2013/2014 Executive Annual Report Chapter 6 PSM

CHAPTER 6

PUBLIC SERVICE MANAGEMENT

ACKNOWLEDGEMENTS

I wish to acknowledge the efforts of the members of staff who participated in compiling this report

and much more for their contribution in carrying out the activities outlined in this report.

I know that you put in a tremendous number of hours for us to have achieved this much

EXECUTIVE SUMMARY

. The notable milestones in the department in the past one year include:-

Implementation of the headcount report

Implementation of the devolved payroll and payroll clean up

Civic education programmes for information sharing through the mass media

International relations with the national government and partnerships with other countries

Participatory decision making through engagement of local citizens in public participation as

well as those in Diaspora

Sensitization meetings on devolution and the structure of the county government

Staff motivation through capacity building workshops and recognition of performing

individuals and teams as employees of the year on a quarterly basis

ABBREVIATIONS AND ACRONYMS

CIDP County Integrated Development Plan

CoK 2010 Constitution of Kenya 2010

CGA 2012 County Government Act 2012

MDGs Millennium Development Goals

HR Human Resource

CEC County Executive Committee

MCA Member of County Assembly

Ongoing programmes

To enable us to realize our plans, the following strategic activities are ongoing;-

Branding to create a strong and bold brand, for the county Government of Uasin Gishu

Developing of a curriculum for civic education for standardized implementation across the

six sub-counties

Development of performance management system and sectorial plans so as to build a

performance culture

Capacity building programmes for change and change management and development of a

performance culture

Team building activities to encourage team thinking and team working

Future Prospects

To enable us to realize our objectives, we will work with all stakeholders to undertake the following

activities:-

Capacity building programmes so as to adopt best practices for growth and development of

our county government and development of a performance culture

Staff rationalization, harmonization and strategic placement for optimum productivity

Re-structuring and re-organization

Establish optimum staff levels for increased efficiency

Develop a county Human Resource policy

Put in place the structures, systems, procedure and policies for proper co-ordination and

efficiency in all the functions and institutions

Challenges

The following are some of the challenges experienced:-

Skewed media reporting

High wage bill

Merging the staff from the defunct municipality and the local authorities which had different

orientations and organization culture

Salary delays due to continuous inflow of data from the national government for devolved

staff vis aviz the pay roll clean up

Fear of the unknown by the staff leading to a lot of uncertainty and demotivation

Limited facilitation for effective service delivery

Opportunities

The greatest opportunity we have as a county government is the opportunity to improve to level of

attaining our strategic slogan, the Champion. The Human Resource component is very critical in

turning around our county to become one of the most prosperous and attractive counties in Kenya

and beyond.

This can only be achieved through a common focus where all stakeholders have a shared vision and

purpose. We also encourage all the stakeholders to be innovative in their service delivery and to also

come up with innovative solutions to the challenges experienced.

BACKGROUND INFORMATION AND SITUATION ANALYSIS

INTRODUCTION: OVERVIEW OF PUBLIC SERVICE MANAGEMENT

We inherited staff from the National government, Former Eldoret Municipal Council and Wareng

county council. The functions needed to be merged in line with the new dispensation of the county

government functions. These changes created a lot of suspicion, sceptism, lack of clear direction in

terms of the new versus the old. There was the need to realign the existing structure into the new

structure of government.

Payroll system was being run by Laiforms. The challenges that were there were very many payroll

deductions via payroll which some staff took home less that the mandatory 1/3 of the pay. This had

to be reversed urgently to comply with the requirements of Employment Act 2007.

County communication office was existing in the former EMC structure with few staff. This office

therefore had challenges to meet the new demands of the expanded scope of work that comes with

the devolution.

The registry section was housed in a congested room without adequate space for the staff working in

the registry. The files were all over making it difficult for tracing hence time wastage. The

management of records is a very critical function in any organization and this had to be changed

very fast to serve the intended purpose.

The customer care area was squeezed and the space was not adequate for the traffic to the offices.

The area needed to be expanded to create more waiting area for the public.

The structures from the 3 sets of areas that staff worked in the previous arrangement and the county

government had to re align its departments to correspond with its devolved functions.

