ICT ROADMAP (2015-2020) - ICT Authorityicta.go.ke/pdf/24.pdf · table 4: county swot analysis 15 1.4 county monitoring and evaluation 16 1.5 county stakeholders analysis 16 table

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

MERU COUNTY GOVERNMENT

November 2015

ICT ROADMAP(2015-2020)

Meru County Government ICT Roadmap 2015-2020

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TABLE OF CONTENTS

PART 1: INTRODUCTION AND BACKGROUND INFORMATION 101.1. COUNTY STRATEGIC DIRECTION 101.2 COUNTY PROFILE 111.2.1 GOVERNANCE STRUCTURE 11 FIGURE 1: MERU COUNTY GOVERNANCE STRUCTURE 121.2.2 STRATEGIC FOCUS AREAS AND PLANS 121.2.3 SOCIAL ECONOMIC DATA 13 TABLE 1: MERU COUNTY POPULATION FACTS, CENSUS 2009 13 TABLE 2: COUNTY HEALTH AND LITERACY INDICATORS 14 TABLE 3: COUNTY ACCESS TO INFRASTRUCTURE 141.3 COUNTY SWOT ANALYSIS 15 TABLE 4: COUNTY SWOT ANALYSIS 151.4 COUNTY MONITORING AND EVALUATION 161.5 COUNTY STAKEHOLDERS ANALYSIS 16 TABLE 5: COUNTY STAKEHOLDER ANALYSIS 16

PART 2: CURRENT STATE 182.1 CURRENT STATE OF ICT IN THE COUNTY 182.1.1 COUNTY ICT STRUCTURE 182.1.2 CURRENT ICT DIRECTION 182.1.3 COUNTY ICT SWOT ANALYSIS 18 TABLE 6: ICT SWOT ANALYSIS 19CURRENT ICT DIRECTION 202.1.5 CURRENT COUNTY INTEGRATION TO NATIONAL ICT MASTER PLAN 202.1.6 CURRENT STATE OF ICT IN THE COUNTY 21 CURRENT STATUS 21 FINANCE DEPARTMENT 222.2 CURRENT STATE OF COUNTY MATURITY – COBIT 23 COBIT BENEFITS 232.2.1 COBIT GAP ANALYSIS 24 TABLE 7: MERU GAP ANALYSIS 242.3 FINANCIAL POLICY AND STRATEGY FOR ICT 25

PART 3: SUMMARY OF DESIRED END STATE 263.1 DESIRED END STATE DESCRIPTION 26 TABLE 8: COUNTY OBJECTIVES ALONG THE FOUR ICT THEMATIC AREAS 273.2 GAP ANALYSIS AND CLOSURE STRATEGY 27 FIGURE 2: COBIT CURRENT, BENCHMARK AND DESIRED SPIDER CHART 28


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TABLE 10: GAP ANALYSIS ALONG FOUR THEMATIC AREAS 303.3 FINANCIAL POLICY AND STRATEGY FOR ICT 31

PART 4: ICT VISION ROADMAPS AND ICT MATURITY 324.1 CONNECTED COUNTY GOVERNMENT 33 TABLE 11: CONNECTED COUNTY GOVERNMENT FLAGSHIP PROJECTS 34 TABLE 12: CONNECTED COUNTY PROJECTS 35 TABLE 13: CITIZEN SATISFACTION PROJECTS 384.3 CONNECTED CITIZEN 38 TABLE 14: CONNECTED CITIZEN PROJECTS 404.4 CONNECTED LEGISLATORS 40 EXAMPLES OF SYSTEMS 41 DESIRED OUTCOMES 41 POLICY AND LEGISLATION 41 TABLE 15: SUMMARY OF CONNECTED LEGISLATOR PROJECTS 41 FIGURE 4: COBIT IMPLEMENTATION PHASES (SOURCE ISACA) 42

PART 5: CRITICAL SUCCESS FACTORS 43 FIGURE 5: CRITICAL SUCCESS FACTORS 435.1. VISION, OBJECTIVES AND STRATEGY 435.2. LAWS AND REGULATIONS 435.3. ORGANIZATIONAL STRUCTURES 445.4. BUSINESS PROCESS 445.5. INFORMATION TECHNOLOGY 44 TECHNICAL AND HUMAN RESOURCE CAPABILITIES 44 TABLE 16: CRITICAL SUCCESS FACTORS 46

PART 6: PRIORITY PROJECTS FOR QUICK WINS 476.1. COBIT IMPLEMENTATION 48COST IMPLICATIONS 48


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SIGN-OFF AND APPROVALSProject: County ICT RoadmapSign-off for: County RoadmapCounty: MERU

Sign-Off:

______________________ Accepted

______________________ Accepted with Modifications

______________________ Not Accepted

Signature:

Accepted_____

Date 1/9/15

Name (Capitals): JOHN N. LIBOYIPosition: 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 Meru 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 Meru 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 Meru 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

ICT has profoundly changed almost all aspects of society. It is now central to how people communicate, interact, make decisions and do business. This includes the way governments operate and deliver services. ICT plays a key role in social and economic transformation. It makes possible the transformation of government services, its business operations and enables open engagement with communities. Possibilities created by current and emerging technologies have also influenced and raised citizen expectations for dealing with government. The Meru County ICT Roadmap presents strategies that the county could use to improve service delivery using information technology. The roadmap is built on a vision that government interactions with people, businesses and the community will occur seamlessly as part of everyday life. ICT will enable people to easily access and automatically receive a range of services streamlined from across government and tailored to their individual needs and preferences, delivered on multiple channels and devices.Systems and projects proposed in this document will, once implemented, enable both Government staff and Citizens to make better and informed decisions using a truly open, interactive government ICT infrastructure to support sustainable, vibrant communities. It will enable individuals, communities, business, not-for-profits and the county staff to collaborate more closely with all actively involved in the conversation and in co-designing innovative and location-aware government policies and services.It is my hope that we will derive value from the projects proposed here.

H.E. Peter MunyaGovernor, Meru County

H.E. Hon. Peter MunyaGovernor, Meru County


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ACRONYMS

BPR Business Process Re-EngineeringCBO Community Based OrganizationsCCK Communication Commission of KenyaCECM County Executive Committee MemberCIDP County Integrated Development PlanCO Chief Officer

COBITControl Objectives for Information and Related Technology

DMS Document Management SystemEMR Electronic Medical RecordsGDP Gross Domestic ProductGIS Geographic Information SystemsHR /M Human Resource ManagementICT 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 AfricaISACA Information Systems Audit & Control Association ISO International Standards OrganizationLAN Local Area NetworkM&E Monitoring and EvaluationNGO Non-Governmental OrganizationsNOFBI National Optic Fiber Backbone Infrastructure nRI Network Readiness IndexPaaS Platform as a ServiceSaaS Software as a ServiceSLA Service Level AgreementSMEs Small and Medium sized EnterprisesSWOT Strengths, Weaknesses, Opportunities and ThreatsTCO Total Cost of OwnershipWAN Wide Area Network


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EXECUTIVE SUMMARYThe need for open and transparent government, in which transparent processes give staff and citizens quick, convenient access to information, such as tax and revenue figures, government expenditures, and service levels, is essential in propelling the Meru County to greater heights of economic development. This is envisaged in increased investments, jobs and business opportunities for all citizens, and where towns and neighborhoods are an excellent place in which to live, study, work, visit and invest. This requires that the County develops strategies to enable citizens and staff to have accurate, real-time and online visibility into their county performance and reporting mechanisms. ICT is a key pillar for these strategies.

One of the Meru County Government’s strategic focuses is to invest in Information and Communication Technology (ICT) for improved governance and service delivery. ICT has demonstrated its propensity to enable other sectors of the economy, improve resource management and lower operational costs while improving operational and management efficiency. The County is poised to use ICT to set an example for Meru as a model County, provide better services to Citizens and deliver improved value for money for the Meru People.

To this end, the County Government has recognized the importance of prioritizing investments in ICT and is in the processes of appointing an ICT Governance committee responsible for identifying and streamlining ICT investments with County Development objectives. The Governance Committee will also be responsible for creating and guiding a legal and policy framework for ICT development in the County.

