GAZETTE NOTICE NO. 2514

IT IS notified for general public information ,that pursuant to Standing Order No. 29 of Kericho County Assembly Standing Orders, the Assembly approved the Calendar of the House, 2019 as set out in the Schedule SCHEDULE Period Dates PART I SITTINGS Third Session—Part I 12th February, 2019 to 28th February, Third Session—Part II 12th March, 2019 to 11th April, 2019 Third Session Part — III 14th May, 2019 to 20th June, 2019 Third Session—Part IV 2nd July, 2019 to 8th August, 2019 Third Session—Part V 10th September, 2019 to 24th October Third Session —Part VI 5th November, 2019 to 5th December, PART 11— RECESS . Third Session—Part I 1st March, 2019 to 11th March, 2019 Third Session—Part II 12th April, 2019 to 13th May, 2019 Third Session—Part III 21st June, 2019 to 1st July, 2019 Third Session—IV 9th August, 2019 to 9th September, Third Session —V 25th October, 2019 to 4th November, Third Session—VI 6th December, 2019 to 10th February, NB. Session Time : Tuesday -. (Afternoon —2.30 p.m. ) Wednesdays (Morning — 9.30 a.m. and Afternoon — 2.30 p.m. ) and Thursday (Afternoon — 2.30 p.m.) MARTIN EPUS, MR/6019737. Clerk to the County Assembly. 15th March, 2019 THE KENYA GAZETTE 1049 GAZETTE NOTICE No. '2515 THE COUNTY GOVERNMENTS ACT (No. 17 of 2012) NYANDARUA COUNTY PUBLIC SERVICE BOARD ANNUAL REPORT FOR THE YEAR 2018 TO NYANDARUA COUNTY ASSEMBLY CHAPTER ONE BOARD ORGANIZATION AND MANAGEMENT 1.1 Introduction The Nyandar,ua County Public Service Board is established under Article 235 of the Kenya Constitution, 2010 and Section 57 of the County Governments Act No. 17 of 2012. The Board is a body corporate with perpetual succession capable of suing and being sued. The Board membership comprises of the following: Eliud Ng'ang'a Mwaura (Dr.) Chairperson Jane Njeri MaMa Vice-Chairperson Eddah Wanjiru Wangaru Member Boniface Munyinyi Mukuria Member Kelvin Mwai Kibiru Member Esther Wambui Kimemia Member Jackson Mbute Mbugua Board Secretary 1.2 Functions and Powers The mandate of the Board is spelt out from section 59 to 86 of the County Governments Act, 2012. Specifically, section 59 provides the functions and powers of the Board. The functions are to— (a) establish and abolish offices in the County Public Service of Nyandarua; (b) appoint persons to hold or act in offices of the County Public Service including the. Boards of cities, and urban areas within the county and to confirm appointments; (c) exercise disciplinary control over, and remove, persons holding or acting in those offices as provided for under the County GovernmentS Act No 17 of 2012; (d) prepare regular reports for submission to the County Assembly on the execution of the functions of the Board; (e) promote in the County Public Service the values and principles referred to in Articles 10 and 232 of the Constitution of Kenya (2010); (f) evaluate and report to the County Assembly on the extent to which the values and principles referred to in Articles 10 and 232 are complied with in the County Public Service; (g) facilitate the development of coherent, integrated human resource planning, and budgeting for personnel emoluments in Nyandarua County; (h) advise the County Government on human resource management and development; (i) advise thelCounty Government on the implementation and monitoring of the national performance management systems in the County; and make recommendations to the Salaries and Remuneration Commission, on behalf of the County government, on the remuneration, pensions, and gratuities for the County Public Service employees. The Powers of the Board are to— (a) inform and educate county public officers and the public about the values and principles; (b) recommend to the county government effective measures to promote the values and principles; (c) assist county government in the formulation and implementation of programmes intended to inculcate in public officers the duty to uphold the values and principles; (d) advise the county government on its obligations under international treaties and conventions on good governance in the county public service; (e) visit any county public office or body with a view of assessing and inspecting the status of compliance with the values and principles; (f) investigate, on its own initiative or upon a complaint made by any person or group of persons, the violation of any values and principles; (g) recommend to the relevant lawful authority, any necessary action in view of the violation of the values and principles by any person or public body; (h) co-operate with other institutions working in the field of good governance in the public service; and (i) perform any other functions as the Board considers necessary for the promotion of the values and principles. In consideration of the above functions and powers the Board, endeavours to— (a) develop capacity of the county public service to ensure more effective and effisient delivery, of services in various sectors; (b) ensure that qualified employees are attracted and retained within the county public service by offering attractive remuneration; (c) promote the National Values and Principles and ensure 014 are upheld by the employees within the county for the purpose of maintaining high standards of professional ethics in service delivery; (d) observe fair competition and merit as the basis of appointments,and promotions in the county public service; (e) inculcate patriotism, national unity and sharing of devolution power in the-county public service; (f) advise the county government on efficient, effective and economic use of resources in the county public service; (g) monitor, evaluate, and report on all aspects of the County Public Service and Oil provide responsive, prompt, effective, impartial and equitable services. 1.3 County Public Service Board PoSition within.the County Government of Nyandarua The CPSB is an entity within the County Government of Nyandarua. Its structural relationships with other entities are illustrated in Figure 1. SUPPOP,. Figure 1: Organogram of Nyandarua County Public Service Board 1.4. Establishment in the Board Secretariat The staff requirements for the Board secretariat are given in the table below. As evident in the table, the secretariat 'is not adequately staffed due to the limited budget allocation for the Board. Table 1. Establishment and current staffing in theBoa d's Secretariat Category JG Establishment Proposed In Post Variance Senior Administrative Officer Q I I 0 -1 Legal Officer P I 0 0 0 Assistant DirectorHR P 1 1 0 -1 Executive Secretary M 2 2 0 -2 Accountant L 1 0 0 0 Internal Auditor L 1 0 0 0 ICT officer K 3 0 -3 Administrative Assistant H 0 1 0 -1 Clerical Officer E 3 3 0 -3 Messenger E 1 1 0 - Receptionist E 1 1 I 0 Driver D 0 0 0 0 Ground's Man D I 1 I 0 Office Attendant D 2 2 , 2 0 Security Guard D 3 2 0 -2 Cook D i 11 0 • Total 22 19 5 -14 CHAPTER TWO ACTIVITIES OF THE BOARD DURING THE Y EAR 2018 During the year under review, the Board had planned to undertake the Ibllowing activities in line with its Strategic Plan. 2015-2022: (i) Establish and abolish offices The Board is expected to: • Analyse county function areas in accordance with schedules lour and five of the Constitution, other laws and organization of the government. Prepare and review county organogram and submit it the county assembly for approval. 