GARISSA UNIVERSITY

GARISSA UNIVERSITY DIPLOMA IN BUSINESS MANAGEMENT

FIELD ATTACHMENT REPORT CARRIED OUT AT GARISSA
COUNTY ASSEMBLY.

FOR A PERIOD OF
THIRTEEN WEEKS (04TH MAY TO 31ST JULY 2021)

PRESENTED BY:

AMINA YUNIS KHALIF

REG. NUMBER: B050/P899/19
EMAIL:[email protected]

INDUSTRIAL SUPERVISOR

NAME: Abdullahi Abdi

SIGNATURE:………………………………………………

DATE:………………………………………………………..
 DECLARATION

I declare that this attachment report is my original work and has never been submitted to
any other University or Institution of higher learning, and is duly submitted to Garissa
University.

Signature…………………………………………………Date………………………………………

APPROVAL AND RECOMMENDATION

I declare that this attachment report has been submitted with my approval as the

candidate’s supervisor.

Supervisor; …………………………………………………………………………………………..

Signature…………………………………………………Date………………………………………

DEDICATION
I dedicate this attachment report to my family members and lecturers who laid the moral
groundwork in my life in Garissa University and for the constant support they gave me
throughout my studies.

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 ACKNOWLEDGEMENT
My greatest appreciation and thanks goes to the Almighty God for the good health
throughout my stay at Garissa County government and at Garissa University. I also
present my sincere gratitude and appreciation for the guidance, skills and encouragement
that I received from Garissa County staff during my attachment exercise.

Sincere gratitude further goes to my lecturer Mrs Cameline for coming and assessing me
while I was in the County for my attachment program. Apart from the assessment, she
also guided and taught me of how to relate and maintain contacts with various
individuals in any working environment.

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 Table Contents
DECLARATION.........................................................................................................................................2
DEDICATION.............................................................................................................................................3
ACKNOWLEDGEMENT...........................................................................................................................4
CHAPTER ONE........................................................................................................................................10
1.0 INTRODUCTION.....................................................................................................................10
1.1 COUNTY PROFILE..................................................................................................................10
1.4 ORGANISATIONAL STRUCTURE.........................................................................................12
1.4.1 Health Services..................................................................................................................13
1.4.2 Land, Water, Environment and Natural Resources.............................................................13
1.4.3 Roads, Public Works and Transport...................................................................................14
1.4.4 Agriculture, Fisheries & Livestock Development..............................................................14
1.2.5 Trade, Cooperatives, Energy and Tourism Development...................................................14
1.4.5 Youth Affairs, Sports, Culture & Social Services...............................................................15
1.2.7 ICT & Public Service Management...................................................................................15
1.2.8 Education and Technical Training......................................................................................16
1.2.9 County Public Service Board.............................................................................................16
1.2.10 Finance and Economic planning Department......................................................................18
1.5 MANAGEMENT......................................................................................................................19
1.5.1 Finance Section Structure..................................................................................................20
1.6 ACCOUNTING AND FINANCIAL MANAGEMENT............................................................21
1.7 HUMAN RESOURCE MANAGEMENT.................................................................................21
1.6 RESEARCH AND DEVELOPMENT.......................................................................................22
2.2 SPECIFIC ACTIVITIES UNDERTAKEN......................................................................................23
CHAPTER THREE...................................................................................................................................28

3.2 RECOMMENDATIONS...............................................................................................................29

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 LIST OF FIGURES

Figure 1.4.1 The County Executive Structure………………………………………

Figure 1.5.1 Finance Section Structure…………………………………………….

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 LIST OF ABBREVIATION AND ACRONYMS

IFMIS Integrated Financial Management Information System

CEC Chief Executive Committee

CO Chief Officer

SRC Salaries and Remuneration Commission

AIE Authority to Incur Expenditure

KRA Kenya Revenue Authority

CPSB County Public Service Board

LSO Local Service Order

LPO Local Purchase Order

ICT Information Communication Technology

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 DEFINITION OF TERMS
County - An administrative region of various Countries where government functional
activities are devolved. It is headed by a governor.

