by the county that attract user fees. The county does not have any SLA’s or lease arrangements with any ICT provider or supplier of services. There are, as yet, no private investors in ICT in the county.

The county should target to increase their spending on ICT to 5% of the total budget in line with the national broadband strategy. This funding will be targeted at infrastructure, software, consultancy and training needed to move Kisii County from the current state to the desired state as defined in the COBITframework.


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PART 3: SUMMARY OF DESIRED END STATE

3.1 Desired End State Description

The ideal, general state of ICT in each county can be realized in four main approaches in having a Connected County Government, addressing Citizen Satisfaction, having Connected Citizens and Connected Legislators. These themes constitute the four elements of the Roadmap highlighted as being pertinent to the attainment of the desired ICT maturity levels. Table 6 below outlines the current state, the desired end state and the projects that are designed to provide strategies and initiatives to close the gap and achieve the County’s desired state.

THEMATIC AREA DESIRED END STATE CURRENT STATE CLOSURE STRATEGY AND INITIA-TIVES

Connected County Government

This theme looks at ICT as a driver of county productivity and internal business, shared services (email, VoIP, communication, videoconferencing, collaboration, social media), project management, etc.

• Staff empowerment for efficient service delivery

• Accurate and accountable use of resources

• Efficient and effective communication network

• Enhanced use of online services

• Lack of integrated systems

• Poor interconnectivity between departments

• Poor ICT network infrastructure

• Lack of coordinated policy for ICT usage

• Update/Develop ICT Policy Documents

• Development of an Integrated ICT Network Infrastructure

• Acquisition of Adequate Hardware Infrastructure

• Establish Integrated Data Center

Citizen Satisfaction

This thematic area deals with delivery of E-government Services and ICT as a driver of County Ministries and departments, public service board up to sub- county and ward level.

• Improved and efficient service provision to citizens

• Competent ICT personnel

• Increased revenue collection

• Efficient management of educational institutions for improved learning

• Slow and inefficient service delivery

• Poor communication between county government and citizens

• Low ICT usage among citizens

• Integrated Health Management System

• County Security and Surveillance System

• Development of Digital Economy

• E-Government portal

• County trade and marketing exchange portal

• E-Agricultural Extension services and Information portal

Connected Citizen

ICT as a driver of Business and industry. This can entail the empowering of business people, youth, women and special groups, availing of data and information for trade and investment for citizens, data on business opportunities in the county, data on social economic status of the county, linkages of citizens to business or employment opportunities

• Increased network coverage throughout the county and sub counties

• Citizens empowered with timely, accurate and useful information

• Knowledge based society

• Online safety and security

• Poor network coverage in the county

• Lack of timely and accurate information on county government services

• Low ICT literacy among citizens

• County Radio &TV station

• County Information Centers/ Digital Literacy Program Centers

• Wi-Fi Resource Centers – hot spots in selected locations at County and sub County HQs

• Implement Governors Digital Talent Program


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THEMATIC AREA DESIRED END STATE CURRENT STATE CLOSURE STRATEGY AND INITIA-TIVES

Connected Legislator

This strategic theme will include strategies towards ICT being a driver of legislative assembly productivity, collaboration, communication and services to the electorate.

• Public participation in legislative process

• Fast, efficient and secure assembly proceedings

• Quick access to accurate information

• ICT literate assembly members

• Lack of citizen participation and access to legislative process

• Low ICT literacy among legislators

• Slow decision making

• Inadequate network coverage at the Assembly

• Public Participation System

• Electronic Assembly Business Management System

• ICT Proficiency Capacity Building Program for staff and all assembly members (MCAs)

• Integrated ICT Network Infrastructure at the County Assembly

Table 6: Detailed Gap Analysis and Desired End State description per thematic area

3.2 COBITGap Analysis

The desired state of the County within the next five years is automatically placed one level above its current state across all the 34 processes reduced to the seven elements. Figure 5 is a summary of the desired state of ICT Governance and Management Framework with respect to Current and Benchmark States in the County.

