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KIA’s Golden Jubilee

The Newslink

President Mwai Kibaki unveils the Kenya Institute of Administration’s Habel Nyamu Centre plaque during the Institute’s Golden Jubilee in May, 2011. Looking on is Public Service Minister Dalmas Otieno (right) and the Institute’s Director and Chief Executive Prof Margaret Kobia (left).

Vol.4 September - December, 2011A KIA Journal on Management and Leadership

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The Newslink crew

EDITOR Samwel Kumba samwel.kumba@kia.ac.ke

REVISE EDITOR Lynette Otwori lynette.otwori@kia.ac.ke

EDITORIAL TEAM Patrick Gachagua Justine Nyamao Samuel Macharia Dr Florence Kithinji

DESIGN & PRODUCTION Wanjiru Kang’ara wanjiru.kangara@kia.ac.ke

PHOTOGRAPHY Walter Ochieng’ Mikwa

PUBLISHERKenya Institute of AdministrationP.O. Box 23030-00604, Lower Kabete, Nairobi, KenyaTel: +254-020-4182311-6, 0727 - 496698Fax: +254-020-4182306Website: www.kia.ac.keEmail: director@kia.ac.ke

Our MissionTo Improve Service Delivery in the Public Sector by providing quality training research & consultancy

services

Our VisionTo be a model Institution of excellence

in management, development & capacity building in the public sector

The Newlink is published quartely by the Kenya Institute of Admini8stration. The views expressed in the articles published herein do not necessarilly reflect the position of KIA. The Institute, however, endeavours to ensure that the information contributed by authors is factual and correct. Reproduction, therefore, of any published material in whole or part is prohibited. Those wishing to do so, must obtain express permission from the publisher.

Kenya Institute of Administration: 1961 – 2011 is about KIA’s history, heritage, milestones, legacy and the future that lies ahead. While marking the Golden Jubilee, the book rekindles the growth of KIA from the early 1960s as the then Jeanes School to the premier training institution it is

today.Without prejudice, the book traces the history of KIA from inception through curriculum reviews, changes in the public service, including reflections on early training and the role of KIA in the localisation of professional exams.The current public sector reforms including performance contracting and the envisaged role of public servants are discussed candidly. The book also captures the University of Nairobi takeover bid of KIA and the reconstruction period. Given the traditional view that Governments are always secretive, the reader will be amazed at the frankness, openness and impartiality of the book.Scholars, academics, students and trainers in public administration will find this book not only informative and interesting but quite captivating. In her observation about the book, the Institute’s Director/CEO Prof. Margaret Kobia, said...the readership of this book will include, but not limited to public officers, scholars and trainers in public administration, but also leaders and managers who are interested in good governance, transparency and accountability.” To get copies call KIA communications department.

Got a copy of the KIA Book? Hurry limited copies left

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ContentsEditors note...

This issue of Newslink has been dedicated to Kenya Institute of Adminsitration’s Golden Jubilee which was

celebrated in May this year. For the Institute, it has been 50 years of hard work, dedication and committment which has seen it transform into the region’s premier Management Development Institute (MDI).Indeed, a number of the Institute’s alumni attest to this fact. Similarly, institutions that have benefitted from KIA’s consultancy continue referring others to equally benefit. The Institute’s management confirms that the future can only be bright. As you delve into reading this magazine, you will be treated more into what the Institute has achieved over the last 50 years. KIA, being an institution averse to mismanagement or poor governance, this magazine highlights tenets of strategic leadership that would enable those in authority pursue mandates of their respective organisations. The articles on leadership and management have been packaged to enunciate what KIA inculcates into the trainees. To the Institute transparency, accountability and success are sacrosanct.We no longer believe in Machiavellian kind of leadership. In fact, if detected even in the form of ideas, our trainers often give such an idea the Kibosh. The trainers advocate for a leader exhibiting ubiquity and genteel behaviour atleast to those they model for future leadership positions.That explains why our Director and Chief Executive Prof Margaret Kobia has endeavoured to build a statuesque institution. Indeed, anybody who has been to KIA is full of felicitation.A visit to acclimatize yourself with the Institute would not be denied. There is plenty for you to learn and realize that with determination the sky is the limit. Yet in the director’s own view, KIA is not yet near the apogee.Sample, from in here what the Institute has to offer…

Samwel Kumba

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The Kenya Institute of Administration (KIA) this year marked a milestone: 50 great years of rendering

service as a public management development institute. The Institute has systematically helped shape Kenya’s civil service through focused and targeted training of thousands of offi cers in fi ve decades. That is no mean achievement. It is on this breath I believe that the proposed transformation of KIA into the Kenya School of Government is a deserved move.

DebateI laud the discussions aimed at transforming this premier institution

which will rank Kenya to other countries such as the United Kingdom and Australia who have Schools of Government. Once this happens, there will be a need for KIA to develop an appropriate Public Service training package, just like other Schools of Government. Such curricula would be derived from universally agreed competencies, values and ethics. KIA will then be a one-stop learning institution for all Public Servants.As an autonomous Institute, KIA’s revenue base continues to grow. Hitherto, KIA is able to meet the targets set in the annual performance contracts. It is therefore, fi nancially sustainable and self-reliant. However, for KIA to remain

fi nancially sustainable once it becomes the School of Government there is need for increased funding – if anything the School will now be answerable to the Cabinet Offi ce.In the meantime, I congratulate the KIA management for its determination especially in pursuing construction of ongoing infrastructural projects.They include the new hostel which is under construction, the planned health club and recreation facilities.

TrainingIn the past few years, the demand for KIA training services has been on the increase. In response to this growing demand, the upcoming facilities will be critical in addressing the issues. On completion there will be available an extra one hundred (100) bed capacity with a detached kitchen and dining hall which will limit the Institutes’ current challenge.Similarly, once the institute gets to build recreation facilities which include a gym, swimming pool, sauna, jacuzzi and aerobics area, course participants will enjoy the facilities while on training.The exemplary management of the Institute makes retain its name as the country’s premier training Institute for public offi cers whom it has served for 50 years now.

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Dr. Henry Chakava, EBS

KIA, a force to reckon with

Golden Jubilee message from the Council Chairman’s desk:

Some of the KIA council members and staff share as they wait for the arrival of President Mwai Kibaki during the Silver Jubilee celebration in May this year.

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Prof. Margaret Kobia, CBS

Golden Jubilee message from the Director/CEO’s desk:

The Kenya Institute of Administration (KIA) has had a signifi cant impact in the training of public offi cers. Since

its establishment in July 1961, the KIA has played a key role in the training of public servants in Kenya. Initially established with the express aim of training Africans for Africanisation prior to, and after independence, KIA has expanded to become the apex-training agency for the public sector. Upon becoming a State Corporation through the enactment of the KIA Act of 1996, the Institute developed a vision to become a model institution of excellence in management development and capacity building in the public sector and a mission to improve service delivery in the public sector by providing quality training, research and consultancy services. In response to dynamic changes and reforms in the Public Service, KIA is mandated to offer Training,

Research and Consultancy services to public service on cost-recovery basis. KIA is also required to promote national development and standards of competence by imparting knowledge, skills and critical public service values

of transparency, good governance, accountability and integrity. Aimed at becoming part of the future in preparing public servants who are responsive to both planned and unplanned reforms in the Public Service, the KIA is now an internationally recognised Management Development Institute (MDI) and currently, the KIA hosts several government meetings/conferences and is being considered as the ideal location for the proposed School of Government.

Since its inception in 1961, KIA operated as a fully funded Government Department up to 1996, which offered training for the public service. The main Purpose of the institute is to build human resource capacity and

enhance management Skills. This in turn will ensure Kenyans get the results they expect from the public service.

Leadership and GovernanceKIA has a dedicated and

professional Council, supported by a highly skilled, focused and dynamic management. The Institute’s governance structures are well establishedand coordinated. KIA Enjoys operational autonomy that allows the Council and the Chief Executive to manage policy directive.

The Role of KIA in Kenya’s Development AgendaThe role of KIA within the

THE PUBLIC SERVICE50 Years of Capacity Building in

The Institute enjoys operational autonomy that allows the Council and the Chief Executive to manage policy

directive

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context of Vision 2030 will be to build the capacities of public and private human resources, for improved performance and service delivery. The Institute has a role of inculcating values, ethics and transformative leadership. Having been involved in the launching of Results Based Management initiative, the Institute has already been training and sensitizing public offi cials since the year 2003. KIA now has the opportunity to deepen results-based management strategies. KIA has developed a reservoir of top-notch consultants with experience that has translated into an impressive Institutional capacity.

KIA Strategic DirectionThe strategic direction of KIA comprises of its mandate, core functions, vision, mission, corporate values, strategic themes, strategic objectives and their corresponding strategies. KIA employees of all cadres strive to uphold professionalism in whatever they do. They withstand ethical scrutiny by being committed to high standards of excellence in day-to-day operations. All KIA staff take personal responsibility for the production of the results they are responsible for, with limited supervision (self drive). Each employee embraces continuous improvement and learning through experiences, successes and even failures by translating lessons learnt into improved service delivery. We endeavor to work together as a team (Team Work) in order to achieve our vision, mission and strategic objectives. The Institute recognizes team and individual effort as well as output. Our corporate strategic objectives are Customer Satisfaction, Business Growth and Development, Human Capital Development and Financial Self-

Sustainability. Activities central to strategy implementation of the objetivives are establishing annual objectives; devising policies; allocating resources; reviewing the current organizational structure; revising reward and incentive systems; minimizing resistance to change; developing a strategy-supportive work environment and corporate culture; adapting operations, delivery; and information systems; and developing an effective human resource function.