The county upon inauguration embarked on the preparation of the CIDP which formed the road map

in which the county was to execute its development plan for the next 5 years was developed

The structure of government was established as follows along which existing staff are to be aligned

basing on skill requirements;

ICT & E- Government

Trade, Industrialization, Tourism and Wildlife Management

Public Service Management

Roads, Public works and Transport

Lands, Housing and Physical Planning

Education, Culture, youth affairs and Social Services

Environment Water Energy Forestry, Environment & Natural Resources

Health Services

Agriculture, Livestock Development and Fisheries

Finance and Economic Planning

The County Government of Uasin Gishu has been in place for the last one year.

Despite significant time being utilized in formation of the Government and developing the

necessary institutional changes significant progress have been achieved. This report highlights key

achievements of each division/section of the public service department. It is believed that based on

the fact that the structures are now on the ground the achievements in the subsequent years will be

significant.

Public Service Management is one of the departments in the county government of Uasin Gishu. It

is made up of five sections namely: - Human Resource Management, Public Relations and

communications, Security and Enforcement, Governor’s office and International relations and the

legal section.

It is a service department that co-ordinates service delivery in the county. Our strategic theme is Re-

defining service delivery for efficient and timely service delivery. Our service delivery is guided by

our county’s vision, mission, core values and slogan.

The department is supported by the following divisions/sections

GOVERNORS OFFICE

Intergovernmental relations and partnerships

Devolved units

Disaster unit

COUNTY COMMUNICATION

This is the unit that will facilitate the county in developing the county government communication

framework as per the CGA 2012 section 95.

HUMAN RESOURCE MANAGEMENT

Human Resource division is headed by the CHRM with the following sections to handle HR

Development, Industrial and employee relations, HR administration and county records (registry).

Human resource development focuses on the capacity building of the staff of the county. HRA

focuses on HR records and document management and HR administrative section in liaison with

payroll which processes the salaries of the employees.

OHS focuses on health and well-being, by endeavoring to reduce the health care cost trend and

enhance productivity. This is done by offering regular opportunities to identify health risk factors

and access high-quality interventions to reduce them, implement targeted interventions to help

county staff and their families better manage chronic conditions that impact health costs,

absenteeism, productivity and quality of life. Implement cultural and physical improvements to

support healthy behaviours. The county structure has provided for an office to handle employee

wellness issues – referred to as OHS Office

STATUS AFTER ONE YEAR OF DEVOLUTION.

INTRODUCTION

The chapter highlights the planned and implemented activities for the financial year 2013-

2014, Achievements (status after one year of devolution), Cross cutting issues and

challenges.

GOVERNOR’S OFFICE

The office has the Deputy Governor’s office and the Devolved units

The devolved units have been established and the administrators appointed and deployed.

The offices to be used have been refurbished and operational

We are grateful to chiefs, hospitals, community organizations that have been gracious to host

our sub-county administrators on temporary basis as we embark on an ambitious programme

to provide our staff with adequate office space.

Turbo sub county offices

Located in the former agriculture office in Turbo.

Photos renovation works

Kesses

Moiben Sub county offices

The former hospital buildings were renovated to accommodate the sub offices in Moiben.

The pictures below is the building before and after renovation

Ainabkoi Sub county offices

Wanifour office that a donation from the Japanese government to the community as a peace

center. The building houses our Sub county offices as we await to construct county offices.

The community meeting at the center

The Sub-county offices housed at the center

The centre partitioning was done to create office space to accommodate the sub county staff

Kapseret sub county offices

Kapseret sub County is housed under the former Wareng County Council Market Offices and there

are four officers in number.

Soy sub county offices

The sub-county offices are housed in the building below that houses other national

government staff in Ziwa. The room is shared by the administrators and the other emlpoyees

of the other county departments are yet to be housed due to inadequate office space.

Before renovation

After renovation

Devolved units face a myriad of challenges

Challenges the officers have inadequate vehicles to facilitate the coordination of the sub

county functions.

The office space is not adequate to accommodate the devolved staff from the county

departments, who are currently operating from chief offices hospitals sub county level

Bills assented to by the office of the office of the governor

COUNTY PARTNERSHIP

The county government engaged various local and international organizations on various

cross cutting issues. Notable among them was the international visit undertaken which

included the following:

The annual Gotabgaa conference in Dallas U.S.A IN July 2013

The East Africa Chamber of commerce in Texas visit by the Deputy Governor in

August 2013

The Arizona Delegations visit in March 2014 – signed the MOU with Scottsdale city

In commemoration of the partnership the two teams planted a tree in the park

There was also notable international visitors to our county on official delegations this

included the following;

ILI Delegations from the U.S In July 2013

Prof: Byeda from University of phoenix Arizona visit in May 2014

Arizona delegation’s visit in the month of March 2014

Arizona Mohans Family visit in the month of June 2014

The detailed reports of the partnerships annexed.

