MANDERA COUNTY GOVERNMENT ICT ROADMAP …icta.go.ke/pdf/22.pdfThe Mandera County ICT budget was...

Mandera County Government ICT Roadmap 2015-2020

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MANDERA COUNTY GOVERNMENT

November 2015

ICT ROADMAP(2015-2020)Popular Version


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Statement on Confidentiality and Distribution of this Document

This report has been prepared for and only for Mandera County and the ICT Authority in accordance with the terms of our engagement letter dated 4th February 2015 and inception report dated 13th March 2015 and for no other purpose. Infosys Engineering Limited (the Consultant) does not accept or assume any liability or duty of care for any other purpose or to any other person to whom this report is shown or into whose hands it may come save where expressly agreed by our prior consent in writing.


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The Mandera County ICT Roadmap (2015-2020) preparation has been made possible through immense sacrifice from many stakeholders. Special commendation goes to the CEC, Chief Officer and Director ICT. Special thanks go to the Honourable Speaker and Clerk to the County Assembly through the Assembly ICT Director for their valuable contribution into the preparation of this strategy.

Special commendation also goes to the ICT Director for coordinating the Technical Committee and stakeholders’ validation workshops. Finally, the participation and effort by the different departments and stakeholders in the County Government of Mandera into this report does not go unnoticed.

We acknowledge the support of the above-mentioned persons in the different stages of the assignment and we are confident that with the implementation of this Roadmap will advance the future of Mandera County in the use of ICT in offering services to the citizens. The commitment and participation of all stakeholders in this process will ensure that the County Government delivers the services to the people.

With the already set up planning committee, committed stakeholders and the good will of the Governor towards enhancing community development, we are confident that Mandera County will be able to compete effectively in the National, regional and global environment.

Thank you so much.

HE Captain Ali I. RobaGovernor, Mandera County

MESSAGE FROM THE GOVERNOR


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TABLE OF CONTENTS1. INTRODUCTION 9

1.1.1 COUNTY GENERAL INFORMATION 9

1.1.2 COUNTY EXECUTIVE 9

1.1.3 THE COUNTY ASSEMBLY 10

1.1.4 THE COUNTY PUBLIC SERVICE BOARD 10

1.1.5 ICT IN THE COUNTY 10

1.1.6 SCOPE 10

1.2 ICT ACHIEVEMENTS, CHALLENGES AND LESSONS LEARNT 10

2. SUMMARY OF CURRENT ICT STATUS 12

2.1.1 GLOBAL AND REGIONAL TRENDS 12

2.1.2 NATIONAL ICT TRENDS 12

2.2 ICT FOUNDATIONS 12

2.2.1 ICT HUMAN CAPITAL AND WORKFORCE DEVELOPMENT 13

2.2.2 INTEGRATED ICT INFRASTRUCTURE 13

2.2.3 INTEGRATED INFORMATION INFRASTRUCTURE 13

2.3 NATIONAL GOVERNMENT ENTERPRISE ARCHITECTURE 13

2.3.1 ICT PLATFORM AND INFRASTRUCTURE 14

2.4 STRATEGIC PILLARS IN LINE WITH THE NATIONAL MASTER PLAN 14

2.4.1 NATIONAL ICT FLAGSHIP PROJECTS 15

2.5 CURRENT ICT STATUS IN THE COUNTY 15

2.5.1 INFRASTRUCTURE, CONNECTIVITY AND INTEROPERABILITY 15

2.5.3 HUMAN CAPITAL AND WORKFORCE DEVELOPMENT 16

2.5.4 POLICY ENVIRONMENT AND LEGAL FRAMEWORK 17

2.5.5 SHARED SERVICES 18

2.5.6 CHANGE MANAGEMENT 18

2.5.7 CITIZEN INVOLVEMENT AND PARTICIPATION 18

2.6 ICT GAP ANALYSIS 18

2.6.1 ICT MATURITY LEVEL ANALYSIS 19

2.6.2 INFRASTRUCTURE, CONNECTIVITY AND INTEROPERABILITY 20

2.6.3 PUBLIC SERVICE DELIVERY SYSTEMS 21

2.6.4 HUMAN CAPITAL AND WORKFORCE DEVELOPMENT 21

2.6.5 POLICY ENVIRONMENT AND LEGAL FRAMEWORK 22



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2.6.7 CHANGE MANAGEMENT ` 22

2.6.8 CITIZENS INVOLVEMENT AND PARTICIPATION 23

2.7 CURRENT ICT EXPENDITURE ANALYSIS 23

3. THE COUNTY ICT STRATEGY ROAD MAP 24

3.1 STRATEGIC PRINCIPLES 24

3.1.1 VISION 24

3.1.2 MISSION 24

3.1.3 CORE VALUES 24

3.2 ICT ROADMAPS 24

3.2.1 ROADMAP 1: INFRASTRUCTURE AND CONNECTIVITY 25

3.2.2 ROADMAP 2: PUBLIC SERVICE DELIVERY 26

3.2.3 ROADMAP 3: HUMAN CAPITAL AND WORKFORCE DEVELOPMENT 26

3.2.2 ROADMAP 4: POLICY ENVIRONMENT AND LEGAL FRAMEWORK 27


3.4 CHANGE MANAGEMENT 27

3.5 CITIZEN INVOLVEMENT AND PARTICIPATION 28

3.6 KEY STRATEGIES GUIDING IMPLEMENTATION OF THE ROADMAPS 28

4. CRITICAL SUCCESS FACTORS AND IMPLEMENTATION PLAN 30

4.1 GOVERNANCE, MANAGEMENT AND ORGANISATION 30

4.1.1 ICT GOVERNANCE STRUCTURE 30

4.2 PROJECT IDENTIFICATION AND PRIORITISATION 30

4.3 IMPLEMENTATION PLAN 30

4.3.1 IMPLEMENTATION PLAN 30


4.3.3 CHANGE MANAGEMENT 34

4.3.4 CITIZEN INVOLMENT AND PARTICIPATION 35

4.4 CRITICAL SUCCESS FACTORS 35

4.5 RISK MANAGEMENT 36

4.6 COMMUNICATION STRATEGY 36

4.7 MONITORING AND MANAGEMENT 36

5. BUDGETS AND FINANCIAL PROJECTIONS - INVESTMENTS 38

5.1 ROAD MAP BUDGETS PROJECTIONS 38

5.2 ROADMAP FINANCING 38


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LIST OF ABBREVIATIONS AND ACRONYMS

