Ministry of Public Service and Disaster Management

 To be a sector of excellence in the promotion of enabling environment where the people of Turkana County enjoy quality services

 Establish structures that provide conducive and inclusive environment for high quality workforce, convenient workplaces as well as cross sector systems for preparedness.

1. Construction of thirty (30) ward offices.
2. Purchase of thirty (30) ward admin vehicles.
3. Purchase of seven (7) sub county vehicles.
4. Purchase of seven(7) emergency response vehicles
5. Purchase of five (5) motor-cycles to ease logistical and administrative support services at the headquarters
6. Installation of vehicular HF radio equipment(12)
7. Civic education and public participation programme.
8. Capacity development of staff at various level
9. Training of county administrators on experimental leadership and command course
10. Designing and introduction of county administrators uniform
11. Regular emergency response through general food distribution.
12. Responding to disasters like violent conflicts, fires, floods.
13. Early warning information gathering, analysis and sharing.
14. Communities’ awareness raising on disaster management.
15. Enhancing effective collaboration and networking.
16. Construction of state of the art Sub county administrators office in Kibish sub county
17. Equipping all county administrator’s offices with furniture and ICT equipment’s

• To provide responsive, timely and efficient quality services to the public;
• To ensure efficient supervision and coordination of county government programs;
• To streamline disaster response mechanism;
• To enhance inspectorate and enforcement for quality services;

1. Carry out a multi-hazard assessment to map out disasters for effective response strategies.
2. Bench marking with centers of excellence to enhance cross learning.
3. Developing a county policy on disaster management to guide the county’s initiatives towards disasters management.
4. In partnership, protect rivers that are threatening lives and livelihoods in the county.
5. Operationalize the emergency, contingency and DM fund and cash transfer program.
6. Conducting disaster mitigation initiatives through capacity building and exposure/ exchange learning.
7. Putting in place disaster recovery strategies with line ministries (cash transfer and development flagship projects).
8. Establish and equip famine and conflict early warning (FEWs and CEWs) information centers.
9. Conflict management and peace building in partnership with the governor’s office within and across international borders.

1. Formulating Turkana county decentralized administration policy and bill
2. Purchase of 150 motorcycles for village admin.
3. Construction of seven (7) sub county offices.
4. Regularized relief food cycles to happen every two months: July-august; September- October; November – December; January- February; March- April; May- June.
5. County policy on disaster management to harmonize county partners efforts in disaster management.
6. Develop county multi hazard preparedness and response contingency and community’s action plans.
7. Develop and maintain a disaster management website.

CHALLANGES FACED

• High insecurity threats which limits stakeholders effort in reaching critical areas.
• Poor communication (infrastructure).
• Lack of emergency vehicles (fire engines, relief trucks) for the department.
• Lack or limited of storage facilities for relief.
• Lack of emergency stockpile (NFIs, food, shelter materials) for the department.
• High illiteracy levels among residents which limits disaster preparedness and awareness.
• Difficulty terrain across most parts of the county coupled by its vastness.

LESSONS LEARNED 

1. Devolution is a huge blessing for the residents.
2. The face of Turkana is drastically changing.
3. Disasters are better addressed well in partnership.
4. Insecurity is a major contribution to the close-nit settlements which increases risks of fire outbreak.
5. Fire outbreak has in the recent past become even more frequent.
6. Multi-hazard assessment is key in mapping out common disasters/ hazards, recommend response strategies.
7. A disaster management policy as well as emergency fund are two crucial items necessary for an effective disaster response.

Core Functions

• Formulation of human resource management policies and programs,
• Staffing levels analysis and proposing succession planning,
• Ensuring correct interpretation and implementation of human resource regulations, labour laws and other relevant statues;
• Developing and maintenance of an integrated county government payroll management system
• Implementation of training projections and staff audit.
• Carry out training needs assessment and staff competencies for county departments
• Matching human resource management budgets to departmental performance
• Developing, coordinating and implementing performance management system and guidelines for the county public service
• Negotiating and vetting targets for county departments
• Monitoring and evaluating staff performance in all county departments
• Offering advice to government agencies on best personnel performance techniques
• Provision of medical cover, car and mortgage for county staff

Core Functions

• Coordination of county government functions in the devolved units as per the fourth schedule of the COK 2010;
• Ensuring compliance with the National values and principles of good governance as outlined in Article 10 and 232 of the constitution of Kenya;
• Promoting public participation and engagement forums in the county and providing appropriate feedback;
• Supervising, managing and coordinating service delivery in the devolved units;
• Promoting public participation and engagement forums in the county and providing feedback to the communities;
• Mobilizing communities, non-state actors and other stakeholders in governance process;

Core Functions

• Contribution towards effective coordination of disaster risk management programmes, emergencies, policies, strategies;
• Development and reviewing Disaster Response Plans and Standard Operating Procedures (SOPs) for effective response;
• Collaboration and Networking with likeminded partners to build a culture of risk reduction and effective emergency response plans;
• Acts as a focal point in best practices for replication and uptake by strategic partners and stakeholders;
• Establish a unique County Emergency Operation Centre (EOC) for effective management and coordination of humanitarian emergencies;
• Fundraising to boost the Directorate’s kitty to enhance financial base for meaningful impact;

Core Functions

• Operationalization of the County Inspectorate and Enforcement policies and guidelines;
• Carrying out inspections and enforcing laws and regulations for compliance with set standards;
• In partnership with the National Police Service, maintain law and order by ensuring adherence to the County Legislation and Regulations;
• Ensuring security and protocol services to the County Government;
• Contributing towards crime prevention in public places;
• Support Treasury by enforcing revenue collection (Cess, service fees, business permits, land rates);
• Carry out internal investigations for the County Government.
• Contribute towards effective mitigation, preparedness and response to hazards at public spaces and government installations;