Kenya Plant Health Inspectorate Service
(KEPHIS)
STRATEGIC PLAN2017/18 - 2021/22
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KENYA PLANT HEALTH INSPECTORATE SERVICE (KEPHIS)
THE STRATEGIC PLAN
2017/2018 – 2021/2022
Managing DirectorDr. Esther Kimani
Editorial TeamNicholas TunyaHellen Mwarey
Joseph KigamwaCaroline Kavu
Catherine Muraguri
Copyright 2019 Kenya Plant Health Inspectorate Service (KEPHIS)
No part of this publication may be used without the written permission of KEPHIS
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KEPHIS staff inspecting roses before export at Jomo Kenyatta International Airport, Nairobi
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World class equipment at the Analytical Chemistry Laboratory at headquarters, Nairobi. KEPHIS assures that the quality of produce destined for overseas markets meet the market requirements
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FOREWORD
the country as well as creating income and wealth for large and small scale farmers.
Kenya Plant Health Inspectorate Service (KEPHIS) plays an important role in ensuring the Kenya’s economic growth is sustained as envisaged in Vision 2030. In its two decades of existence, the Corporation has focused on delivering its mandate and has established strong systems and processes that ensure high quality agricultural inputs and produce in the sector. KEPHIS ensures that its mandate is achieved through development of 5 year strategic plans.
I am pleased to unveil this 2017/18-2021/22 KEPHIS Strategic Plan, which provides the road map for meeting our vision of “Healthy plants, safe trade and sustainable agro-environment for a prosperous Kenya.” In developing this strategic plan, the Corporation has taken into consideration key Government priorities outlined in the Constitution,:the Vision 2030, MTP III, the Big 4 Agenda, the Ministry of Agriculture, Livestock, Fisheries and Irrigation (MOALFI) Strategic Plan, the Agriculture Sector Transformation and Growth Strategy (ASTGS) and other relevant policy documents together with challenges faced in the implementation of the previous strategic plan and lessons learnt. In addition, considerations have been made to capture relevant areas in the United Nations Sustainable Development Goals (SDGs), the African Union Comprehensive Africa Agriculture Development Programme (CAADP), African Union (AU) Agenda 2063 as well as other regional and International policy documents.
In Developing this Strategic Plan, it was important to look back and review the past. It is worth noting that the agriculture sector is dynamic and the operating environment has changed drastically in the last five years. The development of this Plan has gone through a review of the KEPHIS 2012/13-2016/17 Strategic Plan and a participatory consultation process among the key stakeholders, management, Board of Directors and staff.
The process reviewed the vision, mission and core values and agreed on the strategic objectives to pursue in realizing our mandate. Based on this contextual analysis, the Corporation formulated strategic objectives focusing on: protecting plants from pests, weeds and invasive species; improving the legal and regulatory framework;
The Government of Kenya through its economic Blueprint, Vision 2030 seeks to propel the country
to achieving economic development with an average 10 percent growth rate that will enhance the country’s status to a middle-income economy. The Agriculture sector continues to take centre stage and remains the main catalyst of Kenya’s economic growth. During the second Medium Term Plan (MTP) period (2013-2017) growing crops and livestock production contributed an average of 27.3% of the national Gross Domestic Product (GDP). According to the Kenya National Economic Survey 2017, contribution to GDP by crops and livestock, consistently improved from 26.2% in 2012 to 32.6% in 2016 thus making it the dominant sector. The sector contributes about 75% of industrial raw materials, 60% of export earnings, 65% of Kenya’s total exports by volume and 60% of employment. Various agricultural sub-sectors, including Tea, Coffee and Horticulture rank as the highest foreign exchange earners for the country. At the domestic level, the need for sustained agricultural productivity is crucial in ensuring food security for
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enhancing agricultural productivity; facilitating trade; enhancing the Corporation’s and stakeholder capacity; mobilizing and ensuring optimal utilization of resources and embarking on aggressive visibility and corporate image.
Sustainability remains a major factor amid adjustments in budgetary allocations from The Exchequer. In this regard, the Corporation shall focus under the Resource Mobilization and Management theme on strategies to enhance the Corporation’s revenue streams and new service areas that shall boost the organization’s financial resource base. This shall go a long way in ensuring that KEPHIS sustains its operations and fulfills its mandate.
The KEPHIS Board of Directors is committed to the implementation of the Corporation’s Strategic plan. The Board will work towards sustaining existing linkages with all the relevant Government Ministries, Departments and Agencies and other stakeholders to ensure coherence and enhance synergies in delivery of its mandate.
Implementation of the Strategic Plan will be regularly monitored and evaluated by the Board
and management to ensure that emerging issues are identified and addressed promptly. Changes in the operational environment; emerging government policies and statutory requirements; resource availability and recommendations arising from the continuous monitoring, evaluation and reporting framework will be taken into consideration during the mid-term review of the Plan. The Board shall also ensure performance management continues to be the main measure of the Corporation’s service delivery, and shall continuously strive to serve our clients as effectively and efficiently as possible.
I take this opportunity to thank the entire team involved in the formulation of this Strategic Plan, including the Board of Directors, management, key stakeholders and staff for their unreserved commitment to the process. The Board of Directors have no doubt whatsoever that the 2017/18 - 2021/22 Strategic Plan will be successfully implemented.
Robin M. AchokiBOARD CHAIRMAN
Seed germination at the seed testing laboratory in Nakuru; here seeds are checked to confirm they will develop into healthy new plants
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PREFACE
It is my pleasure to present to you the KEPHIS Strategic Plan 2017/2018 - 2021/2022. This is
indeed a great moment and milestone for the Corporation, having gone through two decades of existence as a Corporation.
KEPHIS has grown tremendously in the past twenty years of its existence with key notable achievements being: enactment and operationalization of the KEPHIS Act, enhanced use of technology through implementation of Entreprise Resource Planning (ERP) and Electronic Certification Systems (ECS), accreditation of laboratories, certification to Quality Management Systems (QMS), compliance with market requirements and capacity building of staff and clients.
The operations of KEPHIS are within the confines of the KEPHIS Act 2012, the State Corporations Act (CAP 446), the Seeds and Plant Varieties Act (CAP 326) and the Plant Protection Act (CAP 324). Kenya is also a signatory to various international conventions and treaties which KEPHIS implements. These include OECD Fruit and Vegetables Schemes, OECD Seed Schemes and OECD Forest Seed and Plant Scheme, the International Plant Protection Convention (IPPC), International Union for the Protection of New Varieties
of Plant (UPOV), The World Trade Organization-Sanitary and Phytosanitary Agreement (WTO-SPS), CODEX Alimentarius Commission, Common Market for Eastern and Southern Africa (COMESA) and East African Community (EAC), among others. KEPHIS also participates in regional and international standard setting and harmonization meetings to facilitate compliance to set standards. In this new strategic plan, KEPHIS will strengthen its legal and regulatory framework and continue to partner with regional and international bodies for the benefit of its clientele. In the past strategic planning period, KEPHIS assured the quality of seed, fertilizers, water for irrigation suitability, soil and pesticide formulations. This was made possible through KEPHIS accredited laboratories at Karen (Headquarters), Muguga, Nakuru and Kitale. Re-accreditation of the laboratories to ISO 17025 was achieved during the period for the Analytical Chemistry Laboratory at Headquarters and the seed testing laboratory in Nakuru. The Plant Health Laboratory, at the Plant Quarantine and Bio-Security station attained its accreditation in 2013/2014. This has been a major confidence booster especially for clients undertaking entomology, virology, nematology, bacteriology and mycology related tests.
Plant health is a core area for KEPHIS and in retrospect, the country has gone through numerous challenges in terms of crop pest and disease emergence that included Leaf miner(Tuta absoluta), Maize Lethal Necrosis Disease (MLND), Potato Cyst Nematode (PCN) and Fall Army Worm (FAW). In the new strategic plan, KEPHIS intends to work with partners and other agencies in developing strong Early Warning Systems for plant pests and for early detection and management. The Corporation shall also put in place a research unit to work with other research agencies as a compliment in the fight against introduction of harmful organisms in the country. Enhancement of surveillance activities and border control will also be ensured as a critical step towards protecting Kenya’s agriculture.
Capacity building remains a key focus area for KEPHIS with enhanced ICT Systems. During the period, the Corporation expanded the ECS to include other fresh produce crops and launched the Import Certification System (ICS) for certification of plant imports and integrated it to the Kenya National Single Window System. The Corporation also implemented interventions towards capacity building of both staff
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The hass avocado variety: Kenya’s avocadoes are the best in the world and KEPHIS works with other agencies to open up markets where the fruit can be exported
and clients. During the previous planning period, KEPHIS in collaboration with the University of Nairobi, Centre of African Biosciences International (CABI) and other partners continued to operationalize the Centre of Phytosanitary Excellence (COPE) and trained practitioners in the horticultural sector at local and regional levels. The Corporation intends to strengthen COPE into an independent centre and streamline its operations to attract more support and clients.
KEPHIS will also focus on building capacity for farmers and players in county governments as a way of ensuring compliance to standards at the grass root levels. This is expected to enhance productivity and create market access for local agricultural produce. The Corporation shall also sustain progress on staff skill development to meet the necessary competencies required for the agriculture sector.
Performance Management with emphasis on results-based management has taken centre stage with KEPHIS prioritizing the implementation of the Kenya Government Performance Contracting system. In addition, the Corporation has successfully subscribed to, and maintained certification to the ISO 9001:2008 Quality Management System. In the next planning phase, the Corporation will transit to the ISO 9001:2015 requirements.
Strategies that help optimization of resource use and allocation shall be deployed in order to ensure
sustainability for the Corporation. To implement the Strategic Plan, the estimated budget is KES 7.825 billion. KEPHIS intends to enhance networks and collaboration with local and international development partners with a view to exploring avenues of cooperation in the areas of plant protection, seed trade facilitation and laboratory work. The concept of Public-Private-Partnership will also be enhanced in various aspects and operations of the Corporation with the view of creating more business models.
KEPHIS takes cognizance of the Corporation’s visibility and brand. Re-engineering of the KEPHIS brand will be one of the key focus areas in the implementation of this Strategy and will endeavour to build and maintain a strong corporate brand.
The Corporation shall implement a robust monitoring framework that will track performance on a continuous basis to ensure that planned strategies, objectives and activities are achieved. KEPHIS is confident that with the support of all stakeholders and partners, we shall attain our vision of “Healthy Plants, Safe Trade and Sustainable Agro-Environment for a Prosperous Kenya.”
In conclusion, I take this opportunity to sincerely thank the Board, management and staff for the time invested in the development of this Strategic Plan.
Esther Kimani, PhDMANAGING DIRECTOR
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EXECUTIVE SUMMARY
Kenya Plant Health Inspectorate Service (KEPHIS) is a regulatory body that was established under
the State Corporations Act (CAP 446) pursuant to Legal Notice No. 305 of 18th October 1996. Currently, KEPHIS operates under the KEPHIS Act No.54 of 2012, that was assented to on 31st December 2012 by H.E. The President of Kenya. Under the first schedule of the KEPHIS Act, KEPHIS is mandated to implement the Agriculture Produce (Export) Act (CAP 319), Plant Protection Act (CAP 324) and the Seeds and Plant Varieties Act (CAP 326). The role of the Corporation is to undertake regulatory function in the agricultural sector relating to plant protection and seeds and plant varieties that assures the quality of agricultural inputs and produce, thereby promoting sustainable agriculture and economic growth.
The development of this Strategic Plan (2017/18-2021/22) enabled us to examine the contextual environment in which we operate, explore the factors and trends that affect the way we perform our core functions, seek to meet and fulfill our vision and mission, identify strategic issues which must be addressed and develop and implement strategies for attaining the pre-determined objectives. The implementation of this roadmap is expected to positively impact KEPHIS and its stakeholders. Arising from review of the relevant documents, workshops and stakeholder consultations, the vision, mission, core values, goals, objectives and strategies outlined here under were agreed upon.
Our Vision: Healthy plants, safe trade and sustainable agro-environment for a prosperous Kenya.
Our mission: To provide a science based regulatory service by assuring plant health, quality of agricultural inputs and produce for food security, globally competitive agriculture and sustainable development.
To accomplish our vision and mission, KEPHIS commits itself to observing our core values of customer focus, professionalism and integrity, teamwork, results oriented, innovation and creativity, and corporate social sustainability, as it implements its strategic objectives and strategies.
Eight (8) objectives were identified to enable achievement of our vision and mission, which are:
Protecting plants from pests, weeds and invasive species.This objective will be attained by: enhancing diagnostic and advisory services; safeguarding against introduction and spread of harmful organisms; supporting implementation of the Bio-safety Act; enforcing regulations on imports; carrying out pest surveillance, emergency response and reporting.
Facilitate, Review and Strengthen the Policy, Legal and Regulatory Framework. This objective will be accomplished by: formulating a national Sanitary and Phytosanitary Policy; reviewing the National Seed Policy, legal and regulatory framework for purposes of alignment to international frameworks and best practice; and lobbying for enactment of revised legal and regulatory frameworks.
Contributing towards improved levels of agricultural productivity. This objective will be attained by: facilitating introduction and production of agricultural inputs, improved technologies and establishment of pest free areas; undertaking plant variety testing and protection; and undertaking seed certification.
Supporting Food safety, Market Access and Compliance. The strategies for achieving this objective are: export inspections and certification; implementation of requirements for official controls; undertaking analysis of agricultural produce for pesticide residues and contaminants including aflatoxin; facilitating research to enhance certification regulations and participation in standard setting, review, harmonization and market access negotiations.
Building staff, stakeholders and infrastructural capacity to facilitate efficient and effective delivery of the KEPHIS mandate. This objective will be attained by: enhancing staffing levels and skills; implementing human resource best practices; enhancing capacity for stakeholders and SMEs; enhancing ICT infrastructure and systems; improving automation of KEPHIS operations (upgrade existing systems and development of new systems); enhancing the infrastructural facilities; enhancing asset management; enhancing Performance Management; developing and implementing a risk management system; and enhancing COPE.
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Mobilizing adequate financial resources and ensure optimal allocation and utilization to enable full implementation of programmes and activities. This objective will be accomplished by: broadening service/product base; enhancing fundraising; and implementing sound financial management.
Enhancing synergies through information and resource sharing with stakeholders and partners. This objective will be realized by: conducting stakeholder analysis and mapping; enhancing interaction with international, regional and domestic networks; identifying and implementing suitable communication channels; promoting co-regulation with stakeholders.
Enhancing the visibility and corporate image of KEPHIS. This objective will be attained by: enhancing communication and image-building frameworks; undertaking corporate re-branding and conducting corporate social sustainability initiatives.
In order to achieve the objectives and strategies, an Implementation Matrix (Annex 1) has been formulated. The matrix sets out a framework for monitoring, evaluation and reporting of the Plan’s implementation status quarterly and shall form the basis for annual Performance Contracting targets.
Analyses at the Analytical Chemistry Laboratory at KEPHIS Headquarters in Nairobi
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ABBREVIATIONS AND ACRONYMS
ARIPO African Regional Intellectual Property OrganizationASAL Arid and Semi-Arid LandASDS Agricultural Sector Development StrategyASTGS Agriculture Sector Transformation and Growth StrategyAU African Union CAADP Comprehensive Africa Agricultural Development ProgramCABI Centre of African Biosciences InternationalCBD Convention for Biological Diversity CIMMYT International Maize and Wheat Improvement CenterCOMESA Common Market for Eastern and Southern AfricaCOPE Center of Phytosanitary ExcellenceDFSS Directorate of Food Safety ServicesDPH&B Directorate of Plant Health and Bio- securityDCS Directorate Corporate ServicesDSC&PVP Directorate of Seed Certification and Plant Variety ProtectionDRTS&C Directorate of Research, Training, Strategy & ComplianceDUS Distinctness, Uniformity and Stability of Plant VarietiesEAC East African CommunityECS Electronic Certification SystemEU European UnionFAO Food and Agriculture OrganizationGDP Gross Domestic ProductGMO Genetically Modified OrganismICIPE International Centre for Insect Physiology and EcologyICT Information and Communication TechnologyICS Import Certification systemIGAD Inter-governmental Authority on DevelopmentIPPC International Plant Protection ConventionISO International Organization for StandardizationISTA International Seed Testing Association
KEPHIS Kenya Plant Health Inspectorate ServiceKNSWS Kenya National Single Window SystemMOALFI Ministry of Agriculture Livestock, Fisheries and IrrigationM&E Monitoring and EvaluationMDAs Ministries, Departments and AgenciesMLND Maize Lethal Necrosis DiseaseMTP Medium Term Plan NEMA National Environmental Management AgencyNEPAD New Partnership for Africa’s DevelopmentNGOs Non-Governmental Organization NPPO National Plant Protection OrganizationNPT National Performance TrialsOECD Organization for Economic Development CooperationPCN Potato Cyst NematodePBR Plant Breeders’ RightsPESTEL Political, Economic, Social, Technological, Ecological and LegalPRA Pest Risk AnalysisSME Small and Medium EnterpriseSFR Strategic Food Reserve SDGs Sustainable Development GoalsSPS Sanitary and PhytosanitarySWOT Strength Weaknesses Opportunities ThreatsUPOV International Union for the Protection of New Varieties of PlantsUSD United States DollarUSDA United States Department of AgricultureWTO World Trade OrganizationWTO-SPS The World Trade Organization- Sanitary and Phytosanitary Agreement
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CONTENTSFOREWORD VIPREFACE VIIIEXECUTIVE SUMMARY XABBREVIATIONS AND ACRONYMS XII1. INTRODUCTION 2
1.1 Background 21.2 Kenya Plant Health Inspectorate Service (KEPHIS) 21.3 The Strategic Planning Process 21.4 Organization of the Plan 3
2. KENYA’S CHALLENGES IN THE AGRICULTURE SECTOR, DEVELOPMENT AGENDA AND ACHIEVEMENTS 52.1 Kenya Vision 2030 52.2 The Third Medium Term Plan (2018 to 2022) 62.3 Agriculture Sector Transformation and Growth Strategy (ASTGS) 62.4 Emerging Issues and Challenges in the Agricultural Sector 72.5 Role of Kenya Plant Health Inspectorate Service (KEPHIS) in contributing towards the Kenya Development Agenda 7
3. SITUATION ANALYSIS 113.1 Introduction 113.2 Review of Past Performance 11
3.2.1. Key Achievements 113.2.2. Key Challenges 113.2.3. Lessons Learnt 11
3.3 Environmental Scanning 113.3.1. External Environment Analysis 113.3.2. Internal Environment Analysis 14
3.4 The SWOT Analysis 154. STRATEGIC FRAMEWORK 19
4.1 Introduction 194.2 Mandate 194.3 Core Functions 194.4 Vision 194.5 Mission 194.6 Core Value Statements 194.7 Strategic Themes, Issues, Objectives, and Strategies 20
5. IMPLEMENTATION OF THE STRATEGIC PLAN 235.1 Introduction 235.2 Implementation Plan 235.3 Organizational Structure and Human Capacity 235.4 Coordination Mechanism 245.5 Accountability 245.6 Risk Management 24
6. FINANCIAL RESOURCES 287. MONITORING, EVALUATION AND REPORTING 31
7.1 Introduction 317.2 Strategies for Monitoring and Evaluation 31
7.2.1. Plan Implementation Team 317.2.2. Cascading the Plan to all Staff 317.2.3. Departmental and Individual Annual Work Plans 317.2.4. Data and Information Collection Procedures 317.2.5. Regular/Periodic Meetings 31
7.3 Monitoring Tools 317.3.1. Customer feedback 317.3.2.Cost-benefitanalysis 317.3.3. Variance Analysis 317.3.4. Ratio Analysis 327.3.5. Budgetary Control 32
7.4 Progress Reports 327.5 Annual and End Term Review 327.6 Linking M&E to Annual Performance Contracts 32
ANNEX 1: IMPLEMENTATION MATRIX 33NOTES 64
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An Avocado nursery in Embu County: KEPHIS certifies nurseries to ensure that farmers get seedlings free from pests and diseases thus enhancing harvests
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CHAPTER ONE: INTRODUCTION AND
BACKGROUND
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1. INTRODUCTION1.1 Background
The Agriculture sector continues to take centre stage and remains the main catalyst of Kenya’s economic growth. During the second Medium Term Plan (MTP) period (2013-2017) growing crops and livestock production contributed an average of 27.3% of the national Gross Domestic Product (GDP). According to the Kenya National Economic Survey 2017, contribution to GDP by crops and livestock, consistently improved from 26.2% in 2012 to 32.6% in 2016 thus making it the dominant sector. The sector contributes about 75% of industrial raw materials, 60% of export earnings, 65% of Kenya’s total exports by volume and 60% of employment.
1.2 Kenya Plant Health Inspectorate Service (KEPHIS)
Kenya Plant Health Inspectorate Service (KEPHIS) is a regulatory body that was established under the State Corporations Act (CAP 446) pursuant to Legal Notice No. 305 of 18th October 1996. KEPHIS operates under the KEPHIS Act No.54 of 2012. KEPHIS is mandated to implement the Agriculture Produce (Export) Act (CAP 319), Plant Protection Act (CAP 324), and the Seeds and Plant Varieties Act (CAP 326). The role of the Corporation is to undertake regulatory function in the agricultural sector in matters relating to plant protection, seeds and plant varieties that assures the quality of agricultural inputs and produce, thereby promoting sustainable agricultural and economic growth.
The functions of KEPHIS as encapsulated in the KEPHIS Act No. 54 of 2012 are to: (a). Regulate matters relating to plant protection,
seeds and plant varieties; (b). Administer and enforce Sanitary and
Phytosanitary measures; (c). Support the administration and enforcement of
food safety measures; (d). Establish service laboratories to monitor the
quality and levels of toxic residues in agro-inputs, irrigation water, plants, soils and produce;
(e). Be the principal advisor to the Government on issues relating to seeds and planting material;
(f). Implement plant variety protection in Kenya, administer plant breeders’ rights and maintain
the Plant Breeders’ Rights Register; (g). Undertake plant variety testing and description,
seed certification and plant quarantine control; (h). Undertake inspection and grading of plants and
plant produce at the ports of entry and exit; (i). In consultation with other relevant agencies,
develop and implement standards for seed and plant materials;
(j). Implement and enforce national biosafety regulations on the introduction and use of genetically or living modified species of plants, insects and micro-organisms, plant products and other related species;
(k). Regulate import and export of plants and plant materials;
(l). In consultation with other relevant agencies, regulate the commercial exploitation of naturally occurring plants and plant-related micro-organisms;
(m). Register and license seed merchants, seed growers, agents and any other person who may be required to be registered under the provisions of this Act or any of the laws specified in the First Schedule;
(n). Enter into association with such other bodies or organizations or authorized persons as the Board may consider desirable or appropriate in furtherance of the purposes for which the Service is established;
(o). Be the liaison office for international conventions relating to plant variety protection, plant protection, seed certification and dealing with endangered species or any other related conventions.
KEPHIS as a science-based organization relies heavily on technology in its functions for delivery on the institutional mandate. There were technological advancements in many areas including laboratory testing/diagnostics and ICT during the implementation of the 2013-2017 strategic plan. Changes in Sanitary and Phytosanitary standards in the international markets and emerging issues (pests and diseases) led to new challenges in meeting market requirements. The dynamic environment under which KEPHIS operates called for a review of the strategic objectives to guide the institution.
1.3 The Strategic Planning Process
The process of developing this Plan relied heavily on an extensive review of the relevant documents including the Constitution of Kenya (2010), Vision
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2030, MTP I, MTP II, MTP III, ASTGS (2019 to 2029), ASDS (2010 to 2020) and other documents in the agriculture sector. A self-administered questionnaire was used to collect primary data from the Board, Senior Management and Heads of Department. The questionnaire elicited information on past performance, current status and the projected operating environment of KEPHIS. More information was collected through key informant interviews and observation. The pertinent data was analyzed to identify and prioritize the strengths, weaknesses, opportunities and threats facing KEPHIS. This further culminated in the identification of strategic issues and development of the strategic framework in terms of the vision, mission, core values, objectives and strategies.
Finally, a strategy planning workshop was held at KEPHIS headquarters on June 16, 2017 with the Board, Senior Management and heads of departments in attendance. The workshop formulated the Vision and Mission statements as well as core values. On the basis of the revised mission, vision and core values, objectives were developed, and relevant
strategies crafted. Thereafter a two-day workshop was held at KEPHIS headquarters on June 21st and 22nd, 2017 with senior management and heads of departments to develop the implementation matrices. The document was further reviewed in February 2019 to align it with the MTP III, Big 4 Agenda and the ASTGS. The process also included consultative meetings with staff and other stakeholders.
1.4 Organization of the Plan
The Plan is organized in seven chapters. Chapter 1 outlines the introduction and background giving the justification for developing the Plan. Chapter 2 presents Kenya’s Achievements and Development Challenges while the Situation Analysis is contained in Chapter 3. The Strategic Framework is explained in Chapter 4. Chapter 5 focuses on how the Plan will be implemented while Chapter 6 presents the resource flows, revenue and expenditure projections. Chapter 7 summarizes the monitoring and evaluation mechanism of the Plan.
