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HUDUMA KENYA SECRETARIAT

A. Problem Analysis

 1. What was the problem before the implementation of the initiative?
1.1 The Problem: Situation before the Initiative The gap was the need to transform Public Service towards a People-Centred, Professional, Efficient, Transparent and Accountable Service that meets Global Standards and Best Practices. The problem was the longstanding and endemic Public Service delivery challenges being faced by customers in the search for Government Services that included: 1. Inadequate access to Public Services by a large number of citizens due to limited service delivery options and penetration of service delivery touch points; 2. Unavailable, inaccurate and delayed information on public services to enable proper utilization of the same by the citizens; 3. Multiple entry points for any single service leading to unnecessary resource utilization and time expenditure; 4. Lack of uniform standards for service delivery causing disparities at various citizen service delivery touch points; 5. Silo operation by Government agencies resulting in duplication of efforts and wastage of vital resources; and 6. Poor Customer Service Standards in the various Government Service Points. 1.2 What Social Groups Affected and in What Way 1.2.1 Social Groups Affected All Social Groups/ All Kenyans/ All Customers of Government Services were affected the poor, the rich, the literate, illiterate, disabled, elderly, women, youth, ethnic majorities and minorities just to mention a few. 1.2.2 In What Ways 1. Customers treated poorly while accessing Public Services/ Customers Interaction with Public Servants was usually unpleasant while seeking and receiving services 2. Service Points were disorganised and customers were usually crowded which would make it difficult to go through the service processes to obtain the final service needed 3. Service Delivery was not seamless and therefore customers would at various times go to the wrong service points in seeking services/ “Wrong Doors” 4. Customers would have to go to different Government Service points while seeking similar and related services which led to wastage of time 5. Inadequate access to Public Services across the Country 6. Unavailable, inaccurate and delayed information on public services to enable proper utilization of the same by customers 7. Multiple entry points for any single service leading to unnecessary resource utilization and time expenditure 8. Customers would usually have to fill many complicated forms in the endeavour to access Government Services 9. Customers also lacked means through which they could give feedback on Public Services accessed

B. Strategic Approach

 2. What was the solution?
2.1 Who Proposed the Solution The Jubilee Government after attaining power in 2013 2.2 What is the Initiative is About The Huduma Kenya Programme is aimed at transforming Service Delivery across the entire Public Service and therefore leading to enhanced access, better quality, professionalism, efficiency and high customer service standards in the Public Service. The Programme involves integrating the delivery of all transactional and citizen facing Public Services from “one stop shops” enabling customers to access Public Services and Information from a single location and integrated platforms with an emphasis on high customer service standards. In this regard, five “one stop shop” channels were identified as platforms for integrated service delivery, this are: Huduma Centers, Huduma Web Portal, Huduma Mobile Platform, Huduma Call Centre and the Huduma Payment Gateway. The Programme is being implemented in two components, the first component involves the set-up of Huduma Centers and the second involves the implementation of the other four integrated platforms. However, the implementation of the two components is running concurrently. The implementation of the first component has seen the set-up of 13 Huduma Centers across the Country. Each Centre has a Service Menu of between 25 – 35 National and County Government services. The services are offered end to end and the Posta Pay gateway has been availed for the collection of payments. 2.3 Target Audience All Customers of Government Services 2.4 How the Initiative Solved the Problems PROBLEM HOW PROBLEM HAS BEEN SOLVED BY THE PROGRAMME 1. Inadequate, inaccurate and delayed information on Public Services  A wide array of Government Services available in the Centers  The regional roll out of Huduma Centers has seen the devolvement of services  All Huduma Centers have a Knowledge Management Portal (KMP): this contains information about all Government Services and is used by staff to provide accurate information on all services 2. Lack of uniform standards and silo operation on service delivery  The Programme is guided by a gazetted Governance Structure that brings together all Government Agencies as stakeholders in implementation of the Programme.  A Huduma Centers Service Charter has been developed and is being utilised  The design of all Huduma Centers is based on a uniform architectural layout 3. Poor Customer Service Standards  Staff are trained on Customer Excellence before deployment to Centers. They are also motivated with an extraneous allowance given the demanding work at the Centers and in recognition of their excellent work 4. Disorganised Service Points  Huduma Centers are designed to provide a comfortable work and customer environment by remodeling Government Facilities into modern banking halls  Use of a Ticketing & Queue Management System (QMS) 5. Customers going to wrong and different service points while seeking similar and related services  Huduma Centers are one stop shops with an open plan design meaning customers cannot miss the service they are seeking  Customers are also assisted by customer representatives deployed in the Centers 6. Complicated forms  Before a service is deployed in the Huduma Centers its process is reviewed and improved on. A business process re-engineering is undertaken and all unnecessary service processes and forms are eliminated 7. Customers lacking means to give feedback  Centre Managers in Huduma Centers are the first stop on all issues raised by customers.  Institutions that deal with public complaints for example the Ombudsman are represented in the Centers and Citizens can immediately seek redress on any issue  Through social media in the below handles o Facebook: huduma-kenya o Tweet: @hudumakenya  Through the Electronic and Instant Feedback Devices (EIFD) installed in all Service Counters.
 3. How did the initiative solve the problem and improve people’s lives?
1. A “One Stop Shop” Model in offering Government Services 2. A modern Government service delivery model anchored on technology including a Knowledge Management Portal, Virtual Desktop Infrastructure, Ticketing & Queue Management System, Electronic and Instant Feedback Devices, Connectivity and Server Solutions. 3. A roll out guided by a unique Governance framework led by The President and His Cabinet. 4. Provision of a convenient and integrated payment gateway in all Huduma Centers. 5. Implementation of an open and comfortable work and customer environment. 6. Training staff on Customer Excellence before deployment to offer services and motivating them in recognition of their excellent work leading to high customer service standards. 7. Innovations in Citizen Engagement and Dialogue, through  Centre Managers.  Institutions that deal with public complaints for example the Ombudsman are represented in the Centers and Citizens can immediately seek redress on any issue  Through social media  Through Electronic and Instant Feedback Devices (EIFD) 8. A lean Secretariat is mandated with the day to day running of the Programme constituting of a highly efficient and productive team comprising of 14 technical officers and 4 non-technical officers, a case of high productivity in running of Government Programmes

