REPUBLIC OF KENYA COUNTY GOVERNMENT OF WEST POKOT JOINT CAPACITY ASSESSMENT AND RATIONALISATION REPORT

Transcription

1 REPUBLIC OF KENYA COUNTY GOVERNMENT OF WEST POKOT JOINT CAPACITY ASSESSMENT AND RATIONALISATION REPORT Capacity Assessment and Rationalisation by the County Rationalisation Technical Team

2 EY s contribution to this Report EY was contracted by the Ministry of Devolution and Planning (MoDP) on behalf of the Inter- Governmental Steering Committee (IGSC) to provide Technical Assistance to Ministries and Counties in the process of undertaking the Capacity Assessment and Rationalisation of the Public Service (CARPS) Programme. This Technical Assistance Consultancy support involved EY providing tools, methodologies and technical guidance to the Ministerial Rationalisation Technical Committee (MRTC) and County Rationalisation Steering Committee (CRSC) for Ministries and Counties respectively as they conducted the Institutional Reviews for their respective entities. EY also supported the Rationalisation Technical Teams in each entity to prepare its report which was validated and signed off by the Cabinet Secretary and Governor or their representatives for the Ministries and Counties respectively. This report relates to the CARPS Programme for West Pokot County. The Rationalisation Technical Team has validated the report and subsequent to that, EY has, working together with the Inter-Agency Technical Committee (IATC), made observations that are intended to assist the Rationalisation Technical Team in the implementation of its proposals. Restrictions on the use and distribution of this report The Services undertaken and this report were prepared solely for the benefit and use of the Inter Governmental Steering Committee (IGSC), the Inter Agency Technical Committee (IATC) of CARPS and the Management of West Pokot County. It is not intended for any other purpose other than that stated above. EY has made no representation or warranty to any third party as to the sufficiency of the Services or otherwise with respect to this report. EY assumes no responsibility for its use by any other party. This report may not be distributed or disclosed to other third parties without EY s prior written consent and joint agreement with the Inter-Governmental Steering Committee of CARPS. West Pokot County Report Page ii

3 Table of Contents LIST OF TABLES... vi LIST OF FIGURES... viii ABBREVIATIONS... x EXECUTIVE SUMMARY... xiv 1 INTRODUCTION Background and context Rationale for CARPS Programme Transform the Public Service for efficient and effective service delivery Reduce the cost of providing services Achieve fit for purpose organisational structures Facilitate transition to devolved Governments Objectives of CARPS Programme Overview of approach and methodologies Approach Methodology Structure and scope of report SITUATIONAL ANALYSIS West Pokot County s geography and economic base Vision, mission and strategic objectives Vision Mission Strategic Objectives Current range of functions of County Governments Current organizational structure and staffing establishment County high level structure Current programmes being run by the County Current programmes being run by the National Government in the County Current programmes being run jointly with the National Government Summary of Institutional, Organisational and Human Resources Issues and Challenges RATIONALISED FUNCTIONS Overview of process followed Functions that have been devolved and operationalised using National Government Staff Functions that have been devolved and operationalised using County Staff Functions that have been devolved and partly operationalised Functions that have been devolved and not operationalized Functions assigned to both levels of Government (Concurrent) Functions assigned to either level of Government (Residual) Functions that have been devolved and still being performed by the National Government West Pokot County Report Page iii

4 3.9 Functions that are National Government Functions for which the County Government is better placed to execute Functions that are County functions which the National Government can perform better Functions to be rationalised (merged) Core functions to be automated Core functions that have been automated but have not been fully operationalised (functions that have links with GHRIS, IFMIS) Superfluous or zero-value functions to be abolished Functions to be fully or partially transferred to private sector and other non-state actors (including PPPs) Functions to be outsourced or contracted out Business process improvements Summary of Institutional and Organisational implications of rationalising the functions COUNTY RECOMMENDED STRUCTURE AND OPTIMAL STAFFING Overview of process followed Organisational structure review Optimal staffing levels Key factors underpinning the revision of structure (including results of functional reviews and workload analysis) County proposed organisational structures and optimal staffing levels County organisational structure Office of the Governor Office of the County Secretary County Assembly County Public Service Board Department of Finance and Economic Planning Department of Health and Sanitation Department of Education and Children Department of Lands, Physical Planning, Housing and Urban Development Department of Roads, Public Works and Transport Department of Agriculture, Irrigation: Livestock and Fisheries Department of Water, Environment and Natural Resources Department of Tourism, Culture, Sports, Youth and Gender Development Department of Public Service Management Department of Trade, Industry, and Energy Consolidated optimal staffing HUMAN RESOURCE AUDIT Overall analysis of biometric data Demographic profile Gender profile West Pokot County Report Page iv

5 5.2.2 Age profile Ethnicity profile Disability profile Employment profile Core vs. support services Distribution of staff by cadre categories Distribution of staff by cadre Distribution of staff by level across cadre category Terms of service Terms of service mix by cadre category New hires SKILLS ASSESSMENT Overview Overall skills and experience Years of experience Academic qualifications Professional qualifications Areas of current / potential future skills scarcity Recommendations for closing the skills gaps Skills red flags Retirement in 5 years Permanent and temporary employees APPENDICES Appendix 1: Detailed current Current range of functions and activities Appendix 2: Current organisation structure and staff establishment as provided by the County Appendix 3: Temporary and permanent employee clustering Appendix 4: Technical (core) vs support services to Cadre mapping Appendix 5: Staffing Levels Clustering Appendix 6: Consultant response for addressing County comments West Pokot County Report Page v

6 LIST OF TABLES Table 2.1: Constituencies in West Pokot Table 2.2: West Pokot County Statistics Table 2.3: Current range of functions of County Governments Table 2.4: High level current County staff establishment Table 2.5: Current programmes being run by the County Table 2.6: Current programmes being run by the National Government in the County Table 2.7: Current programmes being run jointly with the National Government Table 2.8: Summary of Institutional, Organisational and Human Resources Issues and Challenges. 35 Table 3.1: Functions that have been devolved and operationalised using National Government Staff37 Table 3.2: Functions that have been devolved and operationalised using National Government Staff38 Table 3.3: Functions assigned to both levels of Government (concurrent) Table 4.1: County proposed optimal staffing number for the Office of the Governor Table 4.2: County proposed organisational structure of the Office of the County Secretary Table 4.3: County proposed optimal staffing number for the Office of the County Secretary Table 4.4: County proposed optimal staffing numbers for the County Assembly Table 4.5: County proposed optimal staffing numbers for County Public Service Board Table 4.6: County proposed optimal staffing numbers for the Department of Finance and Economic Planning Table 4.7: County proposed optimal staffing numbers for the Department of Health and Sanitation.. 75 Table 4.8: County proposed optimal staffing numbers for the Department of Education and Children 79 Table 4.9: County proposed optimal staffing numbers for the Department of Land, Housing and Physical Planning Table 4.10: County proposed optimal staffing numbers for the Department of Roads, Public Works and Transport Table 4.11: County proposed optimal staffing numbers for the Department of Agriculture and Irrigation Table 4.12: County proposed optimal staffing numbers Table 4.13: County proposed optimal staffing numbers for Department of Water, Environment and Natural Resources Table 4.14: County proposed optimal staffing numbers for the Department of Tourism, Culture, Sports, Youth and Gender Development Table 4.15: County proposed optimal staffing level Table 4.16: County proposed optimal staffing numbers for the Department of Trade, Industry and Energy Table 4.17: Consolidated County proposed staff levels Table 5.1: Overall gender profile Table 6.1: Years of experience by staffing level Table 6.2: Years of experience by staffing level Table 6.3: Academic qualifications West Pokot County Report Page vi

7 Table 6.4: Professional qualification Table 6.5: Areas of current / potential future skills scarcity Table 6.6: Retirement in 5 years overall for higher than diploma qualification Table 6.7: Retirement in 5 years by cadre category for higher than diploma qualification Table 6.8: Permanent and temporary employees for academic qualifications higher than diploma Table 6.9: Permanent and temporary employees by cadre category for academic qualifications higher than diploma West Pokot County Report Page vii

8 LIST OF FIGURES Figure 1.1: Institutional framework... 5 Figure 2.1: Map of Kenya showing physical location of West Pokot County Figure 2.2: Current High level County organisational structure Figure 4.1: County proposed organisational structure of West Pokot County Figure 4.2: County proposed organisational structure for the Office of the Governor Figure 4.3: County proposed organisational structure of the County Assembly Figure 4.4: County proposed organisational structure for the County Public Service Board Figure 4.5: County proposed organisational structure of the Department of Finance and Economic Planning Figure 4.6: County proposed organisational structure for the Department of Health and Sanitation Figure 4.7: County proposed organisational structure of the Department of Education and Children. 78 Figure 4.8: Recommended organisational structure for the Department of Roads, Public Works and Transport Figure 4.9: County proposed organisational structure for the Department of Agriculture, Irrigation, Livestock and Fisheries Figure 4.10: County proposed organisational structure for the Department of Water, Environment and Natural Resources Figure 4.11: County proposed organisational structure for the Department of Tourism, Culture, Sports, Youth and Gender Development Figure 4.12: County proposed organisational structure for the Department of Public Service Management Figure 5.1: Overall gender profile Figure 5.2: Gender profile by cadre category Figure 5.3: Age profile overall Figure 5.4: Age profile by cadre category Figure 5.5: Ethnicity profile Figure 5.6: Core vs. support services Figure 5.7: Distribution of staff by cadre categories Figure 5.8: Staffing distribution by cadre (Cadre A - E) Figure 5.9: Staffing distribution by cadre (Cadres F - I) Figure 5.10: Staffing distribution by cadre (Cadres J - 0) Figure 5.11: Staffing distribution by cadre (Cadres P - V) Figure 5.12: Staffing distribution by cadre category Figure 5.13: Terms of service Figure 5.14: Terms of service mix by cadre category Figure 5.15: New hires overall Figure 5.16: New hires by cadre category Figure 6.1: Years of experience by staffing level Figure 6.2: Academic qualification West Pokot County Report Page viii

9 Figure 6.3: Professional qualifications Figure 6.4: Retirement in 5 years overall for higher than diploma qualification Figure 6.5: Retirement in 5 years by cadre category for higher than diploma qualification Figure 6.6: Permanent and temporary employees for academic qualifications higher than diploma. 152 Figure 6.7: Permanent and temporary employees by cadre category for academic qualifications higher than diploma West Pokot County Report Page ix

10 ABBREVIATIONS Abbreviation AfDB ASALs BPO CASB CARPS CBAs CDFB CDTF CEC CEO CHIBS CIDP CO(s) COHO COK CPSB CRSC CRTC CRTT CS DA and CB DFID DANIDA DPSM DRR ECA ECD ECDE ECoRAD EEZ EMCA Descriptor African Development Bank Arid and Semi-Arid Lands Business Process Outsourcing County Assembly Service Board Capacity Assessment and Rationalisation of the Public Service Collective Bargaining Agreements Constituencies Development Fund Board Community Development Trust Fund County Executive Committee Chief Executive Officer County Health Information Board Services County Integrated Development Plan Chief Officer(s) Community Oral Health officer Constitution of Kenya County Public Service Board County Rationalisation Steering Committee County Rationalisation Technical Committee County Rationalisation Technical Team County Secretary Devolution Affairs and Capacity Building Department for International Development Danish International Development Agency Directorate of Public Service Management Disaster Risk Reduction Economic Commission for Africa Early Childhood Development Early Childhood Development and Education Enhanced Community Resilience Against Drought Exclusive Economic Zone Environmental Management and Coordination Act West Pokot County Report Page x

11 Abbreviation EMU ER EU EY FTE FY GDP GHRIS GIS GoK HIV/AIDS HR HRD HRM HRMIS IAS IATC ICT ICTA IDPs IEC IFMIS IGR IGRTC IPPD IR and KM KEMSA KERRA KIPPRA KNBS KSG KRAs KURA LAN Descriptor Emergency Management Unit Emergency Relief European Union Ernst & Young Full Time Equivalent Fiscal Year Gross Domestic Product Government Human Resource Information System Geographic Information System Government of Kenya Human Immunodeficiency Virus Infection/Acquired Immune Deficiency Syndrome Human Resource Human Resource Development Human Resource Management Human Resource Management Information Systems Inter-Agency Secretariat Inter-Agency Technical Committee Information, Communication and Technology Information, Communication Technology Authority Internally Displaced Persons Information, Education and Communication Integrated Financial Management information System Inter-governmental Relations Inter-governmental Relations Technical Committee Integrated Payroll and Personnel Database Innovation, Research and Knowledge Management Kenya Medical Supplies Authority Kenya Rural Roads Authority Kenya Institute for Public Policy Research and Analysis Kenya National Bureau of Statistics Kenya School of Government Key Results Areas Kenya Urban Roads Authority Local Area Network West Pokot County Report Page xi

12 Abbreviation MandR MCA MDAs MDGs M&E MLT MoDP MRSC MRTC MTP NDMA NEMA NGO(s) NYC NYS NCCC OVCs P and P PC PCD PE PFM PMS PPP PSTD PWDs RCO RFMO SACCO SAGA SCIDCs SFRTF SP TA Descriptor Mitigation and Resettlement Member of County Assembly Ministries, Departments and Agencies Millennium Development Goals Monitoring & Evaluation Medical Laboratory Technologist Ministry of Devolution and Planning Ministry Rationalisation Steering Committee Ministerial/Departmental Rationalisation Technical Committee Medium Term Plan National Drought Management Authority National Environment Authority Non-Governmental Organisation(s) National Youth Council National Youth Service National Consultative Coordination Committee Orphans and Vulnerable Children Protection and Prevention Performance Contracting Performance Contracting Department Personal Emoluments Public Financial Management Performance Management System Public-Private Partnership Public Service Transformation Department People With Disabilities Regional Coordination Office Regional Fisheries Management Organisations Savings and Credit Cooperative Semi-Autonomous Government Agency Sub County Information and Documentation Centres Street Families Rehabilitation Trust Fund Special Programmes Transition Authority West Pokot County Report Page xii

13 Abbreviation NT ToTs. UK WRUAs WSTF YEDF YECS YPs Descriptor National Treasury Training of Trainers United Kingdom Water Resource Users Association Water Services Trust Fund Youth Enterprise Development Fund Youth Empowerment Centres Youth Polytechnics West Pokot County Report Page xiii

14 EXECUTIVE SUMMARY The Capacity Assessment and Rationalisation of the Public Service (CARPS) programme has been undertaken for West Pokot County Government in the interest of a wider mandate covering all the County Governments and Ministries of the National Government. This strategic initiative was launched in July 2014 aimed at transforming Kenya Public Service and is anchored on the National Vision The Government, through the Kenya Gazette Vol.CXVI No. 56 of 2nd May 2014 outlined the operational framework for the implementation of the CARPS Programme. The National and County Governments, through the forum of the Summit, agreed to collaborate in a strategic initiative to undertake Capacity Assessment and Rationalisation of the Public Service (CARPS) at both levels of Government. Ernst & Young (EY) was commissioned to provide technical support to the National and County Governments to undertake the CARPS programme. Objectives of the CARPS Programme The overall objective of the CARPS programme is to ensure that Government functions are properly structured and staffed to facilitate transformation of the Public Service for efficient and effective service delivery at both the National and County Government levels. The specific objectives are to: (i) (ii) (iii) (iv) (v) Provide for well-organized structures, County Government levels, that are based on given mandates and functions; Establish the existing human resource capacity at the County Government level and make recommendations on the optimal staffing levels based on the re aligned structures; Facilitate re-deployment and transfer of staff within and across the two levels of Government; Examine and analyse the existing human resource profiles and skills inventories to inform the rationalisation programme; and Recommend modalities for undertaking the rationalisation exercise in accordance with relevant laws, statutes and conventions, and implement the recommendations. Engagement process The execution of the CARPS Programme for West Pokot County followed the Institutional Framework for collaborative design and implementation of the CARPS Programme as officially launched via Gazette Notice No. 2919, issued on 2nd May The framework provided for guidelines for a joint CARPS Programme for the Public Service at the National and County Governments. The CARPS programme has been conducted by the County Rationalisation Technical Team (CRTT) as constituted through the gazette notice. The CRTT worked under the direction and oversight of the County Rationalisation Steering Committee (CRSC) which was also constituted in line with the Gazette notice. West Pokot County Report Page xiv

15 The CARPS strategy provided strategic direction to the exercise and formed the basis for reaching consensus and decision-making. Stakeholders were engaged in line with the communication guidelines and team members trained in accordance with the provisions of the associated guideline document. Throughout the process due consideration was given to the legal implications and provisions of the due diligence guideline document. The institutional review by CRTT comprised of the following processes: (i) Document review and data analysis; (ii) An assessment of the current situation within the County; (iii) Review of the functions of the County Government; (iv) Development of optimised organisation structures to support the execution of the functions of County Government; and (v) Workload analysis and the determining of optimal staffing levels. As part of the institutional review process functions, structures and staffing levels were discussed in accordance with the institutional framework. Concurrently to the institutional review process, a comprehensive biometric exercise was administered by the consultant, EY. The objective of the exercise was twofold, namely: (i) (ii) Determination of the authenticity of the employees in the County Governments payroll; and Gather a set of skills data for each staff. The above process culminated in the development of this report by the (CRTT), and validation in line with the institutional review process. West Pokot County Report Page xv

16 Major observations and recommendations The major observations and recommendations from the project are as follows; Area Observations Recommendations Functional Devolved functions It was established that there were a number of functions that West Pokot County deemed fit to automate, outsource or privatize to enable smooth operations of the programs in the County. Inadequate funds and capacity within the County to fully operationalise devolved functions within the following departments: Trade, Energy and Industrialization Land, Housing and physical planning Finance and Economic planning Health and Sanitation Tourism, Sports, Culture, Youth and Gender In addition it was established that although the County was carrying out most of the functions as stipulated in the CoK 2010, some functions still remain at the National level more so in the Department of Trade, energy and Industries. This may lead to inefficiencies in service delivery as operationalisation has not been realised at the correct Governmental level The report recommends key functions that need to be automated, outsourced and privatized. This would allow staff with the requisite skills to be deployed or transferred to perform other County key functions to ensure that programs are run efficiently and effectively. We recommend that the County establish a dedicated unit to monitor and track operationalisation and address challenges regarding arising from implementation of various functions at the County Level.. West Pokot County Report Page xvi

17 Area Observations Recommendations The Transition Authority assessment of the unbundled functions identified a range of functions that had not been assigned to either level of the Government. County Government has undertaken range of functions not devolved by National Government. The County has already embarked with some interventions regarding National Functions such as exploration and exploitation of gemstones; even though the National Government has not transferred any resources. Inadequate resources will have an impact on effective service delivery. We recommend that the Authority should provide guidelines and allocate these functions for purposes of efficient execution of services. There is an urgent need for the Transition Authority to re-evaluate the allocation of functions to both the County and the National Government to achieve this outcome. In addition the County needs to come up with ways and means to mobilize more resources to meet its development. Devolution of funds from National Government calls for a wider public participation to ensure better utilisation by those appointed as custodians. This will call for developing appropriate financial management systems and structure to ensure efficient and effective utilisation of funds. Structure Optimal County structures Hierarchical organisational The current West Pokot County structures are not well aligned to facilitate the execution of devolved functions efficiently and economically. The specific functional roles and responsibilities of the County staff in the County functional structures have not been clearly defined and articulated. This includes Country Registrars and Chief Registrars The job grading structure in place portrays a hierarchical organisational structure. In addition to all hierarchical This report has proposed/recommended optimal functional structures, which the County should consider adopting. It is further recommended that the structures developed should be implemented in order for the key functions to be performed. We recommend that the County review all Policies, Process and Procedures and update and or amend where applicable to clearly state roles and responsibilities by job title We recommended that the County should adopt leaner and/or flatter structures to ensure that programs and processes are West Pokot County Report Page xvii

18 Area Observations Recommendations structure layers, there is evidence of a narrow span of control; this means there are a few number of employees reporting to an immediate supervisor. run efficiently without any bureaucracy. This report has proposed/recommended optimal structures which the County should consider adopting Staff Establishment and Optimal Staffing Different Job grades for the same job designation Job grading structure reveals that some jobs have been classified in more than one job grade with no justifiable or logical reason, considering that employees appointed into these jobs perform the same or similar duties and responsibilities to a lesser or greater extent. We recommend that the County consider performing a job evaluation exercise to evaluate the jobs, confirm their worth and propose commensurate remuneration. This will provide a basis for designing an equitable pay structure which will ensure that equal pay is provided for work of equal value. e.g. the position after Director could either be Deputy Director or Assistant Director but not both within the same department. Optimal The West Pokot County proposed Staffing optimal staffing level is 437% higher than the current biometric employee data count. This would result in a higher wage bill for the County, which may not be sustainable. Human Resources Audit We recommend that: The CRTT re-considers the proposed staffing levels to determine if these are consistent with affordability and costeffective and efficient service delivery in the public service in the County in the future; and That the County conducts a comprehensive strategic public expenditure review that is informed by full costing of the proposed staffing and the prospective fiscal profiles. Gender Composition The 30% gender rule is observed in the County Government staffing as the composition of male and female staff members is 45% and 55% respectively. Article 27 (8) of the 2010 Constitution states that the State shall It is recommended that the County Government tracks this ratio to keep the two-thirds constitutional ratio. West Pokot County Report Page xviii