KIA GrowthMajor development projects over the past few years have increased KIA’s capacity to train more offi cers in the public sector. Such projects include the Conference Centre and Habel Nyamu Centre. The two facilities were inaugurated by H.E. the President of the Republic of Kenya, Hon. Mwai Kibaki in 2008 and 2011 respectively. The Habel Nyamu tuition block created a capacity to train seven hundred (700) participants simultaneously and supplemented the already existing lecture and seminar rooms. The number of public offi cers trained at KIA continues to rise annually. Due to the improved level of activities in the Institute, there has been an increase in the number of staff especially in the training faculty. This has helped

to sustain quality service delivery and a high level of client satisfaction. Further, KIA has transformed the employees to develop a customer-focused and results-oriented attitude through culture-change management. Through the mandate of the Act, KIA has recruited qualifi ed staff and reviewed curriculum for relevance consistently.

Information and Communication TechnologyKIA has made commendable efforts to improve its ICT infrastructure. The Institute has developed e-learning programmes which once introduced into the market, will reach a wider clientele in the public service.KIA’s transformation has been a gradual process. The KIA of the 60’s is no more. It has been replaced by a modern Institute, which delivers training through modern learning methods. It has become a training destination for public offi cers from Kenya, the East African region as well, as a benchmark for other countries in Africa. For instance, the Commonwealth Association for Public Administration and Management (CAPAM), held a regional leadership conference at KIA in May 2011. KIA is scaling great heights.

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Change Management takes teamwork

Having been involved in the launching of Results

Based Management initiative, the Institute

has already been training and sensitizing public offi cials since the year

2003 The Director/CEO serves a cake to KIA Deputy Director Elijah Wachira alongside Canon Peter Machira, former ACK Arch Deacon, Nairobi at the Institute during the Golden Jubilee celebrations in May, 2011.

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By Dr Florence Kithinji and Samwel Kumba

Globally, governments have been reforming their public sectors, an exercise that spans over four decades with the aim of serving

citizens better. The major motivation has been to counter the perception that the public sector is inherently inefficient, ineffective, pursues investment projects that benefit politicians rather than consumers and that it implements skewed pricing schemes. A regional workshop reviewing the last three decade’s clamour for public sector reform in sub-Saharan Africa held in Harare, Zimbabwe, put into context the challenges the reforms have encountered and the achievements made.The workshop, held between July 4 and 6 this year, in which Dr Paulos Chanie, Director of Research at the Organization for Social Science Research in Eastern and Southern Africa (OSSREA), delivered the welcoming address, was told that governments’ determination to public sector reforms has been real despite the challenges.Take the reforms in telecommunications sector in South Africa, for instance. There were challenges encountered with the results showing that the public reform process was deeply flawed, the tender processes was chaotic and “hijacked” by powerful political interests. While its efforts to economically empower its citizens are to be applauded, improved

service quality and governance remained elusive, the workshop, in which Kenya Institute of Administration Director/Chief Executive Officer Prof Margaret Kobia was one of the discussants, was told. Ongoing Public Sector reforms in most African countries are driven by pressures from economic crises and structural adjustments, donor imposition, and domestic demand for change amplified by political pluralism. It emerged that failure by African governments to meet the people’s expectations is what has sustained to the continued call for reforms.

DeductionsParticipants heard that most African leaders accepted to implement good governance reforms not because they were genuine converts of the new democratization wave but largely because of the need for political survival. It became increasingly necessary for them to accept political reforms as a means to access the much needed external assistance to resuscitate their ailing economies and dysfunctional state

institutions, including gaining international accreditation. Hence, most African leaders embraced reforms as a political ploy to buy time as they awaited an opportunity to manipulate the reforms that did not suit their long-term political interests of clinging to power. Aid-dependent states were compelled to implement good governance reforms as a condition for accessing the much needed aid. It also emerged from the conference that the deeper challenge for implementation of any public sector reforms is the lack of separation of powers and checks and balances among the main branches of government—the Executive, Legislature and Judiciary. In most cases, the Executive clearly trumps the other branches.Yet, the public sector is a pivotal engine for economic growth in many African economies. It creates an appropriate and conducive environment for the implementation of developmental goals and objectives. Seemingly, however, well-designed reform measures are often undermined by political resistance, because the dynamics of reform

are frequently poorly understood or are neglected. That perhaps explains why programmes and strategies for Africa’s economic recovery and development have not been implemented in full. Example of reforms in a number of countries including Kenya, Tanzania, Uganda, Ethiopia, Rwanda, South Africa, Mauritius, Zimbabwe and Ghana were discussed. Public sector institutions have been dogged with corruption, nepotism, inefficiency, poor coordination, poor management and institutional capacity, non-existent salary policies and political interference. Perhaps, incremental reforms are sustainable in the long-run than a ‘big-bang’ in which massive changes are introduced at once.

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As ongoing Public Sector reforms bear fruit, MDIs are poised to play an even critical roll

“Lack of separation of powers and checks and balances still a

challenge”

Some of the KIA trainers (from left) Dr Josephine Mwanzia, Samuel Macharia and Humphrey Mokaya. MDIs are key to ongoing reforms.

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The Kenya Institute of Administration’s historic journey has not been without ups and downs. But the Institute has

managed to hang on from the Jeans school to date, 50 years down the line. The Institute today boats of being the region’s premier Management Development Institute of reckon and record. Its history, however, will never be complete without capturing this: A KIA lecturer rhetorically asked police officers – attending training in 1982 – what they would have done suppose they were the Commissioner of Police during the 1982 coup attempt. At a time when anything passed for suspicion, the question was treated as such and escalated to then intelligence system. Soon or later word reached statehouse that the Institute was up to no good to the government.Since then, the government’s view of the role KIA played in training civil and public servants changed. Generally the government changed the way it looked at KIA and its problems started thereof until it was taken over by the University of Nairobi. In 1985, then Chief Secretary Simeon Nyachae declined a proposal to turn KIA into a university. This year was characterized with a pre-occupation with university training while negating other equally important forms of training like middle level colleges and continuous education programmes.

This is best depicted by a question then President Moi posed to Mr Nyachae as to whether he (Nyachae) did not think that the KIA could become a University. The two were attending a conference on “The Kenya we want”. Putting on a brave face, Mr Nyachae replied politely in the negative and explained how important public service training was to the governance of the country. That was not the end of the matter but the beginning of KIA’s woes.

TakeoverThree years later, however, the government eventually decided to make KIA part of the University of Nairobi. The official takeover of KIA and the Government Secretarial College by the University of Nairobi took place in 1988. Ultimately, the Faculty of Commerce was moved to KIA in September of the same year and allocated part of the KIA premises. Mr Joseph arap Leting was

the Head of Public Service at the time – Mr Nyachae having retired in 1987. Prof Philip Mbithi was then Vice-Chancellor of the University of Nairobi.The sharing of facilities between KIA and University of Nairobi students was not an easy task. Decisions had to be made on how offices, the dining hall and hostels would be shared. The university occupied the ‘old’ KIA buildings which had been inherited from the Jeanes School while KIA moved into the new buildings. The university students were given temporary accommodation. This manner of sharing facilities brought about tension between the two groups of students.

ReversalThree months later the government’s decision to make KIA part of the University of Nairobi proved untenable. It was, therefore, rescinded in December1988 and separation done to ensure independence of eache institution.

By Samwel Kumba

From the Jeans school to KIA

President Mwai Kibaki cuts a cake to mark KIA’s 50 years celebrations

The Institute’s journey is memorable

Mr Nyachae explained how important public

service training was to the governance of the country

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KIA, therefore, remained with the old conference centre, four seminar rooms, some junior and senior staff houses, the Deputy Principal’s house and the old dilapidated Jeanes School buildings. The Institute also retained the dining facility with a capacity of 30 at one sitting and accommodation for 80 trainees.This meant that as a matter of fact KIA did not ‘die’. What actually took place was only a site shift.The leadership at KIA, therefore, quickly realised that the future survival of the Institute depended entirely on its pursuit of excellence in the implementation of its mandate. They pursued that with renewed vigour.The passage of the KIA Act of 1996 gave Institute its footing. It took advantage of the provisions in the Act and started developing “state-of-the-art” buildings suitable for modern residential training.The construction of a kitchen and dining hall, which the government had failed to deliver on, kicked off the renaissance in 1996, using internally generated funds from charging training fees. That was completed three years later, 1999. The cost

had escalated to Sh120 million. The new ultra-modern buildings included suites specifically tailored towards the needs of senior executive participants who regularly attended courses and seminars at the Institute. The new mandate for KIA as provided for in the Act defines it as a Management Development Institute (MDI) set to provide training, consultancy and research services and any other services as deemed permissible by the Act on a cost recovery basis.As the Institute’s Director and Chief Executive Officer Prof Margaret Kobia amongst other writers noted in 2009, the adoption of performance contracts marked clear evidence of radical improvement in the management of the Public Service. According to them, there has been significant improvement in service delivery and operations across ministries. And so was the case in most state corporations and statutory boards – KenGen, Kenya Power and Lighting Company (KPLC), Kenya Ports Authority (KPA), Utalii College, National Oil Corporation and Kenyatta International Conference Centre (KICC).

As KIA marked 50 years since churning out the first students in public administration training, President Mwai Kibaki told the Institute to prepare to train senior civil servants.In mind the President has the officials to be appointed and elected especially after the next general election. They would include senators, governors, Cabinet Secretaries (Ministers), Principal Secretaries (Permanent Secretaries) and Members of Parliament.The President then said the institute would soon be transformed into the Kenya School of Government to train those officers so as to avoid an “administration vacuum” after the next general election. “The school will induct Cabinet secretaries, principal secretaries and other senior officers who will be appointed into government, soon after the next general elections,” he said.The President led the Institute in marking 50 years since it was set up when he also opened a Sh290 million Habel Nyamu Centre in honour of the late electoral commissioner who served as the institute’s principal between 1971 and 1982.It was also during this celebration that the “Kenya Institute of Administration: 1961 – 2011 The Journey and Legacy”, book, which narrates the history, growth, challenges, achievement and future of the Institute, was launched.Today, KIA is the leading public training Institution in Kenya and beyond.