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


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EXECUTIVE SUMMARY

This roadmap intends to deliver on four objectives that are:

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


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The Mandera ICT Strategic Roadmap (2015-2020) is the first step in coordinating a coherent and strategic approach towards acquisition and deployment of ICT. The Roadmap pays attention to four thematic areas that include Infrastructure and Connectivity, Public Service Delivery Systems, Human Capital and Workforce development as well as the Policy Environment and Legal framework. In addition to the four key themes, there are four (4) cross-cutting issues that support the implementation of the ICT roadmap. These are Shared Services, Change Management, Citizen Involvement and participation and Monitoring and Evaluation.

Mandera County is not currently connected to the NOFBI network for IFMIS operations. It has LAN connections in the constituent offices which are connected through Point to Point connections on a shared services platform. The Voice and Data connectivity is limited to the county offices. There is Lack of coordination among the Departments of the County and the various arms of the County Government. IFMIS, IPPD and LAIFOMS are utilized for financial and personnel management. Budget to pay module is installed and working, pay to procure module is being implemented. There is Lack of adoption of all the modules of IFMIS such as Fixed Assets, e-procurement and training on all the modules of IFMIS.

The County has an established ICT directorate with an ICT Chief Officer. However, the ICT organisation structure is not well defined. Mandera County lacks a comprehensive ICT policy and relevant laws. The existing policy is in draft form and not comprehensive enough. Shared services in the county is key for resource management. There is no infrastructure sharing- workgroups, inter-departmental, County-County, County Government arms (Executive, Assembly & CPSB), County Government -National Government. In addition, no services centre sharing.

The establishment of the County government has achieved a number of changes but still there is no change Management Plan, no change management activities, no change Management Agent and no change Management Communication Strategy in place. For citizen involvement and participation, there is no online platform for Citizens interaction with the County government, no Customer Care and Help Desk facility. There are no business services available online such as business registrations, market stalls bookings or application and payment platforms for business permits.

The Mandera County ICT budget was 1.46% of the overall budget of the County in the year 2013/2014. The roadmap shall require an investment to the tune of Kshs 7,024,000,000 based on the identified ICT County projects. It points out the importance of having higher investments in the County in the initial years to enable the County ICT mature faster and offer better service to the citizens.


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1. INTRODUCTION

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

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

Background of the County

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

1.1.1 County General Information

Mandera County is located in the North Eastern part of Kenya and borders Ethiopia to the North, Somalia Republic to the East and Mandera County to the South. It is about 1,100km from the capital city of Nairobi by road. The county has an approximate population of 1,025,756 and covers an area of 25,991.5 km2. The total population based on 2009 census was 1,025,756 composed of 559,943 male and 465,813 female. The County Administratively is subdivided into six Sub Counties namely Mandera West, Mandera South, Banisa, Mandera North, Mandera East and Lafey and further to 30 administrative wards.

1.1.2 County Executive

The Mandera County Government first Executive headed by the H.E Governor Captain Ali Roba took office in March 2013. The County Government consists of the Executive (headed by the Governor and his Deputy), the County Assembly (headed by the Speaker) as well as the County Public Service Board. The Executive arm of the County Assembly is implemented through departments (County Ministries) headed by the County Executive Committee Members and the Chief Officers who are appointed by the Governor with the approval of the County Assembly. The technical functions of each department are organised in Directorates headed by Directors of departments. Mandera County has ten Executive departments.

The Executive offers its services at the four sub-counties. A team of officers headed by a Sub-County Administrator performs the functions at the sub-counties. The Ward Administrators coordinate the service delivery in each ward across the County. The County Executive offices are located across Mandera town.


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1.1.3 The County Assembly

The County Assembly is a legislative organ and plays an oversight role on all County public institutions including the urban areas and cities. The speaker heads the County Assembly. The Clerk heads the day-to-day operations of the Assembly. The County Assembly has Committees that align with the executive departments. The County Assembly enacts County laws and provides oversight authority to the Executive and the County Government at large.

1.1.4 The County Public Service Board

Mandera County has established the County Public Service Board. The CPSB of 5 Board members and an established secretariat headed by the Chief Executive Officer is established in line with the Constitutional and statutory requirements. The board has a mandate to establish and abolish of public offices, appoint to public offices, deploy, discipline, establish and maintain of institutional memory; promote, second, contract, resignations/retirements and appeals; delegate.

1.1.5 ICT in the County

In the County Integrated Development Plan (CIDP), the county recognises ICT as a Cross cutting issue. There is a County Executive Member in charge of ICT combined with other dockets but with a full ICT Chief Officer. It also recognises that the county has not fully benefited from the ICT potential as evidenced by the low number of ICT facilities, lack of ICT businesses in most markets except for Mandera and Elwak, poor ICT infrastructure, limited television coverage and newspapers, low ICT awareness and skills and lack of appropriate ICT policies. Four postal offices located in Elwak, Rhamu, Takaba and Mandera Town serve the county. Residents mostly access internet is mostly through mobile phone and modems.

1.1.6 Scope

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

1.2 ICT Achievements, Challenges and Lessons learnt

The County has three main data and voice operators namely Safaricom, Airtel and Orange. The network signals are weak with 2 G Network Coverage at 30% while 3G is at 6%. There are seven (7) FM Radio stations, one (1) analogue TV Station and five (5) digital TV Stations. Broadband infrastructure is provided by Liquid Telkom (formerly KDN), Bell Western Ltd and Callkey Networks Limited. The 3G Coverage by Safaricom and Airtel has not been implemented in the County. The County has a landline penetration (fixed tele-density subscription) of 53 fixed lines with a subscription of 25 fixed lines giving 0.01% density. The County has invested in a server room with a G8 Server and a PABX, a number of computers, printers and other IT equipment but there still is a gap to fill. The public service delivery system is utilising modules such as the IFMIS, LAIFORMS and IPPD national systems.

