Devolution and HR Management. From central Government to Devolved Governments Presented by Justina K Mwikya

Transcription

1 Devolution and HR Management From central Government to Devolved Governments Presented by Justina K Mwikya

2 Introduction Human Resource Management (HRM) is the term used to describe formal systems devised for the management of people within an organization. It is the planning, organizing, directing, and controlling of the procurement, development, compensation, integration, maintenance and separation of human resources. Main purpose is to achieve organizational goals as well as individual employees personal goals.

3 Introduction cont d It is a management function that helps managers recruit, select, train and develop members for an organization Effective HRM management is necessary for organization to remain competitive in the market. Hence a strategic approach on the acquisition, motivation, development and management of human resources is important.

4 HRM in Public service before devolution Human Resource Management (HRM) is an area that has suffered much neglect for over five decades in the public service in the post-colonial Africa African countries did not recognize the strategic position of the human resource managers in the formulation and implementation of organizational strategies In Kenya HRM in public service has been centralised at headquarter levels since independence.

5 HRM before devolution cont d Polices and procedures for human resources management were developed at the Public Service Commission, MDAs at the headquarters levels with limited inputs from the grass root level Over the years the concept of modernising the HRM function in the public service in Kenya started and especially with the introduction of the Public sector reform programs. HRM Played a critical roles when the MDAs were redefining their core functions and developing Strategic plans.

6 Merits of HRM system-central government This HR system inherited at independence has held the civil service together over the years. Its merits include It ensured application of uniform norms and standards in HRM across the civil service. Encourages mobility of staff within and across MDAs, thus exposes staff to varied experiences and transfer of skills, knowledge and competences. Protected officers from unfair treatment

7 Challenges this HRM model Inadequate of control over staff; Increased inefficiency; Unethical behaviour and patronage; Disruption of service delivery and achievement of performance targets due to transfer of officers during the year; Bureaucracy in implementation of human resource issues Dual reporting relationship in support functions. This model is no longer responsive to service delivery needs of today

8 Devolution

9 GOVERNORS SWORN IN

10 Establishment of County Government 27 th March 2013 Media lime-lights Around the country, new Governors were heavily guarded, driven in and out, and during the ceremonies, the form of entertainment indicated they were new Kings in town. It must have been a sweet ceremony for many who made history by becoming first governors of their respective counties. In Nairobi, Governor Evans Kidero was chauffeured in and out of Uhuru Park in a Rolls Royce Princess ahead of a motorcade. In Machakos, Dr Alfred Mutua arrived at Kenyatta Stadium in a silvery Benz, christened "Machakos 1". He waved from the sunroof of the car, greeting jubilant supporters. His car also has a flag.

11 27 th March 2013 Media lime-lights cont d In Eldoret, Uasin Gishu's Jackson Mandago, was driven in a Mitsubishi four-wheel drive. It had a flag too. But he chose to christen his as "Governor". A police band marched past and soon after he took oath, elders dressed him in a traditional animal skin. At the Afraha Stadium, Nakuru's Kinuthia Mbugua arrived in a guarded Toyota Land Cruiser. It had a flag too.

12 Devolved system of governance Devolution is a form of decentralization where political, financial and administrative powers and responsibility is transferred from national to sub- national level The Constitution also rationalized the government ministries from 42 to 22, restructuring the provincial Administration and 175 local Authorities. At the county level the executive was organized into ten key departments It also provides that the two levels of governments shall be distinct and inter-dependent but conduct their mutual relations on the basis of consultation and cooperation

13 Objects and Principles of Devolution The objects of the devolved system of government as provided under Article 174 of the CoK, 2010 includes: the promotion of democratic and accountable exercise of power; fostering of national unity by recognizing diversity; giving of powers of self-governance to the people and enhancing of the public participation in making decisions affecting them;

14 Objects and Principles cont d Recognizing of the right of communities to manage their own affairs and to further their development; Protection and promotion of the interests and rights of minorities and marginalized communities promotion of social and economic development and the provision of proximate, easily accessible services throughout Kenya;

15 Objects and Principles cont d ensuring of equitable sharing of national and local resources throughout Kenya; the facilitation of the decentralization of state organs, their functions and services, from the capital of Kenya; and Enhancement of checks and balances and the separation of powers

16 Guiding principles of devolved governments Article 175 of the CoK, outlines the guiding principles of devolved governments namely: County Governments should be based on democratic principles and separation of powers; availability of reliable sources of revenue to enable them to govern and deliver services effectively; and ensuring that each of the two genders have at least a third of the members of representative bodies in the county.