Figure 3: Desired State spider chart


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3.3 COBITGap Analysis, Benchmark and Desired state

Table 7 shows the gap analysis for the seven elements of the ICT Governance & Management Framework with respect to the desired state.

As stated before, the process matures from current state to desired state with one level step function. Within each level, the maturity progression can be described as Not Achieved, Partially Achieved, Largely Achieved and Fully Achieved. In our case we need all the processes to be fully achieved for the desired state. However, the maturity progressions within a given level are labelled as follows:

N – Not Achieved

P – Partially Achieved

L – Largely Achieved

F- Fully Achieved

Table 7: Kisii County Gap Analysis Summary

KISII COUNTY RESULT SUMMARY

Achieved Capability Level

Domain0

Little/No Achievement

1 Performed

2 Managed

3 Established

4 Predictable

5 Optimising

Strategy & GovernanceP P P

Financial Management

L L

Personnel & Resource Management P P

Service Planning & Architecture F P P

Infrastructure & Operations P P

Security P P P

Applications F L L

Colour Code

Current State

Desired State


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3.1 Financial Policy and Strategy for ICT

Primarily, the County Government can fund the foundational pillars through a re-focused expenditure planning model, as adopted from the Kenya National ICT Master Plan of 2014. This can be facilitated through the County budget and allocations on ICT increasing to 5% of County Government budgets; as per the international benchmark.

Secondly, counties can also leverage on funding their priorities by approaching development partners who have ICT at the top of their support lists to meet the costs of ICT related expenditure. Creation of strategic mutually-beneficial partnerships with e-ready states in sectors such as education, tourism and entrepreneurship, counties can effectively leverage these partnerships for ICT funding.

Thirdly, the County ICT Road Map can be financed through Public Private Partnerships (PPPs). ICT projects have a high risk associated with their implementation. These can be overcome by working with a partner that has demonstrated ability to deliver. One trend is to use a shared services approach to the provision of public services. The County should explore partnerships with universities and youth polytechnics to offer training and ICT literacy programmes to staff and citizens.

The introduction of user fees and special taxes to populations engaging in County-owned ICT equipment is also a type of funding for the ICT road map. Special taxes will include licenses and rates for the various entities interacting with the ICT segment. The user fees will include membership and access to public computers, internet connectivity, County ICT databases and libraries among others. This category of funding will fundamentally aid in maintenance of the equipment, and ensure accountability in the uses of the various hardware and software.

There is need to enact policies that are suitable, promote sharing of costs and liabilities while promoting sustainable work methods such as service level agreements ensuring that the County gets value in ICT investments. Open Data and Open Source Legislation will enable the County optimize existing Data (for Innovation) while open Source will lower the cost of implementing Systems.

There is need to fundraise regionally and pool resources for purposes of implementation of shared services, thus two or more counties can get together implement systems that are cross cutting and of value to all the regions concerned. A case in point is Revenue Collection Systems and Health Information Systems.

Finally, the road maps can also be funded through direct investment ventures. The creation of investor friendly environment at the national and County levels is a potent channel through which counties can realize growth in their ICT environment. The clear vision articulated in the road map would provide a viable profile through which investors can develop solid development-based inputs into the counties.


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PART 4: ICT VISION ROADMAP AND ICT MATURITY

This section deals with the Identification of projects, providing the desired outcomes and objectives that will provide gap closure and the implementation of COBITto be able achieve the level 1 of maturation process

The Kisii County ICT Roadmap has proposed several systems, legislation and policy framework that if implemented will move the County from the current state to the desired state in five years.

The summaries in Tables 8 – 12 show Kisii County’s proposed flagship projects, ranked in order implementation of priority, in the four thematic areas (Connected County Government, Connected Citizen, Citizen Satisfaction and Connected Legislator) to help bridge the ICT gap within the next five years.

4.1 Connected County

Connected County theme for ICT development looks at ICT as driver of county productivity and internal business, shared services (email, VoIP communication, videoconferencing, collaboration and social media), project management, etc. Table 8 shows Flagship Projects, Objectives and Desired Outcomes that need to be implemented towards development of the ICT roadmap for Connected County Government theme in Kisii County.