Treasury- A government department responsible for the collection, management and

expenditure of the public revenue

Voucher -A piece of paper that entitles the holder to a discount or payment.

Cashbook -A book used to record amounts of money received or paid out during a
certain financial year.

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 EXECUTIVE SUMMARY
The industrial attachment took a period of three months from 4th May till 31st July 2021.
It therefore took three months as per the academic requirements of Garissa
University.This report details the activities that I undertook, skills and knowledge gained
etc during the three months of my attachment period at the County Government of
Garissa.

The County Government of Garissa is one of the counties in Kenya founded under the
new constitution of Kenya Promulgated in August 2010. Administratively, the county is
divided into six sub-counties. As any other organization, this county government has its
own mission and vision that aims at better service delivery to the members of the public.

It has a well-defined organizational structure with ten departments each with its own
mission and vision. I was attached at the Finance and Economic Planning Department
where I carried out several activities both specific and general. It has its own strategic
objectives of the department. The department is headed by the CEC in charge of finance,
assisted by chief officer and directors of this department. The finance section structure
(treasury) is designed in a manner that at the top level management, we have the CEC,
the middle level managers are the directors and at the lower level are the accountants.

While I was here, I carried out several activities within the department. These activities
were either general or specific. The general activities include; Receiving and registering
departmental memos in memo register, Assisting in recording of tax returns as per the
tax deductions made on various payments,Forwarding memos to the respective AIE
holders for approval, Examining vouchers approved by AIE holders while specific
activities were Preparation of payment vouchers (F.O 20) and claim forms (F.O 22)
using approved memos, Raising imprests in imprest warrants book using approved
memos, recording the imprest in imprest registers and forwarding to Accounting officer
for approval, Voting of examined and approved vouchers to respective votes as indicated
by the AIE holders and also committing approved imprests in the vote book.

As a result of performing such activities, I learnt a lot and thus gained knowledge and
skills on how to undertake departmental activities for example knowledge on how to
prepare payment vouchers, how to examine them and voting off of examined and
approved vouchers to respective votes as indicated by the AIE holders.

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 CHAPTER ONE

1.1 INTRODUCTION
Industrial attachment program in Garissa University is compulsory for each an every
student during his/her study. This is because it equips the student with necessary skills
and knowledge required in his/her field of specialization as far as the course work is
concerned and also be competent in the job market.

Attachment enables the student to translate theoretical work learnt in various learning
institutions into reality by doing it practically during the industrial attachment period.
During my attachment period, I was able to learn and apply my skills as an attachee at
the County treasury of Garissa County and thus gained experience.

1.2 COUNTY PROFILE

The County Government of Garissa is one of the counties in Kenya founded under the
new constitution of Kenya Promulgated in August 2010. The County Government of
Garissa is a Government Institution that purposes to render the relevant services to the
public in the best way possible under their mandate. It is not a profit-making institution.

Garissa County covers a total area of 6029.9 km2. It borders Lamu County to the North,
Tana River County to the East, Isiolo county to the Southeast and Wajir County to the
South.

Administratively, the county is divided into six sub-counties, namely: Dadaab, Lagdera,
Balambala, Township, Fafi and Ijara each with several Divisions, Locations and
Sublocations.

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Address and Physical Location:

Garissa County Headquarters is located along Lamu road, opposite Young muslim
Primary school.
The contact address is as follows;
Garissa County,
P.O. Box 57-70100,
Garissa.

Cell: 0721 477631 / 0722 287305

E- mail: [email protected]

1.2 VISION

A progressive county nurturing productive ventures and transformative service.

1.3 MISSION

To harness county potentials that enhance food security, capital investments and
optimization of human capital in a stable, secure, equitable and sustainable
environment.

1.4 CORE VALUES

• Integrity: honesty and sincerity are an integral part of our operations. We shall
uphold these through strict adherence to the moral principles underlying all our
policies.

• Transparency and Accountability: we shall always endeavor to be

transparent, answerable and liable at all times.

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• Team work: we treat one another with respect and communicate openly. We
create a workplace that fosters community, respects and uniqueness of each
person, promotes employee participation to ensure their full integration.