However, the County Government faces numerous challenges in deploying ICT. These challenges include poor telephony network coverage, limited clean power to support ICT investment especially to the sub-counties, limited and sub-optimality in ICT enabled public service delivery systems, poor ICT Security, understaffed ICT directorate, low mobile phone penetration as well as a weak legal and policy framework for embracing ICT.


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

Although the County has a draft ICT Policy, there is need to improve the draft to address security and general standards of technology acquisition and compliance, ICT resource sharing, funding among other critical areas. Mandera County will require all the three arms of the county to work together and collaborate with private investors’ to invest, deploy and continuously manage the county ICT resources. The county ICT staff and end users will play a crucial role in realising this goal.


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2. SUMMARY OF CURRENT ICT STATUS

ICT is a growing aspect in the global phenomena that has made positive impact to the economy, political and social environments. This chapter presents the County ICT current status.

2.1.1 Global and Regional Trends

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

ICT is globally recognised as a tool for social-economic growth and development, and as an enabler of service delivery. As a driver of service delivery, ICT has become a key catalyst for the emergency of a knowledge society and a knowledge economy.

2.1.2 National ICT trends

ICT is one of the foundations for economic development in the second Vision 2030 MTP, with the theme, ‘strengthening the foundation for a knowledge economy’. ICT is a critical tool in Kenya’s vision of knowledge-based economy of innovation, adoption and adaptation of which are key for economic growth. Mandera County needs to align its ICT Vision and Mission to the local, national and global ICT trends as regards ICT principles, strategies and road maps as to leverage on and jump start its development agenda.

2.2 ICT Foundations

Following the Global Trends in ICT Development and the Kenya Vision 2013 Economic Blue print, the ICT Sector plans are aligned to build synergy and fit within the global ICT ecosystem. The National ICT Master Plan, the Broadband Strategy Paper, Cyber security legislation and the Infrastructure Sharing Strategy Paper are some of the most critical and transformative documents produced by the Kenyan Government to spearhead and revolutionize the country’s ICT Sector. The Mandera County ICT Roadmap has been aligned to the policies, strategies and work plans within the foregoing documents.

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

Figure 21 ICT Roadmap Thematic areas

Republic Of Kenya : National Information & Communications Technology (ICT) Policy; Ministry Of Information & Communications, January 2006:9


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Both for hardware and software or applicationsThe human capital; skills and capacity to deliver ICT

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

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

2.2.1 ICT Human Capital and Workforce Development

According to the Global Information Report (2013), the skills pillar gauges the ability of a society to make effective use of ICT. It is thus critical to have the appropriate human capital and workforce for successful implementation of ICT products and services in Kenya. To achieve them, both the National and Counties have to invest in hiring skilled ICT staff, continue to develop the current staff and build a training programme that will ensure the right skilled are domiciled in both the National level and County levels.

Mandera County Government has placed more focus on enhancing its Human Resource capacity through assessment of current and future ICT Staffing needs, identifying capacity gaps and developing relevant and effective capacity building programmes.

2.2.2 Integrated ICT Infrastructure

ICT Infrastructure is a key foundation necessary for the successful implementation of ICT services. It seeks to provide the backbone infrastructure necessary for interconnectivity for effective delivery of services to the society, businesses and other stakeholders. Kenya is connected to the international broadband highway; however, interconnectivity within the counties is still on going. Mandera County is one the beneficiaries of this effort having received its connection directly from the Nairobi fibre link. This connection enables the use of Government application such as IFMIS that links all money expenditures and receipts to the National Treasury, Central Government of Kenya.

However, despite this significant progress a large number of the Mandera County residents are yet to be connected especially in the rural areas.

2.2.3 Integrated Information Infrastructure

The National government developed a Government Common Core Network (GCCN) to serve as a shared and secure interoperable Government-wide ICT architecture. This system will not only integrate work processes and information flows, but also improve inter-ministerial sharing of databases and exchange of information. This will ensure maximum access to information held by public authorities to all Kenyans and that public information is readily available through consolidated portals in an affordable and secure way.

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). They are charged with the responsibility to govern Government-Wide ICT plans and programmes in pursuance of the outcomes, principles


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of the ICT pillars as depicted in Figure 2.2.

Digi

tal In

clusio

n

Econ

omies

of S

cale

Redu

ced D

uplic

atio

n

ICT Planning (GEA) → ICT Acquisition → ICT Operations

Inte

rope

rabi

lity

Secu

rity

Citizen Convenience

ICTA has developed the Kenyan Government Wide Enterprise Architecture (GEA) Framework as a minimum standard to be used across all government departments and agencies. County Governments are no exception to this policy requirement. Hence the need for Mandera County Government to conform and abide by the GEA framework as prescribed by the government policy. The implementation of the ICT Road map for the County Government of Mandera shall be guided and informed by the Government Enterprise Architecture.

2.3.1 ICT Platform and Infrastructure

In line with the Government Enterprise Architecture, current ICT ISO standards call for investing in solutions built on appropriate ICT platforms that optimize applications performance, reliability, and Total Cost of Ownership (TCO) for the county and the nation as a whole. The county ICT strategy and roadmap focuses on shared services plan which is aligned to the National ICT Master Plan, Vision 2030 and the supported by the National Broadband Strategy, government of Kenya and also aligned to World Bank Group’s ICT Sector Strategy Approach Paper of 2011.

2.4 Strategic Pillars in line with the National Master Plan

The National ICT Master plan developed to actualise Vision 2030 Economic Blue Print for Kenya identified key Pillars that are essential to actualising the ICT Vision as a driver of economy. Embracing of ICT brought noticeable growth in the last few years in the ICT sector especially in the mobile sector, which has seen growth rise to 31.3 million subscribers and a penetration of 76.9 per cent by


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September 2013. It also led to 25.1 million mobile money subscribers and an estimated 19.1 million Internet users with 47.1 per cent inhabitants having access to Internet services (CCK, 2014). The following are identified as the main ICT pillars that will continue to the growth of ICT as a service enabler in the Country:

1. E-government services

2. ICT as a Driver of Industry

3. Developing ICT Businesses

2.4.1 National ICT Flagship Projects

The National Government has initiated many ICT Flagship projects that have a direct impact on all Counties and how the Counties can tap in to these projects to drive their own ICT Strategies. It is anticipated that Mandera county will tap into the benefits of national flagship projects that impact on the county’s ICT development and investments.