The writer is KIA’s Publication and Media Officer

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From the Jeans school to KIAThe new mandate

for KIA as provided for in the Act defines it as a Management

Development Institute

President Mwai Kibaki displays the book Kenya Institute of Administration: 1961 – 2011 after he launched it at KIA during the Golden Jubilee celebrations in May this year.

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1924, Establishment

In 1924, the Jeanes School, an institution that was to later transform to the Kenya Institute of Administration as we know it today, was established. This was based on the recommendations of the Phelps-Stokes Commission; a missionary inspired and privately financed commission then pushing for “Education Policy in British Tropical Africa”. The Commission supported the mission of continuous education and recommended cooperation among all interested groups to provide appropriate and relevant learning to Africans.Jeanes School had been built to train teachers who could supervise work in rural schools which had very low standards. The school was to be free from settler influence and its curriculum was to be adapted to the rural environment. 1964, KIA further staffing

As at November 1964, the Institute had a total of 35 employees of which 27 were trainers. An analysis of the racial composition of the KIA staff at that year reveals that the Africanisation policy had not succeeded. Of the 27 employees at the Institute – a majority – 12 were expatriate European designated officers. Those officers were deployed directly from the United Kingdom on special employment terms. The other races were represented as follows: five expatriate Asian non-designated officers, seven local African officers and three local Asian officers. This meant that Africans were still at the bottom of the table.

1966, magistrates incorporated into KIA training

Though the idea had been mooted in July 1963, it was not until 1966 that KIA started training lay (District) magistrates as per the government policy. It was a kind of temporary training arrangement. The duration of each course was one year.The syllabus was agreed upon between KIA and the High Court. However, when the power to hold only the third class Magistrate Courts was professionalized, the course was terminated in 1973. Henceforth, only holders of professional law qualifications were eligible to hold these positions.

1972, Wamalwa Committee set up

The first Wamalwa Training Review Committee (1970-72) emphasized the importance the government attached to KIA qualifications which was to address degeneration of performance standards in the public service.Also, both the Adu report (1964) and Ndegwa report (1971) had strongly recommended a review of the programmes every five years. Since the review had not taken place by 1971, the then Principal of KIA, Mr Charles Maina approached the Directorate of Personnel Management to appoint a Committee that would consider the future of KIA.This gave birth to the First Wamalwa Committee of Review in April 1970 under the chairmanship of then Chairman of the Public ServiceCommission Mr W. Wamalwa while Mr Maina became the Secretary.

1973, training of magistrates terminated

Lay magistrates’ training went hand in hand with the training of probation officers (legally referred to as “court officers”). By 1973, all provinces in the Republic of Kenya had access to probation services with the exception of North Eastern province.This showed the commitment of the government to the idea of training all cadres of the civil service especially with the growing awareness among leading government planners that modern socioeconomic development was bound to bring about social and environmental changes into which sections of the society could not adjust without state and other voluntary assistance.There was also a gradual realization that the use of the prison system as a punishment irrespective of type of offence or age of offender could be a tremendous financial liability in terms of direct recurrent expenditure, other factors notwithstanding.

50 Years on...In May, 2011, upon attaining 50 years of operation, KIA celebrated its golden jubilee as a premier training institution for public/civil servants. President Mwai Kibaki led a host of other Kenyans to mark the Golden Jubilee.1958, training yields results

The initial negative attitude towards conducting such training considerably changed beginning 1958 towards 1960. Then colonial government became fully committed to the funding of the School including the provision of capital financing.Majority of the trainees were Provincial Administration Personnel and Assistant Secretaries working in ministries. After training and the initial induction, they became eligible for the Advanced Public Administration courses. The post induction experience was a prerequisite for one to be selected for advanced public administration training.

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1961, transformational funding secured

In March 1961, the Kenya Government applied and secured funds from the International Cooperation Administration (ICA), now known as the United States Agency for International Development (USAID). The late Tom Mboya was to later write that the money was a grant of $830,000 which was to be used to transform Jeanes School into the Kenya Institute of Administration (KIA).Effectively, then the Jeanes School was closed and KIA opened the following month on the Jeanes School site. Mr Eric Gordon was appointed as the Principal.KIA then opened its doors to trainees with the first pilot course comprising District and Labour Officers from various professions. They were to be trained as administrative and executive staff so as to fill the senior ranks in the civil service.

1963, committee recommends expansion of mandate

There were initial arguments about the location of the training. Surprisingly, the then Principal of the Kenya School of Law had strongly recommended that KIA was best suited to train such a non-professional cadre of District Magistrates. A commission was set up to seek and consolidate opinion on that issue -The Adu Committee - in its final recommendation stated: “We are not satisfied that the kind of training that a professional law school can provide is best suited to the needs of these officers. The amount of strict law they need to know is limited, but the procedures and techniques they must muster (gather) are many…”The then Principal of the Kenya School of Law went on record telling the Adu committee that KIA was best suited to train the magistrates.

1971, thousands already trained

By 1971, the various training departments at KIA had taught a total of 6,567 public servants in various fields through regular courses. A majority of these trainees were executive staff from different ministries.They included personnel, accounting, registry supervision, office management and hospital administration staff. Others were senior managers, District Officers, Police Officers, senior management secretarial staff, District Magistrates and induction staff. Of those who attended the early courses in advanced public administration between 1962 and 1967, five had become Permanent Secretaries by 1971.During the same year, the government appointed the Ndegwa Commission of 1970-71 which was a Civil Service Remuneration and Terms of Service Commission under the chairmanship of Duncan Ndegwa.Mr Ndegwa was the first Kenyan Head of the Civil Service and Secretary to the Cabinet (1964-67).

1970, Public service review

The first ten years of Kenya’s independence though largely successful had some challenges. It dawned on the people that their beliefs about independence were rather simplistic. Good governance required more than just a ‘change of guard’.For the emerging state, fundamental change required policy formulation, planning, training, financial control, human development and the rule of law. The public service faced several challenges. It was thought that some of them could be corrected through the training programmes at KIA.

1974, Sessional Paper No. 5 developed

The official approval of the Government Sessional paper No. 5 of 1974, based on the Ndegwa report was not released until 1974. By this time, many public servants had already acquired large businesses including commercial banks and commercial land for farming. These included tea, coffee and wheat farms as well as real estate. In due course, the effects of “serving God and mammon” at the same time were evident in all sectors of the service.Years later, two commissions of inquiry criticised the Ndegwa proposal.

1978, KIA hosts public servants national seminar

This seminar examined public service performance for the previous five years and concluded that there was a ‘deficit’ in performance efficiency. The nation’s dreams formulated by Mr Tom Neil, then Permanent Secretary in the Office of the Chief Secretary were yet to be achieved through training. Neil’s memorandum appropriately titled, “Outline scheme of localisation and training,” was a clear call to create an Institute for leadership and character training.

Some key dates in KIA’s journey through the years

50 Years on...

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1978, Second Wamalwa Committee set upIn view of the above factors, the government appointed the Second Wamalwa Committee in March 1978 with the mandate to specifically review the role and future of KIA. Mr Wamalwa’s committee was to examine the role of KIA as a major training facility for managers and administrators and evaluate the effectiveness of the current training programs in terms of content, presentation and the target group, with a view to recommending necessary changes.The committee was to also evaluate staffing and recommend ad-ditional skills and development needs of the existing staff for the next five years, examine the present terms of service and staff recruitment procedures in the interest of retaining qualified and well motivated staff as well as assess and advise on the financial implications arising from the committee’s recommendations.

1985, Simeon Nyachae declines a proposal to turn KIA into a universityThis year was characterized with a pre-occupation with uni-versity training while negating other equally important forms of training like middle level colleges and continuous education programmes. This is best depicted by a question then President Daniel Moi posed to the then Chief Secretary Simeon Nyachae as to whether he (Nyachae) did not think that the KIA could become a Uni-versity. The two were attending a conference on “The Kenya we want”. Putting on a brave face, Mr Nyachae replied politely in the nega-tive and explained how important public service training was to the governance of the country. That was not the end of the matter but the beginning of KIA woes.

September 1988, The actual KIA takeoverThe government eventually decided to make KIA part of the Uni-versity of Nairobi. The official takeover of KIA and the Govern-ment Secretarial College by the University of Nairobi took place in 1988. Ultimately, the Faculty of Commerce was moved to KIA in Sep-tember of the same year and allocated part of the KIA premises. Mr Joseph arap Leting was the Head of Public Service then - Mr Nyachae having retired in 1987 – and Prof Philip Mbithi was still Vice-Chancellor of the University of Nairobi.The sharing of facilities between KIA and University of Nairobi students was not an easy task. Decisions had to be made on how offices, the dining hall and hostels would be shared. The university occupied the ‘old’ KIA buildings which had been inherited from the Jeanes School while KIA moved into the new buildings.

1996, Charting a new pathThe leadership at KIA realised that the future survival of the Institute depended entirely on its pursuit of excellence in the implementation of its new mandate. Under the new mandate, KIA is defined in the Act as a Manage-ment Development Institute (MDI). It is supposed to provide training, consultancy and research services and any other ser-vices as deemed permissible by the Act on a cost recovery basis.Therefore, with the passage of the KIA Act of 1996 the Institute finally found its footing. It took advantage of the provisions in the Act and started developing “state-of-the-art” buildings suit-able for modern residential training.