• Innovativeness: we thrive on creativity and ingenuity. We seek the innovations

and ideas that can bring a positive change to the basin. We value creativity that is
focused, data-driven, and continuously improving based on results.

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 1 ORGANISATIONAL STRUCTURE
The organizational executive structure is designed as follows with the governor as the
head of the executive

Figure 1.4.1 THE COUNTY EXECUTIVE STRUCTURE

The Governor

Officers from National Police Head of National

Deputy Governor Government foundation
Service

Managersof Cities and The County Secretary

Municipalities

The County Chief Officers

Sub-County Administrators

Ward Administrators

Village Administrator

Village Council

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Garissa is divided into ten (10) departments as follows:

1.2.1 Health Services

This department is headed by the CEC in charge of health. It is responsible for

developing county health facilities, including the management of health facilities and
pharmacies at the county level, ambulance services; promotion of primary health care,
licencing and control of undertakings that sell food to the public among other functions.

Vision of the Department

To be an efficient and high quality health care system that is accessible, equitable and
affordable for every Kenyan.

Mission of the Department

To promote and participate in the provision of integrated and high quality promotive,
preventive, curative and rehabilitative health care services to all Kenyans.

1.2.2Land, Water, Environment and Natural Resources

This department is responsible for implementation of national strategies, standards and
dam safety guidelines, development of county water strategy and plans,conservation,
control and protection of water catchment areas, control of air pollution and noise
pollution, management of forest and water conservation etc

Vision of the Department

A lead agency in the promotion of well-planned, quality and sustainable human

settlements

Mission of the Department

To facilitate efficient land administration and management, decent and affordable

housing for social-economic development in an appropriate Spatial Framework

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1 Roads, Public Works and Transport
This department has been assigned by the constitution to be responsible for county
public works and services including storm water management systems in built-up areas
and water sanitation services. It has also been assigned county transport including
county roads, street lightning, traffic and parking, public road transport, ferries and
harbors.
Vision of the Department

A world class provider of cost-effective physical infrastructure.

Mission of the Department

To provide efficient, affordable and reliable infrastructure through construction,

modernization, rehabilitation and effective management of all infrastructure facilities for
sustainable socio- economic growth and development.

2 Agriculture, Fisheries & Livestock Development

This department is managed under three divisions of Agriculture, Livestock development
and fisheries each headed by the county director. It is responsible for crop and animal
husbandry, livestock sales yards, county abattoirs, plant and animal disease control and
fisheries etc

Vision of the Department

An innovative, commercially-oriented and modern agricultural ventures.

Mission of the Department

To improve livelihoods of the people of the county through promotion of competitive

agriculture and innovative research, sustainable livestock and fisheries development,
equitable productive capital and sustainable management of land resources.

1.2.5Trade, Cooperatives, Energy and Tourism Development

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The constitution has assigned the county level responsibility for trade development and
regulation including markets, trade licenses, fair trading practices, local; tourism and
cooperative societies.

This department is headed by the CEC in charge and thus responsible for implementation
of the national policies and related activities meant to deliver the services behind these
functions at the county level.

Vision of the Department

A diversified, vibrant and globally competitive economy with sustainable and equitable
development
Mission of the Department

To create an enabling environment for fair trade practices, marketing, tourism

development and diverse innovative investments.

3 Youth Affairs, Sports, Culture & Social Services

This department is in charge of youth affairs within the county for example youth
empowerment, supporting youth enterprises, registration of youth groups etc It is also
in charge of preserving the culture of different sub-tribes within the county by
organizing cultural activities and festival where different groups come and exercise their
tradition and culture.

It also coordinates and organizes sporting activities thus supporting and mentoring
young athletes, footballers

Vision of the Department

A socially cohesive county rich in sports, culture and heritage

Mission of the Department

To formulate, mainstream and implement policies that promotes sharing of cultural

experiences and talents while celebrating heritage and empowering vulnerable and
marginalized groups.

