makueni county government ict roadmap …icta.go.ke/pdf/21.pdf2.1.3 current county integration to...

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

MAKUENI COUNTY GOVERNMENT

November 2015

ICT ROADMAP(2015-2020)

Makueni County Government ICT Roadmap 2015-2020

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TABLE OF CONTENTS

PART 1: INTRODUCTION AND BACKGROUND INFORMATION 101.1 COUNTY PROFILE 101.2 GOVERNANCE 101.3 COUNTY STRATEGIC DIRECTION 101.4 COUNTY STRATEGIC FOCUS AREAS 101.5 COUNTY SWOT ANALYSIS 111.6 COUNTY MONITORING AND EVALUATION SYSTEMS 111.7 STAKEHOLDER ANALYSIS 11 TABLE 1: COUNTY STAKEHOLDER ANALYSIS 12 TABLE 2: COUNTY ICT SWOT ANALYSIS 13

PART 2: CURRENT STATE 142.1 CURRENT STATE OF ICT IN THE COUNTY 142.1.1 CURRENT ICT STRUCTURE 14 FIGURE 1: ICT GOVERNANCE STRUCTURE 142.1.2 CURRENT ICT DIRECTION 142.1.3 CURRENT COUNTY INTEGRATION TO NATIONAL ICT MASTER PLAN 152.1.4 CURRENT STATE OF ICT IN THE COUNTY 162.1.5 CURRENT STATE OF ICT IN THE COUNTY 16 TABLE 3: COUNTY TECHNICAL STATE 16COUNTY ICT MATURITY 172.1.6 INTRODUCTION TO COBIT 172.2 FINANCIAL AND POLICY FOR ICT 18

PART 3: SUMMARY OF DESIRED END STATE 193.1 DESIRED END STATE DESCRIPTION 19 FIGURE 2: COUNTY BENCHMARK AND DESIRED STATES 193.2 GAP ANALYSIS AND CLOSURE STRATEGY 19 TABLE 4: COBIT SUMMARY OF THE PURPOSES OF THE CRITERIA IN 6 COBIT LEVELS 20 TABLE 5: CURRENT AND DESIRED STATE ANALYSIS 213.3 FINANCIAL POLICY AND STRATEGY FOR ICT 23

PART 4: ICT VISION ROADMAP AND ICT MATURITY 24 TABLE 6: CONNECTED COUNTY PROJECTS 244.2. CITIZEN SATISFACTION 25 TABLE 7: CITIZEN SATISFACTION PROJECTS 254.3. CONNECTED CITIZENS 26 TABLE 8: CONNECTED CITIZENS PROJECTS 264.4. CONNECTED LEGISLATOR 27


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TABLE 9: CONNECTED LEGISLATOR VISION PROJECTS 274.5. COBIT IMPLEMENTATION 28 FIGURE 3: COBIT IMPLEMENTATION PHASES 29 PART 5: CRITICAL SUCCESS FACTORS 30 FIGURE 4: CRITICAL SUCCESS FACTORS 30

5.1. VISION, OBJECTIVES AND STRATEGY 305.2. LAWS AND REGULATIONS 315.3. ORGANIZATIONAL STRUCTURE 315.4. BUSINESS PROCESS 315.5. INFORMATION TECHNOLOGY 31 TABLE 10: CRITICAL SUCCESS FACTORS 32 PART 6: PRIORITY PROJECTS FOR QUICK WINS 34 TABLE 11: SUMMARY OF QUICK WIN PROJECTS 356.1. COBIT IMPLEMENTATION 35


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SIGN-OFF AND APPROVALSProject: County ICT Roadmap Sign-off for: County ICT RoadmapCounty: MAKUENI

Sign-Off:

______________________ Accepted

______________________ Accepted with Modifications

______________________ Not Accepted

Signature:AcceptedDate 1/9/15

Name (Capitals): JOHN N. LIBOYI

Position: CEO & Group Team Leader, IPA Consultants

Signature:______________________

Date _____________Name (Capitals): ______________________

Position: ……………………… In charge of ICT

Signature:______________________

Date _____________Name (Capitals): ______________________

Position:

Governor

Signature:______________________

Date _____________Name: ______________________

Position: Project Manager, ICTA


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ACKNOWLEDGEMENT While submitting the ICT Roadmap, IPA Consultants take this opportunity to thank all stakeholders for the cooperation extended, timely inputs provided and hospitality extended, during the various stages of our assignment. We would specifically like to thank the ICT Director, the Chief Officers and Directors of various Executive Committees, the staff of the ICT department and all stakeholders in Makueni County for making this a reality. We would like to acknowledge that the successful completion of our assignment is largely as a result of the stakeholder’s level of commitment and involvement in understanding the purpose and importance of the assignment.

We are confident that the future of Policy formulation in Makueni County is in the hands of stakeholders who possess a sound understanding of the way forward. Most important is the clarity and unanimity that exists between the stakeholders, in recognizing the common objectives from a central viewpoint, that constitutes the prerequisite for success in achieving ICT Roadmap objectives. We look forward to the opportunity of future interaction and guidance, if any is required from us by the stakeholders, as they move forward to undertake initiatives or realign projects already in progress, with the objectives of an integrated environment as per the National ICT master plan.

We are confident that Makueni County is moving ahead with a clear vision and towards attaining objectives that will not only strengthen the functioning and efficiency of each stakeholder but will further enable the stakeholders to interplay effectively to position in attaining a unique and contributing position in the competitive regional environment, wider perspectives in facilitation and important long term programmes

IPAMr. John Liboyi


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MESSAGE FROM THE GOVERNORThe world economy is experiencing the impact of rapid globalization, the emerging new information age and the dynamic Information and Communication Technology (ICT), which is bringing about a new global economic order to be dominated by information and knowledge-based economies. The emerging information age is characterized by Information and Communication Technologies (ICTs), and it is having an impact on socio-economic development efforts in a number of countries as well as counties in Kenya especially those that are focused on ICT utilization and the development of ICTs. In the information age it is not possible for a County to remain competitive, even in its traditional areas of comparative advantage, without using and developing ICTs to support its developmental process.

Counties out of the capital city in Kenya are confronting new additional challenges as a result of the globalization process and the emerging new information age. Without an appropriate ICT Roadmap, the counties risk worse socio-economic status that can be promoted by the digital divide. Having recognized and accepted the importance and role of ICTs in Makueni’s socio-economic development, and committed to minimize the digital divide, the County Government of Makueni has developed this ICT Roadmap to guide her utilization and development of ICTs for socioeconomic development. To support implementation of this policy, there shall be a County Governance Planning Committee.

