uasin-gishu filewhile submitting the ict roadmap, ipa consultants take this opportunity to thank all...
TRANSCRIPT
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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