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[A Statutory Organization of the Kenya Government]
Strategic Plan
2016-2020
2nd
Draft - SEPTEMBER 2015
Our Core Values
Professionalism
Equity and Equality
Confidentiality
Customer focus
Integrity
Teamwork
i
Contents
Our Core Values .................................................................................................................... i
List of Abbreviations and Acronyms ...................................................................................... iii
Foreword ............................................................................................................................... iv
Preface and Acknowledgements ........................................................................................... v
Executive summary .............................................................................................................. vii
CHAPTER ONE: INTRODUCTION ....................................................................................... 1
1.1 Overview ................................................................................................................................. 1
1.2 Linkages of the Strategic Plan with Legal and other policy documents ....................................... 2
1.2.1 Linkage of the strategic plan with the Constitution of Kenya 2010 ............................. 2
1.2.2 Linkage of the Strategic Plan with the Government Development Agenda .............. 2
1.3 Global and National challenges .................................................................................................... 2
1.4 Kenya’s Development Agenda (Vision 2030) ................................................................................ 4
1.5 Role of the PCPB in Achieving the Vision 2030 ............................................................................. 5
1.6 Rationale for the strategic plan .................................................................................................... 6
1.7 Organisation of the strategic plan ................................................................................................ 7
CHAPTER TWO: SITUATIONAL ANALYSIS OF THE ORGANIZATION .............................. 8
2.1 Establishment of Pest Control Products Board ............................................................................. 8
2.2 Key achievements and lessons learned ........................................................................................ 9
2.3 Strengths, Weaknesses, Opportunities and Threats (SWOT) Analysis ....................................... 11
2.4 Political, Economic, Social-cultural, Technological, Environmental and Legal (PESTEL) Analysis
.......................................................................................................................................................... 13
2.5 Stakeholder Analysis ................................................................................................................... 16
CHAPTER THREE: STRATEGIC MODEL .......................................................................... 18
3.1 Vision, Mission and Core Values ................................................................................................. 18
3.2 Mandate and Functions .............................................................................................................. 19
3.3 Overall Goal ................................................................................................................................. 20
3.3 Key Result Areas .......................................................................................................................... 20
CHAPTER FOUR: IMPLEMENTATION OF THE STRATEGIC PLAN ................................. 23
4.1 Introduction ................................................................................................................................ 23
4.2 Structure of the organization ...................................................................................................... 23
4.3 Staff Establishment & Requirements .......................................................................................... 25
4.4 Resources .................................................................................................................................... 27
ii
CHAPTER FIVE: MONITORING & EVALUATION .............................................................. 30
5.1 Monitoring .................................................................................................................................. 30
5.2 Evaluation of the Strategic Plan .................................................................................................. 31
LIST OF REFERENCES ..................................................................................................... 32
ANNEX 1: IMPLEMENTATION MATRIX ............................................................................ 33
ANNEX 2: PCPB ORGANIZATION STRUCTURE ............................................................. 42
ANNEX 3: PCPB STAFF ESTABLISHMENT ....................................................................... 43
iii
List of Abbreviations and Acronyms
ASDS : Agricultural Sector Development Strategy
CSR : Corporate Social Responsibility
EAC : East Africa Community
EMCA : Environmental Management and Co-ordination Act
ERS : Economic Recovery Strategy for Wealth and Employment Creation
EU : European Union
FAO : Food and Agriculture Organization of the United Nations
GDP : Gross Domestic Product
GIS : Geographical Information Systems HIV/AIDS : Human Immunodeficiency Virus/ Acquired Immunodeficiency Syndrome
HOD : Head of Department
HR : Human Resource
ICT : Information and Communication Technology
IPM : Integrated Pest Management
ISO : International Standard Organisation
KENTRADE : Kenya Trade Network Agency
KALRO : Kenya Agricultural and Livestock Research Organization
M & E : Monitoring and Evaluation
MRL : Maximum Residue Level
PCP : Pest Control Product
PCPB : Pest Control Products Board
PESTLE : Political, Economic, Socio-Cultural, Technological, Legal and Environmental
PFM : Public Finance Management Act, 2012
SOPs : Standard Operating Procedures
SRA : Strategy for Revitalizing Agriculture
SWOT : Strengths, Weaknesses, Opportunities and Threats
TNA : Training Needs Assessment
WTO : World Trade Organization
UK : United Kingdom
USA : United States of America
iv
Foreword
For more than 30 years, PCPB has been charged with the responsibility of ensuring
that safe and efficacious pest control products are available for use in Kenya. Within
that period, PCPB has delivered world-quality Pest control products which have
made crucial contributions to Kenya by increasing agricultural productivity in a safe
and secure environment and enhanced food security.
As Kenya gears towards attaining middle income economic status as envisaged in
its development blue print, Vision 2030, the PCPB Strategic Plan 2016–2020 is
aimed at guiding the Institution in delivering its mandate which builds on the
achievements and the foundations laid down by previous strategies. The unveiling of
this Strategic Plan, responds to the need to modify, refocus, and build new capacity
to meet new challenges and opportunities. This has been done in line with the
Government development agenda, Kenya Vision 2030, the Ministry of Agriculture,
livestock and Fisheries strategic plan, the Agriculture Sector Development Strategy,
the Constitution of Kenya 2010 and other relevant policy documents.
The strategic plan 2016-2020 gives a road map for meeting our vision which is to be
a world class regulatory agency for pest control products. This is an amalgation of
extensive collaboration and comprehensive feedback and input from various industry
players, the general public and collaborating government agencies. The Board of
management has chart the way it envisions PCPB meet its mandate in the next five
years. The plan identifies two key result areas with emphasis on quality and effective
service delivery.
The Board of Management is committed to the achievement of the institution‟s
objectives. The Board will ensure the setting up of institutional frameworks and
structures that will enable PCPB achieve exemplary performance.
PCPB shall ensure that performance management continues to be the pillar of the
institution‟s operations and shall strive for continual improvement in service delivery
to Kenya.
It is in no doubt that the Strategic plan 2016-2020 will be successfully implemented.
Board, Chairperson
v
Preface and Acknowledgements
Every government agency, under the second medium term plan of the Kenya vision
2030, is required to develop a five year strategic plan with details on the priority
projects that it will implement in that period to enable the Government meet its
overall responsibilities to the people of Kenya. It is a tool that anchors an institution
in result based management to ensure efficient and effective service delivery.
In the strategic plan 2011-2015, PCPB achieved a major milestone by constructing
and occupying the head office located in Loresho. This has placed PCPB on the path
towards being a world class regulatory agency, improving the institution‟s corporate
image as well as providing a conducive work environment for the employees.
In a bid to increase presence in the country and bring services closer to the public,
PCPB opened two additional regional offices, in Mt. Kenya and South Rift Regions
situated in Embu and Nakuru, respectively.
PCPB continues to consolidate gains made and to build on them in order to ensure
world class service delivery through efficient utilization of resources. There is an
increase in demand for services and more efforts shall be geared towards enhancing
new and existing resource bases.
Continual improvement through the quality management system shall be at the fore
front to develop a culture of result based management. In keeping with continued
efforts to attract and retain a highly competent human resource, PCPB shall
undertake capacity building through training and reward for good performance.
A lot of dedicated effort and commitment went into the development of this strategic
plan. I take this opportunity to thank all the Ministry stakeholders; Mr. Bonventure
Achonga, Mr. Eliud M. Kamau (MOALF) and Mr. Joseph Malonza (Devolution and
Planning) for their effective participation and involvement. I particularly wish to
recognize the strategic plan steering committee, led by, Dr. Paul Ngaruiya, Peter
Kimwelle, Callen Okara, James Mwaura, Grace Muchemi, Erickson Kamau, Anne
Nkatha, Sharon Nyambura and Jane Macharia.
vi
It is my conviction that the strategies envisaged in this strategic plan, PCPB shall
ensure that safe and efficacious pest control products are availed to consumers
while safeguarding human health and the environment for Kenya.
Peter Opiyo
Chief Executive Officer
vii
Executive summary
In the last five years, PCPB activities were guided by strategic plan 2011-2015.
The strategic plan was aligned to the first medium term plan of Kenya vision 2030.
PCPB periodically undertook self-assessment on the implementation of the plan.
PCPB achieved major milestones during the period. Lessons learnt were taken into
consideration in development of this strategic plan 2016-2020.