As part of this ICT Roadmap commitment, special policy initiatives will be devoted to promoting foreign direct investment in the area of ICTs including, financial and capital investments in the local communication sector; joint venture arrangements in developing the local ICT sector; technology transfer capital investment initiatives and investments with research and development component as well as human resource development components in the area of ICT skills and other information economy related skills to aid the socio-economic development process of Makueni County.

I call upon all residents of Makueni County and our cooperating partners, to support my County Government’s effort to promote the development and utilization of ICT.

H.E. Prof. Kivutha Kibwana

Governor, Makueni County

HE Prof. Kivutha KibwanaGovernor, Makueni County


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ACRONYMS BPR Business Process Re-Engineering

CBO Community Based Organizations

CCK Communication Commission of Kenya

CECM County Executive Committee Member

CIDP County Integrated Development Plan

CO Chief Officer

COBIT Control Objectives for Information and Related Technology

DMS Document Management System

EMR Electronic Medical Records

GDP Gross Domestic Product

GIS Geographic Information Systems

HR /M Human Resource Management

ICT Information and Communication Technology

ICT G&M ICT Governance & Management

ICTA Information and Communication Technology Authority of Kenya

IFMIS Integrated Financial Management Information system

IPA Information Professionals Africa

ISACA Information Systems Audit & Control Association

ISO International Standards Organization

LAN Local Area Network

M&E Monitoring and Evaluation

NGO Non-Governmental Organizations

NOFBI National Optic Fiber Backbone Infrastructure

nRI Network Readiness Index

PaaS Platform as a Service

SaaS Software as a Service

SLA Service Level Agreement

SMEs Small and Medium sized Enterprises

SWOT Strengths, Weaknesses, Opportunities and Threats

TCO Total Cost of Ownership

WAN Wide Area Network


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EXECUTIVE SUMMARY Information and Communication Technologies (ICTs) not only provide Governments with significant opportunities to reduce the cost of delivering services, both in terms of range and quality, but are also central in fostering innovations that lead to job creation, better governance, better engagement with Citizens and stakeholders and improved quality of life.

As a sector, ICT offers governments an opportunity to create jobs for the youth through Business Processing Outsourcing, Mobile Phone applications development and infrastructure development. But the government must first create an enabling environment through policy and legislation. The People and County Government of Makueni understand both the role of ICT as a service enabler and as resource management utility.

The Makueni County Government appreciates that investments in ICT will deliver overall business savings, increase investment opportunities and provide a platform for improved business processes leading to better service delivery.

The rate of change in Information Technology coupled with the growth in the uptake of technologies such as mobile devices, social media, and high-speed broadband and open data present huge opportunities for Makueni County. In order to keep up with advances in technology and meet the increasing expectation from Citizens, there is need for the County Government to develop a clear and progressive approach to continuously invest and improve ICT for increased and improved service delivery.

Preliminary findings indicate that ICT Investment and benefit realization in the County remain basic. Except for the departments of Health, Agriculture and Finance, ICT usage and systems are very limited. Infrastructure and connectivity is poor or non-existent between the County Government headquarter and the sub-counties and there are no shared services among departments, leading to duplication of cost and effort in service delivery. While the County ICT department is well constituted, the County staff and Citizens have low ICT literacy skills.In order to advance development, the County should focus on enabling service delivery using ICT. To achieve this, there is need for an educated and literate populace, a change in culture and policies that enable ICT implementation. Key legislation is also needed to address concerns such as cyber security, ICT procurement and many more.

This ICT Roadmap presents the findings of how the County uses ICT. The Roadmap proposes that the County should invest in

• ICT infrastructure development,• Staff training to increase capability to deliver services• Legal, Policy and regulatory frameworks to enable efficient exploitation of ICT benefits• ICT and Project Governance.• Software and applications that enable efficient and low cost service delivery

The County has put substantial amounts into Community Information Centers which is a largely successful model in extending services to the communities. This success notwithstanding, there is need for the County to extend and expand the Community Information Centers into centers of excellence that are youth friendly to foster innovation and business. Community Information Centers can spur growth and job creation among the youth.


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This Roadmap proposes a number of ICT projects whose objective is to enable social and economic growth by creating employment and income for the County Government and streamline citizen engagement. From Business process outsourcing in Konza City to the CICs in all sub-County offices, there are many opportunities to use ICT to improve service delivery, create job opportunities and lower the costs of government operation.


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PART 1: INTRODUCTION AND BACKGROUND INFORMATION1.1 County ProfileMakueni County is one of the 47 Counties in Kenya, created by the Constitution of Kenya 2010 as a devolved unit. The County is situated in the former Eastern Province of Kenya and lies between Latitude 1º 35´ and 30 00 South and Longitude 37º10´ and 38º 30´East. Makueni County is bordered by Kitui County to the East, Taita Taveta County to the South, Kajiado County to the West and Machakos County to the North.The County has a population of 884,527 according to the 2009 Census data. In the year 2012 the projected population in the County was 922,183 consisting of 449,036 males and 473,147 females. Of these, the population with primary education stands at 72% while that with secondary education stands at 14.7 percent. The population density per km² is 110. Poverty remains high at 64% of the population living below the poverty line.

1.2 GovernanceThe County Government of Makueni, like all other 46 Counties in Kenya is headed by an executive Governor and a Deputy Governor. Other County Governance structure is the County Public Service Board, the County Treasury and the County Assembly. The County Government is headed by the governor (and deputy governor), the County Executive Committee and the County Secretary. The governor guides the management team through setting of, and overseeing, the strategic direction of the County. The County Assembly is headed by a Speaker.

1.3 County Strategic DirectionThe County strategic direction is defined by the County Vision and mission statements and set of global objectives and values including Respect, Integrity and fairness”. Through these values, the County Government focuses on impartiality, transparency and accountability in discharge of its statutory mandate.

• Vision: a county where resources are sustainably harnessed and equitably shared for the benefit of every household.

• Mission: to engage all stakeholders in harnessing and governance of resources in a cost effective way for the transformation of the lives of the County’s population within a value system of “Respect, Integrity and fairness” for the good Makueni Citizens.

