Strategic Plan - nongyao.chemlinked.com · PCPB Strategic Plan 2011 - 2015 PCPB Strategic Plan 2011 - 2015 Promoting Productivity and Safeguarding Human Health & the Environment operation

(2011 - 2015)Strategic Plan

(2011 - 2015)Strategic Plan

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Our VisionTo be a world class regulatory agency for pest control products.

Our MissionTo provide professional, efficient and effective regulatory service for manufacture, trade, safe use and disposal of pest control products while

ensuring safety to humans, animals and the environment.

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Promoting Productivity and Safeguarding Human Health & the Environment

PCPB Strategic Plan 2011 - 2015PCPB Strategic Plan 2011 - 2015

[A Statutory Organization of the Kenya Government]

STRATEGIC PLAN

(2011 - 2015)

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PCPB Strategic Plan 2011 - 2015PCPB Strategic Plan 2011 - 2015 PCPB Strategic Plan 2011 - 2015PCPB Strategic Plan 2011 - 2015

Our Core Values

Professionalism

Confidentiality

Fairness

Accountability

Customer Focus

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ContentsOur Vision....................................................................................................................................iOur Mission.................................................................................................................................iCore Values..................................................................................................................................iContents......................................................................................................................................iiList of Abbreviations and Acronyms........................................................................................ivForeword....................................................................................................................................vPreface.......................................................................................................................................viiExecutive Summary...................................................................................................................viii

1 Introduction and Institutional Review .......................................................11.1 Background...........................................................................................................................11.2 Establishment of the Board................................................................................................11.3 Functions and Mandate.......................................................................................................2 1.3.1 Functions.....................................................................................................................2 1.3.2 Mandate.......................................................................................................................21.4 Past Performance.................................................................................................................31.5 Rationale for review of the strategic plan........................................................................31.6 Challenges faced..................................................................................................................4

2 Vision, Mission and Core Values..............................................................52.1 Vision....................................................................................................................................52.2 Mission.................................................................................................................................52.3 Core Values..........................................................................................................................5

2.3.1 Professionalism..........................................................................................................52.3.2 Confidentiality...........................................................................................................52.3.3 Fairness......................................................................................................................52.3.4 Accountability...........................................................................................................52.3.5 Customer Focus........................................................................................................5

2.4 Key Result Areas................................................................................................................62.5 Stakeholder Analysis.........................................................................................................6

3 Situational Analysis.............................................................................73.1 Kenya’s Development Agenda.........................................................................................73.2 Agriculture and the Economy..........................................................................................73.3 Political, Economic, Social-Cultural, Technological, Environmental and Legal (PESTEL) Analysis.................................................................................................................8

3.3.1 Political and legal factors.....................................................................................83.3.2 Economic factors....................................................................................................93.3.3 Social- cultural Environment................................................................................93.3.4 Technological Environment...................................................................................103.3.5 Environmental Factors..........................................................................................10

4 SWOT Analysis..................................................................................114.1 Strengths.............................................................................................................................114.2 Weaknesses........................................................................................................................114.3 Opportunities.....................................................................................................................114.4 Threats/Challenges...........................................................................................................12

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5 Strategic Goal and Objectives...................................................................135.1 Overall Goal............................................................................................................................135.2 Strategic issues.......................................................................................................................135.3 Strategic Objectives...............................................................................................................13

5.3.1 Objective 1: Ensure Institutional Sustainability..............................................................145.3.2 Objective 2: Enhanced Capacity Building on Pesticide Regulation...............................145.3.3 Objective 3: Enhanced Compliance of Pest Control Products to Set Standards.............145.3.4 Objective 4: To Safeguard Human Health and the Environment from Pesticide Risks...145.3.5 Objective 5: Enhance Information Flow and Communication........................................14

6 Implementation Of The Strategic Plan.........................................................156.1 Management Activities.........................................................................................................156.2 Implementation Approaches................................................................................................156.3 Organizational Structure......................................................................................................16

7 Monitoring and Evaluation......................................................................177.1 Monitoring and Evaluation at Board’s level......................................................................177.2 Monitoring and evaluation at management level.............................................................17

Annex 1. Implementation Matrix.....................................................................18

Annex 2: Organization structure – Pest Control Products Board...............................28

Annex 3: Corporate Financial History and Projections ..............................................29

Annex 4: Model instrument for Monitoring and evaluating the plan........................33

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List of AbbreviAtions And ACronymsASDS : Agricultural Sector Development Strategy

BSC : Balanced Score Card

CEO : Chief Executive Officer

CSR : Corporate Social Responsibility

EMCA : Environmental Management and Co-ordination Act

ERS Economic Recovery Strategy for Wealth and Employment Creation

FAO : Food and Agriculture Organization of the United Nations

GDP : Gross Domestic Product

GEP : Good Experimental Practice

GIS : Geographical Information Systems

GLP : Good Laboratory Practice

GMP : Good Manufacturing Practice

GPRS : General Packet Radio Service

HIV/AIDS : Human Immunodeficiency Virus/ Acquired Immunodeficiency Syndrome

HoD. : Head of Department

HR : Human Resource

ICT : Information and Communication Technology

ISO : International Standards Organization

JKIA : Jomo Kenyatta International Airport

M & E : Monitoring and Evaluation

MoA : Ministry of Agriculture

MDGs : UN-Millennium Development Goals

MRL : Maximum Residue Level

PCP : Pest Control Product

PCPB : Pest Control Products Board

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

SOPs : Standard Operating Procedures

SRA : Strategy for Revitalizing Agriculture

SWOT : Strengths, Weaknesses, Opportunities and Threats

TNA : Training Needs Assessment

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foreword

The Pest Control Products Board is a statutory organization established in 1985, to regulate

pest control products traded within Kenya. The underlying factor necessitating the formation

of the Board was the recognition of the fact that although pesticides are key to agricultural

production, they are toxic substances that 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 the regulation of the importation and exportation, manufacture, advertisement,

supply, storage, distribution and use of pest control products, while mitigating their potential

harmful effects to the environment.

