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PUBLIC SERVICE DELIVERY INNOVATION STRATEGY

June, 2017

REPUBLIC OF KENYA

THE PRESIDENCYMINISTRY OF PUBLIC SERVICE, YOUTH AND GENDER AFFAIRS


June, 2017

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TABLE OF CONTENTS

FOREWORD .......................................................................... iiiSTATEMENT BY CHIEF OF STAFF AND HEAD OF PUBLIC SERVICE .............................................................. vACKNOWLEDGEMENT ...................................................... viiDEFINITION OF TERMS ..................................................... viiiABBREVIATIONS AND ACRONYMS .................................. ix

SECTION ONE: BACKGROUND .......................................... 11.1 Introduction ........................................................................ 11.2 Rationale ............................................................................. 31.3 Objectives of the Strategy .................................................... 41.4 Scope of the Strategy ........................................................... 5

SECTION TWO: STRATEGIC ISSUES .................................... 62.1 Preamble ............................................................................. 62.2 Culture of Innovation .......................................................... 62.3 Partnership and Collaboration ............................................. 72.4 Recognition and Awards ...................................................... 82.5 Protection of Intellectual Property ..................................... 102.6 Leadership ......................................................................... 112.7 Research and Sustainability ............................................... 122.8 Capacity Building ............................................................. 142.9 Replication ........................................................................ 152.10 Resource Mobilization ..................................................... 162.11 Information and Knowledge Management ....................... 18

SECTION THREE: INSTITUTIONAL FRAMEWORK ........ 193.1 Preamble ........................................................................... 193.2 National and County Government Coordinating Summit .. 193.3 Cabinet ............................................................................. 203.4 Ministry Responsible for Public Service ............................. 20


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3.5 Inter-Agency Committee on Innovation in Public Service Delivery ....................................................................... 203.6 Inter-Governmental Public Service Forum ........................ 213.7 Council of Governors Innovations Committee .................... 213.8 Centre for Public Service Delivery Innovations .................. 213.9 Ministries, Departments, Counties and Agencies (MDCAs) 223.10 Intellectual Property Institutions ..................................... 223.11 Kenya School of Government ........................................... 23

SECTION FOUR: MONITORING, EVALUATION AND REPORTING ......................................................................... 244.1 Preamble ........................................................................... 244.2 Monitoring ........................................................................ 244.3 Evaluation ......................................................................... 244.4 Reporting .......................................................................... 25

SECTION FIVE: STRATEGY ASSUMPTIONS AND RISK ASSESSMENT ........................................................................ 265.1 Preamble ........................................................................... 265.2 Strategy Assumptions ........................................................ 265.3 Risk Assessment ................................................................ 275.4 Risk Mitigation ................................................................. 275.5 Review of the Strategy ....................................................... 27

APPENDIX I: INSTITUTIONAL FRAMEWORK FOR PUBLIC SERVICE DELIVERY INNOVATION STRATEGY ............................................................................ 28

APPENDIX II: PUBLIC SERVICE INNOVATION TOOLKIT ............................................................................... 29

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FOREWORD

The Public Service Delivery Innovation Strategy is part of a broader effort to modernize public services in Kenya. It demonstrates the priority Government has placed on the role of innovation. The Strategy seeks to harness and mainstream public service delivery innovation across the public service to deliver effective, equitable and quality services for the achievement of sustainable development. I am convinced that this Strategy will re-engineer public services to enable greater efficiency and effectiveness, promote creativity and innovation in service delivery and foster a culture of excellence in the Public Service.

The scale and complexity of the process of continuously delivering quality public services to citizens makes it an ambitious and demanding enterprise. It requires the service provider to balance competing interests, make optimal use of scarce resources and design appropriate responses for the emerging needs and expectations of citizens. In harmony with global trends, the Government of Kenya intends to modernize public service delivery by harnessing the ideas and creativity of our public servants and other stakeholders in order to implement public services that delight clients.

The Government recognizes that service delivery innovation is essential to a productive, high-performing Public Service. The public sector is the largest service provider in Kenya. Any improvement in public service delivery transforms the daily experience of millions of Kenyan citizens, residents and visitors. Innovation is a creative process. However, it is clear that in order to mainstream Public Service delivery innovations and to standardize and replicate them across the public service for enhanced results and customer satisfaction, the process and products of innovation must be guided and harmonized by a coherent Strategy.


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I therefore invite all public servants, public institutions, the private sector, development partners and other stakeholders to embrace this Strategy and take advantage of the opportunity it offers, in order to sustainably enhance public service delivery.

Sicily K. Kariuki (Mrs), EGH,CABINET SECRETARYMINISTRY OF PUBLIC SERVICE, YOUTH AND GENDER AFFAIRS

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STATEMENT BY CHIEF OF STAFF AND HEAD OF PUBLIC SERVICE

I welcome the publication of the Public Service Delivery Innovation Strategy which highlights strategic issues affecting the implementation of Public Service innovations and recommends key interventions to address them. I note that during the OECD Public Service Innovation Conference held in Paris, 12-13 November 2014, it was acknowledged that “the nature of public sector problems - complex, cross-boundary and unsolvable by traditional government tools and approaches – also reinforces the importance of building the capacity of government to innovate and invent solutions to the complex and intractable problems faced by society.” Vision, innovation and collaboration are the 21st Century tools that equip today’s public service to transform itself into a public service capable of guiding Kenya into a prosperous future.

This Strategy is a road map for public institutions and public servants. It promises to harness the creative instincts of public servants in order to deliver the quality of public service envisioned by the Constitution of Kenya 2010 and Vision 2030. The Strategy is designed to ensure that public service innovations are mainstreamed to create a responsive, all inclusive, effective and efficient public service, as prescribed by the African Charter on Values and Principles of Public Service and Administration, Article 232 of the Constitution on the Values and Principles of Public Service, and Chapter Four on the Bill of Rights.

This Strategy will enable public servants to be more responsive to the needs and aspirations of citizens and will therefore enhance the relationship between citizen and Government. It will usher new ways of managing public servants, running public service institutions, and serving the public; therefore greatly improving the Public Service.


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The Kenyan Public Service is equal to the achievement of the goals set by this Strategy. I am confident that innovation will become a feature of our corporate culture and an integral part of every public servant’s work performance, regardless of his or her role in the public service. I note that this Strategy will succeed if all arms and institutions of Government are willing to collaborate, share knowledge and information with each other, serve the public with diligence and be guided by this Strategy.

I look forward to our realization of the benefits of innovation in public service delivery.

Dr. Joseph K. Kinyua, EGHCHIEF OF STAFF AND HEAD OF PUBLIC SERVICE

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ACKNOWLEDGEMENT

The successful development of the Public Service Delivery Innovation Strategy is a product of great commitment and concerted effort by various stakeholders in the Public Service.

First and foremost I wish to acknowledge the Cabinet Secretary, Ministry of Public Service, Youth and Gender Affairs, Mrs. Sicily Kariuki, EGH, for spearheading and providing leadership in the development of this Strategy. She defined its purpose, gave direction from the outset and provided invaluable input.