19 Area Observations Recommendations take legislative and other measures to implement the principle that not more than two-thirds of the members of elective or appointive bodies shall be of the same gender. Ethnicity Disability Staff distribution by cadre 21 ethnic groups among 42 ethnic groups in Kenya are represented in the County workforce, with the dominant community being the Pokot at 73% followed by Kalenjin at 13 % and Luhya at 8%, 20 ethnic groups are represented in the workforce. This contravenes the County Governments Act 2012 Section 65(1e) which states the need to ensure that at least 30% of the vacant posts at entry level are filled by candidates who are not from the dominant ethnic community in the County so that the establishment presents a semblance of the face of Kenya 0.46% of staff in the County organisation is classified as disabled. This representation is not in line with the Constitutional requirement of at least 5% inclusion of PLWDs in a public establishment. Article 54 (2) confirms the duty on the state to ensure progressive implementation of the principle that persons with disabilities should occupy five percent of positions on appointed and elected bodies. The highest proportion of staff are found in the cadre category for Education and Training Services at The County should track this composition on an ongoing basis in relation to any nationally legislated averages, which may include; targeted recruitment for ethnic minorities to be implemented and to define and implement a deliberate transfer process outside the County staff. The County should establish a monitoring capability to review and look at whether the County meet the nationally legislated requirement of 5% of the workforce to be People Living with Disabilities (PLWDs The county should continuously evaluate whether staffing across the cadre categories is aligned to and supports its West Pokot County Report Page xix

20 Area Observations Recommendations 41%, followed by Medical and Health Service at 25% and Office Services at 10%. The Agriculture, Livestock and Fisheries Department and the Environment and Natural Resources Department which perform core functions have 5% and 1% staff representation which may indicate inadequate distribution. Terms of The County has a high reliance on service temporary staff; 52% (1,018) of staff are permanent and 48% (947) of staff are temporary. These pose risk to the County in terms of providing services in a sustained, efficient and effective manner with operational continuity. Two cadre categories of concern are Executives 100% (53) and Education & Training Services 98% (783). Skills Assessment primary strategic objectives and programmes It is recommended that the County should evaluate to what extent this is an operational requirement, or if other factors like the availability of skills or the absence of approved posts in the existing organisational structure is leading to this. From this evaluation a strategy should be devised that consider for example: The employment of more skilled technical staff and or redeploy current staff through an structured education programme; and Outsource services and or automate processes to improve efficiency and reduce the personnel emoluments budget. Years of From the analysis on the years of From middle level staff and below, the experience experience by staffing level, it was organisation should take care to ensure noted that: that there is an appropriate mix in the The greatest proportion of service staff have 1-3 years experience; The greatest proportion of years of experience, and not an undue reliance on staff with no or little experience. operations staff have No experience (less than 1 year) experience; The greatest proportion of middle West Pokot County Report Page xx

21 Area Observations Recommendations Areas of understaffing Academic Qualification level staff have more than 25 years experience; The greatest proportion of professional, management and administrative staff have 7-10 years experience; and. The greatest proportions of top management have years experience. Low levels of service terms for Service and Operations staff, may impact efficient service delivery as experience levels will be low. Areas where a need for additional staff with the required skills were noted in the following areas; Finance and Economic planning- Inadequate of Revenue clerks and Officers Agriculture and Irrigation-Shortage of farming education Officers Livestock and Fisheries- Inadequate Ward animal health Officers Skills scarcity in core Departments will impact efficient and effective delivery of services to the public. Majority of employees have less than a Diploma. Support staff account for a large number of staff with no or primary academic qualification. Reliance of staff with no academic qualification may impact effective and quality service delivery in some technical departments County needs to progressively train and recruit staff to reduce the skills deficit. Employees need not to not only have the necessary experience but also the appropriate qualifications to do their job, and ultimately enable the county to deliver its services and programmes for Instance where more senior and professional staff have less than a diploma. The above summary covers the key strategic issues arising from the West Pokot County Capacity Assessment and Rationalisation for Public Service (CARPS) report as developed by the County West Pokot County Report Page xxi

22 Rationalisation Technical Team (CRTT) and approved by the County Rationalisation Steering Committee (CRSC). The detailed observations and recommendations are contained in respective the chapters and sections of this report. As a way forward, the CRSC should review this report in detail and develop modalities for its implementation in consultation with the Inter-Governmental Steering Committee (IGSC) which guides the CARPS process.. West Pokot County Report Page xxii

23 1 INTRODUCTION 1.1 Background and context The Constitution of Kenya, 2010 (CoK, 2010) fundamentally altered the governance structure of the Country through establishing two levels of Government, the National and County Governments. This has necessitated a transition from a centralised form of governance to a devolved governance structure. The new governance structure is still evolving and various structures are implemented in varying degrees. During this transitional process, West Pokot has undertaken a Capacity Assessment and Rationalisation of the Public Service (CARPS) Programme as part of a wider mandate covering all the County Governments and Ministries of the National Government. The CARPS is a strategic initiative which was launched in July 2014, with an aim of transforming the Kenya Public Service as envisioned in the National Strategic Vision The Vision s primary goal is to attain middle-income status by Vision 2030 is categorical that transforming the Public Service for accountability and provision of efficient and quality services is critical. Further, Vision 2030 anticipated a paradigm shift in national governance, especially through the institutionalisation of a new constitutional order. Hence, following extensive national consultations, debates and a countrywide referendum, a new Constitution of Kenya was promulgated on 27th August 2010 (COK 2010). In COK 2010, there is an explicit goal to transform the Public Service so that it is: citizen focused, result-oriented, transparent and accountable to the people. The Constitution has accentuated the imperative to rationalise and transform the Public Service in five distinct but related aspects: The Constitution circumscribed a leaner overall structure of the National Government by capping the number of Ministries that can be established to a maximum of 22. Consistent with that spirit of the Constitution, the national political leadership, ushered in by the general elections of March 2013, overhauled the superstructure of the Public Service by rationalising Government Ministries from 42 to 18. There followed an inevitable collapsing of structures and attendant movement of personnel to the new ministries; The Constitution required devolution of many functions, and transfer of associated resources, from the National Government to the 47 County Governments. Following devolution, most of the Ministries in the National Government are required to focus on policy making and regulatory functions, research, setting standards and norms, and national legislation. In a complementary role, the County Governments should focus on policy execution, service delivery and operational level legislation. These changes would necessarily entail extensive changes in institutional and organisation systems, structures and staffing for both the National Government and the legacy Local Governments. The changes implied the need for re-alignment and development of skills, and other competencies simultaneously within the National and County Governments; To support the paradigm shift within the national governance system, besides the devolved County Governments structures, the Constitution created new constitutional bodies. These bodies have recruited majority of their personnel from the Public Service in the National Government, and thus this has created capacity gaps in some of the Ministries and Departments; West Pokot County Report Page 1

24 The Constitution explicitly stipulates values and principles of the Public Service at all levels of Government and in all state organs. Among those values and principles are: high standards of professional ethics; efficient, effective and economic use of resources; representation of Kenya s diverse communities, etc. As such, the Constitution, for its successful implementation requires an improved and differently managed Public Service; and The Constitution empowers citizens to demand public services in the context of its provisions in the Bill of Rights, and in particular, guarantees to economic and social rights (Article 43 of the Constitution). Therefore, in contrast with legacy institutional arrangements, under the COK 2010, public servants accountability for quality, transparency and fairness in service delivery to citizens is now clearly articulated. In exercising the powers conferred to him by the Constitution of Kenya 2010, His Excellency the President of the Republic of Kenya issued two Executive Orders in April and May 2013, that outlined the structure of the Executive Arm of the Government. The new look Government is required to drive the country s development agenda for the next five years. In July 2013, against the strategic backdrop described above, and in order to better understand the evolving status of the personnel establishment and human capacity in the Counties, the Transition Authority (TA) undertook a human resource (HR) audit of all County public services. The results of this audit were incomplete because a significant number of personnel failed to participate. Despite the challenges faced, the TA audit of HR in the Counties found systemic and human capital weaknesses. In addition to the HR audit by TA, the Ministry of Devolution and Planning (MoDP) conducted a highlevel audit of the Public Service payroll system which confirmed significant leakages within the same system. Therefore, the two audits confirmed that both the National and County Governments are currently confronted by major problems and challenges in human resource management (HRM). In addition, the reviews highlighted institutional problems in HRM within the Public Service which include: The size of the Public Service: The Public Service has continued to grow in size; Complexity: The responsibilities of the Public Service have grown in complexity and sophistication in line with social, economic and technological developments, placing further strain on the management of the institutions; Turbulence: The growing demands of the economy require that Government departments keep up with constant change in both technology and policy as well as with the changes brought by the new Constitution (Article 41) on Progressive Labour Laws; and Structure: Organisational structures in the Public Service have not been re-designed to ensure faster delivery of services and at lower costs. The pace has not matched expectation to ensure efficiency and cost effectiveness in service delivery. The National and County Government Co-ordinating Summit (as outlined in the intergovernmental relations act, no. 2 of 2012) agreed to collaborate in a strategic initiative to undertake Capacity Assessment and Rationalisation of the Public Service (CARPS) at both levels of Government. Consequently, the National Government (represented by the MoDP), the County Governments West Pokot County Report Page 2

25 (represented by the Council of Governors) and the Transition Authority (TA) for the implementation of devolution, all agreed and developed an Institutional Framework for the joint National and County Governments CARPS Programme. In furtherance of the decision of the Summit to implement CARPS Programme, the Government through a notice in the Kenya Gazette Vol.CXVI No. 56 of 2 nd May 2014 formalised and established this institutional framework for the joint collaborative and implementation CARPS Programme. Ernst & Young (EY) was commissioned to provide technical support to every Ministry and County Government to develop its own CARPS Programme. 1.2 Rationale for CARPS Programme The CARPS programme at both levels of Government endeavours to; Transform the Public Service for efficient and effective service delivery The increasing demand for better and quality services by the citizens has set the stage for a new order in the management and accountability of Government and hence the need to focus more on the welfare of the citizenry. At the forefront in the delivery of services is the need for a robust and efficient public service Reduce the cost of providing services The rapidly expanding public sector wage bill is a concern as it is impacting negatively to the economic development of the country. Currently, the recurrent expenditure has reached unsustainable levels, crowding out resources meant for development. The total estimated wage bill is slightly over 13% of GDP (2012/2013), and is well above the internationally accepted standard of 7%, accounting for almost half of the revenue collected by Government. This poses a serious threat to the funding of transformational development projects, and has the potential to severely affect the country s economic prospects Achieve fit for purpose organisational structures The re-organization of Government was guided by the need to focus on what the Government does best and allow it to concentrate on its core functions. The rationalisation of the Public Service will seek to achieve fit for purpose organisational structures which will facilitate realisation of a devolved system of governance, efficiency and effectiveness in service delivery Facilitate transition to devolved Governments The assumption of the County Government functions and the subsequent transfer of National Government staff to the Counties require review of staffing norms at the two levels of Government for effective and efficient delivery of services. It is noted that County Government staff also include staff from National Government performing devolved functions, former Local Authority staff in addition to the staff newly employed by the Counties. West Pokot County Report Page 3

26 1.3 Objectives of CARPS Programme The Inter-Agency Technical Committee developed the vision for the Programme, being, A transformed Public Service that is responsive and delivers quality, efficient and effective public services, and formulates and implements policies to achieve and sustain Kenya s global competitiveness. The overall objective of the CARPS Programme is to ensure that Ministry/ Department and County Government functions are properly structured and staffed to facilitate transformation of the Public Service for efficient and effective service delivery both at the National and County Government level. The specific objectives of the Programme are to: Provide for well-organized structures at National and Country Government level that are based on given mandates and functions; Establish the existing human resource capacity at the National and Country Government level and make recommendations on the optimal staffing levels based on the re aligned structures; Facilitate re-deployment and transfer of staff within and across the two levels of Government; Examine and analyse the existing human resource profiles and skills inventories to inform the Rationalisation Programme; and Recommend modalities for undertaking the rationalization exercise in accordance with relevant laws, statutes and conventions, and implement the recommendations. 1.4 Overview of approach and methodologies Approach The full implementation of the CARPS Programme was designed to be delivered in phases over a medium term framework. Phased implementation enables adequate due diligence, mitigation of risks and an overall positive impact from the programme. The long term perspective of the CARPS programme provides for a three phased approach: Phase 1 - CARPS programming: The initial phase which constitutes the current phase of the project. Phase 2 - Rationalisation and redeployment: In this phase, Ministries / Departments and County Governments will be putting in place their fit-for-purposes structures and optimal staffing establishments as guided by Phase 1. Phase 3 Re-engineering and Capacity Building: This phase will be about individual Ministry / Department and County Governments sustaining and enhancing results from the base programme (Phases 1 and 2) with innovative and state of the art initiatives that exploit best global practices and exploitation of ICT applications. West Pokot County Report Page 4

27 The institutional framework for the joint National and County Governments Programme as officially established via Gazette Notice No. 2919, issued on 2nd May 2014, clearly outlines the approach of execution and management of CARPS Programme. The main features of the framework are presented in the figure 1.1 below. Figure 1.1: Institutional framework The institutional framework outlines the roles and functions of County staff involved in execution and implementation of CARPS as follows: Inter-Governmental Steering Committee (IGSC) functions are to; Provide vision, leadership and policy direction for the capacity assessment and rationalisation programme; Oversee the implementation of the capacity assessment and rationalisation programme; and Report on the implementation of the capacity assessment and rationalisation programme to the Summit established under section 7 of the Intergovernmental Relations Act, West Pokot County Report Page 5

28 Inter-Agency Technical Committee (IATC) functions are to; Provide overall management of the capacity assessment and rationalisation programme; Implement the policy directions of the Inter-Governmental Steering Committee; Provide technical assistance to Ministries, Departments and County Governments; Facilitate consultation with Ministries, Departments, County Governments and administrators of schemes of service for public officers affected by the capacity assessment and rationalisation programme; Approve activities for the implementation of the capacity assessment and rationalisation programme; Monitor and evaluate the capacity assessment and rationalisation programme; Oversee preparation of the framework for the capacity assessment and rationalisation programme which includes: o Policy guidelines; o Principles of capacity assessment and rationalisation; o Criteria for capacity assessment and rationalisation; o Appeal mechanisms; o Institutional arrangements for the implementation of the framework for the capacity assessment and rationalisation programme; and o Monitoring and evaluation strategies; Develop a communications strategy for the capacity assessment and rationalisation programme; Develop training and sensitisation materials for the affected public officers; Develop an implementation plan for the capacity assessment and rationalisation programme; Oversee the appointment of a lead consultant and supervise the lead consultant in the execution of that lead consultant s duties; and Mainstream gender, youth and persons with disability concerns in the implementation of the programme. Inter-Agency Secretariat (IAS) functions are to; Co-ordinate the implementation of the decisions and directions of the Inter-Agency Technical Committee; Provide technical assistance and support to the Rationalisation Technical Committees of Ministries / Departments and the rationalisation steering and technical committees of County Governments; Facilitate the work of the lead consultant; Co-ordinate and facilitate the sensitisation and training activities; Receive and analyse progress reports from the lead consultant; Report to the Inter-Agency Technical Committee on the work of the lead consultant; Ensure compliance with the guidelines and; Monitor and evaluate the capacity assessment and rationalisation programme. West Pokot County Report Page 6

29 Ministerial/Departmental Rationalisation Technical Committee: Each Ministry or Department establishes a Rationalisation Technical Committee responsible to the Inter-Agency Technical Committee for the overall implementation of the capacity assessment and rationalisation programme in the Ministry or Department. The Technical Committee s functions are; Undertake an institutional review of the Ministry/Department; Assess skills and competencies required including determining optimal staffing levels; Establish existing human resource capacity in the Ministry/Department in terms of numbers and skills; Identify staff eligible for re-deployment or transfer or separation; Sensitize and train all staff affected by the Programme; Prepare reports to the Inter-agency Technical Committee; and Generally implement the Programme in their respective Ministry/Department. County Rationalization Steering Committees (CRSC): Each County Government establishes a County Rationalisation Steering Committee chaired by the respective Governor. The functions of the County Rationalization Steering Committees are to; Provide vision, leadership and policy direction for the capacity assessment and rationalisation programme in the County; Oversee the implementation of the capacity assessment and rationalisation programme in the County; Work in consultation with Inter-agency Technical Committee and prepare periodical reports to the Inter-Agency Technical Committee; Approve and implement sensitization and training programmes; and Verify the lists of the staff identified for re-deployment, transfer or separation, if any. County Rationalisation Technical Team (CRTT): Each County Government establishes a Rationalisation Technical Team chaired by the member of the relevant County Executive Committee responsible for matters relating to the County public service. The functions of County Rationalisation Technical Team are to; Undertake an institutional review of the County Public Service; Assess the skills and competencies required in the County Government; Determine the optimal staffing for the County Government; Establish the existing human resource capacity of the County Government; Identify the public officers eligible for redeployment, transfer or separation; Sensitise and train the public officers affected by the capacity assessment and rationalisation programme; Facilitate the lead consultant at the County level; West Pokot County Report Page 7

30 Prepare reports for consideration by the Inter-Agency Technical Committee on the capacity assessment and rationalisation programme; and Implement the capacity assessment and rationalisation programme in the County. As envisioned in the institutional framework the Government, through the technical support of the consultant, developed a strategy for the joint CARPS Programme that will target all Ministries/ Departments and Counties. The Strategy provides a standard approach to enable each Ministry/Department and County to objectively undertake capacity assessment, organization structure review, determination of optimal staffing levels, and also identify cadres and functional areas where staff will be redeployed, transferred or separated, if appropriate Methodology The CRTT has undertaken Phase 1 of CARPS Programme under the direction and oversight of the CRSC with the consultant providing technical support. Outlined below are the key activities of the programme Preparation EY, with input from the IAS and IATC developed guideline documents, tools and training manuals on the following thematic areas of the Programme: Broad Legal Compliance Information, Education and Communication Programme HR Audit and Skills Assessment Institutional Review (including workload analysis and optimal staffing) Legal Due Diligence Monitoring and Evaluation Options and Incentives Training and Sensitisation Using the guidelines documents, tools and training manuals above, EY trained and supported the CRTT to assist it to undertake the CARPS Programme in the County. In addition, EY deployed guideline documents, tools and training manuals to the County to be used as reference materials during implementation of the Programme Data collection West Pokot County Report Page 8

31 Human resources audit and skills assessment Biometric data was collected as part of the national biometric exercise of all civil servants which served to: Determine the authenticity of the employees on payrolls of National Government Ministries and County Governments; and Gather data on skills for each employee. Institutional review The institutional review comprised the following: A situation analysis by the CRTT which considered all available documentation including the Constitution of Kenya 2010, Executive Order No. 2, various devolution laws, Vision 2030, Legal Notices on the transfer of functions to the Counties, County Integrated Development Plans (CIDP), County blueprints, current organisational structures, current and/or proposed organisational structures currently under development, current and proposed job descriptions, payroll data, the model/generic County Government Structure and any other relevant documentation. A functional analysis by the CRTT which included an analysis of the extent to which functions that have been devolved and operationalized using National Government staff, functions that have been devolved and operationalized using County staff, functions that have been devolved and partly operationalized, functions that have been devolved and not operationalized, functions assigned to both levels of government (concurrent), functions not assigned to either level of government (residual), functions that have been devolved and still being performed by the National Government, functions that are National Government functions for which a County Government is better placed to execute and functions that are County functions which the National Government can perform better. Furthermore consideration was given to the extent to which functions could be automated, outsourced or contracted out or abolished. A review by the CRTT of organisational structures and design to support rationalised functions, considering spans of control and the design principles as set out in the guideline document Workload analysis by the CRTT and the determining of optimal staffing levels using the primary staffing model, which comprises of four components namely organisation structure, the application of a scientific workload analysis using the Full Time Equivalent (FTE) Toolkit, staffing norms and best practice and interviews with management / leadership to arrive at the recommended optimal staffing number. Analysis, consolidation and reporting After completion of the biometric exercise, data analysis was undertaken to identify the current levels of skills across the various cadres, and to inform on skills gaps and areas that need intervention. This analysis and reporting of the biometric data was done at an entity level. West Pokot County Report Page 9

32 Further analysis and reporting included the consolidation, observations ad recommendation a these related to the functional analysis, the structures supporting Validation Each CRTT developed its draft report for validation by the relevant CRSC before submission to the Inter-Governmental Steering Committee. 1.5 Structure and scope of report The report is organized into an Executive Summary and six chapters as set out below: Executive Summary: provides an overview of the reports essential information Introduction: contains information on the background of the study, the objectives, methodology used, composition of the technical team and a description of the structure and scope of the report Situation Analysis: presents the situational analysis of information on how the County Government has been structured and staffed so far Rationalised functions: this chapter presents the rationalised functions Recommended structure and optimal staffing: details the proposed organisational structures and optimal staffing numbers Human Resource Audit: provides results of the human resource audit Skills Assessment: defines the results of the skills assessment. West Pokot County Report Page 10

