governance plan: county government of wajir...governance plan: county government of wajir i table of...

GOVERNANCE PLAN: COUNTY GOVERNMENT OF WAJIR

iGovernance Plan: County Government of Wajir

Table of ContentsForward ii

Implementation Gaps iii

1.0. Executive Summary 1

2.0. Governance Context 2

2.1. Principles of Devolved Government 2

2.2. Conceptual Basis 2

2.3. Legal Framework 2

2.4. Other Frameworks 3

2.5 Functions of the County Government 3

3.0. County Government of Wajir and AfriCOG Partnership 4

4.0. Governance Gaps Assessment Conference 5

5.0. Governance Gaps Implementation Matrix 6

6.0. Conclusion 25

List of AcronymsAfriCOG Africa Centre for Open Governance

CBA Cost Benefit Analysis (CBA)

CCO Chief Compliance Officer

CEC County Executive Committee

COK Constitution of Kenya

CSO Civil Society Organization

UNDP United Nations Development Programme

DevCON 6 Devolution Conference 6

ii

ForewordThe Directorate of Governance and Ethics was established in January 2018 with the fundamental objective of ensuring the implementation of the values and principles of governance as enshrined in Article 10 of the Constitution of Kenya to maximize the realization of the objectives of devolved governance as envisaged in Article 174 of the COK 2010. Having been established after the budgetary process of its year of inception, the directorate took that challenge as an opportunity to knock on the door of willing national and international organizations that have the wherewithal to help and partner on matters of governance. After the initial exchange of correspondence an open hand was extended by AfriCOG (Africa Centre for Open Governance). In particular, a dedicated delegation from the Department of Governance visited their offices led by CEC Ahmed Shariff, the CCO Abdullahi Hassan Maalim, the Director of Governance Hashim Elmoge and the Assistant Director Ibrahim Hussein. Our first request sought support to visit Makueni with the aim of understanding the exemplary model of public participation and devolution in Makueni County. The benchmarking tour opened our eyes to what commitment of staff enjoying political will and a willing public nurtured through continuous civic education can do to steer good governance.

In order to emulate Makueni, the directorate undertook measures to begin their journey of realizing good governance and enhanced service delivery. The visit culminated in a governance retreat held on July, 2018 at Masai Lodge in Kajiado County that was attended by ten members of staff from both arms of government, who were trained as champions of good governance for the County Government of Wajir. During training, the team also came up with a prioritized action plan in regards to undertaking a governance gaps assessment of all county government departments, consequently coming up with mitigation measures for the identified gaps. In particular, the governance gaps assessment conferences which were held on September and November, 2018 had brought to the fore significant challenges that the county faces in terms of governance and the need to urgently address the same in order to begin the trajectory to achieve our county vision.

The by-product of that partnership process is contained in the Governance Action Plan that we are launching today which we must all implement if we are to achieve and realize good governance and development in our county. Unfortunately, despite continuous reminders and inviting a consultant twice, only six out of the ten government departments shared their implementation gaps.

The directorate also partnered with United Nation Development Programme who supported a bonding session for both arms of government that took place at Safari Park Hotel in Nairobi on August, 2018 whose objective was to build capacity to enhance collaboration for the purpose of realizing the vision of County Government of Wajir.

iiiGovernance Plan: County Government of Wajir

Implementation GapsSound laws are a key foundation of democratic governance and economic development, formulating such laws is only half of the puzzle, the challenge is ensuring that the legal frame work is properly implemented. The fact that there is more to governing than the mere adoption of laws is often overlooked and usually the incentives for implementation are misaligned, the implementation gaps which is the difference between solutions in legal documents and their actual implementation in practice painfully undermines citizen’s livelihoods. When written regulations in the books are not enforced and when important economic regulations remain unimplemented, the credibility of local officials suffer, the risk of corruption rises and the environment conducive to small business and entrepreneurship remains elusive. In this regard, implementation gaps may lead to social instability, create fertile ground for political opportunism and even politically motivated violence, thus a need to address governance gaps by having regulatory framework in place that includes Cost Benefit Analysis (CBA) of the proposed legislation as well as harmonization of different relevant laws to foster implementation. Additionally, the solution lies on strengthening the key pillars of integrity in governance to create a system where the incentive structures of government officials and other social sectors are such that the laws are soundly crafted from the beginning and there exists the political will, state capacity and public support to implement them.

It against this backdrop that the directorate earnestly sought a partnership with AfriCOG in order to benefit from their vast experience in research and good governance in the international and regional arena to support the Directorate of Governance and Ethics to help us adopt the best practices in

Departmental Heads during the Governance Gaps Assessment Conference in Wajir Town in November 2018

iv

democratic governance. Based on the fact that good governance provides the basis for efficient markets and government service delivery, the objective of the directorate is to become a public sector that is responsive and accountable rather than predatory and capable of promoting growth through citizen empowerment while simultaneously addressing complex public policy challenges. \

As a Directorate of Governance and Ethics, our future plans include but are not confined to:

t� Working closely with other governments in mainstreaming the implementation of the values and principles of governance

t� Award best performing departments, directorates and individual civil servants. (Criteria to be discussed and agreed).

t� Build capacity on governance and ethics.

t� Train public watchdogs and CSOs.

t� Run radio talk shows on importance of citizen involvement in governance.

t� Hold sensitization forums in the 6 sub counties and the 30 wards.

