Kenya Plant Health Inspectorate Service (KEPHIS) · Kenya Plant Health Inspectorate Service (KEPHIS) plays an important role in ensuring the Kenya’s economic growth is sustained

Kenya Plant Health Inspectorate Service

(KEPHIS)

STRATEGIC PLAN2017/18 - 2021/22

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KENYA PLANT HEALTH INSPECTORATE SERVICE (KEPHIS)

THE STRATEGIC PLAN

2017/2018 – 2021/2022

Managing DirectorDr. Esther Kimani

Editorial TeamNicholas TunyaHellen Mwarey

Joseph KigamwaCaroline Kavu

Catherine Muraguri

Copyright 2019 Kenya Plant Health Inspectorate Service (KEPHIS)

No part of this publication may be used without the written permission of KEPHIS

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KEPHIS staff inspecting roses before export at Jomo Kenyatta International Airport, Nairobi

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World class equipment at the Analytical Chemistry Laboratory at headquarters, Nairobi. KEPHIS assures that the quality of produce destined for overseas markets meet the market requirements

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FOREWORD

the country as well as creating income and wealth for large and small scale farmers.

Kenya Plant Health Inspectorate Service (KEPHIS) plays an important role in ensuring the Kenya’s economic growth is sustained as envisaged in Vision 2030. In its two decades of existence, the Corporation has focused on delivering its mandate and has established strong systems and processes that ensure high quality agricultural inputs and produce in the sector. KEPHIS ensures that its mandate is achieved through development of 5 year strategic plans.

I am pleased to unveil this 2017/18-2021/22 KEPHIS Strategic Plan, which provides the road map for meeting our vision of “Healthy plants, safe trade and sustainable agro-environment for a prosperous Kenya.” In developing this strategic plan, the Corporation has taken into consideration key Government priorities outlined in the Constitution,:the Vision 2030, MTP III, the Big 4 Agenda, the Ministry of Agriculture, Livestock, Fisheries and Irrigation (MOALFI) Strategic Plan, the Agriculture Sector Transformation and Growth Strategy (ASTGS) and other relevant policy documents together with challenges faced in the implementation of the previous strategic plan and lessons learnt. In addition, considerations have been made to capture relevant areas in the United Nations Sustainable Development Goals (SDGs), the African Union Comprehensive Africa Agriculture Development Programme (CAADP), African Union (AU) Agenda 2063 as well as other regional and International policy documents.

In Developing this Strategic Plan, it was important to look back and review the past. It is worth noting that the agriculture sector is dynamic and the operating environment has changed drastically in the last five years. The development of this Plan has gone through a review of the KEPHIS 2012/13-2016/17 Strategic Plan and a participatory consultation process among the key stakeholders, management, Board of Directors and staff.

The process reviewed the vision, mission and core values and agreed on the strategic objectives to pursue in realizing our mandate. Based on this contextual analysis, the Corporation formulated strategic objectives focusing on: protecting plants from pests, weeds and invasive species; improving the legal and regulatory framework;

The Government of Kenya through its economic Blueprint, Vision 2030 seeks to propel the country

to achieving economic development with an average 10 percent growth rate that will enhance the country’s status to a middle-income economy. The Agriculture sector continues to take centre stage and remains the main catalyst of Kenya’s economic growth. During the second Medium Term Plan (MTP) period (2013-2017) growing crops and livestock production contributed an average of 27.3% of the national Gross Domestic Product (GDP). According to the Kenya National Economic Survey 2017, contribution to GDP by crops and livestock, consistently improved from 26.2% in 2012 to 32.6% in 2016 thus making it the dominant sector. The sector contributes about 75% of industrial raw materials, 60% of export earnings, 65% of Kenya’s total exports by volume and 60% of employment. Various agricultural sub-sectors, including Tea, Coffee and Horticulture rank as the highest foreign exchange earners for the country. At the domestic level, the need for sustained agricultural productivity is crucial in ensuring food security for

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enhancing agricultural productivity; facilitating trade; enhancing the Corporation’s and stakeholder capacity; mobilizing and ensuring optimal utilization of resources and embarking on aggressive visibility and corporate image.

Sustainability remains a major factor amid adjustments in budgetary allocations from The Exchequer. In this regard, the Corporation shall focus under the Resource Mobilization and Management theme on strategies to enhance the Corporation’s revenue streams and new service areas that shall boost the organization’s financial resource base. This shall go a long way in ensuring that KEPHIS sustains its operations and fulfills its mandate.

The KEPHIS Board of Directors is committed to the implementation of the Corporation’s Strategic plan. The Board will work towards sustaining existing linkages with all the relevant Government Ministries, Departments and Agencies and other stakeholders to ensure coherence and enhance synergies in delivery of its mandate.

Implementation of the Strategic Plan will be regularly monitored and evaluated by the Board

and management to ensure that emerging issues are identified and addressed promptly. Changes in the operational environment; emerging government policies and statutory requirements; resource availability and recommendations arising from the continuous monitoring, evaluation and reporting framework will be taken into consideration during the mid-term review of the Plan. The Board shall also ensure performance management continues to be the main measure of the Corporation’s service delivery, and shall continuously strive to serve our clients as effectively and efficiently as possible.

I take this opportunity to thank the entire team involved in the formulation of this Strategic Plan, including the Board of Directors, management, key stakeholders and staff for their unreserved commitment to the process. The Board of Directors have no doubt whatsoever that the 2017/18 - 2021/22 Strategic Plan will be successfully implemented.

Robin M. AchokiBOARD CHAIRMAN

Seed germination at the seed testing laboratory in Nakuru; here seeds are checked to confirm they will develop into healthy new plants

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PREFACE

It is my pleasure to present to you the KEPHIS Strategic Plan 2017/2018 - 2021/2022. This is

indeed a great moment and milestone for the Corporation, having gone through two decades of existence as a Corporation.

KEPHIS has grown tremendously in the past twenty years of its existence with key notable achievements being: enactment and operationalization of the KEPHIS Act, enhanced use of technology through implementation of Entreprise Resource Planning (ERP) and Electronic Certification Systems (ECS), accreditation of laboratories, certification to Quality Management Systems (QMS), compliance with market requirements and capacity building of staff and clients.

The operations of KEPHIS are within the confines of the KEPHIS Act 2012, the State Corporations Act (CAP 446), the Seeds and Plant Varieties Act (CAP 326) and the Plant Protection Act (CAP 324). Kenya is also a signatory to various international conventions and treaties which KEPHIS implements. These include OECD Fruit and Vegetables Schemes, OECD Seed Schemes and OECD Forest Seed and Plant Scheme, the International Plant Protection Convention (IPPC), International Union for the Protection of New Varieties

of Plant (UPOV), The World Trade Organization-Sanitary and Phytosanitary Agreement (WTO-SPS), CODEX Alimentarius Commission, Common Market for Eastern and Southern Africa (COMESA) and East African Community (EAC), among others. KEPHIS also participates in regional and international standard setting and harmonization meetings to facilitate compliance to set standards. In this new strategic plan, KEPHIS will strengthen its legal and regulatory framework and continue to partner with regional and international bodies for the benefit of its clientele. In the past strategic planning period, KEPHIS assured the quality of seed, fertilizers, water for irrigation suitability, soil and pesticide formulations. This was made possible through KEPHIS accredited laboratories at Karen (Headquarters), Muguga, Nakuru and Kitale. Re-accreditation of the laboratories to ISO 17025 was achieved during the period for the Analytical Chemistry Laboratory at Headquarters and the seed testing laboratory in Nakuru. The Plant Health Laboratory, at the Plant Quarantine and Bio-Security station attained its accreditation in 2013/2014. This has been a major confidence booster especially for clients undertaking entomology, virology, nematology, bacteriology and mycology related tests.

Plant health is a core area for KEPHIS and in retrospect, the country has gone through numerous challenges in terms of crop pest and disease emergence that included Leaf miner(Tuta absoluta), Maize Lethal Necrosis Disease (MLND), Potato Cyst Nematode (PCN) and Fall Army Worm (FAW). In the new strategic plan, KEPHIS intends to work with partners and other agencies in developing strong Early Warning Systems for plant pests and for early detection and management. The Corporation shall also put in place a research unit to work with other research agencies as a compliment in the fight against introduction of harmful organisms in the country. Enhancement of surveillance activities and border control will also be ensured as a critical step towards protecting Kenya’s agriculture.

Capacity building remains a key focus area for KEPHIS with enhanced ICT Systems. During the period, the Corporation expanded the ECS to include other fresh produce crops and launched the Import Certification System (ICS) for certification of plant imports and integrated it to the Kenya National Single Window System. The Corporation also implemented interventions towards capacity building of both staff

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The hass avocado variety: Kenya’s avocadoes are the best in the world and KEPHIS works with other agencies to open up markets where the fruit can be exported

and clients. During the previous planning period, KEPHIS in collaboration with the University of Nairobi, Centre of African Biosciences International (CABI) and other partners continued to operationalize the Centre of Phytosanitary Excellence (COPE) and trained practitioners in the horticultural sector at local and regional levels. The Corporation intends to strengthen COPE into an independent centre and streamline its operations to attract more support and clients.

KEPHIS will also focus on building capacity for farmers and players in county governments as a way of ensuring compliance to standards at the grass root levels. This is expected to enhance productivity and create market access for local agricultural produce. The Corporation shall also sustain progress on staff skill development to meet the necessary competencies required for the agriculture sector.

Performance Management with emphasis on results-based management has taken centre stage with KEPHIS prioritizing the implementation of the Kenya Government Performance Contracting system. In addition, the Corporation has successfully subscribed to, and maintained certification to the ISO 9001:2008 Quality Management System. In the next planning phase, the Corporation will transit to the ISO 9001:2015 requirements.

Strategies that help optimization of resource use and allocation shall be deployed in order to ensure

sustainability for the Corporation. To implement the Strategic Plan, the estimated budget is KES 7.825 billion. KEPHIS intends to enhance networks and collaboration with local and international development partners with a view to exploring avenues of cooperation in the areas of plant protection, seed trade facilitation and laboratory work. The concept of Public-Private-Partnership will also be enhanced in various aspects and operations of the Corporation with the view of creating more business models.

KEPHIS takes cognizance of the Corporation’s visibility and brand. Re-engineering of the KEPHIS brand will be one of the key focus areas in the implementation of this Strategy and will endeavour to build and maintain a strong corporate brand.

The Corporation shall implement a robust monitoring framework that will track performance on a continuous basis to ensure that planned strategies, objectives and activities are achieved. KEPHIS is confident that with the support of all stakeholders and partners, we shall attain our vision of “Healthy Plants, Safe Trade and Sustainable Agro-Environment for a Prosperous Kenya.”

In conclusion, I take this opportunity to sincerely thank the Board, management and staff for the time invested in the development of this Strategic Plan.

Esther Kimani, PhDMANAGING DIRECTOR

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EXECUTIVE SUMMARY

Kenya Plant Health Inspectorate Service (KEPHIS) is a regulatory body that was established under

the State Corporations Act (CAP 446) pursuant to Legal Notice No. 305 of 18th October 1996. Currently, KEPHIS operates under the KEPHIS Act No.54 of 2012, that was assented to on 31st December 2012 by H.E. The President of Kenya. Under the first schedule of the KEPHIS Act, KEPHIS is mandated to implement the Agriculture Produce (Export) Act (CAP 319), Plant Protection Act (CAP 324) and the Seeds and Plant Varieties Act (CAP 326). The role of the Corporation is to undertake regulatory function in the agricultural sector relating to plant protection and seeds and plant varieties that assures the quality of agricultural inputs and produce, thereby promoting sustainable agriculture and economic growth.

The development of this Strategic Plan (2017/18-2021/22) enabled us to examine the contextual environment in which we operate, explore the factors and trends that affect the way we perform our core functions, seek to meet and fulfill our vision and mission, identify strategic issues which must be addressed and develop and implement strategies for attaining the pre-determined objectives. The implementation of this roadmap is expected to positively impact KEPHIS and its stakeholders. Arising from review of the relevant documents, workshops and stakeholder consultations, the vision, mission, core values, goals, objectives and strategies outlined here under were agreed upon.

Our Vision: Healthy plants, safe trade and sustainable agro-environment for a prosperous Kenya.

Our mission: To provide a science based regulatory service by assuring plant health, quality of agricultural inputs and produce for food security, globally competitive agriculture and sustainable development.

To accomplish our vision and mission, KEPHIS commits itself to observing our core values of customer focus, professionalism and integrity, teamwork, results oriented, innovation and creativity, and corporate social sustainability, as it implements its strategic objectives and strategies.

Eight (8) objectives were identified to enable achievement of our vision and mission, which are:

Protecting plants from pests, weeds and invasive species.This objective will be attained by: enhancing diagnostic and advisory services; safeguarding against introduction and spread of harmful organisms; supporting implementation of the Bio-safety Act; enforcing regulations on imports; carrying out pest surveillance, emergency response and reporting.

Facilitate, Review and Strengthen the Policy, Legal and Regulatory Framework. This objective will be accomplished by: formulating a national Sanitary and Phytosanitary Policy; reviewing the National Seed Policy, legal and regulatory framework for purposes of alignment to international frameworks and best practice; and lobbying for enactment of revised legal and regulatory frameworks.

Contributing towards improved levels of agricultural productivity. This objective will be attained by: facilitating introduction and production of agricultural inputs, improved technologies and establishment of pest free areas; undertaking plant variety testing and protection; and undertaking seed certification.

Supporting Food safety, Market Access and Compliance. The strategies for achieving this objective are: export inspections and certification; implementation of requirements for official controls; undertaking analysis of agricultural produce for pesticide residues and contaminants including aflatoxin; facilitating research to enhance certification regulations and participation in standard setting, review, harmonization and market access negotiations.

Building staff, stakeholders and infrastructural capacity to facilitate efficient and effective delivery of the KEPHIS mandate. This objective will be attained by: enhancing staffing levels and skills; implementing human resource best practices; enhancing capacity for stakeholders and SMEs; enhancing ICT infrastructure and systems; improving automation of KEPHIS operations (upgrade existing systems and development of new systems); enhancing the infrastructural facilities; enhancing asset management; enhancing Performance Management; developing and implementing a risk management system; and enhancing COPE.

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Mobilizing adequate financial resources and ensure optimal allocation and utilization to enable full implementation of programmes and activities. This objective will be accomplished by: broadening service/product base; enhancing fundraising; and implementing sound financial management.

Enhancing synergies through information and resource sharing with stakeholders and partners. This objective will be realized by: conducting stakeholder analysis and mapping; enhancing interaction with international, regional and domestic networks; identifying and implementing suitable communication channels; promoting co-regulation with stakeholders.

Enhancing the visibility and corporate image of KEPHIS. This objective will be attained by: enhancing communication and image-building frameworks; undertaking corporate re-branding and conducting corporate social sustainability initiatives.

In order to achieve the objectives and strategies, an Implementation Matrix (Annex 1) has been formulated. The matrix sets out a framework for monitoring, evaluation and reporting of the Plan’s implementation status quarterly and shall form the basis for annual Performance Contracting targets.

Analyses at the Analytical Chemistry Laboratory at KEPHIS Headquarters in Nairobi

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ABBREVIATIONS AND ACRONYMS

ARIPO African Regional Intellectual Property OrganizationASAL Arid and Semi-Arid LandASDS Agricultural Sector Development StrategyASTGS Agriculture Sector Transformation and Growth StrategyAU African Union CAADP Comprehensive Africa Agricultural Development ProgramCABI Centre of African Biosciences InternationalCBD Convention for Biological Diversity CIMMYT International Maize and Wheat Improvement CenterCOMESA Common Market for Eastern and Southern AfricaCOPE Center of Phytosanitary ExcellenceDFSS Directorate of Food Safety ServicesDPH&B Directorate of Plant Health and Bio- securityDCS Directorate Corporate ServicesDSC&PVP Directorate of Seed Certification and Plant Variety ProtectionDRTS&C Directorate of Research, Training, Strategy & ComplianceDUS Distinctness, Uniformity and Stability of Plant VarietiesEAC East African CommunityECS Electronic Certification SystemEU European UnionFAO Food and Agriculture OrganizationGDP Gross Domestic ProductGMO Genetically Modified OrganismICIPE International Centre for Insect Physiology and EcologyICT Information and Communication TechnologyICS Import Certification systemIGAD Inter-governmental Authority on DevelopmentIPPC International Plant Protection ConventionISO International Organization for StandardizationISTA International Seed Testing Association

KEPHIS Kenya Plant Health Inspectorate ServiceKNSWS Kenya National Single Window SystemMOALFI Ministry of Agriculture Livestock, Fisheries and IrrigationM&E Monitoring and EvaluationMDAs Ministries, Departments and AgenciesMLND Maize Lethal Necrosis DiseaseMTP Medium Term Plan NEMA National Environmental Management AgencyNEPAD New Partnership for Africa’s DevelopmentNGOs Non-Governmental Organization NPPO National Plant Protection OrganizationNPT National Performance TrialsOECD Organization for Economic Development CooperationPCN Potato Cyst NematodePBR Plant Breeders’ RightsPESTEL Political, Economic, Social, Technological, Ecological and LegalPRA Pest Risk AnalysisSME Small and Medium EnterpriseSFR Strategic Food Reserve SDGs Sustainable Development GoalsSPS Sanitary and PhytosanitarySWOT Strength Weaknesses Opportunities ThreatsUPOV International Union for the Protection of New Varieties of PlantsUSD United States DollarUSDA United States Department of AgricultureWTO World Trade OrganizationWTO-SPS The World Trade Organization- Sanitary and Phytosanitary Agreement

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CONTENTSFOREWORD VIPREFACE VIIIEXECUTIVE SUMMARY XABBREVIATIONS AND ACRONYMS XII1. INTRODUCTION 2

1.1 Background 21.2 Kenya Plant Health Inspectorate Service (KEPHIS) 21.3 The Strategic Planning Process 21.4 Organization of the Plan 3