1.4 County Strategic Focus AreasThe County CIDP has identified 7 strategic focus areas

• Eradicate Extreme Poverty and Hunger• Achieve Universal Primary Education• Promote Gender Equity and Empower Women• Reduce Child Mortality• Improve Maternal Health• Combat HIV/AIDS, Malaria and Other Diseases• Ensure Environmental Sustainability• The CIDP also identifies a number of challenges facing the County.• Population Growth• High levels of Poverty• Inadequate Water supply• Poor Roads conditions

To address the above challenges and offer meaningful development to its citizens, the County Government believes that using ICT will not only improve service delivery but is


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also critical in resource management, job creation for the youth and mainstreaming the disabled.

1.5 County SWOT AnalysisImplementing the projects and plans identified by both the CIDP, sector specific plans and this ICT Roadmap requires a clear understanding of the County strengths, weaknesses, opportunities and threats. A study undertaken by an organization to identify its internal strengths and weaknesses, as well as its external opportunities and threats is called SWOT Analysis. Table 1 below presents a SWOT analysis for Makueni County.

1.6 County Monitoring and Evaluation SystemsThe County has two Monitoring and Evaluation officers (employed by the ICT Department) responsible for monitoring over 700 projects a year. Due to this workload, the current practice is to let departments that initiate the projects to carry out monitoring and evaluation activities. While this approach may get “things done”, project management and attendant risks will often lead to project failure as a result of “self-assessment”. The county Government currently uses EPROMIS for Monitoring.

1.7 Stakeholder AnalysisTo successfully implement projects identified by the CIDP and the ICT Roadmap, a clear understanding of County stakeholders and their expectations is essential. The purpose of Stake-holder analysis is to assess which individuals or groups are likely to support, resist, or remain neutral during the project implementation . The process looks at why the stakeholders respond the way they do and how they may be influenced to ensure a response most favourable to achieving project goals.

To rate stakeholders, commitment can be rated by how favourable do they currently view the project and to what extent they might support, resist or remain neutral to the project a scale of 1-5 is assigned to each stakeholder.

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

The following Table 1 shows stakeholder analysis for Makueni County from an ICT project management perspective. This table is by no means complete. It is provided here as a guidance for project stakeholder analysis.


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Table 1: County Stakeholder Analysis

Stakeholder Strategic Impor-tance

Current Commitment

Involvement Goals/Needs

ICT gov-ernance committee

Defines and pri-oritizes use of re-sources to drive transformation

Not in place. Decision making · Define key per-formance measures· Guide deploy-ment of efforts· Implement strat-egy· Report on suc-cesses

Leadership Provides re-source support and endorse-ment for trans-formational leadership

4 – The department of ICT has appointed a Governance Committee

Support/Endorse-ment

· Overview of key activities/ service issues· Overview of performance measures

Staff Streamline process and increase ca-pacity; improve service delivery

2: Lower staff numbers, no ICT director

Feedback · Demonstrate expected behaviors· Provide feed-back on leading prac-tices and experiences

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

5 – ICT Com-mittee in place. Well trained ICT ambassa-dress

Oversight Overview of project implementation in regard to policies and legislation

Citizens Provide feed-back on service delivery systems and citizen sat-isfaction

2– Challeng-es in ICT lit-eracy hinder capacity

Public participation Understanding of the project and its needs/effects of implementa-tion


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Table 2: County ICT SWOT AnalysisCounty Strengths County Weaknesses• Community Information Centers that pro-

vide residents access to County Govern-ment Services and act as centers for inno-vation.

• Dedicated and Qualified ICT staff• Use of National Government systems nota-

bly IFMIS, IPPD, Gpay, LAIFOMS etc.• The county has an ICT Policy, County Gov-

ernment Disclosure and Communications Policy

• The County has an operational web and email system in place under the .go.ke domain. The website already has online services such as online bursary application, tenders, job applications, citizen engage-ment in project identification (online public budget hearings) among other services.

• Lack of a County Strategic Plan (the draft-ing process is underway). The ICT Strategic Plan can only work when the County strate-gy is known.

• Makueni is a vast County making it difficult and expensive to lay out ICT infrastructure that connects the County Headquarter with sub Counties.

• Poor Connectivity. No fiber Optic and the No 3G connection from mobile networks is poor (2G).

• Low literacy levels both in ICT and general among the citizens.

• Lack of automated web based revenue collection leading revenue leakages and low revenue collection

• Existing structured LAN and WIFI connectiv-ity is incomplete leading poor and unreli-able data and voice communication.

• Self-monitoring by departments when im-plementing projects is subjective.

County Opportunities County Threats • The County is host to the Konza Techno City

which is a Vision 2030 Flagship Project. This is attracting ICT investment to the county. Global companies including Google, Mi-crosoft have already expressed interest in investing in the county.

• Fiber Optic cable is already in Wote. The county has an opportunity to roll out the last mile connectivity so as to improve con-nectivity, reduce Costs and improve com-munication

• Using Community Information Centers to create employment Opportunities and fos-ter innovation through rethinking the model into Model empowerment centers.

• Re-Engineer the website to offer online citi-zen services including online rates payment and applications for zoning and planning.

• Low ICT budgets limiting the implementa-tion of Capital Intensive ICT projects such as Count Enterprise Resource Planning System or laying of Fiber Optic cable to connect sub counties.

• Delayed budget allocation due to wran-gles between the executive and county assembly. This delays roll out of ICT projects.

• Although the county appreciates the role of ICT in development, other sectors such as health and water are prioritized during budgeting. There is need to bring ICT ben-efits to the forefront so that it can access funds.

• Cyber Security threats due to increasing connectivity and decreasing budgets for staff training.

• Use of unlicensed software among some staff may lead to fines from Microsoft.

• Disputes with other counties over Konza City


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PART 2: CURRENT STATE2.1 Current State of ICT in the County2.1.1 Current ICT StructureThe head of ICT in the County is an ICT Director who reports to the Chief Officer in the Department of Education and ICT. The Director has a Deputy Director and 6 ICT officers, making the total ICT staff at the county headquarters 8. All ICT functions except ICT budgets are centralized. Community Information Center Officers (CIC Officers) are available in 8 Wards. Figure 1 below presents the current ICT structure in Makueni County

Figure 1: ICT Governance Structure

2.1.2 Current ICT DirectionThe County Government’s ICT strategy is to invest in ICT Infrastructure, human resource and policy development. The County’s strategic direction is defined by the Vision “to make Makueni a world class center of excellence in ICT” and a mission “to develop Makueni as a globally competitive and prosperous county by creating an enabling environment that encourages and enhances the development, expansion and use of Information Communications Technologies (ICTs) in development and poverty alleviation”.