2.5 Current ICT Status in the County

The ICT status for Mandera details the progress that the County has made against the benchmarks as defined in the scope of this roadmap and the provisions (Foundations and Pillars) on the ICT National Master Plan. The status is for both the County Assembly and County Executive with specifics being highlighted appropriately.

2.5.1 Infrastructure, Connectivity and Interoperability

Table 2.1 below presents the current infrastructure and connectivity in Mandera County.

Table 2- 1 Summary of Infrastructure and Connectivity Status in Mandera County

No Aspect Current ICT status

1.1

Connectivity

The County is not currently connected to the NOFBI network for IFMIS operations

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

The Voice and Data connectivity is limited to the county offices. There is inter-connectivity of the County offices located in various buildings within Mandera town. However the links are not active as it was noted WiFI and telephone systems is active in the offices.

1.2

ICT infrastructure optimization LAN connection allows for sharing of resources but is limited only to few connected offices.

LAN connectivity is however still ongoing

1.3SLA with SP

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

1.4

Basic ICT equipment

The Government has acquired basic ICT tools and equipment such as computers, laptops, printers etc but are inadequate

The County Assembly has purchased a number of equipment as well including portable devices for the MCAs

1.5 Business Continuity Plan Data storage facilities are available e.g. County Servers. However the county has no co-location services to ensure business continuity plans


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Public Service Delivery Systems

Table 2- 2 Summary of the Public Service Delivery systems in Mandera County

No Departments Broad Functions Public Service Delivery Systems

1 The Governor’s Office

Public Service Management , Administration and ICT

Executive County website

Emails systems

2 Trade, Investment, Local & International Funds /Resource Mobilisation, Culture & Tourism

None

3 Agriculture, Fisheries and Livestock Services None

4 Education, Sports, Culture and Social Services Services None

5 Roads, Public Works and Transport Infrastructure None

6 Finance and Economic Planning Finance IFMIS has been installed for payments to suppliers

7 Health Service None

8 Labour, Public Service and Decentralised Units (Governor office)

Support 1. None

9 Lands, Physical Planning and Housing Services None

10 Environment, Water, Natural Resources and Irrigation

Infrastructure 1. None

Table 2.3 below presents the ICT status for the public service delivery systems in Mandera County.

Table 2- 3 Public Service Delivery Systems


1.1

Implementation of IFMIS

1. IFMIS and IPPD utilized for financial and personnel management

2. Budget to pay module is installed and working, pay to procure module is being implemented

3. National Fibre optic cabling terminated at the County HQ

1.2Automation

Manual systems in use

Office automation needs identified but project roll out not yet done

1.3Use of interoperable systems

No set guidelines for systems evaluations

The need for interoperable system is recognized and but policy has not yet been developed

1.4

Communication

LANs are in place for internal communication

WAN for the Counties not yet in place

Unified Communication has not been implemented but plans are underway

1.5 Citizen participation and involvement

Information centres are yet to be built for Sub Counties

Public participation is through organized Barazas or public meetings across the County

2.5.3 Human Capital and Workforce Development

Human resources play a significant role in deploying ICT. The current Human Resource ICT literacy status in Mandera County is presented in Table 2.4 below;


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Table 2- 4 Current ICT Status for Human Capacity in Mandera County


1.1

Basic ICT skills

Low literacy level among the population

There is also low ICT skills in the whole county

1.2

Specialised and technical ICT skills

Limited ICT specialised skills at the county

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

1.3

Human Resources establishment

The County has an established ICT directorate with a Chief Officer – ICT. The ICT organisation structure is not well defined

Currently there are 8 members of the ICT team in the county

No tertiary colleges offering ICT skills training and development

Capacity building training programmes arrangements made with the Kenya School of Government, Strathmore and other institutions

1.4

Change management

ICT Training programmes to sensitize the County Staff on ICT in place

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

Structured communication to inform the county staff on ICT being done continuously by the ICT directorate

2.5.4 Policy Environment and Legal Framework

The policy environment provides the framework for deploying ICT. Table 2.5 below presents the summary of the current ICT policy and legal framework in Mandera County.

Table 2- 5 Summary of the Policy and Legal framework Status


1.1 ICT policy There is no draft ICT Policy to provide for data security, protection, cloud computing, ICT financing, ICT as a shared service among some other areas

1.2 Strategic Plan There ICT Strategic Plan for the County is not comprehensive and is combined with other directorates

The CIDP has not given ICT adequate prominence

1.3 ICT financing Shared Costs: currently no sharing of ICT resources or shared investing to build the requisite ICT infrastructure either among the various arms of the County government or among the counties. However, there is potential for two or more counties to get together and implement systems that are cross cutting and of value to all the regions concerned.

Policy and Legislation Framework: Not yet in place to support ICT resources sharing

Public Private Partnerships Framework is not yet in place

Cloud infrastructure and use of open source software guidelines: Also not yet in place though can help the County access infrastructure, services and skills at low costs using models such as pay as you go.


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2.5.5 Shared Services

Table 2- 6 Shared services

Aspect Current Status

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

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

Infrastructure

Infrastructure development is not shared

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

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

There is no infrastructure sharing- workgroups, inter-departmental, County-County, County Government arms (Executive, Assembly & CPSB), County Government -National Government

Public Service Delivery

Databases are not standardised and shared

Service Centres are not shared

Unified Communication System is not shared

GIS Systems are not shared

2.5.6 Change Management

Table 2- 7 Change Management

Aspect Current Status

Governance Structures In place

Change Management Processes No change management plan has been developed

No change management activities in place

No change management office or agent

Change Management Communication Strategy

No change management communication strategy is in place

No change management monitoring and progress review

2.5.7 Citizen involvement and Participation

The Citizens’ involvement and participation is a guaranteed right by the Constitution of Kenya.

