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UASIN-GISHU

County ICT Roadmap

November, 2015

Uasin-Gishu County Information Professionals Africa Ltd ICT Authority

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SIGN-OFF AND APPROVALS Project: County ICT Roadmap Sign-off for: County ICT Roadmap County: UASIN-GISHU COUNTY

Sign-Off:

______________________ Accepted

______________________ Accepted with Modifications

______________________ Not Accepted

Signature:

Accepted

Date 14/7/15

Name (Capitals):

JOHN N. LIBOYI

Position: CEO & Group Team Leader, IPA Consultants

Signature: ______________________

Date _____________ Name (Capitals):

______________________

Position: ……………………… CEC In charge of ICT

Signature: ______________________

Date _____________ Name (Capitals):

______________________

Position: Governor

Signature: ______________________

Date _____________ Name: ______________________ Position: Project Manager, ICTA

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ACKNOWLEDGEMENT

While submitting the ICT Roadmap, IPA Consultants take this opportunity to thank all

stakeholders for the cooperation extended, timely inputs provided and hospitality

extended, during the various stages of our assignment. We would like to acknowledge

that the successful completion of our assignment is largely as a result of the

stakeholder’s level of commitment and involvement in understanding the purpose and

importance of the assignment.

We are confident that the future of Policy formulation in Uasin-Gishu County is in the

hands of stakeholders who possess a sound understanding of the way forward. Most

important is the clarity and unanimity that exists between the stakeholders, in

recognizing the common objectives from a central viewpoint, that constitutes the

prerequisite for success in achieving ICT Road Map objectives. We look forward to the

opportunity of future interaction and guidance, if any is required from us by the

stakeholders, as they move forward to undertake initiatives or realign projects already

in progress, with the objectives of an integrated environment as per the National ICT

master plan.

We are confident that the Uasin-Gishu County is moving ahead with a clear vision and

towards attaining objectives that will not only strengthen the functioning and efficiency

of each stakeholder but will further enable the stakeholders to interplay effectively to

position in attaining a unique and contributing position in the competitive regional

environment, wider perspectives in facilitation and important long term programmes

CEO-IPA

Mr. John Liboyi

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PREFACE The world economy is experiencing the impact of rapid globalization, the emerging new

information age and the dynamic Information and Communication Technology (ICT),

which is bringing about a new global economic order to be dominated by information

and knowledge-based economies.

The emerging information age is characterized by Information and Communication

Technologies (ICTs), and it is having an impact on socio-economic development efforts

in a number of countries as well as counties in Kenya especially those that are focused

on ICT utilization and the development of ICTs. In the information age it is not possible

for a County to remain competitive, even in its traditional areas of comparative

advantage, without using and developing ICTs to support its developmental process.

Counties out of the capital city in Kenya are confronting new additional challenges as a

result of the globalization process and the emerging new information age. Without an

appropriate ICT Roadmap, the counties risk worse socio-economic status that can be

promoted by the digital divide.

Having recognized and accepted the importance and role of ICTs in Uasin-Gishu socio-

economic development, and committed to minimize the digital divide, the County

Government of Uasin-Gishu has developed this ICT Roadmap to guide her utilization

and development of ICTs for socioeconomic development. To support implementation

of this policy, there shall be a County Governance Planning Committee.

As part of this ICT Roadmap commitment, special policy initiatives will be devoted to

promoting foreign direct investment in the area of ICTs including, financial and capital

investments in the local communication sector; joint venture arrangements in

developing the local ICT sector; technology transfer capital investment initiatives and

investments with research and development component as well as human resource

development components in the area of ICT skills and other information economy

related skills to aid the socio-economic development process of Uasin-Gishu County.

I call upon all residents of Uasin-Gishu County and our cooperating partners, to support

my County Government’s effort to promote the development and utilization of ICT.

Hon Jackson Mandago

The Governor, Uasin-Gishu County

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TABLE OF CONTENTS SIGN-OFF AND APPROVALS ...................................................................................................................... ii

ACKNOWLEDGEMENT ................................................................................................................................ iii

PREFACE ........................................................................................................................................................... iv

TABLE OF CONTENTS ................................................................................................................................... v

LIST OF TABLES AND FIGURES ............................................................................................................... vi

ABBREVIATIONS AND ACRONYMS ....................................................................................................... vii

EXECUTIVE SUMMARY ............................................................................................................................. viii

PART 1: INTRODUCTION AND BACKGROUND INFORMATION ................................................... 1

1.1. County Profile ................................................................................................................................ 1

1.1.1. County vision ......................................................................................................................... 1

1.1.2. Core Values ............................................................................................................................. 2

1.1.3 Objectives ................................................................................................................................ 2

1.1.4 County Socio-economic Data ........................................................................................... 2

1.2. County Socio-Economic Data ................................................................................................... 3

PART 2: CURRENT STATE .......................................................................................................................... 5

2.1. Current State Description .............................................................................................................. 5

2.2 Current State-COBIT Analysis ....................................................................................................... 8

2.3 Financing Plan ................................................................................................................................... 11

PART 3: DESIRED STATE .......................................................................................................................... 12

3.1 Desired State Description ............................................................................................................. 12

3.2 Desired State-COBIT Analysis ..................................................................................................... 14

3.3 Financial Policy and Strategy for ICT........................................................................................ 14

PART 4: ICT VISION AND ROADMAP.................................................................................................... 16

4.1 Connected County Government .................................................................................................. 16

