county assembly of isiolo strategic plan...

REPUBLIC OF KENYA

COUNTY ASSEMBLY OF ISIOLO

STRATEGIC PLAN 2016-2020

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TABLE OF CONTENTSForeword by the Speaker of the Assembly...........................................................................iii

Message from the Clerk of the Assembly.............................................................................iiv

LIST OF ACRONYMS AND ABBREVIATIONS................................................................v

VISION, MISSION AND VALUES OF THE ASSEMBLY.................................................vi

1.0 BACK GROUND INFORMATION.................................................................................1

1.1 The Constitutional and Statutory Framework of County Assemblies in Kenya..................1

1.2 ISIOLO COUNTY...............................................................................................................2

1.3 COUNTY ASSEMBLY OF ISIOLO....................................................................................4

1.4 LEADERSHIP OF THE ASSEMBLY................................................................................5

1.5 THE COUNTY ASSEMBLY SERVICE BOARD (CASB)..............................................6

1.6 METHODOLOGYOF DEVELOPINGTHE STRATEGIC PLAN..................................7

1.7 JUSTIFICATION FOR THE STRATEGIC PLAN..............................................................7

CHAPTER 2: SITUATION ANALYSIS OF THE ASSEMBLY........................................10

2.1 ESTABLISHMENT OF THE ASSEMBLY.......................................................................10

2.2 AREAS OF FOCUS FOR SERVICE DELIVERY............................................................10

2.3 SWOT ANALYSIS.............................................................................................................10

2.4 STAKEHOLDER ANALYSIS...........................................................................................12

2.5 PESTLE ANALYSIS.........................................................................................................13

CHAPTER 3: EMERGING ISSUES, STRATEGIC OBJECTIVES AND ACTIVITIES..................................................................................................................................................16

3.1 STRATEGIC ISSUES IMPACTING THE PLAN.............................................................16

3.2 STRATEGIC OBJECTIVES..............................................................................................16

3.3 ACTIVITIES TO SUPPORT THE STRATEGIES.............................................................23

CHAPTER 4: RESOURCE MOBILIZATION AND RISK MANAGEMENT................30

4.1 RESOURCE MOBILIZATION.........................................................................................30

4.2 RISK MANAGEMENT.....................................................................................................30

CHAPTER 5: MONITORING & EVALUATION..............................................................32

APPENDICES........................................................................................................................33

APPENDIX I: MEMBERS OF THE ASSEMBLY..................................................................33

APPENDIX II: COMMITTEES OFTHE ASSEMBLY:.........................................................34

Select Committees....................................................................................................................36

APPENDIX III: ORGANOGRAM..........................................................................................37

REFERENCE ........................................................................................................................38

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Foreword by the Speaker of the Assembly

It gives me great pleasure to present this strategic plan, the first ever for the CountyAssembly of Isiolo. It is an historic and important document for the Assembly and it sets thestage and benchmark for the future plans and strategies. It is also important because byvirtue of its pioneering position, it is charged with the responsibility of setting an excellentfoundation for future assemblies. Therefore, as an Assembly we are alive to this fact, andare committed to do the very best work for the people of Isiolo who we represent.

This strategic plan is a clear vision of where we want to be in the next five years and themeans we wish to employ to get there. It articulates our goals and describes the steps weneed to take and resources needed to accomplish the set objectives. We have taken aconscious decision to identify activities and programmes that we believe are important andfundamental in laying a strong foundation for the Assembly for the future.

As an Assembly, we are mandated to make laws that the Executive implements to provideservices to our people. This explains why the key objective of this Plan is to help Members ofthe County Assembly to be top-class legislators who play their key mandate of legislation,representation and oversight. A good measure of our performance will be the number oflegislations we pass and the quality of these laws. Other objectives set out here are aimed atsupporting MCAs in undertaking their mandate.

It is my prayer that you will find the Plan a good guide to the activities the County Assemblyof Isiolo aspires to achieve in the next five years or so. All MCAs and staff are keen to see awell-coordinated development process of the County Assembly. We gladly welcome anyfeedback from any of the readers of this Plan.

May I take this opportunity to sincerely thank the County Assembly Service Board,Members of the County Assembly of Isiolo, the Clerk and all staff for fully participating inthe crafting of the Strategic Plan. We look forward to full realization of the strategicobjectives and activities we have set out in the Plan

Hon. Mohamed TubiSpeaker of the County Assembly/ Chairperson CASB

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Message from the Clerk of the Assembly

The County Assembly of Isiolo is pleased to unveil this Strategic Plan that maps out what weintend to achieve in the short-run as well as the long term. Having been ably guided by theSpeaker, the County Assembly Service Board and the entire Assembly membership and withkeen interest and input of our staff, it is my desire to have the Plan implemented to the letter.

The preparation of the Strategic Plan of the County Assembly marks a vital milestone inensuring that the Assembly performs its core mandate of a legislature, representation, a n doversight. However, you will notice that we have identified important areas of developmentto support the Members of the County Assembly do their work well hence the heavyinvestment in physical infrastructure development, capacity building of both Members of theCounty Assembly and staff; and expanded outreach activities.

It is my commitment that I will guide the Management team to ensure that what has beenidentified in the Plan is implemented. We shall have a mechanism in place to ensurecontinuous monitoring of projects implementation.

I will dedicate efforts and resources towards realization of the strategic objectives set out inthis Plan. Staff under me will be appropriately guided to maximize on their performancetargets that will be linked to the Strategic Plan.

May I take this opportunity to sincerely thank the Speaker of the County Assembly, theCounty Assembly Service Board, the Members of the County Assembly, staff of theAssembly, development partners, consultants and other stakeholders for making thedevelopment of this Strategic Plan a reality.

Mr. Salad Boru GurachaClerk of the County Assembly/Secretary, County Assembly Service Board

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LIST OF ACRONYMS AND ABBREVIATIONS

APK: Alliance Party of Kenya

CASB: County Assembly Service Board

ICT: Information Communication Technology

M&E: Monitoring &Evaluation

MCA: Member of the County Assembly

LAPSSET: Lamu Port South Sudan Ethiopia Transport Corridor

ODM: Orange Democratic Movement

PESTLE: Political, Economic, Social, Technological, Legal and Environmental

SWOT: Strengths, Weakness, Opportunities, threats

TNA: The National Alliance

URP: United Republic party

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VISION, MISSION AND VALUES OF THE ASSEMBLY

Mission

To facilitate members of the county assembly to effectively and efficiently legislate oversight

and represent in a devolved system Government to guarantee political, economic, and cultural

growth of the county.

Vision

To be a model county assembly that fulfils its constitutional mandate as a key institution in

the process of good governance at county level.