COMMUNICATION AND PUBLIC RELATIONS

County communication office is yet to be fully staffed and operationalised. The website

hosted by the treasury under the domain name www.uasingishu.go.ke . The department in

order to bridge the gap created an official Face book page called county of Uasin Gishu

which is the official Government page which is updated real-time.

The County website was redesigned and updated. This has enabled the department to take

full control of the website and update with real time stories and news as they unfold and also

interact with the public on the social media on the website.

Monthly county magazine published.

The division is facing acute challenges stemming from understaffing to effectively perform

the mandate as per the CGA2012 which is;

County communication framework

(1) A County government shall establish mechanisms to facilitate public communication and access

to information in the form of media with the widest public outreach in the county, which may

include—

(a) Television stations;

(b) Information communication technology centres;

(c) Websites;

(d) Community radio stations;

(e) Public meetings; and

(f) Traditional media.

(2) The county government shall encourage and facilitate other means of mass communication

including traditional media.

The function of this division includes:

Gathering, processing, packaging and disseminating news and information for development to the

public.

Coordinating and maintaining information services which include County News and features desk,

photographic, electronic media, accreditation, technical and mobile cinema services;

Developing standards and regulations in management of information services;

Publishing and circulation of county Press publications; Publication of magazines, newsletters and

other County materials;

Electronic and print coverage of development projects, socio-economic and cultural activities;

Managing and developing content for rural information resource centres; Archiving and shooting

historical photographs.

Effective and efficient coordination and management of the Public Communication in the Counties

and Sub-Counties;

Formulating, interpreting and implementing County Government Public Communications Policies,

Strategies and Programmes;

Coordinating Publicity, Advertising and Public Awareness Campaigns at the County;

Developing strategies for implementation of Public Communications and undertaking Research on

Public Opinion on specific sectoral areas and emerging issues at County Government levels;

Advising the County Government on best Media Handling practices;

Coordinating Speech-Writing for the County Governor;

Formulating and implementing Advocacy and Public Campaign programmes in the County;

Coordinating, branding and maintaining of positive image of the County Government;

Developing communication strategies for development projects in line with the Constitution,

Millennium Development Goals (MDGs) and Kenya Vision 2030 at the County;

Managing Public Communications services that enhance Security, Peace and National Cohesion

through Media Monitoring and Research;

Promoting Stakeholder Engagement and Public Participation in National Development in the

County;

Management of content for County websites;

Create media centre at the County.

Customer Care

1. Designing and Giving a Face Lift of Reception Area.

The reception area was designed and face lifted in the year 2013.

County reception before refurbishment The current refurbished county reception

Two sets of television were put on customer care desk which is used in running of county

development video footage and also for customers view.

Putting of Tiles on Customer Care Area and on the Main Entrances of County Office.

Between June 2013 to June 2014 tiles were put on the reception area for easy maintenance of

cleanliness.

The ICT Department did the networking which will facilitate internet connectivity and network to

enhance communication and handling public queries of county services.

Human Traffic Management.

The visitors to the county offices have increased with more citizens seeking information and

services. In the month of June 2013 to June 2014 with the introduction of open days for the public

to see the Governor and the deputy Governor on Monday and Thursday respectively and introduce a

registration book at the desk for the registration purposes having details such as name ,ID number,

office name, reasons, time in, time out and the signature. This data aids in analysis and reporting.

There are visitors cards designed and branded and issued depending on office that they are visiting.

This aids in directing the visitors to the offices.

Increase of personnel to control human traffic on the reception especially on Monday’s and

Thursday’s when the governor and the Deputy Governor are in office, also during major bills and

waiver payment periods .

The staffs ID cards have been designed to ease identification of staff visiting the county offices and

identification by the public in the process of service delivery.

The introduction of compliment and complain desk for handling customer Complaints has enhanced

service delivery. Customer complaints are handled in a good manner and in a special way leaving

them satisfied with our services.

Introduction of Signage Board.

