ICT ROADMAP (2015-2020) - ICT Authorityicta.go.ke/pdf/20.pdf · Information and Communication...

“ICT as a tool of enhancing service delivery in the County”

ICT ROADMAP(2015-2020)

MACHAKOS COUNTY GOVERNMENT

November2015

Machakos County Government ICT Roadmap 2015-2020

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TABLE OF CONTENTS

PART 1: INTRODUCTION AND BACKGROUND INFORMATION 101.1 COUNTY PROFILE 101.1.1. GOVERNANCE 101.1.2. COUNTY STRATEGIC DIRECTION 101.2 COUNTY SWOT ANALYSIS 11 TABLE 1: COUNTY SWOT ANALYSIS 111.3 COUNTY MONITORING AND EVALUATION SYSTEMS 111.4 STAKEHOLDER ANALYSIS 11 TABLE 2: COUNTY STAKEHOLDER ANALYSIS 12

PART 2: CURRENT STATE 132.1 CURRENT STATE OF ICT IN THE COUNTY 132.1.1 CURRENT ICT STRUCTURE 132.1.2 CURRENT ICT DIRECTION 132.1.3 CURRENT COUNTY INTEGRATION TO NATIONAL ICT MASTER PLAN 132.1.4 CURRENT STATE OF ICT IN THE COUNTY 13 TABLE 3: ICT SWOT ANALYSIS 14 TABLE 4: COUNT TECHNICAL STATE 152.1 COUNTY ICT MATURITY – CURRENT, BENCHMARK AND DESIRED STATES 172.1.5 INTRODUCTION TO COBIT 172.2. FINANCIAL POLICY FOR ICT 17

PART 3: SUMMARY OF DESIRED END STATE 183.1 DESIRED END STATE DESCRIPTION 18 FIGURE 1: COUNTY BENCHMARK AND DESIRED STATES 183.2 GAP ANALYSIS AND CLOSURE STRATEGY 19 TABLE 5: COBIT SUMMARY OF THE PURPOSES OF THE CRITERIA IN 6 COBIT LEVELS 19 TABLE 6: DESIRED STATE ANALYSIS 203.3 FINANCING PLAN 22

PART 4: ICT VISION ROADMAP AND ICT MATURITY 244.1. CONNECTED COUNTY 25 TABLE 7: CONNECTED COUNTY VISION PROJECTS 254.2. CITIZEN SATISFACTION 26 TABLE 8: CITIZEN SATISFACTION VISION PROJECTS 264.3. CONNECTED CITIZENS 27 TABLE 9: CONNECTED CITIZENS VISION PROJECTS 274.4. CONNECTED LEGISLATOR 28


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TABLE 10: CONNECTED LEGISLATOR VISION PROJECTS 284.5. COBIT IMPLEMENTATION 28 FIGURE 2: COBIT IMPLEMENTATION PHASES 29

PART 5: CRITICAL SUCCESS FACTORS 30 FIGURE 3: CRITICAL SUCCESS FACTORS 305.1. VISION, OBJECTIVES AND STRATEGY 305.2. LAWS AND REGULATIONS 315.3. ORGANIZATIONAL STRUCTURE 315.4. BUSINESS PROCESS 315.5. INFORMATION TECHNOLOGY 31 TABLE 11: CRITICAL SUCCESS FACTORS 32

PART 6: PRIORITY PROJECTS FOR QUICK WINS 34 TABLE 12: SUMMARY OF QUICK WIN PROJECTS 346.1. COBIT IMPLEMENTATION 35COST IMPLICATIONS 35


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SIGN-OFF AND APPROVALSProject: County ICT Roadmap Sign-off for: County ICT Road MapCounty: MACHAKOS

Sign-Off:

______________________ Accepted

______________________ Accepted with Modifications

______________________ Not Accepted

Signature:AcceptedDate 1/9/15

Name (Capitals): JOHN N. LIBOYI

Position: CEO & Group Team Leader, IPA Consultants

Signature:______________________

Date _____________Name (Capitals): ______________________

Position: ….………..………………… In charge of ICT

Signature:______________________

Date _____________Name (Capitals): ______________________

Position:Governor

Signature:______________________

Date _____________Name: ______________________Position: Project Manager, ICTA


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ACKNOWLEDGEMENTWhile submitting the ICT Road Map, 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 specifically like to thank the ICT Director, the Chief Officers and Directors of various Executive Committees, the staff of the ICT department and all stakeholders in Machakos County for making this a reality. 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 Machakos 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 Machakos 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

IPAMr. John Liboyi


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MESSAGE FROM THE GOVERNOR

The County ICT Roadmap Project is an initiative of the ICT Authority of Kenya, with funding from The World Bank. The objectives of the County ICT Roadmap are:

1. To develop a coordinated and coherent approach for ICT road map 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

The County ICT Road Map 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 Road map is being developed with consultations of various stakeholders and County Government departments.

Expected OutcomesThe ICT Strategy Roadmaps will be measured against:

1. Alignment to the National ICT Master plan, Vision 2030 and Count developmental plans such as the County Integrated Development Plan (CIDP);

2. Identification of relevant County ICT roles and responsibilities;3. Identification of County ICT gaps and appropriate action

support measures; 4. A County ICT Implementation plan.