Table 2- 8 Citizen Involvement and Participation

Aspect Current ICT status

Citizen involvement and e-participation

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

There is no formal structure for public involvement during implementation

Web portals for online engagement Not available

2.6 ICT gap analysis

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


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2.6.1 ICT Maturity Level Analysis

The development of the ICT road map used an international process called ICT maturity modelling to benchmark the county’s maturity level. The process utilised the famed CMMI, approach to analyse identified aspects (in this case, thematic area) in the context of a set of structured levels that describe how well the behaviours, practices and processes of an organization can reliably and sustainably produce required outcomes.

The consultancy developed a customized model addressing directly the realities germane to the counties in Kenya. The customized model identified five progressive levels of maturity. The Table 2.9 below shows a comparative snapshot.

Table 2- 9 ICT Maturity Levels

CMMI LEVELS CONSULTANT LEVELS

LEVEL 1 (Initial) LEVEL 0 (Relative immaturity)

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

LEVEL 3 (Defined) LEVEL 2 (Emerging maturity)

LEVEL 4 (Managed) LEVEL 3 (Relative maturity)

LEVEL 5 (Optimizing) LEVEL 4 (Robust maturity)

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

Table 2- 10 weighted maturity ratio

Value 0 to 24 25 to 49 50 to 99 100 to 199 200 and above

Weighted Maturity Ratio

STRONG Weighted Maturity LOW priority for work

RELATIVELY STRONG Weighted Maturity SOME priority for work

AVERAGE Weighted Maturity MEDIUM Priority for Work

BELOW AVERAGE Weighted Maturity HIGH Priority for Work

SIGNIFICANTLY BELOW AVERAGE Weighted Maturity VERY HIGH Priority for Work

The process identified and analysed the four broad thematic areas

The results for each category (thematic area) are presented in the table 2.13 below:

Table 210 Overall ICT Maturity Level and Ratio

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

WEIGHTED MATURITY RATIO

Infrastructure & Connectivity 1.3 68

Public Service Delivery Systems 0.8 81

Human Resources & Capacity Building 1.8 56

Policy Environment & Legal Framework 1.0 75

OVERALL MATURITY RATIO 1.2 280

The weighted results show a combination of Ad hoc and emerging maturity results with an overall maturity ratio of 1.2 on the S.I category maturity indicating Ad-hoc maturity and 280 on the weighted


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maturity ratio indicating Mandera County is significantly below average on ICT Maturity.

Below are two graphical representations of the S.I Category Maturity and the Weighted Maturity ratios: The radar representation grants a bird’s eye view of each category’s maturity. The overall maturity level of Mandera County is low at an average score of 1.2 against the 5 scale level advanced in the CMMI model.

Figure 23 S.I. Category Maturity

In addition, the weighted results of 280 out of a possible score 400 being the worst case, show an Ad-hoc maturity with existence of significant opportunities for improving the Mandera County ICT. These are the ICT investment priority areas that the county government needs to focus on as it implements the ICT Road Map Action Plan.

2.6.2 Infrastructure, Connectivity and Interoperability

Table 2.11 below presents the infrastructure and connectivity gap analysis in Mandera County.


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Table 2- 11 Summary of Infrastructure and Connectivity Gaps in Mandera County

No Aspect ICT Gaps

1.0 Connectivity Lack of LAN in a number of departments

Lack of WAN connectivity to Sub Counties

Lack of Connectivity within the Executive, County Assembly and the Public Service Board

1.1 ICT infrastructure optimisation

Lack of coordination among the Departments of the County and the various arms of the County Government namely the Executive, the County Assembly and Public Service Board in the development of the sharing resource planning framework

1.2 SLA with SP Lack of an acquisition framework for technical skills, consultancy and equipment acquisition and hence lack of SLAs for maintenance and support. Also, Mandera County is in a desolate area rendering it difficult to access

1.3 Basic ICT equipment Additional computers, Laptops, pads and tablets for the staff currently lacking and for the additional staff who will be recruited

Lack of additional Servers for applications, email and databases to support additional service delivery applications except for IFMIS

1.4 Business Continuity Plan Lack of County DR Data Centre

Lack of the requisite policy on deployment of DRC is also not in place to provide guidelines on data protection and access.

2.6.3 Public Service Delivery Systems

Table 2.12 below presents a summary of the public service delivery systems gaps.

Table 2- 12 Summary of the Public Service Delivery Systems Gaps

NO Aspect County ICT Gaps

1.0 Implementation of IFMIS Lack of adoption of all the modules of IFMIS such as Fixed Assets, e-procurement and training on all the modules of IFMIS

1.1 Automation 1. Manual records still commonly used in the Registry

1.2 Use of interoperable systems Policy yet to be finalized

1.3 Communication Lack of adequate bandwidth for county communications

Lack of WAN for Unified communications infrastructure

Lack of skills to implement appropriate technologies

1.4 Citizen participation and involvement

Lack of e-citizen portal and Bulk SMS utilization

2.6.4 Human Capital and workforce development

Deploying ICT shall requires a well-equipped and skilled human resource in the County. Table 2.13 below presents a summary of the human resources gaps in Mandera County.


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Table 2- 13 Human Capital Gap analysis

No Aspect County ICT Gaps

1.0 Basic ICT skills Lack of adequate structure and personnel for the division to successfully implement a world class ICT roadmap.

1.1 Specialised and technical ICT skills Low ICT skills as current staffing has basic ICT degree and Certificate

1.2 Human resources establishment Lack of trained and skilled staff due to insecurity and proper job skill match

1.3 Change management Lack of a business continuity and change management policy

2.6.5 Policy Environment and Legal Framework

The County requires a facilitative policy and legal framework to deploy ICT fully. Table 2.14 below presents this analysis.

Table 2- 14 Policy and Legal Framework gap analysis


1.0 ICT policy Lack of established laws for private public partnerships (PPP) and a framework on sharing of resources between counties.