In order to effectively fulfill its mandate, the Board collaborates and networks with various

stakeholders both locally and internationally, in the critical areas of training on safe and

effective use of pesticides, exchange of information and technical analysis among others.

While significant achievements have been made since the establishment of the organization,

it has become necessary for us to review our strategic plan formulated in 2004 to reposition

our organization in view of the dynamism in our operating environment. The review has

been done with the aspirations of vision 2030 and other policy documents of the Kenyan

Government in mind. The overall objective of the review however remains that of developing,

programming and communicating strategies for the realization of the PCPB’s mandate, in view

of the changing operating environment.

The review process has provided us with a plan that sets clear goals and describes a number

of strategies and action plans that will move us towards that goal. However, while this is a

major step, it is the actual implementation of the strategies contained therein that will help

us to achieve the desired outcomes. This calls for commitment, responsibility, dedication,

accountability and a sense of urgency from each and every one of us as well as cooperation

and team work at all levels of the organization. We shall all need to continue pulling together

in one direction. On its part, the Board is committed to doing its best to create an enabling

environment and to provide leadership and direction as expected of it.

To our other stakeholders, please accept my great appreciation for your continued support

and input in whatever form this might have been given. We remain optimistic that this co-

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operation and symbiotic relationship will continue during the next five years. My appreciation

also goes to all the staff of the Pest Control Products Board who were involved in compilation

of this document and to Selwood Consultants for their most valuable guidance towards the

completion of this strategic plan.

Prof. A.N. Guantai (Mrs.)

Chairperson of the Board

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vii

PrefACe This second strategic plan outlines the direction the Pest Control Products Board (PCPB)

intends to take over the next five years in our continued pursuit of effective and efficient

fulfillment of our stated mandate. We have formulated strategies that will enable us to

respond appropriately to the needs, challenges and opportunities of a rapidly changing

operating environment, while still focusing on our primary aim of safeguarding the

environment through regulation of pesticides.

During the review, we have taken into account the government’s national development

plan as contained in vision 2030 as well as the various other policy documents relating

to the agricultural sector, like the Agricultural Sector Development Strategy (ASDS) and

the contribution that PCPB will make in the overall government strategy. We have also

considered emerging issues in human health, food safety and climatic changes among

others. In this regard, the registration of safer PCPs and the removal of older, more toxic

pesticides will be a key focus for us.

We shall continue to ensure that there is safe and effective use of pesticides for increased

crop and livestock products that will competitively access local and international markets.

We shall also ensure that environmental contamination through the use and disposal

of pesticides is significantly reduced by enforcing the adoption of cleaner production

technologies and use of environmentally sound disposal methods.

In order to actualize our reviewed vision, we shall aim at revitalizing the organization

through a review of the current organizational structure, increased use of modern

technology as well as strengthening of our management systems.

The focus of this strategic plan for the next five years will be strengthening our institutional

sustainability, enhanced capacity building on pesticide regulation, enhanced compliance

of pest control products to set standards; safeguarding of human health and environment

from pesticide risks and enhancing information flow and communication both within the

organization and with our stakeholders.

We acknowledge with thanks the valuable input and comments from our stakeholders in

the review process.

Gladys N. Maina

Managing Director/Secretary to the Board

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exeCutive summAryThis five year strategic plan maps the strategies and institutional reforms that PCPB will

implement, both in the short term and in the medium term as we pursue effectiveness

and efficiency in the fulfillment of our mandate as well as support the achievement of the

government’s national goals.

The review of the plan was guided by the mandate from which the vision and mission are

derived. We were also guided by the need to conform to the emerging issues in the global,

regional, as well as the local environment so as to be able to appropriately respond to the

challenges and the opportunities available in these environments.

During the review process, we revised our vision to “A world class regulatory agency for pest

control products”. This will be actualized through the provision of professional, efficient and

effective regulatory service for trade, safe use, and disposal of pest control products while

ensuring safety to humans, animals and the environment. We shall, as an organization, be

guided by our core values of professionalism, confidentiality, fairness, accountability and

customer focus in all our dealings with our stakeholders.

The Board takes cognizance of the fact that the dynamism of the operating environment has

thrust on our path numerous challenges as well as opportunities to excel. In this regard, we

have, following our scouting of the macro and micro environments, arrived at the following

five strategic objectives that we believe will help us respond appropriately to these challenges

as well as opportunities.

Ensure Institutional Sustainabilityi)

PCPB will achieve this objective by developing its own facilities including the head office,

a laboratory and a Resource Centre at Kabete.

Innovatively improving the Board’s financial resources; developing and implementing

quality management systems; developing and implementing a human resource strategy;

improving skills and competences through integrated training and reviewing of the legal

framework to conform to emerging issues.

Enhanced capacity building on pesticide regulationii)

We shall achieve this objective through expanding training and sensitization programmes

to stakeholders; improving safe handling and effective use of pesticides and increasing

public awareness.

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Enhance compliance of pest control products to set standardsiii)

PCPB will attain this objective by decentralizing operations to other areas of the country;

ensuring compliance with set specifications; promoting adoption of Good Manufacturing

Practice, Good Experimental Practice, and Good Laboratory Practice in the pesticides industry

and improving analytical laboratory capacity for pesticides.