4.2 Citizen Satisfaction .......................................................................................................................... 17

4.3 Connected Citizens ........................................................................................................................... 17

4.4 Connected Legislator ...................................................................................................................... 18

4.5 COBIT Implementation .................................................................................................................. 19

PART 5: CRITICAL SUCCESS FACTORS ................................................................................................ 22

PART 6: COUNTY ICT PRIORITY PROJECTS ...................................................................................... 25

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LIST OF TABLES AND FIGURES FIGURE 1: MAP OF UASIN-GISHU COUNTY ....................................................................................................... 3

FIGURE 2: GENERIC ICT MATURITY LEVEL ..................................................................................................... 9

FIGURE 3: CURRENT STATE ............................................................................................................................... 9

FIGURE 4: DESIRED END-STATE DESCRIPTION ............................................................................................. 13

FIGURE 5: DESIRED STATE ............................................................................................................................... 14

FIGURE 6: COBIT IMPLEMENTATION PHASES (SOURCE ISACA .................................................................... 21

FIGURE 7: CRITICAL SUCCESS FACTORS .......................................................................................................... 22

TABLE 1: UASIN-GISHU COUNTY ECONOMIC DRIVERS ................................................................................... 4

TABLE 2: UNDERPERFORMING WITH RESPECT TO COBIT FRAMEWORK ................................................... 10

TABLE 3: SUMMARY OF FLAGSHIP PROJECTS UNDER THE CONNECTED COUNTY GOVERNMENT THEME 16

TABLE 4: SUMMARY OF FLAGSHIP PROJECTS UNDER THE CITIZEN SATISFACTION THEME ...................... 17

TABLE 5: SUMMARY OF FLAGSHIP PROJECTS UNDER THE CONNECTED CITIZEN THEME .......................... 18

TABLE 6: SUMMARY OF FLAGSHIP PROJECTS UNDER THE CONNECTED LEGISLATOR THEME .................. 19

TABLE 7: PRIORITY PROJECTS FOR QUICK WINS ............................................................................................. 25

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ABBREVIATIONS AND ACRONYMS

ICT Information and Communication Technology

SWOT Strengths, weaknesses, Opportunities and Threats

POA Procurement Oversight Authority

NGO’s Non-Governmental Organisations

IFMIS Integrated Financial Management information System

PC’s Personal Computers

CCTV Closed Circuit Television

COBIT Control Objectives for Information and Related Technology

MCA’s Members of County Assembly

CRM Customer Relationship management

SMS Short Message Service

ECDE

Early Childhood and Development Education

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EXECUTIVE SUMMARY

Information Technology (IT) is a dynamic aspect in the society. One important part of it

is the application of IT in delivering services in Government. This technological

revolution enabled the introduction of new services, better and faster delivery of

existing ones and cheaper and more effective communications between different

agencies. Nearly all developed nations regard developing an ICT Roadmap as a key

strategy for ensuring their success in the 21st century.

The purpose of the consulting assignment was to create the high level plan for an ICT

integrated environment in the County of Uasin-Gishu to be able to create connectivity

across systems and improve service delivery. This is therefore the Roadmap that all

stakeholders of the sector can adopt and keep in view while embarking on

computerization initiatives in their respective spheres of activities and legal domains.

The ICT Roadmap presents opportunities and challenges to transform both the

operational process of government, and the nature of governance itself. It impacts on

most functions in government agencies, the private sector and civil society. In the long

term, it has the potential to positively change the County operations and the interaction

of citizens and businesses with government. Strong leadership can support ICT

programs and drive IT improvements by encouraging and promoting new projects

among public servants and citizens. The degree of centralization is a key component of

management because it determines the level of interaction between administrative

agencies involved in IT projects.

To implement the plan successfully, it is important to have appropriate strategies. This

Roadmap seeks to identify some of the best practices in strategies and management

development. In this report, we identify several critical factors that influence ICT

development programs. It further identifies and analyses numerous types of strategies.

Surveys and site visits provided valuable information regarding management and

strategies. Creating the survey involved researching similar surveys and working with

County’s staff and the Public of the County. A set of core questions were used for study

interview. Survey results gave a general understanding of the status in the County.

Through the survey results and site visits, it was learned that multiple entities are

involved in the ICT strategic implementation process, ranging from educational

institutions to government agencies. In addition, the trend is toward creating a

centralized method for citizens to obtain information through state web portals and

other forms of enterprise architecture. The findings show the importance of strong

leadership in furthering ICT initiatives which emphasizes the importance of devising

strategies.

For successful implementation of this strategy, an implementation matrix outlining

financial requirements, proposed activities and programs have been defined. It is highly

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recommended that the County undertakes to carry out monitoring and evaluation

exercises to make sure that these activities are undertaken within the timeframe that is

clearly defined.

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PART 1: INTRODUCTION AND BACKGROUND INFORMATION

1.1. County Profile Information and Communication Technology (ICT) is a key enabler in allowing Governments improve service delivery, reduce the cost of service delivery and increase the reach of Government services.

The ICT Roadmap for Uasin-Gishu has been developed by the County Government of

Uasin-Gishu with help from ICT Authority, World Bank and IPA Consultants, as a guide

to how the County designs its ICT services and structures to deliver positive outcomes

for its customers – Citizens, County Staff, Business Community and other stakeholders.