The Scope of the RoadmapThe Scope of the ICT roadmap is to enable the County:

1. Use ICT to enable efficient and cost-effective County operations

2. Provide County residents with the best and most cost-effective ICT-enabled services and resources; and,

Ensure that County ICT investment is consistent with global best practice, produces maximum value, integrated with the National Government and neighboring County ICT infrastructure and systems, and is consistent with the philosophy of shared IC

H. E. Hon. Alfred Mutua,Governor, Machakos County

H.E. Hon. Alfred MutuaGovernor, Machakos County


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ACRONYMS BPR Business Process Re-Engineering

CBO Community Based Organizations

CCK Communication Commission of Kenya

CECM County Executive Committee Member

CIDP County Integrated Development Plan

CO Chief Officer

COBITControl Objectives for Information and Related Technology

DMS Document Management System

EMR Electronic Medical Records

GDP Gross Domestic Product

GIS Geographic Information Systems

HR /M Human Resource Management

ICT Information and Communication Technology

ICT G&M ICT Governance & Management

ICTAInformation and Communication Technology Authority of Kenya

IFMISIntegrated Financial Management Information system

IPA Information Professionals Africa

ISACA Information Systems Audit & Control Association

ISO International Standards Organization

LAN Local Area Network

M&E Monitoring and Evaluation

NGO Non-Governmental Organizations

NOFBI National Optic Fiber Backbone Infrastructure

nRI Network Readiness Index

PaaS Platform as a Service

SaaS Software as a Service

SLA Service Level Agreement

SMEs Small and Medium sized Enterprises

SWOT Strengths, Weaknesses, Opportunities and Threats

TCO Total Cost of Ownership

WAN Wide Area Network


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EXECUTIVE SUMMARY Information and Communication Technologies (ICTs) in Government is both an enabler and a sector. As an enabler ICTs support Governments to improve the efficiency of service delivery, extend the reach of Government services to underserved communities and reduce operational costs. As a sector, ICT is central to job creation through Business Process Outsourcing (BPO), Mobile Application Development and creation of a 24 hour digital economy.

For the County Government of , ICT is not just a support function; it is a critical service that addresses the County Government’s ICT vision of efficient service delivery and cost-effective public services which are responsive to the needs of citizens and businessesThe rate of change in Information Technology coupled with the growth in the uptake of technologies such as mobile devices, social media, and high-speed broadband and open data present huge opportunities for County. In order to keep up with advances in technology and meet the increasing expectation from Citizens, there is need for the County Government to develop a clear and progressive approach to continuously invest and improve ICT for increased and improved service delivery.

ICT Investment and benefit realization in County is bearing fruits. The revenue collection system implemented in 2014/2015 financial year increased revenue collection by 70% and has become a model for other counties. The Level 5 referral hospital runs a modern hospital and healthcare information system which has enabled doctors and healthcare workers to offer better services. CCTV in all towns in the County has improved security. The Cloud office 365 has improved communication and document sharing and created the foundation for moving towards a paperless County. The County is also using solar and wind power to light up towns pushing the County towards a green County.

However, still there are challenges. ICT Governance and enterprise architecture is still in its formative stages. Implemented systems including asset management need a common standard. ICT budgets are still low, standing at 2.9% of the total budget in 2014/2015 financial year. Although the County ICT staff have adequate skills, there is need to retrain and motivate staff. There is also need to focus on ICT literacy programs to empower citizens take advantage of the proposed e-services.

Going forward, the County will focus on creating a unified ICT infrastructure connecting all County Government departments at the headquarters and at the Sub County. The National Fiber Optic network is a key foundation as a platform for ICT infrastructure. A change in culture, legislation and policies that enable ICT implementation are the other components. Furthermore to ensure that staffs are capable delivery the ICT vision, the County will focus on human resource training.

The ICT Roadmap also proposes an ICT Governance structure and an implementation plan that aims at delivering the proposed solutions on time, reduced costs and on specifications.The ICT Governance Committee should have the Governor or Deputy Governor as the Chair; the Committee should meet at least twice a year to evaluate and offer direction to ICT programmes.

As a model County in many areas, the challenge is not just how to maintain the momentum but also how to continuously innovate to reduce operational costs, improve efficiencies


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and deliver sustainable development.

The report is organized as follows. PART I provides a brief background of County including governance and strategic direction. PART 2 looks at the current state of ICT while PART 3 provides a summary of desired state description including projects, financing, critical success factors, shared services and roll out plans. PART 4 describes change management.


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PART 1: INTRODUCTION AND BACKGROUND INFORMATION

1.1 County Profile County is an administrative County in the eastern part of Kenya. The County has 8 constituencies which are; Town, Masinga, Yatta, Kangundo, Matungulu, Kathiani, Mavoko and Mwala. The County covers 6,208 square kilometres and has a population of 1,098,584 as per 2009 census. The County annual population Growth Rate is 1.7 %. The CIDP estimates that the County has 264,500 households of which only 17% have access to electricity.

The County experiences erratic and unpredictable rains of less than 500mm annually, with short rains in October through to December and the long rains in late March to May. Food insecurity is major challenge for the county rural populations.

The poverty levels in the County are at 59.6 % against a national average of 47.2%based on KIHBS (2009); this positions the County at 33 out of the 47 counties, while 52% of the population lives in the urban centers, which is way above the national average of 29.9%.

1.1.1. GovernanceThe County Government of , like all other 47 Counties in Kenya is headed by an executive Governor and a Deputy Governor. Other County Governance structures are the County Public Service Board, the County Treasury and the County Assembly. The County Government is headed by the governor (and deputy governor), the County Executive Committee and the County Secretary. The governor guides the management team through setting of, and overseeing, the strategic direction of the County.

1.1.2. County Strategic DirectionThe County Integrated Development Plan has identified a number of key focus areas where the county will direct resources in order to achieve its vision. These areas include infrastructure development, energy development, land reforms, human resource development and supporting and developing an innovation culture.In order to uplift its citizens from poverty, the CIDP notes that the County will invest in Road Infrastructure, create structures that help people remain healthy, go to school and access markets.

Information Technology has a big role to play in helping the County meet its Vision 2020, the Country’s Vision 2030 and the Millennium Goals both an enabler and as a sector.GIS Systems can help farmers understand appropriate crops to grow in specific areas based on soil mapping. It has a role to play in land reform through Zoning. GIS helps in revenue collection by mapping and documenting various businesses, land use patterns and policing.

SMS can extend healthcare to underserved areas, improve community policing, provide marketing information to farmers and extend agricultural extension services. For example, SMS has been used to deliver nutrition information to expectant mothers. It has also been used to send reminders to HIV/AIDS patients about the need to adhere to drugs. Farmers can also access market information by querying a produce database. Health Information systems can help extend healthcare, lower the cost of healthcare records management and improve patient care through patient management information system.


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Paperless systems can lower the cost of managing Government information, improve decision making through information sharing and create a good working environment for staff.Other areas where ICT is important is in use of learning systems for manpower training and job creation for the youth through initiatives such as Business Process Outsourcing, Mobile Application Development and creating of eHuduma Centers.