To safeguard human health and environment from pesticide risksiv)

We shall achieve this objective by promoting adoption of cleaner technologies in the

pesticide life cycle; benchmarking and implementing pesticide guidelines and procedures;

and increased collaboration, benchmarking and enhanced risk assessment with leading

pesticides registration /regulators internationally.

Enhance information flow and communicationv)

PCPB will achieve the objective by establishing a customer feedback mechanism; improved

information and communication flow within PCPB and with stakeholders; development of a

corporate social responsibility strategy and policy and the development and implementation

of an ICT policy and strategy.

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, follow up and control systems will be established at all levels. These will include

progress reports, review meetings and reports, budgets and budgetary control systems and

reports.

The Chief Executive /Secretary to the Board will be tracking specific activities associated with the

implementation of the plan.

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1

Introduction and institutional review

introduCtion And institutionAL review1

bACkground1.1 Agriculture is the mainstay of Kenyan economy directly contributing 26% of the GDP annually

and another 25% indirectly. The Agricultural sector accounts for 65% of Kenya’s total exports and

provides more than 70% of employment especially in the rural areas. Therefore the agricultural

sector is not only the driver of Kenya’s economy but also the means of livelihood for the majority

of Kenyans. The sector comprises of the following sub-sectors: crops, livestock, fisheries,

land, water, cooperatives, environment, Regional Development and forestry. In sub-Saharan

Africa, Kenya included, pest and disease pose a major challenge to the success of agricultural

productivity. Therefore, effective pest and disease management is key to the sector productivity

and environmental sustainability.

Globally, pesticides play a vital role in pests and diseases management and thus enhancing

agricultural and livestock productivity. However, pest control products are potentially hazardous

to human, animals, plants and the environment. Pest control products as inputs, while enhancing

productivity, their use can impact negatively on food safety, a critical component of food security,

and also the environment. These are key considerations in their regulation through the supply

chain.

It is for this reason that the Board was set up to carry out risk assessments prior to introduction in

the market. This is in accordance with Article 6.1.2 of the FAO International Code of Conduct on

Distribution and Use of Pesticides, which stipulates that Governments should strive to establish

registration schemes and infrastructure under which pest control products are regulated before

release for use in the country.

estAbLishment of the boArd1.2 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. This Act

became operational in 1983 and the Board was established in 1985. The overall direction of the

organization is vested in a Board of Management which is constituted as follows:

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

Two experts in pest control in crop production.b)

Two experts in pest control in animal production.c)

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Four representatives, each from the Ministries of Trade, Environment, d)

Health and Water.

The Government Chemist.e)

The Director of Kenya Bureau of Standards.f)

The Director of Coffee Research Foundation.g)

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

The Director of Agriculture.i)

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

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

or advice it may require.

The Board currently operationalizes its mandate through two technical departments and

one support department. The Registration and Analysis department undertakes registration

and related activities while Inspection, Licensing and Training department is responsible

for licensing, training and enforcement of the provisions of the pest control products Act.

The Finance and Administration department provides the support function. The current

structure has been reviewed to enable the Board effectively perform its functions. The

reviewed structure is as shown in Annex 2 of this report.

funCtions And mAndAte1.3

funCtions1.3.1 1. To assess and evaluate pest control products.

2. To consider applications for registrations of pest control products

3. To advise the Minister for Agriculture on all matters relating to the enforcement

of the PCP Act.

mAndAte1.3.2 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. Monitor the supply, sale and use of approved pesticides.•Processing and issuing import permits to ensure that only registered products •are imported and in right quantities.Advising the Minister (for Agriculture) on all matters relating to the Provisions •of the Act and Regulations made thereunder.Monitoring and ensuring adherence to quality standards of pest control •products from production to use.

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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.•

PAst PerformAnCe1.3.3 The Board since its establishment has continued to play a very important role of regulating

pest control products traded within Kenya. Notably, the Board has continued to undertake

the duties of 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 about the Board and its functions. The strategic plan under review, 2004-

2014 was formulated in 2004. Since then, the Board has made significant achievements,

some of which include the following:The opening of regional offices in Mombasa and Kisumu, thereby decentralizing 1. services that were previously offered solely from the Nairobi office.

Installation of a website, a local area network for sharing information as well as a 2. PCPB data management system. The use of this modern technology has not only enhanced information dissemination to stakeholders but has also improved efficiency in service delivery.

Development of biopesticides guidelines which was and still is the only one in the 3. region.

Review of the Act to raise penalties on malpractices to a deterrent level.4.

Establishment of an own laboratory, thus reducing reliance on external facilities and 5. to support cases in court that require analytical evidence.

Doubling of the Human Resource Capacity. 6.

rAtionALe for review of the strAtegiC PLAn1.4

In spite of the above milestones, it was necessary to review the initial strategic plan (2004-

2014) in order to position PCPB in line with vision 2030 and other policy documents of the

Government. The strategy for revitalizing agriculture (SRA 2004-2014) was the agricultural

sector’s response towards the implementation of the ERS. The SRA has since been reviewed

to the ASDS (Agricultural Sector Development Strategy) 2010-2020 which is aimed at

positioning the agricultural sector in the lead as a key driver for delivering the 10% annual

economic growth rate envisioned under the economic pillar of Vision 2030. Some of the

challenges of implementing the Agricultural Sector Development Strategy include quality

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of agricultural inputs, the legal framework, institutional arrangements and capacity building for

stakeholders. Incidences of unregistered, counterfeited and smuggled PCPs negatively affect crop

and livestock production, human and environmental health. The reopening of the East Africa

Common market poses a major challenge in the regulation of PCPs. To address this challenge, the

government is committed to improving the regulation of PCPs by strengthening the registration,

licensing and inspection to guarantee compliance to both national and international standards

and regulations. Vision 2030 envisages a just and cohesive society with social equity in a clean

and secure environment. In line with this, the Pest Control Products Board seeks to avail PCPs

that meet set national and international quality standards in order to ensure human safety and

protection of the environment. In addition the Pest Control Products Board plays a major role in

public health by registration of pest control products used in control of disease vectors such as

mosquitoes, cockroaches, rodents, mollusks e.t.c.