The principles within this Roadmap provide a framework for how ICT services will be

designed, sourced, delivered, and how digital services can support ways of working

where the customer experiences real benefits – convenience of access to government

services such as online and mobile access to government portals, improved experiences

in customer care such as elimination of queues in government offices and extension of

government services to underserved communities in urban and rural areas.

The objectives of the County ICT Roadmaps are:

1. To develop a coordinated and coherent approach for ICT Roadmap development

and guidelines which will enable each County to provide high-quality and cost-

effective ICT-enabled services that meet the needs of County residents.

2. Foster innovation, best practice, and value for money in the use of ICT in

management of County resources, learning and Citizen Outreach.

3. To define the conditions under which it will be possible to provide a shared and

optimized ICT infrastructure with appropriate user support and standards for

the National and County governments in Kenya.

4. Develop an ICT Strategy Roadmap for the next five years:

Uasin-Gishu County ICT Roadmap covers initiatives and strategies developed for the

whole county in reference to previous sector plans and policies that have been

produced for the County that require ICT as an enabler. The ICT Roadmap was

developed with consultations of various stakeholders including all County Government

Departments.

1.1.1. County vision Vision: "A Prosperous and Attractive County in Kenya and Beyond".

Mission: “To serve and improve people’s livelihoods through good leadership,

innovative technology and efficient infrastructure”.

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1.1.2. Core Values Core values are the fundamental beliefs of a person or organization. The core values are

the guiding principles that dictate behaviour and action. Core values can help people to

know what is right from wrong; they can help companies to determine if they are on the

right path and fulfilling their business goals; and they create an unwavering and

unchanging guide. There are many different types of core values and many different

examples of core values depending upon the context. The following are the core values

of Uasin-Gishu County;

Integrity-In all the undertakings, they are committed to act in an honest

and professional manner.

Teamwork-They undertake to work collaboratively as colleagues to

achieve County goals.

Innovativeness-They are committed to transforming the service provision

to meet and exceed the expectations of Uasin-Gishu County Residents.

Accountability-They are committed to be responsible for their actions and

continuously improve service delivery, report appropriately to

stakeholders and clients.

Customer Focus - They commit to place the customer at the centre of our

focus in service delivery.

1.1.3 Objectives The County’s overall objectives are:

To attain household food security;

To reduce poverty and increase incomes;

To improve literacy levels;

To enhance the health status of the citizens; and

To improve infrastructure in the County.

1.1.4 County Socio-economic Data Uasin-Gishu County lies between longitudes 34 degrees 50’ east and 35 degrees 37’

West and latitudes 0 degrees 03’ South and 0 degrees 55’ North. The County shares

common borders with Trans Nzoia County to the North, Elgeyo-Marakwet County to the

East, Baringo County to the South East, Kericho County to the South, Nandi County to

the South West and Kakamega County to the North West. It covers a total area of 3,345.2

Sq. Km.

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Figure 1: Map of Uasin-Gishu County

1.2. County Socio-Economic Data

Population: As per the 2009 Population and Housing Census, the total population of Uasin-Gishu

County stood at 894,179. At an inter-censual population growth rate of 3.8%, the total

population is projected to grow to 1,211,853 by 2017. The population growth rate is

higher than the national growth rate at 2.9%. The population density is 267 persons per

sq. Km. which is expected to increase to 362 persons per sq. km. by 2017. This will have

implications on the average size of land holding.

In 2012, the population age group between 0 to 14 years was 41.4% of the total; while

the economically active age group of between 15 and 64 years accounted for 55.7% of

the total. This implies that the County has a high dependency ratio and a high potential

for labour force. The age group under one year is projected to grow from 29,175 in

2009 to 39,539 by 2017, while that aged between 2 and 5 years is expected to grow

from 162,559 in 2009 to 220,311 by 2017. This implies that the County must expand

child and maternal health services and those for Early Childhood and Development

Education (ECDE).

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Economic Drivers: The County has the larger population of people practicing crop growing and livestock

keeping. The following table 1 gives a picture of the economic drivers in Uasin-Gishu

County.

Table 1: Uasin-Gishu County Economic Drivers

Agro-ecological zones Agro-enterprise % of County covered

Lower highland 4[LH4] Livestock 19.00 Lower highland 3[LH3] Livestock, maize, wheat and barley 31.00 Lower highland 2[LH2] Livestock, maize, pyrethrum 1.20 Upper highland 4[UH4] Livestock, maize, sunflower 12.10 Upper highland 3[UM3] Livestock, coffee 1.70 Upper highland [UH2] Livestock, pyrethrum, wheat 12.30 Upper highland 1[UH1] Sheep and dairy 13.50

Natural Resources: The County has a total of 29,802 hectares of gazetted forests out of which 13,184

hectares (or 44%) is under plantation while 16,618 (or 56%) are under indigenous

forest cover. The gazetted forests are in Nabkoi, Timboroa Kipkurere, Lurenge, Singalo,

and Kapsaret. There exists community forest associations involved in forestry as an

income generating activity.

The growing of wood lots is scattered across the County and is emerging as a significant

carbon sink and income generating activity. There exists a big market both in the

County and outside for forest products such as poles, timber and wood fuel.

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PART 2: CURRENT STATE

2.1. Current State Description The tools for gathering information included questionnaires, personal interviews and

observations. The information gathered through these interactions was then analysed

to form the basis of the current state of ICT in the County. The following section

describes the current state of ICT as per ministry/sector.

