strategic plan - pest control products board plan - 5 nov 2015-18102016.pdf · integrity teamwork....

[A Statutory Organization of the Kenya Government]

Strategic Plan

2016-2020

NOVEMBER 2015

Vision

To be a world class regulatory agency of pest control products.

Mission

To provide professional, efficient and effective regulatory services

for manufacture, trade, safe use and disposal of pest control

products while ensuring safety to humans, animals and the

environment.

Our Core Values

Professionalism

Equity and Equality

Confidentiality

Customer focus

Integrity

Teamwork

Promoting agricultural productivity, safeguarding human health and the environment towards achieving Vision 2030

Contents

Our Core Values ....................................................................................................................ii

List of Abbreviations and Acronyms ...................................................................................... iii

Foreword ............................................................................................................................... iv

Executive summary .............................................................................................................. vii

CHAPTER ONE: INTRODUCTION ....................................................................................... 1

1.1 Overview ................................................................................................................................. 1

1.2 Linkages of the Strategic Plan with Legal and other policy documents ....................................... 2

1.2.1 Linkage of the strategic plan with the Constitution of Kenya 2010 ............................. 2

1.2.2 Linkage of the Strategic Plan with the Government Development Agenda .............. 2

1.3 Global and National challenges .................................................................................................... 2

1.4 Kenya’s Development Agenda (Vision 2030) ................................................................................ 4

1.5 Role of the PCPB in Achieving the Vision 2030 ............................................................................. 5

1.6 Rationale for the strategic plan .................................................................................................... 5

1.7 Organisation of the strategic plan ................................................................................................ 6

CHAPTER TWO: SITUATIONAL ANALYSIS OF THE ORGANIZATION .............................. 7

2.1 Establishment of Pest Control Products Board ............................................................................. 7

2.2 Key achievements and lessons learnt ........................................................................................... 8

2.3 Strengths, Weaknesses, Opportunities and Threats (SWOT) Analysis ....................................... 10

2.4 Political, Economic, Social-cultural, Technological, Environmental and Legal (PESTEL) Analysis

.......................................................................................................................................................... 13

2.5 Stakeholder Analysis ................................................................................................................... 16

CHAPTER THREE: STRATEGIC MODEL .......................................................................... 17

3.1 Vision, Mission and Core Values ................................................................................................. 17

3.2 Mandate and Functions .............................................................................................................. 18

3.3 Overall Goal ................................................................................................................................. 19

3.3 Key Result Areas .......................................................................................................................... 19

CHAPTER FOUR: IMPLEMENTATION OF THE STRATEGIC PLAN ................................. 22

4.1 Introduction ................................................................................................................................ 22

4.2 Structure of the organization ...................................................................................................... 22

4.3 Staff Establishment & Requirements .......................................................................................... 25

4.4 Resources .................................................................................................................................... 27

CHAPTER FIVE: MONITORING & EVALUATION .............................................................. 29


5.1 Monitoring .................................................................................................................................. 29

5.2 Evaluation of the Strategic Plan .................................................................................................. 30

LIST OF REFERENCES ..................................................................................................... 31

ANNEX 1: IMPLEMENTATION MATRIX ............................................................................ 32

ANNEX 2: PCPB ORGANIZATION STRUCTURE ............................................................. 43

ANNEX 3: PCPB STAFF ESTABLISHMENT ....................................................................... 44


List of Abbreviations and Acronyms

AFFA : Agriculture, Food and Fisheries Authority

ASDS : Agricultural Sector Development Strategy

CSR : Corporate Social Responsibility

EAC : East Africa Community

EMCA : Environmental Management and Co-ordination Act

ERS : Economic Recovery Strategy for Wealth and Employment Creation

EU : European Union

FAO : Food and Agriculture Organization of the United Nations

GDP : Gross Domestic Product HIV/AIDS : Human Immunodeficiency Virus/ Acquired Immunodeficiency Syndrome

HOD : Head of Department

HR : Human Resource

ICT : Information and Communication Technology

IPM : Integrated Pest Management

ISO : International Standard Organisation

KEPHIS : Kenya Plant Health Inspectorate Service

KENTRADE : Kenya Trade Network Agency

KALRO : Kenya Agricultural and Livestock Research Organization

M & E : Monitoring and Evaluation

MRL : Maximum Residue Level

NEMA : National Environmental Management Authority

PCP : Pest Control Product

PCPB : Pest Control Products Board

PESTLE : Political, Economic, Socio-Cultural, Technological, Legal and Environmental

PFM : Public Finance Management Act, 2012

SOPs : Standard Operating Procedures

SRA : Strategy for Revitalizing Agriculture

SWOT : Strengths, Weaknesses, Opportunities and Threats

TNA : Training Needs Assessment

WTO : World Trade Organization

UK : United Kingdom

USA : United States of America


Foreword

For more than 30 years, PCPB has been charged with the responsibility of ensuring safe

and efficacious pest control products are available for use in Kenya. Within the period, PCPB

has delivered quality pest control products which have contributed to increased agricultural

productivity in a safe and secure environment while enhancing food security.

As Kenya gears towards attaining middle income economic status as envisaged in its

development blue print, Vision 2030, the PCPB Strategic Plan 2016–2020 is aimed at

guiding the Institution in delivering its mandate which builds on the achievements and the

foundations laid down by previous strategies. The unveiling of this Strategic Plan, responds

to the need to modify, refocus, and build new capacity to meet new challenges and

opportunities. This has been done in line with the Government development agenda, Kenya

Vision 2030, the Ministry of Agriculture, livestock and Fisheries strategic plan, the Agriculture

Sector Development Strategy, the Constitution of Kenya 2010 and other relevant policy

documents.

The strategic plan 2016-2020 gives a road map for achieving our vision which is to be a

world class regulatory agency for pest control products. This is an amalgamation of

extensive collaboration and comprehensive feedback and input from various industry

players, the general public and collaborating government agencies. The Board of

management has chart the way it envisions PCPB meet its mandate in the next five years.

The plan identifies two key result areas with emphasis on quality and effective service

delivery.

The Board of Management is committed to the achievement of the institution’s objectives.

The Board will ensure the setting up of institutional frameworks and structures that will

enable PCPB achieve exemplary performance. PCPB shall ensure that performance

management continues to be the pillar of the institution’s operations and shall strive for

continual improvement in service delivery to Kenya.

It is in no doubt that the Strategic plan 2016-2020 will be successfully implemented.

Board, Chairperson


Preface and Acknowledgements

Every government agency, under the second medium term plan of the Kenya vision

2030, is required to develop a five year strategic plan. The plan outlines the priority

projects that it will implement in that period to enable the Government meet its

overall responsibilities to the people of Kenya. It is a tool that anchors an institution

in result based management to ensure efficient and effective service delivery.

In the strategic plan 2011-2015, PCPB achieved a major milestone by constructing

and occupying the head office located in Loresho. This has placed PCPB on the path

towards being a world class regulatory agency, improving the institution’s corporate

image as well as providing a conducive work environment for the employees and

stakeholders.

In a bid to enhance compliance in the country and bring services closer to the public,

PCPB opened two additional regional offices in Mt. Kenya and South Rift situated in

Embu and Nakuru, respectively.

PCPB continues to consolidate gains made and to build on them in order to ensure

world class service delivery through efficient utilization of resources. There is an

increase in demand for services and more efforts shall be geared towards enhancing

new and existing resource bases.

Continual improvement through the quality management system shall be at the fore

front to develop a culture of result based management and improved customer

satisfaction. In keeping with continued efforts to attract and retain a highly competent

human resource, PCPB shall undertake capacity building through training and

reward for good performance.

A lot of dedicated effort and commitment went into the development of this strategic

plan. I take this opportunity to thank all the Ministry stakeholders; Mr. Bonventure

Achonga, Mr. Eliud M. Kamau (MOALF) and Mr. Joseph Malonza (Ministry of

Devolution and Planning) for their effective participation and involvement. I

particularly wish to recognize the strategic plan steering committee, led by, Dr. Paul


Ngaruiya, Peter Kimwelle, Callen Okara, James Mwaura, Grace Muchemi, Erickson

Kamau, Anne Nkatha, Sharon Nyambura and Jane Macharia. I also acknowledge

contributions made from all the stakeholders who participated in enriching this

document.

It is my conviction that with the strategies envisaged in this plan, PCPB shall ensure

that safe and efficacious pest control products are availed to consumers while

safeguarding human health and the environment for Kenya.

Peter Opiyo

Chief Executive Officer/ Secretary


Executive summary

In the last five years, our activities were guided by strategic plan 2011-2015.