A signage board has been introduced at the on reception area showing office name and the number

to direct visitors to the correct offices.

COUNTY HUMAN RESOURCE

Trainings:-

Ward Administrators and sub county Administrators at Kenya School of

Government( Baringo)

Secretaries training at Cheptebo conference.

Registry staff training on document management solution

Induction course for county human resource management

Various seminars for individual officers in line with their professions

Staff induction training

Early Childhood Development Recruitment:-

Preparation of employees’ recruitment list.

Facilitating salary payment.

Liaising with Public Service Board and Ministry of Education during the exercise to ensure

success.

Headcount:-

Conducted twice; the first one done internally and the second one by consultants.

Facilitated the exercise by writing a notice informing the staff on the relevant requirements.

Provided the panel with all the necessary support i.e arrangement of the area of the exercise,

stationeries, support staff etc.

Harmonized county staff list of the defunct councils and the central government.

compliance

Wealth Declaration:-

Facilitated availability of wealth declaration forms.

Guided the staff on filling of the forms.

The exercise was conducted from 1st November 2013 to 30

th November 2013 but due to the

secondment of central government employees to county government; it was repeated for the

month of July.

Filing of Tax Return:-

Availed KRA forms to staff.

Guided staff where necessary.

The exercise was conducted in the whole month of June.

NSSF:-

Due to the new NSSF Act requiring all government employees to be members and in

compliance with the same the following was undertaken;

Availing of NSSF forms to staff.

Guiding staff in filling the forms.

Compiling a list of the employees for the same.

Leave Schedules’:-

An internal memo was written to all departments’ to avail leave rosters of all sections.

Filing of leave rosters of all sections done.

Arising issues:-

Transfer of service to other counties.

Resignation, transfers, reinstatements and passing on of employees in other ministries.

Contract employments.

All the above issues were dealt with competently but a clear, concise and precise

mechanism needs to be established.

Security Section

Uasin Gishu County security section is a section mandated to provide security to both

properties of the county government as well as provide security to high level chief officers of

the county government.

The section has forty four (44) askaris who are mandated for the security services assisted and

are headed by senior security officers assisted by two senior deputy security officer, one

acting as inspector and supervisor, who are helping in the coordination of security services at a

zonal level.

The section covers the following areas; which are divided into zones for efficient supervision

and coordination by senior security officer.

Section officer are visible and assigned in the following zones to provide security services.

(a) Central Zone - County Hall, CBD markets (TAC) centre, county assembly and Nandi

Garden.

(b) Northern Zone – County yard (a) and (b), slaughter house, Kipchoge Stadium, Kimumu

Health Centre and Kapsoya Health Centre.

(c) Western Zone - Kipkengo Health Centre, West market and health centre, Social Hall

Offices, sixty four stadium, Macharia nursery, west market, Kidiwa Nursery, township

Nursery.

(d) Southern Zone –Elgon view county staff, Quarters Training Centre (Home Craft).

Sub counties.

(a) Kesses

(b) Naibokoi.

(c) Moiben

(d) Turbo

(e) Soy.

Ratio of assignment

The current number of personnel in the section has limited the services in sub county

except Burnt Forest where we have five security sections (ASKARIS), who are both enforcing

the county law as well as safeguarding the properties of the county government.

The section has effectively managed security services in the headquarters and the following

are our ratio of assignment.

Central zones has twelve Askaris to cover the services in the area stated by zonal in

charge who reports to security office daily.

Northern Zone - Has ten Askaris to cover the zone with in charge who reports as stated.

Southern Zone – Eight Askaris with an in charge

Western - Ten Askaris with in charge;

Operations: The zonal in charge are in charge of ensuring that the personnel’s working under

them reports on duty on daily basis, by signing duty roaster, when taking and handing over.

The same is reported in the headquarter main duty roaster to confirm that the coordination of

security services are intact and those who abscond or fail to report are marked absent.

Challenges.

The section lacks patrol vehicles to help the senior officers carry out night patrols and surveillance.

The personnel are ill equipped to handle seriously security challenges. There is no standby

personnel’s to respond distress calls in our assignment and sometimes , when to ASKARIS

are overpowered by organized gang.

There is no integrated communication like radio cables to enhance and promote the communication

network.

There is shortage of personnel’s as stated and the section require additional ASKARIS to

efficiently manage security services

Enforcement Section

The section comes under the public service management and it has seventy one (71) officers.