1999, Beginning of performance contractingAlthough this was first recommended by the Ndegwa report (1971) it was until 1999 when the government decided to try a pilot study with two corporations. The outcome, however, is not documented. But later in 2003, the government made a commitment to re-introduce the strategy as a management tool to ensure account-ability for results and transparency in the management of Public Resources.A year later, in 2004, official implementation commenced. As a fairly new development strategy in Kenya, Performance Con-tracting must first be taught to those expected to implement many of its different aspects. This is the responsibility of KIA, most importantly to usher in a new understanding and new methodologies of delivering ser-vice to the public through training in result based management systems.

Key dates in KIA’s journey through the years1980, The Waruhiu Civil Service Review Committee This was set up to provide new guidelines for the future of KIA by consolidating the First Wamalwa Committee (1972) and later the Second Wamalwa Commission of 1979-80. By the early 1970s, most of the posts in the civil service had been filled by Africans. Thus, training for Africanisation by KIA and the Government Training Institute (GTI) in Maseno had largely been successful.

50 Years on...

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1982, Face-to-face with hostilityKIA was not spared the political actions of the times. From 1982, cer-tain events, utterances and government policies appeared to threaten the future of KIA. These include the 1982 coup, expansion of univer-sity education and perceptions in “high places”.After the August coup, a KIA lecturer rhetorically asked police of-ficers attending training that year: “Suppose you were the Commis-sioner of Police during the August 1982 coup (attempt); what would you have done?”Whether this question was valid or not is neither here or there. This stance did not go down well with the powers that be, which had become increasingly intransigent. There were government agents ev-erywhere and nothing went unnoticed by the authorities. This showed the grip of the government not only on KIA but on many institutions, private or public.

1983, KIA discontinues CPA/CPSThere was a major shift in government priorities in the period 1983 to 1988. During this time the established norm of continuous training of public servants ceased to exist. Since majority of the trainees at KIA were from the public service, student numbers in the accounting courses dwindled. Conse-quently, KIA discontinued the CPA I&II as well as CPS I&II courses at the beginning of 1983. This led to an underutilized capacity at KIA which then be-came a target for conversion into a university.

1993, Rebuilding KIA starts

Very instrumental in the rebuilding of KIA, was Mr Titus Ga-teere, who upon appointment as Principal in 1993, resolved to reclaim the Institute’s fame and respectability. He cultivated and enjoyed support from the staff, his Perma-nent Secretary, the Head of the Public Service and the KIA council until his retirement in 2005. It is also under him that the designation of the head of KIA was changed from ‘Principal’ to ‘Director’ in the 1990s.

December 1988, Reversal of take over decision and co-existenceBarely three months, the decision by government to make KIA part of theUniversity of Nairobi was proving untenable. It was, therefore, re-scinded in December 1988. KIA remained with the old conference centre, four seminar rooms, some junior and senior staff houses, the Deputy Principal’s house and the old dilapidated Jeanes School buildings. It also retained the dining facility with a capacity of 30 at one sitting and accommodation for 80 trainees.

2006, KIA rated highlyIn 2006, KIA was rated number 13 out of 116 state corporations that were assessed using performance contracting criteria in the category of ‘Very Good’. The Institute was also scored ‘Very Good’ in 2007 and 2009. Since then KIA has continually participated in the Public Service Week – usually set aside to highlight the contribution of the Public Service to the development process of the Nation.A year later, in 2007, Performance Contracting earned Kenya the UN Public Service Award in the category of Accountability, Transparency, and Responsiveness in Public Service. KIA had made tremendous contribution through its training programs and was proud to be associated with the award. During the same year, KIA was awarded the prestigious SIO 9000:2007 certification by the Kenya Bureau of Standards. The certi-fication was later upgraded to ISO 9000:2008.

2008, H.E President, Kibaki inaugurates KIA’s confer-ence centreMajor development projects over the past few years have increased KIA’s capacity to train more officers in the public sector. Such projects include the Conference Centre. The facility was inaugurated by President Mwai Kibaki in 2008. The completion of the conference centre contributed to improved service delivery to the public.A year later, the government re-categorised KIA from para-statal category 4C (PC4C) to parastatal category 4A (PC4A) which was another major achievement for the institute. This was in recognition of the Institute’s performance. The new status accords KIA a higher training status. All through the years the number of participants has risen considerably. Indeed, in September 2009, the Institute successfully hosted the 31st AAPAM (the African Association for Public Admin-istration and Management) Roundtable conference organized by the government.It brought together 322 delegates including cabinet minis-ters, heads of public/civil services and secretaries to cabinet, permanent/principal secretaries, scholars and researchers from 29 countries from across Africa, USA and Seychelles.

2011, Golden JubileePresident Mwai Kibaki graced the KIA Golden Jubilee celebration which was held in June this year. The President led other dignaries in the celebrations and launched the KIA book, documentary and Museum.

Key dates in KIA’s journey through the years50 Years on...

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Training programmesTraining of staff

for the public service has been Kenya Institute of Ad-ministration’s principal mandate since its incep-tion. The Institute’s programmes are specifically designed to promote national development and standards of competence and integrity in the public service,state corporations,

local govern-ment, regional authorities and non-gov-ernment organisations.KIA offers

programmes in Leadership and Management, Performance Man-agement, Corporate Governance, Induction,Training and Develop-ment, Human Resource Develop-ment, Management Communica-tion, Environmental Management, Projects Management, Financial Management as well as Informa-tion Communication Technology to mention but a few.

E-learning programmesThe Institute has developed e-learning

programmes which will reach a wider clientele in the public service. The kind of innovations perhaps informed the government’s re-cat-egorization of KIA from parastatal category 4C category 4A.

Number of traineesThe number of participants who have participated in the

various courses offered at KIA has risen considerably. Going forward it can only rise. Using a cluster distribution of the, developed by Deloitte and Touche Consulting Limited during a capability assess-ment of the Institute, the number

of people trained between 2006 and 2009 is 19,316.

Revenue baseAs a result of the Institute becoming autonomous, the

growth of income has been steady. The annual grant from the govern-ment has reduced significantly from about 30 per cent in 2009 to about 15 per cent in 2009. The Institute has managed to double its revenue base through more efficient use of avail-able resources.

Recruitment of staffDue to the improved level of activities in the Institute, there

has been an increase in the number of staff especially in the training faculty. This has helped to sustain high qual-ity service delivery and a high level of client satisfaction. Further, KIA has transformed the employees to develop a customer-focused and results-oriented attitude through culture-change management. Through the mandate of the Act,KIA has recruited qualified staff and reviewed curriculum for relevance. KIA has created a critical mass of ex-ternal associates in training,research and consultancy.The Institute reviews the curriculum for the proficiency examinations of-fered every now and then.

ISO certificationKIA was awarded

the prestigious SIO 9000:2007 certification by the Kenya Bureau of Standards in 2007. The certifica-tion brought immense benefits with regard to the way KIA conducted its business. The certification was later upgraded to ISO9000:2008.The adoption of a Quality Manage-ment System was a strategic decision to help KIA achieve her vision of becoming a model institute of excel-lence in management and capacity building in the public sector. The

KIA’s achievements and milestonescurrent trend in public service reforms through a requirement in performance contracting has made it mandatory for all public organisations to implement and maintain ISO 9001:2000Quality Management System to im-prove service delivery and bench-mark with International standards.

Quality assurance unitTo augment the ISO certifica-tion, KIA established a Qual-

ity Assurance Unit to ensure that relevant and appropriate perfor-mance standards are achieved and good quality service is provided to participants by encouraging and supporting continuous quality im-provement in the institute.The value addition of the unit is reflected in higher ef-ficiency and effectiveness, improved customer satisfaction and better communication inter-nally and externally. The Quality Assurance Unit (QAU) has a role in constantly determining the extent to which KIA achieves the standards it set for itself, and to advice on ways of improving quality at both the institutional and unit levels. This is in line with the KIA Quality Assurance (QA) Policy. The policy aims at ensuring that relevant and appropriate performance standards are achieved and good quality service is provided to participants by encouraging and supporting continuous quality improvement in the institute.

UN Public Service awardIn 2007, Performance Con-

tracting earned Kenya the UN Pub-lic Service Award in the category of Accountability, Transparency, and Responsiveness in Public Service. KIA had made tremendous contri-bution through its training

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programmes and was proud to be associated with the award.

Performance contractingIn 2006, KIA was rated num-ber 13 out of 116 state cor-

porations that were assessed using performance contracting criteria in the category of ‘Very Good’. The Institute was also scored ‘Very Good’ in 2007 and 2009.

The Public Service Week awardsKIA has continually partici-

pated in the Public Service Week. The Institute has come second three times in a row, in the State Cor-porations Show-casing Category. Adjudica-tion is done throughout the event and the winners feted during the closing ceremony. The Kenya Public Service Week is set aside to highlight the contribu-tion of the Public Service to the development process of the Nation. The essence of the Public Service Week is to give Ministries, Ministe-rial Departments and State Corpora-tions an opportunity to showcase innovative ways in service delivery. This offers the public an opportu-nity to visit, interact and ask ques-tions to help them understand the mandates of various Ministries and Departments.

The KIA Conference CentreThe Institute

plays a central role in the achievement of Vision 2030’s aspira-tions of hu-man capacity development. In order to increase efficiency, effectiveness, competitiveness, ac-

cessibility and qual-ity service delivery, the Institute embarked on upgrad-ing and improv-ing its physical facilities which have contributed to the improved institute profile.Major development projects over the past few years have increased its capacity to train more officers in the public sector. Such projects include the Conference Centre. The facility was inaugurated by H.E. the Presi-dent of the Republic of Kenya,Hon. Mwai Kibaki in 2008. The head of

state again this year inaugurat-ed yet another facility – the Habel Nyamu centre.With these facilities, the

Institute can host huge conferences like the 31st African Association for Public Administration and Manage-ment (AAPAM) roundtable held in September 2009 which attracted 322 delegates from 29 from across Africa, US and Seychelles. The delegates included Cabinet Ministers, Heads of Public/Civil Services and Secretar-ies to Cabinet, Permanent/Principal Secretaries,scholars and researchers.

