COUNTY ICT ROADMAP 2015 - 2020icta.go.ke/pdf/30.pdfNarok County Government ICT Roadmap 2015-2020 10...

Narok 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

NAROK COUNTY GOVERNMENT

COUNTY ICT ROADMAP2015 - 2020


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The Narok County Government - ICT Roadmap 2015-2020 was developed through the support and commitment of all the county stakeholders. We thank and commend the National Government, the Ministry of ICT through the ICT Authority and World Bank for the financial support that made the project a reality.

We also extend our gratefulness and appreciation to the County Executive for the support through CEC Finance, Economic Planning and ICT, who supported the process by availing the necessary resources for the project. The Planning and Technical Committees teams drawn from various departments were very instrumental in giving relevant input and we appreciate their efforts. They were clear on how they expected to improve service delivery to the citizens through use of ICT.

We believe that this roadmap will be the baseline and reference document for the implementation of ICT Infrastructure and related services in the coming five years. The ICT and E-Government Unit, looks forward to further engage with the relevant stakeholders to support the implementation of the Narok County ICT Roadmap 2015/20.

Thank you so much.

SAITOTI NTIYANI The Director ICT & E-Government,Narok County Government

AKNOWLEDGEMENT


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TABLE OF CONTENTS

AKNOWLEDGEMENT 2TABLE OF CONTENTS 3LIST OF ABBREVIATIONS AND ACRONYMS 5EXECUTIVE SUMMARY 71. INTRODUCTION AND BACKGROUND 10 1.1.1 General County Information 10 1.1.2 Demographics 10 1.1.3 Narok County Executive 10 1.1.4 The County Assembly 11 1.1.5 CountyPublic Service Board 11 1.1.6 ICT Department in Narok County 11 1.1.7 Scope 121.2 ICT Achievements, Challenges and Lessons Learnt 122 THE ICT CONTEXT AND SUMMARY OF CURRENT STATUS 13PART 2: CURRENT STATE 132.1. Current State Description 13 State of ICT in County Assembly 13 State of ICT in Public Service Board 132.1 Overview of the Global, Regional and National ICT Trends 13 2.1.1 Alignment to National ICT Trends 132.2 ICT Foundations 14 Figure 2 1County Government of Narok ICT Thematic Areas 14 2.2.1 ICT Human Capital and Workforce Development 15 2.2.2 Integrated ICT Infrastructure 15 Figure 2 2 ICT House of Values 16 2.2.3 Integrated Information Infrastructure 162.3 National Government Enterprise Architecture 162.4 Pillars in line with National Master Plan 17 2.4.1 Commonality in Counties 17 2.4.2 National Flagship Projects 17 Table 2 1 Narok County ICT Current status 182.6 Narok County ICT Gap Analysis 182.6.1 County ICT Maturity Level 182.5 The ICT Status in Narok 18 Table 2 2 Summary of maturity Findings 19 Figure 2 3 Narok County maturity Diagram 19 Weighted Maturity Ratio 19 ICT infrastructure and service delivery mechanisms 192.6.2 Narok ICT Gap Analysis by Key Parameters 20 Table 2 3 ICT Gap analysis summary 202.7 Narok County ICT Budget (2014/2015) 20


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3 THE COUNTY ICT STRATEGY ROAD MAP 213.1 Strategic principles 21 3.1.1 Vision 21 3.1.2 Mission 21 3.1.3 Core Values 213.2 Roadmaps 21 3.2.1 Road Map 1: Infrastructure and Connectivity 21Specific Objectives 22 3.2.2 Road Map 2: Public Service Delivery 22Specific Objectives 22 3.2.3 Road Map 3: Human Capital and Workforce Development 22Specific objectives 22 3.2.4 Road Map 4: Policy Environment and Legal Framework 23Specific Objectives 233.3 Citizen Involvement & Participation 233.4 Change Management 233.5 Shared Services 243.6 Key Strategies guiding implementation of the foregoing strategies 244 CRITICAL SUCCESS FACTORS 254.1 Governance, Management and Organisation 254.2 Implementation Plan 254.3 Shared Services Plan 254.4 Change Management Plan 264.5 Citizen Involvement and Participation Plan 264.6 Other Critical Success Factors 274.7 Risk management 274.8 Communication Strategy 274.9 Monitoring and Evaluation (M&E) 275 PROJECTS IDENTIFICATION AND PRIORITISATION 29 Table 5- 1Project Identification and Prioritization 305.1 Priority services and Quick Wins 305.2 Financial Projections 30 5.2.1 Clustered by Thematic Areas 31 Table 5- 2Summary of County ICT Investments 315.3 Roadmap Financing 31NOTES 34NOTES 35


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BPR Business Process Re-EngineeringBPO Business Process OutsourcingCA County AssemblyCCTV Closed Circuit TelevisionCDF Constituency Development FundCEC County Executive CommitteeCDMA Code Division Multiple AccessCIDP County Integrated Development PlanCO Chief OfficerCPSB County Public Service BoardCRA Commission for Revenue AllocationCRM Citizen Relationship ManagementDG Deputy GovernorDHIS District Health Information SystemEAC East Africa CommunityECD Early Childhood DevelopmentECDE Early Childhood Development and EducationERP Enterprise Resource PlanningEASSy East African Submarine Cable SystemFAO Food & Agriculture OrganisationGIS Geographical Information SystemGCCN Government Common Core networkGPS Global Positioning SystemGSM Global System for MobileHE His ExcellencyHMIS Health Management Information SystemICT Information and Communications TechnologyICTA Information and Communication Technology AuthorityITES Internet Enabled ServicesKAPS Kenya Airports Parking Services LtdKeNHA Kenya National Highways AuthorityKTC Konza Technology CityKURA Kenya Urban Roads AuthorityIFMIS Integrated Financial Management Information SystemIPPD Integrated Personnel and Payroll DatabaseIPRs Intellectual Property RightsKES Kenya ShillingKPLC Kenya Power and Lighting CompanyLAN Local Area NetworkLAIFOMS Local Authorities Integrated Financial and Operations Management SystemMCA Member of County Assembly

