|Publisher||Council of Governors (CoG)|
|Year of Publication||2014|
...The promulgation of the new Constitution in August 2010 commenced the change of direction of Kenyas governance from that of a powerful central government managing all the resources to a devolved government with a new structure and dispensation that focuses governance on 47 counties thus promoting equity in resource use. Following the promulgation of the new constitution, parliament has enacted 6 laws that support devolution; key among which is the County Governments Act No 17 of 2012 which defines, in Part VII the roles and mandate of the County Public Service and gives live to the County Public Service Board.As a governance tool, devolution is based on the principle of subsidiarity, which assigns specific functions such as policy making, planning, revenue generation, budget execution, accounting, auditing and monitoring and evaluation hitherto conducted by the central government to the counties. The advantage of this is that it enlarges subnational participation in decision making over interventions, and consequently enhances their local relevance and citizen participation in implementation. It is assumed that these measures will expand the scope for efficiency and cost-effectiveness. In addition to the legal and political framework as factors that define the external environment under which UG-CPSB operates, the Vision 2030 as an economic blue print aims at making Kenya a globally competitive and prosperous country with a high quality of life by the year 2030. The vision recognizes that one of the ways to make Kenya competitive is to create a globally distinctive and adaptive human resource base to meet the requirements of Vision 2030. As such Kenyas main potential lies in its people their creativity,work ethic, education their entrepreneurial and other skills. To ensure significant and consistent results, the human resources will be managed, rewarded and steered to develop global competitiveness. To be successful in developing competitiveness, the capacity to utilise knowledge and information in design, production and marketing of traditional exports will be enhanced. This will result in quality human resources in health care, education, and training on improving work performance even at County level. In line with the Vision 2030 the Uasin Gishu County Public service Boards vision is to be the champions in County public service. Thus, UG-CPSB will emerge as the engine for development as it pushes the agenda for knowledge-driven processes that enhance the countys capacity for sustainable development.
|Tags||county, government, uasin, gishu, Uasin Gishu County Public Service BoardStrategic Plan 2014 2018, CoG Uasin Gishu Public Service BoardStrategic Plan 2014-2018, Uasin Gishu County CPSB 2014/18, Public Finance|