New hostelIn the past few years, the demand for KIA training services has been on the increase. In response to this growing demand, KIA is constructing an extra hostel. The rise in demand for more residential fa-cility is hugely attributed to the improved service delivery at the Institute.At present, KIA has a residential capacity of 220. The New hostel will have a 100 bed capacity with a detached kitchen and

dining hall.

Health club/recreation fa-cilitiesThe Institute has plans to construct a recreation facility which includes a gym,swimming pool, sauna, Jacuzzi and aerobics area. Partici-pants will use the facility while on training at the Institute.

Leadership resource centreIn an effort to embrace new train-ing methodologies and address training needs,KIA officially launched a Leadership Resource Centre(LRC) in 2009. The centre was an initiative of the Public Sec-tor Reforms and Performance Con-tracting Department,which is under the Office of the Prime Minister. The LRC consists of two learn-ing formation formats: print and electronic resources that are use-ful as stand-alone but they also complement each other. The print resources are used to facilitate bridging leadership and manage-ment seminars. The materials which include journals and periodi-cals; management and leadership textbooks,allow participants to learn the concepts involved and the skills necessary for effective col-laborations. The resource centre is equipped with computers, manage-ment training videos, DVDs and CDs. Playback equipment is also available.

Power generatorTo cushion participants against power failures KIA has a 630 Kilo Volt Amperes generator

KIA museumThe Institute in collaborating

with the National Museums of Ke-nya modernized and rehabilitated an old block within the Institute (Block A) to a museum. It has since been operational and carries huge history of the institute and the public service in general.

KIA’s achievements and milestones

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For effective leadership set goals and priorities

By Wanjiru Kang’ara

There is little — if any — difference between leadership and management by definition, so says Peter Drucker. Leadership is not about a list of attributes as no two leaders will exhibit the same list, nor is it about charisma or some king-

like quality. It is all about delivery of performance. Just like management. Effective leadership, in Drucker’s view, is thinking through the organization’s mission and defining it, then clearly and visibly establishing it. It is a leader who sets goals and priorities with total clarity. Likewise it is up to that leader to define and maintain standards.Successful leaders do not blame others. Because leaders are all too aware that ultimately it is they that take responsibility, they do not fear powerful independent thinking subordinates. Instead, strong leaders do whatever they can to encourage and champion their team, to become stronger themselves. The leader’s task is to create the energy and vision where others might flourish. Without trust, a leader will not have any followers. Trust must be earned. This does not mean that leaders must be loved and nor does it mean that followers must agree with everything the leader says or does.

Instead, the followers must believe that leaders mean what they say they mean: the Churchillian leadership trait of Integrity. There must be congruency between leaders’ belief, their words and their actions. And these must be consistent.It is no surprise, therefore, that productivity and employee morale relies heavily on a manager’s leadership style. One wrong move (or even the perception of being wrong), may cause employees to lose trust in their managers’ abilities to guide their careers. The question is, “what then is the difference between a competent manager and a truly great leader?” It is the ability to inspire employees during difficult times. Consider this: John was a star employee at the Information, Communication and Technology department — technically proficient, reliable and competent, with an incredibly strong work ethic. When the Information Technology manager left the company, John was the apparent heir of that role. Unfortunately, three months into the job, the team was not performing well and John did not seem to grasp all the varied elements of successful leadership. The organization did not want to lose John — but it also knew that something had to change. John had never managed employees prior to his promotion, and the company’s lack of training directly contributed to this dilemma. Many organizations face this kind of challenge: they do not invest in proper management training for newly promoted managers. In times of economic turmoil, training programs are often the first to be eliminated in an effort to cut costs. While this may seem like an easy fix, it is actually the wrong choice and one that reveals a lack of big-picture thinking. Studies have shown that employees who receive training or mentoring in the course of their jobs are very likely to remain with their employer for the next five or more years. There are several options to improve John’s management style. The organization could invest in one-on-one coaching, professional development classes or other advanced certification. A cost-effective option would be to assign John a mentor from senior management for regular and formal check-ins. Meanwhile, there are also many online libraries that provide interactive, individual curriculums based on what employees need to learn if that works to improve John’s management style. He is simultaneously expected to rely on others in his team, proven leaders within the organization and even outside sources, for true leadership.The effectiveness of organization’s leaders from the Chief Executive Officer down through individual department managers is a crucial indicator of a company’s success. Some of the core traits of a strong leader include:

President Mwai Kibaki signs a visitors book at KIA shortly before leading employees and invited guets in celebrating the Institute’s Golden Jubilee in May this year.

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- Can delegate but also knows when to step in. A leader empowers his or her team to work independently but is able to make the “big decisions” when necessary. - Has a clear vision of the company and shares it with the team. Not only does this individual understand where the company is headed, he or she makes sure that everyone else understands it as well. Leadership is the capacity to translate vision into reality. - Responds to employee leadership needs in a constructive man-ner. Not only will a leader try to steer others, but he or she knows the type of feedback that resonates best with each team member. With more attention spent on motivating and retaining employees — the most critical part of any organization — the true leaders will weather the storm with their employees on their side.

- Identifies what needs to be done. Successful leaders do not start out asking, “What do I want to do?” They ask, “What needs to be done?” Then they ask, “Of those things that would make a differ-ence, which are right for me?” They do not tackle things they are not good at. They make sure other necessities get done, but not by them. Successful leaders make sure that they succeed. They are not afraid of strength in others. -Evaluates his/her performance. Effective leaders check their per-formance. They write down, “What do I hope to achieve if I take on this assignment?” They evaluate their performance against their goals. This way, they find out what they do well and what they do poorly.

As US Secretary of State, Henry Kissinger, would say “the task of the leader is to get people from where they are to where they have not been”.

The writer is KIA’s Principal Corporate Communication Officer* * *

The traits of a strong leader

Masters in Public Administration offered by the Kenya Institute of Administration in

collaboration with the University of Nairobi

Holders of a first degree from a recognized institution or its equivalent are eligible to join this course. In addition, at least five (5) years relevant working experience shall apply for government officers.

Those from the government who are to be nominated for the course must be at the middle level management (equivalent to Job Group M and above in the Civil Service).

NOTE: This will be a pre-requisite for promotion to senior management and leadership positions (equivalent to Job Group P and above in the Civil Service). For entry requirements for other participants, the University of Nairobi admission criteria shall apply

Application forms can be obtained from the University of Nairobi Board of Post Graduate Studies Office upon payment of a nonrefundable fees of Kshs 3,000. Further students are requested to obtain and complete a KIA form from the KIA website and return both application forms to the KIA’s MPA office on Habel Nyamu Centre RM 204.

MPA Model of Study

The program will be offered during weekdays only (Monday-Friday) from 4.30 - 7.30 pm at KIA, Lower Kabete

The Director and Chief ExecutiveKenya Institute of Administration

P. O. Box 23030 - 00604, Lower Kabete NairobiTel: +254 20 4182311, 0727 496698; 020 2375340

Fax: +254 20 4182306Email: director@kia.ac.ke; info@kia.ac.ke

Website: www.kia.ac.ke

Entry requirements

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KIA rolls out its first Masters program

KIA Director Prof. Margaret Kobia address-es MPA students on the first day

UoN Chairman of Political Science de-partment welcomes the MPA students

The Kenya Institute of Administration (KIA) in collaboration with the University of Nairobi has launched a Master of Public Administration (MPA)

degree program that is designed to help practicing and aspiring administrators develop the skills and techniques required to provide leadership in a variety of public service fields. KIA Director and Chief Executive Officer Prof Margaret Kobia said the launch of this program marks a very important milestone in the history of the Institute in its trajectory to become a centre of excellence in public management. “As an Institute, we are ecstatic to host this overdue program which aligns very well with our core mandate - to improve public service delivery through high quality training, research and consultancy,” said Prof Kobia. The program is designed to prepare students to handle the complexities and challenges present in the public sector, and enable them enhance their leadership and managerial

skills. “Given our strategic and unique proximity to government departments, our students have an added advantage of learning and interacting with key public servants who bring on board a wealth of hands-on experience thus blending well theoretical constructs with practice,” Prof Kobia explained. This blending of theory and practice, she added, is a plus for students with less

knowledge on the intricacies of working in the public sector with regard to the management, policy making and financial issues specific to government operations.Chairman of the University of Nairobi department of political Science Dr Adams Oloo confirmed that the university will be certifying the program besides providing some of the teaching staff.The core of the MPA curriculum emphasizes a management approach where students learn how to evaluate, implement, and manage policy. The key subjects covered in the program include public administration/management theory, ethics and leadership, budgeting and the administration of public funds, human resource management and development, public sector reforms, management of devolved/local governments, strategic planning and applied research among others.Through the flexible evening classes, the program is structured in a cohort format, allowing students to complete their degree in 3-4 semesters. To graduate students will be required to complete a minimum of 16 units or an equivalent of 48 credit hours inclusive of the research project paper. The uniqueness of the program is that it allows students to start thinking and working on their research paper projects the very first semester they are admitted into the program.“In line with our constitution and Kenya’s Vision 2030, our program aspires to inculcate public sector values such as efficiency, equal representation, social equity and accountability to the benefit of all Kenyans,” said Prof Kobia.