LIST OF ABBREVIATIONS AND ACRONYMS


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MTP Mid-Term PlanNBS National Broadband StrategyNCG Narok County of GovernmentnRI network Readiness IndexNOFBI National Optical Fibre Backbone InfrastructurePABX Private Automated Branch ExchangeSACCOs Savings & Credit CooperativesSLA Service Level AgreementSP Strategic Plan TA Transition AuthorityTEAMS The East African Marine SystemTTC Teachers Training CollegeTVET Technical and Vocational Educational TrainingUNESCO United Nations Educational, Scientific & Cultural OrganisationUPS Uninterrupted Power SupplyUSD United States DollarsUSF Universal Service FundVoIP Voice Over Internet ProtocolWAN Wide Area NetworkWB World BankWDF Ward Development Fund WSIS World Summit on the Information Society


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EXECUTIVE SUMMARY


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

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

County Government of Narok ICT Roadmap 2015-2020

The Roadmap covers four thematic areas that have defined the current ICT status, ICT gaps identification, proposed roadmaps and strategies to address the identified ICT gaps;

1. Infrastructure and Connectivity

2. Human Capital and Workforce Development

3. Public Service Delivery and

4. Policy Environment and Legal Framework

The roadmap underpins the National ICT Master Plan’s ICT sector-transformational agenda.

Installation of the National Optic Fibre Backbone Infrastructure (NOFBI) that terminates at the county Head Quarters and 95% GSM network coverage are notable achievements in the county. This has greatly improved the ICT connectivity in the county. However, the ICT assessment highlights several challenges that include limited ICT infrastructure and poor connectivity, lack of a comprehensive training programme for the county staff (training needs assessment, training and user support) and low ICT skills, lack of integrated information management system and a limited ICT enabled public service delivery systems and lack of ICT governance, policies and procedures

Narok County lacks a shared services plan, a change management plan and effective mechanisms for citizen involvement and participation. An assessment of the ICT maturity level places the County Government of Narok is currently rating significantly below average with a score of about 279.94on the weighted maturity ratio and a category maturity of 1.2. There is potential and opportunity for growth in all the areas considered. The ICT needs of the county are unmet with the current ICT infrastructure and service delivery mechanisms.The findings confirm the need of a significant County ICT Roadmap and a high investment to accelerate the delivery of the identified ICT infrastructure, information systems, processes and required skills to support the ICT Vision. Key gap- closure projects have been identified to reach the desired ICT maturity level and have been aligned under the following ICT Roadmaps;


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The county has made some achievements key among them is; taking advantage of NOFBI that terminates at the county headquarters; and providing a reasonable level of computer hardware to the staff at the county headquarters. The county is using the IFMIS system to improve the budgetary and procurement processes in the county and is creating channels for citizen participation through forums and social media, especially Facebook; and some use of technology in payment to access the parks.The vision of the County ICT roadmap is ‘Efficient ICT systems that provide excellent citizen service delivery for increased productivity in Narok County’. To achieve the desired state, the County Government of Narok shall require aninvestment of Kshs.980,334,860 (USD9, 10,655,814).


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1. INTRODUCTION AND BACKGROUND

The second Medium Term Plans (MTP) (2013-2017) of the Vision 2030 considers ICT as one of the foundations for economic growth, ‘strengthening the foundations of a knowledge-based economy’. The plan highlights ICT as a critical tool in the Kenya’s vision for a knowledge-based economy. The development of these ICTs involves the following;

1. ICT Upgrading the national ICT infrastructure

2. Improving public service delivery

3. Developing the ICT industry

4. Upgrading capacity

TheNarok County Government, through this five-year ICT roadmap seeks to leverage on the advantages of ICT investment as an essential driver that will bring forth improved economic development. The plan will focus the county’s ICT investment under the following areas; ICT infrastructure and connectivity; public service delivery systems; human resource and capacity building; and policy environment and legal frameworks.

1.1 Background of the County

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

1.1.1 General County Information

Narok County is located in the Rift Valley part of Kenya. It borders Republic of Tanzania to the South, Kisii, Migori, Nyamira and Bomet Counties to the West, Nakuru to the North, and Kajiado County to the East. It islocated betweenlatitude0°50’ and 1° 50’to the South and longitude 35° 28’ and 36° 25’to the East. The County has a land surface of 2,037.4Km2. The County consists ofsix(6) sub counties (constituencies), 20divisionsand 106 locations. The sixsub counties (constituencies) are Transmara West/Kilgoris, Transmara East/EmurruaDikirr, Narok South, Narok North, Narok East and Narok West.

1.1.2 Demographics

The County Integrated Development Plan indicates that the population of Narok county as per 2009 census was 850,920 (males-429,026; females – 421,894). This population increased to 979,770 in 2012 with 493,991 males and 485,779 females. This population is projected to increase further to 1,239,320 by 2017.

1.1.3 Narok County Executive

The County Executive consists of 10 departments (sometimes referred to as Ministries). County Executive Committee Members and Chief Officers (who are the accounting officers) head the departments. The directors and their respective directorates perform the technical aspects of the departments. The Governor with the approval of the County Assembly


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appoints the County Executive committee members and chief officers.

The Executive functions are further devolved to the sixsub-counties (headed by Sub-County Administrators), then the 30 wards headed by Ward Administrators and down to the villages.

The County Executive offices spread across Narok townthat operates as the county headquarters. The county headquarters as well as most of the County Government office spaces have taken over the former national government and Narok local authority offices. However, two departments have rented, these are theTourism & Wildlife, Trade, and Education offices as well as Education, Culture, Sports, Children affairs& Social services. . The other lower administrative offices of the County Government including sub-counties, wards and villages are in their geographical areas.