In conclusion the directorate would like to once again thank AfriCOG for the unconditional support, commitment and generosity they have extended to the directorate since the beginning of the journey which is being celebrated today in the form of the launching of this Governance Action Plan which can only have the desired results if it is objectively and effectively implemented. Lastly, the directorate would like to thank all those who worked in collaboration with us.

May justice be our shield and defender,

May we dwell in unity, peace and liberty,

May plenty be found within our borders,

And may our home County of Wajir become a leading light in terms of the implementation of the values and principles of governance as enshrined in Article 10.

Amen.

Mr. Hashim Elmoge,Director – Directorate of Governance and Ethics, County Government of Wajir

1Governance Plan: County Government of Wajir

1.0 Executive SummaryThe Directorate of Governance and Ethics in the County Government of Wajir with Technical Support from AfriCOG, participated in a two days’ Governance Gaps Assessment Conference held in Wajir town in September and November, 2018 that culminated in the identification of governance gaps from the departments listed in the matrix. The following emerged to be the most common problems which includes, insufficient service coverage, non or low budgetary allocation, vehicles, staff and office space. In this regard, there is need for the Government to come up with a Service Delivery Charter that is internally produced detailing the minimum service delivery goals, targets and standards. For the detailed governance gaps see the matrix below.

2

2.0 Governance ContextGovernance is how the state acquires and exercises authority in order to provide and manage provision of public goods and services. Successful governance depends on the quality of institutions and rules, both formal and informal. Formal rules are contained in constitutions, laws and regulations, while informal rules include the values and norms that shape the behavior of individuals and organizations in a society. In order to understand what undermines or strengthens governance one needs an adequate understanding of actors, institutions, interests and politics. Actors may be politicians, businesses or social groups. Institutions shape which interests get preference, what economic activities are permitted or prohibited, and which political behavior is rewarded or sanctioned. Politics or how actors compete for and use power determines the choices that governments make as well as what economic and social interests politicians are likely to respond to.

2.1 Principle of Devolved GovernmentIn reference to Article 175 of Chapter 11 of the Constitution of Kenya (COK) 2010, County governments are supposed to reflect democratic principles of separation of power, have reliable source of revenue to enable them govern and deliver services effectively, as well ensuring that no more than two-thirds of members of representative bodies shall be of the same gender. In this regard the county government should ensure these aspects are adhered to as they move towards implementation of the governance plan.

2.2. Conceptual BasisCounty governments are meant to observe and perform the following roles namely, the promotion of democratic and accountable exercise of power, fostering unity while recognizing diversity, foster self-governance and enhanced public participation, ensure right of communities to manage own affairs to further their development, protect and promote minority rights, ensure equitable sharing of resources, facilitate decentralization of state organs and enhance check and balances on the separation of powers.

2.3. Legal FrameworksThe promulgation of the new Constitution 2010 created a decentralized system of government where two of the three arms of government namely, the Legislature and the Executive are devolved to the 47 political and administrative Counties as provided for under Article 6 and specified in the First Schedule. This was followed by the enactment of several laws to operationalize the decentralized system of government. These were but are not confined to, County Government Act 2012, Intergovernmental Act No. 2 of 2012, Transition to Devolved Government Act no 1, 2012, National Government Coordination Act no 1, 2013 and the Public Finance Management Act, 2012.


2.4. Other FrameworksWith regards to enhancement of devolution, the following bodies complement the legal framework in the implementation of the decentralization of government. These are, the National Assembly and Senate with a mandate to protect the devolved units, commissions and independent offices, Office of the Auditor General (OAG) and Commission on Revenue Allocation (KRA). Notably, these frameworks are meant to enhance public accountability without manipulation by the executive.

2.5. Functions of the County GovernmentPart 2 of the Fourth Schedule of the Constitution 2010, assigns to the County government the following functions, namely, promotion of agricultural services, county health services, control of air and noise pollution, other public nuisances and public amenities, county transport, animal control and welfare, trade development and regulation, county planning and development, pre-primary education, village polytechnics, home craft centers and child care facilities. Implementation of specific national government policies on natural resources and environmental conservation, county public works and services, control of drugs and pornography, ensuring and coordinating the participation of communities in governance at the local level and assisting communities and locations to develop the administrative capacity for the effective exercise of the functions, powers and participation in governance level.