The strategic plan was aligned to the first medium term plan of Kenya vision 2030.

PCPB achieved major milestones during the period and periodically undertook self-

assessment on the implementation of the plan. Lessons learnt were taken into

consideration in development of this strategic plan 2016-2020.

The PCPB Strategic plan 2016-2020 maps out the pathway that will guide PCPB on

its endeavor to deliver on its mandate. It acknowledges the dynamic nature of the

operation environment and therefore will continuously adhere to adapt to the

emerging trends. PCPB aims to remain relevant while at the same time enhancing

performance, meeting diverse expectations and keeping in line with the government

development agenda, the Kenya Vision 2030, the Constitution of Kenya, the Ministry

of Agriculture, Livestock and Fisheries strategic plan, agriculture sector development

strategy and other relevant policy documents.

The Strategic plan is organized into five chapters. Chapter one gives the

introduction and overview of PCPB; chapter two outlines the situational analysis,

SWOT and PESTEL analysis, and stakeholder analysis; chapter three gives the

PCPB vision, mission, core values, functions and mandate; chapter four outlines the

establishment of PCPB and chapter five provides the monitoring and evaluation

framework for the plan.

Under this strategic plan PCPB aspires “To be a world class regulatory agency for

pest control products”. The PCPB mission is “To provide professional, efficient and

effective regulatory services for manufacture, trade, safe use and disposal of pest control

products while ensuring safety to humans, animals and the environment.” We are committed

to upholding the following core values: Professionalism, Equity and Equality,

Confidentiality, Customer focus, Integrity and Teamwork.


The Strategic plan has outlined the achievements PCPB made in the preceding

strategic plan 2011-2015 as well as the challenges encountered during

implementation.

The observed variances between the preceding plan and the actual achievements

provide an insight on the required adjustments required to attain optimal gain in

subsequent plans.

Strategic objectives

In the strategic plan 2016-2020, PCPB will focus on two key result areas, these are:

Safeguard human health and environment and increase agricultural

productivity

Institutional sustainability

The actionable strategies from the key result areas to be addressed are:

1. Enhance compliance of pest control products to set standards and facilitate

trade

2. Ensure safe, quality and efficacious pest control products are availed to

users

3. Enhance responsible use of pest control products and food safety

4. Improve management of pest control products lifecycle

5. Improve resource mobilization and accountability

6. Improve quality and efficiency of service delivery

Under each strategy, activities have been detailed in the plan to help in achieving the

strategic objectives. The implementation matrix provides an actual framework

through which the strategic objectives will be achieved in the period. The plan shall

be input into departmental work plans for ease of implementation and monitoring.

Financing for the key result areas and actionable strategies therein will be done from

internally generated revenue, grant from the government and contributions from

various development partners. Prudent financial management of resources will be

observed as provided for by the Public Finance Management Act 2012.


The monitoring and evaluation framework guides on how the achievements will be

measured. The measurable outputs and indicators shall be outlined in the

departmental quarterly and annual performance progress reports.


CHAPTER ONE: INTRODUCTION

1.1 Overview

The Pest Control Products Board is a statutory organisation of the Kenya Government

established in 1985 under Cap 346 laws of Kenya. The formation of the Board was in

recognition that pesticides are key to agricultural production and can be harmful to both

human life and the environment. The Board is mandated to oversee all matters related to

pesticides, including but not limited to regulation of the importation and exportation,

manufacture, distribution, sale and use of pest control products while mitigating their

harmful effects to human health and the environment. The Board undertakes its functions

through a Board of management and two technical departments. The Board also

collaborates with both local and international stakeholders.

Agriculture plays a significant role in achieving Vision 2030 through the Economic Pillar.

The Agriculture sector contributes 26% of the GDP, about 75% of industrial raw materials

and 60% of export earnings. The sector accounts for 65% of total exports, 18% and 60%

of the formal and total employment, respectively. The sector comprises of 5 subsectors

namely, industrial crops, food crops, horticulture, livestock and fisheries and employs

such factors of production such as land, water and capital.

Pests and diseases pose a major challenge to increasing agricultural productivity,

therefore effective management is key to sector productivity and environmental

sustainability. Pesticides play a vital role in the management of pests and diseases,

though potentially hazardous to human, animals, plants and environment. Globally the

use of integrated pest management (IPM) is being encouraged as a strategy in pest and

disease management as the emerging trends now encourage the use of less hazardous

pesticides e.g. biopesticides which include macrobials, microbials and biochemicals.

Pesticide regulation plays an important role in food security and safety, while ensuring

environmental protection. It has been adopted in many countries all over the world such

as USA, Canada, China, India and UK.


1.2 Linkages of the Strategic Plan with Legal and other policy documents

The preparation and implementation of this strategic plan is guided by the government

development agenda and the Constitution of Kenya 2010.

1.2.1 Linkage of the strategic plan with the Constitution of Kenya 2010

In performing the functions and relating with the stakeholders, Pest control Products

Board shall always consider the Constitution but not limited to the following provisions:

a. The national values and principles of governance set out by article 10 of the

constitution

b. The values and principles of public service set out by article 232 of the constitution

c. The principles of leadership and integrity set out in Chapter Six of the Constitution

d. The Bill of Rights articles 42, 46 and 47

1.2.2 Linkage of the Strategic Plan with the Government Development Agenda

This strategic plan was developed in line with the governments’ national goals as

outlined in the following documents:

a. Vision 2030

b. Second Medium Term Plan (MTP 2) 2013-2017

c. Agriculture Sector Development Strategy (ASDS) 2010-2020

d. The Jubilee Manifesto 2013-2017

e. International Treaties and Conventions

1.3 Global and National challenges

Kenya’s development blueprint, the Vision 2030 highlights various challenges that the

country may face in its quest to achieve the Vision’s targets. The following challenges

have been identified:

1.3.1 Changing market standards

The various trading blocks in the world have set certain market standards which Kenya has to

adhere to in order to trade. These include European Union (EU), Common Market for Eastern and

Southern Africa (COMESA), Southern Africa Development Cooperation (SADC) and East African

Community (EAC). Kenya has many partners all over the world trading in various commodities

such as horticulture, industrial crops, pesticides etc. The EU is the major consumer of fresh fruits

and vegetables from Kenya and changing market standards currently have put pressure on

Kenyan producers to meet the maximum residue levels (MRLS). Currently, China and India are

the main sources of pest control products imported into the country with relatively less stringent


requirements compared to the traditional sources. The East Africa Region still remains the

country’s main destination for pesticide exports.

1.3.2 Climate change

Kenya depends to a large extent on rain fed agriculture and the effects of climate change will

negatively affect the agriculture sector due to; drought, erratic rains and floods. Similarly, new and

emerging pests and diseases could be as a result of global warming. More resources are required

to carry out mitigation measures.

1.3.3 Infrastructure

Poor infrastructure has led to slow movement of goods and services across the country and this

has resulted in high cost of production in the agricultural sector, thus slowing economic growth.

The government is currently allocating resources to improve the infrastructure especially building

of roads and railway system to make agricultural productive areas accessible.

Kenya has limited number of laboratories that have the capacity to analyse pesticide residue and

formulations. Most of the available laboratories are in the major cities and this makes the cost of

analysis very high.

1.3.4 High cost of finance

High banking lending rates and high interest rates also impact on the agricultural production

hence the cost of goods and services. High exchange rates have led to higher costs of imported

pesticides and other farm inputs.

1.3.5 Rapid population growth and unemployment

Agriculture is the prime mover of the Kenyan economy which in turn creates employment and

ensures food security. The rapid population growth does not match the economic growth and

therefore high rates of unemployment and poverty.

1.3.6 Governance

Corruption and other governance issues are a threat to the growth of the economy and they need

to be mitigated. The constitution of Kenya 2010, has clearly entrenched good governance and

formed institutions expected to reduce the vice. The Government has put measures in place to

address governance issues such as the “Mwongozo” code of conduct for state corporations.


1.3.7 Security

Security is paramount for economic growth and creation of conducive investment environment.

Political instability in the neighbouring countries has contributed towards slow economic growth in

Kenya. The government continues to allocate more resources to fight against the threats.

1.3.8 Funding

Currently the government allocates about 6% of the total budget to the agricultural sector which is

less than the internationally recommended 10%. Funding to PCPB has been declining over the

years thus, affecting the capacity to achieve its mandate.

1.4 Kenya’s Development Agenda (Vision 2030)

Kenya’s development agenda is set out in the Kenya Vision 2030. The aim of the Vision is to

make Kenya a globally competitive and prosperous country by transforming it into an

industrialized middle income nation, providing high quality of life for all its citizens in a clean and

secure environment.

