KENYA VETERINARY BOARD
Upholding Veterinary Standards
STRATEGIC PLAN
2013-2018 ACKNOWLEDGMENTS
The revision of this strategic plan was realized through the support and tireless efforts of several stakeholders. Special recognition goes to the entire Kenya Veterinary Board, the Ministry of Livestock Development, the Director of Veterinary Services, the University of Nairobi, the Kenya Veterinary Association, Association of Kenya Feeds Manufacturers, Kenya Livestock Finance Trust, Kenya Veterinary Vaccine Production Institute and Private Veterinary Practitioners.
The contribution of the following individuals who formed the secretariat is highly appreciated:- Dr. Victor Yamo of the Kenya Veterinary Board, Mr. Moses Mburu and Mr. Maurice Mungai of the Central Planning and Project Monitoring Unit in the Ministry of Livestock Development, Dr. Zachary Mwaura of the Project Management Support Unit in the Department of Veterinary Services, Dr. B. O. Godia acting CEO of Kenya Veterinary Board, Mr. Simon G.Wainaina and Jonathan Ouma of Kenya Veterinary Board.
The Board finally wishes to recognize all those who may have participated in one way or the other.
i ABBREVIATIONS AND ACRONYMS
AI – Artificial Insemination
ASDS - Agricultural Sector Development Strategy
ASK- Agricultural Society of Kenya
CAADP - Comprehensive Africa Agricultural Development Programme
CEO- Chief Executive Officer
CPD- Continuous Professional Development
DVS- Director of Veterinary Services
HR- Human Resource
ICT- Information Communication Technology
KAP - Knowledge, Attitude and Practices Survey
KVA- Kenya Veterinary Association
KVB- Kenya Veterinary Board
MESPT – Micro Enterprises Support Program Trust
M&E- Monitoring and Evaluation
MDG- Millennium Development Goals
ii MOU- Memorandum of Understanding
NEPAD- New Partnership for Africa’s Development
NGO- Non-Governmental Organization
PS- Permanent Secretary
VSVP Act 2011- Veterinary Surgeons and the Veterinary Para-Professionals Act 2011 WTO – World Trade Organization MTP – Medium Term Plan MTEF – Mid-term Expenditure Framework
iii Table of Contents
ACKNOWLEDGMENTS...... i ABBREVIATIONS AND ACRONYMS ...... ii EXECUTIVE SUMMARY...... v CHAPTER ONE: INTRODUCTION...... 1 1.0 Background...... 1 1.1 Rationale for the review of the Strategic Plan...... 2 1.2 Methodology...... 2 1.3 Legal, Policy and Institutional Framework...... 3 1.4 Role of Kenya Veterinary Board...... 3 CHAPTER TWO: SITUATIONAL ANALYSIS...... 4 2.0 Current organizational structure of the Board...... 4 2.1 Current Staff Establishment...... 5 2.2 PESTEL Analysis...... 6 2.3 SWOT Analysis...... 7 2.4 Stakeholder Analysis...... 8 2.5 Challenges facing KVB...... 9 2.5.1 Internal Challenges...... 9 2.5.2 External Challenges...... 9 2.6 Achievements of the Board...... 9 CHAPTER THREE: STRATEGIC MODEL...... 10 3.1 Mandate...... 10 3.2 Vision...... 10 3.3 Mission...... 10 3.4 Core Values...... 10 3.5 Core Functions...... 10 3.6 Strategic Issues and Objectives...... 11 3.7 Cross Cutting Issues...... 13 3.8 PROPOSED ORGANIZATIONAL STRUCTURE FOR KVB...... 15 3.9 Proposed staff establishment...... 16 CHAPTER 4: IMPLEMENTATION MATRIX...... 17 CHAPTER 5: RESOURCE MOBILIZATION...... 20 5.1 Financial Resources...... 20 5.1.1 Resource mobilization for the strategic plan...... 20 5.1.2 Financial trend in the last three years...... 20 5.1.3 Appropriations in Aid / Extra Budgetary Resources...... 20 5.1.4 Cost of implementing the strategic plan...... 20 5.1.5 Proposed mechanisms to mobilize funding...... 21 5.2 Human Resource...... 21 CHAPTER 6: MONITORING AND EVALUATION...... 22 6.0 Introduction...... 22 6.1 Current Situation...... 22 6.2 Monitoring and Evaluation issues in the Board...... 22 6.3 Monitoring Methodologies...... 22 6.4 Monitoring and Evaluation Framework...... 22
iv EXECUTIVE SUMMARY
This revised Strategic Plan for the Kenya Veterinary Board (KVB) covers the period 2013to 2018. It has been harmonized with key documents such as the Constitution of Kenya 2010, the Kenya Vision 2030, the Agricultural Sector Development Strategy (ASDS), the Veterinary Surgeons and Veterinary Paraprofessionals Act 2011 and the various policies in the livestock sector. It takes cognizance of the need to have competent veterinary professional services to enable Kenyan farmers and pastoralists access domestic and international markets for their products.