1.2 County SWOT Analysis Table 1: County SWOT Analysis

County Strengths County Weaknesses

2. Fairly Developed Road Network in Urban Centers

3. Qualified County Staff4. Focused Leadership5. Availability of key systems such as the

Integrated Revenue Collection System

1. Illiteracy with the population with Secondary education at 14.6% only (Census 2009)

County Opportunities County Threats 1. Proximity to Nairobi and the Konza City2. Availability of Masinga Dam that can be

used to supply water for irrigation and power generation

1. Political Rivalry2. Climate Change and increasing aridity3. Food insecurity4. Increasing migration to urban centers that

stresses existing infrastructure

1.3 County Monitoring and Evaluation SystemsThe County Integrated Development plan identifies hundreds of projects for implementation across various sectors, increasing the need for rigorous and evidence based monitoring and evaluation (M&E). Monitoring and evaluation helps quantify the attainment of project goals. To get value for money, there is need for the county government to use rigorous and evidence based Monitoring and evaluation systems, whether automated or manual. The Government needs to know if money has been spent appropriately and whether the outcomes have been met.

The county Government currently uses non automated Monitoring and evaluation systems. The current Project Management tools were developed in house. There is need to add monitoring and evaluation functionality to the tool.

1.4 Stakeholder AnalysisTo successfully implement projects identified by the CIDP and the ICT Roadmap, a clear understanding of County stakeholders and their expectations is essential. The purpose of Stake-holder analysis is to assess which individuals or groups are likely to support, resist, or remain neutral during the project implementation . The process looks at why the stakeholders respond the way they do and how they may be influenced to ensure a response most favourable to achieving project goals. To rate stakeholders, commitment can be rated by how favourable do they currently view the project and to what extent they might support, resist or remain neutral to the project. 1= negatively, actively or subversively working against 2= moderately negative, passive resistance


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3= neutral 4= moderately positive, passive support 5= active support, “All in”The following Table 2 shows stakeholder matrix for County from an ICT project management perspective. This table is by no means complete. It is provided here as a guidance for project stakeholder analysis.

Table 2: County Stakeholder Analysis

Stakeholder Strategic Impor-tance

Current Com-mitment

Involvement Goals/Needs

ICT governance committee

Defines and pri-oritizes use of re-sources to drive transformation

Not in place. Decision making · Define key performance measures· Guide deployment of efforts· Imple-ment strategy· Report on successes

Leadership Provides resource support and endorsement for transformational leadership

4 – The depart-ment of ICT has appointed a Governance Committee

Support/Endorse-ment

· Overview of key activities/ service issues· Overview of performance measures

Staff Streamline pro-cess and in-crease capacity; improve service delivery

2: Lower staff numbers, no ICT director

Feedback · Demon-strate expected behaviours· Provide feedback on leading practic-es and experi-ences

Assembly Provides checks and balances on excesses of the executive and legislate on projects issues

5 – ICT Commit-tee in place. Well trained ICT ambassadress

Oversight Overview of proj-ect implemen-tation in regard to policies and legislation

Citizens Provide feed-back on service delivery systems and citizen satis-faction

2– Challenges in ICT literacy hin-der capacity

Public participa-tion

Understanding of the project and its needs/effects of implementa-tion


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PART 2: CURRENT STATE

2.1 Current State of ICT in the County2.1.1 Current ICT Structure

The head of ICT in County is an ICT Director and a deputy director. The ICT Department is located in the Department of Public Service, Labour, ICT and Cooperative Development. The ICT director reports to the Chief officer of the parent department.

The County ICT Directorate uses a decentralized service model in which ICT Officers are seconded to all County Government departments. The benefit of this approach is that ICT issues are resolved quicker. However, this approach is known for duplication of effort and resources. In a centralized model, a few ICT officers can optimally serve the entire government.

ICT Budgets in the County are also decentralized, letting each department take the lead in deciding areas of ICT investment. While this approach ensures that ICT Budget allocation is need based, it lacks the benefits of a bird’s eye view of ICT investments leading duplication of ICT infrastructure, system and staff. The County has employed ICT officers who offer support in Sub Counties.

2.1.2 Current ICT DirectionThe ICT Department, like other departments in County, is expected to develop ICT strategic plans aligned with the County Integrated Development plan and the County Vision 2020. The ICT directorate is in the process of developing ICT Policy that will cover areas such as Information Security, Disaster Recovery and Communication Policy. Other areas of concern for the ICT directorate is the staff recruitment and training policy expected to offer guidelines on staff training to increase ICT literacy among staff.

Various other documents such as the County Audit Report (2013/2014) have highlighted the need for a County ICT Governance Committee whose mandate is to spearhead and guide ICT investments in the County. The ICT Governance Committee should be constituted as a high level committee, probably at Cabinet level, and should include the CEC Department of Public Service, Labour, ICT and Cooperative Development, Chief Officer Department of Public Service, Labour, ICT and Cooperative Development (secretary ), Chief Officer Finance and other members including from the Governors office.

2.1.3 Current County Integration to National ICT Master PlanNational ICT projects already in the county include the National Fiber Optic Backbone cable which is already terminated at the County headquarters in . The County also uses National ICT infrastructure and systems such as IFMIS, IPPD and GPAY.

2.1.4 Current State of ICT in the CountyIs one of the leading ICT users among county governments with heavy investments in systems and infrastructure including Local Areas networks in most departments and sub county offices. The Level 5 hospital has implemented a Medical billing system. The County is currently a leader in automated Revenue Collection. However, there is need to avail services online to enable Citizens access and pay for government services online. Other systems in use in the county include:


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1. County Asset Management System2. CCTV3. Project Management Software4. Hospital Information System at Level 5. There is need to automate health records and

other hospital systems across the County to support patient record sharing.5. Office 360 in the Cloud.6. Central Government systems such as IFMIS, GPAY and IPPD.7. LAIFOMS

Nevertheless, there are still gaps in information processing which include low ICT skill levels among staff, inappropriate ICT enterprise applications and lack of ICT strategy and policies. Table 3 below presents the county ICT SWOT Analysis

Table 3: ICT SWOT Analysis

County Strengths County Weaknesses

· Qualified ICT Staff· Existence of Key ICT Infrastructure (LANs in various departments and sub Counties)· Existence of Key ICT systems (Revenue Col-lection, Website, Project Management, Asset Management, Health Information System)· Youth Training Center

· Decentralized ICT Management may be resource Intensive· No ICT Policies (Currently under develop-ment)· Lack of a Training budget to equip ICT offi-cers with skills

County Opportunities County Threats

· Proximity to Konza City· The County ICT Roadmap Project· Create an innovation hub at the Youth Cen-ter.