The core mandate / objectives of the section include;

1. Enforcement of the county by laws.

2. Keeping the county orderly in terms of compliance of the by laws and any other Acts

enforced from time to time.

3. Participation of parades during public holidays and during official functions of the county.

4. Prosecution of county law offenders and ensuring court orders are adhered to as per the

sentences passed.

5. Working as a team with other law enforcement agencies that are national police service to

enhance security in the county.

6. Provision of security to VIPs

7. Compliance - Development control within the county, Traffic control within the bus parks

and public streets and open spaces.

Operational Areas

The core mandate of the section being to enforce county laws and enhance compliance cuts across

all the ten county departments.

The operation areas include:

Central business district.

The six sub-Counties; Turbo, Soy, Kesses, Kapseret, Moiben and Ainabkoi

Achievements

Table of revenue for the law court during 2013/2014 fiscal year.

Total arrests Total revenue Less C/Bail Net revenue

July 2013 551 1,092,870 69,500 1,023,370

August 2013 392 512,138 36,000 476,138

September 2013 404 535,883 48,000 487,883

October 2013 558 660,782 29,000 631,78

November 2013 480 672,968 27,000 305,161

December 2013 518 347, 161 645,000 524, 360

January 2014 402 538,860 42,000 369,671

February 2014 292 397,671 28,000 369,671

March 2014 299 539,288 15,000 524,288

April 2014 302 423,036 18,000 405,036

May 2014 332 757,507 65,000 692,507

June 2014 411 845,257 136,000 708,757

TOTAL 5,492 7,323,321 518,500 6,804,821.

**The revenue collected was below the annual target of Ksh 12M. This was attributed to

various challenges: facilitation, and transitional challenges

1. All the shoe shiners, repairers and photographers have been removed from the face of the

entry to county headquarters.

2. All simu ya jamii kiosks have been removed from CBD and along the road reserves.

3. The street children menace has been contained.

4. Uasin Gishu Alcoholic Drinks Control Act 2014 is being enforced and the county is getting

revenue from the fines imposed on those who contravene its provisions. The fines also act as

a general deterrence to those who engage in manufacturing, distributing or selling hence

there is control of local brews.

5. The enhanced team work with national police service has resulted in improved security.

6. There is control of quarrying or harvesting of murram since we are enforcing the

environmental management act which is also punitive in penalties.

7. There is also control of selling of uninspected meat since the sections in liaison with public

health department are arresting those who contravene the same.

8. There is control of hawkers in CBD.

9. There is improvement of revenue collection in bus parks and markets.

10. There is control in parking at county headquarter.

Requirements

To section requires facilitation in terms of staffing, patrol vehicles, cameras, computers,

furniture and communication gadgets

Legislations of requisite laws from count departments - The by laws currently in use have

low penalties which is not deterrent for law offenders

Registry

Introduction:

The county Integrated development plan recognizes that the current county records are mainly

manual and involve many bulky physical files that require to be stored safely. The county records

are classified into general, departmental, and secret registry for sensitive documents. The

infrastructural requirement is a physical space for a centralized the county registry – which was

started and sponsored by USaid. The HR registry is to be combined with the secret registry.

Future needs will include ability for e-forms and correspondence to be automatically attached

through workflow background checks, employment verifications, court records checks and driver’s

license checks, compensation. This will greatly reduce the required physical space to store these

records.

The registry holds all records of the county government. The registry functions/mandate includes the

following;

1) Mail management

2) Preservation and conservation of information materials

3) Dissemination and retrieval of information

4) Circulation of information to action officers/offices

5) Controlling of county files

6) Appraisal and disposal of information materials

7) Advising the management on ways of managing records

Registry Staff:

The registry is currently manned by the following officers;

Administrative Officer 1

Clerical Officers 4

Secretary 1

Messenger 1

Benchmarking:

Initially the registry was operating manually under the former Municipal Council of Eldoret. When

the county government came in, the management decided that there was need for improvement in

general registry management as far as service delivery is concerned.

The management consulted with Teachers Service Commission on the issue of record management

and thereafter, staff were send to TSC headquarters to learn the efficient and effective practice of

record keeping i.e. computerization of records.

