County Human Resource Management
Overall trends The staffing trends in counties reflect several factors. Increased ECDE and health sector staffing, for example, can be attributed to high demand from citizens for these services—and an appropriate and accountable response on the part of county governments. The decline in agriculture sector staffing, on the other hand, seems surprising given that many county economies are predominantly rural, with large farming and livestock-raising populations. This decline may represent either counties’ failure to respond to demand or their inability to identify public sector responses to the need for agriculture services. Meanwhile, budget constraints limit the maximum and absolute levels of staffing that counties can afford, making it difficult for counties to ensure that staffing norms (such as teacher-pupil ratios) are attained. At the same time, the fiscal responsibility limitation on county wage bills (no more than 35 percent of total revenues) may also limit counties’ ability to afford enough staff. Finally, county staffing patterns and practices have suffered from weak HRM systems and support. National sector staffing guidelines have not been available, leaving it to each county to work out what staffing is needed in each sector. At the same time, county governments have not benefited from guidance from the State Department of Public Service on how to authorize legitimate staff absenteeism without compromising service delivery. This is an HRM capacity issue at the county level.
STAFF PERFORMANCE If service delivery staff are going to provide the public with good-quality services, they need to perform well, have incentives for improving and sustaining their performance, and face sanctions when their performance falls below expectations. In this respect, the postdevolution record at the county level has been mixed. In a few cases, county administration of promotions, compensation, and incentives has raised morale and standards of performance by employees in basic social services. Before devolution, many employees outside the sector ministries’ headquarters in Nairobi suffered discrimination and inordinate delays in securing promotions and other employment benefits. Although some employees still suffer discrimination, county governments have significantly improved the administration of promotions, compensation, and incentives for many employees engaged in the delivery of basic social services (especially in health and education). In Garissa County, for example, the health department offers newly hired staff comparatively attractive end-of-contract gratuities and provides staff with extra incentives such as sponsorship for training. As a result, there is anecdotal evidence that staff morale and performance in service delivery have improved. Oversight by county executives and legislators has considerably enhanced the effectiveness of demand for performance and accountability on the part of local public servants. Following devolution, citizen engagement and empowerment have enabled service beneficiaries to more effectively alert local political leaders about the gaps in the discipline and performance of county employees.
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