C. Execution and Implementation

 4. In which ways is the initiative creative and innovative?
Four Key Areas were identified in putting together the first 1 year Action Plan: i. Establishment of a Governance Framework (Summit, Technical and Secretariat) ii. Set up of Huduma Centers iii. Preparation of Services for Deployment to the Huduma Centers iv. Performance Management for the operational Huduma Centers Below is a highlight of the Activities in each component as per the four above stated categories. Note: The detailed Action Plan is attached as per guidelines 1. Establishment of a Governance Framework H.E The President a gazetted a Governance Structure that brings together all Government Agencies as stakeholders in implementation of the Programme 2. Set up of Huduma Centers A. Physical Huduma Centers Ready  Site visits to identify appropriate facilities for Huduma Centers  Design service delivery environment  Coordinate set up of new centers  Deploy staff and required equipment for commencement of operations B. Branding and Communication  Design and install artworks at site  Procure uniforms and kit new staff  General communication to popularize Programme C. Set Up ICT Infrastructure  Set up the Local Area Networks and Wide Area Connectivity  Install Private Cloud, Power, Virtual Desktop Infrastructure & Queue Management System  Train Staff on the use of the systems  Provide ICT service management D. Set Up Automated Systems  Install Knowledge Management Portal (KMP)  Train staff on the use of the KMP 3. Preparation of Services for deployment in Huduma Centers A. Reviewing the Business Processes of Services Identified to be Deployed in Huduma Centers  Identify services to be deployed  Sensitize Ministry, Department and Agency (MDAs) on Business Process Reengineering (BPR)  Establish BPR teams in each MDA to review services identified  Undertake BPR for services to be deployed B. Huduma Kenya Customer Service Strategy Implemented  Procure consultancy to develop and implement Customer Service Strategy to contain: o Behavioural customer service standards o Service delivery standards o Customer experience optimization o Customer Service Training  Agree on service level standards with MDAs in Huduma Centers  Specify Human Resources and other requirements for delivery of services  Identify and appoint officers who will provide the services in Huduma Centers (HCs)  Undertake Customer Care and Change Management training for identified officers  Deploy officers in Huduma Centers  Sensitize Huduma Centre Staff on the standards  Develop and implement a system for tracking service delivery standards  Develop and implement a customer feedback mechanism  Develop a Huduma Staff Performance Appraisal System with rewards and sanctions  Prepare an evaluation report on service delivery standards  Develop service delivery charter for each Huduma Centre C. Structure for Region and County operations Created  Undertake sensitization programs for each County on Huduma Kenya Programme  Sensitize County Commissioners on their role in the Programme  Develop project management strategy for the Programme  Identify 14 Centre Managers for the Huduma Centers responsible for delivery of customer service standards and Conduct suitability interviews  Coordinate training and deployment of Centre Managers  Coordinate set up of Service Delivery Committees. 4. Performance Management for the operational Huduma Centers A. Events Coordination-Launch of Programme and Huduma Centers  Coordinate events for the launches  Communicate roles to stakeholders B. Performance Standards  Develop Huduma service manual/guidelines  Communicate the standards to MDAs  Training and capacity building on standards C. Operational Material provided in 14 huduma centers  Prepare staff cafeteria in all centers  Procure equipment  Coordinate supply of: Water, Electricity, Airtime, Sanitation  Coordinate Cleaning services
 5. Who implemented the initiative and what is the size of the population affected by this initiative?