The ICT Roadmap for the Meru County has been jointly developed by the people of Meru in consultation with Information Professional Africa (IPA) – the Consultant -and with the support of funding by the World Bank, through Information and Communication Technology Authority (ICTA) of the Kenya Government. The Roadmap identifies and prioritizes various sector specific initiatives where ICT can add value or create new value chains, enable information management or extend the reach of Government services.

From the research carried out, it was observed that the level of ICT maturity is low and ICT governance structures have not been optimized for effective ICT management. ICT infrastructure is poor, county staff lack appropriate ICT skills.

The report is organized as follows. Part 1 provides a brief background of Meru 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 ICT Vision Roadmap and ICT Maturity. The Critical Success Factors are presented in Part 5 while Priority Projects for Quick Wins are described in Part 6.


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PART 1: INTRODUCTION AND BACKGROUND INFORMATIONThe County government of Meru published the County Integrated Development Plan (CIDP) in November 2013. The CIDP described how the government service delivery landscape across key priority sectors will be achieved in the period 2013-2017. Some of the prioritized sectors identified by the CIDP include Governance and Public Administration; Information and Communication Technology (ICT); Justice, Cohesion and Security for Development; Disaster Preparedness and Management; Planning; Health; Social Protection, Culture and Recreation; Infrastructure; Financial Services, Trade, Co-Operatives and Enterprise Development; Industrialization; Land; Agriculture; and Tourism.The CIDP expects each County department to develop sector specific strategic plans. This ICT Roadmap identifies ICT sector projects and outlines how the projects will help stimulate economic growth, strengthen governance, improve County Service delivery, create jobs for the youth, improve County information management and reduce wastages and projects’ failures.

1.1. County Strategic DirectionThe County’s Vision is a United Prosperous Green Model County. The CIDP lays out sector specific vision, strategies and outcomes towards an improved service delivery mechanism for Citizens. The County’s Mission is: “to facilitate sustainable development and wealth creation in the County through commerce, technological innovations and industrialization that leverages on our skilled human resources, agriculture, wildlife, bio-diversity and cultural heritage.”

The County Vision and Mission is supported and anchored in 6 core values:• Integrity: Honesty and sincerity are an integral part of the County’s operations. We

shall uphold these through strict adherence to the moral principles underlying all our policies.

• Transparency and Accountability: We shall always endeavor to be transparent, answerable and liable at all times.

• Team work: We treat one another with respect and communicate openly. We create a workplace that fosters community, respect, and uniqueness of each person, promotes employee participation to ensure their full contribution and appreciate the value of multiple perspectives and diverse expertise.

• Inclusiveness: In all our undertakings, we shall have people from diverse backgrounds or communities involved in development. The County values the perspectives and contributions of all people, and incorporates the needs, and perspectives of communities into the design and implementation of County programs. All groups and members of the County shall be treated equally and without exception.

• Innovativeness: We thrive on creativity and ingenuity. We seek the innovations and ideas that can bring a positive change. We value creativity that is focused, data-driven, and continuously-improving based on results.

• Hard work: We shall be patriotic to the cause of the County and be guided by ethics of hard work in all our undertakings.


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1.2 County ProfileThe County Government of Meru, like all other 46 Counties in Kenya is headed by an executive Governor and a Deputy Governor. As shown in the diagram below, the County Governance structure has four broad areas of the County Executive Government, the County Public Service Board, the County Treasury and the County Assembly.

This section provides a summary of County Governance Structures, strategic direction and social economic data.

1.2.1 Governance StructureThe Constitution of Kenya 2010 identifies good governance, integrity, transparency and accountability as national values. Good governance in the public sector is the cornerstone for efficient and effective organisational performance and is underpinned by a number of accountability requirements. Systems and structures for governance need to be supported by effective leadership and organisational culture.The governance principles set out in section 10 of the Constitution of Kenya are implemented through a County Governance structure shown in Figure 1 below.The County executive comprises of the Governor and the deputy Governor and County Executive Committee. Other actors are the County Public Service, the County Treasury and the County Assembly. Each of these institutions is required to include citizens and stakeholders in making of public decisions.

Figure 1 below provides a summary of the County Governance Structure.


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Figure 1: Meru County Governance Structure

The County governance structure provides systems and structures by which the County and the people within it are held to account.

1.2.2 Strategic Focus Areas and PlansMeru County Strategic plan is provided by the County Integrated Development Plan 2013-2017 and other documents such as the vision 2030, sustainable millennium goals and fiscal papers.The County CIDP has a large scope of over 15 sectors ranging from health to education, agriculture, infrastructure, Governance and Public Administration, Citizen Participation, civic education, communication and access to information, Information and Communication Technology (ICT), Social services, land management and industrialisation. A complete list of sector specific objectives and projects in each sector can be found in the Meru CIDP.To achieve these sector specific plans in health, education, agriculture, infrastructure and social services, the county has set up ambitious but objective and innovative delivery approaches that use ICT to strengthen governance, allow departments to work together and improve resource management.The County ICT Roadmap has identified the following objectives for the county:

i. Need to reduce operating costs whilst delivering better public services


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ii. Need to increase the County capability to deliver innovative ICT services. These capabilities include staff skills, project management, monitoring and evaluation as well as a culture that promotes openness and accountability and equity in the use of public resources.

iii. Need for all government departments to work together much more effectively

In order to achieve the above objectives, ICT will be used as an enabler to create common government standards and create a common ICT infrastructure allowing departments to focus on service delivery. Standards and infrastructure will provide cost savings through Asset sharing and re-use and provide the critical foundations for running shared services.

In order to deliver public service using ICT, there is need to carry out a thorough SWOT analysis and stakeholder analysis. SWOT analysis will help the County identify strengths and opportunities while stakeholder analysis is critical in identifying user needs and expectations.

Section 1.3 below discusses the benefits of SWOT analysis while section 1.5 describes user and stakeholder analysis.

1.2.3 Social Economic DataThe County lies to the East of Mt. Kenya whose peak cuts through the southern boundary of the County. It shares borders with Laikipia County to the West, Nyeri to the South West, Tharaka-Nithi to the East and Isiolo to the North. It straddles the equator lying within 00 6’ North and about 00 1’ South, and latitudes 370 West and 380 East. The County has a total area of 6,936.2 km2 out of which 1,776.1 Km2 is gazetted forest.Meru County has a population of over 1,443,555 people. The county has a population growth rate of 2.1 per cent against the National average of 2.7% (census 2009). Table 1 below presents a summary of Meru County population information. The Rank column indicates the position within Kenya.

Table 1: Meru County Population Facts, Census 2009

The County population density stands at 282 persons per Km2. The 2012 projected population


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of the County stood at 1,443,555, which consist of 713,801 males and 729,754 females. The County population is projected to be 1,536,422 in 2015 and 1,601,629 in 2017.

Unemployment rate remains high in the County at approximately 65 % of the total labour force. This translates to over 515,565 in 2012 persons seeking job opportunities without success. The County rate of literacy stood at 53 per cent in 2012, with the sex ratio being male 40 per cent and 60 per cent female.

Health indicators also remain grim as indicated in Table 2 below. Only 47% of the children less than one year are immunized. HIV AIDS is indicated at 3.8% against the national average of 5.9. In spite of this low HIV / AIDS indicator, the County health department has an objective of reducing this to below 1% in line with the new sustainable millennium goals.

Table 2: County Health and Literacy Indicators

As shown in Table 3 below, access to infrastructure in the County is poor. Only 5% of the total road network is paved while only 13% of the households have access to electricity.

Table 3: County Access to Infrastructure

The County expects to improve the electricity in household through the rural electrification programmes and through development of solar and wind power farms.Nevertheless, the above statistics confirm the need for the county’s focus on improving the quality of life of the citizens through improved access to water, health, education, infrastructure and markets.Poor health, low education, access to electricity and poor infrastructure has a directly bearing on poverty in the county which stands at 28%. As the CIDP notes ICT can help address county challenges, mostly in education, health and agricultural production through efficient information management and information communication. To this end, there is need to refocus resources into Governance and Public administration and Information Technology.