Agriculture, Livestock and Fisheries Low quality genetics Artificial Insemination (AI) and embryo transfer technologies have

not been fully adopted by farmers; and some areas lack AI services altogether. Moreover

the high cost of these technologies places them out of reach for most farmers.

Inadequate extension services - the current arrangement for extension services

availability to farmers is inconsistent with the challenges facing the livestock sector.

There is, therefore, a need to improve communication between the two.

Health Most of the disease management centres in the County lack the capacity to manage

chronic diseases. It is therefore apparent that the County needs to make deliberate

efforts to staff and equip the existing health service delivery facilities to address chronic

diseases.

Finance & Economic Planning Lack of an effective procurement system with appropriate structures and guidelines

modelled on the national procurement framework of the Procurement Oversight

Authority (POA).

It is proposed to employ IT for a start in the following revenue collection areas: Land

Registry Transactions; Business Permits; licensing structures; Parking fees collection;

and Defaulter fines as currently there are no such systems.

There is need to strengthen financial management systems which are IT-enabled to

encompass appropriate financial controls designed to keep expenditures within

budgeted levels and to minimize revenue losses.

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Education, Culture, Social Services and Sports In terms of current ICT capabilities, the County is indeed endowed with talented youth

who are ICT compliant, having been trained at various universities and tertiary

institutions. However, there is inadequate physical facilities and equipment for the

provision of relevant Technical, Industrial, Vocational and Entrepreneurship Training

(TIVET). There is also a plan to build capacity for teachers in ICT. There is also need for

capacity building for teachers in ICT.

Land, Housing and Urban Development There is an urgent need for an e-record system to lessen paper work and facilitate ease

of retrieval of documents and deeds as currently there is lots of paper-filing.

Public Works, Roads and Transport Currently, there is the lack of a structured upgrading and maintenance programme,

Poor workmanship and supervision; and hiring incompetent contractors which leading

to the poor state of roads in the County.

Trade, Industrialization, Tourism, Wildlife & Enterprise Development Currently data base on tourism is limited. It is therefore important that the County

improve its research, intelligence gathering, and information management system in

order to assist it in making informed policy decision and planning.

There is a plan to Equip Business Information Centres with ICT facilities.

Human Resource Management Currently there is a plan for automation of HR processes. Examples of technology needs

include: end-to-end integration with and new applicant tracking system, completion of

e-Forms, enabling workflow to support managers for HR policies and procedures.

A solid performance management system is the foundation for incentive compensation

and succession planning programs and is thus under consideration.

Water, Energy, Environment and Natural Resources Although 80% of the people of Uasin-Gishu County have access to safe and clean

drinking water, only 25% of the supply is through piped water infrastructure. The water

reticulation system in Eldoret is particularly inadequate serving only 180,000 people or

less than 50% of the town’s total population.

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Due to the need for building more reservoirs for storage of potable water, the strategy

will entail conducting mapping of reservoirs to determine their location and capacities

thus the need for efficient systems to do this. There is also currently the need for

strengthening the capacities of the County for gathering and disseminating metrological

data and information from weather stations.

ICT & E-government Currently, the department has the objective to provide ICT infrastructure. This

includes:

i) Develop basic guidelines and operational policies to help users utilize ICT

services and solutions;

ii) Establishing a modern Data Centre to host key server and storage facilities.

Providing an area with appropriate conditions such as air-conditioning and

alternative power sources will be a necessary element of the infrastructure.

Key equipment will be procured and installed in the Data Centre;

iii) Provide staff with computers to access the central information systems.

Youth in the County will also be encouraged to open and operate digital

centres for access online to County services;

iv) The County will establish communication strategy for interaction within and

with external publics. Appropriate infrastructure will be established in the

Data Centre/Server Room for this purpose;

v) Security measures to ensure that the IT assets are secured from damage and

unauthorized access will be installed including; Firewall to reduce the

impacts of threats to the County Network; Anti-virus to fight off any threat

to the software; and Protection against any illegal use by County staff.

State of ICT in the County Assembly Information regarding ICT in the assembly will be obtained during the next interactions

at the subsequent visits to the counties

State of ICT in Public Service Board: The presence of an online recruitment portal in the department shows a considerable

appreciation of ICT by the department. The department however, requires

improvement in the system’s current flaws such as poor validation elements in the

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system. There are also few computers, and lack of training of staff on the use of the

system. The department gets ICT support from the ICT department.

State of ICT in Sub counties and Wards: Most sub-County offices do not have sufficient ICT infrastructure in place; there is

evidence of few computers and modems in most offices. The situation is worse at the

Ward levels. The need for Fiber Optic connectivity and also office space is urgent.

2.2 Current State-COBIT Analysis

ICTs can be used as a tool to facilitate efficient delivery of services, improve

accountability and transparency while increasing public participation in the political

processes. However, successful implementation of ICTs in County governments faces

many challenges and requires legislative, budgetary, and technical coordination as well

as political support without which the ICT opportunities will be lost.

As a way of guiding the County through the above ICT challenges, Control Objectives for

Information and Related Technology (COBIT) has been proposed as a framework for

maturity modelling of County ICT maturity. The COBIT Framework consists of linkages

between organizational and ICT objectives, and providing mechanisms for continuous

measurement and maturity of ICT processes. These processes were clustered into

seven elements as listed below:

1. Strategy & Governance (7Processes)

2. Financial Management (3 Processes)

3. Personnel & Resource Management (3Processes)

4. Service Planning & Architecture (6 Processes)

5. Infrastructure & Operations (6 Processes)

6. Security (6 Processes)

7. Applications (3 Processes)

The COBIT framework proposes a systematic and coherent maturity of all the above

seven elements as the basis for sustainable ICT development within the County. There

are six levels (stages) of ICT maturity ranging from Level ‘0’ through ‘5’, with Level ‘1’

being set as the BENCHMARK target.