The Stakeholders of the Programme: A. Institutions 1. The Presidency 2. The Ministry of Devolution and Planning 3. Ministry of Interior and National Government Coordination 4. The National Treasury 5. Ministry of Information, Communication & Technology 6. Ministry of Education, Science & Technology 7. Ministry of Health 8. Ministry of Industrialization & Enterprise Development 9. Ministry of Lands, Housing & Urban Development 10. Ministry of Labour, Social Security and Services 11. State Law Office 12. Ethics and Anti-corruption Commission 13. Commission on Administrative Justice – Office of the Ombudsman 14. Postal Corporation of Kenya 15. Kenya Revenue Authority 16. National Social Security Fund 17. National Health Insurance Fund 18. Higher Education Loans Board 19. Public Procurement Oversight Authority 20. Kenya Police 21. Kenya Power 22. Pensions Department 23. Directorate of Public Service Management 24. Public Service Transformation Department 25. University of Nairobi 26. Private Sector-Contracted Parties and Service Providers in the set up of Huduma Centers 27. Huduma Kenya Secretariat B. Civil Servants 1. Madam Anne Waiguru – The Cabinet Secretary in charge of the Ministry of Devolution and Planning and Chairperson of the Huduma Kenya Technical Committee 2. Engineer Peter Mangiti – Principal Secretary, Planning in the Ministry of Devolution and Planning 3. Madam Juster Nkoroi – Principal Administrative Secretary, Ministry of Devolution and Planning
 6. How was the strategy implemented and what resources were mobilized?
A. Resources Utilized and How They were Mobilized 1. Financial Resources In the 2013/2014 Financial Year approximately Kenya Shillings 1 Billion (Approximately 12.5 Million US Dollars) was utilised for the Programme and it was mobilised through the December Supplementary Budget by the National Assembly. The funds were channelled to the Ministry of Devolution and Planning which is coordinating the roll out of the Huduma Kenya Programme. These funds were utilised for the Set Up of the Physical Centers that is Refurbishment, ICT Infrastructure, Branding and all Operations of the Huduma Kenya Secretariat. The Programme is fully financed by funds from the Government of Kenya. 2. Technical Resources/ The Huduma Kenya Secretariat The Ministry of Devolution and Planning through the Principal Secretary Planning appointed a team of Technical Officers from the Private and Public Sector to spearhead the day to day running of the Programme under the Huduma Kenya Secretariat. A total of 18 officers (technical and non-technical staff) were appointed to the Secretariat to roll out the Programme. 3. Human Resources/ Staff for the Huduma Centers The staff who were deployed to offer the different services in the Huduma Centers were mobilised through their respective Ministries as Huduma Centers are additional Government Service Points for all Ministries, Departments and Agencies.
 7. Who were the stakeholders involved in the design of the initiative and in its implementation?
1. Convenience to customers – Establishment of Huduma Centers has ensured customers are able to access a myriad of Government services end to end at one point without being referred to other service points. Further, provision of Posta Pay as the integrated payment platform eases payment for Government services in all Huduma Centers. 2. High Customer satisfaction – For Example customer satisfaction at Teleposta Huduma Center stands at 90%. Customers have lauded the courtesy, guidance and information points at the Centre. This is as a result of Staff providing high Customer Service Standards as staff are trained on Customer Excellence before deployment to offer services. Further, staff are motivated in various ways including giving them an extraneous allowance in recognition of the demanding and excellent work at the Centers. 3. Creation of a new Government brand that Kenyans and Customers associate with newness, freshness and high standards in delivery of Public services – This new brand marks a shift in Public service Delivery and Customers have provided positive feedback about the good quality of service especially around customer service and efficiency in the Centers. 4. Huduma Kenya Programme and Innovations in Citizen Engagement and Dialogue One of the vital components of the Huduma Kenya Programme is getting feedback from the customers and immediately acting on any complaints. Consequently, we have put in place the Huduma Kenya Customer Feedback Strategy; the strategy emphasis immediate action on the issues raised and feedback to the complainant on actions taken, as described below:  The Centre Managers at the Centers are the first stop on all issues raised by customers  Institutions that deal with public complaints for example the Ombudsman office, the Ethics and Anti-Corruption Commission are represented in the Centers and Citizens can immediately seek redress on any issue.  