15th March,2019 Determine and prepare ideal county staff establishment for county departments. Undertake county staff heitdcouM. Undertake skill audit ancl.staff rationalizing. • Determine staff gaps and advise county govemment or abolishing of offices. (ii) Exercise disciplinary control • Receive and analyse reports from the CHRAC and make recommendations. • Receive and deterMine appeals from county staff. (iii) Undertake monitoring and reporting • • Prepare4Uartei-iy reportss,.on the execution of the functions of the Board. • Prepare annual report on operations of the Beard to the County ASsembly. • Receive and analyse feedback reports from Me County Assembly. Responding to audit queries to the Oversight bodies such as the County Assembly, KENAO, Senate, EACC etc. • Prepare a report to the National Cohesion and Integration Commission on compliance with constitutional requirements, promotion and training. • (iv) Values and Principles Prepare IEC materials on values and principles: Prepare and review a;code of conduct for public service. Train ToTs on values and principles. • Sensitize public officers and the county government affective measures to promote the values and principles. • Develop and recommend to the County Oovernitieot effective measures to promote the National Values and Principles. Advice the county government in the formulation and implementation of programmes intended to,inculcate in public officers the duty to uphold the values and principleS. Assess compliance with Me values and principles and report to the County Assembly: • Establish and maintain in a 6thiplaints and complements resolution system. (v) Establish performance management system • Investigate and determine the violation of values and principles by any person or public body and recommend necessary aCtion.to the releVant lawful authority. • Administer declaration of income, assets and, liabilities on behalf of PSC AND EACC. Sensitize county public service on declaration of income, assets and liabilities. Design systems for gOod,governance with other public institutions. • Publish and publicize values and,principles report in the County Gazette. • Prepare a work plan on proniotion of values and principles. • Prepare a report on realiiation of national values and principles of good governance to the office of the president. (vi) Human resource, Panning, management and development Recruitment of County Public Service. Induction of newly recruited<staff. Undertake annual audit on complianCe with HR policies, circulars and directives. • Sensitize staff on the HR manual. Undertake research on HR hest practices. • Prepare succession management plans and advise the county government. Map and document relevant treaties and conventions on good governance nationally and internationally, relevant to the county public, service. • • Acquainting the Board relevant treaties and conventions for the county, • Create and manage a databse of all county staff • Sensitize staff on Performance .Appraisal System (PAS). Undertake a Training Needs Assessment (I NA) and implement feasible recommendations.. • Undertake socio-econottite viability assessment of development programmes and projects in the county (pre & post implementation) • Undertake oversight surveys to deterinine clientele, employee and work environment satisfaction levels. • Develop and implement a service charter for the Board. • Analyse personnel emoluments and advise the county government. • Oversee the development and implementation of a performance management plan for the county public service by the executive committee. • Oversee the implementation of CARPS' s feasible recommendations. • Make recommendations to the salaries and remuneration commission on the remuneration, pensions and gratuities for the county public service employees. (vii) Administration support services • Develop and review Board's organogram. • Create establishment for the positions identified in the Boards' organogram. • Recruit and retrain secretariat staff. • Hold a bonding session between the Board and the County Executive. • Holds informal meetings with County Assembly's relevant committees to sensitize members on Board are mandates and functions. • Prepare budget to match the resources with programmes/activities and monitor its implementation. • Develop and maintain a web portal for the Board. 2.1 Accomplished Board's Activities 2.1.1 Recruitment During the period under review, the Board advertised, shortlisted, and conducted interviews for various vacant positions as requested by chief Officers of various departments. The Board endeavoured to make appointments in accordance with the constitution and the County Governments Act requirements taking into account the distribution among all the sub-counties and wards, gender, youth, minority, marginalized persons and people from outside the county. The Board advertised 43 posts, received 1041 applications and issued appointment letters to, 43 new staff in various departments. The summaries of completed recruitments are given in Tables 2.1 and 2.2. Recruitment of 42 health staff and 1 deputy county attorney is on-going. Table 2.1: Summary of Recruitments • Total Percentage (%) appointed Number of advertised post 43 Total number of applications received 1041 Total number of shortlisted candidates 499 Total number of appointments 43 100% • Number of male appointed ' . 15 34.88% Number of female appointed 28 65.12% Number of youth appointed 39 90.7% Number of PWD appointed 0 - 0.0% Number of persons from outside Nyandarua County 10 23.26% 2.1.2 Confirmation of Appointment During the year under review, the Board confirmed staffs that were due for confirmation. The total numbers of staff confirmed are as hereunder: (a) Finance and Economic Planning 2 (b) Health Services 16 (c) Water, Environment and Natural Resource 8 (d) Agriculture 3 Total 29 Table 2.2: Distribution of Appointment by Sub-County Post/lob Group Kinangop Kipipiri Orkalou 01 Joro Orok Ndaragwa *Outside Nyandarua Kenya Registered Community Health Nurse /H 9 2 2 2 3 1 Kenya Registered Community Health Nurse /Perioperat4ye Nursing / L 0 0 0 0 0 4 Clerical Officer/F 1 0 0 0 0 0 Orthopaedic plaster Technician/ G 0 0 0 0 . 0 1 Radiographer III/H 1 0 0 0 0 0 Clinical officer Anaesthetist/L . 0 0 0 0 0 1 Clinical officer ENT 0 0 0 0 0 1 Registered Clinical Officer iii/H 1 1 0 1 1 0 Clinical officer Ophthalmology/L 0 0 0 0 0 1 Medical Engineering Technologist/ H 0 0 0 0 1 0 Medical Laboratory Technologist/ H 3 0 0 0 ' 0 0 Mortician/ G 0 0 0 . 0 0 1 Municipal Manager/Q 1 0 0 0 0 0 NB: Appointees from outside Nyandarua comprise of persons from Meru, Tharaka Nithi, Bungoma, Embu, Nyeri and Murang'a counties 2.1.3 Staff Promotions The Board, assisted by Chief Officers and Human Resource department, reviewed and analyzed requests for promotions approved a number of promotions in all the departments. The total number of staff promoted in each department is as follows: 15th March., 2019 THE KENYA GAZETTE 1053 (a) Education, Culture and Social Services 19 (b) Finance and Economic Planning 1 (c) Agriculture and fisheries 30 (d) Land, Housing and Physical Planning fe) Health Services • 160 (f) Roads and Public Works 8 (g) Water, Environment and Natural Resources 18 (h) Industrialization, Trade and Enterprise Development 2 Total 243 2.1.4 Re-designation The Board reviewed and analysed County Public Service HR cases that related to re- designations. It approved fifteen (15) re-designations in the department of health services. 