Kenya Vision 2030 is anchored on three pillars, namely economic, social and political.

i. The Economic pillar: Aims at providing prosperity for all Kenyans by attaining

an annual growth rate of 10% per annum and sustaining it through the Vision

period. Under this pillar, flagship projects have been identified in Tourism,

Agriculture, manufacturing, wholesale and retail, business process outsourcing

and financial services.

ii. The Social pillar: Seeks to build a just and cohesive society with social equity

in a clean and secure environment. The priority sectors identified to achieve

this include education and training, health, water and sanitation, the

environment, housing and urbanisation, gender, youth and vulnerable groups.

iii. The Political pillar: Is intended to realise an issue based, people centred,

result oriented and accountable democratic system. The specific areas

identified for achievement of this priority are respect for the rule of law,

protection of individual rights and freedom, electoral and political processes,

democracy and public service delivery, transparency and accountability,

security, peace building and conflict resolution.


1.5 Role of the PCPB in Achieving the Vision 2030

The Kenya Vision 2030 has identified the agricultural sector as the prime mover of the economic

pillar to deliver 10% of the annual growth rate. Agriculture contributes 26% of the GDP and

provides 60% of informal employment. To achieve this, access to high quality inputs is critical in

increasing agricultural productivity. Pesticides are a major input in agricultural production in the

control and management of pests and diseases. PCPB is mandated with regulation of pesticides

with the aim of ensuring quality, efficacious and safe pest control products are availed for use in

agriculture and public health.

PCPB plays a major role in the registration of herbicides which are used in minimum/ zero tillage

in conservation agriculture. In addition, acaricides are registered for management of ecto-

parasites in animals which assists in establishment of disease free zones.

PCPB has been actively involved in trade facilitation through the National electronic single window

system (KENTRADE) for processing of import/export permits for pesticides. PCPB enforces the

provisions of PCP Act and ensures level playing ground for traders through licensing of premises.

Pesticides being potentially hazardous in nature, PCPB ensure that pesticides are used and

disposed of responsibly to safeguard human health and the environment.

Regulations made under PCP Act Cap 346, international treaties and conventions guide PCPB in

achieving its mandate. The Board will also take into account dynamic market requirements, food

safety concerns, and safeguard human health and the environment. It will continually participate

in standard setting fora on pesticides, develop and implement guidelines to emerging issues.

The Board will achieve this by:

Assessing and registering safe and efficacious pest control products

Assuring quality through post registration surveillance and quality analysis

Initiating pesticide residue analysis in produce, soil and water

Inspection of pesticide premises

Compliance and Enforcement to set standards

1.6 Rationale for the strategic plan

For the Board to achieve its Vision, Mission, Mandate and organisational objectives, the

strategic plan has been developed as a road map. The strategies are to address the

following:

The Government national agenda


Agrochemical Industry challenges

Emerging trends and issues like environmental protection, food safety and

management of new diseases and pests

Optimisation of available resources and capacity building

Institutional sustainability

1.7 Organisation of the strategic plan

The strategic plan is presented in five chapters which include:

Chapter one is on introduction, which covers the PCPB overview, Kenya’s

development challenges, Kenya’s development agenda, role of PCPB in

attainment of Kenya’s Vision 2030, the rationale for the strategic plan and

organization of the plan

Chapter two covers Situational Analysis of the organization, Organization’s

functions and responsibilities, Key achievements and lessons learnt in the last 5

years, a SWOT Analysis for the organization, a PESTEL Analysis for the

organization and Stakeholder Analysis

Chapter Three covers Mandates and functions, Vision, mission, Core values/

Principles, Summary of Strategic Issues (KRA), Strategic Objectives , and

Strategies, Implementation Matrix (see annex)

Chapter Four is on establishment of the organization; departments/sections and

their roles, staff establishment & requirements, resource required and risk

management.

Chapter Five covers Monitoring & Evaluation, The M&E Framework

Annex 1: Implementation Matrix

Annex 2: Organisation structure

Annex 3: Proposed Staff establishment


CHAPTER TWO: SITUATIONAL ANALYSIS OF THE ORGANIZATION

Introduction

This chapter covers the functions and mandate of the Pest Control Products Board, key

achievements and lessons learnt, situational analysis and stakeholder analysis.

2.1 Establishment of Pest Control Products Board

The Pest Control Products Board is a Statutory organization established under an Act of

Parliament, the Pest Control Products Act, Cap 346, Laws of Kenya of 1982 to regulate

the importation and exportation, manufacture, distribution, use and disposal of pest

control products. The Act became operational in 1983 and the Board was established in

1985. The overall policy powers of the PCPB are vested in a Board of Management which

is constituted as follows:

a) A chairman, who is appointed by the President.

b) Two experts in pest control in crop production.

c) Two experts in pest control in animal production.

d) Four representatives, each from the Ministries responsible for Trade, Environment,

Health and Water.

e) The Government Chemist.

f) The Director of Kenya Bureau of Standards.

g) The Director of Coffee Research Foundation1

h) Two representatives of farmers for livestock and crop production.

i) The Director of Agriculture

j) The Secretary to the Board who is also the Chief Executive.

k) The Board may co-opt into its membership up to five persons whose assistance or

advice it may require.

The Board currently undertakes its mandate through two technical departments and a

corporate services department. The Registration and Analysis department carries out

registration of pest control products and formulation analysis. The Compliance and

1 Currently Coffee Research Institute under KALRO


Enforcement department is responsible for licensing, training and enforcement of the

provisions of the Pest Control Products Act. The Corporate Services department provides

human resource management, financial management and administrative services.

2.2 Key achievements and lessons learnt

PCPB continues to play a critical role in the regulation of pest control products traded

within Kenya. Notably, PCPB has undertaken the registration of PCPs, approval of labels

for PCPs, inspection and licensing of premises, investigations and prosecutions, issuance

of import /export permits as well as creating awareness on responsible use of pest control

products.

The PCPB strategic plan (2011- 2015) under review, was formulated in 2010. Since then,

the Board has made significant achievements, which include the following:

1. The opening of additional offices in Mt. Kenya and South Rift region, located in Embu

and Nakuru, respectively. This has enhanced service delivery by decentralizing

activities that were previously undertaken from the Headquarters and Western Region

offices.

2. The list of registered products is now available on the PCPB website free of charge.

The use of this modern technology has enhanced information dissemination to

stakeholders on registered pest control products.

3. PCPB has integrated the processing of import and export licenses in the Kenya Trade

Network (KENTRADE). Through this system, import/export licence applications are

submitted by clearing agents online through the KENTRADE-PCPB web portal. PCPB

verifies, validates and approves the licenses without physically meeting with the

applicant.

4. Capacity building of PCPB to monitor compliance and enforce pesticide regulations in

order to reduce risks to human health and the environment has been enhanced

through recruitment of additional inspectors, training and equipping of the analytical

laboratory.

5. Issuing of premises licences is decentralized to the regional offices.

6. PCPB implemented a Technical Cooperation Project with FAO which addressed the

following:


a. Training of PCPB staff on Pesticide Stock Management System, Pesticide

Risk Management and sampling

b. Assessment of contaminated sites

c. Development of an Empty Container Management Strategy

d. Development of a Communication Strategy on pesticides

e. Development of sampling protocols

f. Review of the Pest Control Products Act

7. Gazetted two legal notices on restriction of foliar use of Dimethoate, Omethoate and

Chlorpyrifos on fresh fruits and vegetables, and conditions under which certificate of

registration can be suspended, revoked or cancelled.

8. Completed phase one of the construction of the Headquarters in Nairobi and

relocated the office.

9. Commissioned the PCPB pesticide store.

10. Implemented the Quality Management System and was ISO 9001:2008 certified.

11. Conducted trainings and awareness creation activities such as: stockist trainings,

farmer field days and participated in shows and exhibitions.

12. Increased the number of registered pest control products from 915 products in 2011

to over 1290 in 2015.

13. The scope of inspection was increased from 5000 premises in 2010 to over 7000 in

2015.

14. Increased revenue collection from Kshs. 30 million to Kshs. 65 million

15. In-keeping with the Government policy of engaging the youth, PCPB now has a

programme for internship, attachment and visits by local university students.

16. Implemented the Constitution’s gender equity requirement. The staff ratio of men to

women is at 63.5% male officers and 36.5% females.

17. Enhanced Human Resource Capacity through management trainings, and technical

skill enhancement programmes.