Efficient and effective veterinary professional services will contribute to the country’s economic growth and improvement of the livelihood of Kenyans. This Strategic Plan has five strategic objectives, namely to: i. Enhance compliance with set standards according to the Act. ii. Develop an appropriate institutional set up for KVB. iii. Enhance capacity of KVB. iv. Enhance publicity and improve data management system. v. Expand linkages with relevant partners.
In order to achieve the above objectives, a number of activities have been identified for implementation. The total cost of implementing this strategic plan will be Kshs. 689.1 Million spread over the five year period. This amount will be allocated to facilitate the achievement of the identified objectives as follows:- Kshs.147 million to enhance compliance with set standards according to the Act, Kshs 230.5 million to develop an appropriate institutional set up for KVB, Kshs. 220 million to enhance capacity of KVB, Kshs. 85.6 million to enhance publicity and improve data management system and Kshs. 6 million to expand linkages with relevant partners. The cross cutting issues related to environment, HIV/AIDs and gender will be mainstreamed and integrated in all the Board’s activities throughout the strategic period.
The Board is committed to ensure that the implementation of this strategic plan is undertaken in order to attain the desired objectives. It will further embrace partnership with the private sector and development partners among other stakeholders. In addition, an effective monitoring and evaluation system will be established to track implementation for the purposes of informing the management of any corrective measures that may be required.
v CHAPTER ONE: INTRODUCTION
1.0 Background
The Veterinary profession in Kenya can be traced back to 1890 when the Department of Veterinary Services (DVS) was established to cater for the white settler farmers during the colonial era. During the pre-independence era veterinary services were mainly provided by the private sector which was mainly composed of British veterinarians. To regulate the veterinary profession and education, the British colonial government legislated the Veterinary Surgeons Ordinance in 1953. Section 5 of the Ordinance established the Kenya Veterinary Board (KVB) on 13th October 1953. By then the law only recognized veterinary qualifications, acceptable for registration in the United Kingdom. After independence provision of veterinary services became public good and the Ordinance became the Veterinary Surgeons Act Cap 366. Several amendments and rules were made in 1964, 1967, 1980, 1993 and 1996, respectively. By the late 1990s the profession felt the need to overhaul the Veterinary Surgeons Act Cap 366 of the Laws of Kenya that led to the repealing of the same and its replacement by the Veterinary Surgeons and the Veterinary Para-Professionals (VSVP) Act 2011. The Act was accented to on 16th September 2011 and given the effective date of 2nd December 2011. The Act gives the Kenya Veterinary Board an expanded mandate as listed under Section 6. Following these changes the Board decided to review the first Strategic Plan (2010 – 2015) to ensure harmony with the Act, the Constitution of Kenya and the Kenya Vision 2030.
Prior to the structural adjustments in late 1980s all veterinary surgeons and veterinary paraprofessionals were employed in the public sector. However, after the privatization of the veterinary clinical services in early 1990s and the embargo on recruitment of the veterinary professionals in the public sector many veterinary surgeons and veterinary Para- professionals joined the private sector; and hence the need to enhance regulation of their services in order to protect the livestock industry. The performance of the livestock sector has been affected by unethical practice by unqualified persons who are offering substandard services. Farmers and pastoralists have lost animals of high value due to malpractices. Besides, the public is exposed to drugs and chemical residues that affect human health. In addition the same residues affect the access of Kenyan livestock and livestock products to international market. The KVB therefore needs to put strategies, including an efficient inspectorate unit and veterinary quality assurance systems in place, in order to curb such malpractices. 1 1.1 Rationale for the review of the Strategic Plan
This revised Strategic Plan has been necessitated by the need to ensure alignment with the Constitution of Kenya 2010, the enactment of the Veterinary Surgeons and Veterinary Paraprofessionals Act 2011 and second Medium Term Plan (MTP) of the Kenya Vision 2030. The Constitution in the Fourth Schedule recognizes the veterinary policy and regulation of veterinary services as national functions. The Veterinary Surgeons and Veterinary Paraprofessionals Act 2011mandates the Board to regulate the profession. The Act makes provision for training, regulation, registration and licensing of veterinary surgeons and veterinary paraprofessionals. The repealed Act gave the Board powers only to regulate veterinary surgeons but the current Act empowers the Board to regulate veterinary surgeons, veterinary paraprofessionals, training institutions, veterinary laboratories, animal welfare and breeding services.
1.2 Methodology The review of this Strategic Plan has been done through consultative process involving various stakeholders. Among the stakeholders who participated include, the Ministry of Livestock Development, the Director of Veterinary Services, the University of Nairobi, Faculty of Veterinary Medicine, the Kenya Veterinary Association, Association of Kenya Feeds Manufacturers, Kenya Livestock Finance Trust, Kenya Veterinary Vaccine Production Institute and Private Veterinary Practitioners.
2 1.3 Legal, Policy and Institutional Framework
The implementation of this strategic plan takes cognizance of the Constitution of Kenya 2010, the Veterinary Surgeons and Veterinary Paraprofessionals Act 2011 and other International protocols such as the WTO and East African Common Market. It will also be guided by the Kenya Vision 2030, the Veterinary Policy, Agriculture Sector Development Strategy (ASDS), the National Livestock Policy, and the Ministry of Livestock Development Strategic Plan for 2013-2018.