Core Values

The County Assembly espouses the following values:

Unity in Diversity: We appreciate the County constitute persons from different

communities, living and working in the County in harmony. The Assembly works in

this context

Integrity: We endeavour to give services to all our clients in an environment of

fairness without taking any undue advantage of their vulnerability or abilities.

Teamwork: We shall always work together one and all to deliver results

Impartiality: In delivering services, we shall treat all equally irrespective of their

background and abilities

Responsiveness: It will be our desire to ensure we act effectively and efficiently in

all our endeavours with focus on service delivery

Accountability: MCAs and Staff of the County Assembly of Isiolo

will operate in an open and transparent manner

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1.0 BACK GROUND INFORMATION

1.1 The Constitutional and Statutory Framework of County Assemblies in Kenya

The First Assembly of the County Assembly of Isiolo (2013-2017) is part of a community of

Assemblies of the 47counties established by the Constitution of Kenya as part of the

devolved system of government .Our devolution is based on the supremacy of the

constitution, sovereignty of the people and the principle of public participation. The need for

devolution was informed by the necessity to share power, to have effective checks and

balances in governance and the decentralization of resources.

To actualize devolution, the Constitution of Kenya (2010) created two levels of government:

National and County. The two levels of government work through a framework of co-

operation and consultation. The functions of each level of government are set out in

Schedule 4 of the Constitution of Kenya (2010).

In 2013, the National Parliament enacted several pieces of legislation establishing a legal

framework for the effective functioning of county governments and to ensure that the

governments are accountable to the people directly and through its representatives. These

include the County Governments Act, the Intergovernmental Relations Act, the Urban Areas

and Cities Act, the Transition to Devolved Governments Act, Division of Revenue Act, the

County Allocation of Revenue Act, the Public Finance Management Act, the Transition

County Allocation of Revenue Act, the County Governments Public Finance Management

Transition Act among others. Other legislative proposals are pending awaiting deliberations

between the two Houses of Parliament.

Article 185 of the Constitution of Kenya and the Public Finance Management Act provide the

Assembly unique roles including debt management, budget making, declaration of entities as

county government entities, intervention mechanisms for anon-performing county

government, receiving and reviewing the regular reports, the implementation of county

budgets, setting limits on the wage bill, appropriation of funds, establishment of Emergency

funds, establishment of public funds, oversight on loans made by the County Treasury to the

County Government, among many role

The County Governments Act 2012 also provides for the membership of the County

Assembly, the role, powers, privileges and immunities of the Members of the Assembly and

Assembly as a whole, the place of the Assembly party leadership, the role and place of the

County Assembly Service Board and the Services of staff, procedure and committees of the

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Assembly, participation of the people including petitioning of the Assembly, official

languages of the Assembly, quorum, voting, recall of Members, among many other issues.

1.2 ISIOLO COUNTY

1.2.1 Location

Isiolo County is one of the counties in the lower eastern region of Kenya. It borders

Marsabit County to the North, Samburu and Laikipia Counties to the West, Garissa County

to the South East, Wajir County to the North East, Tana River and Kitui Counties to the

south and Meru and Tharaka Nithi Counties to the south West. The county covers an area of

approximately 25,700 km2.Figure 2belowindicates the position of the county on the map of

Kenya

Figure 2: Position of Isiolo County on the KenyanMap

1.2.2 Physical and topographic features

Most of the land in the county is flat low lying plain resulting from weathering and

sedimentation. The plains rise gradually from an altitude of about 200M above sea level at

Lorian swamp (Habaswein) in the northern part of the county to about 300M above sea level

at Merti Plateau. There are six perennial rivers in the county namely; Ewaso Ngiro North,

Isiolo, Kinna, Bisanadi, Likiundu and Liliaba rivers. Ewaso Ngiro North River has its

catchments are air the Aberdare ranges and Mount Kenya. It also serves as a boundary mark

between Isiolo North and Isiolo South constituencies .Isiolo River originates from Mount

Kenya and drains in to Ewaso Ngiro River. Kinna and Bisanadi rivers are found in the

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Southern part of the county and drains in to the Tana River. Likiundu and Liliaba originate

from Nyambene hills and drains into Ewaso Ngiro North River.

The county has a combination of metamorphic rocks and other superficial rock deposits.

Tertiary rocks (Olive Basalt) are found in northern parts of the county, where oil exploration

has been going on. The areas covered with tertiary marines sediments that have a high

potential for ground water harvesting.

1.2.3 Administrative and Political Units

The County has three sub-counties, ten wards, 22 locations and 43 sub locations.

Table1: County’s Administrative Units and Area

Sub-county Area(Km²) Ward

Isiolo

3,269

WaberaBullaPesaBuratNgaremaraOldonyiro

Merti 12,612 ChariCherab

Garbatulla 9,819 KinnaGarbatullaSericho

Total 3 25,700 10Source: Kenya National Bureau of Statistics, 2013

Isiolo sub-county has the highest number of wards (five) while Garbatulla has the highest

number of locations (ten) and sub-locations (19). Merti sub-county is the largest area of 12,

612 Km2 while Isiolo sub-county is the smallest with an area of 3,269Km2

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1.2.4 Demographic Features

The county’s population stood at 143,294 as per the 2009 Population Census comprising of

73, 69 4males and 69,600 females. The population was projected to rise to159,797 by the

end of 2012 and 191,627 by 2017.The population consists largely of Cushites communities

(Oromo- speaking Boran and Sakuye) and Turkana, Samburu, Meru, Somali and other

immigrant communities from other parts of the country .The planned massive capital

investments under development of the LAPSSET Corridor including International

Airport, Resort City, and oil storage facilities are expected to boost rapid population grow

within the county

1.3 COUNTY ASSEMBLY OF ISIOLO

The first elections of the Isiolo County were held alongside the National elections on 4th

March 2013, being the first elections under the Constitution of Kenya 2010. This saw the

election of the Governor and the Deputy Governor, Members of Parliament and Ward

Representatives. The Assembly proceeded to set up structures for the administration of the

Assembly and for the management of the business of the House. The Isiolo County Assembly

Service Board (CASB) was constituted pursuant to provisions of section 12 (1) of the County

government Act 2012 and has since employed and deployed staff besides budgeting for the

efficient running of the Assembly. The County Assembly of Isiolo has provided oversight and

exercising countervailing check on the County Executive. With the strengthening of the

committee system, the Assembly is expected to provide greater scrutiny on legislative

proposals, oversight on the budget and oversight on the general administration of the County

The roles of the county assembly can be derived from Article 185 of the NewConstitution of Kenya (2010) which includes;

The legislative authority of a county

Making any laws that are necessary for or incidental to, the effective

performance of the functions and exercise of the powers of the county

government under the Fourth Schedule.

While respecting the principle of the separation of powers, The

County Assembly may exercise oversight over the county executive

committee and any other county executive organs.

The County Assembly may receive and

approve plans and policies for;

(a) The management and exploitation of the county’s resources; a n d

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(b) The development and management of its infrastructure and institutions.