18. Initiated post registration surveillance and analysis of PCPs sampled in the market.

19. Improved its service delivery through implementation of Result Based Management

and Performance Contracting.


Pic 1: Newly constructed PCPB Head office in Loresho

2.3 Strengths, Weaknesses, Opportunities and Threats (SWOT)

Analysis

The SWOT model provides a tool for analysis of strengths, weaknesses, opportunities

and threats. Understanding PCPB internal and external environments, strong points,

deficiencies and prospects, is critical to its operations and sustainability.

Strengths

PCPB derives its strength from its resouces and capabilities. These enable the Board to

accomplish its mandate and achieve the strategic objectives.

The major strengths include:

a) Good collaboration with public and private organizations, academia, and with other

government agencies.

b) Nationally and internationally recognized standards.

c) Operational website and database accessible to the public for information and

awareness creation.

d) Quality control analytical laboratory.

e) Trained, experienced, multi-disciplinary skilled staff.


Pic 2: CS, Felix Koskei, PS, Sicily Kariuki, Chairperson, Faith Mutwiri, CEO, Peter Opiyo and Head of

analysis, Grace Muchemi on a tour of the PCPB analytical laboratory

Weaknesses

These are internal deficiencies in resources and capabilities which would hinder PCPB

from achieving its strategic objectives.

The major weaknesses identified include the following:

a) Inadequate capacity to conduct quality analysis of formulated products and pesticide

residues.

b) Inadequate capacity to conduct post registration surveillance and monitor cross border

trade.

c) Limited financial resources

d) Slow pace in adoption of ICT advances

e) Inadequate staff numbers.

f) Weaknesses in Pest Control Products Act CAP 346 and Regulations therein.

Opportunities

These are external factors that PCPB should take advantage of to enhance its ability to

achieve its stated goals.

The major opportunities identified are as follows:

a) Regional Integration and harmonization of pesticide regulation.

b) Embracing emerging technology.

c) Reduced registration trials through extrapolation and crop grouping.


d) Use of electronic, print media and mobile technology for training, communication

and publicity of PCPB’s activities.

e) Potential revenue streams such as charging for: vetting of labels, accrediting

institutions, training of trainers etc.

f) Create an environment for self-regulation of the agrochemical industry.

g) Increase the scope of analysis in the laboratory.

h) Establishment of a pesticide resource centre.

i) Enhanced collaboration with stakeholders in training and awareness creation

j) Collaboration with development partners.

Pic 3: South Rift regional manager, Margaret Maumba during a farmers’field day


Threats

These are factors external to PCPB that compound its vulnerability when they relate to

the weaknesses, and which are likely to hamper the achievement of set objectives during

the strategic plan period.

Threats include:

a) Continuos changes in legal framework

b) Rapidly evolving political environment

c) Rapid technological advancements

d) Natural calamities.

e) Varied pesticide regulations, standards and enforcement internationally

f) Globalization

g) Inadequate financial resources

h) High staff turnover

i) Increased civil and criminal litigation matters related to PCPs

j) Terrorism and insecurity

k) Changes in international pesticide market requirements.

2.4 Political, Economic, Social-cultural, Technological, Environmental

and Legal (PESTEL) Analysis

PESTEL Analysis offers a useful framework for analyzing environmental influences on the

operations of an organization. Broadly, the factors include political and legal, economic,

social - cultural, technological and environmental factors. The following were identified as

the key factors likely to influence the operations of PCPB during the plan period.

Political and Legal Factors

The ongoing implementation of the Constitution of Kenya 2010, EAC integration,

COMESA, International Agreements and Conventions on pest control products present

new opportunities for the Board while some may bring challenges to our operations.

These include regional integration of regulations on farm inputs, including pest control

products and will lead to increased movement of pesticides to and from the country. The

Board will need to effectively cope with these challenges and take advantage of the

opportunities arising from the integration.


There is a need to enact the Pest Control Products Bill 2015 which has been reviewed in

line with the Constitution of Kenya and takes into account the changing political

environment, food safety, technological developments and other emerging issues.

The changing legal environment within which the Board operates poses a number of

challenges, which requires that the overlaps with other laws be addressed. Some of the

Kenyan laws overlapping with the PCP Act include; Pharmacy and Poisons Act Cap 244

(on dispensing of pesticides by pharmacists) and the Food, Drugs and Chemical

Substances Act Cap. 254, the Veterinary Surgeons and Veterinary Para-Professionals Act

No. 29 of 2011.

The PCPB legal environment must be in line with international conventions and address

emerging issues to enable it to facilitate trade, safeguard the environment and enhance

consumer safety in the use of pesticides.

Economic Factors

The agriculture sector contributes about 26% of the GDP, about 75% of industrial raw

materials and 60% of export earnings. The sector accounts for 65% of Kenya’s total

exports, 18% and 70% of the formal and informal employment, respectively.

Recently Kenya attained middle income status. The country’s economic growth coupled

with the government’s commitment to revitalize agriculture through Agricultural Sector

Development Strategy, is expected to lead to increased use of pesticides, calling for

PCPB to intensify its regulatory role in line with local and international requirements.

The increased acreage under irrigation as stipulated in the Vision 2030 Agriculture sector

flagship project will lead to more use of PCPs and increased food production.

The emerging trends in the global market have led to changes in the supply chain in pest

control products such as huge imports from non-traditional sources. This calls for

enhanced controls. The government has implemented the single window system and

online processing of import/export licenses through KENTRADE. This will require PCPB

to fully integrate the PCPB database with the KENTRADE network.


Social- Cultural Environment

PCPB operates in a highly dynamic social cultural environment which makes it necessary

to keep pace with changes taking place in order to remain relevant to the needs of our

customers. There are some rural areas where the awareness levels and knowledge about

pesticide use are still low, which calls for increased training and awareness creation. This

will reduce incidences arising from use/misuse of pesticides.

PCPB envisages an opportunity to regulate training on pesticides through capacity

building and accreditation of trainers for a comprehensive approach to supplement its

efforts.

Technological Environment

Advancement in technology has increased customer awareness and stakeholder

expectations. The demands for efficient service and timely information require that PCPB

changes the way it conducts business. PCPB will continuously explore all possibilities of

using modern technology to enable it to be a better engine of agricultural development

and at pace with modern business approaches. It is now possible to access important

information about PCPB services on the website.

Environmental Factors

Chemical pesticides may have a negative impact on the environment. This calls for strict

risk assessment, management and mitigation to ensure environmental protection. The

increased consumer awareness, health and safety concerns call for reduced use of toxic

products in favour of safer PCPs. Further, newer technologies for pest and disease

management are required for environmental sustainability. In addressing environmental

safety and consumer health, PCPB will encourage use of cleaner technologies in

pesticide life cycle and will revise regulations to accommodate emerging issues.

The international markets access for our horticultural produce require adherence to strict

food safety standards thus demanding increased pesticide regulatory burden for PCPB.

The vagaries of climate change may lead to development of new animal and plant pests

and diseases, change in their distribution, virulence and prevalence. This requires PCPB

to keep abreast with the changing environmental conditions.


2.5 Stakeholder Analysis

Stakeholders are individuals, groups or institutions that may be affected by strategic

choices made by PCPB or can affect the outcome of the proposed strategies.

Understanding the stakeholder concerns is vital for successful strategic planning. The

Board’s key stakeholders include the following:

Agro chemical industry: These are individuals and entities involved in pest

control products business e.g. registrants, agents, transporters, distributors,

stockists, formulators/ manufacturers.

Employees: These are the people employed by PCPB to execute the day to day

functions.

International organizations: These are organizations with whom PCPB interacts

on matters of pest control products e.g. registration guidelines, regulation and

conventions. The organisations include: FAO, UNEP, ICIPE among others.

Media: These are print and electronic media for communication. They expect open

dissemination of information while PCPB expects fair and objective publicity.

Farming community and other PCPs users: These are the main consumers of

pesticides. Their expectations from PCPB include safe and high quality pest

control products, guidelines on usage, disposal and timely information on the

products.

General public: The public uses the pesticides which, in addition to being useful

for increased food production, are inherently poisonous. PCPB has a duty to the

general public to ensure that only high quality pesticides are in use and also to

guarantee safety to users. The public expects timely and reliable information on

pesticides.

Academic training and research institutions: These impart knowledge and skills

to PCPB staff and the general public. They also conduct research on various

issues relating to PCPs. They expect partnership in research and policy


formulation. PCPB also imparts knowledge and serves as a reference point on

matters pesticides.