Hybrid coconut under quarantine in Matuga, Kwale County: KEPHIS together with stakeholders are promoting the production of hybrid coconut to uplift the economic and living standards of coastal communities
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CHAPTER TWO : KENYA’S
CHALLENGES IN THE AGRICULTURE
SECTOR, DEVELOPMENT
AGENDA AND ACHIEVEMENTS
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2. KENYA’S CHALLENGES IN THE AGRICULTURE SECTOR, DEVELOPMENT AGENDA AND ACHIEVEMENTS
The Vision 2030, MTP III and the ASTGS describe the emerging issues, challenges and lessons learnt in Kenya’s agricultural sector.
2.1 Kenya Vision 2030
Kenya Vision 2030 is the Country’s development blueprint covering the period between 2008 and 2030. It aims at transforming Kenya into a newly industrialized, middle-income country providing a high-quality life to all its citizens by the year 2030. The blueprint is anchored on three pillars: economic, social and political.
The economic pillar consists of eight priority sectors: agriculture and livestock, manufacturing, tourism, trade, business process outsourcing, financial services, Oil, Gas and mineral resources and the Blue Economy. Agriculture is expected to deliver seven per cent annual economic growth rate envisaged under the economic pillar. To achieve this growth, transforming smallholder agriculture from subsistence to an innovative, commercially oriented and modern agricultural sector is critical. This transformation is to be accomplished through transforming key institutions in agriculture, livestock, forestry and wildlife to promote agricultural growth; increasing productivity of crops, livestock and tree cover; introducing land-use policies for better use of high- and medium-potential lands; developing more irrigable areas in arid and semi-arid lands for both crops and livestock; improving market access for smallholders through better supply chain management; and adding value to farm, livestock and forestry products before they reach local, regional and international markets.
The Vision 2030 has identified four major challenges that continue to face the agricultural sector. These are: • Productivity levels for many crops are below
potential and for some agricultural produce
yield and value over a 5-year period have either remained constant or are on the decline. Although yield is only a partial gauge of performance, it reflects the available production technology. Using the United States maize yield of 10.75 metric tonnes per hectare, in one of the states, as a benchmark the Kenyan 5.0 metric tonnes per hectare can be improved. Forest cover and tree productivity have been on the decline while population growth has led to increased human–wildlife conflict. Forest cover is estimated at 7% against the United Nations recommendation of 10%.
• Land in the high and medium potential areas as well as in arid and semi-arid lands (ASALs) remains under-exploited for agricultural production. Much of the available cropland remains under-utilised with smallholder farmers using only 60% of their land for agricultural production. About 84% of the country is ASAL and is not suitable for rain-fed farming due to low and erratic rainfall. Development of suitable plant varieties and irrigation for these areas will improve productivity. It is estimated that intensified irrigation can increase agricultural productivity fourfold and, depending on the crops and varieties, incomes can be increased.
• The productivity of the agricultural sector is constrained by inefficiencies in the supply chain resulting from limited storage capacity, lack of post-harvest services and poor access to product markets. Vision 2030 calls for proactive efforts to maintain existing markets and create new ones to increase Kenya’s bargaining power in global agricultural markets. The Kenya Flower Council estimates that there are over 60 markets worldwide for horticulture produce; however North America, Asia and Middle East markets remain underexploited.
• In agriculture, value addition determines the competitiveness of the country’s produce in world markets. However, Kenyan farmers export semi-processed, low-value produce, which accounts for 91 per cent of total agriculture-related exports. The limited ability to add value to agricultural produce coupled with high production costs make exports less competitive. According to a study done by Tea Board of Kenya in 2012 there was a price difference of USD 1.24 per kilogram of tea between Kenya and Sri Lanka, owing to value addition; this is the estimated loss per kilogram of tea sold in Kenya due to low value addition. Value addition would
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not only earn Kenya more foreign exchange but will also create jobs.
The Government will play its contributing component towards achievement of the Kenya Vision 2030 by; (i) transforming key institutions to promote agricultural growth; (ii) enhancing agricultural productivity; (iii) introducing land use polices for better utilization of high and medium potential lands; (iv) developing more irrigable areas in arid and semi-arid lands for agricultural production; (v) improving market access for farmers through better supply chain management; and (vi) adding value to farm and produce before they reach local and international markets.
2.2 The Third Medium Term Plan (2018 to 2022)
The Vision 2030 is being implemented through five-year medium-term plans (MTPs); already MTP II and III have been implemented. The MTP III to be implemented during the period 2018 to 2022, outlines the main policies, legal and institutional reforms as well as programmes and projects that the government plans to achieve. It builds on the achievements of the 1st and 2nd MTPs. It prioritizes implementation of the Big 4 Agenda initiatives which are; increasing manufacturing share of GDP, providing affordable housing, enhancing food and nutrition security and achieving 100% universal health coverage.The agriculture sector is expected to play a significant role of ensuring food and nutrition security as well as driving the manufacturing sector through the provision of raw materials.
The MTP III, whose theme is: Transforming Lives Advancing Socio-economic Development through the “Big Four”, builds on the gains made so far by previous MTPs (I&II). MTP III envisages to move the economy towards a growth trajectory to achieve the 7 percent economic growth rate and achieve goals and targets outlined under the economic, social and political pillars of Kenya Vision 2030 by 2022. The MTP III implementation will be aligned to the Constitution, Vision 2030, key policies, legal and institutional requirements towards attainment of the “Big Four” initiatives and other priority programmes and projects.
Under this MTP III, the agriculture and livestock sectors will focus on the following Flagship projects and programmes: Agricultural Mechanization; Food
and Nutrition Security; Livestock Production; Value Chain Support; Youth and Women Empowerment in Modern Agriculture; Agricultural Insurance; Research and Capacity Building; Crop Diversification; Coastal Disease Free Zone; Strategic Food Reserve; Large Scale Production; Small Holder Productivity and Agro-processing; Agricultural Technology Development; Market Access and Product Development; Miraa Farmers Livelihood Improvement; Pastoral Resilience Building; Traditional High Value Crops; Comprehensive African Agricultural Development Program (CAADP) and Promotion of Investment and Cooperation in Agriculture.
2.3 Agriculture Sector Transformation and Growth Strategy (ASTGS)
The Agriculture Sector Growth and Transformation Strategy (ASTGS) is to be implemented from 2019 to 2029 and builds upon the Agriculture Sector Development Strategy (ASDS) of 2010 to 2020. The Ministry of Agriculture, Livestock, Fisheries and Irrigation (MOALF&I) has focused on nine flagship projects that serve as the core programmes for the 10-year period. These flagship projects draw on the status of agriculture today, a rigorous and thorough review of data, lessons from global best practices and local realities. The flagship projects will also help to transform the agriculture sector in Kenya, drive 100% food and nutrition security and ensure food is affordable, especially for vulnerable groups. The nine flagship projects to drive Kenya’s 10-year transformation are as follows: • Flagship 1: Target 1 million farmers, pastoralists
and fishermen in an initial 40 zones served by 1,000 farmer-facing SMEs that provide inputs and equipment including for irrigation, processing and post-harvest aggregation.
• Flagship 2: Shift nationwide subsidies focus to register 1.4 million high-needs farming households and empower them to access a range of inputs from multiple providers, enabled by an e-voucher delivery system.
• Flagship 3: Set-up 6 agro-processing hubs across Kenya using a one-stop-shop rapid PPP process for local and export markets.
• Flagship 4: Unlock 50 new large-scale private farms (each with over 2,500 acres) with 150,000 acres under sustainable irrigation from existing infrastructure (e.g., rehabilitate dams, dual-purpose hydropower), with competitive bidding, and government provided infrastructure (e.g.
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power, roads)• Flagship 5: Restructure the Strategic Food
Reserve (SFR) to better serve 4 million high need Kenyans through competitive digital reserve stock and cost management with private sector, and price stability managed through the National Treasury.
• Flagship 6: Boost food resilience of 1.2 million farming and pastoralist households in ASAL through community driven design of interventions, and more active coordination of development partners and private sector resources through regional economic blocs.
• Flagship 7: Launch 3 knowledge and skills building programs focused on technical and management skills in the field for 200 national and county government transformation leaders, 1000 farmer-facing SMEs, and 3000 extension agents.
• Flagship 8: Strengthen research and innovation, and launch priority digital and data use cases for better decision making and performance management (first wave to include digital subsidy registration and delivery, farmer and SME performance, automated SFR buy / sell needs)
• Flagship 9: Actively monitor 2 key food system risks: i. sustainable and climate smart natural resource management including sustainable irrigation and water basin health, soil quality and land use; and ii. Crisis management for pests, diseases, climate and global price shocks.
2.4 Emerging Issues and Challenges in the Agricultural Sector
Emerging issues include:
• Multiplicity of taxes, levies and charges by the national and county governments;
• Agri-business as a source of mass employment.
Challenges facing the agricultural sector include:
• High reliance on rain-fed agriculture;• The increased frequency of severe droughts and
floods and outbreak of pests and disease as a result of global climate change;
• Sub-division of land into small uneconomic units and under-utilized land in some parts of the country;
• Low agricultural productivity due to low
application of modern technology and innovation, inadequate capital and demand-driven research;
• Low and declining soil fertility due to poor farming methods;
• Frequent resource-use conflict between pastoralists and farmers;
• Pre and post-harvest losses due to inadequate storage facilities and poor handling of farm produce;
• Inadequate extension capacity;• Export restrictions on agricultural produce;• Limited access to affordable credit;• Inadequate and poorly organized market access
and marketing infrastructure;• High cost of farm inputs;• Poor physical infrastructure network in the rural
areas;• Inequality in resource access, ownership and
control at household level;• Underdeveloped agricultural value chain;• Inadequate data for policy planning and
development;• Weak monitoring and evaluation systems.
Lessons Learnt in the agricultural sector include:
• A robust response to climate change should be part of overall planning with special emphasis on agriculture;
• Improved linkages and strong collaboration with all the stakeholders are key in ensuring food security;
• Evidence based policy planning and strengthening of monitoring and evaluation is critical at all levels of governance;
• Adoption of production methods that complement rain-fed agriculture is key to ensuring food security.
2.5 Role of Kenya Plant Health Inspectorate Service (KEPHIS) in contributing towards the Kenya Development Agenda
KEPHIS plays a critical role in the realization of the aspirations of the goals of all the three pillars of the Vision 2030. Towards meeting the Economic pillar goals and the SDG Goal Number 1 of no poverty and Number 2 of Zero hunger by increasing agricultural productivity and Food Security, KEPHIS does the following:
KEPHIS STRATEGIC PLANPage 8
• Inspection and certification of imports and exports of plants and plant produce;
• Awareness creation and training on Good Agricultural Practices (GAP) and market requirements thus enhancing investment in agriculture for wealth creation;
• Negotiations aimed at increasing market access for Kenyan agricultural products and produce which in turn contributes to economic growth;
• Providing pest risk analysis information for market access;
• Ensuring quality seed production in irrigation schemes by offering certification services in these areas;
• Undertake testing of soils for fertility evaluation, water for irrigation suitability, fertilizers, manures and agro-chemicals for quality assurance to facilitate optimal productivity;
• Undertake pest and disease surveillance to provide early warning systems to all within the
farming system;• Testing of food commodities of agricultural origin
is also done to ensure compliance to food safety requirements. This contributes immensely to enhancement of the competitiveness of Kenyan products and hence an increase in their market access.
• Contributes to value addition through advisory services to farmers and inspection of produce.
• The strategic shift from over-reliance on rain-fed to irrigation agriculture has created increased demand for seed in new irrigation schemes.
The Social Pillar seeks to achieve a just, cohesive and equitable social development in a clean and secure environment. Towards meeting this pillar’s goals, KEPHIS does the following:• Monitoring environmental contaminants, level of
pesticide residues, heavy metals and industrial pollutants in ecological and environmental
KEPHIS staff inspecting imported wheat inside a ship at Kilindini Harbour. KEPHIS checks that imported plants and plant materials meets the requirements of Kenya’s Plant Import Permit (PIP)
KEPHIS STRATEGIC PLANPage 9
substrates, agricultural produce, foods and feeds. These are undertaken with a view to enhancing food safety and sustenance of environmentally friendly agriculture.
• Undertakes effective inspection and monitoring to guard against introduction and spread of noxious weeds and invasive plant species.
• Facilitating the availability of appropriate and climate-smart certified seed for the ASALs to ensure food security and nutrition.
The Political Pillar aims at an issue-based, people-centered, results-oriented and accountable democratic system. The implementation of activities towards customer-focused service delivery by KEPHIS are a key contribution towards this Pillar. Towards meeting the political pillar goals, KEPHIS does the following:• Observance of anti-corruption, ethics and
integrity principles;• Promotion of results-based management;• Facilitating public access to information and
data; • Implementation of service charters;
• Customer feedback mechanisms; • Publicity campaigns; • Provision of information on the Corporation’s
activities; • Sensitization and training of stakeholders; • Improvement in financial management.
An efficient, motivated and well-trained public service is one of the major foundations of the Kenya Vision 2030. Indeed, public service transformation is identified as key towards actualizing the goals of the Kenya Vision 2030. Towards this, KEPHIS continues to scale-up efforts to cascade the service charter; undertake capacity building of members of staff to enhance service delivery; implement the automation of service delivery processes to improve efficiency and speed; and review terms and conditions of members of staff. All these are implemented to ensure that KEPHIS plays its rightful role in the realization of the goals of the Kenya Vision 2030. KEPHIS will continue to implement its mandate to address the challenges identified in the agriculture sector under the MTP III.
A sorghum crop at Kambi Mawe , Makueni County
KEPHIS STRATEGIC PLANPage 10
CHAPTER THREE : SITUATION ANALYSIS
KEPHIS STRATEGIC PLANPage 11
3. SITUATION ANALYSIS3.1 Introduction
This chapter presents an analysis of the performance of the 2013 – 2017 Strategic Plan in terms of achievements, challenges and lessons learnt and analysis of internal and external environments. The analysis led to identification of key strengths, weaknesses, opportunities and threats (SWOT) plus stakeholder analysis matrix.
3.2 Review of Past Performance
During the implementation of the Strategic Plan 2013-2017 there were enormous achievements, challenges faced and lessons learnt; these are detailed below. A detailed analysis of the past performance of KEPHIS can be found in the Evaluation Report of the Strategic Plan 2013 -2017 (available on KEPHIS website: www.kephis.org).
3.2.1. Key Achievements
The achievements included but were not limited to:• Enhanced use of technology in service delivery;• Capacity building for staff;• Accreditation of systems and processes;• Commencement of KEPHIS Act No. 54 of 2012;• Compliance with market requirements;• Improvement of linkages with stakeholders;• Improved international cooperation in trade and
market access;• Enhanced bio-security surveillance; • Regional recognition as a center of excellence; • Hosting of first international phytosanitary
conference;• Membership to OECD forest seed and plant
scheme;• Presidency to OECD fruits and vegetables
scheme• Implementation of e-phyto system;• Harmonization of Kenya’s seed regulations with
COMESA seed regulations;• Accession to UPOV 1991 from UPOV 1978
creating a higher standard for protection of plant breeder’s rights.
3.2.2. Key Challenges
Despite the achievements in implementation of 2013-
2017 Strategic Plan, a number of critical challenges were encountered as follows:
• Emerging pests and diseases;• Inadequate legal and regulatory framework;• High turnover of technical staff;• Inadequate funding;• Dynamic market requirements;• KEPHIS mandate not well understood by
stakeholders;• Increased demand for KEPHIS services;• Inadequate service delivery infrastructure;• Rapidly changing technologies;• Devolved system of governance of agricultural
functions;• Effects of climate change in production systems.
3.2.3. Lessons Learnt
In the period under review, key lessons were learnt. The Corporation noted that there is need for:• Managing change in the operating environment;• Enhanced collaboration and stakeholder
engagement;• Increased capacity building of staff and
stakeholders;• Diversification of financial base;• Sustaining and increasing the scope of
accreditation;• Enhanced regional and international recognition;• Efficiency in resource utilization;• Effective and efficient communication;• Continued innovation in a dynamic environment.
To address the above challenges and taking into consideration lessons learnt, the 2018 – 2022 Strategic Plan has put in place relevant objectives and strategies for channeling KEPHIS resources and creating synergy towards progressively positioning KEPHIS on the right path to support the Government in achieving food and nutrition security. 3.3 Environmental Scanning
In developing the strategic plan, KEPHIS reassessed in totality the environment in which the institution operates i.e. external and internal environments; to ensure sustainability.
3.3.1. External Environment Analysis
KEPHIS does not operate in a vacuum. Therefore, the
KEPHIS STRATEGIC PLANPage 12
Political, Economic, Socio-cultural, Technological, Ecological, and Legal (PESTEL) forces were reviewed. The outputs of the analysis are the key opportunities and threats which are expected to
All visitors and returning residents into Kenya are to declare any plants or plant materials in their possession to KEPHIS at border points.
positively and negatively influence performance of KEPHIS. The relevant factors and conditions are summarized in Table 3.1.
KEPHIS STRATEGIC PLANPage 13
Tabl
e 3.
1 Ex
tern
al E
nviro
nmen
t Ana
lysi
sDi
men
sion
Issu
es a
nd/o
r dev
elop
men
ts th
at a
re lik
ely
to im
pact
neg
ativ
ely
or p
ositi
vely
on
KEPH
-IS
cap
acity
to a
chie
ve it
s ob
ject
ives
.Ef
fect
s th
e ch
ange
s pr
esen
t in
term
s of
opp
ortu
nitie
s an
d th
reat
s to
KEP
HIS
Glo
bally
Regi
onal
lyNa
tiona
lly
Opp
ortu
nitie
sTh
reat
s
Econ
omic
For
ces
• Fo
rmat
ion o
f reg
ional
tra
ding
bloc
ks, C
usto
m
Union
s, Fr
ee T
rade
Are
a &
WTO
• Ri
sing
Unem
ploy
men
t•
BREX
IT
• Es
tabl
ishm
ent o
f the
EAC,
CO
MES
A, N
EPAD
an
d AR
IPO
, •
Stab
le an
d G
rowi
ng
Afric
an E
cono
my
• Hi
gher
rate
s of r
etur
n on
fore
ign
inves
tmen
t in
Afric
a •
Sing
le co
ntine
ntal
mar
ket
for g
oods
and
serv
ices
unde
r Con
tinen
tal F
ree
Trad
e Ar
ea (C
FTA)
• EA
C In
tegr
ation
• St
able
local
econ
omy a
nd
Fore
ign
exch
ange
rate
s•
Emer
genc
e of
stro
ng
mid
dle
class
• Ri
sing
unem
ploy
men
t•
Wom
en a
nd yo
uth
empo
w-er
men
t•
Incid
ence
s of c
orru
ption
at
Nat
ional
and
Coun
ty
Leve
ls
• Po
sitive
long
-term
eco
nom
ic gr
owth
fore
casts
• In
crea
sed
dem
and
for c
ertifi
ed/h
igh
quali
ty
seed
s•
Expa
nded
nat
ional,
regi
onal
and
inter
natio
nal
mar
ket
• In
crea
se in
fore
ign
inves
tmen
ts•
Incr
ease
d int
eres
t in tr
ade
in pl
ant m
ater
ials
• Im
plem
enta
tion
of th
e EA
C SP
S pr
otoc
ol•
Enha
nce
oppo
rtunit
y for
pro
viding
lead
ersh
ip
in ca
pacit
y buil
ding
as a
cen
tre o
f exc
ellen
ce
in th
e re
gion
• Fr
eque
nt c
hang
es in
stan
dard
s lea
ding
to
loss o
f mar
ket.
• In
tens
ive a
nd g
rowi
ng c
ompe
tition
•
Slow
gro
wth
in G
lobal
Econ
omy
• Hi
gh c
ost o
f doin
g bu
sines
s•
Fluct
uatio
ns in
infla
tion
and
exch
ange
rate
s
Soci
al-c
ultu
ral
Forc
es•
Incr
easin
g wo
rld p
op-
ulatio
n•
Incr
ease
d pe
rman
ent
mig
ratio
n to
som
e co
untrie
s •
incre
ased
spre
ad o
f inf
ectio
us d
iseas
es•
Incr
ease
d he
alth
awar
enes
s
• In
crea
sed
cros
s-bo
r-de
r mov
emen
ts an
d int
erac
tions
• Ur
baniz
ation
and
urb
an
mig
ratio
n•
Expa
nding
labo
ur fo
rce
• Ri
se o
f the
Afric
an m
id-
dle-
class
con
sum
er
• Ra
pidl
y gro
wing
labo
ur
forc
e•
Risin
g cr
ime
and
insec
urity
• In
crea
sed
land
subd
ivisio
n •
Rapi
d Po
pulat
ion G
rowt
h
• In
crea
sed
appr
eciat
ion o
f nee
d fo
r qua
lity
agric
ultur
al inp
uts a
nd p
rodu
ce•
Bette
r info
rmed
pub
lic
• So
cial m
edia
and
mob
ile te
chno
logy u
sed
to
sens
itize
stake
hold
ers i
n se
ed a
nd a
gricu
ltura
l sp
here
s •
Chan
ge in
lifes
tyle
and
eatin
g ha
bits
• G
rowi
ng u
nem
ploy
men
t•
Incr
ease
d ins
ecur
ity•
Incr
ease
d su
b di
vision
lead
ing to
redu
ced
land
avail
able
for s
eed
and
agric
ultur
al
prod
uctio
n •
Emer
ging
hea
lth is
sues
and
socia
l ills
that
ad
vers
ely a
ffect
the
work
forc
e
Tech
nolo
gica
lFo
rces
• G
rowi
ng u
se o
f ICT
and
e-bu
sines
s•
Glob
al vil
lage
phen
om-
ena
• Ex
pans
ion o
f air a
nd
wate
r con
nect
ivity
• Ra
pid
Tech
nolog
ical
adva
ncem
ent
• G
rowi
ng a
dopt
ion o
f co
mpu
ter a
nd IC
T in
bu
sines
s•
Auto
mat
ion o
f ser
vices
• G
rowi
ng a
dopt
ion o
f e-
busin
ess
• Au
tom
ation
of s
ervic
es•
Cybe
rcrim
e &
Inse
curity
• In
crea
sed
capa
city f
or e
-ser
vices
.•
Redu
ced
costs
of c
omm
unica
tion
and
conn
ec-
tivity
• En
hanc
ed a
cces
s to
infor
mat
ion•
Incr
ease
d ef
ficien
cy se
rvice
deli
very
• St
aff la
yoff d
ue to
aut
omat
ion.
• Cy
ber a
nd D
ata
insec
urity
due
to vi
ruse
s,
e-cr
ime
and
Inte
rnet
terro
rism
.•
Rapi
d te
chno
logica
l cha
nges
Ecol
ogic
al F
orce
s•
Glob
al wa
rming
phe
-no
men
on•
Clim
ate
Chan
ge
• In
crea
sing
regi
onal
co-
oper
ation
in e
nviro
nmen
-ta
l issu
es•
Invo
lvem
ent o
f NG
Os
and
CBO
s in
agric
ultur
al
& en
viron
men
tal is
sues
.
• Ex
isten
ce o
f Nat
ional
En
viron
men
t Man
agem
ent
Auth
ority
(NEM
A)•
Incr
ease
d aw
aren
ess o
n en
viron
men
tal is
sues
• Po
or E
-was
te m
anag
emen
t sy
stem
s
• En
viron
men
tal Im
pact
ass
essm
ent b
ecom
ing a
leg
al re
quire
men
t •
Incr
ease
d de
man
d fo
r sus
taina
ble
agric
ultur
e•
Incr
ease
d di
vers
ity fo
r gro
wing
env
ironm
ents
fo
r par
ticula
r cro
p sp
ecies
and
varie
ties
• Re
sear
ch o
n cli
mat
e-sm
art a
gricu
lture
• Re
lease
of c
limat
e sm
art c
rop
varie
ties
• Ad
vers
e cli
mat
ic ch
ange
s •
Incr
ease
d po
llutio
n an
d en
try o
f poll
utan
ts int
o th
e fo
od c
hain
• In
crea
sing
healt
h ha
zard
s for
wor
kers
•
Emer
genc
e of
new
pes
ts an
d di
seas
es
KEPHIS STRATEGIC PLANPage 14
3.3.2. Internal Environment Analysis
The internal environment analysis identified key assets, resources, skills and processes; these are outlined below.
3.3.2.1. Financial ResourcesKEPHIS generates revenue from The Exchequer, charges for services rendered, grants from development partners, hire of conference & accommodation facilities and others. Table 3.2 presents KEPHIS revenue versus actual expenditure during the last plan period. It is vital that KEPHIS continues to diversify its revenue streams among other strategies to meet the increased demand for KEPHIS services and support successful implementation of the Strategic Plan.
Table 3.2: KEPHIS Revenue Versus Actual Expenditure for the period 2012-2017
Budget Versus Actual Expenditure
Year 2012/2013 2013/2014 2014/2015 2015/2016 2016/2017
KES KES KES KES KES
Revenue 944,100,367 995,223,000 957,927,000 964,609,000 941,200,000
Actual Expenditure 907,429,625 935,325,000 991,956,000 1,109,127,000 996,091,000
Surplus /Deficit 36,670,742 59,898,000 (34,029,000) (144,518,000) (54,891,000)
Source: KEPHIS Annual Reports
3.3.2.2. Human ResourceHuman resource is an important asset to the achievement of KEPHIS mandate and objectives. There is need for continuous investment for a highly skilled workforce to ensure effective response to opportunities and challenges of the industry in a timely and appropriate manner in an ever changing market environment. Therefore, KEPHIS will attract and recruit employees with requisite skills to maintain optimal number of staff. Further, the corporation will review the current organization structure; train and develop staff; implement a competitive compensation and reward system; implement an effective performance management system in order to retain and maintain a highly skilled workforce.