· Low ICT Budgets· No Evidence of Change Management Policy

The County Government has continuously invested in ICT infrastructure, staffing and systems in an effort to automate basic service delivery and communication between staff and Citizens. The County Revenue Collection System is a model system that has improved revenue collection, closed revenue leakages and reduced corruption because the opportunities to demand bribes have been narrowed.

The County Project Management System is a critical system that helps County in running and managing hundreds of County Projects and programs. Together with the asset management system, these two systems offer support that enables the county to track assets (and their value) and how those assets are acquired and managed.

Other important systems include the Hospital Information System at the County Level 5 referral hospital. In addition to improving healthcare through the Patient Management System, this system is expected to improve the drug and supplies supply chain, reduce paper work and extend healthcare to underserved areas using telemedicine.

In communication, the County Government has a website and all staff use the county official emails. This is a good policy that ensures that official communication remains secure.The next direction is to invest in ICT infrastructure integration by linking the County Government Headquarters with sub counties using a Wide Network. Already Airtel is working on MPLS,


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a Virtual Private Network, expected to link all County Government Offices (located across different buildings and locations in the County) and sub counties. Once this is done, the county will benefit from integrated services such as a unified Communication system, document sharing using Document management system and a shared enterprise Resource Planning System (ERP).

Other critical ICT investment areas include systems integration using a common ERP or Database Management System; staff training to empower them with skills for system use and development of strategic policies and plans in line with CIDP and the County Vision 2020 vision.

To support the CIDP goals, the ICT department will advise the county government to invest in legislation and system that encourage and promote the use of ICT to create a digital economy. This is in line with the county vision of creating jobs for the youth, uplifting people from poverty and generating income for the county.

Table 4 below presents a summary of the County current state of ICT in terms of ICT Governance, LAN and WAN Connectivity, Internet access, hardware and software.Table 4: Count Technical State

Feature The Executive Public Service Board

ICT Governance· ICT Governance structure not in place

Standards & Operating Procedures

· No ICT Strategic Plan · CIDP is in place but ICT has not been aligned to the CIDP

· NO ICT Policies such as:· Disaster Recovery Plan· Information Disclosure and transfer policy· Information Governance Policy· Communication Policy · Information Security Policy

Co

nn

ec

tivity

LAN

· Exists at Headquarters and at a number of ministries.· These LANs are not connected· LANs in Sub Counties

WAN· None except for those appli-cations which are cloud based and therefore use Internet Connections

None


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Feature The Executive Public Service Board

Internet Access

Email· Available at government.com· Staff use Government emails

Available but not exten-sively used

Website

· Available at www. government.com · .go.ke redirects to the .com domain· Hosts email and a few online services such as Downloads· Website is 100% informational

Network equipment

· Available as part of the Local Area Network and Data Center

None

ICT Literacy1. Low ICT knowledge despite high ICT awareness among staff

Low ICT knowledge

Enterprise Applications

· No corporate database man-agement System (DBMS)· Use of Office 360 cloud· Revenue Collection System· Asset Management System· Project Management System· Hospital Information System

None

Hardware Equipment

· Desktops· Laptops· Printers · Routers· 4 Servers· Point of Sale Terminals· Smart Phones

DesktopsLaptopsPrinters

ICT Capacity - Inadequate ICT technical staff Inadequate

Data Centre facility · None N/A

Application Portfolio

- IFMIS, IPPDOther systems include Asset Manage-ment, Medical Records, CCTV, Reve-nue collection system


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2.1 County ICT Maturity – Current, Benchmark and Desired States

2.1.5 Introduction to COBITIn order to assess the current state of ICT maturity, the Control Objectives for Information and Related Technology (COBIT), - an ICT Maturity model - was used to rank the County across 7 domains. This section presents a summary of COBIT and results for the County.COBIT is a set of best practices for Information Technology management developed by Information Systems Audit & Control Association (ISACA) and IT Governance Institute in 1996. ISACA develops and maintains the internationally recognized COBIT framework, helping IT professionals and enterprise leaders fulfil their IT Governance responsibilities while delivering value to the business. The latest ISACA’s globally accepted framework COBIT 5 is aimed to provide an end-to-end business view of the governance of enterprise IT that reflects the central role of IT in creating value for enterprises.The COBIT Framework consists of linkages between organizational and ICT objectives while providing a mechanism for continuous measurement and maturity of ICT processes. These processes were customised to seven elements as listed below:

• Strategy & Governance (7Processes)• Financial Management (3 Processes)• Personnel & Resource Management (3Processes)• Service Planning & Architecture (6 Processes)• Infrastructure & Operations (6 Processes)• Security (6 Processes)• Applications (3 Processes)

The methodology 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 BASELINE target.

2.2. Financial Policy for ICTIn County the ICT budget was KES 138.9 million representing 2.9% of the total budget. Of this KES 93.9 million (67.6%) was spent on administration, KES 45 million (32%) on hardware and infrastructure. It is not clear what the County spent on Software, Consulting and Training. The County should target to increase their spending on ICT to 5% of the total budget in line with the national broadband strategy. This funding will be targeted at infrastructure, software, consultancy and training needed to implement the roadmap.