Relevant government ministries and agencies e.g The Ministry of Agriculture,

Livestock and Fisheries provides policy direction, resources and backstopping.

Others include; Ministry of Health, NEMA, KALRO, KEBS, AFFA, KRA, NEMA and

KEPHIS have a stake in health, environmental conservation and plant health

matters, respectively.

Non-Governmental agencies e.g. Fresh Produce Exporters Association of

Kenya, Kenya Flower Council play an important role in addressing market

requirements.

CHAPTER THREE: STRATEGIC MODEL

3.1 Vision, Mission and Core Values

The role of PCPB is to safeguard the animal, human and plant health and environmental

safety. To effectively undertake its mandate in a dynamic environment, PCPB envisions a

modern regulatory system capable of responding to the needs of its clients. This entails

adopting an enhanced customer focused and quality assurance system.

Our vision, mission and core values have been redefined to re-position the organization in

line with the envisioned system.

Vision

To be a world class regulatory agency of pest control products.

Mission

To provide professional, efficient and effective regulatory services for manufacture, trade, safe

use and disposal of pest control products while ensuring safety to humans, animals and the

environment.

Core Values

The Board in conducting its business and in relating with clients and stakeholders will continue to

uphold the following values:

Professionalism

The Board will uphold competence in enforcing set quality standards in service delivery.


Equity and Equality

The Board will promote fairness and equal distribution of resources and services at all levels.

PCPB has adopted the principle of equity and equality when recruiting, promoting and

remunerating staff.

Confidentiality

All employees subscribe to the provisions of the Official Secrets Act. PCPB shall also ensure

confidentiality of Confidential Business Information (CBI) and protection of regulatory data so that

it is only available to those who have authority to access.

Customer Focus

PCPB shall at all times be customer focused to ensure high levels of customer satisfaction in

service delivery.

Integrity

PCPB shall uphold honesty, uprightness and reliability while executing its mandate.

Team Work

PCPB will endeavour to attain targeted results through high level of coordination, networking and

collaboration within its staff.

3.2 Mandate and Functions

Mandate

• Assessing the safety, efficacy, quality and economic value of pest control products

with a view of registering them, if found suitable.

• Assessing suitability of premises used for manufacture/formulation, storage and

distribution of pest control products for purposes of licensing.

• Processing and issuing import permits to ensure that only registered products are

imported and in the right quantities.

• Advising the Cabinet Secretary responsible for Agriculture on all matters relating to

the Provisions of the Act and Regulations made thereunder.

• Monitoring the supply, sale and use of pesticides and ensuring adherence to

quality standards of pest control products from production to use.

• Creating awareness to the general public on all aspects of safety, storage,

handling and use of pest control products.

• Investigating and prosecuting offences related to Pest Control Products Act.

• Supervising the disposal of obsolete or undesired pest control products.

Functions

1. To assess and evaluate pest control products.


2. To consider applications for registration of pest control products

3. To advise the Cabinet Secretary responsible for Agriculture on all matters relating to

the enforcement of the PCP Act.

3.3 Overall Goal

The overall goal of PCPB is to safeguard human health and environment, promote

productivity and trade by ensuring users have access to quality and safe pest control

products.

3.3 Key Result Areas

In this review we have identified two Key Result Areas (KRAs);

1. Safeguard human health and environment and increase agricultural productivity

2. Institutional sustainability

3.4.1 Summary of Key Result Areas, Strategic Objectives and Strategies

PCPB identified six strategic objectives with the actionable strategies as indicated in table 1

below. The details of activities envisaged to meet the strategic objectives are summarized in

Annex 1.

Table 1: Key Result areas

Key Result Areas Strategic

Objectives

Strategies

Safeguard human health and environment and increase agricultural productivity

Enhance compliance

of pest control

products to set

standards and

facilitate trade

Quality assurance of pest control

products

Increased National coverage of

PCPB services

Facilitate trade in pest control

products in Kenya and globally

Ensure compliance with set

specifications

Ensure safe, quality

and efficacious pest

control products are

availed to users

Enhanced risk assessment and

mitigation of pest control products.

Enhanced monitoring of the quality

of pest control products.

Increased collaboration and


benchmarking with leading

pesticides regulators and other

relevant international organizations

Enhance responsible

use of pest control

products and food

safety

Improve safe handling and

effective use of pesticides through

increased public awareness and

trainings.

Improve

management of pest

control products

lifecycle

Promote adoption of cleaner

technologies on pesticide lifecycle.

Implement pesticide guidelines and

procedures of regional treaties and

international conventions to which

Kenya is a party to.

Institutional

sustainability

Improve resource

mobilization and

Accountability

Improve internally generated

revenue by 3% each year.

Collaboration with development

partners

Financial Accountability

Improve quality and

efficiency of service

delivery

Enhance human resource capacity

Ensure that the optimal number of

staff are engaged

Enhance skills and competencies

development

Attract and retain competent staff

Enhance PCPB infrastructure

Establish a Pesticide Resource Centre in the Head Quarters (Phase 1)

Initiate construction of a pesticide resource centre (phase 2)

Establish a residue laboratory and Enhance Analytical Capacity in Pesticide formulation

Enhance quality systems

Maintain Quality Management System ISO 9001:2008 and transit to ISO 9001:2015

Develop and implement ISO 17025 on Calibration and Testing for the


analytical laboratory.

Improve corporate image and culture

Rebranding

Undertake corporate social responsibilities

Customer satisfaction

Review and implement service

delivery charter

Monitor and evaluate customer

satisfaction

Improve ICT

Acquire and improve ICT

infrastructure and systems.

Legal reforms

Review legal framework to address

the corporate status of PCPB and

conform with emerging issues


CHAPTER FOUR: IMPLEMENTATION OF THE STRATEGIC PLAN

4.1 Introduction

In order to implement this Strategic plan effectively, PCPB will continue addressing structural

bottlenecks and enhance capacity building within itself. It will also engage all the stakeholders for

their contributions and promote innovativeness, creativity and professionalism towards realization

of the strategic plan. PCPB aims to ensure effective resource mobilization through increasing its

revenue base and human resource.

PCPB establishment and the financing framework are as outlined below.

4.2 Structure of the organization

To effectively implement the strategic plan, the Pest Control Products Board adopts the

organizational structure as shown in Annex 2. PCPB consists of the Board of Management and a

secretariat.

4.2.1 Board of Management

The Pest Control Product Board is headed by the Board of management which has the

Chairman and Board Members. The Board is responsible for giving policy directions on

matters related to pest control products and the organisation. There are three committees of

the Board:

Technical and registration Committee;

Finance and Administration; and

Audit Committee.

Pic 4: CS, Felix Koskei, PS, Sicily Kariuki and PCPB Board of Management during official opening of the PCPB

Head Office


Technical and registration Committee

This committee is comprised of technical members representing various organizations who

are also members of the Board. The committee is responsible for considering:

application for registration of pest control products;

deregistration of pest control products;

change of trade names;

label extensions;

proposals on enhancing compliance and enforcement and;

technical recommendations for Board considerations

Finance and Administration

This committee is responsible for consideration of financial, human resource and

administration issues. The committee makes recommendations to the Board on various policy

issues.

Audit Committee

The committee is responsible for receiving and considering audit reports from internal audit on

various operational and management issues so as to propose internal control measures. The

committee also examines external audit reports and advices the Board of Management

accordingly.

4.2.2 The Board Secretariat

The secretariat is headed by the Chief Executive Officer/Secretary who provides overall policy

and technical guidance to the Board. The CEO is responsible for day to day management of the

organization. The PCPB secretariat is organized into the following departments:

Registration and Analysis

Compliance and Enforcement

Corporate Services

Registration and Analysis Department

The department is headed by a manager who is responsible for overall coordination of the

registration and analysis department pertaining to strategic planning, departmental budgeting,

policy formulation and review, management of pesticide registration, reviews and guidelines

and quality monitoring of pesticides. To implement the strategic plan the department will

undertake the following functions:

i. Evaluation of technical dossiers;

ii. Import/ export processing;

iii. Monitoring of efficacy trials;


iv. Setting standards and guidelines;

v. Quality analysis of pesticides;

vi. Post registration surveillance among other activities

Pic 5: Fresh flowers for export pic 6: Efficacy trials on cattle

Compliance and Enforcement Department

The department is headed by a manager who is responsible for implementing the legal

provisions for compliance to the Pest Control Products Act and related regulations. To

implement the strategic plan the department will undertake the following functions:

i. Enhancing compliance to set standards;

ii. Enforcement of the PCP Act and regulations;

iii. Creating awareness to the general public on all aspects of safety, storage, handling

and safe use of pest control products;

iv. Investigating and prosecuting offences related to pest control products Act;

v. Supervising the disposal of obsolete or undesired pest control products;

vi. Monitoring of adherence to quality standards of pest control products from production

to use;

vii. Monitoring import/export of pesticides at ports of entry

viii. Setting standards and guidelines;

ix. Engaging Stakeholders on safe use of pest control products.