Special acknowledgement goes to the Principal Secretaries, CEOs and stakeholders who gave suggestions and inputs. Further, I appreciate Members of the Inter-Agency Committee on Innovation in Public Service Delivery, for their leadership in realizing this Strategy. I acknowledge the Inter-Ministerial technical team and the Research and Innovation Unit in the Directorate of Public Service Management in the Ministry of Public Service Youth and Gender Affairs, who prepared the initial draft.

In conclusion, I look forward to continued collaboration as we implement the Strategy to enhance public service delivery.

Lillian Mbogo-Omollo, CBS

PRINCIPAL SECRETARY,STATE DEPARTMENT OF PUBLIC SERVICE AND YOUTH, MINISTRY OF PUBLIC SERVICE, YOUTH AND GENDER AFFAIRS


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DEFINITION OF TERMS

Innovation: The generation and implementation of new ideas, product, process, or service that significantly improve service delivery.

Product innovation: The introduction of goods that are new or substantially improved. This includes improvements in functional characteristics, technical abilities, or ease of use.

Service innovation: New ways in which services are provided to users such as online filing of tax returns.

Process innovation: Change in the way a product is manufactured, created and distributed or a service is delivered.

System innovation: New ways by which work is organized and accomplished to promote and gain competitive advantage.

Public Service delivery innovation: The generation and implementation of new ideas leading to development of new products, processes or services that significantly improve service delivery.

Adoption of innovation: The incorporation of a new idea, product or process within an organization.

Diffusion of an innovation: The spontaneous spread of an innovation.

Replication: The deliberate repetition of an innovation in other institutions.

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ABBREVIATIONS AND ACRONYMS AAPAM - African Association for Public Administration and ManagementCoP - Communities of PracticeCPSI - Center for Public Service InnovationDEF-KITCH - Defence KitchenGHRIS - Government Human Resource Information SystemICKM - Information, Communication and Knowledge ManagementIFMIS - Integrated Financial Management Information SystemIPPD - Integrated Personnel Payroll DatabaseIPIs - Intellectual Property InstitutionsIPRs - Intellectual Property RightsIRMIS - Integrated Records Management Information SystemKECOBO - Kenya Copyright Board KENIA - Kenya National Innovation AgencyKIPI - Kenya Industrial Property InstituteKSG - Kenya School of GovernmentMDAs - Ministries, Departments and AgenciesMER - Monitoring, Evaluation and ReportingMTFF - Medium Term Fiscal FrameworkNACOSTI - National Commission for Science, Technology and InnovationSMART - Specific, Measurable, Achievable, Realistic, Time boundUNPSA - United Nations Public Service AwardsWEF - Women Enterprise Fund YEDF - Youth Enterprise Development Fund


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SECTION ONEBACKGROUND

1.1 Introduction

Society is facing complex social and economic challenges, largely characterized by poverty, disease pandemics, conflict, unemployment, food insecurity and environmental degradation. While governments have over the decades formulated policies and developed programs to address these challenges, their increasing complexity requires more innovative approaches in order to alleviate human suffering and realize rapid social and economic progress. Towards this end, governments worldwide have embarked on efforts to transform the Public Service, to make it more responsive and effective in achieving social and economic progress. One of the most outstanding transformative approaches in public service is innovation.

Innovation is bound to introduce new, more efficient and effective methods of service delivery. Specifically, the Public Service will henceforth become more accessible and expedient; and ultimately better placed to alleviate human suffering. Indeed, trends in public service innovation have resulted in efforts to recognize and reward innovation. These include the United Nations Public Service Awards (UNPSA) and the African Association for Public Administration and Management (AAPAM) Award.

Many countries around the world have developed policies and strategies to promote innovation in public service delivery and enhance the capability of the public service as an institution. The following countries have made notable effort:

Singapore has developed the PS21 Strategy Framework which places emphasis on innovation and improvement through continual engagement, empowerment and individual responsibility.


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South Africa established in 2002 the Centre for Public Sector Innovation (CPSI) mandated to identify, support and nurture innovation in the Public Sector in order to improve service delivery.

The United States established the Open Government Innovations Gallery and launched the SAVE Award for ideas to save taxpayer dollars and make government more effective and efficient. In addition, the country released in 2009 what is referred to as A Strategy for American Innovation.

Innovation in public service delivery in Kenya is expressed in the Kenya Vision 2030: Towards a Globally Competitive and Prosperous Kenya. The Kenya Vision 2030 document underscores science, technology and innovation as a means to foster global competitiveness for wealth creation, national prosperity and a high quality of life for its people. Specifically, the document states that “the government will create and implement an STI policy framework to support Vision 2030.” Further, Articles 10 and 232 of the Constitution of Kenya, 2010 emphasize service delivery that is responsive to the needs of the citizenry. This calls for creativity and innovation.

The Government has therefore, made deliberate efforts since 2006 to create awareness and mainstream innovation in the Public Service. Service delivery innovations have been factored in Performance Contracts of MDAs; a circularon Management and Coordination of service delivery innovations in the Public Service was issued in December 2009; Public Service Recognition and Award Scheme for innovation was introduced in 2011; and Kenya has been participating in public service innovation competitions regionally and internationally. Further, the Government has established institutions dedicated to management of innovation, notably; the National Commission for Science, Technology and Innovation (NACOSTI) and Kenya National Innovation Agency (KENIA).

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The Ministry of Public Service Youth and Gender Affairs, has developed the Public Service Delivery Innovation Strategy to provide a systemic approach to implementation and management of innovation in all public service institutions and agencies at both National and County levels of government. The Strategy will guide documentation and evaluation of innovative methods, sharing relevant knowledge, replication and protection of intellectual property rights (IPRs) of innovating institutions and individuals.

1.2 Rationale

The Public Service Delivery Innovation Strategy comes at a time when many significant changes are taking place around the world. The world population is currently over 7 billion. Approximately half of the population is using modern technology, including information and communication technology. The life of many human beings is therefore undergoing rapid transformation. In Kenya the population has grown from about 8.6 million at independence to about 38.5 million at the last census in 2009. The unemployment rate has increased from 12.70 in 2006 to 39.1 in 2017 (United Nations in the Human Development Index (HDI) 2017 report). Life expectancy has increased from 51 years to 63.4 years.

The Constitution of Kenya, 2010 introduced a more complex governance structure, hinged on devolution and public participation. The Kenyan economy is one of the fast growing in the region and the world, and the country is now ranked among the lower middle income nations. Application of modern technology has become widespread, with majority of citizens using mobile phones for business, e-Government and leisure. Most importantly, the expectations of citizens are rising. Kenyans expect the Government to be responsive, provide comprehensive, cost-effective, quick and transparent services. The Public Service therefore, must continuously broaden and enhance services in order


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to satisfy an increasingly sophisticated clientele. This requires an ever innovating Public Service.

While the Kenyan Public Service has demonstrated capacity to innovate, such as in the development of the Integrated Personnel Payroll Database (IPPD); Huduma Kenya Centres; DEFKITCH (k) – 2012; Baseball for Socio-Economic Transformation; Integrated Financial Management Information System (IFMIS); i-Tax system, these innovation have been unstructured and sporadic due to lack of a policy or strategy to guide the process.