The other roles of the county assembly can also be derived from the County

Government Act, Part III Article 8 include;

Vetting and approving nominees for appointment to county public offices as may be

provided for in this Act or any other law;

Performing the roles set out under Article 185 of the Constitution;

Approving 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;

Approving county

development planning;

and

Performing any other role as may be set out under the Constitution or legislation

1.4 LEADERSHIP OF THE ASSEMBLY

1. Speaker: Hon: Hon. Mohamed Tubi

2. Deputy Speaker: Hon : Hon David Lemantile

3. Majority Leader: Hon : Hon. Adan Ali

4. Minority Leader: Hon : Hon. Moses Kithinji

5. Chairman of Liaison committee : Hon David Lemantile

6. Deputy Majority – Hon : Hon Ali Galgalo

7. Deputy Minority: Hon : Hon Hassan Shano

8. Majority Whip: Hon : Hon Paul Mero

9. Minority Whip: Hon : Hon Hassan Kumpa

10. Deputy Majority Whip : Hon Dekha Bonja

11. Deputy Minority Whip- Hon : Hon Elizabeth Maitima

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1.5 THE COUNTY ASSEMBLY SERVICE BOARD (CASB)

The Isiolo County Assembly Service Board (CASB) is established pursuant to section 12 (1)

of the County Governments Act 2012 as a body corporate with perpetual succession. It has

four members: Hon. Speaker of the Assembly as the chairperson; Leader of Majority as the

vice-chairperson and Leader of Minority and one person resident in the county appointed by

the county assembly from among persons who have knowledge and experience in public

affairs, but who is not a member of the County Assembly. The Clerk to the Assembly is the

Secretary to the Board.

The statutory mandate and responsibilities of the Board include:-

a) Providing services and facilities to ensure the efficient and effective functioning of

the County Assembly;

b) Constituting offices in the County Assembly service and appointing and

Supervising office holders;

c) Preparing annual estimates of expenditure of the County Assembly services and

submitting them to the County Assembly for approval and exercising budgetary

control over the service;

d) Undertaking, singly or jointly with other relevant organizations, programs to

Promote the ideals of parliamentary democracy;

e) Performingotherfunctionsnecessaryforthewell-beingofthemembersandstaff of the

County Assembly or prescribed by the national legislation.

1.5.1 Members of the Board

The members of the board are:-

1. Hon. Mohamed Tubi : Chairperson

2. Hon. Adan Ali : Vice Chairperson

3. Hon. Moses Kithinji : Member

4. Ms. Amina Shunu : Member

5. Mr. Salad Boru Guracha : Secretary

1.5.2 Clerk and Staff of County Assembly

Section 13 of the County Governments Act provides that there shall be a Clerk to the County

Assembly appointed by CASB with the approval of the County Assembly. The offices of the

Clerk and members of staff are offices in the County Assembly Service

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1.6 METHODOLOGY OF DEVELOPING THE STRATEGIC PLAN

A good strategic plan is one that is developed, adopted and implemented by the internal stakeholders.

Ownership of the process of developing and adopting the Plan is a key success factor in determining

success in the implementation process. Given this background, the development of this Plan was done

as follows:

Levels of participation: In order to ensure full ownership of the Plan, all major internal

stakeholders- the CASB, Deputy Speaker, three representatives of Members gave the political

leadership to the process. Further, all MCAs-in more than one session-engaged and actively

participated in the developing the plan.

Leadership to realize the Plan: The Speaker of the Assembly who is also the chairman of the

CASB together with Members of the CASB as well as the Management led by the Clerk of the

Assembly (also secretary to CASB) took a leading role in providing guidance to drafting of the

Plan.

Involvement of experts: In order to provide professional guidance to the process, consultants

with expertise in legislative work and strategic planning were engaged and helped to guide the

stakeholders of the Strategic Plan to actively participate in the development of the Plan with a

clear aim of ensuring wider ownership and implementation. The experts reviewed various

documents generated by the Assembly and used questionnaires to collect relevant data, attended

sessions with MCAs and staff and also guided workshops and held discussion with focus groups

that shaped the content of this Plan.

1.7 JUSTIFICATION FOR THE STRATEGIC PLAN

The County Assembly Service Board has facilitated the training of the Assembly’s Departmental and

Sectoral Committees to enhance the capacity of the Members of the Assembly in the execution of their

mandate. Some of the aspects covered in the trainings include legislative procedures and Processes;

Committee System; Role of County Assembly; Transparency and Accountability; the budget making

process and Public participation in legislative processes. The CASB itself has also been trained on its

mandate, preparation and implementation of its work plan.

The Assembly jointly with the County Executive has held several workshops since April 2013. The aim

of these joint workshops was to help the two arms of government understand and appreciate their

constitutional mandates in the context of constitutional separation of powers. The Assembly members

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and staff visited the National Assembly and Senate to enrich members and staff understanding of

parliamentary procedures and processes.

The County Assembly Service Board visited several other counties including Kilifi, Mombasa and

Nairobi counties to benchmark and share experiences with the Assembly Service Boards

The County Assembly Service Board has developed and started rolling out a systematic human

resource master plan that aims at optimization of staffing. The master plan shall guide the assembly in

determining the optimum staffing levels, staff grading, job placement and development of schemes of

service. In November 2013, the Board recruited core management staff and several technical officers.

Induction of the new staffs in the immediate term and systematic capacity building into the medium and

longer term is being worked on.

For this reason, the CASB, found it necessary to put down its plan of activities to guide it in the next 5

years hence this Strategic Plan. This plan is expected to contribute decisively to the development of the

institution, and therefore aid in the consolidation of peace, good governance, and economic

development for the people of Isiolo County

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Mission

To facilitate members of county assembly to effectively and efficiently legislate oversight and represent in

a devolved system Government to guarantee political, economic, and cultural growth of the county.

Vision

To be a model county assembly that fulfils its constitutional mandate as a key institution in the process of

good governance at county level.

Core Values

The County Assembly espouses the following values:

Unity in Diversity: We appreciate the County constitute persons from different communities,

living and working in the County in harmony. The Assembly works in this context

Integrity: We endeavour to give services to all our clients in an environment of fairness without

taking any undue advantage of their vulnerability or abilities.

