units. The national government also continues to transfer funds to county governments to be spent on various HRM functions including remuneration, capacity building, and new recruitment and selection. Through the National Treasury, the national government has set aside funds for an integrated financial management information system (IFMIS) academy based at the Kenya School of Government (KSG). The academy will offer training to build the necessary capacity in the public service to ensure successful smooth implementation of a fully automated and integrated IFMIS, through continuous training, capacity building and change management. The IFMIS initiative aims at providing lasting solutions to the government’s systemic, human capital, resource-management and strategic resource management challenges. Available data shows that by mid-2014 an estimated 5,000 public officers from the national and county governments had received IFMIS training and certification at the academy. The National Treasury has stepped up efforts to enhance the adoption of IFMIS by requiring all public entities in national and county governments to acquire and install the system for all their financial and related operations. Although IFMIS is primarily used as a financial management system, it provides a critical interface between public financial management and HRM. The system also has a robust HRM application as one of its modules. Once its use in the management of financial systems between national and county government is optimised, it is expected to become an effective HRM tool in the greater public service as well. Ma n a g i n g h uma n r e s o u r c e s i n t h e p u b l i c s e r v i c e Interventions by parliament The period between the promulgation of the new constitution in August 2010 and the general election in March 2013 saw the enactment of a number of laws to assist with the establishment of new county governments. These include the County Government Act (No 17 of 2012), Intergovernmental Relations Act (No 2 of 2012), National Government Coordination Act (No 1 of 2013), Public Finance Management Act (No 18 of 2012), Transition to Devolved Government Act (No 1 of 2012) and Urban Areas and the Cities Act (No 12 of 2011). These laws set the administrative frameworks as well as the human resource management frameworks for the devolved units. The present situation Upon their establishment in March 2013, county governments, through their public service boards, commenced their own recruitment and selection processes to fill existing vacancies. Most county governments have now absorbed the majority of the officers who were seconded to them by the PSC from the national government. Furthermore, in a combined effort to improve the capacity and capability for effective and efficient service delivery, county governments are continuing to invest in training and other related forms of capacity building for their staff. In collaboration with the national government, through the Ministry of Devolution and Planning, county governments have undertaken a capacity assessment and rationalisation of public service (CARPS) exercise. The overall objective of this exercise is to align government Commonwealth Governance Handbook 2014/15 55 City hall in Nairobi is the seat of the Nairobi City County government, which replaced the city council after the 2010 reforms Lexan / Shutterstock.com
CEP template 2012
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