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1.3 County SWOT AnalysisImplementing the systems and plans identified by both the CIDP, sector specific plans and the ICT Roadmap requires a clear understanding of the County strengths, weaknesses, opportunities and threats. A study undertaken by an organization to identify its internal strengths and weaknesses, as well as its external opportunities and threats is called SWOT Analysis.Although there are many advantages of a SWOT analysis, their major benefit is in allowing the County Government to:

• For staff to understand its mandate and citizen expectations better

• Address weaknesses such as low staff literacy

• Identify and address threats to successful delivery of services or implementation of projects

• Capitalize on opportunities such as ICT investments and innovations

Table 4 below provides a summary of SWOT analysis for Meru County.Table 4: County SWOT Analysis

County Strengths County Weaknesses

• Availability of wide range skilled manpower

• Large tracts of arable land• Favourable climate for agriculture• Potential for irrigation agricultural

production• Strategic location• Hospitable locals• Fair infrastructural facilities e.g. tarmac

roads, telecommunication, electricity etc.

• Availability of water resources• Availability of financial institutions

• Limited industrialization• Limited value addition to agricultural

produce• Vast un adjudicated land• Relatively high illiteracy levels• Cultural rigidity• Skewed distribution of facilities

especially in education and health• High understaffing across sectors• Poor soil conservation measures• Subsistence agricultural practices and

land subdivision

• County Opportunities • County Threats

• The LAPSSET corridor• Proximity to Mt Kenya tourist site• Airport construction at Isiolo• Availability of many rivers/ water source• Bordering the proposed resort city of

Isiolo (hotels, food)• Industrialization ( adequate raw

materials)• Untapped rich Meru cultural practices• Untapped natural resources

• Cattle rustlers• Border disputes with Tharaka Nithi and

Isiolo Counties• Banning of ‘Miraa’ trade• Natural disasters such as drought,

landslides, floods.


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1.4 County Monitoring and EvaluationExisting Monitoring and Evaluation approaches are not equipped to support the County in its move towards a digital services and a networked economy. Currently, each department is responsible for project monitoring and evaluation.

1.5 County Stakeholders AnalysisAs stated earlier, a clear understanding of County stakeholders and their expectations is essential in design and delivery of public service. 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 1 . The process looks at why the stakeholders respond the way they do and how they may be influenced to ensure a response most favorable to achieving project goals. The 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. A scale of 1-5 is assigned to each stakeholder and rates as described below.

• 1= negatively, actively or subversively working against• 2= moderately negative, passive resistance• 3= Neutral• 4= moderately positive, passive support• 5= Active support, “All in”

Table 5 shows stakeholder matrix for Meru County from an ICT project management perspective.

Table 5: County Stakeholder Analysis

Stakeholder Strategic Importance

Current Commitment

Involvement Goals/Needs

ICT governance committee

Defines and prioritizes use of resources to drive transformation

Not in place Decision making Define key performance measuresGuide deployment of effortsImplement strategyReport on successes

Leadership Provides resource support and endorsement for transformational leadership

5 – the cabinet as an ICT Committee that presents management

Support/Endorsement

Overview of key activities/ service issuesOverview of performance measures

1 Savage, G.T., T. W. Nix, Whitehead and Blair (1991). “Strategies for assessing and managing organisational stakeholders”.


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Staff Streamline process and increase capacity; improve service delivery

3 Feedback Demonstrate expected behavioursProvide feedback on leading practices and experiences

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

4 – ICT Committee in place

Oversight Overview of project implementation in regard to policies and legislation

Citizens Provide feedback on service delivery systems and citizen satisfaction

3 – Challenges in ICT literacy hinder capacity

Public participation

Understanding of the project and its needs/effects of implementation

The CIDP has further categorized the stakeholders into several categories i.e.:• Local communities: Expect prudent use of resources including policies that enable

equitable distribution of resources. This category is comprised of County Citizens. They participate in governance through public participation, identification of projects and provision of feedback. They support the County government through payment of rates and taxes.

• National Government of Kenya and other public sector institutions: The National Government offers financial support through devolved budgets. At policy level, ministries in the National Government provide policy and regulatory framework. For ICT projects, the National Government through ICT authority and the Ministry of Information provide support in running projects identified in the National ICT Master Plan such as staff training, roll out of the NOFBI and policy development.

• Development Partners e.g. Donor, NGOs, CBOs run specific programs that address the County mandate of service provision and empowering citizens to take control of their destiny. NGOs are essential in providing basic services in sanitation, health, agriculture and education.

• Civil Society and the media play a key role in improving public accountability, information dissemination and civic education.

• Private Sector: Community mobilization, Facilitation of investments, lobbying relevant authorities, Alignment of activities to County vision & mission and Corporate- social responsibility. The business communities expect a good working environment for doing business and expect to benefit from devolution by doing business with the government.


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PART 2: CURRENT STATEThis section describes the current state of ICT in Meru County. Section 2.1 discusses the current state of ICT in the county. It uses the County ICT structure, current ICT direction and ICT SWOT analysis to describe how ICT is utilized in the County.

2.1 Current state of ICT in the CountyOverall, the County has not optimized ICT and related systems for service delivery and internal efficiencies.

2.1.1 County ICT Structure

Within the overall County Governance Structure, ICT is a directorate in the department of Lands, Planning and ICT. The department is headed by an ICT director who reports to a chief officer. The department has four ICT staff who offers services to other departments within a centralized framework.

2.1.2 Current ICT Direction

The County CIDP has set the ICT mission, vision and objectives for the period 2013 to 2017. • Vision: an empowered and knowledgeable County,• Mission: Provision of a robust IT and Communications platform for efficient service

delivery and visibility• Objectives

1. Use technology to create awareness, inform and educate the Citizens on the relevant development issues and activities of the County Government.

2. To profile Meru County as a regional and global hub for investments and, tourism.3. To provide data and information to other sectors for better planning.4. To enhance operations of the County government and reduce operational costs by

automating County internal services and processes.

2.1.3 County ICT SWOT Analysis The County CIDP extensively describes the role of ICT in enabling County Government sectors to jumpstart efficient delivery of public services and to create an enabling environment for innovation and job creation. In its SWOT analysis, the CIDP argues that availability of funds, well trained and motivated public service and appropriate governance and legal frameworks can spur this sector given that the County has one of the highest Mobile Phone Penetration rate in Kenya at over 70%.

However, lack of an ICT strategy implies that resources are not strategically invested and their benefits tracked for economic take off. Moreover, procurement lead times create acquisition delays. Lack of an ICT Governance Committee is a hindrance in identifying and mainstreaming innovation of ICT products and services.


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Table 6 below presents a summary of the County ICT SWOT Analysis.Table 6: ICT SWOT Analysis

County ICT Strengths County ICT Weaknesses

• Ability to adopt creativity and innovation in managing communication and technology

• Supportive management and focused leadership

• Well spread mobile penetration among county population

• Fairly well educated population• Economically endowed population

• Lack of Information technology and Communication infrastructure

• Lack of Communication and Information technology strategy

• Insufficient qualified ICT personnel• Lack of skills to match expanded ICT

role• Technology illiteracy among the staff• Poor Communication & long

Procurement processes• Inadequate office accommodation

and equipment• Inaccessibility of services in some parts

of the County

County ICT Opportunities County ICT Threats

• Fibre Connectivity• E- Government projects• Supportive legislative initiatives and

enactments• Growth and advancement in ICT in the

country• Conducive social and political good

will in supporting the implementation of the Constitution

• Availability of relevant skills in the dynamic

• labour market• Increased public awareness and

demand for services• Possibility of benchmarking with

other regional/County Governments regionally and globally;

• Ongoing public sector reforms;• Educated and knowledgeable

citizenry

• Cyber security• Expensive Internet services• Competition from private media• Influx of irrelevant information from

national and foreign media• Inadequate ICT coverage in the

country• Austerity measures and delays in

releases of exchequer;• Resistance to change by stakeholders• Enlightened and litigious citizenry.• Non- competitive terms and conditions

of service


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Current ICT Direction Vision: An empowered and knowledgeable CountyMission: Provision of a robust IT and Communications platform for efficient service delivery and visibility

Strategies Plans:The County has not developed any ICT strategic plan

ICT Department Objectives• Use technology to create awareness, inform and educate the Citizens on the relevant

development issues and activities of the County Government.• To profile Meru County as a regional and global hub for investments, tourism and

development.• To provide data and information to other sectors for better planning.• To enhance operations of the County government and reduce operational costs by

automating County internal services and processes.