3.3.2.3. Legal and regulatory frameworkThe Corporation operates under the KEPHIS Act No. 54 of 2012, supporting Acts, regulations and policies. The KEPHIS Act stipulates the mandate and provides for structures necessary for effective service delivery. Due to the dynamic nature of the regulatory environment, there is need to formulate a national Sanitary and Phytosanitary policy; review
the national seed policy; review legal and regulatory framework for purposes of alignment to international frameworks and best practice as well as lobbying for enactment of revised legal and regulatory framework.
3.3.2.4. Information Communication TechnologyAdvances in information, communication and technology (ICT) continue to have decisive influences on operations of KEPHIS. Major strides have been made to improve the ICT infrastructure and systems namely; automation of human resource system, import and export electronic systems, initiation of the automation of the seed certification & plant variety system. KEPHIS will during the plan period, seek to leverage on the latest and most competitive ICT in order to enhance its service delivery processes.
3.3.2.5. Strategic Linkages and Alliances KEPHIS has established strategic linkages and alliances with various international, regional and local bodies for purposes of harmonization and implementation of standards and technology transfer. The corporation also participates in various forums and subscribes to various standard setting bodies, schemes, committees and journals for purposes of; supporting regulatory work, sharing information, continuous learning and aligning with best practices and developments in the agriculture sector. It is
KEPHIS STRATEGIC PLANPage 15
expected that this will enhance its oversight and regulatory roles. These linkages and alliances will continue to be maintained and enhanced in order to keep up with the industry best practices.
3.3.2.6. Governance and Management The KEPHIS Board is fully constituted with Chairperson and board members in place as per KEPHIS Act No. 54 of 2012. The Board will continue to play its fiduciary and oversight role by providing strategic direction and policy guidance. The day
to day running of the corporation is undertaken by the Managing Director and other managerial staff by implementing approved annual performance contracts and workplans.
3.4 The SWOT Analysis The situation analysis in section 3.3 outlines a number of Strengths, Weaknesses, Opportunities and Threats (SWOT) which are summarized in Table 3.3.
Table 3.3: The SWOT Analysis
Strengths Opportunities
• Local and internationally recognized accreditation and certification;• Availability of infrastructure;• Good corporate governance;• Competent and committed staff;• International recognition and membership to international organizations;• Advanced laboratories and inspection service;• Decentralized services for easy access;• Enhanced collaboration with stakeholders; • Ability to form and maintain linkages with collaborators and donors;• Staff with integrity;• Adoption of new technologies in service delivery;• High credibility nationally, regionally and internationally.
• Enhanced cooperation with stakeholders;• Providing leadership in capacity building as a center of excellence in the region;• Strategic location in relation to East Africa and the region;• Readily available skilled manpower in the market;• A vibrant economy, liberalized market and improved agricultural growth leading to
increased demand of KEPHIS services;• Expanding global markets;• Increased demand for certified and quality agro-products;• Support from development partners to fund projects;• Regional harmonization of policies; • Access to professional trainings and awareness fora;• Expanding legal mandate in food safety and germplasm maintenance.
Weakness Threats
• Limited resources;• Inadequate specialized capacity in specific disciplines;• Inadequate visibility and awareness about some institutional services;• Inadequate regulations for implementation of KEPHIS Act, CAP 324, CAP 326
and other laws;• Inadequate provision for succession framework.
• Liberalization of similar services;• Competition for customers and skilled staff; • Reduced funding from the Exchequer;• Competition for donor funding;• Heavy reliance on internally generated revenue which may be adversely affected by
a change in policy;• Emergence of new SPS threats; • Changing market requirements;• Entry of unauthorized plant materials through porous borders, evasion of KEPHIS
services and false declarations by some clients;• Emerging health issues and social ills that adversely affect the workforce;• Challenges in communication infrastructure;• Overlapping mandates, inadequate and changing legal framework;• Unpredictable weather patterns which affect agricultural production;• Shortages of goods and services in the supply market;• ICT security risks and threats;• Competition by other countries for the export market;• Changing socio-political environment;• Increased competition for land use leading to pressure on agricultural production;• Inadequate certified seed;• Entry of uncertified seed into the market;• Changes in technology;• Challenges in implementation of harmonized decisions or agreements.
KEPHIS STRATEGIC PLANPage 16
Table 3.4: Stakeholder Analysis
Stakeholder Role/Functions of the Stakeholder Stakeholder’s expectations from KEPHIS
What KEPHIS should do to meet stakeholder’s expec-tations
What the stakeholder should do to assist KEPHIS
National Re-search Institutions
• Provide technical expertise in areas such as risk assessment, training and diagnosis
• Research to support regulatory function
• Partnership in research• Resource mobilization
• Provide timely information • Create linkages and
networks• Mobilize resources
• Provide timely information • Support expert participation
Consultative Group on Interna-tional Agricul-tural Research (CGIAR)
• Technical support• Research• Resource mobilization
• Facilitation for regional initiatives• Playing of coordination role• Provision of local fora for various
interactions
• Provide forums and mecha-nisms for regional initiatives
• Create partnerships and agreements
• Develop proposals for regional initiatives
• Provide technical support to partici-pating experts
• Support networks and partnerships• Develop proposals for relevant
activities
National Govern-ment / County Governments
• Collaboration in certification• Provision of relevant information• Legal advisory and guidance• Formulation of policy / enactment
of legislation • Enforcement of laws and
regulations
• Collaboration and cooperation• Conformity to policy framework
• Share policy information and strengthen collabo-ration.
• Capacity building of County staff
• Effectively communicate the policy framework
• Collaboration and cooperation
Regional andInternational Bod-ies and regulatory agencies(NPPOs, IPPC, OECD, CBD, WTO, ISTA, UPOV, ARIPO)
• Standards setting and harmoniza-tion of International Policy
• Assist in capacity building and compliance
• Facilitates capacity development
• Contribution to standards development
• Continued participation in activities
• Participate in their activities • Update membership• Provide comments during
standards development
• Effectively communicate regarding new standards under development and scheduled meetings
• Support capacity building• Make the approved standards
available• Support relevant local programmes
Development partners
• Support for capacity building programmes
• Developing proposals based on technical needs assessment
• Proper management and accountability of resources
• Regularly report on progress
• Timely response to requests• Provide expertise when required
The Public / Farmer
• Taxpayers / Beneficiaries of services
• Good Corporate Governance • Compliance with the service
charter• Information on the role of
KEPHIS • Advisory services
• Embrace Good Corporate Governance
• Offer efficient and effective services as per the service charter
• Provide timely and sufficient information
• Corporate Social sustain-ability activities
• Adhere to statutory obligations• Provide feedback on services
offered by the Department• Provide information and under-
stand KEPHIS regulations
Seed Industry • Production, processing and mar-keting of quality seed to farmers, nationally and regionally.
• Provide a forum for interaction and information exchange among members and promote activities that lead to regulatory harmonization
• Efficient seed certification, variety registration and quality assurance services
• Collaboration in matters related to the seed industry
• Advisory services• Authorization for self-regulation
• Build capacity of seed companies on quality management and self-au-thorization
• Provide quality certification services
• Offer efficient regulatory services
• Ensure prompt payment for services
• Abide by their obligations as spelt out in the law
• Participate in arbitration issues between its members
• Conduct training for its members• Establish and observe code of
ethics by members
KEPHIS STRATEGIC PLANPage 17
Stakeholder Role/Functions of the Stakeholder Stakeholder’s expectations from KEPHIS
What KEPHIS should do to meet stakeholder’s expec-tations
What the stakeholder should do to assist KEPHIS
Certification & Accreditation bodies
• Certification and accreditation of services
• Provision of guidelines and relevant literature
• Coordination of Proficiency Testing schemes
• Meet the necessary obligations
• Adhere to set standards
• Support capacity building • Effectively monitor KEPHIS perfor-
mance to ensure compliance• Convene meetings and fora• Timely update any revision to
standards
Suppliers • Supply of quality goods and services
• Timely payments• Conformity to government
procurement procedures
• Maintain efficient system for processing payments
• Conform to statutory pro-curement procedures
• Provide adequate documentation• Conform to KEPHIS specifications• Prompt delivery
Phytosanitary in-dustry (Exporters,Importers, Growers, Farmers and Farmer associations)
• To meet market requirements and standards
• Quick inspection and certifica-tion services
• Up-to-date export and import information
• Advisory services
• Enhance capacity to enable timely service provision
• Provide required information on time
• Provide conducive environment and facilities for inspection
• Prompt payment for services
Other Regulatory agencies and Government bodies
• Provide clearance for imports and exports
• Undertake collection of tax for dutiable consignments
• Collection and analysis of custom declaration forms with information on plant materials
• Collaboration in issuance of per-mits and enforcement of laws
• Continuous sensitization on developments in the sector
• Collaboration• Enforcement of laws and
regulations
• Ensure continuous engage-ment
• Collaboration
• Refer all plants and plant products consignments to KEPHIS before clearance
• Ensure compliance with set regulations
• Collaborate in joint stakeholder activities
Educational institutions
• Provision of training • Research in support of regulatory
processes• Technical expertise support and
technology development
• Identification of training needs and researchable areas
• Collaboration• Facilitate movement of germ-
plasm for research
• Provide advisory services in curriculum development for TVETS and Universities
• Provide opportunity for internship and attachments for students
• Support expert participation• Share the relevant expertise
The Media • Coverage of the organization’s main activities and events
• Communicating to public on policies, regulations and technical advice
• Information on mandate, pro-grams and activities
• Facilitation to research and writing of articles
• Timely provide information on mandate, programs and activities
• Create programs to plug information gaps about KEPHIS
• Sensitize the public on mandate, programs and activities
• Publicize KEPHIS services
Youth, Women and vulnerable groups
• Carry out agricultural activities that are regulated by KEPHIS
• Contribution to Nutrition and food Security
• Provision of new technologies in the agricultural value chain
• Timely and up to date Informa-tion on mandate, programs and activities through best communi-cation channels
• Continuous training and en-gagements
• Provide affirmative action towards opportunities and recruitment
• Training, attachments, contractual engagements and internships
• Provision of up to date information using effective communication channels
• Provide continuous feedback on our services
• Meet requirements for opportunities available
KEPHIS STRATEGIC PLANPage 18
CHAPTER FOUR : STRATEGIC
FRAMEWORK
KEPHIS STRATEGIC PLANPage 19
4. STRATEGIC FRAMEWORK
4.1 Introduction The strategic framework comprises of; the mandate, core functions, vision, mission, core values, strategic themes, strategic issues, objectives and corresponding strategies.
4.2 Mandate To provide regulatory and advisory services for the protection of plants, seeds and plant varieties, agricultural inputs and produce in Kenya.
4.3 Core FunctionsThe core functions of KEPHIS are to: - (a). Regulate matters relating to plant protection,
seeds and plant varieties; (b). Administer and enforce sanitary and
phytosanitary measures; (c). Support the administration and enforcement of
food safety measures; (d). Establish service laboratories to monitor the
quality and levels of toxic residues in agro-inputs, irrigation water, plants, soils and produce;
(e). Be the principal advisor to the Government on issues relating to seeds and planting material;
(f). Implement plant variety protection in Kenya, administer plant breeders’ rights and maintain the Plant Breeders’ Rights Register;
(g). Undertake plant variety testing and description, seed certification and plant quarantine control;
(h). Undertake inspection and grading of plants and plant produce at the ports of entry and exit;
(i). In consultation with other relevant agencies, develop and implement standards for seed and plant materials;
(j). Implement and enforce national biosafety regulations on the introduction and use of genetically or living modified species of plants, insects and micro-organisms, plant products and other related species;
(k). Regulate import and export of plants and plant materials;
(l). In consultation with other relevant agencies, regulate the commercial exploitation of naturally occurring plants and plant-related micro-organisms;
(m). Register and license seed merchants, seed growers, agents and any other person who may be required to be registered under the provisions
of this Act or any of the laws specified in the First Schedule;
(n). Enter into association with such other bodies or organizations or authorized persons as the Board may consider desirable or appropriate in furtherance of the purposes for which the Service is established;
(o). Be the liaison office for international conventions relating to plant variety protection, plant protection, seed certification and dealing with endangered species or any other related conventions.
4.4 VisionHealthy plants, safe trade and sustainable agro-environment for a prosperous Kenya.
4.5 MissionTo provide a science based regulatory service by assuring plant health, quality of agricultural inputs and produce for food security, globally competitive agriculture and sustainable development.
4.6 Core Value StatementsValue statements constitute a set of beliefs and standards of behaviour that drive the KEPHIS agenda. They are essential and must be upheld as they are key to corporate culture and identity.
The following are our values:• Customer focus: KEPHIS commits itself to
attaining the highest standards in service delivery to all stakeholders.
• Professionalism and Integrity: KEPHIS is committed to operate in an honest, professional, transparent and responsible manner while implementing its operations to create and build right corporate culture.
• Teamwork: KEPHIS will adopt a participatory approach and ensure its staff work together while implementing its programmes and activities.
• Results oriented: KEPHIS will utilize results based management practices and allocate the necessary resources to attain its performance targets.
• Innovation and Creativity: KEPHIS will be a learning organization that embraces change and continuously enhances creativity and innovation in its business processes.
• Corporate social sustainability: KEPHIS will be a responsible corporate entity that addresses
KEPHIS STRATEGIC PLANPage 20
the interests of the community in its areas of operation.
4.7 Strategic Themes, Issues,
Objectives, and Strategies
The following strategic themes, issues, objectives and strategies have been identified as priority areas for implementation in the plan period for KEPHIS to successfully achieve its mandate, mission and vision.
Theme 1: Protection of Plant Resources Strategic Issue 1: Pests, weeds and invasive species managementObjective 1: To protect plants from pests, weeds and invasive speciesStrategies:1.1. Enhance diagnostic and advisory services1.2. Safeguard against introduction and spread of
harmful organisms1.3. Support implementation of Biosafety Act1.4. Enforce regulations on imports while facilitating
trade 1.5. Carry out pest surveillance, monitoring,
emergency response and reporting
Theme 2: Legal and Regulatory FrameworkStrategic Issue 2: There are gaps in the existing policy, legal and regulatory framework in relation to prevailing local, regional and international agricultural development issues Objective 2: To establish a robust, facilitative policy, legal and regulatory framework for KEPHISStrategies:2.1. Identify the gaps in the policy, legal and
regulatory framework2.2. Develop and/or align the policies, legal and
regulatory framework to prevailing local, regional and international frameworks
2.3. Lobby for enactment of revised policies, legal and regulatory framework
Theme 3: Agricultural ProductivityStrategic Issue 3: Low levels of agricultural productivityObjective 3: To contribute towards improved levels of agricultural productivity while responding to climate changeStrategies:3.1. Facilitate introduction and production of quality
inputs, establish pest free areas and improved technologies
3.2. Undertake Plant variety testing, release, registration and protection
3.3. Undertake Seed certification Theme 4: Trade FacilitationStrategic Issue 4: Need to support Food safety, Market access and ComplianceObjective 4: To Support Food safety, Market access and ComplianceStrategies:4.1. Ensure export certification and inspection4.2. Undertake analysis of agricultural produce for
contaminants4.3. Facilitate research to enhance certification for
regulation4.4. Participate in standard setting, review and
harmonization and market access negotiations
Theme 5: Capacity BuildingStrategic Issue 5: Inadequate capacity to facilitate efficient and effective delivery of the KEPHIS mandateObjective 5: To build staff, stakeholders and infrastructural capacity to facilitate efficient and effective delivery of the KEPHIS mandate.Strategies:5.1. Enhance staffing levels and skills5.2. Implement Human Resource Best Practices5.3. Enhance capacity for stakeholders and SMEs5.4. Enhance ICT infrastructure and systems5.5. Improve automation of KEPHIS operations
(upgrade existing systems and development of new systems)
5.6. Enhance the infrastructural facilities5.7. Enhance Asset management5.8. Enhance Performance Management5.9. Develop and Implement a Risk management
system5.10. Enhance the Centre for Phytosanitary Excellence
(COPE)
Theme 6: Resource Mobilization and ManagementStrategic Issue 6: Limited financial resources and sub-optimal resource allocation and utilization.Objective 6: To mobilize adequate financial resources and ensure optimal allocation and utilization for full implementation of programmes and activitiesStrategies:6.1. Broaden Service and Product base6.2. Enhance Fundraising6.3. Implement Sound Financial Management
KEPHIS STRATEGIC PLANPage 21
Theme 7: Stakeholder Alliances and PartnershipsStrategic Issue 7: Need to enhance synergy collaboration and linkages with stakeholders and partnersObjective 7: To enhance synergies through collaboration and linkages with stakeholders and partnersStrategies:7.1. Stakeholder analysis and mapping7.2. Enhance interaction with stakeholders and
partners7.3. Enhance customer relations and feedback7.4. Promote co-regulation with stakeholders
Theme 8: Corporate Brand ImageStrategic Issue 8: Need to enhance the visibility and Corporate brand of KEPHISObjective 8: To enhance the visibility and corporate image of KEPHISStrategies:8.1. Undertake Corporate Social Sustainability (CSS)
initiatives8.2. Enhance communication and image-building
framework 8.3. Undertake Corporate Re-branding
A greenhouse donated to Lunza Primary School in Kakamega County as part of KEPHIS’ Corporate Social Sustainability initiative
KEPHIS STRATEGIC PLANPage 22
CHAPTER FIVE : IMPLEMENTATION OF THE STRATEGIC
PLAN
KEPHIS STRATEGIC PLANPage 23
5. IMPLEMENTATION OF THE STRATEGIC PLAN
5.1 IntroductionThis chapter provides a framework for operationalizing the strategic objectives through: enhanced organizational structure and human capacity; elaborated coordination mechanism with stakeholders; internal communication and reporting; management of various risk.
5.2 Implementation Plan The implementation plan sets the requisite framework upon which monitoring and evaluation of the strategic plan will be done by documenting what needs to be done, when it needs to be done, by whom and the resources needed. It helps in the appraisal of performance and in the identification of any remedial actions. It operationalizes the strategic objectives and leads to better motivation of staff through clear assignment of responsibilities for implementing and
monitoring programmes. The relevant implementation plan matrices for KEPHIS are presented in Annex 1.
The implementation plan will further be cascaded into Annual Operational Plans which will constitute Directorate Annual Work Plans. These will in turn form the basis of the Individual staff Annual Work Plans. It thus creates clear linkages between the individual’s work performance and the accomplishment of Strategic objectives, which in turn feed into the achievement of the national development agenda.5.3 Organizational Structure and Human
CapacityThe KEPHIS Organizational Structure is based on KEPHIS mandate as documented in the KEPHIS Act No. 54 of 2012 and is expected to deliver the strategic objectives. The structure has been enhanced to address emerging issues on biosecurity and food safety. Directorates and departments were formed; they will be staffed according to the functions inherent therein. Figure 1 shows the KEPHIS organizational structure.
Figure 1: KEPHIS organizational structure.
DIRECTOR
BOARD OF DIRECTORS
Directorate of Seed Certification & Plant Variety Protection
CS &Legal Ser-vices Dept
Agro-input Analy-sis & Contaminant
Dept
Export Certifica-tion Dept
Quality Assurance & Accreditation
Dept
Finance & Ac-counts Dept
Seed Certification Dept
Standards Harmonization & Inter-national
Trade Dept
Planning, Monitor-ing & Evaluation
Dept
Corporate Com-munications Dept
Pesticide & Pesticide Residue
Analysis Dept
Import Regulation & Border Control
Dept
Policy & Regulato-ry Research Dept Human Resource
Dept
Supply Chain Management
Dept
Plant Variety Test-ing & Protection
Dept
Plant Health Labo-ratories Dept
Consultancy & Training Dept
Administration Dept
Market Surveil-lance & Advisory
Services Dept
Pest Risk Analysis & Pest Surveil-
lance Dept
Projects coordina-tion & Resource Mobilization Dept
ICT DeptSeed Testing Laboratory Dept
Plant Quarantine & Bio-security
Dept
Directorate of Research, Training,
Strategy & Compliance
Directorate of Food safety
Services
Directorate of Corpo-rate Services
Directorate of Plant health & Biosecurity
Internal Audit Dept
KEPHIS STRATEGIC PLANPage 24
5.4 Coordination MechanismKEPHIS recognizes that the achievement of objectives, strategies and activities will require collaboration with various government ministries, departments, agencies (MDAs) and other stakeholders. In some cases, coordinating mechanisms already exist for actions that require cross-agency collaboration while in others, KEPHIS will have to establish similar coordinating mechanisms; this is depicted in Figure 2.
The internal coordination mechanism will be achieved through periodic meetings and reporting systems of various management and administrative organs of KEPHIS including the Board of Directors and its standing committees, the senior management and departmental committees, and other operational units in the organization structure. The implementation plan (Annex 1) shows what will be done and who will be responsible; it will also be a principal coordinative mechanism tool.
The operationalization of this coordination framework will be critical in realization of KEPHIS vision. KEPHIS will therefore maintain and enhance these stakeholder relationships.
5.5 AccountabilityGenerally, the Board of Directors will provide oversight, policy direction and evaluate the Plan’s implementation. The Managing Director will be responsible for the overall performance and provide leadership in the implementation of the Corporation’s strategies. Directors and Managers will be responsible for the day-to-day implementation, monitoring and evaluation of actual performance. The quantitative and qualitative targets in the Plan will be implemented through Annual Performance Contracts and targets in the individual staff work plans.
The implementation of this Plan requires proper utilization of financial, human and material resources. This demands that staff take responsibility and be accountable for their use. The implementation of the strategy depends significantly on how the planned activities and outputs are effectively delegated, monitored and evaluated. The organizational structure represents channels of communication; levels of authority; reporting systems as is illustrated in Figure 1.
Farmers, Exporters, Seed Sellers and Industry associations
Other Government of Kenya Minis-tries/Departments/ Agencies (MDAs)
International Bodies/Agencies/Agreements
WTO-SPS/ EAC/ COMESA/ UPOV/ IPPC /CODEX ALIMENTARIUS/
OECD
Media and information officers
KEPHIS Customers
KEPHIS
General Public
County Governments and NGOs
Development Partners
Ministry of Agriculture, Livestock, Fisheries & Irrigation
Agriculture Sector Regulators
Figure 2: Plan Coordination Framework
5.6 Risk ManagementThe implementation of this Plan is potentially exposed to various risks, namely strategic, operational, financial and technological. KEPHIS will forecast
possible risks under these categories and determine mitigation measures as shown in Table 5.1. The Corporation will continue to manage risks within the established enterprise risk management framework.
KEPHIS STRATEGIC PLANPage 25
Table 5.1: Risks and Mitigation MeasuresTYPE OF RISK RISKS ANTICIPATED RISK SCALE RISK IMPACT MITIGATION MEASURES
Strategic Risks • Accreditation scope not meeting consumer needs with emerging food safety and plant health concerns for analytical and diagnostics services
Medium High • Involve consumers in planning for accreditation expansion• Allocate more funds to accommodate accreditation expansion• Continuously scan the operational environment to take note of
emerging issues • Develop, validate and accredit new methods
• Inadequate external support Medium High • Enhanced budgetary allocation and financial resource mobiliza-tion; and
• Optimal utilization of available resources revenue.
• Loss of international markets and credibility due to non-compliance to market requirements
Medium High • Improved pest detection, analytical capacity, enhanced certifica-tion systems and identification mechanisms
• Aggressive awareness creation, develop a business plan and market services
• Emergence of new regulated pests, use of unauthorized pesticides and other bio-se-curity threats.
