State Department for Public Service

The State Department for Public Service, formerly the Directorate of Public Service Management in the Ministry of Public Service and Gender was created vide Executive Order No. 1 of 2020.


  • Co-ordination of Huduma Centres;
  • Government Human Resource Information Systems and Services;
  • Internship and Volunteer Policy for Public Service;
  • Government Payroll Policy and Standards;
  • Shared Services;
  • Research Development and Public Service Delivery Innovations;
  • Public Service Career Planning and Development;
  • Counselling Policy and Services.

State Agencies and Departments in the State Department;

The core functions of the State Department include:-
(i) Public Sector Reforms and Transformation including operational standards
and process engineering;
(ii) Coordination of Huduma Centres;
(iii) Government Human Resource Information Systems and Services;
(iv) Internship and Volunteer Policy for Public Service;
(v) Government Payroll Policy and Standards;
(vi) Shared services
(vii) Research Development and Public Service Delivery Innovations;
(viii) Public Service Career Planning and Development
(ix) Counselling Policy and Services.

The State Department is organized into the following four (4) technical Directorates and a Secretariat:
(i) Human Resource Management Policy;
(ii) Management Consultancy Services
(iii) Performance Management;
(iv) Human Resource Development Policy
(v) Huduma Kenya Programme

The Directorates;

The Human Resource Management Directorate is headed by a Director General, Job Group ‘U’/CSG 3, responsible to the Principal Secretary, State Department for Public Service for overall coordination of the Human Resource Management function in Ministries/Departments and Agencies (MDAs) in the mainstream Civil Service of the National Government.

The Director-General, Human Resource Management Job Group ‘U’ is the technical head of the State Department for Public Service responsible to the Principal Secretary for provision of professional and technical guidance and advisory to the Ministry leadership on formulation, review and interpretation of policies, regulations and procedures for strategic interventions on human resource matters in the Public Service. The Director-General, Human Resource Management also provide advisory to Heads of HR function in MDAs and coordinate the HR function in the Civil Service. Specific functions for the Director-General, Human Resource Management include the following:-

(i) Undertake research and initiate formulation, review, interpretation and implementation of HR policies ,Norms and Standards, Systems, Guidelines and Procedures for effective and efficient management of human resource in the Public Service;

(ii) Provide technical support for implementation of Public Service Management components in the Capacity Assessment and Rationalization of the Public Service (CARPS) Programme for the National Government and County Governments;

(iii) Provide technical assistance and strategic advisories to MDAs to build their capacities and strengthen the HR function for an impactful Public Service Management;

(iv) Coordinate staff distribution and deployment in the Civil Service through transfers/postings of seven (7) of the eight (8) cadres managed by the State Department for Public Service namely; Human Resource Management Officers/Assistants, Psychological Counselling Services Personnel, Office Administrators/Administrative Assistants (Secretarial personnel), Hospitality Personnel, Clerical Personnel, Drivers and Support Staff.

(v) Initiate development and review of terms and conditions of service for Civil Servants;

(vi) Advising on collective bargaining and negotiation agreements with trade unions;

(vii) Represent the Principal Secretary in the relevant Commissions; Boards, Councils and Committees to provide strategic advisory on human resource related issues;

(viii) Monitor evolving trends and undertake comparative studies regionally and internationally for best practices on Human Resource Management for continual improvement of the Public Service Management;

(ix) Coordinate administration of schemes of service for common cadre schemes managed by the State Department for Public Service;

(x) Provide linkage with Public Service Commission and Salaries and Remuneration Commission on compensation of Civil Servants;

(xi) Coordinate effective administration and implementation of the Comprehensive Medical Insurance Scheme for Civil Servants and Medical Insurance Scheme for Senior Officers in Job Group ‘U’ and above;

(xii) Coordinate administration of policies and operations for provision of psychological counselling services in the Public Service.

Policy Mandate
The Management Consultancy Services Department is mandated to advice the Public Service on appropriate organizational Structures; review and introduce modern management techniques towards attaining the goals of Vision 2030; interpret provisions of the Constitution and translate them into functions, structures, operations and staffing norms; formulate business solutions appropriate for the Public Service; develop and review Career Progression Guidelines; and undertake research, innovation and reforms to promote modernization of the Public Service.

The clients of the Management Consultancy Services Department include: Ministries/Departments; County Governments; State Corporations; and Training Institutions including Universities, Polytechnic and public Schools and hospitals with the aim of enhancing service delivery.
Further, the department is involved in the actualization of Executive Orders on Organization of Government to ensure that functions are unbundled and placed appropriately and Ministries/Departments are properly structured and staffed in order to optimize service delivery. In addition, the department is involved in quality assurance of the work of private consultants to ensure that the recommendations therein are implementable and are in line with Government policies, procedures and guidelines.