In order to meet the Sanitary and Phyto-sanitary requirements in matters of trade in animal and animal products, standards for veterinary competencies must be maintained. The quality of countries’ veterinary professions and veterinary education must meet international standards in order to access international trade. KVB operates within the premise of international guidelines on regulation of veterinary profession and veterinary education. Regionally, the regulation on mutual recognition of the professional qualifications and services in the East African States as contained in the East African Common Market Protocols, gives further mandates to the Board.
1.4 Role of Kenya Veterinary Board Kenya Veterinary Board is a statutory body which is mandated to regulate veterinary surgeons, veterinary paraprofessionals, training institutions, veterinary laboratories, animal welfare and breeding services. Its objective is to ensure delivery of quality veterinary services to the stakeholders and animal welfare services. This is achieved through registration of veterinary surgeons and veterinary paraprofessionals, licensing of private veterinary practices, formulation and enforcement of professional code of ethics, inspection and certification of veterinary training institutions, laboratories and practices, promotion of continued professional development, regulation of veterinary inputs and address animal welfare issues.
3 CHAPTER TWO: SITUATIONAL ANALYSIS
2.0 Current organizational structure of the Board
The current organizational structure is as shown in the figure below.
4 According to the Section 4 of the Veterinary Surgeons and Veterinary Paraprofessional Act 2011 the Board is composed as follows;
i. The Principal Secretary in the Ministry responsible for matters relating to livestock;
ii. The Principal Secretary in the Ministry responsible for finance;
iii. The Director of Veterinary Services.
iv. A Dean of the Faculty of Veterinary Medicine of a public university in Kenya;
v. One veterinary surgeon who is a principal of a veterinary para-professional training institute appointed by the Cabinet Secretary;
vi. Four registered veterinary surgeons elected by registered veterinary surgeons and appointed by the Cabinet Secretary; vii. Three veterinary para-professionals appointed by the Cabinet Secretary after being elected by registered veterinary para-professionals; viii. The chairperson of the Kenya Veterinary Association;
ix. One person appointed by the Cabinet Secretary to represent veterinary research institutions;
x. One veterinary surgeon or veterinary paraprofessional nominated by the Director of the Kenya Wildlife Service and appointed by the Cabinet Secretary to represent the Wildlife sector;
xi. Two persons, not being veterinary surgeons or veterinary para-professionals, appointed by the Cabinet Secretary from the animal resource industry.
The Chairman is elected in the first meeting during the first meeting of the Board which is convened by the Cabinet Secretary. The registrar of the Board is the Chief Executive Officer and is also the secretary to the Board.
2.1 Current Staff Establishment
The staff serving the Board comprise of the Chief Executive Officer, Finance and Administration Officer and 3 support staff comprising of a Clerical Officer, a Driver and a Messenger. With the expanded mandate this staff establishment needs to be reviewed. 5 2.2 PESTEL Analysis Table 1: Political, Economic, Social, Technological, Environmental and Legal factors Factor Issues Impact/Implication on KVB Political Devolved system of government. Resources to open up regional offices. Regional integration. Need for clear academic and professional standards. Economic Improved incomes from livestock products Increased demand for professional services. e.g. milk. Facilitation of certification requirements. Increased local and international trade. Creating an enabling environment through registration professionals, licensing of Promotion of private sector participation. practices and enforcement of standards. Social Existence of illegal operators. Registration of professionals, licensing of practices and enforcement of standards. Poverty. Preference of cheap and substandard services and products from non-registered persons. Cultural practices/pastoralism Non-conventional management of diseases and animal welfare. Publicity/awareness HIV/AIDS Technological Internet services. Facilitate communication, online registration and licencing. Mobile phone technologies (Mpesa etc.) Payment for registration and licencing. Media (TV/FM stations) Facilitate information sharing. Electronic record management Ease of management of registration records. Environmental Management of laboratory and clinical Enforcement of standards. waste. Climate change. Publicity/awareness. Legal Un-accredited training institutions. Inspections/approval for accreditation. Enactment of VSVP Act 2011. Expanded mandate that requires more resources. Reformed judicial system. Ease of litigation-enforcement redress, Constitution of Kenya 2010. Recognition of the regulation of the veterinary profession as a national function. Potential conflict with other legislations Conflict in mandate. (Universities Act).
2.3 SWOT Analysis
6 Strengths Weaknesses Has legal mandate under VSVP Act 2011. Overreliance on government funding.
A properly constituted Board according to Inadequate staffing, weak organizational the Act. structure and lack of schemes of service. Committed and skilled staff. In-appropriate location and in adequate
Good relationship with stakeholders. office space. Inadequate automation of processes. A functional and interactive website. Inadequate publicity on the role of the Well established procedures for carrying Board to the general public. out the mandate. Lack of De-centralized Board operations. Appropriate tools and equipment for smooth functioning. Easy accessibility to clients. Opportunities Threats Increased number of training institution Poverty encourages demand for producing more graduates who will substandard services. require registration. Manipulation of professional and Reviewed law gives the Board expanded academic certificates. mandate and opportunities to Socio-cultural obstacles e.g. doping of enhance/expand the revenue base. animals. A growing private sector. Enhanced public demand for quality veterinary services and increased awareness on Animal Welfare. East African Common market protocols. Existence of emerging technologies. Existence of collaborative institutions and organizations.