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situations,” said KIA Director and Chief Executive Prof Margaret Kobia.Public administration is at the core of government service delivery in as far as the purview and the practice to determine the scope of supervision of government activities is concerned. The span of control necessary for the stewardship of human and financial resources by government is heralded by effective public administration. “It is for this reason that public administrators must be well grounded in fundamentals the theories and practices requisite for effective public administration,” added the director.The Ministry of State for Provincial Administration and Internal security plays a crucial role in the maintenance of law and order, as well as overall development coordination in the grassroots. In addition, and in a socio-political environment of an ever expanding democratic space, the ministry also requires its officers to be proponents of efforts of peace building and conflict resolution. The course therefore is critical for them.

Upon completion of the course the participants should be able to analyze political trends and their relationship to development, interpret,

analyze and implement government policy, apply the law that is pertinent in their area of operation

as well as coordinate and manage projects.They are also expected to be able to effectively

communicate and manage public meetings, develop the knowledge and professional skills

necessary to facilitate the resolution of conflicts besides carrying out applied research and uphold ethical standards pertaining to the civil service.

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This is the MPA 2011 group photo with the KIA Director Prof Margaret Kobia (sitted centre) outside KIA’s Habel Nyamu Centre

The Kenya Institute of Administration has launched a Diploma in Public Administration Course aimed at developing the capacity of District Officers and Assistant Secretaries to meet the challenges associated with their offices. Through these officers, the government should be able to improve on the services it offers, in order to provide an enabling environment necessary for political, social and economic development in the country.“We intend to produce a multi-skilled officer able to provide leadership on a wide variety of

KIA launches Diploma ain Public Administration

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Critical success factors in the implementation of BPRBy Dr Florence Kithinji

All organisations have core business processes that they perform so as to meet their given mandates.

These processes are the focus of Business Process Reengineering (BPR), one of the reform strate-gies that has been adopted by several organisations and gov-ernments in an effort to improve organisational performance. BPR demands that old assump-tions, values and rules, are chal-lenged and changed where neces-sary. The underlying principle is that it is possible to make radical changes in the current ways of do-ing things by determining which steps in a process add value and which do not and then making refinements. As these refinements are being made, activities that do not add value are discarded. BPR presents a novel challenge to organiza-tional structures, processes and cultures. As early as 1990, the fa-ther of BPR Dr. Michael Hammer noted that it is the rethinking and radical redesign of organizational processes that would lead an organisation to achieve dramatic improvements of current perfor-mance in cost, speed, and quality of service. Critical success factors in the implementation of BPR include leadership, communication, appropriate use of information technology, focus on value and excellent re-engineering teams among others.

LeadershipThere is need for total commit-ment from leaders at all levels in an organisation towards initiation, sustaining and achieving suc-cessful BPR change initiatives. It requires a total buy-in from the CEO and top management who act as change sponsors. They

must play a visible role in spearhead-ing and sustaining change. In addition, by their leadership, they help overcome inertia often associat-ed with change initiatives by provid-ing encouragement and visible sup-port. Visible leadership is one of the key success factors in BPR because it is through such leadership that the organisation will reflect on its past and plan strategically for its future. Such leadership provides the neces-sary impetus to create a new vision for the organisation.

Communication One of the reasons for failure to implement most change initiatives in organisations is inadequate com-munication with internal and external stakeholders. Communication is a key success factor whose value is often underestimated. It serves to prepare all stakeholders for the anticipated changes and to foster understanding as well as sus-tain momentum once the process has started. It is important that all com-munication is carried out in relation to the needs of different stakeholders. This implies stakeholder analysis so as to customise information to their needs. There are several means of communicating with stakeholders-the media, newspapers, meetings and us-ing email. They should all be used as necessary. Proper communication ensures that the change process receives all the support it can get from stakeholders. It is, therefore, as important as the support of the CEO and top manage-ment. Good communication takes time and is an investment. Internal communication is especially vital since employees will want to know why there is re-engineering and what will happen to their jobs once the process takes place. Sincerity and involvement of all staff will generate the necessary support. One of the cornerstones of successful implementation of BPR is ensuring that everyone knows and understands what is expected of them in the pro-

cess of delivering services or produc-ing goods. This is one of the reasons for timely, clear communication. Once employees are clear on their roles, each employee will set per-sonal goals in relation to their area of jurisdiction. Communication also enables managers to help employees achieve these goals by providing the necessary support and tools. One of the unique aspects of BPR is that it is a Bottom-Down and Top-Up process, which is why communication is so important.

Information technologyAppropriate use of information technology is a key enabler to BPR programmes and is instrumental in achieving efficient redesigned pro-cesses. It, however, should not be confused with the simple automation of all the existing processes. This is because some of these processes are inefficient. The key is to improve these process-es and then use Information

Public Service Ministry’s PS Titus Ndambuki (right) and KIA Director and Chief Executive Prof. Margaret Kobia leave the Conference hall after the opening the BPR training by the Ministry’s assitant minister Aden Sugow. Behind them is the Program faciliator from Singapore who is a BPR consultant Mr Ooh Koon.

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and Communication Technology to make the provision of services more efficient.

ValueOne of the success factors in BPR is ensuring that the change initia-tive delivers something of value to the stakeholders-both internal and external. For instance, time is of great value to external customers. This means that focussing on re-ducing the amount of time it takes to deliver a service or a product is of value to the customers. While cost-cutting may be a target to achieve, it should not be imple-mented without proper participa-tion of staff who will otherwise feel that the ulterior motive is to retrench them. Both internal and external stakeholders appreciate quality and the organisation needs to find a way of sustaining it over time. Since the reengineering of business processes involves implementing changes in people, processes and technology over time, there is need to carry out BPR in a systematic manner. This involves defining the organisation’s vision and core ob-

jectives. This will in turn lead to the identification and focus on the major business processes that lead to the achievement of these objectives.

Excellent re-engineering teamsFor BPR to succeed it is imperative to set up excellent re-engineering teams. These comprise credible and influential people within the orga-nization whose participation in the process underlines and reinforces the organization’s commitment to change. Such teams will be selected based on their varied aptitudes and skills as well as their readiness to be deployed to various areas. These teams are expected to work in a highly ambiguous, intense and stress-ful environment to develop creative process solutions. Since these individuals will be re-engineering one process at a time, it is likely that the organisation will have different teams to re-engineer different processes. Their work is to re-invent businesses so that the key mandate of organisation is met. The selection and deployment of such teams may be a source of con-flict within organisations. Another potential source of conflict is how to redeploy them once they have com-pleted their tasks.

Ownership of re-engineered pro-cessesLimited involvement of line man-agers in the redesign and piloting of the re-engineered processes is a major reason for failure to achieve sustainability of change initiatives. Their input and involvement in the entire process will create a sense of ownership of the entire process and make it easier to implement and sus-tain change.

Redesigned pay and reward systemOne of the pitfalls to avoid is as-suming that the only thing that has

changed is the process itself. The jobs themselves and the rewards that come with them must also change. It is essential that everyone takes cognisance of the fact that the existing reward systems may inad-equately compensate workers for the new tasks they have to perform. This is an opportunity to create a new organisational culture and make changes in job practices. It is also a chance to help staff move from their old ways by rewarding new behaviour. It takes time and effort.

Organizational learningBPR provides an opportunity for everyone in the organisation to learn how to do things anew and therefore improve performance. It is a change to move up the learning curve. Some of the results of encouraging learning within the organisation include accelerated progress and the transfer of knowledge within the organisation.

Way forwardBPR is an important management tool that may be used to re-engineer business processes so as to meet the needs of both present and future stakeholders within organisations. It, therefore, requires organisations to act on their vision, mission, stra-tegic direction and achieving their mandates. To do this, there is need for re-search on the competences, skills and planning required by organisations so as to drive the pro-cess of BPR in their organisations and improve performance besides meeting the needs of their stake-holders.

The writer is a Principal Lecturer at KIA

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Critical success factors in the implementation of BPR

Public Service Minister Hon. Dalmas Otieno addresses participants at the KIA Conference Centra at a past function.

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(Below and clockwise) President Mwai Kibaki unveils a plague of Habel Nyamu Centre at KIA, the Public Service Minister Dalmas Otieno tours the Museum, KIA staff share a light moment during the celebrations, employees follow a public lecture at the KIA Conference Centre, Minister for Public Service Dalmas Otieno opens the KIA Museum, KIA employees follow a lecture during the Golden Jubilee celebrations in May, 2011.

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This is part of the 50 years celebrations as it was captured in pictures. (Above and clockwise) H. E. Mwai Kibaki cuts another anniversary cake with Prof Kobia and Public Service minister Dalmas Otieno looking on, KIA staff in jubilant mood during the celebrations, KIA Director and Chief Executive Prof Margaret Kobia cuts the anniversary cake, Mary King’ola is awarded for her long service, KIA staff at the conference Centre following a talk, KIA employees toast for the Golden Jubilee cerebrations.

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By Patrick Gachagua

To improve service delivery in the Public Sector, the Kenya Institute of Administration (KIA) has engaged itself in a number of programs and activi-ties which are relevant to the current workplace challenges.

These activities range from process improvement and capac-ity building to compliance with statutory and quality control obligations. This, in turn, will ensure Kenyans get the results they expect from the public service.Being a Public Management Development Institute with the main mandate of building human resource capacity and en-hancing management skills in the public sector, KIA is operat-ing at a time when there is a great need to improve access to a wide variety of public services.

Training design The secret of delivering effective training is to incorporate a variety of learning approaches and activities that will appeal to your audience. Training design and delivery is therefore a process that is definitely crying out for improvement. There is also a pressing need for this improvement to occur.KIA has continued to design and redesign its programs to make them flexible and appealing to the clients. Programs taking long periods of time are designed in modular form concentrat-ing related units in the same module. Examples include the Strategic Leadership Development Program (SLDP) which has five modules and the Senior Management Course (SMC) which has seven modules.