Ongoing Projects• E-Government Fiber connectivity: To facilitate easy access to information and efficient

Communication. The Fiber Cable is already in Meru Town. • County Website Development: To provide a platform for communication and provide

digital services to citizens• Development of County ICT Strategy & Policy: To provide a road map for ICT

implementation in the County• Development of the Communication and Branding Strategy : To provide an efficient

and effective communication framework within the County• Establishment of County Radio and TV Stations: To provide timely access to information• Establishment of the Customer Care Desk : To provide information and feedback to

customers concerns

2.1.5 Current County Integration to National ICT Master PlanThe Kenya National ICT Master Plan is a document that defines an enabling policy, legal and regulatory framework that aims at enabling e-government services that are simple to use and convenient for citizens and businesses and that increase the productivity, efficiency and effectiveness of critical economic sectors. It hopes to stimulate the setup and growth of ICT-related businesses to enhance employment creation, enable and scale up ICT innovation and develop a dynamic and robust ICT sector that will enhance socio-economic growth in Kenya.

One of the flagship projects is the National Optic Fiber Backbone Infrastructure (NOFBI) that is connecting all towns in Kenya to enable seamless connectivity. Already the cable is in Meru Town but it is yet to be connected to County Government offices, partly because most Government offices are located in temporary offices.

Another National Master Plan project is the connection of all National and County Government to IFMIS, an Integrated Financial Management Information System that promotes openness and accountability in the use of public money. Currently the County is using IFMIS mainly for payment and has not operationalized the e-Procurement module that automates business process which include procurement planning, management of


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suppliers, requisitions, quotations, contracts and receipts.

Although IPPD is in use by the public Service, lack of HR staff for the system means that it is not effectively used for staff management. Some basic functionality in HR management is needed for example timesheets and performance reviews.

2.1.6 Current State of ICT in the CountyICT adoption and usage in Meru County remains basic, mostly for word processing and email. ICT infrastructure across departments is inadequate. Some departments lack basic infrastructure such as Desktop computers and Local area networks. In some departments, such as agriculture, existing computers in sub County offices were those inherited from the National Governments and remain in un-repairable condition. In the department of Agriculture, through the e-Extension programme, some staff have been equipped with special laptops and trained.

It was also noted that because of lack of connectivity, the County is spending a lot of money buying printers for each office while it should be possible to share one printer across many departments.

A summary of findings in each department is described below. It should be noted that no department has developed a strategic plan and that ICT Budgets are basically for equipment acquisition.

Department of Lands, Planning and ICT. This is the docket under which ICT falls. The ICT department has four staff two ICT officers and a Director all based at the headquarters. There is no ICT staff at sub-county offices. The department is responsible for day to day operational maintenance of ICT infrastructure and advises all other departments on ICT including provision of Technical Evaluation for procurement of ICT equipment and services.

Current StatusThe findings on the current ICT state were as follows:

1. Basic fragmented LANs across departments mostly on Wi-Fi. As the County Government moves departments to a central place, the department would like to connect all offices to a common Wide Area Network based on Fiber Optic so as to accelerate information sharing and management.

2. The department has acquired a Paybill system to support payments but which it is not in use.

3. Staff communication and communication with citizens remain a challenge for the department. There is no common approach to communication, with each department (ministries) responsible for its mode of communication. Internal communication is based on paper memos.

4. Other ministries believe that there is need to allow them run sub websites on the main Government website where they can publish department specific news and policies.

5. Planning, approval and development process has not been automated leading to slow approval of development projects. The department is interested in support for an integrated automated GIS based system that supports Zoning and planning approval processes.

6. Existing Monitoring and Evaluation approaches are not equipped to support the County in its move towards a digital services and a networked economy.


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7. Integration challenges as each department acquires their own systems, with different standards.

8. ICT function has not been fully recognized as an Asset, for many users ICT is just a computer (hardware). The cost for Software (systems purchases) is not factored into budgets

9. Software licensing is not well streamlined. Some staff, especially those on Laptop computers, use non licensed or pirated programs (software not specifically licensed for Government)

Finance DepartmentThe finance department has fully implemented IFMIS and IPPD in line with Central Government requirements. The department is also in the processes of acquiring a revenue collection system.

It should be noted that all county departments face the same challenges:1. A thin application software portfolio. Other than the department of Health and

agriculture which use specialize software, all other departments only use Microsoft office for word processing. There is need to budget and acquire high level software and databases that enable service delivery or information management.

2. Low staff ICT skills across departments. This is a hindrance to ICT investments. A staff training plan with enough budgets is necessary to create an enabled and empowered workforce that can deliver services using ICT.

3. Project Management in all sectors is not automated, making projects information management slow and expensive.

4. ICT infrastructure: Connectivity and bandwidth challenges exist in all departments. Focus should be given to last mile connections of all county departments to the fiber optic cable.

Nevertheless, from the discussions held with County government officers and stakeholders, the following projects were in the pipeline for consideration:

• A networked County where infrastructure is out sourced while the Government concentrates on services delivery across / over a common infrastructure.

• The County Integrated Development Plan has identified the ICT Strategy as a key requirement. The Strategic plan will be aligned with the CIDP, Vision 2010 and the National ICT Master plan. It is expected to set direction on ICT investment as well as provide a framework on how the government will benefit from ICT investment

• Other Priority areas of interest include:1. The development of a GIS Lab; 2. Digitization of the land registry; 3. investment in a Document Management and Knowledge Management Portal;4. Procuring an integrated Revenue Collection system; 5. Recruitment and training of ICT staff; 6. Investing in Youth Information Centers (a strategy expected to spur innovation

among the youth and create jobs).7. Availing ICT connectivity to create an enabling environment for ICT usage 8. Provision of VPNs in sub-counties


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The department anticipates moving all government services to online services. Strategic services such as those that improve Citizen Service delivery across departments (shared services) for Communication (email, SMS, Website), Public Participation (SMS alerts, Video Conferencing) are key to services delivery. The dream is where such services are available to citizens, staff and other stakeholders from anywhere on multiple platforms (mobile, web, etc).

Other important investment areas include building and equipping a data center, developing a strategic plan and ICT policies (Business Continuity and Disaster Recovery Policy, Security Policy etc).

To ensure that staff is equipped to optimized the envisioned move to digital services, the department hopes to partner with Universities, private sector and national government to train staff.

2.2 Current state of County Maturity – COBIT The COBIT framework has benefits in measuring ICT maturity. COBIT is used to derive current gaps that the county needs to address in order to achieve its ICT and County Objectives.

COBIT BenefitsCOBIT supports IT Governance by providing a framework that ensure that IT is aligned with the business, IT resources are used responsibly and IT risks are managed appropriately. It provides a common language for managers; business and IT staff to work together for successful delivery of IT initiatives.

There are many reasons why the Meru County Government should implement COBIT. Some of these include:

1. It improves IT efficiency and effectiveness 2. It helps IT Staff understand the needs of the business and departmental needs3. Puts practices in place to meet the business needs as efficiently as possible4. Helps management understand and manage IT investments throughout their life cycle 5. Provides a method to assess whether IT services and new initiatives are meeting business

requirements and are likely to deliver the benefits expected 6. Helps to develop and document the appropriate organizational structures, processes

and tools for effective management of IT 7. Provides an authoritative, international set of generally accepted practices that helps

managers increase the value of IT and reduce related risksCOBIT provides a link between Enterprise Scorecard and ICT scorecard together with linkages between them. It also shows how to translate high-level enterprise goals into manageable, specific IT-related goals and then map these to specific processes and practices. The Enterprise Scorecard provides a set of enterprise-related goals in balanced scorecard format and then cascades them in turn to IT-related goals also in balanced scorecard format. Each scorecard has 4 goal quadrants—financial, customer, internal and learn and grow. The COBIT goal cascade allows organizations to define priorities and responsibilities for improvement.