33 2 SITUATIONAL ANALYSIS This chapter provides the current situational analysis of West Pokot County. Current situational analysis covers the county geography and economic base, political and administrative boundaries, strategic direction, functions and programmes being undertaken, current structures and staff establishment. The situational analysis has been taken into account in developing the recommendations contained in this report. 2.1 West Pokot County s geography and economic base West Pokot County is one of the 14 Counties in the Rift Valley region. It is situated in the North Rift along Kenya s Western boundary with Uganda. It borders Turkana County to the North and North East, Trans Nzoia County to the South, Elgeyo Marakwet County and Baringo County to the South East and East respectively. The County lies within Longitudes and East and Latitude 10 and 20 North. The County covers an area of approximately 9,169.4 sq. km stretching a distance of 132 km from North to South. The County has 4 constituencies, 13 divisions, 61 locations and 222 sub-locations. It covers an area of 9,169.4 sq. km. Table 1 presents the existing number of administrative units in terms of Sub- Counties, Divisions, Locations and sub-locations. West Pokot County is composed of the Governor, County Executive Committee and County Assembly. The County Executive Committee is expected to supervise the administration and delivery of services to citizens as well as conceptualize and implement policies and County legislation. The County Assembly on the other hand is a legislative organ and will play an oversight role in ensuring that supportive legislation are in place for successful implementation of County policies. The key economic activity of the County is Agriculture and Livestock farming. Agriculture is mainly potato and maize based. Livestock farming, is situated in the in the Highlands where dairy animals are reared, and the in the Low lands a nomadic existence is conducted. The population of the County is estimated at 631,231 persons as per 2013 projections. This population consists of 313,746 males and 317,484 females; a sex ratio of 100:101 West Pokot County Report Page 11

34 Figure 2.1: Map of Kenya showing physical location of West Pokot County West Pokot County Report Page 12

35 The County is characterized by a variety of topographic features. On the Northern and North Eastern parts are the dry plains, with an altitude of less than 900m above sea level. On the south-eastern part are the Cherangani Hills with an altitude of 3,370m above sea level. Landscapes associated with this range of altitude include spectacular escarpments of more than 700m. The high altitude areas have high agricultural potentials while medium altitude areas lie between 1,500m and 2,100m above sea level and receive low rainfall in addition to being predominantly pastoral land. The low altitude areas include Alale, Kacheliba, Kongelai, Masol and parts of Sigor. These areas are prone to soil erosion due to flash floods. The main forests in the County are found in the Cherangani Hills. The gazetted forests, which form part of the Cherangani Hills in Lelan, covers an area of 20,857ha. Un-gazetted forests cover 15,719ha and consists of rain forests blocks scattered all over the County. These are natural forests dominated by tree species like cedar (Juniperous procera) and bamboo (Aredinaria alpina). Plantation forests cover an area of 662ha, of which approximately 34ha are indigenous. The main rivers in the County are Suam, Kerio, Weiwei and Muruny. Cherangani Hills are the main source of Muruny and Weiwei rivers, while Mt Elgon is the main source of river Suam. River Muruny, Kerio and Weiwei drain northwards into Lake Turkana, while other small rivers join and drain into River Nzoia, which in turn drains into Lake Victoria. River Suam drains into Turkwel dam that generates hydroelectric power. The County has a bimodal type of rainfall. The long rains fall between April and August, while the short rains fall between October and February. However, there is great variation in the total amount and distribution of the rainfall received in the County. The lowlands receive 600mm per annum while the highlands receive 1,600mm per annum. The County also experiences great variations in temperature with the lowlands experiencing temperatures of up to 30 C and the highlands experiencing moderate temperatures of 15 C. These high temperatures in the lowlands cause high evapotranspiration, which is unfavourable for crop production. The high altitude areas with moderate temperatures experience high rainfall and low evapotranspiration hence their suitability for crop production. The County has four constituencies namely, Kapenguria, Kacheliba, Sigor and Pokot South and 20 County wards. Kapenguria and Kacheliba constituencies have six wards, while Sigor and Pokot South have four wards each. West Pokot County Report Page 13

36 Table 2.1: Constituencies in West Pokot Constituency Number Of Wards Area in sq. km. Kapenguria 6 1, Sigor 4 2,109.7 Kacheliba 6 3,953.2 Pokot South 4 1,284 Total 20 9,169.4 Source: CIDP West Pokot County The population of the County were estimated at 631,231 persons for This population then consisted of 313,746 males and 317,484 females; a sex ratio of 100:101. The County inter-census growth rate is 5.2%, which is higher than the national average of 3.0%. If current trends prevail, the County s population is expected to grow to 700,414 and 771,180 in 2015 and 2017 respectively. It is also worth noting that the projection is that the County of West Pokot will have more that 71.2% of its population as dependants, this being inclusive of those over 65 years. The County has four postal offices and three courier services. In terms of mobile handset telephony, the coverage is low despite the presence of all major mobile operators (Safaricom, Zain, Yu and Orange) in the County. The low coverage of mobile-phone services in most parts of the County is acute. The network providers may want to encourage bigger coverage through strong network presence in all parts of the County, mainly to facilitate easy communication and to eliminate marginalization of some parts of the County and the inherent dangers that come with it. It is no doubt that it will have a multiplier effect of opening up these areas in particular and the County in general to development activities, and unsolicited investment from entrepreneurs who believe in opportunities available in all parts of the County in line with the realization of Kenya vision The same applies to television access, which is limited to some areas in the County. In addition, the County has one local FM radio station and together with national FMs radio stations they play a big role in the dissemination of information and education in varied forms. They also offer platforms for people to air their views and for authorities to disseminate policies and issues affecting the people. On the education front, the County has a total of 503 primary schools, 58 secondary schools and 479 ECD centres. There is a presence of 11 tertiary institutions, which cater for both primary and secondary graduates. These consist of polytechnics and four middle level colleges and Kapenguria Extra Mural Centre, a constituent of the University of Nairobi. West Pokot County Report Page 14

37 The school enrolment rate in the County is low owing to a number of factors among them high poverty levels, insecurity and negative cultural practices such as cattle rustling, FGM, and early marriages. The primary school enrolment in the County was 156,272 compared with the overall population of 512,690 based on the 2009 census data. These represents 88 per cent gross enrolment rate. More investment in the education sector is required to boost the County s human development index. The section overleaf summarises the County statistics. West Pokot County Report Page 15

38 Table 2.2: West Pokot County Statistics Age cohort 2009 (Census) 2013 (Projected ) 2015 (Projected) 2017 (Projected) Male Female Total Male Female Total Male Female Total Male Female Total Under 1 year 10,461 10, ,136 12,880 26,016 14,576 28,867 43,443 16,173 15,858 32,031 Under 5 yrs 49,362 48,160 97,522 60,775 59, ,070 67,436 65, ,230 74,827 3,005 77,832 Pre-School 3-5yrs 29,899 28,731 58,630 36,812 35,374 72,186 40,847 39,251 80,098 43,553 88, ,429 Primary School 6-13yrs Secondary 14 17yrs 69,885 67, ,643 86,043 83, ,468 95,474 92, , , , ,651 25,998 23,438 49,436 32,009 28,857 60,866 35,517 32,020 67,537 35,529 74, ,468 Labour force 15 64yrs 112, , , , , , , , , , , ,441 Youth 15 34yrs 77,115 82, , , , , , , , , , ,783 Reproductive - 107, , , , , , , ,753 female 15 49yrs Aged > 65yrs 6,409 7,422 13,831 7,891 9,138 17,029 8,756 10,140 18,895 9,715 11,251 20,966 Source: West Pokot Sub-County Statistics Office (2013), Kapenguria West Pokot County Report Page 16

39 2.2 Vision, mission and strategic objectives The first West Pokot County Integrated Development Plan provided the strategic direction of the County. The strategic direction framework comprises of the vision, mission, key strategic areas and corresponding objectives and strategies, which are restated below Vision A just, equitable and secure County with a high quality of life Mission To exploit the County s potential by embracing participatory development and stimulating sustainable socio-economic development to attain high standards of living Strategic Objectives The County is committed to developing and implementing strategies that will enhance service delivery. West Pokot County had not clearly spelt out the strategic objectives. However, the following were the key issues that the County considered key to effective and efficient delivery of services: Work in partnership with the National Government and other Counties, the private sector, Non State parties and other stakeholders Exploit economic opportunities and mobilization of resources while taking into account the strength in diversity and the social and cultural assets Engagement of the public in planning the delivery of development projects and programmes Developing and implementing a progressive legal policy and regulatory framework as an enabling environment for more people to choose to leave work and invest in the County Investing in policies that make the link between economic growth and human development and provide resources to support education, health care, access to clean and safe water, food, security and advancement in vision 2030 and MDGs Current range of functions of County Governments The functions of the County Government are provided for in Article 183, 186 and 187 and also assigned in Part II of the Fourth Schedule of the Constitution. West Pokot County Report Page 17

40 Table 2.3: Current range of functions of County Governments Department The County Executive: Office of the Governor Core Functions The County Governments Act, No 17 of 2012, section 30 states that the Office of the Governor shall: Diligently execute the functions and exercise the authority provided for in the Constitution and the legislation Perform such state functions within the County as the President may from time to time assign on the basis of mutual consultations Represent the County in national and international fora and events Appoint, with the approval of the County Assembly, the County Executive Committee in accordance with Article 179(2) (b) of the Constitution Constitute the County Executive Committee portfolio structure to respond to the functions and competencies assigned to and transferred to each County Submit the County plans and policies to the County Assembly for approval Consider, approve and assent to bills passed by the County Assembly Chair meetings of the County Executive Committee By a decision notified in the County gazette, assign to every member of the County Executive Committee, responsibility to ensure the discharge of any function within the County and the provision of related services to the people Submit to the County Assembly an annual report on the implementation status of the County policies and plans Deliver annual state of the County address containing such matters as may be specified in County legislation Sign and cause to be published in the County gazette, notice of all important formal decisions made by the governor or by the County Executive Committee Provide leadership in the County s governance and development Provide leadership to the County Executive Committee and County administration based on the County policies and plans Promote democracy, good governance, unity and cohesion within the County West Pokot County Report Page 18

41 Department Core Functions The County Executive: Office Of The Deputy Governor The County Executive: The County Executive Committee Promote peace and order within the County. Promote the competitiveness of the County. Be accountable for the management and use of the County resources. Promote and facilitate citizen participation in the development of policies and plans and delivery of services in the County The County Governments Act, No 17 of 2012, section 32 states that the Office of the Deputy Governor shall: Take and subscribe to the oath or affirmation as set out in the Schedule to this Act before assuming office Deputise for the governor in the execution of the governor s functions Perform any other responsibility or portfolio as a member of the County Executive Committee and as may be assigned by the governor from time to time When acting in offices as contemplated in Article 179(5) of the Constitution, not exercise any powers of the governor, to nominated, appoint or dismiss, that are assigned to the governor under the Constitution or other written law Not perform any of the functions referred to in subsection (4) of the Act The County Governments Act, No 17 of 2012, section 46 states that the County Executive Committee shall: Determine the organisation of the County and its various Departments Be responsive to the needs of the local community and the functions and competencies assigned to and transferred to the County Facilitate a culture of public service and accountability in the County public service Be performance orientated and focused on the objects of devolved government set out in Article 174 of the Constitution Ensure that the County Departments align their roles and responsibilities with the priorities and objectives set out in the County s policies and plans Organise its Departments and other structures in a flexible way in order to respond to changing priorities and circumstances. Assign clear responsibilities for the management and coordination of Departments and functions West Pokot County Report Page 19

42 Department Core Functions The County Executive: Office Of The County Secretary and Head of County Public Service The Count Assembly The County Assembly Service Board Allow participatory decision making as far as is practicable or beyond reasonable doubt Provide an equitable, fair, open and non-discriminatory working environment The County Governments Act, No 17 of 2012, section 44 states that Office of the County Secretary and Head of County Public Service shall: Be the Head of the County Public Service Be responsible for arranging the business and keeping the minutes of the County Executive Committee subject to the directions of the Committee Convey the decisions of the County Executive Committee to the appropriate persons or authorities Perform any other functions as directed by the County Executive Committee No one may leave the Country for any trips without the authorisation of the County Secretary The County Governments Act, No 17 of 2012, section 8 states that the County Assembly shall: Vet and approve nominees for appointment to County Public Offices as may be provided for in this Act or any other law Perform the role set out under Article 185 of the Constitution Approve the budget and expenditure of the County Government in accordance with Article 207 of the Constitution and the legislation contemplated in Article 220(2) of the Constitution, guided by Articles 201 and 203 of the Constitution Approve the borrowing by the County Government in accordance with Article 212 of the Constitution Approve County Development Plans Perform any other role as may be set out under the Constitution or legislation The County Governments Act, No 17 of 2012, section 8 states that the County Assembly shall be responsible for: Providing services and facilities to ensure the efficient and effective functioning of the County Assembly Constituting offices in the County Assembly Service Board and appointing and supervising office holders Preparing annual estimates of expenditure of the County West Pokot County Report Page 20

43 Department Core Functions The County Public Service Board The Intergovernmental Forum Assembly Service Board and submitting them to the County Assembly for approval and exercising budgetary control over the County Assembly Service Board Undertaking, singly or jointly with other relevant organisations, programmes to promote the ideals of the County Parliamentary Democracy Performing other functions: o Necessary for the well-being of the members and staff of the County Assembly o Prescribed by National Legislation The County Governments Act, No 17 of 2012, section 59 states that the County Public Service Board shall: Establish and abolish offices in the County Public Service Board. Appoint persons to hold or act in offices of the County Public Service including in the Boards of Cities and Urban Areas within the County and to confirm appointments Exercise disciplinary control over and remove persons holding or acting in those offices as provided for under this Part Prepare regular reports for submission to the County Assembly on the execution of the functions of the Board Promote in the County Public Service the values and principles referred to in Articles 10 and 232 Evaluate and report to the County Assembly on the extent to which the values and principles referred to in Articles 10 and 232 are complied with in the County Public Service Board Facilitate the development of coherent, integrated human resource planning and budgeting for personnel emoluments in counties Advise the County Government on human resource management and development Advise County Government on implementation and monitoring of the national performance management system in counties Make recommendations to the Salaries and Remuneration Commission on behalf of the County Government on the remuneration, pensions and gratuities for the County Public Service employees The County Governments Act, No 17 of 2012, section 54 states that the Intergovernmental Forum shall be responsible for: West Pokot County Report Page 21

44 Department Core Functions Harmonisation of services rendered in the County Coordination of development activities in the County Coordination of intergovernmental functions Such other functions as may be provided for by or under any law The Executive office comprises: The Office of the Governor. Office of the County Secretary. Public Service Management. The Executive arm of the government is organised in the following ten functional Departments: Finance and Economic Planning. Agriculture and Irrigation. Health and Sanitation. Tourism, Culture, Sports and Social Development. Education and ICT. Lands, Physical Planning, Housing, and Urban Development. Roads, Public Works and Infrastructure. Public Works and Infrastructure. Livestock Development and Veterinary Services. Water, Environment and Natural Resources. The current range of functions per Department is set out in Appendix Current organizational structure and staffing establishment County high level structure The following high level organisational structure for the County shows the office of the Governor as the highest Executive Office in the County. The County Assembly is the legislative arm of the County which operates independently from the Governor and his/her deputy. The County Public Service Board s functions are to coordinate all government Departments in the County. Both the County Assembly and County Public Service Board have a dotted reporting relationship with the Governor s office. The County Executive Committee (CEC) which is the Council of Executive Members reports to the Governor. Each of the County Executive Members (CEC) is in charge of each of the 10 Departments as prescribed in the CoK Chief Officers manage the day to day affairs of the Departments and report to the CEC members. Below the Chief Officers (CO) are the directorates, followed by divisions, sections, and units who are in charge of different functions meant to provide effective and efficient services to the County citizens. The Current High level County organisational structure is depicted overleaf. West Pokot County Report Page 22

45 West Pokot County Report Page 23

46 High level County macro structure Figure 2.2: Current High level County organisational structure Recommended County Macro Structure Office of the Governor Intergovernmental Relations Committee Office of the County Commisssioner Internal Audit County Attorney County Assembly County Office of the Speaker Office of the County Secretary County Public Services Board County Assembly Service Board Office of the County Assembly Clerk County Executive Committee Directorate of Shared Services Department of Agriculture, Fisheries & Livestock Department of Education & Children Department of Trade, Energy & Industry Department of Finance & Economic Planning Department of Health Department of Land, Housing & Physical Planning Department of Roads & Infrastructure Department of Tourism Development & Culture Department of Water, Environment & Natural Resources Department of Youth, Gender & Sports Sub County Administration & Coordination Services Ward Administration & Coordination Services West Pokot County Report Page 24

47 High level County staff establishment The table below represents the current staff establishment as per the official authorised staff establishment provided by the individual Departments and backed up by Human Resource Function at the County. Table 2.4: High level current County staff establishment. No Offices and Department In-post 1 Governor s Office 1 2 Office of the County Secretary 1 3 Finance and Economic Planning 66 4 Public Service Management and County Coordination 47 5 Health and Sanitation Trade, Industry, Cooperatives and Energy 9 7 Education and children Land, Physical Planning, Housing and Urban Development Roads, Public Works and Transport Agriculture and Irrigation Livestock Development. Veterinary Services and Fisheries Water, Environment and Natural Resources Tourism, Culture, Sports and Social Development 3 Total 1314 While the initial assessment confirmed the figures in the table, the biometric exercise revealed that the actual number of staff in post is significantly higher at 1,959. (See Chapter 5 section 5.1). When the CARPS programme started, the total number of staff was 1314, however, this was followed by employment of ECDE teachers and other staff they considered key which increased the number to 1,959 at the time of Biometric data capture. Details of the structures and establishment under each of the Departments are in Appendix2. In the context of the CARPS objectives, the following features of the staff establishment and staffing levels are noteworthy: (i) Until now, the Offices of the Governor, the Deputy Governor and the County Secretary have operated without formal staff establishment (ii) An analysis of the Controller of Budget report indicates that 32% of the budget is being incurred in Personal Emoluments West Pokot County Report Page 25

48 2.5 Current programmes being run by the County There is need for the Department of Education and ECDE to justify why they are performing National Government functions that are yet to be devolved. If West Pokot County feel strongly that they should perform the functions below, they must give a strong justification that will be used to make decisions in their favour at progressive higher levels of National Government. This will give may give the County a favourable hearing. Country Land Registrars and Chief Registrars roles and responsibilities are not clear and those of the County Land officers are more likely to conflict if appropriate policies and procedures are not put in place and supported by a regulatory framework clearly stating roles and responsibilities by job title. Table 2.5: Current programmes being run by the County Department Programmes/ Activities Undertaken Trade, Industry, Cooperatives and Energy Promotion of co-operative societies Training needs assessment/training for co-operative movement Investment advisory services Co-ordination and monitoring of co-operative indemnity by cooperative leaders Promotion of Co-op Ventures and Innovations (for local cooperatives) Pre-cooperative education Co-operative audit services Certification audit Continuous and compliance audits Co-operative Societies Tax computation Miss West Pokot competition Processing of application for registration Inspections and investigations Market information dissemination & advisory services Banking inspections (local SACCOs) Risk assessment in SACCOs Co-operative advisory services Settlement of disputes (arbitration) Education and Children Basic ECDE Improvement Program Capacity Building Program. Induction workshop for all teachers in ECDE Centres, Members of Boards of Management of the 24 Youth Polytechnic, ECDE Supervisors, and Instructors in all the 24 Youth Polytechnics Institutionalization of Home craft industry preliminary steps on course. West Pokot County Report Page 26

49 Department Lands, Physical Planning, Housing and Urban Development Programmes/ Activities Undertaken Administration of early childhood education standards and norms Sensitization and Capacity building of stakeholders, School Management Committees & Communities on ECDE Registration of Pre-primary schools County planning and development, including Land survey and mapping; Boundaries and fencing; Core functions of the County Land Sector: Physical planning office Prepare and submit budgetary proposals for funding of the spatial planning function to the County Executive Committee Prepare and review the County spatial plan Prepare and review local plans for other urban areas Undertake research on matters of spatial planning specific to the County on its own volition or as directed by the County Executive Certify the County and local spatial development plan for approval by the County Assembly Monitor the implementation of the national and regional plans as they relate to the County Monitor and evaluate the implementation of County and local spatial development plans Process and advise the County Executive on applications for development permission for County Government projects Ensure that developments occurring within the County conform to the approved County spatial development plan Advise the County Executive Committee on development applications for development permission from developers Department of survey Supervision of adjudication maps and plans Production of RIM S in adjudicated areas for registration purposes Implementation of development plans as prepared by the physical planning Department Administration of mutation surveys from licensed surveyors for purposes of issuing new numbers. Updating of RIMs (Registry index maps) and PIDs (Preliminary index diagrams) to reflect new numbers Resolution of boundary disputes in conjunction with the land West Pokot County Report Page 27