2.1.5 Regularization The Governor and the Deputy Governor are expected to appoint staff in their offices who are then regularized by the County Public Service Board. During the year under review, the Board regularized six (6) Governor's staff members and two (2) Deputy Governor's staff members. 2.1.6 Service Charter During the year under review, the Board reviewed its Service Charter in order to improve service delivery. 2.1.7 Training and Development The Board attended various courses, workshops, seminars, for capacity building as indicated in Table 2.3. 2.1.8 Ethics and Governance The Public Officer Ethics Act, 2003 requires existing public officers as well as those leaving service to make initial, biannual, and final declaration of incomes, assets and liabilities. The Board ensured that the staff of the County Government completed the wealth declaration forms as provided for in the Act. The Board has also trained the secretaries on National Values and Principles referred to in Articles 10 and 232 of the Constitution of Kenya, 2010. Table 2.3: Seminars/Workshop for Board Members Date No. Trained Course Title and Lesson Learnt Location No. of Days 29th Jan to 2nd February, 2018 5 Planning for the year 2018 Naivasha 5 21st March to 23rd March, 2018 2 Close out dissemination meeting Meru 3 23rd to 27th April, 2018 5 5th Annual Devolution Conference Kakamega 5 17th April, 2018 1 Validation workshop for administrative procedure Nairobi I 17th June to 4th July, 2018 15 ' Capacity building on National Values and Principles and Civic Education Nakuru 18 5th to 6th July, 2018 1 Excom and Steering Committee Consultative meeting Ukunda, Kwale 2 20th July, 2018 1 • Annual general meeting of Laptrust DB scheme and CPF scheme Naivasha 1 19th July, 2018 1 Consultation on Budget estimation Naivasha 1 6th to 7th September, 2018 1 Excom and Steering Committee Consultative meeting Mombasa 2 it 20th July, 2018 1 Annual general meeting of Laptrust DB scheme and CPF scheme . Naivasha 1 16th-22rd September, 2018 5 C acity building for Public Service Officers Nakuru 7 3rd i-r7th September, 2018 5 Ca acity building on National Values and Principles and Civic'Education Nakuru 5 4th —7th December, 2018 5 6th Annual Convention Forum Ukunda, Kwale 4 25th —30th November, 2018 1 Enhancing Public Service Management Nakuru 5 17th —21st December 5 Planning Workshop Nakuru 5 CHAPTER THREE INSTITUTIONALIZATION OF NATIONAL VALUES AND PRINCIPLES OF GOOD GOVERNANCE AND OF PUBLIC SERVICE 3.1 Institutionalization of National Values and Principles As stipulated in Article 59 (1) (e) of County Governments Act, 2012, the CPSB is mandated to promote in the county public service, the values and principles referred to in Articles 10 and 232 of Kenya Constitution, 2010. section 59 (1) (/) of the County Governments Act, No. 17 of 2012 mandates the Board to carry out evaluation on the extent to which the values and principles have been complied with in the county public service. Thus, the Board embarked on this noble task at the onset of 2018. As stipulated in section 104 (4) of the County Governments Act, No. 17 of 2012 the Board is required to incorporate non-state actors in planning processes of activities in which the public is expected.to participate. Bearing this in mind, the Board developed modalities of working with non-state actors. This was done after gathering background information, such as registration, area of operation, membership, objectives, activities, successes and challenges to mention just but a few. The Board also conducted a situational analysis by evaluating its strengths, weaknesses, opportunities and threats (SWOT). Besides, it also evaluated the political, economic, social, technological, environmental/ecological, and legal factors (PESTEL) that could affect its operations, The Board engages the non-state hctors through informing and educating the public on the values and principles after which they are deployed in the collection of data used by the County Government in its service delivery. They are useful in determining the effectiveness of educating the citizens and the impacts it will have on them in addition to identifying the value champions who would be recognized as good examples to others. During and after election campaigns, they are expectedlo preach and maintain peace. Leaders of the main non-state groups in all the five Sub-counties of Nyandarua County were invited for discussions during the year under review. The groups included faith based organizations and civic advocacy groups. The discussions were centered on how they would collaborate with CPSB in educating the public on National Values and Principles. The groups and the Board resolved to register one umbrella body, namely, Nyandarua Integrated Community Association (NICA). The registration process was completed in October 2018. Earlier, the CPSB had held a workshop at Sweet Lake Hotel, Naivasha from 29th January, 2018 to 2nd February, 2018 in which it was resolved that there is a need for the Board it to have a greater understanding of the non-state actors' involvement in the civic education on values and principles. Some of the observations that require to be clearer include: 1. The need to clearly define non-state actors 2. Structures and framework of engaging non-state actors 3. Laws that guide the engagement of non-state actors 4. Point of convergence between the CPSB and the County Executive to avoid conflicts 5. The modalities of involvement ofnon-state actors without compromising the operations of the Board 6. The role of the Board in civic education As the registration of the group was going on, the Board, through its representative (Co-ordinator), held a number of meetings with the interim " officials as discussed in Naivasha workshop. The action areas were identified as: (a) Definition of Non-State Actors: The members agreed that the non-state actors were going to be the registered groups in the County that deal with civic education and any other related objectives, geared towards promotion of values and principles. These are preferably groups that deal with governance matters. (b) Structure of engagement: The members agreed to engage a lawyer for the purpose of drafting a Memorandum of Understanding (MOU) between the CPSB and NICA (originally NYAFOD) before the month of March, 2018. Though this is yet to be done, the matter is still on course. On the signing of the MOU, the members agreed to consult the Speaker of the County Assembly for legal advice and input. , (c) "Financingof activities of Non-State Actors: The members agreed to mobilize-resources for the planned activities from well-wishers, NGOs, service providers, donors, County and National Governments and business fraternity among others. It was emphasized that non-state actors ought to assist in resource mobilization. The Board members also identified some of the possible supporters of the aforementioned activities. They include: National Hospital Insurance Fund (NHIF), NSSF, NATIONAL MEDIA GROUP. FAULU, KENYA, County Pension Fund (CPF), LAPFUND, URAIA TRUST, The Special Directorate of National Cohesion and Values, EACC, National Anti-Corruption Campaign Steering Committee (NACCSC), World Wildlife Fund (WWF), KUPPET and SB.M Bank among others. The co-ordinator was requested to start making correspondences with the prospective sponsors straightaway with the aim of planning a meeting with them as expeditiously as possible. Letters requesting for partnership and sponsorship were written to the prospective partners. Some of them responded for