ChALLenges fACed1.5 During the implementation of the preceding Strategic Plan, there were several challenges that

were faced and which must be addressed for this plan to be effectively realized. Some of the

major challenges include the following:

A dynamic operating environment.i.

Ineffective monitoring and evaluation system.ii.

Inadequate human, financial and physical resources. iii.

Inappropriate staff structures as well as lack of a scheme of service. iv.

Ineffective communication framework within the organization and with v.

stakeholders.

A legal framework that fails to adequately address emerging issues.vi.

Inadequate coverage.vii.

Inadequate ICT capacities.viii.

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vision, mission And Core vALues2 The role of PCPB is to safeguard the animal, human and plant health and environmental safety. The Board, to effectively undertake its mandate in a dynamic environment, 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.

vision2.1 To be a world class regulatory agency for pest control products.

mission2.2 To provide professional, efficient and effective regulatory service for manufacture, trade,

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

and the environment.

Core vALues2.3 The Board in conducting its business and in relating with clients and stakeholders will continue to

uphold the following values:

ProfessionALism2.3.1 The Board will uphold competence in enforcing set quality standards in service delivery.

ConfidentiALity2.3.2 The Board shall ensure that information is preserved so that it is only available to those who

should have access to it.

fAirness2.3.3 The Board shall carry out its mandate with impartiality.

ACCountAbiLity2.3.4 The Board in service delivery shall uphold integrity, transparency, and honesty.

Customer foCus2.3.5 The Board shall at all times be customer focused to ensure high levels of customer satisfaction in

the delivery of services.

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key resuLt AreAs2.4 The following have been identified as the key result areas that PCPB should focus onto ensure

that the plan succeeds.

Reviewing of the Act to be in conformity with emerging issues and best practices. 1.

Highly competent and motivated staff – both technical and administrative.2.

Adequate and sustained financial resources to enable the Board meet its mandate and 3.

improve its capacity to cope with technological developments.

Benchmarking and networking with regional and international players.4.

stAkehoLder AnALysis2.5 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:

Public and Private institutions: i. These are the public and private institutions with whom the Board interacts, directly or indirectly.

Agro chemical industryii. : These are individuals and entities involved in pest control products business e.g. registrants, agents, distributors, stockists, formulators/ manufacturers.

Employees iii. - These are the people employed by the Board to execute the day to day functions of the Board.

International organizationsiv. : These are organizations outside the country with whom the Board interacts on matters of pest control products e.g. registration, guidelines, regulation and conventions.

Media: v. These are print and electronic media for communication. They expect open dissemination of information while the Board expects positive publicity and good corporate image.

Farming community and other PCPs users: vi. These are the main consumers of pesticides. Their expectations from the Board include safe and high quality pest control products, guidelines on usage and disposal and timely information on the products.

General public:vii. The public uses the pesticides which, in addition to being good for increased food production, are poisonous. The Board has a duty to the general public to ensure that only high quality pesticides are in use and also to guarantee safety of use. The public expects timely and reliable information on pesticides.

Academic training and research institutionsviii. : 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.

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situAtionAL AnALysis3

kenyA’s deveLoPment AgendA3.1 In 2003, the government formulated the Economic Recovery Strategy for Wealth and Employment

Creation (ERS), which provided a roadmap for specific economic recovery initiatives. The

successful implementation of the ERS led to the development of Vision 2030 as the country’s new

Development Blueprint for the years 2008 to 2030. The vision 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 overall objective is to provide a higher and sustainable growth of the economy in

a more equitable environment accompanied by increased employment opportunities.

AgriCuLture And the eConomy3.2 Based on the ERS, the agricultural sector formulated the Strategy for Revitalizing Agriculture

(SRA), which has since been updated to the Agricultural Sector Development Strategy(ASDS)

aimed at positioning the agricultural sector in the lead as a key driver for delivering the 10%

annual economic growth rate envisioned under the economic pillar of Vision 2030. With the

above in mind PCPB has aligned its strategic plan to the overall objective of the government and

achievement of vision 2030. PCPB will contribute to the achievement of this vision through:

Trade facilitation• : PCPB regulates the pesticide industry(Approximately Ksh 7 billion worth)

for level playing ground which creates employment opportunities both in urban and rural

areas thus leading to improved livelihoods and poverty reduction.

Improved crop/livestock production• : PCPB through regulation of and continuous information dissemination on pesticides, critical in disease and pest management in crops and livestock, shall lead to increased productivity and improved quality of crops and livestock products.

Safeguarding environmental safety• : Risk assessment, registration, import control, quality control and awareness creation on all aspects of safety, storage, handling and use of pest control products will ensure that environmental contamination and resultant risks, through the use and disposal of pesticides, is significantly reduced. In addition the Board will promote adoption of cleaner production technologies and use of environmentally sound disposal

methods to promote environmental safety and protection.

Disease Eradication• : PCPB regulates Public Health PCPs for control of disease vectors thus contribute towards disease control e.g. malaria and trypanosomiasis. This contributes directly

to improved quality of life for the citizens.

The above are integral components in the achievement of the three pillars of the Vision 2030,

particularly the economic and social pillars.