2. KENYA’S CHALLENGES IN THE AGRICULTURE SECTOR, DEVELOPMENT AGENDA AND ACHIEVEMENTS 52.1 Kenya Vision 2030 52.2 The Third Medium Term Plan (2018 to 2022) 62.3 Agriculture Sector Transformation and Growth Strategy (ASTGS) 62.4 Emerging Issues and Challenges in the Agricultural Sector 72.5 Role of Kenya Plant Health Inspectorate Service (KEPHIS) in contributing towards the Kenya Development Agenda 7

3. SITUATION ANALYSIS 113.1 Introduction 113.2 Review of Past Performance 11

3.2.1. Key Achievements 113.2.2. Key Challenges 113.2.3. Lessons Learnt 11

3.3 Environmental Scanning 113.3.1. External Environment Analysis 113.3.2. Internal Environment Analysis 14

3.4 The SWOT Analysis 154. STRATEGIC FRAMEWORK 19

4.1 Introduction 194.2 Mandate 194.3 Core Functions 194.4 Vision 194.5 Mission 194.6 Core Value Statements 194.7 Strategic Themes, Issues, Objectives, and Strategies 20

5. IMPLEMENTATION OF THE STRATEGIC PLAN 235.1 Introduction 235.2 Implementation Plan 235.3 Organizational Structure and Human Capacity 235.4 Coordination Mechanism 245.5 Accountability 245.6 Risk Management 24

6. FINANCIAL RESOURCES 287. MONITORING, EVALUATION AND REPORTING 31

7.1 Introduction 317.2 Strategies for Monitoring and Evaluation 31

7.2.1. Plan Implementation Team 317.2.2. Cascading the Plan to all Staff 317.2.3. Departmental and Individual Annual Work Plans 317.2.4. Data and Information Collection Procedures 317.2.5. Regular/Periodic Meetings 31

7.3 Monitoring Tools 317.3.1. Customer feedback 317.3.2.Cost-benefitanalysis 317.3.3. Variance Analysis 317.3.4. Ratio Analysis 327.3.5. Budgetary Control 32

7.4 Progress Reports 327.5 Annual and End Term Review 327.6 Linking M&E to Annual Performance Contracts 32

ANNEX 1: IMPLEMENTATION MATRIX 33NOTES 64

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An Avocado nursery in Embu County: KEPHIS certifies nurseries to ensure that farmers get seedlings free from pests and diseases thus enhancing harvests

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CHAPTER ONE: INTRODUCTION AND

BACKGROUND


1. INTRODUCTION1.1 Background

The Agriculture sector continues to take centre stage and remains the main catalyst of Kenya’s economic growth. During the second Medium Term Plan (MTP) period (2013-2017) growing crops and livestock production contributed an average of 27.3% of the national Gross Domestic Product (GDP). According to the Kenya National Economic Survey 2017, contribution to GDP by crops and livestock, consistently improved from 26.2% in 2012 to 32.6% in 2016 thus making it the dominant sector. The sector contributes about 75% of industrial raw materials, 60% of export earnings, 65% of Kenya’s total exports by volume and 60% of employment.

1.2 Kenya Plant Health Inspectorate Service (KEPHIS)

Kenya Plant Health Inspectorate Service (KEPHIS) is a regulatory body that was established under the State Corporations Act (CAP 446) pursuant to Legal Notice No. 305 of 18th October 1996. KEPHIS operates under the KEPHIS Act No.54 of 2012. KEPHIS is mandated to implement the Agriculture Produce (Export) Act (CAP 319), Plant Protection Act (CAP 324), and the Seeds and Plant Varieties Act (CAP 326). The role of the Corporation is to undertake regulatory function in the agricultural sector in matters relating to plant protection, seeds and plant varieties that assures the quality of agricultural inputs and produce, thereby promoting sustainable agricultural and economic growth.

The functions of KEPHIS as encapsulated in the KEPHIS Act No. 54 of 2012 are to: (a). Regulate matters relating to plant protection,

seeds and plant varieties; (b). Administer and enforce Sanitary and

Phytosanitary measures; (c). Support the administration and enforcement of

food safety measures; (d). Establish service laboratories to monitor the

quality and levels of toxic residues in agro-inputs, irrigation water, plants, soils and produce;

(e). Be the principal advisor to the Government on issues relating to seeds and planting material;

(f). Implement plant variety protection in Kenya, administer plant breeders’ rights and maintain

the Plant Breeders’ Rights Register; (g). Undertake plant variety testing and description,

seed certification and plant quarantine control; (h). Undertake inspection and grading of plants and

plant produce at the ports of entry and exit; (i). In consultation with other relevant agencies,

develop and implement standards for seed and plant materials;

(j). Implement and enforce national biosafety regulations on the introduction and use of genetically or living modified species of plants, insects and micro-organisms, plant products and other related species;

(k). Regulate import and export of plants and plant materials;

(l). In consultation with other relevant agencies, regulate the commercial exploitation of naturally occurring plants and plant-related micro-organisms;

(m). Register and license seed merchants, seed growers, agents and any other person who may be required to be registered under the provisions of this Act or any of the laws specified in the First Schedule;

(n). Enter into association with such other bodies or organizations or authorized persons as the Board may consider desirable or appropriate in furtherance of the purposes for which the Service is established;

(o). Be the liaison office for international conventions relating to plant variety protection, plant protection, seed certification and dealing with endangered species or any other related conventions.

KEPHIS as a science-based organization relies heavily on technology in its functions for delivery on the institutional mandate. There were technological advancements in many areas including laboratory testing/diagnostics and ICT during the implementation of the 2013-2017 strategic plan. Changes in Sanitary and Phytosanitary standards in the international markets and emerging issues (pests and diseases) led to new challenges in meeting market requirements. The dynamic environment under which KEPHIS operates called for a review of the strategic objectives to guide the institution.

1.3 The Strategic Planning Process

The process of developing this Plan relied heavily on an extensive review of the relevant documents including the Constitution of Kenya (2010), Vision


2030, MTP I, MTP II, MTP III, ASTGS (2019 to 2029), ASDS (2010 to 2020) and other documents in the agriculture sector. A self-administered questionnaire was used to collect primary data from the Board, Senior Management and Heads of Department. The questionnaire elicited information on past performance, current status and the projected operating environment of KEPHIS. More information was collected through key informant interviews and observation. The pertinent data was analyzed to identify and prioritize the strengths, weaknesses, opportunities and threats facing KEPHIS. This further culminated in the identification of strategic issues and development of the strategic framework in terms of the vision, mission, core values, objectives and strategies.

Finally, a strategy planning workshop was held at KEPHIS headquarters on June 16, 2017 with the Board, Senior Management and heads of departments in attendance. The workshop formulated the Vision and Mission statements as well as core values. On the basis of the revised mission, vision and core values, objectives were developed, and relevant

strategies crafted. Thereafter a two-day workshop was held at KEPHIS headquarters on June 21st and 22nd, 2017 with senior management and heads of departments to develop the implementation matrices. The document was further reviewed in February 2019 to align it with the MTP III, Big 4 Agenda and the ASTGS. The process also included consultative meetings with staff and other stakeholders.

1.4 Organization of the Plan

The Plan is organized in seven chapters. Chapter 1 outlines the introduction and background giving the justification for developing the Plan. Chapter 2 presents Kenya’s Achievements and Development Challenges while the Situation Analysis is contained in Chapter 3. The Strategic Framework is explained in Chapter 4. Chapter 5 focuses on how the Plan will be implemented while Chapter 6 presents the resource flows, revenue and expenditure projections. Chapter 7 summarizes the monitoring and evaluation mechanism of the Plan.

Hybrid coconut under quarantine in Matuga, Kwale County: KEPHIS together with stakeholders are promoting the production of hybrid coconut to uplift the economic and living standards of coastal communities


CHAPTER TWO : KENYA’S

CHALLENGES IN THE AGRICULTURE

SECTOR, DEVELOPMENT

AGENDA AND ACHIEVEMENTS


2. KENYA’S CHALLENGES IN THE AGRICULTURE SECTOR, DEVELOPMENT AGENDA AND ACHIEVEMENTS

The Vision 2030, MTP III and the ASTGS describe the emerging issues, challenges and lessons learnt in Kenya’s agricultural sector.

2.1 Kenya Vision 2030

Kenya Vision 2030 is the Country’s development blueprint covering the period between 2008 and 2030. It aims at transforming Kenya into a newly industrialized, middle-income country providing a high-quality life to all its citizens by the year 2030. The blueprint is anchored on three pillars: economic, social and political.

The economic pillar consists of eight priority sectors: agriculture and livestock, manufacturing, tourism, trade, business process outsourcing, financial services, Oil, Gas and mineral resources and the Blue Economy. Agriculture is expected to deliver seven per cent annual economic growth rate envisaged under the economic pillar. To achieve this growth, transforming smallholder agriculture from subsistence to an innovative, commercially oriented and modern agricultural sector is critical. This transformation is to be accomplished through transforming key institutions in agriculture, livestock, forestry and wildlife to promote agricultural growth; increasing productivity of crops, livestock and tree cover; introducing land-use policies for better use of high- and medium-potential lands; developing more irrigable areas in arid and semi-arid lands for both crops and livestock; improving market access for smallholders through better supply chain management; and adding value to farm, livestock and forestry products before they reach local, regional and international markets.

The Vision 2030 has identified four major challenges that continue to face the agricultural sector. These are: • Productivity levels for many crops are below

potential and for some agricultural produce

yield and value over a 5-year period have either remained constant or are on the decline. Although yield is only a partial gauge of performance, it reflects the available production technology. Using the United States maize yield of 10.75 metric tonnes per hectare, in one of the states, as a benchmark the Kenyan 5.0 metric tonnes per hectare can be improved. Forest cover and tree productivity have been on the decline while population growth has led to increased human–wildlife conflict. Forest cover is estimated at 7% against the United Nations recommendation of 10%.

• Land in the high and medium potential areas as well as in arid and semi-arid lands (ASALs) remains under-exploited for agricultural production. Much of the available cropland remains under-utilised with smallholder farmers using only 60% of their land for agricultural production. About 84% of the country is ASAL and is not suitable for rain-fed farming due to low and erratic rainfall. Development of suitable plant varieties and irrigation for these areas will improve productivity. It is estimated that intensified irrigation can increase agricultural productivity fourfold and, depending on the crops and varieties, incomes can be increased.

• The productivity of the agricultural sector is constrained by inefficiencies in the supply chain resulting from limited storage capacity, lack of post-harvest services and poor access to product markets. Vision 2030 calls for proactive efforts to maintain existing markets and create new ones to increase Kenya’s bargaining power in global agricultural markets. The Kenya Flower Council estimates that there are over 60 markets worldwide for horticulture produce; however North America, Asia and Middle East markets remain underexploited.

• In agriculture, value addition determines the competitiveness of the country’s produce in world markets. However, Kenyan farmers export semi-processed, low-value produce, which accounts for 91 per cent of total agriculture-related exports. The limited ability to add value to agricultural produce coupled with high production costs make exports less competitive. According to a study done by Tea Board of Kenya in 2012 there was a price difference of USD 1.24 per kilogram of tea between Kenya and Sri Lanka, owing to value addition; this is the estimated loss per kilogram of tea sold in Kenya due to low value addition. Value addition would


not only earn Kenya more foreign exchange but will also create jobs.

The Government will play its contributing component towards achievement of the Kenya Vision 2030 by; (i) transforming key institutions to promote agricultural growth; (ii) enhancing agricultural productivity; (iii) introducing land use polices for better utilization of high and medium potential lands; (iv) developing more irrigable areas in arid and semi-arid lands for agricultural production; (v) improving market access for farmers through better supply chain management; and (vi) adding value to farm and produce before they reach local and international markets.

2.2 The Third Medium Term Plan (2018 to 2022)

The Vision 2030 is being implemented through five-year medium-term plans (MTPs); already MTP II and III have been implemented. The MTP III to be implemented during the period 2018 to 2022, outlines the main policies, legal and institutional reforms as well as programmes and projects that the government plans to achieve. It builds on the achievements of the 1st and 2nd MTPs. It prioritizes implementation of the Big 4 Agenda initiatives which are; increasing manufacturing share of GDP, providing affordable housing, enhancing food and nutrition security and achieving 100% universal health coverage.The agriculture sector is expected to play a significant role of ensuring food and nutrition security as well as driving the manufacturing sector through the provision of raw materials.

The MTP III, whose theme is: Transforming Lives Advancing Socio-economic Development through the “Big Four”, builds on the gains made so far by previous MTPs (I&II). MTP III envisages to move the economy towards a growth trajectory to achieve the 7 percent economic growth rate and achieve goals and targets outlined under the economic, social and political pillars of Kenya Vision 2030 by 2022. The MTP III implementation will be aligned to the Constitution, Vision 2030, key policies, legal and institutional requirements towards attainment of the “Big Four” initiatives and other priority programmes and projects.

Under this MTP III, the agriculture and livestock sectors will focus on the following Flagship projects and programmes: Agricultural Mechanization; Food

and Nutrition Security; Livestock Production; Value Chain Support; Youth and Women Empowerment in Modern Agriculture; Agricultural Insurance; Research and Capacity Building; Crop Diversification; Coastal Disease Free Zone; Strategic Food Reserve; Large Scale Production; Small Holder Productivity and Agro-processing; Agricultural Technology Development; Market Access and Product Development; Miraa Farmers Livelihood Improvement; Pastoral Resilience Building; Traditional High Value Crops; Comprehensive African Agricultural Development Program (CAADP) and Promotion of Investment and Cooperation in Agriculture.

2.3 Agriculture Sector Transformation and Growth Strategy (ASTGS)

The Agriculture Sector Growth and Transformation Strategy (ASTGS) is to be implemented from 2019 to 2029 and builds upon the Agriculture Sector Development Strategy (ASDS) of 2010 to 2020. The Ministry of Agriculture, Livestock, Fisheries and Irrigation (MOALF&I) has focused on nine flagship projects that serve as the core programmes for the 10-year period. These flagship projects draw on the status of agriculture today, a rigorous and thorough review of data, lessons from global best practices and local realities. The flagship projects will also help to transform the agriculture sector in Kenya, drive 100% food and nutrition security and ensure food is affordable, especially for vulnerable groups. The nine flagship projects to drive Kenya’s 10-year transformation are as follows: • Flagship 1: Target 1 million farmers, pastoralists

and fishermen in an initial 40 zones served by 1,000 farmer-facing SMEs that provide inputs and equipment including for irrigation, processing and post-harvest aggregation.

• Flagship 2: Shift nationwide subsidies focus to register 1.4 million high-needs farming households and empower them to access a range of inputs from multiple providers, enabled by an e-voucher delivery system.

• Flagship 3: Set-up 6 agro-processing hubs across Kenya using a one-stop-shop rapid PPP process for local and export markets.

• Flagship 4: Unlock 50 new large-scale private farms (each with over 2,500 acres) with 150,000 acres under sustainable irrigation from existing infrastructure (e.g., rehabilitate dams, dual-purpose hydropower), with competitive bidding, and government provided infrastructure (e.g.


power, roads)• Flagship 5: Restructure the Strategic Food

Reserve (SFR) to better serve 4 million high need Kenyans through competitive digital reserve stock and cost management with private sector, and price stability managed through the National Treasury.

• Flagship 6: Boost food resilience of 1.2 million farming and pastoralist households in ASAL through community driven design of interventions, and more active coordination of development partners and private sector resources through regional economic blocs.

• Flagship 7: Launch 3 knowledge and skills building programs focused on technical and management skills in the field for 200 national and county government transformation leaders, 1000 farmer-facing SMEs, and 3000 extension agents.

• Flagship 8: Strengthen research and innovation, and launch priority digital and data use cases for better decision making and performance management (first wave to include digital subsidy registration and delivery, farmer and SME performance, automated SFR buy / sell needs)

• Flagship 9: Actively monitor 2 key food system risks: i. sustainable and climate smart natural resource management including sustainable irrigation and water basin health, soil quality and land use; and ii. Crisis management for pests, diseases, climate and global price shocks.

2.4 Emerging Issues and Challenges in the Agricultural Sector

Emerging issues include:

• Multiplicity of taxes, levies and charges by the national and county governments;

• Agri-business as a source of mass employment.

Challenges facing the agricultural sector include:

• High reliance on rain-fed agriculture;• The increased frequency of severe droughts and

floods and outbreak of pests and disease as a result of global climate change;

• Sub-division of land into small uneconomic units and under-utilized land in some parts of the country;

• Low agricultural productivity due to low

application of modern technology and innovation, inadequate capital and demand-driven research;

• Low and declining soil fertility due to poor farming methods;

• Frequent resource-use conflict between pastoralists and farmers;

• Pre and post-harvest losses due to inadequate storage facilities and poor handling of farm produce;

• Inadequate extension capacity;• Export restrictions on agricultural produce;• Limited access to affordable credit;• Inadequate and poorly organized market access

and marketing infrastructure;• High cost of farm inputs;• Poor physical infrastructure network in the rural

areas;• Inequality in resource access, ownership and

control at household level;• Underdeveloped agricultural value chain;• Inadequate data for policy planning and

development;• Weak monitoring and evaluation systems.

Lessons Learnt in the agricultural sector include:

• A robust response to climate change should be part of overall planning with special emphasis on agriculture;

• Improved linkages and strong collaboration with all the stakeholders are key in ensuring food security;

• Evidence based policy planning and strengthening of monitoring and evaluation is critical at all levels of governance;

• Adoption of production methods that complement rain-fed agriculture is key to ensuring food security.