4

3.0 County Government of Wajir and AfriCOG Partnership

The Wajir County Governance Programme is a demand-driven intervention based on a request by the Wajir County Government officials that AfriCOG offers support to the County Governance and Ethics’ Policies and Processes. The County made contact with AfriCOG who organized a site visit to Makueni County, on request, to observe ‘a well-designed system of public participation in action’ followed by a three-day training workshop on Governance, Public Participation, Policy Design and Implementation that took place in Masai Lodge in Kajiado County. The three-day policy training covered two major themes: a) the definition of key governance terms- including Voice, Accountability, Inclusion, Transparency and Participation and their relationship to service delivery, especially service delivery to the poor and b) the definition of key policy concepts and the nature of the policy process including the relationship between politics and policy choices. In discussing governance, the training explored why service delivery to the poor is often of such low quality even though it is often the votes of the poor that put politicians in office. That became the basis for the discussion of the basic concepts and aims of policy and the fundamental questions of policy design as strategic management and an exploration of the reasons why seemingly good policies are often not implemented and why bad policies are frequently adopted and implemented. The Wajir Policy Training concluded with a discussion of problems of policy execution that are at the root of the common complaint that “Kenya has many good policies that are not implemented.” Policies may fail because of design flaws but mostly they fail for other reasons: Sometimes agencies are not capable of implementing them; at other times policy leader’s under-estimate the challenges of implementation; sometimes the policy process is captured by powerful groups or organizational politics within implementing agencies which thwarts the intentions of the policy leaders. Problems of policy implementation usually fall into three broad categories: a) poor management of people; b) ineffectual management of the policy reform strategy or c) mismanagement of the operations through which policies are implemented.

Wajir Officials in a Group Photo With H.E. Governor Kivutha Kibwana and Makueni County Commissioner Mr. Maalim Mohammed during a Benchmarking Tour in Makueni County in May 2018


4.0 Governance Gaps Assessment Conference

The County Government of Wajir held a two days Governance Gaps Assessment Conference in September and November, 2018 at County Guest House Wajir town with technical support from AfriCOG. The contents of this plan are from the County Government of Wajir. AfriCOG’s role in this process is facilitative. The Conference that led to the identification of the gaps listed in the matrix below by the county officials was attended by the heads of all County departments.

Departmental Heads during the Governance Gaps Assessment Conference in Wajir Town November 2018

6

5.0 Governance Gaps Implementation Matrix

The Matrix below lists the governance gaps as identified by the participants from 10 departments of the County Government of Wajir. Notably, the following emerged to be the most common problems among the gaps identified; policy gaps, weak staff capacity, logistical challenges, external challenges, poor infrastructure as well as operational challenges. This indicates a need to address them as a matter of priority.


Dep

artm

ent.

Dia

gnos

ed G

aps

Rem

edia

l Act

ion

Q2.

Q3.

Q4.

Resp

onsi

ble

Pers

on.

Com

mon

Pr

oble

ms

Insu

ffici

ent S

ervi

ce C

over

age

(Veh

icle

s, st

aff, o

ffice

spac

e,

Coun

ty a

nd su

b-Co

unty

offi

ces

etc.

)

The

Waj

ir Co

unty

Ser

vice

Del

iver

y Ch

arte

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tern

ally

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ed w

ith

tech

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onsu

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.)

Proc

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ify

depa

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ents

requ

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ents

.)

Iden

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the

min

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deliv

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goal

s and

targ

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iver

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bsta

cles

(C

entr

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reso

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hose

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on

Coun

ty In

tegr

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an (C

IDP)

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men

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n (A

DP)

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ter-

depa

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olla

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M

onito

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Lack

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Mon

itorin

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ll.D

evel

op a

n Effi

cien

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onito

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Bill.

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Mar

ch

2019

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ck o

f Cou

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d Ev

alua

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Com

mitt

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OM

EC)

Esta

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mitt

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20th

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2019

.La

ck o

f cap

acity

of s

taff.

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aff a

nd e

quip

them

with

sk

ills.

15th

June

20

19.

8

Dep

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Dia

gnos

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aps

Rem

edia

l Act

ion

Q2.

Q3.

Q4.

Resp

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Pers

on.

Lack

of a

serv

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char

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Dev

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cha

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. 30

th

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18.

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2019

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2018

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by

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aini

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for t

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th

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19.

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sour

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truc

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obili

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f mot

or b

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and

car

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ecem

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Dev

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Dep

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Dia

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aps

Rem

edia

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Q2.

Q3.

Q4.

Resp

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Lack

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quip

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Jan

2019

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and

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stom

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arch

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9.

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10

Dep

artm

ent.

Dia

gnos

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aps

Rem

edia

l Act

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Q2.

Q3.

Q4.

Resp

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over

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hani

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by la

w

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stab

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at is

to sa

y:

1.

Coun

ty In

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over

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tal

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ty P

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.

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Citiz

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Info

rmat

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Cent

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(Cou

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oral

Inte

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over

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onsu

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and

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t cou

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ope

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naliz

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ter-

gove

rnm

enta

l for

ums.

21st

Janu

ary

2019

.

Low

skill

s lev

els (

need

for

capa

city

bui

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paci

ty-b

uild

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activ

ities

(sta

ff tr

aini

ng se

ssio

ns a

t Ken

ya S

choo

l of

Gov

ernm

ent (

KSG

). et

c.)--

deve

lop

a tr

aini

ng p

lan

for s

taff

in

the

dire

ctor

ate.

14th

Mar

ch

2019

.


Dep

artm

ent.

Dia

gnos

ed G

aps

Rem

edia

l Act

ion

Q2.

Q3.

Q4.

Resp

onsi

ble

Pers

on.

Wea

k co

-ord

inat

ion

betw

een

coun

ty o

ffici

als a

nd N

atio

nal

offici

als f

rom

the

coun

ty to

the

sub-

coun

ty.

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te li

nkag

e an

d en

sure

bet

ter

coor

dina

tion.

5t

h Ju

ne

2019

.