Coaching and mentoring of facilitatorsConventional ‘training’ is required to cover essential work-re-lated skills, techniques and knowledge. Most importantly, how-ever, is the know that the most effective way to develop people

is quite different from conventional skills training as work related knowledge and skills are effectively transferred through coaching and mentoring which many employees regard quite positively.This is the most effective way to develop people as it enables learning and personal development which employees enjoy be-cause it’s about work and themselves as people.

Workplace assignments and projectsTo make programs more relevant to the work environment, work-place assignments have been designed in some of the programmes especially those targeting the senior staff. This is a practical phase of the course during which participants are expected to apply and practice the skills learnt in the period that they have been at the Institute. Participants are given exercises on crosscutting issues in their workplaces on thematic areas such as Strategic Planning, achieve-ment of Vision 2030, implementation of the constitution and work life balance.This exercise is extremely important as it lays the basis for devel-oping action plans for work improvement at the end of the pro-gram. The application of the lessons learnt and the critical analysis of the issues therein will enable participants examine the inter-linkages between the ministries as a means of developing better strategic leadership practices. Plenary discussions based on the presentation of the assignment will add value to the learning experience.

Building capacity through collaborationIn its realization that it has to continuously build capacity to roll out programs needed for national development, KIA has estab-lished collaborations and partnerships with likeminded institutions both locally and internationally.

Continuous research and course re-evaluation key for quality training

Some of the Strategic Leadership Development Programme participants in a training session mid this year at the Institute

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In this regard, KIA has collaborated with the Common Wealth to run programs in the area of effective negotiations, performance management and public private partnerships. This has enabled KIA to build capacity in these areas and has been able to run some them independently.

Joint curriculum developmentCurriculum Development can be defined as the systematic plan-ning of what is taught and learned in learning institutions as reflected in courses of study programs. The primary focus of a curriculum is on what is to be taught and when, leaving to the teaching profession decisions as to how this should be done. In practice, however, there is no clear distinction between curriculum content and methodology - how a topic is taught often determines what is taught.To ensure that what is taught is relevant to the clients, KIA has adopted joint curriculum strategies where the client is involved. This has worked very well many programs rolled out to the mainstream civil service. Such programs include SMC, SLDP, Anti-Corruption and Health Management Systems.

Training needs analysisTraining Analysis sometimes called Training Needs Analysis (TNA) is the formal process of identifying the training gaps and its related training needs. This training analysis as a process often covers the review of current training, task analysis, and identification of training gap,

statement of training requirement, assessment of training options and cost benefit analysis of training options KIA has been engaged in research that has helped expose the training gaps in the public service. Again it has been in close contact with Human Development Officers in the ministries through formally appointed desk officers who have been a good link between KIA and the public service.

Leveraging on technologyIn its endeavour to improve its operations, KIA has automated most of its services which has brought about efficiency in service delivery and operations. Online admission of participants, pay-ment and internal communication has been very fruitful in this regard.A pilot project on Electronic Strategic Leadership Development (e-SLDP) was successful with first graduates completing the course in February this year. Again the e-Learning Centre at Kenya Development Learning Centre (KDLC) at KIA offers the world’s most comprehensive collection of online courses. By obtaining global partnerships with the top companies and authors, we provide self-study courses with open enrolment in nearly every subject imaginable.As a model Institution of excellence in management, develop-ment and capacity building in the public sector, KIA will strive to provide training, consultancy and research services, designed to promote national development, standards of competence and integrity in the public and the private sector. KIA has been identified as one of the key capacity building insti-tutions in the devolved government. One of the conclusions on Chapter 11 of the Interim Report of the Task Force on Devolved Government is “Undertake institutional capability assessment for the Kenya Institute of Administration (KIA) and all Government Training Institutes to determine their readiness to effectively im-plement training and capacity building programs for transform-ing the Public Service.”

The writer is a Principal Lecturer at KIA* * *

Head of Public Service and Secretary to the Cabinet Amb.

Francis Muthaura (centre) accompanied by PS Ministry

of State for Public Service Titus Ndambuki and Mrs Bernadette Nzioki, Secretary to the Public Service Commission of Kenya.

Research critical in quality training

By obtaining global partnerships with the top companies and authors, we provide self-study courses with open enrolment in nearly every subject imaginable

25

Do you aspire to inspire your colleagues?

By Samuel Macharia

The 2011 Global Chief Executive Officers (CEO) Survey undertaken by

Price Waterhouse Coopers (PWC) revealed that the race for talent in the year is more intense than ever. According to the report, CEOs cited talent as the hottest is-sue on their agenda. Notably, at least 86 per cent of CEOs polled in Kenya, Uganda, Tanzania and Rwanda planned to change their firm’s talent management strategy over the next 12 months. Many readers wonder why tal-ent management and why now. According to Public Sector

People Managers’ Association (UK), talent management is about developing pools of skills, giving employees the opportu-nity to widen the scope of their expertise and experience while at the same time providing or-ganisations with the talent they need to grow and evolve. It is the process of attract-ing highly skilled workers, integrating new workers and developing and retaining staff to meet current and future organi-zational objectives. Managing and nurturing talent should be part of the everyday process of organisational life. A few questions that beg for answers include how well is the public sector in Kenya manag-

ing talent? What is the role of leadership in managing talent in the public sector?Though talent management has remained on the radar screen of the private sector leadership for some time now, the concept has not been embraced fully in the public sector until very recently. The apparent shortage of the right people with the right skills in the right places is now a major concern, causing the public service to rethink its staff management strategy.Interest in talent management is now a strategic imperative given that the public sector has also begun to experience increased war for talent. The term “war for talent” was coined by McKinsey and Com-pany in 1997 during their initial research on talent management practices and beliefs. An organization is only as good as the people it keeps. In today’s competitive knowledge-based world, the calibre of a

company’s talent is increas-ingly being viewed as a key de-terminer of success. Research indicates that most companies leave a tremendous amount of human potential unrealized because their people are inad-equately developed.Talented people crave the op-portunity to grow, and without it they will leave for greener pastures. Berger Lance A. and Berger Dorothy R. writing their Tal-ent Management Handbook (2004), asserted the need for organizations to align their staff with the current and future needs of the organization by placing employees in positions that maximise their value. This in turn creates organiza-tional excellence by identify-ing, developing, and promoting those individuals that exhibit the much valued talent. There are five imperatives of talent management namely: instilling a talent mindset; rebuilding your organizational recruiting strategy; creating an employee value proposition; differentiating and affirming the staff as well as developing great leaders. A talent mindset is the deeply held belief that building a strong management talent pool is critical to achieving the aspi-rations of an organization.It is incumbent upon public service leaders to instil a tal-ent mindset by continuously seeking to create, champion and drive new ways to augment talent across the public service. While

Search for talent becomes Chief Executive Officers’ headache number one this year

Some of the KIA staff following anniversary proceedings at the conference hall

A talent mindset is the deeply held belief that building a strong management talent pool is critical to achieving the aspirations of an organization

26

many organizations are good at creating a customer value proposition, few have employ-ee value proposition (EVP). An effective EVP answers the question: Why should an employee want to work here? The public service in Kenya has undergone tremendous transformation over the years. The Results-Based Manage-ment (RBM) and other public sector reforms have improved service delivery and attempted to bridge performance gaps among employees. Though performance contract-ing has had its own challenges, even its greatest critics ac-knowledge it has played a sig-nificant role in service delivery improvement. However, when setting targets it is important to ensure that employees are provided every support to achieve any tasks regarded as challenging.

There are concerns that most employees are given stretching assignments but are usually left on their own to either sink or swim! When reviewing perfor-mance, the focus should not just be on addressing weakness or gaps in competency but more attention should be on building on strengths. Effective and acceptable ap-praisal, selection and recruit-ment processes are critical in identifying talent. Emphasis should also be placed on work-life balance, ethics, as well as exciting work opportunities. The schemes of service should identify and reward high fly-ers and consider long-serving employees who may have been neglected over the years for lack of training opportunities or mis-placement in the organization. Vision 2030 will only be achieved if the country and especially the public service is

able to attract and retain talent. The public service must seek to build capacity of the current public officers to enable them improve service delivery. Talent management approaches need to be built around a clear, coherent model of leadership. In addition, talent management processes should be linked with career planning and succes-sion planning – an area much under-developed in public sector organisations. The government should build capacity in the Management De-velopment Institutes so that they can provide the requisite knowl-edge, skills and attitude among public officers. More attention should be given to strategic leadership programmes to ensure that the officers in top positions are sufficiently equipped to take up a leadership role in talent management of staff.

Having the right talent through-out the organization is a critical source of competitive advan-tage. There is need to continue with efforts to streamline and modernize the public service management in order to create a more vibrant and dynamic or-ganization, focussed on service and results. This will not only maintain and improve performance in difficult and rapidly changing circumstances but also ensure that the public service contin-ues to retain and attract skilled workers. Public officers should be em-powered and encouraged to use their creative energies to decide how best to use the resources made available to them in order to get the job done in the most efficient manner. Further, technology should be used to increase productivity, enhance individual job con-tent and flexibility of working conditions as well as improve citizen access to services. Meanwhile, performance as-sessments should accurately re-flect strengths and weaknesses.Exceptional performance should be promptly recognized and supervisors should be responsible for assisting unsat-isfactory performers to correct deficiencies, acquire necessary training or if necessary, as a last resort leave the Public Service.

The writer is a principal lec-turer at KIA

* * *

Do you aspire to inspire your colleagues?