50 Department Programmes/ Activities Undertaken registrar. Carrying out Topographical surveys With devolution taking root, survey and mapping functions having been devolved, the office intends to start undertaking the following functions: Execution of fixed boundary surveys for new grants Execution of mutation surveys Development, control and enforcement of compliance Prevention and Implementation of Slum Upgrading Programmes (except for ongoing projects) Management of all offices and institutional houses whose functions have been transferred to the county Management and maintenance of houses that belonged to county, municipal and city councils Electrification of public buildings and installation of lightening arrestors Mapping and surveys Title Surveys Provision of 3rd Order Geodetic Network Mapping of Infrastructure, utilities and natural resources Roads, Public works and Transport Boundaries and fencing Determination of Property Boundaries Solving property Boundary Disputes Ensuring Fencing and development Properties Finalization of surveying of Administrative Boundaries within the counties Conflict Resolution on matters arising from County Spatial Planning Preparation of Documentation - Buildings, Roads, Energy and ICT Site handing over to Contractors Project and Contract Management of various public buildings/roads/energy/ict projects under construction Certification and re-measurements of works Ensuring Fire protection of public buildings Maintenance of County owned residential estates e.g. Mbela Estate Management of minor works that cannot be contracted Harmonisation our work plans with those of other agencies e.g. KeRRA, KURA, CDF West Pokot County Report Page 28

51 Department Programmes/ Activities Undertaken County public works Management of Appropriate Building Technology (ABT) centres Storm water management systems in built up areas Water and sanitation services County transport, including (a) County Roads Management, development of County roads 1(Classified as Class D,E and other Unclassified Roads according to Roads Classification as agreed between the National and County Governments Construction of County roads Upgrading of County roads Rehabilitating and maintaining County roads Controlling reserves for County roads and access to roadside developments; Control of axle load on County roads Implementing road policies in relation to County roads; Ensuring that the quality of County road works is in accordance with nationally set standards Collecting and collating all such data related to the use of County roads as may be necessary for efficient forward planning Monitoring and evaluating the use of County roads; Planning the development and maintenance of County roads Liaising and co-coordinating with other authorities in planning and operations respect of County roads Resource Mobilization for development of County Roads Management of Mechanical and transport equipment Fund County Roads are public roads running primarily within the county including primary roads linking all sub county headquarters, secondary and minor roads linking markets, administrative centres and local important centres Agriculture and Irrigation Traditional High Value Crops(THVC)- seed distribution Water Harvesting for Food Security ( WHFS)- Construction of water pans Agricultural Extension services or farmer advisory services West Pokot County Report Page 29

52 Department Water, Environment and Natural Resources Programmes/ Activities Undertaken Development and implementation of programmes in the agricultural sector to address food security in the county; Construction of grain storage structures; Enforcement of regulations and standards on quality control of inputs, produce and products from the agricultural sector; Availing of farm inputs such as certified seeds, fertilizer and other planting materials, such as cassava cutting or potato vines to farmer; Development of programmes to intervene on soil and water management and conservation of the natural resource base for agriculture; Promotion of market access for agricultural products; Provision of infrastructure to promote agricultural production and marketing as well as agro-processing and value chains; Enhancing accessibility to affordable credit and insurance packages for farmers; Management of agricultural training centres and agricultural mechanization stations Land development services such as construction of water pans for horticultural production for food security; Formulation and review of county specific policies, Development and enactment of legislation and regulatory frameworks for county specific policies; and Implementation of national and county specific policies. Plant disease control including carrying out, coordinating and overseeing:- Control of plant pests, diseases and noxious weeds that are specific to counties. Sand harvesting, conditionality of mining, noise pollution and natural resource management. Development of Forests; A forestation, Development of management plans, Development of community forests associations, Biodiversity Monitoring Waste management Control of Pollution and other public nuisances and outdoor advertising-insurance of permits Natural Resources Management Environmental Conservation Mining/Prospecting Consenting Liaison West Pokot County Report Page 30

53 Department Programmes/ Activities Undertaken Research and Development Carry out registration and licensing processes (Issuance of consents/approvals) of mining groups, tree harvesters, environmental groups and other natural resources players to ensure adherence to standards Provide advisory services related to environment and natural resources quality enhancement. Collect, collate, analyse data, maintain a database on the natural resources and document and monitor the environment through registration of any persons dealing with the industry. Represent the County Government in national and international forums in regard to environmental matters. Arbitrate in case of disputes (Conflicts Resolution). Encourage environmentally friendly, ethical and hygienic natural resources production, processing and marketing practices, in order to enhance quality and sustainability. Identify, develop and promote new and emerging domestic and global markets for all natural resources in the County Informing County and national policy processes by collecting and disseminating information through policy briefs and reports Promoting dialogue between and within different communities of interest. West Pokot County Report Page 31

54 2.6 Current programmes being run by the National Government in the County Table 2.6: Current programmes being run by the National Government in the County Department Programs Undertaken Cooperatives Issuance of registration certificate Co-operative Legislation Cooperative Tribunal Registration of Co-operative Societies Audited Accounts Mainstreaming good governance in co-op sector. Development of co-op guidelines Enforcement of the public officer ethics act Development of co-op education policy and guidelines Education Quality and Standards Assurance and Oversight Public Works and Infrastructure Water, Environment and Natural Resources Most recently brought under County Department of Education but being executed by the National Government to ECDE Level Training ECDE teacher s by the DICECE officers in the County Youth Polytechnic Subsidized Youth Polytechnic Tuition fund which is Kshs.15, 000 per trainee per year but not forthcoming making running such institutions difficult Provision of workshop tools and equipment to a selected Youth Polytechnic per year Education Fund. Apart from the County, National Government offers the same through the following institutions CDF, HELB, and MOEST Maintenance of County roads Project Management of CDF projects Rural Electrification Programme Wetlands management-nema Enforcement in forestry sector- Kenya forests service West Pokot County Report Page 32

55 2.7 Current programmes being run jointly with the National Government Table 2.7: Current programmes being run jointly with the National Government Department Programs Undertaken Cooperatives Mainstreaming good governance in co-op sector. Enforcement of the public officer ethics act Co-operative training/information Training needs assessment for co-operative movement Education Library services is a fully devolved function, however Community and District Libraries are managed by the National Government. They are yet to be handed to County Government together with staff and funding. The County has embarked on the implementation of library but in consultation with others at a fee. Land, Housing and Physical Planning Department Of Land Adjudication and Settlement The Department has two divisions namely; Land Adjudication and Settlement. Settlement division is responsible for the acquisition, planning, demarcation, survey and allocation of economically viable agricultural settlement land to landless, poor and unemployed Kenyans on loan basis while Adjudication division is responsible for ascertaining rights and interests on land in trust land areas and transformation of ownership from customary tenure to individual/group ownership through demarcation, survey and registration. Others activities undertaken by the Department include management of group ranches, arbitration of land disputes, purchase of land for settlement of landless Kenyans, survey and demarcation of settlement scheme plots, incorporation of group representatives through Group Representatives Act, hearing and determination of land disputes in adjudication sections, issuance of letters of offer and legal documents and collection of land loans, issuance of discharges and transfer documents Agriculture Agricultural Sector Development Support Programme (ASDSP) Water, Environment and Natural Resources Small Holder Horticulture Empowerment Project ( SHEP UP) Kenya Agricultural Productivity Sustainable Land Management Project (KAPSLMP) Kenya Agricultural Productivity and Agribusiness Project (KAPAP Wetlands management Environmental conservation and enforcement Enforcement in forestry sector West Pokot County Report Page 33

56 Department County Public Service Board Programs Undertaken Collaboration in Issuance of prospecting/mining consents Issues on salaries and remuneration West Pokot County Report Page 34

57 2.8 Summary of Institutional, Organisational and Human Resources Issues and Challenges Table 2.8: Summary of Institutional, Organisational and Human Resources Issues and Challenges Area Issues and challenges Institutional While the Land Registration Act recognizes County Registrars, and requires that they share authority over registration functions with the Chief Registrar and Cabinet Secretary, their specific role and relationship to other institutions in not well defined The law reposes overwhelming responsibility on the NLC in almost all land relations. Successful land sector reforms, including in relation to devolution, will depend largely on the co-operation rather than competition between the Cabinet Secretary for Land, the NLC and County Governors The legal gaps identified in terms of devolution and land management must be urgently addressed through the adoption of Regulations, another task vested in the NLC. Such Regulations must at a minimum: (1) clarify further the role of CLMBs, and (2) contain schedules and timelines for devolution of functions and assets to County-level offices. More importantly, laws relating to the governance of natural resources must be urgently enacted, with the Senate seen to be playing a visible role in the process Public information and education on roles and responsibilities of County-level land institutions cannot be overemphasized. Without knowledge on the rapidly evolving land sector, corruption and lethargy will sneak back unnoticed Inadequate resources - funds, transport, office support Organisational Lack of proper procedures for carrying out co-operative extension services to ensure it is educative and, promotional and informative Monitoring and evaluation Office accommodation and equipment is inadequate and lacking in some Sub Counties Human Resources Inadequate capacity and skills among staff Poor remunerations Stagnation in one job group Limited staff of 4.8% has posed great challenges in the following areas: Low effectiveness in service delivery Coordination of functions Low staffing levels and inadequate staff.some functions have not West Pokot County Report Page 35

58 Area Issues and challenges been staffed at all such as co-operative marketing Ageing work force and lack of clear succession plans The challenges being experienced are the existing gaps in the establishment where capacity building is required for the board members and staff on all aspects of human resource matters Harmonisation of grades for seconded staff from the National Government West Pokot County Report Page 36

59 3 RATIONALISED FUNCTIONS 3.1 Overview of process followed The process commenced by the administration of the Functional Assessment Questionnaire to enable each Department to complete a detailed analysis of the organisation and functions. Each Department came up with a proposed structure. A workshop was organised for presentations of the proposed structures to the technical team. Each presentation was critically analysed by all the other Departments and gaps and any duplications were identified. The results of the review of the functions are presented below under the following categories: (i) Core functions of the County Government (ii) Functions that have been devolved (iii) Functions that have been devolved and partially operationalised (iv) Functions that have been devolved and not operationalised These functions are detailed in the tables below. 3.2 Functions that have been devolved and operationalised using National Government Staff Table 3.1: Functions that have been devolved and operationalised using National Government Staff Department Devolved Functions Sports Sports Transport Mechanical and transport equipment still under Ministry of transport and Infrastructure Public road transport on licensing of public service vehicles operations. County Roads still under KeRRA Energy Identification of the renewable energy sites for development still under Ministry of Energy Housing Government Housing Physical planning In the Constitutional Survey and Physical Planning have been devolved but operationalisation has been hampered by National Government not releasing the County Surveyor to the County. West Pokot County Report Page 37

60 3.3 Functions that have been devolved and operationalised using County Staff Table 3.2: Functions that have been devolved and operationalised using National Government Staff Department Devolved Function Health Medical treatment Finance and Economic Planning Tourism, Culture & Social Services Public Service Management and County Coordination Education and Children Land, Physical Planning, Housing and Urban Development Public Works, Roads & Transport Disease surveillance and control Revenue collection County planning and development Accounts department Budget preparation Internal Audit services Supply chain Management County security County museum officers County cultural experts Sports managers Human Resource officers County, sub-county administrative officers Secretarial staff Security staff Drivers Top management County Education top management Polytechnic tutors and lecturers Administration officials Sub-county tutors Mechanical engineering Surveying Architectural drawing Planning and Researching Road engineering Road surveying o Plant driving and Engineering o Surveying o Electrical installation o Driving West Pokot County Report Page 38

61 Department Devolved Function o Medical First Responders, First Aid provision and management Quality Analysis Assessment Trade, Industry, Cooperatives and Energy Agriculture and Irrigation; Livestock & Fisheries Water, Environment & Natural Resources Weights and Measures Revenue collection Licensing Business Development education Energy Planners Market licensing Markets development Provision of agricultural extension services. Promotion of technology delivery. Support implementation of national programmes in the agriculture sector. Management and control of pests and diseases in crops. Promoting management and conservation of natural resource base for agriculture. Water management Environmental conservation Management of riverine ecosystem 3.4 Functions that have been devolved and partly operationalised Libraries Banking inspections (local SACCOs) Survey Risk assessment in SACCOs Co-operative Societies Tax computation 3.5 Functions that have been devolved and not operationalized Department Devolved Function Explanation Trade, Industry, Energy There is inadequate capacity of Cooperatives and Electricity and gas reticulation the present in the county to Energy Energy Regulation perform these functions. Lands, Physical Market information There is inadequate capacity of Planning, Housing dissemination and advisory the present in the county to West Pokot County Report Page 39

62 Department Devolved Function Explanation and Urban Development services boundaries, fencing and housing perform these functions Finance and Economic planning Promotion of co-operative There is inadequate capacity ventures and innovation for local co-operatives among the staff in the county on business entrepreneurship and innovation Health and Sanitation Liquor Licencing The county has not allocated funds for this functions to operate Tourism, Culture, Sports, and Social Development Cinemas, Museums, Gambling, Racing, casinos and betting The county has not allocated funds for these functions to operate. 3.6 Functions assigned to both levels of Government (Concurrent) There are functions that have been concurrently assigned to both levels of Government, The County Government should integrate these functions into their structures and have strategic focus of the functions. The Table 3.2 below sets out functions that have been assigned to both levels of Government. The County of Government of West Pokot should integrate these functions into its strategic focus. Table 3.3: Functions assigned to both levels of Government (concurrent) Function Agriculture and Irrigation Concurrent Function Resource mobilization for agricultural research Livestock and Veterinary Services Coordination of value addition and agribusiness activities, policy on value addition and agribusiness Support initiatives for sustainable land management in agro pastoral areas Support commercialization of smallholder dairy production Fisheries Sport fishing development Betting Control and Licensing Board Lands, Physical Planning, Implementation and customization of national policies and legislation Capacity building and technical assistance to Counties to ensure adequate and appropriate competence for delivery of physical planning services Establishment of Physical Planning Units in the County, Cities and Urban areas West Pokot County Report Page 40

63 Function Housing and Urban Development Trade development and regulation including markets Cultural and Local Tourism Tourism Policy Development Health and Sanitation Concurrent Function Development, control and enforcement of compliance Preparation and dissemination of Physical Planning Manuals and Guidelines Monitoring and Evaluation of the County Governments applications of Planning Manuals and Guidelines Gathering and dissemination of trade information Provision of credit facilities through a Joint Loans Scheme Collaborating and networking with Private Sector organisations on trade matters Conducting research and monitoring the effects of Trade Policies and Practices Promotion of Producer Business Groups (PBGs) Calibrating physical standards for traceability Stakeholder awareness of issues of fair trade Marketing of County tourism in collaboration with Kenya Tourism Board Coordination and maintenance of tourism products and facilities standards and quality management in liaison with industry stakeholders Development of tourism products Tourism enterprise development Development of Convention Centres for Meetings, Incentive, Conferences and Exhibitions (MICE) Environment and consumer protection Crises, safety and risk management Tourism marketing and promotion Legislation Health financing (resource mobilization, policy and regulation) Financial management Planning and budgeting Quarantine administration Disease prevention and control (policy and coordination), including surveillance Partnerships, including Public and Private Intergovernmental relations Procurement of health products and technologies HRH management and development Monitoring and Evaluation Health research (regulation and implementation) Health information systems 3.7 Functions assigned to either level of Government (Residual) The Transition Authority assessment of the unbundled functions identified a range of functions that had not been assigned to either level of the Government. There is an urgent need for the Authority to West Pokot County Report Page 41

64 provide guidelines and allocate these functions for purposes of efficient execution of services. These functions are reported in Table 3.4 below: Table 3.4: Functions assigned to either level of Government (residual) Function Agriculture and Irrigation; Livestock and Fisheries Public Service Management Residual Function Protocols for information sharing between Contracting Member States Procedure for joint research and information sharing Joint patrol and stock assessments of the EEZ with Contracting Member States in the RFMO Ecosystem approach to fisheries management between Counties and regional Partner States Develop and review policies and programs on community development, volunteerism, family protection, older persons and aging,disability, social protection, social assistance and matrimonial property Implementation and enforcement of Disability Policy and Persons with Disability Act Disability mainstreaming and community based rehabilitation issues Disability prevention Advocacy on disability issues Vocational rehabilitation for persons with disabilities Implementation of the Social Assistance Act: Social transfers for cash transfer for older persons, persons with severe disabilities and urban food subsidies National relief of distress National Programme for Persons with Albinism Develop programs for community mobilization and development Establish a national databank for community groups Develop and implement the national framework for capacity building of community groups Prepare communities to take up social and economic development Provision of support services to County and sub-county officers Implementation of Children Act and Policy Administration of children's services in the Country Care and protection of children Empowering families and communities supporting orphans and vulnerable children through cash transfer programmes Management of children rehabilitation schools Management of children remand homes Regulation of charitable children's institutions Management of children rescue centres West Pokot County Report Page 42

65 Function Lands, Housing and Physical Planning. Tourism, Youth, Gender Sports and Culture Residual Function Marine public works (construction of jetties, sea walls), other public works Adjudication, settlement and land registration Hearing and determining landlord/tenants general complaints Hearing and determining cases on assessment of rent Hearing and determining cases on re-possession of premises by landlords Inspecting business premises under dispute Hearing and determining cases of distress on rent Policy formulation and interpretation Setting standards on how cultural affairs will be managed at all levels International cultural programmes by coordination of all international cultural programmes such as ratification of conventions and International Cultural Exchange Agreements/Protocols amongst others National cultural programmes - coordination of National, East Africa Community/Regional Cultural Exchange Agreements/Protocols Coordination of national cultural programmes that aim at promoting national cohesion, integration, patriotism and unity in cultural diversity: National cultural programmes such as Kenya Music and Cultural Festival, National Arts Exhibition, Kenya National Dress and promotion of Kiswahili as a national and official language 3.8 Functions that have been devolved and still being performed by the National Government There are functions that have been devolved but the National Government continues to perform them to a degree in the County (refer Table 3.5). The County Government is keen to assume full responsibility for these functions when capacity and other resources are available. By fully devolving these functions the County believes that it will result in more effective service delivery to its citizens Table 3.5: Functions that has been devolved and still being performed by the National Government Department Department of Trade, energy and Industry Devolved Function Liquor licensing Betting Casinos and other forms of gabling West Pokot County Report Page 43

66 3.9 Functions that are National Government Functions for which the County Government is better placed to execute The County Government is keen to undertake a range of functions that are not devolved as shown in Table 3.6. In this regard it has embarked with interventions in some of these functions as indicated in the table. In the circumstances the National Government has not transferred any resources to support the County Governments in the performance of these functions. This is contributing to stretching the limited resources of the County Government. In particular it is noteworthy that by assuming these functions e.g. in the case of ECDE the County Government proposes to add approximately 800 ECDE teachers to its payroll. This will result in an increase of its current expenditure over the allocated budget. There is thus an urgent need for the Transition Authority to re-evaluate the allocation of functions to both the County and the National Government to achieve this outcome. Table 3.6: Functions that are National Government Functions for which the County Government is better placed to execute Department Agriculture and Irrigation Functions which the County Government is better placed to execute Irrigation development Tourism, Gender, Sports, youth and Culture Youth affairs/empowerment Children services Community development including registration of groups Development of primary and secondary school infrastructure Lands, Physical Planning,Housing and Urban Development Land allocation Land disposal/leasing/development control (building plans, subdivisions, change of user, extension of lease, etc.) Land dispute resolution West Pokot County Report Page 44

67 3.10 Functions that are County functions which the National Government can perform better There are functions the County argued can be more effectively performed at the National Government level, as shown in Table 3.7. The issues such as control of quality medical drugs, proliferation of hard drugs and security go beyond county and national boundaries and require interventions at a multiagency level. Furthermore, the County does not possess sufficient both human and financial resources to effectively address these issues. Table 3.7: Functions that are County functions which the National Government can perform better Department Public Service Management Functions which the National Government can perform better Staff Training Quality Control of Medical drugs and Alcoholic beverages Prevention of hard drugs into the Country and abuse of Alcoholic beverages External and Internal Security 3.11 Functions to be rationalised (merged) The rationalisation started with analysis of the County overall functions and re-aligning them to the current focus. This involved the merging of some functions and alteration of titles for some departments. This was followed by rationalising the functions for each department as shown in the table 3.8 below: Table 3.8: Functions to be rationalized (merged) Department Function to be rationalised Education and Children Removal of District Education Officer Tourism, Gender, Sports, youth and Culture Creation of position for librarian Removal of Project Officer Split of the two sub Departments to ; Community Affairs, Culture and social services and Trade, Industry and Energy Trade Cooperative Development and Tourism Land, Housing and Physical Planning Removal of the surveyor Public Service Management County to rationalise where irrigation falls and to determine who handles water issues among the following Departments; Agriculture, Water and Irrigation, Public Works and Infrastructure, Livestock and Fisheries To indicate Administration services by use of a dotted line reporting to C.C.O. West Pokot County Report Page 45