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PART 3: SUMMARY OF DESIRED END STATE3.1 Desired End State DescriptionThe County desired state was placed at 1 level above the current state as shown in Figure 5 below:

Figure 1: County Benchmark and desired States

Figure 5 above shows that although6 domains are performed, this is only at level 1. This notwithstanding, Figure 6 above can be interpreted to mean that the County ICT maturity is weak given that no process is managed. In describing the desired state we have applied COBIT and the ICTA Maturity model (shown in Figure 2) to map processes to projects. From figure 6 we note that processes need to be performed at least beyond level 1. From Figure 2 (ICTA Maturity Model), we note that the County should focus on:

• Enablers – Policy, Literacy, Equipment, Infrastructure• Exploiters – Applications, Planning, Finance, Administration, Monitoring and Evaluation,

Social Management• Enterprisers –Revenue collection, cloud public services• Empowerers: innovative services, county brand

The Roadmap proposes a number of ICT and related projects which easily map into Exploiters, enablers, enterprisers and empowerers. These projects are the ICT Roadmaps which once implemented will address level 1 of the COBIT Model and satisfy the ICTA ICT maturity model. To simplify the projects, we have grouped them into 4 categories based on the users they serve or the functions they perform. For example, those systems that increase county internal efficiency have been grouped into a thematic area called connected county while those that deliver services to citizens have been grouped into a thematic area called Citizen Satisfaction. Other thematic areas are Connected Citizens and Connected legislator. Section 3.3 describes the a number of projects adopted by the county and grouped into 5 themes of connected county government, connected citizen, connected legislator and citizen satisfaction.


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3.2 Gap Analysis and Closure StrategyIn determining the specific gaps for the Roadmap the County needs to move from the current state to the desired state (see section 2.2.3 and 2.2.5). In this case the County should follow the following guideline that indicates a summary of the purposes of the criteria in each of the six levles of the COBIT model. Idealy, the activities in level 1, which is the benchmark level detail the developmental criteria which the County shall build on using the guideline in Table 5 below. The table also indicates the implications of each of the levels.

Table 5: COBIT Summary of the purposes of the criteria in 6 COBIT levelsLevel Process Attributes where gaps

occur Potential implications for not achieving the level

Level 0 (In-complete)

Proces is not implemented or fails to achieve its process purpose. At this level, there is little or no evidence of any systematic achievement of the process purpose.

The governance and management framework is weak.

Level 1(Performed)

Implemented processes (at level 0) is able to achieve its process purpose.

Missing work productsProcess outcomes not achieved

Level 2 (Man-aged)

Performance ManagementWork Product Management

• Cost or time overuns; innefficient use of re-sources; unclear responsibilities.

• Uncontrolled decisions; uncertainity over whether time and cost objectives will met.

• Unpredictable product quality and integrity; uncontrolled versions; increased support costs; integration problems; increased rework costs

Level 3 (Es-tablished)

Process Definition Process Deployment

• Identified best practice and lessons leaernt from previous projects not defined, published and available within organizations.

• No foundation for County wide process im-provement.

• Implemented process not incorporating identi-fied best practice and lessons learnt from pre-vious project; incosistent process perfromance across the County.

• Lost opportunities to understand process and identify improvements.

Level 4 (Pre-dictable)

Process ManagementProcess Control

• No quantitative understanding of how well process performance objectives and defined business goals are being achieved.

• No quantitative ability to detect performance problems early.

• Process not capable and/or stable (predict-able) within defined limits

• Quantitative performance objectives and defined business goals not met.


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Level Process Attributes where gaps occur

Potential implications for not achieving the level

Level 5 (Opti-mizing)

Process InnovationProcess Optimization

• Process improvement objectives not clearly defined

• Opportunities for improvement not clearly identified.

• Inability to change process effectively to achieve relevant process improvement objec-tives

• Inability to evaluate effectiveness of process changes

Table 6 below presents a summary of desired state analysis

Table 6: Desired State AnalysisICT STATE ANALYSIS

FEATURE CURRENT STATE DESIRED STATE

Status Ramifications

ICT Governance No ICT Governance structure in place.

ICT Mission and Vision Defined

Fairly coordinated decisions

A well-established ICT Governance Model in place

A well formulated pol-icy for ICT investments in place

Standards & Operating Procedures

No ICT Strategic Plan.

CIDP in Place

Difficulties in planning for ICT investments

ICT projects cannot be aligned to County development Goals & Objectives

A well-developed ICT Strategic plan in place

No ICT Policy, Operat-ing procedures

Uncoordinated pro-cedures/operations

· Well-developed ICT policy and proce-dures in place

Connectiv-ity

LAN WIFI and Wired LANs Exists at Headquarters only.

Sub Counties have independent LANs

No effective & ef-ficient information sharing

LAN in all county gov-ernment Offices and Sub Counties

WAN None

Use of Cloud Apps such as Office 360 creates WANs

No intranet

No efficient sharing of information between HQs, sub-counties and wards

WAN based connec-tivity


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ICT STATE ANALYSIS



Internet Access

Email Use of Government emails

Compromised com-munication security of official information

Access to information is slow

Official email in use

Used Fiber Cable to access high speed Internet

Website Available but not extensively used for online Government services

No effective commu-nication

No Government Ser-vices Online e.g. Rate payments

Interactive website operational

Taking all government services online

Network equip-ment

No WANWIFI existsVPN Exists

No effective commu-nication

Routers, switches, fire-wall, etc.WANWi-Fi VPNs

ICT Literacy Low ICT literacy among Citizens

Low ICT literacy among County Staff

Low productivity among staff·Resistance to change

Reduced effective-ness and efficiency in production of reports

ICT trained and en-abled technical and general staff

Continuous ICT skills acquisition

Hardware Equipment Inadequate Ineffective productiv-ity and communica-tion in offices/depart-ments

Optimal number of hardware

ICT Security No ICT security policy Vulnerability of gov-ernment data

A comprehensive ICT Security Policy

Data Centre facility No Data Centre

Cloud Computing available

Not easy to use shared services No centralized storage and efficiently distrib-uted information

Data centre Using Government Clouds to reduce data centre costs


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ICT STATE ANALYSIS



Application Portfolio IFMISIPPD integrated

Integration

Integrated Revenue Collection system exists

Reduced transparen-cy and accountability

Integrated revenue collection system with online realtime pay-ment.

3.3 Financing PlanPrimarily, 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.

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 funding.