1.1.4 The County Assembly

The Speaker, elected by Members of County Assembly heads the County Assembly of Narok.An elected Member of the County Assembly(MCA) represents each Ward in the Assembly. The Assembly is composed of 30 elected members and 17nominated members making 47members.The County Assembly executes its legislative, oversight and representation roles through established twelve(12) sectoral committees.

The Clerk of the County Assembly who is the chief accounting officer of the County Assembly coordinates the day-to-day functions of the assembly. The County Assembly has the following departments: - Committee Services, Administration, Security and Internal Audit. These are further divided into the following sections that support running of the Assembly: - ICT, Hansard, Finance, Procurement, Budget & Research, Legal, Human Resources and Public Relations.

1.1.5 CountyPublic Service Board

There is an independent public service board in Narok County. The County Public Service Board is in charge of Human Resource Management and Labour Relations, Administration, Coordination of Decentralisation and Disaster Management.The PSB administration team include an HR office with nine (9) professional staff members. The County Public Service Board is in rented premises.

1.1.6 ICT Department in Narok County

The ICT function in NarokCounty Government is administered as a directorate under the department of Finance, Economic Planning. The governor’s office also has a director in charge of ICT. The general mandates of the ICT directorate are:

1. To support ICT development, investments and applications/use;

2. To harness ICT for efficient and effective County governance, economic growth and job creation for the youth;


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3. To support the County achieve its vision of “Transforming Narok into a prosperous and competitive County,”

The ICT directorate has decentralised the services to the departments with staff recruited (March 2015) to be stationed in the allocated departments. The ICT officers identify the ICT needs of the departmentwhile at the same time addressing any emergent issues. There are eightmembers of staff in the ICT directorate (including the ICT Director). The current ICT budget for the directorate of ICT is 2% of the total county budget.

1.1.7 Scope

The Narok County ICT Roadmap 2015/2016-2019/2020 is a clear, concise and coordinated approach to delivering quality ICT services to the people of Narok County. The following four principles have guided the development of this Roadmap are;

1. ICT as an enabler for service delivery

2. Desire to deliver better public service at lower costs

3. Sharing of resources

4. Desire to offer high quality services

1.2 ICT Achievements, Challenges and Lessons Learnt

The county has made some achievements key among them is: taking advantage of NOFBI that terminates at the county headquarters; and providing a reasonable level of computer hardware to the staff at the county headquarters. In systems, the county is using IFMIS system to improve the budgetary and procurement processes in the county; creating channels for citizen participation through forums and social media, especially Facebook; and some use of technology in payment to access the parks.

However, there are still some challenges that the county is grappling with, among them are:lack of connectivity due to poor infrastructure; limited office space in the county that further poses challenges in the Local Area Network (LAN) plans. Most of the departments are dispersed across the county headquarters. Furthermore, the key relevant county documents- County Integrated Development Plan (CIDP) and ICT policy, are in draft form and are not yetfinalised and passed by the assembly for implementation.


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2 THE ICT CONTEXT AND SUMMARY OF CURRENT STATUS

This section discusses the ICT context from a global, regional and national perspective. The section further delves into the foundations, national government enterprise architecture, strategic pillars, and current ICT status in the county, SWOT analysis, stakeholder analysis, maturity level, Gap analysis and current expenditure analysis on ICT.

2.1 Overview of the Global, Regional and National ICT Trends

ICT has brought remarkable transitions such as World-Wide Web, high-speed broadband Internet and universal increase in the use of mobile devices to communicate and collect information. ICTs have gained increased importance especially with the advent of globalisation and increased information - intensive economic activities (World Bank 2006)

In infrastructure and connectivity, the emergence of global interconnectivity has levelled the participation of all countries in the global economy. Along with the global economy has emerged the global cultural exchange and new global political order.

Globalisation through the ICT revolution has profoundly changed the rules of the game. Efficiency more than never is now an indicator of competitiveness. Nations, corporations and people that find the means to become more efficient will advance and prosper. Countries that provide better governance, with more transparent and efficient bureaucracies and that are able to provide a legal and regulatory framework that allows free and fair competition, will see greater investment flows, create more jobs and ultimately provide a better quality of life for their populace.

It is this drive and demand for greater efficiency that is driving the growth of the information and communications technology (ICT) sector. To compete effectively globally, NarokCounty must embrace ICT to improve operations and service delivery to her citizens and beyond.

2.1.1 Alignment to National ICT Trends

The National ICT Master Plan, which is aligned to Vision 2030, is a transformative document produced by the National Government to spearhead and revolutionise growth in the country. It provides major foundations that are critical in laying a basis of Kenya transitioning to a Knowledge-based society and positioning the country as a regional ICT hub. These foundations are;

1. The development of quality ICT infrastructure

2. The development of an integrated and secure information infrastructure and

3. The development of a critical mass of high-end ICT human capital

The above foundations, form part of the key thematic areas in this ICT Roadmap (i) ICT Human Capital and workforce development (ii) integrated ICT Infrastructure and (iii) integrated information infrastructure (Service Delivery Mechanisms)


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Internet access is a key driver for the ICT revolution, the National ICT Master Plan (2014), the national broadband strategy (2014) has put emphasis on infrastructure, and connectivity by year 2017 hence demands for more coordinated and coalesced efforts by the national and county governments to realise the vision. Inter- county joint investment ventures for instance will facilitate heavy infrastructure investment through sharing. The underlying assumptions are that the essential reliable power, compliant infrastructure buildings and human capacity are provided.

The National Optic Fibre Backbone Infrastructure (NOFBI) connects major towns. In order to extend fibre capacity to all parts of the country, the Government is reviewing NOFBI with a view of extending and building additional links. To complement NOFBI, the ICT state Department is discussing with stakeholders a framework to develop a wireless broadband network

The NarokCounty Government has a mandate to align its broadband initiatives with the national framework. The national strategy identifies the following key areas as indicated in the table below;

2.2 ICT Foundations

The Narok County ICT Roadmap aligns to the policies and strategies proposed in the National ICT Master Plan, the Broadband Strategy Paper and the Infrastructure sharing Paper as the key papers to spearhead Kenya’s ICT sector. The following are the thematic areas that are guiding the ICT roadmap’s current assessment and proposed implementation.