Pic 7: PCPB pesticide store pic 8: obsolete pesticides

Corporate Services Department

The department is headed by a manager who is responsible for the Board corporate matters,

Finance, Human Resources Management and other administrative services for the Board. To

implement the strategic plan the department will be responsible for matters relating to human

resource, finance and administration functions.

Pic 9: Members of staff playing a game of volleyball

4.3 Staff Establishment & Requirements

The Pest Control Products Board’s major strength is its staff establishment and capacity. A major

strategic focus of this plan is to build staff capacity and provide the environment necessary for

their productive service delivery. PCPB will ensure continuous training of staff in order to impart

them with the relevant knowledge and skills as well as regular staff promotions and filling of

vacant positions as and when necessary.


PCPB has a staff size of 74 officers in post against an authorized establishment of 142, an

indication that it relies only on a 52.1 % of its human resource capacity requirement. There are

thus 68 vacancies spread across all cadres which are not currently filled. Current levels of staffing

are captured in Annex 3. Table 2 below provides a summary of the Board’s establishment.

The analysis shows clearly that there is need for PCPB to have adequate staff to enable it carry

out its mandate and functions. Further, the Board will build capacity of its staff for improving

internal efficiencies and accountability. Consequently, the career guidelines and Human resource

and procedures manual will be reviewed to incorporate emerging issues. This will ensure

continuity of efficient service delivery in the Board and thus smooth succession management in

the public service.


Summary of Staff Establishment

Table 2: Staff Establishment

Designation/Department Established

Posts

Filled Posts Vacancies

No % No %

CEO/Secretary 1 1 100 0 0.

Compliance service 43 20 46.5 23 53.5

Registration and Analysis 47 10 21.3 37 78.7

Corporate services 51 43 84.3 8 15.7

TOTAL 142 74 52.1 68 47.9

4.4 Resources

In order to implement this strategic plan, PCPB will mobilize adequate resources from the

Government and its own revenue collection as well as savings realized through prudent

management of available resources.

4.4.1 Resource requirements

One of the critical assumptions that PCPB is making for effective implementation of this Strategic

Plan is availability of required resources. Table 3 shows the projected recurrent and development

budget resource requirements for the implementation of various strategic plan objectives.

Table 3: Resource requirements

Resource requirements

2016/17

(Kshs ‘000)

2017/18

(Kshs ‘000)

2018/19

(Kshs ‘000)

2019/20

(Kshs ‘000)

2020/21

(Kshs ‘000)

Recurrent

Expenditure

130,005 143,005.5 157,306.05 173,036.66 190,340.32

Development

Expenditure

78,199 86,018.90 94,620.79 104,082.87 114,491.16

Total 208,204 229,024.4 251,926.84 277,119.53 304,831.48

4.4.2 Strategies for Resource Mobilization

To implement the proposed activities, the Board will put in place resource mobilization strategies

which include:

a) Support from the Government

The Government is the major financier of the Board. The PCPB plans to lobby for additional

funding from the Government.

b) Revenue collection


Currently the PCPB gets its revenue from registering new pest control products, renewal of

products registration, premises licence fees and import/export licence fee. To increase its

revenue base, PCPB will revise existing licence fees and consider the introduction of new fees

for the services that are presently offered for free.

c) Prudent Management of Available Resources

PCPB will put in place measures to ensure prudent resource management. These will include:

i. Implementation of efficient and effective processes and procedures. This will include

use of fuel cards, preventive maintenance of office equipment and assets,

advertisement through the Board’s website and minimise printing and photocopying.

ii. Stringent financial discipline.

iii. Adequate risk assessment and management.

4.5 Risk management

The table 4 below provides a summary of the range and types of risks the PCPB anticipates

during the course of the implementation of this strategic plan and how it intends to mitigate them.

Table 4: Risks and Risk Management

Risk Ranking Strategy for Mitigation

Inadequate funding High Enhanced resource mobilization and optimization

of available resources

High staff turnover Medium Establish a competitive and equitable remuneration

and benefits system to enhance employee

satisfaction and staff retention

Overlapping

Legislation

Medium Coordination and harmonization with the relevant

stakeholders

Failure to enact

proposed PCP Bill

2015

Medium Sensitizing Policy Makers on the need for speedy

enactment

Increased cases of

litigation

Medium Efficient lawful and fair administrative action

Changing market

standards

Medium Keep abreast with global trends in trade and

market standards

Institutional reforms High Sensitizing Policy Makers on the critical role of

PCPB


CHAPTER FIVE: MONITORING & EVALUATION

5.1 Monitoring

The implementation of the strategic plan shall be closely monitored to ensure its

accomplishment. The monitoring process will help determine whether the implementation is

on course and establish the need for any amendments in light of the changing business and

operating environment. Monitoring and control systems will be established at all levels. These

will include progress reports, review meetings, budgets and budgetary control systems.

Review meetings will be held annually where the management will receive and review

progress reports indicating overall progress made on key strategic objectives. The nature and

scope of reporting will include:

• Progress made against plan;

• Causes of deviation from plan;

• Areas of difficulties and alternative solutions that may adversely affect implementation.

Monitoring and Evaluation framework provides a tool to ensure that objectives are achieved.

During the formulation of the strategy, implementation plan indicators and projections are

based on past experiences and certain assumptions. However, these may change in the

course of the implementation and thus a management control system will be necessary to

ensure the plan stays on course.

The following measures will be considered:

• Performance standards and targets: The annual performance contracts will comprise

targets drawn from the strategic plan;

• Performance measurements or indicators;

• Performance evaluation (midterm, annual, internal and external).

• Performance appraisal system

The strategic control mechanisms will include:

Annual work Plans.

Quarterly and annual performance reports

The Chief Executive Officer will form a strategic plan monitoring committee to be tracking

specific activities associated with the implementation of the plan.


5.2 Evaluation of the Strategic Plan

At the end of the Strategic Plan period PCPB will conduct an assessment to establish the level

of accomplishment of the strategic objectives.


LIST OF REFERENCES

1. Agricultural Sector Development strategy 2010 - 2020

2. Constitution of Kenya 2010

3. Environmental Management and Coordination Act Cap 387

4. Foods, Drugs and Chemical Substances Act Cap 254

5. Government of the Republic of Kenya, 2013. Second Medium Term Plan 2013-2017:

Transforming Kenya: Pathway to Devolution, social Economic Development and National

Unity

6. Kenya Plant Health Inspectorate Service Act 54 of 2012

7. Pest Control Products Act, CAP 346 Laws of Kenya

8. Pest Control Products Board 2015: Standard Operating Procedures

9. Pest Control Products Board Strategic Plan 2011-2015

10. The proposed Pest Control Products Bill, 2015

11. Pharmacy and Poisons Act Cap 244

12. The Presidency Ministry of Devolution and Planning: Strategic Plan Preparation

Guidelines 2013/14 – 2017/16

13. The shared Manifesto of the Coalition between The National Alliance (TNA) and the

United Republican Party (URP), The National Rainbow Coalition (NARC) and The

Republican Congress (RC) 2013 – 2017. Transforming Kenya: Securing Kenya’s

Prosperity

14. Veterinary Surgeons and Veterinary para-professionals Act Cap 366


ANNEX 1: IMPLEMENTATION MATRIX

Strategy Activity Output Key indicator

Reporting schedule

Target for 5 years

Timeframe

Budget (millions)

Responsible

Strategic Objective 1: Enhance Compliance of Pest Control Products to Set Standards and Facilitate Trade

Quality assurance of pest control products

Post registration surveillance

Number of samples analyzed

Reports Annual 1700 Annually Ksh,2 million HOD, Registration and Analysis

Increased National coverage of PCPB services

operationalize entry points

Deploy staff in entry points

Lamu

ICD, Embakasi

J.K.I.A

Wider coverage

Annual 3 border post operational

June 2019 Ksh.5 million MD, HODs compliance and human resource

Facilitate trade in pest control products in Kenya and globally

Issue export/import permits

Imports/ Exports permits register

No. of permits processed

Annually 100% Annually 0 HODs: Registration & Analysis, Compliance & Enforcement, Finance& Planning

Ensure compliance with set specifications

1. Enhance and increase inspection activities through the supply chain

Number of premises visited and inspected

Reports Annually 7150 Annually Ksh,75 million HOD compliance and enforcement , regional managers

2. Assess new labels for compliance

Approved labels

No of labels approved

Annually 600 120 annually 0 HOD Registration and analysis

3. Survey Survey Report Survey report Annually 1100 220 annually Ksh.1 million HOD Registration



Reporting schedule

Target for 5 years

Timeframe

Budget (millions)

Responsible

on label compliance

and analysis and HOD Compliance & Enforcement

4. Initiate analysis of produce, soil and water

Samples collected and analysed

Number of samples analysed

2019 20 2020 Kshs.2million HOD Registration and analysis

Strategic Objective 2: Ensure Safe, Quality and Efficacious Pest Control Products are Availed to Users

Enhanced risk assessment and mitigation of pest control products.