The mandate of the ICT department is to:• · Position and promote Makueni as an ICT destination (locally and internationally),

especially in Business Process Outsourcing (BPO) and Offshoring.• · Offer the county government advice on all relevant matters pertaining to the

development, promotion and mainstreaming ICT in the County.• · Provide County Government officials and other stakeholders including Youth, Women

and Special Groups with skills and capacity to effectively use available ICT resources for service delivery.


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• · Integrate ICT in the County government.

To meet its mandate, the ICT department focus is on:• · Infrastructure Development particularly the last mile connection of the National Fiber

Optic cable to the County Headquarters and sub counties• · Rethinking the Community Information Centers model and re-engineering it into model

service and innovation center where the citizens can access government services and the youth can share ideas and knowledge through mentorship programmes.

• · Building a modern data center at the County Headquarters. The County is aware that a lot of money can be saved if two or more counties were to share the costs of developing and equipping a modern data center. The county looks to Cloud Computing as one technology that can lower costs of building a data center from scratch.

• · Taking advantage of Konza Techno City and expected infrastructure to promote Business Process Outsourcing and create jobs for the Citizens of Makueni.

• · Moving to Cloud Computing to reduce ICT costs. The end state is where the county moves from infrastructure ownership to Infrastructure as a Service (IaaS) and Software as a Service (SaaS).

• · Acquiring an integrated Enterprise Resource Planning Software, using software as a service or any low cost but value based model, that has the following functionality:

• Human Resource Management (Leave application, timesheets, performance appraisal)

• Document and Knowledge Management System to implement the Paperless Green County that can benefit from Carbon Trading.

• Fleet Management with GPS capability for tracking Government Vehicles• An Integrated Health Information system• Acquire an integrated Revenue collection system• Training staff to empower them use ICT better for service delivery.

2.1.3 Current County Integration to National ICT Master PlanThe Government of Kenya is laying a Fiber Optic Backbone to Makueni County. The cable is already in Wote Town. The county wants to use this backbone to link the headquarters with the County and sub county offices as well as to the 15 Community Information Centres. IFMIS is a national Government Financial System that facilitates oversight via a single public financial management information system. IFMIS is already operational at Makueni County.

However, County still faces a number of challenges in using IFMIS; key among them is a skills gap to optimally use the system. For example, the County depends on other systems to create financial and project reports.Other issues plaguing the use of IFMIS include:

• Poor network Connectivity• There is only one IFMIS expert in the County. IFMIS usage stops whenever the expert is

out of the office.• The Finance staff have not been adequately trained

IPPD is used for payroll. There is need to provide interfaces for connecting to HRM system.The National Fiber Optic cable is already in Wote town but the county Government has not completed the last mile connections. Both IFMIS and IPPD are already in use in Makueni County.


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2.1.4 Current State of ICT in the CountyThe current state of ICT in the County remains basic as described below. Across all County departments, ICT Infrastructure, application software, Staff ICT skills range from poor to moderate. Most of the staff surveyed expressed concern that their skills are not adequate to optimize the County’s investments in ICT. The summary below describes ICT usage across the county government executive arm, public service board, and County Assembly and sub counties.

• · Staffing: The ICT department has adequate staff numbers with a wide range of skill sets including networking, database design, programming, user support and system analysis.

• · ICT Infrastructure: Infrastructure and connectivity among government offices is poor or does not exist. Most County Government offices are located in the headquarters and have access to a wired and Wi-Fi network. However, Internet connection is erratic and slow. The data center lacks a number of facilities including cooling, backup power and staff. Mobile Network Coverage is available but some parts of the County have poor signal. There are no Local area Networks at sub County Offices and there is no County Wide Area Network. The Computer to staff ratio is low.

• · Legal, Policy and regulatory framework: The County has not developed ICT strategic plan. It is however in the process of developing an information technology policy. Other important policies missing include the disaster recovery plan, information security policy and ICT resource usage / fair use policy. As suggested under the ICT Roadmaps in PART 3 of this report, the county should focus on developing ICT legislation and regulation so as to embed this Roadmap with a legal framework.

• · Application Portfolio: Makueni County has a few specialized applications except those rolled out by the National Treasury such as IFMIS, EPROMIS and IPPD. In addition to these, the County uses Windows and Office Applications for day to day office work. The education department uses an online bursary application system. The website is also up to date. In spite of the above strengths, the County still uses manual processes in revenue collection and service delivery. Some processes are computerized but are automated and not online.

2.1.5 Current State of ICT in the CountyTable 3 below presents a summary of the County current state of ICT. in terms of ICT Governance, LAN and WAN Connectivity, Internet access, hardware and software.Table 3: County Technical State

Feature The ExecutivePublic Service Board

ICT Governance · ICT Governance structure in place No ICT Officer

Standards & Operat-ing Procedures

· No ICT Strategic Plan Strategic Plan based on CIDP exists

· NO ICT Policy No ICT Policy


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Feature The ExecutivePublic Service Board

Co

nn

ec

-tiv

ity

LAN· Exists at Headquarters and at a num-ber of ministries· No LAN in Sub Counties

None

WAN · None None

Internet Access

Email· Available at makueni.go.ke· Staff use personal email

Available but not extensively used

Website· Available at www.makueni.go.ke Hosts email and a few online services

No specific web-site

Network equipment

· Available as part of the Local Area Network and Data Center

None

ICT Literacy1. Low ICT knowledge despite high ICT awareness among staff

Low ICT knowl-edge

Enterprise Applica-tions

2. No corporate database manage-ment System (DBMS)

None

Hardware Equipment· Desktops· Laptops· Printers

DesktopsLaptopsPrinters

ICT Capacity - Inadequate ICT technical staff Inadequate

Data Centre facility - Exists with 3 servers N/A

Application Portfolio- IFMIS, IPPD

Relies on the HQs

County ICT Maturity 2.1.6 Introduction to COBITIn order to assess the current state of ICT maturity, the Control Objectives for Information and Related Technology (COBIT), - an ICT Maturity model - was used to rank the County across 7 domains. This section presents a summary of COBIT and results for Makueni County.