Dire

ctor

ate

of

Pub

lic

Part

icip

atio

n an

d Ci

vic

Educ

atio

n

Lack

of a

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lic P

artic

ipat

ion

Polic

y/ G

uide

lines

.D

evel

oped

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lic P

artic

ipat

ion

polic

y an

d G

uide

lines

do

ne o

n 3r

d O

ctob

er

2018

.Pu

blic

Par

ticip

atio

n Bi

ll D

rafte

d Bu

t Not

Pas

sed.

Fast

-tra

ck th

e pa

ssag

e of

the

Bill.

17th

N

ovem

ber

2018

- Jun

e 20

19.

Cros

s-cu

ttin

g m

anda

te n

eeds

to

be

mai

nstre

amed

.O

utre

ach

prog

ram

me

to se

nsiti

ze

sub-

coun

ty le

vels

on th

e sa

lienc

e of

pub

lic p

artic

ipat

ion.

4th

Janu

ary

2018

- May

20

19.

Lack

of p

olic

ies o

n pu

blic

feed

-ba

ck m

echa

nism

s (ho

tline

s; no

tice-

boar

ds; c

ompl

aint

m

echa

nism

s etc

.

Esta

blish

Citi

zen

Feed

back

M

echa

nism

.27

th

Nov

embe

r 20

18- 3

0th

June

201

9.

12

Dep

artm

ent.

Dia

gnos

ed G

aps

Rem

edia

l Act

ion

Q2.

Q3.

Q4.

Resp

onsi

ble

Pers

on.

Peac

e, C

ohes

ion

and

Inte

grat

ion

Dire

ctor

ate

Lack

of a

pol

icy

on a

co

llabo

rativ

e fra

mew

ork

(com

plem

enta

ry ro

le o

f go

vern

men

t)

Mem

oran

dum

of U

nder

stan

ding

on

Pea

ce a

nd S

ecur

ity

Waj

ir Co

unty

Pea

ce a

nd C

ohes

ion

Stra

tegy

.

1.

Waj

ir Pe

ace

Foru

m.

2.

Com

mun

ity P

olic

ing.

3.

Viol

ent E

xtre

mism

Str

ateg

y M

ains

tream

ed.

4.

Dom

estic

ated

Pea

ce P

olic

y.

Ong

oing

Inad

equa

te e

xper

ienc

ed st

aff in

pe

ace-

build

ing

(no

trai

ning

).St

aff D

evel

opm

ent P

lan.

2 tr

aini

ng se

ssio

ns o

n CP

MR

for D

irect

orat

e St

aff &

Pea

ce

Com

mitt

ee M

embe

rs.

26th

N

ovem

ber

2018

12th

Mar

ch

2019

.La

ck o

f und

erst

andi

ng o

f pea

ce

conc

ept l

eadi

ng to

insu

ffici

ent

inco

rpor

atio

n of

thes

e co

ncep

ts

in c

ount

y pr

ogra

mm

es (C

onfli

ct

sens

itive

pro

gram

min

g)

One

trai

ning

for e

ach

sub-

coun

ty O

n Co

nflic

t Sen

sitiv

e Pr

ogra

mm

ing

(DO

NO

HAR

M) f

or S

ub-C

ount

y O

ffice

rs.

Jan

8th

2019

.

Ove

r-Lap

s in

Peac

e an

d Co

nflic

t Pr

ogra

mm

ing.

Esta

blish

ing

& St

reng

then

ing

Peac

e Ac

tor’s

Coo

rdin

atio

n an

d Co

llabo

ratio

n St

ruct

ure.

5th

June

20

19.

3.4.

5.


Dep

artm

ent.

Dia

gnos

ed G

aps

Rem

edia

l Act

ion

Q2.

Q3.

Q4.

Resp

onsi

ble

Pers

on.

Crea

ting

Info

rmat

ion

Shar

ing

Plat

form

/ For

um.

Inte

r-Co

unty

Col

labo

ratio

n Fr

amew

ork

Ear

ly W

arni

ng

Syst

ems (

Gar

issa,

Man

dera

, W

ajir,

Isio

lo a

nd M

arsa

bit).

1.

Inte

r-Co

unty

Coo

rdin

atio

n Co

mm

ittee

.

2.

Inte

r-Co

unty

Ear

ly W

arni

ng

Mec

hani

sm.

3.

Dev

elop

Ear

ly W

arni

ng

Indi

cato

rs.

4.

Inte

r-Co

unty

Info

rmat

ion

Shar

ing

Foru

m

5.

Dev

elop

Info

rmat

ion/

Dat

a Sh

arin

g To

ols.

4th

Febr

uary

20

19.

4th

Febr

uary

20

19.

6.7.

8.

Wat

erLa

ck o

f a w

ater

Bill

(Dra

ft ex

ists)

Fast

trac

k pa

ssag

e of

the

Bill.

2nd

quar

ter

2019

.O

ld v

ehic

les-

inst

itutio

nal

supp

ort.

Purc

hase

of n

ew v

ehic

les a

nd

mai

nten

ance

of o

ld o

nes.

Ord

ered

tw

o w

ater

bo

wse

rs.

Non

-reve

nue

wat

er (t

heft,

sy

stem

loss

)M

eter

ing

and

intro

duct

ion

of

smar

t car

ds.