7 2.4 Stakeholder Analysis There are a number of stakeholders who have interest in the functions of KVB and who may also have an influence in the implementation of this Strategic Plan. The table below identifies some of the stakeholders.
Stakeholder Function/role/ Competitive Target Assistance to responsibility advantage KVB Ministry of Policy development and Competent staff Provide Legislation of Livestock implementation. and finances appropriate Rules and Development. policy Regulations. direction for the livestock sector. Kenya Veterinary Advocacy Professional Improvement Dissemination of Association Association with of members information. country wide welfare network. Kenya Veterinary Advocacy Professional Improvement Dissemination of Paraprofessionals Association. of members information. Association welfare Kenya Livestock Advocacy Professional Improvement Dissemination of Technicians Association with of members information. Association country wide welfare network. Training Training veterinary Training facilities Produce Curriculum Institutions professionals and skilled qualified development. personnel. graduates. Private Complement the Readily available Profit Source of practitioners government in service for service delivery. maximization Revenue in delivery through service licensing fees delivery Regional Collaboration in setting Facilitate regional / Harmonize Sharing Veterinary Boards regional and international cross border regulatory expertise industry standards standards and trade. functions regionally
Print and Dissemination of Wide coverage. Inform the Publicity and electronic media information public. awareness creation. NGOs in animal Provision of animal health Financial resources Improvement Source of health and welfare and welfare services. and good network. of animal Revenue in industry health and licensing fees welfare. Kenya Livestock Management of livestock Good network of Improvement Regulation of Breeders breeds. livestock breeders. of livestock breeding. Organization breeds. Development Support projects. Financial resources. Provision of Funding. partners complementary resources.
8 2.5 Challenges facing KVB 2.5.1 Internal Challenges i) Inadequate staffing. ii) Inadequate financial resources. iii) Inadequate transport and equipment. iv) Inappropriate location and inadequate office space. v) Inappropriate structure to carry out the mandate and lack of schemes of service. vi) Inadequate rules and regulations to manage animal health production inputs.
2.5.2 External Challenges i) Late payment of retention fees. ii) Failure by some registered practitioners to apply for licences. iii) Veterinary graduates from un-accredited institutions. iv) Existence of unqualified practicing personnel. v) Employment of un-registered veterinary personnel.
2.6 Achievements of the Board Despite the above challenges, the Board has made the following achievements within the last one year:- Steered the formulation and subsequent enactment of the Veterinary Surgeons & Veterinary Para-professionals Act 2011. Developed draft rules and regulations to operationalize the Act. Facilitated the formulation of the veterinary policy. Registered veterinary graduates. Developed a communication strategy for Kenya Veterinary Board. Held one media appearance as part of Golden Jubilee Celebration for the Faculty of Veterinary Medicine. Participated in various public fora e.g. World Veterinary Day, Rabies Day, KVA Scientific Conference etc. Procured a vehicle and ICT related equipment. Conducted a workload analysis and developed a draft organizational structure of the Board. Developed appropriate CPD program and curricula for training of veterinary courses. Developed standards for animal health training institutions.
9 Developed and implemented an MOU with MESPT on AI training and refresher training modules.
CHAPTER THREE: STRATEGIC MODEL
3.1 Mandate The mandate of KVB is to exercise general supervision and control over the training, business, practice and employment of veterinary surgeons and veterinary paraprofessionals in Kenya.
3.2 Vision To be a regional model regulating agency for veterinary training, business and practice.
3.3 Mission
To facilitate development of animal resource industry in Kenya through setting standards for veterinary training institutions; and registration and licencing of veterinary professionals, businesses and institutions.
3.4 Core Values The Core Values of KV B are:- i. Professionalism ii. Integrity iii. Respect iv. Transparency and Accountability v. Efficiency vi. Team work.
3.5 Core Functions The Core functions of the Board are:- i. Advise the Government on matters relating to veterinary training, research, practice and employment, the use of veterinary medicines, poisons and the pesticides, and other issues relating to animal welfare; ii. Prescribe courses of training for veterinary surgeons and veterinary para-professionals; iii. Approve institutions for the training of veterinary surgeons and various categories of veterinary para-professionals;
10 iv. Consider and approve the qualifications of the various categories of veterinary para- professionals for the purposes of registration. v. Register, license, control and regulate veterinary practice and veterinary laboratories, clinics, animal hospitals and animal welfare institutions. vi. Formulate and publish a code of ethics for all registered persons; vii. Ensure the maintenance and improvement of the standards of practice by the registered persons; viii. Assess human resource and necessary training programs to guarantee sound and efficient veterinary service delivery and advise the relevant Ministries accordingly. ix. Create an inspectorate to work in collaboration with law enforcement agencies to locate, inspect, and close down premises or ambulatory clinics operated contrary to the practices prescribed in the Act, and take legal action against the offenders; x. Regulate the use of technology for purposes of animal breeding.
