GAZETTE NOTICE NO. 5271

in accordance with uniform norms and standards prescribed by an Act of Parliament. Accordingly, section 57 of the County Governments Act establishes a County Public Service Board for every county. Section 58 further provides for composition of the board to comprise a Chairperson, not less than three and not more than five members and a Board Secretary who should be a certified public secretary of good professional standing, all of whom are nominated and appointed by the Governor with the approval of the County Assembly and to hold office for a non-renewable term of six (6) years. County Public Service Boards (CPSB) are devolved governance units established for the purpose of establishing and managing professional, effective and`efficient public service to enable the county governments achieve the objectives of devolution. The powers and Functions of a County Public Service Board The powers- and functions of a County Public Service Board are set out in section 59 of the County Governments Act and relate to public officers in the county public service. Broadly, a County Public Service Board is, responsible for: (a) Establishing and abolishing offices in the county public service. (b) Appointing persons to hold or act in those offices, and confirming appointments. (c) Exercising disciplinary control over and removing persons holding or acting in those offices. (d) Prepare regular reports for submission to the county assemblies on the execution of the functions of the Board. (e) Promote, in the county public service, the values and principles set out in Articles 10 and 232. (f) Evaluate and report to the county assemblies 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) Facilitating the development of coherent, integrated human resource planning and budgeting for personnel emoluments in counties. (h) Advise the county government on human resource management and development. (i) Advise county governments on implementation and monitoring of the national performance management system in the counties. (j) Make recommendations to the Salaries and Remuneration Commission, on behalf of the county governments, on the remuneration, pensions and gratuities for county public service employees. Activity Number Recruitments 108 Promotions 14 Trainings 1300 Staff who exited 46 Discipline cases 14 Wealth declaration 2527 Values and Principles 14th June, 2019 THE KENYA GAZETTE - 2231 Structure and Functions of the Secretariat In the discharge of its mandate, the Board works through a team of Secretariat ,headed by the Board Secretary. The secretariat is organized into Office of Board Secretary and three technical directorates.The technical directorates are Human Resource Management and Development, Legal and Compliance and Finance and Administration. The following are the functions of the office of the Board Secretary and the respective technical Directorates: Office of the Board Secretary The office provides leadership and oversight in general administration and management of the Board activities. Staff Establishment As at 30th June, 2018, the Board had seventeen members of staff (17), this includes 7 board members and 10 Secretariat. of which ten (10).59% aremale while seven (7) 41% arefemale against approved staff establishment of 21 staff. FINANCIAL STATEMENTS * 2.1 Budget Allocations During the Financial Year 2017/2018, the Board's allocation was KSh. 46,324,924 which-comprised of KSh. 45,845,924 (99%) recurrent and KSh. 479,000(1%) development compared to Financial Year 2016/2017 of KSh. 41219,552. DISCHARGE OF THE BOARD'S MANDATE The Board discharges its mandate in accordance with the Constitution, Section 59 of County Governments Act and other existing regulations. The County Government Act section 86 allows the Board to delegate in writing, with or without conditiOns, any of its functions and powers to any one or more of its members, or to any officer, body or authority in the County Public Service. In this regard, the Board had delegated some of its functions to the Chief Officer of respective Departments. At the Board level, the functions of the Board are performed through committees as in the Board charter whiclican be amendment from time to time. Committees of the Board . t During the year under review, the Boards committees were reviewed from five to three namely; (i) Human Resource and Terms of Service. (ii) Administration, Finance and Public Relations. (iii) Audit, Legal and Compliance. In addition, adhoc committees were formed to, deal with specific issues'as and when they arose. Performance of the Board by Function The County Public Service Board is mandated under section 59 (1) (e) and (f) of the County Governments Act to promote values and principles of Public Service referred to in Articles 10 and 232 and evaluation on the extent to which these values and principles referred are complied with in the County Public Service; These values and principles of Public Service include: (a) High standard of professional ethics. (b) Efficient, effective and economic use of resources. (c) Responsive, prompt, effective ,impartial and equitable provision of services. _ . (d) Involvement of the people in the process of policy making. (e) Accountability for administrative acts. 0) Transparency and provision to the public timely, accurate information. (g) Fair competition and writ as the basisfor appointments and promotions. (h) Affording adequate and equal opportunities for appointment, training and advancement at all levels at the public service. The Board in executing the above mandate continually promoted the values through sensitization of staff in various staff forums. During the year under review the Board made impromptu visits to Sub County offices to evaluate on the extent to which the values and principles are complied with. The offices visited were: 1. Marakwet West Sub-county—Department of Agriculture,Veterinary,Revenue Unit. 2. Maralcwet East Sub-county—Health Department, Department of Agriculture, Livestock and Fisheries. 