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 1.2.7ICT & Public Service Management
This department is responsible for ICT Infrastructure within the county. It is responsible
for setting up ICT and resource centers within the county, ensuring the availability of
network within the county offices for example the IFMIS section where payments are
posted online, responsible for integrating computers of different county departments
into one central place for easy decision making.

It is headed by the CEC in charge of ICT & PUBLIC service management who is assisted
by directors in managing and running the affairs of the department .

Vision

A World class provider of cost-effective ICT infrastructure facilities and services for
efficient and effective public service
Mission

To provide efficient, affordable and reliable infrastructure for sustainable economic

growth and development for improved service delivery.

1.2.8Education and Technical Training

The department is responsible for pre-primary education, village polytechnics, home
craft centers and child care facilities. With regard to performing the function relating to
pre-primary education, the county level will implement a series of strategies meant to
enhance access and quality.

They also ensure that the early childhood Development services standards are adhered to.

Vision of the Department

A globally competitive quality education, training, research and innovation for

sustainable development

Mission of the Department

To provide, promote and coordinate quality education and training, integration of

science, technology and innovation for sustainable socio-economic development.

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1.2.9County Public Service Board

County Public Service Boards were created under Constitution Chapter 13 Article 235,
and subsequently in the County Government Act 2012 sec 57.

The Garissa County Public Service Board was approved by the Garissa County Assembly
on 18th June 2013 and appointed and gazette by H.E. Nadif Jamaa The Governor of
Garissa County on 21st June 2013 via Gazette Notice No. 8644.

Vision

‘To be the best Public Service Board in the provision of excellent human resource that
serves the needs of garissa residents and Kenyans.’

Mission
‘To establish and maintain sufficient professional and motivated public service that
enhances efficient and effective service delivery.’

Core Values

1. Professionalism

2. Integrity

3. Creativity and Innovation

4. Team Spirit

5. Fairness and Equity

6. Transparency and Accountability Functions of the CPSB

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As per County Government Act 2012 Sec 59;

1. Establish and abolish offices in the county public service

2. Appoint persons to hold and to act in offices in the county public service including
confirming appointments

3. Exercise disciplinary control over staff in the county public service

4. Prepare regular reports for submission to the county assembly on the execution of
its functions

5. Promote ethical standards in the 0perations of the county public service

6. Develop a coherent ,integrated HR planning and budgeting for personnel

emoluments in the county

7. Advise on the implementation and monitoring of performance management

system
8. Make recommendations to SRC

Powers of CPSB

1. Inform and educate county public officers and the public about the values and
principles;

2. Recommend to the county government effective measures to promote the values

and principles;

3. Assist county government in the formulation and implementation of programmes

intended to inculcate in public officers the duty to uphold the values and
principles;

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4. Advise the county governments on their obligations under international treaties
and conventions on good governance in the county public service;

5. Visit any county public office or body with a view to assessing and inspecting the
status of compliance with the values and principles;

6. Investigate, on its own initiative or upon a complaint made by any person or group
of persons, the violation of any values and principles;

7. Recommend to the relevant lawful authority, any necessary action in view of the
violation of the values and principles by any person or public body;

8. Cooperate with other institutions working in the field of good governance in the
public service

9. Perform any other functions as the Board considers necessary for the promotion of
the values and principles.

1.2.10 Finance and Economic planning Department

This is the department that deals with all the financial resources of the county. It is
responsible for keeping all financial records of the county, paying all the suppliers and
contractors to the county, paying the county workers through the payroll system etc. It
is headed by the CEC in of charge finance and economic planning whose role is to
supervise the administration and delivery of services in the department, perform any
other functions conferred on it by the constitution or national legislation. He is assisted
by the CO who is responsible for the administration of the department on behalf of CEC,
reporting day to day affairs to the CEC, authorizing all the payments made by the
department among other functions. Directors of this department assists in management
of the entire department by coordinating the daily activities, supervising employees in
various sub sections/units, authorizing payments on behalf of the CO, auditing of
accounting activities, monitoring of revenue generating units etc.

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Vision of the Department

A leading sector in public finance management, economic policy formulation and

coordination of development.

Mission of the Department

To provide overall leadership and policy direction in resource mobilization, management

and accountability for quality public service delivery.