This strategic plan maps out the pathway that will guide PCPB on its endeavor to
deliver on its mandate for the period 2016-2020. The PCPB Strategic plan 2016-
2020 acknowledges the dynamic nature of the operation environment and therefore
will continuously adhere to adapt to the emerging trends. PCPB aims to remain
relevant while at the same time enhancing performance, meeting diverse
expectations and keeping in line with the government development agenda, the
Kenya Vision 2030, the Ministry of Agriculture, Livestock and Fisheries strategic
plan, agriculture sector development strategy, the constitution of Kenya and other
relevant policy documents.
The Strategic plan is organized into five chapters. Chapter one gives the
introduction and overview of PCPB; chapter two outlines the situational analysis,
SWOT and PESTEL analysis and stakeholder analysis; chapter three gives the
PCPB vision, mission, core values, functions and mandate; chapter four outlines the
establishment of PCPB and chapter five provides the monitoring and evaluation
framework for the plan.
Under this strategic plan PCPB aspires “To be a world class regulatory agency for
pest control products”. Regarding the mission PCPB commits itself “To provide
professional, efficient and effective regulatory services for manufacture, trade, safe use and
disposal of pest control products while ensuring safety to humans, animals and the
environment” PCPB is committed to upholding the following core values: Professionalism,
Equity and Equality, Confidentiality, Customer focus, Integrity and Teamwork.
viii
The Strategic plan has outlined the achievements PCPB made in the preceding
strategic plan 2011-2015 as well as the challenges encountered during
implementation.
The observed variances between the preceding plan and the actual achievements
provide an insight on the required adjustments required to attain optimal gain in
subsequent plans.
Strategic objectives
In the strategic plan 2016-2020, PCPB will focus on two key result areas, these are:
Safeguard human health and environment and increase agricultural
productivity
Institutional sustainability
The actionable strategies from the key result areas that need to be addressed are:
1. Enhance compliance of pest control products to set standards and facilitate
trade
2. Ensure safe, quality and efficacious pest control products are availed to
users
3. Enhance responsible use of pest control products and food safety
4. Improve management of pest control products lifecycle
5. Improve resource mobilization and Accountability
6. Improve quality and efficiency of service delivery
Clear actionable strategies and activities have been detailed in the plan to help in
achieving the strategic objectives. The implementation matrix provides an actual
framework through which the strategic objectives will be achieved in the period. The
plan shall be input into departmental work plans for ease of implementation and
monitoring.
Financing for the key result areas and actionable strategies there in, will be done
from internally generated revenue, grant from the government and contributions from
various development partners. Prudent financial management of resources will be
observed as provided for by the Public Finance Management Act 2012.
ix
The monitoring and evaluation framework guides on how the achievements will be
measured. The measurable outputs and indicators shall be outlined in the
departmental quarterly and annual performance progress reports.
1
CHAPTER ONE: INTRODUCTION
1.1 Overview
The Pest Control Products Board is a statutory organisation of the Kenya
Government established in 1985 under Cap 346 laws of Kenya. The formation of the
Board was in recognition that pesticides are key to agricultural production and can
be harmful to both human life and the environment. The Board is mandated to
oversee all matters related to pesticides, including but not limited to regulation of the
importation and exportation, manufacture, distribution, sale and use of pest control
products while mitigating their harmful effects to the environment. The Board
undertakes its functions through a Board of management and two technical
departments. The Board also collaborates with other stakeholders both local and
international.
Agriculture plays a significant role in achieving Vision 2030 through the Economic
Pillar. The Agriculture sector contributes 24% of the GDP, about 75% of industrial
raw materials and 60% of export earnings. The sector accounts for 65% of total
exports, 18% and 60% of the formal and total employment, respectively. The sector
comprises of 5 subsectors namely, industrial crops, food crops, horticulture, livestock
and fisheries and employs such factors of production such as land, water and
capital.
Pests and diseases pose a major challenge to increasing agricultural productivity,
therefore effective management is key to sector productivity and environmental
sustainability. Pesticides play a vital role in the management of pests and diseases,
though potentially hazardous to human, animals, plants and environment. Globally
the use of integrated pest management (IPM) is being encouraged as a strategy in
pest and disease management as the emerging trends now encourage the use of
less hazardous pesticides e.g. biopesticides which include macrobials, microbials
and biochemicals.
2
Pesticide regulation plays an important role in ensuring food safety and conservation
of the environment. It has been adopted in many countries all over the world such as
USA, Canada, China, India and UK. It is for this reason that the Pest Control
Products Board was established.
1.2 Linkages of the Strategic Plan with Legal and other policy documents
The preparation and implementation of this strategic plan is guided by the
government development agenda and the Constitution of Kenya 2010.
1.2.1 Linkage of the strategic plan with the Constitution of Kenya 2010
In performing the functions and relating with the stakeholders, Pest control Products
Board shall always consider the Constitution but not limited to the following
provisions:
a. The national values and principles of governance set out by article 10 of the
constitution
b. The values and principles of public service set out by article 232 of the
constitution
c. The principles of leadership and integrity set out in Chapter Six of the
Constitution
d. The bill of rights articles 42, 46 and 47
1.2.2 Linkage of the Strategic Plan with the Government Development Agenda
This strategic plan was developed in line with the governments‟ national goals as
outlined in the following documents:
a. Vision 2030
b. Second Medium Term Plan (MTP 2) 2013-2017
c. Agriculture Sector Development Strategy (ASDS) 2010-2020
d. International Treaties and Conventions
1.3 Global and National challenges
Kenya‟s long term development plan, the Vision 2030 highlights various challenges
that the country will face in its quest to achieve the Vision‟s targets. The following
challenges have been identified:
3
1.3.1 Changing market standards
The various trading blocks in the world have set certain market standards which Kenya has
to adhere to in order to trade. These include European Union (EU), World Trade
Organization (WTO), Common Market for Eastern and Southern Africa (COMESA),
Southern Africa Development Cooperation (SADC) and East African Community (EAC). .
Kenya has many partners all over the world trading in various commodities such as
horticulture, industrial crops, pesticides etc. The EU is the major consumer of fresh foods
and vegetables from Kenya and changing market standards currently have put pressure on
Kenyan producers to meet the maximum residue levels (MRLS). Currently, China and India
are the main sources of pest control products imported into the country with relatively less
stringent requirements compared to the traditional sources. The East Africa Region still
remains the country‟s main destination for pesticide exports.
1.3.2 Climate change
Kenya depends to a large extent on rain fed agriculture and the effects of climate change will
negatively affect the agriculture sector due to; drought, erratic rains and floods. Similarly,
new and emerging pests and diseases could be as a result of global warming. More
resources are required to carry out mitigation measures.
1.3.3 Infrastructure
Poor infrastructure has led to slow movement of goods and services across the country and
this has resulted in high cost of production in the agricultural sector, thus slowing the
economic growth. The government is currently allocating resources to improve the
infrastructure especially building of roads and railway system to make agricultural productive
areas accessible.
Kenya has limited number of laboratories that have the capacity to analyse pesticide residue
and formulations. Most of the available laboratories are in the major cities and this makes
the cost of analysis very high.
1.3.4 High cost of finance
High banking lending rates and high interest rates also impact on the agricultural production
hence the cost of goods and services. High exchange rates have led to higher costs of
imported pesticides and other farm inputs.
4
1.3.5 Rapid population growth and unemployment
Agriculture is the prime mover of the Kenyan economy which in turn creates employment
and ensures food security. The rapid population growth does not match the economic growth
and therefore high rates of unemployment and poverty.
1.3.6 Governance
Corruption and other governance issues are a threat to the growth of the economy and they
need to be mitigated. The constitution of Kenya 2010, has clearly entrenched good
governance and formed institutions expected to reduce the menace. The Government has
put measures in place to address governance issues such as the “Mwongozo” code of
conduct for state corporations.
1.3.7 Security
Security is paramount in economic growth and attraction of trade partners. Threats as a
result of instability in the neighbouring countries have resulted in slow economic growth in
Kenya. The government has to allocate more resources to fight against the threats thus
reducing funding to other key economic sectors such as agriculture and tourism.
1.3.8 Funding
Currently the government allocates about 6% of the total budget to the agricultural sector
which is less than the internationally recommended 10%. Funding to government agencies
has been declining over the years thus, affecting the capacity of the agencies to achieve
their mandate.