The County should aim to achieve Level ‘1' status by performing various activities under

each listed process as defined in the COBIT’s Process-Activity Table.. Once Level '1’

status is achieved, the County embarks on refining and continuously improving on the

execution of these processes as it matures through Level ‘2’ and beyond. The proposed

ICT Governance & Management Framework maturity Levels (0-5) map well onto the

generic maturity model proposed by ICT Authority as shown in Figure 2 below.

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Figure 2: Generic ICT Maturity Level

The Enabler stage maps onto Level 1 where basic ICT enablers are in place. The Exploiter stage maps onto Level 2 where systems are implemented to deliver internal efficiency. The Enterpriser stage maps onto Level 3 where ICT infrastructure and applications deliver a good return on investment while supporting ICT businesses. Finally, the Empowerer stage maps onto Level 4 where innovative ICT systems emerge and thrive - given the prevailing and highly mature ICT environment. The Current State shows the County’s performance along the seven elements of the ICT Governance & Management Framework.

Figure 3: Current State

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The Chart in Figure 3 above summarises the County performance along the seven

domains of the ICT Governance & Management Framework. This ideally shows the

maturity levels of the County along the seven domains of the ICT Governance and

Management Framework.

It is advisable that the County ensures they reach the benchmark state as soon as

possible to pave way to the strategic development into the eventual desired future state.

Ideally, the benchmark state is in this case treated as one level above the current state

and is also the best practice for all the counties and should be emulated and

reciprocated in the development goals of the County. After the County satisfies the

requirements for the benchmark state, it should proceed to satisfy the requirements of

the desired ICT future state for the County.

According to the above ICT Governance & Management Framework Summary chart, six

out of the seven domains are scoring below the BENCHMARK state: 1. Strategy & Governance

2. Financial Management

3. Personnel & Resource Management

4. Infrastructure & Operations

5. Security

6. Applications

This is due to the County underperforming in the following specific COBIT framework

processes which ideally scored below level 1 as indicated in Table 2.

Table 2: Underperforming with respect to COBIT framework

Element Processes Strategy & Governance PO1: Define a strategic IT plan.

PO6: Communicate management aims and direction. PO9: Assess and manage IT risks PO10: Manage Projects ME1: Monitor & Evaluate IT Performance ME4: Provide IT governance

Financial Management P05: Manage IT Investments DS6: Identify and Allocate Costs

Personnel & Resource Management DS7: Educate Train Users AI4: Enable Operation & User

Infrastructure & Operations AI6: Manage Changes DS3: Manage Performance & Capacity DS8: Manage Service Desk & Incidents DS9: Manage Configurations DS10: Manage Problems & Incidents DS13: Manage Operations

Security ME2: Monitor& Evaluate Internal Control Adequacy ME3: Ensure Compliance with external requirements DS4: Ensure Continuous Service DS5: Ensure System Security

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Element Processes DS11: Manage Data

Applications AI1: Identify Automate Solutions AI2: Acquire & Maintain Applications AI7: Install & Accredit Solutions and Changes

The interpretation of the above is that Uasin-Gishu County needs to satisfy the above

needs and stablish the stated processes to be able to atleast measure up to the best

practices for ICT governance and management. Once this is achieved, the processes can

be scored at atleast level 1.

2.3 Financing Plan According to CRA- Commission on Revenue Allocation County Budget Report 2013-14,

Uasin-Gishu County ICT Budget was KES 36.9 million representing 0.98% of the total

budget. Of this, KES 9.8 million was spend on hardware & infrastructure and KES 15.2

million on purchase of ICT equipment, KES 6.6 million on maintenance of ICT

equipment and KES 5.3million on software.

From the findings, it is noted that the ICT budget is still low and there is need for the

next level of the COBIT Framework. There are currently no ICT services provided by the

County that attract user fees. The County does not have any SLA’s or lease arrangements

with any ICT provider or supplier of services.

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PART 3: DESIRED STATE

3.1 Desired State Description

The ideal general state of ICT in each County can be realized in four main approaches i.e.

Connected County Government, Citizen Satisfaction Connected Citizens and Connected

Legislators. These approaches constitute the four themes for the County Roadmap for

the attainment of the desired ICT maturity levels.

The first theme, Connected County Government seeks to ensure an ideal ICT environment

for government-government interactions for the purpose of both national and County

level development. The second theme, Citizen Satisfaction, is geared towards the ideal

state of ICT in the County focuses on enabling connectivity between the government and

its citizens. Thirdly, the Connected Citizens theme builds on the Citizen Satisfaction pillar

focusing on enhanced citizen-citizen connectivity from government efforts in ICT; and

finally, the Connected Legislators theme looks at the ideal state of ICT at which the

County facilitates the interactions of the County leaders with citizens.