New Registry:

The registry was formerly administered by then Municipal Council of Eldoret under Town Clerks

department. When the county government came in, the old registry was moved from 1st floor to

ground floor. The new registry is spacious which accommodates staff and records. Over 20,000 files

were transferred from the old registry to the new registry. The new registry was refurbished thus

improved its image.

Old registry

The new registry fitted with bulk filers

The county government partnered with USAID on how to improve records management in

the county (Efficiency & effectiveness). In this regard the USAID assisted the county in the

following areas;

a) Donated and installed three (3) bulk filers to be used in the registry.

b) Donated and installed fifteen (15) computers to be used in the registry.

c) Staff and interns trained on computerization of records - The trained staff and the

interns started computerizing the records of former Municipal Council of Eldoret and

new records generated by the County.

Records of plots/land were transferred from former Wareng county council registry to the

county central registry for easy administration within the county headquarters. The records

were partially computerized and the rest shall be done this financial year 2014/2015.

Challenges:

The following are the challenges faced by the office;

a) Inadequate storage facility for files (bulk filers).

b) Capacity building - Inadequate trained staff on records management field.

c) In adequate facilitation - Old furniture uncomfortable furniture, lack of extension lines

for telephone communication,

d) The county records are still manual requiring a lot of space and pending - phase 2 of

the project of digitizing the file content. The county will endeavor to continuously

improve of the system – eg File tracking system to be improved

e) File tracking system i.e. (the system cannot multitask whereby searching is only by

name).

THE LEGAL DIVISION

In the Legal Office we majored in three major aspects which are formulation of relevant

policies and legislations for the various sectors that were devolved and secondly is litigation

whereupon we have updated our registry and fast tracked all legal matters and taken the

appropriate action. Thirdly we have been working with different agencies like the National

Land Commission and Ethics and Anti-corruption Commission to ensure that illegally

acquired public land is reverted back to its original purpose.

Formulation of Relevant Policies and Legislation

The devolved system being new in Kenya we analyzed the Fourth Schedule to the

constitution which provides the distribution of functions between the national and

government and the County Governments. Without doubt the key tenets in realization and

implementation of the new devolved system of Governance are the actual transfer of

functions, roles and responsibilities from the National Government to County Governments.

Functions transferred to county governments in which legislation has to be developed.

a). Agriculture

Under Agriculture we have:-

- Crop husbandry

- Animal husbandry

- Plant and animal disease control and

- Fisheries

b). County Health Services. This includes county health facilities:

- licensing and control of undertakings that sell food to the public including

food safety control

- veterinary services

- enforcement of waste management policies, standards and regulations; in

particular refuse removal (Garbage)

c). Control of air pollution, noise pollution, and other public nuisances.

d). Cultural services public entertainment and public amenities

e). County transport

f). Animal control and welfare

g). Trade development and regulation, including fair trade practices and co-operative

societies.

The fair trade practices include markets, trade licenses, verification and inspection of

weighing and measuring instruments and pre packed goods.

h). County planning and development

i). Pre-primary education, village polytechnics, home craft centres and child care facilities.

j). Implementation of specific national government policies on natural resources and

environmental conservation, include soil and water conservation and forestry.

k). County public works and services.

l). Fire Fighting services and disaster management transferred under Legal Notice No. 16 of

1st February, 2013.

m). Control of Drugs and Pornography transferred under Legal Notice No. 16 of 1st February,

2013.

By whom is the policy to be developed by:

Policy document preparation and formulation is the responsibility of the County Executive

Committee whose portfolio the function falls. This is in line with the 3rd

Schedule of the

County Government Act 2012.

The policy document is then forwarded to the legal department for preparation of the bills for

consideration by the County Assembly. So far, in Uasin Gishu the status of legislation is as

follows:

List of bills assented to and passed into law

ACT POLICY MAKER

Finance Act

C.E.C – Finance and Economic Planning

Alcoholic Drinks Control Act

C.E.C – Health Services

Bursary and Skill Development Support

Disbursement Act

C.E.C – Education, Culture, Youth Affairs

and Social Services

County Assembly Car and Mortgage Scheme

Act

C.E.C – Finance and Economic Planning

List of bills assented to and in the process of gazettement

ACT POLICY MAKER

Education Revolving Fund Bill C.E.C – Education, Culture, Youth Affairs

and Social Services

Flag Emblems and Name Bill C.E.C – Public Service Management

Project Implementation and Management Bill C.E.C – Finance and Economic Planning

Supplementary Appropriation Bill C.E.C – Finance and Economic Planning

Way Leaves Bill C.E.C – Roads, Transport and Public Works

List of bills prepared and one motion (debate) in county assembly

Bill POLICY MAKER

County Corporations Bill

C.E.C – Trade , Industrialization, Co-

operatives and Tourism Management

County Co-operative Enterprise

Development Fund Bill

C.E.C – Trade , Industrialization, Co-

operatives and Tourism Management

Trade Licensing Bill

C.E.C – Trade , Industrialization, Co-

operatives and Tourism Management

County Roads Bill C.E.C – Roads, Transport and Public Works

Emergency Fund Bill C.E.C – Finance and Economic Planning

Polytechnics Bill C.E.C – Education, Culture, Youth Affairs

and Social Services

Disaster Management Bill C.E.C – Roads, Transport and Public Works

The legal department is also in the process of receiving policies from various Chief Executive

for drafting bills.

Policy Makers

As indicated above, the County Executive Committee prepares the policy documents for

analysis and drafting of bills at the Legal Office. We have 10 County Executive Committee

Members for the departments.

Administrative procedures and summary

Upon being forwarded to the County Assembly, a bill passes through five stages. These are.

1. First Reading – This is to draw the attention of the members and the public to the

Bill. At this stage, the Bill may be referred to the relevant Sectional Committee.

2. Second Reading – Here the mover introduces, outlines its aims and objectives.

3. Committee of the whole County Assembly as a stage – Here the Bill is considered

clause by clause.

4. Report Stage – The Committee informs the County Assembly sitting in plenary of

their consideration of the Bill

5. Third Reading – Members again debate the principles of what is already in the

Bill.

When a Bill has passed its Third Reading, it is sent by the Hon. Speaker to the

Governor for assent.

Procedure to be followed where the Governor declines to assent to a Bill passed

by a County Assembly are in section 24 of the County Governments Act, 2012.

In summary, the Governor shall within fourteen days after receipt of the Bill assent to the Bill

or refer the Bill back to the County Assembly with a Memorandum outlining reasons for the

referral.

If referred back, the County Assembly can amend the Bill taking into Account the issues

raised by the Governor; or pass the Bill without amendment.

Apart from legislation we have also been engaged in drafting agreements with various

companies that were awarded tenders to carry out various works as desired by the County

Government.

Litigation and prosecution

Involves the process of handling cases in which the County Government has either been sued

or is suing.

The division took over cases that were being handled by the defunct Municipal Council of

Eldoret.

Registry records are being organized our registry, arranged our files in the file cabinets and

updated various files. We have also prepared a list of all cases and their current status with a

view of developing a database for our matters.

Whenever the County Government is sued and service of court documents effected, the case

is analyzed and the instructions issued to an advocate to enter appearance on the county’s

behalf.

Thereafter legal team liaises with the County Department in which the matter is concerned in

order to supply information that can provide an appropriate response to the suit.

Legal facilitates the preparation of documents, case witnesses to sign the documents to

facilitate the hearing of the cases. Legal team also organizes for the witnesses to attend court

and testify.

Summary of the Cases

The number of legal cases is 59 at different stages in different courts.

Coordinating with other agencies

We have been working with different agencies like the National Land Commission and

Ethics and Anti-corruption Commission to ensure that illegally acquired public land is

reverted back to its original purpose. This involves investigating the various documents used

in the transactions. We then forward the documents to the agencies to verify their

authenticity.

Achievements

Improved handling of county litigations

Challenges

The misplaced records

Acute understaffing in the division

MONITORING AND EVALUATION

INTRODUCTION

This chapter outlines the monitoring framework for the Sectorial report. It gives main

indicators for docket’s monitoring and indicators for the financial year 2013-2014. It also

identifies annual targets included in the dockets 2013/14 work plan and achievements so far

made in the last planning period.