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NO FLAGSHIP PROJECTS OBJECTIVES DESIRED OUTCOMES

1 Update/Develop ICT Policy Documents

• Mobile transactions policy

• Radio and TV Frequencies

• Communications policy

• Social Media Policy

• Security policy

• Incorporate legislation to academic curriculum

• Policy on online marketing

• A central real-time management of Networks, Servers and Applications

• Procurement of cost effective Integrated Network, Systems, and Application Management Software that helps network teams to visualize their WAN links running across the departmental and sub county offices

• Integrated console for troubleshooting

• Resource sharing for efficient and cost effective utility.

• Diversify fundraising campaigns beyond the allocated county budgets utilizing the Private Public Partnerships arrangements to realize ICT investments

• Build the capacity of county technical staff in ICT skills and competencies

• Enhanced interconnectivity across departments

• Efficient and timely service delivery

• Instill professionalism and accountability in service delivery

• Inter-departmental collaboration and teamwork

• Faster decision making

• Competent ICT personnel

2 Development of an Integrated ICT Network Infrastructure

• Lobby National Broadband Connectivity, Implement last mile NOFBI to sub-counties

• Connectivity to 9 sub-counties and 45 Wards

• Connectivity to Hospitals, Schools

• Connectivity to County Information Centers

3 Development of County ERP and Business Intelligence System

• Implement e-government System across all departments, with county intranet

4 Acquisition of Adequate Hardware Infrastructure

• End User Devices

• Network Equipment

• Printing Devices

• Mobile Communication Devices

• ICT Hardware for the County Assembly

5 Establish Integrated Data Center

• With offsite data recovery center

• Specialised Equipment and Services

6 Implement Capacity Building (Change Management)

7 Integrated Automated Revenue Collection System

8 Implement/Upgrade Information Security Systems

9 • Unified Communication Systems

• Email

• Bulk SMS/USSD

• Mobile

• VoIP

• Video Conferencing

Table 8: Key Projects in Connected County theme


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1 Integrated Health Management System

Interconnecting all County Hospitals

Enhance an optimized service delivery mechanisms

Citizens to be empowered in terms of ICT knowledge and skills

Empower citizens in terms of access to business opportunities

Improved, effective and efficient service delivery to the citizens by the County Government

Improved communication between the County Government and the residents

2 County Security and Surveillance System

In 18 major towns and sub counties not having a major urban center

3 Develop Digital Economy

Online registration, online permits, whistle blower, online job applications etc.

Online County Trade and Marketing Exchange Portal

4 E-Agricultural Extension services and Information portal

5 E-Citizen Portal – (Provide interactive and transactional website)

4.3 Connected Citizen

This theme looks at ICT as a driver of business and industry. This can entail the empowering of business people, youth, women and special groups, availing of data and information for trade and investment for citizens, providing data on business opportunities in the county, data on social economic status of the county, linkages of citizens to business or employment opportunities, etc.

Table 10 shows Flagship Projects, Objectives and Desired Outcomes for Connected Citizen theme.

Table 9: Key projects in the Citizen Satisfaction theme

4.2 Citizen Satisfaction

This theme considers delivery of E-government Services and use of ICT as a driver of county ministries and departments, public service board up to sub-county and ward level. Table 9 shows Flagship Projects, Objectives and Desired Outcomes that need to be implemented towards development of the ICT roadmap for the Citizen Satisfaction theme

Table 9: Key projects in the Citizen Satisfaction theme


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1 County Radio &TV Station To create a participatory and interactive approach to the citizens of the county

To create a knowledge based society

Develop mechanisms for meaningful citizen participation and interactive relations with Citizens of the County

Sensitize Citizens on County agenda and development programs

Digital media literacy, skills and confidence online

Online Safety and security

2 County Information Centers/ Digital Literacy Program Centers

3 Wi-Fi Resource Centers – hot spots in selected locations at County and sub County HQs

4 Citizen Engagement Platforms

Bulk SMS/USSD Platforms

Web, Mobile and Social Media enabled system for citizens access and feedback

5 Implement Governors Digital Talent Program

4.4. Connected Legislator

This strategic theme will include strategies towards ICT being as a driver of legislative assembly productivity, collaboration, communication and services to the electorate. Table 11 shows Flagship Projects, Objectives and Desired Outcomes that need to be implemented towards development of the ICT roadmap for the Connected Legislator theme.