Undertake technical evaluation of pest control products

Draft Assessment reports.

No. of permits issued

No. of products considered.

Annually 100% 100% Ksh.4.2 million

HOD, Registration & Analysis

Adopt use of data extrapolation and crop grouping

Crop groupings Guidelines on crop groupings and data extrapolation

Continuous 100% 100% Ksh.2 million

Evaluate new applications of pesticide for completeness for registration focusing on safety, economic value, quality and efficacy

Dossiers evaluated

Number of dossiers

Annually 100% 100% 0 HOD Registration and analysis

Promote registration of biopesticides, products for minor crops

Biopesticides registered and local innovations

Number of biopesticides registered

Continuous 100% continuous Ksh.2million HOD Registration and analysis



Reporting schedule

Target for 5 years

Timeframe

Budget (millions)

Responsible

and local innovations

Enhanced monitoring of the quality of pest control products.

Monitor all local Biological efficacy trials ( All accredited institutions)

Monitoring reports

Number of institutions monitored

Annually 100 20 annually Ksh,5 million HOD Registration and analysis

Accreditation and reaccreditation

collaborating agencies

Trial sites evaluated

Duly filled Form RA 5

Annually 100% 100% Ksh.3 million HOD, Registration & Analysis

Increased collaboration and benchmarking with leading pesticides regulators and other relevant international organizations

Identify international regulators and development partners to collaborate with

List of regulators and other collaborators collaborated with

-Personnel competence -Report of proceedings -Improved risk assessment

Annual 5 Annual 0 HOD Registration& Analysis HOD, Enforcement and compliance,

Strategic Objective 3: Enhance responsible use of pest control products and food safety Improve safe handling and effective use of pesticides through increased public awareness and trainings. .

Prepare and disseminate information on specific topical pesticide issues using print and electronic media

Publications and media programs Updated website

Number of publications printed Up to date website

Annually 2 Annually Ksh.750,000

HOD, Enforcement and compliance, Registration and Analysis, Administration, ICT

Hold consultative meetings with county government

Meetings held Number of meetings

Continuous 100% Continuous Kshs. 2 million CEO and HOD Compliance and Enforcement



Reporting schedule

Target for 5 years

Timeframe

Budget (millions)

Responsible

Disseminate information on safe use and food safety during exhibition, field days, trainings, agricultural shows and trade fairs

Information disseminated in seminars, field days, agricultural shows and road shows

Number of fora participated in

Annually 250 50 annually Ksh.7.5 million

HOD compliance and enforcement , regional managers

Hold meeting with industry technical staff on compliance requirements.

Meetings held Number of meetings

Annually 15 3 annually 1.125 million HOD Registration and analysis HOD compliance and enforcement

Organize and conduct training of accredited institutions/individual

Training organized

No. of participants trained

Once One December 2018 Kshs. 2 million HOD Registration and analysis

Develop guidelines for pesticide trainers to undertake pesticide use and safety training

Guidelines developed Curriculum developed

Workshops held to develop curriculum and guidelines

July 2016- June 2017

2 2016 0 MD, HODs compliance ,registration and stakeholders

Strategic Objective 4: Improve Management of Pest Control Products Lifecycle

Promote adoption of cleaner technologies on pesticide

Oversee and supervise commercial disposals of obsolete

Disposals supervised

Number of disposal certificates issued

Annually 5 1 per year Kshs. 750,000 HOD compliance and enforcement



Reporting schedule

Target for 5 years

Timeframe

Budget (millions)

Responsible

lifecycle. pesticides and waste.

Implement pesticide guidelines and procedures of regional treaties and international conventions to which Kenya is a party to.

Participate in international standards and guidelines setting forums

-Implemented guidelines -List of partners to collaborated with

-Report of proceedings -Improved risk assessment

Annual 6 Annual Kshs.12.5 million

HOD Registration& Analysis; HOD Compliance

Revise relevant pest control products guidelines

Revised guidelines

No. of guidelines

Continuous 100% Continuous Kshs. 1.2 million

HOD Registration and analysis

Strategic Objective 5: Improve Resource Mobilization and Accountability

Improve internally generated revenue by 3% each year.

Adopt effective technology in revenue collection

Revenue collected

Amount in Kshs.

Annually 3% 65M annually 0 Head, finance and planning

Lobby for increase in budgetary allocation from TNT

Increased budgetary allocation

Amount in Kshs.

Annually 2.5% 2.5% of 86M annually

0 Head, finance and planning

Collaboration with development partners

Prepare concept papers for funding

Funding Proposals developed.

Number of proposals developed

Annually 5 1 Ksh.500,000 Head, Registration and Analysis, Head, Finance and Planning



Reporting schedule

Target for 5 years

Timeframe

Budget (millions)

Responsible

Financial Accountability

Adhere to the set procurement plan and approved budgets

Annual budget Final Accounts

Approved budget and Audited Accounts

Annually 5 1 Ksh.500,000 Head, Finance and Planning

Strategic Objective 6: Improve Quality and Efficiency of Service Delivery

Enhance human resource capacity

Ensure that the optimal number of staff are engaged

Effective recruitment and selection

Recruited staff No. of staff recruited

Continuous 12 Continuous Ksh.46 million HOD, HR and Administration

Induction, coaching and mentoring programs

Inducted, coached & mentored staff

No. inducted, coached & mentored

Continuous 100% Continuous Kshs. 400,000 HOD, HR and Administration

Enhance skills and competencies development

Prepare and implement annual training programs

Annual training programs prepared and implemented

Training Certificates

Continuous 100% Continuous Kshs. 12.5 million

HOD, HR and Administration

Attract and retain competent staff

Review terms and conditions of service

Reviewed terms and conditions of service

Reviewed terms and conditions of service

In the 2nd

& 5

th year

100% 2017 Ksh.3 million HOD, HR and Administration

Review of organization structure, career guidelines, HR policy and procedures

Revised organizational structure, career guidelines, HR policy and procedures

HR policies and procedures

Continuous 100% December 2016 Kshs. 4 million HOD, HR and Administration



Reporting schedule

Target for 5 years

Timeframe

Budget (millions)

Responsible

manual, salary structure.

manual and salary structure

Conduct job evaluation

Job evaluation conducted

Job evaluation report

2019 100% 2019 Kshs. 8 million HOD, HR and Administration

Development of staff retention schemes

Retention schemes

No. of retention schemes established

2nd

to 5th

year 100% December 2018 Ksh.25 million HOD, HR and

Administration

Enhance PCPB Infrastructure

Establish a Pesticide Resource Centre in the Head Quarters (Phase 1)

Obtain necessary infrastructure and equipment

Phase 1 of Resource center established

Operational resource center

Annual Operational resource center

Dec. 2018 Kshs. 3 million HOD, Registration and Analysis, Enforcement and Compliance

Initiate construction of a pesticide resource centre (phase 2)

-Obtain relevant statutory approvals -Engage consultant/contractor, initiate \construction

Phase 2 of Resource center initiated

Operational resource center

2019 Initiated construction of resource center

Dec. 2019 0 HOD, Registration and Analysis, Enforcement and Compliance, Accounts

Establish a -Obtain -Equipped lab Equipment, December Established Dec. 2016 Kshs. 70 million HOD, Registration



Reporting schedule

Target for 5 years

Timeframe

Budget (millions)

Responsible

residue laboratory and Enhance Analytical Capacity in Pesticide formulation

relevant statutory approvals -Obtain necessary equipment for formulation laboratory, facilities and staff

-Physical facilities -staff

facilities & staff in place

2016 residue laboratory and equipped residue laboratory

and Analysis

Engage consultant/contractor, initiate and complete construction

Contractor identified

Signed contract document

December 2019

Established residue laboratory and equipped residue laboratory

Dec. 2019 Kshs. 150 million

HOD, Registration and Analysis

Enhance Quality Systems

Maintain Quality Management System ISO 9001:2008 and transit to 9001:2015

Undertake surveillance audits

Surveillance audit undertaken

No. of surveillance audits undertaken

Annually Certification maintained

Annually Ksh.1. 5 million

QMR

internal audits Internal audits undertaken

No. of internal audits


Annually Ksh.5 million QMR

Conduct management review meetings

Management review meetings held

No. of management review meetings


Annually Kshs. 2 million

QMR

Review SOPs in line with ISO 9001:2015

SOPs reviewed

No. of SOPs reviewed

Continuous Certification maintained

Continuous Kshs. 1 million

QMR

Training and awareness creation for staff on ISO 9001:2015 standard

Trainings held No. of persons trained

2017 Certification maintained

2017 Kshs. 1 million

QMR



Reporting schedule

Target for 5 years

Timeframe

Budget (millions)

Responsible

Develop and implement ISO 17025 on Calibration and Testing for the analytical laboratory.