68 Department Finance and economic planning Function to be rationalised The position of Head of Planning Strategy to be upgraded and flagged to Vision 2030 Agriculture and Irrigation 1) Agriculture and Irrigation ) Most of the functions are duplicated under other Departments -to await legal interpretation on urban area boundaries Shared functions Accountants, HR Officers, Clerks, Secretaries, Security, ICT, Legal services, Drivers and Procurement Officers to be outsourced from the parent Departments Core functions to be automated New developments and improvements in technology offer opportunities for the County to increase its efficiency and effectiveness through the automation of various processes. Through the process of data collection some automation opportunities were identified, as outlined in Table 3.9 below. Table 3.9: Core functions to be automated. Department Function to be automated Finance and Economic Planning Land, Housing and Physical Planning Agriculture, Irrigation, Livestock and Fisheries Revenue collection Payroll management, IPPD, IFMS Monitoring and Evaluation of projects Procurement Debt Management Search services e.g. Land, Company names Market Information Systems Health and Sanitation Health Information systems Public Service Management Records Management 3.13 Core functions that have been automated but have not been fully operationalised (functions that have links with GHRIS, IFMIS) There are no core functions that have been automated but have not been fully operationalised Superfluous or zero-value functions to be abolished No superfluous or zero-value functions have been identified. West Pokot County Report Page 46

69 3.15 Functions to be fully or partially transferred to private sector and other non-state actors (including PPPs) Artificial insemination Abattoirs Processing of Livestock products Agro processing Training X- rays Repair of equipment and machines Transport and workshops Road construction Garbage collection Cleaning services 3.16 Functions to be outsourced or contracted out Business process outsourcing is one of the important business implementation models to be considered. The model s focus is on outsourcing non-core business functions to expert service providers. The data collection process identified some of the processes detailed for potential for business automation: Artificial insemination Abattoirs Processing of Livestock products Agro processing Training X- rays Repair of equipment and machines Transport and workshops Road construction Garbage collection Cleaning services 3.17 Business process improvements Business environments change from time to time and organisations must position themselves adequately to match the changes brought about by the ever changing business landscapes. Business process improvement (BPI) is a strategic planning methodology aimed at identifying the operations or employee skills that could be corrected, modified or removed to encourage smoother procedures, more efficient workflow and overall business growth. Some of these changes may require process redesign, change of work methods and training of personnel to implement the business decisions. West Pokot County Report Page 47

70 The following business process improvements were identified in the case of West Pokot County: Department Business process improvement Public Works, Roads and transport Public Service Management (Human Resources) Use of Computer Aided Design (Auto CAD- civil, mechanical, process and electrical) Use of Road Maintenance Management System (RMMS) The installation Fleet Management system for tracking equipment and fuel control Automating the Registry (DBMS) Automating Payroll system for casual labourers Doing a SWOT Analysis Analysing Core competencies Managing use of time efficiently and effectively Team improvement Explanation Optimisation Optimisation and improved tracking Optimisation and control improvement Optimisation and control improvement Optimisation and control improvement Optimisation and control improvement Optimisation Optimisation and control improvement Optimisation and control improvement Finance and Economic Planning Benchmarking Automating Revenue Collection System Optimisation and control improvement Optimisation and control improvement West Pokot County Report Page 48

71 3.18 Summary of Institutional and Organisational implications of rationalising the functions Rationalised functions will enable the County Government to come up with informed strategic objectives and priorities in the execution of its mandates outlined in the CIDPs. Rationalisation will enable the determination of competent human resource being deployed in the respective Departments as functions will be clearly categorised and organised into specialized areas. Through rationalisation of functions there will be no duplication of roles at the County consequently reducing the wastages associated with misplaced priorities. Rationalisation will enable standardisation of functions across the Counties and between the County and National Government, which will facilitate mobility of labour. Development of job descriptions will be an outcome of the rationalisation of functions. Given that currently there is no performance management system in place in the County or if there it is dysfunctional; the rationalisation will promote the introduction of a new performance management system or the improvement of the current defunct system. This will drive efficient utilisation and accountability of County staff. Other implications arising from rationalising functions may include: Reorganization of the department and offices in accordance with the rationalised functions; Renaming of some departments to incorporate the rationalised functions; Transfer of staff across the departments in accordance with the rationalised functions; Deployment and redeployment of staff between the two levels of the Government in accordance with the rationalised functions; Preparing staff for the transition/exit management for those who will not meet the new requirements; Harmonisation of the payments/salaries and wages for all staff in the County Government; Staff skills and competencies enhancement to enable some staff to perform their jobs efficiently and effectively; Service quality benefits may include: Service recipient cost (reduction in the direct cost for service recipients to receive the service - less travelling time, Shorter distances to travel, reduced number of calls, Single point of contact, electronic applications etc.), Customer satisfaction, and, Improved image of service delivery and service experience. Automating, outsourcing, contracting out or privatising and re-engineering of functions that have been identified in sections , 3.17 and 3.18 may result in reducing and the redeployment of staff currently performing these functions. In addition, this may increase efficiency in service delivery whilst at the same time reducing the Government wage bill to the required 30/70 in accordance with international norms; and Areas of overlap and duplications identified highlighted in chapter 2 will be removed, creating flatter and leaner organisational structures. West Pokot County Report Page 49

72 4 COUNTY RECOMMENDED STRUCTURE AND OPTIMAL STAFFING 4.1 Overview of process followed Organisational structure review The steps below explain the step by step process that was followed by the CRTT and its delegated staff in developing the proposed structures: (i) Review by the CRTT and its delegated staff of the existing structure for each department (the as-is structure), within the context of the rationalised functions; (ii) Discussion in workshop by the chief officers and heads of departments of the functions of each section in the structure. This was done to determine areas of overlap which would come into consideration in drawing the optimal structures; (iii) Proposals to the chief officers and heads of department on areas that need revision. This took into consideration several factors enumerated in 4.2 below; and (iv) Proposal of structures for each department based on the functional analysis performed and inputs received Optimal staffing levels Optimal staffing is defined as the staff establishment that is required to carry out the entire organisation s functions efficiently. As outlined in the CARPS programme guidelines, the Primary Staffing Model was used by the CRTT and its delegated staff to determine the optimal staffing and the workload analysis. The four components of the model are: (i) Organisational structure The staffing numbers for top level and managerial positions were determined according to the proposed organisational structures. These positions include heads of departments, heads of divisions and section heads. (ii) Workload Analysis The FTE analysis tool was used by the CRTT and its delegated staff for workload analysis to determine optimal staffing. The FTE analysis tool is a scientific method used to calculate the number of resources required to conduct a set of processes/activities at any given time. The extent to which the FTE analysis tool could effectively be applied was limited by the extent to which: Structures were appropriately defined; Business processes were well defined and mapped; Incumbents could define the frequency (number of times the activity is undertaken in a month) Employee categories within the function are clearly defined; The average time in minutes that each activity takes, per employee category could accurately be West Pokot County Report Page 50

73 calculated ; and The core team of senior staff to support the technical committees in the above tasks were mobilised and actively involved. The effectiveness of the FTE exercise was compromised in a few Departments by the following: The Department of Health and Sanitation did not fully participate in the exercise even though their staff had been trained to undertake the exercise. The County Assembly FTE was done by junior staff and was later over ruled by the assembly management without following known HR staffing norms. Mapped business processes - There were no mapped processes based on the organisation structure, which resulted in activities being classified as processes and vice versa Lack of staff establishment Overstating frequency of activities - The number of times an activity is undertaken in a month / year is subject to overstating as this is a variable in the determination of the number of resources required. Overstating the average time in minutes that each activity is undertaken by each employee category. This is also a major variable in the determination of the number of resources required using workload analysis. Some of the County personnel who were engaged in FTE work, either failed to pay due diligence to the standards of measurement in use for the FTE tool, or they deliberately manipulated the results for various fallacious reasons, such as, they will not employ more County staff, National Government will populate the County Public Service with strangers etc. In the latter context, the results of the FTE were incomplete and/or inaccurate and the numbers generated were far in excess of what would be affordable and cost effective in the short to medium term. The table below: o Lists all the rationalised departments as per Chapter 3; o Indicates whether or not workload analysis was completed for a particular department; o Provides the results of the FTE analysis; o Contrasts these results with the County proposed staffing levels; and Illustrates instances where the concerns listed in a) and b) above are most prevalent. Offices and Department of: Completed FTE analysis Y/N Results of the FTE analysis County proposed staffing level Office of the Governor N Incomplete 270 Office of the County Secretary N Incomplete 146 County Assembly Y Public Service Board Y Finance & Economic Planning Y West Pokot County Report Page 51

74 Offices and Department of: Completed FTE analysis Y/N Results of the FTE analysis County proposed staffing level Health and Sanitation Y Education and Children Y Lands,Physical Planning, Housing and Urban Development Y Roads, Public Works and Transport Y Agriculture and Irrigation Y Livestock, Veterinary and Fisheries Y Incomplete Water, Environment and Natural Resources Y Incomplete Tourism, Culture, Sports and Social Development N Incomplete 39 Public Service Management and County Coordination Y Trade, Industry, Cooperatives and Energy Y Total Incomplete (iii) Leading practices Leading practices and norms where applicable were also used in the determination of optimal staffing levels. (iv) Inputs of Heads of Departments and other members of the management team Inputs were received from the County Executive Committee members and in addition Heads of Departments and Senior Executives provided input in this process. This was done through meetings, focus group discussions and interviews. The methods outlined above have been applied and have formed a basis of the County proposal outline arrived in this chapter. 4.2 Key factors underpinning the revision of structure (including results of functional reviews and workload analysis) In drawing up the proposed structures, the following guidelines were taken into consideration: The proposed structures are in compliance with the Constitution as regards the devolved functions and various Acts and Legal Notices The proposed structures were designed with a futuristic outlook incorporating the intended strategic plans of the departments as well as the CIDP The proposed structures incorporated functions that have been devolved but not yet operationalized at the County level The proposed structure considered the span of control which refers to number of subordinates controlled directly by a superior. West Pokot County Report Page 52

75 4.3 County proposed organisational structures and optimal staffing levels The following section shows the proposed County organisation structures and County proposed optimal staffing numbers for each of the offices and departments in West Pokot County County organisational structure Informed by section 4.2 above the County structure is proposed to be restructured as below. The proposed organisational structure is informed by the need to aid the County in the achievement of the relevant objectives and influence the performance of the County staff and hence efficiency in service delivery. In addition, the restructuring of the County Government portfolios has taken into account the constitutional requirement under Article 179 that limits membership of the County Executive Members to 10 if the number of County Assembly members is more than 30. The definition of portfolios was largely informed by the need to group interrelated functions together. West Pokot County Report Page 53

76 Figure 4.1: County proposed organisational structure of West Pokot County West Pokot County Organisational structure for Macro Structure Office of the Governor County Assembly Office of the County Secretary Intergovernmental Relations Committee Office of the County Commissioner County Office of the Speaker Directorate of Shared Services County Public Services Board County Assembly Service Board Office of the County Assembly Clerk County Executive Committee Department of Agriculture & Irrigation; Livestock & Fisheries Department of Education & Children Department of Trade, Industry & Energy Department of Finance & Economic Planning Department of Health and Sanitation Department of Land, Housing & Physical Planning Department of Roads, Public Works & Transport Department of Tourism, Youth, Gender, Culture and Sports Department of Water, Environment & Natural Resources Department of Public Service Management Internal Audit County Attorney Sub County Administration & Coordination Services Ward Administration & Coordination Services West Pokot County Report Page 54

77 4.3.2 Office of the Governor Core functions of the Office of the Governor The County Governments Act, No 17 of 2012, section 30 states that the Office of the Governor shall: Diligently execute the functions and exercise the authority provided for in the Constitution and legislation Perform such state functions within the county as the President may from time to time assign on the basis of mutual consultations Represent the county in national and international fora and events Appoint, with the approval of the county assembly, the county executive committee in accordance with Article 179(2)(b) of the Constitution Constitute the county executive committee portfolio structure to respond to the functions and competencies assigned to and transferred to each county Submit the county plans and policies to the county assembly for approval Consider, approve and assent to bills passed by the county assembly Chair meetings of the county executive committee By a decision notified in the County Gazette, assign to every member of the county executive committee, responsibility to ensure the discharge of any function within the county and the provision of related services to the people Submit to the county assembly an annual report on the implementation status of the county policies and plans Deliver annual state of the county address containing such matters as may be specified in county legislation Sign and cause to be published in the County Gazette, notice of all important formal decisions made by the governor or by the County Executive Committee Provide leadership in the county s governance and development Provide leadership to the County Executive Committee and administration based on the county policies and plans Promote democracy, good governance, unity and cohesion within the county Promote peace and order within the county Promote the competitiveness of the county Be accountable for the management and use of the county resources Promote and facilitate citizen participation in the development of policies and plans and delivery of services in the county West Pokot County Report Page 55

78 County proposed organisational structure Figure 4.2: County proposed organisational structure for the Office of the Governor West Pokot County - Organisational structure for the Office of the Governor Office of the Governor County Executive County Assembly County Public Service Board Office of The County Secretary & Head of County Public Service Office the County Attorney Office of Internal Audit Committee Office of The Chief Staff Chief Officer PSM & Co-ordination Economic Advisory Legal Advisory Political Advisory Security Advisory Divisions of Press Services Executive Support Services West Pokot County Report Page 56

79 County proposed optimal staffing numbers The Office of the Governor did not participate in the FTEs analysis exercise. The table below presents the recommended staff number and is based on functions of the office, optimal structure above and discussions with the County top management. Table 4.1: County proposed optimal staffing number for the Office of the Governor Resource category Result of the FTE analysis County proposed staffing level County Governor Incomplete 1 Deputy County Governor Incomplete 1 County Executive Committee Members Incomplete 10 County Secretary Incomplete 1 Deputy County Secretary Incomplete 1 Chief Officer (County) Incomplete 1 Economic Advisor (County) Incomplete 1 Legal Advisor (County) Incomplete 1 Political Advisor Incomplete 1 Head of Governors Press Incomplete 1 Information and Public Communication Officer Incomplete 3 County Head- Human Resource Management Incomplete 1 Director - Human Resource management Incomplete 1 Assistant Directors - Human Resource Management Incomplete 3 Legal Officers Incomplete 2 Records Management Officers Incomplete 2 Assistant Community Development Officer Incomplete 1 Principal Administrative Officers Incomplete 1 Administrative Officer[1] Incomplete 1 Administrative Officer[2] Incomplete 1 Sub-County Administrators Incomplete 4 Ward Administrators Incomplete 20 Village Administrators (based on the number of County Villages divided by 2) Incomplete 100 Town Administrators Incomplete 1 Personal Assistants (County) Incomplete 2 Assistant Community Development Officer Incomplete 1 Secretaries Incomplete 2 Copy Typist [2] Incomplete 1 Clerical Officers [2] Incomplete 8 Clerical Officers [3] Incomplete 5 Clerical Officers [4] Incomplete 2 Chief Drivers Incomplete 3 Drivers [1] Incomplete 2 West Pokot County Report Page 57

80 Resource category Result of the FTE analysis County proposed staffing level Drivers [2] Incomplete 3 Drivers III Incomplete 51 Gardeners Incomplete 2 Senior Messenger Incomplete 1 Senior Messengers Incomplete 2 Messengers [1] Incomplete 1 Cleaners [1] Incomplete 2 Watchmen [2] Incomplete 6 Director ICT Deputy Director ICT Media & Communication Officer Web Technician Network Administrator ICT Technician System Administrator Total Incomplete 270 The Office of the Governor did not participate in the FTE and workload analysis, the rationale used to arrive at county proposed staffing level was based on staffing norms and experience by the top management of the Governor s office, this needs to be looked into before implementation, if the workload would have been done the result may have revealed otherwise. The proposed staffing level will result in an increased wage bill as the current in post staff is 124, excluding the ICT department staff which is within the Governor s Office. West Pokot County Report Page 58

81 4.3.3 Office of the County Secretary Core functions of the Office of the County Secretary and Head of County Public Service Management The County Governments Act, No 17 of 2012, section 44 states that Office of the County Secretary and Head of County Public Service shall: Be the Head of the County Public Service Be responsible for arranging the business and keeping the minutes of the county executive committee subject to the directions of the executive committee Convey the decisions of the county executive committee to the appropriate persons or authorities Perform any other functions as directed by the county executive committee The Public Procurement and Disposal Regulations (2013) states that the County Secretary shall appoint in writing the following persons to serve in the Tender Committee: An officer to be the chairperson of the tender committee County chief officer to be the deputy chairperson of the tender committee Five county chief officers to be members of the tender committee The secretary to the tender committee shall be head of the county procurement entity West Pokot County Report Page 59

82 County proposed organisational structure Table 4.2: County proposed organisational structure of the Office of the County Secretary West Pokot County Organisational structure for the Office of the County Secretary Office Of The Governor County Executive Committees County Public Service Board County Assembly Service Board County Secretary Chief Officer County Attorney Internal Audit Executive County Secretariat Supply chain Managemnt West Pokot County Report Page 60

83 County proposed optimal staffing numbers The Office of the County secretary did not complete the FTE. The proposed staff number is based on the functional analysis of the office, optimal structure above and the number of Sub County, Wards, and Village Offices by the top management at the Office of the County Secretary. Table 4.3: County proposed optimal staffing number for the Office of the County Secretary Resource category Result of the FTE analysis County proposed staffing level County Secretary 1 Deputy County Secretary 1 Head of Protocol 1 Liaison Officer 1 Administrative Officers 6 Administrative Assistants 20 Enforcement Officers 62 Office Assistants 26 County Attorney 1 legal Officers 4 Secretaries 7 Director of Communication 1 Information / Communication Officers 15 Total Incomplete 146 In the considered view of the consultants the proposed number appears appropriate as it is based on functional analysis, optimal structures and lessons/best practices from other Counties that completed the FTE and it is consistent with consideration with cost affordability and effectiveness. West Pokot County Report Page 61

84 4.3.4 County Assembly Core functions of the County Assembly The County Governments Act, No 17 of 2012, section 8 states that the Count Assembly shall: Vet and approve nominees for appointment to county public offices as may be provided for in this Act or any other law Perform the role set out under Article 185 of the Constitution Approve the budget and expenditure of the county government in accordance with Article 207 of the Constitution and the legislation contemplated in Article 220(2) of the Constitution, guided by Articles 201 and 2013 of the Constitution Approve the borrowing by the county government in accordance with Article 212 of the Constitution Approve county development planning Perform any other role as may be set out under the Constitution or legislation West Pokot County Report Page 62

85 County proposed organisational structure Figure 4.3: County proposed organisational structure of the County Assembly West Pokot County - Organisational structure for Office of the County Assembly County Assembly Speaker of the County Assembly County Assembly Service Board Clerk of the County Assembly County Assembly Secretariat Library, Research & Hansard Division Legal Counsel Division Accounts & Procurement Division HR & Administration Division ICT Division Accounts Division Procurement Division West Pokot County Report Page 63

86 County proposed optimal staffing numbers Table below presents the distribution of the proposed staff for the County Assembly. The proposed staff numbers are based on primary staffing model techniques including FTE analysis, appropriate department structure highlighted above, participatory zero-base review of the staffing requirements, discussions with the County top management and affordability considerations. Table 4.4: County proposed optimal staffing numbers for the County Assembly. Resource category Result of FTE analysis County proposed staffing level Speaker 1 1 Clerk Deputy Clerk 1 1 Principal Legal Counsel 1 1 Principal Clerk Assistant Senior Clerk Assistant 1 1 Senior Research Officer Research Officer Legal Counsel Senior Legal Counsel Clerk Assistant Clerk Assistant Clerk Assistant Librarian Principal Accountant 1 1 Senior Internal Auditor 1 1 Internal Auditor 1 1 Principal Finance Officer 1 1 Senior Accountant Finance Officers Budget Officers Accounts Assistants Procurement Officers Human Resource Officer Human Resource Officers Clerical Office Assistant Secretaries Hansard Editor Ass Hansard Editor ICT Officers ICT Officer Senior Pro Hansard Reporter Hansard Reporter West Pokot County Report Page 64

87 Resource category Result of FTE analysis County proposed staffing level Hansard Recorders Chief Sergeant-at-Arms Senior Sergeant-at-Arms Sergeant-at-Arms Deputy Sergeant-at-Arms Commissionaire Security Wardens Personal Assistant Legal Officer Protocol 1 1 Gardener Cook Drivers Total The County indicated that only 1 Clerk is required. The proposed number of staff by the Council of County Speakers (CCS) is 99 staff. The County Assembly has created the following offices to report directly to the Speaker, Audit and Legal Sections. Refer to the County Assembly proposed structure. West Pokot County Report Page 65

88 4.3.5 County Public Service Board Core functions of the County Public Service Board The County Governments Act, No 17 of 2012, section 59 states that the County Public Service Board shall: Establish and abolish offices in the county public service Appoint persons to hold or act in offices of the county public service including in the Boards of cities and urban areas within the county and to confirm appointments Exercise disciplinary control over and remove persons holding or acting in those offices as provided for under this Part Prepare regular reports for submission to the county assembly on the execution of the functions of the Board Promote in the county public service the values and principles referred to in Articles 10 and 232 Evaluate and report to the county assembly on the extent to which the values and principles referred to in Articles 10 and 232 are complied with in the county public service board Facilitate the development of coherent, integrated human resource planning and budgeting for personnel emoluments in counties Advise the county government on human resource management and development Advise county government on implementation and monitoring of the national performance management system in counties Make recommendations to the Salaries and Remuneration Commission on behalf of the county government on the remuneration pensions and gratuities for the county public service employees West Pokot County Report Page 66