Medium High • Establishment of early warning systems and emergency response• Strengthening of imports inspections • Strengthening of surveillance, inspections and enhancement of
Phytosanitary measures• Enhance pest diagnostics • Strengthening of pesticide and contaminants monitoring
• Inadequate legal and regula-tory framework
Low High • Fast-track the passing of the applicable Acts and regulations
• High incidence of staff turn over
Medium High • Adopt best HR practices• Develop and implement appropriate staff retention strategy
• Delays in completion of projects
Medium High • Prepare and adhere to implementation schedule, making adjust-ments where necessary to avoid stalled projects
• Strict adherence to public procurement procedures• Ensuring adequate financial and technical capacity is in place
before committing to major projects
• Possible loss of property, including land
Medium High • Secure ownership title deeds and insure property
• Underutilization of resources Low Low • Initiate demand driven services• Awareness creation in existing capacities
• Increased customer com-plaints
Medium High • Response to customer complaints promptly • Improvement in service delivery
• Organizational resistance to change on new ideas which may affect performance
Low Medium • Develop and institutionalize a framework for acceptance and effective management of change
• Distantly located institutional offices
Low Low • Open up offices in all the counties to bring KEPHIS services closer to people
• Subjective performance management
Low High • Regular review of targets set• Fair / harmonized performance management
Operational Risks • Inadequate equipment and infrastructure
Medium High • Long-term strategic planning for procurement of key equipment• Establishment of appropriate infrastructure at service delivery
centers• Optimal use of available infrastructure
• Inadequate number of staff Medium High • Optimize staff establishment through recruitment• Rationalize staff deployment• Promote the use of automation where possible• Authorize KEPHIS services as per the Act • Outsource non-strategic activities
• Inadequate capacity to keep pace with the dynamic technological trends
Medium Medium • Training in relevant areas• Establish appropriate succession plan
• Inadequate financial resources
High High • Optimize the use of available resources• Enhance revenue collection and resource mobilization• Lobby for more budgetary allocation
• Extensive porous borders High High • Bilateral negotiation with neighboring countries• Sensitization of the communities along the borders• Increased collaboration with partner institutions operating at the
borders• Regional harmonization and capacity building
KEPHIS STRATEGIC PLANPage 26
TYPE OF RISK RISKS ANTICIPATED RISK SCALE RISK IMPACT MITIGATION MEASURES
• Inadequately informed clientele
Low Medium • Effective sensitization of the clientele on the Corporation’s services• Increased collaboration with the extension staff and other relevant
agencies in the delivery of agricultural information
Financial Risks • Financial losses due to fraud, corruption, unethical practic-es and defaulting customers
Medium High • Adhere to KEPHIS financial and credit policy• Strengthen internal financial controls
• Limited budgetary allocations and revenue collection for planned actions and requests
Medium High • Intensify revenue collection• Negotiate for more budgetary allocation
• Unforeseen financial parame-ters e.g. inflation, changes in Govt. financial policies etc.
Medium Medium • Explore insurance options• Build a strong financial base
Technological Risks • Rapidly changing Technol-ogy which renders current technology obsolete
Medium High • Enhancing capacity in human resource, ICT and other technolo-gies to cope with everchanging environment
• Inappropriate technological infrastructure
Low Medium • Proven implementation methodology with clearly identifiable milestones
• Phased rollout strategy with dedicated rollout teams and fulltime management
• Pilot site proven before roll-out• Expertise advise from experienced external consultants• Clearly spelt-out system limitations
• Breach of system security Low High • Regular review of policy to reflect contemporary ICT needs.
An analyst at the Plant Quarantine and Bio-security Station, Muguga
KEPHIS STRATEGIC PLANPage 27
CHAPTER SIX : FINANCIAL
RESOURCES
KEPHIS STRATEGIC PLANPage 28
6. FINANCIAL RESOURCES
Successful implementation of the Strategic Plan will depend not only on the quality and commitment of staff, but also on the availability and efficient utilization of financial resources. The projected funds required for implementing the pertinent strategies, programmes and projects outlined in this Plan are summarized in Table 6.1. The eight strategic
STRATEGIC THEME STRATEGIC OBJECTIVE FY FY FY FY FY TOTAL
2017/18(IN MILLION KSH.)
2018/19 (IN MILLION KSH.)
2019/20 (IN MILLION KSH.)
2020/21 (IN MILLION KSH.)
2021/22(IN MILLION KSH.)
(IN MILLION KSH.)
1.PROTECTION OF PLANT RESOURCES
To protect plants from pests, weeds and invasive species. 98.15 121.20 195.75 166.00 182.80 763.90
2. LEGAL AND REGU-LATORY FRAMEWORK
To facilitate the review and strengthening of the policy, legal and regulatory framework so that it is in tandem with the prevailing local and international agricultural development issues.
1.20 30.20 11.20 14.95 9.95 67.50
3. AGRICULTURAL PRODUCTIVITY
To contribute towards improved levels of agricultural productivity. 158.45 205.43 212.21 311.20 320.95 1,208.24
4. TRADE FACILITA-TION
To support food safety, market access and compliance 72.40 84.15 91.92 97.02 101.97 447.46
5. CAPACITY BUILDINGTo build staff, stakeholders and infrastructural capacity to facilitate efficient and effective delivery of the KEPHIS mandate.
700.75 847.20 869.80 909.93 951.28 4,279.05
6. RESOURCE MOBILI-ZATION AND MANAGEMENT
To mobilize adequate financial resources and ensure optimal allocation and utilization to enable full implementation of programmes and activities.
16.30 18.60 22.30 24.55 25.30 107.05
7. STAKEHOLDER ALLIANCES AND PARTNERSHIPS
To enhance synergies through information and resource sharing with stakeholders and partners.
19.85 17.05 13.95 14.85 18.25 83.95
8. CORPORATE BRAND & IMAGE
To enhance the visibility and corpo-rate image of KEPHIS. 16.90 17.70 32.31 17.33 15.96 100.20
9. OVERHEADS 157.00 165.47 136.28 103.17 209.54 771.46
GRAND TOTAL 1,241 1,507 1,585.72 1,659 1,836 7,828.72
themes will be achieved through various strategies and activities; the financial resources required for implementing the strategies and activities are outlined in the implementation matrix (annex 1). The total amount required for the period 2017/18-2021/22 is Kshs. 7.8 Billion which will be generated from internal and external sources over the same period, based on the projected cash inflows as outlined in Table 6.2; while Table 6.3 outlines the projected cash inflows and outflows over the Strategic Plan period.
Table 6.1. Strategic themes
KEPHIS STRATEGIC PLANPage 29
SOURCEFY
FY 2018/19(KSH. MILLIONS)
FY 2019/20(KSH. MILLIONS)
FY FYTOTAL (KSH. MILLIONS)2017/18(KSH.
MILLIONS)2020/21(KSH. MILLIONS)
2021/22(KSH. MILLIONS)
1.GOK GRANT 272 252 272 292 321 1,409
2.FEES FROM SERVICES REN-DERED
883 1,016 1,118 1,230 1,352 5,599
3.CONFERENCE AND ACCOMO-DATION
6 11 9 10 11 47
4.OTHER INTERNALLY GENERAT-ED REVENUE
7 12 11 7 7 44
5.GRANTS FROM DONORS 97 216 172 120 145 750
TOTAL 1,265 1,507 1,582 1,659 1,836 7,849
TOTAL AMOUNTS (Ksh. Millions)
Item Description Year 17/18 Year 18/19 Year 19/20 Year 20/21 Year 21/22 TOTAL
Total Revenues 1,265 1,507 1,582 1,659 1,836 7,849
Total Expenditures 1,241 1,507 1,582 1,659 1,836 7,825
Gap/Surplus (Total Revenues less Total Expenditures
24 0 0 0 0 24
Table 6.2. Projected Cash Inflows
Table 6.3. Projected Revenues and Expenditure
Mature maize at the agricultural training college, Kitui County
KEPHIS STRATEGIC PLANPage 30
CHAPTER SEVEN : MONITORING,
EVALUATION AND REPORTING
KEPHIS STRATEGIC PLANPage 31
7. MONITORING, EVALUATION AND REPORTING
7.1 Introduction
Monitoring the implementation of the strategic plan constitutes systematic tracking of activities and actions to assess progress. Progress will be measured against specific targets and timelines included in the Plan. The implementation plan helps staff to remain alert to any shortfalls or deviations and take early corrective action. Effective monitoring helps to identify difficulties and challenging areas, and to take immediate remedial action, thereby ensuring that the relevant targets are achieved. Regular reporting at all levels is necessary for follow-up and record keeping.
7.2 Strategies for Monitoring and Evaluation
7.2.1. Plan Implementation TeamA Strategic Plan Implementation Team will be appointed to follow up and ensure that strategies are being implemented, performance measured, progress reports are made and discussed, and corrective action is taken where necessary.
7.2.2. Cascading the Plan to all StaffThe Strategic Plan and its targets will be cascaded to all staff. This will help each member of staff to plan and implement the activities vis-à-vis their respective roles.
7.2.3. Departmental and Individual Annual Work Plans
Detailed annual work plans with clear performance indicators and assigned responsibilities will be developed for the Corporation and each staff. Key indicators that will inform management decision making will be identified and the frequency of reporting on these indicators will be determined. This will form the foundation of the Monitoring and Evaluation (M&E) system.
7.2.4. Data and Information Collection Procedures
Elaborate data and information collection templates and procedures will be developed to capture
performance as per the indicators and report appropriately to management. These procedures will be incorporated into existing and functional operating manuals so that they become part of regular work.
7.2.5. Regular/Periodic Meetings Monthly Review Meetings at the Departmental level will be scheduled to ensure implementation is on track. Quarterly review meetings at the Management level will be scheduled to get and give feedback on the pertinent performance indicators. The overall oversight of the Strategic Plan and its implementation is a critical role of the Board of Directors; progress reporting will be an agenda item in all Board Meetings.
7.3 Monitoring Tools
KEPHIS will apply both quantitative and qualitative tools to monitor performance of respective departments. The major techniques of monitoring and evaluation that shall be used are progress reports (monthly and quarterly), customer feedback, cost-benefit analysis, variance analysis, ratio analysis and budgets.
7.3.1. Customer feedback Customer satisfaction: KEPHIS shall undertake internal customer satisfaction surveys as well as independent surveys to establish customer perceptions and customer satisfaction index. Customer complaints: Customer complaints will be monitored and reported to the Commission on Administrative Justice (CAJ). An annual score shall be given by CAJ.Employee satisfaction surveys: KEPHIS shall undertake annual employee satisfaction surveys to determine the satisfaction levels of staff and draw recommendations for implementation towards improving their welfare.
7.3.2. Cost-benefit analysisCost-benefit analysis shall be done from time to time to evaluate the various activities and projects. This shall assist management in decision making and on what to prioritize in terms of strategy implementation.
7.3.3. Variance AnalysisThe Management will compare the performance targets with the actual results to reveal any variances. As a consequence of variance analysis and identification of causes, KEPHIS shall take
KEPHIS STRATEGIC PLANPage 32
appropriate remedial actions.
7.3.4. Ratio AnalysisRatio analysis is concerned with efficiency of related objectives. Pertinent ratios will be calculated quarterly, semi-annually and annually and the actual results compared with the target ratios. The differences between target and actual ratios will be identified and analyzed. This analysis will invoke appropriate remedial actions. Trend analysis of the ratios will also be depicted to more clearly show which way the performance is heading.
7.3.5. Budgetary ControlUnder this monitoring and evaluation process, actual revenues and expenses will continually be checked against planned results and variances investigated. If necessary, action plans will be changed so that they are brought in line with the budgeted results or the budget will be amended to take account of new developments.
7.4 Progress Reports
Progress reports will regularly be prepared by the implementing Departments as per the budgetary cycles. The Strategic Plan Implementation Team
will assist the departments in preparation and presentation of reports. The reports will describe actions taken by the departments toward achieving specific outcomes and strategies of the Plan and may include costs, benefits, performance measures and progress to date.
7.5 Annual and End Term Review
At the end of each financial year, a report will be produced and released to the public. An end term review will also be carried out at the end of the financial year 2021/22 and the summary of the results in terms of lessons learnt presented. These lessons will inform the next planning cycle and the same shared with both internal and external stakeholders.
7.6 Linking M&E to Annual Performance Contracts
KEPHIS performance objectives (targets) will be translated into Directorate objectives which will in turn be translated into Departmental and Individual objectives and targets. Implementation will be in line with the Performance Contracting guidelines. The performance contract targets will inform KEPHIS staff performance appraisal and reward systems.
Mature cowpeas at Kambi Mawe, Makueni County
KEPHIS STRATEGIC PLANPage 33
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8085
9095
100
450
DPH&
BDF
SS2.
002.
503.
003.
504.
0015
.00
Unde
rtake
and
susta
in
plan
t clin
icsCo
ntinu
ous
Num
ber o
f pl
ant c
linics
12
33
413
DPH&
BDF
SS1.
502.
002.
003.
504.
0013
.00
Esta
blish
e-p
est te
chno
lo-gy
adv
isory
serv
ices
Onc
eE-
pest
te
chno
logy
esta
blish
ed
--
1-
-1
DPH&
B-
-2.
00-
-2.
00
Cont
inuou
sNu
mbe
r of
use
rs/
requ
ests,
co
mm
unica
-tio
ns
--
3040
4511
5DP
H&B
--
1.40
1.80
1.30
4.50
Cont
inuou
sNu
mbe
r of
repo
rts-
-1
11
3DP
H&B
--
7.00
7.00
4.00
18.0
0
Cont
inuou
sNu
mbe
r of
sam
ples
fro
m th
e re
gion
--
1015
2045
DPH&
B-
-3.
403.
802.
309.
50
Cont
inuou
sNu
mbe
r of
peo
ple
traine
d
--
4550
5716
2DP
H&B
--
7.00
7.00
4.00
18.0
0
Ope
ratio
naliz
e th
e pl
ant
healt
h lab
orat
ory a
t the
head
quar
ter
2017
/18
Plan
t hea
lth
labor
ator
y op
erat
ional
1-
--
-1
DPH&
BDF
SS5.
00-
--
-5.
00
Susta
in op
erat
ions o
f the
plan
t hea
lth la
bora
tory
at
the
head
quar
ter
2018
/201
9-20
21/2
022
Ope
ratio
nal
statu
s rep
ort
-1
11
14
DPH&
B-
3.00
3.00
3.00
3.00
12.0
0
Ope
ratio
naliz
e th
e m
icro-
biolo
gy la
bora
tory
at
the
head
quar
ter
2018
/19
Micr
o-bi
ology
lab
orat
ory
oper
ation
al
-1
--
-1
DPH&
BDF
SS0.
201.
500.
100.
400.
102.
30
Esta
blish
and
main
tain
pe
st re
fere
nce
colle
ction
sCo
ntinu
ous
Num
ber o
f co
llect
ions
2023
2527
3012
5DP
H&B
1.50
1.70
1.90
2.10
2.30
9.50
Them
e 1:
STR
ATEG
IC T
HEM
E: P
rote
ctio
n of
Pla
nt R
esou
rces
STRA
TEG
IC IS
SUE
1: P
ests
, wee
ds a
nd in
vasi
ve s
peci
es m
anag
emen
t
Obj
ectiv
e No
1:
STRA
TEG
IC O
BJEC
TIVE
: To
prot
ect p
lant
s fro
m p
ests
, wee
ds a
nd in
vasi
ve s
peci
es
Out
put/O
utco
me
Bu
dget
(Ksh
. M)
Stra
tegy
Activ
ityTi
me
fram
ePe
rfor-
man
ce
Indi
cato
r
Targ
et
for
2017
/18
Targ
et
for
2018
/19
Targ
et
for
2019
/20
Targ
et
for
2020
/21
Targ
et
for
2021
/22
Tota
l for
th
e Pl
an
Perio
d
Resp
onsi
-bi
lity
17/1
818
/19
19/2
020
/21
21/2
2To
tal
Deve
lop p
est d
iagno
stic
prot
ocols
Cont
inuou
sNu
mbe
r of
prot
ocols
de
velop
ed
88
88
840
DPH&
B0.
500.
50
0.50
0.
50
0.50
2.
50
Valid
ate
pest
diag
nosti
c pr
otoc
ols20
19/2
020
2021
-202
2Nu
mbe
r of
prot
ocols
va
lidat
ed
--
1-
12
DPH&
B-
-10
.00
-10
.00
20.0
0
Publ
ish p
est d
iagno
stic
prot
ocols
2019
/202
020
21-2
022
Num
ber o
f pr
otoc
ols
publ
ished
--
1-
12
DPH&
B
--
0.50
-0.
501.
00
Stra
tegy
1.2
Sa
fegu
ard
again
st
intro
duct
ion
and
spre
ad
of h
arm
ful
orga
nism
Unde
rtake
pos
t ent
ry
quar
antin
e co
ntro
lsCo
ntinu
ous
Num
ber o
f ne
w qu
aran
-tin
e fa
cilitie
s ins
pect
ion
56
78
935
DPH&
B0.
500.
700.
901.
101.
504.
70
Cont
inuou
sNu
mbe
r of
quar
antin
e fa
cility
ins
pect
ions
(app
rove
d)
3032
3436
4017
2DP
H&B
1.50
1.70
1.90
2.10
3.50
10.7
0
Cont
inuou
sNu
mbe
r of
sam
ples
fro
m
quar
antin
e fa
cilitie
s
250
275
300
325
350
1500
DPH&
B1.
001.
502.
002.
503.
0010
.00
Facil
itate
ger
mpl
asm
ex
chan
geCo
ntinu
ous
Num
ber o
f cr
ops
23
44
417
DPH&
B1.
502.
002.
503.
003.
5012
.50
Cont
inuou
sNu
mbe
r of
cuttin
gs/
plan
tlets/
vines
dist
rib-
uted
600
700
800
900
1000
4000
DPH&
B0.
51.
002.
002.
503.
009.
00
2017
/201
820
19-2
020
Cons
erva
-tio
n pr
otoc
ol
deve
loped
11
1-
-3
DPH&
B1.
501.
501.
75-
-4.
75
Cont
inuou
sNu
mbe
r of
acce
ssion
s co
nser
ved
2030
4040
4017
0DP
H&B
2.50
3.00
3.50
4.00
4.00
17.0
Initia
te d
evelo
pmen
t for
gene
ban
k for
vege
tativ
e
prop
agat
ive m
ater
ial
2018
/201
9-20
21/2
022
Gen
e ba
nk
in pl
ace
--
--
11
DPH&
B-
-40
.00
10.0
010
.00
60.0
0
KEPHIS STRATEGIC PLANPage 35
Them
e 1:
STR
ATEG
IC T
HEM
E: P
rote
ctio
n of
Pla
nt R
esou
rces
STRA
TEG
IC IS
SUE
1: P
ests
, wee
ds a
nd in
vasi
ve s
peci
es m
anag
emen
t
Obj
ectiv
e No
1:
STRA
TEG
IC O
BJEC
TIVE
: To
prot
ect p
lant
s fro
m p
ests
, wee
ds a
nd in
vasi
ve s
peci
es
Out
put/O
utco
me
Bu
dget
(Ksh
. M)
Stra
tegy
Activ
ityTi
me
fram
ePe
rfor-
man
ce
Indi
cato
r
Targ
et
for
2017
/18
Targ
et
for
2018
/19
Targ
et
for
2019
/20
Targ
et
for
2020
/21
Targ
et
for
2021
/22
Tota
l for
th
e Pl
an
Perio
d
Resp
onsi
-bi
lity
17/1
818
/19
19/2
020
/21
21/2
2To
tal
Cond
uct r
isk a
sses
smen
t to
facil
itate
intro
duct
ion o
f bi
ologi
cal p
rodu
cts
Cont
inuou
sNu
mbe
r of
mee
tings
88
88
840
DPH&
B1.
001.
502.
002.
002.
008.
50
Cont
inuou
sNu
mbe
r of
prod
ucts
ap
prov
ed
1015
2025
3010
0DP
H&B
--
--
-0.
00
Deve
lop a
mon
itorin
g sy
stem
for in
vasiv
e sp
e-cie
s with
in ph
ytosa
nitar
y sy
stem
s
Cont
inuou
sNu
mbe
r of
data
base
of
inva
sive
spec
ies d
e-ve
loped
and
up
date
d
11
11
15
DPH&
B0.
500.
600.
700.
801.
003.
60
Cont
inuou
sNu
mbe
r of
surv
eil-
lance
and
m
appi
ng
for in
vasiv
e sp
ecies
wi
thin
Ph
ytosa
ni-ta
ry sy
stem
s co
nduc
ted
11
11
15
DPH&
B1.
501.
501.
501.
502.
008.
00
Stra
tegy
1.3
Su
ppor
t im-
plem
enta
tion
of b
iosaf
ety
Act
Carry
out
nat
ional
perfo
r-m
ance
trial
s and
DUS
to
facil
itate
com
mer
cializ
a-tio
n of
bio-
tech
cro
ps
Cont
inuou
sNu
mbe
r of
prot
ocols
de
vel-
oped
and
ad
opte
d
11
11
15
DPH&
BDS
C&PV
P1.
001.
001.
001.
001.
00 5
.00
Cont
inuou
sNu
mbe
r of
tria
l site
s es
tabl
ished
74
22
217
DPH&
BDS
C&PV
P2.
002.
002.
002.
002.
00 1
0.00
Carry
out
surv
eillan
ce,
mon
itorin
g an
d de
tect
ion
of b
io-te
ch c
rops
Cont
inuou
sNu
mbe
r of
surv
eil-
lance
and
m
onito
ring
cond
ucte
d
11
11
15
DPH&
B1.
501.
501.
501.
502.
00 8
.00
Carry
out
det
ectio
n of
bi
o-te
ch c
rops
Cont
inuou
sNu
mbe
r of
te
st re
ports
1012
1416
2072
DPH&
B1.
501.
702.
002.
202.
50 9
.90
Unde
rtake
risk a
sses
s-m
ent fo
r bio-
tech
cro
psCo
ntinu
ous
Num
ber
of re
view
re
ports
44
44
420
DPH&
B1.
501.
501.
501.
501.
50 7
.50
Carry
out
insp
ectio
n of
bi
o-co
ntain
men
t fac
ilities
an
d co
nfine
d fie
ld tr
ials
Cont
inuou
sNu
mbe
r of
facil
ities
inspe
cted
44
44
420
DPH&
B0.
750.
901.
201.
502.
006.
35
KEPHIS STRATEGIC PLANPage 36
Them
e 1:
STR
ATEG
IC T
HEM
E: P
rote
ctio
n of
Pla
nt R
esou
rces
STRA
TEG
IC IS
SUE
1: P
ests
, wee
ds a
nd in
vasi
ve s
peci
es m
anag
emen
t
Obj
ectiv
e No
1:
STRA
TEG
IC O
BJEC
TIVE
: To
prot
ect p
lant
s fro
m p
ests
, wee
ds a
nd in
vasi
ve s
peci
es
Out
put/O
utco
me
Bu
dget
(Ksh
. M)
Stra
tegy
Activ
ityTi
me
fram
ePe
rfor-
man
ce
Indi
cato
r
Targ
et
for
2017
/18
Targ
et
for
2018
/19
Targ
et
for
2019
/20
Targ
et
for
2020
/21
Targ
et
for
2021
/22
Tota
l for
th
e Pl
an
Perio
d
Resp
onsi
-bi
lity
17/1
818
/19
19/2
020
/21
21/2
2To
tal
Deve
lop a
nd va
lidat
e bi
o-te
ch c
rops
ana
lysis
prot
ocols
Cont
inuou
sNu
mbe
r of
pr
otoc
ols
deve
loped
11
11
15
DPH&
B2.
002.
002.
002.
002.
0010
.00
Cont
inuou
sNu
mbe
r of
prot
ocols
va
lidat
ed
11
2DP
H&B
-3.
10-
-3.
106.
20
Stra
tegy
1.
4 En
forc
e re
gulat
ions
on im
ports
Insp
ectio
n of
impo
rt co
nsig
nmen
ts at
por
ts
of e
ntry
Cont
inuou
sNu
mbe
r of
PIPs
issu
ed34
,100
36,0
0038
,000
40,0
0042
,000
190,
100
DPH&
B1.
001.
001.
101.
201.
405.
70
Cont
inuou
sNu
mbe
r of
cons
ign-
men
t ins
pect
ed
34,6
0036
,500
38,5
0040
,500
42,5
0019
2,60
0DP
H&B
1.50
1.70
1.80
1.90
2.00
8.90
Unde
rtake
labo
rato
ry
diag
nosti
cs o
n im
ports
fo
r iden
tifica
tion
of p
lant
pests
Cont
inuou
sNu
mbe
r of
sam
ples
an
alyse
d
2000
2500
3000
3500
4000
1500
0DP
H&B
18.0
018
.70
19.5
020
.60
20.7
097
.50
Insp
ectio
n of
con
veya
nce
vess
elsCo
ntinu
ous
Num
ber o
f co
nvey
-an
ces
inspe
cted
200
500
600
600
600
2500
DPH&
B1.
001.
501.
501.
501.
507.
00
Enha
nce
acce
ss to
impo
rt re
quire
men
tsCo
ntinu
ous
PIO
B up
-loa
ded
on
the
webs
ite
10
00
1DP
H&B
-1.
50-
--
1.50
Cont
inuou
sNu
mbe
r of
impo
rt re
-qu
irem
ents
up
date
d on
th
e we
bsite
1012
1416
1870
DPH&
B0.
50.
500.
500.
500.
502.
50
Cont
inuou
sNu
mbe
r of
impo
rt re
-qu
irem
ents
m
eetin
gs
held
44
44
420
DPH&
B1.
201.
501.
601.
702.
008.
00
Unde
rtake
pes
t risk
ana
ly-sis
on
new
impo
rtsCo
ntinu
ous
Num
ber o
f PR
As10
1214
1618
70DP
H&B
3.00
3.20
3.50
3.60
3.80
17.1
0
Prov
ide
PRA
infor
mat
ion
for n
ew e
xpor
tsCo
ntinu
ous
Num
ber o
f PR
A re
ports
57
911
1345
DPH&
B3.
003.
203.
503.
603.
8017
.10
Deve
lop h
arm
onise
d PR
As fo
r prio
rity c
rops
in
the
regi
on
Cont
inuou
sNu
mbe
r of
harm
onise
d PR
As
2 2
22
210
DPH&
B2.
002.
002.
502.
603.