Some of the Institute’s staff prepare to welcome President Mwai Kibaki for the Golden Jubilee celebrations mid this year at KIA

27

Provincial Administration and Internal Security Permanent Secretary Francis Kimemia has outlined challenges dotting his security sector, noting that he is

addressing them one after the other on a priority basis.Top on the list is the issue of terrorism followed by influx of refugees, piracy,

border security, delineation of international boundaries by 2012, enhancing National Cohesion and Integration of Communities and encouraging Counties and Governance system.Mr Kimemia reveals that he is dealing with organized criminal groups and capacity building in Kenya’s forensic sector so as to cascade it down to the counties and integrat-ing intelligence interfaced with communi-ties.The PSs bucket full of responsibilities also include trafficking of arms and humans, drug menace and capacitating a new Drug Enforcement Authority besides cattle rus-tling.Other challenges include unemployment, poverty and ensuring food and environmen-tal security as well as enhancing sustainable macroeconomic (fiscal and monetary) and Information and Communication Technol-ogy related crimes, otherwise called cyber crime.

“I am also managing activism but keeping and upholding genuine agenda to inform public policy which is equally a challenge as is reforming the public to accept and inculcate the rule of law and value driven society as cardinal factors undermining democracy and civilization,” said Mr Ki-memia at KIA recently.There is also the issue of capacity building within the police, transport, communica-tion, housing, CCTV, crime database, command and control as well as Human Resource Management.There is a challenge of capacity building in (Provincial) National Administration who handle 60-65 per cent of all of crimes in the country, revamping the entire judicial system from the chief and citizen to the police, prosecution and judiciary.To assist the ministry move fast forward, the PS said he had already prepared five bills to help align the police service with the new constitution and facilitate the implementation of some of the Ransley Report’s recommendations.Mr Kimemia said three of the five bills have already been approved by the Com-mission on Implementation of the Consti-tution (CIC) and the Cabinet and are await-ing publication and tabling in Parliament for enactment.They are the National Police Service Com-mission Bill, the National Police Service Bill and the Independent Policing Over-sight Authority Bill. The other two that are ready but have not been approved are the Private Security Regulation Bill and the National Corners Bill. “It is my sincere hope that once all the Bills are enacted and fully operationalized, Kenya will have a professional Police Ser-vice that can be comparable to the best in

The Internal Secu-rity PS says he is addressing crimes

one after another on a priority basis

Crime prevention Seminars held at KIA

By Samwel Kumba

“We need to professionalize

our security implementing

agencies. We should also build their

capacity”

USIU Vice Chacellor Freida Brown has a word with AP Commandant Mr Mbugua after the opening of the Crime prevention seminar at KIA

28

the world,” said Mr Kimemia.That effectively sets the pace for the ad-vertisement of posts of Inspector General of Police and the deputy for competitive recruitment. “That will come up in the media soon or later. We have finalized with all the logis-tics,” confirmed Mr Kimemia.The PS added that legislation of the Alco-holic Drinks Control Act, 2010, Preven-tion of Organized Crime Act, 2010 and the disarmament programme in cattle rustling areas to ensure illicit arms are not used are further efforts by the Government to

prevent crime.The PS was addressing participants of a semi-nar series by the Kenya Institute of Admin-istration and the United States International University (USIU) on crime prevention when he launched it.The seminar, which runs for six months started in August, 2011, will complement the ongoing government reforms in the security sector and will contribute to better under-standing of crime prevention by policy mak-ers and actors. Kenya Institute of Administration (KIA) has organized the seminar in collaboration with

United States International University (USIU) with support of Open Society Initiative for East Africa (OSIEA).The seminar brings together officials from key government ministries and depart-ments as well as representatives from the private sector, religious organizations, community groups, non-governmental organizations, academia and the media. AP Commandant Mbugua Kinuthia who accompanied the PS said he sought to address the management of either sur-rendered or recovered fire arms from the public. “We have to ensure they are properly managed and later destroyed according to provided for standards. To date we have destroyed 25,000 recovered fire arms in Kenyan since the programme of disposing them started,” said Mr Mbugua.The Vice Chancellor of USIU, Prof Freida Brown, said it is important to devise ways of making preventing crime attractive by involving the community.“The exercise should also be made cost effective as that is the best way to ensure Kenya builds an efficient criminal justice system,” said Prof Brown.The Director and Chief Executive of KIA Prof Margaret Kobia reiterated that prevention is better than cure stressing the importance of preventing crime because if it happens some times it would be too late to cure.“We need to professionalize our security implementing agencies. We should also build their capacity. With an informed police force and an informed community crime will easily be prevented,” said Prof Kobia.Mr Kimemia noted that the development and roll out of a new police training cur-riculum currently being implemented by the Police Training Colleges, development of police recruitment criteria which was successfully implemented through joint recruitment are among the remarkable re-form initiatives undertaken by PRIC so far.

* * *

Crime prevention is key to our national security

There is a challenge of capacity building in (Provincial) National Administration who handle 60-65 per cent of all of crimes in the country, revamping the entire ju-dicial system from the chief and citizen to the police,

prosecution and judiciary

...as the PS prioritises what to address first

Internal Security PS Mr Francis Kimemia addresses Crime Prevention seminar par-ticipants flanked by KIA Chief Executive Prof Margaret Kobia.

29

Thanks to KIA, I’m better prepared for the job marketBy Jane Aoko Ochieng’, (University of Nairobi student)

My four month attachment period at the Kenya Institute of Administration (KIA), Communication Department, started in May, 2011, running until the month of month August. During my stay, I was

expected to learn and prepare communication work since this is my area of study at the University of Nairobi.I felt very much at home hav-ing learned several skills in broadcast and print journalism, public relations and now spe-cializing in development com-munication at the University. It has been a training period for me during my attachment at KIA since there were sev-eral tasks that I was practically engaged in for the first time. Event management, for ex-ample, was the first skill that I learned at KIA. This was initially a challenge but I quickly learnt on the job. I like the fact that KIA gives somebody such challenge. Work-ing as a team in the corporate communications office ensured everything went on smoothly. Through these events I got valuable experience and among the things that impressed me during my stay were the discussions during the workshops which the office allowed me to attend. I liked just how these discussions could easily yield rapid results to improve public service delivery.Working at KIA gave me a chance to participate in pro-duction of the weekly news bulletin and the KIA news-link – the Institute’s magazine. The bulletin concept addresses issues that are of particu-lar interest to the institution. This is a unique and very interactive way of raising awareness on issues of concern to the institution. The bulletin also gives the KIA employees an opportunity to participate in discussions on issues at hand. Therefore, my participation in the productions of the bulletin is to me another great opportunity. Being a good writer is critical to any journalist and for the three months I have been at KIA, I got a chance to practice a lot and develop my writing and editorial prow-ess.Also I got the opportunity to attend, though partly, some lessons on Secretarial Management Training as well as Public Relations and Customer Care courses as a partici-pant. I must say that it was an experience I would not want to miss in acquiring knowledge and skills on good groom-

ing and office etiquette as well as on effective customer care skills.I am confident that these will increase my credibility in the journalistic profession that I am pursuing. The train-ing has widened my knowledge and now I am able to think outside the box. The attachment has helped me to gain knowledge and skills to become a professional. Being here has enabled me to have much knowledge on the operations of KIA. While at KIA, I have also come to learn how committed

the Institute is to improving ser-vice delivery in the public sec-tor by providing quality train-ing, research and consultancy services. I also like the working style in KIA because employees work as a team and everyone is com-mitted and is responsible in his or her area or work, the work-ing environment is also flexible. I am grateful because despite

the fact that I am a journalist, the Institute encouraged me to practice different tasks including administrative work. My being at KIA has built in me self confidence in the work environment. After successfully completing the attachment, I am sure I can work in any organization, local or international. This was my first time to work in a government institution and I have learned to be indepen-dent and self confident.My high credit goes to the Corporate Communications Office which aptly attending to my inquiries on how to handle different issues and also the entire KIA staff for who have all along treated me as as one of their own. The attachment is a door to my progress and my success. I am proud to say now I am more confident in my work. I am sure I will provide useful contribution to my future employer. Everything that I did during my three months in KIA is vital to me. Every work has been relevant to my course-work. I am proud that I am now much competent at communication management work and I am very proud to have been attached at KIA.RecommendationsI propose that the high standard and quality of work within the Institute should be maintained for better Ser-vice Delivery in the Public Sector.Continue to promote the use of the most effective com-munications mechanisms to ensure effective informa-tion management and dissemination both internally and externally.

***

#

“It was an experience I would not want to miss. I acquired knowledge and skills in public relations

and office etiquette”

30

Dr. Henry Chakava, Chairman KIA Council

Mr. Joseph K. Kinyua, PS Ministry of Finance

Mr. Titus Ndambuki, PS Ministry of State for Public Service

Ms. Njoki Kahiga Dr. T. Wambui Gathenya Mr. Abraham Kamakil

Mr. Francis Kimemia, PS Provincial Admin and internal Sec

Mr. Gaylord Avedi Amb. Mary D. Odinga

Mrs. Diana Mambo, alternate TreasuryMr. Benjamin Munywoki Musau Mrs. Josephine K Gichuhi

KIA Council

Mrs. Shellomith Bobotti

Mr. William Busolo

Prof. Margaret Kobia, KIA Director/CEO, Council Secretary

31

Prof. Margaret Kobia,CBS Director/Chief Executive Officer

Mr. Elijah K. Wachira, HSC, Deputy Director, Learning & Development Division

Mr. Osman H. Ibrahim, Deputy Director, Finance And Administration

Ms. Wanjiru Kang’ara, Principal Corporate Communications Officer

Mr. Joshua Ochuka, Administration Manager

Mr. Nganatha Karugu, Coordinator, Special Programs

Mr. John Juma, Head, Business Development Department

Mrs. Jane Mwangi, Head Training and Research Department

Mrs. Esther Sitonik, Hospitality Manager

Mr. Hillary Mburu, Principal Household Manager

Mr. Nicholas Iko, Human Resources & Admin Manager

Mr. Gerald Wandera, Head, Procurement

Mr. Patrick Gachagua, Admin, Business Development Division

Mr. Festus KituiSystems Administrator

KIA Management