6(1) There is established the Thika Municipality Board which shall be a body corporate with perpetual succession and a common seal and shall, in its name, be capable of –

• suing and being sued;
• taking, purchasing, or otherwise acquiring, holding, charging, or disposing of movable and immovable property;
• borrowing money or making investments;
• entering into contract; and
• doing or performing all other acts or things for the proper performance of its functions in accordance with the Urban Areas and Cities Act or any other written law which may lawfully be done or performed by a body corporate.

(2) In undertaking its mandate under this Charter, the Board shall ensure compliance with all relevant National and County policies and Laws, and in particular, in matters relating to financial management, procurement, implementation of contract and projects implementation, and service delivery.

The Municipal Manager’s primary role is to oversee the governance and management of the municipality and report to the Municipal Board in accordance with Section 28 of the Urban Areas and Cities Act (2011, amended 2019) and the Urban Areas and Cities (General) Regulations, 2022. The Municipal Manager reports directly to the Director of Municipal Partnerships and Coordination within the Department of Urban Areas Development and Administration. The core duties include, but are not limited to:

Key Responsibilities

1. Support to Leadership: Assist the Director of Municipal Partnerships and Coordination and the Municipal Board(s) in fulfilling their mandate as per the Urban Areas and Cities Act (2011, Amended 2019), County Government Act (2012), and other relevant regulations.
2. Managerial Oversight: Coordinate the administration and development of the municipality, working with stakeholders like the Sub-county Administrator and relevant county officers (e.g., sub-county engineer, planner, surveyor).
3. Performance Reporting: Regularly update the County Executive Committee Member (CECM) and Chief Officer for Urban Areas Development and Administration via the Director of Municipal Partnerships and Coordination on municipality performance.
4. Asset Management: Oversee the management of municipal assets, including office equipment, computers, development plans, and other assigned resources.
5. Revenue Generation and Reporting: Contribute to municipal revenue generation, ensuring accurate and timely reporting, in collaboration with Sub-county Administrators.
6. Procurement Coordination: Manage procurement for the municipality in partnership with the Municipal Board(s) and relevant urban development officers.
7. Public Participation and Engagement: Facilitate public consultations for development projects with the Municipal Board, stakeholders, and communities to ensure regulatory compliance and sustainable development.
8. Process Improvement: Develop effective work processes and procedures to enhance service delivery, responsiveness, and resolution of customer grievances.
9. Human Resources Management: Administer and manage municipal staff in line with the Kiambu Human Resources Manual and relevant codes of conduct for public officers.

Additional Duties

1. Administrative Oversight: Supervise all staff, monitor project performance, and ensure efficient operations within the municipality.
2. Policy Development: Support the creation and adoption of governance policies, service charters, and by-laws for effective municipal administration.
3. Integrated Development Programs: Collaborate with the board to create development programs and set targets for improved municipal services.
4. Legislative Compliance: Implement County and national regulatory requirements as delegated by the county executive.
5. Environmental Management: Ensure adherence to waste management and environmental sustainability regulations.
6. Urban Development Controls: Establish systems for land use, zoning, and infrastructural development in collaboration with relevant stakeholders.
7. Budget Preparation: Prepare work and procurement plans, budgets, and submit to the CECM for review, approval, and implementation.
8. Revenue Collection: Enhance revenue collection for the county through applicable fees, chages, licences, permits, rents or rates for services.
9. Impact Monitoring: Track the effectiveness of municipal services, policies, and programs.
10. Revenue Enhancement: Establish strategies to boost municipal revenue programs.
11. Records Maintenance: Maintain accurate records, including performance reports, budgets, and project updates.
12. Data Management: Create a comprehensive information system accessible to the Municipal Board and the County Executive, with public access provisions.
13. Stakeholder Partnerships: Support Municipal Boards in forming partnerships for sustainable urban development initiatives.
14. Public Health and Safety: Promote water, sanitation, air quality, and noise pollution management programs to improve local quality of life.
15. Public Transport Regulation: Facilitate public transport regulation to reduce congestion and enhance mobility.
16. Service Delivery Monitoring: Oversee board-provided services to ensure efficient and improved delivery.
17. Governance Structures: Implement governance and performance management systems to support compliance with financial provisions.
18. Regular Reporting: Submit work plans and reports to the CECM and Chief Officer for effective municipal performance monitoring.
19. Other Duties: Perform additional tasks as assigned by the county government or as specified by applicable law.

These duties ensure the effective, sustainable management of municipal functions and contribute to the overall development of urban areas.

7.(1) In accordance with section 14 of the Act, the Board shall comprise of not more than nine persons appointed by the by Governor with the approval of the County Executive Committee and the County Assembly.

(2) The Governor shall appoint a chairperson from amongst persons approved for appointment by the County Assembly.

(3) The County Executive Committee shall designate a representative of each of the County departments to be an ex-officio members of the Board

(4) The Municipal Manager shall be Board’s secretary and an ex-officio member of the Board.

 Term of office

8. A member of the Board other than an ex-officio member shall hold office for a term of five years on a part time basis.

Removal of office

9. A member of the Board may be removed from office by the Governor on–

• any of the grounds provided under section 16 of the Act;
• the recommendation of at least two thirds of the voting Members of the Board;
• upon petition of at least fifty per cent of the residents of the Municipality;
• on non-performance or insubordination; or
• the recommendations of the County Assembly for any other ground including in-effective supervision or conduct of its oversight role in the implementation of projects, annual procurement plan, budget, policies or legislation within its jurisdiction.

10. (1) Save as otherwise expressly stated in this Charter, the Board shall have the powers and perform the functions vested in Boards of municipalities under sections 20 and 21 of the Act.

(2) In addition to any other functions under this Charter, the Board shall, through a public participatory process, be responsible for-

(a) preparing and recommending to the Executive Member the Municipal Integrated Development plan;

(b) preparing an annual infrastructure development agenda for Municipality and advising the Executive Member;

(c) participating in the County Government budgeting process to ensure budgetary provision for the development agenda; and

(d) supervising implementation of donor funded projects within their jurisdiction and preparing reports for submission to the Executive Member.

(3) Notwithstanding the generality of the sub-section (1), the Board shall not implement any function under the Act without first obtaining the approval by the County Executive Committee.

(4) In addition to sub-section (3), the Board shall be accountable to the County Executive Committee and the County Assembly for any exercise of power and functions under the Act or this Charter.

(5) The Board may establish committees comprising of its members for better implementation of its functions.

The Grievance redress mechanism Procedure allows stakeholders to raise issues, questions or concerns and grievances with the project. Kiambu County and the municipalities have addressed issues, questions, concerns and grievances in a prompt, respectful and responsive manner. Every stakeholder has the right to an effective grievance mechanism which will be free. The municipalities have addressed all Complaints received, regardless of whether they stem from real or perceived issues and whether the Complainant is named or anonymous. The statutory rights of the Complainant to undertake legal proceedings remain unaffected by participation in this process.

Through the effective GRM the programme will foster trust. To this end it will communicate this Procedure in an understandable manner to stakeholders. Confidentiality will be respected and Kiambu County will take all reasonable steps to protect parties to the process from retaliation.

Objectives of the GRM

1. Establish a prompt, consistent and respectful mechanism for receiving, investigating and responding to Complaints from stakeholders;
2. Ensure proper documentation of Complaints and any corrective actions taken; and
3. Contribute to continuous improvement in performance through the analysis of trends and lessons learned.
4. Enhance trust and confidence among stakeholders on KUSP interest to address their concerns hence promote project positive image.

Download the KUSP GRM document here