Figure 2 1County Government of Narok ICT Thematic Areas


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2.2.1 ICT Human Capital and Workforce Development

While the Government and the private sector have been investing heavily in the ICT infrastructure, there has comparatively been little investment in the human resources required to design, develop and operate this infrastructure and the associated applications. With the increasing sophistication of ICT and its applications, high-end skill sets are increasingly required and availability presents a challenge to growth and to achieving the goals of vision 2030.

Successful implementation of products and services is dependent on a highly skilled and motivated workforce. The ICT staff should be equipped with focused technical skills as well as appropriate managerial and leadership skills. The County Government of Narok will continue to enhance its workforce capacity through assessment of current and future needs, identifying capacity gaps and developing relevant and effective capacity building programmes. This will be realised through undertaking an ICT training needs assessment, development of a skills inventory database and a sustainable career progression for staff motivation and retention.

The elements mentioned under capacity building are limited in providing the necessary skills and competences required to spur optimal utilisation, service delivery and innovation of ICT enabled services in counties. The Narok county government should design and develop holistic capacity building programs that not only build on national framework but also respond to local prevailing ICT needs. The capacity building should focus on but not limited to;

1. Digital literacy amongst the County government Staff,

2. Public participation and outreach programs

3. ICT technical experts in the county government

4. Model ICT resource centre at all levels; headquarters, sub-county, ward and villages.

5. End user training of county departments’ staff and Citizens

6. Basic ICT infrastructure trouble shooting and maintenance for county staff

7. Change management; for county staff to appreciate and utilise ICT

2.2.2 Integrated ICT Infrastructure

This foundation seeks to provide the integrated infrastructure backbone required to enable cost effective delivery of ICT products and services to Kenyans, business community and other stakeholders.

There are four sub-marine cables that offer connectivity to the rest of the world; TEAMS, EASSy, SEACOM and LION. There is also access provided via satellite links that are usedmainly as backup links.The National Optical Fibre Backbone Infrastructure has already interconnected 23 counties under NOFBI I. Narok is one of these counties. The NOFBI phase II program is


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underway. Provision of the last mile connectivity remains a challenge and the government is addressing this to transform the country into a knowledge-based economy. The private sector through the available private operators, have built metropolitan fibre networks in the cities. These operators are rolling out the second and third generation network in these cities.

Narok County as envisaged by the Master plan shall attain a robust ICT infrastructure to facilitate the development of an ICT-enabled economy by 2017. This will promote integration and sharing of ICT infrastructure. The ICT team is encouraged to tap into the Universal Access Funds (UAFs) to address the connectivity challenges in the undeserved areas.

2.2.3 Integrated Information Infrastructure

This foundation concerns itself with the creation, continuous accessibility and archiving of public information. Currently data is not well organised and is very difficult to access electronically. The master plan proposes that Kenya develops and implements public data hubs based on secure infrastructure for efficient and effective citizen centric services. The national government is currently deploying Huduma Centres across the country to facilitate one –stop-shops that bring services closer to the citizens. Narok County has started plans to establish similar centres to improve access to information and services to the citizens.

2.3 National Government Enterprise Architecture

The National Government of Kenya recognises that Strategic management of Information, Information Systems and Information & Communication Technology is key and needs to be done in a more coordinated manner. The Ministry of ICT and ICT Authority constitute the collective governing body of Information & Communication Technology (ICT). These institutions are charged with the responsibility to govern Government-Wide ICT plans and programmes in pursuance of the outcomes, principles of the ICT pillars as depicted in Figure 2-2 below.

Figure 2 2 ICT House of Values


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ICTA has developed the Kenyan Government Wide Enterprise Architecture (GEA) Framework as a minimum standard to be usedacross all government departments and agencies. The GEA Framework is intended to supersede any prevailing Enterprise Architecture and ICT planning frameworks and methods in use in government. County Governments are no exception to this policy requirement. Hence the need for Narok County Government to conform and abide by the GEA framework as prescribed by the government policy.In this ICT Road map, the County government shall use this guide to tailor or establish its Enterprise Architecture capability to meet the minimum requirements as contemplated in the GEA Framework.

The purpose of Narok County utilizing Enterprise Architecture will be to provide an overview of how information technology can support the County in achieving the vision and mission of the core business strategy; run business in a better way; support business strategies that are constantly evolving; direct and motivate the development of information technology activities.

2.4 Pillars in line with National Master Plan

The Government developed a Government Common Core network (GCCN), this serves as a shared and secure interoperable Government-wide ICT architecture. The system will not only integrate work processes and information flows, but also improve inter-ministerial sharing of databases and exchange of information sources. This is to ensure that there is maximum access to information held by public authorities to all Kenyans and that public information is readily available through consolidated portals in an affordable and secure way. The following service delivery mechanisms are critical: (i) e-Government Services (ii) ICT as a Driver of the Industry and (iii) Developing ICT Business.

2.4.1 Commonality in Counties

The government having commonality is important in ensuring that there is interoperability between the national government and the county governments making service delivery more efficient. Three main aspects of commonalities are notable, infrastructure, common standards and common capability.

• Common infrastructure:

• Common standards

• Common capability

Alongside the commonalities highlighted above, the following service delivery mechanisms are critical: (i) e-Government Services (ii) ICT as a Driver of the Industry and (iii) Developing ICT Business.

2.4.2 National Flagship Projects


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The National Government has initiated a number of ICT Flagship projects that have a direct impact on all Counties. Counties shall tap in to these projects and align their ICT Strategies to the National Government strategies.