more enquires and as a result, the coordinator has either paid visits to their offices or contacted them by making, calls. The feedback was positive since some cited it as a noble activity and expressed their wish to be part of the arrangement. Majority of them promised that they would deliberate the matter in their respective institutions/organizations. In September, 2018, the Board held a meeting with the prospective partners at Eastmark Hotel, Nakuru. The meeting was attended by: NHIF, FAULU, NATION MEDIA GROUP, NSSF, CPF URAIA TRUST, non-state-actors and the Directorate of National Cohesion and Values. Some of those who did not attend sent apologies but expressed unwavering commitment to participate in the planned activities. The Board's secretary took the partners present through the issue and expectations of the planned activities. The following is a highlight of the issues that the secretary addressed. (a) He read Article 10 of the Constitution of Kenya that binds all state organs, state officers, public officers, and all persons whenever any of them: (i) applies or interprets this Constitution; (ii) enacts, applies or interprets any law; or (iii) makes or implements public policy decisions. (b) On the national values and principles of good governance, the secretary took the participants through the following: (i) patriotism, national unity, sharing and devolution of power, the rule of law, democracy, and participation of the people; (ii) human dignity, equity, social justice, inclusiveness, equality, human rights, non-discrimination and protection of the marginalized; (iii) ,good governance, integrity; transparency and accountability; and (iv) sustainable development (c) Further, emphasis was placed on the need of educating the society about values. Apparently, erosion of values has led to an ever rising cases of seemingly runaway corruption earning.the country negative image globally. Pilferage of public resources has become common in many public institutions and it's pow not a preserve of the officers holding high offices only. The prospective partners were each given some time to comment on the programme and the role they would play in the civic education: 1. NSSF: The opportunity for them to reach the public and educate them on the services they offer. One thing is that, they will explain the beneficiaries of their services on how to claim their loved ones benefits. They would also sell their new products like voluntary contribution. They pledged to support the programme. 15th March, 2019 THE KENYA GAZETTE 1055 2. Nation Media Group: They saw an oppottunity to sell their products through research on what is ailing the society and what they hope to gain from interested organizations. Thus, they would help in building bridges for capacity — building. They would also create awareness through dissemination of information. They also saw an opportunity for growth through networking, by covering the events on civic education by offering their services on reduced costs. 3. Faulu — Kenya: They saw an opportunity to educate the public on the products they offer to finance their activities such as farming, processing and businesses. They would also offer financial management as they recruit new customers. 4. NHIF "— They saw an opportunity to sensitize, the public on the NHIF services and the' need to pay monthly contributions to cover their medical costs and reduce the heavy financial burdens that befall their families. They will sell their products such as: Edu Afya, Linda Mama and 70+ for the elderly. 5. CPF — Their role in managing workers' penSion funds will be well explained, to the members. They will sell their other products and recruit new members. They pledged support for the planned activities. 6. URAIA TRUST — Since they train and educate the society on democracy and constitutionalism, they pledged to assist in the training and preparation of training materials. 7. Non-State Actors — They were enthusiastic that they would get trained and. facilitated for their outreach programmes and: were also enlightened on the different roles of the stakeholders. They particularly singled out capacity-building and networking with other stakeholders. ° 8. The Directorate of National Cohesion and Values: The P.A.S., Mr. Ndung'u promised his support as the Head of the Directorate that established the National Values and Principles. He promised to assist in resource mobilization and training by supporting by seven (7) team leaders at the Kenya School of Government who will be supervising the ToTs. The participants, were taken through the following thematic areas to undertake: (a) National Values and Principle's of good governance and of Public Service, to be handled by the Directorate in the office of the Presidency, and NACCSC; (b) Devolution: Principles and Practices — Board Secretary; (c) Role of the County Assembly and CASB in enhancing the values and principles — County Assembly; (d) Role of County Government in championing the values and principles — County Secretary;_ (e) Role of CPSB in enhancing Public SerVice and the Public --,CPSB Chairperson; 09 Role of Non-State Actors — CPSB Vice-Chairperson, Jane Maim; (g) Role of public and private sector in enhancing positive impact of National Values and Principles in service delivery — FAULU, NHIF, NSSF, LAPFUND, CPF, etc; (h) Role of the Public in enhancing National Values and Principles — CPSB Member, B.M. Mukuriah; Role of Public Officers Ethics, Act — EACC; and (j) Communication and Leadership Skills — CPSB Member, Eddah. 3.2 Way Forward Most of the pledges have not been honored although CPF has already given: a cheque worth KSh.100,000. LAPFUND' also called to inform of a drawn cheque worth KSh.150,000. The members agreed, to follow up on those who had made pledges so that trajning of the Trainers of Trainers could commence. The training will then be followed closely by the rolling out the Civic Education Programmes. It is the expectation of the members of the board that the:said rolling out or launching of the above programme will be a great achievenient to the county and the country as well. 3.3 Impacts of Relationship between the Board and Stakeholders on the National Values and Principles The N4ional Values and Principles are meant to enhance behavioral change in the manner in which operations. in both public and private institutions take place. A breakdown of communication, normally as a result of lack of these values and principles, has a detrimental effect to everyone in an institution. The CPSB has not been spared backlash owing to its operations or even some strenuous relationships with its stakeholders all which have negative effect on the values and principles. Highlighted below are some of the aforementioned relationships between the Board, the public and other entities. 