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2.2.1 COBIT Gap AnalysisAs stated before, there is need for processes to mature from current state to desired state with one level step function. As noted in Table 7 below, within each level, the maturity progression can be described as Not Achieved, Partially Achieved, Largely Achieved and Fully Achieved. In our case we need all the processes to be fully achieved for the desired state.

N – Not Achieved (0%-15%)

P – Partially Achieved (15%-50%)

L – Largely Achieved (50%-85%)

F – Fully Achieved (85%-100%)

Table 7: Meru Gap Analysis

MERU COUNTY GAP SUMMARY

Achieved Capability Level

Element 0Little/No Achievement

1 Performed

2 Managed

3 Established

4 Predictable

5 Optimising

Strategy & Governance P P P

Financial Management F P P

People& ResourcesL L

Service Planning & Architecture

L L

Infrastructure & Operations

L L

SecurityL L P

ApplicationsF F

Current State

Desired State


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2.3 Financial Policy and Strategy for ICTIn Meru County the ICT Budget for the year 2014/2015 was KES 59.5 million representing 1.02 % of the total budget. Of this KES, 50.3 (85%) was spent on administration, KES. 3.7 (6%) on hardware and infrastructure, KES. 3.5 (6%) on software, and KES. 2 (3%) on training. The County targets 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 ICT Roadmap for Meru County.

All county budgets are exclusively from the County Treasury allocations. Currently, there no ICT services that requires users to pay. Investors in ICT in the county are cyber cafes and other internet service providers.


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PART 3: SUMMARY OF DESIRED END STATE

3.1 Desired End State DescriptionIn describing the desired end state, this Roadmap takes into account the COBIT underperforming processes in Table 7 above and subsequent gaps identified in Table 8 (ICT Maturity Gaps) and proposes a number of projects and strategies for closing the gaps between the current state and the desired state. Using the objectives and goals identified by the County CIDP, the Constitution of Kenya 2010 and other key documents such as the Sustainable development Goals, the roadmap categorizes the projects into 4 themes i.e. Connected County, Citizen Satisfaction, Connected Citizen and Connected legislator.

The Connected County Government theme looks at ICT as driver that can underpin County productivity and internal business, shared services and project management. The objective of systems proposed and adopted by the County in this category is to increase internal efficiencies in service delivery.

The Citizen Satisfaction theme considers delivery of E-government Services and use of ICT as a driver of County ministries and departments, public service board sub-County and ward level in the delivery of citizen services. The theme looks at systems, processes and legislation that make it easy for citizens to access quality government services whenever and wherever they are.

The Connected Citizen 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 and creating linkages of citizens to business opportunities. The theme also focuses on legislation that makes it easy for small business to access and compete for big County Government tenders. ICT is seen as tool that can help break large systems to make it possible for SMEs.

The Connected legislator theme that aims at empowering legislators to improve the legislation process, citizen participation and e-Democracy.Finally, COBIT implementation has the objective to continuously monitor and measure ICT maturity to ensure ICT delivers expected benefits to the count government on cost and on time.

This section first presents specific objectives of each theme and later maps the objectives to COBIT gaps to derive gaps that the county should address.Table 8 below describes desired end state based on the four themes.


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Table 8: County Objectives along the four ICT Thematic Areas

Theme Objectives

Connected County Government

1. Create a Common ICT infrastructure linking all County Government Departments both in the headquarters and sub county offices. The outcome is to improve both internal and external communication and enable County staff to share resources.

2. Reduce the cost delivery of public services through use of ICT and other innovative approaches.

3. Promote resource sharing across departments, stakeholders and partner governments. Networks and connectivity will reduce the Total cost of ownership (TCO) through sharing of resources and improved information management.

4. Improve internal and external Communication5. Increase the County is capability to deliver development projects6. Provide appropriate legislation and regulatory framework

to enhance exploitation of ICT and New technologies in Government

Citizen Satisfaction

1. Improve service delivery by making it possible to serve more citizens at lower costs

2. Extend public service delivery by adding extra service delivery channels

3. Use ICT to support project management to ensure completion of development projects on time, on cost and on specification

Connected Citizens

1. Commit fully to exploitation and development of new ICT technology for job creation and Citizen empowerment

2. Expand the economy through digital services, job creation and innovation

3. Focus of digital inclusion for all citizens

Connected Legislator

1. Improve Citizen involvement in decision making and legislative process

2. Enable digital inclusion through legislative processes

3.2 Gap Analysis and Closure StrategyThe County objectives identified in Table 8 above map well into the COBIT current, benchmark and desired state spider chart as shown in Figure 2 below.


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Figure 2: COBIT Current, Benchmark and Desired Spider Chart

At a glance, the gaps that need to be addressed are in strategy and governance, application portfolio, security, infrastructure and operations, service planning and architecture and people and resources. Table 9 below presents a summary of COBIT underperforming processes and gaps.

Table 9: COBIT Gaps

Element Processes Gaps

Strategy and Governance P01: Define a Strategic IT Plan

Poor ICT Governance

P06: Communicate Management Aims & Direction

Poor Communication structures

P09: Asses Risks No Risk assessment

ME1: Monitor & Evaluate IT Performance

Non efficient Monitoring and evaluation

People and Resources DS7: Educate Train Users Low ICT skills

Service Planning & Architecture

P03: Determine Technology direction

No ICT strategic plan

DS1: Define & Manage Service Levels

High cost or inefficient

Infrastructure & Operations AI6: Manage Changes Poor change management

DS9: Manage Configurations

No standards making sharing difficult

Security ME2: Monitor& Evaluate Internal Control Adequacy

Project failure due to lack of internal monitoring and controls. High cost of projects

ME3: Ensure Compliance with external requirements

Standards and certification


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Element Processes Gaps

Applications AI7: Install & Accredit Solutions and Changes

Thin application software portfolio

Comparing Table 9 above and the County objectives in Table 8 above, it is possible to summarize the gaps as follows:

1. The County has lower project delivery capability. This is attributed to lack of ICT Governance structures, low ICT skills among County Staff, gaps in people and resources and lack of ICT infrastructure. ICT procurement delays also play a part in lowering project delivery capability. Staff training, appointment of a project management and governance committee, policy development and Monitoring and evaluation will help increase the County capability to deliver ICT projects successfully.

2. Inneficient Service delivery mechanisms. A thin application portfolio coupled with lack of a common ICT infrastructure makes it difficult for departments to automate service delivery. Decentralized ICT budgets also hinder the creation of a common application infrastructure. To have a global view of all needed applications, there is need to centralized application software procurement.

3. Governance, legislation and regulatory framework. The County ICT function is facing Governance issues, in particular project management and governance constraints arising from lack of an ICT Governance Committee, strategic plans and policies. This again is confirmed by lower scores in strategy and governance in the COBIT scores.

4. High cost of service delivery is a result of automation challenges, a thin application portfolio and inneficient service planning and archtecture. To meet the objective of delivering low cost services using ICT, the county should focus on Service Planning & Architecture, in particular, it should determine technology direction through a well-defined ICT strategic plan and define and manage service levels to ensure value for money from ICT investments. Developing enterprise ICT architecture, training staff and installation of ICT applications will help address this challenge.

5. Information management challenges arising from use of manual service delivery systems. This may be a result of procurement delays and lack of a strategic ICT direction.

6. Monitoring and evaluation and Risk assesment challenges7. From the foregoing discussion, a number of closure strategies have been derived to

address the gaps and grouped along the four thematic areas. Various projects have also been proposed which once implemented will take the county closer to achieving its goals.

Table 10 presents a summary of gaps along the four themes: Connected County Government, Connected Citizen, Citizen Satisfaction, and Connected Legislator.