Strategic Objectives of the Department

• To ensure prudent financial management and internal controls for effective and
efficient service delivery by all County government entities.

• To enhance fiscal policy responsibility and equitable distribution of resources for

maintenance of socio-economic stability and accelerated growth.

• To enhance accountability, transparency and prudent management of finances.

• To enhance effective development coordination, implementation and tracking of

results.

1.3 MANAGEMENT
The County Executive Committee (CEC) for each department reports to the Governor.
Each of the county executive committee member (CEC) is in charge of one of the 10
Departments as prescribed in the Constitution of Kenya 2010. The Chief Officers
manage the day to day affairs of the departments and report to the CEC members of
their respective department. Below the Chief Officers (CO) are the directors or the
equivalent, followed by assistant directors of various divisions, sections, and units who
are in charge of different functions meant to provide services to the county citizens.

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1.3.1Finance Section Structure
Figure 1.2

Accountant Accountant Accountant

(s) (s) (s)

1.4ACCOUNTING AND FINANCIAL MANAGEMENT.

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The County Treasury is headed by the Director in charge of accounts (Head of
treasury).He is assisted by the Deputy Director who reports to him. The Assistant
Directors report to the Deputy Director. They work hand in hand to ensure the
undertaking the following responsibilities:

• Providing guidance on budgetary ceilings to departments and ensuring its

adherence.

• Maintaining vote book records of each department

• Processing of departmental financial commitments

• Generating financial reports and reconciliations to relevant government

institutions.

1.5 HUMAN RESOURCE MANAGEMENT

Garissa County has realized that in order to achieve its objectives, its employees play a
vital role. It has taken up the challenge of restructuring its human resource by
recruiting the right and well trained personnel for various positions in the County. The
aspect of training and development has been given more attention; whereby those with
limited skills are being trained on how to perform various tasks that are relevant to their
position. All staff employees in management are continually being appraised on
performance and those who excel and even come up with ideas and products that help
the county progress forward are being awarded accordingly. The spirit of teamwork is
very much encouraged and the leaders are out to ensure that teamwork is present and
that all those under their departments are working well within conducive environment.

1.6 RESEARCH AND DEVELOPMENT

The organization has taken up challenge of research and development for the
performance of the County. This aspect is handled by those in every department to try
and come up with new services that are attractive to the Community, trying to improve

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on old service in order for them to fit in the current Community with high preference.
New ideas as being innovative are the key factor being considered in the County.

CHAPTER TWO

2.0 ATTACHMENT EXPERIENCES

The chapter gives a description of the whole process and activities that I undertook. It
will look in detail the general and specific activities undertaken, analysis of the
knowledge and skills gained, observations and critique, strategies for utilization of
contacts established during attachment.

2.1 GENERAL ACTIVITIES UNDERTAKEN

During my industrial attachment period, I worked in several sub-sections of the Finance

and Economic planning department for example voucher preparation section, imprest
section, cashbook and bank reconciliation and IFMIS section. Some of the activities I
carried out required general knowledge with no specific skills needed thus regarded as
general activities Therefore, I undertook the following general activities within the above
mentioned sub-sections; Receiving and registering departmental memos from various
departments in memo register for proper record keeping, Forwarding memos to the
respective AIE holders for approval and authorization so that payments can be made in
regard to those raised memos, Examining vouchers approved by AIE holders to
ascertain whether the amount indicated in the memo correspond to the amount
indicated in the payment to enhance accuracy and transparency, Receiving paid
vouchers and imprests from IFMIS section and cash section and sorting them in respect
to their departments for easy retrieval and also according to either development or
recurrent votes, Entering expenditure amounts incurred by various ministries into the
system in preparation for audit using the Excel, Confirming the payees in the bank
statement against the cashbook to enhance adjustments in the cashbook if any, Posting
the payments to relevant cashbooks i.e Recurrent and Development cashbooks for
proper accounting of funds incurred and Sorting of posted vouchers into various
departments and filling in respective departmental files.