2.5 Role of Kenya Plant Health Inspectorate Service (KEPHIS) in contributing towards the Kenya Development Agenda

KEPHIS plays a critical role in the realization of the aspirations of the goals of all the three pillars of the Vision 2030. Towards meeting the Economic pillar goals and the SDG Goal Number 1 of no poverty and Number 2 of Zero hunger by increasing agricultural productivity and Food Security, KEPHIS does the following:


• Inspection and certification of imports and exports of plants and plant produce;

• Awareness creation and training on Good Agricultural Practices (GAP) and market requirements thus enhancing investment in agriculture for wealth creation;

• Negotiations aimed at increasing market access for Kenyan agricultural products and produce which in turn contributes to economic growth;

• Providing pest risk analysis information for market access;

• Ensuring quality seed production in irrigation schemes by offering certification services in these areas;

• Undertake testing of soils for fertility evaluation, water for irrigation suitability, fertilizers, manures and agro-chemicals for quality assurance to facilitate optimal productivity;

• Undertake pest and disease surveillance to provide early warning systems to all within the

farming system;• Testing of food commodities of agricultural origin

is also done to ensure compliance to food safety requirements. This contributes immensely to enhancement of the competitiveness of Kenyan products and hence an increase in their market access.

• Contributes to value addition through advisory services to farmers and inspection of produce.

• The strategic shift from over-reliance on rain-fed to irrigation agriculture has created increased demand for seed in new irrigation schemes.

The Social Pillar seeks to achieve a just, cohesive and equitable social development in a clean and secure environment. Towards meeting this pillar’s goals, KEPHIS does the following:• Monitoring environmental contaminants, level of

pesticide residues, heavy metals and industrial pollutants in ecological and environmental

KEPHIS staff inspecting imported wheat inside a ship at Kilindini Harbour. KEPHIS checks that imported plants and plant materials meets the requirements of Kenya’s Plant Import Permit (PIP)


substrates, agricultural produce, foods and feeds. These are undertaken with a view to enhancing food safety and sustenance of environmentally friendly agriculture.

• Undertakes effective inspection and monitoring to guard against introduction and spread of noxious weeds and invasive plant species.

• Facilitating the availability of appropriate and climate-smart certified seed for the ASALs to ensure food security and nutrition.

The Political Pillar aims at an issue-based, people-centered, results-oriented and accountable democratic system. The implementation of activities towards customer-focused service delivery by KEPHIS are a key contribution towards this Pillar. Towards meeting the political pillar goals, KEPHIS does the following:• Observance of anti-corruption, ethics and

integrity principles;• Promotion of results-based management;• Facilitating public access to information and

data; • Implementation of service charters;

• Customer feedback mechanisms; • Publicity campaigns; • Provision of information on the Corporation’s

activities; • Sensitization and training of stakeholders; • Improvement in financial management.

An efficient, motivated and well-trained public service is one of the major foundations of the Kenya Vision 2030. Indeed, public service transformation is identified as key towards actualizing the goals of the Kenya Vision 2030. Towards this, KEPHIS continues to scale-up efforts to cascade the service charter; undertake capacity building of members of staff to enhance service delivery; implement the automation of service delivery processes to improve efficiency and speed; and review terms and conditions of members of staff. All these are implemented to ensure that KEPHIS plays its rightful role in the realization of the goals of the Kenya Vision 2030. KEPHIS will continue to implement its mandate to address the challenges identified in the agriculture sector under the MTP III.

A sorghum crop at Kambi Mawe , Makueni County


CHAPTER THREE : SITUATION ANALYSIS


3. SITUATION ANALYSIS3.1 Introduction

This chapter presents an analysis of the performance of the 2013 – 2017 Strategic Plan in terms of achievements, challenges and lessons learnt and analysis of internal and external environments. The analysis led to identification of key strengths, weaknesses, opportunities and threats (SWOT) plus stakeholder analysis matrix.

3.2 Review of Past Performance

During the implementation of the Strategic Plan 2013-2017 there were enormous achievements, challenges faced and lessons learnt; these are detailed below. A detailed analysis of the past performance of KEPHIS can be found in the Evaluation Report of the Strategic Plan 2013 -2017 (available on KEPHIS website: www.kephis.org).

3.2.1. Key Achievements

The achievements included but were not limited to:• Enhanced use of technology in service delivery;• Capacity building for staff;• Accreditation of systems and processes;• Commencement of KEPHIS Act No. 54 of 2012;• Compliance with market requirements;• Improvement of linkages with stakeholders;• Improved international cooperation in trade and

market access;• Enhanced bio-security surveillance; • Regional recognition as a center of excellence; • Hosting of first international phytosanitary

conference;• Membership to OECD forest seed and plant

scheme;• Presidency to OECD fruits and vegetables

scheme• Implementation of e-phyto system;• Harmonization of Kenya’s seed regulations with

COMESA seed regulations;• Accession to UPOV 1991 from UPOV 1978

creating a higher standard for protection of plant breeder’s rights.

3.2.2. Key Challenges

Despite the achievements in implementation of 2013-

2017 Strategic Plan, a number of critical challenges were encountered as follows:

• Emerging pests and diseases;• Inadequate legal and regulatory framework;• High turnover of technical staff;• Inadequate funding;• Dynamic market requirements;• KEPHIS mandate not well understood by

stakeholders;• Increased demand for KEPHIS services;• Inadequate service delivery infrastructure;• Rapidly changing technologies;• Devolved system of governance of agricultural

functions;• Effects of climate change in production systems.

3.2.3. Lessons Learnt

In the period under review, key lessons were learnt. The Corporation noted that there is need for:• Managing change in the operating environment;• Enhanced collaboration and stakeholder

engagement;• Increased capacity building of staff and

stakeholders;• Diversification of financial base;• Sustaining and increasing the scope of

accreditation;• Enhanced regional and international recognition;• Efficiency in resource utilization;• Effective and efficient communication;• Continued innovation in a dynamic environment.

To address the above challenges and taking into consideration lessons learnt, the 2018 – 2022 Strategic Plan has put in place relevant objectives and strategies for channeling KEPHIS resources and creating synergy towards progressively positioning KEPHIS on the right path to support the Government in achieving food and nutrition security. 3.3 Environmental Scanning

In developing the strategic plan, KEPHIS reassessed in totality the environment in which the institution operates i.e. external and internal environments; to ensure sustainability.

3.3.1. External Environment Analysis

KEPHIS does not operate in a vacuum. Therefore, the


Political, Economic, Socio-cultural, Technological, Ecological, and Legal (PESTEL) forces were reviewed. The outputs of the analysis are the key opportunities and threats which are expected to

All visitors and returning residents into Kenya are to declare any plants or plant materials in their possession to KEPHIS at border points.

positively and negatively influence performance of KEPHIS. The relevant factors and conditions are summarized in Table 3.1.


Tabl

e 3.

1 Ex

tern

al E

nviro

nmen

t Ana

lysi

sDi

men

sion

Issu

es a

nd/o

r dev

elop

men

ts th

at a

re lik

ely

to im

pact

neg

ativ

ely

or p

ositi

vely

on

KEPH

-IS

cap

acity

to a

chie

ve it

s ob

ject

ives

.Ef

fect

s th

e ch

ange

s pr

esen

t in

term

s of

opp

ortu

nitie

s an

d th

reat

s to

KEP

HIS

Glo

bally

Regi

onal

lyNa

tiona

lly

Opp

ortu

nitie

sTh

reat

s

Econ

omic

For

ces

• Fo

rmat

ion o

f reg

ional

tra

ding

bloc

ks, C

usto

m

Union

s, Fr

ee T

rade

Are

a &

WTO

• Ri

sing

Unem

ploy

men

t•

BREX

IT

• Es

tabl

ishm

ent o

f the

EAC,

CO

MES

A, N

EPAD

an

d AR

IPO

, •

Stab

le an

d G

rowi

ng

Afric

an E

cono

my

• Hi

gher

rate

s of r

etur

n on

fore

ign

inves

tmen

t in

Afric

a •

Sing

le co

ntine

ntal

mar

ket

for g

oods

and

serv

ices

unde

r Con

tinen

tal F

ree

Trad

e Ar

ea (C

FTA)

• EA

C In

tegr

ation

• St

able

local

econ

omy a

nd

Fore

ign

exch

ange

rate

s•

Emer

genc

e of

stro

ng

mid

dle

class

• Ri

sing

unem

ploy

men

t•

Wom

en a

nd yo

uth

empo

w-er

men

t•

Incid

ence

s of c

orru

ption

at

Nat

ional

and

Coun

ty

Leve

ls

• Po

sitive

long

-term

eco

nom

ic gr

owth

fore

casts

• In

crea

sed

dem

and

for c

ertifi

ed/h

igh

quali

ty

seed

s•

Expa

nded

nat

ional,

regi

onal

and

inter

natio

nal

mar

ket

• In

crea

se in

fore

ign

inves

tmen

ts•

Incr

ease

d int

eres

t in tr

ade

in pl

ant m

ater

ials

• Im

plem

enta

tion

of th

e EA

C SP

S pr

otoc

ol•

Enha

nce

oppo

rtunit

y for

pro

viding

lead

ersh

ip

in ca

pacit

y buil

ding

as a

cen

tre o

f exc

ellen

ce

in th

e re

gion

• Fr

eque

nt c

hang

es in

stan

dard

s lea

ding

to

loss o

f mar

ket.

• In

tens

ive a

nd g

rowi

ng c

ompe

tition

•

Slow

gro

wth

in G

lobal

Econ

omy

• Hi

gh c

ost o

f doin

g bu

sines

s•

Fluct

uatio

ns in

infla

tion

and

exch

ange

rate

s

Soci

al-c

ultu

ral

Forc

es•

Incr

easin

g wo

rld p

op-

ulatio

n•

Incr

ease

d pe

rman

ent

mig

ratio

n to

som

e co

untrie

s •

incre

ased

spre

ad o

f inf

ectio

us d

iseas

es•

Incr

ease

d he

alth

awar

enes

s

• In

crea

sed

cros

s-bo

r-de

r mov

emen

ts an

d int

erac

tions

• Ur

baniz

ation

and

urb

an

mig

ratio

n•

Expa

nding

labo

ur fo

rce

• Ri

se o

f the

Afric

an m

id-

dle-

class

con

sum

er

• Ra

pidl

y gro

wing

labo

ur

forc

e•

Risin

g cr

ime

and

insec

urity

• In

crea

sed

land

subd

ivisio

n •

Rapi

d Po

pulat

ion G

rowt

h

• In

crea

sed

appr

eciat

ion o

f nee

d fo

r qua

lity

agric

ultur

al inp

uts a

nd p

rodu

ce•

Bette

r info

rmed

pub

lic

• So

cial m

edia

and

mob

ile te

chno

logy u

sed

to

sens

itize

stake

hold

ers i

n se

ed a

nd a

gricu

ltura

l sp

here

s •

Chan

ge in

lifes

tyle

and

eatin

g ha

bits

• G

rowi

ng u

nem

ploy

men

t•

Incr

ease

d ins

ecur

ity•

Incr

ease

d su

b di

vision

lead

ing to

redu

ced

land

avail

able

for s

eed

and

agric

ultur

al

prod

uctio

n •

Emer

ging

hea

lth is

sues

and

socia

l ills

that

ad

vers

ely a

ffect

the

work

forc

e

Tech

nolo

gica

lFo

rces

• G

rowi

ng u

se o

f ICT

and

e-bu

sines

s•

Glob

al vil

lage

phen

om-

ena

• Ex

pans

ion o

f air a

nd

wate

r con

nect

ivity

• Ra

pid

Tech

nolog

ical

adva

ncem

ent

• G

rowi

ng a

dopt

ion o

f co

mpu

ter a

nd IC

T in

bu

sines

s•

Auto

mat

ion o

f ser

vices

• G

rowi

ng a

dopt

ion o

f e-

busin

ess

• Au

tom

ation

of s

ervic

es•

Cybe

rcrim

e &

Inse

curity

• In

crea

sed

capa

city f

or e

-ser

vices

.•

Redu

ced

costs

of c

omm

unica

tion

and

conn

ec-

tivity

• En

hanc

ed a

cces

s to

infor

mat

ion•

Incr

ease

d ef

ficien

cy se

rvice

deli

very

• St

aff la

yoff d

ue to

aut

omat

ion.

• Cy

ber a

nd D

ata

insec

urity

due

to vi

ruse

s,

e-cr

ime

and

Inte

rnet

terro

rism

.•

Rapi

d te

chno

logica

l cha

nges

Ecol

ogic

al F

orce

s•

Glob

al wa

rming

phe

-no

men

on•

Clim

ate

Chan

ge

• In

crea

sing

regi

onal

co-

oper

ation

in e

nviro

nmen

-ta

l issu

es•

Invo

lvem

ent o

f NG

Os

and

CBO

s in

agric

ultur

al

& en

viron

men

tal is

sues

.

• Ex

isten

ce o

f Nat

ional

En

viron

men

t Man

agem

ent

Auth

ority

(NEM

A)•

Incr

ease

d aw

aren

ess o

n en

viron

men

tal is

sues

• Po

or E

-was

te m

anag

emen

t sy

stem

s

• En

viron

men

tal Im

pact

ass

essm

ent b

ecom

ing a

leg

al re

quire

men

t •

Incr

ease

d de

man

d fo

r sus

taina

ble

agric

ultur

e•

Incr

ease

d di

vers

ity fo

r gro

wing

env

ironm

ents

fo

r par

ticula

r cro

p sp

ecies

and

varie

ties

• Re

sear

ch o

n cli

mat

e-sm

art a

gricu

lture

• Re

lease

of c

limat

e sm

art c

rop

varie

ties

• Ad

vers

e cli

mat

ic ch

ange

s •

Incr

ease

d po

llutio

n an

d en

try o

f poll

utan

ts int

o th

e fo

od c

hain

• In

crea

sing

healt

h ha

zard

s for

wor

kers

•

Emer

genc

e of

new

pes

ts an

d di

seas

es


3.3.2. Internal Environment Analysis

The internal environment analysis identified key assets, resources, skills and processes; these are outlined below.

3.3.2.1. Financial ResourcesKEPHIS generates revenue from The Exchequer, charges for services rendered, grants from development partners, hire of conference & accommodation facilities and others. Table 3.2 presents KEPHIS revenue versus actual expenditure during the last plan period. It is vital that KEPHIS continues to diversify its revenue streams among other strategies to meet the increased demand for KEPHIS services and support successful implementation of the Strategic Plan.

Table 3.2: KEPHIS Revenue Versus Actual Expenditure for the period 2012-2017

Budget Versus Actual Expenditure

Year 2012/2013 2013/2014 2014/2015 2015/2016 2016/2017

KES KES KES KES KES

Revenue 944,100,367 995,223,000 957,927,000 964,609,000 941,200,000

Actual Expenditure 907,429,625 935,325,000 991,956,000 1,109,127,000 996,091,000

Surplus /Deficit 36,670,742 59,898,000 (34,029,000) (144,518,000) (54,891,000)

Source: KEPHIS Annual Reports

3.3.2.2. Human ResourceHuman resource is an important asset to the achievement of KEPHIS mandate and objectives. There is need for continuous investment for a highly skilled workforce to ensure effective response to opportunities and challenges of the industry in a timely and appropriate manner in an ever changing market environment. Therefore, KEPHIS will attract and recruit employees with requisite skills to maintain optimal number of staff. Further, the corporation will review the current organization structure; train and develop staff; implement a competitive compensation and reward system; implement an effective performance management system in order to retain and maintain a highly skilled workforce.

3.3.2.3. Legal and regulatory frameworkThe Corporation operates under the KEPHIS Act No. 54 of 2012, supporting Acts, regulations and policies. The KEPHIS Act stipulates the mandate and provides for structures necessary for effective service delivery. Due to the dynamic nature of the regulatory environment, there is need to formulate a national Sanitary and Phytosanitary policy; review

the national seed policy; review legal and regulatory framework for purposes of alignment to international frameworks and best practice as well as lobbying for enactment of revised legal and regulatory framework.

3.3.2.4. Information Communication TechnologyAdvances in information, communication and technology (ICT) continue to have decisive influences on operations of KEPHIS. Major strides have been made to improve the ICT infrastructure and systems namely; automation of human resource system, import and export electronic systems, initiation of the automation of the seed certification & plant variety system. KEPHIS will during the plan period, seek to leverage on the latest and most competitive ICT in order to enhance its service delivery processes.

3.3.2.5. Strategic Linkages and Alliances KEPHIS has established strategic linkages and alliances with various international, regional and local bodies for purposes of harmonization and implementation of standards and technology transfer. The corporation also participates in various forums and subscribes to various standard setting bodies, schemes, committees and journals for purposes of; supporting regulatory work, sharing information, continuous learning and aligning with best practices and developments in the agriculture sector. It is


expected that this will enhance its oversight and regulatory roles. These linkages and alliances will continue to be maintained and enhanced in order to keep up with the industry best practices.

3.3.2.6. Governance and Management The KEPHIS Board is fully constituted with Chairperson and board members in place as per KEPHIS Act No. 54 of 2012. The Board will continue to play its fiduciary and oversight role by providing strategic direction and policy guidance. The day

to day running of the corporation is undertaken by the Managing Director and other managerial staff by implementing approved annual performance contracts and workplans.

3.4 The SWOT Analysis The situation analysis in section 3.3 outlines a number of Strengths, Weaknesses, Opportunities and Threats (SWOT) which are summarized in Table 3.3.

Table 3.3: The SWOT Analysis

Strengths Opportunities

• Local and internationally recognized accreditation and certification;• Availability of infrastructure;• Good corporate governance;• Competent and committed staff;• International recognition and membership to international organizations;• Advanced laboratories and inspection service;• Decentralized services for easy access;• Enhanced collaboration with stakeholders; • Ability to form and maintain linkages with collaborators and donors;• Staff with integrity;• Adoption of new technologies in service delivery;• High credibility nationally, regionally and internationally.