Thirdly, the County ICT Road Map 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, promote sharing of costs and liabilities while promoting sustainable work methods such as service level agreements ensuring that the County gets value in ICT investments. Open Data and Open Source Legislation will enable the County optimize existing Data (for Innovation) while open Source will lower the cost of implementing Systems.

There is need to fundraise regionally and pool resources for purposes of implementation of shared services, thus two or more counties can get together implement systems that are cross cutting and of value to all the regions concerned. A case in point is Revenue


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Collection Systems and Health Information Systems.Finally, the road maps 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 road map would provide a viable profile through which investors can develop solid development-based inputs into the counties.


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PART 4: ICT VISION ROADMAP AND ICT MATURITYIn order to bridge the gap between the current state and desired state, the Roadmap proposes the implementation of various flagship projects across the four themes of connected county government, citizen satisfaction, connected citizen and connected legislator.

The County ICT Roadmap proposes several projects that are expected to move the County towards a lower cost and integrated user of ICT for service delivery. The validation meeting considered and endorsed the proposed projects. Key recommendations from the validation meeting reflect on the need for the County to:

1. Improve staff capability to deliver and support ICT systems through targeted recruitment, training, motivation and retention.

2. Extend the National Fiber Optic cable to sub counties and develop last mile connections. In areas where it might be expensive to pull the fiber optic cable, the County will work with Mobile Phone companies to extend 3/4G mobile.

3. Streamline ICT Governance and Policy initiatives so as to improve the way ICT assets are acquired, delivered and supported. This may require specific legislation to offer a legal framework for ICT investments and promotion of innovations in the County.

4. Integrate all ICT systems (Hospital Information System, Asset Management System, Project Management system, Revenue collection system) to create a unified application that reduces or eliminates information duplication.

5. Become a low cost ICT buyer by developing procurement policies and legislation that ring fence ICT budgets, give open source software the same treatment as commercial software during procurement and helps the County procure cloud applications.

6. Due to the high number of development projects in the County, there is need setup and equip a project management unit (PMU) responsible for ensuring that projects are not duplicated and that there is value for money.

7. Implementing technology is costly and the rate of ICT project failure in government is high. This is attributable to several factors such as skills base, procurement delays, the rate of change of technology (which makes ICT assets obsolete quicker compared to other assets such as building) and the paradox of diminishing budgets against increasing expectations from ICT. In an environment where decision makers fear failure and are constantly under scrutiny, solutions may lie in various ICT acquisition models such as:

• A move towards leasing and not owning capital ICT assets. Specifically, there is need to lower ICT costs through infrastructure and software Outsourcing through concepts such as Cloud Computing (infrastructure as a service, platform as a service and Software as a service) and use of open source software.

• Use of Cost Accounting methods to justify investments in ICT. This will give decision makers in the finance department and the County assembly some level of confidence that such projects do indeed save money. Using the Return on Investment (ROI) and Activity based Costing (ABC) can go a long way to address concerns about the value for money of ICT projects.

8. 7. Entrench ICT Cost Accounting Models into the ICT procurement process to ensure that departments can measure the value for money of ICT projects. Cost Accounting Models such as Activity Based Costing (ABC) and Return on Investments (ROI) can help finance officers quickly understand the need for ICT projects.


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9. 8. Implementation of the COBIT maturity model to measure ICT maturity in supporting County Objectives.

The County is currently a leader in automated Revenue Collection. However, there is need to avail services online to enable Citizens access and pay for government services online. Other systems in use include:

• County Asset Management System• CCTV• Project Management Software• Hospital Information System at Level 5. There is need to automate health records and

other hospital systems across the County to support patient record sharing.• Office 360 in the Cloud.• Central Government systems such as IFMIS, GPAY and IPPD.• LAIFOMS

Nevertheless, there are still gaps in information processing which include low ICT skill levels among staff, inappropriate ICT enterprise applications and lack of ICT strategy and policies. This section presents the four (4) main thematic areas considered for the proposed for ICT County Roadmap in the period 2016-2020, i.e. Connected County Government, Connected Citizens, Citizen Satisfaction and Citizen Legislator. In each of the thematic areas, there are associated flagship projects.

4.1. Connected CountyThe Connected County Government theme looks at ICT as a driver that can underpin county productivity and internal business, shared services and project management. Table 7 below presents a list of adopted projects under connected county government together with project outcomes and objectives.

Table 7: Connected County Vision Projects

Category Current Status

Connect-ed County Govern-ment

ICT Infrastructure – LANs, WANs, Data Centers

Fragmented. No Connection with Sub Counties. Pockets of Local Area Networks in Offices and in sub Counties. No Fiber Optic termination.

ICT Funding inadequate ICT budgets

Staff Capability Well constituted ICT staff. Competencies in Networking, User support, Database management. ICT support is decentral-ized. Each department has a resident ICT officer.

ICT Governance and Policy

ICT Policies in Draft or under development.CIDP identifies ICT as a critical areaCounty Public Service has an HR Policy

ICT Architecture Lack of models and guidelines. ICT Policy will address this

ERP/ DBMS None. All applications are independent.

Communication and Collaboration

Website in place. Online services are Job adverts and ten-ders.

Automation of Docu-ments and Workflows

Most documents are in paper format. Makes it difficult to take services online


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In instituting the flagship projects for Connected County, the desired outcomes are:• A connected County with seamless information sharing• Well trained and Motivated County staff• Improved ICT Governance• Improved Citizen care / service delivery• Improved project management• Increased ability to deliver service online

4.2. Citizen SatisfactionThis 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. The theme looks at systems, processes and legislation that make it easy for citizens to access quality government services.

Table 8 below presents a summary of flagship projects proposed to achieve the citizen satisfaction vision.

Table 8: Citizen Satisfaction Vision Projects

Catego-ry

Current Status

Citizen Services

Application Portfolio (Rev-enue Collection, ERP, Communication systems, HRM Systems, e-Extension Services, Health Information Systems, Land Planning and Zoning)

Rich application portfolio comprising of a Revenue Collection System, Asset Management Systems, Healthcare Information System, Project Management System, Office Cloud, IFMIS, IPPD, LAIFOMS

e-Services Not in place except for application of bursaries, ten-der downloads and job adverts on the website. To enable e-services, digitization and workflow develop-ment are necessary.