89 County proposed organisational structure Figure 4.4: County proposed organisational structure for the County Public Service Board West Pokot County - Organisational structure for Office of the County Public Service Board Board Secretary/CEO Human Resource & Development Administration & Finance Agenda Ethics, Governance & Compliance Human Resource Management Training & Development Administration Finance Education Program Compliance Services Complaints Handling services Recruitment & Selection Performance Management Transport & Maintenance Accounts Education Compliance Investigation Information Management Welfare & Employee Relations Training & Development Resource Centre Assistant Finance Human Resource Information Systems ICT Supply Chain Management Audit West Pokot County Report Page 67

90 County proposed optimal staffing numbers The table below presents the distribution of the proposed staff for the County Public Service Board. The proposed staff numbers are based on primary staffing model techniques including FTE analysis, appropriate department structure highlighted above, participatory zero-base review of the staffing requirements, discussions with the County top management and affordability considerations. Table 4.5: County proposed optimal staffing numbers for County Public Service Board Resource category Result of the FTE analysis County proposed staffing level Director Human Resource Management Assistant Director Human Resource Management Accountant Principal Human Resource Management Officer Human Resource Officer ICT Officer Records Management Officer Legal Officer Secretary Drivers Support staff Total In the considered view of the consultants the proposed number appears appropriate as it is based on FTE analysis, functional analysis and optimal structures and it is consistent with consideration with cost affordability and effectiveness. West Pokot County Report Page 68

91 4.3.6 Department of Finance and Economic Planning Core Function for the Department of Economic Finance and Planning Financial Planning, Budget Preparation, Implementation and Management of County Finances County Government Financial Information System and Standards Revenue Management Section Expenditure Management Section Assets and Liabilities Management Section (Custodian of County Government Assets) County Investments Policy Management Financial Reports and Analysis Section Promotion of Economic and Financial Governance Intergovernmental Financial Relations Supply Chain Management PPP Section West Pokot County Report Page 69

92 County proposed organisational structure Figure 4.5: County proposed organisational structure of the Department of Finance and Economic Planning West Pokot County Organisational structure for the Department of Finance and Economic Planning Office of the County Executive Member- Finance and Economic Planning Office of the Chief Officer Office of Principal Finance Directorate of Accounts Directorate of Budget Directorate of Revenue Mobilization Directorate of Economic Planning Directorate of Cooperatives Sub County Treasury Debt Management Unit External Revenue Mobilization Unit Internal Revenue Mobilization Unit Monitoring and Evaluation Unit Statistics, Documentation and Research Unit Development Planning and Coordination Unit Cooperative Office Cooperative Audit Sub County Planning and Development Services West Pokot County Report Page 70

93 County proposed optimal staffing numbers The table below presents the distribution of the proposed staff for the Department of Finance and Economic Planning. The proposed staff numbers are based on primary staffing model techniques including FTE analysis, appropriate department structure highlighted above, participatory zerobase review of the staffing requirements, discussions with the County top management and affordability considerations. Table 4.6: County proposed optimal staffing numbers for the Department of Finance and Economic Planning Resource category Result of the FTE analysis County proposed staffing level Chief Officer Principal Finance Officer Head of Accounts Chief Accountant Senior Accountant Accountant II Cashier Clerk County Head of Internal Audit Internal Auditor I Internal Auditor II Internal Auditor III Audit Committees Head of Budget Head of Planning County Economist Secretary Head, Supply Chain Management Supply Chain Mangement Officer I Supply Chain Mangement Officer II Supply Chain Assistant III Chief Revenue Officer Sub County Revenue Officer Market Attendant Revenue Collector Support Staff West Pokot County Report Page 71

94 Resource category Result of the FTE analysis County proposed staffing level Security Officer County Director of Cooperatives County Cooperatives Officer County Coopertive Auditor Sub County Cooperatives Auditors Sub County Cooperatives Officers Total The above number is based on from FTE analysis. In the considered view of the consultants the proposed number appears appropriate and it is consistent with consideration with cost affordability and effectiveness. However the, the section of Co-Operatives was initially under the department of Trade, Industries and Co-operatives, this was moved to Finance and Economic planning as such the Section-Cooperatives did not participate in the FTE workload analysis. It is recommended that the County suggested re-look at the section Co-operatives to establish the required optimal staffing level. West Pokot County Report Page 72

95 4.3.7 Department of Health and Sanitation Core functions of the Department of Health and Sanitation Curative Section o Health facilities o Ambulance services Preventive Section -Public health services Health Administration Promotion Section - Promotion of primary health care Interment Section - Cemeteries, funeral parlours and crematoria Medical Supplies Health Research West Pokot County Report Page 73

96 County proposed organisational structure Figure 4.6: County proposed organisational structure for the Department of Health and Sanitation West Pokot County - Organisational structure for the Department of Health & Sanitation CEC Health & Sanitation Office of the Chief Officer of Health & Sanitation Health Management Board Directorate of Public Health and Sanitation Directorate of Curative and Rehabilitative Health County Teaching and Referral Facility Division of Disease Prevention and Control Division of Primary Health Care Division of Environmental Health Division of Pharmaceutical Services Nutritional Section Division of Laboratory Services Rural Health Facilities Division of Quality Assurance, Monitoring and Evaluation Division of Clinical Medical Services Division of Nursing Services Division of Health Records Sub County Health Management Board Sub County Health Management Sub County Health Facilities Medical/Hospital Administration Ward Health Facilities Nursing & Clinical Services Community Health Services West Pokot County Report Page 74

97 County proposed optimal staffing numbers The table below presents the distribution of the proposed staff. The proposed staff numbers are based on primary staffing model techniques including FTE analysis, appropriate department structure highlighted above, participatory zero-base review of the staffing requirements, discussions with the County top management and affordability considerations Table 4.7: County proposed optimal staffing numbers for the Department of Health and Sanitation Resource category Result of the FTE analysis County proposed staffing level Chief Officer County Administrator Hospital Administrator Accountant Supplies Officer Medical Specialist Medical Specialist Senior Medical Officer Medical Officer Dentist Dental Technology Community Oral Health Technician Senior Pharmacist Pharmacist Pharmaceutical Technologist Senior Clinical Officer Clinical Officer 1/11/ Senior Nursing Officer Nurising Officer Nursing Officer Nursing Officer Senior Enrolled Nurse Enrolled Nurse Enrolled Nurse Enrolled Nurse Senior Medical Laboratory Technologist West Pokot County Report Page 75

98 Resource category Result of the FTE analysis County proposed staffing level Medical Laboratory Technologist 1/11/ Senior Public Health Officer Public Health Officers Senior Public Health Technicians Public Health Technicians Community Health Extension Workers Nutrition Officer Nutrition Officer 11/ County Health Records Amd Information Officer Sub County Health Records And Information Officer/Technician Hospital Health Records And Information Officers/Technicians Health Records And Information Officers /Technician In Health Centres Health Records And Information Officers /Technician In Dispensaries County Rehabilitative Services Officer Physiotherapist Orthopaedic Technologist Occupational Therapist Senior Medical Engineer Medical Engineering Technologist Medical Engineering Technician Senior Radio Technologist Radio Technologist Senior & Supportive Staff /1/11/ Senior & Driver 1/11/ Secretary Total The above number is based on from FTE analysis and in the considered view of the consultants the proposed number appears appropriate based on FTE analysis, functional analysis and optimal structures and it is consistent with consideration with cost affordability and effectiveness. West Pokot County Report Page 76

99 4.3.8 Department of Education and Children Core Function for Department of Education and Children Pre-primary Section Village/Youth Polytechnics ( or Technical Training Centres), Home-craft Section and Post School Career Guidance Village/Youth Polytechnic Home Craft Childcare Facilities Section Educational Institutions and Oversight Education Quality Assurance Education Statistics Academic Libraries Funding; e.g. Education Loans Board, Bursaries etc. West Pokot County Report Page 77

100 County proposed organisational structure Figure 4.7: County proposed organisational structure of the Department of Education and Children West Pokot County Organisational structure for the Department of Education and Children Office of the C.E.C Education & Children Office of Chief Officer Division of Early Childhood Division of Vocational Education and Training Sub-Division of EDCE Management & Administration Sub-Division ECDE Training & Development Sub-Division of QAS ECDE Sub-Division of Home Craft Canters Sub-Division of V.E.T- Youth Polytechnics Sub-Division of QAS V.E.T Sub-County Services Ward Services West Pokot County Report Page 78

101 County proposed optimal staffing numbers The table below presents the distribution of the proposed staff. The proposed staff numbers are based on primary staffing model techniques including FTE analysis, appropriate department structure highlighted above, participatory zero-base review of the staffing requirements, discussions with the County top management and affordability considerations Table 4.8: County proposed optimal staffing numbers for the Department of Education and Children Resource category Result of the FTE analysis County proposed staffing level Chief Officer Director Education Deputy Director Education Sub-County Coordinators Ward Supervisors County Director Youth Training Sub County Director Polytechnic Managers Instructors Total In the considered view of the consultants the proposed number appears appropriate based on FTE analysis, functional analysis and optimal structures and it is consistent with consideration with cost affordability and effectiveness. At the point in time when the analysis was performed before the recruitment of 830 ECDE teachers hence the proposed staffing numbers exclude these. The ECD teacher enrolment is a function devolved to Counties which must be operationalised. County budgets mandatorily have to appropriate for this otherwise the County Government will not be performing its part of the shared education function. The required numbers therefore are not only acceptable but overdue for enrolment. It is recommended that the County engage with National Government to fully devolve these functions, so that the proposed staffing level can be justified and the respective budget allocated, for the County to perform shared education effectively. West Pokot County Report Page 79

102 4.3.9 Department of Lands, Physical Planning, Housing and Urban Development Core Function for the Department of Lands, Housing, and Physical Planning, Housing and Department of Lands The main function of this Department is to administer both public and community land on behalf of the County Governments. It has three divisions namely; Land Administration, Land Registration and Valuations. Urban Development is more functional for use by those Counties which have major Towns and Cities. With due respect, we suggest the County of West Pokot plans gradually to Urban Development in its Urban growth ambitions so as to avoid unnecessary use of County RESOURCES on staffing. Land Administration Division This division is charged with the responsibility of establishing and managing land control boards, processing and approval of development applications e.g. issuance of consents to charge, lease or transfer, alienation of land for development to public institutions and individuals. Other functions are; processing of ownership documents such as titles/grants for both public and community, setting apart land for public use, generation and collation of revenue and Appropriation-in- Aid (A.I.A.), custody and maintenance of land records, recording and updating and recording of plot attributes on files and cards, documentation of public land and preservation of fragile ecosystems, Historical monument sites, public beaches, marine reserves, national parks, wet lands and water catchment areas for purposes of conservation. Land Valuation Division This division is responsible for valuation of land and landed properties for various purposes. It provides professional valuation services to the Government, Parastatals and Counties. Common types of valuation carried out in the division include, valuation for stamp duty, for subdivision (rent apportionment), lease extension, change of user and extension of user, alienation, rating, compulsory acquisition, loose assets, Government purchase, sale and leasing. Land Registration division Land registration division is responsible for issuance of title deeds under various registration regimes, receiving and registration of documents under the various acts, attending and resolving land disputes. The division also safeguards and maintains custody for land records and documents, conducts searches for members of public, institutions and firms, advising members of public, institutions and firms, on land matters particularly on the legal implications of various land transactions. West Pokot County Report Page 80

103 The Departments of Lands also has the following sections: Records Section - This section keeps the records of registered and unregistered land in the country. There are currently very many correspondence files maintained by the Section and still growing mainly due to subdivision of large farms. Land Rent Section - This section is the custodian of all Government leasehold and land rent records. Rent assessment is done by the office and payment made to the Commissioner of Domestic taxes through intermediaries (Kenya Commercial Bank, National Bank and Cooperative Bank) on prescribed forms which show details such as parcel number, owner s name, address, personal identification number and the amount of rent payable per annum. Plan Records Office - This section is charged with the responsibility of custody, updating and maintenance of survey plans, part development plans, boundary plans, cadastral maps, topographical and topo-cadastral maps and property cards. Housing and Urban Development Marine public works (construction of jetties, sea walls), other public works, Adjudication and Settlement West Pokot County Report Page 81

104 County proposed organisational structure Figure 4.8: County proposed organisational structure of the Department for Lands, Housing and Physical Planning West Pokot County Organisational structure for the Department of Land, Housing and Physical Planning CEC Office of the Chief Officer Directorate of Survey Directorate of Housing Directorate of Physical Planning Cartography and Map Land Survey GIS and Survey Records Housing Development Slum Upgrading/ Development Control Forward Planning Research and ICT Production Estates Management Infrastructure Sub County Surveying, Housing & Physical Planning Office West Pokot County Report Page 82

105 County proposed optimal staffing numbers The table below presents the distribution of the proposed staff. The proposed staff numbers are based on primary staffing model techniques including FTE analysis, appropriate department structure highlighted above, participatory zero-base review of the staffing requirements, discussions with the County top management and affordability considerations Table 4.9: County proposed optimal staffing numbers for the Department of Land, Housing and Physical Planning. Resource category Result of FTE analysis County proposed staffing level Chief Officer Director Housing Deputy Director Housing Estate Management Officer Housing Officer Artisans Clerical Officer Support Staff Director Planning Deputy Director Planning County Physical Planner Planning Assistant Sub County Planner Sub County Planning Assistant Director Survey Deputy Director Survey Surveyor Cartographer GIS Expert Survey Assistant Total In the considered view of the consultants the proposed number appears appropriate based on FTE analysis, functional analysis and optimal structures and it is consistent with consideration with cost affordability and effectiveness. At the point in time when the analysis was performed the Land and Housing and Survey functions were not fully devolved, there are certain functions in the department that are still being carried out by the National Government, these staff members currently collaborate with County staff to execute these functions. It is recommended that the County engage with National Government to fully devolve these functions, so that the proposed staffing level can be justified and the respective budget allocated to Land, Housing and Physical Planning and Development. West Pokot County Report Page 83

106 Department of Roads, Public Works and Transport Core Functions for the Department of Roads, Public Works and Transport o o o o o o o o o o o o o o Roads Section County Roads Storm Water Drainage Electrical Section Street lighting Traffic lights Buildings Electrification Energy Reticulation and Regulation Section Mechanical Section Transportation Section Public transport Traffic and parking Ferries and harbours Airports Water and Sanitation Section Fire Fighting and Rescue Disaster Management Works and Maintenance Section Housing Section Building and Architecture Housing Site and service schemes Maintenance West Pokot County Report Page 84

107 County proposed organisational structure Figure 4.9: Recommended organisational structure for the Department of Roads, Public Works and Transport West Pokot County Organisational structure for the Department of Roads, Public Works & Transport CEC Office of the Chief Officer Directorate Works Directorate Roads Directorate Mechanical / Transport County Architectural Office County Quantity Survey Office Structural Engineering Office Mechanical/Electrical Engineering Office County Roads Planning Office County Roads Maintenance Office County Transport Office County Workshop Management Office County Mechanical Engineering Office Sub County Works Office Sub County Roads Office Sub County Mechanical / Transport Office West Pokot County Report Page 85

108 County proposed optimal staffing numbers The table below presents the distribution of the proposed staff. The proposed staff numbers are based on primary staffing model techniques including FTE analysis, appropriate department structure highlighted above, participatory zero-base review of the staffing requirements, discussions with the County top management and affordability considerations Table 4.10: County proposed optimal staffing numbers for the Department of Roads, Public Works and Transport Resource category Result of FTE analysis County proposed staffing level Director Works Architect Quantity Surveyor Structural Engineer Electrical Engineer Mechanical Engineer Building Inspector Director Roads Engineer Assistant Engineer Inspector Roads Roads Overseer Director Mechanical Engineering Mechanical Engineer Transport Manager Workshop Manager Disaster / Fire Management Officer Mechanical Inspectors Mechanics Plant Operators Drivers Accountant Human Resource Officers Secretary Support staff Total In the considered view of the consultants the proposed number appears appropriate as it is based on FTE analysis, functional analysis and optimal structures and it is consistent with consideration with cost affordability and effectiveness. West Pokot County Report Page 86

109 Department of Agriculture, Irrigation: Livestock and Fisheries The Department mandate is to promote and facilitate production of food and agricultural products for food security and for County citizens to earn an income. In addition they need to advance agro-based industries and agricultural exports; and enhance sustainable use of land resources as a basis for agricultural enterprises Core functions of the Department of Agriculture and Irrigation o o o o o o o Agricultural Policy Crops Section Crops husbandry Plants Disease Control and Phytosanitary Services Food Security Agricultural Land Resources Inventory Management Agricultural Irrigation Mechanization Policy on Land Consolidation for Agricultural Benefit Bio- Safety Management Agricultural Services Agricultural Farmers Training Agricultural Training Centres Agricultural Insurance Services Extension Services Research and Development Crops Statistics Crops Core Functions for Department of Livestock, Veterinary and Fisheries Animals Section o Range Development and Management o Animals husbandry o Livestock Marketing o Promotion if Dairy Industry o Promotion of Tannery Industry o Veterinary Services and Disease Control Policy o Livestock Yards o Livestock Insurance Policy o County abattoirs o Licensing of dogs West Pokot County Report Page 87

110 o o Facilities for the accommodation, care and burial of animals Research and Statistics Fisheries Section o Fish Quality Assurance and Value Addition o Fish farming o Marketing o Disease Control o Fishing Licensing o Search and Development o Fisheries o Animals West Pokot County Report Page 88

111 County proposed organisational structure For the Department of Agriculture, Irrigation, Livestock and Fisheries the County propose to split it into as, Agriculture and Irrigation and Livestock and Fisheries. This is to ensure efficient service delivery, and to enable the many Divisions to provide focused Agricultural services to West Pokot s citizens. Figure 4.10: County proposed organisational structure for the Department of Agriculture and Irrigation; Livestock and Fisheries West Pokot County Organisational structure for the Department of Agriculture, Irrigation, Livestock & Fisheries CECM Agriculture, Livestock and Fisheries Chief officer Agriculture & Irrigation Chief Officer Livestock, Veterinary & Fisheries Directorate of Agriculture and Irrigation Directorate of Fisheries Directorate of Livestock and Veterinary Services Division of Agricultural Training & Extension Division of Agribusiness Development & Marketing Division of Crop Development Division of Agricultural Engineering, Irrigation & Mechanization Division of Aquaculture Division of Quality Assurance & Fisheries Extension Services Division of Leather Development & Quality Control Division of Veterinary Services, Public Health, Disease & Pest Control Division of Animal Breeding, Nutrition Extension Services & Marketing Division of Apiculture & Emerging Livestock Sub County Agricultural Services Sub County Fisheries Services Sub County Livestock Services Ward Agricultural Services Ward Fisheries Services Ward Livestock Services Village Agricultural Extension Services Village Fisheries Extension Services Village Livestock Extension Services West Pokot County Report Page 89

112 County proposed optimal staffing numbers The table below presents the distribution of the proposed staff. The proposed staff numbers are based on primary staffing model techniques including FTE analysis, appropriate department structure highlighted above, participatory zero-base review of the staffing requirements, discussions with the County top management and affordability considerations Table 4.11: County proposed optimal staffing numbers for the Department of Agriculture and Irrigation Resource category Result of FTE analysis County proposed staffing level Chief Officer County Director of Agriculture Deputy Director of Agriculture County Irrigation Officer Sub County Agricultural Officers Sub County Subject Matter Specialist Ward Agricultural Coordinator Ward Agricultural Extension Officer Support Staff Drivers Total The department of Agriculture and Irrigation covers key priority areas for West Pokot County and they take a prime position in the County s Strategic Objectives and Priorities. These functions in all four divisions are among the County functions that extend services to the lowest levels of Government at Sub County level (Wards and Villages). Services are provided to 4 Sub Counties, 30 Wards and more than 50 Villages in each Ward. In the considered view of the consultants the proposed number appears appropriate based on FTE analysis, functional analysis and optimal structures and it is consistent with consideration with cost affordability and effectiveness. West Pokot County Report Page 90

113 County proposed optimal staffing numbers for Livestock, Veterinary and Fisheries The table below presents the distribution of the proposed staff. The proposed staff numbers are based on primary staffing model techniques including FTE analysis, appropriate department structure highlighted above, participatory zero-base review of the staffing requirements, discussions with the County top management and affordability considerations Table 4.12: County proposed optimal staffing numbers Resource category Result of FTE analysis County proposed staffing level Chief Officer County Director of Livestock Production Sub County Livestock Production Officer Ward Livestock Extension Officer Accounts Clerk Clerical Officer County Director of Fisheries Sub County Fisheries Officer Ward Fisheries Extension Officer County Director of Veterinary Services Sub County Veterinary Officers Ward Animal Health Officers County Meat Hygiene Officer Meat Inspectors Laboratory Technologist Hides and Skins Officer Support Staff 28.0 Incomplete Driver 6.0 Incomplete Secretary 4.0 Incomplete Total Incomplete The department of Livestock, Veterinary and Fisheries are key priority areas for West Pokot County and they take a prime position in the County s Strategic Objectives and Priorities. These functions in all four divisions are among the County functions that extend services to the lowest levels of Government at Sub County level (Wards and Villages). Services are provided to 4 Sub Counties, 30 Wards and more than 50 Villages in each Ward. West Pokot County Report Page 91