The summaries for the desired end-state descriptions along the four themes are shown

in Figure 4 below:

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Modern Information Centres/ ICT ‘kiosks’

Established Help Desks and call centres

Digital Economy-Online payments of

permits

Online Job Applications

Integrated Public Interaction systems such

as Bulk SMS’s, USSD’s and E-portals

E-learning systems

Citizen Satisfaction

Integrated ICT infrastructure

Enhanced Information security

Automated service delivery systems

Effective and Efficient Service delivery

Well-Defined ICT Strategic plan

&policies

Paperless Offices

Adequate and well trained staff

Better staff collaboration

Data visualization dashboards

Better security and surveillance

systems

Well Informed Citizenry

Broad-band connectivity

Radio and TV coverage

Toll free USSD’s

E-Citizen Portal for Information sharing

ICT incubation and Innovation Hubs

ICT literacy and empowerment

Programs

Connected Citizen

Public Participation systems

Live Broadcast of county Assembly Proceedings

Web and Mobile technologies

Social Media

Capacity Building of MCA’s and other County Assembly staff

Digital Record Management systems

Electronic Voting systems

Connected Legislators

Figure 4: Desired End-State Description

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3.2 Desired State-COBIT Analysis

In addition to the four themes described above, IPA used the COBIT framework for

modelling the County ICT maturity. The model puts the County in a level on the basis of

its maturity ranging from level ‘0’ through ‘5’ with level ‘1’ being set as BENCHMARK

target. The framework aims at tasking the County to always aim a level higher by

performing activities under each process and in that way aiding at the desired state of

ICT.

The desired state of the County within the next five years is automatically placed one

level above its current state across all the 34 processes reduced to the seven elements.

Figure 5 is a summary of the desired state of ICT Governance and Management

Framework with respect to Current and Benchmark States in Uasin-Gishu County.

Figure 5: Desired State

3.3 Financial Policy and Strategy for ICT

Primarily, the County Government can fund the foundational pillars through a re-

focused expenditure planning model, as adopted from the Kenya National ICT Master

Plan of 2014. This can be facilitated through the County budget and allocations on ICT

increasing to 5% of County Government budgets; as per the international benchmark.

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Secondly, counties can also leverage on funding their priorities by approaching

development partners who have ICT at the top of their support lists to meet the costs of

ICT related expenditure. Creation of strategic mutually-beneficial partnerships with e-

ready states in sectors such as education, tourism and entrepreneurship, counties can effectively leverage these partnerships for ICT funding1.

Thirdly, the County ICT Roadmap can be financed through Public Private Partnerships

(PPPs). ICT projects have a high risk associated with their implementation. These can be

overcome by working with a partner that has demonstrated ability to deliver. One trend

is to use a shared services approach to the provision of public services. The County

should explore partnerships with universities and youth polytechnics to offer training

and ICT literacy programmes to staff and citizens.

The introduction of user fees and special taxes to populations engaging in County-

owned ICT equipment is also a type of funding for the ICT road map. Special taxes will

include licenses and rates for the various entities interacting with the ICT segment. The

user fees will include membership and access to public computers, internet

connectivity, County ICT databases and libraries among others. This category of funding

will fundamentally aid in maintenance of the equipment, and ensure accountability in

the uses of the various hardware and software.

There is need to enact policies that are suitable for promoting sharing of costs and

liabilities for sustainable work methods such as service level agreements. This will

ensure that the County gets value in ICT investments. Open Data and Open Source

Legislation will enable the County optimize on the utilization of existing Data while

open Source will lower the cost of implementing systems.

There is need to fundraise regionally and also to pool resources for purposes of

implementation of shared services; thus two or more counties can get together to

implement systems that are cross cutting and of value to all the regions concerned. A

case in point is Revenue Collection Systems and Health Information Systems.

Finally, the Roadmap can also be funded through direct investment ventures. The

creation of investor friendly environment at the National and County levels is a potent

channel through which counties can realize growth in their ICT environment. The clear

vision articulated in the Roadmap would provide a viable profile through which

investors can develop solid development-based inputs into the counties.

1 Younie, S. (2006). Implementing government policy on ICT in education: Lessons learnt. Education and Information technologies, 11(3-4), 385-

400.

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PART 4: ICT VISION AND ROADMAP

4.1 Connected County Government Connected County Government theme looks at ICT as driver of the County productivity

and internal business, shared services (email, VoIP communication, videoconferencing,

collaboration, and social media), project management, etc. Table 3 below shows flagship

projects, their desired outcomes and the strategies needed to be implemented towards

development of the ICT roadmap.

Table 3: Summary of Flagship Projects under the Connected County Government theme

Connected County Desired Outcomes

Development of an Integrated ICT Network Infrastructure

Development of a seamless communication system

Government Administration Information Systems-GAIS

Last mile connectivity of the NOFBI backbone to Sub-counties and Ward levels

Procurement of high quality software and Hardware

Procurement of secure security systems and frameworks

Procurement of ERP systems Business process re-engineering Organization change management

– Fully functional staff mails

– Large coverage area for both voice and data

networks

– Domain networking

– Secure and reliable networks

– Efficient and effective systems which are all

inclusive

– Increased interaction and dissemination of

information

– Reduced cost of operations

– Efficient service delivery

– Decision making tools

Strategies

Lobby for budget raise of ICT budget to a

minimum of 5% of the total County budgets

by 2017

Adoption of approved change management

plans to increase productivity by June 2016

Move from owning infrastructure to sharing

or use of technologies such as cloud by June

2020

Investment in an integrated infrastructure by

July 2016

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4.2 Citizen Satisfaction This theme considers delivery of E-government services and use of ICT as a driver of

County ministries and departments, public service board up to sub-County and ward

level. Table 4 below shows the summary of the flagship projects, desired outcomes and

the objectives under the Citizen Satisfaction theme.