0012
.10
KEPHIS STRATEGIC PLANPage 37
Them
e 1:
STR
ATEG
IC T
HEM
E: P
rote
ctio
n of
Pla
nt R
esou
rces
STRA
TEG
IC IS
SUE
1: P
ests
, wee
ds a
nd in
vasi
ve s
peci
es m
anag
emen
t
Obj
ectiv
e No
1:
STRA
TEG
IC O
BJEC
TIVE
: To
prot
ect p
lant
s fro
m p
ests
, wee
ds a
nd in
vasi
ve s
peci
es
Out
put/O
utco
me
Bu
dget
(Ksh
. M)
Stra
tegy
Activ
ityTi
me
fram
ePe
rfor-
man
ce
Indi
cato
r
Targ
et
for
2017
/18
Targ
et
for
2018
/19
Targ
et
for
2019
/20
Targ
et
for
2020
/21
Targ
et
for
2021
/22
Tota
l for
th
e Pl
an
Perio
d
Resp
onsi
-bi
lity
17/1
818
/19
19/2
020
/21
21/2
2To
tal
Stra
tegy
1.
5 Ca
rry
out p
est
surv
eillan
ce,
mon
itorin
g,
emer
genc
y re
spon
se
and
repo
rt-ing
Enha
nce
deve
lopm
ent
and
use
of su
rveil
lance
to
ols a
nd te
chno
logies
2018
/201
9Nu
mbe
r of
stand
ard
Surv
eillan
ce
prot
ocol
de
velop
ed
-1
--
-1
DPH&
B-
2.50
--
-2.
50
Cont
inuou
sSu
rveil
-lan
ce to
ol
proc
ured
-1
--
-1
DPH&
B0.
500.
500.
500.
500.
502.
50
Cont
inuou
sNu
mbe
r of
surv
eil-
lance
s co
nduc
ted
810
15
1617
66DP
H&B
20.0
025
.00
30.0
035
.00
40.0
0 1
50.0
0
2017
/201
820
20/2
021
Map
ping
to
ol ac
-qu
ired
1-
1-
-2
DPH&
B2.
00-
2.00
--
4.00
2018
/201
920
20/2
021
Num
ber o
f su
rveil
lance
te
chno
lo-gi
es u
sed
-1
-1
-2
DPH&
B-
2.00
-2.
00-
4.00
Adap
t tech
nolog
ies fo
r pe
st m
anag
emen
t, tre
at-
men
t, and
/or e
radi
catio
n of
em
ergi
ng p
ests
Cont
inuou
sNu
mbe
r of
tech
nol-
ogies
ad
apte
d an
d im
ple-
men
ted
11
11
15
DPH&
BDS
C&PV
P1.
501.
501.
501.
501.
507.
50
Partic
ipat
e in
man
age-
men
t of e
mer
ging
pes
tsCo
ntinu
ous
Num
ber o
f em
ergi
ng
pests
` pa
rticip
ated
in
man
age-
men
t
22
22
210
DPH&
BDS
C&PV
P5.
005.
005.
005.
005.
0025
.00
Esta
blish
pes
t rep
ortin
g m
echa
nism
s for
new
pe
sts
2018
/201
9Do
cu-
men
ted
proc
edur
e
-1
--
-1
DPH&
B-
1.00
--
-1.
00
Cont
inuou
sIm
plem
enta
-tio
n re
port
11
11
4DP
H&B
-1.
001.
001.
001.
004.
00
KEPHIS STRATEGIC PLANPage 38
Them
e 1:
STR
ATEG
IC T
HEM
E: P
rote
ctio
n of
Pla
nt R
esou
rces
STRA
TEG
IC IS
SUE
1: P
ests
, wee
ds a
nd in
vasi
ve s
peci
es m
anag
emen
t
Obj
ectiv
e No
1:
STRA
TEG
IC O
BJEC
TIVE
: To
prot
ect p
lant
s fro
m p
ests
, wee
ds a
nd in
vasi
ve s
peci
es
Out
put/O
utco
me
Bu
dget
(Ksh
. M)
Stra
tegy
Activ
ityTi
me
fram
ePe
rfor-
man
ce
Indi
cato
r
Targ
et
for
2017
/18
Targ
et
for
2018
/19
Targ
et
for
2019
/20
Targ
et
for
2020
/21
Targ
et
for
2021
/22
Tota
l for
th
e Pl
an
Perio
d
Resp
onsi
-bi
lity
17/1
818
/19
19/2
020
/21
21/2
2To
tal
Esta
blish
ear
ly wa
rning
an
d em
erge
ncy r
espo
nse
mec
hanis
m
2018
/201
9Ea
rly
warn
ing a
nd
emer
genc
y re
spon
se
mec
hanis
m
esta
blish
ed
-1
--
-1
DPH&
B-
2.00
--
-2.
00
Cont
inuou
sIm
plem
enta
-tio
n re
port
--
11
13
DPH&
B-
-1.
001.
001.
003.
00
98.1
512
1.2
195.
7516
6.0
182.
8 7
63.9
0
KEPHIS STRATEGIC PLANPage 39
Them
e 2
: STR
ATEG
IC T
HEM
E : L
EGAL
AND
REG
ULAT
ORY
FRA
MEW
ORK
STRA
TEG
IC IS
SUE
2: T
here
are
gap
s in
the
exis
ting
polic
y, le
gal a
nd re
gula
tory
fram
ewor
k in
rela
tion
to p
reva
iling
loca
l, reg
iona
l and
inte
rnat
iona
l agr
icul
tura
l dev
elop
men
t iss
ues
Obj
ectiv
e No
2: T
o es
tabl
ish
a ro
bust
, fac
ilitat
ive
polic
y, le
gal a
nd re
gula
tory
fram
ewor
k fo
r KEP
HIS
Out
put/O
utco
me
Budg
et (K
sh. M
)
Stra
tegy
Activ
ityTi
me
fram
ePe
rform
ance
In
dica
tor
Targ
et
for
2017
/18
Targ
et
for
2018
/19
Targ
et
for
2019
/20
Targ
et
for
2020
/21
Tar-
get
for
2021
/22
Tota
l fo
r the
Pl
an
Perio
d
Resp
onsi
-bi
lity
17/1
818
/19
19/2
020
/21
21/2
2To
tal
2.1
iden
tify
gaps
in th
e leg
al an
d re
gulat
ory
fram
ewor
k
Cond
uct g
ap a
nalys
is in
th
e Na
tiona
l see
d po
licy,
leg
al an
d re
gulat
ory
fram
ewor
k to
oper
ation
-ali
ze K
EPHI
S Ac
t (Ac
t 54
of 2
012)
, CAP
326
, CAP
32
4)
2017
/18
– 20
18/1
9Nu
mbe
r of r
epor
ts-
11
--
2
CS&L
SAl
l Ds
MD
- 5.
00-
- -
5.00
Impl
emen
t rec
omm
enda
-tio
ns o
f the
gap
analy
sis20
18/2
019-
2021
/202
2Pe
rcen
tage
of
reco
mm
enda
tions
im
plem
ente
d-
11
11
4CS
&LS
All D
sM
D-
3.75
3.75
3.
753.
7515
.00
Partic
ipat
e an
d su
ppor
t th
e fo
rmula
tion
of th
e Fo
od a
nd D
rug
Act
(Ken
ya F
ood
and
Dru
g Au
thor
ity A
ct),
OSB
P Ac
t, NTB
mon
itorin
g fra
mew
ork a
nd o
ther
re
levan
t laws
Annu
alNu
mbe
r of m
eetin
gs2
22
22
10CS
&LS
All D
sM
D0.
300.
300.
300.
300.
301.
50
Deve
lop th
e Na
tiona
l Ph
ytosa
nitar
y poli
cy
and
impl
emen
tatio
n fra
mew
ork
2018
/201
9-20
19/2
020
Polic
y in
plac
e-
1-
--
1CS
&LS
All D
sM
D-
20.0
0-
- -
20.0
0
Stak
ehold
er va
lidat
ion20
19/2
020-
2020
/202
1Re
port
--
1-
-1
CS&L
SAl
l Ds
MD
- -
10.0
0-
- 10
.00
Laun
ching
of th
e po
licy
2021
/202
2Re
port
--
--
11
CS&L
SAl
l Ds
MD
- -
- -
5.00
5.00
Impl
emen
tatio
n of
the
polic
y20
21/2
022
Repo
rt-
--
-1
1CS
&LS
All D
sM
D-
- -
- -
-
Stra
tegy
2.2
De
velop
an
d/or
alig
n th
e po
licies
, leg
al an
d re
gulat
ory
fram
ewor
k to
pre
vailin
g loc
al, re
-gi
onal
and
inter
natio
nal
fram
ewor
ks
Partic
ipat
e in
harm
oniza
-tio
n fo
rum
sAn
nual
Num
ber o
f foru
ms
55
55
525
CS&L
SAl
l Ds
MD
0.30
0.30
0.30
0.30
0.30
1.50
Partic
ipat
e sta
keho
lder
po
licy f
orm
ulatio
n20
17/1
8-20
19/2
0Nu
mbe
r of fo
rum
s1
11
11
5CS
&LS
All D
sM
D0.
300.
300.
300.
300.
301.
50
KEPHIS STRATEGIC PLANPage 40
Them
e 2
: STR
ATEG
IC T
HEM
E : L
EGAL
AND
REG
ULAT
ORY
FRA
MEW
ORK
STRA
TEG
IC IS
SUE
2: T
here
are
gap
s in
the
exis
ting
polic
y, le
gal a
nd re
gula
tory
fram
ewor
k in
rela
tion
to p
reva
iling
loca
l, reg
iona
l and
inte
rnat
iona
l agr
icul
tura
l dev
elop
men
t iss
ues
Obj
ectiv
e No
2: T
o es
tabl
ish
a ro
bust
, fac
ilitat
ive
polic
y, le
gal a
nd re
gula
tory
fram
ewor
k fo
r KEP
HIS
Out
put/O
utco
me
Budg
et (K
sh. M
)
Stra
tegy
Activ
ityTi
me
fram
ePe
rform
ance
In
dica
tor
Targ
et
for
2017
/18
Targ
et
for
2018
/19
Targ
et
for
2019
/20
Targ
et
for
2020
/21
Tar-
get
for
2021
/22
Tota
l fo
r the
Pl
an
Perio
d
Resp
onsi
-bi
lity
17/1
818
/19
19/2
020
/21
21/2
2To
tal
Stra
tegy
2.3
Lo
bby f
or
enac
tmen
t of
revis
ed
polic
ies,
legal
and
regu
lator
y fra
mew
ork
Lobb
y for
reins
tate
men
t of
CAP
319
2017
/201
8-
2019
/202
0Nu
mbe
r of lo
bby
mee
tings
and
rein-
state
men
t-
11
11
4
CS&L
SAl
l Ds
MD
KEPH
IS
Boar
d
0.25
0.25
0.
25
0.25
1.
00
Lobb
y for
app
rova
l of
Phyto
sanit
ary p
olicy
2020
/202
1Re
port
--
-1
-1
CS&L
SAl
l Ds
MD
KEPH
IS
Boar
d
- -
- 10
.00
- 10
.00
Lobb
y for
app
rova
l of
the
reco
mm
ende
d re
gulat
ions f
ollow
ing G
ap
analy
sis o
f the
legal
and
regu
lator
y fra
mew
ork t
o op
erat
ionali
ze K
EPHI
S Ac
t, CAP
326
, CAP
324
2020
/202
1Nu
mbe
r of M
eetin
gs-
--
1-
1
CS&L
SAl
l Ds
MD
KEPH
IS
Boar
d
0.30
0.30
0.30
0.30
0.30
1.50
1.20
30.2
11.2
014
.95
9.95
67.5
0
KEPHIS STRATEGIC PLANPage 41
Them
e 3:
AG
RICU
LTUR
AL P
RODU
CTIV
ITY
STRA
TEG
I ISSU
E 3:
Low
leve
ls o
f agr
icul
tura
l pro
duct
ivity
Obj
ectiv
e No
3: T
o co
ntrib
ute
tow
ards
impr
oved
leve
ls o
f agr
icul
tura
l pro
duct
ivity
whi
le re
spon
ding
to c
limat
e ch
ange
Out
put/O
utco
me
Budg
et (K
sh. M
)
Stra
tegy
Activ
ityTi
me
fram
ePe
rform
ance
In
dica
tor
Targ
et
for
2017
/18
Targ
et
for
2018
/19
Targ
et
for
2019
/20
Targ
et
for
2020
/21
Targ
et
for
2021
/22
Tota
l fo
r the
Pl
an
Perio
d
Resp
onsi
-bi
lity
17/1
818
/19
19/2
020
/21
21/2
2To
tal
Stra
tegy
3.1
Fa
cilita
te
intro
duct
ion
and
prod
uctio
n of
qua
lity in
puts
an
d im
prov
ed
tech
nolog
ies
Unde
rtake
soil a
nalys
is fo
r fer
tility
evalu
ation
, an
d m
icrob
iolog
ical
cont
ent
Cont
inuou
sNu
mbe
r of
sam
ples
200
220
240
260
280
1,20
0DF
SS2.
002.
202.
402.
602.
8012
.00
Analy
ze w
ater
for
irrig
ation
suita
bility
Cont
inuou
sNu
mbe
r of
sam
ples
5055
6065
7030
0DF
SS0.
801.
001.
501.
802.
007.
10
Analy
ze fe
rtilize
r for
co
mpl
iance
to q
uality
an
d sa
fety
(hea
vy
met
als).
Cont
inuou
sNu
mbe
r of
sam
ples
400
400
400
400
400
2,00
0DF
SS0.
600.
660.
730.
800.
883.
67
unde
rtake
surv
eillan
ce
and
mon
itorin
g of
fertil
-ize
rs a
nd e
nviro
nmen
tal
cont
amina
nts
Cont
inuou
sNu
mbe
r of
sam
ples
400
400
400
400
400
2,00
0DF
SS2.
503.
003.
504.
004.
5017
.50
Prov
ide
serv
ices f
or
nutrit
ional
analy
sis
(Plan
t tiss
ue, m
anur
es
and
anim
al fe
ed)
Cont
inuou
sNu
mbe
r of
sam
ples
2530
3540
4517
5DF
SS0.
250.
300.
400.
450.
501.
90
Certif
y see
dling
nur
s-er
ies fo
r clea
n pl
antin
g m
ater
ialCo
ntinu
ous
Num
ber o
f nu
rser
y cer
tifi-
cate
s75
150
175
200
225
825
DPH&
B DS
C&PV
P1.
502.
002.
002.
502.
5010
.50
Facil
itate
impo
rtatio
n of
hig
h qu
ality
plan
ting
mat
erial
sCo
ntinu
ous
Num
ber o
f im
porte
d co
nsig
nmen
t Q
uant
ity (k
g)5,
000
6,00
07,
000
8,00
09,
000
35,0
00DP
H&B
DSC&
PVP
0.40
0.50
0.60
0.70
0.80
3.00
Mon
itor u
se o
f biol
ogica
l co
ntro
ls an
d re
lated
ar
ticles
Cont
inuou
sNu
mbe
r of
bio-
cont
rols
intro
duce
d3
44
55
21DP
H&B
1.50
2.00
2.00
2.50
2.50
10.5
0
Acqu
ire a
nd a
dopt
ra
pid
testi
ng ki
tsCo
ntinu
ous
Num
ber o
f typ
es o
f kits
/str
ips
11
11
15
DPH&
B1.
001.
001.
001.
002.
006.
00
Esta
blish
pes
t free
ar
eas (
PFA)
Cont
inuou
sNu
mbe
r of
sites
11
11
15
DPH&
B4.
004.
004.
004.
004.
0020
.00
Main
tain
and
mon
itor
pest
free
area
s (PF
A)
Cont
inuou
sNu
mbe
r of
sites
12
34
515
DPH&
B4.
004.
004.
0054
.00
46.0
011
2.00
Esta
blish
and
mon
itor
pest
free
area
s of
prod
uctio
nCo
ntinu
ous
Num
ber o
f sit
es3
45
67
25DP
H&B
4.00
4.00
4.00
45.0
054
.00
111.
00
KEPHIS STRATEGIC PLANPage 42
Them
e 3:
AG
RICU
LTUR
AL P
RODU
CTIV
ITY
STRA
TEG
I ISSU
E 3:
Low
leve
ls o
f agr
icul
tura
l pro
duct
ivity
Obj
ectiv
e No
3: T
o co
ntrib
ute
tow
ards
impr
oved
leve
ls o
f agr
icul
tura
l pro
duct
ivity
whi
le re
spon
ding
to c
limat
e ch
ange
Out
put/O
utco
me
Budg
et (K
sh. M
)
Stra
tegy
Activ
ityTi
me
fram
ePe
rform
ance
In
dica
tor
Targ
et
for
2017
/18
Targ
et
for
2018
/19
Targ
et
for
2019
/20
Targ
et
for
2020
/21
Targ
et
for
2021
/22
Tota
l fo
r the
Pl
an
Perio
d
Resp
onsi
-bi
lity
17/1
818
/19
19/2
020
/21
21/2
2To
tal
Main
tain
pest
free
area
s of
pro
duct
ionCo
ntinu
ous
Num
ber o
f sit
es3
33
33
15DP
H&B
4.00
45.0
046
.00
47.0
048
.00
190.
00
Enha
nce
use
of p
hero
-m
one
traps
in m
onito
r-ing
and
man
agem
ent
of p
est
Cont
inuou
sNu
mbe
r of
traps
pro
cure
d an
d us
ed50
070
090
010
0015
0046
00DP
H&B
DSC&
PVP
3.00
3.50
4.00
5.00
7.00
22.5
0
Cont
inuou
sTy
pe o
f trap
s pr
ocur
ed2
22
22
10DP
H&B
DSC&
PVP
--
--
--
Stra
tegy
3.2
Un
derta
ke
Plan
t var
iety
testi
ng, r
eleas
e,
regi
strat
ion a
nd
prot
ectio
n
Cond
uct n
ation
al pe
rfor-
man
ce tr
ials;
Cont
inuou
sNu
mbe
r of
cand
idat
es
teste
d10
010
010
010
010
050
0DS
C&PV
P12
.00
12.0
012
.00
12.0
012
.00
60.0
0
Cond
uct D
US te
sting
Cont
inuou
sNu
mbe
r of
cand
idat
es12
012
012
012
012
060
0DS
C&PV
P6.
006.
006.
006.
006.
0030
.00
Adm
iniste
r Plan
t Bre
ed-
ers R
ight
s
Cont
inuou
sNu
mbe
r of
appl
icatio
ns50
5050
5050
250
DSC&
PVP
--
--
--
Annu
alNu
mbe
r of
Tittle
s gra
nt30
3030
3030
150
DSC&
PVP
--
--
--
Facil
itate
relea
se o
f ne
w va
rietie
s inc
luding
ga
zette
men
tCo
ntinu
ous
Num
ber
of va
rietie
s ga
zette
d40
4550
5050
235
DSC&
PVP
0.30
0.32
0.33
0.35
0.36
1.66
Deve
lop a
nd u
tilize
ge
netic
pur
ity te
st fo
r va
riety
evalu
ation
Cont
inuou
sNu
mbe
r of
met
hods
11
--
-2
DSC&
PVP
0.50
0.50
--
-01.
00
Unde
rtake
dev
elop-
men
t and
revie
w of
te
chnic
al pr
otoc
olsCo
ntinu
ous
Num
ber o
f pr
otoc
ols2
22
22
10DS
C&PV
P0.
500.
500.
500.
500.
502.
50
Stra
tegy
3.3
Un
derta
ke
Seed
cer
tifi-
catio
n
Regi
ster s
eed
mer
-ch
ants,
SM
EsCo
ntinu
ous
Num
ber o
f se
ed m
er-
chan
t, SM
Es5
55
55
25DS
C&PV
P0.
500.
500.
500.
500.
502.
50
Regi
ster s
eed
grow
ers,
SM
EsCo
ntinu
ous
Num
ber o
f se
ed g
rowe
rs
SMEs
1,00
01,
000
1,00
01,
000
1,00
05,
000
DSC&
PVP
0.40
0.40
0.40
0.40
0.40
2.00
Unde
rtake
seed
field
ins
pect
ions
Cont
inuou
sHe
ctar
es
inspe
cted
25,0
0025
,500
26,0
0026
,500
27,0
0013
0,00
0DS
C&PV
P20
.00
21.0
022
.05
23.1
524
.31
110.
51
Unde
rtake
seed
field
ins
pect
ions -
irrig
ated
Cont
inuou
sHe
ctar
es
inspe
cted
8,00
08,
000
8,00
08,
000
8,00
040
,000
DSC&
PVP
--
--
--
KEPHIS STRATEGIC PLANPage 43
Them
e 3:
AG
RICU
LTUR
AL P
RODU
CTIV
ITY
STRA
TEG
I ISSU
E 3:
Low
leve
ls o
f agr
icul
tura
l pro
duct
ivity
Obj
ectiv
e No
3: T
o co
ntrib
ute
tow
ards
impr
oved
leve
ls o
f agr
icul
tura
l pro
duct
ivity
whi
le re
spon
ding
to c
limat
e ch
ange
Out
put/O
utco
me
Budg
et (K
sh. M
)
Stra
tegy
Activ
ityTi
me
fram
ePe
rform
ance
In
dica
tor
Targ
et
for
2017
/18
Targ
et
for
2018
/19
Targ
et
for
2019
/20
Targ
et
for
2020
/21
Targ
et
for
2021
/22
Tota
l fo
r the
Pl
an
Perio
d
Resp
onsi
-bi
lity
17/1
818
/19
19/2
020
/21
21/2
2To
tal
Licen
se se
ed se
llers
, SM
EsCo
ntinu
ous
Num
ber o
f se
ed se
llers
lic
ense
d,
SMEs
6,00
06,
000
6,00
06,
000
6,00
030
,000
DSC&
PVP
5.00
5.25
5.00
5.00
5.00
25.2
5
Facil
itate
seed
pro
-ce
ssing
;Co
ntinu
ous
Qua
ntity
(T
ons)
of s
eed
proc
esse
d35
,000
37,0
0040
,000
42,0
0045
,000
199,
000
DSC&
PVP
2.00
2.20
2.40
2.60
2.80
12.0
0
Unde
rtake
seed
sam
-pl
ing, te
sting
Cont
inuou
sNu
mbe
r of
sam
ples
take
n an
d te
sted
4,50
04,
500
4,50
04,
500
4,50
022
,500
DSC&
PVP
17.0
017
.20
17.5
017
.80
18.0
087
.50
Labe
lling
and
seali
ngCo
ntinu
ous
Num
ber o
f lab
els (M
illions
)55
5555
5555
275
DSC&
PVP
51.0
052
.30
54.3
055
.80
57.7
027
1.10
Partic
ipat
e in
profi
cien-
cy/re
fere
e te
stsCo
ntinu
ous
Num
ber o
f te
sts3
33
33
15DS
C&PV
P0.
300.
300.
400.
450.
501.
95
Unde
rtake
pre
and
pos
t co
ntro
l testi
ng;
Cont
inuou
sNu
mbe
r of
sam
ples
1,00
01,
000
1,00
01,
000
1,00
05,
000
DSC&
PVP
4.50
4.60
4.70
4.80
4.90
23.5
0
Unde
rtake
pos
t cer
tifi-
catio
n su
rvey
Cont
inuou
sNu
mbe
r of
surv
ey re
ports
1212
1212
1260
DSC&
PVP
4.00
4.20
4.50
4.70
5.00
22.4
0
Mon
itor a
utho
rized
pr
ivate
seed
insp
ecto
rs
and
analy
stsCo
ntinu
ous
Num
ber o
f au
thor
ized
inspe
ctor
s an
d an
alysts
m
onito
red
1919
1920
2097
DSC&
PVP
4.50
4.60
4.70
5.00
5.00
23.8
0
Unde
rtake
dev
elop-
men
t and
revie
w of
te
chnic
al pr
otoc
ols,
certifi
catio
n do
cum
ents
an
d sta
ndar
ds.
Cont
inuou
sNu
mbe
r of
prot
ocols
11
22
17
DSC&
PVP
0.40
0.40
0.80
0.80
0.50
2.90
15
8.45
205.
4321
2.21
311.
232
0.95
1,20
8.24
KEPHIS STRATEGIC PLANPage 44
Them
e 4:
TRA
DE F
ACIL
ITATI
ON
STRA
TEG
IC IS
SUE
4: T
he n
eed
to s
uppo
rt M
arke
t Acc
ess
and
Com
plia
nce
Obj
ectiv
e No
. 4:
To S
uppo
rt M
arke
t Acc
ess
and
Com
plia
nce
Out
put/O
utco
me
Bu
dget
(Ksh
. M)
Stra
tegy
Activ
ityTim
e fra
me
Perfo
r-m
ance
In
dica
tor
Targ
et fo
r 20
17/1
8Ta
rget
for
2018
/19
Targ
et fo
r 20
19/2
0Ta
rget
for
2020
/21
Targ
et fo
r 20
21/2
2To
tal fo
r th
e Pl
an
Perio
d Re
spon
si-bi
lity17
/18
18/1
919
/20
20/2
121
/22
Tota
l
Stra
tegy
4.
1 En
sure
ex
port
inspe
ction
an
d ce
rtifi-
catio
n
Unde
rtake
gra
ding
an
d ins
pect
ion o
f ex
port
prod
uce
Cont
inu-
ous
Num
ber o
f Ph
y-to
sanit
ary
certifi
cate
s36
0,00
0.00
36
1,00
0.00
365,
000.