3.3.1 CPSB and the Executive The Board's functions and powers as stipulated in Section 59 of the County Governments Act, 2012, have a direct bearing in, the way the Members of the Board transact business with the County Executive. As a result of poor relationship between the' two offices, there were minimal activities undertaken by the Board during the entire year. Mistrust and suspicion have typified this relationship — the reason the Chief Officers' recruitment process was not concluded as expected. It is 'apparent that lack of communication and consultations caused a lot of anxiety in the public service and the County at large although the Board tried unsuccessfully to reach out to the County Executive through writing. I The 'two entities ought to 'work harmoniously for good governance to be realized within the county. In fact, lack of adequate staff members in some departments is a direct result of antagonistic working relationship that exists. Besides, a number of senior positions are held by persons in `acting capacity' who have not been appointed by the. Board as the noun dictates. Some of the staff working in the Office.of the'Governor have also • not been regularized as required by law. Requests for their documents to determine their qualifications have not borne fruits. Moreover, the Board made several requests for some reports such as the skills audit and head-count of public service that were carried out by the County Executive with no response. For the Board to recruit public officers into the county public service, the County Executive ought to give a justification which is only possible if the requests are accompanied by departmental orgenograms and staff establishment: Sadly, this has not been the case and it poses a threat of a bloated workforce which' could lead to unsustainably high wage bill compromising expenditure towards development and service delivery. The County Executive has, in numerous occasions, failed to follow the Board's advice. The infamous ECDE repOrt, which had a lot of action plans by the department that Were mainly drawn from obServations CPSB Members is just an example. It had been observed that some of the teachers were found teaching in the primary schools they were posted in to work as ECDE instructors. In addition, teachers who had exited had not been replaced and relationship between ECDE teachers and the school heads was discordant. These issues are yet to be addressed. The haste in which the County Executive recalled the Board's secretariat and reduced its (Board's) budget manifested great misunderstanding and antagonism between the two entities. The actions almost crippled the Board's operations and created a huge wedge in the public service. Although the Board has tried to work with few members of staff on contract, their exit from the Board impacted negatively on the operations of the Board. 3.3.2 Public Service Majority of the public officers have had their concerns regarding promotions and confirmation of employment addressed. Those others who had queries have had them attended to their satisfaction. The relationship could be greatly improved if the Human Resource Manual is approved and implemented. 3.3.3 County Assembly Lately, there exists a cordial relationship between the County Assembly and the Board, particularly, the Office of the Speaker as is evident in the correspondences between the two offices. The Board is however wary of the political differences that are occasionally in existence between the County Executive and the County Assembly as they could affect it either directly or indirectly. This is in regards to Board's budget, which as earlier mentioned, was greatly reduced, affecting the Board's operations adversely. The issue of the Board's office is a challenge that the Board has had to contend with since it assumed office. So much so has been the challenge that it has attracted the notice of some Members of County Assembly who have been accused of leading some youth groups to evict the Board by interrupting its activities and operations. It is important to note that despite a budgetary allocation for leasing alternative offices, it has not been possible to utilize the funds due to procurement rules and policies that require Boards to manage their own budget. Therefore, there is a need to establish working relationships with various Committees of the County Assembly with an aim of understanding various shared roles and thereby chart the way forward. 3.3.4 The Public At the beginning of the year, there was a negative image of the Board prevalent in the public as could be seen in the social media platforms and other outlets of information. This was'mainly attributable to change in leadership. However, this has greatly improved as the Board has consistently attempted to demystify misconceptions about its modus operandi. The public has been very receptive of the information and gradually, the perception has changed and there has been an appreciation of the Board's professionalism especially during recruitment. Importantly, civic education activities are necessary platforms to disseminate information and sensitize the public on values and principles. CHAPTER FOUR CHALLENGES IN FINANCING THE COUNTY PUBLIC SERVICE BOARD'S STRATEGIC PLAN 4.1 Introduction County Public Service Boards are creations of the law which gives them a host of mandatory duties and responsibilities that ought to undertake. Among these responsibilities are implementation of Articles 10 and 232 of the Constitution of Kenya, 2010 on National Values and Principles in the county government. This is designed to be done through preparation of training materials on topical issues and thereafter carrying out civic education to the county public service and the public. The importance of carrying out of this civic education on National Values and Principles cannot be over emphasized. It is a legal requirement that the county public service boards should report to the county assembly at the end of every calendar year the extent to which this has been undertaken during the year. At the same time, this report should be submitted to the Office of the Presidency which feeds into the Presidential Speech to Parliament sometime in April of every year on the extent to which National Values and Principles has been carried out in the counties and nationally. This analogy of one mandatory duty and responsibility among the many that the county public service board is supposed to undertake just demonstrates the importance of such undertakings in the county and nationally. The County Governments Act provides a host of numerous duties and responsibilities that county public service boards are expected to perform. Nyandarua County Public Service Board has however not undertaken most of such duties and respopsibilities. This is mostly where finances are required to perform the duties and responsibilities. All the same, the board has acted on matters that do not require finances to undertake such duties responsibilities. They include preparation of training materials on National Values and Principles and now waiting for funding to roll them out to the county public service, and the public, recruitment as requested by departments during the year, promotions, re-designations, confirmations and issued necessary advisories to mention just but a few. 4.2 Activities the Board had Planned to Undertake in Year 2018 The Board has a strategic plan whose activities are derived from the expected duties and responsibilities as spelt out in both the Constitution and the County Governments Act. These modest activities were then designed to be undertaken in chronological order during each fiscal year. Some of these activities are supposed to be done annually. The planned Board activities are presented in Table 4.1. The table is an extract of activities that were expected to be undertaken during 2018. The , county assembly was involved during its preparation and made valuable contributions. Table 4.1:County public service board planned activities Outputs Proposed Bud et g Outputs Proposed Bud g et KSh. Million KSh. Million