Teamwork: We shall always work together one and all to deliver results

Impartiality: In delivering services, we shall treat all equally irrespective of their background

and abilities

Responsiveness: It will be our desire to ensure we act effectively and efficiently in all our

endeavours with focus on service delivery

Accountability: MCAs and Staff of the Coun ty Assembly of Isiolo will

operate in an open and transparent manner

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CHAPTER 2: SITUATIONAL ANALYSIS OF THE ASSEMBLY

2.1 ESTABLISHMENT OF THE ASSEMBLY

The first elections of the Isiolo County were held alongside the National elections on 4th March 2013,

being the first elections under the Constitution of Kenya 2010. This saw the election of the Governor and

the Deputy Governor, Members of Parliament and Ward Representatives. The County Assembly now

consist of the Speaker, 10 Elected Members of the County Assembly and 10 nominated Members to

represent people with disabilities, youth and women. The Assembly held its first sitting on 18th, and was

officially opened by the Governor. The County Assembly Service Board (CASB) was constituted pursuant

to provisions of section 12 (1) of the County government Act 2012.

2.2 AREAS OF FOCUS FOR SERVICE DELIVERY

The strategic areas informing this Plan include:

Legislative and Committee Services

Staff management and development

Physical Infrastructure development

Financial resources management

Application of ICTs in service delivery

Strategic Partnerships to service delivery (including development partners)

•Increased need to secure the precincts of the Assembly and environs

Desire for good governance and accountability by the County leadership

Need to manage relations between the leadership and establish mechanism for conflict resolution.

2.3 SWOT ANALYSIS

Analysis of internal successes and endowments (strengths) was carried out as well as a review of possible

challenges (weaknesses) that could impede the implementation of the Plan. Review of external aspects

that affect the Plan including Opportunities and Threats were also identified and discussed by the MCAs

and are summarized below.

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Table 1: SWOT Analysis

Internal capabilities review Environmental ScanStrengths Opportunities

Well organized and coordinatedlegislative agenda, with goodleadership from Speaker and Clerk.

An informed and demanding electorate

Harmony, unity of purpose and good working relationship among MCAs, Assembly leadership, and staff

Support from National Government towards devolution

Small number of MCAs leading to a cohesive team with fast decision making

Increased enthusiasm to engage with the County Assembly by development partners.

Financial support from Government Opportunity to interact with other County Assemblies/ National Parliament.

Stable political environment in the County

Possibility of acquiring land foro Expansion

Control over staff- recruitment and deployment process by the CASB

Willingness of development partners to work With the County Assembly.

Intense capacity building of staff and members.

Potential for exposure to other institutions.

Weaknesses Threats

Division between elected and nominated members

Dynamic political environment (party politics and County Governments).

Political differences between the three sub-counties

Political interference- National Government and County Executive

Inadequate training for MCAs and staff.

Budget constraints resulting in resourcecutbacks

Inadequate physical facilities e.g. committee rooms, offices, furniture, ICTs

Possibility of staff mobility to other employers

Limited space (land) for expansion Perceived low pay for MCAs across thecountry

Inadequate office facilities Varied interests among ethnic groups inthe County

Limited resources to facilitate activities Increased insecurity in the County

Low levels of automation Negative media publicity

2.4 STAKEHOLDER ANALYSIS

The stakeholders to the implementation of the Plan have been identified as being among others: MCAs,

staff, County Government, the National government, Commissions, civil society, media, and citizens11

(especially those from Isiolo County).These stakeholders are analysed below including their expectations

and the expectations of the CASB and the County Assembly.

Table 2: Stakeholder analysis

Stakeholder Stakeholder Expectation CASB/ MCAs ExpectationMembers of the County Assembly

Efficient chamber and committee,research, and legal services

Conducive working environment,offices to work from

Capacity building

Increased passage of laws Enhanced quality of

bills, Motions I m p r o v e d quality of

debate in the Chamber.

AssemblyStaff

Adequate remuneration. Staff welfare. Training and development. Secure environment. Office

accommodation/environment. Career path, retention and exit plan.

I m p r o v e d performance/service delivery.

S t a f f loyalty/pride. Timely implementation of CASB programmes. I m p l e m e n t a t i o n of

CASB rules and regulations.

County Government Executive and other public institutions

Debate and scrutiny of policies and budgets on a timely basis.

Better and effective communication on all issues.

Ti m e l y Implementation of debated policies and laws.

Efficient and effective utilization of resources

E f f i c i e n t and effective feedback on all issues in the Assembly.

NationalGovernment

Improved service delivery I m p l e m e n t a t i o n of policies and laws passed by the Assembly.

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IndependentCommissions (including SRC)

Adherence to guidelines provided bythe Commissions

G o o d treatment to the needs of the MCAs.

Implementation of the Commissions guidelines.

Investors inthe County (including ranchers)

Improved service delivery Improved legal frame work for

business

Improved investor support to County Assembly programmes

The Media Access to information and facilitiesof the Assembly.

Timely information on County Assembly.

R e s p o n s i b l e journalism.

The civilsociety

Inclusiveness in the legislationprocess.

P o s i t i v e criticism. C o n t r i b u t i o n to the

legislative process.

Developmentpartners

Good governance and growth indemocracy.

Appropriate utilization of resources.

Partnership and support for Assembly activities.

The public/LocalCommunity

Effective representation. Good governance. Improved legislation. . Appropriate utilization of resources. High quality service provision

P a r t i c i p a t i o n in democratic processes.

F e e d b a c k from the Public.

2.5 PESTLE ANALYSIS

The PESTLE includes the analysis of the Political, Economic, Social, Technological, Legal and

Environmental issues impacting on the Strategic Plan. These are issues that may already be

happening or may occur during the Strategic Plan implementation period. They are analysed

according to the possible issue and its effect, in general terms, both positive and negative.

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Table 3: PESTLE analysis

Category Issue EffectPolitical Increased political awareness among

Kenyans including at the County level,especially on devolved governance structures.

Informed electorate thatincreases the chances ofelection of competent leaders (MCAs).

Emerging and dynamic political structures- coalitions, changing role

and status of official opposition.

Need to facilitate offices of Leaders of Majority and Minorities in the Assembly

Global terrorism and increasedinsecurity in the region and thecountry.

Increased insecurity that may lead to lower investments.

Increased democratization. Political stability and effective leadership.

Economic Increased focus on Counties as economic zones.

Economic growth of the County.

Wider global outreach of Kenya as a country (and by extension the County).

Wider markets for productsfrom the County.

Increased unemployment among the youth.

Increased crime and unrestsby the youth.

Poor infrastructure. Increased cost of doing business.

Perceived corruption. Non-delivery of services.

Formation of regional economic/ trading partnerships at National level.

New opportunities for exports including from the County.

Social Increased awareness of human rights by Kenyans

Increased observance of human rights.

Relatively high population growth rate A strain on available resources.

High levels of poverty among the citizenry.

Need for new strategies to revamp the economy and empower the community economically.

Increased awareness of social equity. Agitation for equity in distribution of resources. Increased movement of skilled human

resources across the country. Attraction of highly

qualified personnel to work in the Assembly.

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Technological Growing use of ICTs including computers and mobile telephony

Growth of social media Growth of main stream media as well as community and vernacular radio

Need to leverage ICT in operations and communications.