Community Information Centers

Youth Center offering ICT skills to the Youth at no cost.

Staff Training In order to deliver efficient services using ICT, staff must be trained.

The desired outcomes for the projects adopted under this theme are: • Improved ICT Literacy: ICT Literacy programmes aim at increasing the level of ICT skills

among staff and citizens. To effectively use ICT, staff must have the skills to select, use and obtain value from ICT investments.

• Improved Customer service and convenience. E-Government brings public services to citizens on their schedule and their venue. Citizens gain access to government services in their homes and offices, without having to work within the confines of limited office hours in sometimes distant locations. Wage earners do not have to forego a half a day’s pay to visit a government office

• Improved basic services such as healthcare, agricultural production, education and communication. E-Extension services will improve food security while health information systems will improve patience care outcomes. E-Learning will offer out of school youth live skills.

• E-Learning will improve staff capacity to deliver services using ICT. Benefits include


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improved staff skills through continuous low cost training and higher Knowledge retention rates compared to traditional training since it is possible to refresh or update course work whenever needed.

4.3. Connected CitizensThis theme looks at ICT as a driver of business and industry. This can entail the empowering of business people, youth, women and special groups, availing of data and information for trade and investment for citizens, providing data on business opportunities in the county, data on social economic status of the county, linkages of citizens to business or employment opportunities.

Table 9 below presents a summary of flagship projects proposed to achieve the connected citizen theme.

Table 9: Connected Citizens Vision projects

Category Comment

Connect-ed Citizens

Digital Economy- Digiti-zation, Workflows

E-Services not enabled. Digitization and paperless sys-tems not in place. Office Cloud can easily be used for collaboration and document sharing

e-Services Not in place. There is need to first digitize documents and develop online approval work flows

ICT Literacy Low ICT literacy levels among Citizens and non-ICT County staff

Website – used mostly for news

Add citizen engagement tools on the website. Develop-ing an appropriate architecture is necessary to bring in standards and security so as to support online payment

Open Data Legislate for open data to improve citizen access to government data

Incubation Centers The youth training center offers basic ICT skills to youth. Re-engineer the centers into incubation centers

The desired outcomes are:• Availability of digital fronts that enable business and citizens to engage the government• Public private partnerships that enable and extend service delivery• Appropriate legislation to bring confidence to online services. Legislation and policy

on digital economy will create the conditions in which business can thrive by providing the right tools and opportunities that make it easier for local industry to do business with government

• Improved cyber security and privacy of personal data.• Create an environment that makes it easier for entrepreneurs to create online business

by reducing barriers of entry. • Enable online participation by Citizens (e.g. through provision of Free WIFI) through

improved access to health, education, government services and job opportunities. • Open government data to the public.


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4.4. Connected LegislatorTable 10 below presents a summary of flagship projects proposed to achieve the connected legislator theme.

Table 10: Connected Legislator Vision Projects

Category Project Current Status

Connect-ed Legis-lator

Legislation No ICT specific legislation

Staff Capability Low ICT skills among County Assembly Staff

Citizen Participation Systems Use ICT for Citizen Participation

e-Voting

Live Broadcast Use Radio and TV for broadcast of par-liamentary business

The outcomes for the above projects are:• Improved Access to legislative information. E-Participation enables Citizens to access

information on Legislation enabling local communities to develop long-term capacity to solve and manage challenging social issues, often overcoming longstanding differences and misunderstandings.

• Improved quality of Citizen Participation in which citizens are informed and therefore empowered to add value to legislation decision making.

4.5. COBIT ImplementationThe need of ICT Governance & Management (ICT G&M) is widely recognised by top leadership and management as an essential part of enterprise or corporate governance. Information and the pervasiveness of information technology are increasingly becoming part of every aspect of business and public life. This has added pressure to derive 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.

ISACA developed the COBIT framework to help organizations implement sound governance practices for the ICT domain. Indeed, implementing good governance is 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 adapted and adopted 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:

• Positioning ICT G& M within an enterprise• Taking the first steps towards improving ICT G& M • Implementation challenges and success factors• Enabling ICT G& M-related organisational and behavioural change


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• Implementing continual improvement that includes change management and programme management

• 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:

Figure 2: COBIT implementation PhasesCounties 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 FACTORSFor the County to achieve its sectorial development objectives there is need for a conducive investment environment, a trained and motivated workforce and good governance. Other critical success factors include:

• A health, secure and peaceful populace• Good Governance propelled by Policy and anchored in law• Implementation of projects and programs that address the identified and demonstrated

business need.• Monitoring and evaluation to ensure projects and programmes deliver expected

results.Soh Bong Yu, a leading Korean e-Government specialist identifies the following five major areas for ensuring successful implementation of e-Government initiatives as articulated below.

Figure 3: Critical Success FactorsSource: Soh Bong Yu, “e-Government of Korea: How we have been working with it”

5.1. Vision, objectives and strategyA 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

OrganizationalStructure

VisionObjectivesStrategies

Laws &Regulations

InformationTechnology

BusinessProcess


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5.2. Laws and regulationsSoh Bong Yu says that it is important to plan for sufficient time and effort for legislative 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 Centers

5.3. Organizational structureThe 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

5.4. Business processThe 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.

5.5. Information technologyInformation technology changes rapidly. Soh Bong Yu identifies the following factors to consider when choosing technology and vendors:

• Level of application technologies required• Network infrastructure• Interoperability• Standardization• Technical and human resource capabilities

More specifically, the following factors will drive the implementation and achievement of success the identified ICT transformation projects:

• Good working relationship between the Executive, The County Assembly and Public Service Board

• Top leadership and management support. Political goodwill and top management buy in is the key to success of the ICT Masterplan since financial investments and the right competencies can only be achieved from the top. Top leadership and


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management are critical both at the planning and implementation phases of the road map development.

• Establishment of a Project Management Office / Team. This office or team will be responsible for all aspects of the ICT Projects.

• A Change Management and Capacity Building: Continuous Communication, Capacity building and team development plan is critical to the successful implementation of the ICT roadmap. 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.