Strategic Issue Activities Output Indicator 6/1 1 20 7 2016/17 2017/18 2017/18 1 Establishment and Abolition of Offices Analyze county functional areas in line with schedules four and five of the Constitution, other laws and organization of the County 5 Reports prepared No. of reports 1 0.8 1 1.3 15th March, 2019, Outputs Proposed Budget ,Outputs Proposed Budget i. KSh. Million KSh. Million Strategic Issue Activities Output Indicator 20 76/1 2016/17 2017/18 .2017/18 Government Prepare and review county Organogram and submit to the county assembly for approval Reyiewed Organogram Organogram 1 0.9 1 0.5 Determine and prepare ideal County staff Establishment for county departments Ideal county staff established No. of reports 1 ' 2.5 1 1.3 Undertake county staff headcount County staff head count undertaken and report prepared No. of reports 1 3.5 Undertake skill audit and staff rationalizing Skill audit and staff rationalization undertaken and report prepared No. of reports 1 3.5 Determine staff gaps and advise county government on establishment or abolishing of offices 5 reports prepared No. of reports 1 1.2 1 1.35 2 Disciplinary Control Receive and analyze reports from the CHRAC and make recommendations Monthly reports prepared No. of reports 12 0.6 12 0.68 Receive and determine appeals from county staff Quarterly reports prepared No. of reports 4 0.45 4 0.55 3 Monitoring and Reporting Prepare quarterly reports on the execution of the functions of the Board Quarterly reports prepared 1 No. of reports 4 0.6- 4 0.65 Prepare annual report on operations of the Board to the County Assembly Annual report prepared No. of reports 1 0.5 1 0.53 Receive and analyze feedback reports from the County Assembly Monthly reports prepared No. of reports 12 0.45 12 0.51 Responding to audit queries to the oversight bodies such as the County Assembly, KENAO, Senate, EACC etc, Clarifications and feedback Reports No. of reports 4 1 4 1.1 Prepare a report to the National Cohesion and Integration Commission on compliance with constitutional requirements in recruitment, promotion and training Annual report prepared No. of reports 1 0.32 1 0.35 4 Values and Principles Prepare IEC materials on valued and principles 10 IEC Manuals prepared No. of manuals 2 2.5 2 2 Prepare and review a code of conduct for public service Code of Conduct developed Code of conduct 1 1.5 Train ToTs on values and principles I 52 ToTs trained No. of ToTs trained 52 2.1 Sensitize public officers and the public about the values and principles .., 42 forums held No. of forums 12 5.4 12 5.6 Develop and recommend to the county government effective measures to promote the values and principles ) Annual report on measures to promote the values and principles No. of reports 1 1.3 1 1.5 Advise the county government in the formulation and implementation of programmes intended to inculcate in 'public officers the duty to uphold the values and principles Annual report on measures to promote the values and principles No. of reports 1 0.3 I 0.45 Assess compliance with the values and principles and repOrt to the County ; ,Assembly Annual assessment report on compliance with valueS and principles No. of reports 1 4.5 1 2.3 Outputs • Proposed Budget Outputs Proposed Budget KSh. Million KSh. Million Strategic Issue Activities Output . Indicator 2016/12016/17 2017/18 2017/18 , ' Establish and maintain a complaints and complements resolution system • Complaints and complements resolution system developed No, of systems 0.6 1 0.5 Investigate and determine the violation of values and pi-inciples by any person or public body and recommend necessary action to the relevant lawful authority Semi-annual reports on violation of values and principles prepared No. of reports 2 1 2 1.5 Administer Declaration of Income, Assets and Liabilities on behalf PSC and EACC 3 Submission - Reports prepared No. 0.5 Monthly investigation reports prepared No. 12 1 12 0.5 Sensitize county public service on Declaration of Income, Assets and Liabilities Sensitizations, conducted and 18 reports prepared No. of reports 6 4.2 Design systems for good governance with other public institutions' 9 systems for good governance developed No. of reports 3 2 2 2.2 Publish and publicize values and . principles report in the County Gazette Values and principles report published in the County Gazette annually No. of reports published 1 0.1 1 0.3 Prepare a work plan on promOtion of values and principles Annual Work Plan prepared Annual Work Plan prepared 1 0.1 0.16 I Prepare a report on realization of national values and principles of good governance to the Office of the Presildent Annual values and ' principles report to the Office of the President prepared No. of eports 1 0.1 1 02 5 Human Resource, Planning, Management and Development Recruitment of county public service . Quarterly recruitment reports prepared No. of reports 5.5 4 4.3 • Induction of newly recruited staff • Quarterly induction sessions held and reports prepared No. of reports 4 4 4 3.6 Undertake annual audit on compliance with HR Policies, circulars and directives • Annual audit on compliance with HR Policies, circulars and directives conducted, and reports prepared No. of reports I 1.8 1 2.5 Sensitize staff on the county HR manual 42 forums held to sensitize staff on the county HR manual and.other policies No. of forums 12 5.4 12 5.8 Undertake research on HR best practices 5 research reports on HR best practices prepared No. reports 1 3.6 1 2.1 Prepare succession management plans and advise the county government Monthly succession management plans prepared plans No. of reports/ 12' 0:75 Map and document relevant treaties and conventions on good•governance nationally and internationally-relevant to the county public service 6 reports on relevant treaties and conventions on good governance nationally and internationally relevant to the county public service prepared No. of reports - 1.8 1 1.4 15th March, 2019 THE KENYA GAZETTE 1059. Outputs Ou Budget Proposed. Proposed uts tp Budget • KSh. Million KSh. Million • Strategic Issue Activities . Output Indicator 2016/1 7 ' 2016/17 2017/18 2017/18 . Acquainting the Board on relevant treaties and donventions for the county 2 reports on board's acquaintance with relevant treatiesand conventions for the county prepared -No. of reports 1 0.7 . Share with the County Executive Committee the relevant treaties and conventions 2 reports on sensitization prepared No. Reports v . Performance Management • - Create and manage a datab'ase of all county staff Database of all county staff prepared and updated annually Database 1 1 1 0.3 Sensitize staff on Performance Appraisal System (PAS) 18 forums to sensitize staff on Performance Appraisal System (PAS) held No. of forums 6 2.1 , Implement PAS for all county staff Quarterly reports on the implementation of PAS prepared ' No. of reports 4 03 ' Develop and recommend a rewards and sanctions mechanism ' .Rewards and sanctions mechanism developed and implemented No. of reports on implementation 1 1.3 Undertake a Training Needs ASsessment (TNA) and implement , feasible recommendations TNA undertaken'and feasible recommendations implemented No. of TNA reports Undertake socio-economic viability assessment of development . programmes and projects in the county (pre & post implementation) Semi-annual Socio- economic viability assessments undertaken and reports prepared No. of reports 2 1 2 1.4 Undertake social economic audit of development programmes