The purpose of this seminar is to provide each course participant with an understanding of the

changing role of public service management with key topics on Devolution and Executive
structures in the two levels of Government.
The course participants were taken through various Chapters of the Kenyan Constitution on
devolved governance, service delivery and management of public resources including Chapter
12 of the Kenya Constitution on public finance.
Some of the key topics that were covered include:
1. Becoming a risk intelligent organization-Linking the organization strategy to risk
management.
2. How the new constitution and devolved government affect the role of the public servant
in service delivery.
3. Successful and effective delegation process in the workplace.
4. Chapter 6 of the constitution on Leadership and Ethics and its effect on service delivery
in the public sector in Kenya.
5. Recent developments and approaches for implementation of The Constitutional
requirements in the workplace, corporate governance and the rule of law.
6. Stakeholder participation and communitys role in Governance process.
7. Tools and techniques related to planning, implementation and monitoring the Risk
Management framework in the workplace.
8. Best practices and cost effective models reflecting sustainability of the Strategic planning
process.
9. The relationship between the strategic plan and risk management in the workplace.
4. INSIGHTS AND LEARNING
(a) Corporate Governance
There are some commonly accepted key principles or elements of good governance that are
applicable to both the public and private sectors. The three most common are: accountability
both internal and external; transparency/openness; and recognition of stakeholder/shareholder
rights. Often to these are added: efficiency, integrity, stewardship, leadership, an emphasis on
performance as well as compliance, and stakeholder participation or inclusiveness.
Corporate governance involves the following two dimensions, which are the responsibility of
the board (or governing body/individual):

Performance monitoring the performance of the organisation and CEO. This also
includes strategy - setting organisational goals and developing strategies for achieving

them, and being responsive to changing environmental demands, including the prediction
and management of risk. The objective is to enhance organisational performance;

Conformance - compliance with legal requirements and corporate governance and industry
standards, and accountability to relevant stakeholders.

b).Chapter 6: Leadership and Integrity

This chapter of the Constitution lays down the principles upon which the Public/State
Officers conduct themselves.
The chapter makes it clear that the power they exercise is a public trust that is to be exercised
to serve the people. In exercising this power, state officers are required to demonstrate
respect for the people of Kenya, make decisions objectively and impartially, refuse to be
influenced by favoritism or corruption, serve selflessly and be accountable for their actions.
Persons who breach the chapter requirements will be subject to disciplinary procedures and
where they are dismissed from office, they are barred from holding state offices again.
(c).Management of Public Finance
Chapter 12 of the Constitution was highlighted, beginning in Article 201 with guiding
principles and a framework for public finance, which if strictly adhered to can alter policy
formulation and the management of public resources in all public institutions.
Among the key principles and requirements that were discussed include:

Openness, accountability and public participation.

Promotion of equity, meaning that the tax burden is shared fairly at both national and

county levels.
Public expenditure that promotes equitable development and addresses marginalized

areas and groups.

Equitable sharing of debt benefits and burden between current and future generations.
Prudent and responsible use of public resources.
Responsible financial management with clear fiscal reporting.

d). Risk management process

Risk management
This is the identification, assessment, and prioritization of risks (defined in ISO 31000 as the
effect of uncertainty on objectives, whether positive or negative) followed by coordinated and
economical application of resources to minimize, monitor, and control the probability and/or
impact of unfortunate events or to maximize the realization of opportunities. Risks can come

from uncertainty in financial markets, project failures (at any phase in design, development,
production, or sustainment life-cycles), legal liabilities, credit risk, accidents, natural causes
and disasters as well as deliberate attack from an adversary, or events of uncertain or
unpredictable root-cause.
e). Effective delegation
A planned delegation of any scale from a few individuals to an entire corporation provides the
basis for a structure that resembles a set of building blocks, each representing a specific
responsibility and each with a specific person in charge. The stability of the whole structure
depends on the individual blocks. For stability ensure that delegated tasks are directly
relevant to the delegated overall job responsibility and that every delegate has a direct
reporting line to the delegator/manager.
f). Succession management
Succession management is a process used by organizations to ensure the continuity of the
organization through timely placement of employees to take over the roles of their
predecessors.
Implementing a succession management program that is transparent and equitable enables an
organization to create an environment that enables employees to develop their skills in
preparation for future responsibilities. This helps the organization to position itself to face
future challenges.
g). Effective communication
Productivity of any organization depends on the ability its employees, clients and other
stakeholders to be able to communicate well. Whether it is by writing or listening, the sending
of messages, the interpretation of those messages, the response or feedback to those messages
is important.
h).Etiquette
A Law or custom which guides or controls behavior or actions. It can also be a code that
governs the expectation of social behavior or spells out what must or what must not be done.
They are formal rules for correct or proper behavior in the society - office, home or at social

events; Behavior in society or among members of a particular profession. It is about practicing

good manners; presenting yourself with the kind of mannerisms that shows you can be taken
seriously; and being comfortable around people (and making them comfortable around you.

i) Rule of law
For institutions to be efficient and productive they must apply good governance practices and
demonstrate understanding of the doctrine of Rule of Law. A countrys capacity to achieve
sustainable prosperity in economic growth and social development over a prolonged period of
time requires transparent, ethical and fair decisions about the allocation, utilization and
investment of resources must be made.
j). Public Service Ethics and Professionalism
An organizations success depends on the integrity of its employees. When an organizations
reputation is damaged, there ensues a tragic loss of both customers and good employees. There
is a dynamic relationship between integrity and ethics, where each strengthens, or reinforces,
the other. Personal integrity is the foundation for ethics, good business ethics encourages
integrity. A person who has worked hard to develop a high standard of integrity will likely
transfer these principles to their professional life. Possessing a high degree of integrity, a
persons words and deeds will be in alignment with the ethical standards of the organization.