114 In the considered view of the consultants the proposed numbers, except for Support Staff, Drivers and Secretary s, appear to be appropriate as it is based on FTE analysis, functional analysis and optimal structures and it is consistent with consideration with cost affordability and effectiveness. For Support Staff, Drivers and Secretary s it is suggested that the County re-evaluate these and propose staffing levels, considering the Counties objectives and goals. West Pokot County Report Page 92

115 Department of Water, Environment and Natural Resources The Ministry of Environment, Water and Natural Resources has two directorates namely water and sanitation and environment and natural resources. The Water directorate has two sections namely Land Reclamation and water services. Whereas the directorate of environment and natural resources has three sections namely county forest services, county game reserve and environment Core Function for the Department of Water and Environment Water Resources Management Policy Water and Sewerage Management Policy Water Quality and Pollution Control Waste Water Treatment and Disposal Dam Construction Schemes and Management Management of Public Water Schemes and Community Water projects Water Catchment Areas, Control and Protection Protection of the Mzima Springs Basin Protection of Lake Challa Basin Protection of Lake Jipe Basin Restoration of the Ngulu Kiweto Basin Restoration of Voi River and its Basin Restoration of Water Towers Flood Control, Land reclamation o o o o o o Environment Management Policy Mining and Mineral Processing Mineral Exploration and Mining Policy Inventory and Mapping Policies around the extractive industry Resource Survey and Remote sensing Management of Health Conditions and Health Safety in Mines Policy on Management of Quarrying, mining of rocks and Industrial Minerals Development of Forests, Re-forestation and Agro forestry Solid Waste Management Section Pollution Control Section Natural Resources Management Section Environmental Conservation Section Licensing Liaison Research and Development West Pokot County Report Page 93

116 County proposed organisational structure Figure 4.11: County proposed organisational structure for the Department of Water, Environment and Natural Resources West Pokot County Organisational structure for the Department of Water, Environment and Natural Resources County Executive Committee Member Office of the County Chief Officer Directorate of Environment and Natural Resources Directorate of Water County Forest Office County Wildlife Office (County Game Warden) County Environment Office Survey and Design Office Operation and Maintenance Office Sub-County Water Offices County Land Reclamation Office West Pokot County Report Page 94

117 County proposed optimal staffing numbers The table below presents the distribution of the proposed staff. The proposed staff numbers are based on primary staffing model techniques including FTE analysis, appropriate department structure highlighted above, participatory zero-base review of the staffing requirements, discussions with the County top management and affordability considerations. Table 4.13: County proposed optimal staffing numbers for Department of Water, Environment and Natural Resources Resource category Result of the FTE analysis County proposed staffing level Chief Officer County Director Environment & Natural Resources County Forest Officer Assistant Forest Officer County Environment Officer Assistant County Environment Officer County Warden Assistant Warden Forest Extension Officers Clerk Forest Rangers Wildlife Rangers Director Water Design Engineer Surveyor Sub County Water Officer Deputy Sub County Water Officer county Land Reclamation Officer Assistant County Land Reclamation Officer Dratfsman Assistant Engineer Driller Assistant Driller Plumber Mason Electrician West Pokot County Report Page 95

118 Resource category Result of the FTE analysis County proposed staffing level Clerk Mechanics Supply Chain Assistant Secretary 2.0 Incomplete Drivers 10.0 Incomplete Support Staff 13.0 Incomplete Total Incomplete In the considered view of the consultants the proposed number appears appropriate as it is based on FTE analysis, functional analysis and optimal structures and it is consistent with consideration with cost affordability and effectiveness. However it was noted that for Secretaries, Drives and Support Staff the County did not propose staffing levels. It is suggested that the County evaluate these categories to determine what would be their requirement for these in context of the Counties mandate. West Pokot County Report Page 96

119 Department of Tourism, Culture, Sports and Social Development The ministry has six departments namely Sports, Tourism, Culture, Youth, Social services and Children. Three of the departments have their functions devolved namely; Sports, Tourism and Culture from which the structure has been developed Core Functions for the Department of Tourism, Culture, Sports and Social Development o o o o o o o o o o o o Youth Gender Marginalized Communities Sports and Cultural Sports and cultural activities Sports and other social facilities Liquor Licensing Entertainment and Libraries Cinemas Video shows and hiring Libraries Museums, Beaches and Recreation Facilities Museums County parks, beaches and recreation facilities Gambling and Racing Betting, casinos and other forms of gambling Racing Control of Drugs Abuse and Pornography Section Social Welfare Section Alms House Disabled Street families West Pokot County Report Page 97

120 County proposed organisational structure Figure 4.12: County proposed organisational structure for the Department of Tourism, Culture, Sports and Social Development West Pokot County Organisational structure for the Department of Tourism, Culture, Sports and Social Development CEC Tourism, Culture, Sports and Social Development Office of the Chief Officer Directorate of Sports Directorate of Culture & Tourism Division of Sports and Talent Development Division of Tourism Enterprise Development & Marketing Division of County Tourism Policy & Product Development Division of Culture Sports Development Talent Management Performing Arts Section Visual Arts Section Traditional Cultural Centres Section West Pokot County Report Page 98

121 County proposed optimal staffing numbers The Office of the County secretary did not complete the FTE. The proposed staff number is based on the functional analysis of the office, optimal structure above and discussions with the County top management. Table 4.14: County proposed optimal staffing numbers for the Department of Tourism, Culture, Sports, Youth and Gender Development Resource category Result of the FTE analysis County proposed staffing level Director Sports 1 Director Culture and Tourism Development 1 Director Gender Development 1 Sports Officers 3 Culture Officers 4 Tourism Officers 4 Hospitality and Marketing Officers 4 Research and Product Development Officers 1 Gender and Social Development Officers 4 Social Workers 4 Clerical Officers 6 Human Resource Management Officers 1 Support Staff 5 Total Incomplete 39 In the considered view of the consultants the proposed number appears appropriate as it is based on functional analysis, optimal structures and lessons/best practices from the Counties that completed the FTE and it is consistent with consideration with cost affordability and effectiveness. West Pokot County Report Page 99

122 Department of Public Service Management and County Coordination This department is now domiciled under the Office of the County Secretary and head of public service Core Functions for the Department of Public Service Management and County Coordination Implement county legislation Implement, national legislation to the extent that the legislation so requires Manage and coordinate the functions of the county administration and its departments Perform any other functions conferred on it by this constitution or national legislation Prepare proposed legislation for consideration by the county assembly West Pokot County Report Page 100

123 County proposed organisational structure Figure 4.13: County proposed organisational structure for the Department of Public Service Management and County Coordination West Pokot County Organisational structure for the Department Public Service Management and County Coordination County Executive Committee Department of Public Service Management & County Coordination Chief Officer Directorate of Human Resource Management Directorate of Administration, Information & Communication Directorate of Sub- County Administration Directorate of Public Safety, Drugs, Alcoholic Drinks Control Management Town Committee Members Human Resource Maintenance Division Human Resource Procurement Division Human Resource Development and Performance Management Division Compensation/ Remuneration Division Human Resource integration Division Division of General Administration Division of Information & Communication Division of Public Safety & Disaster Management Town Administrators Health & Safety, Social Security & Welfare Services, Human Resource Records, Research & Audit Section HR Planning, Recruitment, Selection, Placement & Induction, Transfer & Promotion, Job Analysis & Separation Section Performance Management, Training, Executive Development, Career Planning & Competency Development Job Evaluation, Wage & Salary Administration, Bonus & Incentive Schemes & Payroll Management Employee Grievance Redressal, Collective Bargaining, Participation, Conflict Management, Discipline & Job Satisfaction Logistic & Fleet Management Section General Office Services Section Information & Communication Officer Sub-County Administration & Enforcement Disaster Management Section Firefighting and Emergency Response Section Units Ward Administration & Enforcement, Disaster Management, Firefighting & Fire Engine West Pokot County Report Page 101

124 County proposed optimal staffing numbers The table below presents the distribution of the proposed staff. The proposed staff numbers are based on primary staffing model techniques including FTE analysis, appropriate department structure highlighted above, participatory zero-base review of the staffing requirements, discussions with the County top management and affordability considerations. Table 4.15: County proposed optimal staffing level Resource category Result of the FTE analysis County proposed staffing level County Directors Assistant Directors Human Resource Management Officers Payroll Manager Records Management officers Human Resource Assistants Clerical Officers Secretaries Support Staff Legal Officers Administrative Officers Security Officers ICT Officers Web Technician ICT Assistants Drivers Total In the considered view of the consultants the proposed number appears appropriate as it is based on FTE analysis, functional analysis and optimal structures and it is consistent with consideration with cost affordability and effectiveness.. West Pokot County Report Page 102

125 Department of Trade, Industry, Cooperatives and Energy Core Functions for the Department of Trade, Industry, Cooperatives and Energy Markets Trade license Fair trade practices Cooperative societies County proposed organisational structure Figure 4.13: County proposed organisational structure for the Department of Trade, Industry, Cooperatives and Energy West Pokot County Organisational structure for the Department of Trade, Industry Cooperatives and Energy Office of CECM Trade, Industry Cooperatives and Energy Office of the Chief Officer Directorate of Trade Directorate of Cooperatives Directorate of Energy Business Finance Business Development County Energy Planning Office Fire and Disaster Management Office County Energy Regulation Section County Energy Development and Operation Section West Pokot County Report Page 103

126 County proposed optimal staffing numbers for the Department of Trade, Industry and Energy The table below presents the distribution of the proposed staff. The proposed staff numbers are based on primary staffing model techniques including FTE analysis, appropriate department structure highlighted above, participatory zero-base review of the staffing requirements, discussions with the County top management and affordability considerations. Table 4.16: County proposed optimal staffing numbers for the Department of Trade, Industry and Energy Resource category Result of the FTE analysis County proposed staffing level Chief Officer County Director of Trade County Weights and Measures Officer County Trade Officer Weights and Measures Officer Assistant Trade Officer Weights and Measures Assistants Board Clerk Stores Clerk Clerical Officer Support Staff Total In the considered view of the consultants the proposed number appears appropriate as it is based on FTE analysis, functional analysis and optimal structures and it is consistent with consideration with cost affordability and effectiveness. West Pokot County Report Page 104

127 4.4 Consolidated optimal staffing Consolidated optimal staffing as proposed by the County Table 4.17: Consolidated County proposed staff levels The table below lists all the rationalized departments as per Chapter 3 and the County proposed optimal staffing level required by each department to deliver upon its mandate Department County proposed staffing level Office of the Governor 270 County Secretary 146 County Assembly 119 Public Service Board 18 Finance & Economic Planning 140 Health Department Education and Children 77 Lands,Survey, Housing and Physical Planning 39 Roads, Transport and Infrustructure 96 Agriculture and Irrigation 69 Livestock, Veterinary and Fisheries Incomplete Water,Environment and Natural Resources Incomplete Tourism,Culture,Sports and Social Development 39 Public Service Management and Human Resource Trade, Industry, and Energy 13 Total Incomplete While reviewing the above consolidated proposes optimal staffing number, consideration should be made to the below current staffing parameters. Source of staffing numbers Chapter 2, Table 2.3: Current staff establishment as per the situation analysis Chapter 5, Figure 5.1: Baseline IPPD staff count as at 31 July 2014 Chapter 5, Figure 5.1: Biometric employee captured by 31 October West Pokot County Report Page 105

128 The County proposed optimal staffing level, excluding the Department of Livestock, Veterinary and Fisheries and Water,Environment and Natural Resources, is 437% higher than the current biometric employee data count. It is therefore recommended that: a) The CRTT re-considers the proposed staffing levels to determine if these are consistent with affordability and cost-effective and efficient service delivery in the public service in the County in the future; and b) That the County conducts a comprehensive strategic public expenditure review that is informed by full costing of the proposed staffing and the prospective fiscal profiles. West Pokot County Report Page 106

129 5 HUMAN RESOURCE AUDIT This chapter provides a summary of the outcomes of the biometric data collection together with a summary of the data. Thereafter an analysis of the HR and skills related data is provided and salient features relevant to the organisation are highlighted. 5.1 Overall analysis of biometric data The IPPD data as at 31st July 2014 indicated that there were 872 employees in West Pokot County while the total number of registered employees for the County as at 31st October 2014 was 847. Out of the 1,959 registered employees, 1,112 were registered but not in the IPDD as at 31st July Table 5.1 presents the results of the biometric data registration: Table 5.1: Overall analysis of biometric data Summary of employees captured IPPD Base Data New Captures Total Baseline as at 31 July Employees captured by 31 October Variance as at 31 October Analysis of Variance: - *1 State Officers - NOT BIOMETRICALLY CAPTURED *2 Excused From Capture (During the Biometric Exercise) NOT BIOMETRICALLY CAPTURED *3 Excused From Capture (After the Biometric Exercise) NOT BIOMETRICALLY CAPTURED 0 0 -Temporary Local Contracts Economic Stimulus Package (ESP) Permanent On Probation Transfer of Service -1-1 Unaccounted for Notes:- *1 State Officers include JG 1-9 *2 Bona Fide - employees with certified permission from their respective entities prior to or during the count * 3 Employees listed in letters from their employer remitted to EY via the Ministry of Devolution and Planning Note: There is a difference of 2 records between the biometric head count (1,959) and total count used in the human resource audit and skills assessment (1,965). This is attributed to time difference between the closure of the biometric head count exercise (reported as is) and subsequent end of data reconciliation and cleaning to generate database for human resource audit and skills assessment. Therefore, personnel records are used for the human resource audit (chapter 5) and skills assessment (chapter 6). West Pokot County Report Page 107

130 5.2 Demographic profile This section presents a demographic analysis of 1,959 employees biometrically registered. It covers analysis in terms of gender, age and ethnic composition of employees at the County. The analysis takes cognizance of legal provisions on gender, age and ethnic composition of the public service Gender profile Article 232 of the Constitution on the values and principles of public service; subsection (i) stipulates that the public service should provide adequate and equal opportunities for appointment, training and advancement for men and women Gender profile overall Women constitute 45% of the workforce and men 55% of the workforce in West Pokot as shown in Figure 5.1 and Table 5.1 below. The overall gender distribution of the County is in compliance with 30% representation of either gender Figure 5.1: Overall gender profile Table 5.1: Overall gender profile Gender Number of Employees Female 879 Male 1,086 Grand Total 1,965 West Pokot County Report Page 108

131 Gender profile by cadre category The biometric data capture classified and captured data using the cadre categories as set out in this analysis. These cadre categories represent job families within the context of the Kenyan Public Service. This is applicable to all references to cadre categories in this document. As presented in the Figure 5.2.and Table 5.2. below, men occupy approximately 100% of the positions in the following cadres: Arts and Talent Services, Building Services, Engineering and related Service personnel, Security Services and Trade and Industry Services. Women on the other hand dominate the following cadres: Education and Training Services, Legal Services, Research and Development Services and Social and Rehabilitative Services. Figure 5.2: Gender profile by cadre category West Pokot County Report Page 109

132 Table 5.2: Gender profile by cadre category Cadre category Female Male Grand Total Advisors Agricultural, Livestock and Fisheries Services Art and Talent Services 1 1 Building Services 6 6 Economic, Financial and Procurement Services Education & Training Services Engineering and Related Service Personnel 6 6 Environment and Natural Resources Executive Information Communication Systems Services Legal Services Medical and Health Services Office Services Operations and Support Services Public Service Management Research and Development Services 1 1 Security Services Social and Rehabilitative Services 1 1 Trade and Industry Services 3 3 Grand Total 879 1,086 1,965 West Pokot County Report Page 110

133 5.2.2 Age profile Age profile overall Age analysis indicates that the overall age profile in the County appears well-balanced as shown in Figure 5.5 and Table 5.4. Employees who have attained the mandatory retirement age of 60 should be dealt with in line with the principles of the retirement policy. In addition, there is need for County to develop and implement the HR plan and succession management plan Figure 5.3: Age profile overall Table 5.3: Overall age profile Age Number of Employees < >65 4 Grand Total 1,965 West Pokot County Report Page 111

134 Age profile by cadre category It would appear as presented in Figure 5.4 and Table 5.4 that an aging workforce categorises the cadre categories Advisors, Agriculture, Livestock and Fisheries Services,Building Services, Trade and Indstry Services and attention should be paid to ensuring the necessary continuity and availability of skill and experience in these areas in the future. The relative youthfulness of the workforce in the cadre categories Art and Talent Services, Research and Development Services has positive implications for the County continuity but care should be taken to ensure that the necessary levels of experience are also present. Figure 5.4: Age profile by cadre category West Pokot County Report Page 112

135 Table 5.4: Age profile by cadre category Cadre category < >65 Grand Total Advisors 3 3 Agricultural, Livestock and Fisheries Services Art and Talent Services 1 1 Building Services Economic, Financial and Procurement Services Education & Training Services Engineering and Related Service Personnel Environment and Natural Resources Executive Information Communication Systems Services Legal Services Medical and Health Services Office Services Operations and Support Services Public Service Management Research and Development Services 1 1 Security Services Social and Rehabilitative Services 1 1 Trade and Industry Services Grand Total ,965 West Pokot County Report Page 113

136 5.2.3 Ethnicity profile Pokot has the highest representation at 73% followed by Kalenjin at 13%, Luhya at 8%., Other Kenyan has the lowest representation as shown in Figure 5.7 and Table 5.5. More significantly, West Pokot is far off the mark of the Constitutional requirement that 30% of the staff should be from outside the County so that the establishment presents a semblance of the face of Kenya. However, this is a problem across virtually all Counties excluding Nairobi, Mombasa and Nakuru. Therefore, the problem needs to be addressed through collaborative initiatives and concerted efforts of the leadership of the various Counties, and in a medium to long term framework. It is important for the recruitment policy of employees in the County to cater for ethnic balance as per the aspirations of the Kenya Constitution specifically Article 232 on values and principles of Public Service Figure 5.5: Ethnicity profile West Pokot County Report Page 114

137 Table 5.5: Ethnicity Profile Number of Ethnic group Employees Pokot 1,431 Kalenjin 261 Luhya 157 Kikuyu 34 Kisii 24 Luo 18 Teso 11 Kamba 7 Pokomo 4 Samburu 3 Other Kenyan 3 Dorobo 2 Meru 2 Turkana 1 Taita 1 Somoli-So-State 1 Mbere 1 Ogaden 1 Degodia 1 Gureeh 1 Non Kenyan 1 Grand Total 1,965 West Pokot County Report Page 115

138 5.2.4 Disability profile Analysis reveal that 0.46%(9) of staff in the county are classified as disabled as shown in Table 5.6. This representation is not in line with the Constitutional requirement of at least 5% inclusion of PWDs in a public establishment. There is need for the County to progressively comply will the Constitutional requirements that at least 5% of employees be PLWDs by putting in place appropriate human resource Policies which are in line with the Constitution. Table 5.6: Disability profile Disability Number of Employees Percentage of Employees People with disability % People without disability % Grand Total % West Pokot County Report Page 116

139 5.3 Employment profile Core vs. support services This chart shows the proportion of staff in the County who work in core / technical and support services respectively. ( Core / technical services are deemed the key services and activities that the County is mandated to deliver, whilst support services are those services such as administration, human resources, etc. that enable the delivery of core services.) Please refer to Annexure 3 for a detailed classification hereof. 78% of the County work in core services, and 22% work in support services as shown the Figure and Table below. Figure 5.6: Core vs. support services Table 5.7: Core vs. Support Services Number of Services Employees Support services 425 Technical services 1,540 Grand Total 1,965 West Pokot County Report Page 117

140 5.3.2 Distribution of staff by cadre categories The analysis of the Figure and Table below shows that the highest proportion of staff are found in the cadre category for Education and Training Services with 41%, followed by Medical and Health Service at 25 % and Office Services at 10%. The lowest proportions of staff are found in the cadre category Environment and Natural Resources at 1%. The County should consider whether staffing across the cadre categories is aligned to and supports its primary strategic objectives and programmes. Figure 5.7: Distribution of staff by cadre categories West Pokot County Report Page 118

141 Table 5.8: Distribution of staff by cadre categories Cadre category Grand Total Education & Training Services 798 Medical and Health Services 493 Office Services 203 Operations and Support Services 104 Agricultural, Livestock and Fisheries Services 98 Economic, Financial and Procurement Services 57 Executive 53 Public Service Management 39 Security Services 37 Information Communication Systems Services 36 Environment and Natural Resources 21 Building Services 6 Engineering and Related Service Personnel 6 Legal Services 5 Advisors 3 Trade and Industry Services 3 Art and Talent Services 1 Research and Development Services 1 Social and Rehabilitative Services 1 Grand Total 1,965 West Pokot County Report Page 119