Legal Enhanced role of County Assemblies tocreate new legislation for Counties.

Enhanced participation by MCAs in legislative processes.

Development of Standing Orders forthe County Assembly.

Enhanced legislativeprocess andoversight process.

Environment Increased environmental awarenessincluding dealing with conservationissues.

New legislations on environmental issues and management of the ranchesin the county.

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CHAPTER 3: EMERGING ISSUES, STRATEGIC OBJECTIVES AND ACTIVITIES

This part discusses the emerging issues of the planning environment and from which strategic objectives

are derived and developed further into strategies and activities for implementation.

3.1 STRATEGIC ISSUES IMPACTING THE PLAN

County Assemblies are a new feature in the governance structure of Kenya having come into existence

following the implementation of the Constitution of Kenya 2010, just like for all other Assemblies, this is

the first Assembly of the Isiolo County. The following are emerging issues that inform this Strategic Plan:

Increased public expectations and focus on Counties as service delivery units with demands on

Assemblies to legislate for service delivery.

Need to provide a secure and conducive working environment (chamber, offices, committee rooms

and other facilities).

Need to reach out and educate the public to appreciate the role of the Assembly.

Need to establish and align the organizational units for efficiency and increase staff capacity to

meet current and future workload and challenges.

Need to effectively manage land and other natural resources.

Push for improved governance and social accountability by the political leadership.

Capacity building needs.

3.2 STRATEGIC OBJECTIVES

From the emerging issues identified above, strategic objectives to be achieved in the Planning period have

been developed and strategies to be implemented to achieve the objectives. Specific activities to be

implemented are provided with details of responsible officers/ offices in section 3.3 of this Plan. These

objectives are programmed to be achieved in the period 2016 – 2020.

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Objective 1: To strengthen the capacity of the Members of the County Assembly (MCAs) to make

laws, exercise oversight and represent the people well

Members of the Assembly (MCAs) are elected to represent the people, make laws for operations of the

County, and ensure there is effective oversight over the County Executive. This objective encompasses the

need to improve the capacity of the MCAs to introduce Bills, motions and other legislative agenda and to

also be able to effectively review and scrutinize Bills that are brought before them for legislation. The

MCAs will also require to be facilitated to undertake representational functions.

MCAs will also be capacitated in legislative procedures including the Standing Orders in order for them to

be effective in the Chamber and in Committees. For this to happen there will be need to develop adequate

capacity within the Clerk’s chambers and other departments that directly support Chamber and Committee

services such as Hansard, Budget and Legal Units. In addition, the MCAs will be facilitated to appreciate

the budget making process and their role in providing effective scrutiny and oversight over the County

Budget.

Expected Outputs:

Enhanced scrutiny and quality of legislation.

Better representation of the people.

Increased oversight over the Executive including over the County budget.

Professional staff recruited, trained and retained in the Clerk’s Chambers, Hansard, and Legal

Units.

Innovative dissemination of programmes, Bills – a timetable for legislative processes, to give

Members time to study Bills and interrogate documents.

Establish a mechanism to educate and sensitize the public on laws enacted.

Establish mechanisms for monitoring and evaluation of the implementation of laws and Assembly

Resolutions.

To find mechanisms of when and how the Assembly is informed on the Economic, Social and

Political developments in the County.

To enact legislation that promotes economic, political and social development of the County.

To oversee the performance of various organs of Isiolo County Government.

Proposed actions/ strategies:17

Improve the process of scrutiny and making of laws.

Establish and sustain strong Assembly Committees for legislative processing and oversight.

Develop adequate capacity in the Clerk’s Chambers, the Hansard, Budget Office and Legal units.

Strengthen the Legal Services units (including possibility of having short term contracts for

external drafters).

Sensitize Members on the Standing orders.

Provide facilities for MCAs to effectively carry out representational functions.

Undertake on-site oversight of County Programmes and Projects.

Follow up on enforcement of County Laws, decisions, directions and Assembly resolutions.

Facilitate exchange programmes and benchmarking tours nationally and internationally.

Objective 2: To develop staff capacity to support MCAs in their work

Enhanced staff capacity in terms of numbers and competencies is a key pre-requisite towards an active and

performing legislature. Optimum staff numbers with right skills and competencies will be a key to the

performance of the MCAs. This should be so for both the technical and support departments. The key

thrust of this objective is to improve the human resource capacity that enables service delivery. It also aims

at providing an organization structure that recognizes professional experience and promotes a well skilled

and motivated workforce.

Expected Output: An improved organization structure that allows for professionalism and

institutionalization of human resource management plans that ensure that the Assembly attracts and retains

professional staff who offers quality services to clients.

Proposed actions/ strategies:

Develop and sustain an Assembly organization structure that adequately supports Assembly

operations.

Strengthen the Office of the Speaker and other Senior Assembly offices so as to provide required

organizational leadership.

Recruit and retain an optimum number of staff.

Develop/ improve the scheme of service for the different cadres of staff.

Formulate and adopt an appropriate HR Strategy and policies.

Monitor and manage staff performance for the Assembly’s and external clients’ satisfaction.

18

Objective 3: To develop and enhance physical infrastructure to provide a good and secure working

environment

The aim of this objective shall be to provide modern and secure physical facilities for both the MCAs and

staff.

Expected Output: It is expected that additional physical facilities will be developed which will include a

new Chamber, catering facilities, as well as installation of security infrastructure. Offices for MCAs and

staff will also be required.

Proposed actions/ Strategies:

Provide adequate physical facilities including committee rooms, offices, car parks, and catering

facilities for MCAs and staff.

Construct a purpose-built modern debating Chamber.

Enhance security within the Assembly precincts.

Build and stock a library and research centre.

Objective 4: To strengthen research and information services for MCAs

The aim of this objective is to fully establish a professional research service that supports research work

for MCAs. This includes providing adequate reference material and setting up relevant units such as the

Library and Research unit.

Expected Output:

Improved quality of legislation that is well informed and supported by research.


Establish and strengthen library and research capacity in the Assembly.

Forge and maintain strong networks with research institutions at the National level including at the

National Parliament (National Assembly and Senate) and also other County Assemblies.

Establish a knowledge and information management system providing for sharing of information

resources.

Build capacity for the Library and Research services.

Objective 5: To enhance usage of ICTs to support Assembly operations

19

With increased use of information and communications technologies (ICTs) for enhanced service delivery,

the Assembly will need to put in place mechanisms to acquire and deploy ICTs to facilitate effective

communication for MCAs and staff and service delivery. The notable ICTs include computers, networks,

mobile technology, essential chamber operations systems, as well as Management Information Systems to

support the finance and human resources management functions.

Expected Output: Enhanced efficiency in service delivery and reduced communication costs across all

departments.


Establish and strengthen ICT capacity in the Assembly.

Procure and install ICT facilities (hardware and software) and services (including internet and

website) in the Assembly.