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 2.2 SPECIFIC ACTIVITIES UNDERTAKEN
Furthermore, during the industrial attachment period I was able to perform and
undertake some of the activities that were relevant to my field of study at the Finance
and Economic department and thus equipping me with a lot of knowledge and skills.
These specific activities include; Preparation of payment vouchers (F.O 20) and claim
forms (F.O 22) using approved memos to facilitate payments to respective contractors,
suppliers,etc and also to enhance compensation of claims to the memo holders, Raising
imprests in impress warrants book using approved memos, recording them in imprest
registers and forwarding to Accounting officer for approval thus allowing or authorizing
payments to be made to the imprest holder, Voting off of examined and approved
vouchers to respective votes as indicated by the AIE holders and also committing
approved imprests in the vote book, Receiving approved vouchers and imprest warrants
from various departments, performing supplier entry process, Invoice entry process,
validation and commitment of funds using the IFMIS system, Computation of taxes in
respect to 6% and 3% tax deduction payable to the KRA during the closure or within the
financial year, Filling the KRA certificates using details of the company indicated for
example the name, postal addresses, the pin, the amount deducted(tax payable) etc.

From these activities that I undertook, I was able to learn from the experiences acquired
and thus gained various skills and knowledge as discussed below.

2.3 KNOWLEDGE AND SKILLS GAINED

In the course of my industrial attachment at county treasury department, I gained a lot in

terms of knowledge and skills. What I had learnt in the theory part of my coursework was
being put into practice for example bank reconciliations using the bank statement and the
cashbook where I was able to compare the payees in the bank statement against cashbook
to ascertain whether adjustments should be made in the cashbook.
As outlined in the general activities undertaken, I learnt a lot. I managed to gain
knowledge and skills on how to prepare payment vouchers for suppliers and contractors
to facilitate payments as supported by the attached documents such as invoices, LPO’s,
LSO’s etc, How to compute taxes(domestic tax) payable to the KRA, How to examine
vouchers approved by various AIE holders to ascertain accuracy in payments by

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confirming whether the amounts in the attached documents correspond to the amounts
written in the payment voucher and How to commit and De commit funds, invoicing and
validation through the IFMIS system

2.4 OBSERVATIONS AND CRITIGUE

i. Working hours
For most county staff, their letters of appointment indicates that the reporting time is
8:00am in the morning and departure time 5:00pm in the evening while in reality some
staff members report as early as 7:00am and work till late. This has led to the staff being
demoralized and feel they are overworked. Therefore the county government could have
ensured that its employees are well motivated and compensated when they work beyond
and before the anticipated times indicated in their appointment letters

ii. Lack of job description

One is given an engagement Letter with no specific job descriptions. This has resulted to
duplication of duties and overstaffing some departments at the expense of others. This
creates inconveniencies and congestion at the workplace.

The engagement letters must clearly outline and indicate the responsibilities of the
employees so that there will be no conflict of interests among them and also to avoid
duplication of responsibilities.

iii. Working Environment

There is scarcity of office furniture for example the seats, desks, tables etc which facilitate
office operations. Other equipment also like calculators and computers are not adequate
thus resulting to delay and slow of performance of the county operations and activities in
the department.

The county government could have made it possible the availability of these computers to
ease the conduct of activities thus enhancing quality and better service delivery..

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2.5 STRATEGY FOR UTILIZATION OF CONTACTS ESTABLISHED DURING
ATTACHMENT

During the industrial attachment period, I managed to establish some contacts from the
county government which are intended to help me in to keeping in touch with the county
affairs and also to follow the county proceedings in terms of development and economic
growth. It can also enable to secure a chance to go back and work as an intern or
employed by the county government in the near future by constantly maintaining a good
relationship with them. Having established such contacts, it will also be easy for me to
know the opportunities arising in the job market and it will be easy to know whether there
are vacancies in the county government as they are advertised.

The established contacts can be utilized through the use of social media sites like;

• Facebook
Facebook is a tool that will enhance awareness of any tangible information and build
relationships with other people. By utilizing a Facebook page, I’ll be able to connect with
a larger prospect pool, gain referrals and build a good public image and relationship.