Table 4: Summary of Flagship Projects under the Citizen Satisfaction theme

Citizen Satisfaction Desired Outcomes

A central data centre for all the Heath facilities

Laptops and Computer labs for learning

institutions

Information Centre’s at the sub-County and

Ward levels

Establish Incubation Centre’s

E-learning systems

Establishment of Citizen satisfaction Index

Systems- for online surveys

Bulk SMS systems and USSDs and social media

platforms to link the County government to

the Citizens of Uasin-Ngishu

Integrated health management system

Single Business Automation systems (SBS)

– Faster and easy access of information

– Better athletes marketing strategies to promote Athletics

– Increased literacy levels of ICT in the society

– Increased security by introduction of CCTV Cameras

– accessibility to information and research to the public

– Real-time communications – GIS mapping of the learning facilities – Improved service delivery of health

care

Strategies

Implementation of the ICT and Governance

framework by October 2015

Build the capacity of County technical staff

in ICT skills and competencies by June 2016

Procurement of cost effective Integrated

Network, Systems, and Application

Management Software by March 2017

Acquisition of a SBS system by April 2016

Acquisition of an integrated HMS by 2019

4.3 Connected Citizens Under this theme, we look at ICT as a driver of business and industry. This entails

empowering of business people, youth, women and special groups, availing of data and

information for trade and investment for citizens, providing information on business

opportunities in the County, information on social economic status of the County,

linkages of citizens to business or employment opportunities, etc. Table 5 below shows

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a summary of Flagship Projects, desired outcomes and the strategies under the

Connected Citizen theme.

Table 5: Summary of Flagship Projects under the Connected Citizen theme

Citizen Satisfaction Desired Outcomes

E-Citizen Portal for information sharing

ICT training policy for all interest group

Create or register groups in interest sector

Link groups within associated industries

e.g. suppliers, market, competitors/

partners

E-revenue

Incubation centres

Digital villages ‘Nyumba Kumi’ systems for

safety and security

Virtual kiosks –online help desk

USSD/ Bulk SMS

Local media, university partnerships

County Bulletins

Digital Content provision to local stations

Empowering Communities with ICT tools

and knowledge for self-organization and

project management.

Fully engaged and Informed society

Improve service delivery

Business information opportunities

Improve level of ICT literacy by 15% within 2

years

Reduce digital divide through self-sufficiency in

ICT usage

Improved efficiency in project management

Improved security due to instant alerts

Strategies

ICT training policy for all interest groups by

August 2020

Create or register groups in interest sectors by

July 2016

Link groups within associated industries e.g.

suppliers, market, competitors/ partners by April

2018

Development of E-revenue systems by June 2016

Development of Incubation Centre’s in

underserved areas by December 2020

Online Centre’s for Citizens to get helped with

online services by June 2016

USSD/ Bulk SMS by December 2015

E-registration of individuals and businesses by

4.4 Connected Legislator The theme looks at strategies towards ICT being as a driver of legislative assembly

productivity, collaboration, communication and services. Table 6 below shows a

summary of Flagship Projects, desired outcomes and the strategies under the Connected

Legislator theme.

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Table 6: Summary of Flagship Projects under the Connected Legislator theme

Connected Legislator Desired Outcomes

Live broadcast, online sharing and seeking feedback of legislative agenda

Electronic Document Management System Integrated live Broadcast Technology

System Incorporating Radio, TV, Internet and Mobile

technologies ICT Proficiency Capacity Building Program

for staff and all assembly members (MCAs)

Committee management systems

Provide the public with information they need

to hold their elected officials accountable.

Have a database of laws passed by the assembly

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

Increases the speed, accuracy and flexibility with which members and committees handle pending legislation.

Strategies

Get Frequency licensing for local radio/TV broadcast by February 2016

Come up with communication policies and creation of awareness on the need of communication system by August 2017

Install an integrated Public Participation System by march 2017

Set up an Integrated Live Broadcast System by June 2018

Set up an ICT Capacity Building Program for staff and MCAs by December 2015

Employ electronic management and digitization of bills and legislative proposals by 2016

Institute open standards for document sharing and management by 2019

4.5 COBIT Implementation The need for ICT Governance & Management (ICT G&M) is widely recognized by top leadership and management as an essential part of enterprise or corporate governance. Information and the pervasiveness of information technology are increasingly part of every aspect of business and public life. This has added pressure to drive more value from IT investments and manage an increasing array of IT-related risk. Increasing regulation and legislation over business and public use of information is also driving heightened awareness of the importance of a well-governed and managed ICT environment. ISACA2 developed the COBIT framework to help organizations implement sound governance practices for the ICT domain. Indeed, implementing good governance is

2 ISACA-www.isaca.org

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almost impossible without engaging an effective ICT governance framework. COBIT provides a framework, best practices and standards to support ICT governance. However, frameworks, best practices and standards are useful only if they are adopted and adapted effectively. There will be challenges that need to be overcome and issues that will need to be addressed if ICT Governance & Management is to be implemented successfully. COBIT: Implementation provides guidance on how to do this and covers the following subjects:

1. Positioning ICT G& M within an enterprise 2. Taking the first steps towards improving ICT G& M 3. Implementation challenges and success factors 4. Enabling ICT G& M-related organisational and behavioural change 5. Implementing continual improvement that includes change management

and programme management 6. Using COBIT and its components

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

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Figure 6: COBIT implementation Phases (source ISACA

Counties are advised to engage a qualified (certified) COBIT implementer from ISACA-

KENYA Chapter (www.isaca.or.ke), to guide them through the implementation process.