and projects in the County 2 reports on social economic audit prepared No. of reports . Undertake evaluation of Board's , programmes and activities in the Strategic Plan , Evaluation of board programmes and activities undertaken and 2 reports prepared No. of reports . Undertake oversight surveys to determine clientele, employee and work environment satisfaction levels - Annual oversight surveys undertaken and reports prepared No. of survey reports 1 3 1 4.4 - Develop and implement a service charter for the board Service charter developed and implemented No. of implementation reports I 3 1 Analyze personnel emoluments and advise the county government (achieve < 35 percent) Personnel emoluments analyzed quarterly and reports prepared No. of reports 4 6.45 ' ' 4 0.49 Oversee the development and implementation of a performance management plan for the county public service by the County Executive Committee Annual report on implementation of - performance management Plan prepared No. of reports „. • , • .2 Oversee the implementation of CARPS' s feasible recommendations Feasible recommendations of CARPS implemented annually No. of reports prepared 1 0.1 1 0.45 Outputs Proposed Budget OutputsProposed Budget KSh. Million KSh. Million Strategic Issue Activities Output Indicator 20 16/1 2016/17 2017/18 2017/18 Make recommendations to the Salaries and Remuneration Commission on the remuneration, pensions and gratuities for the county public service employees Semi-annual recommendations submitted to SRC No. of recommendations 2 0.5 2 0.9 Administration Support Services ' Develop and review Board's organogram Organogram developed and reviewed Organogram 1 0.3 Create establishment for the positions identified in the Boards' organogram Establishment created and 3 reports on the numbers and justification prepared No. of reports 1 0.16 Recruit and retrain secretariat staff Secretariat staff recruited Payroll 1 5.74 1 6.08 Annual training Report prepared No. of reports 1 4 1 • 3 Hbld a bonding session between the Board and the County Executive 4 bonding forums held No. of forums 2 1 2 1.2 Hold informal meetings with County Assembly's relevant committee to sensitize members on Board's mandates and functions 7 meetings held No. of meetings 2 2.1 2 2.1 Prepare budget to match the resources with programmes/activities and monitor its implementation Annual Budget Performance Review Report (BPRR) prepared No. of review reports 1 0.4 1 0.52 Annual Programme Based Budget report prepared No. of PBB reports 1 0.6 1 0.71 Construct board offices Board's offices constructed to 100% completion % completion 100 50 Acquisition of a board vehicle Vehicle acquired Board vehicle 1 7 Develop and maintain a web portal for the board , . Board portal developed and updated monthly Monthly Updates 12 0.25 12 0.1 Undertake review of the Strategic Plan Mid-term and end- term review of the Strategic Plan undertaken No. of review reports Visibility of County Public Service Board 3 reports on CPSB branding prepared No. of reports 1 3 - Undertake an impact evaluation of the CPSB's Strategic Plan Impact evaluation of the CPSB's Strategic Plan undertaken and report prepared No. of reports Administration of CPSB operations Operational board No. of reports 1 21.1 1 23.3 Total 176.1 93.2 The 2017/2018 approved budget to undertake the activities as required by law are as shown in Table 4.2. The inadequate allocation of budget to the County Public Service Board from 2013/2014 to 2018/2019 explains this sorry state. The allocation is way below the funding of expected legal mandates of the County Public Service Board. Table 4.2: Extracts from the approved Nyandarua County Government Budgets for indicated period NYANDARUA COUNTY PUBLIC SERVICE BOARD ANNUAL BUDGETS FROM FY 2013/14 TO 2018/19 Economic Item Titles ' 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2210101 Electricity 100,000 40,000 103,000 300,000 15th March, 2019 2210102 Water and sewerage charges - 18,000 18,000 15,000 15,000 2210201 Telephone, Facsimile and Mobile Phone Services 560,000 560,000 600,000 500,000 500,000 400,000 2210303 . Daily. Subsistence Allowance 720,000 720,000 1,000,000 1,500,000. 1,800,000 1,200,000 2210401 Travel Costs (airlines, bus, railway, etc.) - 1,000,000 , 2,043,619 1,500,000 850,000 2210503 , Subscriptions to Newspapers, Magazines . 250,000 120,000 105,000 73,500 2210599 Printing, Advertising - Other 440,000 440,000 • 1,000,000 541,381 650,000 300,000 2210701 • mileage allowance 600,000 800,000 500,000 2210801 Catering Services, Accommodation - 455,138 600,000 700,000 550,000 2210402 Accommodation 950,000 300,000 2210799 staff training - 900,000 495,000 2/210802 Boards, Committees, Conferences and Seminars 614,258 614,285 600,000 900,000 3,700,000 500,000 2211009 Education and Library Supplies 50,000 50,000 45,000 300,000 2211101 General Office Supplies - 500,000 500,000 500,000 450,000 2211399 other operational expenses 5,000,000 345,000 1,000,000 2211102 Supplies and Accessories for Computers and Printers - 595,000 500,000 300,000 250,000 2211103 Sanitary and Cleaning Materials, Supplies and 'Services - 150,000 150,000 100,000 100,000 2210603 office rent - 1,000,000 2211301 Bank service,commission and charges - 5000,000 2211305 contracted guards and cleaning services - 700,000 250,000 200,000 2220202 • Maintenance of Office Furniture and Equipment 300,000 300,000' 200,000 150,000 2211306 MeMbership Fees, Subscriptions to Professional - 100,000 400,000 500,000 300,000 2211310 contracted professional Services ... 800,000 2211201 Refined Fuels and Lubricants for Transport 800,000 800,000 200,000 200,000 3111001 furniture and fittings 11,000,000 11,000,000 2220210 Vehicle maintenance 2,980,000 2,980,000 ' 'TOTAL OPERATIONS 17,414,258 17,414,285 " 6,423,138 14,168,000 14,168,000 10,233,500 43 Challenges of Financing the County Public Service Board Mandates as Required by Law A comparison of the proposed activities during the 2017/2018 in monetary terms and the actual budget that was allocated testifies the challenges the Board went through during 2018, which is the year under review. The strategic plan had budgeted for KSh.93.2 million.. However, the amount that was allocated to the board during this period was a paltry KSh.14:168 million. This has been a trend even in the previous years as indicated in table 2. The Board, for example, planned activities during the 2016/2017 fiscal year with a total. cost of KSh.176.1 million. However, the allocation during this period was only KSh.14.168 million. The Board usually presents to the County Executive Member in charge, of Finance, at the beginning of every budget-making cycle, its planned activities and the expected costs. This has been the case from the 2013/2014 budget to 2018/2019. From table 2, it will be noted that the budget allocated has always been inadequate to carry out expected legal duties and responsibilities. Whenever the board has been invited by the County Assembly during the discussions of budget allocation, the subject of inadequate funding is regularly highlighted. If the trend persists, the problem of financing the activities is projected to continue bedevilling the Board. There is no legal basis as to the amount the county public service board is supposed to be allocated although there is a claim that the Controller of Budget has placed a ceiling' of KSh30 million to be allocated to county, public service boards. The approved budgets from Table 2 indicate .the