1.4 Kenya’s Development Agenda (Vision 2030)
Kenya‟s long term development agenda is set out in the Kenya Vision 2030. The aim of the
Vision is to make Kenya a globally competitive and prosperous country by transforming it
into an industrialized middle income nation, providing high quality of life for all its citizens in a
clean and secure environment.
Kenya Vision 2030 is anchored on three pillars, namely economic, social and political.
5
i. The Economic pillar: Aims at providing prosperity for all Kenyans by
attaining an annual growth rate of 10% per annum and sustaining it
through the Vision period. Under this pillar, flagship projects have been
identified in Tourism, Agriculture, manufacturing, wholesale and retail,
business process outsourcing and financial services.
ii. The Social pillar: Seeks to build a just and cohesive society with social
equity in a clean and secure environment. The priority sectors identified to
achieve this include education and training, health, water and sanitation,
the environment, housing and urbanisation, gender, youth and vulnerable
groups.
iii. The Political pillar: Is intended to realise an issue based, people centred,
result oriented and accountable democratic system. The specific areas
identified for achievement of this priority are respect for the rule of law,
protection of individual rights and freedom, electoral and political
processes, democracy and public service delivery, transparency and
accountability, security, peace building and conflict resolution.
1.5 Role of the PCPB in Achieving the Vision 2030
The Kenya Vision 2030 has identified the agricultural sector as the prime mover of the
economic pillar to deliver 10% of the annual growth rate. Agriculture contributes 24% of the
GDP and provides 60% of informal employment. To achieve this, access to high quality
inputs is critical in increasing agricultural productivity. Pesticides are a major input in
production and PCPB is mandated with regulation of pesticides with the aim of ensuring
quality, efficacious and safe pest control products are availed for use in agriculture and
public health.
PCPB plays are major role in the introduction and use of herbicides which are used in
minimum/ zero tillage in conservation agriculture. In addition, acaricides are registered for
management of ecto-parasites in animals which assists in establishment of disease free
zones.
6
PCPB has been actively involved in trade facilitation through the National electronic single
window system (KENTRADE) for processing of import/export permits for pesticides. PCPB
enforces the provisions of PCP Act and ensures level playing ground for traders through
licensing of premises.
Pesticides being potentially hazardous in nature, PCPB ensure that pesticides are used and
disposed of responsibly to safeguard human health and the environment.
Regulations made under PCP Act Cap 346, international treaties and conventions guide
PCPB in achieving its mandate. The Board will also take into account dynamic market
requirements, food safety concerns and will continually participate, change and implement
guidelines to emerging issues. The Board will achieve this by:
Assessing and registering safe and efficacious pest control products
Assuring quality through post registration surveillance and quality
analysis
Inspection of pesticide premises
Compliance and Enforcement of the set standards
To operationalise the Kenya Vision 2030, the Government developed and implemented the
first five-year Medium Term Plan (2008-2012) while the second five-year Medium Term Plan
is for years 2013-2017. The Pest Control Products Board (PCPB) operations are based on
the MTP 2 among other government policies.
1.6 Rationale for the strategic plan
For the Board to achieve its Vision, Mission and Mandate, the strategic plan has
been developed as a road map to achieve the organisation‟s objectives. The
strategies are to address the following:
The Government national agenda
Industry challenges
Emerging trends and issues like environmental conservation, food safety and
management of new diseases and pests
Optimisation of available funds and capacity building
Institutional sustainability
7
The overall goal of increasing productivity while safeguarding human health and
environment will be achieved while at the same time moving towards achieving the
Kenya development blue print Vision 2030.
1.7 Organisation of the strategic plan
The strategic plan is presented in five chapters which include:
Chapter one is on introduction, which covers the PCPB overview, Kenya‟s
development challenges, Kenya‟s development agenda, role of PCPB in
attainment of Kenya‟s Vision 2030, the rationale for the strategic plan and
organization of the plan
Chapter two covers Situational Analysis of the organization, Organization‟s
functions and responsibilities, Key achievements and lessons learnt in the last
5 years, a SWOT Analysis for the organization, a PESTEL Analysis for the
organization and Stakeholder Analysis
Chapter Three covers Mandates and functions, Vision, mission, Core values/
Principles, Summary of Strategic Issues (KRA), Strategic Objectives , and
Strategies, Implementation Matrix (see annex)
Chapter Four is on establishment of the organization; departments/sections
and their roles, staff establishment & requirements, resource required and risk
management.
Chapter Five covers Monitoring & Evaluation, The M&E Framework
Annex 1: Implementation Matrix
Annex 2: Organisation structure
Annex 3: Proposed Staff establishment
8
CHAPTER TWO: SITUATIONAL ANALYSIS OF THE ORGANIZATION
Introduction
This chapter covers the functions and mandate of the Pest Control Products Board,
key achievements and lessons learned, situational analysis and stakeholder
analysis.
2.1 Establishment of Pest Control Products Board
The Pest control Products Board is a Statutory organization established under an Act
of parliament, the Pest Control Products Act, Cap 346, Laws of Kenya of 1982 to
regulate the importation and exportation, manufacture, distribution, use and disposal
of pest control products. The Act became operational in 1983 and the Board was
established in 1985. The overall policy powers of the PCPB are vested in a Board of
Management which is constituted as follows:
a) A chairman, who is appointed by the President.
b) Two experts in pest control in crop production.
c) Two experts in pest control in animal production.
d) Four representatives, each from the Ministries responsible for Trade,
Environment, Health and Water.
e) The Government Chemist.
f) The Director of Kenya Bureau of Standards.
g) The Director of Coffee Research Foundation1
h) Two representatives of farmers for livestock and crop production.
i) The Director of Agriculture
j) The Secretary to the Board who is also the Chief Executive.
k) The Board may co-opt into its membership up to five persons whose
assistance or advice it may require.
1 Currently Coffee Research Institute under KALRO
9
The Board currently operationalizes its mandate through two technical departments
and a corporate services department. The Registration and Analysis department
undertakes registration of pest control products and formulation analysis. The
Compliance and Enforcement department is responsible for licensing, training and
enforcement of the provisions of the Pest Control Products Act. The Corporate
Services department provides human resource management, financial management
and administrative services.
2.2 Key achievements and lessons learned
PCPB continues to play a critical role in the regulation of pest control products traded
within Kenya. Notably, PCPB has undertaken the registration of PCPs, approval of
labels for PCPs, inspection and licensing of premises, investigations and
prosecutions, issuance of import /export permits as well as creating awareness on
responsible use of pest control products.
The PCPB strategic plan (2011- 2015) under review, was formulated in 2010. Since
then, the Board has made significant achievements, which include the following:
1. The opening of additional offices in Mt. Kenya and South Rift region, located in
Embu and Nakuru, respectively. This has enhanced service delivery by
decentralizing activities that were previously undertaken from the Headquarters
and Western Region offices.
2. The list of registered products is now available on the PCPB website free of
charge. The use of this modern technology has enhanced information
dissemination to stakeholders on registered pest control products.
3. PCPB has integrated the processing of import and export licenses in the Kenya
Trade Network (KENTRADE). Through this system, import/export licence
applications are submitted by clearing agents online through the KENTRADE-
PCPB web portal. PCPB verifies, validates and approves the licenses without
physically meeting with the applicant.
4. Capacity building of PCPB to monitor compliance and enforce pesticide
regulations in order to reduce risks to human health and the environment has
10
been enhanced through recruitment of additional inspectors, training and
equipping of the analytical laboratory.
5. PCPB implemented a Technical Cooperation Project with FAO which addressed
the following:
a. Training of PCPB staff on Pesticide Stock Management System,
Pesticide Risk Management and sampling
b. Assessment of contaminated sites
c. Development of an Empty Container Management Strategy
d. Development of a Communication Strategy on pesticides
e. Development of sampling protocols
f. Review of the Pest Control Products Act
g. Training on FAO Pesticide Stock Management System (PSMS) to help
monitor quantities getting in the country.
6. Gazetted two legal notices on restriction of foliar use of Dimethoate, Omethoate
and Chlorpyrifos on fresh fruits and vegetables.
7. Completed phase one of construction of the Headquarters in Nairobi and
relocated the office.
8. Commissioned the PCPB pesticide store.
9. PCPB implemented the Quality Management System and was ISO 9001:2008
certified.