2.5 The ICT Status in Narok

The county has not had an ICT strategic plan but there is need to reposition the ICT service and the role of technology as an enabler and not an end in itself.The current ICT status in NarokCounty is as follows;Thestatusis summarised in the table 2.1 below;

Table 2 1 Narok County ICT Current status

ASPECT CURRENT STATUS

Infrastructure and Connectivity 1. The County has National Optic Fibre (NOFBI) terminating at the County Treasury office

2. The available LAN is at the County Headquarters and some selected departments, County Assembly and County Public Service Board

3. The GSM connectivity is not reliable. The signal is weak.

4. There is no network interconnecting county departments.

5. The general office automation (computers, printers) is generally low across the departments with most departments having a deficit

Public Service Delivery Systems 1. Most revenue collection is outsourced to KAPS and few revenue collection (Cess) is by LAIFOMS which is also being phased out.

2. The departments have to manually bring the vouchers to head quarters to enter into the G-pay and IFMIS system;

3. IPPD is used for payroll payment but is not connected to IFMIS. The transfers of salary vouchers are manual.

Human Resource and Capacity Building

1. The number of staff in ICT department at the County Executive is sufficient, but the staff are fairly new and require skills development;

2. Few institutions are available in the county to train on ICT

Policy Environment and Legal Framework

1. There is no ICT strategic plan or approved ICT policy;

2. There are no legislations on ICT

Table 2 1 Narok County ICT Current status

2.6 Narok County ICT Gap Analysis

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

2.6.1 County ICT Maturity Level

The first step in ICT development is to assess the status to understand betterthe areas of development. This information is useful in ascertainingmaturity level of the ICT environment.ICT Standard’s maturity analysis is a self-assessment where each ICT function gets a score


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PARAMETER CATEGORY MATURITY WEIGHTED MATURITY RATIO

PRIORITY STATUS

Infrastructure and Connectivity 0.6 85.3 Medium priority

Public Service Delivery 0.5 87.3 Medium priority

Human Resource & Capacity Building

1.7 57.1 Medium priority

Policy, Environment and Legal 2.0 50.0

1.2 Overall Maturity Ratio – 279.94

Significantly below average with very high priority

according to a scale that is consistent with CMMI (Capability Maturity Model Integration) model. This way, the organisation will have visibility about the maturity of ICT and how people inside and outside of the organisation view it.

Organisations cannot implement ICT developments as a single project. They must implement it as a coordinated program that evolves over time. A maturity model will enable organisations to identify what stage of maturity stages and what actions to take to reach the next level.The findings of the maturity level are as indicated in table 2.2 and figure 2.3 below;

Figure 2 3 Narok County maturity Diagram

Weighted Maturity Ratio

Based on the above maturity analysis, the County is currently rating well below average with a score of about 279.94 on the weighted maturity ratio and a category maturity of 1.2. There is huge potential and opportunity for growth in all the areas considered. Most progress has been made in the Legal and Policy environment fol-lowed by Human resource and capacity building. The needs of the county are not being met with the current ICT infrastructure and service delivery mechanisms.

Table 2 2 Summary of maturity Findings


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1. INFRASTRUCTURE AND CONNECTIVITY

1. Inadequate signal strength for mobile connectivity in some parts of the county

2. Lack of network connectivity in the departments outside the county Head Quarters and interconnectivity between departments, sub-counties and other offices outside the main county offices block;

3. Lack of data centre (server room, servers, air conditioning) at the County Executive

4. Lack of integrated systems to operationalise the functions of the departments

5. Lack of centralised data storage and management for both the county executive and assembly

6. No information/data security systems in place

7. Insufficient

2. Public Service Delivery Systems

1. Weak GSM signal strength

2. Inadequate use of mobile phone applications for service delivery by departments

3. Ineffective use of the website as a source of information for both the departmental needs and public information

4. Inadequate communication system across all the departments

5. Lack of integrated information flow across directorates and departments.

6. Lack of automated systems to monitor projects (both from Executive and the Assembly)

7. Lack of interoperability between IFMIS, IPPD and LAIFOMS

8. Lack of Human Resource Information Management System

9. There are inadequate systems to relay information to the public

3. Human Capital and Workforce Development

1. Training Needs Assessment (TNA) to establish the capacity gaps and needs for the application of ICT in service delivery in the County

2. Insufficient skills in the ICT department

3. Many staff in the county lack basic ICT skills

4. Lack of an organised system for performance appraisal and contracting

5. Inadequate sensitisation of the citizenry on methods of engaging with the County Government

4 Policy Environment and Legal Framework

1. Lack of a final CIDP

2. Lack of comprehensive County Law supporting the deployment and use of ICT in the County with focus on the general citizenry. Thus, the application and use of ICT in the County does not have sufficient enforcement mechanisms as well as the framework for ICT investments.

3. Lack of an approved ICT strategy

4. The draft ICT policy has gaps. Need to improve to ensure that all the relevant policies on use and management of ICT are properly documented

5. Inadequate legislative framework to guide ICT implementation

2.6.2 Narok ICT Gap Analysis by Key Parameters

The table below represents the summary of the ICT Gap analysis.

Table 2 3 ICT Gap analysis summary

2.7 Narok County ICT Budget (2014/2015)

The County ICT Budget/Spend for the year 2014/2015 was 1.57%.


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3 THE COUNTY ICT STRATEGY ROAD MAP

This chapter defines the Vision, mission and guiding principles of the ICT Roadmap informed by the stakeholders contacted and literature review both before and during the planning process

The vision of the County Government of Narok is ‘Transforming Narok into a prosperous and competitive county’. ICT has a crosscutting role to support and facilitate the county in achieving its objectives.

3.1 Strategic principles

This section presents the strategic principles for this roadmap. The principles include the Vision, Mission and the core values.

3.1.1 Vision

The Vision of the ICT Department is;

Efficient ICT systemsthat provide excellent citizen service delivery for increased productivity in Narok County.

3.1.2 Mission

To develop the Narok County into aWorld-classcounty by encouraging the use of ICT infrastructure and systems to effectively manage county resources for increased growth.

3.1.3 Core Values

The guiding principles for the ICT directorate are:

1. Efficiency

2. Accountability

3. Sustainability

4. Cooperation

5. Trust

6. Integrity

3.2 Roadmaps

To create a dynamic and sustainable ICT environment around the four focus areas, the county needs to have a complete target-operating model that would translate into action plans. The following are the road maps of the county.