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Situational Analysis

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PoLitiCAL, eConomiC, soCiAL-CuLturAL, teChnoLogiCAL, 3.3

environmentAL And LegAL (PesteL) AnALysisPESTEL 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 fACtors3.3.1 The ongoing political developments such as the new constitution, EAC integration, COMESA,

International Agreements and Conventions present new opportunities for the Board while some

may bring in challenges to our operations. The proposed common market for East Africa has now

become a reality. This may mean regional integration of pest control products regulations and

will lead to increased movement of pest control products to and from the country. The Board will

need to be prepared to effectively cope with these challenges and also to take advantage of the

opportunities arising from the integration.

The Board, established by Pest Control Products Act, Cap 346 (1984), is empowered to regulate

pest control products in the country. However, there is need to review the Act in line with the

new constitution of Kenya and the needs of a modern and ever changing environment to address

current and emerging issues e.g. international standards and conventions and globalization. This

also calls for the strengthening and review on the definition of the status of the Board.

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

challenges, which requires that the overlaps and conflicting mandates with other laws be

addressed. Some of the laws conflicting with the PCP Act include 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 (on issues of MRL’s/food safety and consumer

concerns).

The Board’s legal environment must be in line with international conventions and emerging issues

that enable it to facilitate trade, safe environment and enhanced consumer safety in the use of

pesticides.

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eConomiC fACtor3.3.2 sThe country’s economic growth is again on the recovery path, having gone through a slump in

the larger part of 2008 and 2009 due mainly to a combination of factors notably the post election

skirmishes in parts of the country and a prolonged drought. This positive development, coupled

with the government’s commitment to revitalize agriculture in the country through the Economic

Recovery Strategy and 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 emerging trends in the global market will lead to changes in the supply chain in pest control

products such as huge imports from China. This may call for enhanced controls.

The rising inflation, driven partly by higher petroleum prices as a result of an unstable foreign

currency market will lead to increased prices for the petroleum based PCPs. This scenario may

lead to counterfeiting of such products with the aim of providing cheaper alternatives of such

products.

soCiAL- CuLturAL environment3.3.3 The Board operates in highly dynamic social cultural environment which calls for the necessity to keep pace with changes taking place in this environment if we are to remain relevant to the needs of our customers. There are for example areas in the rural areas where the awareness levels and knowledge about pesticide use are still low, which calls for increased training and awareness creation which will reduce the incidences of health issues arising from use/misuse of pesticides. High poverty levels in the rural areas also lead to some users being duped by unscrupulous or illegal traders to purchase cheap products including pesticides that may not be safe for use, therefore increasing challenges for PCPB in its regulatory role.

There have been reported cases of wildlife poisoning due to misuse of pest control products as a result of increasing human-wildlife conflict. The increasing human rights and wildlife activism on safety to humans and environment provides an opportunity for the Board to engage the activists in addressing their concerns during pesticide regulation.

There is need to harmonize training and awareness creation on pesticides through the supply chain up to disposal. The Board envisions an opportunity to regulate training and awareness creation through training and accreditation of trainers for a comprehensive approach to supplement Board efforts

Some cultural practices on how pesticides are used also has a direct impact on PCPB activities, in that some users only want to stick to the traditional practices on how best they have used the pesticides, and are not responsive to any different approach.

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teChnoLogiCAL environment3.3.4 The advancement in the level of technology has increased customer awareness and increased

stakeholder expectations and their demands for efficient service and timely information requires

that the Board changes the way it conducts business. The Board will continuously explore all

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

and to be at pace with modern business approaches. This will include the use of GIS and GPRS to

establish new sites and deliveries, as well as use of ICT villages to deliver information in the rural

areas. It is now possible to access all important information about PCPB services on the website.

environmentAL fACtors3.3.5 Chemical pesticides have a negative impact on the environment. This calls for strict risk

management and mitigation to ensure environmental safety. The increased consumer awareness,

concerns, health and safety issues calls for reduced use of more toxic to safer molecules of PCPs

and newer technologies for pest and disease management, for environmental sustainability. In

addressing the environmental safety and consumer health, the Board will modernize regulations

to accommodate emerging issues.

Globally, the international markets access for our local produce demand adherence to strict food

safety standards thus demanding increased pesticide regulatory burden of the Board on pesticide

introduction and use.

10


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strengths, weAknesses, oPPortunities & threAts 4 (swot) AnALysis

A focus on PCPBs internal and external environments helps in understanding its capacity,

weaknesses and opportunities that are important in its activities and actions for efficiency and

sustainability. The SWOT model provides tool for this analysis.

strengths4.1 The strengths of the Board are the internal resources and capabilities that enable the

Board to accomplish its mandate and achieve the strategic objectives. The major strengths

identified include:

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

government extension service providers.

Nationally, regionally and internationally recognized standards. b)

A state of the art operational and maintained website and database accessible to c)

the public for information and awareness creation.

Internal quality control analytical laboratory.d)

An enabling legal framework with trained prosecutors.e)

Highly technical and competent staff. f)

weAknesses4.2 These are internal deficiencies in recourses and capabilities which would hinder the Board

from achieving its strategic objectives and which therefore should be addressed.

The main weaknesses that were identified include the following:

Limited capacity to conduct post registration verification tests, monitor cross a)

border trade, ensure that pesticides are used for recommended and registered

uses, assessment and evaluation of products and enforcing compliance with

ratified international conventions.

Limited physical facilities and resources including office space, human resources, b)

technological and ICT infrastructure, among others.

Absence of a human resources strategy.c)

oPPortunities4.3 These are the external factors that the Board should take advantage of to enhance the ability to achieve its stated goals.The major opportunities identified are as follows:

Regional Integration and harmonization of pesticide regulation will enhance a) compliance.

11

SWOT Analysis

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Effective utilization of modern technologies.b)

Use of media for training, communication and publicity of the Board’s c)

activities.