3.6 Strategic Issues and Objectives
3.6.1 Strategic Issue 1: Inadequate enforcement of standards. A number of practitioners have been operating without adhering to the set standards. Besides the expanded mandate of the Board which now include regulation of animal health training institutions, veterinary laboratories and animal welfare service providers. The necessary standards have been set to ensure quality services by these institutions and practices. This will necessitate enforcement of the set standards. Strategic Objective 1: To enhance compliance with set standards. Activities Outputs i. Carryout inspections and licensing of animal health i. Annual inspections and training institutions licencing done. ii. Inspect and licence veterinary practices, veterinary ii. Examination conducted and laboratories and animal welfare service providers. students indexed. iii. Conduct examination for registration of animal health iii. Regulations in place graduates. iv. Carryout indexing of animal health students. v. To develop regulations for veterinary medicines and poisons.
3.6.2: Strategic Issue 2: Inappropriate institutional arrangement. 11 The current structure is unsuitable to facilitate efficient and effective delivery of the functions of the Board. There are no schemes of service for officers serving in the Board. The offices are centrally located in a quarantine station belonging to the Director of Veterinary Services and there will be need for better office accommodation and decentralization to other parts of the country. Strategic Objective 2: To develop an appropriate institutional set up for KVB Activities Outputs i. Finalize organizational and staffing structure. i. Approved schemes of service in place. ii. Develop appropriate schemes of service. ii. Approved organizational structure. iii. Hire/construct office accommodation. iii. Appropriate office accommodation iv. Establishment of regional offices. obtained. iv. Functional regional offices established.
3.6.3: Strategic issue 3: Inadequate capacity for KVB The Board has currently a staff establishment of five officers. With expanded mandate, there is need for more personnel and facilities to effectively carry out the functions of the Board. The Board will also require to establish regional offices across the country. Strategic objective 3: To enhance capacity of KVB Activities Outputs i. Recruit the relevant staff i. Competent staff in place. ii. Train staff. ii. Appropriate vehicles and equipment in iii. Undertake M&E for identified activities. place. iv. Procure relevant equipment (computers, iii. M&E reports. printers, photocopiers, scanners etc.). v. Procure vehicles.
3.6.4: Strategic Issue 4: Inadequate publicity and data management system. The enactment of the Act has expanded the functions of the Board which are not yet known to the general public. This could lead to non-compliance of the requirements of the law. In addition, the expanded mandate requires more elaborate data management systems.
Strategic Objective 4: To enhance publicity and improve data management system. Activities Outputs i. Hold stakeholders sensitization forums. i. Communication Strategy in place.
12 ii. Undertake a Knowledge, Attitude and ii. An automated data management system. Practices (KAP) Survey. iii. KAP Survey report. iii. Finalize Communication Strategy. iv. Upgraded website in place. iv. Hold media appearances annually. v. Publicity materials in place. v. Erect signage in appropriate locations. vi. Upgrade and maintain the website. vii. Automate data management system. viii. Print and disseminate publicity materials e.g. brochures, calendars etc. ix. Participate in ASK shows ,use of world veterinary day, Rabies day, Scientific forums
3.6.5 Strategic Issue 5: Limited linkages with relevant partners KVB has not fully exploited its potential for developing linkages with relevant partners. During the last year the entered into one partnership though there is need to explore possibilities for enhancing linkages. This would expand networking and opportunities for resource mobilization for the Board.
Strategic Objective 5: To expand linkages with relevant partners. Activities Output i. Identify potential areas of partnerships. i. MOUs developed and signed. ii. Develop MOUs with relevant partners.
3.7 Cross Cutting Issues In implementing this strategic plan, the Board recognizes that a number of cross cutting issues may influence its implementation. This section identifies some the issues and the relevant activities to address them. They include:-
i) Environment;
Activities
13 Enforce proper disposal of laboratory and clinical waste. Promote safe use of veterinary drugs and chemicals
ii) HIV/AIDS
Activity Promote HIV/AIDS awareness among stakeholders, Board members and staff. iii) Gender Activity Mainstream/implement gender policy
14 3.8 PROPOSED ORGANIZATIONAL STRUCTURE FOR KVB
Board
Secretary/ CEO, KVB
Director Technical Director Corporate Services Services
Manager, Human D D, Technical DD, Technical DD, Technical Finance Manager Resource and Service Service Service Administration (Examination) (Registration) (Inspection)
Chief H. R. & Chief Legal and Chief ICT Officer Admin. Officer Public Officer Chief Internal Chief Vet. Chief Vet. Chief Vet. Chief Accountant Chief Supply Auditor Examiner Registration Inspector Chain Mgt. Officer Officer Senior H. R. & Adm. Officer I/II/III Senior Vet, Senior Vet. Reg. Senior Vet. Senior Supply Record Mgt Officer Senior Internal Senior Accountant Senior Legal & Public Examiner/Vet. Officer/ Vet. Inspector/Vet. Chain Mgt I/II/III Auditor/I/II II/III Senior ICT Comm Officer Examiner Reg. Officer Inspector Officer I/II/III Officer Personal Secretary I/II/III Accounts Clerk I/II Stores Clerk I/II Receptionist/Tel. Oper. Clerical Officers Secretarial Assistant Drivers Office Assistant
15 3.9 Proposed staff establishment.