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Table 10: Gap analysis along four thematic areas

Thematic Area Desired End State Current State Closure Strategy and Initiatives

Connected County Government

An integrated low cost ICT infrastructure

Fragmented LANs Last Mile connections on Fiber Optic cableCloud infrastructureUse of GSM/3/4G networks for broadband to sub county offices

Literate staff and Citizens

Low ICT skills among Citizens and staff

Staff and Citizen training ProgramsCollaboration with Universities

Integrated Communication

Low level communication systemsLow staff numbers

Communication strategy

Shared Productivity Tools No use of productivity toolsGovernment email not used by all county staff

Implement productivity tools such as collaboration and document management / paperless office system

Citizen Satisfaction Efficient Service deliveryShared capability in systems developmentAutomated Online Service delivery

Inneficient Service delivery mechanisms.A thin application portfolioManual Processes

Improve ICT procurement process

Acquire low cost cloud applications

Become a leader in implementing innovative government software

Connected Citizen A regulatory framework that enables citizens to interact and access government services

Lack of public broadband / Wi-FiNo policy on ICT transactions and digital signaturesImpossible for SMEs to access large government tenders

Develop policies and legislationProvide public broadbandCreate ICT hubs and community information centers

Connected Legislator Improved Citizen participation and e-democracy

ICT LegislationLive Radio and TV Broadcastse-Voting


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3.3 Financial Policy and Strategy for ICTPrimarily, 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, the County 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 Collection Systems and Health Information Systems.

Finally, this Roadmap can also be funded through direct investment ventures. The creation of investor friendly environment at the national and County levels is a potent channel through which counties can realize growth in their ICT environment. The clear vision articulated in the road map would provide a viable profile through which investors can develop solid inputs into the County.


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PART 4: ICT VISION ROADMAPS AND ICT MATURITYThe County adopted and prioritized various projects based on the County wishes. During the project validation meeting, the discussions focused on low cost delivery and optimization of ICT services. A number of strategies were suggested such as implementation of an Enterprise Resource planning system and moving to cloud computing as a means of integration and low cost delivery on ICT infrastructure.

Given the paradox of expected improvement in ICT capability at reducing budgetary allocation, ICT managers must find a balance between available budgets and projects that can realistically be implemented given the current staff capability, available budgets and expected improvements. This calls for project selection, justification and prioritization.

The County Government’s investment in information and technology must be integrated, leveraging common capabilities to deliver effective and efficient public services. A starting point in project prioritization is needs assessment and justification. Justification for project prioritization and initiation should be based on traditional capital budgeting and cost accounting models such as Return on investments (ROI), business case and benchmarking. The requirement here is that the County must consider a business case and ROI for every project under consideration using a standard ROI calculator using Net Present Value (NPV) and Internal Rate of Return (IRR).

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 greater 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.

The Objective IT Project Ranking Criteria is made of two steps. The first step involves developing the business case for the IT investment directly on the merits of the proposed initiative. This first step is often done as part of the project proposal. Then the second step occurs within the IT governance process set up for evaluating IT investments in a portfolio context. The IT governance process does this by comparing the business cases of all proposed IT investments to determine which ones get financing.

To be an effective technology user, the County should focus on four areas:• Becoming a low cost ICT user. Investments in Cloud Computing, open source software,

open standards, optimized ICT procurement channels, well negotiated Service level agreements and integration of government services to benefit from economies of scale.

• Using ICT to support Governance at all levels of Government.• Increasing staff capability to deliver optimized services.• Change Management and change of culture in government.•

This section presents specific ICT actions which relate to the Vision, current state, gaps and closure strategy. These actions are grouped along the four thematic areas. In each action, a summary of proposed projects have been described and ranked based on county priorities.


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4.1 Connected County GovernmentConnected County Government for ICT development looks at ICT as driver of County productivity and internal business, shared services (email, VoIP communication, videoconferencing, collaboration and social media), project management, etc.

Action 1: Integrated ICT infrastructure for Connected County GovernmentVision:

• A Connected County to promote seamless information sharing• Seamless communication and information sharing• Paperless County

An agile ICT infrastructure is essential in allowing the county to build applications that deliver value (saves money) and improve both access to services and improved communication. Specific infrastructure projects include:

• Use Fiber Optic to connect Local Area Networks• Create Local Area Networks in all sub County and Ward Offices and interlink them

using Virtual Private Networks• Design optimized data center to offer Disaster

Figure 3 below depicts the current and future states for infrastructure development.

Figure 3: Abstraction of the current and future states for infrastructure developmentTable 11 below presents a summary of flagship projects adopted by the county under the connected


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government theme. Table 11: Connected County Government Flagship Projects

Flagship Projects Desired Outcomes

• ICT infrastructure Development

• Staff Training• Development of ICT

Policy• Document Digitization

and development of approval workflows

1. Seamless information sharing across all government departments at County and sub County Level

2. Well trained and Motivated County staff3. Improved ICT Governance4. Improved Citizen Care / service delivery5. Improved project management6. Secure and open public ICT infrastructure

For the connected county theme, the focus areas include:• Information Management – The objective of this is to increase access to information

across the county government. To achieve this objective by 2020, the County Government should focus on enabling staff understand the value of information. Some of the areas of interest include open data, inter-departmental collaboration and information and systems re-use. Implementation of document management systems will help address the county paper work challenges and even save money. More importantly, paperless office wand workflow and approval mechanisms are important in helping departments take services online.

• Information security and privacy is critical in giving the public necessary trust in order to use ICT enabled public services. Policy and legislation as well as best practice ICT initiatives should all place information security and privacy at the fore front. Systems should be designed to be secure by default.

• ICT as a service, in particular focus on the cloud computing, can help deliver the anticipated integrated infrastructure at a lower cost. However, focus on ICT maturity and standards are important to ensure the county first builds the capability to use the cloud.

• ICT innovation is important in enabling the county is an early adopter of government technology.

Outcomes• Enable information and Resource sharing. The county will benefit from:

1. Reduced capital expenditure accrued from the benefits of economies of scale when resources such as printers, internet, software and personnel are shared. Saves Money.

2. Improved operational efficiency through sharing of ICT personnel. Improves Productivity, Saves Money

• Enable core service delivery mechanisms e.g.:1. Virtual, real-time, ever-present delivery of government services to citizens. Extends

Services to underserved Areas.2. Digitization of documents to enable online service delivery. Improves Access to

Services3. Enabled Communication and collaboration among staff. Improves Communication

and operational Workflow enabling telecommuting.4. Networking Health centers to share Health Records. Improved healthcare through

EMR5. Increase connectivity to previously underserved regions using mobile telephony/3G


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networks.6. Integrated infrastructure is a capital expenditure. In addition to funding from internal

County Budgets, Public Private Partnerships, especially with Mobile Telephone Companies, can help deliver 3/4G networks to underserved areas, opening them up.

• Other strategies that can deliver networks include:1. Virtual Private Networks over 3G networks2. Move to Cloud Computing

Action 2: Shared investments and capabilities that deliver Citizen Services

To reduce both the total cost of ownership and create a shared culture of sharing information and tools, policies that encourage joint procurement services among departments should be developed. Costly and complex applications such as GIS and Big Data applications should be acquired jointly. Areas of joint investment both within the county and with the national government include:

• Infrastructure development• Monitoring and Evaluation• Project Management• ICT hubs and Innovation centers

Action 3: A move to managed ICT servicesThe County should develop policies that encourage procurement officers adopt new technologies such as cloud services. There is need for a paradigm shift from owning and operating capital intensive ICT infrastructure to leasing and outsourcing. Software as a Service (SaaS), Platform as a Service (PaaS) and managed services will lower both the cost of technology acquisition and at the same time enable the county access bleeding edge technology. A strong policy on service level agreements (SLAs), staff training and software selection will help the county access and benefit from ICT.

A summary of proposed projects under connected county Government is shown in Table 12 below.Table 12: Connected County Projects

Project Outcomes

Integrated ICT Infrastructure – NOFBI last mile connections, LANs, WANs, VPNs

Improved communication, information and Resource Sharing using LANsAccess to high Speed InternetImproved Data Management and Disasters Recovery Mechanisms

Shared ICT Assets will lower the cost delivery of ICT services

Paperless Office Improved document sharing

ICT Policy Development

Constituted Governance CommitteeImproved ICT and Project Management GovernanceImproved delivery of ICT projects


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Project Outcomes

Staff Training Increased staff and Citizen capability to deliver or absorb ICT enabled ServicesICT Savvy youth and school going childrenIncrease in ICT innovations and jobs

Integrated Communication System combining SMS, Social Media, Web applications and mass media

Improved Communication both internally and with Citizens

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 levels. Action 4: Development of automated and digital service delivery channels

Investing in E-Government has many benefits such as provision of better service to citizens and businesses at less cost to the government. It is also true that when a government offers e-services, it becomes more attractive to investors. Besides, E-Government makes it easier for citizens to conduct their affairs with government and to simply retrieve important information they need; in that E-Government can both increase efficiency and increase the stature and relevance of the County government in the eyes of the citizens and businesses. Beneficiaries of E-Government include citizens, businesses and investors.