0037
0,00
0.00
370,
000.
001,
826,
000
DPH&
B13
.70
13.1
814
.18
13.4
614
.10
68.6
2
Insp
ect g
radi
ng a
nd
treat
men
t facil
ities
Cont
inu-
ous
Num
ber
of fa
cility
ins
pect
ion30
030
031
032
033
01,
560
DPH&
B4.
504.
504.
604.
704.
8023
.10
Unde
rtake
regi
stra-
tion
of e
xpor
ters
and
su
ppor
t SM
EsCo
ntinu
-ou
s
Num
ber o
f ex
porte
rsNu
mbe
r of
SM
Es
facil
itate
d
2025
3035
4015
0DP
H&B
0.30
0.35
0.40
.0.
500.
551.
70
Unde
rtake
farm
au
dits
for c
ompl
i-an
ce to
SPS
and
m
arke
t req
uire-
men
ts (U
SDA,
EU,
int
erce
ption
/rejec
tion
follo
w up
s, ne
w
clien
t farm
aud
its)
Cont
inu-
ous
Num
ber o
f au
dits
250
270
290
310
320
1,44
0DP
H&B
10.0
012
.00
13.1
013
.70
14.3
063
.10
Stra
tegy
4.2
Un
derta
ke
analy
sis o
f ag
ricult
ural
pr
oduc
e fo
r co
ntam
i-na
nts
Unde
rtake
sam
pling
of
agr
icultu
ral
prod
uce
for c
onta
m-
inant
ana
lysis
Cont
inu-
ous
Num
ber o
f pe
sticid
e re
sidue
sa
mpl
es80
080
085
090
01,
000
4,35
0DF
SS4.
505.
005.
005.
005.
0024
.50
Num
ber o
f he
avy m
etal
sa
mpl
es
400
500
550
600
650
2,70
0DF
SS2.
002.
202.
202.
302.
4011
.10
Num
ber o
f m
ycot
oxin
sa
mpl
es
teste
d50
6080
9010
038
0DF
SS1.
802.
002.
102.
202.
3010
.40
Unde
rtake
facil
ity/
farm
s che
cks f
or
SPS
com
plian
ce
and
mar
ket r
equir
e-m
ents
for f
ood
safe
ty
Cont
inu-
ous
Num
ber o
f fa
cilitie
s/fa
rms
4045
5060
7026
5DF
SS0.
800.
850.
870.
890.
924.
33
KEPHIS STRATEGIC PLANPage 45
Them
e 4:
TRA
DE F
ACIL
ITATI
ON
STRA
TEG
IC IS
SUE
4: T
he n
eed
to s
uppo
rt M
arke
t Acc
ess
and
Com
plia
nce
Obj
ectiv
e No
. 4:
To S
uppo
rt M
arke
t Acc
ess
and
Com
plia
nce
Out
put/O
utco
me
Bu
dget
(Ksh
. M)
Stra
tegy
Activ
ityTim
e fra
me
Perfo
r-m
ance
In
dica
tor
Targ
et fo
r 20
17/1
8Ta
rget
for
2018
/19
Targ
et fo
r 20
19/2
0Ta
rget
for
2020
/21
Targ
et fo
r 20
21/2
2To
tal fo
r th
e Pl
an
Perio
d Re
spon
si-bi
lity17
/18
18/1
919
/20
20/2
121
/22
Tota
l
Diss
emina
te
test
findi
ngs o
n Na
tiona
l mon
itorin
g pr
ogra
ms t
o re
levan
t sta
keho
lder
s
Cont
inu-
ous
Num
ber o
f fo
ra4
44
44
20DF
SS3.
204.
004.
004.
204.
4019
.80
Unde
rtake
resid
ue
field
trial
s in
supp
ort
of re
gistr
ation
of
plan
t pro
tect
ion
prod
ucts
and/
or
appl
icatio
n of
impo
rt to
leran
ce
2018
/19
-202
1/22
Num
ber o
f tria
ls1
11
14
DFSS
4.00
4.00
4.20
4.50
4.80
21.5
0
Unde
rtake
pes
ticid
e re
sidue
and
co
ntam
inant
s su
rveil
lance
at e
ntry
po
ints
Cont
inu-
ous
Num
ber o
f sa
mpl
es10
010
511
011
512
155
1DF
SS2.
002.
102.
172.
322.
3210
.91
Unde
rtake
nat
ional
fo
od sa
fety
testi
ng
and
mon
itorin
gCo
ntinu
-ou
sNu
mbe
r of
sam
ples
100
200
500
600
800
2200
DFSS
3.0
8.0
10.5
11.0
12.0
44.5
Crea
te a
ware
ness
on
food
safe
tyCo
ntinu
-ou
sNu
mbe
r of
foru
ms
13
57
824
DFSS
2.0
3.0
4.2
5.0
6.0
20.2
Unde
rtake
food
sa
fety
surv
eillan
ceCo
ntinu
-ou
sNu
mbe
r of
surv
eillan
c-es
13
57
1026
DFSS
1.0
2.0
3.55
4.5
5.0
16.0
5
Stra
tegy
4.3
Fa
cilita
te
rese
arch
to
enh
ance
ce
rtifica
tion
for r
egula
-tio
n
Cond
uct G
AP
analy
sis im
pedi
ng
effe
ctive
Phy
tosa
ni-ta
ry re
gulat
ion
Cont
inu-
ous
GAP
Ana
ly-sis
repo
rt1
11
11
5DR
TS&C
DPH&
BDF
SS2.
002.
002.
002.
002.
0010
.00
Supp
ort r
esea
rch
activ
ities t
owar
ds
stren
gthe
ning
certifi
-ca
tion
regu
lation
.
Cont
inu-
ous
Num
ber o
f re
sear
ch
activ
ities
11
12
27
DRTS
&CDP
H&B
DSC&
PVP
DFSS
3.00
4.00
4.00
5.00
5.00
21.0
0
Rese
arch
on
emer
ging
issu
es
addr
essin
g fo
od
safe
ty, p
lant h
ealth
an
d bi
odive
rsity
co
ncer
ns
Cont
inu-
ous
Num
ber o
f Pr
otoc
ols,
prop
osals
an
d re
ports
de
velop
ed
23
33
314
DRTS
&CDP
H&B
DSC&
PVP
DFSS
4.50
4.50
4.50
4.50
4.50
22.5
0
Publ
icatio
n of
re
sear
ch a
nd m
arke
t fin
ding
sCo
ntinu
-ou
sNu
mbe
r of
publ
icatio
ns1
22
23
10DR
TS&C
DPH&
BDS
C&PV
P0.
100.
220.
240.
260.
301.
12
KEPHIS STRATEGIC PLANPage 46
Them
e 4:
TRA
DE F
ACIL
ITATI
ON
STRA
TEG
IC IS
SUE
4: T
he n
eed
to s
uppo
rt M
arke
t Acc
ess
and
Com
plia
nce
Obj
ectiv
e No
. 4:
To S
uppo
rt M
arke
t Acc
ess
and
Com
plia
nce
Out
put/O
utco
me
Bu
dget
(Ksh
. M)
Stra
tegy
Activ
ityTim
e fra
me
Perfo
r-m
ance
In
dica
tor
Targ
et fo
r 20
17/1
8Ta
rget
for
2018
/19
Targ
et fo
r 20
19/2
0Ta
rget
for
2020
/21
Targ
et fo
r 20
21/2
2To
tal fo
r th
e Pl
an
Perio
d Re
spon
si-bi
lity17
/18
18/1
919
/20
20/2
121
/22
Tota
l
Stre
ngth
en th
e na
tiona
l SPS
com
-m
ittee
Cont
inu-
ous
Com
mitte
e re
ports
44
44
420
DPH&
BDF
SS3.
003.
003.
003.
203.
2015
.40
Stra
te-
gy 4
.4
Partic
ipat
e in
stand
ard
settin
g,
revie
w, h
ar-
mon
izatio
n an
d m
arke
t ac
cess
ne-
gotia
tions
Partic
ipat
e in
Stan
-da
rds s
ettin
g ac
tiv-
ities a
nd im
plem
ent
reco
mm
enda
tions
Annu
al
Num
ber o
f sta
ndar
d se
tting
mee
tings
at
tend
ed
2020
2020
2010
0DP
H&B
DSC&
PVP
DFSS
5.00
5.25
5.51
5.79
6.08
27.6
3
Revie
w an
d de
vel-
opm
ent o
f sta
ndar
ds
(ISPM
,OEC
D
stand
ards
, ISTA
, UN
ECE)
Cont
inu-
ous
Num
ber
stand
ards
re
viewe
d/de
velop
ed1
11
11
5DP
H&B
DSC&
PVP
DFSS
1.00
1.00
1.00
1.00
1.00
5.00
Partic
ipat
e in
mar
ket
acce
ss n
egot
iation
sCo
ntinu
-ou
s
Num
ber
of n
ew
mar
kets
op
ened
11
11
15
DPH&
BDS
C&PV
SS1.
001.
001.
001.
001.
005.
00
72
.484
.15
91.9
297
.02
101.
9744
7.46
KEPHIS STRATEGIC PLANPage 47
Them
e 5:
CAP
ACIT
Y BU
ILDI
NG
STRA
TEG
IC IS
SUE
5: In
adeq
uate
cap
acity
to fa
cilit
ate
effic
ient
and
effe
ctiv
e de
liver
y of
the
KEPH
IS m
anda
te
Obj
ectiv
e No
5: T
o bu
ild s
taff,
sta
keho
lder
s an
d in
frast
ruct
ural
cap
acity
to fa
cilit
ate
effic
ient
and
effe
ctiv
e de
liver
y of
the
KEPH
IS m
anda
te.
Out
put/O
utco
me
Budg
et (K
sh. M
)
Stra
tegy
Activ
ityTim
e fra
me
Perfo
rman
ce
Indi
cato
rTa
rget
fo
r 20
17/1
8
Targ
et
for
2018
/19
Targ
et
for
2019
/20
Targ
et
for
2020
/21
Targ
et
for
2021
/22
Tota
l fo
r the
Pl
an
Perio
d
Resp
onsi-
bility
17/1
818
/19
19/2
020
/21
21/2
2To
tal
Stra
tegy
5.1
: En
hanc
e sta
ffing
levels
and
sk
ills
Dete
rmine
opt
imal
m
annin
g lev
els20
17/1
8O
ptim
al M
annin
g lev
el re
port
-1
-1
-2
DCS
-1.
00-
0.5
-1.
50
Revie
w sta
ff esta
blish
-m
ent
2017
/18
Staf
f esta
blish
-m
ent r
epor
t1
-1
--
2DC
S0.
100.
100.
100.
100.
100.
50
Unde
rtake
app
ropr
iate
recr
uitm
ent a
nd d
eploy
-m
ent o
f sta
ffCo
ntinu
-ou
sNu
mbe
r of
recr
uitm
ents
and
depl
oym
ents
11
11
15
DCS
2.00
2.00
2.00
2.00
2.00
10.0
0
Unde
rtake
Tra
ining
Ne
eds A
sses
smen
tAn
nual
TNA
repo
rt1
11
11
5DC
S0.
200.
200.
200.
200.
201.
00
Deve
lop tr
aining
pr
ogra
mm
esAn
nual
Num
ber o
f train
-ing
pro
gram
mes
de
velop
ed1
11
11
5DC
S0.
200.
200.
200.
200.
201.
00
Unde
rtake
train
ing a
nd
deve
lopm
ent s
taff
Cont
inu-
ous
Num
ber o
f sta
ff tra
ined
100
100
100
100
100
500
DCS
10.0
012
.00
15.0
018
.00
20.0
075
.00
Carry
out
train
ing
impa
ct a
sses
smen
tCo
ntinu
-ou
sIm
pact
ass
ess-
men
t rep
orts
11
11
15
DCS
--
--
--
Unde
rtake
Men
tors
hip
and
coac
hing
Cont
inu-
ous
Num
ber o
f sta
ff m
ento
red
1015
2025
3010
0DC
S Al
l Ds
--
--
--
2017
/18
Num
ber o
f men
-to
rs tr
ained
27-
27-
-54
All D
s 1.
00-
1.00
--
2.00
2019
/20
Know
ledge
man
age-
men
t fram
ewor
k
2018
/19
Esta
blish
men
t of
repo
sitor
y fo
r kno
wled
ge
man
agem
ent
-1
--
-1
All D
s -
3.00
--
-3.
00
Annu
alKn
owled
ge
man
agem
ent
Repo
rt1
11
11
5Al
l Ds
--
--
-
Man
agem
ent o
f Kno
wl-
edge
Man
agem
ent
data
: Upd
ate
data
base
fo
r impo
rt an
d im
porte
rs
and
analy
ze tr
ends
mon
thly
Num
ber o
f up
date
s for
da
taba
ses a
nd
analy
sed
trend
s12
1212
1212
60DP
H&B
DSC&
PVP
0.20
0.20
0.30
0.50
0.50
1.70
Man
agem
ent o
f Kno
wl-
edge
Man
agem
ent
data
: Upd
ate
data
base
fo
r exp
ort a
nd e
xpor
ters
an
d an
alyze
tren
ds
mon
thly
Num
ber o
f up-
date
d da
taba
se
and
analy
sed
trend
s12
1212
1212
60DP
H&B
DSC&
PVP
0.20
0.20
0.30
0.50
0.50
1.70
KEPHIS STRATEGIC PLANPage 48
Them
e 5:
CAP
ACIT
Y BU
ILDI
NG
STRA
TEG
IC IS
SUE
5: In
adeq
uate
cap
acity
to fa
cilit
ate
effic
ient
and
effe
ctiv
e de
liver
y of
the
KEPH
IS m
anda
te
Obj
ectiv
e No
5: T
o bu
ild s
taff,
sta
keho
lder
s an
d in
frast
ruct
ural
cap
acity
to fa
cilit
ate
effic
ient
and
effe
ctiv
e de
liver
y of
the
KEPH
IS m
anda
te.
Out
put/O
utco
me
Budg
et (K
sh. M
)
Stra
tegy
Activ
ityTim
e fra
me
Perfo
rman
ce
Indi
cato
rTa
rget
fo
r 20
17/1
8
Targ
et
for
2018
/19
Targ
et
for
2019
/20
Targ
et
for
2020
/21
Targ
et
for
2021
/22
Tota
l fo
r the
Pl
an
Perio
d
Resp
onsi-
bility
17/1
818
/19
19/2
020
/21
21/2
2To
tal
Man
agem
ent o
f Kno
wl-
edge
Man
agem
ent
data
: Mon
thly
expo
rt da
ta m
anag
emen
t on
inte
rcep
tions
and
re
jectio
ns
Mon
thly
Num
ber o
f rep
ort
on in
terc
eptio
ns,
rejec
tions
1212
1212
1260
DPH&
B0.
200.
200.
300.
500.
501.
70
Man
agem
ent o
f Kno
wl-
edge
Man
agem
ent
data
: Upd
ate
data
bas-
es fo
r Phy
tosa
nitar
y fa
cilitie
s (e.
g. n
urse
ries,
IS
PM 1
5, D
evita
lizat
ion
treat
men
t, bio-
cont
ain-
men
t, con
fined
field
tria
ls an
d qu
aran
tine
facil
ities
Mon
thly
Num
ber o
f up
date
s for
da
taba
ses
1212
1212
1260
DPH&
B0.
500.
500.
500.
500.
502.
50
Stra
tegy
5.2
: Im
plem
ent
Hum
an R
e-so
urce
Bes
t Pr
actic
es
Revie
w HR
Poli
cies t
o ali
gn to
bes
t pra
ctice
s,
gove
rnm
ent p
olicie
s,
labou
r laws
Annu
alNu
mbe
r of p
oli-
cies r
eview
ed2
52
22
13DC
S0.
300.
300.
300.
300.
301.
50
Enha
nce
and
oper
a-tio
naliz
e a
com
petiti
ve
and
equit
able
rem
u-ne
ratio
n an
d be
nefit
sy
stem
; to e
nhan
ce
empl
oyee
satis
fact
ion
and
staff r
eten
tion
Annu
alIm
plem
enta
tion
statu
s Rep
ort
11
11
15
DCS
525
567.
3559
7.04
627.
2365
9.14
2,97
5.76
Annu
alEm
ploy
ee sa
tis-
fact
ion in
dex
6768
6970
7171
DCS
0.50
0.50
0.50
0.50
0.50
2.50
Annu
alSt
aff r
eten
tion
index
9595
9595
9595
DCS
0.50
0.50
0.50
0.50
0.50
2.50
Impl
emen
t per
for-
man
ce b
ased
rewa
rd
syste
mAn
nual
Rewa
rd a
nd
sanc
tions
repo
rt1
11
11
5Al
l Ds
5.00
5.00
5.00
5.00
5.00
25.0
0
Crea
te a
con
duciv
e an
d sa
fe w
ork e
nvi-
ronm
ent
Annu
alW
ork E
nviro
n-m
ent in
dex
6667
6869
7070
DCS
0.50
0.50
0.50
0.50
0.50
2.50
Ensu
re o
ccup
ation
al
safe
ty an
d he
alth
at th
e wo
rkpl
ace
Qua
rterly
Qua
rterly
repo
rts
on C
ompl
iance
to
Occ
upat
ional
sa
fety
and
Healt
h leg
al pr
ovisi
ons
44
44
420
DCS
--
--
--
Deve
lop a
nd im
plem
ent
a su
cces
sion
plan
2018
/19
Succ
essio
n po
licy
-1
--
-1
DCS
0.50
0.50
0.50
0.50
0.50
2.50
Annu
alSu
cces
sion
Plan
11
11
15
All D
s 1.
001.
001.
001.
001.
005.
00
KEPHIS STRATEGIC PLANPage 49
Them
e 5:
CAP
ACIT
Y BU
ILDI
NG
STRA
TEG
IC IS
SUE
5: In
adeq
uate
cap
acity
to fa
cilit
ate
effic
ient
and
effe
ctiv
e de
liver
y of
the
KEPH
IS m
anda
te
Obj
ectiv
e No
5: T
o bu
ild s
taff,
sta
keho
lder
s an
d in
frast
ruct
ural
cap
acity
to fa
cilit
ate
effic
ient
and
effe
ctiv
e de
liver
y of
the
KEPH
IS m
anda
te.
Out
put/O
utco
me
Budg
et (K
sh. M
)
Stra
tegy
Activ
ityTim
e fra
me
Perfo
rman
ce
Indi
cato
rTa
rget
fo
r 20
17/1
8
Targ
et
for
2018
/19
Targ
et
for
2019
/20
Targ
et
for
2020
/21
Targ
et
for
2021
/22
Tota
l fo
r the
Pl
an
Perio
d
Resp
onsi-
bility
17/1
818
/19
19/2
020
/21
21/2
2To
tal
Impl
emen
t pre
siden
tial
dire
ctive
s, cir
cular
s and
ex
ecut
ive o
rder
sQ
uarte
rlyQ
uarte
rly re
ports
on
com
plian
ce to
di
rect
ives
44
44
420
All D
s -
--
--
-
Unde
rtake
man
age-
men
t of th
e K
EPHI
S Pe
nsion
Plan
Qua
rterly
Qua
rterly
repo
rts
on a
ctivi
ties a
nd
com
plian
ce
to th
e Pe
nsion
po
licy a
nd
proc
edur
es
44
44
420
DCS
--
--
--
Unde
rtake
pre
vent
ion
of A
lcoho
l and
Dru
g ab
use
Qua
rterly
Qua
rterly
repo
rts
on a
ctivi
ties a
nd
com
plian
ce
to th
e KE
PHIS
po
licy o
n Al
coho
l an
d Dr
ug a
buse
44
44
420
DCS
1.00
1.00
1.00
1.00
1.00
5.00
Unde
rtake
pre
vent
ion
of H
IV/A
IDS
infec
tions
Qua
rterly
Qua
rterly
repo
rts
on a
ctivi
ties a
nd
com
plian
ce to
KE
PHIS
poli
cy
on H
IV/A
IDS
prev
entio
n
44
44
420
DCS
1.00
1.00
1.00
1.00
1.00
5.00
Unde
rtake
Gen
der
main
strea
ming
Qua
rterly
Qua
rterly
repo
rts
on a
ctivi
ties a
nd
com
plian
ce to
KE
PHIS
poli
cy o
n G
ende
r
44
44
420
DCS
0.25
0.25
0.25
0.25
0.25
1.25
Unde
rtake
Disa
bility
m
ainstr
eam
ingQ
uarte
rly
Qua
rterly
repo
rts
on a
ctivi
ties a
nd
com
plian
ce to
KE
PHIS
poli
cy o
n Di
sabi
lity
44
44
420
DCS
0.50
0.50
0.50
0.50
0.50
2.50
Com
ply t
o Na
tiona
l In
dustr
ial T
raini
ng
Auth
ority
regu
lation
sQ
uarte
rly
Com
plian
ce
repo
rts o
n re
mit-
tanc
e of
stat
utor
y pa
ymen
ts to
NI
TA
44
44
420
DCS
--
--
--
Stra
tegy
5.3
: En
hanc
e ca
pacit
y for
sta
keho
lder
s an
d SM
Es
Train
priv
ate
inspe
ctor
sAn
nual
Num
ber o
f pri-
vate
insp
ecto
rs
traine
d5
1012
1517
59DS
C&PV
P 2.
002.
002.
002.
002.
0010
.00
KEPHIS STRATEGIC PLANPage 50
Them
e 5:
CAP
ACIT
Y BU
ILDI
NG
STRA
TEG
IC IS
SUE
5: In
adeq
uate
cap
acity
to fa
cilit
ate
effic
ient
and
effe
ctiv
e de
liver
y of
the
KEPH
IS m
anda
te
Obj
ectiv
e No
5: T
o bu
ild s
taff,
sta
keho
lder
s an
d in
frast
ruct
ural
cap
acity
to fa
cilit
ate
effic
ient
and
effe
ctiv
e de
liver
y of
the
KEPH
IS m
anda
te.
Out
put/O
utco
me
Budg
et (K
sh. M
)
Stra
tegy
Activ
ityTim
e fra
me
Perfo
rman
ce
Indi
cato
rTa
rget
fo
r 20
17/1
8
Targ
et
for
2018
/19
Targ
et
for
2019
/20
Targ
et
for
2020
/21
Targ
et
for
2021
/22
Tota
l fo
r the
Pl
an
Perio
d
Resp
onsi-
bility
17/1
818
/19
19/2
020
/21
21/2
2To
tal
Crea
te a
ware
ness
on
ben
efits
of u
sing
impr
oved
inpu
ts, d
iag-
nosti
c se
rvice
s an
d pr
actic
es
Cont
inu-
ous
Num
ber o
f fo
rum
s10
1010
1010
50DP
H&B
DSC&
PVP
1.00
1.00
1.10
2.09
2.10
7.29
Cont
inu-
ous
Num
ber o
f farm
-er
s rea
ched
1,00
01,
200
1,50
01,
600
1,70
07,
000
DPH&
BDS
C&PV
P-
--
--
-
Crea
te a
ware
ness
on
quar
antin
e pe
stsCo
ntinu
-ou
sNu
mbe
r of
awar
enes
s fo
rum
s10
1010
1010
50Al
l Ds
5.00
5.00
5.00
5.00
5.00
25.0
0
Cond
uct c
apac
ity
build
ing in
surv
eillan
ceCo
ntinu
-ou
sNu
mbe
r of
traini
ngs
11
11
15
DPH&
B0.
500.
500.
500.
500.
502.
50
Main
tain
and
crea
te
capa
city o
n ex
port
cer-
tifica
tion
syste
m (E
CS)
and
Impo
rt Ce
rtifica
tion
Syste
m (I
CS)
Bi-M
onth
lyTr
aining
/ Awa
re-
ness
repo
rts24
2424
2424
120
DPH&
B0.
300.
300.
300.
350.
401.
65
Train
stak
ehold
ers o
n sta
ndar
ds a
nd m
arke
t re
quire
men
ts
Annu
alNu
mbe
r of
traini
ngs
1010
1010
1050
All D
s5.
005.
005.
005.
005.
0025
Crea
te a
ware
ness
on
harm
onise
d re
gion
al
PRA
prot
ocols
Cont
inu-
ous
Num
ber o
f aw
aren
ess f
ora
22
22
210
All D
s3.
003.
003.
003.
503.
8016
.30
Train
cou
nty s
taff,
farm
-er
s, ag
ribus
iness
es,
traini
ng in
stitu
tions
and
re
sear
ch in
stitu
tions
Bi-a
nnua
lNu
mbe
r of C
oun-
ty tra
ining
s8
1012
1415
59DS
C&PV
P DP
H&B
DRTS
&C2.
503.
03.
54.
04.
5017
.5
Awar
enes
s cre
ation
an
d tra
ining
of s
take
-ho
lder
s and
play
ers i
n th
e ind
ustry
to e
nhan
ce
capa
city
Cont
inu-
ous
Num
ber o
f aw
aren
ess a
nd
traini
ng fo
rum
s8
910
1214
53DS
C&PV
PDP
H&B
DRTS
&C5.
006.
007.