Unexploited revenue avenues like vetting of labels, accrediting institutions, d)

reaching out to all stockists, training of trainers, re-registration of PCPs, change

of trade names, change of manufacturing sites e.t.c.

Modern regulation, through set standards, quality assurance and random e)

inspections.

Self-regulation where the industry meets set standards without policing.f)

Sustainable industry.g)

threAts/ChALLenges4.4 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 plan period.

The major threats include:

High poverty levels in the country leads to people moving to cheap pest control a.

products thus creating a market for counterfeits and fake products.

Unpredictable agricultural sector performance may adversely affect the sale and b.

use of pesticides.

Varied pesticide regulations, standards and enforcement of pest control products c.

in the neighboring countries.

Porous borders may lead to infiltration of illegal pest control products into the d.

country.

Increased counterfeiting of pesticides.e.

Increased resistance of pests to pesticides.f.

Corruption.g.

Increased civil and criminal litigation matters related to PCPs due to increased h.

awareness and activism arising from the provisions on human rights enshrined in

the new constitution.

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SWOT Analysis

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strAtegiC goAL And objeCtives5

overALL goAL5.1 The overall goal of PCPB is to develop a high quality, responsive and sustainable regulatory

system that will continue to safeguard human and animal health as well as ensure environmental

safety. This is in line with the envisioned future of being a world class regulatory agency. The

ultimate goal is enhanced economic gain through increased crop productivity, increased animal

productivity and a sustainable environment.

During the plan period, the Board will shift its focus from policing to collaboration and

partnerships with stakeholders, by way of increased awareness creation, education on

safe use and disposal of pesticides and helping to ensure that products are used legally.

strAtegiC issues5.2 In order to develop objectives that will guide the fundamental decisions and day to day activities

of the organization, the critical strategic issues were identified from the review of the preceding

strategy and the organization’s SWOT analysis. The major key strategic issues that emerged

include:

Non -Alignment of the strategy to be in line with National policy documents such as the i. Vision 2030, National Development Plan, Medium Term Plan and Agricultural Sector Development Strategy.

Non -Harmonization of the legal framework with emerging issues.ii.

Low or inadequate capacity in the areas of Human, physical and financial resources.iii.

Low national coverage in areas of operations.iv.

Communication and enhanced awareness creation.v.

Development of the organization into a modern and autonomous organization.vi.

strAtegiC objeCtives5.3 Strategic objectives define how well an organization is developing future potential in terms

of its competitiveness and positioning. The Board, having reviewed the external and internal

environments, the current strategic plan as well as having aligned its activities to the Government’s

development agenda and vision 2030, has formulated the following strategic objectives to guide

its activities during the next five years. These objectives shall be the driver for the Board to

achieve its vision and mission as envisioned in this strategic plan.

13

Strategic Goals and Objectives

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objeCtive 1: ensure institutionAL sustAinAbiLity5.3.1 This objective will be achieved through the following strategies:

Develop own facilities i.e. Head office; laboratory and resource centre at Kabete plot and 1. relocate. Innovatively improve the Board’s financial resources by 10% each year.2. Develop and implement quality management system.3. Develop and implement a Human Resources Strategy.4. Enhance skills and competences through integrated training.5. Review legal framework in conformity with emerging issues.6.

objeCtive 2: enhAnCed CAPACity buiLding on PestiCide reguLAtion 5.3.2 Improve safe handling and effective use of pesticides through increased public 1.

awareness.

Expand training and sensitization programmes to stakeholders.2.

objeCtive 3: enhAnCe ComPLiAnCe of Pest ControL ProduCts to set 5.3.3 stAndArds

Decentralize Operations by 2014.1.

Ensure compliance with set specifications.2.

Promote adoption of good manufacturing practice, good experimental practice, and good 3.

laboratory practice in the pesticides industry.

Improve analytical laboratory capacity for pesticides. 4.

objeCtive 4: to sAfeguArd humAn heALth And the environment 5.3.4 from PestiCide risks

Promote adoption of cleaner technologies in the pesticide life cycle.1. Benchmark and implement pesticide guidelines and procedures to regional treaties and 2. international conventions to which Kenya is a party.Increased collaboration, benchmarking and enhanced risk assessment with leading 3. pesticides registration /regulators internationally.

objeCtive 5: enhAnCe informAtion fLow And CommuniCAtion5.3.5 Establish a customer communication mechanism.1. Improve information and communication flow within PCPB and with stakeholders.2. Develop a Corporate Social Responsibility strategy and policy.3. Develop and implement ICT policy and strategy.4. Improve and maintain high customer satisfaction.5.

14

Strategic Goals and Objectives

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imPLementAtion of the strAtegiC PLAn6 This chapter addresses the implementation of the strategy during the next five years.

mAnAgement ACtivities6.1 Strategy implementation is the action stage of strategic management activities. The following

activities are necessary for the implementation process:

Establishing annual objectives; •Installing administrative support systems (policies, procedures, information systems •and controls);

Allocating necessary resources;•Establishing a strategy supportive budget;•Enhancement or review of the organization structure if found necessary;•Shaping the PCPB culture to fit the strategy and minimizing resistance to change;•Developing a strategy i.e. supportive work environment and corporate culture;•Exercising strategic leadership.•

imPLementAtion APProAChes6.2 The implementation will be in tandem with the Government planning cycle. Annual •work plans will be developed from the strategic plan taking into account the available financial, human and other resources in each financial year. The Organizational annual work plans will be translated to departmental work plans, with specific responsibilities being allocated to individual members of staff. This approach will enhance performance appraisal at individual, departmental and corporate levels and will be in line with the Government’s performance contracting policy.The Board will also identify, in each annual work plan, activities that guarantee quick •wins which will facilitate the achievement of rapid results in line with the Rapid Results Initiative. In so doing, it is expected that this will motivate staff to implement other strategic initiatives.During the formulation of the strategic plan, the Board has opted to adopt the Balanced •Score Card (BSC) performance management framework which will help in translating the vision to departmental and individual activities. The BSC will help ensure that the Board’s vision, mission and strategy are well communicated to all employees and also provide a framework for planning, measuring, and managing the strategy. The implementation of the strategic plan will comply with the wider public service •reforms framework including performance contracting. The Chief Executive/Secretary

with the support of Heads of departments will provide the overall guidance for the

implementation.