Ong

oing

.

Lack

of E

mer

genc

y Fu

nd

syst

em (e

mer

genc

y re

spon

se

capa

bilit

y)

Fast

trac

k Em

erge

ncy

Prep

ared

ness

Pol

icy.

Firs

t qu

arte

r of

201

9.

Lack

of c

apac

ity fo

r res

ourc

e m

anag

emen

t by

the

com

mun

ity.

Com

mun

ity T

rain

ing

Ong

oing

14

Dep

artm

ent.

Dia

gnos

ed G

aps

Rem

edia

l Act

ion

Q2.

Q3.

Q4.

Resp

onsi

ble

Pers

on.

Repa

ir an

d m

aint

enan

ce o

f w

ater

syst

ems (

spar

e pa

rts e

tc.)

Allo

cate

reso

urce

s and

faci

litat

e fie

ld w

orke

rs.

Cont

inuo

us.

Hig

h le

vels

of il

liter

acy

(boo

k-ke

epin

g an

d re

cord

s m

anag

emen

t)

Capa

city

bui

ldin

g an

d tr

aini

ng.

Cont

inuo

us.

The

Wat

er C

ompa

ny n

ot fu

lly

inst

itutio

naliz

ed (b

oard

, boa

rd

stru

ctur

es a

nd p

roce

ss)

Form

a b

oard

– o

ngoi

ng.

Dec

201

8.

Key

Polic

y do

cum

ents

(str

ateg

ic

plan

s; op

erat

iona

l pol

icie

s; H

uman

reso

urce

s; cu

stom

er

serv

ice

char

ter)

miss

ing

Dev

elop

pol

icy

cons

isten

t with

st

rate

gy a

nd g

oals.

Ju

ne 2

019.

Low

com

plia

nce

with

stan

dard

s (q

ualit

y iss

ues)

Dev

elop

safe

ty a

nd h

ealth

pol

icie

s. Ap

ril 2

019.

Bloa

ted

staff

Fr

eeze

new

em

ploy

men

t

Retre

nchm

ent t

hrou

gh

natu

ral p

roce

ss. N

o re

plac

emen

t.

Imm

edia

tely

.

Poor

infra

stru

ctur

e t�

Reha

bilit

atio

n of

wat

er fa

cilit

y.

t�M

oney

allo

cate

d to

be

disb

urse

d.

This

finan

cial

ye

ar.

Imm

edia

te


Dep

artm

ent.

Dia

gnos

ed G

aps

Rem

edia

l Act

ion

Q2.

Q3.

Q4.

Resp

onsi

ble

Pers

on.

Fish

erie

s and

Al

tern

ativ

e

Live

lihoo

ds

Lack

of c

apac

ity (T

echn

ical

staff

an

d ex

pert

s)Re

crui

t tec

hnic

al st

aff.

20th

Janu

ary

2019

.N

o bu

dget

and

tech

nica

l sta

ff fo

r alte

rnat

ive

livel

ihoo

ds

(pou

ltry;

bee

-kee

pers

and

gum

s an

d re

sins)

t�D

evel

op a

pol

icy

and

a pl

an to

be

bud

gete

d fo

r 201

9/20

FY

for

30,0

00 e

xotic

bag

s.

t�D

evel

op a

pol

icy

for

cons

erva

tion

and

use

of g

ums

and

resin

s.

June

201

9.

Dem

onst

ratio

n an

d tr

aini

ng

sites

.Fe

ncin

g of

api

ary

sites

in B

ute

and

Kutu

lo.

10th

June

20

19.

Dis

aste

r M

anag

emen

t and

H

uman

itaria

n Co

-Ord

inat

ion

Part

ial I

mpl

emen

tatio

n of

the

Disa

ster

Man

agem

ent A

ct

(inst

itutio

nal m

echa

nism

s are

as

a re

sult

not i

mpl

emen

ted)

-Bui

ld p

oliti

cal w

ill a

nd o

wne

rshi

p by

hol

ding

roun

d ta

ble

conf

eren

ce w

ith th

e go

vern

or

Febr

uary

20

19

Esta

blish

Disa

ster

Man

agem

ent

Fund

July

201

9

Co-o

rdin

atio

n an

d co

llabo

ratio

n w

ith C

ount

y Tr

easu

ry o

n Co

ntin

genc

y Fu

nds (

Disa

ster

D

raw

-Dow

n Re

gula

tions

?)

15th

Mar

ch

2019

16

Dep

artm

ent.

Dia

gnos

ed G

aps

Rem

edia

l Act

ion

Q2.

Q3.

Q4.

Resp

onsi

ble

Pers

on.

The

Disa

ster

Act

is n

ot

enge

nder

ed o

r alig

ned

with

the

Clim

ate

Chan

ge A

ct.

Coun

ty D

isast

er M

itiga

tion

and

Resp

onse

Str

ateg

y.Se

cond

qu

arte

r and

Im

plem

ent

Polic

y in

Thi

rd

Qua

rter

. In

ter-A

genc

y an

d M

ulti-

Sect

oral

Co-

ordi

natio

n an

d m

anag

emen

t of

Confl

icts

Aff

ectin

g Pe

rform

ance

.