3.2.1 Road Map 1: Infrastructure and Connectivity

Overall Objective:Develop ICT infrastructure and connectivity


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Specific Objectives

1. Conduct an ICT infrastructure needs assessment for all county office locations by December 2015;

2. Build and maintain LANs/WANs infrastructure in all County departments, County Assembly, sub-county offices and wards by June 2018;

3. Build and maintain the County’s Data Centre/Server room (Active Directory Services, Mail Services, File Services, Applications Services, Backup and Recovery Services, etc.) by June 2018;

4. Equip staff with appropriate computers and other requisite ICT equipment by June 2018;

5. Provide and maintain adequate internet bandwidth to meet the County’s needs by June 2016.

3.2.2 Road Map 2: Public Service Delivery

The following are the overall objectives and specific objectives under service delivery

Overall Objective: Improve public service delivery systems and interoperability

Specific Objectives

1. Facilitate the county to implement knowledge-based databases and applications by June 2019;

2. Design systems and processes for Services delivery by June 2017;

3. Establish communication and Online access to County information by staff and citizens by June 2019;

3.2.3 Road Map 3: Human Capital and Workforce Development

The following are the overall objectives and specific objectives under human capital and workforce development.

Overall Objective: Build the County Human Resources/people ICT capacities

Specific objectives

1. Equip county staff with the ICT tools that they need to efficiently and cost-effectively carry out their work by June 2018;

2. Train, organise and manage ICT human capacity for Service Delivery by June 2018;

3. Strengthen the ICT services through Budgetary and organisational Mechanisms;

4. Establish an ICT Resource Centres to facilitate access to ICT facilities to all staff and the citizens by June 2019


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3.2.4 Road Map 4: Policy Environment and Legal Framework

The following are the overall objectives and specific objectives under policy environment and legal framework.

Overall Objective: To develop and adopt ICT Policies, regulations and standards

Specific Objectives

1. Introduce/adapt the required legal frameworks needed to support usage of the ICT and ensure compatibility, interoperability and secure sharing of information by June 2016;

2. Review the ICT governance structure and directorate by June 2016;

3. Develop and implement the County’s , CIDP and ICT Policy to guide in proper usage and application of ICT equipment, systems and services by June 2016;

4. Develop and implement the County’s Security Policy to guide in secure usage and application of ICT equipment, systems and services by June 2017.

3.3 Citizen Involvement & Participation

Objective: Increased citizen involvement and participation in the county matters

Under citizen involvement and participation, the county will implement the following Specific objectives

Develop a comprehensive ICT policy on citizen involvement and participation by December 2015

1. Identify and review existing mechanisms for citizen involvement and participation in the county by December 2015

2. Carry out a stakeholder analysis on citizen involvement and participation analysis June 2016

3. Develop suitable mechanisms for citizen involvement and participation (Web portal, Social media, e-Newsletters, Emails, Discussion forums, Print, Television, Radio, SMS and Automated calls) by June 2019

3.4 Change Management

Objective: Todevelop a comprehensive change management plan

The County Government shall implement the following interventions:

1. Identify a change management team by December 2015

2. Develop a schedule of activities for the proposed change by June 2016

3. Develop the change management plan by June 2016

4. Review of the change management process by June 2017


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3.5 Shared Services

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

Objective: Develop a shared ICT services plan for the County

The specifics objectivesare:

1. Identify services and or systems to be shared within and outside the County;

2. Develop a platform with a clear framework to share the services.

3.6 Key Strategies guiding implementation of the foregoing strategies

The following is a summary of the key strategies guiding implementation of road maps

Table 3 1 Key Strategies Guiding Implementation

ROADMAP/OTHER KEY STRATEGIES GUIDING IMPLEMENTATION

Roadmap 1: Infrastructure, Connectivity and Interoperability

1. Lobby the County government to increase ICT budgets from the current 1%to 5% in the subsequent financial years

2. Diversify fundraising campaigns beyond the allocated county budgets

3. Use Private Public Partnerships arrangements to realise ICT investments

4. Lobby the County leadership to provide investment incentives for investors in ICT infrastructure

Road Map 2: Public Service Delivery Systems 1. Build robust delivery systems based on stakeholder analysis

2. Work with National Government and other counties to standardise processes

3. Build systems based on current and future trends in standards and frameworks

Road Map 3: Human Capital and Workforce Development

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

2. The Executive and County Assembly work closely to establish a Human Resource development policy and implementation manuals

3. Institutionalise ICT training in the county training institutions

Roadmap 4: Policy Environment and Legal Framework

1. Lobby the Executive and County Assembly to develop ICT policies and reinforcement plans

2. Outsource experts to support the development of policies

3. Secure an Information Security System within the required national government standards

4. Plan for annual and mid-term reviews


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4 CRITICAL SUCCESS FACTORS

This section highlights the key plans in implementing the road maps. The section covers the governance, management and organisation; the project identification and prioritisation; critical success factors; risk management; and monitoring and evaluation.

4.1 Governance, Management and Organisation

The Narok County ICT Roadmap requires a standardised, flexible and efficient ICT infrastructure to enable delivery of these objectives in an effective, secure and sustainable manner. Above all, it seeks to reduce inefficiency, replication of systems and duplication of effort. Currently, technology investment planning is department-specific, often near-term focused, and is biased significantly towards the purchase of infrastructure capital assets.

The ICT Directorate is currently implementing ICT projects. Other departments have also implemented ICT projects either with County or donor agency funds. A structure constituting of the Planning and Technical Committees is proposed for the governance, management and delivery of the goals and objectives of the Narok County ICT Roadmap. Its objective is to bring about increased accountability, transparency, reduce duplication, and greater emphasis on performance to bring about the desired efficiencies and effectiveness and therefore an increased return on ICT investment.