5010
.00
12.5
041
.00
Unde
rtake
You
th
Inte
rnsh
ips/I
ndus
trial
atta
chm
ents/
Appr
en-
tices
hips
Cont
inu-
ous
Num
ber o
f int
erns
/stud
ents
5055
6065
7030
0DC
S1.
001.
201.
401.
601.
807.
00
Unde
rtake
Nat
ional
Ph
ytosa
nitar
y con
fer-
ence
Bian
nual
Conf
eren
ces
unde
rtake
n1
-1
-1
3Al
l Ds
5.00
-10
.00
-10
.00
25.0
0
Partic
ipat
e in
local,
Co
unty,
nat
ional,
re-
gion
al an
d In
tern
ation
al
conf
eren
ces
Cont
inu-
ous
Num
ber o
f co
nfer
ence
s at
tend
ed10
1010
1010
50M
D
All D
s 15
.00
16.0
017
.00
18.0
019
.00
85.0
0
KEPHIS STRATEGIC PLANPage 51
Them
e 5:
CAP
ACIT
Y BU
ILDI
NG
STRA
TEG
IC IS
SUE
5: In
adeq
uate
cap
acity
to fa
cilit
ate
effic
ient
and
effe
ctiv
e de
liver
y of
the
KEPH
IS m
anda
te
Obj
ectiv
e No
5: T
o bu
ild s
taff,
sta
keho
lder
s an
d in
frast
ruct
ural
cap
acity
to fa
cilit
ate
effic
ient
and
effe
ctiv
e de
liver
y of
the
KEPH
IS m
anda
te.
Out
put/O
utco
me
Budg
et (K
sh. M
)
Stra
tegy
Activ
ityTim
e fra
me
Perfo
rman
ce
Indi
cato
rTa
rget
fo
r 20
17/1
8
Targ
et
for
2018
/19
Targ
et
for
2019
/20
Targ
et
for
2020
/21
Targ
et
for
2021
/22
Tota
l fo
r the
Pl
an
Perio
d
Resp
onsi-
bility
17/1
818
/19
19/2
020
/21
21/2
2To
tal
Stra
tegy
5.4
: En
hanc
e IC
T inf
rastr
uctu
re
and
syste
ms
Revie
w an
d im
plem
ent
ICT
gove
rnan
ce
fram
ewor
k
2017
/18
Revie
wed
Gov
er-
nanc
e fra
mew
ork
in pl
ace
1-
--
-1
DCS
--
--
--
Annu
alIm
plem
enta
tion
repo
rts-
11
11
4DC
S -
--
--
-
Deve
lop a
nd im
plem
ent
ICT
strat
egy
2018
/19
ICT
strat
egy
docu
men
t-
1-
--
1DC
S -
2.00
--
-2.
00
Annu
alIm
plem
enta
tion
repo
rt-
11
11
4DC
S-
--
--
-
Revie
w an
d im
plem
ent
a di
saste
r rec
over
y and
bu
sines
s con
tinuit
y plan
2018
/19
2021
/22
Revie
wed
Plan
-1
--
12
DCS
-1.
50-
-1.
503.
00
Annu
alIm
plem
enta
tion
Repo
rt-
11
11
4DC
S 1.
001.
001.
001.
001.
005.
00
Impr
ove
ICT
infra
struc
-tu
re fo
r sus
taina
ble
busin
ess s
uppo
rt
Annu
alEm
ploy
ee c
om-
pute
r rat
io1:
21:
11:
11:
11:
11:
1DC
S 5.
007.
5010
.10
5.00
5.00
32.6
0
2017
/18
ICT
Infra
struc
ture
pl
an d
evelo
ped
1-
-1
-2
DCS
--
--
--
2020
/21
Annu
ally
Infra
struc
ture
pl
an im
plem
enta
-tio
n re
port
-1
11
14
DCS
10.0
010
.00
10.0
010
.00
10.0
050
.00
Impl
emen
t Info
rmat
ion
Secu
rity M
anag
emen
t sy
stem
Cont
inu-
ous
ISM
S ce
rtifica
tion
and
main
tena
nce
-1
11
11
DCS
-4.
002.
002.
002.
0010
.00
Stra
tegy
5.
5: Im
prov
e au
tom
ation
of
KEP
HIS
oper
ation
s (u
pgra
de
exist
ing
syste
ms &
de
velop
men
t of
new
sy
stem
s)
Iden
tify, r
eview
and
ad
opt n
ew te
chno
logies
Cont
inu-
ous
Num
ber o
f new
te
chno
logies
id
entifi
ed a
nd
adop
ted
-1
-1
-2
All D
s 10
.00
5.00
15.0
012
.00
5.00
47.0
0
KEPHIS STRATEGIC PLANPage 52
Them
e 5:
CAP
ACIT
Y BU
ILDI
NG
STRA
TEG
IC IS
SUE
5: In
adeq
uate
cap
acity
to fa
cilit
ate
effic
ient
and
effe
ctiv
e de
liver
y of
the
KEPH
IS m
anda
te
Obj
ectiv
e No
5: T
o bu
ild s
taff,
sta
keho
lder
s an
d in
frast
ruct
ural
cap
acity
to fa
cilit
ate
effic
ient
and
effe
ctiv
e de
liver
y of
the
KEPH
IS m
anda
te.
Out
put/O
utco
me
Budg
et (K
sh. M
)
Stra
tegy
Activ
ityTim
e fra
me
Perfo
rman
ce
Indi
cato
rTa
rget
fo
r 20
17/1
8
Targ
et
for
2018
/19
Targ
et
for
2019
/20
Targ
et
for
2020
/21
Targ
et
for
2021
/22
Tota
l fo
r the
Pl
an
Perio
d
Resp
onsi-
bility
17/1
818
/19
19/2
020
/21
21/2
2To
tal
Impl
emen
t an
integ
rate
d ba
ck o
ffice
(Fina
nce,
HR,
Aud
it, pl
annin
g) E
RP sy
stem
fo
r effe
ctive
adm
inis-
tratio
n su
ppor
t for t
he
orga
nizat
ion
2018
/19
ERP
syste
m in
pl
ace
-1
-1
-1
DCS
-30
.00
-30
.00
-60
.00
2019
/20
Upgr
ade
and
main
tain
EC
S sy
stem
for
enha
nced
exp
ort c
ertifi
-ca
tion
proc
ess
2018
/19
Upgr
aded
sy
stem
in p
lace
linke
d to
KNS
WS
-1
--
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DCS
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.00
--
-10
.00
Annu
alM
ainte
nanc
e Re
port
11
11
15
DCS
1.00
1.00
1.00
1.00
1.00
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Revie
w, im
prov
e an
d m
ainta
in th
e IC
S sy
stem
to
Ena
ble
mor
e ef
fect
ive
impo
rt re
gulat
ion
2019
/20
Syste
m re
view
re
port
--
1-
-1
DCS
--
--
--
2021
/22
ICS
upgr
ade
in
plac
e an
d lin
ked
to K
NSW
S-
--
-1
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S-
--
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.00
10.0
0
Annu
alM
ainte
nanc
e re
port
11
11
15
DCS
1.00
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1.00
1.00
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Auto
mat
e an
d m
ainta
in
the
Plan
t var
iety
prot
ectio
n an
d se
ed
certifi
catio
n pr
oces
s
2019
/20
Syste
m in
plac
e-
-1
--
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S-
-14
.00
13.8
0-
27.8
0
Annu
alAu
tom
ation
and
M
ainte
nanc
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port
--
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12
DCS
--
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001.
002.
00
Revie
w, im
plem
ent a
nd
main
tain
the
Labo
rato
ry
Info
rmat
ion M
anag
e-m
ent s
yste
m
2017
/18
2020
/21
Syste
m re
view
re
port
1-
-1
-2
DCS
1.00
--
1.00
-2.
00
Annu
alIm
prov
emen
t an
d M
ainte
nanc
e re
port
11
11
15
DCS
1.00
1.00
1.00
1.00
1.00
5.00
Auto
mat
e th
e Fie
ld
Surv
eillan
ce a
nd e
arly
warn
ing sy
stem
2019
/20
Syste
m in
plac
e-
-1
--
1DC
S-
10.0
0-
--
10.0
0
Annu
al
from
20
19/2
0
Impl
emen
tatio
n an
d m
ainte
nanc
e sta
tus r
epor
t-
-1
11
3DC
S-
-1.
001.
001.
003.
00
Stra
tegy
5.6
: En
hanc
e th
e inf
rastr
uctu
ral
facil
ities
Revie
w an
d im
plem
ent
gap
analy
sis re
port
on
exist
ing fa
cilitie
s
Annu
alRe
view
Repo
rt1
11
11
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100.
100.
100.
100.
100.
50
Annu
alIm
plem
enta
tion
repo
rt1
11
11
5DC
S0.
100.
100.
100.
100.
100.
50
KEPHIS STRATEGIC PLANPage 53
Them
e 5:
CAP
ACIT
Y BU
ILDI
NG
STRA
TEG
IC IS
SUE
5: In
adeq
uate
cap
acity
to fa
cilit
ate
effic
ient
and
effe
ctiv
e de
liver
y of
the
KEPH
IS m
anda
te
Obj
ectiv
e No
5: T
o bu
ild s
taff,
sta
keho
lder
s an
d in
frast
ruct
ural
cap
acity
to fa
cilit
ate
effic
ient
and
effe
ctiv
e de
liver
y of
the
KEPH
IS m
anda
te.
Out
put/O
utco
me
Budg
et (K
sh. M
)
Stra
tegy
Activ
ityTim
e fra
me
Perfo
rman
ce
Indi
cato
rTa
rget
fo
r 20
17/1
8
Targ
et
for
2018
/19
Targ
et
for
2019
/20
Targ
et
for
2020
/21
Targ
et
for
2021
/22
Tota
l fo
r the
Pl
an
Perio
d
Resp
onsi-
bility
17/1
818
/19
19/2
020
/21
21/2
2To
tal
Acqu
ire a
ppro
priat
e eq
uipm
ent, m
achin
ery
and
vehic
lesCo
ntinu
-ou
s
Perc
enta
ge o
f re
quire
men
ts
in pr
ocur
emen
t pl
an m
et10
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0%10
0%10
0%10
0%10
0%DC
S20
.00
24.0
028
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036
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130.
00
Acqu
ire a
dditio
nal la
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18/1
9 -
2021
/22
No. o
f par
cels
acqu
ired
-1
11
14
DCS
-10
.00
10.0
010
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Cons
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new
and
up
grad
e ex
isting
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Annu
al
from
20
19/2
0No
. of n
ew o
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es c
onstr
ucte
d-
-1
11
3DC
S-
30.0
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834
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31
Cont
inu-
ous
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f exis
ting
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pgra
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ainta
ined
99
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945
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15.0
016
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17.0
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19.0
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Stra
tegy
5.7
: En
hanc
e As
set m
an-
agem
ent
Revie
w As
set m
anag
e-m
ent p
olicy
Annu
alRe
viewe
d As
set
man
agem
ent
polic
y1
11
11
5DC
S -
--
--
-
Deve
lop a
nd im
plem
ent
Asse
t main
tena
nce
plan
Annu
alAs
set M
ain-
tena
nce
plan
de
velop
ed.
11
11
15
DCS
--
--
--
Cont
inu-
ous
Com
plian
ce le
vel
with
the
Asse
t m
ainte
nanc
e pl
an10
0 %
100
%10
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100
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100
%DC
S 8.
0010
.00
11.0
011
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12.0
052
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Cont
inu-
ous
Qua
rterly
Main
te-
nanc
e re
ports
44
44
420
DCS
4.00
4.20
4.41
4.63
4.86
22.1
0
Impl
emen
t gov
ernm
ent
polic
y on
AGPO
Annu
al
Mini
mum
30%
pr
ocur
emen
t bu
dget
ded
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ted
to Y
outh
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omen
and
PW
Ds
30%
30%
30%
30%
30%
30%
DCS
--
--
--
Impl
emen
t gov
ernm
ent
polic
y on
prom
otion
of
loca
l con
tent
in
proc
urem
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Annu
al
Mini
mum
40%
pr
ocur
emen
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dget
ded
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to lo
cally
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rvice
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40%
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40%
DCS
--
--
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Unde
rtake
disp
osal
of
unse
rvice
able
asse
ts.An
nual
No. o
f disp
osal
ex
ercis
es1
11
11
5DC
S0.
300.
300.
300.
300.
301.
50
KEPHIS STRATEGIC PLANPage 54
Them
e 5:
CAP
ACIT
Y BU
ILDI
NG
STRA
TEG
IC IS
SUE
5: In
adeq
uate
cap
acity
to fa
cilit
ate
effic
ient
and
effe
ctiv
e de
liver
y of
the
KEPH
IS m
anda
te
Obj
ectiv
e No
5: T
o bu
ild s
taff,
sta
keho
lder
s an
d in
frast
ruct
ural
cap
acity
to fa
cilit
ate
effic
ient
and
effe
ctiv
e de
liver
y of
the
KEPH
IS m
anda
te.
Out
put/O
utco
me
Budg
et (K
sh. M
)
Stra
tegy
Activ
ityTim
e fra
me
Perfo
rman
ce
Indi
cato
rTa
rget
fo
r 20
17/1
8
Targ
et
for
2018
/19
Targ
et
for
2019
/20
Targ
et
for
2020
/21
Targ
et
for
2021
/22
Tota
l fo
r the
Pl
an
Perio
d
Resp
onsi-
bility
17/1
818
/19
19/2
020
/21
21/2
2To
tal
Stra
tegy
5.8
: En
hanc
e Pe
rform
ance
M
anag
e-m
ent
Deve
lop a
nd im
plem
ent
Perfo
rman
ce M
anag
e-m
ent p
olicy
2017
/18
Perfo
rman
ce
Man
agem
ent
polic
y in
plac
e1
--
--
1DC
S0.
10-
--
-0.
10
Cont
inu-
ous
Perfo
rman
ce
man
agem
ent
polic
y im
plem
en-
tatio
n sta
tus
-10
010
010
010
010
0DC
S-
--
--
-
Impl
emen
t Per
for-
man
ce c
ontra
cting
pr
oces
ses a
nd o
ther
Pe
rform
ance
fram
e-wo
rks.
Annu
ally
PC n
egot
iated
an
d ve
tted
11
11
15
DRTS
&CAl
l Ds
0.50
0.50
0.50
0.50
0.50
2.50
Qua
rterly
PC im
plem
enta
-tio
n re
port
44
44
420
DRTS
&CAl
l Ds
--
--
--
Unde
rtake
Per
form
ance
ap
prais
als fo
r sta
ffAn
nual
Perfo
rman
ce
Appr
aisal
repo
rt1
11
11
5Al
l Ds
--
--
--
Deve
lop a
nd im
plem
ent
a pl
annin
g m
onito
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and
eva
luatio
n fra
mew
ork
Annu
alAn
nual
work
pl
ans d
evelo
ped
11
11
15
DRTS
&CAl
l Ds
--
--
--
Mon
thly
M a
nd E
repo
rts12
1212
1212
60DR
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All D
s-
--
--
-
Bi-A
nnua
lW
ork p
lan
impl
emen
tatio
n Ev
aluat
ion re
port
22
22
210
DRTS
&CAl
l Ds
0.40
0.40
0.40
0.40
0.40
2.00
Annu
alPr
oject
s Mon
itor-
ing &
Eva
luatio
n re
ports
11
11
15
DRTS
&C0.
500.
500.
500.
500.
502.
50
2019
/20
M&E
softw
are
syste
m in
plac
e-
-1
--
-DR
TS&C
DCS
--
3.00
--
-3.
00
2019
/20
Revie
w &
Evalu
-at
ion o
f Stra
tegi
c Pl
an re
port
--
1-
12
DRTS
&CDC
S-
-0.
20-
0.20
0.40
2021
/22
2017
/201
8
Num
ber o
f de
partm
enta
l M
&E o
fficer
s ap
point
ed a
nd
traine
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38-
--
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&C2.
00-
--
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00
Deve
lop th
e 20
22/2
3 –
2027
/28
strat
egic
plan
20
21/2
2Th
e 20
22/2
3 –
2027
/28
strat
egic
pl
an d
raft i
n pl
ace
--
--
11
DRTS
&C-
--
-5.
005.
00
KEPHIS STRATEGIC PLANPage 55
Them
e 5:
CAP
ACIT
Y BU
ILDI
NG
STRA
TEG
IC IS
SUE
5: In
adeq
uate
cap
acity
to fa
cilit
ate
effic
ient
and
effe
ctiv
e de
liver
y of
the
KEPH
IS m
anda
te
Obj
ectiv
e No
5: T
o bu
ild s
taff,
sta
keho
lder
s an
d in
frast
ruct
ural
cap
acity
to fa
cilit
ate
effic
ient
and
effe
ctiv
e de
liver
y of
the
KEPH
IS m
anda
te.
Out
put/O
utco
me
Budg
et (K
sh. M
)
Stra
tegy
Activ
ityTim
e fra
me
Perfo
rman
ce
Indi
cato
rTa
rget
fo
r 20
17/1
8
Targ
et
for
2018
/19
Targ
et
for
2019
/20
Targ
et
for
2020
/21
Targ
et
for
2021
/22
Tota
l fo
r the
Pl
an
Perio
d
Resp
onsi-
bility
17/1
818
/19
19/2
020
/21
21/2
2To
tal
Incr
ease
num
ber o
f ac
cred
ited
labor
ator
ies
and
expa
nd sc
ope
of
accr
edita
tion
2017
/18
– 20
21/2
2Nu
mbe
r of la
bs
accr
edite
d1
11
11
5DP
H&B
DSC&
PVP
DFSS
2.00
2.00
2.00
2.00
2.00
10.0
0
2017
/18
Accr
edita
tion
Gap
ana
lysis
repo
rt1
--
--
1DS
C&PV
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1.00
--
--
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Annu
alNu
mbe
r of m
eth-
ods e
xpan
ded
22
11
17
DSC&
PVP
DPH&
BDF
SS2.
002.
001.
001.
001.
007.
00
Initia
te p
roce
sses
lead
-ing
to a
ccre
dita
tion
to
ISO
170
20 a
nd 1
7065
Annu
alNu
mbe
r of
traini
ngs a
nd
awar
enes
s for
a2
22
22
10DS
C&PV
PDP
H&B
DFSS
1.00
1.00
1.00
1.00
1.00
5.00
2018
/19
2020
/21
Gap
ana
lysis
for
impl
emen
tatio
n of
ISO
170
20 a
nd
1706
5 ac
cred
-ita
tion
-1
-1
-2
DSC&
PVP
DPH&
BDF
SS-
0.20
-0.
10-
0.30
2018
/19-
2021
/22
Proc
edur
es
esta
blish
ed-
12
34
10DS
C&PV
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H&B
DFSS
-0.
300.
300.
500.
701.
80
Evalu
ation
of s
yste
ms
for c
ompl
iance
with
ISO
17
020
and
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520
20/2
1-20
21/2
2Ev
aluat
ion re
port
--
-1
12
DSC&
PVP
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BDF
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--
1.00
1.50
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Revie
w of
syste
m fo
r co
mpl
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with
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17
020
and
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520
20/2
1 -2
021/
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view
repo
rt-
--
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C&PV
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--
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001.
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50
Susta
in IS
O Q
uality
M
anag
emen
t sys
tem
s
2017
/18
– 20
21/2
2Ev
aluat
ion
repo
rts1
11
11
5DR
TS&C
2.00
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2.00
2.00
2.00
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0
Annu
alNu
mbe
r of
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ce/
Rece
rtifica
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ts1
11
11
5DR
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0.50
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0.50
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Annu
alNu
mbe
r of
inter
nal A
udits
22
22
210
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&C1.
001.
001.
001.
001.
005.
00
Annu
alNu
mbe
r of q
ual-
ity A
sses
smen
ts
unde
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n3
33
33
15DR
TS&C
0.30
0.30
0.30
0.30
0.30
1.50
Revie
w ca
pacit
y to
mee
t con
tem
pora
ry
Phyto
sanit
ary r
elate
d iss
ues
Annu
alEv
aluat
ion re
port
11
11
15
DPH&
BDS
C&PV
P DR
TS&C
1.00
1.00
1.00
1.00
1.00
5.00
KEPHIS STRATEGIC PLANPage 56
Them
e 5:
CAP
ACIT
Y BU
ILDI
NG
STRA
TEG
IC IS
SUE
5: In
adeq
uate
cap
acity
to fa
cilit
ate
effic
ient
and
effe
ctiv
e de
liver
y of
the
KEPH
IS m
anda
te
Obj
ectiv
e No
5: T
o bu
ild s
taff,
sta
keho
lder
s an
d in
frast
ruct
ural
cap
acity
to fa
cilit
ate
effic
ient
and
effe
ctiv
e de
liver
y of
the
KEPH
IS m
anda
te.
Out
put/O
utco
me
Budg
et (K
sh. M
)
Stra
tegy
Activ
ityTim
e fra
me
Perfo
rman
ce
Indi
cato
rTa
rget
fo
r 20
17/1
8
Targ
et
for
2018
/19
Targ
et
for
2019
/20
Targ
et
for
2020
/21
Targ
et
for
2021
/22
Tota
l fo
r the
Pl
an
Perio
d
Resp
onsi-
bility
17/1
818
/19
19/2
020
/21
21/2
2To
tal
Deve
lop a
nd im
ple-
men
ts Se
rvice
deli
very
inn
ovat
ions
Cont
inu-
ous
Num
ber o
f Se
rvice
Deli
very
inn
ovat
ions
deve
loped
and
im
plem
ente
d
44
55
523
All D
s1.
001.
001.
001.
001.
005.
00
Unde
rtake
Cor
rupt
ion
prev
entio
n at
the
Corp
orat
ionQ
uarte
rly
Repo
rts o
n co
mpl
iance
to
the
EACC
Act
an
d co
rrupt
ion
prev
entio
n gu
ideli
nes
44
44
420
All D
sCS
&LS
55
55
525
Ensu
re c
ompl
iance
with
Co
nstitu
tion
and
othe
r sta
tuto
ry o
blig
ation
sQ
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Qua
rterly
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rts
on c
ompl
iance
to
cons
titutio
nal a
nd
othe
r sta
tuto
ry
oblig
ation
s
44
44
420
All D
sCS
&LS
--
--
--
Ensu
re c
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iance
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ngoz
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de o
f co
nduc
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ports
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com
plian
ce
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wong
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code
of c
ondu
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44
44
20M
DCS
&LS
BoD
--
--
--
Ensu
re re
aliza
tion
of
Natio
nal v
alues
and
Na
tiona
l coh
esion
at
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uarte
rly
Qua
rterly
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rts
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ctivi
ties o
n Na
tiona
l valu
es
and
Natio
nal
cohe
sion
44
44
420
All D
sCS
&LS
--
--
--
Stra
tegy
5.9
: De
velop
and
Im
plem
ent
a Ri
sk m
an-
agem
ent
syste
m
Deve
lop R
isk M
an-
agem
ent p
olicy
and
fra
mew
ork
2017
/18
2020
/21
Risk
Poli
cy
fram
ewor
k in
plac
e1
--
1-
2DC
S H-
IA1.
00-
-1.
00-
2.00
Impl
emen
t Risk
Man
-ag
emen
t fram
ewor
kCo
ntinu
-ou
sLe
vel o
f impl
e-m
enta
tion
100
%10
0%10
0%10
0%10
0%10
0%Al
l Ds
H-IA
--
--
--
Stra
tegy
5.1
0 En
hanc
e th
e Ce
ntre
for
Phyto
sanit
ary
Exce
llenc
e (C
OPE
)
Stre
ngth
en C
OPE
2019
/202
0CO
PE st
reng
then
-1
11
14
DRTS
&C-
3.00
--
-3.
00
COPE
bus
iness
plan
20
18/1
920
20/2
1Bu
sines
s plan
in
plac
e-
-1
11
3DR
TS&C
--
--
--
KEPHIS STRATEGIC PLANPage 57
Them
e 5:
CAP
ACIT
Y BU
ILDI
NG
STRA
TEG
IC IS
SUE
5: In
adeq
uate
cap
acity
to fa
cilit
ate
effic
ient
and
effe
ctiv
e de
liver
y of
the
KEPH
IS m
anda
te
Obj
ectiv
e No
5: T
o bu
ild s
taff,
sta
keho
lder
s an
d in
frast
ruct
ural
cap
acity
to fa
cilit
ate
effic
ient
and
effe
ctiv
e de
liver
y of
the
KEPH
IS m
anda
te.
Out
put/O
utco
me
Budg
et (K
sh. M
)
Stra
tegy
Activ
ityTim
e fra
me
Perfo
rman
ce
Indi
cato
rTa
rget
fo
r 20
17/1
8
Targ
et
for
2018
/19
Targ
et
for
2019
/20
Targ
et
for
2020
/21
Targ
et
for
2021
/22
Tota
l fo
r the
Pl
an
Perio
d
Resp
onsi-
bility
17/1
818
/19
19/2
020
/21
21/2
2To
tal
Enha
nce
visib
ility a
nd
activ
ities o
f CO
PE
2017
/18
- 20
21/2
2
Num
ber o
f m
arke
ting
cam
paig
ns o
n qu
arte
rly b
asis
44
44
420
DRTS
&C1.
001.
001.
001.
001.
005.