17 Values and Principles of public service The values and principles of public service include high standards of professional ethics efficient, effective and economic use of resources responsive, prompt, effective, impartial and equitable provision of services involvement of the people in the process of policy making; accountability for administrative acts.

18 Values and Principles cont d transparency and provision to the public of timely, accurate information. fair competition and merit as the basis of appointments and promotions. representation of Kenya s diverse communities. affording adequate and equal opportunities for appointment, training and advancement, at all levels of the public service, of (i) men and women; (ii) the members of all ethnic groups; and (iii) persons with disabilities.

19 HRM in the devolved Government Devolution means empowering county governments to hire a public service that matches community needs and budget constraints Article 235 provides that the county goverment is responsible for staffing of the CG within the framework of uniform norms and standards Hiring and firing government workers in service sectors Fill open positions without permission from the central government and by setting the job qualifications Determine salary levels and supplement salaries on a performance basis Determine the number of positions of government employees at the county level.

20 Key stakeholders in HRM in the county Governments Keys stakeholders in the HRM in the county Government include: County executive committees County public service boards County assembly service boards County secretaries Chief officers Directors HRM Heads of department

21 Functions of CPSBs Establishment and abolishment offices in the county public service; Appointment persons to hold or act in offices of the county public service Exercise disciplinary control over, and remove, persons holding or acting in those offices Promotion in the county public service the values and principles Facilitate the development of coherent, integrated human resource planning and budgeting for personnel emoluments in counties

22 Functions of CPSBs cont d Advise the county government on human resource management and development; Advise county government on implementation and monitoring of the performance management system; make recommendations to the Salaries and Remuneration Commission, on behalf of the county government, on the remuneration, pensions and gratuities for county public service employees.

23 Functions of CASBs Providing services and facilities to ensure the efficient and effective functioning of the county assembly; Constituting offices in the county assembly service, and appointing and supervising office holders; Preparing annual estimates of expenditure of the county assembly service;

24 Institutional Linkages and coordination

25 Institutional Linkages and coordination The Salaries and Remuneration Commission: sets salaries for state officers and advises on salaries for public officers of county governments Public Service Commission: has appellate powers over decisions made by the county public service boards. Transition Authority- 1. conducted HR audit, 2. advised on staff rationalization and deployment mechanism, 3. coordinated capacity building and facilitate transfers, deployment and secondment during transition period in consultation with PSC

26 Fruits of devolution in HRM Some counties have developed HR strategic plans based on their needs HRH Strategic Plan Development Team(Mombasa county)

27 HRH strategic plan launch Mombasa county

28 Fruits of devolution in HRM cont d Skills and competencies transfers in area of training eg Health sector etc Staff are exposed to perform specialised health care services First Heart Surgery CPGH

29 Fruits of devolution in HRM cont d Recruitment done based on the county needs

30 Improved service delivery

31 Fruits of devolution in HRM Counties were able to undertake their capacity assessment and developed HRM plans as per needs Effective and efficiency Decision making in regards HRM Capacity building of the HR managers in the counties There have been mentorship programmes organised by IHRM Recruitment of the HR professional to handle HR issues Involvement of the unions in decision making of Hr matters in the county Job evaluation conducted at all counties

32 Fruits of devolution in HRM cont d HRM planning is undertaken at the county level Development of human resources management strategies in the county Increased usage of human resources information systems Capacity of the County Public Service Boards (CPSB) and County Assembly Service Boards to strengthening the human resource management bodies in the counties in executing their mandates.