142 5.3.3 Distribution of staff by cadre Figures 5.8 to 5.11 show the staff complement for each specific cadre. The County should have the specific detail to identify if there are any specific cadres and departments in which staffing numbers are not optimal, and where there is potentially a skills shortage. Figure 5.8: Staffing distribution by cadre (Cadre A - E) Figure 5.9: Staffing distribution by cadre (Cadres F - I) West Pokot County Report Page 120

143 West Pokot County Report Page 121

144 Figure 5.10: Staffing distribution by cadre (Cadres J - 0) West Pokot County Report Page 122

145 Figure 5.11: Staffing distribution by cadre (Cadres P - V) West Pokot County Report Page 123

146 Table 5.9: Distribution of staff by cadre (A-V) Number of Cadre Employees Accountants 20 Administrative Officers 18 Adult Education 3 Agriculture Personnel 63 Architects and Architectural Assistants 2 Artisans 13 Chiefs/Assistant Chiefs 4 Civilian Security Personnel 36 Cleaning and Support Staff 102 Clerical Officers 85 Cooks 2 Cooperative Personnel 4 County Chief Officer 6 County Governor 35 Dental Personnel 3 Deputy County Governor 1 Drivers 84 Economists & Statisticians 3 Electrical/Electronics Engineers 1 Environment Personnel 1 Finance/Budget Officers 6 Fisheries Personnel 1 Gardens Personnel 2 Health Administrative Officers 2 Health Education Personnel 1 Health Records & Information Personnel 8 Human Resource Management Officers 4 Information Communication Technology Personnel 10 Information Officers 6 Internal Auditors 3 Land Survey Personnel 8 Lecturers 1 Livestock Production Personnel 18 Mechanical Engineers 2 Medical Engineering Technologists and Technicians 4 Medical Laboratory Technologists and Technicians 35 Medical Personnel 75 Member - County Executive Committee 17 Nursing Officers 262 Nutrition Personnel 6 Occupational Therapists 1 Pharmaceutical Personnel 11 Physical Planning Personnel 1 Physiotherapists 5 Public Communications Officers 3 Public Health Personnel 71 Radiography Personnel 2 Range Management Officers 1 Records Management Officers 7 West Pokot County Report Page 124

147 Number of Cadre Employees Secretarial Personnel 16 Social Welfare Officers 1 Sports Personnel 1 Supply Chain Management Personnel 20 Teachers (Primary/Secondary) 792 Trade Development Officers 1 Veterinary Personnel 15 Water Technical Personnel 8 Instructors 2 Catering and Housekeeping Personnel 3 Agriculture Engineers 3 Inspectors (Building) 2 Quantity Surveyors and Quality Survey Assistants 1 Orthopedic Technologists and Technicians 3 Plaster Technicians 4 Weights and Measures 1 Community Oral Health Officers 3 Specialists 3 Economic Policy Analysts 1 Inspectors of Local Authorities 1 Kenya Police 1 Medical Social Workers 7 Mines and Geology Personnel 1 State Law Office Personnel 3 Human Resource Development Officers 3 Library Personnel 2 Land Administration Personnel 1 Enterprise Development Officers 1 Research Officers 1 Advisor 1 Process Servers 2 Structural Assistants 1 Water Research Personnel 1 Grand Total 1,965 West Pokot County Report Page 125

148 5.4 Distribution of staff by level across cadre category Figure 5.15 and analysis in Table 5.9 provides an indication of the spans of control as to how staff are distributed and concentrated across organisational levels (the detail of this classification is provided in Appendix 4.) The spread of each segment of each bar in the graph provides an indication of the appropriateness of that distribution: The most common spread within a bar is an increase in the size of the segments of the bar from top to bottom (narrow concentration of staff at the top, widest concentration of staff at the bottom.) Organisations or cadre categories with a high level of professionals or operational staff (such as nursing) may have a bar with a large segment in the middle (concentration of staff at professional or middle categories.) Organisations or cadre categories with a high level of specialists or executive may have a bar with a large segment at the top and a small segment at the bottom (a lot of staff concentrated towards the top levels of the organisation with few support staff.) Similarly sized top management and middle management segments may be a concern, as this may be indicative of narrow spans of control.. West Pokot County Report Page 126

149 Figure 5.12: Staffing distribution by cadre category West Pokot County Report Page 127

150 Service Staff Operations Staff Middle Level Staff Professional Management and Administrative Staff Top Management Staff Grand Total Table 5.10: Staffing distribution by cadre category Cadre category Advisors 3 3 Agricultural, Livestock and Fisheries Services Art and Talent Services 1 1 Building Services Economic, Financial and Procurement Services Education & Training Services Engineering and Related Service Personnel 6 6 Environment and Natural Resources Executive Information Communication Systems Services Legal Services Medical and Health Services Office Services Operations and Support Services Public Service Management Research and Development Services 1 1 Security Services Social and Rehabilitative Services 1 1 Trade and Industry Services Grand Total 1, ,965 West Pokot County Report Page 128

151 5.4.1 Terms of service The analysis indicates the mix of temporary and permanent staff within the County. There is too high reliance on temporary staff which may pose a risk to the County in terms of efficiency and operational continuity. 52% (1,018) of staff are permanent and 48% (947) of staff are temporary as shown presented by Figure 5.13 and Table The County should strive to engage more skilled technical staff and reduce the unskilled staff and at the same time outsource services and automate to improve efficiency and reduce the personnel emoluments budget. Figure 5.13: Terms of service Terms of Service 9% 0% Permanent ESP- Consolidated Pay Permanent Permanent 45% Permanent Probation Permanent Secondment(on) 39% Permanent Transfer-of- Service Temporary Local Contract 0% 7% 0% Temporary Temporary Table 5.11: Terms of Service Number of Terms of service Employees Permanent 1,018 ESP-Consolidated Pay 3 Permanent 883 Probation 130 Secondment(on) 1 Transfer-of-Service 1 Temporary 947 Local Contract 776 Temporary 171 Grand Total 1,965 West Pokot County Report Page 129

152 5.4.2 Terms of service mix by cadre category More than 25% of employees in cadre categories Advisors, Education and Training Services, Executive and Public Service Management are temporary as indicated in Figure 5.14 and Table Consideration should be given to what extent this is an operational requirement according to the type of work undertaken in these areas or other factors including but not limited to the availability of skills or the absence of approved posts in the existing organisational structure. Figure 5.14: Terms of service mix by cadre category West Pokot County Report Page 130

153 Table 5.13: Terms of Service mix by cadre category Cadre category Permanent Temporary Grand Total Advisors Agricultural, Livestock and Fisheries Services Art and Talent Services 1 1 Building Services 6 6 Economic, Financial and Procurement Services Education & Training Services Engineering and Related Service Personnel 6 6 Environment and Natural Resources Executive Information Communication Systems Services Legal Services Medical and Health Services Office Services Operations and Support Services Public Service Management Research and Development Services 1 1 Security Services Social and Rehabilitative Services 1 1 Trade and Industry Services 3 3 Grand Total 1, ,965 West Pokot County Report Page 131

154 5.4.3 New hires Overall new hires 56 % of staff is newly hired as per Figure 5.15 and Table The county may wish to investigate the reasons for the significant proportion of staff that are new hires. Is this for example, a factor of the growth of the County or is recruitment being undertaken to replace staff who have left? High staff turnover that results in high recruitment can impact on service delivery and programme execution. Figure 5.15: New hires overall Table 5.14: Overall new hires Number of New hires Employees Existing employees 869 Newly recruited 1,096 Grand Total 1,965 West Pokot County Report Page 132

155 New hires by cadre category Cadre categories Advisors, Economic Financial and Procurement Services, Education and Training Services, Information Communication Systems Services, Legal Services, Office Services, Operations and Support Services, Public Service Management, Research and Development Services and Security Services experienced new hire rates in excess of 20% as shown in figure 5.18 and Table Similar to the previous section, the County may wish to investigate the reasons for such an increase in these specific areas. Temporary employees are most likely to be deployed in cadre categories Agricultural, Livestock and Fisheries Services, Art and Talent Services, Building Services, Engineering and Related Service Personnel, Environment and Natural Services, Executive, Medical and Health Services and Trade and Industry Services. Figure 5.16: New hires by cadre category West Pokot County Report Page 133

156 Table 5.15: New hires by cadre category Cadre category Existing employees Newly recruited Grand Total Advisors Agricultural, Livestock and Fisheries Services Art and Talent Services 1 1 Building Services 6 6 Economic, Financial and Procurement Services Education & Training Services Engineering and Related Service Personnel 6 6 Environment and Natural Resources Executive Information Communication Systems Services Legal Services Medical and Health Services Office Services Operations and Support Services Public Service Management Research and Development Services 1 1 Security Services Social and Rehabilitative Services 1 1 Trade and Industry Services 3 3 Grand Total 869 1,096 1,965 West Pokot County Report Page 134

157 6 SKILLS ASSESSMENT 6.1 Overview Data analysis has been undertaken to generate the observations set out in the sections below. A sound statistical analysis of the HR audit and skills assessment results was conducted. This has allowed for numerous types of reports that reflect amongst others, number and percentage distribution by different demographics and other defined categories, as well as simple correlation analysis on selected variables. This analysis bellow identifies the current level of stated skills across the various cadres. This analysis, when read together with the optimal staffing numbers set out in Chapter 4, will inform on skills gaps and areas that need intervention to ensure effective and efficient service delivery. This information is dynamic in nature and will result in a high level of insight pertaining to the current evaluation of the County skills available and desired future development. For the purposes of this section of the CARPS programme, skills have been defined as a combination of the following: Cadre / designation Academic qualification Years of experience Professional qualification. West Pokot County Report Page 135

158 6.2 Overall skills and experience Years of experience Years of experience by staffing level Figure 6.1.provides an indication of the years of experience distribution across organisational levels (the detail of this classification is provided in with service staff the bottom segment and top management in the top segment of each bar. The greatest proportion of service staff have 1-3 years experience; The greatest proportion of operations staff have 1-3 years experience; The greatest proportion of middle level staff have years experience; The greatest proportion of professional, management and administrative staff have 1-3years experience; and The greatest proportions of top management have 1-3 years experience. From middle level staff and above, the organisation should take care to ensure that there is an appropriate mix in the years of experience, and not an undue reliance on staff with no or little experience. Figure 6.1: Years of experience by staffing level West Pokot County Report Page 136

159 No experience (less than 1 year) 1 3 years 4 6 years 7 10 years years years More than 25 years Grand Total Table 6.1: Years of experience by staffing level Staffing level Service Staff ,03 5 Operations Staff Middle Level Staff Professional Management and Administrative Staff Top Management Staff Grand Total 38 1, , Years of experience by staffing level per cadre category Advisors are constituted of only Professional Management and Administrative Staff independent of years of experience while in Agriculture, Livestock and Fisheries Services, middle level members of staff are characterised by high years of experience whilst operations staff are characterised by low years of experience. Service members of staff are characterised by years of experience. Art and Talent Services are constituted of only middle level staff, with 4-6 years of experience. Top management in Building Services is characterised by years of experience whereas the middle level staff are characterize by 4-6 years of experience. Further, in Economics, Financial and Procurement Services, professional staff are characterised by 7-10 years of experience whereas the operations staff are characterised by 1-3 years of experience while Education and Training Services irrespective of age are mainly representative of service staff with no representatives of operation level staff between 7 25 years of experience. Top management staff in the Engineering and Related Services cadre category is characterised by 7-10 years of experience whereas the professional staff is characterised by years of experience. Top management staff in the Executive are characterised by years of experience. Operations staff in the Information, Communication and Systems Services is characterised by 1-3 years of experience. Service staff are characterised by low levels of experience. No employees in Legal Services have more than 3 years of experience irrespective of the level of employment. In Medical and Health Services, the middle level staffs are characterized by high levels of experience whereas the operations staffs are characterized by low levels of experience. Office Services cadre category is characterized by service staff that has varying levels of experience. West Pokot County Report Page 137

160 As shown in the analysis in the table below, majority of the Operations Staff have 1 6 years experience while Middle Level staff appears to have significant levels of experience. Top Management Staff has more than 25 years experience and we recommend that the County put a succession planning process in place that provides an opportunity for these staff to coach and mentor less experienced staff. Analysis of employees registered in Nandi County on years of experience by staffing level per cadre category is presented in Table 6.2 West Pokot County Report Page 138

161 Table 6.2: Years of experience by staffing level Staffing level by Cadre category No experience (less than 1 year) 1 3 years 4 6 years 7 10 years years years > 25 years Grand Total Advisors Professional Management and Administrative Staff Agricultural, Livestock and Fisheries Services Service Staff Operations Staff Middle Level Staff Professional Management and Administrative Staff 2 2 Art and Talent Services 1 1 Middle Level Staff 1 1 Building Services Service Staff 1 1 Middle Level Staff Professional Management and Administrative Staff 1 1 Economic, Financial and Procurement Services Service Staff Operations Staff Middle Level Staff West Pokot County Report Page 139

162 Staffing level by Cadre category No experience (less than 1 year) 1 3 years 4 6 years 7 10 years years years > 25 years Grand Total Professional Management and Administrative Staff Education & Training Services Service Staff Operations Staff Engineering and Related Service Personnel Middle Level Staff Environment and Natural Resources Operations Staff Middle Level Staff Professional Management and Administrative Staff 1 1 Executive Middle Level Staff Professional Management and Administrative Staff 1 1 Top Management Staff Information Communication Systems Services Service Staff 1 1 Operations Staff 7 7 Middle Level Staff Professional Management and Administrative Staff West Pokot County Report Page 140

163 Staffing level by Cadre category No experience (less than 1 year) 1 3 years 4 6 years 7 10 years years years > 25 years Grand Total Legal Services Middle Level Staff 3 3 Professional Management and Administrative Staff Medical and Health Services Operations Staff Middle Level Staff Professional Management and Administrative Staff Office Services Service Staff Operations Staff Middle Level Staff Operations and Support Services Service Staff Operations Staff Middle Level Staff Public Service Management Service Staff Operations Staff Middle Level Staff West Pokot County Report Page 141

164 Staffing level by Cadre category No experience (less than 1 year) 1 3 years 4 6 years 7 10 years years years > 25 years Grand Total Professional Management and Administrative Staff Top Management Staff Research and Development Services 1 1 Middle Level Staff 1 1 Security Services Service Staff Operations Staff Middle Level Staff Social and Rehabilitative Services 1 1 Middle Level Staff 1 1 Trade and Industry Services Operations Staff 1 1 Middle Level Staff Grand Total 38 1, ,965 West Pokot County Report Page 142

165 6.2.2 Academic qualifications This section describes the qualification profile for the County. A more detailed breakdown of qualifications by designation and with a match against scheme of service is provided in Appendix 5 Figure 6.1 and Table 6.2 provide an overview of academic qualifications across the different levels of the County. Employees need not to not only have the necessary experience but also the appropriate qualifications to do their job, and ultimately enable the county to deliver its services and programmes. Instances where more senior and professional staff has less than a diploma may (such as professional management and administrative staff with form 6 (A- Level) qualifications in the graph above) warrant further investigation as to whether there is the right match of individuals and accompanying qualifications to job. Figure 6.2: Academic qualification West Pokot County Report Page 143

166 None Primary Secondary Form-6 (A-Level) Certificate Diploma Higher Diploma Bachelors Degree Postgraduate Diploma Masters Degree Grand Total Table 6.3: Academic qualifications Staffing level Service Staff ,035 Operations Staff Middle Level Staff Professional Management and Administrative Staff Top Management Staff Grand Total ,965 West Pokot County Report Page 144

167 6.2.3 Professional qualifications The different levels of staff holding particular types of formal professional qualifications within the county are described in Figure 6.3 and Table 6.4 below. Figure 6.3: Professional qualifications West Pokot County Report Page 145

168 Table 6.4: Professional qualification Professional qualification Service Staff Operations Staff Middle Level Staff Professional Management and Administrative Staff Top Management Staff Grand Total Accounting Certified Public Accountant (CPA) Human Resource 2 2 Certified Human Resources Professional (CHRP) 2 2 Information Technology 1 1 Cisco Certified Network Associate (CCNA) 1 1 Legal 2 2 Accredited Legal Secretary (ALS) 1 1 Certified Legal Manager (CLM) 1 1 Medical Certified Medical Assistant (CMA) Project Management 1 1 Project Management Professional (PMP) 1 1 Grand Total West Pokot County Report Page 146

169 6.2.4 Areas of current / potential future skills scarcity Table 6.5: Areas of current / potential future skills scarcity Department Scarce skills Explanation Finance and Planning Revenue Officer and Clerks Employ Revenue Officers/Clerks on need basis Agriculture Farming Education Officer There is need to increase farming Education Officers to meet the county needs in the near future Livestock and Fisheries Ward Animal Health Officers There is need to hire more staff considering that they have Sub Counties, Wards and Villages that need these services for their animals Recommendations for closing the skills gaps Outlined below are the proposed recommendations for addressing the skills gaps outlined in this report: 1. Agree the CARPS report and areas of skills scarcity identified herein; 2. Prioritise areas of scarcity based on strategic priorities; 3. Understand supply constraints at the County level as well as within the broader Kenyan context 4. Identify gaps in terms of the immediate need versus supply to determine what skills can be recruited and which skills can be acquired through training and development.; 5. Review areas of scarcity and identify what can be recruited versus what can be trained; 6. Review reward value proposition for scarce skills to ensure that it is aligned to ensure the retention of scarce skills. 7. Secure recruitment and training budget; 8. Define in more detail skills, behaviour and knowledge required; a. Use this information to define training requirements; b. Determine whether this can be trained internally or requires external intervention; c. Develop specifications for internal/external training provision; d. For internal training, develop training material and skills transfer approach; e. Source external training providers. 9. Develop strategic sourcing plan to define where and how to source skills based on the nature of the skills; West Pokot County Report Page 147

170 10. Identify different sourcing methodologies such as learner ships; internships; bursaries and other approaches to sourcing the requisite skills; 11. Source for the skills; 12. Track and monitor progress in addressing skills gaps as part of a broader talent management approach. West Pokot County Report Page 148

171 6.3 Skills red flags Retirement in 5 years Retirement in 5 years overall for higher than diploma qualification At the outset of this chapter it was indicated that academic qualifications, professional qualifications, and years of experience were all elements that defined skill. Bearing this in mind, a profile of expected retirees with qualifications above a certain level can provide the organisation with a picture of the extent to which it can expect to lose its higher-end skills. 4.34% of employees with a diploma qualification or higher are expected to retire in the next 5 years as shown in Figure 6.4 and Table 6.7 below. Figure 6.4: Retirement in 5 years overall for higher than diploma qualification Retirement in 5 years for academic qualification higher than diploma 5% Not retiring Retiring in 5 years 95% Table 6.6: Retirement in 5 years overall for higher than diploma qualification Number of Retirement in 5 years Employees Not retiring 1,405 Retiring in 5 years 69 Grand Total 1,474 West Pokot County Report Page 149

172 Retirement in 5 years by cadre category for higher than diploma qualification At a more granular level, over 20% of employees with a diploma qualification or higher specifically in cadre categories Agricultural, Livestock and Fisheries Services, Engineering and Related Service Personnel, Operations and Support Services, Trade and Industry Services are expected to retire in the next 5 years. HR interventions focussed on these specific potential skills gaps may be required by the County. Figure 6.5: Retirement in 5 years by cadre category for higher than diploma qualification West Pokot County Report Page 150

173 Table 6.7: Retirement in 5 years by cadre category for higher than diploma qualification Cadre category Not retiring Retiring in 5 years Grand Total Advisors 3 3 Agricultural, Livestock and Fisheries Services Art and Talent Services 1 1 Building Services 5 5 Economic, Financial and Procurement Services Education & Training Services Engineering and Related Service Personnel Environment and Natural Resources Executive Information Communication Systems Services Legal Services 5 5 Medical and Health Services Office Services Operations and Support Services Public Service Management Research and Development Services 1 1 Security Services 3 3 Social and Rehabilitative Services 1 1 Trade and Industry Services Grand Total 1, ,474 West Pokot County Report Page 151

174 6.3.2 Permanent and temporary employees Permanent and temporary employees for academic qualifications higher than diploma Figure 6.6 below show that 49.80% of staff with a qualification of a diploma or higher are temporary. An increased reliance on upper end skills that are not permanent in the County represents a potential risk to the organisation from a continuity, cost, and service delivery perspective. Figure 6.6: Permanent and temporary employees for academic qualifications higher than diploma Table 6.8: Permanent and temporary employees for academic qualifications higher than diploma Terms of Service Number of Employees Permanent 740 ESP-Consolidated Pay 3 Permanent 621 Probation 115 Secondment(on) 1 Temporary 734 Local Contract 630 Temporary 104 Grand Total 1,474 West Pokot County Report Page 152

175 Permanent and temporary employees by cadre category for academic qualifications higher than diploma Advisors, Education and Training Services and Executive are cadre categories with the greatest reliance on temporary or contract employees with a qualification higher than a diploma as shown in the Figure 6.7 and Table 6.9 Whilst the reliance on temporary or contract employees may be an operational requirement, higher than average qualifications (and assumed skill) of temporary employees may present an additional risk to the County. Figure 6.7: Permanent and temporary employees by cadre category for academic qualifications higher than diploma West Pokot County Report Page 153