Table 10: Key Projects in Connected Citizen theme


1 Public Participation System


The county assembly must initially have an effective local area network and the appropriate physical infrastructure

Employ electronic management and digitization of bills and legislative proposals

Employ electronic voting mechanisms

Institute open standards for document sharing and management.

Increases the speed, accuracy and flexibility with which members and commit¬tees handle pending legislation.

More rapid access to the most current and authoritative versions of proposed leg¬islation

Provide a comprehensive history of the actions taken regarding a specific piece of legislation.

Make more informed voting choices.

Have a database of laws passed by the assembly

Provide the public with information they need to hold their elected officials accountable.

3 Integrated live Broadcast Technology System

• Incorporating Radio, TV, Internet and Mobile technologies

• Mobile Radio Broadcasting

4 ICT Proficiency Capacity Building Program for staff and all assembly members (MCAs)

5 Integrated ICT Network Infrastructure at the County Assembly

Table 11: Key projects in the Connected Legislators theme


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4.5. COBITImplementation

The need of ICT Governance & Management (ICT G&M) is widely recognized by top leadership and management as an essential part of enterprise or corporate governance. Information and the pervasiveness of information technology are increasingly part of every aspect of business and public life. This has added pressure to drive more value from IT investments and manage an increasing array of IT-related risk.

Increasing regulation and legislation over business and public use of information is also driving heightened awareness of the importance of a well-governed and managed ICT environment.

ISACA developed the COBITframework to help organizations implement sound governance practices for the ICT domain. Indeed, implementing good governance is almost impossible without engaging an effective ICT governance framework. COBITprovides a framework, best practices and standards to support ICT governance.

However, frameworks, best practices and standards are useful only if they are adopted and adapted effectively. There will be challenges that need to be overcome and issues that will need to be addressed if ICT Governance & Management is to be implemented successfully.

COBITImplementation provides guidance on how to do this and covers the following subjects:

• Positioning ICT G& M within an enterprise

• Taking the first steps towards improving ICT G& M

• Implementation challenges and success factors

• Enabling ICT G& M-related organisational and behavioural change

• Implementing continual improvement that includes change management and programme management

• Using COBITand its components

ISACA provides seven implementation steps to guide and facilitate the adoption of the COBITframework within organizations as shown below:


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Counties are advised to engage a qualified (certified) COBITimplementer from ISACA-KENYA Chapter (www.isaca.or.ke), to guide them through the implementation process

Figure 4: COBITimplementation Phases (source ISACA)


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PART 5: CRITICAL SUCCESS FACTORS

Soh Bong Yu , a leading Korean e-Government specialist identifies the following five major areas for ensuring successful implementation of e-Government initiatives as articulated below.

OrganizationalStructure

VisionObjectivesStrategies

Laws &Regulations

InformationTechnology

BusinessProcess

Figure 5: Critical Success factors

Source: Soh Bong Yu, “e-Government of Korea: How we have been working with it”

5.1 Vision, objectives and strategy

A long-term plan with a clearly articulated vision and strategy is vital to the implementation of e-government. A quick fix or piecemeal approach will not work. The more effective approach is to think big and have a big picture (top-down design), but to start small and prioritize tasks (bottom-up) during the implementation process. The County Vision must therefore be available, with the ICT County Vision clearly aligned accordingly. In sum, successful e-government initiatives require:

• A clear vision by the leaders

• Strong support from citizens

• Sustainable ICT Agenda setting


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5.2 Laws and regulations

Soh Bong Yu says that it is important to plan for sufficient time and effort for legislative changes that may be required to support the implementation of new processes. The following laws need to be in place for e-government initiatives to succeed:

• Laws on privacy and related issues such as the Data Protection Act.