COBIT is a set of best practices for Information Technology management developed by Information Systems Audit & Control Association (ISACA) and IT Governance Institute in 1996. ISACA develops and maintains the internationally recognized COBIT framework, helping IT professionals and enterprise leaders fulfil their IT Governance responsibilities while delivering value to the business. The latest ISACA’s globally accepted framework COBIT 5 is aimed to provide an end-to-end business view of the governance of enterprise IT that reflects the central role of IT in creating value for enterprises.


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The COBIT Framework consists of linkages between organizational and ICT objectives while providing a mechanism for continuous measurement and maturity of ICT processes. These processes were customised to seven elements as listed below:

• · Strategy & Governance (7Processes)• · Financial Management (3 Processes)• · Personnel & Resource Management (3Processes)• · Service Planning & Architecture (6 Processes)• · Infrastructure & Operations (6 Processes)• · Security (6 Processes)• · Applications (3 Processes)

The methodology proposes a systematic and coherent maturity of all the above seven elements as the basis for sustainable ICT development within the County. There are six levels (stages) of ICT maturity ranging from Level ‘0’ through ‘5’, with Level ‘1’ being set as the BENCHMARK target.

2.2 Financial and Policy for ICTIn Makueni County the ICT Budget was KES 153.5 million representing 3.9 % of the total budget. Of this KES 27.8 (18%) was spent on administration, KES 104.7 (68%) on hardware and infrastructure, and KES 21 million (14%) on training. The County should target to increase their spending on ICT to 5% of the total budget in line with the national broadband strategy. This funding will be targeted at infrastructure, software, consultancy and training needed to implement the ICT roadmap.


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PART 3: SUMMARY OF DESIRED END STATE3.1 Desired End State Description

The County desired state was placed at 1 level above the current state as shown in Figure 2 below:

• Figure 2: County Benchmark and desired States

Figure 2 above shows that although 5 domains are performed, this is only at level 1. This notwithstanding, Figure 2 above can be interpreted to mean that the County ICT maturity is weak given that no process is managed. In describing the desired state we applied COBIT and the ICTA Maturity model (shown in Figure 2) to map processes to projects. From Figure 2 we note that processes need to be performed at least beyond level 1 We noted that the

County should focus on:• Enablers – Policy, Literacy, Equipment, Infrastructure• Exploiters – Applications, Planning, Finance, Administration, Monitoring and Evaluation,

Social Management• Enterprisers –Revenue collection, cloud public services• Empowerers: innovative services, county brand

The Roadmap proposes a number of ICT and related projects which easily map into exploiters, enablers, enterprisers and empowerers. These projects are the ICT Roadmap which once implemented will address level 1 of the COBIT Model and satisfy the ICTA ICT maturity model. To simplify the projects, we have grouped them into 4 categories based on the users they serve or the functions they perform. For example, those systems that increase county internal efficiency have been grouped into a thematic area called connected county while those that deliver services to citizens have been grouped into a thematic area called Citizen Satisfaction. Other thematic areas are Connected Citizens and Connected legislator.

3.2 Gap Analysis and Closure Strategy


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In determining the specific gaps for the Roadmap the County needs to move from the current state to the desired state. In this case the County should follow the following guideline that indicates a summary of the purposes of the criteria in each of the six levles of the COBIT model. Idealy, the activities in level 1, which is the benchmark level detail the developmental criteria which the County shall build on using the guideline in Table 4 below. The table also indicates the implications of each of the levels.

Table 4: COBIT Summary of the purposes of the criteria in 6 COBIT levels

Level Process Attributes where gaps occur

Potential implications for not achieving the level

Level 0 (In-complete)

Proces is not implemented or fails to achieve its process purpose. At this level, there is little or no evidence of any systematic achievement of the process purpose.

The governance and management framework is weak.

Level 1(Performed)

Implemented processes (at level 0) is able to achieve its process purpose.

Missing work productsProcess outcomes not achieved

Level 2 (Managed)

Performance ManagementWork Product Management

• Cost or time overuns; innefficient use of re-sources; unclear responsibilities.

• Uncontrolled decisions; uncertainity over whether time and cost objectives will met.

• Unpredictable product quality and integri-ty; uncontrolled versions; increased support costs; integration problems; increased re-work costs

Level 3 (Es-tablished)

Process Definition Process Deployment

• Identified best practice and lessons leaernt from previous projects not defined, pub-lished and available within organizations.

• No foundation for County wide process im-provement.

• Implemented process not incorporating identified best practice and lessons learnt from previous project; incosistent process perfromance across the County.

• Lost opportunities to understand process and identify improvements.

Level 4 (Pre-dictable)

Process ManagementProcess Control

• No quantitative understanding of how well process performance objectives and de-fined business goals are being achieved.

• No quantitative ability to detect perfor-mance problems early.

• Process not capable and/or stable (predict-able) within defined limits

• Quantitative performance objectives and defined business goals not met.


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Level Process Attributes where gaps occur

Potential implications for not achieving the level

Level 5 (Op-timizing)

Process InnovationProcess Optimization

• Process improvement objectives not clearly defined

• Opportunities for improvement not clearly identified.

• Inability to change process effectively to achieve relevant process improvement ob-jectives

• Inability to evaluate effectiveness of process changes

The current ICT technical state is further represented by the table below:

Table 5: Current and Desired State Analysis

ICT STATE ANALYSIS

FEATURE CURRENT STATE DESIRED STATE

Status Ramifications

ICT Governance ICT Governance structure needs im-provement

Fairly coordinated decisions

A well-established ICT Governance Model in placeA well formulated poli-cy for ICT investments in place

Standards & Operat-ing Procedures

No ICT Strategic Plan

Difficulties in plan-ning for ICT invest-mentsICT projects can-not be aligned to County devel-opment Goals & Objectives

A well-developed ICT Strategic plan in place

No ICT Policy, Op-erating procedures

Uncoordinated procedures/opera-tions

Well-developed ICT policy and procedures in place

Connec-tivity

LAN Exists at the Head-quarters only. No LANS in Sub Coun-ties

No effective & ef-ficient information sharing

LAN in all county gov-ernment Offices and Sub Counties

WAN · None No intranetNo efficient shar-ing of information between HQs, sub-counties and wards

WAN based connectivity


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ICT STATE ANALYSIS

FEATURE CURRENT STATE DESIRED STATE

Status Ramifications

Internet Access

Email Use of personal emails Low Internet Con-nection Speeds

Compromised communication security of official information Access to informa-tion is slow