Esta

blish

Co-

Ord

inat

ion

Mec

hani

sm U

nder

the

Disa

ster

M

itiga

tion

Stra

tegy

(CSG

? Or S

ome

Oth

er In

stitu

tion.

Seco

nd

quar

ter a

nd

Impl

emen

t Po

licy

in T

hird

Q

uart

er.

Hum

an

Reso

urce

s D

epar

tmen

t

Staff

Orie

ntat

ion

and

Indu

ctio

n.

Hum

an R

esou

rce

Man

agem

ent

Plan

and

Str

ateg

y.25

th A

pril

2019

.La

ck o

f Sch

emes

of S

ervi

ce.

Co- D

irect

or a

nd C

EO o

f CPS

B.Jo

b Cl

assifi

catio

n an

d D

escr

iptio

n.N

o Tr

aini

ng P

olic

y.La

ck o

f Wor

kpla

ce S

afet

y Po

licie

s.Fe

w O

ppor

tuni

ties f

or P

eer a

nd

Peer

Lea

rnin

g.

Benc

hmar

king

Str

ateg

y.26

th

Febr

uary

20

19.

Wea

k Re

gist

ry M

anag

emen

t Sy

stem

.St

rate

gy o

f Rec

ords

Dig

itiza

tion-

M

ain

Regi

stry

.20

th M

ay

2019

.


Dep

artm

ent.

Dia

gnos

ed G

aps

Rem

edia

l Act

ion

Q2.

Q3.

Q4.

Resp

onsi

ble

Pers

on.

Educ

atio

n (E

CD

Dire

ctor

ate)

Lack

of E

CD P

olic

y.Cu

stom

ize

the

Nat

iona

l ECD

Pol

icy

to su

it th

e Co

unty

nee

ds a

nd

prio

ritie

s.

April

201

9.

Low

enr

ollm

ent i

n bo

th E

CD

and

Poly

tech

nics

.Se

nsiti

ze b

oth

pare

nts a

nd sc

hool

le

aver

s on

the

need

to e

nrol

l in

vario

us in

stitu

tions

.

Cont

inuo

us.

Cont

ract

ing

Fram

ewor

k fo

r ECD

no

t ins

titut

iona

lized

.Fa

st tr

acki

ng E

CD S

chem

e of

Se

rvic

e.Ja

nuar

y 20

19.

Disp

ariti

es in

gra

ding

of E

CD

teac

hers

.Pl

acin

g EC

D Te

ache

rs in

the

right

job

grou

p in

line

with

thei

r pr

ofes

siona

l qua

lifica

tion.

July

201

9.

Gap

s in

mon

itorin

g an

d ov

ersig

ht (m

onito

ring

and

te

ache

r ass

essm

ent i

n th

e in

-se

rvic

e tr

aini

ng h

ampe

red

by

logi

stic

s)

The

depa

rtm

ent n

eeds

to

purc

hase

thre

e ha

rdto

p la

nd

crui

sers

for e

ffect

ive

mon

itorin

g.

July

201

9.

Low

tran

sitio

n an

d en

rollm

ent

rate

s.Co

mm

unity

mob

iliza

tion

and

sens

itiza

tion.

Janu

ary

2019

.N

egat

ive

cultu

ral a

ttitu

des t

o ed

ucat

ion.

Com

mun

ity m

obili

zatio

n an

d se

nsiti

zatio

n.Ja

nuar

y 20

19.

Lack

of t

each

er tr

aini

ng

capa

bilit

ies f

or E

CD.

Fina

lizin

g re

nova

tion

of c

hild

w

elfa

re c

ente

r and

bui

ldin

g of

cl

asse

s in

the

Cent

re.

July

201

9.

Qua

lity

of te

ache

rs re

crui

ted

is lo

w.

Perk

teac

hers

ent

ry g

rade

to

Cert

ifica

te in

ECD

E.Ju

ly 2

019.

18

Dep

artm

ent.

Dia

gnos

ed G

aps

Rem

edia

l Act

ion

Q2.

Q3.

Q4.

Resp

onsi

ble

Pers

on.

Gen

der a

nd

Soci

al S

ervi

ces

Dire

ctor

ate

Lack

of p

olic

y on

gen

der a

nd

soci

al se

rvic

e iss

ues.

Dev

elop

pol

icy

thro

ugh

the

asse

mbl

y.Ja

nuar

y 20

19.

Neg

ativ

e re

spon

se to

GBV

iss

ues.

Sens

itiza

tion

and

part

nerin

g w

ith

orga

niza

tions

.D

ecem

ber

2019

.Co

ntra

ctin

g fra

mew

ork

for g

ende

r iss

ues n

ot

inst

itutio

naliz

ed.

Invo

lve

the

dire

ctor

ate

in th

e co

ntra

ctin

g pr

oces

s.D

ecem

ber

2018

.

Lack

of L

ocal

ized

GBV

issu

es a

t co

mm

unity

leve

l.Pr

oper

syst

em o

f sta

ff re

crui

tmen

t an

d de

ploy

men

t at c

omm

unity

le

vel.

Gap

s in

mon

itorin

g an

d ov

ersig

ht (A

sses

smen

t of G

BV

surv

ivor

s)

Prop

er m

echa

nism

s of m

onito

ring

shou

ld b

e pu

t in

plac

eSe

ptem

ber

2019

.