• System Integration and projects sequencing: it is critical that projects are rightly sequenced and systems are implemented in an integrated manner to allow for seamless operations. An appropriate project implementation plan must be put in place and followed to ensure projects are prioritized on the basis of sequencing first followed by impact and costs.

• Periodic performance monitoring, evaluation, reporting and reviews and taking appropriate corrective actions. An appropriate project management application and monitoring and evaluation staff are a must.

• Managing people’s expectations, maintaining clarity and focus of the projects and ensuring deliverables are realistic.

• The right organizational structure to support the ICT Strategy and ensuring right leadership and governance of the project.

• Adequate Financing of the projects. An appropriate investment and financing strategy must be put in place and implemented to ensure the County can obtain finances from diversified sources and partners.

Table 11 below summarizes the critical success factors necessary for successful implementation, use and optimization of the solutions proposed in the previous sections

Table 11: Critical Success Factors

FACTOR DESCRIPTION

Vision, Objec-tives and Strat-egy

Develop a long-term plan with a clearly articulated vision and strategy and move away from quick fix or piecemeal approachUse top-down design but to start small and prioritize tasks (bottom-up) during the implementation process. The County Vision must be available, with the ICT County Vision clearly aligned with County Development PlansIn summary, there is need for:· A clear vision by the leaders· Strong support from citizens· Sustainable ICT Agenda setting


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FACTOR DESCRIPTION

Legislation and Policy

Plan for sufficient time and effort for legislative changes that may be required to support the implementation of new processes. Laws on privacy and related issues such as the Data Protection Act. Other laws include e-Transaction Act, ICT Policies

Organization Structure and Governance

Restructuring the County Organizational arrangements to make it correspond to e-Government Including Change Management programme ImplementationStrong leadership with commitment to ICTAppointment of ICT Governance Committees

Business Process Redesign

Use Business Process Re-engineering to Redesigning the work flow within or between department levels to increase process efficiency The County should have a major review of existing processes with a view to re-defining them in order to leverage on ICTs.

ICT Infrastruc-ture

Development of integrated ICT infrastructure that support or forms the base of other systems

ICT Procure-ment

Rapid Change in Information technology demands that the County Consid-ers the followingReduce ICT Procurement DelaysMove from owning ICT capital Equipment to leasing / outsourcingPrioritizing shared ServicesStandardizationFocus on Technical and human resource capabilities


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PART 6: PRIORITY PROJECTS FOR QUICK WINSAt the workshops the County stakeholders discussed, adopted and prioritized several projects to be implemented in a span of five years. To implement these projects successfully, there is need for the County to select and adopt an appropriate project management portfolio with a well constituted ICT Project Governance Committee responsible for selecting and ranking ICT projects based on a sound business case and return on investments. This section presents a summary of projects that the county can implement in a span of 6 months to one year.

Given the paradox of expected improvement in ICT capability at reducing budgetary allocation, the projects in Table 13 below should be subjected to capital budgeting and cost accounting such as ROI in order to establish a sound business case for their implementation. Where ICT staff lack the skills necessary to use ROI to justify investments, help should be sought from the finance department. This linkage between ICT and finance may, to a lesser extent, address the ICT budget allocation challenges facing ICT where finance managers are either unwilling or do not believe in value addition of the projects proposed by the ICT directorate. A simple project ranking criteria may also be used, such as the objective IT project Ranking. This is typically used to determine which projects should be financed.

Table 12: Summary of Quick Win Projects

Project Duration Budget (Millions)

Connected County

ICT Policy Development 3 Months 5

NOFBI Last Mile Connection to County Headquar-ters

5 years 50

Collaboration and Communication Systems (Digiti-zation, Document Management Systems)

3 years 30

Citizen Satisfaction

ICT for Agriculture Portal / e-Extension Services 5 years 50

Connected Citizens

Public Wifi 5 years 50

Connected Legislator

Digital Assembly Library 3 years 10

COBIT Implementation 5 years

COBIT Implementation to measure ICT maturity


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6.1. COBIT ImplementationCost ImplicationsOne-Off Approximate Costs (KSH)

1. Search, Evaluate & Procure COBIT Consultant (2months, 100,000/=)2. Contract & Sign up a COBIT Consultant (1 Day, contract amount of between 400,000/-

to 500,000/-)3. COBIT Awareness & Appreciation Training for Top Leadership (Governor, County Exec,

Speaker, Chief Officers). (1Day Training for approx. 30 Pax, Cost of Hotel, Teas, Lunches, Cost of Trainer @ 50,000 per day)

4. COBIT Technical Training for Mid-level Management (Directors, Managers across Ministries)(2Day Training for approx. 30 Pax, Cost of Hotel, Teas, Lunches, Cost of Trainer @ 50,000 per day x2 Trainers)

5. COBIT Implementation Training for Technical Management (ICT Directors, ICT Technical Support, Auditors) (3Day Training for 10 Pax, Cost of Hotel, Teas, Lunches, @ 50,000 per day x2 Trainers)

Annual Costs (KSH)1. Continuous Improvement Costs – Improving processes from Level 0 through 1, 2, 3, 4 &

5. Various processes such as writing Strategic Plans, Documenting Operational Tasks, etc has to be done. The trained employees are supposed to drive these processes so the cost would approximate to the monthly salaries.

2. External Annual Audits (3-5days). COBIT Audits cost between 400,000 to 500,000 depending on the size and scope of the activities.


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Ministry of Information, Communication and Technology

Telposta Towers, 10th Floor, Kenyatta Ave. Koinange Street

P.O Box 30025-00100,Nairobi Kenya

Tel: (+254) 4920000 / 1

Email: [email protected]

Website: www.information.go.ke

Government of Machakos County

P.O Box 1996-90100

Machakos County, Kenya

Email: [email protected]

Postal Address:

LANDLINE: 044 220 246

ICT Authority

Telposta Towers, 12th Floor, Kenyatta Ave

P.O. Box 27150 - 00100 Nairobi, Kenya

t: + 254-020-2211960/62

Email: [email protected] or [email protected]

Website: www.icta.go.ke

Become a fan: www.facebook.com/ICTAuthorityKE Follow us on twitter: @ICTAuthorityKE

Ministry of Information, Communication and Technology

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