• Enhanced cooperation with stakeholders;• Providing leadership in capacity building as a center of excellence in the region;• Strategic location in relation to East Africa and the region;• Readily available skilled manpower in the market;• A vibrant economy, liberalized market and improved agricultural growth leading to

increased demand of KEPHIS services;• Expanding global markets;• Increased demand for certified and quality agro-products;• Support from development partners to fund projects;• Regional harmonization of policies; • Access to professional trainings and awareness fora;• Expanding legal mandate in food safety and germplasm maintenance.

Weakness Threats

• Limited resources;• Inadequate specialized capacity in specific disciplines;• Inadequate visibility and awareness about some institutional services;• Inadequate regulations for implementation of KEPHIS Act, CAP 324, CAP 326

and other laws;• Inadequate provision for succession framework.

• Liberalization of similar services;• Competition for customers and skilled staff; • Reduced funding from the Exchequer;• Competition for donor funding;• Heavy reliance on internally generated revenue which may be adversely affected by

a change in policy;• Emergence of new SPS threats; • Changing market requirements;• Entry of unauthorized plant materials through porous borders, evasion of KEPHIS

services and false declarations by some clients;• Emerging health issues and social ills that adversely affect the workforce;• Challenges in communication infrastructure;• Overlapping mandates, inadequate and changing legal framework;• Unpredictable weather patterns which affect agricultural production;• Shortages of goods and services in the supply market;• ICT security risks and threats;• Competition by other countries for the export market;• Changing socio-political environment;• Increased competition for land use leading to pressure on agricultural production;• Inadequate certified seed;• Entry of uncertified seed into the market;• Changes in technology;• Challenges in implementation of harmonized decisions or agreements.


Table 3.4: Stakeholder Analysis

Stakeholder Role/Functions of the Stakeholder Stakeholder’s expectations from KEPHIS

What KEPHIS should do to meet stakeholder’s expec-tations

What the stakeholder should do to assist KEPHIS

National Re-search Institutions

• Provide technical expertise in areas such as risk assessment, training and diagnosis

• Research to support regulatory function

• Partnership in research• Resource mobilization

• Provide timely information • Create linkages and

networks• Mobilize resources

• Provide timely information • Support expert participation

Consultative Group on Interna-tional Agricul-tural Research (CGIAR)

• Technical support• Research• Resource mobilization

• Facilitation for regional initiatives• Playing of coordination role• Provision of local fora for various

interactions

• Provide forums and mecha-nisms for regional initiatives

• Create partnerships and agreements

• Develop proposals for regional initiatives

• Provide technical support to partici-pating experts

• Support networks and partnerships• Develop proposals for relevant

activities

National Govern-ment / County Governments

• Collaboration in certification• Provision of relevant information• Legal advisory and guidance• Formulation of policy / enactment

of legislation • Enforcement of laws and

regulations

• Collaboration and cooperation• Conformity to policy framework

• Share policy information and strengthen collabo-ration.

• Capacity building of County staff

• Effectively communicate the policy framework

• Collaboration and cooperation

Regional andInternational Bod-ies and regulatory agencies(NPPOs, IPPC, OECD, CBD, WTO, ISTA, UPOV, ARIPO)

• Standards setting and harmoniza-tion of International Policy

• Assist in capacity building and compliance

• Facilitates capacity development

• Contribution to standards development

• Continued participation in activities

• Participate in their activities • Update membership• Provide comments during

standards development

• Effectively communicate regarding new standards under development and scheduled meetings

• Support capacity building• Make the approved standards

available• Support relevant local programmes

Development partners

• Support for capacity building programmes

• Developing proposals based on technical needs assessment

• Proper management and accountability of resources

• Regularly report on progress

• Timely response to requests• Provide expertise when required

The Public / Farmer

• Taxpayers / Beneficiaries of services

• Good Corporate Governance • Compliance with the service

charter• Information on the role of

KEPHIS • Advisory services

• Embrace Good Corporate Governance

• Offer efficient and effective services as per the service charter

• Provide timely and sufficient information

• Corporate Social sustain-ability activities

• Adhere to statutory obligations• Provide feedback on services

offered by the Department• Provide information and under-

stand KEPHIS regulations

Seed Industry • Production, processing and mar-keting of quality seed to farmers, nationally and regionally.

• Provide a forum for interaction and information exchange among members and promote activities that lead to regulatory harmonization

• Efficient seed certification, variety registration and quality assurance services

• Collaboration in matters related to the seed industry

• Advisory services• Authorization for self-regulation

• Build capacity of seed companies on quality management and self-au-thorization

• Provide quality certification services

• Offer efficient regulatory services

• Ensure prompt payment for services

• Abide by their obligations as spelt out in the law

• Participate in arbitration issues between its members

• Conduct training for its members• Establish and observe code of

ethics by members


Stakeholder Role/Functions of the Stakeholder Stakeholder’s expectations from KEPHIS

What KEPHIS should do to meet stakeholder’s expec-tations

What the stakeholder should do to assist KEPHIS

Certification & Accreditation bodies

• Certification and accreditation of services

• Provision of guidelines and relevant literature

• Coordination of Proficiency Testing schemes

• Meet the necessary obligations

• Adhere to set standards

• Support capacity building • Effectively monitor KEPHIS perfor-

mance to ensure compliance• Convene meetings and fora• Timely update any revision to

standards

Suppliers • Supply of quality goods and services

• Timely payments• Conformity to government

procurement procedures

• Maintain efficient system for processing payments

• Conform to statutory pro-curement procedures

• Provide adequate documentation• Conform to KEPHIS specifications• Prompt delivery

Phytosanitary in-dustry (Exporters,Importers, Growers, Farmers and Farmer associations)

• To meet market requirements and standards

• Quick inspection and certifica-tion services

• Up-to-date export and import information

• Advisory services

• Enhance capacity to enable timely service provision

• Provide required information on time

• Provide conducive environment and facilities for inspection

• Prompt payment for services

Other Regulatory agencies and Government bodies

• Provide clearance for imports and exports

• Undertake collection of tax for dutiable consignments

• Collection and analysis of custom declaration forms with information on plant materials

• Collaboration in issuance of per-mits and enforcement of laws

• Continuous sensitization on developments in the sector

• Collaboration• Enforcement of laws and

regulations

• Ensure continuous engage-ment

• Collaboration

• Refer all plants and plant products consignments to KEPHIS before clearance

• Ensure compliance with set regulations

• Collaborate in joint stakeholder activities

Educational institutions

• Provision of training • Research in support of regulatory

processes• Technical expertise support and

technology development

• Identification of training needs and researchable areas

• Collaboration• Facilitate movement of germ-

plasm for research

• Provide advisory services in curriculum development for TVETS and Universities

• Provide opportunity for internship and attachments for students

• Support expert participation• Share the relevant expertise

The Media • Coverage of the organization’s main activities and events

• Communicating to public on policies, regulations and technical advice

• Information on mandate, pro-grams and activities

• Facilitation to research and writing of articles

• Timely provide information on mandate, programs and activities

• Create programs to plug information gaps about KEPHIS

• Sensitize the public on mandate, programs and activities

• Publicize KEPHIS services

Youth, Women and vulnerable groups

• Carry out agricultural activities that are regulated by KEPHIS

• Contribution to Nutrition and food Security

• Provision of new technologies in the agricultural value chain

• Timely and up to date Informa-tion on mandate, programs and activities through best communi-cation channels

• Continuous training and en-gagements

• Provide affirmative action towards opportunities and recruitment

• Training, attachments, contractual engagements and internships

• Provision of up to date information using effective communication channels

• Provide continuous feedback on our services

• Meet requirements for opportunities available


CHAPTER FOUR : STRATEGIC

FRAMEWORK


4. STRATEGIC FRAMEWORK

4.1 Introduction The strategic framework comprises of; the mandate, core functions, vision, mission, core values, strategic themes, strategic issues, objectives and corresponding strategies.

4.2 Mandate To provide regulatory and advisory services for the protection of plants, seeds and plant varieties, agricultural inputs and produce in Kenya.

4.3 Core FunctionsThe core functions of KEPHIS are to: - (a). Regulate matters relating to plant protection,

seeds and plant varieties; (b). Administer and enforce sanitary and

phytosanitary measures; (c). Support the administration and enforcement of

food safety measures; (d). Establish service laboratories to monitor the

quality and levels of toxic residues in agro-inputs, irrigation water, plants, soils and produce;

(e). Be the principal advisor to the Government on issues relating to seeds and planting material;

(f). Implement plant variety protection in Kenya, administer plant breeders’ rights and maintain the Plant Breeders’ Rights Register;

(g). Undertake plant variety testing and description, seed certification and plant quarantine control;

(h). Undertake inspection and grading of plants and plant produce at the ports of entry and exit;

(i). In consultation with other relevant agencies, develop and implement standards for seed and plant materials;

(j). Implement and enforce national biosafety regulations on the introduction and use of genetically or living modified species of plants, insects and micro-organisms, plant products and other related species;

(k). Regulate import and export of plants and plant materials;

(l). In consultation with other relevant agencies, regulate the commercial exploitation of naturally occurring plants and plant-related micro-organisms;

(m). Register and license seed merchants, seed growers, agents and any other person who may be required to be registered under the provisions

of this Act or any of the laws specified in the First Schedule;

(n). Enter into association with such other bodies or organizations or authorized persons as the Board may consider desirable or appropriate in furtherance of the purposes for which the Service is established;

(o). Be the liaison office for international conventions relating to plant variety protection, plant protection, seed certification and dealing with endangered species or any other related conventions.

4.4 VisionHealthy plants, safe trade and sustainable agro-environment for a prosperous Kenya.

4.5 MissionTo provide a science based regulatory service by assuring plant health, quality of agricultural inputs and produce for food security, globally competitive agriculture and sustainable development.

4.6 Core Value StatementsValue statements constitute a set of beliefs and standards of behaviour that drive the KEPHIS agenda. They are essential and must be upheld as they are key to corporate culture and identity.

The following are our values:• Customer focus: KEPHIS commits itself to

attaining the highest standards in service delivery to all stakeholders.

• Professionalism and Integrity: KEPHIS is committed to operate in an honest, professional, transparent and responsible manner while implementing its operations to create and build right corporate culture.

• Teamwork: KEPHIS will adopt a participatory approach and ensure its staff work together while implementing its programmes and activities.

• Results oriented: KEPHIS will utilize results based management practices and allocate the necessary resources to attain its performance targets.

• Innovation and Creativity: KEPHIS will be a learning organization that embraces change and continuously enhances creativity and innovation in its business processes.

• Corporate social sustainability: KEPHIS will be a responsible corporate entity that addresses


the interests of the community in its areas of operation.

4.7 Strategic Themes, Issues,

Objectives, and Strategies

The following strategic themes, issues, objectives and strategies have been identified as priority areas for implementation in the plan period for KEPHIS to successfully achieve its mandate, mission and vision.

Theme 1: Protection of Plant Resources Strategic Issue 1: Pests, weeds and invasive species managementObjective 1: To protect plants from pests, weeds and invasive speciesStrategies:1.1. Enhance diagnostic and advisory services1.2. Safeguard against introduction and spread of

harmful organisms1.3. Support implementation of Biosafety Act1.4. Enforce regulations on imports while facilitating

trade 1.5. Carry out pest surveillance, monitoring,

emergency response and reporting

Theme 2: Legal and Regulatory FrameworkStrategic Issue 2: There are gaps in the existing policy, legal and regulatory framework in relation to prevailing local, regional and international agricultural development issues Objective 2: To establish a robust, facilitative policy, legal and regulatory framework for KEPHISStrategies:2.1. Identify the gaps in the policy, legal and

regulatory framework2.2. Develop and/or align the policies, legal and

regulatory framework to prevailing local, regional and international frameworks

2.3. Lobby for enactment of revised policies, legal and regulatory framework

Theme 3: Agricultural ProductivityStrategic Issue 3: Low levels of agricultural productivityObjective 3: To contribute towards improved levels of agricultural productivity while responding to climate changeStrategies:3.1. Facilitate introduction and production of quality

inputs, establish pest free areas and improved technologies

3.2. Undertake Plant variety testing, release, registration and protection

3.3. Undertake Seed certification Theme 4: Trade FacilitationStrategic Issue 4: Need to support Food safety, Market access and ComplianceObjective 4: To Support Food safety, Market access and ComplianceStrategies:4.1. Ensure export certification and inspection4.2. Undertake analysis of agricultural produce for

contaminants4.3. Facilitate research to enhance certification for

regulation4.4. Participate in standard setting, review and

harmonization and market access negotiations

Theme 5: Capacity BuildingStrategic Issue 5: Inadequate capacity to facilitate efficient and effective delivery of the KEPHIS mandateObjective 5: To build staff, stakeholders and infrastructural capacity to facilitate efficient and effective delivery of the KEPHIS mandate.Strategies:5.1. Enhance staffing levels and skills5.2. Implement Human Resource Best Practices5.3. Enhance capacity for stakeholders and SMEs5.4. Enhance ICT infrastructure and systems5.5. Improve automation of KEPHIS operations

(upgrade existing systems and development of new systems)

5.6. Enhance the infrastructural facilities5.7. Enhance Asset management5.8. Enhance Performance Management5.9. Develop and Implement a Risk management

system5.10. Enhance the Centre for Phytosanitary Excellence

(COPE)

Theme 6: Resource Mobilization and ManagementStrategic Issue 6: Limited financial resources and sub-optimal resource allocation and utilization.Objective 6: To mobilize adequate financial resources and ensure optimal allocation and utilization for full implementation of programmes and activitiesStrategies:6.1. Broaden Service and Product base6.2. Enhance Fundraising6.3. Implement Sound Financial Management


Theme 7: Stakeholder Alliances and PartnershipsStrategic Issue 7: Need to enhance synergy collaboration and linkages with stakeholders and partnersObjective 7: To enhance synergies through collaboration and linkages with stakeholders and partnersStrategies:7.1. Stakeholder analysis and mapping7.2. Enhance interaction with stakeholders and

partners7.3. Enhance customer relations and feedback7.4. Promote co-regulation with stakeholders

Theme 8: Corporate Brand ImageStrategic Issue 8: Need to enhance the visibility and Corporate brand of KEPHISObjective 8: To enhance the visibility and corporate image of KEPHISStrategies:8.1. Undertake Corporate Social Sustainability (CSS)

initiatives8.2. Enhance communication and image-building

framework 8.3. Undertake Corporate Re-branding

A greenhouse donated to Lunza Primary School in Kakamega County as part of KEPHIS’ Corporate Social Sustainability initiative


CHAPTER FIVE : IMPLEMENTATION OF THE STRATEGIC

PLAN


5. IMPLEMENTATION OF THE STRATEGIC PLAN

5.1 IntroductionThis chapter provides a framework for operationalizing the strategic objectives through: enhanced organizational structure and human capacity; elaborated coordination mechanism with stakeholders; internal communication and reporting; management of various risk.

5.2 Implementation Plan The implementation plan sets the requisite framework upon which monitoring and evaluation of the strategic plan will be done by documenting what needs to be done, when it needs to be done, by whom and the resources needed. It helps in the appraisal of performance and in the identification of any remedial actions. It operationalizes the strategic objectives and leads to better motivation of staff through clear assignment of responsibilities for implementing and

monitoring programmes. The relevant implementation plan matrices for KEPHIS are presented in Annex 1.

The implementation plan will further be cascaded into Annual Operational Plans which will constitute Directorate Annual Work Plans. These will in turn form the basis of the Individual staff Annual Work Plans. It thus creates clear linkages between the individual’s work performance and the accomplishment of Strategic objectives, which in turn feed into the achievement of the national development agenda.5.3 Organizational Structure and Human

CapacityThe KEPHIS Organizational Structure is based on KEPHIS mandate as documented in the KEPHIS Act No. 54 of 2012 and is expected to deliver the strategic objectives. The structure has been enhanced to address emerging issues on biosecurity and food safety. Directorates and departments were formed; they will be staffed according to the functions inherent therein. Figure 1 shows the KEPHIS organizational structure.

Figure 1: KEPHIS organizational structure.

DIRECTOR

BOARD OF DIRECTORS

Directorate of Seed Certification & Plant Variety Protection

CS &Legal Ser-vices Dept

Agro-input Analy-sis & Contaminant

Dept

Export Certifica-tion Dept

Quality Assurance & Accreditation

Dept

Finance & Ac-counts Dept

Seed Certification Dept

Standards Harmonization & Inter-national

Trade Dept

Planning, Monitor-ing & Evaluation

Dept

Corporate Com-munications Dept

Pesticide & Pesticide Residue

Analysis Dept

Import Regulation & Border Control

Dept

Policy & Regulato-ry Research Dept Human Resource

Dept

Supply Chain Management

Dept

Plant Variety Test-ing & Protection

Dept

Plant Health Labo-ratories Dept

Consultancy & Training Dept

Administration Dept

Market Surveil-lance & Advisory

Services Dept

Pest Risk Analysis & Pest Surveil-

lance Dept

Projects coordina-tion & Resource Mobilization Dept

ICT DeptSeed Testing Laboratory Dept

Plant Quarantine & Bio-security

Dept

Directorate of Research, Training,

Strategy & Compliance

Directorate of Food safety

Services

Directorate of Corpo-rate Services

Directorate of Plant health & Biosecurity

Internal Audit Dept


5.4 Coordination MechanismKEPHIS recognizes that the achievement of objectives, strategies and activities will require collaboration with various government ministries, departments, agencies (MDAs) and other stakeholders. In some cases, coordinating mechanisms already exist for actions that require cross-agency collaboration while in others, KEPHIS will have to establish similar coordinating mechanisms; this is depicted in Figure 2.

The internal coordination mechanism will be achieved through periodic meetings and reporting systems of various management and administrative organs of KEPHIS including the Board of Directors and its standing committees, the senior management and departmental committees, and other operational units in the organization structure. The implementation plan (Annex 1) shows what will be done and who will be responsible; it will also be a principal coordinative mechanism tool.