10. PCPB conducted trainings and awareness creation activities such as: stockist
trainings, farmer field days and participated in shows and exhibitions.
11. PCPB has increased the number of registered pest control products from 915
products in 2011 to over 1290 in 2015.
12. The scope of inspection was increased from 5000 premises in 2010 to over 7000
in 2015.
13. PCPB has increased revenue collection from Kshs. 30 million to Kshs. 65 million
14. In-keeping with the Government policy of engaging the youth, PCPB now has a
programme for internship, attachment and visits by local university students.
15. PCPB has implemented the Constitution‟s gender equity requirement. The staff
ratio of men to women is at 64.8% male officers and 35.2% females.
16. Enhanced Human Resource Capacity through management trainings, and
technical skill enhancement programmes.
11
17. PCPB initiated post registration surveillance and analysis of PCPs sampled in
the market.
18. PCPB has improved its service delivery through implementation of Result Based
Management and Performance Contracting.
2.3 Strengths, Weaknesses, Opportunities and Threats (SWOT)
Analysis
The SWOT model provides a tool for analysis of PCPB strengths, weaknesses,
opportunities and threats. Understanding PCPB internal and external environments,
strong points, deficiencies and prospects is critical to its operations and
sustainability.
Strengths
The strengths of PCPB are the internal resources and capabilities that enable the
Board to accomplish its mandate and achieve the strategic objectives. The major
strengths identified include:
a) Good collaboration with public and private organizations, academia, and with
the government extension service providers.
b) Nationally and internationally recognized standards.
c) Operational website and database accessible to the public for information and
awareness creation.
d) Internal quality control analytical laboratory.
e) Highly competent staff.
f) Regional offices are well distributed to cover all counties.
Weaknesses
These are internal deficiencies in resources and capabilities which would hinder
PCPB from achieving its strategic objectives and which therefore should be
addressed.
The main weaknesses that were identified include the following:
a) Inadequate analytical capacity to conduct post registration verification tests,
monitor cross border trade, ensure that pesticides are used for recommended
12
and registered uses, assessment and evaluation of products and enforcing
compliance with ratified international conventions.
b) Limited resources including human resource, financial, technological and ICT
infrastructure, among others.
c) Inadequate staff numbers.
d) Weak legal and regulatory provisions
Opportunities
These are the external factors that PCPB should take advantage of to enhance its
ability to achieve its stated goals.
The major opportunities identified are as follows:
a) Regional Integration and harmonization of pesticide regulation will enhance
compliance.
b) Effective utilization of modern technologies.
c) Use of electronic, print media and mobile technology for training,
communication and publicity of PCPB‟s activities.
d) Unexploited revenue streams such as charging for: vetting of labels,
accrediting institutions, training of trainers, issuance of experimental permits,
licencing consultants of pest control products, change of manufacturing sites,
analytical services and increasing coverage of stockists e.t.c.
e) Widening outreach through training of trainers, stockists, universities, and
colleges.
f) Self-regulation where the industry meets set standards.
g) Increase the scope of laboratory analysis to cover other analysis beyond
enforcement/regulatory.
h) Establishment of a pesticide resource centre and „state of the art‟ residue
analytical laboratory.
i) Enhanced collaboration with stakeholders in training and awareness creation
j) Collaboration with development partners.
13
Threats/Challenges
These are factors external to PCPB that compound its vulnerability when they relate
to the weaknesses, and which are likely to hamper the achievement of set objectives
during the strategic plan period.
The threats and challenges include:
a) Counterfeits and unregistered products may find their way into the market due to
unscrupulous traders.
b) Adverse weather conditions may affect the agricultural sector performance which
may in turn negatively affect the sale and use of pesticides.
c) Varied pesticide regulations, standards and enforcement of pest control products
in the neighboring countries.
d) Porous borders may lead to infiltration of illegal pest control products into the
country.
e) Increased resistance of pests and diseases to pesticides.
f) Increased civil and criminal litigation matters related to PCPs due to increased
public awareness.
g) Changes in international pesticide regulations and market requirements.
2.4 Political, Economic, Social-cultural, Technological,
Environmental and Legal (PESTEL) Analysis
PESTEL Analysis offers a useful framework for analyzing environmental influences
on the operations of an organization. Broadly, the factors include political and legal,
economic, social - cultural, technological and environmental factors. The following
were identified as the key factors likely to influence the operations of PCPB during
the plan period.
Political and Legal Factors
The ongoing implementation of The Constitution of Kenya 2010, EAC integration,
COMESA, International Agreements and Conventions on pest control products
present new opportunities for the Board while some may bring challenges to our
operations. This includes regional integration of regulations on farm inputs, including
14
pest control products and will lead to increased movement of pesticides to and from
the country. The Board will need to effectively cope with these challenges and take
advantage of the opportunities arising from the integration.
There is a need to enact the Pest Control Products Bill 2015 which has been
reviewed in line with the Constitution of Kenya and takes into account the changing
environment, food safety, emerging issues and technological developments. This
also calls for the strengthening and review of the definition of the status of the Board.
The changing legal environment within which the Board operates poses a number of
challenges, which requires that the overlaps with other laws be addressed. Some of
the Kenyan laws overlapping with the PCP Act include Environmental Management
and Coordination Act (EMCA) {on environmental issues}, Pharmacy and Poisons
Act, Cap 244 (on dispensing of pesticides by pharmacists) and the Food, Drugs and
Chemical Substances Act Cap. 254, the Veterinary Surgeons and Veterinary Para-
Professionals Act No. 29 of 2011.
The PCPB legal environment must be in line with international conventions and
address emerging issues to enable it to facilitate trade, safeguard the environment
and enhance consumer safety in the use of pesticides.
Economic Factors
The agriculture sector contributes about 26% of the GDP, about 75% of industrial
raw materials and 60% of export earnings. The sector accounts for 65% of Kenya‟s
total exports, 18% and 70% of the formal and informal employment, respectively.
Recently Kenya attained middle income status. The country‟s economic growth
coupled with the government‟s commitment to revitalize agriculture through
Agricultural Sector Development Strategy, is expected to lead to increased use of
pesticides, calling for PCPB to intensify its regulatory role in line with local and
international requirements.
The increased acreage under irrigation as stipulated in the Vision 2030 Agriculture
sector flagship project will lead to more use of PCPs and increased food production.
15
The emerging trends in the global market have led to changes in the supply chain in
pest control products such as huge imports from non-traditional sources. This calls
for enhanced controls. The government has implemented the single window system
and online processing of import/export licenses through KENTRADE. This will
require PCPB to fully integrate the PCPB database with the KENTRADE network.
Social- Cultural Environment
PCPB operates in a highly dynamic social cultural environment which makes it
necessary to keep pace with changes taking place in this environment in order to
remain relevant to the needs of our customers. There are some rural areas where
the awareness levels and knowledge about pesticide use are still low, which calls for
increased training and awareness creation. This will reduce the incidences of health
issues arising from use/misuse of pesticides. In the process of seeking affordable
inputs, farmers may fall prey to unscrupulous traders of illegal products that may not
be safe for use. This therefore may increase the challenges for PCPB in its
regulatory role.
PCPB envisages an opportunity to regulate training and awareness creation on
pesticides through capacity building and accreditation of trainers for a
comprehensive approach to supplement PCPB efforts.
Some practices on pesticide use also have a direct impact on PCPB activities, in that
some users stick to traditional practices. They may resist new approaches to safe
pesticide use.
Technological Environment
Advancement in technology has increased customer awareness and stakeholder
expectations. The demands for efficient service and timely information require that
PCPB changes the way it conducts business. PCPB will continuously explore all
possibilities of using modern technology to enable it to be a better engine of
agricultural development and at pace with modern business approaches. This will
include the use of GIS and GPS to map premises. It is now possible to access all
important information about PCPB services on the website.
16
Environmental Factors
Chemical pesticides may largely have a negative impact on the environment. This
calls for strict risk assessment, management and mitigation to ensure environmental
protection. The increased consumer awareness, health and safety concerns call for
reduced use of toxic products in favour of safer PCPs. Further, newer technologies
for pest and disease management are required for environmental sustainability. In
addressing the environmental safety and consumer health, PCPB will modernize
regulations to accommodate emerging issues.