• Twitter

Twitter helps relay information at a moment’s notice and can travel to large audiences
with the click of a button. Announcements can consist of new information, county news or
any other information that would be viewed as valuable by the county government. The
Twitter page is created and strategically used to build followers and provide resourceful
content that will benefit all members.

• YouTube

YouTube is a video hosting social network that also provides an embed code so that you
can place your video on other sites, like your Website. Let Grass Roots Marketing know if
you want to check out this social media vehicle.

Any video released by the county government regarding the county affairs will be
obtained from the YouTube site thus I’ll be able to watch and understand the county’s
progress. This will constantly enable me be in touch with the county affairs.

In conclusion, Facebook, twitter, YouTube etc are social media sites which provides a
platform where we can interact with each other daily without losing any contact easily.
The importance of these platforms is that people are receptive to your messages, you get

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to see those people and thus becoming close to them, you can respond to them
immediately etc. these helps someone to get in touch with other people knowing their
progress and new ideas they come up with.

These contacts can also be utilized through networking whereby we can link each other
through the use computers for example e-mailing each other from time to time. This can
enhance development of close relationship thus assisting in maintaining contacts for
quite long period of time.

CHAPTER THREE

3.0 SUMMARY, CONCLUSION AND RECOMMENDATIONS.

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This chapter describes the report summary, the conclusion and the recommendations I
have made to the county government.

3.1 SUMMARY

An industrial attachment program is helpful in facilitating the transition of theoretical to

practical aspect of an academic program. During my industrial attachment period I
undertook several activities within the finance and economic planning department.

The whole period of industrial attachment was quite enjoyable as I learnt and gained
knowledge and experience. County staff were very friendly, understanding, cooperative
and committed to their work. They work in accordance to the organization’s set up rules
and regulations. In general, the organization’s structure is well organized and structured
thus there is a well-coordinated flow of work and information across the departments
within the organization. The attachment exercise gave me a platform to practice and
exercise some skills that I have already for example communication skills, interpersonal
skills and decision making

During my induction period I undertook general activities which required general

knowledge/applications. Most of which are detailed in section two. They include:
Receiving and registering departmental memos in memo register, forwarding memos to
the respective AIE holders for approval, Examining vouchers approved by AIE holders
etc.

3.1 CONCLUSION

I fully utilized my industrial period which was a period of three months while I was
attached at the County Government of Garissa. I gained knowledge and experience in
my area of study as this was my main aim/objective. The skills and knowledge acquired
was based on activities such as voucher preparation, computation of taxes, examination
of payment vouchers for approval etc

The attachment period was very interesting, instructive and challenging. Throughout the
industrial period, I was able to gain new skills and knowledge, information about the
real organizational working condition and practice. The three month placement has

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provided me with the opportunity to develop and improve my functional skills. All of
this valuable experience and knowledge that I have gained were not only acquired
through the direct involvement in the tasks given but also through other aspects of
training such as observation, interacting with colleagues, superiors and other third party
related to the organization.

From what I have achieved and learnt, I support that the industrial attachment program
have met its entire primary objective. As a result of the program, am now more
confident to enter into the job market to build and work.

Furthermore, I also attained other objectives of my attachment. These are; providing an

area to interact with different people in the job market in and outside the discipline of

specialty, Preparation on how to face and manage challenges and experience in the

industry, and Building and developing social skills with different people of different

classes.

3.2 RECOMMENDATIONS
I recommend that;

• The County should acquire and install current and enough

technological equipment and efficient systems sufficient to all staff.

• The County should motivate staff who work beyond 5pm by

introducing payment of overtime allowances depending on the hours
worked to enhance greater work out put.

• The County should ensure that during appointment of new staff, that
particular staff should be provided with an appointment letter
clearly describing the duties that staff is required to perform.

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 • The County should ensure that the office is equipped with enough
seats, desks and other necessary equipment to ensure accurate and
efficient serving on clients.

REFERENCES

Article 6, Devolution And Access to services, The 2010 Constitution of Kenya.

County Governments Act 2012.

“179. County Executive Committees” Kenya Law Reform Commission. 29th August
2012.

APPENDICES
• Log book entries

• Attachment details form