• Laws related to changes in business processes and information systems such as the e-Transaction Act.

• Laws & Regulations regarding the government information technology Architecture and Data Centers

5.3 Organizational structure

The effort required in change management should not be underestimated. Soh Bong Yu emphasizes that the organizational restructuring required to correspond to e-Government initiatives will typically take up between 30 and 50 per cent of total change management effort. Change in organization structures must therefore be well planned and implemented in a systematic manner. The following are important in successfully effecting organizational change:

Strong leadership with commitment

Planning – IT management and change management

Budget preparation and budget execution

Coordination and collaboration

Monitoring and performance measurements

Government-private sector-citizen partnership

5.4 Business process

The existing way of doing county business may not necessarily be the most appropriate or effective. One of the tools to do business process innovation is Business Process Reengineering (BPR).BPR involves redesigning the work flow within or between department levels to increase process efficiency (i.e. to eliminate inefficiency in the work process). Counties should have a major review of existing processes with a view to re-defining them in order to leverage on ICTs.


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5.5 Information technology

Information technology changes rapidly. Soh Bong Yu identifies the following factors to consider when choosing technology and vendors are:

1. Level of application technologies required

2. Network infrastructure

3. Interoperability

4. Standardization

5. Technical and human resource capabilities

More specifically, the following factors will drive the implementation and achievement of success the identified ICT transformation projects:

1. Good working relationship between the Executive, The County Assembly and Public Service Board

2. Top leadership and management support. Political goodwill and top management buy in is the key to success of the ICT Master plan since financial investments and the right competencies can only be achieved from the top. Top leadership and management are critical both at the planning and implementation phases of the road map development.

3. Establishment of a Project Management Office / Team. This office or team will be responsible for all aspects of the ICT Projects.

4. A Change Management and Capacity Building: Continuous Communication, Capacity building and team development plan is critical to the successful implementation of the ICT roadmap. A change management and capacity building plan must be developed and focus on staff skills and capacity and managing culture and group dynamics. An external and internal communication strategy must be developed and change agents and champions identified and incorporated in the plan.

5. User trainings and continuous testing to ensure users are capable of using the technologies. These trainings must focus on both internal users as well as external users of the new ICT technologies and services.

6. System Integration and projects sequencing: it is critical that projects are rightly sequenced and systems are implemented in an integrated manner to allow for seamless operations. An appropriate project implementation plan must be put in place and followed to ensure projects are prioritized on the basis of sequencing first followed by impact and costs.

7. Periodic performance monitoring, evaluation, reporting and reviews and taking appropriate corrective actions. An appropriate project management application and monitoring and evaluation staff are a must.


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8. Managing people’s expectations, maintaining clarity and focus of the projects and ensuring deliverables are realistic.

9. The right organizational structure to support the ICT Strategy and ensuring right leadership and governance of the project.

10. Adequate Financing of the projects. An appropriate investment and financing strategy must be put in place and implemented to ensure the County can obtain finances from diversified sources and partners.

Table 12 below summarizes the critical success factors necessary for successful implementation, use and optimization of the solutions proposed in the previous sections

FACTORS DESCRIPTION

Vision, Objectives and Strategy

Develop a long-term plan with a clearly articulated vision and strategy and move away from quick fix or piecemeal approach

Use top-down design but to start small and prioritize tasks (bottom-up) during the implementation process.

The County Vision must be available, with the ICT County Vision clearly aligned with County Development Plans

In summary, there is need for:

• A clear vision by the leaders

• Strong support from citizens

• Sustainable ICT Agenda setting

Legislation and Policy

Plan for sufficient time and effort for legislative changes that may be required to support the implementation of new processes.

Laws on privacy and related issues such as the Data Protection Act. Other laws include e-Transaction Act, ICT Policies

Organization Structure and Governance

Restructuring the County Organizational arrangements to make it correspond to e-Government

Including Change Management programme Implementation

Strong leadership with commitment to ICT

Appointment of ICT Governance Committees

Business Process Redesign

Use Business Process Re-engineering to Redesigning the work flow within or between department levels to increase process efficiency

The County should have a major review of existing processes with a view to re-defining them in order to leverage on ICTs.