The ICT directorate will own the ICT strategy. The directorate is responsible to deliver all the ICT related projects. It is noted that there is increasing pressure on limited financial and human resources.

For an effective implementation process, there is need to set up an ICT Project Management Unit to coordinate the implementation of the ICT roadmap. This unit will coordinate the planning, technical committees and the ICT Management Team. The unit will work very closely with the proposed Change Management Agent.

4.2 Implementation Plan

The ICT Directorate will be responsible for leading the overall county government objectives to expand services and improve service delivery, generate efficiencies across departments, develop expertise and capability across the County Public Service, and ensure business continuity by adopting an implementation plan that is an annexed on this roadmap.

4.3 Shared Services Plan

Narok County ICT service aims to provide services to other Countries and organisations and may consume Shared Services from other Counties providing it is the appropriate solution for the County. Therefore, the funding and resourcing of the servicesare shared and the providing department becomes the internal provider. Some of the key services identified include; data centre, communication infrastructure, application/systems across departments, national systems among others


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The basis for shared services in Narok County is achieving efficiency and cost savings by the use of local or available resources through reduced duplication and maximisation of local expertise. An action plan based on the shared services plan will be developed for all delivery mechanisms within Narok County, other Counties and the National Government in collaboration with ICTA because some of the services are national

4.4 Change Management Plan

The ICT Authority recommends the establishment of a Governance Committee, Technical Committee and a Secretariat as critical for the successful implementation of the developed ICT Roadmap for the Narok County.

There is need to align the Narok County governance structure with the ICT Roadmap which will mean reviewing the ICT Department Structure in relation to all executive department. This will ensure viable ICT Projects implementation structure that can deliver the ICT Roadmap. Since ICT is currently a only a directorate in one of the ten departments, it is essential that the Narok County establishes a Project Management Office that will work with the ICT Roadmap proposed Committees including the Technical and Planning Committees.

Secondly, it is important for the Narok County to define a technical structure that will ensure successful Roadmap implementation. This will be handled through management of anticipated structural changes and management of the projects related to the roadmap. A Change Agent and a technical agent with relevant expertise will be required.The Change Management Agent will guide the County through the execution of the transformation roadmap and will complement the County internal resources in order to provide a high quality resource base to manage the project.

The ICT Projects Implementation Partner will focus on:

1. Oversee technical aspects of the projects/programme implementation

2. Training and Capacity building to Narok County staff on effective use of the ICT systems

3. Initial Support and maintenance of the Roadmap projects/programmes.

4.5 Citizen Involvement and Participation Plan

Citizen participation is critical in the county. In addition, the citizens expect the county to establish different mechanisms suitable for all the citizens with different literacy levels. Citizen involvement and participation is a democratic decision process that provides individuals with an opportunity to influence public decisions.ICTs have potential to enhance citizen engagement and advocacy and to increase county government transparency and accountability. It is also envisaged that all Citizens, as end users, will be able to utilise ICT Platforms for communication with the stakeholders.


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4.6 Other Critical Success Factors

The following are the critical success factors that need to be considered during the execution of the implementation plan

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

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

3. Resources and Financing: - Development of Private and Public Partnerships (PPP)

4. Technology development i.e. Information as a resource ICT Infrastructure - NOFBI, Mobile network coverage, Data Centre, Systems and Applications; bridging the digital Divide between Rural and urban areas

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

6. Risk management:- Addressing effects of anticipated Risks

7. Project Management Office or Unit that results in effective transformation of the ICT sector in the county

4.7 Risk management

The ICT Roadmap is based on a number of assumptions that have inherent risks should the assumptions not hold during the implementation period.

4.8 Communication Strategy

Roadmap implementation success requires communication to the stakeholders, support from the stakeholders and participation of the stakeholders. Communication is critical to the successful strategy implementation. Therefore, this ICT Roadmap requires an effective communication plan that involves all the stakeholders.

4.9 Monitoring and Evaluation (M&E)

An effective and commensurate monitoring and evaluation system is necessary to ensure timely, focused, objective and evidence-based information on the performance of the Narok County ICT road map implementation. Continuous observation, monitoring, measurement, feedback and corrective action will inform the anchorage of the County M&E system. The Narok ICT Roadmap monitoring and evaluation framework describes the key indicators that will be used to measure progress and impact in the implementation of the Roadmap. The performance of the ICT roadmap aligns itself to the National ICT Master Plan that defines the expected flagship projects and indicators within given timelines. The Master Plan identifies the county governments as one of the key stakeholders and partners


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in the implementation of the national roadmap.

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


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5 PROJECTS IDENTIFICATION AND PRIORITISATION

The ICT Directorate Roadmap will consolidate ongoing county ICT projects and in some cases expanding their scope to meet the County Government’s transformational goals. New initiatives as concepts and benefits are proven, and will typically require business cases as well subjected to portfolio/Programme management.

Early delivery of ICT investment planning changes and the development of a new operating model are both critical to the success of the Narok County ICT Roadmap. The Technical and Planning committees shall prioritise both. This is a deliberate move towards a more disciplined approach, where the most important functions are prioritised and the emphasis is on quick delivery.

ROAD MAP 1: INFRASTRUCTURE, CONNECTIVITY AND INTEROPERABILITY

PROJECT DESCRIPTION

Computing Devices This includes the ICT devices requires by the staff; desktops, laptops, printers among others

LAN, WAN and Internet Expand the limited ICT infrastructure to allow for improved ICT connectivityData Center Construction

Data Storage

ROAD MAP 2: PUBLIC SERVICE DELIVERY SYSTEMS

PROJECT DESCRIPTION

Geo- Spatial Information System (GIS) This will manage spatial data to support all the project planning processes and improve service delivery

Enterprise Resource Planning System As a core application, this will automate and manage the county business processes. Some of the systems include the following; Human Resource Integrated System, Financial management systems, procurement, Project Management Systems, Fleet management systems among others.