The operationalization of this coordination framework will be critical in realization of KEPHIS vision. KEPHIS will therefore maintain and enhance these stakeholder relationships.

5.5 AccountabilityGenerally, the Board of Directors will provide oversight, policy direction and evaluate the Plan’s implementation. The Managing Director will be responsible for the overall performance and provide leadership in the implementation of the Corporation’s strategies. Directors and Managers will be responsible for the day-to-day implementation, monitoring and evaluation of actual performance. The quantitative and qualitative targets in the Plan will be implemented through Annual Performance Contracts and targets in the individual staff work plans.

The implementation of this Plan requires proper utilization of financial, human and material resources. This demands that staff take responsibility and be accountable for their use. The implementation of the strategy depends significantly on how the planned activities and outputs are effectively delegated, monitored and evaluated. The organizational structure represents channels of communication; levels of authority; reporting systems as is illustrated in Figure 1.

Farmers, Exporters, Seed Sellers and Industry associations

Other Government of Kenya Minis-tries/Departments/ Agencies (MDAs)

International Bodies/Agencies/Agreements

WTO-SPS/ EAC/ COMESA/ UPOV/ IPPC /CODEX ALIMENTARIUS/

OECD

Media and information officers

KEPHIS Customers

KEPHIS

General Public

County Governments and NGOs

Development Partners

Ministry of Agriculture, Livestock, Fisheries & Irrigation

Agriculture Sector Regulators

Figure 2: Plan Coordination Framework

5.6 Risk ManagementThe implementation of this Plan is potentially exposed to various risks, namely strategic, operational, financial and technological. KEPHIS will forecast

possible risks under these categories and determine mitigation measures as shown in Table 5.1. The Corporation will continue to manage risks within the established enterprise risk management framework.


Table 5.1: Risks and Mitigation MeasuresTYPE OF RISK RISKS ANTICIPATED RISK SCALE RISK IMPACT MITIGATION MEASURES

Strategic Risks • Accreditation scope not meeting consumer needs with emerging food safety and plant health concerns for analytical and diagnostics services

Medium High • Involve consumers in planning for accreditation expansion• Allocate more funds to accommodate accreditation expansion• Continuously scan the operational environment to take note of

emerging issues • Develop, validate and accredit new methods

• Inadequate external support Medium High • Enhanced budgetary allocation and financial resource mobiliza-tion; and

• Optimal utilization of available resources revenue.

• Loss of international markets and credibility due to non-compliance to market requirements

Medium High • Improved pest detection, analytical capacity, enhanced certifica-tion systems and identification mechanisms

• Aggressive awareness creation, develop a business plan and market services

• Emergence of new regulated pests, use of unauthorized pesticides and other bio-se-curity threats.

Medium High • Establishment of early warning systems and emergency response• Strengthening of imports inspections • Strengthening of surveillance, inspections and enhancement of

Phytosanitary measures• Enhance pest diagnostics • Strengthening of pesticide and contaminants monitoring

• Inadequate legal and regula-tory framework

Low High • Fast-track the passing of the applicable Acts and regulations

• High incidence of staff turn over

Medium High • Adopt best HR practices• Develop and implement appropriate staff retention strategy

• Delays in completion of projects

Medium High • Prepare and adhere to implementation schedule, making adjust-ments where necessary to avoid stalled projects

• Strict adherence to public procurement procedures• Ensuring adequate financial and technical capacity is in place

before committing to major projects

• Possible loss of property, including land

Medium High • Secure ownership title deeds and insure property

• Underutilization of resources Low Low • Initiate demand driven services• Awareness creation in existing capacities

• Increased customer com-plaints

Medium High • Response to customer complaints promptly • Improvement in service delivery

• Organizational resistance to change on new ideas which may affect performance

Low Medium • Develop and institutionalize a framework for acceptance and effective management of change

• Distantly located institutional offices

Low Low • Open up offices in all the counties to bring KEPHIS services closer to people

• Subjective performance management

Low High • Regular review of targets set• Fair / harmonized performance management

Operational Risks • Inadequate equipment and infrastructure

Medium High • Long-term strategic planning for procurement of key equipment• Establishment of appropriate infrastructure at service delivery

centers• Optimal use of available infrastructure

• Inadequate number of staff Medium High • Optimize staff establishment through recruitment• Rationalize staff deployment• Promote the use of automation where possible• Authorize KEPHIS services as per the Act • Outsource non-strategic activities

• Inadequate capacity to keep pace with the dynamic technological trends

Medium Medium • Training in relevant areas• Establish appropriate succession plan

• Inadequate financial resources

High High • Optimize the use of available resources• Enhance revenue collection and resource mobilization• Lobby for more budgetary allocation

• Extensive porous borders High High • Bilateral negotiation with neighboring countries• Sensitization of the communities along the borders• Increased collaboration with partner institutions operating at the

borders• Regional harmonization and capacity building


TYPE OF RISK RISKS ANTICIPATED RISK SCALE RISK IMPACT MITIGATION MEASURES

• Inadequately informed clientele

Low Medium • Effective sensitization of the clientele on the Corporation’s services• Increased collaboration with the extension staff and other relevant

agencies in the delivery of agricultural information

Financial Risks • Financial losses due to fraud, corruption, unethical practic-es and defaulting customers

Medium High • Adhere to KEPHIS financial and credit policy• Strengthen internal financial controls

• Limited budgetary allocations and revenue collection for planned actions and requests

Medium High • Intensify revenue collection• Negotiate for more budgetary allocation

• Unforeseen financial parame-ters e.g. inflation, changes in Govt. financial policies etc.

Medium Medium • Explore insurance options• Build a strong financial base

Technological Risks • Rapidly changing Technol-ogy which renders current technology obsolete

Medium High • Enhancing capacity in human resource, ICT and other technolo-gies to cope with everchanging environment

• Inappropriate technological infrastructure

Low Medium • Proven implementation methodology with clearly identifiable milestones

• Phased rollout strategy with dedicated rollout teams and fulltime management

• Pilot site proven before roll-out• Expertise advise from experienced external consultants• Clearly spelt-out system limitations

• Breach of system security Low High • Regular review of policy to reflect contemporary ICT needs.

An analyst at the Plant Quarantine and Bio-security Station, Muguga


CHAPTER SIX : FINANCIAL

RESOURCES


6. FINANCIAL RESOURCES

Successful implementation of the Strategic Plan will depend not only on the quality and commitment of staff, but also on the availability and efficient utilization of financial resources. The projected funds required for implementing the pertinent strategies, programmes and projects outlined in this Plan are summarized in Table 6.1. The eight strategic

STRATEGIC THEME STRATEGIC OBJECTIVE FY FY FY FY FY TOTAL

2017/18(IN MILLION KSH.)

2018/19 (IN MILLION KSH.)



2021/22(IN MILLION KSH.)

(IN MILLION KSH.)

1.PROTECTION OF PLANT RESOURCES

To protect plants from pests, weeds and invasive species. 98.15 121.20 195.75 166.00 182.80 763.90

2. LEGAL AND REGU-LATORY FRAMEWORK

To facilitate the review and strengthening of the policy, legal and regulatory framework so that it is in tandem with the prevailing local and international agricultural development issues.

1.20 30.20 11.20 14.95 9.95 67.50

3. AGRICULTURAL PRODUCTIVITY

To contribute towards improved levels of agricultural productivity. 158.45 205.43 212.21 311.20 320.95 1,208.24

4. TRADE FACILITA-TION

To support food safety, market access and compliance 72.40 84.15 91.92 97.02 101.97 447.46

5. CAPACITY BUILDINGTo build staff, stakeholders and infrastructural capacity to facilitate efficient and effective delivery of the KEPHIS mandate.

700.75 847.20 869.80 909.93 951.28 4,279.05

6. RESOURCE MOBILI-ZATION AND MANAGEMENT

To mobilize adequate financial resources and ensure optimal allocation and utilization to enable full implementation of programmes and activities.

16.30 18.60 22.30 24.55 25.30 107.05

7. STAKEHOLDER ALLIANCES AND PARTNERSHIPS

To enhance synergies through information and resource sharing with stakeholders and partners.

19.85 17.05 13.95 14.85 18.25 83.95

8. CORPORATE BRAND & IMAGE

To enhance the visibility and corpo-rate image of KEPHIS. 16.90 17.70 32.31 17.33 15.96 100.20

9. OVERHEADS 157.00 165.47 136.28 103.17 209.54 771.46

GRAND TOTAL 1,241 1,507 1,585.72 1,659 1,836 7,828.72

themes will be achieved through various strategies and activities; the financial resources required for implementing the strategies and activities are outlined in the implementation matrix (annex 1). The total amount required for the period 2017/18-2021/22 is Kshs. 7.8 Billion which will be generated from internal and external sources over the same period, based on the projected cash inflows as outlined in Table 6.2; while Table 6.3 outlines the projected cash inflows and outflows over the Strategic Plan period.

Table 6.1. Strategic themes


SOURCEFY

FY 2018/19(KSH. MILLIONS)

FY 2019/20(KSH. MILLIONS)

FY FYTOTAL (KSH. MILLIONS)2017/18(KSH.

MILLIONS)2020/21(KSH. MILLIONS)

2021/22(KSH. MILLIONS)

1.GOK GRANT 272 252 272 292 321 1,409

2.FEES FROM SERVICES REN-DERED

883 1,016 1,118 1,230 1,352 5,599

3.CONFERENCE AND ACCOMO-DATION

6 11 9 10 11 47

4.OTHER INTERNALLY GENERAT-ED REVENUE

7 12 11 7 7 44

5.GRANTS FROM DONORS 97 216 172 120 145 750

TOTAL 1,265 1,507 1,582 1,659 1,836 7,849

TOTAL AMOUNTS (Ksh. Millions)

Item Description Year 17/18 Year 18/19 Year 19/20 Year 20/21 Year 21/22 TOTAL

Total Revenues 1,265 1,507 1,582 1,659 1,836 7,849

Total Expenditures 1,241 1,507 1,582 1,659 1,836 7,825

Gap/Surplus (Total Revenues less Total Expenditures

24 0 0 0 0 24

Table 6.2. Projected Cash Inflows

Table 6.3. Projected Revenues and Expenditure

Mature maize at the agricultural training college, Kitui County


CHAPTER SEVEN : MONITORING,

EVALUATION AND REPORTING


7. MONITORING, EVALUATION AND REPORTING

7.1 Introduction

Monitoring the implementation of the strategic plan constitutes systematic tracking of activities and actions to assess progress. Progress will be measured against specific targets and timelines included in the Plan. The implementation plan helps staff to remain alert to any shortfalls or deviations and take early corrective action. Effective monitoring helps to identify difficulties and challenging areas, and to take immediate remedial action, thereby ensuring that the relevant targets are achieved. Regular reporting at all levels is necessary for follow-up and record keeping.

7.2 Strategies for Monitoring and Evaluation

7.2.1. Plan Implementation TeamA Strategic Plan Implementation Team will be appointed to follow up and ensure that strategies are being implemented, performance measured, progress reports are made and discussed, and corrective action is taken where necessary.

7.2.2. Cascading the Plan to all StaffThe Strategic Plan and its targets will be cascaded to all staff. This will help each member of staff to plan and implement the activities vis-à-vis their respective roles.

7.2.3. Departmental and Individual Annual Work Plans

Detailed annual work plans with clear performance indicators and assigned responsibilities will be developed for the Corporation and each staff. Key indicators that will inform management decision making will be identified and the frequency of reporting on these indicators will be determined. This will form the foundation of the Monitoring and Evaluation (M&E) system.

7.2.4. Data and Information Collection Procedures

Elaborate data and information collection templates and procedures will be developed to capture

performance as per the indicators and report appropriately to management. These procedures will be incorporated into existing and functional operating manuals so that they become part of regular work.

7.2.5. Regular/Periodic Meetings Monthly Review Meetings at the Departmental level will be scheduled to ensure implementation is on track. Quarterly review meetings at the Management level will be scheduled to get and give feedback on the pertinent performance indicators. The overall oversight of the Strategic Plan and its implementation is a critical role of the Board of Directors; progress reporting will be an agenda item in all Board Meetings.

7.3 Monitoring Tools

KEPHIS will apply both quantitative and qualitative tools to monitor performance of respective departments. The major techniques of monitoring and evaluation that shall be used are progress reports (monthly and quarterly), customer feedback, cost-benefit analysis, variance analysis, ratio analysis and budgets.

7.3.1. Customer feedback Customer satisfaction: KEPHIS shall undertake internal customer satisfaction surveys as well as independent surveys to establish customer perceptions and customer satisfaction index. Customer complaints: Customer complaints will be monitored and reported to the Commission on Administrative Justice (CAJ). An annual score shall be given by CAJ.Employee satisfaction surveys: KEPHIS shall undertake annual employee satisfaction surveys to determine the satisfaction levels of staff and draw recommendations for implementation towards improving their welfare.

7.3.2. Cost-benefit analysisCost-benefit analysis shall be done from time to time to evaluate the various activities and projects. This shall assist management in decision making and on what to prioritize in terms of strategy implementation.

7.3.3. Variance AnalysisThe Management will compare the performance targets with the actual results to reveal any variances. As a consequence of variance analysis and identification of causes, KEPHIS shall take


appropriate remedial actions.

7.3.4. Ratio AnalysisRatio analysis is concerned with efficiency of related objectives. Pertinent ratios will be calculated quarterly, semi-annually and annually and the actual results compared with the target ratios. The differences between target and actual ratios will be identified and analyzed. This analysis will invoke appropriate remedial actions. Trend analysis of the ratios will also be depicted to more clearly show which way the performance is heading.

7.3.5. Budgetary ControlUnder this monitoring and evaluation process, actual revenues and expenses will continually be checked against planned results and variances investigated. If necessary, action plans will be changed so that they are brought in line with the budgeted results or the budget will be amended to take account of new developments.

7.4 Progress Reports

Progress reports will regularly be prepared by the implementing Departments as per the budgetary cycles. The Strategic Plan Implementation Team

will assist the departments in preparation and presentation of reports. The reports will describe actions taken by the departments toward achieving specific outcomes and strategies of the Plan and may include costs, benefits, performance measures and progress to date.

7.5 Annual and End Term Review

At the end of each financial year, a report will be produced and released to the public. An end term review will also be carried out at the end of the financial year 2021/22 and the summary of the results in terms of lessons learnt presented. These lessons will inform the next planning cycle and the same shared with both internal and external stakeholders.

7.6 Linking M&E to Annual Performance Contracts

KEPHIS performance objectives (targets) will be translated into Directorate objectives which will in turn be translated into Departmental and Individual objectives and targets. Implementation will be in line with the Performance Contracting guidelines. The performance contract targets will inform KEPHIS staff performance appraisal and reward systems.

Mature cowpeas at Kambi Mawe, Makueni County


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1.80

1.30

4.50

Cont

inuou

sNu

mbe

r of

repo

rts-

-1

11

3DP

H&B

--

7.00

7.00

4.00

18.0

0

Cont

inuou

sNu

mbe

r of

sam

ples

fro

m th

e re

gion

--

1015

2045

DPH&

B-

-3.

403.

802.

309.

50

Cont

inuou

sNu

mbe

r of

peo

ple

traine

d

--

4550

5716

2DP

H&B

--

7.00

7.00

4.00

18.0

0

Ope

ratio

naliz

e th

e pl

ant

healt

h lab

orat

ory a

t the

head

quar

ter

2017

/18

Plan

t hea

lth

labor

ator

y op

erat

ional

1-

--

-1

DPH&

BDF

SS5.

00-

--

-5.

00

Susta

in op

erat

ions o

f the

plan

t hea

lth la

bora

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at

the

head

quar

ter

2018

/201

9-20

21/2

022

Ope

ratio

nal

statu

s rep

ort

-1

11

14

DPH&

B-

3.00

3.00

3.00

3.00

12.0

0

Ope

ratio

naliz

e th

e m

icro-

biolo

gy la

bora

tory

at

the

head

quar

ter

2018

/19

Micr

o-bi

ology

lab

orat

ory

oper

ation

al

-1

--

-1

DPH&

BDF

SS0.

201.

500.

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400.

102.

30

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blish

and

main

tain

pe

st re

fere

nce

colle

ction

sCo

ntinu

ous

Num

ber o

f co

llect

ions

2023

2527

3012

5DP

H&B

1.50

1.70

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2.10

2.30

9.50

Them

e 1:

STR

ATEG

IC T

HEM

E: P

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n of

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STRA

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anag

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Obj

ectiv

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1:

STRA

TEG

IC O

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for

2018

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et

for

2019

/20

Targ

et

for

2020

/21

Targ

et

for

2021

/22

Tota

l for

th

e Pl

an

Perio

d

Resp

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lity

17/1

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prot

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prot

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de

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B0.

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ate

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--

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12

DPH&

B

--

0.50

-0.

501.

00

Stra

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fegu

ard

again

st

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duct

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and

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arm

ful

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pos

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quar

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ntro

lsCo

ntinu

ous

Num

ber o

f ne

w qu

aran

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e fa

cilitie

s ins

pect

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56

78

935

DPH&

B0.

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70

Cont

inuou

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quar

antin

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cility

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pect

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3032

3436

4017

2DP

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1.50

1.70

1.90

2.10

3.50

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0

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inuou

sNu

mbe

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sam

ples

fro

m

quar

antin

e fa

cilitie

s

250

275

300

325

350

1500

DPH&

B1.

001.

502.

002.

503.

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Facil

itate

ger

mpl

asm

ex

chan

geCo

ntinu

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Num

ber o

f cr

ops

23

44

417

DPH&

B1.

502.

002.

503.

003.

5012

.50

Cont

inuou

sNu

mbe

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cuttin

gs/

plan

tlets/

vines

dist

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uted

600

700

800

900

1000

4000

DPH&

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51.

002.

002.

503.