ICT Infrastructure Development of integrated ICT infrastructure that support or forms the base of other systems

ICT Procurement Rapid Change in Information technology demands that the County Considers the following

Reduce ICT Procurement Delays

Move from owning ICT capital

Equipment to leasing / outsourcing

Prioritizing shared Services

Standardization

Focus on Technical and human resource capabilities

Table 12: Critical success factors


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PART 6: PRIORITY PROJECTS FOR QUICK WINS

The projects outlined below are to be undertaken within a time period of six months to one year and represent the road map quick wins for the county. The Tables 13 -16 indicate the proposed budgets and proposed sources of funding, as well as the expected time of completion for each quick-win project. Training for the implementation of the ICT Governance and Management Framework under COBITwill a maximum of 2 months.

6.1 Connected County Government

Table 13: Connected County quick win projects

No Project Budget (Ksh) Source of Funding Start Date Timeframe

1

Update/Develop ICT Policy Documents

Mobile transactions policy

Radio and TV Frequencies

Communications policy

Social Media Policy

Security policy

Incorporate legislation to academic curriculum

Policy on online marketing

6 millionCounty Budget

Development Partners

12th October 2015

1 yr.

TOTAL 6 million

6.1 Citizen SatisfactionTable 14: Citizen Satisfaction quick win projects

No Projects Budget Source of Funding Start Date Timeframe

1

Develop Digital Economy

· Online registration, online permits, whistle blower, online job applications etc.

· Online County Trade and Marketing Exchange Portal

10 millionCounty Budget Development Partners

12th January 2016

1 yr.

2E-Agricultural Extension services and Information portal


12th October 2015

1 yr.

TOTAL 83 million

6.2 Connected Citizen


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Table 15: Connected Citizen quick win projects

No Projects Budget Source of Funding Start Date Timeframe

3Wi-Fi Resource Centers – hot spots in selected locations at County and sub County HQs

30 million

County Budget

Development Partners

12th July 2016 1 yr.

TOTAL 30 million

6.3 Connected Legislator

Table 16: Connected Legislators quick win projects

No Project Budget Source of Funding

Start Date

Timeframe

1

Public Participation System



12th April 2016

6 months

4

Integrated ICT Network Infrastructure at the County Assembly 15 million

County Budget Development Partners

12th October 2015

1 yr.

TOTAL 22 million

6.4 COBITImplementation

No. Project Budget (Ksh) Timeframe

1 Search, Evaluate & Procure COBITConsultant 0.10M 2 months

2 Contract & Sign up a COBITConsultant 0.50M 1 day

3COBITAwareness & Appreciation Training for Top Leadership (Governor, County Exec, Speaker, Chief Officers)

0.20M 1 day

4COBITTechnical Training for Mid-level Management (Directors, Managers across Ministries)

0.20M 2 days

5COBITImplementation Training for Technical Management (ICT Directors, ICT Technical Support, Auditors)

0.25M 2 days

6 External Annual Audits 0.50M 5 days

Total 1.75M


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Ministry of Information, Communication and Technology

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

P.O Box 30025-00100,Nairobi Kenya

Tel: (+254) 4920000 / 1

Email: [email protected]

Website: www.information.go.ke

ICT Authority

Telposta Towers, 12th Floor, Kenyatta Ave

P.O. Box 27150 - 00100 Nairobi, Kenya

t: + 254-020-2211960/62

Email: [email protected] or [email protected]

Website: www.icta.go.ke

Become a fan: www.facebook.com/ICTAuthorityKE

Follow us on twitter: @ICTAuthorityKE

The County Government of Kisii

[email protected] / [email protected]

Www.kisii.go.ke

0709727000, 0730184000

P.o box 4550 40300 Kisii

Kisii Town Hall Building,

Opposite County commissioners office


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Ministry of Information, Communication and Technology

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