Using the social media to engage citizens on service delivery distinctly, there is a dedicated team at the Huduma Kenya Secretariat that deals with all issues raised through the social media avenues. 5. Serving more than 10,000 customers per day by the operational Huduma Centers and more than One Million people have been served so far has raised the work productivity of the Centers as Government Service Points. Additionally, over Kenya Shillings 2 Billion (Approximately 25 Million U.S Dollars ) has been collected so far from Huduma Centers as Government’s Service Points
 8. What were the most successful outputs and why was the initiative effective?
1. Electronic and Instant Feedback Devices (EIFD): All service Counters have EIFD installed and this devices enable customers served at the Huduma Centers to immediately and electronically give feedback on the quality of service received. The Huduma Kenya Secretariat therefore is able to monitor the quality of service delivery in each service point on a real time basis. 2. Deployment of Centre Managers in each Huduma Centre - All Huduma Centers have a Centre Manager in charge of the Centre. The Centre Managers are trained on their role as the first stop on all issues raised by dis-satisfied customers and on the feedback from the Customers. The Centre Manager also makes daily reports on the activities at the Centre. The Center Manager escalates a mater they cannot address to the relevant institution and the Huduma Kenya Secretariat for action. 3. External Monitoring - Institutions that deal with public complaints for example the Ombudsman office and the Ethics and Anti-Corruption Commission are represented in the Huduma Centers. These Institutions monitor the activities at all Huduma Centers on Corruption and maladministration. Importantly, Citizens can immediately seek redress on issues they would want to share with these institutions at the Huduma Centre. 4. Internal Monitoring – The Public Sector Transformation Department under the Directorate of Public Service Management monitors and reports on the quality of service delivery in all Huduma Centers for action by the Huduma Kenya Secretariat.
 9. What were the main obstacles encountered and how were they overcome?
1. Transformation of Public Sector Culture For a long time there existed a care-free attitude among Public Servants which is difficult to transform. Thus, all staff deployed to Huduma Centers are taken through a Customer Excellence training to enable staff adopt the necessary customer service skills and impart the desired ethics and attitude to provide quality citizen services. 2. Staff Establishment There have been inadequacies in personnel as more services are introduced into the Huduma Centre (HC). To address this, a memorandum has been tabled to Cabinet on identification, re-training, re-designating and re-deploying under-utilized officers to HCs to provide services on behalf of institutions with inadequate staff. 3. Information, Communication and Technology (I.C.T) We have been experiencing downtimes with the Huduma ICT system. To resolve this, the ICT team introduced redundant links and setup a Data Center to continuously monitor the connectivity in all the HCs; this is the Network and System Operations Centre where officers monitor all I.C.T infrastructure and security systems. In addition, cyber threats have been curbed by implementing a Threat Management System. The System has intrusion detection and prevention solutions. 4. Contractors Firms contracted to Refurbish, Brand and install ICT systems in the HCs were not doing the works within specified timelines. To address this project management teams were constituted to supervise the works and a project management tool was developed to track progress and therefore act on any delays. 5. Translocation of Traffic to HCs Once HCs were operational, we experienced a sudden influx of customers from other Government service points to the HCs. To resolve this, more HCs are being established in Counties. Additionally, we are rolling out other service platforms including the E and M Huduma platforms to enable citizens get services online and on their mobile phones.