15

Implementation of Strategic Plan

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orgAnizAtionAL struCture6.3 The appropriateness of an organization structure is judged according to how well it aids in the

achievement of organizational objectives and how it affects the behavior of the individuals in

that organization. The characteristics of an ideal structure are that:

The structure should show clearly the positions in the organization and the •

authority that goes with such positions;

It should show very explicitly the chain of command in the organization in terms of •

the reporting relationships with clear indications of who has supervisory powers

over whom and what the boundaries of such powers are;

It should bring out clearly the appropriate span of control (management), that is, •

the number of people that can directly and effectively report to the manager;

It should be able to show clearly the activities of each department and how the •

activities relate to other departments and units (coordinating role) and contribute

to overall performance of PCPB;

The structure should minimize bureaucracy and delays in the provision of service to •

stakeholders;

It should also indicate when and where deviations from planned performance are •

occurring and therefore facilitate corrective actions.

For effective implementation of this strategic plan, and in order to move the organization

towards the envisioned future, the Board has reviewed the existing organizational structure.

The revised structure will enhance delegation, management processes and facilitate

information flow. The current organizational structure as reviewed is indicated in Annex 2.

16

Implementation of Strategic Plan

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monitoring And evALuAtion7

7.1 monitoring And evALuAtion At boArd’s LeveLThe 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, follow up and control systems will be established at all levels. These will include

progress reports, review meetings and reports, budgets and budgetary control systems and

reports.

Review meetings will be held between the management and the Board. During these meetings,

the Board will receive and review progress reports from management 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.•

7.2 monitoring And evALuAtion At mAnAgement LeveLThe 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 ex• ternal).

The strategic control mechanisms will include:

Action Plans• .A 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 be tracking specific activities associated with the

implementation of the plan.

17

Monitoring and Evaluation

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Ann

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18

Implementation Matrix

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Stra

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Stra

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d

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of

guid

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docu

men

ts

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ribu

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at

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201

3D

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Iden

tify

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ion

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1,00

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201

1

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201

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d

No.

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men

ts

dist

ribu

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plem

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.

2,40

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ontin

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List

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ners

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rnat

iona

l con

vent

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enya

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k as

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t with

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es re

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tors

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201

3D

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ente

d IC

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licie

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mun

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ion

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mun

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ctio

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e se

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nism

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mun

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PB a

nd w

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pora

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l R

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Impl

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t IC

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polic

ies

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tegi

es.


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28

PCPB Organization Struture

Boar

d of

Dire

ctor

sPe

st C

ontr

ol P

rodu

cts

Boar

d

Chie

f Exe

cutiv

e/Se

cret

ary

Pest

Con

trol

Pr

oduc

ts B

oard

Gen

eral

Man

ager

Tech

nica

l Sup

port

Ser

vice

sG

ener

al M

anag

erCo

mpl

ianc

e &

Enf

orce

men

tG

ener

al M

anag

erFi

nanc

e an

d A

dmin

istr

ation

Man

ager

Reg

istr

ation

Man

ager

Ana

lysi

sRe

gion

al

Man

ager

(s)

Man

ager

Insp

ectio

nM

anag

er C

ompl

ianc

eM

anag

erH

RM &

Adm

inis

trati

onM

anag

erFi

nanc

e an

d Pl

anni

ng

Ass

ista

nt M

anag

erRe

gist

ratio

nA

ssis

tant

M

anag

er IE

CA

ssis

tant

Man

ager

A

naly

sis

Ass

ista

nt M

anag

erIn

spec

tion

Ass

ista

nt M

anag

er

Com

plia

nce

Ass

ista

nt M

anag

erH

RM U

nit

Plan

ning

U

nit

Supp

ly C

hain

M

anag

emen

t Uni

t

Acc

ount

s U

nit

Adm

inis

trati

on U

nit

ICT

Uni

t

Aud

it U

nit

Lega

l Uni

t

Ann

ex 2

: Org

aniz

atio

n st

ruct

ure

– Pe

st C

ontr

ol P

rodu

cts

Boar

d

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29

Corporate Financial History and Projections

Annex 3: Corporate Financial History and ProjectionsIntroduction

Five years historical perspective, as shown in Table 1 reflects the growth in the •corporation’s operations both in terms of service delivery capacity and scope of services. This trend is projected to continue in the next four years as consequence of a deliberate strategy of building an internationally recognized regulator for pest control Products.

International recognition of the country’s pest control products safety assurance •systems is expected to facilitate agricultural, trade, create opportunities for market expansion as well as protect our both human and environment. In addition the strategy is expected to deliver on improved quality pesticides, capacity building for stakeholders and by extension increase productivity and incomes. The Board therefore plans to increase investments in laboratories, equipment, ICT and human resource capital over the five years strategic period. The budgetary projections for the period are presented in Table 2.

Budgetary Projections Notes and Postulates

Projected income based on operational requirements with expectations of continued 1. government support for PCPB. Current (FY2010/11) level of GOK budget support is projected to continue over the strategic period.