Core Functions

  • Advising on Public Sector Reforms and Transformation for enhanced Public Service delivery through development of appropriate organizational structures;
  • Developing Staffing Norms, grading and determining optimal staffing levels;
  • Developing Schemes of Service and Career Progression Guidelines and;
  • Managing and maintaining Human Resource Management Information System (HRIS);
  • Undertaking research and coordinating mainstreaming of Innovations in the public Service; 
  • Undertaking organization design to improve delivery of organizations’ mandates and implementation of flagship projects of Vision 2030;
  • Transforming organizations in line with the Constitution;
  • Undertaking stakeholder mapping to improve customer focus, image delivery of service;
  • Developing staffing norms to ensure optimal utilization of human resource;
  • Undertaking Job Analysis and Job Evaluation to deliver organizational mandates and restore equity in compensation;
  • Advising on business process re-engineering;
  • Undertaking job design to realize expectations of public service delivery and preparing Schemes of Service/Career Progression Guidelines;
  • Facilitating, coordinating and monitoring implementation of human resource information systems in the Public Service;
  • Drawing proposals, formulating plans and monitoring reform initiatives in various thematic areas;
  • Undertaking customer, opinion, and technology surveys;
  • Replicating innovations, disseminating research findings and facilitating knowledge management.

Structure of the Department
The Management Consultancy Services Department is structured into the following six (6) Divisions:

i. Strategy and Organization Design;
ii. Operational Standards and Efficiency;
iii. Career Design and Development;
iv. Human Resource Information Systems (HRIS) and Automation;
v. Research, Innovation and Reform;
vi. Public Service Reforms & Knowledge Management.

The Directorate is responsible for overall policy coordination and direction on public service human resource development, capacity development, internship and volunteer policy for the Public Service. The functions of the Directorate includes:

(i) Providing leadership in Human Resource development function in the Public Service;

(ii) Identifying and developing suitable training and development programmes for the Public Service;

(iii) Resource Mobilization for training, development and capacity building for the Public Service;

(iv) Negotiating, concluding and implementing bilateral and multilateral agreements relating to Human resource Development in the Public Service;

(v) Focal point for Development Partner technical assistance to the Public Service;

(vi) Collaborating with the Government and private training institutions on the development training programmes for Public Service;

(vii) Identification and mainstreaming development of critical skills and competencies in the Public Service;

(viii) Development and maintenance of skills inventory in the Public Service;

(ix) Facilitating undertaking of Training Needs Assessment in the Public Service;

(x) Monitoring, evaluation and auditing of human resource development activities in the Public Service; and

(xi) Development and coordination of internship and volunteer policy in the Public Service.

The overall mandate of PSPMU vide Kenya Gazette No. 2431 of 8th April, 2005 and the Executive Order No.6 is to facilitate institutionalization of efficient and effective Performance Management in the public sector through Performance Contracting.

Key functions:

a) Co-ordinate Performance Contracting in the Public Service;

b) Develop the policy framework and advice on policy direction to facilitate Performance Contracting in the Public Service;

c) Advice Government on enabling legal and institutional framework to permit unfettered institutionalization of Performance Contracts in the Public Service;

d) Provide technical support to Performance Contracting parties;

e) Monitor performance to ensure that contracting parties are within the parameters of the agreed performance targets;

f) Sensitize/induct contracting parties into the process of Performance Contracting;

g) Provide logistical and technical support to Ad-Hoc Evaluation and Negotiation Task Forces;

h) Co-ordinate and work with other relevant departments both locally and internationally to ensure smooth development and implementation of Performance Contracting;

i) Submit quarterly progress reports on development and implementation of Performance Contracts in the Public Service to the Head of Public Service.

Vision, Mission and Strategic Objectives
To be a center of excellence in promoting quality and accessible public service for a globally competitive nation.

To support, coordinate and facilitate performance Management and measurement for effective service delivery and efficient utilization of public resources.

Strategic Objectives
i. To facilitate increased satisfaction with public service;
ii. To entrench a culture of accountability and transparency in public service management;
iii. To ensure sustainability of performance contracting in the Public Service.

Core Values
In discharging its mandate, PSPMU undertakes to uphold the following core values:
a) Customer focus
b) Professionalism
c) Innovativeness and creativity
d) Integrity
e) Respect for national diversity

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