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PART 5: CRITICAL SUCCESS FACTORS

Soh Bong Yu3, a leading Korean e-Government specialist identifies the following five

major areas for ensuring successful implementation of e-Government initiatives as

articulated below in Figure 6.

Figure 7: Critical Success Factors

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

Vision, Objectives and Strategy

A long-term plan with a clearly articulated vision and strategy is vital to the

implementation of e-government. A quick fix or piecemeal approach will not work. The

more effective approach is to think big and have a big picture (top-down design), but to

start small and prioritize tasks (bottom-up) during the implementation process. The

County Vision must therefore be available, with the ICT County Vision clearly aligned

accordingly. In sum, successful e-government initiatives require:

A clear vision by the leaders

Strong support from citizens

Sustainable ICT Agenda setting

Laws and Regulations

Soh Bong Yu says that it is important to plan for sufficient time and effort for legislative

3 Source: Soh Bong Yu, “e-Government of Korea: How we have been working with it” (KADO presentation), 25,

https://www.kado.or.kr/koil/bbs/board_view.asp?config_code=362&offset=0&board_code=3246

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changes that may be required to support the implementation of new processes. The

following laws need to be in place for e-government initiatives to succeed:

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

Laws related to changes in business processes and information systems such as

the e-Transaction Act.

Laws & Regulations regarding the government information technology

Architecture and Data Centres

Organizational structures

The effort required in change management should not be underestimated. Soh Bong Yu

emphasizes that the organizational restructuring required to correspond to e-

Government initiatives will typically take up between 30 and 50 per cent of total change

management effort. Change in organization structures must therefore be well planned

and implemented in a systematic manner. The following are important in successfully

effecting organizational change:

Strong leadership with commitment

Planning – IT management and change management

Budget preparation and budget execution

Coordination and collaboration

Monitoring and performance measurements

Government-private sector-citizen partnership

Business Process

The existing way of doing county business may not necessarily be the most appropriate

or effective. One of the tools to do business process innovation is Business Process

Reengineering (BPR). BPR involves redesigning the work flow within or between

department levels to increase process efficiency (i.e. to eliminate inefficiency in the

work process). Counties should have a major review of existing processes with a view to

re-defining them in order to leverage on ICTs.

Information Technology

Information technology changes rapidly. Soh Bong Yu identifies the following factors to

consider when choosing technology and vendors are:

Level of application technologies required

Network infrastructure

Interoperability

Standardization

Technical and human resource capabilities

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The following milestones will indicate critical areas of achievements throughout the

implementation of projects:

Milestones under the Vision, Objectives and Strategy are the existence of an

overall Governance Planning Committee, or an established Project

Management Office / Team. This office or team will be responsible for all

aspects of the ICT, the existence of an ICT Strategic Plan and Policy for the

Guiding the County.

Allocation of adequate budgets and financing plan to prioritized projects in the

ICT Roadmap.

Advertisement of projects in the daily newspapers, and processing of the same

up to award of the contract

Documents that are critical are the award of the contract, agreements, payment

of mobilization fees, and inception reports

Periodic performance monitoring, evaluation, reporting and reviews and taking

appropriate corrective actions through meetings indicates progress

Risks Assessment and Mitigation needs to be in place in the project planning

A change management and capacity building plan must be developed and focus

on staff skills and capacity and managing culture and group dynamics. An

external and internal communication strategy must be developed and change

agents and champions identified and incorporated in the plan.

User trainings and continuous testing to ensure users are capable of using the

technologies. These trainings must focus on both internal users as well as

external users of the new ICT technologies and services.

The existence of appropriate project implementation plans to ensure projects

are prioritized on the basis of sequencing first followed by impact and costs.

Commissioning of projects indicates a milestone in terms end of the project

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PART 6: COUNTY ICT PRIORITY PROJECTS Projects for quick wins were derived from the process of selection and prioritization

workshop held by the County stakeholders and IPA Consultants. These quick win

projects can be implemented within 6 months to one year. The projects are seen as the

quick wins that the County can easily implement simply because they are not capital

intensive. Integrated ICT infrastructure is capital intensive which is a five year plan but

it is a crucial element in the attainment of any ICT service. The County should focus on

the development of basic ICT infrastructure such as putting in place structured cabling

within the County and also at the sub-County levels. This lays the ground for the

development of an Integrated ICT infrastructure. Table 7 below shows the flagship

projects that can be implemented within six months to one year.

Table 7: Priority projects for quick wins

Quick win Project Budgets Start Date Duration

Integrated ICT infrastructure

-Basic

46M Sept-15-2015 1year

CRM’s-Bulk SMS, call-centres

Website Portals-E-citizen

portal, Transactional

websites to support Digital

Economy

8M April-10-2018 6 Months

ICT incubation /innovation

hubs

17m Sep-20-2016 1 year

Lobby National Broadband

Connectivity to grass root

levels

5m Jan-10-2018 8months

Public Participation System-

Live Broadcasts of County

Assembly proceedings

7M July -2016 I year

ICT Proficiency Capacity

Building Program for staff

and all assembly members

(MCAs)

20M Sept -2019 10 months

Electronic Document

Management System

10M Aug-2017 6 months