Lack

of p

rope

r fac

ilitie

s for

ge

nder

des

k.Pr

ovid

e th

e ne

cess

ary

faci

litie

s at

all g

ende

r des

ks.

July

201

9.

Lack

of t

rain

ing

prog

ram

mes

for

gend

er o

f offi

cers

han

dlin

g G

BVPr

ovid

e re

gula

r tra

inin

gs to

the

staff

.Ju

ly 2

019.

Qua

lity

of g

ende

r sta

ffs

recr

uite

d.Re

crui

tmen

t of q

ualifi

ed

pers

onne

l.Ju

ly 2

019.

Lack

of f

acili

ties l

ike

wor

ksho

ps

for r

epai

ring

tool

s for

PW

D.

Cons

truc

t wor

ksho

p fo

r rep

airin

g to

ols.

Sep

2019

.

Lack

pro

per d

ata

for P

WD

for

Waj

ir co

unty

.Al

loca

te fu

nds t

o ca

rryo

ut c

ensu

s fo

r PW

D in

Waj

ir co

unty

.N

ov 2

018.

Capa

city

bui

ldin

g of

soci

al

serv

ices

staff

and

ben

efici

arie

s of

PW

D o

n ca

sh tr

ansf

er.

Trai

ning

the

staff

s and

be

nefic

iarie

s.M

ay 2

019.


Dep

artm

ent.

Dia

gnos

ed G

aps

Rem

edia

l Act

ion

Q2.

Q3.

Q4.

Resp

onsi

ble

Pers

on.

Cultu

re a

nd

Her

itage

D

irect

orat

e

Lack

of i

nfor

mat

ion

that

cul

ture

ex

ist in

SD

Gs u

nder

SD

G 8

.Se

nsiti

zing

the

coun

ty

gove

rnm

ent

on th

e SD

Gs

espe

cial

ly o

n Cu

lture

.

July

201

9.

Lack

of o

ffice

and

wor

king

tool

s.Al

loca

tion

of o

ffice

spac

e to

Cu

lture

and

Her

itage

staff

for

impl

emen

tatio

n.

June

201

9.

Lack

of r

esou

rces

(Bud

get)

Allo

cate

bud

get t

o th

e di

rect

orat

e fo

r effe

ctiv

e im

plem

enta

tion

of

cultu

re a

nd h

erita

ge is

sues

.

July

201

9.

Lack

of c

ultu

re a

nd h

erita

ge

polic

y at

cou

nty

leve

l.Ad

voca

te fo

r the

pro

duct

ion

and

impl

emen

tatio

n of

cul

ture

and

he

ritag

e po

licy.

July

201

9.

Lack

of u

nder

stan

ding

the

impo

rtan

ce o

f cul

ture

to

deve

lopm

ent,

peac

e an

d co

hesio

n.

Sens

itizi

ng th

e co

mm

unity

an

d th

e co

unty

gov

ernm

ent

on th

e im

port

ance

of c

ultu

re

to d

evel

opm

ent,

peac

e an

d co

hesio

n.

July

201

9.

Lack

of i

ndep

ende

ncy

in

budg

et a

lloca

tion(

Cul

ture

is

subd

ued

in E

duca

tion

budg

et)

Inde

pend

ently

allo

cate

bud

get t

o cu

lture

dire

ctor

ate

with

its o

wn

ceili

ng.

July

201

9.

20

Dep

artm

ent.

Dia

gnos

ed G

aps

Rem

edia

l Act

ion

Q2.

Q3.

Q4.

Resp

onsi

ble

Pers

on.

Yout

h an

d Sp

orts

D

evel

opm

ent

Lack

of s

ub c

ount

y yo

uth

and

spor

ts o

ffice

rs.

Hire

qua

lified

you

th a

nd sp

orts

offi

cer t

o co

ordi

nate

spor

ting

activ

ities

in th

e su

b co

untie

s.

31st

July

20

19.

Abse

nce

of a

stan

dard

cou

nty

stad

ium

and

sub

coun

ty sp

orts

fie

lds.

Upg

rade

Waj

ir st

adiu

m to

ac

com

mod

ate

an a

thle

tics t

rack

an

d a

foot

ball

pitc

h.

31st

July

20

19.

Abse

nce

of v

ario

us sp

orts

fe

dera

tion

/ass

ocia

tion.

Esta

blish

spor

ts fe

dera

tion

in a

ll su

b co

untie

s.31

st

Dec

embe

r 20

18.

Abse

nce

of c

onta

ct w

ith

Nat

iona

l spo

rts i

nstit

utio

ns.

Mak

e co

ntac

t with

nat

iona

l spo

rts

orga

ns a

nd u

nder

stan

d th

eir r

oles

.31

st Ju

ly

2019

.La

ck o

f mea

ns o

f tra

nspo

rt fo

r sp

orts

offi

cers

to tr

aver

se th

e co

unty

.

Purc

hase

a v

ehic

le fo

r the

di

rect

orat

e of

spor

ts.

No

part

icip

atio

n of

out

of

scho

ol g

irls i

n sp

orts

.Se

nsiti

zatio

n m

eetin

g w

ith g

irls

pare

nts a

nd te

ache

rs.