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00

2017

/201

820

19-2

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Cons

erva

-tio

n pr

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ol

deve

loped

11

1-

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DPH&

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75-

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75

Cont

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acce

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s co

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2030

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4017

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17.0

Initia

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k for

vege

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prop

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2018

/201

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Gen

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nk

in pl

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--

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DPH&

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.00

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IC O

BJEC

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for

2018

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et

for

2019

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Targ

et

for

2020

/21

Targ

et

for

2021

/22

Tota

l for

th

e Pl

an

Perio

d

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-bi

lity

17/1

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mer

cializ

a-tio

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tech

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prot

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vel-

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DPH&

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22

217

DPH&

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Carry

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50 9

.90

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psCo

ntinu

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Num

ber

of re

view

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ports

44

44

420

DPH&

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50 7

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Carry

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44

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DPH&

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35


Them

e 1:

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ATEG

IC T

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Obj

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STRA

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BJEC

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prot

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lant

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th

e Pl

an

Perio

d

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-bi

lity

17/1

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pr

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11

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Cont

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Num

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200

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600

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001.

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Enha

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ntinu

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ite

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00

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44

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Unde

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Num

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1618

70DP

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17.1

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infor

mat

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Num

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57

911

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DPH&

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2 2

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Them

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Obj

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an

Perio

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17/1

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prot

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500.

500.

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810

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2017

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Map

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-2

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00-

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2018

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Num

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f su

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te

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sed

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DPH&

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2.00

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4.00

Adap

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501.

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501.

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ipat

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man

age-

men

t of e

mer

ging

pes

tsCo

ntinu

ous

Num

ber o

f em

ergi

ng

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ated

in

man

age-

men

t

22

22

210

DPH&

BDS

C&PV

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nism

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sts

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/201

9Do

cu-

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proc

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e

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--

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DPH&

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4DP

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Them

e 1:

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IC T

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t

Obj

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e No

1:

STRA

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IC O

BJEC

TIVE

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for

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for

2018

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Targ

et

for

2019

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Targ

et

for

2020

/21

Targ

et

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2021

/22

Tota

l for

th

e Pl

an

Perio

d

Resp

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lity

17/1

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espo

nse

mec

hanis

m

2018

/201

9Ea

rly

warn

ing a

nd

emer

genc

y re

spon

se

mec

hanis

m

esta

blish

ed

-1

--

-1

DPH&

B-

2.00

--

-2.

00

Cont

inuou

sIm

plem

enta

-tio

n re

port

--

11

13

DPH&

B-

-1.

001.

001.

003.

00

98.1

512

1.2

195.

7516

6.0

182.

8 7

63.9

0


Them

e 2

: STR

ATEG

IC T

HEM

E : L

EGAL

AND

REG

ULAT

ORY

FRA

MEW

ORK

STRA

TEG

IC IS

SUE

2: T

here

are

gap

s in

the

exis

ting

polic

y, le

gal a

nd re

gula

tory

fram

ewor

k in

rela

tion

to p

reva

iling

loca

l, reg

iona

l and

inte

rnat

iona

l agr

icul

tura

l dev

elop

men

t iss

ues

Obj

ectiv

e No

2: T

o es

tabl

ish

a ro

bust

, fac

ilitat

ive

polic

y, le

gal a

nd re

gula

tory

fram

ewor

k fo

r KEP

HIS

Out

put/O

utco

me

Budg

et (K

sh. M

)

Stra

tegy

Activ

ityTi

me

fram

ePe

rform

ance

In

dica

tor

Targ

et

for

2017

/18

Targ

et

for

2018

/19

Targ

et

for

2019

/20

Targ

et

for

2020

/21

Tar-

get

for

2021

/22

Tota

l fo

r the

Pl

an

Perio

d

Resp

onsi

-bi

lity

17/1

818

/19

19/2

020

/21

21/2

2To

tal

2.1

iden

tify

gaps

in th

e leg

al an

d re

gulat

ory

fram

ewor

k

Cond

uct g

ap a

nalys

is in

th

e Na

tiona

l see

d po

licy,

leg

al an

d re

gulat

ory

fram

ewor

k to

oper

ation

-ali

ze K

EPHI

S Ac

t (Ac

t 54

of 2

012)

, CAP

326

, CAP

32

4)

2017

/18

– 20

18/1

9Nu

mbe

r of r

epor

ts-

11

--

2

CS&L

SAl

l Ds

MD

- 5.

00-

- -

5.00

Impl

emen

t rec

omm

enda

-tio

ns o

f the

gap

analy

sis20

18/2

019-

2021

/202

2Pe

rcen

tage

of

reco

mm

enda

tions

im

plem

ente

d-

11

11

4CS

&LS

All D

sM

D-

3.75

3.75

3.

753.

7515

.00

Partic

ipat

e an

d su

ppor

t th

e fo

rmula

tion

of th

e Fo

od a

nd D

rug

Act

(Ken

ya F

ood

and

Dru

g Au

thor

ity A

ct),

OSB

P Ac

t, NTB

mon

itorin

g fra

mew

ork a

nd o

ther

re

levan

t laws

Annu

alNu

mbe

r of m

eetin

gs2

22

22

10CS

&LS

All D

sM

D0.

300.

300.

300.

300.

301.

50

Deve

lop th

e Na

tiona

l Ph

ytosa

nitar

y poli

cy

and

impl

emen

tatio

n fra

mew

ork

2018

/201

9-20

19/2

020

Polic

y in

plac

e-

1-

--

1CS

&LS

All D

sM

D-

20.0

0-

- -

20.0

0

Stak

ehold

er va

lidat

ion20

19/2

020-

2020

/202

1Re

port

--

1-

-1

CS&L

SAl

l Ds

MD

- -

10.0

0-

- 10

.00

Laun

ching

of th

e po

licy

2021

/202

2Re

port

--

--

11

CS&L

SAl

l Ds

MD

- -

- -

5.00

5.00

Impl

emen

tatio

n of

the

polic

y20

21/2

022

Repo

rt-

--

-1

1CS

&LS

All D

sM

D-

- -

- -

-

Stra

tegy

2.2

De

velop

an

d/or

alig

n th

e po

licies

, leg

al an

d re

gulat

ory

fram

ewor

k to

pre

vailin

g loc

al, re

-gi

onal

and

inter

natio

nal

fram

ewor

ks

Partic

ipat

e in

harm

oniza

-tio

n fo

rum

sAn

nual

Num

ber o

f foru

ms

55

55

525

CS&L

SAl

l Ds

MD

0.30

0.30

0.30

0.30

0.30

1.50

Partic

ipat

e sta

keho

lder

po

licy f

orm

ulatio

n20

17/1

8-20

19/2

0Nu

mbe

r of fo

rum

s1

11

11

5CS

&LS

All D

sM

D0.

300.

300.

300.

300.

301.

50


Them

e 2

: STR

ATEG

IC T

HEM

E : L

EGAL

AND

REG

ULAT

ORY

FRA

MEW

ORK

STRA

TEG

IC IS

SUE

2: T

here

are

gap

s in

the

exis

ting

polic

y, le

gal a

nd re

gula

tory

fram

ewor

k in

rela

tion

to p

reva

iling

loca

l, reg

iona

l and

inte

rnat

iona

l agr

icul

tura

l dev

elop

men

t iss

ues

Obj

ectiv

e No

2: T

o es

tabl

ish

a ro

bust

, fac

ilitat

ive

polic

y, le

gal a

nd re

gula

tory

fram

ewor

k fo

r KEP

HIS

Out

put/O

utco

me

Budg

et (K

sh. M

)

Stra

tegy

Activ

ityTi

me

fram

ePe

rform

ance

In

dica

tor

Targ

et

for

2017

/18

Targ

et

for

2018

/19

Targ

et

for

2019

/20

Targ

et

for

2020

/21

Tar-

get

for

2021

/22

Tota

l fo

r the

Pl

an

Perio

d

Resp

onsi

-bi

lity

17/1

818

/19

19/2

020

/21

21/2

2To

tal

Stra

tegy

2.3

Lo

bby f

or

enac

tmen

t of

revis

ed

polic

ies,

legal

and

regu

lator

y fra

mew

ork

Lobb

y for

reins

tate

men

t of

CAP

319

2017

/201

8-

2019

/202

0Nu

mbe

r of lo

bby

mee

tings

and

rein-

state

men

t-

11

11

4

CS&L

SAl

l Ds

MD

KEPH

IS

Boar

d

0.25

0.25

0.

25

0.25

1.

00

Lobb

y for

app

rova

l of

Phyto

sanit

ary p

olicy

2020

/202

1Re

port

--

-1

-1

CS&L

SAl

l Ds

MD

KEPH

IS

Boar

d

- -

- 10

.00

- 10

.00

Lobb

y for

app

rova

l of

the

reco

mm

ende

d re

gulat

ions f

ollow

ing G

ap

analy

sis o

f the

legal

and

regu

lator

y fra

mew

ork t

o op

erat

ionali

ze K

EPHI

S Ac

t, CAP

326

, CAP

324

2020

/202

1Nu

mbe

r of M

eetin

gs-

--

1-

1

CS&L

SAl

l Ds

MD

KEPH

IS

Boar

d

0.30

0.30

0.30

0.30

0.30

1.50

1.20

30.2

11.2

014

.95

9.95

67.5

0


Them

e 3:

AG

RICU

LTUR

AL P

RODU

CTIV

ITY

STRA

TEG

I ISSU

E 3:

Low

leve

ls o

f agr

icul

tura

l pro

duct

ivity

Obj

ectiv

e No

3: T

o co

ntrib

ute

tow

ards

impr

oved

leve

ls o

f agr

icul

tura

l pro

duct

ivity

whi

le re

spon

ding

to c

limat

e ch

ange

Out

put/O

utco

me

Budg

et (K

sh. M

)

Stra

tegy

Activ

ityTi

me

fram

ePe

rform

ance

In

dica

tor

Targ

et

for

2017

/18

Targ

et

for

2018

/19

Targ

et

for

2019

/20

Targ

et

for

2020

/21

Targ

et

for

2021

/22

Tota

l fo

r the

Pl

an

Perio

d

Resp

onsi

-bi

lity

17/1

818

/19

19/2

020

/21

21/2

2To

tal

Stra

tegy

3.1

Fa

cilita

te

intro

duct

ion

and

prod

uctio

n of

qua

lity in

puts

an

d im

prov

ed

tech

nolog

ies

Unde

rtake

soil a

nalys

is fo

r fer

tility

evalu

ation

, an

d m

icrob

iolog

ical

cont

ent

Cont

inuou

sNu

mbe

r of

sam

ples

200

220

240

260

280

1,20

0DF

SS2.

002.

202.

402.

602.

8012

.00

Analy

ze w

ater

for

irrig

ation

suita

bility

Cont

inuou

sNu

mbe

r of

sam

ples

5055

6065

7030

0DF

SS0.

801.

001.

501.

802.

007.

10

Analy

ze fe

rtilize

r for

co

mpl

iance

to q

uality

an

d sa

fety

(hea

vy

met

als).

Cont

inuou

sNu

mbe

r of

sam

ples

400

400

400

400

400

2,00

0DF

SS0.

600.

660.

730.

800.

883.

67

unde

rtake

surv

eillan

ce

and

mon

itorin

g of

fertil

-ize

rs a

nd e

nviro

nmen

tal

cont

amina

nts

Cont

inuou

sNu

mbe

r of

sam

ples

400

400

400

400

400

2,00

0DF

SS2.

503.

003.

504.

004.

5017

.50

Prov

ide

serv

ices f

or

nutrit

ional

analy

sis

(Plan

t tiss

ue, m

anur

es

and

anim

al fe

ed)

Cont

inuou

sNu

mbe

r of

sam

ples

2530

3540

4517

5DF

SS0.

250.

300.

400.

450.

501.

90

Certif

y see

dling

nur

s-er

ies fo

r clea

n pl

antin

g m

ater

ialCo

ntinu

ous

Num

ber o

f nu

rser

y cer

tifi-

cate

s75

150

175

200

225

825

DPH&

B DS

C&PV

P1.

502.

002.

002.

502.

5010

.50

Facil

itate

impo

rtatio

n of

hig

h qu

ality

plan

ting

mat

erial

sCo

ntinu

ous

Num

ber o

f im

porte

d co

nsig

nmen

t Q

uant

ity (k

g)5,

000

6,00

07,

000

8,00

09,

000

35,0

00DP

H&B

DSC&

PVP

0.40

0.50

0.60

0.70

0.80

3.00

Mon

itor u

se o

f biol

ogica

l co

ntro

ls an

d re

lated

ar

ticles

Cont

inuou

sNu

mbe

r of

bio-

cont

rols

intro

duce

d3

44

55

21DP

H&B

1.50

2.00

2.00

2.50

2.50

10.5

0

Acqu

ire a

nd a

dopt

ra

pid

testi

ng ki

tsCo

ntinu

ous

Num

ber o

f typ

es o

f kits

/str

ips

11

11

15

DPH&

B1.

001.

001.

001.

002.

006.

00

Esta

blish

pes

t free

ar

eas (

PFA)

Cont

inuou

sNu

mbe

r of

sites

11

11

15

DPH&

B4.

004.

004.

004.

004.

0020

.00

Main

tain

and

mon

itor

pest

free

area

s (PF

A)

Cont

inuou

sNu

mbe

r of

sites

12

34

515

DPH&

B4.

004.

004.

0054

.00

46.0

011

2.00

Esta

blish

and

mon

itor

pest

free

area

s of

prod

uctio

nCo

ntinu

ous

Num

ber o

f sit

es3

45

67

25DP

H&B

4.00

4.00

4.00

45.0

054

.00

111.

00


Them

e 3:

AG

RICU

LTUR

AL P

RODU

CTIV

ITY

STRA

TEG

I ISSU

E 3:

Low

leve

ls o

f agr

icul

tura

l pro

duct

ivity

Obj

ectiv

e No

3: T

o co

ntrib

ute

tow

ards

impr

oved

leve

ls o

f agr

icul

tura

l pro

duct

ivity

whi

le re

spon

ding

to c

limat

e ch

ange

Out

put/O

utco

me

Budg

et (K

sh. M

)

Stra

tegy

Activ

ityTi

me

fram

ePe

rform

ance

In

dica

tor

Targ

et

for

2017

/18

Targ

et

for

2018

/19

Targ

et

for

2019

/20

Targ

et

for

2020

/21

Targ

et

for

2021

/22

Tota

l fo

r the

Pl

an

Perio

d

Resp

onsi

-bi

lity

17/1

818

/19

19/2

020

/21

21/2

2To

tal

Main

tain

pest

free

area

s of

pro

duct

ionCo

ntinu

ous

Num

ber o

f sit

es3

33

33

15DP

H&B

4.00

45.0

046

.00

47.0

048

.00

190.

00

Enha

nce

use

of p

hero

-m

one

traps

in m

onito

r-ing

and

man

agem

ent

of p

est

Cont

inuou

sNu

mbe

r of

traps

pro

cure

d an

d us

ed50

070

090

010

0015

0046

00DP

H&B

DSC&

PVP

3.00

3.50

4.00

5.00

7.00

22.5

0

Cont

inuou

sTy

pe o

f trap

s pr

ocur

ed2

22

22

10DP

H&B

DSC&

PVP

--

--

--

Stra

tegy

3.2

Un

derta

ke

Plan

t var

iety

testi

ng, r

eleas

e,

regi

strat

ion a

nd

prot

ectio

n

Cond

uct n

ation

al pe

rfor-

man

ce tr

ials;

Cont

inuou

sNu

mbe

r of

cand

idat

es

teste

d10

010

010

010

010

050

0DS

C&PV

P12

.00

12.0

012

.00

12.0

012

.00

60.0

0

Cond

uct D

US te

sting

Cont

inuou

sNu

mbe

r of

cand

idat

es12

012

012

012

012

060

0DS

C&PV

P6.

006.

006.

006.

006.

0030

.00

Adm

iniste

r Plan

t Bre

ed-

ers R

ight

s

Cont

inuou

sNu

mbe

r of

appl

icatio

ns50

5050

5050

250

DSC&

PVP

--

--

--

Annu

alNu

mbe

r of

Tittle

s gra

nt30

3030

3030

150

DSC&

PVP

--

--

--

Facil

itate

relea

se o

f ne

w va

rietie

s inc

luding

ga

zette

men

tCo

ntinu

ous

Num

ber

of va

rietie

s ga

zette

d40

4550

5050

235

DSC&

PVP

0.30

0.32

0.33

0.35

0.36

1.66

Deve

lop a

nd u

tilize

ge

netic

pur

ity te

st fo

r va

riety

evalu

ation

Cont

inuou

sNu

mbe

r of

met

hods

11

--

-2

DSC&

PVP

0.50

0.50

--

-01.

00

Unde

rtake

dev

elop-

men

t and

revie

w of

te

chnic

al pr

otoc

olsCo

ntinu

ous

Num

ber o

f pr

otoc

ols2

22

22

10DS

C&PV

P0.

500.

500.

500.

500.

502.

50

Stra

tegy

3.3

Un

derta

ke

Seed

cer

tifi-

catio

n

Regi

ster s

eed

mer

-ch

ants,

SM

EsCo

ntinu

ous

Num

ber o

f se

ed m

er-

chan

t, SM

Es5

55

55

25DS

C&PV

P0.

500.

500.

500.

500.

502.

50

Regi

ster s

eed

grow

ers,

SM

EsCo

ntinu

ous

Num

ber o

f se

ed g

rowe

rs

SMEs

1,00

01,

000

1,00

01,

000

1,00

05,

000

DSC&

PVP

0.40

0.40

0.40

0.40

0.40

2.00

Unde

rtake

seed

field

ins

pect

ions

Cont

inuou

sHe

ctar

es

inspe

cted

25,0

0025

,500

26,0

0026

,500

27,0

0013

0,00

0DS

C&PV

P20

.00

21.0

022

.05

23.1

524

.31

110.