Globally, the international markets access for our horticultural produce require
adherence to strict food safety standards thus demanding increased pesticide
regulatory burden for PCPB.
The vagaries of climate change may lead to development of new animal and plant
pests and diseases, change in their distribution, virulence and prevalence. This
requires PCPB to keep abreast with the changing environmental conditions.
2.5 Stakeholder Analysis
Stakeholders are individuals, groups or institutions that may be affected by strategic
choices made by PCPB or can affect the outcome of the proposed strategies.
Understanding the stakeholder concerns is vital for successful strategic planning.
The Board‟s key stakeholders include the following:
Agro chemical industry: These are individuals and entities involved in pest
control products business e.g. registrants, agents, distributors, stockists,
formulators/ manufacturers.
Employees: These are the people employed by PCPB to execute the day to
day functions.
International organizations: These are organizations with whom PCPB
interacts on matters of pest control products e.g. registration guidelines,
17
regulation and conventions. The organisations include: FAO, UNEP, ICIPE
among others.
Media: These are print and electronic media for communication. They expect
open dissemination of information while PCPB expects fair and objective
publicity.
Farming community and other PCPs users: These are the main consumers
of pesticides. Their expectations from PCPB include safe and high quality
pest control products, guidelines on usage, disposal and timely information on
the products.
General public: The public uses the pesticides which, in addition to being
useful for increased food production, are inherently poisonous. PCPB has a
duty to the general public to ensure that only high quality pesticides are in use
and also to guarantee safety to users. The public expects timely and reliable
information on pesticides.
Academic training and research institutions: These impart knowledge and
skills to PCPB staff and the general public. They also conduct research on
various issues relating to PCPs. They expect partnership in research and
policy formulation. PCPB also imparts knowledge and serves as a reference
point on matters pesticides.
Parent Ministry and other relevant government agencies e.g. Ministry of
Health, NEMA, KEPHIS, KRA: The parent ministry provide policy direction,
resources and backstopping. NEMA and KEPHIS have a stake in
environmental conservation and plant health matters, respectively.
Non-Governmental agencies e.g. Fresh Produce Exporters Association of
Kenya, Kenya Flower Council play an important role in addressing market
requirements.
18
CHAPTER THREE: STRATEGIC MODEL
3.1 Vision, Mission and Core Values
The role of PCPB is to safeguard the animal, human and plant health and
environmental safety. To effectively undertake its mandate in a dynamic
environment, PCPB envisions a modern regulatory system capable of responding to
the needs of its clients. This entails evolving from a purely policing organization to a
customer focused and quality assurance system.
Our vision, mission and core values have been redefined to re-position the
organization in line with the envisioned system.
Vision
To be a world class regulatory agency of pest control products.
Mission
To provide professional, efficient and effective regulatory services for manufacture, trade,
safe use and disposal of pest control products while ensuring safety to humans, animals and
the environment.
Core Values
The Board in conducting its business and in relating with clients and stakeholders will
continue to uphold the following values:
Professionalism
The Board will uphold competence in enforcing set quality standards in service delivery.
Equity and Equality
The Board will promote fairness and equal distribution of resources and services at all levels.
PCPB has adopted the principle of equity and equality when recruiting, promoting and
remunerating staff.
Confidentiality
All employees subscribe to the provisions of the Official Secrets Act. PCPB shall also ensure
confidentiality of Confidential Business Information (CBI) and protection of regulatory data so
that it is only available to those who have authority to access.
Customer Focus
PCPB shall at all times be customer focused to ensure high levels of customer satisfaction in
service delivery.
19
Integrity
PCPB shall uphold honesty, uprightness and reliability while executing its mandate.
Team Work
PCPB will endeavour to attain targeted results through high level of coordination, networking
and collaboration within its staff.
3.2 Mandate and Functions
Mandate
The mandate of the Pest Control Products Board includes the following activities:
• Assessing the safety, efficacy, quality and economic value of pest control
products with a view of registering them, if found suitable.
• Assessing suitability of premises used for manufacture/formulation, storage
and distribution of pest control products for purposes of licensing.
• Processing and issuing import permits to ensure that only registered products
are imported and in the right quantities.
• Advising the Cabinet Secretary responsible for Agriculture on all matters
relating to the Provisions of the Act and Regulations made thereunder.
• Monitoring the supply, sale and use of pesticides and ensuring adherence to
quality standards of pest control products from production to use.
• Creating awareness to the general public on all aspects of safety, storage,
handling and use of pest control products.
• Investigating and prosecuting offences related to Pest Control Products Act.
• Supervising the disposal of obsolete or undesired pest control products.
Functions
1. To assess and evaluate pest control products.
2. To consider applications for registration of pest control products
3. To advise the Cabinet Secretary responsible for Agriculture on all matters relating
to the enforcement of the PCP Act.
20
3.3 Overall Goal
The overall goal of PCPB is to safeguard human health and environment, promote
productivity and trade by ensuring users have access to quality and safe pest control
products.
3.3 Key Result Areas
In this review we have identified two Key Result Areas (KRAs);
1. Safeguard human health and environment and increase agricultural productivity
2. Institutional sustainability
3.4.1 Summary of Key Result Areas, Strategic Objectives and Strategies
PCPB identified six strategic objectives with the actionable strategies as indicated in table 1
below. The details of activities envisaged to meet the strategic objectives are summarized in
Annex 1.
Table 1: Key Result areas
Key Result Areas Strategic
Objectives
Strategies
Safeguard human health and environment and increase agricultural productivity
Enhance compliance
of pest control
products to set
standards and
facilitate trade
Quality assurance of pest control
products
Increased National coverage of
PCPB services
Facilitate trade in pest control
products in Kenya and globally
Ensure compliance with set
specifications
Ensure safe, quality
and efficacious pest
control products are
availed to users
Enhanced risk assessment and
mitigation of pest control
products.
Enhanced monitoring of the
quality of pest control products.
Increased collaboration and
benchmarking with leading
pesticides regulators and other
21
relevant international
organizations
Enhance responsible
use of pest control
products and food
safety
Improve safe handling and
effective use of pesticides
through increased public
awareness and trainings.
Improve
management of pest
control products
lifecycle
Promote adoption of cleaner
technologies on pesticide
lifecycle.
Implement pesticide guidelines
and procedures of regional
treaties and international
conventions to which Kenya is a
party to.
Institutional
sustainability
Improve resource
mobilization and
Accountability
Improve internally generated
revenue by 3% each year.
Collaboration with development
partners
Financial Accountability
Improve quality and
efficiency of service
delivery
Enhance human resource capacity
Ensure that the optimal number of
staff are engaged
Enhance skills and competencies
development
Attract and retain competent staff
Enhance PCPB infrastructure
Establish a Pesticide Resource Centre in the Head Quarters (Phase 1)
Initiate construction of a pesticide resource centre (phase 2)
Establish a residue laboratory and Enhance Analytical Capacity in Pesticide formulation
Enhance quality systems
22
Maintain Quality Management System ISO 9001:2008
Develop and implement ISO 17025 on Calibration and Testing for the analytical laboratory.
Improve corporate image and culture
Rebranding
Undertake corporate social responsibilities
Customer satisfaction
Review and implement service
delivery charter
Monitor and evaluate customer
satisfaction
Improve ICT
Acquire and improve ICT
infrastructure and systems.
Legal reforms
Review legal framework to
address the corporate status of
PCPB and conform with emerging
issues
23
CHAPTER FOUR: IMPLEMENTATION OF THE STRATEGIC PLAN
4.1 Introduction
In order to implement this Strategic plan effectively, PCPB will continue addressing structural
bottlenecks and enhance capacity building within itself. It will also engage all the
stakeholders for their contributions and promote innovativeness, creativity and
professionalism towards realization of the strategic plan. PCPB aims to ensure effective
resource mobilization through increasing its revenue base and human resource.
PCPB establishment and the financing framework are as outlined below.
4.2 Structure of the organization
To effectively implement the strategic plan, the Pest Control Products Board adopts the
organizational structure as shown in Annex 2. PCPB consists of the Board of Management
and a secretariat.
4.2.1 Board of Management
The Pest Control Product Board is headed by the Board of management which has the
Chairman and Board Members. The Board is responsible for giving policy directions on
matters related to pest control products and the organisation. There are three Board
committees as follows:
Technical and registration Committee;
Finance and Administration; and
Audit Committee.