1.1 Strategic Plan Inadequate ICT Policy Framework such as Infrastructure As Service, (IAS), Software As Service (SaaS) Development and acquisition, Integration and Support SLAs, Cloud computing

1.2 ICT financing Lack of investments framework for financing

Lack of ICT budgeting and coordination among the services across the arms of County Government to fully make ICT a shared resource


Table 2.15 below shows the current status of the county shared services.

Table 2- 15 Shared services


1.0 Shared services Plan for infrastructure, connectivity and Public Service delivery systems

There is no infrastructure acquisition and management plan

There is no infrastructure sharing- workgroups

Databases are not standardised and shared

Service Centres are not shared

Unified Communication System is not shared

GIS Systems are not shared

2.6.7 Change Management

Change management current status is as shown below in table 2.16.


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Table 2- 16 Change Management


1.0 Shared services Plan for infrastructure and connectivity and Public Service delivery systems

i) There is no change management plan

ii) There are no change management activities to sensitise staff on change and ICT in particular

iii) There is no identified change management office or agent and neither are there change ambassadors to entrench ICT

iv) There is no change management communication strategy in place

v) No change management monitoring and progress review to manage change.

2.6.8 Citizens Involvement and Participation

County current citizen involvement and Participation is discussed in the table 2.17 below.

Table 2- 17 Citizen Involvement and participation


1.0 Citizen involvement and Participation

1. There is no online formal Citizens feedback platform

2. There is no Customer Care or Help Desk for Citizens engagement.

3. There are no business services available online such as application and payment platforms for business permits

2.7 Current ICT Expenditure Analysis

The current level of budgeting in the County was analysed based on Gartner IT key metric data report (2012) which provides a market benchmark for key ICT metrics including spend level as compared to revenue. These ICT key metrics analysed per industry give high-level benchmark for assessing organisations ICT department. The Mandera County ICT budget was 1.46% of the overall budget of the County in the year 2013/2014. This is lower than the 5% recommended by the Kenya Government ICT Master Plan based on the Gartner study of 2012, which noted ICT spending as a percentage of total revenue for organisations close to the County, ranged from 3% to 5%.


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3. THE COUNTY ICT STRATEGY ROAD MAP

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

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

2) G2C (County government to citizens)

3) G2E (County government to employees)

4) G2B (County government to businesses

3.1 Strategic Principles

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

3.1.1 Vision

The vision of ICT in Mandera County is;

ICT delivers regional competitive and self- reliance of the county

3.1.2 Mission

The Mission of ICT in Mandera County is;

To strategically position ourselves as a county guided by innovative competitiveness in order to achieve progressive, wealthy, healthy, cohesiveness and a secure county

3.1.3 Core Values

The following core values shall guide the implementation of the ICT programmes in Mandera County.

1. Integrity

2. Innovativeness

3. Professionalism

4. Team work

5. Equity

6. Transparency and Accountability

7. Respect for rule of law

3.2 ICT Roadmaps

Mandera County will optimise ICT by implementing four roadmaps that respond to the current needs. The four roadmaps are:

1) Roadmap 1: Infrastructure and Connectivity


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2) Roadmap 2: Public Service Delivery systems

3) Roadmap 3: Human Capital and Workforce Development

4) Roadmap 4: Policy environment and Legal framework

Table 3.1 below presents the rationale and parameters for each of the four roadmaps.

Table 3- 1 Roadmaps Framework

No Roadmap Roadmap Parameters

1 Roadmap 1: Infrastructure and connectivity

Internet Connectivity

Basic ICT equipment

Network infrastructure- LAN/WAN, mobile phone

Electricity connection

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

2 Roadmap 2: Public Service Delivery systems

System automation

Workflow automation

Internal coordination- unified communication system

Service delivery points

3 Roadmap 3: Human Resources and Capacity building

Training needs assessment

Basic ICT training

System (application) based specialised trainings

ICT department Human Resources establishment

4 Roadmap 4: Policy environment and legal framework

County ICT policy framework

County ICT investment framework- PPPs in infrastructure acquisition

County ICT legal framework

County ICT budget allocations

3.2.1 Roadmap 1: Infrastructure and Connectivity

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

Table 3- 2 Infrastructure and Connectivity Interventions

Overall Objectives Specific Objectives

Roadmap 1: Infrastructure and Connectivity

To improve WAN Connectivity

Implement WAN/ Fibre optic to Sub Counties by 2017

Implement a Centralised Network Authentication System by 2016

Implement a DR Data Centre by 2017

Setup ICT Incubation Hub by 2017

Setup ICT Communication Centres by 2020

Setup ICT County Self Service Kiosks by 2018


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Overall Objectives Specific Objectives

To improve LAN Connectivity

Completion of LAN in the Departments by 2017

Implement LAN in the Sub-Counties Offices by 2018

Acquire Routers, Switches and Network firewalls by 2016

Increase bandwidth to 10 MBPs by 2017

Top connect the County to a Unified Communication

Acquire IP Telephony equipment by 2017

Implement help desk by 2016

To develop and implement a robust business continuity plan

Acquire Applications Server by 2016

Acquire database Server by 2016

Acquire mail Server by 2016

Implement primary data centre functionalities by 2016

3.2.2 Roadmap 2: Public Service Delivery

Mandera County shall seek to achieve the following objectives that touch on public service delivery systems. Table 3.3 presents the summary of these interventions.

Table 3- 3 Public Service Delivery Systems InterventionRoadmap Two: Public Service Delivery Systems

To strengthen the internal coordination mechanism

Revenue Collection and Management Systems by 2016

Fleet Management and Control Systems by 2016

Electronic Document Management Systems by 2016

Customer Care Relationships Systems by 2016

Health Information Management Systems by 2016

Business Intelligence Systems by 2016

To promote use of Geographical Information Systems

Mapping for Urban Development by 2017

Mapping for Tourism Sites by 2017

Mapping for identification of Natural and Water Resources by 2017

Mapping for Land demarcation and titling by 2017

To improve public communication

Create an interactive and transactional website by 2018

Enhance the Website for e-Citizen interactivity by 2017

Provide hosting and standardization of Website services by 2017

To promote the citizen Participation

Implement the County WIFI by 2017

Implement the County Radio and TV Stations by 2016

Implement Bulk SMS/USSD and mobile applications by 2016

3.2.3 Roadmap 3: Human Capital and Workforce Development

Mandera County shall seek to achieve the following nine objectives that touch on Human Resources and Capacity Building. The County will implement nine interventions across the four objectives. Table 3.4 presents the summary of these interventions.