In order for the Board to execute its expanded mandate and successfully implement this strategic plan, it is proposed that the following number of staff be recruited as employees of the Board. This proposal is based on the functional analysis that has already been carried out. Section/Cadre Number of staff required 1 CEO/Registrar/Secretary 1 2 Directors 2 3 Deputy Directors 3 4 Chief Veterinary Examiners 2 5 Veterinary Examiners 2 6 Chief Veterinary Registration Officer 1 7 Veterinary Registration Officer 1 8 Chief Veterinary Inspectors 14 9 Veterinary Inspectors 14 10 Finance Manager 1 11 Chief Accountant 1 12 Senior Executive Secretary 1 13 Chief Supply Chain Management Officer 1 14 Supply Chain Management Officer 2 15 Manager, HR and Administration 1 16 Chief HR and Administration Officer 1 17 Human Resource and Administration Officer 1 18 Chief Information and Communication Technology Officer 1 19 Information and Communication Technology Officer 1 20 Chief internal Auditor 1 21 Internal Auditor 1 22 Chief Legal and Public Communication Officer 1 23 Legal and Public Communication Officer 1 24 Office assistants 3 25 Secretarial Assistants 13 26 Senior Personal Secretaries 2 27 Personal Secretaries 2 28 Accountant 2 29 Accounts Clerks 2 30 Stores Clerks 2 31 Records management Officers 2 32 Receptionists/Telephone Operators 2 33 Clerical Officers 2 34 Drivers 17 Total 104
16 CHAPTER 4: IMPLEMENTATION MATRIX
Strategic issues 1 – 5 and the respective strategic objectives (see 3.6)
Performance Budget (2013-2018) [Kshs.. 000,000] Strategies Activities Outputs/Targets Actor(s) Indicators 13/14 14/15 15/16 16/17 17/18 Carryout inspections and licensing of animal Annual inspections No. of health training and licencing done. inspection and CEO 10.0 10.0 10.0 10.0 10.0 institutions licences issued
Inspect and licence veterinary practices, Annual inspections No. of veterinary laboratories and licencing done. inspection and CEO 2.0 5.0 8.0 13.0 13.0 To enhance and animal welfare licences issued compliance service providers with set Conduct examination for No. of Examination standards registration of animal graduates CEO 10.0 10.0 10.0 10.0 10.0 conducted health graduates examined Carryout indexing of No. of students Students indexed CEO 1.0 1.0 1.0 1.0 1.0 animal health students indexed Develop regulations for veterinary medicines and Gazettment of Regulations in place CEO 1.0 0 0 0 0 poisons regulations
sub total 24.0 26.0 29.0 34.0 34.0 To develop an Approved appropriate Finalize organizational organizational Structure in CEO/ 1.0 0 0 0 0 institutional set and staffing structure structure. place BOARD up for KVB Develop appropriate Approved schemes of Schemes of CEO 1.5 0 0 0 0 schemes of service service in place. service Hire/construct office Appropriate office Office CEO/ 2.4 22.4 52.4 52.4 52.4 accommodation. accommodation accommodation BOARD obtained. 17 Performance Budget (2013-2018) [Kshs.. 000,000] Strategies Activities Outputs/Targets Actor(s) Indicators 13/14 14/15 15/16 16/17 17/18
Establishment of Functional regional 13 regional CEO/ 4.0 6.0 10.0 12.0 14.0 regional offices offices established offices BOARD sub total 8.9 28.4 62.4 64.4 66.4 Competent staff in Number of CEO/ Recruit the relevant staff 15.0 17.0 19.0 21.0 23.0 place staff recruited BOARD No. of staff Train staff Skilled CEO 5.0 5.0 5.0 5.0 5.0 trained No. of M&E Undertake M&E M&E reports CEO 1.0 1.0 1.0 1.0 1.0 reports To enhance Procure relevant No. and type CEO 1.0 5.0 5.0 1.0 1.0 capacity of equipment (computers, of KVB printers, photocopiers, Equipment purchased equipment/soft scanners, software’s, ware’s etc.) procured No. of vehicles Procure vehicles. Vehicles procured. CEO 18.0 18.0 18.0 14.0 14.0 procured sub total 40.0 46.0 48.0 42.0 44.0 To enhance No. of Stakeholders publicity and Hold stakeholders stakeholders CEO/ sensitized. 6.5 3.5 3.5 3.5 3.5 improve data sensitization forums fora BOARD management system. Undertake a Knowledge, KAP Survey report. KAP Survey Attitude and Practices CEO 3.00 0 0 3.5 0 report (KAP) Survey Finalize Communication Communication Communication CEO 0.5 0 0 0 0 Strategy Strategy in place Strategy Hold media appearances CEO/ Increased awareness 5 appearances 1.0 1.0 1.0 1.0 1.0 annually BOARD Erect signage in appropriate locations. Signage post in place 3 signage posts CEO 0.3 0.1 0.1 0.1 0.1
Upgrade and maintain Upgraded website in KVB Website CEO 1.0 0.1 0.1 0.1 0.1 the website. place.