Technical and registration Committee
This committee is comprised of technical members representing various organizations
who are also members of the Board. The committee is responsible for:
considering application for registration of pest control products;
deregistration of pest control products;
change of trade names;
consideration of label extensions;
and making technical recommendations for Board considerations
24
Finance and Administration
This committee is responsible for consideration of financial, human resource and
administration issues. The committee makes recommendations to the Board on various
policy issues.
Audit Committee
The committee is responsible for receiving and considering audit reports from internal
audit on various operational and management issues so as to propose internal control
measures. The committee also examines external audit reports and advices the Board of
Management accordingly.
4.2.2 The Board Secretariat
The secretariat is headed by the Chief Executive Officer/Secretary who provides overall
policy and technical guidance to the Board. The CEO is responsible for day to day
management of the organization. The PCPB secretariat is organized into the following
departments
Registration and Analysis
Compliance and Enforcement
Corporate Services
Registration and Analysis Department
The department is headed by General Manager who is responsible for overall
coordination of the registration and analysis department pertaining to strategic planning,
departmental budgeting, policy formulation and review, management of pesticide
registration, reviews and guidelines and quality monitoring of pesticides. To implement
the strategic plan the department will be responsible for the following functions:
i. Evaluation of technical dossiers;
ii. Import/ export processing;
iii. Monitoring of efficacy trials;
iv. Setting standards and guidelines;
v. Quality analysis of pesticides;
vi. Post registration surveillance among other activities
25
Compliance and Enforcement Department
The department is headed by General Manager who is responsible for implementing the
legal provisions for compliance to the Pest Control Products Act and related regulations.
To implement the strategic plan the department will be responsible for the following
functions:
i. Enhancing compliance;
ii. Enforcement of the PCP Act and regulations;
iii. Creating awareness to the general public on all aspects of safety, storage,
handling and safe use of pest control products;
iv. Investigating and prosecuting offences related to pest control products Act;
v. Supervising the disposal of obsolete or undesired pest control products;
vi. Monitoring of adherence to quality standards of pest control products from
production to use;
vii. Setting standards and guidelines;
viii. Engaging Stakeholders on safe use of pest control products.
Corporate Services Department
The department is headed by General Manager who is responsible for the Board
corporate matters, Finance, Human Resources Management and other support services
for the Board. To implement the strategic plan the department will be responsible for
matters relating to human resource, finance and administration functions.
4.3 Staff Establishment & Requirements
The Pest Control Products Board‟s major strength is in its staff establishment and capacity.
A major strategic focus of this plan is to build staff capacity and provide the environment
necessary for their productive service delivery. PCPB will ensure continuous training of staff
in order to impart them with the relevant knowledge and skills as well as regular staff
promotions and filling of vacant positions as and when necessary.
PCPB has a staff size of 74 officers in post against an authorized establishment of 141, an
indication that it relies only on a 52.5 % of its human resource capacity requirement. There
are thus 67 vacancies spread across all cadres which are not currently filled. Current levels
of staffing are captured in Annex 3. Table 2 below provides a summary of the Board‟s
establishment.
The analysis shows clearly that there is need for PCPB to have adequate staff to enable it
carry out its mandate and functions. Further, the Board will build capacity of its staff for
26
improving internal efficiencies and accountability. Consequently, career and succession
management strategy for the cadres administered by the PCPB will be reviewed to
incorporate emerging issues. This will ensure continuity of efficient service delivery in the
Board and thus smooth succession management in the public service.
27
Summary of Staff Establishment
Table 2: Staff Establishment
Designation/Department Establish
ed Posts
Filled Posts Vacancies
N
o
% N
o
%
CEO/Secretary 1 1 100% 0 0.%
General managers 3 0 0.0% 3 100%
Compliance service 42 21 50% 21 50%
Registration and Analysis 46 10 21.7
%
37 78.3
%
Corporate services 49 43 87.7
%
6 12.3
%
TOTAL 142 75 67
4.4 Resources
In order to implement this strategic plan, PCPB will mobilize adequate resources from the
Government and its own revenue collection as well as savings realized through prudent
management of available resources.
4.4.1 Resource requirements
One of the critical assumptions that PCPB is making for effective implementation of this
Strategic Plan is availability of required resources. Table 3 shows the projected recurrent
and development budget resource requirements for the implementation of various strategic
plan objectives.
Table 3: Resource requirements
Resource requirements
2016/17
(Kshs „000)
2017/18
(Kshs „000)
2018/19
(Kshs „000)
2019/20
(Kshs „000)
2020/21
(Kshs „000)
Recurrent
Expenditure
130,005 143,005.5 157,306.05 173,036.66 190,340.32
Development
Expenditure
78,199 86,018.90 94,620.79 104,082.87 114,491.16
Total 208,204 229,024.4 251,926.84 277,119.53 304,831.48
28
4.4.2 Strategies for Resource Mobilization
To implement the proposed activities, the Board will put in place resource mobilization
strategies which include:
a) Support from the Government
The Government is the major financier of the Board. The PCPB plans to lobby for
additional funding from the Government.
b) Revenue collection
Currently the PCPB gets its revenue from registering new pest control products, renewal
of products registration, premises licence fees and import/export licence fee. To increase
its revenue base, the PCPB will revise existing licence fees and consider the introduction
of new fees for the services that are presently offered for free.
c) Prudent Management of Available Resources
PCPB will put in place measures to ensure prudent resource management. These will
include:
i. Implementation of efficient and effective processes and procedures. This will
include use of fuel cards, preventive maintenance of office equipment and assets,
advertisement though the Board‟s website and minimise printing and
photocopying.
ii. Stringent financial discipline.
iii. Adequate risk assessment and management.
4.5 Risk management
The table 4 below provides a summary of the range and types of risks the PCPB anticipates
during the course of the implementation of this strategic plan and how it intends to mitigate
them.
Table 4: Risks and Risk Management
Risk Ranking Strategy for Mitigation
Inadequate funding High Enhanced resource mobilization and
optimization of available resources
High staff turnover Medium Establish a competitive and equitable
remuneration and benefits system to enhance
employee satisfaction and staff retention
Overlapping Medium Coordination and harmonization with the
29
Risk Ranking Strategy for Mitigation
Legislation relevant stakeholders
Enactment of PCP
Bill
Medium Sensitizing Policy Makers on the need for
speedy enactment
Increased cases of
litigation
Medium Efficient lawful and fair administrative action
Changing market
standards
Medium Keep abreast with global trends in trade and
market standards
Institutional reforms High Sensitizing Policy Makers on the critical role of
PCPB
30
CHAPTER FIVE: MONITORING & EVALUATION
5.1 Monitoring
The implementation of the strategic plan shall be closely monitored to ensure its
accomplishment. The monitoring process will help determine whether the implementation
is on course and establish the need for any amendments in light of the changing
business and operating environment. Monitoring and control systems will be established
at all levels. These will include progress reports, review meetings, budgets and
budgetary control systems.
Review meetings will be held annually where the management will receive and review
progress reports indicating overall progress made on key strategic objectives. The nature
and scope of reporting will include:
• Progress made against plan;
• Causes of deviation from plan;
• Areas of difficulties and alternative solutions that may adversely affect
implementation.
The Plan alone does not mean the achievement or implementation of the strategy and its
objectives. Monitoring and Evaluation provides the backup necessary to ensure that
objectives are achieved. During the formulation of the strategy, implementation plan
indicators and projections sometimes based on past experiences and certain
assumptions. These, however, may change in the course of the implementation and thus
a management control system will be necessary to ensure the plan stays on course.
The following measures will be considered:
• Performance standards and targets: The annual performance contracts of the senior
management team will comprise of targets drawn from the strategic plans;
• Performance measurements or indicators;
• Performance evaluation (staff, midterm, internal and external).
The strategic control mechanisms will include:
Action Plans.
31
To check whether the results produced by the implemented activity, were
those forecasted as outputs and whether they were achieved according to stated
performance measurement.
The Chief Executive/Secretary to the Board will form a strategic plan monitoring
committee to be tracking specific activities associated with the implementation of the
plan.
5.2 Evaluation of the Strategic Plan
At the end of the Strategic Plan period PCPB will conduct an assessment to establish the
level of accomplishment of the strategic objectives.