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Table 3- 4 Human Capacity and Workforce Development

Roadmap Three: Human Capacity and Workforce Development

To promote a techno-savvy workforce development

Carry out a staffing needs assessment for the County by 2016

Liaise with the National Government for development of the work force by 2016

Develop County ICT Professionals Database by 2016

To promote human resources capacity building in ICT Work with Training institutions to develop capacity of ICT Staff by 2016

To create and promote ICT training opportunities

Liaise with the National government to build Centre of Excellence by 2017

Build local ICT Training Institutions to develop local ICT professionals by 2017

To strengthen the ICT skills development Offer ICT skills development sponsorship programmes to staff by 2017

3.2.2 Roadmap 4: Policy Environment and Legal Framework

Mandera County will seek to achieve the following objectives that drive public legal and policy framework. Table 3.5 presents the summary of these interventions.

Table 3- 5 Legal Environment and Policy Framework Interventions

Roadmap Four: Legal Environment and Policy framework

To develop and implement an effective ICT legal policy framework

Lobby for the adoption of the ICT Roadmap and updated CIDP by the Executive and the County Assembly by 2016

To strengthen the ICT allocations

Develop a Bill on ICT Funding and Investment by 2016

Sensitize the Executive and County Assembly by 2016

Implement Quick Win ICT Projects to demonstrate the contribution of ICT to service delivery by 2016

To develop and implement framework a PPP Develop a policy on PPP by 2016


ICT investments are capital in nature. The ICT needs across the 3 arms of the County Governments are similar. The service end-users are the same - the County residents

Table 3- 6 Shared Services

Shared Services

Objective Specific Objective

To implement shared infrastructure and public Service delivery systems

To develop a shared infrastructure for all County arms of government and departments by March 2016

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

3.4 Change Management

An appropriate change management strategy and plan is important to manage both structural changes and ensure a smooth change process during the implementation of the ICT Roadmap.


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Table 3- 7 Change Management PlanChange Management


To develop a Change Management Strategy and Plan

To develop a change Management Plan by March 2016

To develop a Change Communication Strategy by March 2016

3.5 Citizen involvement and participation

Below are the objectives to support this major area of the ICT implementation:

Table 3- 8 Citizen Involvement and Participation

Citizen Involvement and participation


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

To develop a Citizens involvement and participation Policy by March 2016

To develop a e-Citizens participation platform by June 2016

3.6 Key Strategies guiding implementation of the roadmaps

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

Table 3- 9 Key Strategies guiding implementation of the roadmaps

Roadmap 1: Infrastructure, Connectivity and interoperability

Key Strategies

Adopt and use Renewable Energy to Power ICT Mobile Equipment

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

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

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

Roadmap 2: Human Capital and Workforce Development

Key Strategies

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

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

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

Develop a data base of ICT professionals in the County

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


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Roadmap 3: Public Service Delivery

Key Strategies

Use Cloud Services for Email with adequate security

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

Outsourced IFMIS from the National Government

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

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

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

Roadmap 4: Policy Environment and Legal Framework

Key Strategies

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

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

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

Engage ICT consultants to develop comprehensive ICT policies.


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4. CRITICAL SUCCESS FACTORS AND IMPLEMENTATION PLAN

This chapter focuses on the structure that the County requires to implement the roadmap successfully. In addition, it highlights the key priorities, critical success factors as well as the implementation matrix.

4.1 Governance, Management and Organisation

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

4.1.1 ICT governance structure

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

4.2 Project Identification and Prioritisation

The identification and prioritisation of the Mandera County projects is on the ICT Roadmap priority areas identified in our discussions with the County stakeholders. This prioritisation highlights the projects sequencing and follows a logical flow where the first activities provide the base on which to build the next level of activities.

A three (3) scale ranks them where 1 is High Priority, 2 Medium Priority while 3 is Low Priority. It also took into consideration the projects under implementation by the County. Details of the prioritisation are shown in the implementation plan timelines.

4.3 Implementation Plan

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

4.3.1 Implementation Timelines

The Table 4.1 below details the implementation matrix of the ICT roadmap. The implementation matrix aligns with the projects and associated implementation strategies, periods and responsibilities. The table representing the matrix is an annex to the report.


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Table 4- 1 Implementation Timeliness

Infrastructure and Connectivity

Project Details

Prio

rity

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

NOFBI Termination by National Government – County Hq and Sub-county 1

Primary DATA CENTRE 1

Disaster Recovery Centre - DRC (Off Site Back Up) 1

Clean energy infrastructure ( solar and wind) to power ICT infrastructure 1

LAN and WAN infrastructure: For all Departments at county Head Quarters 1

LAN and WAN infrastructure for Sub-counties 2

LAN and WAN infrastructure for County Wards 3

LAN and WAN infrastructure for Sub County Hospitals 1

Broadband Wireless Network Sensing Systems 1

Equipping ICT Communication Centres, ICT Incubation Hub, ICT Centre of Excellence, ICT Self Service Kiosks, E-Library 2

Computer Devices-Personal Computers, Printers, Scanners, Copiers 1

Electronic Document Management Systems 2

Unified Communication Systems 2

County Community FM Radio Station - Studio Equipment supply and Implementation (End to End) 1

GIS Server Hardware and data mapping equipment/tools and accessories 2


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Service Catalog Support

Public Service Delivery Systems

Projects Identification & Prioritization Pr

iorit

y

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

Integrated Financial Management Information Systems (IFMIS) 1

Integrated County Revenue Management Systems (ICRMS)- ERP 1

GIS- Software Solution and Resource Mapping 1

Customer Relationship Management Systems (CRM) 2

Web Portals 2

Electronic Document Management 1

ICT Training and Service Centres 1

Business Intelligence and Analytic Systems 2

Integrated Health Management Systems 1

Telemedicine Ecosystems 1

Lab Management Systems 1

Genomics Lab Project 3

Livestock Identification, Security & Health Management Systems 2

Integrated Agribusiness Management Systems 1

Early Warning, Climate and Feed lots Management Systems 2


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Education Management Systems 1