Build ICT skills for MCAs and staff through organized training and capacity building.

Objective 6: To enhance and sustain financial resources mobilization and management.

Financial resources will be required to launch and sustain activities of the Assembly. These resources will

be budgeted for and obtained from the County Government. There will also be occasions when the

Assembly could receive support from development partners to support its activities.

Expected Output: Increased access to adequate financial resources, and effective utilization of these

resources


Establish a resource mobilisation strategy.

Ensure participatory approach to budgeting process of the Assembly’s departments.

Enhance procurement of goods and services.

Optimize utilization of budgeted funds.

Develop partnerships and linkages with potential development partners to supplement government

resources.

20

Objective 7: To develop strong public education and outreach activities.

The aim of this objective is to build and nurture a good working relationship between the citizens

(electors) and the Assembly. This allows for the involvement of the people to promote transparency

and participatory legislative processes.

Expected Output: An informed electorate on activities of the Assembly, and a good public image of

the Assembly and sustained partnership with the local community as well as stakeholders. There will

also be a close relationship between the Assembly and the Media.


Enhance public relations and outreach activities both within and outside the Assembly.

Improve protocol and public relations activities.

Use of ICTs to reach out to the public including use of the website and social media.

Take an active role in Corporate Social Responsibility activities around the County such as

Cleaning days.

Periodical publications from the Assembly activities.

Linkage with National Assembly and other international legislatures

Effectively contribute and subscribe to relevant international organisations

Establish a mechanism to interact with Civil Society Organisations.

Objective 8: To build partnerships with other institutions with similar objectives.

The Assembly requires to build strong ties with institutions within the county as well as at the

National and International level that would offer technical support in the areas of legislative business

and general development of the Assembly- MCAs and staff.

Expected Output: Well managed and fruitful partnerships


Identify possible partnerships.

Develop partnership proposals and sign MoUs.

21

Objective 9: To develop of an ethical working environment with good governance

Good governance is a hallmark of good leadership. It is increasing becoming important MCAs lead

from the front on matters of good governance. This is especially critical as it is constitution that

demands for a higher threshold of probity in conduct of public affairs.

Expected output: A good working environment free of corrupti

on and related vices.


Identify weak areas of unethical practice.

Training of MCAs on chapter 6 expectations and financial regulations.

Partnership with institutions that facilitate capacity building on ethics and good governance.

Transparent participatory in budgeting to bring citizen voice into the budgeting process

through greater inclusion

Public expenditure tracking (PETS) by involving civil society in the monitoring of budget

execution by means of tracking flows of public resources for the provision of public service

and goods. This will help fight corruption by uncovering leakages in the system between the

source and the destination in the flow of funds or goods

Objective 10: Conflict Management Resolution at the County Assembly and Government.

MCAs form part of the top leadership at the County. There is need for the Assembly to ensure any

conflicts arising at the County Assembly and the wider County Government are resolved amicably.

Expected output: Well developed Conflict Management and Resolution mechanisms in the county.

Strategies:

Establish conflict management committee.

Develop appropriate guidelines for conflict resolution.

Provide forums for interaction between the leaders to bond and minimize levels of conflict.

22

3.3 ACTIVITIES TO SUPPORT THE STRATEGIES

From the strategic objectives in part 3 above, it is important to break these down to specific activities

to be undertaken within the planning period to achieve the plan .The activities are captured in details

as shown below

Objective 1: capacity building for MCA to enable them effectively legislates, represent the

people and offer oversight over the executive

No Activities Time line (estimated

end time

Responsible

officer/office 1. Review county assembly standing

orders

April 2014 Chairperson rules

&procedures

committee2. Induction coursers on standing orders April may 2014 C.A.S.B3. Training of MCA on legislation

process

Continuous C.A.S.B

4. Benchmarking to other counties Continuous C.A.S.B

5. Engagement of legislative experts Continuous C.A.S.B

6. Establishment of ward offices with

relevant qualified staffing and

equipment

Dec 2014 C.A.S.B

7. Employment of enough technical

qualified staff for the county

assembly

Dec 2015 C.A.S.B

8. Introduce a resource centre equipped

with relevant material

Dec 2016 C.A.S.B

9. Motivation and recreational facilities

e.g. gym spa mess

January 2016/17 C.A.S.B and county

government10. Appropriate remuneration e.g.

allowances

July 2014 SRC and county

assembly forum11. Assembly media July 2016 C.A.S.B12. Well equipped hansard department July 2016 C.A.S.B13. Modernization of infrastructure in

consideration to physically challenged

person’s e.g. parking bays sanitation

July 2016 C.A.S.B

14. It compliance i.e. use of I pad and March 2015 C.A.S.B

23

laptops 15. Enhanced security i.e. CCTV and

perimeter wall

July 2016 C.A.S.B

16. Enhance members security March 2016 C.A.S.B

Objective 2 staff capacity building and development to support the assembly

no Activities Times line

estimated end time

Responsible

officers office 1. Induction training for the newly

recruited staff

July 2016 Clerk & HR officer

2. Provision of equipment and facilities to

the staff

July 2016 Clerk HR officer and

procurement officers3. Rationalization of job grades and

salary scales for staff

Dec 2015 Clerk & HR officer

4. Development of schemes of services for

all staff

July 2015 HR officer

5. Development of an organization

structure

July 2015 HR officer

6. Sensitizing staff with their job

descriptions

Dec 2015 HR officer

7. Team building activities Dec 2016 Clerk & HR officer8. Performance appraisal Yearly Hr officers and

heads of department9. Provision of uniforms to support staff Dec 2016 Clerk HR officer and

procurement officers10. Promotion of qualified and good

performers

Continuous Clerk HR officers

and HODs CASB11. Staffing training Quarterly Clerk & HR officer12. Provision of offices space and resource

centre

Feb 2017 Speaker &clerk

13. Provision of vehicles for staff and

members transport

October 2016 Speaker &clerk

14. Staffing needs analysis Continuous Clerk HR officers

and HODS15. Safety and disaster management

training

Continuous Clerk & HR officer

16. Medical scheme for staff Dec 2015 Clerk & HR officer17. Sports facilities health club for MCA June 2017 Speaker clerk hr and

24

and staff and recreational activities procurement officers 18. Consultative meeting between the

management and staff

Twice a year Clerk HR officers

and HODS19. Staff identification cards and office

door labels

Dec 2015 Clerk hr and

procurement20 Team building activities for staff door

MCAS

Continuous Speaker clerk and hr

officer21. Sponshirp of staffs to relevant work

related professional courses

Continuous Clerk and HR officer

22. Staff recognition (rewarding of

employees of the year

Yearly Clerk hr officers and

HODS23. Health sensitization Twice a year Speaker HR and

HODS24. Guidance counselling and

psychotherapy for members and staff

Continuous Clerk & HR officer

25. Financial management training for

members and staff

Continuous CASB

26. Executive –legislature interactive

sessions

Regular CASB

Objectives 3 physical infrastructure for the assembly including security enhancement No

.