A Public Service Delivery Innovation Strategy will therefore, provide a framework for systematic innovation and facilitate public servants to tap new ideas and adopt best practice. The Strategy will also entrench an innovation culture and harness existing potential for service delivery innovation. The innovation strategy will provide a national framework and the foundation for achievement of quality, responsive, cost effective and timely services to citizens. The Strategy will facilitate the Public Sector to create an enabling environment where innovative service delivery shall flourish.

1.3 Objectives of the Strategy

This strategy is designed to guide leadership and management of service delivery innovations in the Public Service. Specifically, the strategy will provide a framework for:

(i) Building the capacity of public servants to address emerging challenges;

(ii) Systematic and the whole-of-Government approachto innovation; (iii) Sharing results and diffusion of trials into general practice; (iv) Establishment of mechanisms for identification, harnessing,

recognition of creative ideas and promotion of a culture of innovation;(v) Partnership,collaboration, networking and synergy in public service

innovation;(vi) Recognition and reward to innovators;

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(vii) Replication;(viii) Research and sustainability; and(ix) Monitoring, evaluation and reporting of innovation initiatives in the

Public Service.

1.4 Scope of the Strategy

The strategy will apply to all institutions that deliver public services.


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SECTION TWOSTRATEGIC ISSUES

2.1 Preamble

This Section provides an outline of the issues in Public Service innovations that have implications on policy, the required strategic interventions, and the expected outcomes.

2.2 Culture of Innovation

The realization of thriving innovation in Public Service requires the establishment of a supportive public service culture. While significant public service innovation has been witnessed in Kenya in recent decades, a strong public service culture that can support thriving innovation is yet to emerge. Strong attachment to conventional bureaucratic practices and general averseness to risk, tend to discourage employees from developing innovative ideas and bringing these to the attention of decision-makers. Consequently, the present state of public service culture inhibits creativity, stifles change and forestalls entrenchment of innovation.

Therefore, a compelling case exists for urgent transformation of public service culture, to enhance its capability to encourage creativity, and make innovativeness part and parcel of public service.

Strategy

Public Service institutions will take measures to develop, nurture and entrench a culture of innovation in delivery of services.

Interventions

Public Service institutions will:

(i) Build a supportive culture for innovation through encouragement of creativity,innovation and collaboration among staff;

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(ii) Develop training and sensitization programs that stimulate attitudinal change in favour of innovation;

(iii) Design systems for recognition and reward for employee contribution to innovation processes;

(iv) Encourage generation of ideas and experimentation as well as knowledge sharing and mentoring of staff;

(v) Create work environment with infrastructure, facilities and programs that maximise creativity of employees and encourage innovation;

(vi) Mainstream innovation in strategic plans;(vii) Provide incentives to staff including time, authority and resources to

facilitate development of innovative solutions;(viii) Develop systems to facilitate identification and redress of systemic

impediments to service delivery innovations;(ix) Promote in-house culture that facilitates learning and innovation;(x) Brand and promote local innovations in service delivery;and(xi) Use an appropriate innovation toolkit to guide the innovation

process (see Appendix 2).

Outcome

A strong culture of service delivery innovation in the Public Service.

2.3 Partnership and Collaboration

Partnerships and collaborations play a critical role in the implementation of service delivery innovations. However, public service institutions innovate in isolation with little collaboration with other institutions. This situation transcends all public institutions including academic and research institutions, which ironically are custodians and generators of new knowledge. This presents a major hindrance to the development and implementation of innovative approaches to service delivery.


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Strategy

Public Service institutions will forge partnerships, enhance collaboration and networking to realize synergistic benefit in the implementation of service delivery innovations.

Interventions

Public Service institutions will: -

(i) Identify competent, interested and motivated partners;(ii) Establish and support collaborative partnerships in the

implementation of service delivery innovations; (iii) Build formal and informal communities of practice and networks

for sharing experiences on public service delivery innovations and learning from each other; and

(iv) Encourage women, youth and persons living with disabilities to develop innovations that address gaps in public service delivery.

Outcome

Synergy in public service innovation.

2.4 Recognition and Awards

Recognition and appreciation are strong basic human desires, which when adequately met, can play a critical role in motivating public servants to innovate. Public forums that are designed to celebrate innovation successes go a long way to encourage a sustained innovation tempo in the Public Service. Furthermore, the culture of publicly recognizing, rewarding and celebrating innovation successes will facilitate learning among public service institutions.

Kenyan Public Service however, needs to cultivate and institutionalize a culture that continually identifies, recognizes, rewards and celebrates institutions or individual officers, who generate new ideas

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for application in public service delivery. Further, there is need for clear guidelines with regard to apportioning intellectual property rights in situations where individual public servants innovate within the organizations in which they work. This will encourage public servants to direct their efforts, energy and commitment in seeking innovative approaches to service delivery.

Strategy

Public service institutions will institutionalize a scheme to recognize, award and celebrate the development and application of outstanding innovative approaches to public service delivery.

Interventions

The Ministry responsible for Public Service, working with the relevant Government agencies responsible for the promotion of innovations will:

(i) Institutionalize a flexible national scheme to recognize andreward efforts of innovative individuals, teams and agencies;

(ii) Hold annual innovation awards and annual conferences to share experiences,reward and celebrate outstanding achievement in public service delivery innovation;

(iii) Develop special schemes to recognize and reward women, youth and persons living with disabilities who develop innovations that address gaps in public service delivery; and

(iv) Publish and publicize public service delivery innovations and innovators.

Outcome

Public servants motivated to excel in service delivery innovations.


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2.5 Protection of Intellectual Property

Intellectual property ensures the protection of innovators and innovations for the benefit of the individual, institutions and the country. A baseline survey on service delivery innovations conducted in 2015, indicated that the process of obtaining intellectual property rights as individuals in the Public Service is complex, expensive, lengthy and tends to discourage innovators. This was partly attributed to the low levels of awareness of the process and the need to secure intellectual property rights. The Survey revealed that where there is awareness and institutional support,innovators are able to acquire intellectual property rights and reap benefits. Further, the Survey revealed a need for guidelines regarding ownership rights and rewards, arising from innovations originated by individual public servants as they go about their duties in public service institutions.

Strategy

Public Service institutions will develop mechanisms for facilitating acquisition of intellectual property rights.

Interventions


(i) Work with relevant Intellectual Property institutions to simplify the process of securing Intellectual Property Rights (IPRs);

(ii) Develop programmes to educate and create awareness among staff on laws, regulations and procedures governing patents, trademarks and IPRs;

(iii) Educate and create awareness among staff on laws governing patents, trademarks and IPRs and continually train and sensitize innovators on IPRs;

(iv) Work with relevant bodies such as Kenya Industrial Property Institute (KIPI), Kenya Copyright Board (KECOBO), Kenya

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National Innovation Agency (KENIA)among others, to assist innovators acquire IPRs; and

(v) Develop guidelines for management of IPRs and provide a structure for managing internal and external knowledge.

Outcome

The intellectual property rights of every successful innovation in the Public Service have been secured.

2.6 Leadership

Successful inculcation of a culture of innovation requires the commitment of high level leadership that has capacity to prioritize innovation and set the pace for recognition and reward. Developing and embedding innovation in public service culture is admittedly one of the most complex programs in Public Service. It is most complicated to achieve as it deals with the human mind and its capacity to think creatively. Its enforceability appears unrealizable as it defies regular methods of ensuring compliance. Leadership is necessary to encourage the generation, adoption and implementation of new ideas and allow staff a free hand to work in innovative ways.