3. Keiyo South Sub-county—Kamwosor Health Facility, Department of Agriculture, Department`of Water STATUS OF VALUES AND PRINCIPLES IN THE COUNTY PUBLIC SERVICE Values and Principles of Public Service Progress Achieved in the Promotion of Values and Principles of Public Service , Challenges Faced in the Promotion of Values and Principles of Public Service Recommendations for the Progressive Realization of Values and Principles of Public Service High standards of professional ethics • Sharing with staff on importance of observing values and principles for public officers • Recommending disciplinary process for officers not complying with values and principles • • Provision of services to the public in time and giving accurate and up to date information • Use of records in issuance of various items • Documentation • Mission and Vision core values • Reports • Quarterly data review meetings • Correspondence • Work plans • Proper organizational structure Sensitization • Limited mandate .Need for awareness • Lack of staff training • Lack of staff motivation Mobility • , Under staffing • to monitor and follow up • No reference materials on the said challenges(statutes and regulations) • No expressed budgets • Provide resource to install suggestion/complain box within the office • Create awareness on values and principles for public officers • Provide adequate staff training • Motivation of staff . Non funding °impairs of vehicles Difficult • Use of contractual staff • of staff • Provide support of the statutes regulations • Annually review of statutes and principles of public service Efficient, effective and economic use of resources . • Making formal request for resources when necessary . Reports to account for resources received • Efficient and effective economic use of resources • Harmonize combine activities and programmes with colleges in other departments • Inventory in place • Allocation of responsible persons ( in charge) • .A.I.Es • Budgets • Lack of facilitation toimplement workplans • Lack of good merit systems in merit of appointments as per performance of staff • Delay in delivery of required materials • • Slow processes on money • Distribution of funds • Resources are not timely . Insufficient resources • Lack of fuel • Lack of training management • Devolve resources from county headquarters •to Sub-county and Ward levels • Recognizing good work through provision of incentives and correcting the work which has not been well done • Vehicles to be repaired Quarterly services-annual meetings to be convened • Monthly refund instead of quarterly • Timely distribution of funds • Timely resource distribution Responsive, prompt, impartial and equitable provision of effective, some services principles • Deploy more staff to Ward level • Respond to public needs through telephone • They facilitate field staff with resources when available to enable them deliver services-promptly • Sub-county office is manned for 8 hours in a day to attend to any member of the public who may visit • Provision of staff register for time in and time out to ensure the availability of the employee • Public Baraza's are held to identify and prioritize projects • Ledgers and complain registers are available • Customer care • Use of plat form ( forum watsup) • Use of information desk books • Delegation of duties • Complain framework • Dialogue day, Action plan • Community health in place • Availability of service charter • Sub-county office has very limited mandate in enforcing of the values and principles • Facilitation to implement some of these values and is very limited • Clients to have gadgets (smart phones) • Inadequate office infrastructure and equipment • Toprovide information in time to the public . Empower staff at the sub county level • Officers to be encouraged to have smart phones •• Increase fund allocation for equitable distribution among departments • Equip offices with furniture Transparency and provision to the public of timely accurate information • Being available in the office and in the field when possible • Conducting refresher training when possible • Public participation and handing of sites • Use of documents • Uniform guidelines can be developed at county level then cascaded to Sub-county and ward level • Updating of information • Respond to issues through phone • Provide enough computers to allow generation of accurate information 14th June, 2019 Values and Principles of Public Service Progress Achieved in the Promotion of Values and Principle's of Public Service Challenges Faced in the Promotion of Values and Principles of Public Service Recommendations for the Progressive Realization of Values and Principles of Public Service • • • Service charter Receipts Validate use of professional meetings Accountability for Reports administrative acts. • • • • • • Records available written for every activity done Availability Department library Suggestion box Receipts Use of legislations Records are easily available through computer and other records • • • • Materials are not made available in time Missing files of individuals. No furniture Desktops, printers and photocopiers not available • • • County to purchase more furniture's and equipment for use in ward offices Provide a Health Administrative officer for ease of duty Procure furniture . Procure desktops, printers and photocopiers Fair competition and merit as the basisof appointments and promotions. • Attention to open vetting and application when vacancies arise • transition Proper system on promotion to be developed ° • • • • Overdtie in some officers especially during ' the period Every person need to be appreciated • Consider persons, with disability Promotion issues in the county not set from the sub county level • • • • Promotions to be made according to the required code of ethics kequest for consideration through Head office- Iten ,, Facilitate staff promotions Proper merit Achievements During the period under review, the County. Public Service Board managed to place a total of seventy five (75) Local Authority staff, the ablution block was also completed, sensitation of staff on values and principles in the four sub counties, the board organized a successful team building. Challenges (a) Inadequate office space The building that houses the Board is shared with other departments (Lands and Finance) and is very congested. (b) Inadequate funding. Which affected key Board functions and operations specifically; staff shortages, training, hosting of the County Human Resource Convention and civic education, and development of performance management framework have not been undertaken. Board Plans for the Year 2018/19 In the medium term, the Board intends to: (a) Put in place rewards and sanctions mechanisms by developing a reward mechanism policy and implementing an elaborate and clear recognition policy'on performance. Enhance participatory consultative forums through continuous engagement of stakeholders responsible for public service management Review and formulation of Strategic Plan 2019-2023. (d) Roll out adequate need-based capacity building and training program having in mind capacity building and training programs for all the staff cadres. (e) Formulation of new scheme of services for some cadres in the public service that are not there. (f) Conduct staff physical head count and forensic audit of the Payroll to ascertain the exact number of staff working in the county government and establish the average wage bill for human resource planning. (g) Finalization of, HR policies. CONCLUSION The Board is unwavering in its commitment to the execution of its functions and powers as provided in both the County Governments Act, 2012 and the Constitution of Kenya, 2010. It is only through this commitment that the Vision of an excellent County Public Service will become a reality. MICHAEL LELIT, MR/6336000 Chairperson, County Public Service Board. (h) (c)