allocation to the board is way below this directive. Budget allocation is therefore left to the good will of the County Executive and the County Assembly. Interestingly, the two understand and • appreciate the activities of the Board. HoWever, the competing needs the county budget is proposed to fund have always left out the county public service board in a disadvantaged position. There is need to legislate a definite process of financing county public service board's activities. This matter has been discussed frequently in national forums. A national debate of analysing the functions of the board and thereafter assign them finances seems to be the best option so that boards across the country perform evenly, unlike what is currently happening. The Commission on Revenue Allocation appears to have also come to terms with this reality. Most of the parameters it has included in the current proposals designed for the 3rd formula on sharing of transfer of funds from the national to the counties are the fourteen (14) devolved to the counties as stated in the Fourth Schedule of the Constitution. • On the other hand, the, County Assembly is expected to design a checklist against which to measure effectiveness of utilization of the funds allocated to the board against the already clearly understood and listed functions. CHAPTER FIVE OUTLOOK FOR THE INCOMING COUNTY PUBLIC SERVICE BOARD . 5.1 Success Story of the Outgoing County Public Service Board's (CPSB) Members 5.1.1 Introduction In order to appreciate the achievements made by the outgoing. Board Members it is important to understand the Power, Functions, and Mandate of the Board as contained' in sections 57 to 86 of the County Governments Act, 2012. The outgoing members came into office on 5th August, 2013. Since then the Board has endeavoured to fulfil its mandate as contained in the Act.. 5.1.2 Board's Achievement .since August 2013 The major success of the Board is finding and getting office space. Initially, the CPSB Members were housed at the County Commissioner's board room and within a short period was ordered to vacate the office. The Board proceeded to the current Youth Centre block which lacked in most basic items like toilet /bathroom facilities and water. Board Members had to raise funds to fix not only the lacking facilities but to also secure the new offices by fixing the door locks, security grills and also, construct a sewer system. This was the first major success story. Besides, the speed by which the Board came with criteria for recruitment process noting the County Government was relatively new and needed some personnel to be in office at the earliest for them to start functioning. Of immediate need were the public service officers and Governor's Staff. As mentioned above, there was a prevailing notion that CPSB was an extension of the County Executive among senior officers of the County Government. This was due to lack of understanding of the roles of the Board in a devolved unit. The CPSB also established, fairly fast, a cordial working relation with the County Executive as well as the County Assembly. This was critical since there was a lot of recruitments going on hence, there was a need for goodwill from all the parties. Recruitment of 400 ECD teachers was a big success story being one of the single largest hiring by County Government. It involved many stakeholders and above all ensuring fair distribution in all the wards. Other success stories include— (i) recruitment for Health Department in the first County Government; (ii) submission of annual reports to the County Assembly on 31st December of each year as per County Governments Act; (iii) issuing advisories to the County Executive whenever need arises; (iv) at national level, the CPSB Members have participated either as group or individually at County Public Service Boards National Consultative Forum (CPSBNCF) in which their contributions have been immensely valuable. CPSBNCF is an umbrella body that brings together all the forty seven (47) County Public Service Boards; and (v) the completion of the CPSB Strategic plan for 2018-2022.is not only a milestone but a huge success story. 5.2 What Could CPSB Members have done better Upon being sworn-in into office, CPSB Members could have cleared first with housekeeping issues before commencement of recruitment processes or other major duties. By failing to start by developing procedures and regulations for performing major tasks, the CPSB , started on a wrong footing. Moreover, the Board was underfunded and had to find its way to fix office premises. To date, the Board has never been provided with official means of transport and Members have to either rely on own means or request other departments to provide with transport when attending to official duties. Lack of official means of transport members of the Board has been detrimental in that it is very challenging to monitor public servants in different wards. The issue of office would have been settled as it remains not only a major challenge but an embarrassment to the Board. There have been various attempt s to evict the Board from the current premises that ought to be a youth resource centre under management of National Government. Whenever the County Executive (during the first and second governments) has felt peeved by CPSB in carrying its mandates as stipulated in the law, they have used the office premises as a means for harassing the Board with threats of eviction. Other areas the Board could have done better relates to the relationship with non-state actors especially the civil society. This is an area the Board left out during the first government but partly due to delay in implementation of training on national values and principles. The CPSB could have done better by getting a way of communicating with the public on its roles by developing an interactive media platform. There should. have been-better communication between the Board and the Executive by way of informal engagements between the Board Chairperson and the Governor where areas of mutual interest of the Board and Executive could be agreed upon before being brought up for official discussion. 5.3 Outlook for the Incoming Board The following issues have been addressed and therefore the incoming Board will be able to execute its mandate more efficiently: 1. There is an established office. 2. A few secretarial staff in place (secretariat has not been established fully); ' 3. The incoming Board will find also find the Strategic Plan 2018- 2022 implying that they will have a clear road map. 4. The incoming Board will be able to carry out functions not carried out by the outgoing Board either due to time constraints or lack of resources. 5. The incoming Board should have a cordial relationship with the County Executive given that its appointment will be by the second government. 5.4 Transition Issues During the Board Planning workshop held in Nakuru between 17th December, 2018 and 21st December, 2018, various transitions issues were discussed, among them— (i) advisory to the Governor to start recruitment process of the new Board members in time; (ii) if possible, the new Board 'should be in office by 1st August, (iii) the outgoing Board should be entrusted with the task of inducting the incoming one; and (iv) outgoing Board should hand over to new Board, all the reports of work accomplished and pending before they exit. E. MWAURA, MR/6019885 Chairperson, Nyandarua County Public Service Board.