Develop and implement SOPs, quality manual and Quality Systems

SOPs, quality manuals developed and implemented

SOPs and quality manual in place

Annual Certification obtained

2017 Ksh.500,000 Head, Registration and Analysis

Obtain accreditation

Accreditation obtained

Accreditation certificate

Annually Lab accredited

2018 Ksh.1.5 million

Head, Registration and Analysis

Improve corporate image and culture

Training in change management

Trained staff Number of staff trained

Annually 100% 2019 Ksh.2 million Human Resource and Administration

Rebranding Design a new Logo, Corporate colour and publicity materials

Designed Logo, Corporate colour and publicity materials

New Logo, Corporate colour and publicity materials

Annually 100% 2019 Ksh.1 million Human Resource and Administration

Undertake corporate social responsibilities.

Establish a policy for CSR

Established and documented CSR policy

CSR policy Dec 2016 100% 2016 0 Human Resource and Administration

Identify CSR partners

List of CSR partners

No. of CSR partners

Annually 100% Annually 0 Human Resource and Administration

Implement identified CSR programs

CSR implemented programs

No. of CSR activities undertaken

Annually 5 1 per year

1.5 million Human Resource and Administration

Customer Satisfaction

Review and implement service delivery charter

Review service delivery charter

Monitoring and evaluation report

Service charter reviewed and implemented

Annually 1 Annual Kshs. 1 million Human Resource and Administration

Monitor and evaluate customer satisfaction

Undertake customer satisfaction survey

Customer satisfaction survey report

Customer satisfaction survey undertaken

Bi annually 2 Every two years Kshs. 2 million Human Resource and Administration

Improve ICT

Acquire and Implement ICT strategy No. of ICT Continuous 100% Continuous Kshs. 10 million Human Resource



Reporting schedule

Target for 5 years

Timeframe

Budget (millions)

Responsible

improve ICT infrastructure and systems.

ICT strategy implemented strategies implemented

and Administration

Publish list of registered products and avail on PCPB website

Published list Number of updates

Continuous 100% Continuous 0 HOD Registration and analysis

Continually update PCPB SMS service

Updated SMS service

Number of updates

Continuous 100% Continuous Kshs. 3 million HOD, Compliance and Enforcement

Review PCPB website to be interactive

Interactive website

Interactive website

Continuous 100% Continuous Kshs.3 million HR and Administration

Establish platform for issuance of online licenses

Platform established

Number of online licenses issued

2019 100% 2019 Kshs. 3 million HOD, Compliance and Enforcement HR and Administration Finance & planning

Legal Reforms

Review legal framework of PCPB and develop regional guidelines to conform with emerging issues

Finalize PCP Bill

Draft Bill finalized

Draft Bill Annual 100% Annual Kshs. 10 million HOD, Compliance and Enforcement

Review PCP Regulations in line with the proposed Bill

PCP Regulations reviewed

PCP Regulations

Annual 100% Annual Kshs. 2 million HOD, Compliance and Enforcement, HOD, Registration

Collaborate in developing guidelines in line with regional integration

Guidelines developed

Number of guidelines developed

Continuous 100% Continuous Ksh.2 million CEO



Reporting schedule

Target for 5 years

Timeframe

Budget (millions)

Responsible

Participate in regional economic community meetings

Reports Number of meetings

Continuous 100% continuous Ksh.5 million CEO

Review labelling regulation in line with Global harmonized system (GHS)

Revised labelling, advertising and packaging guidelines and regulations

Revised labelling, advertising and packaging guidelines and regulations

Continuous 100% continuous Kshs. 1.5 million HOD Registration and analysis and HOD Compliance and Enforcement


ANNEX 2: PCPB ORGANIZATION STRUCTURE

Asst. Manager

Analysis Asst. Manager

Compliance HRM Unit

Legal Unit

Manager

Finance & Planning

Manager

HRM & Admin

Accounts

Audit Unit

SCMM Unit

ICT Unit

Admin.Unit

Planning

Manager

Compliance

Manager

Enforcement

Manager

Analysis

Manager

Registration

Asst.

Manager

Registration

IEC

Board of Directors

CEO/Secretary

General Manager

Corporate Services General Manager

Compliance Services

General Manager

Quality Services

Asst.

Manager

Enforcement


ANNEX 3: PCPB STAFF ESTABLISHMENT

Designation PCB Scale Current

Establishment

Approved

Establishment

Ideal Number

1 Chief Executive Officer/ Secretary 1 1 1 1

Sub Total 1 1 1

COMPLIANCE SERVICES

2 General Manager, Compliance Services 2 1 1 1

3 Manager, Inspection/Compliance 3 4 7 7

4 Asst. Manager, Inspection/Compliance 4 8 8 6

5 Chief Pesticide Inspector 5 5 5 5

6 Senior Pesticide Inspector 6 6 6 6

7 Pesticide Inspector I 7 6 6 6

8 Pesticide Inspector II 8 10 10 10

Sub Total 40 43 41

QUALITY SERVICES

9 General Manager, Quality Services 2 1 1 1

10 Manager, Registration/Analysis 3 4 4 4

11 Asst. Manager, Registration/Analysis 4 9 8 6

12 Chief Pesticide Analyst/ Registration

Officer 5 5 5

5

13 Senior Pesticide Analyst/ Registration

Officer 6 7 7

7

14 Pesticide Analyst I/ Registration Officer I 7 4 4 4

15 Pesticide Analyst II/Registration Officer II 8 4 4 4

17 Asst. Chief Laboratory Technologist 6 1 1 1

18 Laboratory Technician 7 2 2 0



Establishment

Approved

Establishment

Ideal Number

19 Senior Laboratory Technologist 7 2 2 2

20 Senior Laboratory Technician 8 1 1 1

21 Laboratory Technologist I 8 2 2 2

22 Laboratory Technician I 9 2 2 1

23 Laboratory Technologist II/III 9/10 2 2 2

24 Laboratory Technician III/II 10/11 2 2 1

Sub Total 48 47 41

CORPORATE SERVICES

25 General Manager, Corporate Services 2 1 1 1

26 Manager, Human Resource Mgt. 3 1 1 1

27 Manager, Finance & Planning 3 1 1 1

28 Planning Officer 4/5 1 1 1

29 Legal officer 3/4 0 1 1

30 Chief Communications Officer/Senior

Communications Officer 4/5 0 1

1

31 Senior Accountant/Chief 5/6 1 1 1

Assistant Human Resource Manager 4 0 0 1

32 Chief/Senior Human Resource

Management Officer 5/6 1 1

1

33 Administrative officer I/II 7/8 1 1 1

34 Supply Chain Mgt. Officer I/II 7/8 1 1 2

35 Accountant I/II 7/8 1 2 3

Senior ICT Officer 6 0 0 1

36 ICT Officer I/II 7/8 1 1 1

37 Senior/Internal Auditor /I 6/7 1 1 1

38 Executive Secretary 7 1 1 1



Establishment

Approved

Establishment

Ideal Number

39 Human Resource Management Officer I/II 7/8 1 1 1

Senior Personal Secretary 8 0 0 1

40 Personal Secretary I/II 9/10 2 2 3

41 Senior Driver I/II/III 10/11/12/13 11 12 13

42 Senior / Higher/ Clerical Officer 11/12/13 8 10 10

43 Senior Telephone operator I/II

Receptionist 11/12 1 1

2

44 Senior Office Assistant/ I/II 12/13/14 10 10 10

Sub total 36 51 59

Grand Total 140 142 142

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