32
LIST OF REFERENCES
1. Agricultural Sector Development strategy 2010 - 2020
2. Constitution of Kenya 2010
3. Environmental Management and Coordination Act Cap 387
4. Foods, Drugs and Chemical Substances Act Cap 254
5. Government of the Republic of Kenya, 2013. Second Medium Term Plan 2013-2017:
Transforming Kenya: Pathway to Devolution, social Economic Development and
National Unity
6. Kenya Plant Health Inspectorate Service Act 54 of 2012
7. Pest Control Products Act, CAP 346 Laws of Kenya
8. Pest Control Products Board 2015: Standard Operating Procedures
9. Pest Control Products Board Strategic Plan 2011-2015
10. The Pest Control Products Bill, 2015
11. Pharmacy and Poisons Act Cap 244
12. The Presidency Ministry of Devolution and Planning: Strategic Plan Preparation
Guidelines 2013/14 – 2017/16
13. The shared Manifesto of the Coalition between The National Alliance (TNA) and the
United Republican Party (URP), The National Rainbow Coalition (NARC) and The
Republican Congress (RC) 2013 – 2017. Transforming Kenya: Securing Kenya‟s
Prosperity
14. Veterinary Surgeons and Veterinary para-professionals Act Cap 366
33
ANNEX 1: IMPLEMENTATION MATRIX
Strategy Activity Output Key indicator
Reporting schedule
Target for 5 years
Timeframe
Budget (millions)
Responsible
Strategic Objective 1: Enhance compliance of pest control products to set standards and facilitate trade
Quality assurance of pest control products
Post registration surveillance
Number of samples analyzed
Reports Annual 1700 Annually Ksh,2 million HOD, Registration and Analysis
Increased National coverage of PCPB services
operationalize border posts
Deploy staff in border posts
Lamu
ICD, Embakasi
J.K.I.A
Wider coverage
Annual 3 border post operational
June 2019 Ksh.5 million MD, HODs compliance and human resource
Facilitate trade in pest control products in Kenya and globally
Issue export/import permits
Imports/ Exports permits register
No. of permits processed
Annually 100% Annually 0 HODs: Registration & Analysis, Inspection, Accounts
Ensure compliance with set specifications
1. Enhance and increase inspection activities through the supply chain
Number of premises visited and inspected
Reports Annually 7150 Annually Ksh,75 million HOD compliance and enforcement , regional managers
34
2. Assess new labels for compliance
Approved labels
No of labels approved
Annually 600 120 annually 0 HOD Registration and analysis
3. Survey on label compliance
Survey Report Survey report
Annually 1100 220 annually Ksh.1 million HOD Registration and analysis
Strategic Objective 2: Ensure safe, quality and efficacious pest control products are availed to users
Enhanced risk assessment and mitigation of pest control products.
Undertake technical evaluation of pest control products
Draft Assessment reports.
No. of permits issued
No. of products considered.
Annually 100% 100% Ksh.4.2 milion HOD, Registration & Analysis
Evaluate new applications of pesticide for completeness for registration focusing on safety, economic value, quality and efficacy
Dossiers evaluated
Number of dossiers
Annually 100% 100% 0 HOD Registration and analysis
Enhanced monitoring of the quality of pest control products.
Monitor all local Biological efficacy trials ( All accredited institutions)
Monitoring reports
Number of institutions monitored
Annually 100 20 annually Ksh,5 million HOD Registration and analysis
Accreditation and reaccreditation
collaborating agencies
Trial sites evaluated
Duly filled Form RA 5
Annually 100% 100% Ksh.3 million HOD, Registration & Analysis
35
Increased collaboration and benchmarking with leading pesticides regulators and other relevant international organizations
Identify international regulators and development partners to collaborate with
List of regulators and other collaborators collaborated with
-Personnel competence -Report of proceedings -Improved risk assessment
Annual 5 Annual 0 HOD Registration& Analysis
Strategic Objective 3: Enhance responsible use of pest control products and food safety Improve safe handling and effective use of pesticides through increased public awareness and trainings. .
Prepare and disseminate information on specific topical pesticide issues using print and electronic media
Publications and media programs Updated website
Number of publications printed Up to date website
Annually 2 Annually Ksh.750,000
HOD, Enforcement and compliance, Registration and Analysis, Administration, ICT
Disseminate information on safe use and food safety during exhibition, field days, trainings, agricultural shows and trade fairs
Information disseminated in seminars, field days, agricultural shows and road shows
Number of fora participated in
Annually 250 50 annually Ksh.7.5 million
HOD compliance and enforcement , regional managers
Hold meeting with industry technical staff on compliance requirements.
Meetings held Number of meetings
Annually 15 3 annually 1.125 million HOD Registration and analysis
36
Organize and conduct training of accredited institutions/individual
Training organized
No. of participants trained
Once One December 2017 Kshs. 2 million HOD Registration and analysis
Develop guidelines for pesticide trainers to undertake pesticide use and safety training
Guidelines developed Curriculum developed
Workshops held to develop curriculum and guidelines
JUNE 2016- JUNE 2017
2 2016 0 MD, HODs compliance ,registration and stakeholders
Strategic Objective 4: Improve management of pest control products lifecycle
Promote adoption of cleaner technologies on pesticide lifecycle.
Oversee and supervise commercial disposals of obsolete pesticides and waste.
Disposals supervised
Number of disposal certificates issued
Annually 5 1 per year Kshs. 750,000 HOD compliance and enforcement
Implement pesticide guidelines and procedures of regional treaties and international conventions to which Kenya is a party to.
Participate in international standards and guidelines setting forums
-Implemented guidelines -List of partners to collaborated with
-Report of proceedings -Improved risk assessment
Annual 6 Annual Kshs. 12.5 million
HOD Registration& Analysis; HOD Compliance
Revise relevant pest control products guidelines
Revised guidelines
No. of guidelines
Continuous 100% Continuous Kshs. 1.2 million
HOD Registration and analysis
37
Strategic Objective 5: Improve resource mobilization and Accountability
Improve internally generated revenue by 3% each year.
Adopt effective technology in revenue collection
Revenue collected
Amount in Kshs.
Annually 3% 65M annually 0 Head, finance and planning
Lobby for increase in budgetary allocation from TNT
Increased budgetary allocation
Amount in Kshs.
Annually 2.5% 2.5% of 86M annually
0 Head, finance and planning
Collaboration with development partners
Prepare concept papers for funding
Funding Proposals developed.
Number of proposals developed
Annually 5 1 Ksh.500,000 Head, Registration and Analysis, Head, Finance and Planning
Financial Accountability
Adhere to the set procurement plan and approved budgets
Annual budget Final Accounts
Approved budget and Audited Accounts
Annually 5 1 Ksh.500,000 Head, Finance and Planning
Strategic Objective 6: Improve quality and efficiency of service delivery
Enhance human resource capacity
Ensure that the optimal number of staff are engaged
Effective recruitment and selection
Recruited staff No. of staff recruited
Continuous 12 Continuous Ksh.46 million HOD, HR and Administration
Induction, coaching and mentoring programs
Inducted, coached & mentored staff
No. inducted, coached & mentored
Continuous 100% Continuous Kshs. 400,000 HOD, HR and Administration
38
Enhance skills and competencies development
Prepare and implement annual training programs
Annual training programs prepared and implemented
Training Certificates
Continuous 100% Continuous Kshs. 12.5 million
HOD, HR and Administration
Attract and retain competent staff
Review terms and conditions of service
Reviewed terms and conditions of service
Reviewed terms and conditions of service
In the 2nd
& 5
th year
100% 2017 Ksh.3 million HOD, HR and Administration
Review of organization structure, career guidelines, HR policy and procedures manual, salary structure.