Strategy

Public Service institutions will develop leadership programmes to facilitate orientation toward innovation.

Intervention


(i) Build the capacity of leadership to develop commitment to innovation and support service delivery innovations;

(ii) Prioritize innovation among the parameters in assessment of


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leadership style, staff recruitment and performance management systems;

(iii) Set up a system for annual reporting of innovation performance;(iv) Support communities of practice within and across agencies;(v) Encourage teamwork approach to solve problems creatively within

and across agencies including external stakeholders;(vi) Facilitate receptiveness to new ideas and influences through exchange

programs for staff; and (vii) Designate innovation champions for projects or issues.

Outcomes

Leadership that is supportive of service delivery innovations in the Public Service.

2.7 Research and Sustainability

The physical environment, culture, technology and economic status of different parts of the world are experiencing a period of rapid change. Innovation is an essential tool to assist society thrive through periods of change. Research will help the Public Service to understand the environment and design innovative interventions to cope with new situations. Innovation in itself, is not an end; it must be possible to hone innovations into sustainable products and systems which are part of the everyday operations of Public Service institutions. Some of these innovations may also be commercialized. Furthermore, the Strategy will create a virtuous cycle through which innovations integrate seamlessly into public service delivery, enable learning and the introduction of new and better innovations, as illustrated in Figure 1.

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Figure 1: Sustainable Public Service Delivery Innovation CycleFigure 1: Sustainable Public Service Delivery Innovation Cycle

Strategy

Public service institutions will foster sustainability of innovations by investing in research and learning.

Key Interventions


(i) Undertake regular baseline surveys to establish gaps in infrastructure, technology and skills;

(i) Equip public servants with problem-solving skills and knowledge of the challenges faced by citizens and expose them to innovative public service delivery solutions;

(ii) Facilitate public servants who propose innovative solutions to solve public service challenges;

(iii) Facilitate pilot implementation of promising public service delivery innovations;

(iv) Pass fledgling public service delivery innovations through a feasibility study and quality assurance process to select the most sustainable innovations for full implementation;


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(v) Integrate selected innovations in the institution by ensuring that they are included in the institutional strategic, implementation and operational plans and budget, performance management framework, training and staff development activities and communication activities;

(vi) Motivate and facilitate research into the process and products of innovation in order to build the body of knowledge that helps organizations to foster an innovation culture, select the best innovations and help these innovations to survive in a globally competitive environment;

(vii) Learn from the research what needs to be retained, what needs to be changed and what new public service delivery innovations can be developed in order to continuously improve the public service;

(viii) Develop systems to recognize and commercialize suitable public service innovations; and

(ix) Partner with academia to study and share innovative learning on public service delivery innovations.

Outcome(i) Successful and sustainable public service innovations that can stand

the test of time.(ii) Active research that yields a body of knowledge that supports public

service innovations.

2.8 Capacity Building

Innovation requires continuous learning to enable employees discern changes in their work environment and design innovative approaches to respond to the changes. Inadequate learning opportunities for innovation lead to low levels of creativity among employees. Currently, new technology is frequently introduced into the workplace to facilitate work and learning. Insufficient technological skills among employees is bound to impede their ability to take advantage of technological advances to learn and

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generate new innovative ideas.

Strategy

Public Service institutions will develop and implement employee capacity building programmes to facilitate and manage service delivery innovations.

Interventions

Public Service Institutions will:

(i) Undertake capacity building initiatives to continuously upgrade employee knowledge and skills to innovate; and

(ii) Facilitate participation in international, continental, regional and local public service innovations events for exposure.

Outcome

A large number of successful innovations produced by employees.

2.9 Replication

Replication is one way of sharing best practices and successful innovations in relevant situations,thus expanding the benefits and impacts of innovations across the Public Service.

Replication of service delivery innovations has however been hampered by slow uptake of innovation; silo approach in development and implementation of innovation;fear of losing intellectual property rights; and absence of a one-stop data shop to facilitate access to information on existing innovations.

Strategy

Public Service institutions will establish systems and mechanisms of sharing information on innovations to enable replication of best practices.


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Interventions


(i) Collaborate and partner in development, implementation and replication of innovation;

(ii) Document and anchor successful innovations in one-stop innovation center;

(iii) Organize regular forums to foster sharing and replication of public service delivery innovations; and

(iv) Establish Communities of Practice (CoP) within and across agencies to foster collaborative innovation.

Outcome

Enhanced uptake of service delivery innovations.

2.10 Resource Mobilization

Innovation requires resources to transform new ideas into services and products to improve service delivery for the citizenry. In the early state of innovation, process uncertainty prevails both technologically and economically, making it difficult to objectively have a consensus or demonstrate that a new idea will succeed and translate to service delivery innovation. Finding acceptance within the Medium Term Fiscal Framework (MTFF) is therefore challenging, as it cannot be immediately demonstrated that prioritizing the innovation would scale up the levels of service delivery in either economic investment, social infrastructure, employment creation opportunities, rapid economic growth or sustainable macro-economic stability. The MTFF however, must provide the basis for prioritizing expenditure on service delivery innovation, if the country service delivery is to be transformed to realize the middle income economy status as outlined in the Vision 2030.

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Strategy

Public Service institutions will develop and operationalize a mechanism for mobilizing and providing adequate budgetary support for identifying, delivering, and publicizing service delivery innovations in the Public Service.

Interventions


(i) Ensure service delivery innovation is prioritized in the National Budget by:(a) Aligning the service delivery innovations to the identified five

broad pillars in the MTFF and subsequent adjustments; and(b) Focusing on service delivery innovations that seek to enhance

efficiency, effectiveness and encourage accountability and transparency while highlighting key outputs and outcomes that are specific, measurable, achievable, realistic and time bound (SMART).

(ii) Develop strategy for resource mobilization for service delivery innovation, which will indicate national; public-public, public-private collaborative financing; and bilateral and multilateral partnership, and work in partnerships to pool resources for implementation of innovative ideas;

(iii) Mainstream innovation in the Budgetary System and establish a budget line for service delivery innovations and research including establishment of a specific fund for supporting innovations; and

(iv) Ring-fence funding for research and public service delivery innovations.

Outcome

Adequate funding for Public Service innovations.


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2.11 Information and Knowledge Management

Harnessing of data and information on existing innovations is a key factor in knowledge management for promoting and replicating innovations. Documentation of service delivery innovations is important in facilitating knowledge sharing and learning across the Public Service.

Proper Information, Communication and Knowledge Management (ICKM)systems should be developed to create a one-stop data shop on existing innovations. The data shop would serve as a repository for records of all the service delivery innovations and innovators, paving way for development of idea pipeline, incubations, pilot testing of the ideas and implementation. This would also address systemic duplication of effort.

Strategy

Public Service institutions will embrace information, communication and knowledge management by documenting innovations and the innovators and sharing information on innovations.

Interventions


(i) Develop mechanisms for collecting information on innovations and innovators, documenting, organizing, sharing or disseminating it to stakeholders to facilitate benchmarking on best practices;

(ii) Establish both virtual and physical ICKM sharing platforms; and(iii) Deposit existing and emerging service delivery innovations in the

one-stop shop public service delivery innovations center.