Unified Communications Includes telephone, PABX, Email, Fax, Video and teleconferencing

ICT Incubation Centres This infrastructure will allow the citizens to access ICT services at affordable rates

County Web Portal An updated and re-branded website for the citizens to apply for and access services.(Enhance website, social media use and publishing tools, Web Portals)

Installation of CCTV in Offices

Electronic Document Management System An effective workflow solution will reduce the current paper work or manual system

Customer Relationship management System (CRM) The CRM system will manage interactions withthe citizens for effective service delivery. Feedback and registration of complaints will improve service delivery.

ROAD MAP 3: HUMAN CAPITAL AND WORKFORCE DEVELOPMENT

PROJECT DESCRIPTION

County ICT Training – ICT and Users Carry out Training Needs Assessments for government staff and for citizenry to adapt to new systems, develop a plan and conduct the required trainings

Establish and equip ICT training facilities in Polytechnics, Vocational training Institutions and ICT Digital Villages

Access to ICT facilities and training in the county institutions


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ROAD MAP 1: INFRASTRUCTURE, CONNECTIVITY AND INTEROPERABILITY

PROJECT DESCRIPTION

County ICT Governance – PMO and Secretariat This includes the governance structures that need to be reviewed or established to ensure the success of the ICT roadmap. Align the ICT structure with the ICT Roadmap, review policies, establish the technical and planning committees and also a PMO guide the implementation process. Recruit a change management agent.

County Staffing - Structures Acquisition of the relevant competencies and structures to allow for a seamless implementation even after the ICT roadmap

ROAD MAP 4: POLICY ENVIRONMENT AND LEGAL FRAMEWORK

PROJECT DESCRIPTION

Review and update the CIDP The current CIDP is not conclusive and requires an update

Development of a comprehensive ICT Policy – Covering Security (Cyber), Document workflow, Procurement, SLAs, e-Waste management

This involves the establishment of ICT policies , regulations and standards

Disaster Recover and Business Continuity (DRC) Develop and operationalize a disaster recovery plan for business continuity

Establish a Shared Services Policy

Systems Standardisation (ITIL, ISO Certification, Information Systems Security

Establish an information systems security

Table 5- 1Project Identification and Prioritization

5.1 Priority services and Quick Wins

The County considers the following to be the priorities that shall see quick wins in the County.

1. ICT infrastructure and connectivity, especially in the departments for effective shared resources

2. Support to acquire the required applications and systems

3. Office automation

4. Spatial plans developed

5. Improve the website portal to accommodate all the county departments

5.2 Financial Projections

Development of suitable incentives and tax breaks to private sector both within and outside the ICT sector to fund the Master Plan projects. Counties have a great opportunity to collaboratewith the private sector players and provide incentives such as waiver of way leaves charges for the private sector to accelerate investments especially in connectivity.


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5.2.1 Clustered by Thematic Areas

The table below summarise of the investments into the roadmap

KSH USD INVESTMENTS

POBJECTIVE Rate 92 2015/16 2016/17 2017/18 2018/19 2019/20

Road Map 1: Infrastructure, Connectivity and Interoperability

254,909,860 2,770,759 23,875,760 40,516,920 183,217,180 7,300,000 -

Road Map 2: Public Service Delivery and Interoperability

424,925,000 4,618,750 92,000,000 77,625,000 115,000,000 115,000,000 25,300,000

Road Map 3: Human Capital and Workforce Development

275,000,000 2,989,130 45,000,000 55,000,000 65,000,000 60,000,000 50,000,000

Road Map 4: Policy Environment and Legal Frameworks

25,500,000 277,174 14,500,000 - 5,000,000 3,000,000 3,000,000

TOTAL 980,334,860 10,655,814 175,375,760 173,141,920 368,217,180 85,300,000 78,300,000

5.3 Roadmap Financing

Achieving the vision of the National ICT Master Plan for Narok County will require the mobilisation of significant financial and human capital. Funding of the identified projects will come from the National and County Governments, development partners and other public or private institutions through Private/Public Partnerships (PPPs) and collaborations. It is therefore important develop a resource mobilisation plan that will see the implementation of the Narok County ICT Roadmap.

The National ICT Master Plan identifies the following for mobilisation of resources that are also applicable for the County Governments:

1. The Government shall fund the foundational pillars through a re-focused expenditure-planning model. This shall be facilitated through the Government budget and allocations such as:

2. Increase Government spending on ICT from 0.3% to 5% of National and County Government budgets from 2015/2016, as recommended in the National Broadband Strategy. It is important that the County Governments also make investments commitments in the Finance Budget Policy Paper to increase funding to the ICT Projects.

Table 5- 2Summary of County ICT Investments


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3. Use of Universal Access Fund (0.5% of turn-over of ICT operators and service providers) from 2015/2016 to fund broadband roll-out in under-served areas, as recommended in the National Broadband Strategy.

4. Use of the Equalisation Fund to fund ICT projects in marginalised counties from 2014/2015

5. Use the National Research Fund (2% GDP) or other Government Supported Venture Capital Fund to finance and commercialise ICT innovations.

6. Provision of risk guarantees for micro and small businesses through a statutory prescribed agency

7. Consolidate all Ministries’ ICT budgets by 2015/2016 for ICT projects only. This should be same at the County level.


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NOTES


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NOTES


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Ministry of Information, Communication and Technology

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

P.O Box 30025-00100,Nairobi Kenya

Tel: (+254) 4920000 / 1

Email: [email protected]

Website: www.information.go.ke

ICT Authority

Telposta Towers, 12th Floor, Kenyatta Ave

P.O. Box 27150 - 00100 Nairobi, Kenya

t: + 254-020-2211960/62

Email: [email protected] or [email protected]

Website: www.icta.go.ke

Become a fan: www.facebook.com/ICTAuthorityKE

Follow us on twitter: @ICTAuthorityKE

The County Government of Narok

County Headquarters

PO BOX 898-20500 Narok, Kenya

Off Mau Narok - Nakuru Road, Narok Town

Email: [email protected]


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Ministry of Information, Communication and Technology

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