Activities Time line estimated

end time)

Responsible officers

office1. Perimeter fence lighting and main gate 30/06/2017 C.A.S.B/Clerk2. Erect signboard for the assembly(3) 28/7/2015 C.A.S.B/Clerk3. Develop vehicle parking (80 parking

base

30/3/2017 C.A.S.B/Clerk

4. Renovate the assembly 2017 C.A.S.B/Clerk5. Build modern chambers and library 2015 C.A.S.B/Clerk6. Build a police post and housing units 2017 C.A.S.B/Clerk7. Provide offices for members June 2015 C.A.S.B/Clerk8. Install CCTV cameras July 2016 C.A.S.B/Clerk9. Procure standby power generators June 2015 C.A.S.B/Clerk10. Purchase office equipment and furniture

(desktop laptops’

June 2015 C.A.S.B/Clerk

11. Procure assembly vehicles (3) 2014/2015 C.A.S.B/Clerk12. Procurement of assembly security

equipment

2017 C.A.S.B/Clerk

Objective 4: education and outreach /public engagements of the assembly

25

1. Establish public relations office and

employing an officer and equipment

necessary offices salaries and

allowances

June 2017 C.A.S.B

2. Create awareness through magazine

publications that should be produced on

a quarterly basis and distributed

awareness brochures thought the term

30/6/2015 Clerk and public

relations officers

3. Organize public forums on a quarterly

basis

Continuous Speaker

4. Participate in public events and

national celebrations to have contact

with the public and all stake holders

Continuous Speaker

5. Showcase County Assembly activities through participating in County events e.g. Agricultural Activities, Livestock Activities, Exhibitions, etc

Continuous Clerk

6. Participate in corporate social activities e.g. medical camps, charity walks, tree planting, cleaning the town, cleaning etc

Continuous clerk

7.Objective 5: Establishment of the Assembly’s Resource Centre

No Activities Time lines (estimated endtime)

Responsible officer/office

1. Benchmarking tours Continuous Clerk / Speaker

2. Establish a temporary resource centre March 2017 Speaker / C.A.S.B

3. Selection, Recruitment and Placement of staff Continuous C.A.S.B.

4. Procure resource materials Continuous C.A.S.B.

5. Purchase modern publishing equipment August 2017 Procurement Officer

Objective 6: Enhancement / Improved ICTs Usage to Support the Assembly’s Operations

No Activities Time lines Responsible officer/

26

(estimated endtime)

office

1. Development of a training calendar on ICT March 2017 HR Officer / C.A.S.B

2. Purchase ICT equipment for Members – Desktops, Tablets

March 2017 Procurement Office

3. Train MCAs on the use of electronic gadgets March 2017 C.A.S.B. / HR Officer

4. Establish Internet infrastructure (fibre optic) April 2017 C.A.S.B. / SpeakerObjective 7: Resource mobilization and management

No Activities Time lines (estimated endtime)


1. Set-up a canteen for Members and Staff 30/6/2017 C.A.S.B.

2. Identify and engage with development partners ordonors to support our programmes

Continuous Speaker

3. Resource mobilization from the national government

Continuous Budget Committee

Objective 8: Building Partnerships with other institutions with similar objectives

No List of activities Time lines (estimated end time)


1. Benchmarking tours Continuous C.A.S.B./ Clerk2. Sports competitions Continuous C.A.S.B./ Clerk3. Holding consultative meetings with the

executiveContinuous C.A.S.B./ Clerk

4. Partnering with donors, NGOs and Consultants

Continuous C.A.S.B./ Clerk

5. Partnering with national and county governments

Continuous C.A.S.B./ Clerk

Objective 9: Development of an Ethical Working Environment with Governance Structures

27

No Activities Time lines (estimated end time)


1. Develop and sensitize on the code of regulations to MCAs and Staff

Jan 2017 Speaker, Clerk and HROfficer

2. Sensitize MCAs and staff on the code of conduct


3. Develop a sexual harassment policy in the Assembly and offices


4. Develop a policy on non-discrimination in theAssembly and offices


5. Ensure adherence to the Public Officers Ethics Act

Continuous Speaker and Clerk

6. Develop of a Service Charter Jan 2017 Speaker, Clerk and HoDs

7. Develop the Vision and Mission and Core Values of the Assembly

JAN 2015 Speaker, Clerk and HoDs

Objective 10: Conflict Management Resolution at the County Assembly and Government

No List of activities Time lines (estimated endtime)


1. Form Conflict Management and ResolutionCommittee (Comprising Assembly and Executive)

Immediate C.A.S.B and CountyPublic Service

2. Training on conflict management mechanisms Continuous C.A.S.B.

3. Train on observance and respect of protocol Continuous Conflict Resolution Committee

4. Consultation between Assembly and Continuous C.R.C

28

Executives5. Make rules and regulations to guide

Disciplinary action e.g. warnings, penalties, firing

Oct 2016 C.R.C

CHAPTER 4: RESOURCE MOBILIZATION AND RISK MANAGEMENT

4.1 RESOURCE MOBILIZATION

Isiolo County Assembly is largely funded by the Government of Kenya through the County

Government of Isiolo. The Assembly will compete for resources with other institutions within the

County Government. In the Financial Year 2016/17, the Assembly was allocated KSh.

377,924,581.00 For the recurrent expenditure and 157,724,584.00 for the development

It is expected to receive more than these in subsequent years given the developments that are

anticipated in this Strategic Plan.

The Assembly expects to receive support from development partners to support some of its

programme, especially capacity building for MCAs and staff.

4.2 RISK MANAGEMENT

In implementing this Plan, there are a number of risk factors to the implementation process. The

matrix below summarises possible risks to this Plan including a ranking and suggested mitigation

strategies.

S/No

Risk Factor Rank Risk Management

1 Lack of ownership of the Plan High Consultation, involvement of stakeholders.

2 Political changes including the leadership. High Institutional capacity building.

3 Resistance to change Medium Identify, and create awareness through seminars and workshops.

4 Lack of financial resources Medium Proper planning and consultation with relevant authorities and partners.

5 Staff mobility Medium Proper structures, harmonizing 29

terms of service.6 Negative perception of the Assembly

by the publicMedium Positive publicity and opening up

of the Assembly through outreach programmes.

7 External interference Low Assert the authority of the Assembly.

8 Technological advancement Low Investment in technology and training.

9 Poor monitoring and evaluationand non-commitment fromimplementers

Low Ensure committed people appointed to theStrategic Plan Implementation Committee

30

CHAPTER 5: MONITORING & EVALUATION

For the Strategic Plan to be effectively implemented, it is important that a Monitoring and

Evaluation (M&E) framework be set up. The CASB will set up an appropriate unit under the Office

of the Clerk of the Assembly that will take the lead role in ensuring that implementation of the Plan

is well coordinated. The unit will carry out regular evaluation and reporting of all programmes and

activities that will be implemented during this planning period.