D. Impact and Sustainability

 10. What were the key benefits resulting from this initiative?
1. Convenience to customers – Establishment of Huduma Centers has ensured customers are able to access a myriad of Government services end to end at one point without being referred to other service points. Further, provision of Posta Pay as the integrated payment platform eases payment for Government services in all Huduma Centers. 2. High Customer satisfaction – For Example Customer satisfaction at Teleposta Huduma Center stands at 90% (Measured through a Customer Satisfaction Survey and the Electronic and Instant Feedback Devices Statistics). Customers have lauded the courtesy, guidance and information points at the Centre. This is as a result of Staff providing high Customer Service Standards as staff are trained on customer excellence before deployment to offer services. Further, staff are motivated in various ways including giving them an extraneous allowance in recognition of the demanding and excellent work at the Centers. 3. Serving more than 10,000 customers per day by the operational Huduma Centers and more than One Million people have been served so far has raised the work productivity of the Centers as Government Service Points. (Measured through the Queue Management System Statistics and Centre Managers Prepare Daily Reports on Traffic per Service Counter). 4. The total revenue collected so far from services that require payments amount to over Kenya Shillings 2 Billion (Approximately 25 Million US Dollars) (Measured through the Posta Pay Electronic Financial System). 5. Creation of a new Government brand that Kenyans and Customers associate with newness, freshness and high standards in delivery of Public services – This new brand marks a shift in Public service Delivery and Customers have provided positive feedback about the good quality of service especially around customer service and efficiency in the Centers. (Assessed through Feedback in our social media, Facebook: huduma-kenya and Tweet: @hudumakenya. Also Measured through the Electronic and Instant Feedback Devices Statistics) 6. Implementation of a modern Government service delivery model that meets citizens’ expectations around timely access to services and anchored on 21st century technology In this regard, in the set-up of the Huduma Centers has been great leverage on ICT as a key component in the successful delivery of services in the Huduma Centers. The following ICT infrastructure has been set up in the Huduma Centers to facilitate service delivery:  Knowledge Management Portal  Virtual Desktop Infrastructure  Ticketing & Queue Management System (QMS)  Electronic and Instant Feedback Devices (EIFD)  Connectivity and Server Solutions: (Assessed through Feedback in our social media, Facebook: huduma-kenya and Tweet: @hudumakenya) 7. Comfortable Work and Customer Environment in Service Delivery - Implementation of an open work environment in the Huduma Centers that emphasizes the engagement of Customers for higher customer satisfaction rather than just enquire, receive and leave as has been the case in the past. There is also emphasis on the comfort of the Public Servants which includes provision of staff cafeterias in the Centers. (Assessed through Feedback in our social media, Facebook: huduma-kenya and Tweet: @hudumakenya) 8. Huduma Kenya Programme and Innovations in Citizen Engagement and Dialogue One of the vital components of the Huduma Kenya Programme is getting feedback from the customers as consumers of the services and immediately acting on any complaints. Consequently, we have put in place the Huduma Kenya Customer Feedback Strategy; the strategy emphasis immediate action on the issues raised and feedback to the complainant on actions taken, as described below:  All Huduma Centers have a Centre Manager in charge of the Centre. The Centre Managers are the first stop on all issues raised by customers  Institutions that deal with public complaints for example the Ombudsman office, the Ethics and Anti-Corruption Commission are represented in the Centers and Citizens can immediately seek redress on any issue.  Using the social media to engage citizens on service delivery distinctly, there is a dedicated team at the Huduma Kenya Secretariat that deals with all issues raised through the social media avenues. (Assessed through Feedback in our social media, Facebook: huduma-kenya and Tweet: @hudumakenya and customer articles in the Dailies)
 11. Did the initiative improve integrity and/or accountability in public service? (If applicable)