51

Unde

rtake

seed

field

ins

pect

ions -

irrig

ated

Cont

inuou

sHe

ctar

es

inspe

cted

8,00

08,

000

8,00

08,

000

8,00

040

,000

DSC&

PVP

--

--

--


Them

e 3:

AG

RICU

LTUR

AL P

RODU

CTIV

ITY

STRA

TEG

I ISSU

E 3:

Low

leve

ls o

f agr

icul

tura

l pro

duct

ivity

Obj

ectiv

e No

3: T

o co

ntrib

ute

tow

ards

impr

oved

leve

ls o

f agr

icul

tura

l pro

duct

ivity

whi

le re

spon

ding

to c

limat

e ch

ange

Out

put/O

utco

me

Budg

et (K

sh. M

)

Stra

tegy

Activ

ityTi

me

fram

ePe

rform

ance

In

dica

tor

Targ

et

for

2017

/18

Targ

et

for

2018

/19

Targ

et

for

2019

/20

Targ

et

for

2020

/21

Targ

et

for

2021

/22

Tota

l fo

r the

Pl

an

Perio

d

Resp

onsi

-bi

lity

17/1

818

/19

19/2

020

/21

21/2

2To

tal

Licen

se se

ed se

llers

, SM

EsCo

ntinu

ous

Num

ber o

f se

ed se

llers

lic

ense

d,

SMEs

6,00

06,

000

6,00

06,

000

6,00

030

,000

DSC&

PVP

5.00

5.25

5.00

5.00

5.00

25.2

5

Facil

itate

seed

pro

-ce

ssing

;Co

ntinu

ous

Qua

ntity

(T

ons)

of s

eed

proc

esse

d35

,000

37,0

0040

,000

42,0

0045

,000

199,

000

DSC&

PVP

2.00

2.20

2.40

2.60

2.80

12.0

0

Unde

rtake

seed

sam

-pl

ing, te

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mbe

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017

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Labe

lling

and

seali

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ntinu

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Num

ber o

f lab

els (M

illions

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5555

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275

DSC&

PVP

51.0

052

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027

1.10

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ipat

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profi

cien-

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fere

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stsCo

ntinu

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f te

sts3

33

33

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C&PV

P0.

300.

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rtake

pre

and

pos

t co

ntro

l testi

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sNu

mbe

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sam

ples

1,00

01,

000

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000

1,00

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rtake

pos

t cer

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inuou

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itor a

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analy

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ntinu

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ber o

f au

thor

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inspe

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s an

d an

alysts

m

onito

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2097

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rtake

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men

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chnic

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Them

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DE F

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TEG

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he n

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uppo

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uppo

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plia

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put/O

utco

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dget

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ityTim

e fra

me

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r-m

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dica

tor

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r 20

17/1

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for

2018

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rget

for

2020

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et fo

r 20

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tal fo

r th

e Pl

an

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spon

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20/2

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Tota

l

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tegy

4.

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sure

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port

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f ex

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inu-

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Num

ber o

f Ph

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sanit

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certifi

cate

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13.4

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ect g

radi

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nd

treat

men

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ities

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inu-

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ber

of fa

cility

ins

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030

031

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560

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504.

504.

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rtake

farm

au

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ompl

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ber o

f au

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310

320

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lysis

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ber o

f pe

sticid

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sidue

sa

mpl

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090

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SS4.

505.

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005.

005.

0024

.50

Num

ber o

f he

avy m

etal

sa

mpl

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400

500

550

600

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0DF

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202.

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302.

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Num

ber o

f m

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facil

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or

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plian

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equir

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for f

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inu-

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ber o

f fa

cilitie

s/fa

rms

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5060

7026

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Them

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DE F

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ectiv

e No

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uppo

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arke

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and

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plia

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put/O

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me

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dget

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ityTim

e fra

me

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r-m

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dica

tor

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et fo

r 20

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for

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rget

for

2020

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et fo

r 20

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tal fo

r th

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an

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d Re

spon

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/18

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919

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test

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n Na

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s

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Num

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ber o

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0

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sidue

and

co

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inant

s su

rveil

lance

at e

ntry

po

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inu-

ous

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ber o

f sa

mpl

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010

511

011

512

155

1DF

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172.

322.

3210

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fety

testi

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and

mon

itorin

gCo

ntinu

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mbe

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sam

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100

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ware

ness

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11

11

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owar

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11

12

27

DRTS

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publ

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10DR

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301.

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e 4:

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DE F

ACIL

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TEG

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he n

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to s

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ectiv

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. 4:

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uppo

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arke

t Acc

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and

Com

plia

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put/O

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me

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dget

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me

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r-m

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dica

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r 20

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tal fo

r th

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ports

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BDF

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stand

ard

settin

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revie

w, h

ar-

mon

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arke

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ne-

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plem

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reco

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f sta

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mee

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tend

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Them

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cilit

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effic

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KEPH

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anda

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ectiv

e No

5: T

o bu

ild s

taff,

sta

keho

lder

s an

d in

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cap

acity

to fa

cilit

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effic

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for

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for

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l fo

r the

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an

Perio

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train

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Num

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100

100

100

100

100

500

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and

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Num

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l Ds

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rt1

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11

5Al

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agem

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edge

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agem

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data

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ate

data

base

fo

r impo

rt an

d im

porte

rs

and

analy

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ends

mon

thly

Num

ber o

f up

date

s for

da

taba

ses a

nd

analy

sed

trend

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1212

1212

60DP

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DSC&

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0.20

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agem

ent o

f Kno

wl-

edge

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agem

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data

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data

base

fo

r exp

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xpor

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d an

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mon

thly

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ber o

f up-

date

d da

taba

se

and

analy

sed

trend

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1212

1212

60DP

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PVP

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1.70


Them

e 5:

CAP

ACIT

Y BU

ILDI

NG

STRA

TEG

IC IS

SUE

5: In

adeq

uate

cap

acity

to fa

cilit

ate

effic

ient

and

effe

ctiv

e de

liver

y of

the

KEPH

IS m

anda

te

Obj

ectiv

e No

5: T

o bu

ild s

taff,

sta

keho

lder

s an

d in

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ruct

ural

cap

acity

to fa

cilit

ate

effic

ient

and

effe

ctiv

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liver

y of

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anda

te.

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me

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et (K

sh. M

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tegy

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ityTim

e fra

me

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rman

ce

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cato

rTa

rget

fo

r 20

17/1

8

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et

for

2018

/19

Targ

et

for

2019

/20

Targ

et

for

2020

/21

Targ

et

for

2021

/22

Tota

l fo

r the

Pl

an

Perio

d

Resp

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bility

17/1

818

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020

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tal

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thly

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rt da

ta m

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inte

rcep

tions

and

re

jectio

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thly

Num

ber o

f rep

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terc

eptio

ns,

rejec

tions

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DPH&

B0.

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200.

300.

500.

501.

70

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agem

ent o

f Kno

wl-

edge

Man

agem

ent

data

: Upd

ate

data

bas-

es fo

r Phy

tosa

nitar

y fa

cilitie

s (e.

g. n

urse

ries,

IS

PM 1

5, D

evita

lizat

ion

treat

men

t, bio-

cont

ain-

men

t, con

fined

field

tria

ls an

d qu

aran

tine

facil

ities

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thly

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ber o

f up

date

s for

da

taba

ses

1212

1212

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B0.

500.

500.

500.

500.

502.

50

Stra

tegy

5.2

: Im

plem

ent

Hum

an R

e-so

urce

Bes

t Pr

actic

es

Revie

w HR

Poli

cies t

o ali

gn to

bes

t pra

ctice

s,

gove

rnm

ent p

olicie

s,

labou

r laws

Annu

alNu

mbe

r of p

oli-

cies r

eview

ed2

52

22

13DC

S0.

300.

300.

300.

300.

301.

50

Enha

nce

and

oper

a-tio

naliz

e a

com

petiti

ve

and

equit

able

rem

u-ne

ratio

n an

d be

nefit

sy

stem

; to e

nhan

ce

empl

oyee

satis

fact

ion

and

staff r

eten

tion

Annu

alIm

plem

enta

tion

statu

s Rep

ort

11

11

15

DCS

525

567.

3559

7.04

627.

2365

9.14

2,97

5.76

Annu

alEm

ploy

ee sa

tis-

fact

ion in

dex

6768

6970

7171

DCS

0.50

0.50

0.50

0.50

0.50

2.50

Annu

alSt

aff r

eten

tion

index

9595

9595

9595

DCS

0.50

0.50

0.50

0.50

0.50

2.50

Impl

emen

t per

for-

man

ce b

ased

rewa

rd

syste

mAn

nual

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rd a

nd

sanc

tions

repo

rt1

11

11

5Al

l Ds

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5.00

5.00

5.00

25.0

0

Crea

te a

con

duciv

e an

d sa

fe w

ork e

nvi-

ronm

ent

Annu

alW

ork E

nviro

n-m

ent in

dex

6667

6869

7070

DCS

0.50

0.50

0.50

0.50

0.50

2.50

Ensu

re o

ccup

ation

al

safe

ty an

d he

alth

at th

e wo

rkpl

ace

Qua

rterly

Qua

rterly

repo

rts

on C

ompl

iance

to

Occ

upat

ional

sa

fety

and

Healt

h leg

al pr

ovisi

ons

44

44

420

DCS

--

--

--

Deve

lop a

nd im

plem

ent

a su

cces

sion

plan

2018

/19

Succ

essio

n po

licy

-1

--

-1

DCS

0.50

0.50

0.50

0.50

0.50

2.50

Annu

alSu

cces

sion

Plan

11

11

15

All D

s 1.

001.

001.

001.

001.

005.

00


Them

e 5:

CAP

ACIT

Y BU

ILDI

NG

STRA

TEG

IC IS

SUE

5: In

adeq

uate

cap

acity

to fa

cilit

ate

effic

ient

and

effe

ctiv

e de

liver

y of

the

KEPH

IS m

anda

te

Obj

ectiv

e No

5: T

o bu

ild s

taff,

sta

keho

lder

s an

d in

frast

ruct

ural

cap

acity

to fa

cilit

ate

effic

ient

and

effe

ctiv

e de

liver

y of

the

KEPH

IS m

anda

te.

Out

put/O

utco

me

Budg

et (K

sh. M

)

Stra

tegy

Activ

ityTim

e fra

me

Perfo

rman

ce

Indi

cato

rTa

rget

fo

r 20

17/1

8

Targ

et

for

2018

/19

Targ

et

for

2019

/20

Targ

et

for

2020

/21

Targ

et

for

2021

/22

Tota

l fo

r the

Pl

an

Perio

d

Resp

onsi-

bility

17/1

818

/19

19/2

020

/21

21/2

2To

tal

Impl

emen

t pre

siden

tial

dire

ctive

s, cir

cular

s and

ex

ecut

ive o

rder

sQ

uarte

rlyQ

uarte

rly re

ports

on

com

plian

ce to

di

rect

ives

44

44

420

All D

s -

--

--

-

Unde

rtake

man

age-

men

t of th

e K

EPHI

S Pe

nsion

Plan

Qua

rterly

Qua

rterly

repo

rts

on a

ctivi

ties a

nd

com

plian

ce

to th

e Pe

nsion

po

licy a

nd

proc

edur

es

44

44

420

DCS

--

--

--

Unde

rtake

pre

vent

ion

of A

lcoho

l and

Dru

g ab

use

Qua

rterly

Qua

rterly

repo

rts

on a

ctivi

ties a

nd

com

plian

ce

to th

e KE

PHIS

po

licy o

n Al

coho

l an

d Dr

ug a

buse

44

44

420

DCS

1.00

1.00

1.00

1.00

1.00

5.00

Unde

rtake

pre

vent

ion

of H

IV/A

IDS

infec

tions

Qua

rterly

Qua

rterly

repo

rts

on a

ctivi

ties a

nd

com

plian

ce to

KE

PHIS

poli

cy

on H

IV/A

IDS

prev

entio

n

44

44

420

DCS

1.00

1.00

1.00

1.00

1.00

5.00

Unde

rtake

Gen

der

main

strea

ming

Qua

rterly

Qua

rterly

repo

rts

on a

ctivi

ties a

nd

com

plian

ce to

KE

PHIS

poli

cy o

n G

ende

r

44

44

420

DCS

0.25

0.25

0.25

0.25

0.25

1.25

Unde

rtake

Disa

bility

m

ainstr

eam

ingQ

uarte

rly

Qua

rterly

repo

rts

on a

ctivi

ties a

nd

com

plian

ce to

KE

PHIS

poli

cy o

n Di

sabi

lity

44

44

420

DCS

0.50

0.50

0.50

0.50

0.50

2.50

Com

ply t

o Na

tiona

l In

dustr

ial T

raini

ng

Auth

ority

regu

lation

sQ

uarte

rly

Com

plian

ce

repo

rts o

n re

mit-

tanc

e of

stat

utor

y pa

ymen

ts to

NI

TA

44

44

420

DCS

--

--

--

Stra

tegy

5.3

: En

hanc

e ca

pacit

y for

sta

keho

lder

s an

d SM

Es

Train

priv

ate

inspe

ctor

sAn

nual

Num

ber o

f pri-

vate

insp

ecto

rs

traine

d5

1012

1517

59DS

C&PV

P 2.

002.

002.

002.

002.

0010

.00


Them

e 5:

CAP

ACIT

Y BU

ILDI

NG

STRA

TEG

IC IS

SUE

5: In

adeq

uate

cap

acity

to fa

cilit

ate

effic

ient

and

effe

ctiv

e de

liver

y of

the

KEPH

IS m

anda

te

Obj

ectiv

e No

5: T

o bu

ild s

taff,

sta

keho

lder

s an

d in

frast

ruct

ural

cap

acity

to fa

cilit

ate

effic

ient

and

effe

ctiv

e de

liver

y of

the

KEPH

IS m

anda

te.

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put/O

utco

me

Budg

et (K

sh. M

)

Stra

tegy

Activ

ityTim

e fra

me

Perfo

rman

ce

Indi

cato

rTa

rget

fo

r 20

17/1

8

Targ

et

for

2018

/19

Targ

et

for

2019

/20

Targ

et

for

2020

/21

Targ

et

for

2021

/22

Tota

l fo

r the

Pl

an

Perio

d

Resp

onsi-

bility

17/1

818

/19

19/2

020

/21

21/2

2To

tal

Crea

te a

ware

ness

on

ben

efits

of u

sing

impr

oved

inpu

ts, d

iag-

nosti

c se

rvice

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d pr

actic

es

Cont

inu-

ous

Num

ber o

f fo

rum

s10

1010

1010

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H&B

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PVP

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inu-

ous

Num

ber o

f farm

-er

s rea

ched

1,00

01,

200

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01,

600

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07,

000

DPH&

BDS

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Crea

te a

ware

ness

on

quar

antin

e pe

stsCo

ntinu

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sNu

mbe

r of

awar

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s fo

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l Ds

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0

Cond

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apac

ity

build

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surv

eillan

ceCo

ntinu

-ou

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mbe

r of

traini

ngs

11

11

15

DPH&

B0.

500.

500.

500.

500.

502.

50

Main

tain

and

crea

te

capa

city o

n ex

port

cer-

tifica

tion

syste

m (E

CS)

and

Impo

rt Ce

rtifica

tion

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m (I

CS)

Bi-M

onth

lyTr

aining

/ Awa

re-

ness

repo

rts24

2424

2424

120

DPH&

B0.

300.

300.

300.

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401.

65

Train

stak

ehold

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n sta

ndar

ds a

nd m

arke

t re

quire

men

ts

Annu

alNu

mbe

r of

traini

ngs

1010

1010

1050

All D

s5.

005.

005.

005.

005.

0025

Crea

te a

ware

ness

on

harm

onise

d re

gion

al

PRA

prot

ocols

Cont

inu-

ous

Num

ber o

f aw

aren

ess f

ora

22

22

210

All D

s3.

003.

003.

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503.

8016

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Train

cou

nty s

taff,

farm

-er

s, ag

ribus

iness

es,

traini

ng in

stitu

tions

and

re

sear

ch in

stitu

tions

Bi-a

nnua

lNu

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r of C

oun-

ty tra

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503.

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04.

5017

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Awar

enes

s cre

ation

an

d tra

ining

of s

take

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lder

s and

play

ers i

n th

e ind

ustry

to e

nhan

ce

capa

city

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inu-

ous

Num

ber o

f aw

aren

ess a

nd

traini

ng fo

rum

s8

910

1214

53DS

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006.

007.

5010

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041

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Unde

rtake

You

th

Inte

rnsh

ips/I

ndus

trial

atta

chm

ents/

Appr

en-

tices

hips

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inu-

ous

Num

ber o

f int

erns

/stud

ents

5055

6065

7030

0DC

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001.

201.

401.

601.

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00

Unde

rtake

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ional

Ph

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nitar

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fer-

ence

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nual

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ces

unde

rtake

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l Ds

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Partic

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local,

Co

unty,

nat

ional,

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gion

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d In

tern

ation

al

conf

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Cont

inu-

ous

Num

ber o

f co

nfer

ence

s at

tend

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.00

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0


Them

e 5:

CAP

ACIT

Y BU

ILDI

NG

STRA

TEG

IC IS

SUE

5: In

adeq

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cap

acity

to fa

cilit

ate

effic

ient

and

effe

ctiv

e de

liver

y of

the

KEPH

IS m

anda

te

Obj

ectiv

e No

5: T

o bu

ild s

taff,

sta

keho

lder

s an

d in

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ruct

ural

cap

acity

to fa

cilit

ate

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ient

and

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ctiv

e de

liver

y of

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anda

te.