Official email in useUsed Fiber Cable to ac-cess high speed Internet

Website Available but not extensively used for online Government services

No effective com-munication

Interactive website op-erationalTaking all government services online

Network equip-ment

No WANWIFI existsVPN based on Or-ange Telecom

No effective com-munication

Routers, switches, fire-wall, etc.WANWi-Fi VPNs

ICT Literacy Low ICT literacy Low productivity among staffResistance to change Reduced effective-ness and efficiency in production of reports

ICT trained and enabled technical and general staffContinuous ICT skills ac-quisition

Hardware Equipment Inadequate Ineffective produc-tivity and commu-nication in offices/departments

Optimal number of hardware

ICT Security No ICT security policy

Vulnerability of government data

A comprehensive ICT Security Policy

Data Centre facility No Data Centre Not easy to use shared services No centralized stor-age and efficiently distributed informa-tion

Data centre

Application Portfolio · IFMIS· IPPD

Not integrated Integration

No integrated revenue collection system

Reduced transpar-ency and account-ability

Integrated revenue col-lection system


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3.3 Financial Policy and Strategy for ICTPrimarily, the County Government can fund the foundational pillars through a re-focused expenditure planning model, as adopted from the Kenya National ICT Master Plan of 2014. This can be facilitated through the County budget and allocations on ICT increasing to 5% of County Government budgets; as per the international benchmark.

Secondly, counties can also leverage on funding their priorities by approaching development partners who have ICT at the top of their support lists to meet the costs of ICT related expenditure. Creation of strategic mutually-beneficial partnerships with e-ready states in sectors such as education, tourism and entrepreneurship, counties can effectively leverage these partnerships for ICT funding.

Thirdly, the County ICT Roadmap can be financed through Public Private Partnerships (PPPs). ICT projects have a high risk associated with their implementation. These can be overcome by working with a partner that has demonstrated ability to deliver. One trend is to use a shared services approach to the provision of public services. The County should explore partnerships with universities and youth polytechnics to offer training and ICT literacy programmes to staff and citizens.

The introduction of user fees and special taxes to populations engaging in County-owned ICT equipment is also a type of funding for the ICT Roadmap. Special taxes will include licenses and rates for the various entities interacting with the ICT segment. The user fees will include membership and access to public computers, internet connectivity, County ICT databases and libraries among others. This category of funding will fundamentally aid in maintenance of the equipment, and ensure accountability in the uses of the various hardware and software.

There is need to enact policies that are suitable, promote sharing of costs and liabilities while promoting sustainable work methods such as service level agreements ensuring that the County gets value in ICT investments. Open Data and Open Source Legislation will enable the County optimize existing Data (for Innovation) while open Source will lower the cost of implementing Systems.

There is need to fundraise regionally and pool resources for purposes of implementation of shared services, thus two or more counties can get together implement systems that are cross cutting and of value to all the regions concerned. A case in point is Revenue Collection Systems and Health Information Systems.

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


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PART 4: ICT VISION ROADMAP AND ICT MATURITYIn order to bridge the gap between the current state and desired state, the Roadmap proposes the implementation of various flagship projects across the four themes i.e. Connected county government, Citizen satisfaction, Connected citizen and Connected legislator. These projects are described below.

4.1. Connected CountyThe Connected County Government theme looks at ICT as a driver that can underpin county productivity and internal business, shared services and project management.

Table 6 below presents a list of adopted projects under connected county government together with project outcomes and objectives. Table 6: Connected County Projects

Flagship Projects Desired Outcomes Objectives

Implement Document Man-agement System

Open government data to the public

To provide a paperless envi-ronment

Document Digitization and Document Approval Work-flows

Ease of retrieval of documents To provide easier methods of storage and retrieval of docu-mentsMake it possible to take ser-vices online

Medical Health Records Improved healthcare through sharing of patient records

To enhance health applica-tions

Last Mile Connectivity Sub-county offices along the Mombasa Highway to tap into the fiber optic cables infra-structure

To provide broadband con-nectivity

Precision Agriculture and Early Warning Systems

Improved early warning meth-ods especially food security

To inform the County on the needs of the County as con-cerns agriculture

Water and Sanitation Man-agement Solutions

Improved monitoring of water in the County

To reduce on wastage of water

E-Tourism, Trade, Cooperatives and Manufacturing Manage-ment Systems

Improved e-services To coordinate the delivery of services in the various sectors

Building Management Systems and Security

Improved standards of build-ing

To provide a tool for manage-ment of buildings

County WIFI Enable online participation by Citizens (e.g. through provision of Free WIFI) through im-proved access to health, ed-ucation, government services and job opportunities

To provide wireless connectiv-ity and easy mechanism for social chatting

e-Citizen Portal Availability of digital fronts that enable business and citizens to engage the government

To develop Portals that allows citizens to access government services.


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4.2. Citizen Satisfaction

This theme considers delivery of E-government Services and use of ICT as a driver of county ministries and departments, public service board up to sub-county and ward level. The theme looks at systems, processes and legislation that make it easy for citizens to access quality government services.

Table 7 below presents a summary of flagship projects proposed to achieve the citizen satisfaction vision.Table 7: Citizen Satisfaction Projects


Revenue Collection Improved revenue collection and management

To mobilise revenue collection and management

HRM Systems Improved human resources To provide a platform for as-sessment of human capacity needs in the public service

e-Extension Services improved extension services in the County

To coordinate extension ser-vices

Unified Communications Improved communications To provide for a platform for seamless communications

e-Services Improved basic services such as healthcare, agricultural production, education and communication.

To increase service delivery mechanisms

Community Information Cen-ters

Improved reach for the resi-dents

To increase opportunities for service delivery

Digital, e-learning and Smart School Solutions

Improved staff capacity to deliver services using ICT

To provide access to educa-tion and learning materials

ICT learning and education in Primary and Secondary schools

Improved skill level and ac-cess to ICT

To increase the level of ICT literacy in the County

Change Management Improved the levels of accep-tance of ICT systems

To establish Makueni Multi-media University to meet the county’s human capital and research capabilities in infor-mation technology and multi-media


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4.3. Connected CitizensThis theme looks at ICT as a driver of business and industry. This can entail the empowering of business people, youth, women and special groups, availing of data and information for trade and investment for citizens, providing data on business opportunities in the county, data on social economic status of the county, linkages of citizens to business or employment opportunities.

Table 8 below presents a summary of flagship projects proposed to achieve the connected citizen theme.