Yes the Huduma Kenya Programme is sustainable and transferable Sustaining the Programme 1. Policy Element – The Programme has been incorporated in Kenya’s Second Medium Term Plan (2013 - 2017) as part of Kenya’s Development Blueprint the Vision 2030. The Vision 2030 aims at transforming Kenya into a newly industrializing, middle-income Country providing a high quality of life to all its citizens by the year 2030. Moreover, the Programme was part of the Jubilee Government’s Manifesto and the Government is therefore actualizing its Manifesto. 2. Financial Element – The Government of Kenya has been providing all the required funds for the Programme as the other flagship projects in the Vision 2030. 3. Institutional Element - The Cabinet approved the establishment of the Huduma Kenya Secretariat as a Semi- Autonomous Government Agency (SAGA) under the Ministry of Devolution and Planning. This will enable the Secretariat adopt current business management practices in the roll out of the Huduma Kenya Programme therefore circumvent traditional procedures and structures that have come to be seen as too rigid to respond to the rapidly changing needs of the public . 4. Performance Contracting - The Huduma Kenya Secretariat is under a Performance Contract that is aimed at ensuring that deliverables agreed upon as part of rolling out the Huduma Kenya Programme are attained. The Performance Contract Approach would ensure the attainment of identified goals as the Huduma Kenya Secretariat is held accountable of the goals set as there is a clear focus on results. Whether the initiative is being replicated or disseminated throughout the public service at the national and/or international levels and/or how it could be replicated. Replication Locally  Yes the Programme is being replicated across the Country in all the 47 Counties in Kenya through the establishment of County Huduma Centers Replication and Dissemination Internationally  We have been receiving delegations from all over Africa including South Africa, Tanzania, Nigeria, Mali, Swaziland, Uganda, Gambia, Rwanda, Togo, Mozambique, Botswana, Lesotho, Malawi, Papua New Guinea.  All the delegations have stated they would be willing to replicate the Programme in their Country especially if they could get support and capacity from Kenya in regards to the set up of the Programme.  As part of our targeted dissemination we have been sharing information in and outside the Country and one of the noted advertisement will be done in the Commonwealth Handbook 2015 version as part of disseminating information about the Programme.
 12. Were special measures put in place to ensure that the initiative benefits women and girls and improves the situation of the poorest and most vulnerable? (If applicable)
Overall Experience with the Initiative The Huduma Kenya Programme is leading to a new face of the Public Service that is Customer-Centred, Professional, Efficient, Transparent and Accountable Service that meets Global Standards and Best Practices. Lessons Learnt 1. The importance of timely planning cannot be underestimated this allows the creation of critical path analysis and contingency measures. Additionally, harmonized planning is necessary in the set-up of the different Huduma Centre elements to ensure smooth transitions from Refurbishment, set up of the ICT Infrastructure, Branding, Staff Deployment and commencement in operations. 2. Train and Motivating Staff: Staff at Huduma Centers should receive adequate training on technological and customer service topics prior to the launch of the Huduma Centre and means put in place to motivate the good work they do as avenues to sustain the exemplary performance of the Programme. 3. In the set up of Huduma Centers there is need to improve the project management process to ensure effective management in the set up of Huduma Centers  An officer should be designated in each of the project management team to perform the duties of a record manager. This officer will be responsible for documentation of the project management exercise and will update the project management tool  Given the lean nature of the Huduma Kenya Secretariat, all officers to familiarize themselves with all aspects/ elements of project management: Refurbishment, Branding and ICT as this will enable them provide a single point of reference on the different elements being implemented. Further, in the case where multiple Huduma Centers are being established one officer can provide oversight in the set up of the Huduma Center. 4. It is important to implement a fully-fledged centralized and integrated data Centre solution that consolidates virtual desktops, Queue management, Security and IT Service Management for efficient operations of the ICT systems in Huduma Centre Recommendations for the Future 1. Real citizen insight should drive service design in the Programme 2. There is need to optimize business processes to take advantage of automated systems - improve service delivery models to reduce duplication and non-value-adding processes 3. Set standards based on best practice and ensure all service delivery channels deliver on those standards 4. There is need to set up a comprehensive and well thought out Programme management process that will guide concurrent roll out of the Huduma Kenya Programme Platforms 5. Monitoring, Evaluation and Improvement: This should be done continually to track if Huduma Centers and Integrated service channels are achieving service delivery standards and meeting citizens expectations Customer Satisfaction Evaluation: Evaluate citizen satisfaction for all contact channels and use the assessments to improve services and increase accuracy and satisfaction

Contact Information

Institution Name:   HUDUMA KENYA SECRETARIAT
Institution Type:   Government Agency  
Contact Person:   MARTIN MUGAMBI
Title:   EXECUTIVE ASSISTANT TO THE CHIEF EXECUTIVE OFFICER  
Telephone/ Fax:   +254723521441
Institution's / Project's Website:  
E-mail:   mugambimartin.n@gmail.com  
Address:   30050
Postal Code:   00100
City:   NAIROBI
State/Province:   NAIROBI
Country:  

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