Outcome

A repository of innovations for improved sharing and benchmarking.

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SECTION THREE:INSTITUTIONAL FRAMEWORK

3.1 Preamble

This Section of the Strategy document presents the institutional framework for mainstreaming service delivery innovation in the Public Service.

The institutions that shall play a leading role in the implementation of this Strategy are the National and County Government Coordinating Summit; Cabinet; the Ministry responsible for the Public Service; Inter-Governmental Public Service Forum; Ministries, Departments and Agencies; Centre for Public Service Innovation; Intellectual Property institutions; Kenya School of Government;Inter-Agency Committee on Innovation in Public Service Delivery; and the Council of Governors Innovations Committee.

3.2 National and County Government Coordinating Summit

The Summit will:

(i) Provide strategic leadership in mainstreaming of public service delivery innovation in National and County Governments;

(ii) Establish Governance solutions for implementation of public service delivery innovation;

(iii) Champion a culture of service delivery innovations in the National and County Governments.

(iv) Receive status reports on implementation of the Public Service Innovation Strategy. The reports will outline emerging innovations, recognition and awards, and impact assessment.


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3.3 Cabinet

The Cabinet will:

(i) Provide a policy direction on public service delivery innovation; and(ii) Facilitate enactment of any required legislation on public service

delivery innovation.

3.4 Ministry Responsible for Public Service

The Ministry will:

(i) Develop and review policy on public service delivery innovation;(ii) Develop guidelines for implementation of this Strategy;(iii) Coordinate implementation of the Policy and this Strategy;(iv) Receive feedback on implementation of public service delivery

innovation and report to Cabinet and Summit;(v) Monitor and Evaluate implementation of this Strategy;(vi) Monitor and evaluate implementation of the Policy;(vii) Establish the Public Service Innovation center;and(viii) Promote awareness on intellectual property protection in liaison

with intellectual property institutions.

3.5 Inter-Agency Committee on Innovation in Public Service Delivery

The Committee will:

(i) Oversee development, implementation and review of this Strategy;(ii) Spearhead development of mechanisms for promoting innovation in

service delivery for transformation of the Public Service;(iii) Advise on appropriate programmes for inculcating the culture of

innovation in service delivery;(iv) Advise on leveraging service delivery innovation to foster Public

Service transformation;(v) Guide the establishment of innovation networks, partnerships and a

reward system for service delivery innovations;

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(vi) Oversee monitoring, evaluation, replication and impact assessment of service delivery innovations;

(vii) Review and report on progress made in inculcating and mainstreaming a culture of innovation in the Public Service;and

(viii) Address challenges in public service delivery innovation.

3.6 Inter-Governmental Public Service Forum

The Forum will:-

(i) Provide a Framework for consultation between national and county governments on matters of public service delivery innovation;

(ii) Provide a platform for development of common norms and standards to be applied across the public service, both at national and county level;

(iii) Agree on monitoring, evaluation and reporting mechanisms on implementation of service delivery innovations across the public service; and

(iv) To provide a platform for dialogue and engagement of stakeholders.

3.7 Council of Governors Innovations Committee

The Committee will:

(i) Develop a framework for implementation of policy and strategy for public service delivery innovation in the Counties;

(ii) Establish systems and mechanisms for promotion and leveraging service delivery innovation to foster Public Service transformation in Counties;and

(iii) Promote inter-County collaboration and consultation in service delivery innovation and sharing of best practice and lessons learnt.

3.8 Centre for Public Service Delivery Innovations

The Centre will:

(i) Collaborate with different sectors in setting public service innovation goals;


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(ii) Develop effective model for protection of IPRs;(iii) Promote collaboration in research for public service innovations;(iv) Coordinate and support public service institutions in local and

international recognition and awards;(v) Document, publish and share information and knowledge to

stimulate and support public service delivery innovation;and(vi) Define and classify public service delivery innovation.

3.9 Ministries, Departments, Counties and Agencies (MDCAs)

MDCAs will:

(i) Incorporate public service delivery innovation in codes of conduct,citizen service delivery charters, performance contracts, and staff performance appraisal;

(ii) Provide resources and enabling environment to facilitate staff to innovate;

(iii) Identify and address impediments to innovation;(iv) Foster sharing of experiences,collaboration and partnerships in

public service innovation;(v) Implement recognition and award schemes to encourage innovation;(vi) Establish an internal specialized function on service delivery

innovation;(vii) Implement systems, structures, programs and guidelines for the

promotion of public service delivery innovation; and(viii) Provide continuous training and create awareness on public service

delivery innovation.

3.10 Intellectual Property Institutions

Intellectual Property Institutions will:

(i) Create awareness on intellectual property rights;(ii) Secure intellectual property protection for public service delivery

innovation;

23


(iii) Advise on management and utilization of IPRs among stakeholders; and

(iv) Identify and address IPRs protection gaps in public service innovation.

3.11 Kenya School of Government

The School will:

(i) Develop and implement training programmes on public service delivery innovation;

(ii) Build research collaboration and partnerships for innovation in public service; and

(iii) Provide consultancy services in public service delivery innovations.


24

SECTION FOURMONITORING, EVALUATION AND

REPORTING

4.1 Preamble

This Section presents the requirements and methodology for tracking progress of implementation of the Strategy and measuring and reporting achievement in Public Service Delivery Innovation. The process will enable learning, performance review and communication.

4.2 Monitoring

Each public service institution will collect data on implementation on each strategic issue and related interventions on a quarterly basis. The Monitoring, Evaluation and Reporting (MER) framework is provided in Appendix 3 to guide the process. The qualitative and quantitative indicators specified in the table in the MER Implementation Framework will form the basis for data collection. The Framework is based on budget, process, output and outcome related indicators.

4.3 Evaluation

Each public service institution will set annual targets based on each innovation indicator specified in the MER Framework. These innovation targets will be compared with the actual achievement on quarterly basis, and the difference recorded.

Quantitative and qualitative data will be analyzed to reveal any innovation challenges or opportunities for further innovation or exploitation of the products of innovation. Any lessons learned will be documented, submitted to the Centre for Public Service

25


Innovation and disseminated to institutions to strengthen their innovation activities.

The analysis should reveal soft information and trends, and measure the human impact of the public service delivery innovations.

4.4 Reporting

All public service institutions will prepare annual reports that include data collected each quarter, analysis of the results and a record of lessons learnt. Copies of each report will be deposited at the Centre for Public Service Innovation. The reports will be submitted to the Ministry, to enable preparation of the National Annual Report on the State of Public Service Innovation in Kenya. The Ministry may select some outstanding innovations for further documentation. Separate reports will be prepared by the implementing institutions upon request.

The report produced by the Ministry will be submitted to the Cabinet and the National and County Government Coordinating Summit. Reports may be purchased by libraries, research institutions, bookshops and individuals.


26

SECTION FIVESTRATEGY ASSUMPTIONS AND RISK

ASSESSMENT

5.1 Preamble

This Section highlights the underlying assumptions and risks in the implementation of the Strategy on public service delivery innovation. In addition the section proposes measures to mitigate the identified risk.