Access Control Systems 1

CCTVs and Predictive Analytics Systems 1

Electronic Voting Systems 1

Human Capital and Workforce Development

Project Details

Prio

rity

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

Staffing Needs Assessment 1

Recruitment 1

Training Needs Assessment 1

Training Curriculum Development 3

Training and Capacity Building Programmes 3

Training Sponsorships 2

Training Centres and Partnerships Development 1

ICT Organization Structure Development 3

ICT Secretariat (Project Management Office (PMO)

2

Recurrent Expenditure, Staff/Admin Costs 1

Policy Environment and Legal Framework

Project Details Prio

rity

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

Cyber Security Policy 1

Document Work Flow Policy 1

Training and Capacity Development Policy 2

SLA/AMC 1

e-Waste Management Policy 2

Disaster Recovery and Business Continuity Policy 1

Shared Services Plan 1

Information Technology Information Library (ITIL) 2

ISO Certification 4


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Information Security 1

Procurement Standards Policy 1

Public Private Partnership Policy 1

4.3.2 Shared services

The purpose of the projects in the thematic area is to design and deploy a County Network Infrastructure System that would electronically link all county government departments and statutory bodies to local and wide area networks throughout the nation. The Network Infrastructure System will incorporate the technical flexibility to accommodate national future expansion as appropriate. The realization of the short-term objective requires physical establishment of Local Area Networks, and their strategic connections to digital segmentation designs that would allow maximum throughput and continuous network accessibility.

4.3.3 Change management

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

Figure 41 The 7-S organizational change Model

A change management plan is critical to successfully implementing the ICT Roadmap.

1. The Structure

As recommended by the ICT Authority, the establishment of Governance Committee, Technical Committee and a Secretariat is critical for the successful implementation of the developed ICT Roadmap for the Mandera County.


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2. The Soft Ss - Systems, Style, Staff, Skills and Strategy

The soft Ss is a very critical and important area of a successful change plan. Placing shared values at the middle of the process is an indication that they are central to the development of all other elements. The staff skills are important portion of the county’s success in the implementation of this roadmap.

3. Change Management Partner (The Change Agent)

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

4. ICT Projects Implementation Partner

The ICT Projects Implementation Partner will focus on Training and Capacity building to Mandera County staff on effective use of the ICT systems, and Support and maintenance of the applications for a 5 year period.

5. Secretariat and Project Management Office

The Project Management Office (PMO) is tasked with among others tasks coordination of ICT procurements, consolidation of data centres and “ICT investment management”. PMO is also tasked with working with other County Government Departments and agencies to develop “implementation approaches”.

4.3.4 Citizen Involment and Participation

One of the key focus of the devolved government was to reach out to all citizens and have them participate in the county government decision making since they affect them directly. Therefore, the Public involvement in Mandera County is a means to ensure that citizens have a direct voice in County decisions. The ICT Roadmap shall seek to facilitate the County residents to participate in governance, communicate needs, call for accountability and give feedback on service delivery.

4.4 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


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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

4.5 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.

4.6 Communication Strategy

Communication is important to successful strategy implementation. Thus this Roadmap implementation success requires communication to the stakeholders, support from the stakeholders and participation of the stakeholders.

4.7 Monitoring and Management

The County Government requires a comprehensive monitoring and evaluation framework to assess progress and orient the results to the initial plan. The framework shall provide the trajectory for measuring progress against the initial plans. This shall provide for corrective mechanisms when negative deviations emerge. An effective and commensurate monitoring and evaluation system is necessary to ensure timely, focused, objective and evidence-based information on the performance of the County ICT road map implementation. Continuous observation, monitoring, measurement, feedback and corrective action will inform the anchorage of the County M&E system.

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

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

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

• National Level• County level• Community level

At the national level the ICT Authority through the organised county forums will receive update


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reports, discuss them and advice of change of strategy if need be will be done. They will also carry out county monitoring trips to give support and to ensure that national guidelines and policies are adhered to.

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

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


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5. BUDGETS AND FINANCIAL PROJECTIONS - INVESTMENTS

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

5.1 Road Map Budgets Projections

The tables below present the summary investments by each roadmap.

Table 5- 1 Summary Investment Rate 92 INVESTMENTS

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

KSH USD KSH KSH KSH KSH KSH

Infrastructure and Connectivity 1,064,900,000 11,575,000 204,125,000 417,641,667 173,266,667 173,266,667 96,600,000

Public Service Delivery Systems 2,732,400,000 29,700,000 675,800,000 810,800,000 572,600,000 363,600,000 309,600,000

Human Capital and Workforce Development 109,561,200 1,190,883 22,560,000 19,010,000 22,830,000 20,532,000 24,629,200

Policy Environment and Legal Framework 34,000,000 369,565 13,500,000 3,000,000 9,000,000 5,500,000 3,000,000

Total 3,940,861,200 42,835,448 915,985,000 1,250,451,667 777,696,667 562,898,667 433,829,200

5.2 Roadmap Financing

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

Mandera County requires a robust financing mix of the internal equity and limited debt to realise the ambitions roadmap. In addition, the County should take advantage of the huge partnerships that exist to foster resource mobilisation. The private sector and development partners’ participation is critical in financing this roadmap.

The County will work to consolidate all Departments ICT Budgets and their implementation plans where possible to ensure sharing of ICT resources. The County will also ensure an allocation of at least 3-5% of the total County budget to ICT over the roadmap implementation period.


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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

MIGORI COUNTY

P. O. Box 195 - 40400

[email protected]

+254 726 319450, 0770 304 976

http://www.migori.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

Mandera County GovernmentP.O. Box 13-70300Mandera, Kenya

Tel: +254 046 210 4000Email: [email protected]


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Ministry of Information, Communication and Technology

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