31st

July

20

19.

Neg

ativ

e cu

ltura

l att

itude

s to

spor

ts.

Sens

itiza

tion

mee

ting.

31st

July

20

19.

Lack

of h

alls

and

inte

rnet

co

nnec

tion.

Cons

truc

t hal

ls an

d in

stal

l int

erne

t co

nnec

tion.

2019

.


Dep

artm

ent.

Dia

gnos

ed G

aps

Rem

edia

l Act

ion

Q2.

Q3.

Q4.

Resp

onsi

ble

Pers

on.

Dep

artm

ent

of H

ealth

Low

leve

ls of

imm

uniz

atio

n.H

igh

mat

erna

l mor

talit

y ra

tes

(160

0/10

0,00

0)H

igh

staff

turn

over

.In

suffi

cien

t spe

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ajir.

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rol o

f new

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litie

s. In

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aff (t

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/m

anag

eria

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amid

)D

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olic

y th

roug

h th

e Co

unty

Ass

embl

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Gen

der i

ssue

s sub

sum

ed u

nder

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ucat

ion.

Prov

ide

regu

lar t

rain

ings

to th

e st

aff.

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and

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ansp

ort

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licat

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of e

ffort

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ame

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ity o

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rix re

port

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del

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of d

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s.O

ffice

ove

r-cr

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Cons

truc

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of a

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offi

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bloc

k.

22

Dep

artm

ent.

Dia

gnos

ed G

aps

Rem

edia

l Act

ion

Q2.

Q3.

Q4.

Resp

onsi

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Pers

on.

Sect

or g

over

nanc

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budg

etin

g fra

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and

gen

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pla

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be

don

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the

star

t of t

he e

very

fin

anci

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ear.

Lack

of e

ffect

ive

qual

ity

assu

ranc

e th

roug

h aff

orda

ble

and

acce

ssib

le m

ater

ials

test

ing.

Esta

blish

men

t of q

ualit

y as

sura

nce

office

whe

re q

ualit

y of

pro

ject

and

bu

ildin

g m

ater

ials

are

asse

ssed

.In

suffi

cien

t dev

olut

ion

of

serv

ices

to su

b-co

unty

leve

ls.St

reng

then

ing

of w

ard

base

fund

to

ena

ble

devo

lutio

n at

the

gras

s ro

ot.

Ove

rsig

ht Is

sues

fr

om C

ount

y As

sem

bly

Failu

re to

mee

t bud

get c

ycle

tim

e-ta

ble

and

dead

lines

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anni

ng d

epar

tmen

t co

-ord

inat

ion

with

oth

er

depa

rtm

ents

.

ICT

& Tr

ade

Lack

of s

ervi

ce c

hart

er.

Dev

elop

one

. 31

st M

arch

20

19.

Lack

of c

apac

ity o

f sta

ffs.

Giv

e tr

aini

ng to

12

ICT

Offi

cers

, 3

per Q

uart

er.

Man

ual R

even

ue C

olle

ctio

n Sy

stem

s. Au

tom

ate

Reve

nue

Colle

ctio

n fo

r Re

venu

e En

hanc

emen

t 30

th Ju

ne

2019

.U

nrel

iabl

e In

tern

et S

ervi

ce.

Proc

ure

Relia

ble

Inte

rnet

Fro

m

inte

rnet

serv

ice

prov

ider

s.31

st M

arch

20

19.


Department. Diagnosed Gaps Remedial Action

Q2. Q3. Q4. Responsible Person.

Directorate of Governance and Ethics.

Gaps in relation to article 10.

Gaps in relation to county planning as per section 102 [a] of the CGA.Lack of County Integrated Monitoring and Evaluation System structure.Challenge of lethargy in Government departments.Violation of the Constitution of Kenya, vision 2030, CGA and Procurement and Financial Management Act. Lack of Results Based Management.

Lack of job description County Assembly’s role as described in article 185.Lack of staff for the legal department.Lack of mechanism for handling public complaints.Implementation of Chapter 6 of the COK.Lack of budgetary allocation for civic education.Poor understanding of budgetary process and cycle.Mechanism for revenue generation.Lack of capacity.Challenges in procurement.Lack of medical cover for civil servants.Delays in payment of salaries and allowances.Corruption in all sectors.Absenteeism and ghost workers.Role of devolved units.System of tracking revenue usage.Formula for resource sharing at the County level.Restructure office of the County Secretary and directors.Retention of technical staff.Municipality and its governance.Performance appraisal systemsPoor understanding of the COK.Absorption of allocated funds.

24

Sour

ce:

Inde

x of

/wp-

cont

ent/

uplo

ads/

2012

/02

ww

w.c

rake

nya.

org


ConclusionThe Governance Gaps Assessment conference culminated in the detailed governance gaps matrix presented above with actions and timelines. It is the hope of the Department of Governance and Ethics, that the County Government of Wajir county will support the implementation of this plan which will lead to improved service delivery for the residents of Wajir County.

26

This document was prepared with the support of the Africa Centre for Open Governance (AfriCOG)

March 2019

Directorate of Governance and Ethics, County Government of Wajir

P. O. Box 9-70200 Wajir

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