BUDGET ALLOCATED (KSHS)

ACTUAL OUTPUT

APPENDICES

APPENDIX I Indicative Monitoring & Evaluation Impact/Performance Indicators

Strategic area Branding

To market the

county locally and

internationally

To attract and

maintain investor

interest and

confidence

Branding

strategies

developed

Monthly county

magazines

published

Stakeholder fora

established

County website

regularly updated

Events, road

shows and

competitions

organized

-Strategy paper

-Published

county

magazines

Reports on

stakeholder

engagement,

events and

road shows

photographs of

screens at

reception

Branding

strategy paper

not developed

Monthly county

magazine

published

County reception

improved

Objective

partially met

the

remaining

area spills

over to

2014/15

Strategic area Legal services

Objectives Expected Outcome Performance

indicators

ACHIEVEME

NTS

REMARKS

To provide legal

advice to the county

government on legal

issues

To draft county laws

for approval by the

CA

To draft policy

papers deliberated

by the CEC for

approval by the CA

To ensure effective

representation of the

county in legal

battles

Legal requirements

complied to by the

county

Policy papers and

laws approved by

CA

Legal registry

established

County case

files

Approved

county laws

and policy

papers

Legal

communication

structure paper

County legal

office establish

Legal officers

hired

Objective

partially met

– staffing of

the unit yet

to be done

because of

recruitment

freeze

Strategic Area Compliance

To ensure

compliance with

national and county

laws, set regulations

and guidelines

To ensure security

of county residents,

county staff,

property and

environment

-Lawlessness

reduced/law

breakers prosecuted

-Audit reports

produced and

recommendations

implemented

-Surveillance

equipment installed

-Enforcement

section optimally

staffed

-Compliance

strategy paper

-Deployment

letters

-Procurement

documents for

surveillance

equipment

-Internal audit

work plan

Lawlessness and

hawking reduced

Internal audit

carried out

CCTV Cameras

being installed

Objective

met

Strategic Area Registry

Objectives Expected Outcome Performance

indicators

ACHIEVEM

ENTS

REMARKS

To ensure safe

custody of county

records

To ensure efficient

and effective flow

of information

To ensure

confidentiality of

records/information

To provide

sufficient backup

for records.

-file

movement/tracking

system developed

-file handling

policies developed

Bulk filers procured

and installed

Digitization of file

records

Server procured and

installed

Registry information

management system

software installed

and operationalised.

File

movement/trac

king registers

Policy

document on

file handling

e-operations of

registry

Registers in

place

Policy yet to

be

development

Records back

up not

developed

Objectives

partially met

Strategic area Performance management

To improve

performance by

focusing on set

targets derived from

organizational goals

To provide a

platform for

employee

development

To create an

interactive forum

between supervisors

and employees

PAS secretariat

established

Staff sensitized

Reward/sanction

policy established

Performance

contracts signed

Appointment

letters for

secretariat

members

-Sensitization

reports

Reward/sanctio

n policy

document

-Signed

performance

contracts

Not done Objective

not met

Strategic area Staff welfare

Objectives Expected Outcome Performance

indicators

ACHIEVEM

ENTS

REMARKS

To ensure safety of

all employees at

their working

stations

To continuously

improve the

working

environment for

improved

performance

To ensure

harmonious co-

existence between

staff and

management and

among staff

Equipment

maintained

Motivated and

performing staff

Inspection

maintenance

certificates for

equipment

Progress

reports

Office

furniture and

equipment

bought

Objective

partially met

Strategic area

To establish and

operationalise field

services units

To take services

closer to the people

through

Sub-county and

ward personnel

recruited

Sub-county and

ward offices built or

improved

-Field Reports

and feedback

-Completion

certificates

-Appointment

Sub county and

ward offices

set and staff

recruited

Objectives

met

decentralization The public served at

the decentralized

units

letters

Strategic Public participations

To establish a public

participation forum

To execute civic

education on major

county and national

issues

Public participation

policy developed

Stakeholder forum

established

Civic education

program developed

Public

participation

policy

document

Civic

education

program

Public participation

document in

progress being

developed

Request for

proposal on civic

education carried

out

Objective

Met

Strategic Asset tagging

Objectives Expected Outcome Performanc

e indicators

ACHIEVEMENT

S

REMAR

KS

To identify and tag

all county assets

To attach value to

each county asset

To secure county

assets

County Inventory

updated

All assets tagged

County assets valued

Assets

Inventory

To establish

linkages between

the county and the

Diaspora

Partnership MOUs

signed

Joint programmes

developed

Focal Diaspora

contacts established

Reports

MOUs

Lists

Diaspora

focal

contacts and

records of

engagement

Old partnership

maintained

New partnership

with the city of

Arizona established

Diaspora contacts

available

Objective

met