33 Fruits of devolution in HRM cont d Development of guidelines on human resource management TA issued Guidelines for transition of staff to counties (Gazette Notice No.825 of February 7, 2014) to guide on the management of human resource in the transition period. The guidelines address among other issues the: Administration of the transfer of service of seconded staff to county governments. The process for deployment and redeployment of seconded officers between national and county governments, and among counties.

34 Fruits of devolution in HRM cont d Staff Audit for Defunct Local Authorities and Staff Performing Devolved Functions. Staff audit were conducted by the TA and individual counties to determine the exact number of the staff in the county. These also aimed at determining skill and competencies levels in the counties. To check the Ghost workers

35 Fruits of devolution in HRM cont d Capacity Assessment and Rationalization of the Public Service (CARPS) This exercise was spearheaded by the national government in liaison with the county governments Objective: to provide a well organised structure at both levels of government that are based on given mandates and functions. Expectation: Establishment of the existing human resource capacity at both levels of the government and make optimal recommendations on staffing levels based on the realigned strictures. A transformed public service for efficient and effective service delivery at the respective governments.

36 Fruits of devolution in HRM cont d Mechanism for Closure and Transfer of Public Records and Information Developed TA in conjunction with the inter-agency committee deemed it necessary to establish all the records previously held by the abolished/restructured institutions. This is to achieve its (TA) mandate of developing a mechanism for closure and transfer of public records. Aim: to inform on records requiring transfer to the relevant units and agencies for institutional memory and preservation and to determine which of those records should be closed or disposed. This process will lead to proper management of records which is vital in ensuring efficiency in the management of the national and county governments.

37 Fruits of devolution in HRM cont d National Capacity Building Framework(NCBF) Developed by Transitional Authority (TA) NCBF meant to guide on the management of capacity building initiatives for devolved system of governance. Three broad areas are addressed by the framework and one of them is Human Resource Development. Aims at ensuring both levels of government and especially counties to have skilled and competent staff to perform the assigned duties effectively. It also addresses organisational development which focuses on strengthening and developing strategies, structures, systems, processes, procedures and infrastructure

38 Challenges of HRM in the devolved system of governance Increased industrial actions in some counties. Health workers go on strike over devolution of services (file photo). By Simon Ndonga Sun, December 22 nd 2013

39 Challenges of HRM in the devolved system of governance Integration of personnel from different sectors /organisations with different organisation culture and values Competing and conflicting interests especially in resources allocation Competing of older and younger generations in the execution of service delivery Handling of under performance in the county due to disruptions of the performance management framework.

40 Challenges of HRM cont d Management of the national diversity. The constitution of Kenya 2010 stipulates the 70:30 ratio in appointment and promotions of staff in the both levels of the Government After the transfer of management of human resources for devolved functions was affected in January 2014, a number of challenges have been observed. The major ones include Discrimination, nepotism, tribalism, cronyism patronage and victimization in the recruitment of county staff.

41 Challenges of HRM cont d Lack of proper performance management system in the counties Integration of the various categories of staff e.g. former Local Authorities, devolved functions and newly employed staff is not yet achieved There are glaring disparities in remuneration and promotion between the staff with the newly appointed staff and those of the defunct local authorities enjoying better remuneration and job grades.

42 Building a Competent and Capable county Public Service The county public service is expected to contribute to the achievement of economic, social and political aspirations of all Kenyans. The success of county governments will therefore depend on ; the establishment of an effective public service systems of attracting and retention of competent personnel. Adapting a strategic approach in HRM Building a resulted oriented public service through establishment of performance management framework

43 Competent and Capable county Public Service cont d Uphold national values and principles that bind all state and public officers when making decisions Effective leadership and integrity. Uphold principle and values of the public service. an effective Information Human Resource Management system To enhance productivity in the service effectiveness and efficiency in service delivery, enhance transparency and accountability.

44 Parting shot