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put/O

utco

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et (K

sh. M

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ityTim

e fra

me

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rman

ce

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cato

rTa

rget

fo

r 20

17/1

8

Targ

et

for

2018

/19

Targ

et

for

2019

/20

Targ

et

for

2020

/21

Targ

et

for

2021

/22

Tota

l fo

r the

Pl

an

Perio

d

Resp

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bility

17/1

818

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19/2

020

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2To

tal

Stra

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: En

hanc

e IC

T inf

rastr

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re

and

syste

ms

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w an

d im

plem

ent

ICT

gove

rnan

ce

fram

ewor

k

2017

/18

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wed

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nanc

e fra

mew

ork

in pl

ace

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--

--

--

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alIm

plem

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tion

repo

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11

11

4DC

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nd im

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ICT

strat

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2018

/19

ICT

strat

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men

t-

1-

--

1DC

S -

2.00

--

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00

Annu

alIm

plem

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repo

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11

11

4DC

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w an

d im

plem

ent

a di

saste

r rec

over

y and

bu

sines

s con

tinuit

y plan

2018

/19

2021

/22

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wed

Plan

-1

--

12

DCS

-1.

50-

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503.

00

Annu

alIm

plem

enta

tion

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rt-

11

11

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S 1.

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00

Impr

ove

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struc

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re fo

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taina

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busin

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uppo

rt

Annu

alEm

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om-

pute

r rat

io1:

21:

11:

11:

11:

11:

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S 5.

007.

5010

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0

2017

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ICT

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struc

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pl

an d

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ped

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--

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--

2020

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Annu

ally

Infra

struc

ture

pl

an im

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n re

port

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prov

e au

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ation

of

KEP

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s (u

pgra

de

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s 10

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e 5:

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NG

STRA

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IC IS

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5: In

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cilit

ate

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and

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ctiv

e de

liver

y of

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KEPH

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anda

te

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ectiv

e No

5: T

o bu

ild s

taff,

sta

keho

lder

s an

d in

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ruct

ural

cap

acity

to fa

cilit

ate

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ctiv

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anda

te.

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et (K

sh. M

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ityTim

e fra

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rman

ce

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cato

rTa

rget

fo

r 20

17/1

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et

for

2018

/19

Targ

et

for

2019

/20

Targ

et

for

2020

/21

Targ

et

for

2021

/22

Tota

l fo

r the

Pl

an

Perio

d

Resp

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bility

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818

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tal

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tratio

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he

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2018

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syste

m in

pl

ace

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-1

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.00

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.00

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.00

2019

/20

Upgr

ade

and

main

tain

EC

S sy

stem

for

enha

nced

exp

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tion

proc

ess

2018

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Upgr

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sy

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in p

lace

linke

d to

KNS

WS

-1

--

-1

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.00

--

-10

.00

Annu

alM

ainte

nanc

e Re

port

11

11

15

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1.00

1.00

1.00

1.00

1.00

5.00

Revie

w, im

prov

e an

d m

ainta

in th

e IC

S sy

stem

to

Ena

ble

mor

e ef

fect

ive

impo

rt re

gulat

ion

2019

/20

Syste

m re

view

re

port

--

1-

-1

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--

--

--

2021

/22

ICS

upgr

ade

in

plac

e an

d lin

ked

to K

NSW

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--

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S-

--

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.00

10.0

0

Annu

alM

ainte

nanc

e re

port

11

11

15

DCS

1.00

1.00

1.00

1.00

1.00

5.00

Auto

mat

e an

d m

ainta

in

the

Plan

t var

iety

prot

ectio

n an

d se

ed

certifi

catio

n pr

oces

s

2019

/20

Syste

m in

plac

e-

-1

--

1DC

S-

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13.8

0-

27.8

0

Annu

alAu

tom

ation

and

M

ainte

nanc

e Re

port

--

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12

DCS

--

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IC IS

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e No

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taff,

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ate

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ient

and

effe

ctiv

e de

liver

y of

the

KEPH

IS m

anda

te.

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put/O

utco

me

Budg

et (K

sh. M

)

Stra

tegy

Activ

ityTim

e fra

me

Perfo

rman

ce

Indi

cato

rTa

rget

fo

r 20

17/1

8

Targ

et

for

2018

/19

Targ

et

for

2019

/20

Targ

et

for

2020

/21

Targ

et

for

2021

/22

Tota

l fo

r the

Pl

an

Perio

d

Resp

onsi-

bility

17/1

818

/19

19/2

020

/21

21/2

2To

tal

Enha

nce

visib

ility a

nd

activ

ities o

f CO

PE

2017

/18

- 20

21/2

2

Num

ber o

f m

arke

ting

cam

paig

ns o

n qu

arte

rly b

asis

44

44

420

DRTS

&C1.

001.

001.

001.

001.

005.

00

Deve

lop tr

aining

pr

ogra

ms i

n lin

e wi

th

curre

nt m

arke

t re-

quire

men

ts an

d re

view

cu

rricu

lar

Annu

alNu

mbe

r tra

ining

pr

ogra

ms d

evel-

oped

56

78

1036

DRTS

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001.

001.

005.

00

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edit P

hyto

sanit

ary

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tition

ers a

fter

traini

ngAn

nual

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ber a

ccre

d-ite

d10

1215

1820

75DR

TS&C

1.50

2.00

2.50

3.00

3.50

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0

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tify a

nd d

evelo

p a

pool

of tr

ainer

sAn

nual

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ber o

f tra

iners

55

55

525

0.20

0.20

0.20

0.20

0.20

1.00

DRTS

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ons t

raine

d un

der

COPE

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alNu

mbe

r tra

ined

697

825

850

900

1000

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2.00

2.00

2.00

2.00

2.00

10.0

0

Deve

lop a

train

ing

prog

ram

for K

EPHI

S te

chnic

al sta

ffAn

nual

Num

ber o

f pr

ogra

ms

24

44

418

0.30

0.60

0.60

0.60

0.60

2.70

DRTS

&C

70

0.75

847.

2086

9.80

909.

9395

1.28

4,27

8.96


Them

e 6:

STR

ATEG

IC T

HEM

E: R

ESO

URCE

MO

BILI

ZATI

ON

AND

MAN

AGEM

ENT

STRA

TEG

IC IS

SUE

6: L

imite

d fin

anci

al re

sour

ces

and

sub-

optim

al re

sour

ce a

lloca

tion

and

utiliz

atio

n.

Obj

ectiv

e No

.6: T

o m

obiliz

e ad

equa

te fi

nanc

ial r

esou

rces

and

ens

ure

optim

al a

lloca

tion

and

utiliz

atio

n fo

r ful

l impl

emen

tatio

n of

pro

gram

mes

and

act

iviti

es.

Out

put/O

utco

me

Budg

et (K

sh. M

)

Stra

tegy

Activ

ityTim

e fra

me

Perfo

rman

ce

Indi

cato

rTa

rget

fo

r 20

17/1

8

Targ

et

for

2018

/19

Targ

et

for

2019

/20

Targ

et

for

2020

/21

Targ

et

for

2021

/22

Tota

l for

the

Plan

Pe

riod

Resp

onsi-

bility

17/1

818

/19

19/2

020

/21

21/2

2To

tal

Stra

tegy

6.1

: Br

oade

n Se

r-vic

e/Pr

oduc

t ba

se

Unde

rtake

revie

w of

se

rvice

/pro

duct

mix

to

iden

tify n

ew so

urce

s of

reve

nue

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inuou

sNu

mbe

r of n

ew

serv

ices/p

rodu

cts

22

22

210

DSC&

PVP

DPH&

BDR

TS&C

1.00

1.

00

1.00

1.

00

2.00

6.

00

Expa

nd sc

ope

of la

bo-

rato

ry, d

iagno

stics

and

ins

pect

ion se

rvice

sAn

nual

Num

ber o

f new

m

etho

ds2

12

23

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PDP

H&B

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&C1.

50

1.00

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00

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00

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Unde

rtake

train

ing to

fa

cilita

te d

evelo

pmen

t of

inspe

ction

and

labo

rato

-ry

bus

iness

plan

s

Annu

alBu

sines

s plan

s de

velop

ed1

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11

5DS

C&PV

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50

1.00

0.

50

0.50

0.

50

3.00

DP

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alNe

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otoc

ols

deve

loped

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11

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alNe

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eas o

f ins

pect

ion1

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11

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P0.

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0.

50

0.50

0.

50

2.50

DP

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&C

Enha

nce

visib

ility a

nd

mar

ketin

g of

labo

rato

ry

serv

ices

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inuou

sNu

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r of p

rom

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n ac

tivitie

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86

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00

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00

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00

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0

Expl

ore

oppo

rtunit

ies

for o

fferin

g te

chnic

al

cons

ultan

cy b

oth

locall

y an

d int

erna

tiona

lly.

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alNu

mbe

r of c

onsu

l-ta

ncies

don

e2

23

33

13Al

l Ds

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50

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ue P

ublic

priv

ate

partn

ersh

ips o

n fu

nding

of

pro

gram

mes

Annu

alNu

mbe

r of p

art-

ners

hips

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All D

s1.

00

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00

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1.

00

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Mar

ket th

e Co

nfer

ence

fa

cility

Cont

inuou

sNu

mbe

r of m

ar-

ketin

g ca

mpa

igns

44

44

420

DCS

0.50

0.

50

0.50

0.

50

0.50

2.

50

Enha

nce

utiliz

ation

of

reso

urce

s e.g

. land

, bu

ilding

s, gr

ound

s for

re

venu

e ge

nera

tion

Cont

inuou

sRe

venu

e ge

ner-

ated

from

facil

ities

(Ksh

. M)

510

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1517

.560

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4.

00

6.00

7.

00

7.00

27

.00

Stra

tegy

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: En

hanc

e Fu

ndra

ising

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tify fu

nding

gap

sAn

nual

Fund

ing g

aps

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rt1

11

11

5Al

l Ds

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--

--

Deve

lop p

rojec

t coo

rdi-

natio

n po

licy

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/201

8Pr

oject

coo

rdi-

natio

n po

licy i

n pl

ace

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--

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--

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Them

e 6:

STR

ATEG

IC T

HEM

E: R

ESO

URCE

MO

BILI

ZATI

ON

AND

MAN

AGEM

ENT

STRA

TEG

IC IS

SUE

6: L

imite

d fin

anci

al re

sour

ces

and

sub-

optim

al re

sour

ce a

lloca

tion

and

utiliz

atio

n.

Obj

ectiv

e No

.6: T

o m

obiliz

e ad

equa

te fi

nanc

ial r

esou

rces

and

ens

ure

optim

al a

lloca

tion

and

utiliz

atio

n fo

r ful

l impl

emen

tatio

n of

pro

gram

mes

and

act

iviti

es.

Out

put/O

utco

me

Budg

et (K

sh. M

)

Stra

tegy

Activ

ityTim

e fra

me

Perfo

rman

ce

Indi

cato

rTa

rget

fo

r 20

17/1

8

Targ

et

for

2018

/19

Targ

et

for

2019

/20

Targ

et

for

2020

/21

Targ

et

for

2021

/22

Tota

l for

the

Plan

Pe

riod

Resp

onsi-

bility

17/1

818

/19

19/2

020

/21

21/2

2To

tal

Deve

lop a

nd su

bmit

conc

ept n

otes

and

fu

nding

pro

posa

ls to

po

tent

ial d

evelo

pmen

t pa

rtner

s.

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alNu

mbe

r of c

on-

cept

s and

pro

pos-

als d

evelo

ped

55

55

525

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30

0.30

0.

30

0.30

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blish

and

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ngth

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ionsh

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et-

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inuou

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r of n

ew

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lopm

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y for

add

itiona

l G

over

nmen

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ingCo

ntinu

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Addi

tiona

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plem

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d Fin

ancia

l M

anag

emen

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Deve

lop/R

eview

of fi

nan-

cial m

anag

emen

t and

pr

ocur

emen

t poli

cies

2017

/201

820

19/2

020

Deve

loped

/Re

viewe

d po

licies

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4-

-8

DCS

--

--

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Iden

tify a

nd m

anag

e fin

ancia

l and

pro

cure

-m

ent r

isks

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alRi

sk A

sses

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t an

d im

plem

enta

-tio

n re

port

11

11

15

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--

--

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nce

budg

eting

pr

oces

ses a

nd c

ontro

lsCo

ntinu

ous

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enta

ge B

ud-

get c

ompl

iance

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100

100

100

100

100

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0.50

0.

50

0.50

0.

50

0.50

2.

50

Deve

lop a

nd im

plem

ent

cost

effic

iency

mea

sure

s fo

r all s

ervic

es re

nder

edCo

ntinu

ous

Cost

savin

gs

(Ksh

. M)

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2085

All D

s -

--

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rtake

per

iodic

re-

views

of fe

es c

harg

ed to

en

sure

full c

ost r

ecov

ery

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alRe

view

repo

rt-

--

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1Al

l Ds

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--

--

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nce

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effic

iency

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d ef

fect

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ss o

f de

bt m

anag

emen

t and

co

llect

ionCo

ntinu

ous

Perc

enta

ge

Com

plian

ce w

ith

cred

it poli

cy10

010

010

010

010

010

0Al

l Ds

0.50

0.

50

0.50

0.

50

0.50

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50

Enha

nce

use

of te

chno

-log

ical fi

nanc

ial so

lution

sCo

ntinu

ous

Num

ber o

f tech

-no

logica

l solu

tions

ad

opte

d-

1-

1-

2DC

S -

0.50

-

0.50

-

1.00

Enha

nce

finan

cial

perfo

rman

ce m

onito

ring

and

repo

rting

Mon

thly

Finan

cial re

ports

1212

1212

1260

DCS

--

--

--

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25.3

107.

05


Them

e 7:

STR

ATEG

IC T

HEM

E: S

TAKE

HOLD

ER A

LLIA

NCES

AND

PAR

TNER

SHIP

S

Stra

tegi

c is

sue

7: N

eed

to e

nhan

ce s

yner

gy c

olla

bora

tion

and

linka

ges

with

sta

keho

lder

s an

d pa

rtner

s

Obj

ectiv

e 7:

To e

nhan

ce s

yner

gies

thro

ugh

colla

bora

tion

and

linka

ges

with

sta

keho

lder

s an

d pa

rtner

s

Out

put/O

utco

me

Bu

dget

(Ksh

. M)

Stra

tegy

Activ

ityTim

e fra

me

Perfo

rman

ce

Indi

cato

rTa

rget

fo

r 20

17/1

8

Targ

et

for

2018

/19

Targ

et

for

2019

/20

Targ

et

for

2020

/21

Targ

et

for

2021

/22

Tota

l fo

r the

Pl

an

Perio

d

Resp

onsi-

bility

17/1

818

/19

19/2

020

/21

21/2

2To

tal

Stra

tegy

7.1

St

akeh

older

an

alysis

and

m

appi

ng

Iden

tify a

ll KEP

HIS

stake

hold

ers a

nd id

entify

su

itabl

e co

mm

unica

tions

ch

anne

ls fo

r the

m a

nd

impl

emen

t

2017

/18

2021

/22

Stak

ehold

er

map

ping

and

co

mm

unica

tions

ch

anne

ls re

port

1-

--

1-2

All D

s2.

50-

--

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tify a

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of e

ngag

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ta-

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22

10Al

l Ds

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s for

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abor

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Qua

rterly

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ber o

f fo

rum

s atte

nded

5

55

55

25Al

l Ds

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0.50

0.50

0.50

0.50

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Stra

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hanc

e in-

tera

ction

with

sta

keho

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s an

d pa

rtner

s

Enga

ge c

ount

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men

ts on

the

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IS

man

date

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rterly

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ber o

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Colla

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sta

keho

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coll

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fo

rum

s on

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afet

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r of m

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66

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250.

250.

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251.

25

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blish

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ges w

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onal

and

inter

natio

nal

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nisat

ions o

n re

gion

al

refe

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nce

and

pest

man

agem

ent w

ith

institu

tions

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ABI,

CIM

MYT

, ICIP

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22

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l Ds

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alNu

mbe

r of B

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n m

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420

410

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l Ds

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tegy

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En

hanc

e cu

stom

er

relat

ions a

nd

feed

back

Esta

blish

com

mun

icatio

n str

ateg

y, e

ngag

emen

t an

d fe

edba

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nd

impl

emen

t, esta

blish

and

im

plem

ent s

ocial

med

ia

strat

egy

2018

/201

9Co

mm

unica

tion

polic

y and

stra

te-

gy d

evelo

ped

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--

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All D

s-

3.00

--

-5.

00


Them

e 7:

STR

ATEG

IC T

HEM

E: S

TAKE

HOLD

ER A

LLIA

NCES

AND

PAR

TNER

SHIP

S

Stra

tegi

c is

sue

7: N

eed

to e

nhan

ce s

yner

gy c

olla

bora

tion

and

linka

ges

with

sta

keho

lder

s an

d pa

rtner

s

Obj

ectiv

e 7:

To e

nhan

ce s

yner

gies

thro

ugh

colla

bora

tion

and

linka

ges

with

sta

keho

lder

s an

d pa

rtner

s

Out

put/O

utco

me

Bu

dget

(Ksh

. M)

Stra

tegy

Activ

ityTim

e fra

me

Perfo

rman

ce

Indi

cato

rTa

rget

fo

r 20

17/1

8

Targ

et

for

2018

/19

Targ

et

for

2019

/20

Targ

et

for

2020

/21

Targ

et

for

2021

/22

Tota

l fo

r the

Pl

an

Perio

d

Resp

onsi-

bility

17/1

818

/19

19/2

020

/21

21/2

2To

tal

Esta

blish

com

mun

icatio

n fe

edba

ck m

echa

nism

s th

roug

h pr

int, e

lectro

nic

and

socia

l med

iaAn

nual

Num

ber o

f fe

edba

ck

mec

hanis

ms

esta

blish

ed5

55

55

25Al

l Ds

1.00

--

--

1

Cond

uct c

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NOTES


KEPHIS HeadquartersP.O Box 49592 - 00100,Nairobi

Tel: 020 6618000Cell: 0709 891000

Email: [email protected]@kephis.org

facebook.com/kephis pagetwitter: @kephiskewww.kephis.org

Documents

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