The M & E framework shall aim at ensuring that:

The mechanisms for collecting financial data on all activities and programmes are enhanced.

That information on all indicators is available bi-annually and on an incremental basis.

A databank is established on all activities, projects and programmes which include costs,

period and actual expenditures.

That an evaluation exercise takes place annually on the impact of the strategies.

That the responsibilities are assigned on collection, analysis and evaluation of performance

Information.

A mid-term review is carried out two years so as to update the Strategic Plan and start the

projections for next phase of the Strategic Plan.

The Strategic Plan implementation unit will conduct annual audits of the Strategic Plan and

involving all the departments of the Assembly and where appropriate other external stakeholders.31

It is anticipated that the Plan will be reviewed every two years and updated accordingly. The review

exercise will involve departmental heads and chairs of committees and any other persons the CASB

may wish to involve.

APPENDICES

APPENDIX I: MEMBERS OF THE ASSEMBLY

NO NAME WARD PARTY

1 Hon. David Lemantile Oldonyiro TNA2 Hon. Adan Ali Wako Kina URP3 Hon. Moses Kithinji Bulapesa TIP TIP4 Hon. Paul Mero Burat APK5 Hon. Hassan Kumpa Cherab ODM6 Hon. Abdi Sora GarbaTulla URP7 Hon. Nura Diba Sericho URP8 Hon. Ali Galgalo Chari URP9 Hon. Peter Losu Ngare Mara TNA10 Hon. Salesio Kiambi Wabera NARK11 Hon. Diba Tupi Nominated (PWD) TNA12 Hon. Sadia Hajj Abdi Nominated (Gender) TNA13 Hon. Benjamin Lopetet Nominated (Youth) URP14 Hon. Dekha Bonja Nominated (Youth) URP15 Hon. Dahabo Wako Nominated (Gender) URP16 Hon. Hadija Mamo Nominated (Gender) URP

17 Hon. Gladys Atiku Nominated (Youth) NARK18 Hon. Hassan Shano Nominated (Marginalised) ODM

19 Hon. Elizabeth Maitima Nominated (Gender) ODM20 Hon. Fatuma Said APK

32

APPENDIX II: COMMITTEES OFTHE ASSEMBLY:

Sectoral Committees

Finance & Economic Planning . Matters relating to coordination, control andmonitoring of the County budget, discuss and reviewthe estimates and make recommendations to theCounty Assembly; examine the County BudgetPolicy Statement presented to the County Assembly;examine Bills related to the national budget,including Appropriations Bills; and evaluate taxestimates, economic and budgetary policies andprogrammes with direct budget outlays

lands, urban Planning ,Roads, Housing and Public Works

Matters relating to spatial planning, landadministration, adjudication within the confines of therelevant legislation, urban development, markets, landsurvey and mapping; boundaries and fencing; housingand electricity and gas reticulation and energyregulation including working with national institutionson land and physical planning.

Agriculture, Livestock ,Veterinary and Fisheries

Matters related to agriculture, including crop andanimal husbandry, livestock sale yards, countyabattoirs, plant and animal disease control andfisheries; implementation of specific nationalgovernment policies on natural resources andenvironmental conservation, including soil and waterconservation and forestry, control of air pollution,noise pollution, other public nuisances and outdooradvertising.

33

County Cohesion, Intergovernmental relations and Enterprise Development

All matters related to ensuring and coordinating theParticipation of communities and locations ingovernance at the local level and assistingcommunities and locations in governance as the locallevel and assisting communities and locations todevelop administrative capacity for the effectiveexercise of the functions and powers andparticipation in governance at the local level;administration o flaw and justice .Including workingand collaborating with national government alongsecurity matters

Education, sports, Youth and Culture.

Matters related to pre-primary education, village polytechnics, home craft centers, childcare youth and children welfare

Tourism Culture and Social Services

Matters relating to, local tourism and cooperative societies and information

County administration ,Public Service Management & ICT

Matters related to ensuring and coordinating theparticipation of communities in governance at thelocal level. Assisting communities in governance atthe local level to develop administrative capacity forthe effective exercise of the functions and powers andparticipation in governance, including working andcollaborating with national governmental on securitymatters

Water, Irrigation ,Energy, Environment and Natural Resources

All matters related to water provision for domestic, commercial and industrial use and irrigation of farm land

Health Services

Matters related to County health services inparticular county health facilities and pharmacies,ambulance services, promotion of primary healthcare, licensing and control of undertakings that sellfood to the public, veterinary services (excludingregulation of the profession), cemeteries, funeralparlors and crematoria and refuse removal, refusedumps and solid waste disposal.

Trade ,Industrialization ,Cooperative and Enterprise Development

All matters related to the trade development andregulation, including markets, trade licenses,(excluding regulation of professionals), fair tradepractices, local tourism and cooperative societies and

34

control of outdoor advertising

35

Select Committees

36

Name of Select Committee

1 County Assembly Business Committee

2 Committee on Selection

3 County Public Investments and Accounts Committee

4 County Budget Appropriate Committee

5 Committee on Implementation

6 Committee on Delegated County Legislation

7 Committee on Appointments8 Procedure and Rules Committee

9 Liaison Committee

APPENDIX III: ORGANOGRAM

37

CASB

THE

THE CLERK

SERGEANT – AT- ARMS DPT

HR DPT

CLERKS OFFI

FINANCE & ACCOUNTINGDPT

HANSARD AND ICT

SPEAKER’S OFFICE

DEPUTY CLERK

SENIOR CLERK ASSISTANT

SENIOR RESEARCH OFFICER

PRINC’ ACCNT

PRINC’ FINANCE OFFICE

ASSISTANT HANSARDEDITOR

SENIOR SERGEANT AT– ARMS

PRINC,

HR OFFICER

Sergeant At Arms

Sergeant At-Arm II

Commissioners

Commission

Human resource assistant

Records Officer

Personal Secretary I,II, III

Research officer

Research officer

Accountant I

Account Assistant

PersonalAssistant

Legal Officer

INTERNAL AUDITOR

12

11

SCALES

Clerk Assistant I

Legal Counsel II

Hansard Reporter I

Hansard Reporter II

ICT Officer II

ICT Assistant

PRINC’ BUDGET

Procurement Assistant

PRINC’ PROCUREMENT

Budget officer II

REFERENCES

1. The Constitution of Kenya, 2010.

2. The County Governments Act, 2012.

3. County Assembly Standing Orders

4.Isiolo County Integrated Development Plan

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county assembly of isiolo strategic plan...

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