5.2 Strategy Assumptions

This Strategy assumes that:

(i) The existing legislative framework will facilitate implementation of this Strategy;

(ii) Where necessary, legislation will be reviewed and amended,or new legislation enacted to facilitate evolving public service delivery innovation;

(iii) Existing and new policies will be harmonized with this Strategy; (iv) Existing codes of conduct for public officers will be reviewed to

provide for mainstreaming of the Strategy on public service delivery innovations;

(v) New codes of conduct for public servants will be consistent with the provisions of the Strategy on public service delivery innovations;

(vi) Institutional core values and service charters will be revised or developed to align with this Strategy; and,

(vii) Adequate resources will be availed for the implementation of this Strategy.

(viii) ICT infrastructure in place is adequate and will be used.

27


5.3 Risk Assessment

This Strategy recognizes the following risks:

(i) Rejection or delayed buy-in of this Strategy;(ii) Inadequate budgetary allocation for implementation of this Strategy;

and(iii) Unsuccessful innovations that may undermine public confidence and

support for the Strategy.(iv) Inadequate ICT and related infrastructure and poor uptake of

technology.

5.4 Risk Mitigation

The risks identified in this Strategy may be mitigated through:

(i) Extensive stakeholder engagement at all stages of the Strategy development and implementation;

(ii) Recruitment of champions at all levels to promote the benefits of public service innovation;

(iii) Quantifying and demonstrating the benefits of public service innovation including cost saving to attract budgetary support;

(iv) Collaborate with partners to identify and address the gaps in infrastructure, technology and skills; and

(v) Designing a transparent and effective system for evaluation and selection of innovations for successful implementation.

5.5 Review of the Strategy

This Strategy shall be reviewed every five (5) years to address the ever-changing innovation environment. An ad hoc review may be undertaken when necessary.


28

APPENDIX I - INSTITUTIONAL FRAMEWORK FOR PUBLIC SERVICE DELIVERY INNOVATION STRATEGY

APPENDIX I - INSTITUTIONAL FRAMEWORK FOR PUBLIC SERVICE DELIVERY INNOVATION STRATEGY

The National Executive

Centre for Public Service Innovation

Ministry Responsible for Public Service

Sector Specific Innovation Units/ Committees

Public Institutions/Agencies

Council of Governors Innovations Committee

JJ

Inter-Agency Innovation Steering Committee

Intellectual Property Institutions

Kenya School of Government

The Summit

Public Service Inter-sector working group

29


APPENDIX II - PUBLIC SERVICE INNOVATION TOOLKIT

A: DIAGNOSTIC TOOLS - IDENTIFYING AREAS THAT NEED ATTENTION ACROSS THE INNOVATION PHASES

Agree Partially agree

Do not agree

Phase

Our organization makes it easy for people to put new ideas up the line.

1 2 3 Generation

My job allows me to come up with new ideas.

1 2 3

I am encouraged to look for and listen to ideas outside my team (including outside the organization).

1 2 3

I know how innovation fits within my organization’s strategy and vision.

1 2 3

I know who can help me develop and take it forward.

1 2 3

Our organization communicates clearly why some ideas are implemented and others are not.

1 2 3

I receive timely feedback on my ideas 1 2 3 Selection

I receive constructive feedback on my ideas

1 2 3

We consider the views of stakeholders and citizens in choosing ideas for further investigation.

1 2 3

Our processes for getting new ideas ap-proved are supportive.

1 2 3

We are not averse to risk when consider-ing new ideas that we could invest in.

1 2 3

My organization is prepared to pilot and trial new ideas.

1 2 3 Implementation

I get the support I need to manage new projects or ideas.

1 2 3

My organization is good at developing risky innovative ideas.

1 2 3


30

Agree Partially agree

Do not agree

Phase

My organization is good at managing risky innovative ideas.

1 2 3

My organization has put in place enabling systems and structures to facili-tate generation of ideas

1 2 3

My organization has enabling systems of communication

1 2 3

My organization has defined communi-cation channels and systems

1 2 3

My organization has defined processes of channeling ideas

1 2 3

We collaborate with others in imple-menting new ideas and projects.

1 2 3

We clearly communicate the potential risks and benefits of innovative projects.

1 2 3

My organization regularly embeds good ideas into its core business.

1 2 3 Sustaining

I receive the training needed to incorpo-rate innovations into my job.

1 2 3

My organization does not dismiss people and factors that threaten our innovative ideas, but openly engages with them.

1 2 3

We have a culture of monitoring innova-tion and evaluation.

1 2 3

We celebrate our successes in innovation and learn from everything we do.

1 2 3

We recognize people for their good ideas.

1 2 3 Diffusion

We share our ideas and encourage their reuse (replication).

1 2 3

I am supported in sharing lessons from unsuccessful innovations.

1 2 3

Innovations from our organization are often adopted by other organizations.

1 2 3

My organization encourages staff mobil-ity to help spread knowledge.

1 2 3

31


B. INNOVATION PHASES AND THE TOOLS TO SUPPORT THEM

Generation

Selection

implementation

Sustaining

Diffusion

Strategy • • • • • Environmental scanning • • • • • Innovation roles • • • • • People and training • • • • • Resources • • • • • Innovation teams • • • • Innovation values • • • • • Competitions and prizes • • • • • Innovation markets • • Calling for ideas • • Ideas management systems • • • • • Innovation jams • • Innovation tournaments • • Mechanisms of challenge • • • • • Engagement and collaboration • • • • Experimental spaces • • • Procurement and outsourced services • • • • • Idea selection • Emphasizing Uncertainty (Risk Management) • • • • • Stage-gate systems • • Pilots and trials • • Early wins • • Sustaining innovations • • • • • Measuring & reporting • • • Evaluation • • Promotion • • Awards • • • • •


32

AP

PE

ND

IX I

II

- M

ON

ITO

RIN

G, E

VA

LUA

TIO

N A

ND

RE

PO

RT

ING

FR

AM

EW

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rate

gic

issu

e 1:

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of I

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atio

nSt

rate

gic

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ecti

ve:

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urtu

re a

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ntre

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a cu

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ovat

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in p

ubli

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ncou

rage

men

t of

crea

tivi

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of a

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ork

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in

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uild

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-no

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f; •

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ign

syst

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for

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and

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of e

mpl

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trib

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ate

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ploy

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ateg

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tron

g cu

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se

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-no

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the

Pub

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ice

33


Stra

tegi

c is

sue

2:

Par

tner

ship

and

Col

labo

rati

onSt

rate

gic O

bjec

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: To

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stab

lish

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ners

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plem

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of s

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inno

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uild

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atab

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sto

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part

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nova

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mpi

-on

s id

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inno

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Stra

tegi

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sue

3:

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ogni

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and

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ards

Stra

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me

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of

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inno

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to p

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to

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outs

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hiev

emen

t in

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lic

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deli

very

in

nova

tion

;•

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dan

nual

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war

dsa

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n-nu

al c

onfe

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o sh

are

expe

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and

rew

ard

the

effo

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of in

nova

tive

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s an

d ag

enci

es;

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ubli

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ubli

cize

pub

lic

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ice

deli

v-er

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d in

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inis

try

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DA

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ual

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umbe

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ms

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dce

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oped

Pub

lic

serv

ants

m

otiv

ated

to

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l in

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vice

del

iver

y in

nova

tion

s


34

Stra

tegi

c is

sue

4:

P

rote

ctio

n of

Int

elle

ctua

l Pro

pert

ySt

rate

gic

Obj

ecti

ve: T

o pr

ovid

e gu

idel

ines

for

prot

ecti

ng in

tell

ectu

al p

rope

rty

righ

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Stra

tegy

Inte

rven

tion

Act

ors

Tim

e fr

ame

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icat

ors

Ou

tcom

e

Dev

elop

m

echa

nism

s fo

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cili

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isit

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of in

tell

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rig

hts

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ork

wit

hre

leva

ntI

ntel

lect

ualP

rope

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itut

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to

sim

plif

y th

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oces

s of

se

curi

ng in

tell

ectu

al p

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amm

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oed

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eate

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gst

affo

nla

ws/

regu

lati

ons

and

proc

edur

es g

over

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, tra

de-

mar

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nd in

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rope

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duca

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affo

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gove

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tent

s, t

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mar

ks a

nd

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llec

tual

Pro

pert

y ri

ghts

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con

tinu

-al

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rain

and

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l-le

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pert

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ork

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rial

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pert

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stit

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(KIP

I), K

e-ny

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rd (K

EC

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ya

Nat

iona

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ovat

ion

Age

ncy

(KE

NIA

) am

ong

othe

rs, t

o as

sist

inno

vato

rs a

cqui

re

Inte

llec

tual

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ight

s;•

Dev

elop

gui

deli

nes

for

man

agem

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of

inte

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pro

pert

y ri

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and

pro

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stru

ctur

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r m

anag

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and

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now

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inis

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lic

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nnua

l re

view

s

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tinu

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de-

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ss-

ful i

nnov

atio

n in

the

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lic

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have

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35


Stra

tegi

c is

sue

5: L

eade

rshi

pSt

rate

gic

Obj

ecti

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o bu

ild

capa

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o be

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ness

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mpl

oyee

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terv

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ime

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on t

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uild

the

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mm

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to in

nova

tion

and

sup

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se

rvic

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ry in

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nova

tion

am

ong

the

para

m-

eter

s in

ass

essm

ent

of le

ader

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sty

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taff

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tup

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;•

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hin

and

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and

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ual

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rtiv

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rvic

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live

ry

inno

vati

ons


36

Stra

tegi

c is

sue

6: R

esea

rch

and

Sust

aina

bili

tySt

rate

gic

Obj

ecti

ve: T

o su

stai

n pu

blic

ser

vice

inno

vati

ons

thro

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rese

arch

and

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ning

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rate

gyIn

terv

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ctor

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ime

fram

eIn

dic

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vest

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rch

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.

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lic

serv

ants

wit

hpr

oble

m-s

olvi

ngs

kill

san

dkn

owle

dge

of t

he c

hall

enge

s fa

ced

by c

itiz

ens

and

expo

se

them

to

inno

vati

ve p

ubli

c se

rvic

e so

luti

ons

•Fa

cili

tate

pub

lic

serv

ants

who

pro

pose

inno

vati

ves

olu-

tion

s to

sol

ve p

ubli

c se

rvic

e ch

alle

nges

•F

acil

itat

epi

lot

impl

emen

tati

ono

fpro

mis

ing

inno

va-

tion

s;•

Pas

sfle

dgli

ngin

nova

tion

sth

roug

ha

feas

ibil

ity

stud

yan

dqu

alit

y as

sura

nce

proc

ess

to s

elec

t th

e m

ost

sust

aina

ble

inno

vati

ons

for

full

impl

emen

tati

on;

•W

eave

sel

ecte

din

nova

tion

sin

tot

hefa

bric

oft

hein

stit

u-ti

on b

y en

suri

ng t

hat

they

are

incl

uded

in t

he in

stit

u-ti

onal

str

ateg

ic, i

mpl

emen

tati

on a

nd o

pera

tion

al p

lans

an

d bu

dget

, per

form

ance

man

agem

ent

fram

ewor

k;•

Mot

ivat

ean

dfa

cili

tate

res

earc

hin

tot

hep

roce

ssa

nd

prod

ucts

of i

nnov

atio

n in

ord

er t

o bu

ild

the

body

of

know

ledg

e th

at h

elps

org

aniz

atio

ns t

o fo

ster

an

inno

va-

tion

cul

ture

, sel

ect

the

best

inno

vati

ons

and

help

the

se

inno

vati

ons

to s

urvi

ve in

a g

loba

lly-

com

peti

tive

env

iron

-m

ent;

•Le

arn

from

the

res

earc

hw

hat

need

sto

be

reta

ined

,wha

tne

eds

to b

e ch

ange

d an

d w

hat

new

inno

vati

ons

can

be

deve

lope

d in

ord

er t

o co

ntin

uous

ly im

prov

e th

e pu

blic

se

rvic

e;•

Par

tner

wit

hac

adem

iat

ost

udy

and

shar

ein

nova

tive

le

arni

ng o

n pu

blic

ser

vice

del

iver

y in

nova

tion

s.

•M

inis

try

for

Pub

lic

Serv

ice

•C

ount

ies

•M

DA

s

Ann

ual

Con

tinu

ous

Con

tinu

ous

Con

tinu

ous

•R

esea

rch

repo

rts

•N

umbe

rof

st

aff e

xpos

ed

to b

ench

-m

ark

tour

s an

d st

udy

tour

s•

Rec

ogni

tion

aw

ards

• Succ

essf

ul

and

sus-

tain

able

pu

blic

se

rvic

e in

nova

-ti

ons

that

ca

n st

and

the

test

of

tim

e.• A

ctiv

e re

sear

ch

that

yie

lds

a bo

dy o

f kn

owl-

edge

tha

t su

ppor

ts

publ

ic

serv

ice

in-

nova

tion

s

37


Stra

tegi

c is

sue

7: C

apac

ity

Bui

ldin

gSt

rate

gic

Obj

ecti

ve: T

o pr

ovid

e em

ploy

ees w

ith

skil

ls to

faci

lita

te a

nd m

anag

e se

rvic

e de

live

ry in

nova

tion

s.St

rate

gyIn

terv

enti

onA

ctor

sT

ime

fram

eIn

dic

ator

sO

utc

ome

Dev

elop

and

impl

e-m

ent

empl

oyee

ca

paci

ty b

uild

ing

prog

ram

mes

to

faci

lita

te a

nd m

an-

age

serv

ice

deli

very

in

nova

tion

s

•U

nder

take

cap

acit

ybu

ildi

ngin

itia

tive

sto

co

ntin

uous

ly u

pgra

de e

mpl

oyee

kno

wl-

edge

and

ski

lls

to in

nova

te;

•Fa

cili

tate

par

tici

pati

onin

inte

rnat

iona

l,co

ntin

enta

l, re

gion

al a

nd lo

cal p

ubli

c se

rvic

e in

nova

tion

s ev

ents

for

expo

sure

•M

inis

try

for

Pub

lic

Serv

ice

•C

ount

ies

•M

DA

s

Con

tinu

ous

Ann

ual

•N

umbe

rof

wor

ksho

ps,

trai

ning

and

ben

chm

ark

tour

s or

gani

zed

•N

umbe

rof

em

ploy

ees

par-

tici

pati

ng in

inte

rnat

iona

l, co

ntin

enta

l, re

gion

al a

nd

loca

l pub

lic

serv

ice

inno

va-

tion

s ev

ents

A la

rge

num

ber

of

succ

essf

ul

inno

vati

ons

prod

uced

by

empl

oyee

s

Stra

tegi

c is

sue

8:

Rep

lica

tion

Stra

tegi

c O

bjec

tive

: To

pro

vide

a o

ne s

top

data

sho

p on

exi

stin

g in

nova

tion

s to

fac

ilit

ate

acce

ss t

o in

form

atio

n on

exi

stin

g in

nova

tion

s.St

rate

gyIn

terv

enti

onA

ctor

sT

ime

fram

eIn

dic

ator

sO

utc

ome

Est

abli

sh s

yste

ms

and

mec

hani

sms

of

shar

ing

info

rmat

ion

on in

nova

tion

s to

en

able

rep

lica

tion

of

best

pra

ctic

es

•C

olla

bora

tea

ndp

artn

erin

dev

elop

men

t,

impl

emen

tati

on a

nd r

epli

cati

on o

f inn

ova-

tion

;•

Doc

umen

tan

dan

chor

suc

cess

fuli

nnov

a-ti

ons

in a

n In

nova

tion

Cen

tre;

•O

rgan

ize

regu

lar

foru

ms

tofo

ster

sha

ring

an

d re

plic

atio

n of

pub

lic

serv

ice

deli

very

in

nova

tion

s•

Est

abli

shC

omm

unit

ies

ofP

ract

ice

(CoP

)w

ithi

n an

d ac

ross

age

ncie

s to

fost

er c

ol-

labo

rati

ve in

nova

tion

.

•M

inis

try

for

Pub

lic

Serv

ice

•C

ount

ies

•M

DA

s

Ann

ual

Con

tinu

ous

Con

tinu

ous

Enh

ance

d up

take

of s

er-

vice

del

iver

y in

nova

tion

s


38

Stra

tegi

c is

sue

9:R

esou

rce

Mob

iliz

atio

nSt

rate

gic

Obj

ecti

ve:

Tod

evis

est

rate

gies

/mec

hani

smf

orm

obil

izin

gan

dpr

ovid

ing

adeq

uate

bud

geta

ry

supp

ort

and

reso

urce

for

publ

ic s

ervi

ce d

eliv

ery.

Stra

tegy

Inte

rven

tion

Act

ors

Tim

e fr

ame

Ind

icat

ors

Ou

tcom

e

Dev

elop

and

ope

ra-

tion

aliz

e a

mec

ha-

nism

for

mob

iliz

ing

and

prov

idin

g ad

equa

te b

udge

tary

su

ppor

t fo

r id

enti

fy-

ing,

del

iver

ing,

and

pu

blic

izin

g se

rvic

e de

live

ry in

nova

tion

s in

the

pub

lic

serv

ice

•A

lign

ing

the

serv

ice

deli

very

inno

vati

ons

to t

he id

enti

fied

five

broa

d pi

llar

s in

the

M

ediu

m T

erm

Fis

cal F

ram

ewor

k an

d su

bseq

uent

adj

ustm

ents

;•

Focu

sing

on

serv

ice

deli

very

inno

vati

ons

that

see

k to

enh

ance

effi

cien

cy, e

ffec

tive

-ne

ss a

nd e

ncou

rage

acc

ount

abil

ity

and

tran

spar

ency

whi

le h

ighl

ight

ing

key

outp

uts

and

outc

omes

tha

t ar

e sp

ecifi

c,

mea

sura

ble,

ach

ieva

ble,

rea

list

ic a

nd t

ime

boun

d (S

MA

RT

);•

Dev

elop

str

ateg

yfo

rre

sour

cem

obil

izat

ion

for

serv

ice

deli

very

inno

vati

on (i

ndic

atin

g:

nati

onal

; pub

lic-

publ

ic, p

ubli

c-pr

ivat

e co

llab

orat

ive

finan

cing

; and

bil

ater

al a

nd

mul

tila

tera

l par

tner

ship

) and

wor

k in

pa

rtne

rshi

ps t

o po

ol r

esou

rces

for

impl

e-m

enta

tion

of i

nnov

ativ

e id

eas;

•M

ains

trea

min

nova

tion

int

heB

udge

tary

Sy

stem

and

est

abli

sh a

bud

get

line

for

serv

ice

deli

very

inno

vati

ons

and

rese

arch

in

clud

ing

esta

blis

hmen

t of

a s

peci

fic fu

nd

for

supp

orti

ng in

nova

tion

s;•

Rin

g-fe

nce

fund

ing

for

rese

arch

and

pub

-li

c se

rvic

e de

live

ry in

nova

tion

s

•T

heC

abin

et•

Min

istr

yfo

rP

ubli

c Se

rvic

e•

The

Nat

iona

lTr

easu

ry•

Cou

ntie

s•

MD

As

Ann

ual

Con

tinu

ous

Bud

get

line

for

inno

vati

ons

in

Cou

ntie

s an

d M

DA

sA

dequ

ate

fund

ing

for

publ

ic s

ervi

ce

inno

vati

ons

39


Stra

tegi

c is

sue

10: I

nfor

mat

ion

and

Kno

wle

dge

Man

agem

ent

Stra

tegi

cO

bjec

tive

:

To

prov

ide

mec

hani

sms

for

coll

ecti

ng,

docu

men

ting

,sh

arin

g/di

ssem

inat

ing

info

rmat

ion

on in

nova

tion

s an

d in

nova

tors

to

stak

ehol

ders

Stra

tegy

Inte

rven

tion

Act

ors

Tim

e fr

ame

Ind

icat

ors

Ou

tcom

e

Em

brac

e in

form

a-ti

on, c

omm

unic

a-ti

on a

nd k

now

ledg

e m

anag

emen

t by

do

cum

enti

ng

inno

vati

ons

and

the

inno

vato

rs a

nd

shar

ing

info

rmat

ion

on in

nova

tion

s

•D

evel

opm

echa

nism

sfo

rco

llec

ting

in-

form

atio

n on

inno

vati

ons

and

inno

vato

rs,

docu

men

ting

,org

aniz

ing

and

shar

ing/

dis-

sem

inat

ing

it t

o st

akeh

olde

rs t

o fa

cili

tate

be

nchm

arki

ng o

n be

st p

ract

ices

;•

Est

abli

shb

oth

virt

uala

ndp

hysi

calI

CK

M

shar

ing

plat

form

s;

•D

epos

itt

heir

ser

vice

del

iver

yin

nova

tion

sin

the

one

-sto

p sh

op p

ubli

c se

rvic

e de

liv-

ery

inno

vati

ons

cent

re.

•M

inis

try

for

Pub

lic

Serv

ice

•C

ount

ies

•M

DA

s

Ann

ual

Pub

lish

edA

rep

osi-

tory

of i

n-no

vati

ons

for

impr

oved

sh

arin

g an

d be

nchm

ark-

ing

The Presidency,Ministry of Public Service, Youth and Gender Affairs,

State Department of Public Service and Youth,Directorate of Public Service Management,

P.O. Box 30050-00100Tel: +254 (020) 222 7411

Nairobi

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