00
Deve
lop tr
aining
pr
ogra
ms i
n lin
e wi
th
curre
nt m
arke
t re-
quire
men
ts an
d re
view
cu
rricu
lar
Annu
alNu
mbe
r tra
ining
pr
ogra
ms d
evel-
oped
56
78
1036
DRTS
&C1.
001.
001.
001.
001.
005.
00
Accr
edit P
hyto
sanit
ary
Prac
tition
ers a
fter
traini
ngAn
nual
Num
ber a
ccre
d-ite
d10
1215
1820
75DR
TS&C
1.50
2.00
2.50
3.00
3.50
12.5
0
Iden
tify a
nd d
evelo
p a
pool
of tr
ainer
sAn
nual
Num
ber o
f tra
iners
55
55
525
0.20
0.20
0.20
0.20
0.20
1.00
DRTS
&C
Pers
ons t
raine
d un
der
COPE
Annu
alNu
mbe
r tra
ined
697
825
850
900
1000
4272
2.00
2.00
2.00
2.00
2.00
10.0
0
Deve
lop a
train
ing
prog
ram
for K
EPHI
S te
chnic
al sta
ffAn
nual
Num
ber o
f pr
ogra
ms
24
44
418
0.30
0.60
0.60
0.60
0.60
2.70
DRTS
&C
70
0.75
847.
2086
9.80
909.
9395
1.28
4,27
8.96
KEPHIS STRATEGIC PLANPage 58
Them
e 6:
STR
ATEG
IC T
HEM
E: R
ESO
URCE
MO
BILI
ZATI
ON
AND
MAN
AGEM
ENT
STRA
TEG
IC IS
SUE
6: L
imite
d fin
anci
al re
sour
ces
and
sub-
optim
al re
sour
ce a
lloca
tion
and
utiliz
atio
n.
Obj
ectiv
e No
.6: T
o m
obiliz
e ad
equa
te fi
nanc
ial r
esou
rces
and
ens
ure
optim
al a
lloca
tion
and
utiliz
atio
n fo
r ful
l impl
emen
tatio
n of
pro
gram
mes
and
act
iviti
es.
Out
put/O
utco
me
Budg
et (K
sh. M
)
Stra
tegy
Activ
ityTim
e fra
me
Perfo
rman
ce
Indi
cato
rTa
rget
fo
r 20
17/1
8
Targ
et
for
2018
/19
Targ
et
for
2019
/20
Targ
et
for
2020
/21
Targ
et
for
2021
/22
Tota
l for
the
Plan
Pe
riod
Resp
onsi-
bility
17/1
818
/19
19/2
020
/21
21/2
2To
tal
Stra
tegy
6.1
: Br
oade
n Se
r-vic
e/Pr
oduc
t ba
se
Unde
rtake
revie
w of
se
rvice
/pro
duct
mix
to
iden
tify n
ew so
urce
s of
reve
nue
Cont
inuou
sNu
mbe
r of n
ew
serv
ices/p
rodu
cts
22
22
210
DSC&
PVP
DPH&
BDR
TS&C
1.00
1.
00
1.00
1.
00
2.00
6.
00
Expa
nd sc
ope
of la
bo-
rato
ry, d
iagno
stics
and
ins
pect
ion se
rvice
sAn
nual
Num
ber o
f new
m
etho
ds2
12
23
10DS
C&PV
PDP
H&B
DRTS
&C1.
50
1.00
2.
00
2.00
2.
00
8.50
Unde
rtake
train
ing to
fa
cilita
te d
evelo
pmen
t of
inspe
ction
and
labo
rato
-ry
bus
iness
plan
s
Annu
alBu
sines
s plan
s de
velop
ed1
11
11
5DS
C&PV
P0.
50
1.00
0.
50
0.50
0.
50
3.00
DP
H&B
DRTS
&C
Annu
alNe
w pr
otoc
ols
deve
loped
11
11
15
DSC&
PVP
1.00
1.
00
1.00
1.
00
1.00
5.
00
DPH&
BDR
TS&C
Annu
alNe
w ar
eas o
f ins
pect
ion1
11
11
5DS
C&PV
P0.
50
0.50
0.
50
0.50
0.
50
2.50
DP
H&B
DRTS
&C
Enha
nce
visib
ility a
nd
mar
ketin
g of
labo
rato
ry
serv
ices
Cont
inuou
sNu
mbe
r of p
rom
o-tio
n ac
tivitie
s5
56
86
30DP
H&B
DSC&
PVP
DRTS
&C2.
00
2.50
4.
00
4.00
3.
00
15.5
0
Expl
ore
oppo
rtunit
ies
for o
fferin
g te
chnic
al
cons
ultan
cy b
oth
locall
y an
d int
erna
tiona
lly.
Annu
alNu
mbe
r of c
onsu
l-ta
ncies
don
e2
23
33
13Al
l Ds
1.50
1.
50
2.00
2.
25
2.50
9.
75
Purs
ue P
ublic
priv
ate
partn
ersh
ips o
n fu
nding
of
pro
gram
mes
Annu
alNu
mbe
r of p
art-
ners
hips
11
11
15
All D
s1.
00
1.00
1.
00
1.00
1.
00
5.00
Mar
ket th
e Co
nfer
ence
fa
cility
Cont
inuou
sNu
mbe
r of m
ar-
ketin
g ca
mpa
igns
44
44
420
DCS
0.50
0.
50
0.50
0.
50
0.50
2.
50
Enha
nce
utiliz
ation
of
reso
urce
s e.g
. land
, bu
ilding
s, gr
ound
s for
re
venu
e ge
nera
tion
Cont
inuou
sRe
venu
e ge
ner-
ated
from
facil
ities
(Ksh
. M)
510
12.5
1517
.560
DCS
3.00
4.
00
6.00
7.
00
7.00
27
.00
Stra
tegy
6.2
: En
hanc
e Fu
ndra
ising
Iden
tify fu
nding
gap
sAn
nual
Fund
ing g
aps
repo
rt1
11
11
5Al
l Ds
--
--
--
Deve
lop p
rojec
t coo
rdi-
natio
n po
licy
2017
/201
8Pr
oject
coo
rdi-
natio
n po
licy i
n pl
ace
-1
--
-1
DRTS
&C-
0.30
-
--
0.30
KEPHIS STRATEGIC PLANPage 59
Them
e 6:
STR
ATEG
IC T
HEM
E: R
ESO
URCE
MO
BILI
ZATI
ON
AND
MAN
AGEM
ENT
STRA
TEG
IC IS
SUE
6: L
imite
d fin
anci
al re
sour
ces
and
sub-
optim
al re
sour
ce a
lloca
tion
and
utiliz
atio
n.
Obj
ectiv
e No
.6: T
o m
obiliz
e ad
equa
te fi
nanc
ial r
esou
rces
and
ens
ure
optim
al a
lloca
tion
and
utiliz
atio
n fo
r ful
l impl
emen
tatio
n of
pro
gram
mes
and
act
iviti
es.
Out
put/O
utco
me
Budg
et (K
sh. M
)
Stra
tegy
Activ
ityTim
e fra
me
Perfo
rman
ce
Indi
cato
rTa
rget
fo
r 20
17/1
8
Targ
et
for
2018
/19
Targ
et
for
2019
/20
Targ
et
for
2020
/21
Targ
et
for
2021
/22
Tota
l for
the
Plan
Pe
riod
Resp
onsi-
bility
17/1
818
/19
19/2
020
/21
21/2
2To
tal
Deve
lop a
nd su
bmit
conc
ept n
otes
and
fu
nding
pro
posa
ls to
po
tent
ial d
evelo
pmen
t pa
rtner
s.
Annu
alNu
mbe
r of c
on-
cept
s and
pro
pos-
als d
evelo
ped
55
55
525
DRTS
&C0.
30
0.30
0.
30
0.30
0.
30
1.50
Esta
blish
and
Stre
ngth
-en
relat
ionsh
ips a
nd n
et-
work
s with
dev
elopm
ent
partn
ers
Cont
inuou
sNu
mbe
r of n
ew
deve
lopm
ent p
art-
ners
eng
aged
23
56
824
DRTS
&C0.
50
0.50
0.
50
1.00
2.
00
4.50
Lobb
y for
add
itiona
l G
over
nmen
t fund
ingCo
ntinu
ous
Addi
tiona
l fund
ing
from
Gov
ernm
ent
(Ksh
. M)
--
2050
5012
0DC
S2.
00
2.00
2.
00
2.00
2.
00
10.0
0
Stra
tegy
6.3
: Im
plem
ent
Soun
d Fin
ancia
l M
anag
emen
t
Deve
lop/R
eview
of fi
nan-
cial m
anag
emen
t and
pr
ocur
emen
t poli
cies
2017
/201
820
19/2
020
Deve
loped
/Re
viewe
d po
licies
4-
4-
-8
DCS
--
--
--
Iden
tify a
nd m
anag
e fin
ancia
l and
pro
cure
-m
ent r
isks
Annu
alRi
sk A
sses
smen
t an
d im
plem
enta
-tio
n re
port
11
11
15
DCS
--
--
--
Enha
nce
budg
eting
pr
oces
ses a
nd c
ontro
lsCo
ntinu
ous
Perc
enta
ge B
ud-
get c
ompl
iance
100
100
100
100
100
100
DCS
0.50
0.
50
0.50
0.
50
0.50
2.
50
Deve
lop a
nd im
plem
ent
cost
effic
iency
mea
sure
s fo
r all s
ervic
es re
nder
edCo
ntinu
ous
Cost
savin
gs
(Ksh
. M)
1015
2020
2085
All D
s -
--
--
-
Unde
rtake
per
iodic
re-
views
of fe
es c
harg
ed to
en
sure
full c
ost r
ecov
ery
Annu
alRe
view
repo
rt-
--
1-
1Al
l Ds
--
--
--
Enha
nce
the
effic
iency
an
d ef
fect
ivene
ss o
f de
bt m
anag
emen
t and
co
llect
ionCo
ntinu
ous
Perc
enta
ge
Com
plian
ce w
ith
cred
it poli
cy10
010
010
010
010
010
0Al
l Ds
0.50
0.
50
0.50
0.
50
0.50
2.
50
Enha
nce
use
of te
chno
-log
ical fi
nanc
ial so
lution
sCo
ntinu
ous
Num
ber o
f tech
-no
logica
l solu
tions
ad
opte
d-
1-
1-
2DC
S -
0.50
-
0.50
-
1.00
Enha
nce
finan
cial
perfo
rman
ce m
onito
ring
and
repo
rting
Mon
thly
Finan
cial re
ports
1212
1212
1260
DCS
--
--
--
16
.618
.322
.324
.55
25.3
107.
05
KEPHIS STRATEGIC PLANPage 60
Them
e 7:
STR
ATEG
IC T
HEM
E: S
TAKE
HOLD
ER A
LLIA
NCES
AND
PAR
TNER
SHIP
S
Stra
tegi
c is
sue
7: N
eed
to e
nhan
ce s
yner
gy c
olla
bora
tion
and
linka
ges
with
sta
keho
lder
s an
d pa
rtner
s
Obj
ectiv
e 7:
To e
nhan
ce s
yner
gies
thro
ugh
colla
bora
tion
and
linka
ges
with
sta
keho
lder
s an
d pa
rtner
s
Out
put/O
utco
me
Bu
dget
(Ksh
. M)
Stra
tegy
Activ
ityTim
e fra
me
Perfo
rman
ce
Indi
cato
rTa
rget
fo
r 20
17/1
8
Targ
et
for
2018
/19
Targ
et
for
2019
/20
Targ
et
for
2020
/21
Targ
et
for
2021
/22
Tota
l fo
r the
Pl
an
Perio
d
Resp
onsi-
bility
17/1
818
/19
19/2
020
/21
21/2
2To
tal
Stra
tegy
7.1
St
akeh
older
an
alysis
and
m
appi
ng
Iden
tify a
ll KEP
HIS
stake
hold
ers a
nd id
entify
su
itabl
e co
mm
unica
tions
ch
anne
ls fo
r the
m a
nd
impl
emen
t
2017
/18
2021
/22
Stak
ehold
er
map
ping
and
co
mm
unica
tions
ch
anne
ls re
port
1-
--
1-2
All D
s2.
50-
--
2.50
5
Iden
tify a
reas
of e
ngag
e-m
ent a
nd c
ollab
orat
ionSe
mi-a
n-nu
ally
Enga
gem
ent
and
Impl
emen
ta-
tion
repo
rt2
22
22
10Al
l Ds
2.00
--
--
2
Iden
tify fo
rum
s for
eng
age-
men
t and
coll
abor
ation
Qua
rterly
Num
ber o
f fo
rum
s atte
nded
5
55
55
25Al
l Ds
1.50
0.50
0.50
0.50
0.50
3.5
Stra
tegy
7.2
En
hanc
e in-
tera
ction
with
sta
keho
lder
s an
d pa
rtner
s
Enga
ge c
ount
y gov
ern-
men
ts on
the
KEPH
IS
man
date
Qua
rterly
Num
ber o
f Cou
n-ty
Colla
bora
tion
enga
gem
ents
55
55
525
All D
s2.
002.
002.
002.
002.
0010
Partic
ipat
e in
Polic
y and
re
gulat
ory r
eview
and
sta
keho
lder
coll
abor
ation
fo
rum
s on
bios
afet
y iss
ues
Cont
inuou
sNu
mbe
r of m
eet-
ings a
ttend
ed6
66
66
36DP
H&B
DSC&
PVP
DRTS
&C0.
250.
250.
250.
250.
251.
25
Esta
blish
linka
ges w
ith
regi
onal
and
inter
natio
nal
orga
nisat
ions o
n re
gion
al
refe
renc
e lab
orat
ories
Cont
inuou
sNu
mbe
r of L
ink-
ages
mad
e 5
58
88
34DP
H&B
DSC&
PVP
DRTS
&C0.
500.
700.
901.
101.
504.
70
Esta
blish
linka
ges t
o su
ppor
t sur
veilla
nce
and
pest
man
agem
ent w
ith
institu
tions
such
as C
ABI,
CIM
MYT
, ICIP
E
Cont
inuou
sNu
mbe
r of
institu
tions
22
22
210
DPH&
BDR
TS&C
0.50
0.50
0.50
0.50
0.50
2.50
Partic
ipat
e an
d co
llabo
rate
in
stake
hold
er fo
raQ
uarte
rly
Num
ber o
f col-
labor
ative
foru
ms
and
linka
ges
(invit
ation
s, m
eet-
ings a
ttend
ed,
joint
act
ivitie
s)
4040
4040
4020
0Al
l Ds
5.00
5.00
5.20
5.40
5.40
26.0
0
Coor
dina
te w
ith o
ther
bo
rder
age
ncies
(Bor
der
agen
cy m
anag
emen
t bo
rder
coo
rdina
tion)
Annu
alNu
mbe
r of B
or-
der c
oord
inatio
n m
eetin
gs20
420
420
420
420
410
20Al
l Ds
3.00
3.00
3.00
3.00
4.00
16.0
0
Stra
tegy
7.3
En
hanc
e cu
stom
er
relat
ions a
nd
feed
back
Esta
blish
com
mun
icatio
n str
ateg
y, e
ngag
emen
t an
d fe
edba
ck a
nd
impl
emen
t, esta
blish
and
im
plem
ent s
ocial
med
ia
strat
egy
2018
/201
9Co
mm
unica
tion
polic
y and
stra
te-
gy d
evelo
ped
-1
--
-1
All D
s-
3.00
--
-5.
00
KEPHIS STRATEGIC PLANPage 61
Them
e 7:
STR
ATEG
IC T
HEM
E: S
TAKE
HOLD
ER A
LLIA
NCES
AND
PAR
TNER
SHIP
S
Stra
tegi
c is
sue
7: N
eed
to e
nhan
ce s
yner
gy c
olla
bora
tion
and
linka
ges
with
sta
keho
lder
s an
d pa
rtner
s
Obj
ectiv
e 7:
To e
nhan
ce s
yner
gies
thro
ugh
colla
bora
tion
and
linka
ges
with
sta
keho
lder
s an
d pa
rtner
s
Out
put/O
utco
me
Bu
dget
(Ksh
. M)
Stra
tegy
Activ
ityTim
e fra
me
Perfo
rman
ce
Indi
cato
rTa
rget
fo
r 20
17/1
8
Targ
et
for
2018
/19
Targ
et
for
2019
/20
Targ
et
for
2020
/21
Targ
et
for
2021
/22
Tota
l fo
r the
Pl
an
Perio
d
Resp
onsi-
bility
17/1
818
/19
19/2
020
/21
21/2
2To
tal
Esta
blish
com
mun
icatio
n fe
edba
ck m
echa
nism
s th
roug
h pr
int, e
lectro
nic
and
socia
l med
iaAn
nual
Num
ber o
f fe
edba
ck
mec
hanis
ms
esta
blish
ed5
55
55
25Al
l Ds
1.00
--
--
1
Cond
uct c
usto
mer
satis
-fa
ction
surv
eys t
o ga
uge
custo
mer
serv
ice le
vels
for
the
Corp
orat
ion
Annu
alNu
mbe
r of
exte
rnal
surv
eys
unde
rtake
n1
11
11
5Al
l Ds
1.00
1.00
1.00
1.00
1.00
5
Annu
alCu
stom
er sa
tis-
fact
ion in
dex
71.3
72.0
74.0
76.0
78.0
78Al
l Ds
--
--
--
Qua
rterly
Inte
rnal
Custo
m-
er sa
tisfa
ction
su
rvey
s4
44
44
20Al
l Ds
--
--
--
Unde
rtake
reso
lution
of
custo
mer
com
plain
tsQ
uarte
rlyCu
stom
er c
om-
plain
ts re
ports
44
44
420
All D
s-
--
--
-
Serv
ice C
harte
r rev
iews
and
impl
emen
tatio
n
mon
itorin
gQ
uarte
rlySe
rvice
Cha
rter
timeli
nes m
onito
r-ing
repo
rts4
44
44
20Al
l Ds
--
--
--
Stra
tegy
7.4
Pr
omot
e co
-regu
lation
wi
th st
ake-
hold
ers
Hold
joint
con
sulta
tive
mee
tings
with
regu
lator
y ag
encie
s in
the
HCAS
and
NT
H an
d ot
hers
Qua
rterly
Mee
ting
repo
rts4
44
44
20M
D0.
300.
300.
300.
300.
301.
50
Partic
ipat
e in
the
deve
l-op
men
t of g
ood
prac
tice
guid
es a
nd in
dustr
y cod
es
of c
ondu
ct
2018
/19
2020
/21
Code
s of P
rac-
tice
and
Goo
d Pr
actic
e gu
ides
-1
-1
-2
All D
s-
0.5
-0.
50-
1.00
Partic
ipat
e in
the
impl
e-m
enta
tion
and
train
ing o
n go
od p
ract
ice g
uides
and
Co
des o
f Pra
ctice
Qua
rterly
Indu
stry
Mon
itorin
g re
ports
44
44
420
All D
s0.
300.
300.
300.
300.
301.
50
19.8
517
.05
13.9
514
.85
18.2
583
.95
KEPHIS STRATEGIC PLANPage 62
Them
e 8:
CO
RPO
RATE
BRA
ND IM
AGE
STRA
TEG
IC IS
SUE
8: N
eed
to e
nhan
ce th
e vi
sibi
lity
and
Corp
orat
e br
and
of K
EPHI
S
Obj
ectiv
e 8:
STR
ATEG
IC O
BJEC
TIVE
: To
enha
nce
the
visi
bilit
y an
d co
rpor
ate
imag
e of
KEP
HIS.
Out
put/O
utco
me
Bu
dget
(Ksh
. M)
Stra
tegy
Activ
ityTim
e fra
me
Perfo
rman
ce
Indi
cato
rTa
rget
fo
r 20
17/1
8
Targ
et
for
2018
/19
Targ
et fo
r 20
19/2
0Ta
rget
fo
r 20
20/2
1Ta
rget
for
2021
/22
Tota
l fo
r the
Pl
an
Perio
d Re
spon
sibilit
y17
/18
18/1
919
/20
20/2
121
/22
Tota
l
Stra
tegy
8.1
: En
hanc
e co
mm
uni-
catio
n an
d im
age-
build
ing
Deve
lop a
nd im
ple-
men
t cor
pora
te so
cial
susta
inabi
lity (C
SA)
polic
y20
19/2
020
corp
orat
e so
cial
susta
inabi
lity
(CSA
) poli
cy
deve
loped
--
1-
-1
DCS
--
1.0
--
1.00
Unde
rtake
CSA
ac
tivitie
sQ
uarte
rlyNu
mbe
r CSS
ac
tivitie
s und
er-
take
n5
55
55
25DC
S1.
00
1.50
1.50
1.
501.
507.
00
Mon
itor a
nd e
valua
te
CSA
activ
ities
Qua
rterly
Num
ber o
f re
ports
44
44
420
DCS
0.5
-0.
350.
250.
251.
35
Stra
tegy
8.2
En
hanc
e co
mm
unica
-tio
n an
d im
age
build
ing fr
ame-
work
Revie
w an
d im
plem
ent
visib
ility p
olicy
and
str
ateg
y20
17/1
8Vi
sibilit
y poli
cy
and
Stra
tegy
in
plac
e-
1-
--
1DC
S-
1.00
--
-1.
00
Partic
ipat
e in
field
da
ys, s
hows
, trad
e fa
irs, m
edia
inter
ac-
tions
, farm
ers f
orum
sAn
nual
Num
ber o
f field
da
ys, s
hows
, ex
hibitio
ns a
nd
med
ia int
erac
-tio
ns
1212
1212
1260
All D
s12
.00
12.0
012
.00
12.0
012
.00
60.0
0
Prep
are
and
dis-
sem
inate
pac
kage
d inf
orm
ation
Annu
al
Perc
enta
ge
of p
acka
ged
infor
mat
ion
publ
ished
and
di
ssem
inate
d (P
rodu
ction
of
ban
ners
, br
ochu
res,
polo
sh
irts, c
aps,
an
nual
repo
rts
and
othe
r m
erch
andi
se)
100%
100%
100%
100%
100%
100%
DCS
1.00
1.10
1.21
1.33
1.46
6.
1
Mon
itor a
nd e
valua
te
the
corp
orat
e im
age
Mon
thly
Num
ber o
f re
ports
1212
1212
1212
DCS
0.5
-0.
350.
250.
251.
35
Stra
tegy
8.
3:Un
derta
ke
Corp
orat
e Re
-bra
nding
Initia
te p
roce
ss o
f re
-bra
nding
(Re-
do
logo,
cor
pora
te c
o-lou
rs, r
eview
tagl
ine)
2018
/19
New
Bran
d,
logo
and
tag
line
in pl
ace
--
1-
-1
DCS
CS&L
S-
-12
.20
--
12.2
0
Enga
ge st
akeh
older
s20
18/1
920
19/2
020
21/2
2
Num
ber o
f St
akeh
older
fo
rum
s-
66
66
24Al
l Ds
1.00
2.00
1.50
4.50
KEPHIS STRATEGIC PLANPage 63
Them
e 8:
CO
RPO
RATE
BRA
ND IM
AGE
STRA
TEG
IC IS
SUE
8: N
eed
to e
nhan
ce th
e vi
sibi
lity
and
Corp
orat
e br
and
of K
EPHI
S
Obj
ectiv
e 8:
STR
ATEG
IC O
BJEC
TIVE
: To
enha
nce
the
visi
bilit
y an
d co
rpor
ate
imag
e of
KEP
HIS.
Out
put/O
utco
me
Bu
dget
(Ksh
. M)
Stra
tegy
Activ
ityTim
e fra
me
Perfo
rman
ce
Indi
cato
rTa
rget
fo
r 20
17/1
8
Targ
et
for
2018
/19
Targ
et fo
r 20
19/2
0Ta
rget
fo
r 20
20/2
1Ta
rget
for
2021
/22
Tota
l fo
r the
Pl
an
Perio
d Re
spon
sibilit
y17
/18
18/1
919
/20
20/2
121
/22
Tota
l
Enga
ge st
aff
Annu
ally
Num
ber o
f sta
ff aw
aren
ess
foru
ms
11
11
15
DCS
0.30
0.30
0.30
0.30
0.20
1.40
Com
mun
icate
new
co
rpor
ate
iden
tityCo
ntinu
-ou
sNu
mbe
r of
Bran
d aw
are-
ness
foru
ms
44
22
12DC
S0.
30
0.30
0.
30
0.20
0.
20
1.30
Deve
lop a
bra
nd
man
ual
2020
/21
Bran
d m
anua
l in
plac
e-
--
1-
1DC
S0.
50
0.50
-
--
1.00
Audi
ts fo
r com
plian
ceAn
nual
Num
ber o
f com
-pl
iance
aud
its1
11
3DC
S0.
30
-0.
60-
0.10
1.
00
Esta
blish
com
mun
ica-
tion
feed
back
mec
ha-
nism
on
bran
ding
2018
/19
Num
ber o
f fe
edba
ck
mec
hanis
ms
esta
blish
ed-
1-
--
1DC
S0.
50
-0.
50-
-1.
00
16.9
17.7
32.3
117
.33
15.9
610
0.20
KEPHIS STRATEGIC PLANPage 64
NOTES
KEPHIS STRATEGIC PLANPage 65
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Tel: 020 6618000Cell: 0709 891000
Email: [email protected]@kephis.org
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