18 Performance Budget (2013-2018) [Kshs.. 000,000] Strategies Activities Outputs/Targets Actor(s) Indicators 13/14 14/15 15/16 16/17 17/18
Automated Automate data An automated data register and management system. management system. CEO 5.0 3.0 3.0 3.0 3.0 financial system Print and disseminate Number of publicity materials e.g. Publicity materials in publicity CEO 5.0 5.0 5.0 5.0 5.0 brochures, calendars, place packages supplements etc. Participate in ASK shows ,use of world Enhanced publicity CEO/ 50 events 1.5 1.5 2.0 2.0 2.0 veterinary day, Rabies BOARD day, Scientific forums sub total 23.8 14.2 14.7 18.2 14.7 To expand Identify potential areas No. of CEO/ Partnership identified 1.0 1.0 1.0 1.0 1.0 linkages with of partnerships partnerships BOARD relevant Develop MOUs with CEO/ MOUs in place No. of MOUs 0.2 0.2 0.2 0.2 0.2 partners relevant partners BOARD sub total 1.2 1.2 1.2 1.2 1.2 Grand 97.9 115.8 155.3 159.8 161.3 Total Grand Total for the 5 years 689.1
19 CHAPTER 5: RESOURCE MOBILIZATION
5.1 Financial Resources 5.1.1 Resource mobilization for the strategic plan
The recent expansion of KVB mandate and the need to establish new offices in various regions across the country will require additional financial and human resources. A review of KVB’s past funding also reveals that financial resources provided under the MTEF budgetary process have been inadequate. As such, funding activities outlined in this Strategic Plan will require additional financial resources from the exchequer and other sources outside the MTEF budgetary process. This chapter highlights the past financial trend of KVB and the financial requirement to implement each Strategic objective. It further provides proposed mechanisms for mobilizing extra funding.
5.1.2 Financial trend in the last three years
The table below outlines the resources allocated to KVB in form of grant during the last three years.
Table 1. Government Grant trend
Financial Year FY 2010/11 FY 2011/12 FY 2012/13 TOTAL Government Grant (Kshs) 7,000,000 22,500,000 24,400,000 53,900,000 Source: Printed Estimates
5.1.3 Appropriations in Aid / Extra Budgetary Resources
Besides the above grants, the KVB generates some revenue from issuance of licenses, collection of registration and retention fees.
Table 2: AIA collection over the last three financial years
FY 2010/11 FY 2012/13 Financial Year FY 2011/12 TOTAL
AiA Collections (Kshs..) 2,976,843 2,677,655 3,100,000 8,754,498
Source: Printed Estimates
5.1.4 Cost of implementing the strategic plan
Table 3 shows the financial needs for implementing the strategies outlined in this Strategic Plan.
20 Table 3: Cost of implementing the strategic plan (FY 2013/14 - 2017/18) by objective
Cost in Kshs. (000,000)
Strategic objectives FY FY FY FY FY 2013/14 2014/15 2015/16 2016/17 2017/18 Total 1 To enhance compliance with set 24.0 26.0 29.0 34.0 34.0 147.0 standards 2 To develop an appropriate 8.9 28.4 62.4 64.4 66.4 230.5 institutional set up for KVB 3 To enhance capacity of KVB 40.0 46.0 48.0 42.0 44.0 220.0 To enhance publicity and 4 improve data management 23.8 14.2 14.7 18.2 14.7 85.6 system. 5 To expand linkages with 1.2 1.2 1.2 1.2 1.2 6.0 relevant partners Total 97.9 115.8 155.3 159.8 160.3 689.1
5.1.5 Proposed mechanisms to mobilize funding
In order to mobilize resources required to implement the planned activities in this Strategic Plan, KVB intends to use the following fund raising strategies.
i) Resource mobilization from government ii) Enhance inspection and issuance of licenses. iii) Enhance collection of registration fees through increased sensitization. iv) Collection of registration examination fees v) Mobilizing funding from development partners and the private sector vi) Collaboration with other stakeholders
5.2 Human Resource
The human resource capacity for KVB will be addressed as per section 3.9 of this document. Training will be given priority to ensure that the staff is equipped with the necessary skills to implement the strategy.
21 CHAPTER 6: MONITORING AND EVALUATION
6.0 Introduction
Monitoring and evaluation (M&E) will be a central feature of this Strategic Plan. It will involve routine data collection and analysis. The results from the analysis will be used to inform the Board in its decision making and in determining if the desired objectives are being met. This will ensure that any factors that could undermine the achievement of the desired goals are addressed in time.