Key benefits of E-Government for citizens include convenience, improved quality of customer service, and access to more, higher quality information.

• 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 Customer Service: E-Government allows the County to redeploy resources from back-end processing to the front line of customer service. Enabling electronic self-service for routine citizen interactions allows government to focus more attention on the aspects of customer service that are most challenging. For example, reducing effort on routine simple tasks allows more time for complicated tasks such as explaining complex regulations or providing specialized assistance to disabled or otherwise challenged citizens.

• Increased access to information: E-Government improves the accessibility of government information to citizens allowing it become an important resource in the making the decisions that affect daily life.


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Action 5: Rich application Portfolio and digital Channels for service deliveryThe county must invest in a number of systems. Some of the proposed applications and projects include:

• Revenue Collection: Collecting taxes from large numbers of businesses and citizens, some deliberately hiding from the system, is an ongoing challenge facing not just the County Government but also the National Government

• On one hand, there is the constant pressure from the National Government to collect more revenue with fewer resources and reduced budgets. On the other hand are the Citizen demands for faster, easier and more transparent services and better customer service.

• Information and communication technologies can help overcome tax collection challenges, especially in making it easy for Citizens to pay taxes and rates or in using big data to discover hidden patterns and correlations that will help uncover tax evasion. A second benefit is that ICT helps in tracking revenue, closing revenue leakages and providing tools that enable decision makers’ access information easily to support decision making.

• E-Learning for Staff Training and Citizen Literacy Programs: There are many benefits the government can achieve with e-Learning. E-Learning not only saves costs but it is convenient since staff can study at their own pace. Some of the benefits include:

1. E-Learning offers the government the ability to quickly create and communicate new policies and training.

2. Offers the ability to cover high /deep levels of coverage with a consistent message. Unlike classroom and other training setups, this means staffs get a consistent message.

3. e-Learning can power almost all sectors of the government starting human resource training to offering ICT and life skills training to out of school youth. Other areas are in co-operatives training, e-extension services for extending training to farmers and training SMEs.

• E-Extensions: Agricultural extension services are a core component of agriculture. Extension services include training farmers and providing information about sources of agricultural input, and crop and animal diseases surveillance.

• E-Extension is the use of ICT to extend agricultural extension services. E-Learning, for example, can be used to train farmers while GIS and big data can be used for disease surveillance. SMS can be used to distribute weather and market information.

• And given that there are no enough resources to support employment and deployment of agricultural offers, e-extension systems provide an easy and flexible approach to improve food security.

• Data Visualization: Like GIS, data visualization attempts to create meaning from a maze of data. Decision makers are faced with increasing data that makes little sense.

• To make highly informed decisions quickly, governments need to be able to access and interpret data in real-time. Information, and the ability to decipher and act on it swiftly, has become a competitive differentiator. For governments, data visualization can be difference between stopping crime or saving lives. To make better decisions and legislation, the government requires the ability to access, evaluate, comprehend, and act on data faster and more effectively than ever before.

• Data visualization tools and techniques offer knowledge workers new approaches to dramatically improve their ability to grasp information hiding in their data.

• Legislation on open data will go a long way in enabling citizens’ access public data which is a core element of data visualization.


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Table 13 presents a summary of proposed projects under citizen satisfaction theme.Table 13: Citizen Satisfaction Projects

Project Outcome

e-Extension Services that use sms, mobile apps and web based databases for offering extension services and information to farmers

Improved agricultural output for enhanced food security

Improved productivity and agricultural jobs due to better market information

GIS based Land Management System for urban planning, zoning etc

Improved access to land informationImproved Revenue Collection through online payment of rates

E-Learning and Help Desk Improved service delivery

Community Information Centers Improved skills and increased innovationsLower costs of healthcare delivery

4.3 Connected CitizenThis theme looks at ICT as a driver of business and industry. This entails 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, etc.

Action 6: An empowered and ICT Literate CitizenryThe objective of 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.

Use e-Learning software and other applications such as video conferencing and seminars to train staff and increase literacy skills.

Action 7: A Digital environment where citizens have access to information and can do business with GovernmentDigital Economy refers to an economy that is based on digital computing technologies. Also called the Internet Economy, it describes processes, policy and technologies that enable citizens, business and governments to do business online. Concepts such as e-Commerce, M-Commerce and related technologies such as online and mobile payments are enablers of the digital economy

In addition to legislation, development of government portals and ICT literacy programmes are critical. Incubation Centres will help mentor young innovators and create jobs for the youth. Specific actions to be taken by the county include:

• Legislation and policy on digital economy to 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

• Create an environment that makes it easier for entrepreneurs to create online business by reducing barriers of entry.


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• Enable online participation by Citizens (e.g. through provision of Free WIFI) through improved access to health, education, government services and job opportunities.

• Provide SMEs with opportunities to present the market with innovative cost-effective solutions on contracts of all sizes.

• Open government data to the public.

Legislation is a key plank in enabling the digital economy. Concerns such as ICT literacy, cyber security, payment gateways and digital signatures must be addresses. More importantly, it should be easier for SMEs to access Government tenders.

Small and Medium Enterprises are a key component of the Digital Economy strategy. There is need to maximize opportunities for SMEs to successfully tender for government business. The policy should address procurement challenges faced by SMEs by removing bottlenecks that hinder SMEs from competing more effectively for government business. Such bottlenecks include inability to tender for high value contracts due to higher bond bids. Such contracts could be broken into manageable and identifiable projects to minimize risks to government and maximize opportunities for SMEs.

Action 8 An ICT literate Citizenry capable of exploiting Government owned information for the public goodTrain Citizens, County assembly staff and members of the County assembly on ICT literacy, use of software tools and development of portals. Use technologies such as e-Learning to over distance education to out of school youth.Expected outcomes of the staff and citizen literacy programs include:

• Well trained and motivated County Assembly staff able to address ICT challenges, in particular in the selection, acquisition, management and optimization of ICT solutions for Service Delivery.

• Better service delivery to Citizens. Equipping staff with additional skills such as Customer Care and life skills empowers them to offer better services.

• ICT ready Members of the County Assembly

Action 9: Innovation and Youth CentersInnovation is a core requirement for development. Although action 7 and 8 expect higher literacy standards among staff and citizens, action 9 specifically calls for the development of youth and ICT hubs, perhaps in consultation with the national government as envisioned in the National ICT master plan. These centers will provide incubation and business skills to the youth so as to promote innovation and production for the export market. Skills development (see action 11) and policy are critical elements. Action 10: Public Private Partnerships with Universities and Private sectorTo develop staff and citizen skills and change their perception, the county could sign memorandums of understanding with Universities such as KEMU for subsidized staff straining. The county could develop joint programmes and certifications that directly address the county service delivery requirements. At a basic level, county staff could receive basic computer training and customer care skills while at advanced level, ICT staff could learn advanced topics such as project management, monitoring and evaluation, COBIT, ICT certifications and more.


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Table 14 below presents a summary of projects adopted under the Connected Citizen theme.Table 14: Connected Citizen Projects

Project Outcome

Web Portals and e-Service Points Improved access to government services using digital channels

Digital signature and information security policy and legislation development

Improved confidence while accessing online government servicesImproved protection of personal privacy

ICT Literacy Programs – including partnerships with universities, media houses and private sector to offer training to youth and women

Increased staff and Citizen capability to deliver or absorb ICT enabled ServicesICT Savvy youth and school going childrenIncrease in ICT innovations and jobs

Public ICT Infrastructure (Wi-Fi Hotspots) Extended infrastructure to enable citizen access digital services within a digital economy

Improved access to government services and e-commerce

4.4 Connected LegislatorsThis strategic theme will include strategies towards ICT being a driver of legislative assembly productivity, collaboration, communication and services to the electorate.

