APRM • SECOND COUNTRY REVIEW REPORT OF THE REPUBLIC OF KENYA 161. On its own part Vision 2030 advocates for improved transparency and accountability while also calling for performance management with a focus on merit and performance for improved efficiency. Over the years, therefore, the public service has been oriented toward results and quality service to the extent that, in the words of the CSAR, by 2010, the three arms of government, namely, the Executive, the legislature, and the judiciary, had embraced performance contracting. 3.7.2 Findings of the Review Mission 3.7.2.1 Progress made since 2006 Review 162. 163. Based on the 2010 Constitution and Vision 2030, vigorous steps have been taken to boost accountability, efficiency and effectiveness in the public service. In seeking to address service delivery at the local level, Huduma Centres have been established as a one-stop IT-driven interface of various components of the public service with the public. Attempts have been made to meet the staffing requirements of the service while seeking to minimize if not avoid over-bloating in this regard. Capacity building has equally attracted attention, along with reforms to improve financial management, enhance transparency, and leverage on ICT with a view to creating and strengthening organisational management systems and practices, including those for: • Human Resource Management Systems; • Procurement Management Systems; • Management Information Systems; • Participatory Programme/Project formulation and implementation; • Crosscutting issues such as HIV/AIDs, Gender and Environment Management; and • Enhancing transparency and accountability. With the full take-off of devolution in 2013, along with the county system of government at the local level, issues of quality assurance and overstretched public service capacity have become even more pronounced as a test of the resilience and adaptability of the Kenyan public service | 102 |