6.1 Current Situation The monitoring and evaluation of KVB’s activities is currently done by the CEO which is not in line with modern M&E practice. In implementing this strategic plan, it is necessary to develop M&E system that will address the Board’s expanded mandate.
6.2 Monitoring and Evaluation issues in the Board A critical issue has been that there has been no budget allocated specifically to carry out M&E. In order to address this, funds have been budgeted for in this strategic plan to carryout and build capacity for M&E.
6.3 Monitoring Methodologies In monitoring the implementation of this Strategic Plan, the Administrator will coordinate all M&E activities and will be facilitated with trained personnel, equipment such as vehicles and computers and an M&E system capable of storing and processing information. Specifically, the following methodologies will be adopted: -
Carry out M&E missions in all regions on quarterly basis and generate reports. Develop a work plan based on the strategic plan and use the work plan to assess the pace of implementation of identified activities.
Mid-term reviews will be done for all programmes being implemented by the Board to assess the achievements and inform on the need to re-plan where necessary.
6.4 Monitoring and Evaluation Framework The log frame below outlines the parameters that the Board will use to monitor and evaluate the implementation of the activities for each strategic objective within the planned period:
22 Table 4: Logical Framework Goal/ Objective Activities Inputs Outputs Objectively Verifiable Means of Assumptions Indicators Verification Goal: To be a regional model regulating agency for veterinary training, business and practice. Financial Annual 20 animal health training M&E reports Funds will be Objective 1: To Carryout inspections and resources inspections institutions inspected and available enhance licensing of animal health Inspection and licencing licenced by June 2018. compliance with training institutions Human reports. done. set standards. Inspect and licence veterinary resources 500 veterinary practices Examination practices, veterinary Examination inspected and licenced results laboratories and animal welfare conducted and annually. records. service providers. students 10 veterinary laboratories Registers. indexed. inspected and licenced Gazette Conduct examination for annually. Notice registration of animal health 10 animal welfare service graduates. providers registered once Carryout indexing of animal and inspected annually. health students. Examination for Develop regulations for registration of animal veterinary medicines and health graduates poisons conducted annually. Indexing of animal health students carried out annually. Regulations for veterinary medicines and poisons developed by Dec 2013 Finalize organizational and Financial Approved Organizational and staffing Schemes of Objective 2: To staffing structure. resources schemes of structure finalized by service and develop an service in place. December 2013. approved appropriate Develop appropriate schemes Human structures. institutional set of service. resources Approved Schemes of service up for KVB Hire/construct office organizational developed by December Hired offices accommodation. structure. 2013. Building Establishment of regional Appropriate Headquarter office block plans and offices. office constructed by June 2018. Bill of 23 Goal/ Objective Activities Inputs Outputs Objectively Verifiable Means of Assumptions Indicators Verification accommodation 13 regional offices Quantities obtained. established by June 2018. M&E reports Functional regional offices established.
Recruit the relevant staff Human Competent staff Recruit 98 staff by June Objective 3: To Payroll. Adequate Train staff. resources in place. 2018. enhance capacity resources will Financial Appropriate Train all staff on various of KVB Undertake M&E for identified Training be availed activities. Resources vehicles and courses per year reports. Funds will be Procure relevant equipment equipment in Undertake quarterly M&E M&E reports available. (computers, printers, place. missions. photocopiers, scanners etc.). M&E reports. Procure 25 computers, 25 LPOs and Land will be Procure vehicles. printers, 15photocopiers and log books. available 15 scanners by June 2018. 13 vehicles procured by June 2018. Hold stakeholders Human Communication 41 stakeholder’s fora held Objective 4: To KVB Financial sensitization forums. Resources Strategy in place. by 2018. enhance newsletter. Resources will Undertake a Knowledge, An automated KAP Survey conducted by publicity and Financial be available Attitude and Practices (KAP) data management December 2013. Workshop improve data Resources management Survey. system. reports. Finalize Communication Vehicles KAP Survey Communication Strategy system. ASK show Strategy. and report. finalized by December reports. Hold media appearances equipment Upgraded 2013. annually. (e.g. website in place. Hold one media appearance Erect signage in appropriate Computers) Publicity per year. locations. materials in Erect three signage posts Upgrade and maintain the place. by December 2013. website. Upgrade the website by Automate data management December 2013. system. Establish an automated Print and disseminate data management system publicity materials e.g. by December 2015. brochures, calendars etc. Print and disseminate 3000 Participate in ASK shows ,use calendars, 5000 brochures of world veterinary day, per year and produce two Rabies day, Scientific forums. newsletters annually. Participate in six (6) ASK shows, one (1) world 24 Goal/ Objective Activities Inputs Outputs Objectively Verifiable Means of Assumptions Indicators Verification veterinary day, Rabies day and one (1) Scientific forum per year. Identify potential areas of Financial MOUs Five (5) potential partners Minutes of Political Objective 5: To partnerships. resources developed and identified by June 2018. negotiations. goodwill. expand linkages signed. with relevant Develop MOUs with relevant Human Five (5) MOUs signed by MOU Cooperation partners. partners resources June 2018. documents. from partners.
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