Action 11: Improve Citizen Involvement in decision making and legislative process.The objective of action 11 is to increase the breadth of public participation by both the County executive and the County assembly. Engaging the public in direct dialogue and providing them with the information and tools needed to consider complex problems can result in detailed and thoughtful recommendations and uncover areas of common ground.

The success of a public participation in legislation, project management and governance largely depend on how thoroughly and thoughtfully it is planned. Successful meetings and events (including attendance, quality of information) are determined by the degree to which the Government or its agents effectively commits to and prepares for the entire process, especially in creating and providing the information needed by stakeholders and building effective relationships with key stakeholders.

ICT has a major role to play in helping public participation planners provide information to stakeholders, create and manage stakeholder relationships and collect, collate and share information from stakeholders. ICTs, in particular Social Media, SMS and Collaboration Systems as well as broadcast technology such as Radio and TV are central in delivering quality public participation.

A simple SMS system, for example, can be used to alert citizens and invite them to public participation forums. Emails and Closed Social Media Groups can be used to generate discussions around an issue. Collaboration software and forums can be used in discussing critical issues. Radio and TV, especially those that offer services in local languages are


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essential in informing citizens. This opens the possibilities to engage professionals and involve experts who may be geographically dispersed or busy.

Tools like Webinars, teleconferences and online chats can allow geographically dispersed groups to meet. Teleconferencing can bring people together using both audio and voice.

Examples of Systems• Broadcast Technology such as Radio, TV and Internet for live broadcast and streaming

of County Assembly Business.• Web, Mobile and Social Media enabled systems to enable Citizens access information

and provide feedback so as to inform the legislative process.• Electronic Voting Systems to increase transparency and voting efficiency away from

acclamation• Online Forums with Comments and groups where registered citizens can comment

and discuss issues.• Bills and Statues Knowledgebase where Citizens can search and download all County

Bills and legislation. Making the bills available in PDF is not enough. • E-Petitions to enable Citizens petition the County Assembly to address specific issues.

Desired outcomes• Enable 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

• Support Citizens to engage the County Assembly to ensure transparent and inclusive decision making and thus allowing County Governments makes better and more easily implementable decisions that reflect public interests and values and are better understood by the public

• To support quality public Participation as anticipated by the Kenyan Constitution 2010.

Policy and Legislation• To improve quality participation in which citizens are informed and therefore empowered

to add value to legislation decision making, there is need to legislate and make it possible to accept Citizen participation inputs from electronic sources. Use of digital signatures is a step towards this goal.

Table 15 presents a summary of connected legislator projects.Table 15: Summary of Connected Legislator projects

Project Outcome

ICT Legislation Secure online transactions and protection or privacy

Live Radio and TV Broadcasts Better public legislation and accountability

e-Voting Better public legislation and accountability

Action 12: COBIT ImplementationThe need of ICT Governance & Management (ICT G&M) is widely recognized by top leadership and management as an essential part of enterprise or corporate governance. Information and the pervasiveness of information technology are increasingly part of every


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aspect of business and public life. This has added pressure to drive more value from IT investments and manage an increasing array of IT-related risk.

Increasing regulation and legislation over business and public use of information is also driving heightened awareness of the importance of a well-governed and managed ICT environment. ISACA2 developed the COBIT framework to help organizations implement sound governance practices for the ICT domain. Indeed, implementing good governance is almost impossible without engaging an effective ICT governance framework. COBIT provides a framework, best practices and standards to support ICT governance.

However, frameworks, best practices and standards are useful only if they are adopted and adapted effectively. There will be challenges that need to be overcome and issues that will need to be addressed if ICT Governance & Management is to be implemented successfully. The 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 • 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 4: COBIT implementation Phases (source ISACA)


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Meru County is advised to engage a qualified (certified) COBIT implementer from ISACA-KENYA Chapter (www.isaca.or.ke), to guide them through the implementation process.

PART 5: Critical Success FactorsSoh Bong Yu3, a leading Korean e-Government specialist identifies the following five major areas for ensuring successful implementation of e-Government initiatives as articulated below.

Figure 5: Critical Success Factors

Source: 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

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.

3 Source: Soh Bong Yu, “e-Government of Korea: How we have been working with it” (KADO presentation), 25,https://www.kado.or.kr/koil/bbs/board_view.asp?config_code=362&offset=0&board_code=3246

OrganizationalStructure

VisionObjectivesStrategies

Laws &Regulations

InformationTechnology

BusinessProcess


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• 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 structuresThe 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:

1. Strong leadership with commitment2. Planning – IT management and change management3. Budget preparation and budget execution4. Coordination and collaboration5. Monitoring and performance measurements6. 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 are:

• Level of application technologies required• Network infrastructure• Interoperability• Standardization

Technical and human resource capabilitiesMore specifically, the following factors will drive the implementation and achievement of the identified ICT transformation projects:

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

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

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

4. A Change Management and Capacity Building: Continuous Communication, Capacity


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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.

5. 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.

6. 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.

7. 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.

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

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

10. 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 16 below summarizes the critical success factors necessary for successful implementation, use and optimization of the solutions proposed in the previous sections


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Table 16: Critical Success Factors

FACTOR DESCRIPTION

Vision, Objectives and Strategy

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

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

ICT Procurement Rapid Change in Information technology demands that the County Considers 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 WINSThis section provides a summary quick win projects for each of the four thematic areas and a brief description of COBIT Implementation. This ICT Roadmap will be supported by annual implementation and review plans. The first phase will focus on projects that improve on existing systems or develop foundations for other projects. Priority should be given to projects that improve decision making, make the government more transparent and increase the Governments capability to deliver citizen services. All plans must set out clear timeframes, milestones, budgets and deliverables. For the year 2016/2017, priority of implementation should be given to the following:

• Existing Projects: If a project is already in progress, focus on both technical and financial should be directed there. It is important to link the projects identified here with existing projects to ensure that the county does not expend cash and effort in duplicated projects.

• Governance and institutional frameworks: Appropriate governance and project management practices are important foundations that will assure success of all other ICT projects. A Governance Committee, a Project Management unit, Monitoring and Evaluation framework as well as regulatory and legislative frameworks should be put in place.

• Organizational Capability: Staff and Citizen Literacy programs should be implemented to increase the County’s ability to deliver systems. Training citizens will make them better stakeholders.

• ICT infrastructure: Over 60% of the projects proposed in this roadmap depend on an integrated ICT infrastructure. For example, collaboration, shared document creation, online application workflows, e-learning and eHealth all depend on availability of integrated infrastructure. To be successful, ICT infrastructure must be in place.

• Quick Wins: Some projects are easily implemented either because they consume fewer resources (such as policy, regulation and legislation) or take between 6 months to one year. Such projects should be given priority because they have the ability to galvanize the County into attempting big projects.

Table 17 below presents a summary of quick win projects that the County can implement in 6 months to one year.


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Table 17: Quick wins

Theme Project Duration Budget (Millions)

Connected County

1. ICT Policy Development2. NOFBI Last Mile Connection to County

Headquarters3. Operationalize ICT Governance

Committee

Months

5 years

1 year

5

300

Citizen Satisfaction

1. Develop a County Project Management and Monitoring and Evaluation Unit with an ICT component.

2. Conduct a needs assessment for ICT skills among the staff. This is important in determining the staff training needs

3 years

1 year

10

5

Connected Citizens

1. Install a document management system and start the document digitization processes. This is critical in creating a foundation for taking government services online

3 years 70

Connected Legislator

1. Focus on digital inclusion through e-Democracy and digital Citizen participation

5 years 70

6.1. COBIT Implementation

Cost 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 Trainer

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

Meru County Headquarters

P.O. Box 120-60200

MERU, Kenya.

County Secretary office Phone :0775501502

Tel.: 0775501502

Email: [email protected]

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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Documents

ICT ROADMAP (2015-2020) - ICT Authorityicta.go.ke/pdf/24.pdf · table 4: county swot analysis 15 1.4 county monitoring and evaluation 16 1.5 county stakeholders analysis 16 table