Additional resources are expected from service fee rationalisation and savings derived 2. from implementation of cost containment measures. Service fees are projected to grow at a mild rate due to the limited scope of the sources of the fees and the same being subject to climatic conditions and taking into account the need to make services affordable to the stakeholders.

As per Legal Notice No.128, the Board is authorized to seek financial support for 3. activities within its mandate. The corporation will therefore seek donor support for

specific projects/programmes within the strategic plan when ever applicable.

The strategic plan has taken into consideration the economic fundamentals enshrined 4. in the Government Vision 2030 through the medium term economic development goals.

Staff costs are projected to increase and plateau at about Kshs.120 million upon the 5. attainment of an optimal level of 100 employees up from the current complement of 58. The optimisation programme will be driven by the need to expand and strengthen service delivery systems including:

Taking service closer to consumers by increasing regional service centres within the 6. country from three to six.

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30

During the plan period capital development costs are expected to increase significantly 7. by an estimated Kshs.300 million over and above similar costs incurred during the last five years. Strategic projects are to be implemented aligning the Board’s operational capacities to the dynamic needs of its customers. In addition these initiatives will include adoption of appropriate technologies that will result in increased efficiency in delivery of services to the trade and agricultural sector.

The tactical initiatives will include:-

Construction of PCPB Head Quarters and Resource Centre in Nairobi.•

Construction and expansion of Analytical Laboratory in Nairobi.•

Procurement and Implementation of a robust Enterprise Resource Planning system •(ERP). Equipping PCPB regional offices.•


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31

2005/2006 2006/2007 2007/2008 2008/2009 2009/2010

(Shs.) (Shs.) (Shs.) (Shs.) (Shs.)

Revenue

Income from Core Activities

33,545,098.00

33,370,598.00

37,482,753.00

42,728,411.00

45,608,530.00

Government Grant

2,083,296.00

-

40,000,000.00

72,366,666.00

38,899,999.00

Other Receipts

2,028,597.00 1,957,116.00

2,605,811.00

4,048,014.00

5,518,229.00

Total Revenue

37,656,991.00

35,327,714.00

80,088,564.00

119,143,091.00

90,026,758.00

Expenditure

Staff Costs

18,988,694.00

20,084,413.00

20,031,254.00

21,770,579.00

30,093,970.00

Administration Costs

13,377,056.00

11,128,755.00

22,637,728.00

19,454,389.00

34,585,484.00

Depreciation & Amortization

5,089,625.00

5,185,785.00

5,959,385.00

6,754,657.19

8,539,410.04

Total Expenditure

37,455,375.00

36,398,953.00

48,628,367.00

47,979,625.19

73,218,864.00

Development Expenditure

52,298.00 3,037657.00

13,439,097.00

11,321,472.00

11,855,306.00

Table 1: Five Years Historical Financial Perfomace


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2010/2011 2011/2012 2012/2013 2013/2014 2014/2015

(Shs.) (Shs.) (Shs.) (Shs.) (Shs.)

Revenue

Income from Core Activities 48,800,000.00 48,810,000.00 49,786,200.00 50,781,924.00 55,860,116.40

Government Grant

86,000,000.00 176,200,000.00

211,440,000.00

253,728,000.00

304,473,600.00

Other Receipts

8,500,000.00

6,000,000.00 6,120,000.00 6,242,400.00

6,866,640.00

Total Revenue 143,300,000.00 231,010,000.00 267,346,200.00 310,752,324.00 367,200,356.40

Expenditure

Staff Costs

53,600,000.00

69,000,000.00 82,800,000.00

99,360,000.00 119,232,000.00

Administration Costs 68,200,000.00

97,100,000.00

116,520,000.00

139,824,000.00

167,788,800.00

Depreciation & Amortization

13,700,000.00

15,000,000.00

18,000,000.00

21,600,000.00

25,920,000.00

Total Recurrent Expenditure

135,500,000.00

181,100,000.00 217,320,000.00 260,784,000.00 312,940,800.00

Development Expenditure 57,180,800.00 64,735,000.00

65,689,500.00

78,827,400.00

94,592,880.00

Table 2: Financial Projections


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Annex 4: Model Instrument for Monitoring and Evaluating the Plan

Pest Control Products Board

Recommendations

No. Activities Time frame

Target Achieved Variance Reasons /remarks

Evaluated by M & E Committee:

Chairperson ……………….................. Signature……..…….....…………… Date…………………........

Secretary……………………................... Signature………………..……........ Date…………………………

Model Instrument for Monitoring and Evaluating the Plan

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Notes

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Coast Regional OfficeThe Regional Manager

P.O. Box 10636 - 80101Bamburi - Mombasa, Kenya.

Tel: +254 020 2375522Fax: +254 020 2375522

Email: [email protected]

Western Regional OfficeThe Regional ManagerP.O. Box 2757 - 40100Kisumu, Kenya.Tel: +254 020 8068933Fax: +254 020 8068933Email: [email protected]

Mt. Kenya RegionThe Regional Manager

Embu Motor Services BuildingP.O. Box 2754 - 60100

Embu, Kenya.Tel:+254 068 31026

Email: [email protected]

PCPB Regional Offices

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The Managing Director/SecretaryPest Control Products Board

Waiyaki Way, Opposite ABC PlaceP. O. Box 13794 - 00800 Nairobi, Kenya.

Tel. +254 - 020 - 8021846/7/8Mobile: 0720480904/0735778743

Fax: +254 - 020 - 8021865Email: [email protected] / [email protected]

Website: www.pcpb.or.ke

For more information, contact:

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Documents

Strategic Plan - nongyao.chemlinked.com · PCPB Strategic Plan 2011 - 2015 PCPB Strategic Plan 2011 - 2015 Promoting Productivity and Safeguarding Human Health & the Environment operation