Table 8: Connected Citizens projects


Implement Document Man-agement

Open government data to the public

To provide a paperless envi-ronment

Electronic Digitization and Workflows

Ease of retrieval of documents To provide easier methods of storage and retrieval of docu-ments

Geo Systems Improved research in hospitals To enhance health applica-tions

Last Mile Connectivity Sub-county offices along the Mombasa Highway to tap into the fiber optic cables infra-structure

To provide broadband con-nectivity

Precision Agriculture and Early Warning Systems

Improved early warning meth-ods especially food security

To inform the County on the needs of the County as con-cerns agriculture

Water and Sanitation Man-agement Solutions

Improved monitoring of water in the County

To reduce on wastage of water

E-Tourism, Trade, Cooperatives and Manufacturing Manage-ment Systems

Improved e-services To coordinate the delivery of services in the various sectors

Building Management Systems and Security

Improved standards of build-ing

To provide a tool for manage-ment of buildings

County WIFI Enable online participation by Citizens (e.g. through provision of Free WIFI) through im-proved access to health, ed-ucation, government services and job opportunities

To provide wireless connectiv-ity and easy mechanism for social chatting

e-Citizen Portal Availability of digital fronts that enable business and citizens to engage the government

To develop Portals that allows citizens to access government services.


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4.4. Connected LegislatorTable 9 below presents a summary of flagship projects proposed to achieve the connected legislator theme.

Table 9: Connected Legislator Vision Projects

Flagship Projects Desired Outcome Objectives

Bulk SMS/USSD for Citizen Par-ticipation

Improved quality of Citizen Participation in which citizens are informed and there-fore empowered to add value to legisla-tion decision making

To provide a fast-er and reliable means of reach to the residents

e-Voting Systems Improved transparency in voting To increase trans-parency and ac-countability in the voting process

Live Studio Broadcasting Improved Access to legislative informa-tion

To increase trans-parency and accountability in the County pro-grammes

Local Content Development Improved access to local cultures etc. To develop a repository of infor-mation about the County

•


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4.5. COBIT ImplementationThe need of ICT Governance & Management (ICT G&M) is widely recognized by top leadership and management as an essential part of enterprise or corporate governance. Information and the pervasiveness of information technology are increasingly becoming part of every aspect of business and public life. This has added pressure to derive more value from IT investments and manage an increasing array of IT-related risk.

Increasing regulation and legislation over business and public use of information is also driving heightened awareness of the importance of a well-governed and managed ICT environment.

ISACA developed the COBIT framework to help organizations implement sound governance practices for the ICT domain. Indeed, implementing good governance is almost impossible without engaging an effective ICT governance framework. COBIT provides a framework, best practices and standards to support ICT governance.However, frameworks, best practices and standards are useful only if they are adapted and adopted effectively. There will be challenges that need to be overcome and issues that will need to be addressed if ICT Governance & Management is to be implemented successfully.

COBIT Implementation provides guidance on how to do this and covers the following subjects:

• Positioning ICT G& M within an enterprise• Taking the first steps towards improving ICT G& M • Implementation challenges and success factors• Enabling ICT G& M-related organisational and behavioural change • Implementing continual improvement that includes change management and

programme management• Using COBIT and its components

ISACA provides seven implementation steps to guide and facilitate the adoption of the COBIT framework within organisations as shown below:


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Figure 3: COBIT implementation Phases

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


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PART 5: CRITICAL SUCCESS FACTORSFor the County to achieve its sectorial development objectives there is need for a conducive investment environment, a trained and motivated workforce and good governance. Other critical success factors include:

• · A health, secure and peaceful populace• · Good Governance propelled by Policy and anchored in law• · Implementation of projects and programs that address the identified and

demonstrated business need.• · Monitoring and evaluation to ensure projects and programmes deliver expected

results.

Soh Bong Yu, a leading Korean e-Government specialist identifies the following five major areas for ensuring successful implementation of e-Government initiatives as articulated below.

Figure 4: Critical Success FactorsSource: Soh Bong Yu, “e-Government of Korea: How we have been working with it”

5.1. Vision, objectives and strategyA long-term plan with a clearly articulated vision and strategy is vital to the implementation of e-government. A quick fix or piecemeal approach will not work. The more effective approach is to think big and have a big picture (top-down design), but to start small and prioritize tasks (bottom-up) during the implementation process. The County Vision must therefore be available, with the ICT County Vision clearly aligned accordingly. In sum, successful e-government initiatives require:

• A clear vision by the leaders• Strong support from citizens• Sustainable ICT Agenda setting

OrganizationalStructure

VisionObjectivesStrategies

Laws &Regulations

InformationTechnology

BusinessProcess


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5.2. Laws and regulationsSoh Bong Yu says that it is important to plan for sufficient time and effort for legislative changes that may be required to support the implementation of new processes. The following laws need to be in place for e-government initiatives to succeed:

• Laws on privacy and related issues such as the Data Protection Act.• Laws related to changes in business processes and information systems such as the

e-Transaction Act.• Laws & Regulations regarding the government information technology Architecture

and Data Centers5.3. Organizational structureThe effort required in change management should not be underestimated. Soh Bong Yu emphasizes that the organizational restructuring required to correspond to e-Government initiatives will typically take up between 30 and 50 per cent of total change management effort. Change in organization structures must therefore be well planned and implemented in a systematic manner .The following are important in successfully effecting organizational change:

• Strong leadership with commitment• Planning – IT management and change management• Budget preparation and budget execution• Coordination and collaboration• Monitoring and performance measurements• Government-private sector-citizen partnership

5.4. Business processThe existing way of doing county business may not necessarily be the most appropriate or effective. One of the tools to do business process innovation is Business Process Reengineering (BPR).BPR involves redesigning the work flow within or between department levels to increase process efficiency (i.e. to eliminate inefficiency in the work process). Counties should have a major review of existing processes with a view to re-defining them in order to leverage on ICTs.