Revised organizational structure, career guidelines, HR policy and procedures manual and salary structure
HR policies and procedures
Continuous 100% December 2016 Kshs. 4 million HOD, HR and Administration
Conduct job evaluation
Job evaluation conducted
Job evaluation report
2019 100% 2019 Kshs. 8 million HOD, HR and Administration
Development of staff retention schemes
Retention schemes
No. of retention schemes established
2nd
to 5th
year 100% December 2018 Ksh.25 million HOD, HR and
Administration
39
Enhance PCPB infrastructure
Establish a Pesticide Resource Centre in the Head Quarters (Phase 1)
Obtain necessary infrastructure and equipment
Phase 1 of Resource center established
Operational resource center
Annual Operational resource center
Dec. 2018 Kshs. 3 million HOD, Registration and Analysis, Enforcement and Compliance
Initiate construction of a pesticide resource centre (phase 2)
-Obtain relevant statutory approvals -Engage consultant/contractor, initiate \construction
Phase 2 of Resource center initiated
Operational resource center
2019 Initiated construction of resource center
Dec. 2019 0 HOD, Registration and Analysis, Enforcement and Compliance, Accounts
Establish a residue laboratory and Enhance Analytical Capacity in Pesticide formulation
-Obtain relevant statutory approvals -Obtain necessary equipment for formulation laboratory, facilities and staff
-Equipped lab -Physical facilities -staff
Equipment, facilities & staff in place
December 2016
Established residue laboratory and equipped residue laboratory
Dec. 2016 Kshs. 70 million HOD, Registration and Analysis
Engage consultant/contractor, initiate and complete construction
Contractor identified
Signed contract document
December 2019
Established residue laboratory and equipped residue laboratory
Dec. 2019 Kshs. 150 million
HOD, Registration and Analysis
Enhance quality systems
Maintain Quality Management System ISO
Undertake surveillance audits
Surveillance audit undertaken
No. of surveillance audits undertaken
Annually Certification maintained
Annually Ksh.1. 5 million QMR
40
9001:2008
internal audits Internal audits undertaken
No. of internal audits
Annually Certification maintained
Annually Ksh.5 million QMR
Conduct management review meetings
Management review meetings held
No. of management review meetings
Annually Certification maintained
Annually Kshs. 2 million QMR
Develop and implement ISO 17025 on Calibration and Testing for the analytical laboratory.
Develop and implement SOPs, quality manual and Quality Systems
SOPs, quality manuals developed and implemented
SOPs and quality manual in place
Annual Certification obtained
2017 Ksh.500,000 Head, Registration and Analysis
Obtain accreditation
Accreditation obtained
Accreditation certificate
Annually Lab accredited
2018 Ksh.1.5 million Head, Registration and Analysis
Improve corporate image and culture
Training in change management
Trained staff Number of staff trained
Annually 100% 2019 Ksh.2 million Human Resource and Administration
Rebranding Design a new Logo, Corporate colour and publicity materials
Designed Logo, Corporate colour and publicity materials
New Logo, Corporate colour and publicity materials
Annually 100% 2019 Ksh.1 million Human Resource and Administration
Undertake corporate social responsibilities.
Establish a policy for CSR
Established and documented CSR policy
CSR policy Dec 2016 100% 2016 0 Human Resource and Administration
Identify CSR partners
List of CSR partners
No. of CSR partners
Annually 100% Annually 0 Human Resource and Administration
Implement identified CSR programs
CSR implemented programs
No. of CSR activities undertaken
Annually 5 1 per year
1.5 million Human Resource and Administration
Customer satisfaction
41
Review and implement service delivery charter
Review service delivery charter
Monitoring and evaluation report
Service charter reviewed and implemented
Annually 1 Annual Kshs. 1 million Human Resource and Administration
Monitor and evaluate customer satisfaction
Undertake customer satisfaction survey
Customer satisfaction survey report
Customer satisfaction survey undertaken
Bi annually 2 Every two years Kshs. 2 million Human Resource and Administration
Improve ICT
Acquire and improve ICT infrastructure and systems.
Implement ICT strategy
ICT strategy implemented
No. of ICT strategies implemented
Continuous 100% Continuous Kshs. 10 million Human Resource and Administration
Publish list of registered products and avail on PCPB website/
Published list Number of updates
Continuous 100% Continuous 0 HOD Registration and analysis
Continually update PCPB SMS service
Updated SMS service
Number of updates
Continuous 100% Continuous Kshs. 3 million HOD, Compliance and Enforcement
Legal reforms
Review legal framework to address the corporate status of PCPB and conform with emerging issues
Finalize PCP Bill
Draft Bill finalized
Draft Bill Annual 100% Annual Kshs. 10 million HOD, Compliance and Enforcement
Review PCP Regulations in line with the new Act
PCP Regulations reviewed
PCP Regulations
Annual 100% Annual Kshs. 2 million HOD, Compliance and Enforcement
Review labelling regulation in line with Global harmonized system (GHS)
Revised labelling guidelines and regulations
Revised labelling guidelines and regulations
Annual 100% Annual Kshs. 1.5 million HOD Registration and analysis
42
ANNEX 2: PCPB ORGANIZATION STRUCTURE
Asst. Manager
Analysis Asst. Manager
Compliance HRM Unit
Legal Unit
Manager
Finance & Planning
Manager
HRM & Admin
Accounts
Audit Unit
SCMM Unit
ICT Unit
Admin.Unit
Planning
Manager
Compliance
Manager
Enforcement
Manager
Analysis
Manager
Registration
Asst.
Manager
Registration
IEC
Board of Directors
CEO/Secretary
General Manager
Corporate Services General Manager
Compliance Services
General Manager
Quality Services
Ass.Manager
Enforcement
43
ANNEX 3: PCPB STAFF ESTABLISHMENT
Designation PCB Scale Current
Establishment
Approved
Establishment
Ideal Number
1 Chief Executive Officer/ Secretary 1 1 1 1
Sub Total 1 1 1
COMPLIANCE SERVICES
2 General Manager, Compliance Services 2 1 1 1
3 Manager, Inspection/Compliance 3 4 7 7
4 Asst. Manager, Inspection/Compliance 4 8 8 6
5 Chief Pesticide Inspector 5 5 5 5
6 Senior Pesticide Inspector 6 6 6 6
7 Pesticide Inspector I 7 6 6 6
8 Pesticide Inspector II 8 10 10 10
Sub Total 40 40 41
QUALITY SERVICES
9 General Manager, Quality Services 2 1 1 1
10 Manager, Registration/Analysis 3 4 4 4
11 Asst. Manager, Registration/Analysis 4 9 8 6
12 Chief Pesticide Analyst/ Registration
Officer 5 5 5
5
13 Senior Pesticide Analyst/ Registration
Officer 6 7 7
7
14 Pesticide Analyst I/ Registration Officer I 7 4 4 4
44
Designation PCB Scale Current
Establishment
Approved
Establishment
Ideal Number
15 Pesticide Analyst II/Registration Officer II 8 4 4 4
17 Asst. Chief Laboratory Technologist 6 1 1 1
18 Laboratory Technician 7 2 2 0
19 Senior Laboratory Technologist 7 2 2 2
20 Senior Laboratory Technician 8 1 1 1
21 Laboratory Technologist I 8 2 2 2
22 Laboratory Technician I 9 2 2 1
23 Laboratory Technologist II/III 9/10 2 2 2
24 Laboratory Technician III/II 10/11 2 2 1
Sub Total 48 47 41
CORPORATE SERVICES
25 General Manager, Corporate Services 2 1 1 1
26 Manager, Human Resource Mgt. 3 1 1 1
27 Manager, Finance & Planning 3 1 1 1
28 Planning Officer 4/5 1 1 1
29 Legal officer 3/4 0 1 1
30 Chief Communications Officer/Senior
Communications Officer 4/5 0 1
1
31 Senior Accountant/Chief 5/6 1 1 1
Assistant Human Resource Manager 4 0 0 1
32 Chief/Senior Human Resource
Management Officer 5/6 1 1
1
45
Designation PCB Scale Current
Establishment
Approved
Establishment
Ideal Number
33 Administrative officer I/II 7/8 1 1 1
34 Supply Chain Mgt. Officer I/II 7/8 1 1 1
35 Accountant I/II 7/8 1 2 3
Senior ICT Officer 6 0 0 1
36 ICT Officer I/II 7/8 1 1 1
37 Senior/Internal Auditor /I 6/7 1 1 1
38 Executive Secretary 7 1 1 1
39 Human Resource Management Officer I/II 7/8 1 1 1
Senior Personal Secretary 8 0 0 1
40 Personal Secretary I/II 9/10 2 2 3
41 Senior Driver I/II/III 10/11/12/13 11 11 13
42 Senior / Higher Clerical Officer 11/12 8 10 10
43 Senior Telephone operator I/II
Receptionist 11/12 1 1
2
44 Senior Office Assistant/ I/II 12/13/14 10 10 10
Sub total 36 52 58
Grand Total 140 142 141