5.5. Information technologyInformation technology changes rapidly. Soh Bong Yu identifies the following factors to consider when choosing technology and vendors:

• Level of application technologies required• Network infrastructure• Interoperability• Standardization• Technical and human resource capabilities

More specifically, the following factors will drive the implementation and achievement of success the identified ICT transformation projects:

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

• Top leadership and management support. Political goodwill and top management buy in is the key to success of the ICT Masterplan since financial investments and the right competencies can only be achieved from the top. Top leadership and management are critical both at the planning and implementation phases of the


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Roadmap development.• Establishment of a Project Management Office / Team. This office or team will be

responsible for all aspects of the ICT Projects.• A Change Management and Capacity Building: Continuous Communication, Capacity

building and team development plan is critical to the successful implementation of the ICT roadmap. A change management and capacity building plan must be developed and focus on staff skills and capacity and managing culture and group dynamics. An external and internal communication strategy must be developed and change agents and champions identified and incorporated in the plan.

• User trainings and continuous testing to ensure users are capable of using the technologies. These trainings must focus on both internal users as well as external users of the new ICT technologies and services.

• System Integration and projects sequencing: it is critical that projects are rightly sequenced and systems are implemented in an integrated manner to allow for seamless operations. An appropriate project implementation plan must be put in place and followed to ensure projects are prioritized on the basis of sequencing first followed by impact and costs.

• Periodic performance monitoring, evaluation, reporting and reviews and taking appropriate corrective actions. An appropriate project management application and monitoring and evaluation staff are a must.

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

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

• Adequate Financing of the projects. An appropriate investment and financing strategy must be put in place and implemented to ensure the County can obtain finances from diversified sources and partners.

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

Table 10: Critical Success Factors

FACTOR DESCRIPTION

Vision, Objectives and Strategy

Develop a long-term plan with a clearly articulated vision and strategy and move away from quick fix or piecemeal approachUse top-down design but to start small and prioritize tasks (bottom-up) during the implementation process. The County Vision must be available, with the ICT County Vision clearly aligned with County Development PlansIn summary, there is need for:• A clear vision by the leaders• Strong support from citizens• Sustainable ICT Agenda setting

Legislation and Policy

Plan for sufficient time and effort for legislative changes that may be re-quired to support the implementation of new processes. Laws on privacy and related issues such as the Data Protection Act. Other laws include e-Transaction Act, ICT Policies


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FACTOR DESCRIPTION

Organization Structure and Governance

Restructuring the County Organizational arrangements to make it corre-spond to e-Government Including Change Management programme ImplementationStrong leadership with commitment to ICTAppointment of ICT Governance Committees

Business Process Redesign

Use Business Process Re-engineering to Redesigning the work flow within or between department levels to increase process efficiency The County should have a major review of existing processes with a view to re-defining them in order to leverage on ICTs.

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

ICT Procurement Rapid Change in Information technology demands that the County Con-siders the followingReduce ICT Procurement DelaysMove from owning ICT capital Equipment to leasing / outsourcingPrioritizing shared ServicesStandardizationFocus on Technical and human resource capabilities


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PART 6: PRIORITY PROJECTS FOR QUICK WINSAt the workshops the County stakeholders discussed, adopted and prioritized several projects to be implemented in a span of five years. To implement these projects successfully, there is need for the County to select and adopt an appropriate project management portfolio with a well constituted ICT Project Governance Committee responsible for selecting and ranking ICT projects based on a sound business case and return on investments. This section presents a summary of projects that the county can implement in a span of 6 months to one year.

Given the paradox of expected improvement in ICT capability at reducing budgetary allocation, the projects in Table 10 below should be subjected to capital budgeting and cost accounting such as ROI in order to establish a sound business case for their implementation. Where ICT staff lack the skills necessary to use ROI to justify investments, help should be sought from the finance department. This linkage between ICT and finance may, to a lesser extent, address the ICT budget allocation challenges facing ICT where finance managers are either unwilling or do not believe in value addition of the projects proposed by the ICT directorate. A simple project ranking criteria may also be used, such as the objective IT project Ranking. This is typically used to determine which projects should be financed.


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Table 11: Summary of Quick Win Projects

Project Duration Budget (Millions)

Connected County

ICT Policy Development 3 Months 5

NOFBI Last Mile Connection to County Headquarters 5 years 20

Collaboration and Communication Systems (Digitization, Document Management Systems)

3 years 10

Citizen Satisfaction

ICT for Agriculture Portal / e-Extension Services 5 years 30

Health Information System 5 years 50

Connected Citizens

Public Wi-Fi 5 years 50

Connected Legislator

Digital Assembly Library 3 years 10

6.1. COBIT ImplementationCost ImplicationsOne-Off Approximate Costs (KSH)

1. Search, Evaluate & Procure COBIT Consultant (2months, 100,000/=)2. Contract & Sign up a COBIT Consultant (1 Day, contract amount of between 400,000/-

to 500,000/-)3. COBIT Awareness & Appreciation Training for Top Leadership (Governor, County Exec,

Speaker, Chief Officers). (1Day Training for approx. 30 Pax, Cost of Hotel, Teas, Lunches, Cost of Trainer @ 50,000 per day)

4. COBIT Technical Training for Mid-level Management (Directors, Managers across Ministries)(2Day Training for approx. 30 Pax, Cost of Hotel, Teas, Lunches, Cost of Trainer @ 50,000 per day x2 Trainers)

5. COBIT Implementation Training for Technical Management (ICT Directors, ICT Technical Support, Auditors) (3Day Training for 10 Pax, Cost of Hotel, Teas, Lunches, @ 50,000 per day x2 Trainers)

Annual Costs (KSH)1. 1. Continuous Improvement Costs – Improving processes from Level 0 through 1, 2, 3, 4

& 5. Various processes such as writing Strategic Plans, Documenting Operational Tasks, etc. has to be done. The trained employees are supposed to drive these processes so the cost would approximate to the monthly salaries.

2. 2. External Annual Audits (3-5days). COBIT Audits cost between 400,000 to 500,000 depending on the size and scope of the activities.


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Ministry of Information, Communication and Technology

Telposta Towers, 10th Floor, Kenyatta Ave. Koinange Street

P.O Box 30025-00100,Nairobi Kenya

Tel: (+254) 4920000 / 1

Email: [email protected]

Website: www.information.go.ke

County Government of Makueni

P.O Box 78 - 90300

Wote

Makueni

Telephoone - 0722235872

Email address: [email protected]

ICT Authority

Telposta Towers, 12th Floor, Kenyatta Ave

P.O. Box 27150 - 00100 Nairobi, Kenya

t: + 254-020-2211960/62

Email: [email protected] or [email protected]

Website: www.icta.go.ke

Become a fan: www.facebook.com/ICTAuthorityKE Follow us on twitter: @ICTAuthorityKE

Ministry of Information, Communication and Technology

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